board of directors - Downtown Dubuque, Iowa

BOARD OF DIRECTORS

WEDNESDAY, September 23, 2020

8:00 A.M., Virtually by Zoom (See e-mail invitation)

Let’s Leave With (three important items to have resolved before we adjourn):

1) A commitment to investment Drive follow-up calls

2) Direction on Board Diversity

3) Preliminary Direction on Three Initiatives/ each of Four Points

Mission Statement:

Dubuque Main Street is a not-for-profit organization dedicated to the development and ongoing support of downtown as THE place in our community to live, work & play. We serve eight downtown districts using four areas of concentration:

1. Design - Attractive buildings, storefronts, streets, signs, green space and well-preserved architecture

2. Economic Development - A strong commercial community, achieved through business growth and recruitment, job creation, as well as

adaptive reuse . . . made possible through resource programs, financial assistance and incentives.

3. Promotion - We bring people downtown to live, work & play 4. Organization - We build partnerships by collaborating between many organizations, across the public/private spectrum.

AGENDA ACTION PRESENTER

I. Call to Order & Introductions Quorum Pfohl

II. MSI Visit/Presentation Virtual Presentation Wagler/LoBianco

III. Mins. Bd Mtng – August ’20 Approval needed Waelchli/Pfohl

IV. Monthly/Financials

A. Approve June; Review July & August Action Needed Vaassen/Pike

B. 2020-21 Investment Drive Review to date & commit to follow-ups Pike/LoBianco

C. Future Finances COVID-19 Recovery Up-date, review & signor approval LoBianco/Wagener

V. Action/Decision Items

A. Future Meetings Continue virtual for another month? Trumm/Pfohl

B. Existing/New/Alternative Events Annual Awards & Further Direction Pike/LoBianco

C. Retail Coaching Pilot Group Commitment Needed LoBianco/Wagler

D. Three Post COVID for ea. of 4 Points Preliminary thoughts Wagler/Board

E. Diversity on Board Discussion/Direction Pfohl/Connors

VI. Discussion Items

A. Challenge Grant Update/Schedule LoBianco/Wagener

B. Exec. Board Report Feb. Information Pfohl/Trumm

C. Programing Project notes Information LoBianco/Committee Chairs

D. Dan’s report w/ New/Closed bizs. Information LoBianco

VII. Four Points Reports (e-mailed & approved as group, if no discussion requested)

A. Organization

City/State/Nat’l Communication Information only LoBianco/Wagener

publications, upcoming workshops, awards, endowment, etc.

B. Economic Development

Farmers’ Market

Potential on Central/True North/DI Vaassen/Richter

C. Promotion

Puttzin’ Wrap-up Green/LoBianco

D. Design

Historic Tax Credits, etc. Information Wand/LoBianco

VIII. Old Business

IX. New Business

X. Other Business – Next board meeting – October 13, 2020 – Virtual/Video Annual Awards Meeting

BOARD OF DIRECTORS

WEDNESDAY, August 5, 2020

8:00 A.M., Virtually by Zoom (See e-mail invitation)

Let’s Leave With (three important items to have resolved before we adjourn):

1) A determination of direction for fiscal 2021 financing options

2) Decision on Arts Support Letter Proposal

3) Direction on event options through the end of the calendar year

Mission Statement:

Dubuque Main Street is a not-for-profit organization dedicated to the development and ongoing support of downtown as THE place in our

community to live, work & play. We serve eight downtown districts using four areas of concentration:

1. Design - Attractive buildings, storefronts, streets, signs, green space and well-preserved architecture

2. Economic Development - A strong commercial community, achieved through business growth and recruitment, job creation, as well as

adaptive reuse . . . made possible through resource programs, financial assistance and incentives.

3. Promotion - We bring people downtown to live, work & play

4. Organization - We build partnerships by collaborating between many organizations, across the public/private spectrum.

AGENDA ACTION PRESENTER

I. Call to Order & Introductions Quorum Pfohl

Present: Amy Green, Tony Pfohl, Jeff Vaassen, Roy Buol, Chris Wand, H.R. Cook, Kate McFadden, Tori Richter, Dan

LoBianco, Michaela Freiburger, and Jo Lynn Pike

Absent: Lance Hummel, Tonya Trumm, Chad Wagener, Creed Waelchli, Lori Bahl, Andrew Katrichis, Jill Connors II. Mins. Bd Mtng – June ’20 Approval needed Waelchli/Pfohl

M: Wand

S: Green

A: Carries III. Monthly/Financials

May Approval

M: Wand

S: McFadden

A: Carries

A. Approve May; Review June Action Needed Vaassen/Pike

B. 2020-21 Investment Drive Review and Edit time-line Pike/LoBianco

C. Future Finances COVID-19 Recovery Decisions on Stability/Funding needed LoBianco/Wagener

June financials: We are in a good cash position compared to a year ago – however last year we had pledge

receivables we do not have this year. Actual net loss is 120.00 off from what we have in the PPP loan. A

trickle of $1,638.00 in investment drive income still coming from March mailing, and event expenses 0 out.

Negative income for MOM deals with refund for vendor fees and deposits. Midwest One sponsorship

switched to Outdoor Dining. Credit Card fees are down this year due to slower COVID traffic at market.

Expenses in the office and administrative cost are being held down. Farmers Market expenses are for

prorated refunds and marketing. Jo will get a spreadsheet of where the budget is in regards to expenses due

to difference compared to budget. Balance sheet is -$29,000 with the PPP Loan, per Crissy, it will become

income for fiscal 2021 when forgiven and remains a loss from payroll in 2020.

Investment Drive: Looking to restart on August 15th. In Sept. we would like the board to have a follow-uo list

and we will tweak the current letter. With commercial income down, we will roll out the individual drive this

calendar year and expect no dramatic commercial increase. We are getting help from Jean Doaud and Ed

Graham. Marketing Committee will view the letter before going out and we are mentioning pandemic efforts

in the opening paragraph. Valerie and Lyndsey have seen the first letters and we will have them review

again.

PPP Loan: SBA is accepting forgiveness applications starting August 10, but if we wait, Tori believes there

will be an easier one-page application introduced later. DMS will get full forgiveness.

State Not-For-Profit Grant: filled out yesterday, we had 100 words to explain our financials from March to

July. We did not qualify. Dan will be contacting the state and explain year over year financials. Preliminarily

we do not qualify and it does not look good.

EIDL Program: We could ask up to $150,000 at a 2.5 % 30-year fixed rate with no payment after for one

year. We are looking at asking for $25,000, with the 30% reduction from the city, holiday decorations not

interfering with investment funds, Gronen’s pledge coming in quarterly (will bridge us a bit) and an extra

$30,000 in US Bank, we do not want to ask for more than what we need. We have not budget for a pay back

and could not get a line of credit through the bank at this time. Dan needs to look at the projections with a

decrease in pledges and funding down. Dan recommending working with Tony, Chad and Tori on this

projection. Motion was made to have Dan to come up with the dollar amount and projections for the EIDL

and with the group stated above authorize the final ask.

M: Wand

S: Vaassen

A: Carries

IV. Action/Decision Items

A. Fiscal 2021 Officers & Board Final Decision Needed Wagener/Trumm

B. MSI/City/DMS Fiscal 2021 Agreement Approval Needed LoBianco/Pfohl C. Future Meetings Continue virtual for another month? Trumm/Pfohl

D. Existing/New/Alternative Events Further Direction Freiburger/LoBianco E. Arts Support Letter Request Decision Needed Freiburger/Cook

Officers & Board: Amy, Katie, Tori and Chris terms expired last fiscal year and have agreed to extend their terms.

Executive Board proposed tabling president elect at this time.

M: Vaassen

S: Richter

A: Carries

MSI/CITY/DMS Agreement: The same paperwork we sign every year between MSI/City/ DMS.

M: Green

S: Cook

A: Carries

Future Meetings: We will continue with Virtual meeting for the month of September, but would like to get back to

in person meetings by October/November. Michael Wagler will be presenting at our September Board meeting

which will be considered our state visit.

Existing/New/Alternative: MoM postponed until next year. US Bank funds were transferred to the rooftop event

hosted by Smokestack and DMS. We added a component of closing off the part of the block with use of the county

parking lot. We raised some funds and will be participating in a presentation through the Iowa Art Forum. Susan

from Smokestack would like to partner again in September. We are looking at perhaps hosting a reverse parade

late September or October. People would drive in one direction down the street to view the arts that stayed

stationery. In the process of building a budget to make money. Puttzin- with the county being in the red zone the

committee is concerned. We have 9 holes that have committed. We could have up to 25 teams participate to keep

social distancing (100 golfers). The 19th hole would be a virtual party. There has been conversation to raise money

to do business cards from the community to get a special discount when you order food. There are concerns with

bars and restaurants being the sponsors for holes and what they are socially responsible for. They are looking to add

a component to raise the $3,000. Concern from the board was will this bring in enough people for the trouble to

host. All it comes down to is the numbers, Cost vs Making money. Marion did a virtual pub crawl. We could add in

tandem with Puttzin or a goal to raise $7,000, if the committee believes it work or make money on its own. Board

member is concerned is someone does get COVID 19 it will be linked to our event. Could the businesses host the

event outside if weather permits? Could we not partner with the Smokestack and do a second rooftop on our own or

find different venues? Board has trust in the committee to see what is worthwhile and make money. Could we do a

pub crawl event in November like Marion?

Arts Support Letter Request: There is a meeting every Friday to discuss what was coming for the Art Task Force-

what are our plans for the future with Arts Connection. Letter was drafted yesterday and they would like the

board’s support. Tony does not feel comfortable signing something he has not seen. Roy stated that he understands

not signing something we have not seen, but it is a goal setting for the City Council to know all the entities that are

involved in the arts. Wand motioned to approve signing of the letter of support after Executive Board reviews the

verbiage.

M: Wand

S: Richter

A: Carries

V. Discussion Items

A. Challenge Grant Update/Schedule LoBianco/Wagener

B. Downtown Rebound/Reopen Main St. Trends & Issues discussion LoBianco/Freiburger C. Annual Awards/Meeting Information Pike/Trumm

D. Exec. Board Report Feb. Information Pfohl/Trumm

E. Programing Project notes Information Freiburger/Committee Chairs F. Dan’s report w/ New/Closed bizs. Information LoBianco

Challenge Grant: 3 applications have been received and may get 2 more by Friday. Funding is the same and we

will send a doodle pool to exe and design committee.

Reopen/Rebound: How Main Street as an organization reuses and rethinking of space in the downtown area. Survey

results in September.

Annual Awards: Looking at the first or second week in October. Will be sending out Save the Date invitations with in

person or virtual on them.

Executive Board: primarily going over hosting events and Main Street being involved and the backlash, Moving forward

with the Rooftop Event. Come up with a plan for the future with applying for loans and resources.

Dan’s reports: New coffee Shops in crescent community center and on Locust. Couple of retailers struggling. Creslanes

will be closing. Dan is working on several building projects as outlined in the building report with the “packet” if anyone

has questions, please ask.

VI. Four Points Reports (e-mailed & approved as group, if no discussion requested)

A. Organization

City/State/Nat’l Communication Information only LoBianco/Wagener

publications, upcoming workshops, awards, endowment, etc.

B. Economic Development Farmers’ Market

Potential on Central/True North/DI Vaassen/Richter

C. Promotion MoMS

Information

Bahl/Freiburger

Puttzin’ Information Green/Freiburger

D. Design Historic Tax Credits, etc.

Information

Wand/LoBianco

M: Wand

S: Green

A: Carries VII. Old Business

VIII. New Business:

Farmers Market: If City Council passes mandate on mask in public, we could use some volunteers to help enforce this at

market on Saturday. BM asked if the city can do that without the Governor’s approval. Answer was the state continues to

say the Governor has sole authority, but some cities are pushing back, there is real concern. It would be a city specific

ordinance – be placed on all city property, for example city sidewalks, it would be a local mandate.

Sidewalk sales this weekend. Tax free! Visit Graham’s!

IX. Other Business – Next board meeting – September 23, 2020 – Michael Wagler

Dubuque Main Street

Balance SheetAs of June 30, 2020 Accrual Basis

Jun 30, 20 Jun 30, 19

ASSETS

Current Assets

Checking/Savings

1010 · Cash In Bank-DB&T 19,614.37 26,921.72

1000 · Petty Cash 58.01 87.36

1020 · Money Market-US Bank 67,441.78 57,399.98

1025 · Downtown Dollars-Midwest One Bk 60,329.56 36,350.02

1024 · All That Jazz-Midwest One Bank 10,121.81 11,360.85

1026 · Savings-DB&T Neighborhood Acct 6.00 6.00

Total Checking/Savings 157,571.53 132,125.93

Accounts Receivable

1300 · Pledges Receivable 525.00 27,606.00

1320 · Other Receivables 925.00 438.00

1330 · Grant Receivable 3,000.00 3,000.00

Total Accounts Receivable 4,450.00 31,044.00

Other Current Assets

12000 · Undeposited Funds 23.97 3,538.00

1205 · Prepaid Expenses 101.00 4,952.00

12100 · Inventory Asset 4,032.08 4,361.81

1100 · Inventory-Beverages 174.27 174.27

Total Other Current Assets 4,331.32 13,026.08

Total Current Assets 166,352.85 176,196.01

Fixed Assets

1500 · Building Improvements 25,140.17 25,140.17

1510 · Office Furniture & Equipment 86,590.06 76,966.55

1515 · Vehicles 20,000.00 20,000.00

1520 · Other Equipment 50,238.67 50,238.67

1530 · Accumulated Depreciation -147,138.33 -142,938.33

Total Fixed Assets 34,830.57 29,407.06

TOTAL ASSETS 201,183.42 205,603.07

LIABILITIES & EQUITY

Liabilities

Current Liabilities

Accounts Payable

2000 · Accounts Payable 17,333.50 17,333.50

Total Accounts Payable 17,333.50 17,333.50

Credit Cards

2014 · Visa-Jo 394.40 204.83

2012 · Visa-Dan 9.95 779.66

2011 · Visa-Michaela 0.00 616.55

Total Credit Cards 404.35 1,601.04

Other Current Liabilities

2020 · PPP Loan 29,300.00 0.00

2100 · Deferred Revenue 6,500.00 5,725.00

2125 · Accrued Vacation 3,837.18 6,960.64

2345 · Simple IRA 563.09 1,002.05

2350 · Sales Tax 11.78 11.78

2360 · Rental Deposits 150.00 475.00

Total Other Current Liabilities 40,362.05 14,174.47

Total Current Liabilities 58,099.90 33,109.01

Total Liabilities 58,099.90 33,109.01

Equity

2800 · Fund Balance 172,494.06 188,624.55

Net Income -29,410.54 -16,130.49

Total Equity 143,083.52 172,494.06

TOTAL LIABILITIES & EQUITY 201,183.42 205,603.07

Dubuque Main Street

Profit & Loss YTD ComparisonJune 2020

Annual

Budget

Jun 20 Jun 19 Jul '19 - Jun 20 Jul '18 - June 19 19-20

Ordinary Income/Expense

Income

3165 · DUFB- Farmers' Market 46.00 0.00 7,066.00 1,500.00 0.00

3110 · Grant Income - Unrestricted 100.00 0.00 8,362.00 4,357.00 0.00

3105 · Grant Income - Restricted 0.00 0.00 26,144.22 24,639.23 20,000.00

3220 · Pledges Received 1,638.00 34,490.20 21,131.68 63,456.20 70,000.00

3120 · Private Income 0.00 -50.00 0.00 946.43 750.00

3130 · Donated Materials, Space, Serv 8,121.38 8,121.38 97,456.56 97,456.56 108,053.00

3140 · Promotional Activities 0.00 0.00 0.00 0.00 0.00

3160 · Farmers Market 11,658.50 10,348.00 79,573.12 87,215.44 82,500.00

3285 · Special Events

3104 · Downtown Conference 0.00 0.00 1,767.01 0.00 1,000.00

3102 · POC/ BABB Income 0.00 15.00 400.00 5,425.19 0.00

3115 · Annual Meeting 0.00 0.00 4,926.00 3,040.00 2,500.00

3150 · Music on Main/Jazz Events -575.00 19,864.41 39,147.42 72,159.38 69,000.00

3155 · Business Expo Income 0.00 0.00 0.00 0.00 0.00

3190 · Stage Rental 0.00 0.00 1,895.00 3,566.44 3,500.00

3192 · Holiday Decoration Income 350.00 0.00 350.00 0.00 0.00

3195 · Puttzin' Around Dubuque 160.00 0.00 6,050.00 12,832.88 13,500.00

3260 · Architecture Days Income 0.00 0.00 0.00 0.00 500.00

3270 · Fall Into Art Income 0.00 0.00 1,500.00 1,750.00 1,700.00

3273 · Music Crawl Income 0.00 0.00 3,863.00 4,979.26 5,250.00

3295 · Other Special Event 2,900.00 0.00 2,900.00 0.00 0.00

3285 · Special Events - Other 0.00 0.00 0.00 0.00 0.00

Total 3285 · Special Events 2,835.00 19,879.41 62,798.43 103,753.15 96,950.00

3290 · Miscellaneous Income

3225 · Misc. Marketing/Promo 0.00 0.00 0.00 245.00 0.00

3550 · Gifted Building 0.00 0.00 0.00 0.00 0.00

3215 · Business Innovation Project Inc 0.00 0.00 0.00 0.00 0.00

3210 · Miscellaneous 0.00 0.00 0.00 0.00 0.00

3145 · DDBIN Retail Income 0.00 0.00 0.00 0.00 0.00

3200 · Downtown Dollars 0.00 0.00 0.00 0.00 0.00

3245 · Cultural Corridor Income 0.00 0.00 0.00 0.00 0.00

3265 · MSI Awards 0.00 0.00 0.00 130.00 0.00

3275 · Town Clock Management Income 0.00 0.00 0.00 0.00 0.00

3290 · Miscellaneous Income - Other 0.00 0.00 0.00 0.00 2,000.00

Total 3290 · Miscellaneous Income 0.00 0.00 0.00 375.00 2,000.00

3240 · Warehouse Incentive 0.00 0.00 0.00 0.00 0.00

3250 · City Purchase Service Income 19,163.25 18,569.00 76,653.00 74,276.00 76,653.00

3255 · Downtown Cleanup Income 0.00 0.00 0.00 0.00 0.00

3280 · Main Street Iowa 0.00 0.00 0.00 0.00 0.00

3800 · In-Kind Revenue 0.00 0.00 0.00 0.00 0.00

49900 · Uncategorized Income 0.00 0.00 0.00 0.00 0.00

Total Income 43,562.13 91,357.99 379,185.01 457,975.01 456,906.00

Cost of Goods Sold

50000 · Cost of Goods Sold 0.00 2.14 5.50 2.14 0.00

Total COGS 0.00 2.14 5.50 2.14 0

Gross Profit 43,562.13 91,355.85 379,179.51 457,972.87 456,906.00

Expense

5665 · Rent Expense 0.00 12,276.00 0.00 12,276.00 12,772.00

66000 · Payroll Expenses 0.00 0.00 0.00 0.00 0.00

5285 · Special Events Expense

5104 · Downtown Conference 0.00 300.00 3,225.98 344.28 4,000.00

5102 · POC/BABB expense 0.00 151.26 2,833.84 23,320.11 0.00

5150 · Music on Main/Jazz Expense 0.00 16,877.46 32,730.66 65,187.16 54,281.00

5175 · Puttzin Golf Outing 0.00 25.00 114.90 416.19 500.00

5190 · Stage Expense 0.00 381.88 2,008.97 2,837.45 2,800.00

5192 · Christmas Expense 0.00 0.00 5,112.50 5,080.20 5,100.00

5210 · Annual Meeting Expense 0.00 0.00 4,206.56 4,756.06 2,500.00

5230 · Business Expo Expense 0.00 0.00 0.00 0.00 0.00

5232 · Architecture Days Expense 0.00 0.00 0.00 54.78 50.00

5234 · Fall Into Art Expenses 0.00 0.00 924.00 814.75 500.00

5273 · Music Crawl Expense 0.00 0.00 1,391.47 1,400.15 1,400.00

5295 · 30th Anniversary Event Expense 0.00 0.00 0.00 0.00 0.00

5285 · Special Events Expense - Other 290.00 0.00 290.00 247.44 0.00

Total 5285 · Special Events Expense 290.00 17,735.60 52,838.88 104,458.57 71,131.00

5290 · Miscellaneous Expense

5550 · Gifted Building 0.00 0.00 0.00 0.00 0.00

5225 · Business Innovation Project Exp 0.00 0.00 0.00 0.00 0.00

5750 · Credit Card Processing Fee 174.57 368.80 2,457.94 2,917.95 3,200.00

5800 · Penalties & Fines 0.00 0.00 5.55 12.30 0.00

5520 · Postage 0.00 0.00 220.00 52.41 50.00

5330 · Board Meeting Expense 0.00 0.00 0.00 0.00 0.00

5235 · Cultural Corridor Expense 0.00 0.00 10.80 0.00 0.00

5233 · MSI Awards Expense 0.00 0.00 28.90 76.63 75.00

5231 · Downtown Clean Up Expense 0.00 0.00 0.00 0.00 0.00

1155 · Bank Charges/NSF Fees 0.00 0.00 0.00 0.00 0.00

5290 · Miscellaneous Expense - Other 0.00 0.00 47.10 27.72 0.00

Total 5290 · Miscellaneous Expense 174.57 368.80 2,770.29 3,078.01 3,325.00

5100 · Uncollected Pledges 0.00 0.00 0.00 0.00 1,160.00

5110 · Donated Materials & Service 8,121.38 8,121.38 97,456.56 97,456.56 108,053.00

