Ten years ago, Capital Impact Partners received an invitation from the Kresge Foundation to join in an effort to support Detroit as the city was reeling in the turbulence of the great recession. It was a seminal moment in our organization’s history, resulting in key shifts to our strategy and how we thought about investing — not only in buildings — but in communities.
After a decade of working side-by-side with Detroiters, I felt it was a good time to reflect both on our accomplishments, but also on what we have learned about building resilient communities.
That first effort, as part of the Living Cities “Integration Initiative,” sought to drive reinvestment along the Woodward Corridor and generate benefits for area residents. Kresge, the Skillman Foundation, Midtown Detroit Inc, Invest Detroit, Vanguard CDC, and the City of Detroit served as local partners.
The Auburn brought affordable housing, retail options, and jobs to its community, and proved the need for developments of its kind.
One key project was the Auburn, a mixed-use property providing much-needed retail and affordable residential space. It proved the demand existed and illustrated how to co-locate much-needed services, create jobs, and draw in surrounding investments.
We also joined with Kresge, Southwest Solutions, and Vanguard CDC to support the Restore North End program. That program was designed to support existing homeowners in their effort to rehabilitate their residences and create neighborhood vitality, stability, and increase market values — key drivers of long-term wealth building.
As a result of what we learned, a light bulb went off, marking a strategic shift for Capital Impact’s traditional national lending approach.
It taught us the importance of standing shoulder-to-shoulder with communities, listening to their challenges, building trust, and understanding the vision residents have for their own neighborhoods to help them create those solutions.
This shift required us to focus all of our efforts — financing, capacity building, policy engagement, local partnership development — in one place to accelerate the change residents were leading. We pivoted from investing in buildings to investing in people, and working to address root challenges that have created obstacles to success.
Through the Detroit Neighborhoods Fund, we were able to finance 11 high-impact developments, including Ranier Court.
While we were proud of the impact of these projects, analysis revealed much of our lending, while achieving positive outcomes, was not serving real estate developers who lack access to traditional banking solutions.
This realization required us to better address the needs of these developers. With local guidance, our EDI program was created in 2018 to provide these individuals with training, mentorship, and connections to secure financing. We’ve trained 86 developers, many who have gone on to create their own organizations, build local projects, and develop peer-to-peer networking circles.
Graduates of our EDI program have the opportunity to re-envision and revitalize their communities while building generational wealth.
Ultimately, program graduates began teaching us. They pointed out that while they learned important skills, we were not actually financing their projects. Like many traditional lenders, our underwriting standards remained a barrier. Here again we needed to revisit our credit guidelines to serve those developers. With EDI graduates’ input, we created the DiD – Detroit Loan Fund in 2020 to expand our lending criteria in a way that met their needs. We received over $100 million in applications and look forward to announcing the projects we will be supporting.
As we look to the next decade, our efforts to champion economic prosperity continue. With CDC Small Business Finance, the nation’s leading mission-based small business lender, we created an ambitious new enterprise to innovate how capital and investments flow into communities to support economic mobility and wealth creation.
I am proud of what our $300 million in investments have meant in terms of greater access to affordable housing, quality healthcare and education, healthy foods, and small business entrepreneurship.
I’m equally proud of our ability to recognize our need to understand the city better and create local strategies that deliver the results Detroiters need. For that, I want to extend gratitude to our local partners and guides. We are taking these lessons learned to other cities to create the change that is so desperately needed.
At the same time, it has to be acknowledged that we have work ahead of us. Development in Midtown and Downtown is still coming at the expense of residents living with low incomes who are experiencing rising rents and housing insecurity. The expanding wealth gap also underscores long-standing issues we must face head on.
As we look forward to the next 10 years of working in the city, we must continue to be vigilant that our work centers Detroiters.
Oakland, Ca. is a vibrant place, a reflection of the communities within its borders. However, Oakland also experiences poverty, limited social services, and crime, which hold its communities back from achieving their full potential.
Over the past several years, Oakland has seen an influx of residents as the demand for housing in the San Francisco Bay area has driven many people there, on top of the residents who already called the city home.
Fruitvale Transit Village is a vibrant hub within Oakland, providing community development and a neighborhood center based on economic development and transportation.
In the early 2000s, Unity Council, based in Oakland, made a bold gamble: create a transit-oriented development that co-located housing, commercial development, and community space in the city’s Fruitvale neighborhood. Why? To expand access and opportunity through employment and transportation, while also creating ownership and small business opportunities to foster wealth creation.