5120 · Grant Expense

5121 · Foundation-UD Tech Grant 380.89 0.00 1,204.03 0.00 0.00

5120 · Grant Expense - Other 0.00 0.00 176.84 0.00 50.00

Total 5120 · Grant Expense 380.89 0.00 1,380.87 0.00 50.00

5125 · Downtown Dollars Expense 0.00 0.00 0.00 0.00 0.00

5130 · Main St. Challenge Grant Exp. 0.00 0.00 0.00 0.00 0.00

5140 · Promotional Activities Exp 0.00 0.00 0.00 0.00 500.00

5145 · DDBIN Retail Expense 0.00 0.00 0.00 0.00 0.00

5160 · Farmers Market Expense 12,034.30 7,574.45 69,202.27 63,006.13 50,000.00

5193 · Warehouse Expense 0.00 0.00 0.00 0.00 0.00

5194 · Special Events Grant 0.00 0.00 0.00 0.00 0.00

5200 · Downtown Development 0.00 0.00 0.00 0.00 0.00

5215 · Annual Fund Drive 0.00 0.00 503.70 477.59 310.00

5236 · Main Street Iowa Expense 0.00 250.00 42.68 641.35 150.00

5260 · Utilities 293.93 527.08 4,727.72 5,664.14 5,700.00

5300 · Equipment & Maintenance 0.00 0.00 830.64 390.33 2,500.00

5310 · Parking 107.00 119.25 1,390.60 1,483.20 1,800.00

5340 · Newsletter Expense 0.00 0.00 0.00 0.00 0.00

5350 · Insurance 430.00 539.00 10,068.00 1,617.00 8,500.00

5402 · Development

5405 · Professional Development 79.00 61.41 1,214.19 3,887.58 3,100.00

5401 · Business Retention 8.32 201.41 890.98 2,214.10 5,000.00

5400 · Business Development 0.00 264.76 1,834.91 1,754.27 5,700.00

5402 · Development - Other 0.00 0.00 0.00 20.75 5,000.00

Total 5402 · Development 87.32 527.58 3,940.08 7,876.70 18,800.00

5500 · Payroll 11,337.85 15,411.91 134,675.13 145,660.54 141,100.00

5501 · Payroll Taxes 1,152.06 1,121.38 12,799.68 12,595.49 11,945.00

5502 · Simple Match 334.90 325.12 4,007.34 4,216.65 2,800.00

5503 · Consulting 0.00 0.00 0.00 0.00 0.00

5640 · Accounting 170.62 125.18 3,110.40 2,914.70 2,975.00

5660 · Office Expense 77.86 206.29 3,782.58 3,662.76 4,500.00

5670 · Dues & Subscriptions 0.00 0.00 954.84 1,119.15 755.00

5680 · Sales Tax Expense 0.00 0.00 0.00 146.41 150.00

5690 · Property Tax Expense 0.00 0.00 0.00 0.00 0.00

5700 · Interest 0.00 0.00 0.00 0.00 0.00

5870 · Depreciation Expense 350.00 350.00 4,200.00 5,460.00 7,000.00

5900 · In-Kind Expense 0.00 0.00 0.00 0.00 0.00

66900 · Reconciliation Discrepancies 0.00 0.00 0.00 0.00 0.00

Total Expense 35,342.68 65,579.02 408,682.26 474,210.28 456,976.00

Net Ordinary Income 8,219.45 25,776.83 -29,502.75 -16,237.41 -70,000.00

Other Income/Expense

Other Income

6100 · Interest Income 11.19 8.82 92.21 106.92 80.00

6200 · Other Income 0.00 0.00 0.00 0.00 0.00

9990 · Clearing 0.00 0.00 0.00 0.00 0.00

Total Other Income 11.19 8.82 92.21 106.92 80.00

Other Expense

1601 · Loss on Sale of Building 0.00 0.00 0.00 0.00 0.00

Total Other Expense 0.00 0.00 0.00 0.00 0.00

Net Other Income 11.19 8.82 92.21 106.92 80.00

Net Income 8,230.64 25,785.65 -29,410.54 -16130.49 10.00

Dubuque Main Street

Balance SheetAs of July 31, 2020 Accrual Basis

Jul 31, 20 Jul 31, 19

ASSETS

Current Assets

Checking/Savings

1010 · Cash In Bank-DB&T 5,964.46 32,703.94

1000 · Petty Cash 53.01 84.36






Accounts Receivable

1300 · Pledges Receivable 12,906.00 8,725.00

1320 · Other Receivables 1,150.00 4,465.00

1330 · Grant Receivable 3,000.00 11,262.00



12000 · Undeposited Funds 380.00 0.00


12100 · Inventory Asset 4,032.08 4,272.22




Fixed Assets



1515 · Vehicles 20,000.00 20,000.00

1520 · Other Equipment 50,238.67 50,238.67



TOTAL ASSETS 187,171.76 199,817.32


Liabilities

Current Liabilities

Accounts Payable



Credit Cards

2014 · Visa-Jo 29.31 370.67

2012 · Visa-Dan 9.95 687.32

2011 · Visa-Michaela 209.50 770.44


Page 1 of 7

Jul 31, 20 Jul 31, 19


2020 · PPP Loan 29,300.00 0.00

2100 · Deferred Revenue 5,150.00 5,100.00


2345 · Simple IRA 582.61 351.77

2350 · Sales Tax 11.78 11.78

2360 · Rental Deposits 200.00 475.00




Equity

2800 · Fund Balance 143,035.61 172,494.06

Net Income -11,888.15 -6,108.73

Total Equity 131,147.46 166,385.33


Page 2 of 7

Dubuque Main Street

Profit & Loss MTD/YTD ComparisonJuly 2020 Accrual Basis

Jul 20 Jul 20


Income

3220 · Pledges Received 12,381.00 12,381.00

3130 · Donated Materials, Space, Serv 8,121.38 8,121.38

3160 · Farmers Market 11,548.00 11,548.00


3150 · Music on Main/Jazz Events 0.00 0.00

3195 · Puttzin' Around Dubuque 730.00 730.00

3295 · Other Special Event 1,678.10 1,678.10

3285 · Special Events - Other -210.00 -210.00

Total 3285 · Special Events 2,198.10 2,198.10

Total Income 34,248.48 34,248.48

Gross Profit 34,248.48 34,248.48

Expense

5665 · Rent Expense 12,276.00 12,276.00


5750 · Credit Card Processing Fee 244.63 244.63

Total 5290 · Miscellaneous Expense 244.63 244.63

5110 · Donated Materials & Service 8,121.38 8,121.38


5121 · Foundation-UD Tech Grant 118.43 118.43

Total 5120 · Grant Expense 118.43 118.43

5160 · Farmers Market Expense 11,051.00 11,051.00

5260 · Utilities 317.53 317.53

5310 · Parking 106.75 106.75

5350 · Insurance 449.00 449.00

5500 · Payroll 11,372.76 11,372.76

5501 · Payroll Taxes 1,069.50 1,069.50

5502 · Simple Match 334.90 334.90

5640 · Accounting 175.50 175.50

5660 · Office Expense 157.72 157.72

5870 · Depreciation Expense 350.00 350.00

Total Expense 46,145.10 46,145.10

Net Ordinary Income -11,896.62 -11,896.62


Other Income

6100 · Interest Income 8.47 8.47

Total Other Income 8.47 8.47

Net Other Income 8.47 8.47

Net Income -11,888.15 -11,888.15

Page 3 of 7

Dubuque Main Street

Profit & Loss YTD ComparisonJuly 2020

Annual

Budget

Jul 20 Jul 19 Jul 20 Jul '19 - Jul '20 20-21


Income

3165 · DUFB- Farmers' Market 0.00 0.00 0.00 0.00 3,000.00

3110 · Grant Income - Unrestricted 0.00 8,262.00 0.00 8,262.00 0.00

3105 · Grant Income - Restricted 0.00 500.00 0.00 500.00 75,000.00

3220 · Pledges Received 12,381.00 1,450.00 12,381.00 1,450.00 52,500.00

3120 · Private Income 0.00 0.00 0.00 0.00 5,000.00



3160 · Farmers Market 11,548.00 6,940.00 11,548.00 6,940.00 82,500.00


3104 · Downtown Conference 0.00 0.00 0.00 0.00 0.00

3102 · POC/ BABB Income 0.00 0.00 0.00 0.00 0.00

3115 · Annual Meeting 0.00 0.00 0.00 0.00 3,000.00

3150 · Music on Main/Jazz Events 0.00 15,745.00 0.00 15,745.00 23,000.00


3190 · Stage Rental 0.00 0.00 0.00 0.00 1,500.00


3195 · Puttzin' Around Dubuque 730.00 0.00 730.00 0.00 23,000.00


3270 · Fall Into Art Income 0.00 0.00 0.00 0.00 0.00

3273 · Music Crawl Income 0.00 0.00 0.00 0.00 6,000.00

3295 · Other Special Event 1,678.10 0.00 1,678.10 0.00 5,000.00

3285 · Special Events - Other -210.00 0.00 -210.00 0.00 5,000.00




3550 · Gifted Building 0.00 0.00 0.00 0.00 0.00


3210 · Miscellaneous 0.00 0.00 0.00 0.00 0.00




3265 · MSI Awards 0.00 0.00 0.00 130.00 0.00





3250 · City Purchase Service Income 0.00 0.00 0.00 0.00 55,800.00


Page 4 of 7

Annual

Budget


3280 · Main Street Iowa 0.00 0.00 0.00 0.00 0.00

3800 · In-Kind Revenue 0.00 0.00 0.00 0.00 0.00


Total Income 34,248.48 41,018.38 34,248.48 41,018.38 442,800.00

Cost of Goods Sold


Total COGS 0.00 2.14 0.00 2.14 0

Gross Profit 34,248.48 41,016.24 34,248.48 41,016.24 442,800.00

Expense

5665 · Rent Expense 12,276.00 0.00 12,276.00 0.00 12,772.00




5102 · POC/BABB expense 0.00 50.25 0.00 50.25 0.00

5150 · Music on Main/Jazz Expense 0.00 14,693.08 0.00 14,693.08 17,000.00


5190 · Stage Expense 0.00 242.75 0.00 242.75 750.00

5192 · Christmas Expense 0.00 0.00 0.00 0.00 0.00

5210 · Annual Meeting Expense 0.00 15.00 0.00 15.00 1,000.00




5273 · Music Crawl Expense 0.00 0.00 0.00 0.00 1,400.00


5285 · Special Events Expense - Other 0.00 0.00 0.00 0.00 3,000.00

Total 5285 · Special Events Expense 0.00 15,633.08 0.00 15,633.08 23,900.00


5550 · Gifted Building 0.00 0.00 0.00 0.00 0.00


5750 · Credit Card Processing Fee 244.63 371.57 244.63 371.57 2,700.00

5800 · Penalties & Fines 0.00 0.00 0.00 0.00 0.00

5520 · Postage 0.00 110.00 0.00 110.00 50.00







Total 5290 · Miscellaneous Expense 244.63 492.37 244.63 492.37 2,825.00

5100 · Uncollected Pledges 0.00 0.00 0.00 0.00 750.00



5121 · Foundation-UD Tech Grant 118.43 0.00 118.43 0.00 3,500.00

Page 5 of 7

Annual

Budget



Total 5120 · Grant Expense 118.43 0.00 118.43 0.00 3,550.00











5260 · Utilities 317.53 290.45 317.53 290.45 5,000.00

5300 · Equipment & Maintenance 0.00 0.00 0.00 0.00 500.00

5310 · Parking 106.75 134.50 106.75 13,450.00 1,800.00


5350 · Insurance 449.00 539.00 449.00 539.00 7,000.00

5402 · Development

5405 · Professional Development 0.00 12.00 0.00 12.00 1,000.00

5401 · Business Retention 0.00 68.97 0.00 68.97 2,000.00

5400 · Business Development 0.00 161.89 0.00 161.89 77,000.00

5402 · Development - Other 0.00 0.00 0.00 0.00 0.00

Total 5402 · Development 0.00 242.86 0.00 24.86 80,000.00

5500 · Payroll 11,372.76 12,185.84 11,372.76 12,185.84 141,100.00

5501 · Payroll Taxes 1,069.50 1,028.66 1,069.50 1,028.66 11,945.00

5502 · Simple Match 334.90 325.14 334.90 325.14 2,800.00

5503 · Consulting 0.00 0.00 0.00 0.00 0.00

5640 · Accounting 175.50 122.86 175.50 122.86 2,500.00

5660 · Office Expense 157.72 145.76 157.72 145.76 1,500.00

5670 · Dues & Subscriptions 0.00 0.00 0.00 0.00 300.00



5700 · Interest 0.00 0.00 0.00 0.00 0.00

5870 · Depreciation Expense 350.00 350.00 350.00 350.00 7,000.00

5900 · In-Kind Expense 0.00 0.00 0.00 0.00 0.00


Total Expense 46,145.10 47,133.19 46,145.10 47,133.19 446,227.00

Net Ordinary Income -11,896.62 -6,116.95 -11,896.62 -6,116.95 -3,427.00


Other Income

6100 · Interest Income 8.47 8.22 8.47 8.22 50.00

6200 · Other Income 0.00 0.00 0.00 0.00 0.00

9990 · Clearing 0.00 0.00 0.00 0.00 0.00

Page 6 of 7

Annual

Budget



Other Expense



Net Other Income 8.47 8.22 8.47 8.22 50.00

Net Income -11,888.15 -6,108.73 -11,888.15 -6108.73 -3377.00

Page 7 of 7

Dubuque Main Street

Balance SheetAs of August 31, 2020 Accrual Basis

Aug 31, 20 Aug 31, 19

ASSETS

Current Assets

Checking/Savings

1010 · Cash In Bank-DB&T 85,809.74 17,139.24

1000 · Petty Cash 37.01 79.26






Accounts Receivable

1300 · Pledges Receivable 9,962.00 8,250.00

1320 · Other Receivables 850.00 3,317.00

1330 · Grant Receivable 3,000.00 0.00



12000 · Undeposited Funds 57.36 9,420.00


12100 · Inventory Asset 4,032.08 4,178.41




Fixed Assets



1515 · Vehicles 20,000.00 20,000.00

1520 · Other Equipment 50,238.67 50,238.67



TOTAL ASSETS 245,345.36 183,493.33


Liabilities

Current Liabilities

Accounts Payable



Credit Cards

2014 · Visa-Jo 194.61 414.59

2012 · Visa-Dan 25.44 423.55

2011 · Visa-Michaela 136.64 1,679.50


Page 1 of 5

Aug 31, 20 Aug 31, 19


2020 · PPP Loan 29,300.00 0.00

2100 · Deferred Revenue 8,000.00 0.00


2345 · Simple IRA 602.13 351.77

2350 · Sales Tax 11.78 11.78

2360 · Rental Deposits 225.00 875.00



Long Term Liabilities

2021 · EDIL Loan-SBA 74,900.00 0.00

Total Long Term Liabilities 74,900.00 0.00


Equity

2800 · Fund Balance 143,035.61 172,494.06

Net Income -30,977.47 -21,399.80

Total Equity 112,058.14 151,094.26


Page 2 of 5

Dubuque Main Street

Profit & Loss YTD ComparisonAugust 2020

Annual

Budget

Aug 20 Aug 19 Jul - Aug 20 Jul '19 - Jul '20 20-21


Income

3165 · DUFB- Farmers' Market 662.00 0.00 662.00 0.00 3,000.00

3110 · Grant Income - Unrestricted 0.00 0.00 0.00 8,262.00 0.00

3105 · Grant Income - Restricted 250.00 0.00 250.00 500.00 75,000.00

3220 · Pledges Received 1,299.40 425.00 13,680.40 1,875.00 52,500.00

3120 · Private Income 0.00 0.00 0.00 0.00 5,000.00



3160 · Farmers Market 16,228.89 9,812.02 27,776.89 16,752.00 82,500.00



3102 · POC/ BABB Income 0.00 0.00 0.00 0.00 0.00

3115 · Annual Meeting 0.00 0.00 0.00 0.00 3,000.00

3150 · Music on Main/Jazz Events -50.00 22,955.42 -2,900.00 38,700.42 23,000.00


3190 · Stage Rental 0.00 445.00 0.00 445.00 1,500.00


3195 · Puttzin' Around Dubuque 355.00 0.00 1,085.00 0.00 23,000.00


3270 · Fall Into Art Income 0.00 0.00 0.00 0.00 0.00

3273 · Music Crawl Income 0.00 0.00 0.00 0.00 6,000.00

3295 · Other Special Event 1,650.00 0.00 3,328.10 0.00 5,000.00

3285 · Special Events - Other 0.00 0.00 -210.00 0.00 5,000.00




3550 · Gifted Building 0.00 0.00 0.00 0.00 0.00


3210 · Miscellaneous 0.00 0.00 0.00 0.00 0.00




3265 · MSI Awards 0.00 0.00 0.00 0.00 0.00





3250 · City Purchase Service Income 0.00 0.00 0.00 0.00 55,800.00


3280 · Main Street Iowa 0.00 0.00 0.00 0.00 0.00

3800 · In-Kind Revenue 0.00 0.00 0.00 0.00 0.00


Total Income 28,516.67 42,525.83 59,915.15 83,544.21 442,800.00

Cost of Goods Sold


Total COGS 0.00 2.24 0.00 4.38 0

Gross Profit 28,516.67 42,523.59 59,915.15 83,539.83 442,800.00

Expense

5665 · Rent Expense 0.00 0.00 12,276.00 0.00 12,772.00



5104 · Downtown Conference 0.00 2,939.98 0.00 3,571.98 0.00

5102 · POC/BABB expense 0.00 18.15 0.00 68.40 0.00

5150 · Music on Main/Jazz Expense 0.00 15,778.76 0.00 30,471.84 17,000.00


5190 · Stage Expense 0.00 84.90 0.00 327.65 750.00

5192 · Christmas Expense 0.00 0.00 0.00 0.00 0.00

5210 · Annual Meeting Expense 0.00 55.00 0.00 70.00 1,000.00




5273 · Music Crawl Expense 0.00 0.00 0.00 0.00 1,400.00


5285 · Special Events Expense - Other 236.25 0.00 236.25 0.00 3,000.00

Total 5285 · Special Events Expense 236.25 18,876.79 236.25 34,509.87 23,900.00


5550 · Gifted Building 0.00 0.00 0.00 0.00 0.00


5750 · Credit Card Processing Fee 271.88 0.00 516.51 371.57 2,700.00

5800 · Penalties & Fines 0.00 0.00 0.00 0.00 0.00

5520 · Postage 0.00 0.00 0.00 110.00 50.00







Total 5290 · Miscellaneous Expense 271.88 0.00 516.51 492.37 2,825.00

5100 · Uncollected Pledges 0.00 0.00 0.00 0.00 750.00



5121 · Foundation-UD Tech Grant 190.86 0.00 309.29 0.00 3,500.00


Total 5120 · Grant Expense 190.86 0.00 309.29 0.00 3,550.00











5260 · Utilities 334.56 476.88 652.09 767.33 5,000.00

5300 · Equipment & Maintenance 0.00 0.00 0.00 0.00 500.00

5310 · Parking 108.50 126.10 217.00 260.60 1,800.00


5350 · Insurance 449.00 1,895.00 898.00 2,434.00 7,000.00

5402 · Development

5405 · Professional Development 0.00 64.79 0.00 76.79 1,000.00

5401 · Business Retention 0.00 66.37 0.00 135.34 2,000.00

5400 · Business Development 0.00 53.46 0.00 215.35 77,000.00

5402 · Development - Other 0.00 0.00 0.00 0.00 0.00

Total 5402 · Development 0.00 184.62 0.00 427.48 80,000.00

5500 · Payroll 10,989.33 12,236.49 22,362.09 24,422.33 141,100.00

5501 · Payroll Taxes 1,031.41 1,033.72 2,100.91 2,062.38 11,945.00

5502 · Simple Match 334.90 325.14 669.80 650.28 2,800.00

5503 · Consulting 0.00 0.00 0.00 0.00 0.00

5640 · Accounting 168.18 137.86 343.68 260.72 2,500.00

5660 · Office Expense 0.00 126.57 201.48 272.33 1,500.00

5670 · Dues & Subscriptions 0.00 0.00 0.00 0.00 300.00



5700 · Interest 0.00 0.00 0.00 0.00 0.00

5870 · Depreciation Expense 350.00 350.00 700.00 700.00 7,000.00

5900 · In-Kind Expense 0.00 0.00 0.00 0.00 0.00


Total Expense 44,690.06 57,822.91 90,906.94 104,956.10 446,227.00

Net Ordinary Income -16,173.39 -15,299.32 -30,991.79 -21,416.27 -3,427.00


Other Income

6100 · Interest Income 5.85 8.25 14.32 16.47 50.00

6200 · Other Income 0.00 0.00 0.00 0.00 0.00

9990 · Clearing 0.00 0.00 0.00 0.00 0.00


Other Expense



Net Other Income 5.85 8.25 14.32 16.47 50.00

Net Income -16,167.54 -15,291.07 -30,977.47 -21399.8 -3377.00

Thru August fiscal 2021 DMS Financials notes:

Past notes New Notes (First notes of fiscal year, so mainly all new notes) Please note, we no do not delete previous notes from month-to-month, in case referring back is necessary/desired Budget notes: Board Decision to list budgeted figures as anticipated total for the whole year. Grants – DMS does not budget an amount for grants unless they have been secured prior to the start of a given fiscal year. Restricted $75,000 – Budgeted Grant Income is for Old Main Challenge Grant that has a deadline in fiscal 2021 Many items (income and expenses are sharply reduced to reflect tightening of budget due to pandemic. Jazz is now Music on Main & only June 2021 event scheduled this fiscal year. Double dose of Puttzin, with shrunk event in 2020 and expectation to be back to full income in 2021 Other Special Events listed in 2021 are the smaller COVID-19 SCALED EVENTS. Business Expo should be eliminated for any budget form. City Contract income has been reduced by 30% to be conservative Annual Meeting income was reduced for budget but income may be reduced even more, as we go to pre-recorded with minimal live action for this virtual event. 30th Anniversary category will be eliminated, as that event does not have data for either year. As of March 23, 2020, a spending moratorium was put in place due to the COVID crisis. Only exceptions are for payroll, utilities and Foundation/UD Tech grant. It remains in effect into fiscal 2021. Executive Director will review all others and report monthly to full board.