Realizing that such an undertaking could not be done in a vacuum, the Fruitvale Transit Village brought together community members, stakeholders, government officials, and nonprofit and civic organizations to come up with a plan that would enhance local assets and help the neighborhoods build wealth and power.
The result: neighborhood transformation that centered the needs of the residents by providing easy access to social services, education, retail, and more. It is so popular that it quickly became the fourth busiest stop on the Bay Area’s subway system and a generator of wealth and community assets through local businesses and job creation.
Capital Impact Partners is proud to have partnered with Unity Council to support this community-centered development, as well as specific community partners within the development, such as La Clinica de la Raza. This type of collocation investment fits right in with our focus on holistic, community-centered development that community members value, as well as our commitment to financing to close the wealth gap.
In this Q&A, Unity Council’s Director of Development and Communications Dana Kleinhesselink and Director of Real Estate Development Aubra Levine talk about the community will and economic investment that made this innovative project possible, and why they feel this model is invaluable for other communities and developers across the country.
Q: What is the history of the Fruitvale community in Oakland?
Dana: Fruitvale is the largest Oakland neighborhood with this many people coming from various cultures and speaking various languages.
Q: What kind of investment has there been in this neighborhood?
Dana: Fruitvale lacked traditional banks or lending products over the course of decades. Home ownership development was not really a focus here. Additionally and unfortunately, there is crime in the area, which has been the main news story and really has overshadowed the positive things that this community brings.
Q: What was the genesis of Fruitvale Transit Village? How did the transit-oriented part come about?
Dana: In the 1990s, Bay Area Rapid Transit (BART) revealed a plan to create a four-story parking garage right in the middle of what is now the Village. Fruitvale had a bad reputation, there was crime and poverty, and the idea was to make a seamless transition for riders from their vehicle to BART, without interacting with the community. Our neighbors and our founder saw that as really problematic and they started countering the narrative, because our community is a BART rider as well. Our community deserves to have a seamless experience from their home to BART.
So, the community started organizing to say, “okay, why don’t we find a better way, and let’s bring BART in as a partner.” And that is what we did. Now we have a strong relationship, and I think Fruitvale is the fourth busiest station in the system. The amount of revenue generated by riders there, and the amount of revenue generated in the community because BART is so accessible, is really unquantifiable.
Q: What community needs does this development address?
Dana: Unity Council was looking for ways to stabilize the Fruitvale neighborhood by owning and controlling real estate. We had done a few real estate development projects already. And the idea — to quote our founder, Arabella Martinez — was, “In order to have wealth in this neighborhood, the community must own and control the assets.” We conducted broad outreach over a long period of time to make sure that what we were proposing was actually consistent with community needs.
We were committed to lifting up local businesses instead of installing a whole bunch of big box stores and national chains; we made sure that community services were a key feature. The Village includes a high school, a library, a health clinic, an early childhood development center, and a senior center. Most of the commercial square footage in the Village is actually community serving. It was never really intended to be a cash cow. It was intended to be a place for the community. Additionally, we know that community ownership leads to stability. Unity Council wanted to bring community members to the table and create ways for the community to engage in economic growth through ownership.
In order to have wealth in this neighborhood, the community must own and control the assets.
Arabella Martinez, Unity Council founder
Q: This project provides multiple services in a central location. Why is that valuable?
Dana: It’s incredibly important to have a hub of services, and we’ve actually incorporated this into our five-year strategic plan, under a strategy we call “Neighborhood Hub Approach.” In the growing body of research regarding vital social services, there is wide recognition that a broad range of social, economic, and environmental factors shape individual and community health outcomes. The Unity Council defines a “healthy neighborhood hub” as a place where people live healthy lives, feel safe, have a sense of belonging, are able to — and want to — stay in their neighborhood, and where they can access supportive services.
The cluster of services accomplishes two practical functions:
it draws in a wide range of people to visit for a variety of reasons.
There are reasons for children under five, commuters, seniors living with low incomes, and high school students to all come to the Transit Village, which provides a solid consumer base for the community organizations and businesses located there. It provides a sense of vibrancy all day and evening long. People come to shop and eat at the restaurants, but they may also be coming to go to their local health care provider or visit a resident that lives in an apartment on-site; and
co-locating services lowers the barriers to access to those services for people most in need.