Balance Sheet notes:

Month-end cash was +67,465.49 (more than) the previous fiscal year, but that reflects the

$75,000 EIDL deposited into our account in late August.

Grant receivable is a Farmers Market Grant, not yet received.

We are paying insurance in quarterly payments so this is not reflected as prepaid as it was late

year.

The un-deposited funds on the balance sheet literally amount to checks we had in possession at

the end August, but end of the month occurred on a weekend.

Substantially less accrued vacation as we are accruing monthly.

Un-deposited funds may increase while office is closed due to deposits made only once per

week.

Grant receivable is for FM.

PPP forgivable loan is a Credit to Cash/Midwest One Balance and a Debit to Current Liabilities.

We have complied with “forgivable,” so upon 2 & ½ months of full employment and completing

forms, it will no longer be liability and will be income. MidWestOne expects us to be able to file

for official forgiveness in September.

Only a couple Puttzin’ Hole Sponsors and MoMS not-for-profits had to be refunded and were

not high enough to be deferred income. MoMS major sponsors all chose to sponsor a smaller

2020 event or agreed to leave monies in bank for next year’s event. Those will remain as

unearned income until the events in several months. (See below.)

MoMs deferred revenue is for sponsors paid but not pivoted to another event this year:

o McGrath $1,875 01/28/2020

o DB & T $1,350 02/19/2020

o Prudential $1,500 03/12/2020

o Total sponsors pivoted but now deferred to 2021 events = $ 3,725.00

P & L notes:

Annual Awards may go all virtual this year, greatly reducing expenses and income.

Fall into Art will not occur in 2020, and likely not in the same format even into the future.

FM income and expenses increases basically represents substantial increase in SNAP, DUFB

Debit and Credit cards. There has been negative income for rebates of dates vendors were not

allowed to attend. Will impact P&L unconventionally, as the income was realized in fiscal ‘20.

DUFB grant money is coming in monthly in fiscal ‘21.

Obvious “events on hold/postponed” explanation for $0.00 event income and expenses again in

August.

Lower Insurance Expense reflects paying minimums again in ’20 due to pandemic cash position.

Other lower expenses again reflect the spending moratorium.

Other event income reflects a small amount of participation fees, but mainly the shift of US Bank

sponsorship of MoMS to the Rooftop Concert. Small amount of expenses for this event.

Reductions in utilities and office expenses are now showing more prominently in the closing of

the office.

RR FUND ACTIVITY STATEMENT July 1, 2020 THROUGH July 31, 2020

Dan LoBianco Executive Director Dubuque Main Street Ltd. 1069 Main St Dubuque, IA 52001

DUBUQUE MAIN STREET LTD. ENDOWMENT FUND DONOR ACCOUNT

_____________________________________________________________________________________

Available to Spend: 860.00

See reverse for detail listing of deposits received and grants disbursed.

Current Period Year-To-Date July 1, 2020 –

July 31, 2020 January 1, 2020 –

July 31, 2020

BEGINNING FUND BALANCE 20,220.19 21,942.37 Deposits 0.00 0.00

Interest/Dividend Income 8.78 163.26

Realized Gains (Losses) 6.67 2.73

Unrealized Gains (Losses) 739.16 ( 958.04)

Grants Approved 0.00 0.00

Total Fees ( 29.55) ( 205.07)

Fund Expenses 0.00 0.00

ENDING FUND BALANCE 20,945.25 20,945.25

Gift Detail for the Month

Donor Address1 Address2 City-St-Zip Date Amount No Gifts 0

Grant Detail for the Month

Grantee Date Amount No Grants 0.00

This fund balance is comprised of gifts and corresponding earnings, grants or fees which individual donors, other than your organization, have contributed to the Community Foundation of Greater Dubuque. This is an asset of the Community Foundation of Greater Dubuque, permanently endowed for the support of your organization.

Investors 2020 First Name Last Name Street # Quad Address Ste. City State Zip Area Code Phone Email Payment Date Additional Pledge 2020 Pledge 2019 Pledge 2018 Pledge 2017 Board MemberA. Y. McDonald Manufacturing Co. Rob McDonald 4800 Chavenelle Road Dubuque IA 52004 563 583-7311 [email protected] 25.00$ $250.00 250.00$ -$ Canvas Products Frank Salwolke 182 Main Street Dubuque IA 52001 563 583-8760 [email protected] 5.00$ $50.00 50.00$ 50.00$ Capri College Sara Fiegen-Hull 395 Main Street Dubuque IA 52004 563 588-4545 [email protected] 59664 9142020 12.50$ 100.00$ $125.00 125.00$ 500.00$ Cheryl-Ann Bridals & Tuxedos Sherrie Keating 980 Main Street Dubuque IA 52001 563 582-6930 [email protected] 7662 8/26/2020 5.00$ 50.00$ $50.00 50.00$ 60.00$ Conlon Construction Co. Tim Conlon 1100 Rockdale Road Dubuque IA 52004 563 583-1724 [email protected] 35.00$ $350.00 300.00$ 275.00$ Deery Brothers Nissan Of Dubuque Barney Niner 600 Century Drive Dubuque IA 52002 563 582-7700 [email protected] 8.00$ $80.00 60.00$ -$ Dubuque Board of Realtors Joe Leiser 1828 Carter Road Dubuque IA 52001 563 556-5721 [email protected] 21.00$ $210.00 210.00$ 200.00$ Dupaco Community Credit Union Joe Hearn P.O. Box 179 Dubuque IA 52004 563 557-7600 [email protected] 50.00$ $500.00 500.00$ 500.00$ DuTrac Community Credit Union Andy Hawkinson 3465 Asbury Road Dubuque IA 52004 563 582-1331 [email protected] 40376 9/10/2020 50.00$ 500.00$ $500.00 500.00$ -$ Fairchild Business Coaching Teri Fairchild 137 Bluff Street Dubuque IA 52001 563 583-8284 [email protected] 5.00$ $50.00 60.00$ 60.00$ FEH Associates, Inc. Kevin Eipperle 951 Main Street Dubuque IA 52001 563 583-4900 [email protected] 10.00$ $100.00 100.00$ 125.00$ Freund Law Firm PC John Freund 1005 Main Street Ste. 200 Dubuque IA 52001 563 587-8050 [email protected] 5.00$ $50.00 50.00$ -$ Geisler Brothers Company Todd Geisler 1500 Radford Road Dubuque IA 52002 563 583-7363 20.00$ $200.00 200.00$ -$ Hartig Drug Corp. Office Charlie Hartig 703 Main Street Dubuque IA 52004 563 588-8700 x230 @HartigDrug.com 8/31/2020 12.50$ 125.00$ $125.00 125.00$ -$ emailed invoice and requested pap Herbst Upholstery Dave Herbst 76 Main Street Dubuque IA 52001 563 582-1620 10.00$ 100.00$ Holiday Inn Dubuque Elliot Rhodes 450 Main Street Dubuque IA 52001 563 556-2000, x124 [email protected] $105.00 $100.00 100.00$ 100.00$ Hughes & Trannel Jim Trannel 1154 Iowa Street Dubuque IA 52001 563 557-7360 [email protected] 34448 9/4/2020 5.00$ 50.00$ $50.00 50.00$ 50.00$ Kendall Hunt Publishing Co. Mark Falb 4050 Westmark Drive Dubuque IA 52004 563 589-1000 401973 9/4/2020 12.50$ 125.00$ $125.00 125.00$ 125.00$ McCullough Creative Group Jack McCullough 10446 Ironwood Drive Dubuque IA 52003 563 556-2392 43499 9/14/2020 15.00$ 150.00$ $150.00 125.00$ 125.00$ Metrix Co. Dan Schoen 4400 Chavenelle Road Dubuque IA 52002 563 556-8800 [email protected] 12.50$ $125.00 125.00$ 125.00$ Pinnacle Cellular & Satellite Jenny Johnson P.O. Box 1179 Dubuque IA 52004 563 584-8999 [email protected] 10.00$ $100.00 100.00$ -$ Portzen Construction Mike Portzen 205 Stone Valley Drive Dubuque IA 52001 563 557-7642 [email protected] 139161 9/4/2020 35.00$ 350.00$ $350.00 350.00$ 350.00$ Premier Bank Jeff Mozena P.O. Box 420 Dubuque IA 52004 563 588-1000 [email protected] 80.00$ $800.00 750.00$ 660.00$ Rhomberg Furriers Jim Rhomberg 1000 White Street Dubuque IA 52002 563 583-8231 [email protected] 20085 9/4/2020 2.50$ 25.00$ $25.00 25.00$ 25.00$ Steel Mart Mick Mihalakis 555 E. 12th Street Dubuque IA 52004 563 582-3726 [email protected] -$ 25.00$ -$ Straka Johnson Architects Marty Johnson 3355 Digital Drive Dubuque IA 52003 563 556-8877 10.00$ $100.00 75.00$ 75.00$ TFM Co./Oky Doky Food Mart No. 1 Tom Thompson 250 W. 1st Street Dubuque IA 52004 563 556-8050 84001 9/14/2020 20.00$ 200.00$ $200.00 150.00$ 150.00$ The Friedman Group, Inc. Terry Friedman 880 Locust Street Dubuque IA 52004 563 556-0272 [email protected] 42528 9/4/2020 10.00$ 100.00$ $100.00 100.00$ 100.00$ TriCor Insurance Olivia Schmitt 600 Star Brewery Dr. Ste. 110 Dubuque IA 52001 563 556-5441 [email protected] 60.12$ $601.20 551.00$ 551.25$ Westmark Enterprises Mark Falb 4050 Westmark Drive Dubuque IA 52001 563 589-1100 38319 9/42020 12.50$ 125.00$ $125.00 125.00$ 125.00$ 563 Design Andrew McCready 1268 Locust Street Dubuque IA 52001 563 663-5558 [email protected] $131.25 $125.00 60.00$ 60.00$ 7 Hills Keith Gutierrezz 1085 Washington Street Duubuque IA 52001 563 543-9546 [email protected] 3049 8/25/2020 $52.50 50.00$ $50.00 50.00$ -$ 7G Distributing Mike Havlik 9925 SW 6th Street Cedar Rapids IA 52404 319 533-6651 [email protected] $1,575.00 1,500.00$ $1,500.00 1,500.00$ -$ Abeln Abstract & Title Co. Dan Conlon 47 W. 7th Street Dubuque IA 52001 563 582-7148 x102 40038 5/26/2020 $105.00 100.00$ $100.00 100.00$ -$ Adam's Dance Connection Adam Kieffer 900 Jackson Street Dubuque IA 52001 563 845-9729 [email protected] venmo 8/22/2020 $30.00Advantage Sheet Metal, Inc. Dennis Willett 1160 E. 12th Street Dubuque IA 52001 563 556-4822 [email protected] 17965 04/20/220 $131.25 125.00$ 125.00$ 125.00$ 125.00$ Alliant Credit Union Mike Moroney 1200 Associates Drive Ste. 102 Dubuque IA 52002 563 585-3737 264919 3/20/2020 $105.00 105.00$ $100.00 60.00$ -$ Alliant Energy John Larsen 4902 N. Biltmore Lane Madison WI 53718 608 Dan Will Contact $0.00Allied Pawn Amber Smith 2013 Central Avenue #900 Dubuque IA 52001 563 564-1480 [email protected] 3571 3/17/2020 $105.00 105.00$ $100.00 100.00$ 100.00$ Amirage Salon & Day Spa Barb Hohmann 890 Main Street Ste. 1B Dubuque IA 52001 563 582-8832 [email protected] 15207 6/8/2020 $63.00 63.00$ $60.00 60.00$ 60.00$ Artistic Cleaners Gus Helling 107 Locust Street Dubuque IA 52004 563 583-3544 48332 3/17/2020 $210.00 200.00$ $200.00 150.00$ B1 Yoga Cally Burkle 185 Main Street Dubuque IA 52001 563 773-206-9136 $131.25 $125.00 125.00$ -$ Black Hills Energy Jeff Welty 1015 Cedar Cross Road Dubuque IA 52003 563 585-4028 [email protected] $105.00 100.00$ Bodine Electric Jeff Bodine 19225 Kapp Drive Peosta IA 52068 563 583-8326 [email protected] $157.50 $150.00 100.00$ -$ Body & Soul Downtown SpaSalon Julia Theisen 2728 Asbury Road 777 Dubuque IA 52001 563 556-9642 $0.00 50.00$ 50.00$ Brannon Monument Co. Mike Brannon 1310 White Street Dubuque IA 52001 563 583-6318 [email protected] 42385 8/26/2020 $288.75 275.00$ $275.00 275.00$ 275.00$ Brigadier General (RET) Robert Felderman Bob Felderman 241 Southgate Drive Dubuque IA 52003-7563 213-0398 [email protected] 9023 3/26/2020 $157.50 200.00$ $150.00 100.00$ -$ Buesing and Associates Terry Koelker 1212 Locust Street Dubuque IA 52001 563 556-4389 [email protected] 12299 3/27/2020 $105.00 105.00$ $100.00 100.00$ 140.00$ Butt, Steve & Sue Steve Butt 241 Main Street Apt. 2 Dubuque IA 52001 563 582-0427 [email protected] Check 10/16/2019 $131.25 225.00$ $125.00 125.00$ 125.00$ Carla's Barber Shop Carla Bertsch 880 Locust Street Ste. 134 Dubuque IA 52001 563 557-8879 2583 8/6/2020 $236.25 225.00$ $225.00 225.00$ 200.00$ Chad Wagener Chad Wagener $262.50 $250.00Chris Wand Chris Wand Cedar Rapids IA stripe 2020 & 05/04/ $0.00 200.00$ Computer Doctors Steve High 1763 Central Avenue Dubuque IA 52001 563 582-9331 [email protected] 37200 3/18/2020 $115.50 115.50$ $110.00 60.00$ -$ Cottingham & Butler, Inc. David Becker 800 Main Street Dubuque IA 52004 563 583-7301 [email protected] 205636 6/3/2020 $1,050.00 1,000.00$ $1,000.00 1,000.00$ 1,000.00$ Creed Waelchli office card 4/23/2020 $80.00 80.00$ Crow's Nest Tattoo Woodstock Bader 169 Main Street Dubuque IA 52001 563 589-0169 [email protected] $105.00 $100.00 50.00$ -$ CS Technologies Jim Neyens P.O. Box 762 Cuba City WI 53807 563 495-0832 2045 3/24/2020 $315.00 300.00$ $300.00 250.00$ 250.00$ Cynthia Byrne Cynthia Byrne 198 Main Street Dubuque IA 52001 563 557-8970 $26.25 $25.00 25.00$ -$ Denlinger Insurance Agency Randi Taylor 2600 Jackson Street Dubuque IA 52001 563 583-3571 [email protected] $157.50 $150.00 100.00$ -$ Diamond Jo, LLC Wendy Runde 301 Bell Street Dubuque IA 52001 563 690-2120 $3,675.00 $3,500.00 3,500.00$ 3,500.00$ Dimensional Brewing Company Jeff Burds 67 Main Street Dubuque IA 52001 563 451-6643 [email protected] $105.00 $100.00Drake Law Firm PC Flint Drake 300 Main Street Ste. 323 Dubuque IA 52001 563 582-2000 [email protected] $262.50 $250.00 200.00$ 100.00$ Dubuque Area Chamber of Commerce Molly Grover 300 Main Street Ste. 200 Dubuque IA 52001 563 557-9200 [email protected] 11405 4/2/2020 $262.50 250.00$ $250.00 250.00$ 500.00$ Dubuque Bank & Trust Lynn (Tut) Fuller 1398 Central Avenue Dubuque IA 52004 563 589-1971 $3,675.00 $3,500.00 3,500.00$ 5,000.00$ PBS Financial Services Colleen Callahan 500 Iowa Street Dubuque IA 52001 563 557-7300 [email protected] $315.00 $300.00 250.00$ -$ Dubuque Janitorial, Inc. Tammy Menadue 799 Main Street Ste. 160 Dubuque IA 52001 563 582-0162 [email protected] 87639 3/26/2020 $105.00 105.00$ $100.00 100.00$ 100.00$ Dubuque Museum of Art Dave Schmitz 701 Locust Street Dubuque IA 52001 563 557-1851 [email protected] $66.15 $63.00 63.00$ 60.00$

mailto:[email protected]























Dubuque Religious Center, Inc. Tim Sullivan 923 Main Street Dubuque IA 52001 563 556-8920 59372 3/17/2020 $157.50 157.50$ $150.00 150.00$ 150.00$ Dubuque Stamping & Mfg. Co. Dave Spahn 3190 Jackson Street Dubuque IA 52004 563 583-5716 [email protected] 153839 4/2/2020 $315.00 315.00$ $300.00 250.00$ -$ Eagle Point Software John Biver 600 Star Brewery Drive Ste. 200 Dubuque IA 52001 563 556-8392 50442 4/3/2020 $105.00 105.00$ $100.00 100.00$ -$ Ecumenical Tower Matthew Roddy 250 W. 6th Street Dubuque IA 52001 563 556-8476 [email protected] $105.00 $100.00 100.00$ 125.00$ Executive Management & Real Estate Ltd. Carol Copeland 1330 Locust Street Dubuque IA 52001 563 556-1605 [email protected] 10698 8/31/2020 $157.50 150.00$ $150.00 150.00$ 150.00$ Fenelon Place Elevator Amy Schadle 512 Fenelon Place Dubuque IA 52001 563 582-6496 [email protected] 6281 3/17/2020 $210.00 250.00$ $200.00 150.00$ 150.00$ Fidelity Bank Leo Hickie 4250 Asbury Road Dubuque IA 52002 563 557-2300 [email protected] $1,050.00 $1,000.00 1,000.00$ -$ Finnin Ford & KIA April Finnin-Rink 3600 Dodge Street Dubuque IA 52003 563 583-8825 [email protected] 69370 5/5/2020 $210.00 200.00$ $200.00 500.00$ 500.00$ Fischer Companies/ Pfohl Foundation Tony Pfohl 290 Main Street Dubuque IA 52001 563 583-3537 [email protected] $0.00Floor Show Furniture and Flooring Dick Gregory 1475 Associates Drive Dubuque IA 52002 563 557-9952 [email protected] $105.00 $100.00 100.00$ 100.00$ Fred’s Barber Shop Fred Hentges 940 Main Street Dubuque IA 52001 563 582-6530 4102 5/11/2020 $220.50 220.50$ $210.00 160.00$ 160.00$ Freddie's Popcorn Glen Stillmunkes 1086 Main Street Dubuque IA 52001 563 690-0885 [email protected] $78.75 $75.00 60.00$ 60.00$ Freiburger, Michaela Michaela Freiburger venmo 8/19/2020 $1.00Friedman, Pat Pat Friedman 2920 Katrina Circle Dubuque IA 52001 563 590-2077 [email protected] 4/15/2020 $420.00 420.00$ $400.00 344.00$ 366.00$ Quarterly PaymentsFuerste, Carew, Juergens & Sudmeier PC Nancy Manders 890 Main Street Ste. 200 Dubuque IA 52001 563 556-4011 $157.50 $150.00 150.00$ 150.00$ Gilloon, Wright & Hamel, P.C. Art Gilloon 770 Main Street Dubuque IA 52001 563 556-6433 [email protected] $262.50 $250.00 250.00$ 250.00$ Graham's Style Store Ben Graham 890 Main Street Dubuque IA 52001 563 582-3760 [email protected] 25036 5/5/2020 $945.00 1,150.00$ $900.00 840.00$ 800.00$ Quarterly Payments/$225.00Grand Harbor Resort & Water Park Steve Geisz 350 Bell Street Dubuque IA 52001 563 690-4000 [email protected] $577.50 $550.00 500.00$ 500.00$ Greater Dubuque Development Corp. Rick Dickinson 900 Jackson Street Ste. 109 Dubuque IA 52001 563 557-9049 [email protected] 9342 5/4/2020 $659.40 680.00$ $628.00 578.00$ 550.00$ Gronen Restoration/Gronen Properties John Gronen 900 Jackson Street Ste. LL2 Dubuque IA 52001 563 557-7010 334 7/27/2020 $12,889.80 12,276.00$ $12,276.00 12,276.00$ 12,276.00$ Quarterly payments/$ 3069.00Hendricks Feed & Seed Co., Inc. Bill Hendricks 880 Central Avenue Dubuque IA 52001 563 556-1401 [email protected] $262.50 $250.00 250.00$ 250.00$ Higley Industries Lance Hummel 585 Huff Street Dubuque IA 52003 563 557-1121 [email protected] $0.00Hirschbach Motor Lines Brad Pinchuk 2 Hamilton Street EXd Dubuque IA 52001 800 554-2969 [email protected] $1,050.00 $1,000.00 1,000.00$ -$ Jeffrey Morton Associates Jeff Morton 206 Bluff Street Dubuque IA 52001 563 585-0043 [email protected] 7873 3/18/2020 $472.50 475.00$ $450.00 450.00$ 425.00$ K & L Leasing LLC Ken Lin 1103 1/2 Iowa Street Dubuque IA 52001 563 587-1909 [email protected] 2489 6/30/2020 $210.00 250.00$ $200.00 200.00$ 225.00$ Kane, Norby & Reddick, P.C. Brian Kane 2100 Asbury Road Ste. 2 Dubuque IA 52001 563 582-7980 [email protected] 35902 3/18/2020 $315.00 315.00$ $300.00 250.00$ 250.00$ KCRG - TV Jeff Wolff 501 2nd Avenue SE Cedar Rapids IA 52401 563 319-899-6333 $105.00 $100.00 100.00$ -$ Key City Vision Center Jeff Manternach 965 Main Street Dubuque IA 52001 563 845-7238 [email protected] $262.50 $250.00 250.00$ 250.00$ Kintzinger Law Firm Darin Harmon 100 W. 12th Street Dubuque IA 52004 563 588-0547 [email protected] 117121 3/18/2020 $218.40 218.40$ $208.00 158.00$ 150.00$ Klauer Manufacturing Co. W.R. Klauer 1185 Roosevelt Street Ext Dubuque IA 52004 563 582-7201 96594 9/1/2020 $105.00 100.00$ $100.00 100.00$ 100.00$ Knippel's Religious Goods Casey Reekie 129 Main Street Dubuque IA 52001 563 582-5845 [email protected] 995013 3/20/2020 $157.50 50.00$ $150.00 135.00$ 135.00$ Lucy, Eric & Linda Eric Lucy 2736 Tiffany Court Dubuque IA 52001 563 588-2769 [email protected] $262.50 $250.00 250.00$ 125.00$ Magoo’s Pizza Susan Farber 1875 University Dubuque IA 52001 563 845-0604 [email protected] 1589 3/17/2020 $105.00 100.00$ $100.00 100.00$ 75.00$ Mandolin Inn Bed/Breakfast Amy Boynton 199 Loras Boulevard Dubuque IA 52001 563 556-0069 [email protected] 7127 3/18/2020 $131.25 125.00$ $125.00 125.00$ 125.00$ Midwest One Bank Tori Richter 895 Main Street Dubuque IA 52004 563 582-1841 64870 4/23/2020 $5,775.00 5,775.00$ $5,500.00 5,250.00$ 5,000.00$ Midwest One BankMolo Petroleum, LLC Mark Molo 123 Southern Road Dubuque IA 52004 563 557-7540 [email protected] $577.50 $550.00 500.00$ 500.00$ Mountaintop Stoneworks, Inc. Bob Breitbach 400 Harrison Street Dubuque IA 52003 563 584-9499 [email protected] $157.50 $150.00 100.00$ -$ Northeast Iowa Community College Wendy Mihm-Herold P.O. Box 400 Calmar IA 52132 563 557-8271 x130 [email protected] 1182039 3/30/2020 $262.50 262.50$ $250.00 250.00$ 250.00$ O'Connor & Thomas, P.C. Rich Whitty 1000 Main Street Dubuque IA 52001 563 557-8400 [email protected] 101322 3/30/2020 $630.00 630.00$ $600.00 550.00$ 550.00$ O'Connor Brooks & Co. Steve Domeyer 1415 Locust Street Dubuque IA 52004 563 582-7224 [email protected] 9830 4/2/2020 $514.50 514.50$ $490.00 490.00$ 466.00$ Outside The Lines Art Gallery Connie Twining 1001 Main Street Dubuque IA 52001 563 583-9343 [email protected] $157.50 $150.00 150.00$ 135.00$ Pfohl Foundation/The Fischer Cos. Tony Pfohl 290 Main Street Dubuque IA 52004 563 583-3537 $2,100.00 $2,000.00 2,000.00$ 3,000.00$ Prudential Retirement Jan Gill 500 Main Street Dubuque IA 52001 563 563-585-6700 [email protected] $6,090.00 $5,800.00 5,750.00$ 5,700.00$ Quibby, LLC Judy Davison 1134 Locust Street Unit 102 Dubuque IA 52001 563 581-3259 [email protected] Check $135.45 135.45$ $129.00 79.00$ 75.00$ Radio Dubuque, Inc. Tom Parsley 1055 University Avenue Dubuque IA 52004 563 690-0800 [email protected] 14358 3/26/2020 $367.50 367.50$ $350.00 350.00$ 350.00$ Reynolds & Kenline LLP Todd Klapatauskas 110 E. 9th Street Dubuque IA 52004 563 556-8000 [email protected] $157.50 $150.00 150.00$ -$ River Lights Bookstore Sue Davis 1098 Main Street Dubuque IA 52001 563 556-4391 [email protected] 11200 9/8/2020 $57.75 55.00$ $55.00 53.00$ 50.00$ Roussell, Laura Laura Roussell 3224 Bittersweet Lane Dubuque IA 52001 stripe 8/24/2020 $0.00 48.25$ Fee for using stripe $1.75ServiceMaster by Banfield - Seven Hills Janitorial Don Banfield P.O. Box 832 Dubuque IA 52004 563 557-7459 [email protected] $157.50 $150.00 150.00$ -$ Skinny MaGinny's Larry Ikonomopoulos 345 Main Street Dubuque IA 52001 563 231-3226 [email protected] 1406 5/11/2020 $315.00 300.00$ $300.00 200.00$ -$ Steele Capital Management, Inc. Katie Moran 788 Main Street Dubuque IA 52001 563 588-2097 [email protected] 13459 3/18/2020 $787.50 500.00$ $750.00 750.00$ 750.00$ Stone Cliff Winery Bob Smith 600 Star Brewery Drive Dubuque IA 52001 563 583-6100 [email protected] 29267 4/1/2020 $551.25 551.25$ $525.00 525.00$ 500.00$ Tandem Tire & Auto Service, Inc. Mark Griffin 400 Harrison Street Dubuque IA 52004 563 583-4668 x1012 [email protected] 87507 8/21/2020 $218.40 218.40$ $208.00 158.00$ 150.00$ TH Media Jacque Engling 801 Bluff Street Dubuque IA 52004 563 588-5682 [email protected] $1,050.00 $1,000.00 1,000.00$ 1,000.00$ Tonya Trumm Tonya Trumm Dubuque Ia 52001 $577.50 $550.00Tori Richter Tori Richter 1562 Parkway Street Dubuque IA 52001 563 17345 6/29/2020 $105.00 100.00$ $100.00Toys Done Right Body Shop Dan Steffens 1006 Central Avenue Dubuque IA 52001 563 552-1601 [email protected] 24300 8/26/2020 $131.25 125.00$ $125.00 125.00$ 125.00$ U.S. Bank Dean Wilgenbusch 270 W. 7th Street Dubuque IA 52001 563 582-3655 [email protected] 6817127 5/11/2020 $1,102.50 1,102.50$ $1,050.00 1,000.00$ 1,000.00$ United Way of Dubuque Area Tri-States Danielle Peterson 215 W. 6th Street Dubuque IA 52001 563 588-1415 [email protected] 8233 3/24/2020 $131.25 125.00$ $125.00 125.00$ 125.00$ Upper Main Street Jazz Band Ric Jones 1270 Dunleith Court Dubuque IA 52001 563 556-3490 [email protected] 5480 3/17/2020 $105.00 50.00$ $100.00 125.00$ 125.00$ Wernimont, Wally Wally Wernimont Dubuque IA 52001 [email protected] $26.25 $25.00Yarn Soup Sara McDonald 1005 Main Street Ste.100B Dubuque IA 52001 563 587-8044 [email protected] $183.75 $175.00 158.00$ 150.00$ Zephyr Aluminum Products David or Bruce Timmerman 555 Huff Street Dubuque IA 52004 563 588-2036 $183.75 $175.00 175.00$ 175.00$ Zuccaro Dental Office Joe Zuccaro 895 Main Street Ste. 900 Dubuque IA 52001 563 583-2382 [email protected] $131.25 $125.00 125.00$ 125.00$

60,086.47$ 35,646.25$ $62,178.20

Replies back 2,880.00$ New Investors

















Total $65,058.20

City COVID Response Report Dubuque Main Street (DMS)

What we have learned about our work in the grasp of this pandemic:

From the DMS July Survey (over 450 Respondents) 71% of respondents stated they "increased somewhat or dramatically" shopping

online for regular items during the last couple of months.

Over 85% of respondents stated as local businesses move forward they would do 20% or more of their regular shopping online, even with local retailers.

56% of respondents indicated they would like restaurant curbside options available permanently.

The top requests for more downtown retail were in the following categories:

Women's Clothing (29.5%), Specialty Foods (24.9%) Arts/ Hobbies Store (22.9%)

Downtown Design as we move forward:

More permanent outdoor seating available Building rehab should include intentional, private, separated backroom fulfillment

space; and easier shipping access (alleys and front door) Will slightly adjusted ordinances be necessary?

Open group work spaces and co-working locations, all the rage the past few years, may fade as having only been a fad. We may be moving back to separated, even closed-door, spaces/cubicles.

National Information: First: We need to encourage everyone – including local government and community institutions — to patronize small businesses during the pandemic, including ensuring big-box and dollar stores are adhering to the same rules that small, “non-essential” stores are required to follow. Next: We need to help businesses create additional distribution channels, such as:

Pop ups opportunities

Leasing space inside complementary businesses

Shop Iowa

Later: Encourage more small business-friendly zoning. Ease cumbersome permitting processes

In general, small business-friendly zoning - rather than trying to prevent bad things from happening, reflecting our community’s vision for its future and providing a development framework to make that happen.

A growing number of towns and cities are taking a more global approach, working with residents to learn about the things they value in their communities and about the things they wish their communities offered, then using this as a foundation for tweaking a zoning code to reflects a shared vision for the future.

Form-based codes are a particularly useful type of zoning code, specifying the types of buildings and neighborhoods the community envisions rather than specifying exact uses.

Key & Interesting points while moving businesses and organizations forward: Partially taken from Diane Larusso

Bite-Sized Storytelling o Keep in mind, these days, folks are bombarded by information everywhere, and

attention spans are shorter than ever. If you’re building a relationship—taking your audience member on this journey—you can make better headway if you break it down into smaller chunks, rather than trying to get across a lot of information all at once.

o Online, video is more compelling and typically gets more attention than long-form copy.

Determine Strategic Calls to Action o For any given communication campaign, at certain points, you may have actions

that you need or want your audience members to take. o These might range from “liking” and “sharing” your online content to

participating interactively with a hashtag o to volunteering or even donating goods or funds. o Whatever the outcome, be sure you’re strategic in your approach, and that the

action is meaningful.

Be Responsive: Strong Stewardship o Be sure there is someone in your organization assigned to tracking and

responding to the engagement activity routinely, ensuring questions get answered and the organization is functionally responsive to the results of their effort.

o Report back to the audience about your progress, and show the results.

Resulting in:

Initiated by a September virtual visit by the head of Main Street Iowa, DMS will introduce three moving beyond the pandemic fiscal 2021 initiatives in each of our four points:

Design

Organization

Promotion

Economic Revitalization

Puttzin’ Committee Meeting | August 7, 2020 at 3pm

Goals:

-Determine event format

-Raffle Item Secured (The Vault, Holiday Inn)

-Raffle Schedule/ Silent Auction Schedule

Molly- Do everything as best we can virtually. Bank not allow to be at an event with 100 people.

Amy- If we forgo this event, we would have to make up $7K. Move forward with a face-to face if we

remind people to be socially responsible (masks required throughout the course per City) have hole

sponsors move outside (Masks for sale by DMS.) Live event to also sell raffle tickets

DO a drawing (5:30PM and also add a virtual element of this)

Proposal: Have someone on-site to sell raffle tickets at Dimensional (as a “homebase” for the event).

Allow teams to find somewhere to go after they would go, and then the 10th Hole Party goes virtually.

Facebook/ YouTube? Michaela to check how Dimensional’s Streaming is

Encourage teams the day of to have them do something while they are out golfing (like a scavenger

hunt) submitted for voting. These would be images of someone with the Flags at Five Flags, The Dbq to

E. Dbq bridget.

Fundraising to Dubuque Main Street through Venmo (put name in as a team- to win $100 Booze Prize

for the team that raises the most money+ four passes to the Music Crawl in January)

Market: former teams the reason to switch the event up; they know the purpose and understand our

organization so sell to them to buy raffle tickets and support

Each participant will get a free Pub Crawl Admission (November 2020)

Each Hole Sponsor will be admitted into the Pub Crawl (Free of Charge, November 2020)

Mask Contest Winner would get their foursome fee for 2021 covered.

Puttzin’ Theme: Mask Contest

To Do: Change theme to 80’s vs 90’s: Mask Edition, Contact Hole Sponsors (Dimensional about virtual

party stream), Golfers for 2020, Contact last year’s 2019, get with Jo to get a Venmo up and going

Day-Of for Committee: Check in with hole sponsors (assigned), Send out emails to winners of the raffle

prizes of how to get

Main Street Iowa Program Agreement Agreement Number: PS-G300-FY21-01 Effective Dates: July 1, 2020 – June 30, 2021

Page 1 of 4

Agreement between the Iowa Economic Development Authority, the City of Dubuque Main Street, and Dubuque Main Street, Ltd for the purpose of continuing the Main Street Program in Dubuque. THIS AGREEMENT is entered into and executed by the Iowa Economic Development Authority herein referred to as the "IEDA", the City of Dubuque herein referred to as the "City", and Dubuque Main Street, Ltd. herein referred to as the Local Main Street Program”. WHEREAS, The City and Local Main Street Program established a partnership with IEDA in 1985 and desires that the program continue; and WHEREAS, the IEDA desires to continue the relationship which has been established with the City and the Local Main Street Program; NOW THEREFORE, in consideration of the foregoing and mutual covenants and agreements contained herein, the parties have agreed to do as follows: SECTION I. The Local Main Street Program agrees to:

1. Maintain the local program’s focus on the revitalization of the designated Main Street district utilizing the Main Street Approach™. This focus should be reflected in the programs annual plan of action, goals and objectives, vision, and mission statement.

2. Employ a paid full-time Executive Director for the Local Main Street Program who will be responsible for the day-to-day administration of the Local Main Street Program in the community. Full-time employment is defined as 40 hours per week dedicated to the Local Main Street Program work. Part time employment is 25 hours per week dedicated to the Local Main Street Program work. The Local Main Street Program and City will work to the best of their ability to provide professional support, competitive compensation, and benefits for the Executive Director position. In the event this position is vacated during the time of this agreement, the Local Main Street Program agrees to fill this position in a reasonable time and provide a written timeline to fill this position to the Main Street Iowa State Coordinator.

3. Develop an accurate position description which includes the rate of compensation and describes the

professional activities for which the Executive Director is responsible. A copy of which is to be provided to Main Street Iowa annually.

4. Maintain worker's compensation insurance for the Executive Director and staff.

5. Maintain an office within the designated boundaries of the local Main Street district.

6. Submit monthly performance reports to the IEDA by established deadlines. The reports will document the

progress of the Local Main Street Program's activities. Should a Local Main Street Program become three months tardy on submission of monthly reports, program services available through Main Street Iowa will be suspended until the Local Main Street Program has submitted all late reports to become current.

7. Provide Main Street Iowa electronic (via email, web cloud, etc.) examples of local best practices and

information demonstrating local success stories (e.g. action plans, marketing materials, quality images, programmatic documents, etc.)

8. Achieve Main Street America National Accreditation at a minimum once every two years. Not achieving Main Street America accreditation at a minimum once every two years will result in termination of this agreement and loss of recognition as a Main Street Program. Details of Main Street America National Accreditation Standards of Performance can be found on the Main Street America website: www.mainstreet.org

9. Participate, as required by Main Street Iowa, in training sessions as scheduled throughout the year. To remain in compliance and to be eligible for Main Street America accreditation, the Local Main Street Program

http://www.mainstreet.org/

Agreement # PS-G300-FY21-01

Page 2 of 4

must have representation at both days, in their entirety, of the three (3) training sessions held annually, indicated as mandatory on the program calendar. In addition, any newly hired Executive Director will be required to participate in Main Street Orientation, as soon after the hire date as feasible. Registration and all related travel expenses for training will be paid by the Local Main Street Program.

10. Work with the City to pass a Resolution of Support of the Local Main Street Program. This resolution must

stipulate sources of funding for the program, a commitment to appoint a city official to represent the City on the local Main Street governing board of directors, and that the City will continue to follow the Main Street Approach™ as developed by Main Street America and espoused by Main Street Iowa for Main Street district revitalization.

11. Have a Resolution of Support passed by the Local Main Street Program Board of Directors. This resolution

must stipulate a commitment to continue Main Street district revitalization following the Main Street Approach™ as developed by the Main Street America and espoused by Main Street Iowa.

12. Maintain a “Designated Main Street Network” membership with Main Street America.

13. Use the words “Main Street” when referring to and marketing the local program, either as an official part of

the organization’s name or as a tagline such as… “A Main Street Iowa Program”. As a designated Main Street Iowa community, the Local Main Street Program is required to include the Main Street America and the Main Street Iowa logos on local program communication materials.

14. Promote the revitalization of the Main Street district through advocacy of tools and resources that support district investment, for example: development incentives, ordinances and policy that promote the revitalization of the district, design guidelines or standards that promote the protection of the traditional character of the district, district development planning, etc.

15. Submit with this signed Program Agreement, one (1) copy the City’s Resolution of Support, one (1) copy of the Local Main Street Program Board of Director’s Resolution of Support, (1) copy of the Executive Director’s current job description, and one (1) completed W-9 of the Local Main Street Program.

16. Not assign this agreement to another organization without obtaining prior written approval of the IEDA.

17. Remain in compliance with the requirements of Main Street Iowa as outlined in this agreement. If the IEDA

finds that the Local Main Street Program is not in compliance with the requirements of this program agreement:

a. The Local Main Street Program and City will be notified of non-compliance with an “Initial Warning” and

given a 90-day probationary period in which to return to compliance. The Initial Warning will include a summary of non-compliant items and provide guidance on how to resolve the issues. During this probationary period, all Main Street Iowa services, with the exception of targeted technical assistance to help the Local Main Street Program mitigate non-compliant items, will be suspended, including eligibility for Main Street Iowa grant applications, awards nominations, and onsite technical assistance. The Local Main Street Program will be reevaluated by Main Street Iowa 90 days following the Initial Warning.

b. If the Local Main Street Program has failed to return to compliance as noted in the initial warning, Main Street Iowa may issue a Final Warning and given a second 90-day probationary period in which to return to compliance.

c. If the Local Main Street Program is not in compliance within 90 days after the Final Warning, Main Street Iowa may terminate this agreement with the local program. Notice of official termination will be made by a letter of notification from IEDA to the Local Main Street Program, City, and Main Street America. Termination of this agreement will result in the loss of recognition as a Main Street Iowa Program and discontinuation all Main Street Iowa services, activities provided in this agreement, and will cease using the trademarked brand “Main Street” and/or “Main Street Program” in its name or as part of its organization’s identity. Once this agreement is terminated, the community must reapply for Main Street Iowa designation before it can receive Main Street Iowa program services.


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SECTION II. The CITY agrees to:

1. Support and partner with the Local Main Street Program’s focus on the revitalization of the designated Main Street district utilizing the Main Street Approach™.

2. Invest financially into the operation of the Local Main Street Program.

3. Pass a Resolution to demonstrate the City’s support of the Local Main Street Program. This resolution must stipulate sources of funding for the program, a commitment to appoint a city official to represent the City on the Local Main Street Program governing board of directors, and that the City will continue to follow the Main Street Approach™ as developed by the Main Street America and espoused by Main Street Iowa for local Main Street district revitalization efforts.

4. Support the revitalization of the Main Street district through creation of tools and resources that support

district investment, for example: development incentives, ordinances and policy that promote the revitalization of the district, design guidelines or standards that promote the protection of the traditional character of the district, district development planning, etc.

5. Support the Local Main Street Program in the completion of the annual Main Street America Accreditation process and compliance with this agreement.

SECTION III. The IEDA agrees to:

1. Administer the Main Street America Accreditation process in Iowa on behalf of Main Street America and recognize Local Main Street Programs and Cities who successfully meet the Main Street America Accreditation Standards.