Many of the programs and services at the Fruitvale Transit Village are targeted to families living with low incomes. It is almost a “one-stop shop” approach for many of these families who may receive child development services from the Head Start facility, health care from La Clinica de la Raza, and legal support from Centro Legal de la Raza, all in one location.
Q: Why Fruitvale? What made this location/community right for this development?
Dana: Fruitvale has a rich history of activism and organizing and really doing for ourselves what others will not do for us. This community tries to find ways to build capacity within our own people, which has created so many opportunities today. The Fruitvale Transit Village is just an incredible economic engine.
We see many small business owners using community lending products like Kiva loans and nontraditional financial products that help because they have been excluded from traditional financial products. We see a lot of cooperative businesses here as well. We have found that the Fruitvale Transit Village, by being this anchor development, and with Unity Council working with so many partners locally, has really helped to foster opportunity in this area.
UCLA conducted a 10-year longitudinal study on Fruitvale Transit Village’s effectiveness, in terms of improving educational outcomes, increasing financial wealth for families in the neighborhood, and small business development. It showed that the makeup of the community as well as the age diversity has really stayed the same over 10 years, while rates of home ownership, rates of small business ownership, and rates of educational attainment have all increased.
Q: Fruitvale Village is unique, being a mixed-use, transit-oriented development. Did you experience any difficulty in finding a lender for this project?
Aubra: We did have a bit of difficulty in finding a lender. The feedback that we received was really in that it comprises commercial uses, residential uses, and community facilities. A lot of the lenders that we reached out to were really interested in supporting our mission, but did not understand how to underwrite those three things together. They could not quite wrap their heads around the mixed-use components.
We are very mission-aligned with Community Development Financial Institutions, and we have developed relationships with larger banks as well. There is a lot of support for the work that we do.
It was really wonderful to work with Capital Impact Partners because you got it right away. Capital Impact is local, and understood the project in a very literal way, having stood there. It was really wonderful to be able to find that in a lender.
It was really wonderful to work with Capital Impact Partners because you got it right away. Capital Impact is local, and understood the project in a very literal way, having stood there. It was really wonderful to be able to find that in a lender.
Aubra
Q: What tools did Capital Impact provide that made the process work?
Aubra: Capital Impact Partners, from the start, was willing to be collaborative. The commitment to making it work, to saying yes, to finding the “where there’s a will, there’s a way” mentality was crucial to making the transaction happen. The team that we engaged with on a day-to-day basis was really well organized and on top of the underwriting. They made the process feel seamless, especially as they were coordinating with the co-lender on this refinance, LISC.
Additionally, through the Bond Guarantee Program, Capital Impact was able to provide more competitive terms than other lenders that we reached out to.
Combining transit orientation with vital social services like health care, education, and affordable housing creates Unity Council’s vision of a “healthy neighborhood hub.”
Aubra: Our mission as an organization is to build wealth for the community. It is to reduce poverty and disrupt cycles of poverty that are generational. What we know is that to attack poverty head on, you cannot do it in a piecemeal manner. You cannot just look at education or home ownership or workforce development or career development. You really need to work holistically and weave them together and provide a safety net that is truly integrated.
That multifaceted, easily-accessible, integrated approach is probably the most labor intensive way to do it, but I think it is the most effective, our neighborhood hub approach.
Equally, it was important that this community was already an existing transit hub. I do not think the Transit Village would have worked as well if we just decided to form a hub around a random bus stop.
Q: What would your advice be to other organizations looking to build similar projects in their community?
Aubra: I think that Unity Council paved the way and made it a little bit easier for community organizations, for funders, to learn from our path and see that this is possible in their community, there is return on this investment, and that is the right thing to do. I definitely think it is possible, and I recommend it.
Dana: Have a bold vision, be collaborative, work with the right partners, and engage community stakeholders for their input to make sure it is consistent with community needs.
Contact us today to start a conversation about how Momentus Capital can support your journey to success.
By Ellis Carr, President and CEO of Capital Impact Partners and CDC Small Business Finance
Last year I opened up my Annual Report letter with a reference to COVID-19. While we were still grasping the seriousness of the situation, we could never have realized the extent to which the pandemic would dominate almost every facet of our lives. Now, as vaccines continue to roll out and many begin to “return to normal”, what we feared then has become reality. Communities of color will be grappling with the long-term impacts for months, if not years to come.
Our vision is bold – to reimagine the traditional tools and approaches that have failed to address systemic issues of inequality and the widening racial wealth gap. We are excited to share the latest milestones in our journey.