2. Maintain a team of downtown revitalization specialists, including a Main Street Iowa State Coordinator, to handle communication between the Local Main Street Program, City, the Main Street Iowa Program, and state government agencies.

3. Coordinate at least three (3) statewide training sessions annually for the Local Main Street Program and City

based on the combined needs of all Iowa Main Street Communities.

4. Conduct at least three one-day Main Street orientations for all new Executive Directors, board members and volunteers. The Orientation will introduce the Executive Director and Local Main Street Program volunteers and board members to the Main Street Program and to their immediate responsibilities. Orientation meetings will be held in a central Iowa location.

5. Conduct an on-site partnership visit at least once every two years.

6. Provide continuing advice and information to the Local Main Street Program and City.

7. Include the Local Main Street Program and City in the Main Street Iowa network.

8. Provide, as requested and can be scheduled, on-site technical assistance visits to the Local Main Street

Program and City with Main Street Iowa personnel in the areas of design, economic vitality, promotion, organization, committee training, board planning retreat facilitation, and action planning.

9. Offer additional optional, regionally hosted trainings throughout the year.

SECTION IV. The PARTIES hereto otherwise agree as follows:

1. The term of this agreement shall be for a period of twelve months, beginning July 1, 2020, and ending June 30, 2021. It may be extended or revised by a written amendment signed by all three parties.

2. This agreement shall be binding upon and shall insure to the benefit of the parties and their successors.


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3. Not to discriminate against any employee or applicant for employment because of race, color, sex, age, disability, creed, religion, sexual orientation, marital status, or national origin. The parties further agree to take affirmative action to assure that employees are treated without regard to their race, color, region, sex, age, disability, creed, religion, sexual orientation, marital status, or national origin during employment.

4. Any one party may terminate this agreement without cause after 30 days written notice to the other two

parties.

5. This document memorializes all elements of this agreement, and both incorporates and supersedes any previous agreements or negotiations, whether oral or written.

6. The IEDA is limited to furnishing its technical services to the Local Main Street Program and City and thus nothing contained herein shall create any employer-employee relationship.

IN WITNESS WHEREOF, the parties have executed this agreement. BY:

(Mayor Signature) (Date) ______________________________________ Dubuque, Iowa (Mayor Printed Name) (City) BY:

(Board President Signature) (Date) _______________________________________ Dubuque Main Street, Ltd (Board President Printed Name) (Local Main Street Program)

BY: Deborah V. Durham, Director (Date)

Iowa Economic Development Authority

By Kennedy Smith July 2020

First - Next - Later Safeguarding Small Business During The Pandemic: 26 Strategies For Local Leaders

2First-Next-Later WWW.ILSR.ORG

About the Institute for Local Self-Reliance The Institute for Local Self-Reliance (ILSR) is a national research and advocacy organization that partners with allies across the country to build an American economy driven by local priorities and accountable to people and the planet. Whether it’s fighting back against the outsize power of monopolies like Amazon, ensuring high-quality locally driven broadband service for all, or advocating to keep local renewable energy in the community that produced it, ILSR advocates for solutions that harness the power of citizens and communities. More at www.ilsr.org.

About the AuthorKennedy Smith is one of the nation’s foremost experts on commercial district revitalization and independent business development, and is a Senior Researcher with ILSR's Independent Business Initiative. Her work focuses on analyzing the factors threatening independent business and developing policy tools that communities can use to address these issues and build thriving, equitable local economies.

In addition to her work with ILSR, Kennedy is an advisor to the Community Land Use and Economics (CLUE) Group, a consulting firm that she co-founded in 2004. Prior to that, she served on the staff of the National Trust for Historic Preservation’s National Main Street Center for 19 years, the last 14 of them as the Center’s director. During her tenure at the Main Street Center, the program was recognized as one of the most successful economic development initiatives in the U.S. Kennedy has received many awards and recognitions for her work, including being named one of the “100 Most Influential Urbanists of All Time” by Planetizen in 2017. Contact her at [email protected] or on Twitter at @kennedysmith.

The author would like to thank everyone interviewed for this report for their time and insights.

More Resources from ILSR’s Independent Business Initiative: Report: Fewer Small Businesses are Receiving Federal Relief Loans in States Dominated by Big Banks

“Biting Back: Delivery Apps are Gobbling Up Restaurant Revenues, and Cities Have Had Enough”

Report: Dollar Stores Are Targeting Struggling Urban Neighborhoods and Small Towns. One Community Is Showing How to Fight Back.

For monthly updates on our work, sign up for the Hometown Advantage Bulletin: http://bit.ly/hometown-advantage

This report is licensed under a Creative Commons license. You are free to replicate and distribute it, as long as you attribute it to ILSR and do not use it for commercial purposes.

http://www.ilsr.org

mailto:kennedy%40ilsr.org?subject=

https://twitter.com/kennedysmith

https://ilsr.org/banking-consolidation-ppp-report/


https://www.washingtonpost.com/business/on-small-business/big-firms-pay-50-percent-higher-wages-than-small-businesses-study-shows/2012/11/28/e24a1f58-3970-11e2-a263-f0ebffed2f15_story.html

https://www.washingtonpost.com/business/on-small-business/big-firms-pay-50-percent-higher-wages-than-small-businesses-study-shows/2012/11/28/e24a1f58-3970-11e2-a263-f0ebffed2f15_story.html

https://ilsr.org/dollar-stores-target-cities-towns-one-fights-back/

https://ilsr.org/dollar-stores-target-cities-towns-one-fights-back/


A merica’s small businesses are facing an existential crisis. The COVID-19 pandemic has closed shops and offices across the nation, with dire economic

consequences. And the local governments and nonprofit organizations that support small businesses are on the front lines of this crisis. The thousands of organizations and agencies whose work supports independently owned small businesses — local governments, chambers of commerce, Main Street programs, local business alliances, business improvement districts, downtown development authorities, community development corporations, and more — have never been more vital to the economy.

This crisis has brought communities’ strengths and needs into sharp focus, and saving small businesses should be one of the nation’s highest priorities. Small, locally owned businesses are critical to creating thriving communities and an equitable U.S. economy. They provide people, especially young people, immigrants, and people who face other economic barriers, with opportunities to pursue their dreams of business ownership and to build wealth. They generate tax revenue that supports schools, parks, firefighters, and so much more. They adapt their products and services to customers’ needs in ways that national chains cannot. They give our towns, cities, and neighborhoods a distinctive sense of place and belonging. And young businesses — almost all of which are small — are responsible for the majority of all net new job growth in the nation.1

Now, America’s small, locally owned businesses have an uphill battle for survival. The U.S. Census Bureau’s Small Business Pulse Survey found that, through the end of June, the pandemic had had a large or moderate negative impact on a stunning 82.7 percent of the nation’s small businesses, with 59 percent of small businesses only having enough cash on hand to survive two months or less.

To address these sobering circumstances, community leaders have three major tasks:

FIRST: Provide quick relief to keep businesses afloat.

NEXT:Help businesses adapt and pivot.

LATER:Fix systemic problems that the pandemic has laid bare.


PROVIDE IMMEDIATE RELIEF TO KEEP KEY BUSINESSES AFLOATAccording to surveys conducted by the U.S. Census Bureau, National Main Street Center, and other organizations, most small businesses do not have the cash reserves to survive more than just a few months of shutdowns without immediate financial help. A study by economists at Harvard, the University of Chicago, and the University of Illinois in late April 2020 found that 1.8 percent of the nation’s small businesses — more than half a million — had already closed permanently, and a more recent study by the National Restaurant Association found that three percent of restaurants were gone. In June, OpenTable’s CEO predicted that 25 percent of the nation’s restaurants will likely not survive the pandemic. That same month, Yelp reported that 41 percent of the 140,000 businesses listed on its platform have closed permanently.2 The consequences are dire until an effective virus treatment and a vaccine are universally available. The first challenge for community leaders is therefore to help keep small businesses afloat.

FIRST

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1. Help small businesses apply for federal financial relief.If they have not already done so, the small businesses in your city or with which your organization works, and that have lost income because of the pandemic, should seriously and quickly consider applying for help from the federal government.

The Paycheck Protection Program (PPP), one of the key components of the Coronavirus Aid, Relief, and Economic Security (CARES) Act, was scheduled to stop accepting applications on June 30. But, with almost $130 billion of its $670 billion appropriation still available by then, Congress voted on July 1 to extend the deadline for the program to August 8, giving small businesses a few more weeks to apply. This program provides forgivable loans to small businesses equal to 2.5 times a business’s regular eight-week payroll. The program was amended on June 5 to make it more flexible. PPP’s first round of funding went quickly. But the rollout was chaotic and controversial, with many small businesses shut out of the application process.

However, there are a few other federal small business assistance programs available, as well as many statewide and national (non-federal) ones. Chief among the federal programs are the SBA’s Economic Injury Disaster Loan (EIDL) Program, and the Department of the Treasury’s Main Street Lending Program.

The Economic Development Disaster Loan provides business loans of up to $2 million, plus a $10,000 loan advance that does not need to be repaid. EIDL loans may be used to pay payroll, fixed debts, accounts payable, and other expenses that business owners have been unable to pay because of the COVID-19 pandemic. EIDL loans have a 3.75 percent interest rate for for-profit businesses and 2.75 percent for nonprofit organizations, with loan terms up to 30 years to keep payments as low as possible.

Despite its small-business name, the Main Street Lending Program was designed primarily for mid-sized businesses — which, according to the Federal Reserve Bank, are businesses with fewer than 15,000 employees or revenues of $5 billion or less. Through this Program, businesses may borrow $250,000-$300 million from participating banks. The Federal Reserve then buys 95 percent of each loan, freeing up capital for the participating banks so that they can continue making loans. The program has the capacity to buy $600 billion worth of loans.

A number of members of Congress have proposed additional small business relief programs, and it is possible that Congress will appropriate additional funds for one or more relief programs over the coming months.

2. Create a local small business relief program.Small businesses have bills to pay while the economy begins to reopen, and they may not be able to wait for federal assistance. Timing is critical. Hundreds of local governments, private foundations, and nonprofit organizations have jumped to the challenge and created small business support programs. And, as businesses eat through their cash reserves, the number of local small business relief programs grows every day.

The relief programs most helpful to small businesses are those that provide outright grants to cover immediate operating expenses — rent or mortgages, utilities, payroll

— and expenses for personal protective equipment, social distancing barriers, handwashing stations, and other items and modifications needed to operate safely. This is not a good time for a small business to be taking on new debt, unless it has no other viable alternatives. If a community cannot afford to offer outright grants, it should consider making interest-free loans, with repayment deferred for at least a year and no penalty for paying back the loan early, to tide over businesses until they can receive help from a federal or statewide program.

Creating a locally designed and locally guided small business relief program can also help ensure that the most vulnerable businesses get the support they need. Minority-

https://ilsr.org/information-on-covid-19-small-business-assistance-programs/

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owned and women-owned businesses, in particular, are often undercapitalized and lack access to credit, putting them at greater risk of failure. Some communities have created special COVID-19 relief programs targeting minority- and women-owned businesses or set aside a percentage of grants or loans for them. For instance, Oklahoma City’s Small Business Continuity Program earmarked 25 percent of its grants and loans to businesses in low-income census tracts.

Communities are capitalizing their small business relief programs in many ways. Some, such as Sterling, Illinois, have redirected funds originally allocated for the city’s economic development programs. Some are diverting funds budgeted for capital improvement projects. Some are cobbling together contributions from several agencies, organizations, and businesses to capitalize them. For example, Downtown Kenosha, Inc.’s Small Business Recovery Fund tapped resources from three area banks, the Kenosha Area Business Alliance, and the Lakeshore Business Improvement District. There are even some that are completely crowdfunded. You can find a list and brief descriptions of more than 500 small business COVID-19 relief programs here.

The CARES Act also included two other funding allocations that communities have used to create small business relief programs:

• The CARES Act allocated $5 billion in supplemental Community Development Block Grants (CDBG) to the U.S. Department of Housing and Community Development for distribution to states and entitlement communities for COVID-19 relief, and many state and local governments are turning these CDBG-CV allocations into grant and/or loan programs for small businesses. The CDBG-CV allocations will be distributed in three rounds — an initial round of $2 billion that HUD distributed according to its regular FY2020 CDBG formula allocation; a second round of $1 billion for areas that have been particularly hard-hit by coronavirus transmission; and a third round of $2 billion that will be distributed at HUD’s discretion. Entitlement communities — cities with populations over 50,000 and urban counties over 200,000 — automatically receive a Round 1 allocation. Non-entitlement communities — those under 50,000 — may receive funds from the agency that normally administers the state’s CDBG program, either through a competition or a direct allocation, depending on state regulations. Scores of communities, from Lebanon, Pennsylvania to Vancouver, Washington, are using CDBG-CV funds to capitalize small business grant, loan, and technical assistance programs.

• The CARES Act also allocated $150 billion for the Coronavirus Relief Fund, distributed to units of government with populations over 500,000 — meaning each state government received some CRF money, plus the nation’s largest cities. The Department of the Treasury’s guidance on CRF says that it may be used to cover expenses that “are necessary expenditures incurred due to the public health emergency with respect to the Coronavirus Disease 2019 (COVID-19).” These

“necessary expenditures” can include small business relief programs — and, by July 1, several dozen state and local governments had done so.

3. Defer tax and utility payments.Reducing expenses helps a business’s bottom line almost as much as increasing sales revenue. Property, employment, sales taxes, and utility payments might account for a relatively small percentage of a business’s expenses — but, in a crisis, everything counts. Consider an ordinance or emergency order deferring or forgiving these payments until sales begin to return to a sustainable level. Cities like San Francisco and Seattle have deferred business tax payments, as have states like Connecticut, Iowa, and Maryland.

ILSR's Big List of Covid-19 Assistance

Programs Find a list and brief

descriptions of more than 500 small business COVID-19

relief programs.

SEE THE LIST




SMALL BUSINESS RELIEF PROGRAMS

We have examined over 500 grant and loan programs created since the beginning of the COVID-19 pandemic by local and state governments, nonprofit organizations, community foundations, and others and spoken with many of the people involved in creating and administering these programs. Here are some observations and suggestions, based on their experiences:

Community-based financial relief programs are more efficient at quickly getting money to small businesses than the federal and state relief programs have been. It took weeks, and in some cases months, for the federal and most state governments to finalize program regulations and open application processes. But local governments, nonprofits, and concerned residents have been able to roll out programs quickly to help keep businesses going — in some instances, in as little as one week.

Community-based programs can be tailored to specific local needs and fill gaps left by the federal one-size-fits-all business relief programs. Many communities conducted quick surveys of local businesses to identify specific needs, then tailored their relief programs accordingly. Some provide general relief, while others are tailored to specific types of businesses (such as restaurants or barbers/hair salons), ownership (such as microbusinesses or sole proprietors), or location (such as in a downtown district or enterprise zone).

Grants are better than loans. This is not a good time for businesses that have lost several months of revenue to take on debt. If it is possible for a local small business relief program to offer cash grants, do that. If not, forgivable loans are better than conventional loans. Some communities that have offered conventional loans have had trouble attracting borrowers.

Small businesses need both short-term stop-gap assistance to stay afloat and mid-range assistance to develop new sales channels or recreate their business plans. Most businesses that had to substantially change their operating model or to close completely during the pandemic might have been able to survive on savings and credit for several months, but they are likely to need a quick cash infusion to stay afloat. But once they have crafted a new strategic direction, they will likely need patient, inexpensive capital to implement their new business plans, possibly bolstered by grants to cover unusual expenses or provide incentives for certain changes.

The process of reviewing applications and working closely with small businesses is helping civic leaders better understand the challenges facing small businesses. People administering local small business relief programs report that reviewing applications has given them a clearer sense of some of the barriers and market power dynamics that locally owned businesses confront and is helping them understand how they, as civic leaders, might help remove or reduce them.

Financial assistance also provides local leaders an opportunity to offer guidance and technical assistance to small business owners. By highlighting the barriers that small businesses face, financial assistance programs have helped local leaders structure programs to help small businesses change their operating models and identify potential new markets. And it has helped them create technical assistance programs to help businesses adapt to the challenges ahead. It has also put local leaders in the position of conducting triage, sorting out businesses that were struggling well before the pandemic from those that have better opportunities to adapt and thrive in the pandemic and post-pandemic commercial environments.

Communities that are offering relief funds through partnerships and crowdfunding are finding other benefits in working together. The process of creating small business relief programs has brought organizations together that might not have done so before. In Emporia, Kansas, for example, four organizations and agencies have come together to provide ongoing support to small, locally owned businesses — and, in the process of doing so, have created an ad hoc platform for managing future community crises.

Community residents, industries, foundations, and civic institutions have a new appreciation for the importance of small, locally owned businesses in the local and regional economy. Perhaps most importantly, the COVID-19 health crisis has underscored the vital importance of small businesses to local economies and to civic identity. Thousands of towns and cities have launched programs to support small, locally owned businesses. The pandemic and economic shutdown have been wake-up calls to community residents and leaders to change their policies and refocus their economic development priorities to better reflect these priorities going forward.

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4. Help businesses negotiate with landlords to relieve rent pressure.Most landlords cannot afford to completely forgive rent payments from their tenants; those who own just a few units are small business owners themselves, and they need rental income to pay their mortgages, insurance, and other property-related expenses. But, to do this, they need their business tenants to succeed, so they will likely be open to finding ways to share the burden. One option might be to defer rent for a few months, then to restructure the lease, amortizing the deferred rent payments over the course of the new lease term. Or the tenant and property owner might shift from a fixed-rent lease to one with a lower base rent plus a percentage of the business’s gross sales, above a specified amount. It might also be possible for the city, property owner, and tenant to reduce, share, and redistribute rent for a period of time, with the city waiving the property owner’s taxes in exchange for the property owner charging a lower base rent, plus a percentage of sales. This partnership would motivate all three partners to help businesses succeed.

The important thing is to reach out to property owners and let them know that your community is interested in exploring win-win solutions with them and is ready to do so.

5. Help businesses stretch their budgets.The pandemic’s economic shutdown has been a wake-up call to the owners of businesses of all sizes to sift through and analyze every detail of their businesses’ performance. Whether through direct consultation or passive guidance, an agency or nonprofit organization in your community might help businesses find ways to stretch their budgets. For instance:

Short-term cash-like investments: Does a business have investments that can be liquidated relatively quickly, like Certificates of Deposits, mutual funds, or government bonds?

Lines of credit: Does a business have lines of credit it can tap?

Accounts receivable: Accounts receivable are debts owed to a business. Given the pandemic, businesses might consider offering payment discounts to customers to encourage them to settle their debts now.

Accounts payable: Businesses might negotiate with their

suppliers and other vendors about delaying payments. Examine every automatic payment to see if it can be delayed. Cancel memberships and subscriptions. Renegotiate loans.

Inventory: Are there ways a business might quickly liquidate its inventory for cash, if needed? Wholesale sales to an

“essential” business still open, for instance, or online sales through eBay, ThredUP, or another platform?

Cash flow: Question every expense. Think about finding a new way of doing business, not just revising the budget.

6. Encourage businesses to stay in close touch with their customers.Small, locally owned businesses excel at knowing their customers’ interests and preferences. This is the time for businesses to tap into that familiarity and knowledge to keep customers in the loop, offer personal service, and let them know how much they matter. Even if customers are not able to patronize a favorite business right now, they will be more likely to do so in the future if the business has been in touch with them throughout this crisis.

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7. Encourage everyone – including local government and community institutions — to patronize small businesses during the pandemic.Ask local agencies and organizations to hire locally owned restaurants to provide meals for healthcare providers, first responders, homeless citizens, and others for whom local government provides meal services. Look for procurement opportunities for other businesses, as well – and for businesses that have pivoted to provide groceries, cleaning and disinfecting services, personal protective equipment, or any other products in high demand during the pandemic.

Help generate quick sales for small businesses. Businesses are losing revenue because of the pandemic and economic shutdown, and thousands of local governments, nonprofit organizations, businesses, and private citizens are finding creative ways to help stanch the losses and keep cash flowing to small businesses. For example:

• The City of Colleyville, Texas, purchased 20,000 $35 gift cards from local restaurants and sent one to every local household.

• The Town of Middleburg, Virginia, did something similar, sending $140,000 worth of meal vouchers redeemable in local restaurants to the town’s 800 residents, helping keep the restaurants afloat while also helping people struggling financially. Middleburg is also offering businesses the option of offering some of their merchandise to the public at deeply discounted prices, giving each business up to $3,750 to defray the cost.

• The City of Wilsonville, Oregon, also purchased $20,000 worth of “One Wilsonville” gift cards to support residents and local restaurants.

• Four men in Sturgis, Michigan, launched Love Local $20$20 to support local businesses. They set a $10,000 fundraising goal, planning to buy 500 $20 gift cards from locally owned businesses. Then, they planned to encourage shoppers to buy a $20 gift card from a local business, which they would then match with another $20 gift card from that business. They raised nearly $20,000 within three days, for 965 gift cards.

• The Greater Easton (Pennsylvania) Development Partnership created a gift card incentive program to support hair salons and barber shops that have closed

because of the pandemic. People who buy a gift card for their favorite hair salon, nail salon, or barbershop receive an Easton Public Market or Downtown Easton gift card. People who spend $50 receive a $10 gift card; $100 will get a $25 card, and $200 earns a $60 card. The Greater Easton Development Partnership raised money for the program via crowdfunding.

• Piedmont Virginia Community College, in Charlottesville, Virginia, gave all of its employees $50 gift cards from local restaurants.

8. Ensure that big-box and dollar stores are adhering to the same rules that small, “non-essential” stores are required to follow.While small businesses like clothing stores, shoe stores, toy stores, and book stores, were forced to close completely or shift to curbside pickup or delivery, customers of big-box stores have been permitted to shop in departments carrying these “non-essential” products while also shopping for “essential” products like groceries and pharmaceuticals. Not only has this created unfair competition for the small businesses that communities are trying desperately to support and save, but it has also created an unhealthy shopping environment in big-box stores, which have been plagued with COVID-19 infections.

https://www.bizjournals.com/washington/news/2020/04/23/this-small-virginia-town-is-paying-people-to.html?ana=e_ae_set1&j=90505322&t=Afternoon&mkt_tok=eyJpIjoiTkROalpHUTNOVFV4WXpWbSIsInQiOiJvK0IxYk11cEVsSVExMkpxc1FTUDZwR3p1bEY5VExQSUZDUWlVZW1tMUdVcTUxMTdMT3lJN05lWmE2eU5HTnFTVEtoQ0kyOVZRaFwvOUVXSWJcL3k2cXdLNFZpWTNNRUxDczlkRTducXJTUGhJTmdvUjZYRVJEMTh3cXJlWmZ2Wk5JIn0%3D

https://www.ci.wilsonville.or.us/administration/page/city-launches-gift-card-purchase-program-support-local-restaurants-residents

https://www.facebook.com/LoveLocalSturgis2020

https://www.mcall.com/business/retail-watch/mc-biz-gedp-launches-beauty-of-easton-gift-card-incentive-program-20200417-o3zgsibyyjfkngrxezsmj7qhnm-story.html

https://www.nbc29.com/2020/04/28/pvcc-thanks-employees-with-gift-cards-locally-owned-central-virginia-restaurants/

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A number of local and state governments have taken action to correct this playing field imbalance. On March 26, Summit County, Colorado, became one of the first US cities to order stores that sell both essential and non-essential merchandise to close off non-essential departments to shoppers. The next day, Howard County, Indiana, became one of the first counties to do so. Its Board of Commissioners’ order cited both the health risks to shoppers and workers and the competitive risks to small businesses. The following week, Vermont became the first state to order that non-essential departments be closed to shoppers. Small businesses have gradually been permitted to reopen throughout the country, but it is likely that new waves of infection over the coming months could force partial or complete shutdowns again. Encourage your local government to pass an ordinance or emergency order requiring big-box and dollar-store departments selling non-essential merchandise to be closed to the public when small stores are also required to be closed. As is the case with small stores, non-essential merchandise in big-box stores and dollar stores can still be accessible to shoppers via online orders and curbside pickup.

9. Cap app-based restaurant meal delivery commissions and fees.The major meal delivery apps — DoorDash, GrubHub, Postmates, Uber Eats — charge exuberant fees that are almost completely devouring restaurants’ profits. Fees usually begin at 20-35 percent for being listed on the delivery service’s website, with additional fees for services like taking phone orders or participating in marketing activities. There are documented instances of meal delivery apps charging restaurants as much as 60 percent, putting restaurants in the impossible position of losing money by staying open and offering takeout.

As of July 1, more than a dozen local governments had passed ordinances capping the amount that the delivery services can charge. San Francisco has capped delivery fees at 15 percent; Jersey City has capped them at 10 percent; Washington, D.C., has capped them at 15 percent, with a fine of $250-$1,000 for violations. Encourage your local government to pass an ordinance or emergency order limiting the fees and commissions that meal delivery apps charge and consider making its timeline permanent.

https://ilsr.org/biting-back-delivery-apps-are-gobbling-up-restaurant-revenues-and-cities-have-had-enough/


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HELP BUSINESSES ADAPT AND PIVOTBusiness is not likely to fully return to sustainable levels until an effective treatment and a vaccine for COVID-19 are widely available. This is particularly true for public-facing businesses like restaurants, retail shops, and personal services businesses. Optimistically, that may not be until 2021 or even later. Some shoppers will feel comfortable venturing out as phased reopenings begin; some will only feel comfortable when a viral treatment is available. But most surveys have concluded that most shoppers will not feel truly safe until a vaccine is available. If as few as 20 percent of shoppers avoid or minimize trips to shops and offices until a vaccine is here, it could mean the death of tens of thousands of small businesses. In the short run, small businesses will need to adopt new strategies to survive with reduced sales and different markets. In the long run, they may need to substantially reinvent themselves. This is an enormous mountain for small businesses to overcome.

Omnichannel sales will almost certainly be fundamental to both short- and long-term small business strategy. The good news is that many small businesses (like restaurants, retail shops, and personal services) have been moving towards omnichannel distribution for more than a decade. The bad news is that many others have not prioritized their online presence and have been slow to launch online storefronts, local deliveries, and other omnichannel sales options.


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Small business owners need particular help with three things: Envisioning a new overall business strategy; figuring out the mechanics of creating (and paying for) an effective online presence; and solving operational issues to create a safe in-store or in-office environment for customers and workers. It is crucial that local leaders help businesses adapt to this new commercial landscape as quickly as possible.

10. Be flexible about the rules. With occupancy limits in place for stores, offices, and restaurants in order to facilitate social distancing, many public-facing small businesses need to extend operations into public spaces — sidewalks, streets, parking lots, parks. In most communities, this requires quickly modifying public space regulations. Businesses may also need to modify their entryways, install new signage, install awnings or canopies to shelter outdoor customers from rain and sun, use space heaters to warm outdoor spaces, install outdoor hand sanitizing stations, obtain a license to sell liquor outdoors, and make a number of other modifications to help protect customers and workers.

It is imperative that local leaders quickly adapt existing regulations to simplify the process of making these modifications and improvements for small business owners. Many have already done so. For example, the City of Hoboken, New Jersey, has put together a website with all the information that businesses need to understand the new regulations, apply for needed permits online, and print out

“Mask Up” signs. Oakland, California, has launched a Flex Streets Initiative, allowing businesses to expand onto the sidewalk and into parking spaces and is streamlining the permitting process and waiving permit fees. Several entities have put together design guides for expanding business outside, including “A Friendly Business Guide for Outdoor Expansion Tactics” and “Reclaiming the Right of Way: A Toolkit for Creating and Implementing Parklets”.

11. Help businesses operate safely.In order to safely conduct business, and to reassure customers that they are prioritizing safety, business owners will need to reconfigure their businesses’ physical space to promote social distancing; implement sanitization protocols; provide hand-washing stations; limit the number of people inside; arrange for contactless payment transactions; and monitor workers’ health. Depending on the business, it might also need to modify store hours, in-store/office access and circulation, inventory delivery protocols, air circulation, product browsing/return protocols, and storage.

Fortunately, there are scores of articles and webinars available online now to help small business owners explore options and find appropriate solutions. For instance, the MASS Design Group, which was created in 2010 in response to an epidemic of drug-resistant tuberculosis, has published several design guides to help businesses and institutions adapt their work spaces during the pandemic, including The Role of Architecture in Fighting COVID-19: Spatial Strategies for Restaurants in Response to COVID-19. The U.S. Food and Drug Administration has published Best Practices for Retail Food Stores, Restaurants, and Food Pick-Up/Delivery Services During the COVID-19 Pandemic. And this webinar by architect Randy Wilson outlines fundamental COVID-era design considerations for both brick-and-mortar stores and restaurants and also for sidewalks, parklets, “streateries”, and other public spaces adjacent to them. The American Institute of Architects, American Planning Association, and National Main Street Center all offer design-related articles and videos, also. And, a number of industry associations and government agencies have released guides for their respective industries.

Some communities have begun adopting certification systems to help business owners evaluate their shops’ or offices’ safety levels and to help shoppers feel safe visiting a business. For example, Newark, New Jersey, is requiring that all 3,000 of its businesses be inspected before they can reopen, using a color-coded permit (green-yellow-red), prominently displayed inside the business, that tells customers what a business’s risk level is. To get a permit, business owners complete a six-page questionnaire detailing the safety protocols they are taking with regard to personal protective equipment, touchless transactions, social distancing, store capacity limits, sanitization procedures, signs explaining curbside pickup and in-store safety rules, and more. Businesses that reopen without a risk-level permit are ordered to shut down until receiving one.

https://www.hobokennj.gov/resources/covid-19-small-business-recovery-strategy

https://www.oaklandca.gov/news/2020/city-of-oakland-launches-flex-streets-initiative-allowing-businesses-to-use-city-sidewalks-and-streets-under-covid-19

https://www.oaklandca.gov/news/2020/city-of-oakland-launches-flex-streets-initiative-allowing-businesses-to-use-city-sidewalks-and-streets-under-covid-19

https://downtowncoloradoinc.wildapricot.org/resources/Documents/Lakewood%20COVID_Design%20Guide%20v5.pdf

https://downtowncoloradoinc.wildapricot.org/resources/Documents/Lakewood%20COVID_Design%20Guide%20v5.pdf

https://nacto.org/wp-content/uploads/2015/04/reclaiming_the_right_of_way_brozen.pdf

https://nacto.org/wp-content/uploads/2015/04/reclaiming_the_right_of_way_brozen.pdf

https://massdesigngroup.org/sites/default/files/multiple-file/2020-05/Spatial%20Strategies%20for%20Restaurants%20in%20Response%20to%20COVID-19_.pdf



https://www.fda.gov/food/food-safety-during-emergencies/best-practices-retail-food-stores-restaurants-and-food-pick-updelivery-services-during-covid-19



https://www.facebook.com/jeff.siegler/videos/10157525624674773/

https://www.aia.org/articles/6279699-covid-19-resources

https://www.aia.org/articles/6279699-covid-19-resources

https://www.planning.org/resources/covid-19/

https://www.mainstreet.org/howwecanhelp/resourcecenter/mainstreetforward

https://newark.seamlessdocs.com/f/reopeningapplication_en


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There are a number of technologies that can help small businesses serve their customers safely during the pandemic and beyond. Touchless transactions are quickly becoming the norm, with customers paying for purchases by tapping or hovering near a credit card reader with a smartphone, watch, or credit card, or paying via fintech services like Venmo and Zelle. There are also a variety of technologies for remote and in-store communication. Beacons can send customers detailed information about products and services

— or alerts to remember social distancing when inside a business. Geofencing offers a variety of possibilities for small businesses, from alerting the business when a curbside-pickup customer is nearby (assuming the customer has opted in, of course) to sending customized text messages to customers about new products or special features. Appointment scheduling apps can streamline the process of booking one-on-one online shopping or consultation appointments in a customer-friendly interface and can be easily integrated into an online storefront.

12. Buy supplies and fixtures in bulk to help businesses adapt.Hand-washing stations, hand sanitizer dispensers, tables and chairs for outdoor dining, personal protective equipment, no-touch trash cans, window signs, and Plexiglas barriers are among the things that most small businesses will need to safely reopen. Buying these things in bulk for your community’s small businesses can both make them more affordable and alleviate the burden for business owners of tracking them down.

13. Get small, independently owned businesses online.Online sales accounted for roughly 12 percent of all retail sales at the beginning of 2020. But, since the pandemic began, online sales have skyrocketed. Amazon, in particular, has gobbled up even more of the nation’s retail sales. On April 30, 2020, Amazon announced that its first-quarter revenues had jumped by 26 percent, taking an enormous slice out of local businesses’ sales as self-quarantining shoppers opted for online convenience over in-store health risks. Some big-box retailers, including Walmart, have also benefitted from increased online spending.

In spite of the challenges, many small businesses have adapted with stunning speed. A year ago, sales through online storefronts were secondary to brick-and-mortar sales for most small, customer-facing businesses. But since early March, tens of thousands of small businesses have launched online storefronts or upgraded their online capabilities. But there are still tens of thousands that haven’t.

In the short run, it will likely be easiest for small businesses to focus on offering their most in-demand products and services online, and to use an easy, off-the-shelf online platform, like Shopify or Squarespace, or even Locally, Instagram, or Facebook. Over the course of several months, as business owners flesh out their new marketing and merchandising strategies, they can gradually ramp up online offerings, fine-tune the design of their online storefronts, and expand their online media presence.

Scores of locally driven small business financial assistance programs now provide funding to help businesses get online. For example, small business relief funds in communities like Cambridge, Maryland, and McAllen, Texas, allow their grants to cover the costs of creating an online storefront. But the most effective are those that also provide a generous amount of technical assistance to help businesses envision how to conduct business online and then to create an effective online presence. For example:

• The City of Detroit partnered with Rebrand Cities to create Digital Detroit, a website accelerator, to help small businesses build online storefronts. The program competitively selected 100 small businesses to receive free guided website development workshops, branding workshops and webinars, a small business website, and three months of website hosting.

https://digitaldetroit.city


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• Mesa, Arizona’s Small Business Reemergence Program offers technical assistance and consulting available for free through webinars, live Q+A sessions, and one-on-one counseling. The Program’s costs are being covered by a portion of the city’s Coronavirus Relief Fund allocation.

• The City of Toronto and the Toronto Association of Business Improvement Associations created Digital Main Street, an initiative to help small business owners restructure their businesses around a core online component. The program provides an onboarding virtual training program in conducting business online, then taps into a network of recent tech graduates to help them build sturdy online storefronts. The program is supported in part by corporations that have a financial interest in online commerce, including Google, Shopify, and MasterCard.

There are plenty of self-study programs and resources available online for small business owners, also. For example, Shopify, a Canada-based online website platform with a longstanding commitment to small business support and development, has created a series of articles and videos specifically to help businesses launch or improve online storefronts during the COVID-19 pandemic, plan their fulfillment and shipping strategies, and developing new marketing strategies. And Lynda.com (which was acquired by LinkedIn in 2015 and is now rebranding itself as LinkedIn Learning) offers thousands of online courses on small business strategy, website design and development, and social media. It charges a subscription fee, but many public libraries offer its entire course collection online for free to library cardholders.

14. Help small business owners reenvision their business plans and strategies.Organizations and public agencies that work with and support small businesses can play an essential role in helping business owners envision new market and merchandising strategies for their businesses. Some businesses might shift from being primarily brick-and-mortar retail shops to placing more emphasis on direct-to-consumer sales, with the physical storefront functioning partly as a traditional shop and partly as a marketing and order fulfillment center. Some might begin sourcing or manufacturing new products needed because of the pandemic, like home office products or PPE. Some might add new services, such as repair service or ready-to-go kits. Some might completely re-think what they offer, and how they offer it. And most will need to re-think how they allow customers to explore and sample products.

There are many good examples of businesses that have already re-envisioned how they might reposition themselves to thrive in this changed commercial landscape, either for the short term or the long term. A few examples:

• Water Gardens Cinema 6, in Pleasant Grove, Utah, has turned the vacant lot next door into a drive-in theatre, with audio broadcast through cars’ radios or battery-operated radios tuned to the theatre’s impromptu FM frequency.

• AK Wet Works, a blast-cleaning business in Seabrook, Texas, retooled its blasting equipment so that it could blast a cold, sterilizing vapor fog to disinfect commercial and institutional spaces. Its business quickly skyrocketed. When it realized it could not scale it sales alone, it shared its equipment modifications with the equipment’s manufacturer, who now sells modified parts to other blast-cleaning customers, paying AK Wet Works a royalty for each sale.

• Cloverdale Ace Hardware, in Winston-Salem, North Carolina, has partnered with home repair tech startup Patch to offer virtual home maintenance help to customers. Customers can share details about their projects with an Ace associate remotely or at the Cloverdale store.

• The owner of the Monogram Shoppe, in Fort Wayne, Indiana, is showcasing her inventory in seven storefront windows. Each window is numbered, and each item has a label and price tag, so clients can shop from outside and call in or text their orders. The shop offers curbside pickup and delivery.

https://www.mesaaz.gov/government/mesa-cares/mesa-cares-small-business-technical-assistance-program

https://digitalmainstreet.ca

https://digitalmainstreet.ca

https://help.shopify.com/en/manual/intro-to-shopify/covid-resources


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• Wong Wares, a pottery studio in Colorado Springs, Colorado, had to discontinue hands-on, in-person lessons because of the virus. So, for $100, owner Mark Wong will deliver a work board and 25 pounds of clay to a student. When the student is ready, he picks up the work, fires it in his studio kiln, and returns the finished pieces to his students.

There are a number of ways in which communities might help business owners explore new options and adapt their business plans. Many organizations are providing hands-on technical assistance through group webinars and one-on-one virtual sessions. For example, the Institute for Entrepreneurial Leadership, a New Jersey-based nonprofit organization that supports economic development through entrepreneurship, has created “Small Businesses Need Us”, a program that pairs volunteers with expertise in various aspects of business administration, marketing, merchandising, and strategy with small businesses that need help. Volunteers work with business owners remotely, by phone and online video platforms. Your community might also consider sponsoring a business plan competition to help business owners rethink their business strategies, combining technical assistance with cash prizes for innovative new marketing and merchandising ideas. Some of the best small business innovations have been created during economic downturns, and this could be an ideal time for small businesses to identify new market niches, increase market share, hire new talent, and make other improvements they might not otherwise have considered.

15. Help businesses create additional distribution channels.Most small businesses that have remained in operation during the pandemic and economic shutdown have relied primarily on curbside pickup, with customers placing orders online or by phone, email, or text. Shoppers have adapted quickly, and curbside pickup will likely remain an essential component of small business sales distribution — not just until the coronavirus subsides, but also going forward into the future. And online storefronts must become essential components of small businesses’ overall strategic plans — not just options, but a core strategy driving sales and around which small businesses reinvent their business plans.

But there are plenty of other options for reaching customers besides online storefronts. Local deliveries are an obvious and increasingly commonplace option — not just for groceries and restaurant meals, but for all sorts of products. A few small businesses offer a selection of small products in vending machines outside the shop, so that customers

can pick things up even when the store is closed. Retail businesses and restaurants that manufacture products they sell in their shops sometimes wholesale these products to other retailers. A store might rent a small amount of square footage inside another store offering complementary products or with a similar customer profile and sell products there — or the two stores might trade square footage in each other’s shop. Or business owners might simply be generous to other business owners. For example, Fitzgerald’s Foods, a locally owned grocery store in Simsbury, Connecticut, is selling prepackaged meals for Metro Bis, a local restaurant.

Leasing space inside complementary businesses: This is essentially how department stores operate, with apparel and housewares manufacturers or wholesalers leasing square footage, or linear counter space, inside the department store, with sales services provided by the department store for a base rate and percentage of sales. The same model can work with small, independently owned businesses, with the added benefit of providing exposure to new types of customers. Metro Bis, a restaurant in Simsbury, Connecticut, sells prepackaged meals in Fitzgerald’s Food, a local grocer. Schroeder’s Flowers, in Green Bay, Wisconsin, sells flowers in Tennies Ace Hardware, which has three stores in the Green Bay area.

Pop-up shops: In addition to augmenting in-store and online sales, temporary pop-up shops can help small businesses boost visibility, find new customers, sell excess inventory, and test new products. Pop-up shops can be located almost anywhere — in a vacant storefront, at a farmers market, on a street corner, in a park (or parklet), or even inside another business. Local governments or nonprofit business support organizations can help facilitate pop-ups by arranging for utility connections and working with a local insurance agency to offer short-term, inexpensive, off-the-shelf liability coverage.

https://www.smallbusinessesneedus.org


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Mobile sales: The Yarnover Truck sells yarn and other knitting supplies primarily by traveling to different towns and cities in southern California. Bikesmith, in Memphis, offers mobile bike maintenance and repairs.

Wholesale sales: Hard Times Café, a chili and burger restaurant in Alexandria, Virginia, wholesales its vegetarian, Cincinnati, and Texas chili mix to grocery stores within the region. Baltimore-based Berger Cookies wholesales its famous chocolate cookies to regional grocery stores, also, as well as to several restaurants. The Cuero Pecan House, in Cuero, Texas, wholesales its products (cakes, pies, cookies, casseroles) to two local businesses, the Main Street Kaffee Haus & Deli and The Cooking Depot.

16. Provide working capital support.In the first few months of the pandemic, small businesses needed immediate financial assistance to help them weather the economic shutdown. But, as states begin reopening their economies and loosening restrictions, small businesses need capital to pay for safety equipment, buy new inventory, reconfigure their physical space, and train staff in the new safety protocols. A growing number of communities are launching grant and loan programs specifically for these purposes. For example:

• Charlotte, North Carolina’s Center City Partners created the Center City Small Business Innovation Fund to encourage downtown business owners to find innovative adaptations and solutions to conducting business during the pandemic that can be scaled to help other businesses. The Fund offers grants of up to $40,000 to small downtown businesses.

• The City of Dunkirk, New York, is using its $273,622 CDBG-CV allocation from the CARES Act to fund the Back to Business Grant program, providing working capital

grants of $2,000-$10,000, depending on a business’s annual revenues. Businesses must remain in operation for at least six months after receiving an award.

• Lake County, Ohio’s Emergency Working Capital Loan Program offers interest-free loans of up to $20,000 to businesses with 25 or fewer workers, with a percentage of principal forgiven if loans are paid off early.

• Salt Lake City, Utah’s $1 million Emergency Loan Program offers interest-free, five-year working capital loans of up to $20,000 to small businesses within the city limits. Repayment is deferred for 90 days after the city’s COVID-19 emergency order expires.