Formal Combination
July 15th, 2021 marks the formal combination of Capital Impact Partners and CDC Small Business Finance. Getting to this point took the hard work of all our staff, our board members, the support of community-based partners across the country, and the faith of major donors. I want to thank all of those involved who have worked hard to bring this vision to reality.
Co-ops are having a moment. That is to say that cooperatives, which have existed for generations, are currently being recognized for their ability to build economic power for the workers who own them. This point has become more underscored as communities have been touched by the instability that the COVID-19 pandemic has caused within our health and economic systems, as well as decades of racial injustice.
Still-rising wealth disparities across the country have left people living with low incomes with little ability to create a viable financial future. Earning low wages means that, if people decide to become entrepreneurs, they have fewer savings to invest into their businesses and less equity to bring to the financing table.
With so many people in communities across the country looking for viable opportunities not just to survive but to thrive, cooperatives are rising as a model that builds and holds wealth, especially for workers who earn low wages. There are many good examples of how workers can come together to shape their financial future through democratic ownership. As part of our mission to help create places of opportunity, Capital Impact Partners has long centered cooperative development, particularly employee ownership, as a strategic model for building wealth for communities.
Employee Ownership Provides Many Benefits to Workers…
Employee ownership is not new; it has supported workers to engage in dignified work and earn living wages and create generational wealth for themselves and their families. Owning their business enables worker-owners to make decisions that are in their best interest and the interests of their community, from setting wages to selecting health care benefits to deciding staff time that promotes a work-life balance.
Worker ownership provides a pathway to economic stability and mobility, esp. for workers earning low wages.
Worker co-ops build wealth, create quality jobs, stabilize communities, and provide essential services. When workers who are traditionally at the lowest level of the organization are able to be represented at the highest level of the company’s governance, “co-ops will almost always choose the path with the most security for their workers,” says Kate Khatib, executive director for the Baltimore Roundtable for Economic Democracy.
Democratic ownership also has a ripple effect. Training is a core tenet of co-ops, transferring skills that workers can utilize throughout their careers. Seeing worker-owners commit to the economic and social future of their community, other businesses stay in the community as well and invest in its growth, support other local businesses, etc. It can also improve involvement in community engagement, volunteering, voting, and more by fostering a stronger sense of harnessing local assets. At a time when home ownership is increasingly out of reach due to stagnant wages and limited opportunities, employee ownership provides a way for workers to own their business and build generational wealth.
…And Has Helped Worker-Owners Weather the COVID-19 Pandemic
A powerful model for economic empowerment, employee ownership has also been vital to keeping workers employed and financially grounded throughout the pandemic. Our economy’s least-protected workers were the most impacted by the COVID-19 pandemic and in many cases lacked the financial safety net that the generational wealth of business ownership creates.
Resiliency for worker owners has meant that they can maintain income, housing, health care, and more.
Recent research suggests that employee-owned firms showed higher job quality and resilience during the 2020 public health and economic crisis. Companies owned by their employees significantly outperformed other firms in retaining employees, protecting worker health and safety, and maintaining hours, salaries, and wages in a time of tremendous economic upheaval and uncertainty.
In the face of historical barriers to expanded cooperative participation, the co-op model is again being adopted by communities in larger numbers than before. The most recent Worker Co-op Census in 2019 conducted by the U.S. Federation of Worker Co-operatives showed 465 worker cooperatives and democratic workplaces that were operational. These co-ops employ an estimated 6,454 workers and produce about $505 million dollars in revenue each year. The average wage paid is $19.67, more $7.00 higher than the minimum wage in the states with the most co-ops. Worker co-ops distribute surplus profits as patronage; the average worker owner earns $8,241 in addition to wages.
Watch this video to see how the workers of Ward Lumber, with support from Capital Impact, came together to form a worker-owned cooperative to ensure their future and the future of their community.
Worker Co-op Conversions Addressing a Crisis in Small Business Closures
With the growing interest in worker-owned cooperatives, worker co-op conversions present an opportunity to grow and scale the field.
A sizable number of the small businesses in the United States are owned by Baby Boomers, many of which do not have a succession plan. With Baby Boomers retiring, many healthy businesses have no one to inherit and no buyers; as a result, these businesses are closing in record numbers, and that trend was only exacerbated by the COVID-19 pandemic. In New York State alone, even before the pandemic, an estimated 3,700 businesses closed each year due to owner retirement, leading to a loss of 13,260 jobs annually. Surveys indicate that 79 percent of business owners want to retire in the next 10 years, 57 percent in less than five years, and 33 percent in less than three years.