In order to meet local small business working capital needs, local financial institutions might need greater access to capital and greater liquidity — and some communities are finding creative ways to address this potential need. The managers of Fresno County, California’s public pension fund, for example, decided shortly after the beginning of the pandemic to begin buying small business and mortgage loans made within the County. This approach has the potential to go much further. Across the nation, local and state government pension funds currently hold a total of around $1.35 trillion in loans bought on the secondary market as part of their investment portfolios, according to the Federal Reserve Bank3 — but these loans could have originated anywhere. By choosing to buy loans made to by local banks to Fresno County businesses and homeowners, the Fresno County Employees’ Retirement Association (FCERA) is helping provide the capital and liquidity that these banks need to make new loans to local businesses and homeowners.

17. Survey businesses regularly to detect emerging needs or concerns.As businesses reopen and reposition themselves to serve customers in new ways, they are likely to run into new obstacles. By surveying small businesses regularly, civic leaders can identify potential hiccups and help solve them before they spiral into major problems. Also, pay attention to whether certain types of businesses need more help or specialized assistance. Some communities and states have created special small business relief programs for businesses needing special assistance. For example, Iowa offers a grant program for sole-proprietor businesses, offering grants of up to $10,000 to help these smallest businesses stay afloat during the COVID-19 pandemic. And Rancho Mirage, California offered a special grant program for locally owned restaurants and other food service businesses.


https://www.charlottecentercity.org/innovationfund/

http://www.dunkirktoday.com/2020-small-business-grant-application-and-guidelines

http://www.dunkirktoday.com/2020-small-business-grant-application-and-guidelines

https://www.lakecountyohio.gov/Portals/0/BusinessAssistanceProgramDetails_May2020.pdf

https://www.lakecountyohio.gov/Portals/0/BusinessAssistanceProgramDetails_May2020.pdf

https://www.slc.gov/ed/elploan/

https://www.slc.gov/ed/elploan/


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FIX SYSTEMIC PROBLEMS THE PANDEMIC HAS EXPOSEDThe COVID-19 pandemic has focused intense attention on the central importance of small businesses to local economies. But it has also exposed a number of challenges to the economic vitality and equitable development of communities. As businesses begin to reopen and everyone learns how to help prevent the COVID-19 virus from spreading, small business support organizations can begin to work with civic leaders to tackle these challenges and level the playing field for small businesses in the years ahead.


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18. Set appropriate limits on new commercial development. Most American towns and cities have allowed development of much more commercial space than their residents and visitors can realistically support. In 1960, there were four square feet of retail space per capita in the U.S. In 2017, there were 41 square feet per capita — more than a ten-fold increase. But retail demand — the amount of money that Americans can realistically spend on products and services — did not keep pace with this aggressive growth in commercial building, leading to a glut of retail space.

A growing share of this space is now vacant, and the effects of the pandemic are likely to cause thousands of malls and shopping centers to go dark.4 Some of the burdens of securing vacant commercial property and protecting it from vandalism, fire, and other damage will likely fall to local governments, who may ultimately also be responsible for its disposition.

At the same time, some retail chains are looking to expand during the pandemic. Dollar General plans to build about 1,000 stores in 2020. Target is adding dozens of stores.

Rather than continuing to allow new commercial construction to take place without reasonable limits, civic leaders should focus on filling existing vacancies — and, more generally, on ensuring that their communities do not develop more commercial space than their residents and visitors can support. This can be done by altering zoning to disallow retail development except in limited form as part of mixed use projects; adopting a citywide ordinance barring stores over a certain size; or requiring, as a condition of permitting a new project, an independent economic impact analysis to assess whether there is enough unmet market demand to support a proposed new commercial space without leeching sales from existing businesses. In any case, it is good practice to conduct periodic market analyses to ensure that the community’s retail, restaurant, office, and other commercial space is not outpacing market demand.

19. Streamline permitting processes.Many local governments have moved quickly to allow businesses to expand their operations onto sidewalks, to close roads to make room for pedestrians to walk and gather safely, and to make other adaptations essential for public safety. To do so, they have had to waive some of the normal permitting processes. These changes could be the springboard for streamlining a number of other permitting processes that often encumber small businesses from opening and thriving.

In fact, some communities are already doing so. For instance, in June 2020, San Francisco Mayor London Breed introduced a ballot measure to eliminate bureaucracy and streamline permitting processes for small businesses. In particular, it will reduce the amount of time required for a new business to obtain a storefront use permit to 30 days. It currently takes months, and sometimes years, for permits to move from department to department for review, with business owners paying rent, utilities, and insurance while waiting for their permits to be approved and to obtain certificates of occupancy. Seattle has included a similar streamlined permitting process in its Small Business Relief Package, expediting permitting times, eliminating duplicative fees, and providing clear guidance on the permitting process.

In addition to certificates of occupancy, some of the common permitting bottlenecks that can thwart small business development and growth include obtaining permits for outdoor dining; getting specialty business licenses; requiring in-person applications (versus online); getting waivers for on-site parking requirements; and requiring public comment periods and public hearings for certain approvals and waivers (which can also take place online).

20. Strengthen community-based banking.Community-based banks, such as credit unions, locally owned banks, and Community Development Financial Institutions, have been vastly more effective at processing federal COVID-19 small business relief programs — particularly the Paycheck Protection Program — than large regional and national banks.

Community banks are crucial to healthy entrepreneurial economies that cultivate and support small business growth. They have a deep, fine-grained understanding of the local economy. They are in a better position to gauge the creditworthiness of loan applications than big banks, and



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they are better able to tailor their products to the needs of the local business community. With modest overhead, they operate more efficiently than big banks. Because they earn most of their income from interest on deposits and loans, rather than from up-front fees, they have a vested interest in helping local businesses succeed. Not surprisingly, community banks are responsible for 52 percent of all the nation’s bank lending to new and growing businesses, an outsize performance.

But, in spite of their vital role in helping ensure that a community’s small business capital needs are met, one in three community banks has disappeared over the past decade. A few failed, but most were acquired and absorbed by larger banks. In 1994, small banks had a 50 percent share of the industry’s assets. By 2019, that had dropped to only 17 percent. By 2020, giant banks’ market share grew from 16 percent to 64 percent, with the four largest banks — Bank of America, Citigroup, JPMorgan Chase, and Wells Fargo — controlling 40 percent.5

The reasons for community banks’ dwindling numbers are complicated, from more demanding reporting requirements to a series of policy shifts to bolster big banks from failure. There are also very few new banks being created. For the five years before the 2008 financial crisis, the Office of the Comptroller of the Currency approved an average of 153 new bank charters. But, since late 2009, OCC has issued just a handful of new bank charters.

Rebuilding the infrastructure to support community banks will ultimately require focused activity at the federal level, on the part of many organizations and agencies. Local leaders can do several things to strengthen community-based banking:

• Advocate at the state and federal levels for banking reform. State and federal government will be more likely to address this problem if pressured by community leaders to do so.

• Explore options for creating a community bank or a credit union that’s focused on commercial lending. The right people, with enough know-how, money (or investors with enough money), and patience can start a bank or credit union. Local leaders can convene meetings to explore options for doing so and can help initiate the process and move a charter application forward. For example, in 2019, a new credit union called Maine Harvest formed in Maine with a focus on lending to food-related businesses.

• Support development of a Community Development Financial Institution. Community Development Financial Institutions (CDFIs) provide credit and financial services to underserved markets, such as women, people of color, and immigrants, all of whom often lack banking relationships and access to capital. CDFIs were initially authorized by Congress in 1994, and the Housing and Economic Recovery Act of 2008 (HERA) permitted them to become members of the Federal Home Loan Banks, eleven government-sponsored banks that provide liquidity to member banks. Many CDFIs are also certified as Community Development Entities (CDEs), making it possible for them to use federal New Markets Tax Credits to attract investment to underserved neighborhoods.

• Help fix structural disparities that have limited access to capital for immigrants, people of color, and women. Women, people of color, and immigrants often lack the generational wealth and salaries of white men and others in privileged positions, making access to capital more difficult. Community banks, credit unions, and CDFIs may be helpful in addressing this gap; many have a better track record of serving entrepreneurs who are unserved by large banks. If your community lacks community banking options, community leaders might consider creating special programs to improve access to capital for minorities and women, such as providing loan guarantees, linked deposit programs, or other credit enhancements, or creating dedicated loan programs for minority- and women-owned businesses.


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21. Refocus community economic development activities on small businesses.In recent decades, most U.S. towns and cities have focused their economic development activities on attracting big corporations and retail chains. But, in many cases, this approach has failed to deliver the promised economic benefits, or it has come with hidden costs. The pandemic has quickly shifted attention to the central importance of small businesses and their essential roles in strengthening local economies. Among other things, locally owned small businesses keep money local, hire more people, promote income growth, provide a diverse range of employment opportunities, offer opportunities for business ownership and wealth growth, and shape a community’s personality and character. This is an ideal moment to begin refocusing community economic development activity around small businesses — by helping existing small businesses grow into larger ones, and helping aspiring entrepreneurs get started.

Even before the pandemic, some visionary communities were moving in this direction. For example, Portland, Oregon’s economic development agency changed its name in 2015 to Prosper Portland, adopting the slogan “Harmful past, new future” and making social and racial equity the core of the agency’s mission. And tiny Lanesboro, Minnesota has built an economic development strategy around a singular vision for its community-owned theatre, stimulating development of new locally owned restaurants, inns, and galleries, and providing youth and adult training in all aspects of theatre production, broadcasting, and writing.

The pandemic has sharpened local leaders’ focus on the benefits of locally owned businesses and caused them to more critically consider the concessions that national industries and retail chains usually demand. Even early in the pandemic shutdown, communities began quickly launching programs to boost entrepreneurial activity and stimulate the growth of locally owned businesses. For instance, Dayton, Ohio’s Downtown Small Business Development Center.

22. Make zoning more small business-friendly.Like cumbersome permitting processes, zoning codes sometimes inadvertently create barriers for small business development and growth.

For decades, conventional zoning codes have separated commercial, residential, and industrial uses from one another. The primary reason for doing so was to prevent bad things from happening, such as spreading industrial pollutants into residential neighborhoods. But, in trying to achieve this, many communities have made their zoning codes overly proscriptive — dictating the number of parking spaces required for a specific use, for instance, or prohibiting upper-floor apartments over ground-floor shops.

In general, a small business-friendly zoning code is one that, rather than trying to prevent bad things from happening, reflects the community’s vision for its future and provides a development framework to make that happen.

Some communities begin the process of making their zoning codes more conducive to small business development by combing through the current code, noting potential barriers, then modifying the code bit by bit. But a growing number of towns and cities are taking a more global approach, working with residents to learn about the things they value in their communities and about the things they wish their communities offered, then using this as a foundation for creating a new zoning code that reflects a shared vision for the future.

Form-based codes are a particularly useful type of zoning code, specifying the types of buildings and neighborhoods the community envisions rather than specifying exact uses. This provides the flexibility to develop apartments over shops, for example, or to ensure that new commercial space fits the overall scale of a neighborhood. Over 500 American towns and cities have now adopted form-based codes. Some focus just on specific neighborhoods or districts. For example, Arlington County, Virginia’s Columbia Pike form-based code is transforming an auto-oriented corridor into a mixed-use neighborhood with a variety of housing types and a robust mix of ground-floor businesses creating jobs for neighborhood residents and serving residents’


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everyday needs. Others have adopted citywide form-based codes. Leander, Texas, adopted a town-wide form-based code to help ensure that, as development pressure grew, new development would result in the compact, walkable neighborhoods that community residents valued.

23. Consider adopting a formula business ordinance.No matter where they are, chain stores and chain restaurants follow the same formulas, looking identical to all other outlets in the chain and offering identical products. A McDonalds in Hartford looks the same as a McDonalds in Baton Rouge. Not surprisingly, the British call communities with high percentages of chain stores “clone towns” because these towns all look and feel alike.

With local restaurants and retailers made vulnerable by the pandemic, a variety of chains, including dollar store chains and chain restaurants, are gearing up for a land grab. “I don’t mean to wish ill on anybody, but there’s going to be real estate opportunities,” David Deno, chief executive officer of Outback Steakhouse parent company Bloomin’ Brands, told Reuters. High percentages of “formula businesses” can have serious consequences for communities trying to support and cultivate small, independently owned businesses. Property owners often prefer to rent to formula businesses because of the perceived credit strength of national chains, or because national sources of real estate financing tend to view chains more favorably. This can choke out space and opportunities for local entrepreneurs and render downtowns and neighborhood business districts less useful and appealing to residents.

Communities can take step to prevent an overproliferation of formula businesses and ensure a balanced retail ecosystem. Some cities and towns, including San Francisco and York, Maine, have adopted formula business ordinances, which either limit the number of formula businesses that

can locate there or designate them as a “conditional” use requiring special review and approval to open. By curbing the proliferation of formula businesses, community leaders can preserve opportunities for local entrepreneurs and help ensure a diversity of business types, help build local wealth, and help create promising career ladders for local residents.

24. Adopt a local-first procurement policy.As the COVID-19 pandemic has rolled out, many local governments have made commitments to procure products and services from locally owned businesses, for three specific reasons: First, to demonstrate the ability of locally owned businesses to meet local needs; second, to direct public spending to supporting local businesses, helping to keep them afloat; and, third, to publicly amplify the importance of locally owned businesses to the community’s economic health and well-being.

Many local and state governments have adopted local-first procurement policies to support local businesses and encourage others to do the same during the COVID-19 pandemic. For instance, Des Moines, Iowa, used $350,000 of its CDBG-CV appropriation to buy meals from locally owned restaurants for economically disadvantaged residents, distributing them through eight neighborhood centers. The City of Washington, D.C. is prioritizing procurement of personal protective equipment from locally owned small businesses.

The COVID-19 pandemic and economic shutdown have been a wake-up call to local and state governments, in particular, to re-think procurement processes in order to make it easier for small businesses to compete. For instance, New Jersey has created a streamlined online portal to help small business owners quickly obtain certification as a small business enterprise (SBE), minority/woman-owned business enterprise (MWBE), veteran owned business (VOB), or disabled veteran-owned business enterprise (DVOB). And New Orleans is now scoring procurement proposals online, rather than through departmental and public meetings, shaving weeks off the process. Even before the pandemic, a growing number of communities were prioritizing small businesses in their procurement practices. For example, Phoenix has created a database of small, local vendors as part of its Local Small Business Enterprise program, encouraging city agencies to steer their smaller purchases and contracts to them. Cleveland hosts a monthly open house for locally owned businesses to explain the procurement process and to introduce them to the city’s buyers.

https://www.njportal.com/dor/sberegistry


FIRST NEXT LATER

Civic leaders should also be leery of signing purchasing agreements with Amazon, which often touts that its site can provide city staff with easy access to local businesses. Our research has shown, though, that Amazon often takes advantage of these small businesses, gleaning insights into their markets and customers and imposing steep fees that make it hard for them to earn money through sales on its platform.

25. Promote options for small business owners to own their commercial property.

One of the best ways for small business owners to stabilize their operating expenses is to own their shop or office space. This protects them from rent increases and helps them build equity – equity that not only builds local wealth but that business owners can leverage, if needed, to borrow money in an emergency. There are a number of ways that community leaders can help create and encourage opportunities for small business owners to own commercial property:

• Retail and office condominiums offer small businesses an opportunity to own their business spaces. A few communities require ground-floor retail condominiums in new buildings over a certain size or in neighborhoods at risk of gentrification.

• Local residents and community-based organizations also sometimes buy commercial property in order to keep rents affordable and to help preserve businesses important to the community. For instance, community-controlled land trusts have been used to secure commercial and residential property in a number of communities and to keep property affordable. In Oakland, California, for instance, the Oakland Community Land Trust helped the commercial and residential tenants of a mixed-use building on 23rd Avenue buy the building, preventing their displacement and giving them the opportunity to buy their individual units.

• Real estate investment crowdfunding platforms like Small Change and FundRise have helped hundreds of neighborhood residents buy ownership shares in commercial buildings in their own neighborhoods. In some instances, the investments are profit-motivated — but, in many instances, they are motivated by a desire to keep rents affordable, attract neighborhood-serving businesses, and provide opportunities for neighborhood residents to open businesses.

• More than a Pub, a nonprofit advocacy group in the United Kingdom, provides guidance to community residents on pooling their resources to buy their local pubs, keeping them in business as vital community gathering places. Local residents file paperwork to have a pub declared an Asset of Community Value, then form a Community Benefit Society that raises money through local investors. By mid-2000, the organization had helped place 28 pubs into community ownership. The initiative is supported by the Plunkett Foundation and Power to Change.

Given the possibility that commercial vacancies are likely to increase during the pandemic, it is also likely that a growing number of vacant and distressed commercial properties will become available. There could be significant opportunities for community-based organizations to buy key vacant or distressed properties, then rent or sell them to small business owners at affordable prices.

26. Build local and regional supply chains.One of the problems that the pandemic quickly uncovered was the need for supply chains closer to home. From electrical components to pharmaceuticals to food supply, inventory and materials that small businesses need suddenly became unavailable. Changes in tariffs had already exacerbated supply chains for small retailers, manufacturers, distributors, and contractors. As the economy recovers, there will be a substantial need to rebuild supply chains, and this could provide opportunities to create new small businesses to help fulfill these needs.

Small manufacturers are almost always adaptable, able to re-engineer their processes to meet new needs and pursue new markets. During the first months of the pandemic, many

https://ilsr.org/amazon-and-local-government-purchasing/

https://oakclt.org

https://plunkett.co.uk/more-than-a-pub/


small manufacturers quickly pivoted to meet urgent local and regional needs. Distilleries produced hand sanitizer. Carpenters built standing desks. A Maine company that makes wallets and backpacks shifted to producing face shields for healthcare workers, as did a Boston-based greeting card company, and a Texas-based welder. Many kinds of businesses, from quilt shops to fashion designers and shoemakers, began producing face masks. As the pandemic continues, small manufacturers have continued to innovate, making an even greater variety of products to help businesses, medical facilities, local governments, schools, and other institutions.

There are other factors that could provide momentum to strengthening local and regional supply chains.

First, the maker movement was experiencing strong growth before the pandemic began. There are almost 800 university-based maker spaces6, plus hundreds of nonprofit and private-sector maker spaces, and a growing number in public libraries. Bench, in Omaha, is a membership-based woodworking shop with shared equipment. SewFYI, in Los Angeles, is a sewing and apparel design co-working studio, offering classes, membership-based access to a full range of sewing and design equipment, and garment prototyping. Synergy Mill, in Greenville, South Carolina, is a nonprofit makerspace with metalworking, electronics, welding, 3d printing, and woodworking equipment. The Baltimore Food Hub is converting a 3.5-acre brownfield site into a campus of food-related businesses and incubators, including teaching and commercial production kitchens, an urban farm, grocery store, and year-round farmers market.

Second, there were already a number of initiatives focused on removing reliance on global suppliers, primarily for environmental and/or economic reasons. For example, Food Solutions New England’s “50 by 60” initiative is focused on the region producing at least 50 percent of its food by 2060.

Third, some larger companies, concerned about overreliance on overseas producers, have been looking for options closer to home, rebalancing the cost-versus-resilience question in favor of the resilience and adaptability that local and regional suppliers can provide.

Local leaders can — and should — actively cultivate and guide development of local and regional supply chains, helping local manufacturers and suppliers grow their businesses and reducing reliance on foreign and faraway suppliers. Small manufacturing expert Recast City recommends four steps to cultivate resilient local and regional supply chains:

• Connect local and regional anchor institutions, like schools, hospitals, and large corporations, with existing small manufacturers, and encourage them to commission and procure products from them.

• Provide training for entrepreneurs interested in manufacturing products needed for local and regional anchors, help them get established, then help them scale and grow their businesses.

• Find or create affordable space for small manufacturing businesses. There will likely be a greater number of vacant commercial spaces as a result of the pandemic and economic shutdown.

• Help small manufacturers connect to larger markets.

1. “The Importance of Young Firms for Economic Growth,” Jason Wiens and Chris Jackson, Ewing Marion Kauffman Foundation, September 24, 2014.

2. Local Economic Impact Report, Yelp, June 25, 2020.

3. Financial Accounts of the United States – Z.1, L.120.b – State and Local Government Employee Retirement Funds Defined Benefit Plans, Board of Governors of the Federal Reserve System.

4. “Permanent store closures could hit 25K in 2020, Coresight says,” Ben Unglesbee, Retail Dive, June 9, 2020; “A Third of America’s Malls will Disappear by Next Year, says Ex-Department Store Exec”, Lauren Thomas, CNBC, June 10, 2020.

5. “Market share is defined as the share of assets held by U.S. banks and credit unions. Small banks and credit unions are those with $1.2 billion or less in assets in 2018 dollars. Giant banks are those with more than $120 billion in assets. Source: The Institute for Local Self-Reliance’s analysis of data from the Federal Deposit Insurance Corporation and National Credit Union Administration”

6. Makerspaces in U.S. State Colleges and Universities, Marijel Melo and Andrew Rabkin, November 2019, https://cdr.lib.unc.edu/concern/data_sets/ng451n854.

https://www.federalreserve.gov/releases/z1/20200611/html/l120b.htm

How to Grow Individual Donations

with Sherry Quam Taylor • July 21, 2020

WE WILL BEGIN SHORTLY!