Policy action is being taken both locally and nationally to expand co-ops, particularly within the Biden-Harris administration. Capital Impact has signed support for the Capital to Cooperatives Act, legislation that aims to ensure that cooperatives can access Small Business Administration lending to create jobs.
In addition, new funds have been recently launched that combine technical assistance and financing to be competitive in the market and help the cooperative sector overcome some historical financial barriers to expansion. Apis & Heritage and Accelerate Employee Ownership are two examples.
Strong relationships are needed with national allies, including social justice allies, labor unions, and advocates, as well philanthropy and local government playing a larger role in building opportunities for co-ops, especially in historically marginalized communities that have been shut out of generational wealth building and might not have equity to start a co-op.
Capital Impact’s Efforts to Support Employee Ownership
Since our founding in 1982, we have been grounded in the power of the cooperative model, and have worked to foster employee ownership nationwide.
In 25 years, Capital Impact has lent $250 million in support of cooperatives, dispersing about $10 million last year.
ROC USA has helped communities preserve the affordability of their housing and helped community members achieve homeownership.
In 2008, Capital Impact and several leading nonprofit organizations helped form ROC USA Capital, a nonprofit CDFI and subsidiary of ROC USA, LLC, a nonprofit that helps residents form cooperative corporations to purchase their manufactured home communities from private owners and manage their neighborhoods in perpetuity.
Seven years ago, we created and have managed our Co-op Innovation Award to amplify innovative co-op business models in communities living with low incomes and/or communities of color. Awardees are focused on community-driven co-op development initiatives broadening opportunities for quality jobs, wealth creation, and asset building. Since Capital Impact Partners launched the Co-op Innovation Awards in 2015, the 12 grantees have:
ChiFresh Kitchen, owned and determined by formerly incarcerated Chicagoans, received our Co-op Innovation Award and pivoted to deliver freshly cooked, prepared meals to its community in the midst of the COVID-19 pandemic.
Leveraged their combined $385,000 in awards to secure more than $6.2 million in additional funding from foundations, investors, and government.
Replicated programs regionally or nationally (6 grantees)
Worked with with over 20 local or state governments to further co-op development goals
Reached over 2,000 community members through meetings and training.
The vast majority of our awardees have been worker co-ops. Co-op Innovation Award winners include ChiFresh Kitchen and The Driver Cooperative (incubated by The Independent Drivers Guild), both of which received their first funding from Capital Impact Partners, which allowed them to move from the idea stage to getting national recognition and financing, including from our partner Shared Capital.
The Independent Drivers Guild, another Co-op Innovation Award winner, incubated and launched the Drivers Cooperative. This co-op focuses on offering well-paid, dignified work for for-hire vehicle drivers and recently launched a ridesharing app.
Capital Impact provided seed funding for the Workers to Owners Collaborative, a national collaborative of organizations working to transition small businesses to employee ownership. Workers to Owners is a clearinghouse for ideas and best practices, a place where worker owners can go to network with peers, get feedback, learn about trends, and advocate for employee ownership. Ownership transitions through Workers to Owners member organizations resulted in the preservation of more than 980 jobs and the transfer of more than $31.9MM in business assets according to a 2019 data brief.
In August 2018, we published “Co-op Conversions At Scale,” a market research report to assess the growth potential of employee ownership (worker co-op) conversions in several markets, particularly how to scale co-op conversions of businesses with 20-100 employees. Following on the report, we convened Community Development Financial Institutions (CDFIs), small banks, and credit unions from around the country at our Financing the Preservation of Legacy Businesses event — funded by Citi Community Development in October 2018 — to learn about opportunities for scaling co-op conversion and train them on the specifics of financing and underwriting. The event featured Representative Nydia Velazquez, who was a champion of the Main Street Employee Ownership Act, federal legislation passed that improves small business loan programs for employee-owned businesses.
Most worker co-op conversions have been very small businesses with under 20 worker owners, but there has been an intentional focus in the sector to target companies with larger workforces. This is where Capital Impact sees its value; as a larger CDFI, we can support the conversion of businesses that require more financing. In collaboration with our co-op partners, we have been able to strategize ways to support employee ownership growth.
This year, we are proud to announce the financing of our first worker co-op conversion with long-time partner Cooperative Fund of New England. This proud new cooperative, Ward Lumber, is another example of the power of worker co-op conversion to maintain and augment wealth and stability within communities.
Ward Lumber is a 130-year-old business in New York, employing more than 40 workers. When Jay Ward realized that the family business would not pass to his next generation, he and his workers looked for another way to ensure that the business continued. This is an important transaction, not only for the workers themselves, but because the ripple effect of this business closing would have been felt throughout the local economy for years to come. Instead, this effort helps preserve a community pillar for years to come.
After many years of ecosystem development, we are excited to see the number of cooperative development projects growing, and we plan to work with our partners to continue fostering this growth as part of our long-term strategy to expand wealth building and dignified work for our communities.
Learn more about Ward Lumber’s worker co-op conversion in this video. For more about our support of cooperative development, visit our website.
This blog also appears on the Nonprofit Finance Fund website. You can read it here.
Community Development Financial Institutions (CDFIs) were founded as part of the civil rights movement, to make access to capital more equitable for communities living with low incomes, often communities of color. However, despite the work of this part of the financial services industry, disinvested communities still suffer from unequitable capital access and thereby fewer opportunities for wealth building and shared prosperity. New models are needed to re-envision how transformation of community development can work for disinvested communities and develop local solutions to persistent issues.
This blog also appears on the Engage R + D blog. You can find it here.
How can foundation dollars be more powerful in a time of crisis? As COVID-19 continues to disproportionately impact communities that have long experienced economic disinvestment, many are asking how to leverage philanthropic funding differently for more immediate impact and greater social good. One solution comes in the form of impact investing, which includes a range of financial tools for both individuals and institutions seeking to do greater good with their dollars. While impact investing is not new, it is a powerful tool that many foundations seek to better understand and that remains relatively underused in philanthropy. [1],[2]
Grants vs. PRIs: What’s the Difference?
Grants are most foundations’ bread and butter. They support a foundation’s charitable mission and are limited to 501(c)3 tax-exempt organizations. Grants do not require repayment.
PRIs are an IRS designation that allow private foundations to make charitable, mission-aligned investments. These investments typically take the form of low-cost financing and loans, which require repayment within a specified time. While many require a return or accrue interest, they are not expected to produce market-rate returns.
We are excited to announce that Capital Impact Partners and CDC Small Business Finance are formally coming together to launch a transformative new enterprise and innovate how capital and investments flow into historically disinvested communities to advance economic empowerment and equitable wealth creation.
Leveraging our 80 years of experience, nearly $3 billion in assets, and strong ties to both large financial institutions and community-based organizations, Capital Impact Partners, and CDC Small Business Finance, the nation’s leading mission-based small business lender are now operating as one under Capital Impact’s current President and Chief Executive Officer Ellis Carr.
At Capital Impact Partners, we condemn the recent and ongoing acts of violence against our Asian-American and Pacific Islander (AAPI) community, and are fervently opposed to any language or thoughts that justify or lend themselves to such terrible acts.
In February, our President and CEO Ellis Carr sat down with the Greater Washington Partnership’s CEO J.B. Holston for a conversation about economic power and inclusive growth in disinvested communities, and the role that Community Development Financial Institutions (CDFIs) play in transforming communities nationwide into places of opportunity, including in the Washington Metro area.
CDFIs have long operated hand-in-hand with our neighbors, living and working in close proximity to the communities in which we invest; community investment is at the center of our work. Working shoulder-to-shoulder with communities, we help foster the future they see for themselves, using inherent community assets to build an equitable and prosperous future. That community-centric approach helps us create tools and solutions that both work for communities and foster transformative change.
To provide the best experiences, we use technologies like cookies to store and/or access device information. Consenting to these technologies will allow us to process data such as browsing behavior or unique IDs on this site. Not consenting or withdrawing consent, may adversely affect certain features and functions.
Functional
Always active
The technical storage or access is strictly necessary for the legitimate purpose of enabling the use of a specific service explicitly requested by the subscriber or user, or for the sole purpose of carrying out the transmission of a communication over an electronic communications network.
Preferences
The technical storage or access is necessary for the legitimate purpose of storing preferences that are not requested by the subscriber or user.
Statistics
The technical storage or access that is used exclusively for statistical purposes.The technical storage or access that is used exclusively for anonymous statistical purposes. Without a subpoena, voluntary compliance on the part of your Internet Service Provider, or additional records from a third party, information stored or retrieved for this purpose alone cannot usually be used to identify you.
Marketing
The technical storage or access is required to create user profiles to send advertising, or to track the user on a website or across several websites for similar marketing purposes.