ü Learn more about Firespring nonprofit websites @ firespring.com/demo

ü Check out our free webinar calendar @ firespring.com/webinars

ü Grab Sherry’s fundraising guide & view more resources @ quamtaylor.com

Julia KerriganEducation & Outreach Coordinator

[email protected]

provides marketing, printing, websites and strategic guidance to thousands of brands, businesses and nonprofits in all 50 states and in 14 countries.

Firespring

About Firespring

Julia Kerrigan

quamtaylor.com

Sherry Quam Taylor

@SherryQTaylor

(c) 2020 QuamTaylor LLC. All Rights Reserved.

www.QuamTaylor.com

If you’ve realized your organization has been too dependent on . . .

then, I’m glad you’re here!


www.QuamTaylor.com

Today, you’ll learn. . .

• how ‘overhead’ and your budget are your best-secret-weapons (in raising more funds)

• what you SHOULD be doing right now to build a stronger funding future

• what organizations were doing right in 2019 that kept their funding super-strong through the challenges of 2020

Hi. I’m Sherry.


www.QuamTaylor.com

2010


www.QuamTaylor.com

Passion and Vision were high . . . but we still needed more money and weren’t fully funded.


www.QuamTaylor.com

That’s when I started my journey to learn what it takes to reallyfund a nonprofit.


www.QuamTaylor.com

The Urban Institute’s Center on Nonprofits

& Philanthropy (2018)

1.56MUS Nonprofits

77% 77% of nonprofits under

$1M of annual revenue.

14%91% of nonprofits under

$5M of annual revenue.

And the statistics PROVE funding your nonprofit is hard.


www.QuamTaylor.com

The concept that ‘Nonprofits can ‘DO MORE, WITH LESS.’

None of that made sense.


www.QuamTaylor.com

I got lots of bad advice rooted in age-old nonprofit misconceptions.

Lots of it.


www.QuamTaylor.com

I didn’t take that advice.

Form 990

The organization 3X’d funding in 18 months.


www.QuamTaylor.com

#1 thing that KEEPS nonprofits from being FULLY FUNDING is believing these misconceptions.

And then trying to fundraise within that framework.

(c) 2020 QuamTaylor LLC. All Rights Reserved. www.QuamTaylor.com

First Secret-Weapon:Overhead (cause it’s not a bad word)


+ Admin FundraisingPrograms +

70-90% 5-20% 5-20%

You MUST invest time and spend money on all 3 key areas of your nonprofit grow.


PROGRAM What should I put in the budget that will propel the programs to the next level?

ADMIN What infrastructure do I need to invest in to ensure my ops can sustainmy program growth?

FUNDRAISING What should I SPEND money on that then helps me RAISE more money to accomplish both of the above?


+ Admin FundraisingPrograms +

• vulnerable to a funding plateau• land-locked from opportunities• at risk in times of crisis

Not investing in all 3 areasleaves you . . .


www.QuamTaylor.com

National Director at IREF

CASE STUDY: Tre Moore

CHALLENGE #1:

Lost a lead gift - 22% of their annual $1M budget

CHALLENGE #3:

Donors weren’t giving their best gifts.

CHALLENGE #4:

Tre is a pastor by training and was guessing when it came to individual, major-gifts fundraising.

CHALLENGE #2:

History of spending too much on programs


www.QuamTaylor.com

$200K

$400K

$600K

$800K

$1M

2016 2017 2018 2019 2020

$1M

$789K

$628K

Revenue 3 Years Prior

CASE STUDY: Funding Model

Estimated

-25%

Estimated

-25%


www.QuamTaylor.com

National Director at IREF

CASE STUDY: Tre Moore

Within 90-days he had a REAL development plan and the tools to replace and then exceed the money lost.

Within 90-days he had secured 3 of his top 30 gifts

Today he attributes raising 25% more this year over last year to the methodology learned


www.QuamTaylor.com

$200K

$400K

$600K

$800K

$1M

2016 2017 2018 2019 2020

$1M

$789K

$628K

CASE STUDY: Funding Model

“But we want to spend as much money as possible on PROGRAMS this year!”

$708K

$885K


www.QuamTaylor.com

Because of the Plan and

Strategy . . . TreGrew one-time individual giving $30K to $45K per month on average

Felt the freedom to invest in OVERHEAD - hired dedicated support staff and still GREW

Consistently found and secured 5-figure gifts from donors who previously didn’t understand how to help

Knows HOW to attract donors, HOW to lead them to their best gift, & HOW to ask for what he needs


www.QuamTaylor.com

Second Secret-Weapon:Your budget and your need are two different things.


If we had the money, here’s what we would do.

Here’s what we need to accomplish our mission.

This is a Huge Mindset Shift in

Annual Planning & Budgeting:


www.QuamTaylor.com

99% of Nonprofits are not fully funded because of their approach to planning & budgeting.


www.QuamTaylor.com

What have you not factored into

your budget that’s keeping you from

growing?

Technology ?Program resources ?Investing in fundraising ?Your branded look and messaging ?Help with time-intensive admin tasks ?Donor management software ?

Financial processes? Travel ?Staff salaries at living wage ?Program growth beyond gov contract ?Creating donor experiencesReserve fund ?


It is only when you’ve created a

REAL, needs-based budget that

you can design a REAL

fundraising plan that achieves

that goal.


www.QuamTaylor.com

When this part is done right . . .

A squeak-by budget that never gets funded.

A real budget that reflects what your organization NEEDS.

It helps you raise enough for programs, admin & fundraising

It helps you build a reserve

It allows you to reduce dependence on restricted gifts


www.QuamTaylor.com

LIVE EXERCISE


www.QuamTaylor.com

Quick Exercise:[EXPENSE]If we had the money, here’s what we would do.

[INCOME]Here’s what we need to accomplish the mission.

Hire Staff?

Serve more people?

Put it in a reserve fund?

Build infrastructure?

Take a living-wage salary?

Who’s not giving their BEST gift?

That person who mails in a check?

Event-goers?

Business accustomed to Sponsorships?

Large donors who you haven’t solicited yet?

+ $50K +80K?

+ $25K +$200K?

+ $100K +$150K?

+ $10K +24K?

+ $30K +50K?


www.QuamTaylor.com

What most people think . . .


www.QuamTaylor.com

Why did this strategy workso well for Tre?

And what can you do?


www.QuamTaylor.com

He learned to create a financial plan and budget that attracted

larger donors.

Reason #1


www.QuamTaylor.com

He learned what to spend his time on that leads to donors giving

larger gifts.

Reason #2


www.QuamTaylor.com

He didn’t have to rely on his gut – he knew exactly how to “make the ask” and lead a donor to a yes.

Reason #3


To secure investment-level gifts,

you must be able to share

your NEED in investment-level

conversations.(I promise. You’re not bad at asking for money.)


If we had the money, here’s what we would do.

Here’s what we need to accomplish the mission.

Mindset + Knowledge + Need

We hope to be able to reach $1MK this year.

We have a $1.2M NEED this year. May I share with you

what that looks like?


Teach nonprofits how to be less dependent on

government, program, and event revenue by

learning the activities that lead to securing

large donations from individuals.

Through my 90-Day LET’S GROW

Fundraising Accelerator all over the country.

For context . . .

30 days = “the ask”

. . . but 60 days = getting investment-ready


Now to fundraising . . .

The 5 concepts to focus on as you plan for a stronger, better, and more sustainable future of funding.


37

Let’s talk ROI1

2

3

4

5


www.QuamTaylor.com

Most nonprofits default to spending too much of their fundraising budget and time on efforts that yield low dollar donors.

Source: iMarketSmart

Amount that small gifts make of all donation revenue.%


On average, 70% of nonprofit revenue comes from just .7% of the donor base.

On the flip side, Fundraising ReportCard Tells us . . .


What does the data tell us?

To grow every year and become fully funded, an income model rooted in ROI must exist.


www.QuamTaylor.com

TIME + BUDGET

Funding Model Rooted in ROIANNUAL REVENUE


www.QuamTaylor.com

Top 10 Donors25 – 40%

TIME + BUDGET



www.QuamTaylor.com


25%

TIME + BUDGET




www.QuamTaylor.com


25%

TIME + BUDGET

If most of your revenue comes from here . . .




www.QuamTaylor.comWords Inspired byiMarketSmart


25%

TIME + BUDGET

If most of your revenue comes from here . . .

Do not to spend most of your fundraising time and budget here.




46

Your TIME is the organization’s most valuable assets. Therefore every hour spent fundraising must be a high ROI.


This is a math problem . . . Staff and board time must align with the activities that yield the largest relationship-based gifts.


Your takeaway:

Prioritize your time on the

activities that lead to Top 30

donors (and 75% of your funding)


49

Let’s talk ROI

Quick-fix is a lie

1

2

3

4

5


50

The ProblemLots of content and resources will tell you there is a quick-fix to fundraising. Some even say it’s easy.


51

And so hope this is true. We default to transactional activities that seem familiar and we think other groups are having success with, but . . .


www.QuamTaylor.com


25%

TIME + BUDGET



To grow, most of these dollars must be unrestricted and rooted in relationships.

• Individuals• Private Family Foundations• Private Businesses

(Single Source Decision Makers)


Prioritize the relationships you’re

building on single-source decision

makers.

Your takeaway:


54

Let’s talk ROI

Quick-fix is a lie

1

2

3

4

5

Investment-level leading


55

So, let’s get really clear on 2 things:


56

Lead Donors to give their:

best gift every year+

Your goal . . .


To SECURE their best gift, you

must lead them through

investment-level conversations

that help them say ‘yes’.


My #1 Rule:

Exceed Expectations

THE DECISION

THE ASK

Invitation to Invest

in the Mission

Deep

Connection

What Questions

Need to

be Answered?

Leading Your Donors:Great Experience Plans

Trust?

Attention?

Interest?

IN YOUR CONTROL IN YOUR CONTROLNOT IN

YOUR CONTROL


-Make strategic chess moves

toward the ask.

-Give this experience to each

board member.

Your takeaway:


60

Let’s talk ROI

Quick-fix is a lie

1

2

3

4

5

Investment-level leading

Don’t settle


61

I see so much money left on the table when you decide what the best gift is for your network or donor.


62

You might think, “At least I got my [neighbor, colleague, company] to give $5,000.”

“I don’t think they can give $20,000, so let’s just ask for $10,000.”


63

The next time you’re tempted to make a decision on the size gift your donor can give to your mission, look at what’s REALLY behind that.


64

When you don’t commit to sharing the financial NEED of the organization and then ask for that NEED, it’s a symptom of bigger problems . . .


65

It can mean . . .you’re not confident in what you’re sharing or worried you're not doing it right.

your organization has so few prospective, large donors, you need ANY GIFT.

you’re so uncomfortable with asking that you’ll undersell your mission for far less than its impact.


-Release the pressure of ‘finding

major-donors’.

-Stop making financial decisions

for your network.

Your takeaway:


Let’s talk ROI

Quick-fix is a lie

1

2

3

4

5

Stop the guessing game

Don’t settle, choose to lead

Learning risky investment


68

Just because you’re an expert at your mission and programs - you may struggle with LEADING large donors through investment-level conversations.


69

When I hear this . . .

“I hate fundraising.”“I don’t like asking for money.”“My board doesn’t know they’re supposed to fundraise.”


70

It typically means . . .

“This process is a mystery.”“I’m not sure what to say.”“I’m not sure how to equip and lead my board through this.”


www.QuamTaylor.com

Meet SandiSandi, Executive Director

Donors didn’t understand the organization needed money because of her high dependence on program revenue.

Couldn’t raise enough reserve to 2X the program in a 2nd city

She’s an expert in her mission – but hadn’t done major-gifts fundraising

Because of this, she lacked confidence and therefore wasn’t having investment-level conversations (or making asks . . . Mainly an annual gala)


www.QuamTaylor.com

Results: “I feel weird I have so much money in the bank.” (Mid-Feb 2020)

2018

70%

2019

Overall Revenue


www.QuamTaylor.com

Results: “I feel weird I have so much money in the bank.”

2018 2019

Donations

Program $

Donations

Program $

49% 51%

57%

43%


www.QuamTaylor.com

2018 2019

Results: “I feel weird I have so much money in the bank.”

Donations

+$211,000

49% 51%

57%

43%

Program $

Donations

Program $


www.QuamTaylor.com

Results: What did investing in learning how to secure $211,000 of Additional Funds do for Sandi in 2020?

Largest Reserve

Fund

Reduced Dependence on

Event(Event donors became

annual donors)

Reduced Dependence on Program $

Confidence to Replicate Program


76

When you do this right . . .• You can fully fund the organization each year• You are less dependent on restricted funds• Your time aligns with investment-level gifts• You maximize the board’s participation with

the greatest ROI• You can run and establish a sustainable

organization


What do you need to STOP doing,

so that you can START doing the

activities that reduce dependence

on gov, program, foundation, or

event funding?


www.QuamTaylor.com


25%

TIME + BUDGET



The best investment you can make is learning how to find and secure these gifts.


Your takeaway:Be a constant learner.

Align your “overhead dollars” with

learning the skills that lead to the

most unrestricted money (thus

reducing dependence…)


www.QuamTaylor.com

If there’s ever been a time when you’ve deserved more, it’s been 2020.


www.QuamTaylor.com

I do private coaching with nonprofit leaders all over the country who want to learn

how to start securing more unrestricted donations from Individuals.

My students have been exceptionally strong during 2020.

When you’re ready . . . I’m here to help.


www.QuamTaylor.com

LET’S GROW 90-Day Fundraising Accelerator

QuamTaylor.com/LetsGrow

Mention Firespring


www.QuamTaylor.com

Thank you!Q & A

QuamTaylor.com/LetsGrow


www.QuamTaylor.com

Contacting Sherry

web: QuamTaylor.com

email: [email protected]

90-Day Program: QuamTaylor.com/LetsGrow

Free Major-Gifts Audit: QuamTaylor.com/Ready

ü CONTENT MANAGEMENT SYSTEM

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ü FUNDRAISING CAMPAIGNS (WITH RECURRING DONATIONS)

ü LEGENDARY SUPPORT & TRAINING

Firespring solves a problem.

Printing Marketing Strategic Guidance

NonprofitWebsites

Yep, all under one roof.

ü Custom Website Designü Search Engine Optimizationü Search Engine Marketingü Social Media Posts & Optimizationü Impact Strategy

ü Engagement Campaignsü Landing Page Developmentü Email Marketing Automationü Branding & Creative Servicesü Strategic Marketing Campaigns

How to Captivate & Engage Constituents with Your Website

5 Secrets of Email Marketing Geniuses

Convert Supporters with Powerful Landing Pages

The Power of Blogging& Thought Leadership

How to Avoid Fundraising’s Quiet Killer: Donor Attrition

Events in a Digital Age: How toMaximize Offline Events in an Online World

Overcoming the Overhead Myth:Making a Website WithinYour Budget

Be Found: The Secrets of SEO for Nonprofits

Online Fundraising Best Practices For Nonprofits

Social Media 101

Mobile Marketing Tips for Each Generation

Storytelling for Impact on Your Website

How to Get the Most Out of YourNonprofit Website

Guest Webinars Featuring Consultants, Influencers, and Fundraising Coaches in the Nonprofit Field.

Social Media 102

&

An Inside Look at FirespringNonprofit Websites

It’s a New World: How to Cultivate Your Community Online

Get Your Board to Help You Fundraise, Even if They Don’t Wanna!

Online Tools Every Nonprofit Needs to Simplify Their Life

Keep Learning with UsFree webinar calendar • firespring.com/webinars

Questions?

Get in touch.

[email protected]

877.447.8941

firespring.com | QuamTaylor.com

@firespring | @SherryQTaylor

Thank you!

FYI-MSI For Your Information-Main Street Iowa

September 8, 2020 Please Read, Share and Complete MSI Assessment Survey by Friday, September 11: Main Street Iowa has partnered with an Iowa-based nonprofit consulting firm (See What I Mean Consulting – SWIM) to conduct a review of the Main Street Iowa program and our strategic partnership with the statewide network. We hope this process will help us better help understand how Main Street Iowa is currently serving local Main Street programs, and how we can continue to improve. Your voice is important to this process, and we ask that your local program be a part of this assessment by completing the survey at this link: https://forms.gle/nw72KsnXw4LEwhTE9 All surveys will be submitted directly to SWIM. SWIM will collect names and email addresses for their reference, but the results will be shared anonymously in the aggregate with Main Street Iowa.

The survey may seem a little different than past surveys. SWIM will ask questions about the offerings that Main Street Iowa provides, but they will also be asking questions about network trust, affiliation, and leadership. They will provide recommendations to Main Street Iowa about how we can improve our partnership with you and enable the network to accomplish the local and collective mission of improving the social and economic well-being of Iowa's communities. We ask that local programs encourage Main Street Executive Directors, other program staff, board members, committee leadership, and city representatives to complete this survey. Please forward this email on to appropriate local partners to provide honest local feedback by completing this survey. Our hope is to get at least 5 surveys from each local Main Street program. The survey will remain open until Friday, September 11th. Results from this survey will be presented to the network in mid-October. If you have any questions, comment, or concerns please email [email protected] (Main Street Iowa) or Jordan Vernoy at SWIM ([email protected]).

FUNDING Challenge Grant Deadline: Applications Due This Friday, September 11th! Please reach out to Maia Fiala Jessen ([email protected] or 515-348-6179) with any Challenge Grant related questions or concerns. Visit IowaGrants.gov for the grant overview, application and scoring criteria. Friday, September 11 Applications Due Monday, October 5 Award Notifications via email Thursday, October 15 Virtual Announcement (1:30-2:30pm)

Contracts Sent Press Release Issued Tuesday, October 20 Virtual Recipient Workshop (10-11am)* *Required attendance: 1 program representative and 1 project representative

https://www.seewhatimean.com/


https://forms.gle/nw72KsnXw4LEwhTE9




https://iowagrants.gov/insideLinkOpps.jsp?documentPk=1465245270610

Business Disruption Relief Grant Program Governor Reynolds allocated federal CARES Act funds to assist bars, taverns and other establishments impacted by the August 27, 2020 COVID-19 disaster proclamation that closed bars in six counties. Applications will be available starting Thursday, September 10, 2020. More information is available here.

PROGRAM OPPORTUNITIES Down to 7 Openings for Virtual Coaching-Appy by Thursday, September 10th! Main Street Iowa Virtual Small Business Lab Application: Main Street Iowa is excited to partner with Main Street America and the Rural Ideas Network to create a virtual small business coaching support platform we are calling the ‘Main Street Iowa Virtual Small Business Lab’. This service will provide the opportunity to partner your local Main Street district small businesses with experienced small business coaches in a virtual, request-based, and on demand relationship. Our intent for this partnership is to greatly expand the amount of small business coaching we can do through the Main Street Iowa program to further support the economic recovery of Main Street Iowa districts. This effort will also compliment the work of the Small Business Development Centers across the state. If you have any questions, please contact [email protected].

- If interested, complete this online application: https://www.surveymonkey.com/r/TA_Opportunity

EDUCATION Session Title: The 5 W’s (and 1 H!) of MSI Design Services Presenters: Maia Fiala Jessen, Main Street Iowa Design Coordinator & Sarah Lembke, Main Street Iowa Downtown Building Rehabilitation Specialist Target Audience: Main Street Executive Directors & Design Committee Volunteers Date & Time: Wednesday, September 9, 1-2pm

Description: As with all things 2020, MSI Design Services look a little different than in years past. Not only have we evolved how services are delivered, but we are thrilled to have a new face on our team! Join us during this session to meet Sarah, our new Downtown Building Rehabilitation Specialist (the Who), and get updates on design service offerings and delivery through the rest of the year (the What, Where, When, Why & How). Click the following link to join this meeting: https://teams.microsoft.com/l/meetup-join/19%3ameeting_MTJkYmQ1ODYtNjA0Yi00MGQ0LWFmYTEtYTBmYjY1N2VjZjlh%40thread.v2/0?context=%7b%22Tid%22%3a%220e7d3946-58c8-40c4-b5ca-04ab67de9145%22%2c%22Oid%22%3a%228f6b4ec0-531e-489e-9568-0d17712e7ef9%22%7d or click on the Join Microsoft Teams Meeting link below. _______________________________________________________________________________ Join Microsoft Teams Meeting +1 515-348-6300 United States, Iowa City (Toll) Conference ID: 998 713 716# Local numbers | Reset PIN | Learn more about Teams | Meeting options

https://www.iowaeconomicdevelopment.com/Business/business-disruption


https://www.mainstreet.org/home

https://www.ruralideas.net/home


https://www.surveymonkey.com/r/TA_Opportunity

https://teams.microsoft.com/l/meetup-join/19%3ameeting_MTJkYmQ1ODYtNjA0Yi00MGQ0LWFmYTEtYTBmYjY1N2VjZjlh%40thread.v2/0?context=%7b%22Tid%22%3a%220e7d3946-58c8-40c4-b5ca-04ab67de9145%22%2c%22Oid%22%3a%228f6b4ec0-531e-489e-9568-0d17712e7ef9%22%7d





tel:+1%20515-348-6300,,998713716#

https://dialin.teams.microsoft.com/8f1483b2-b54f-4405-bf87-6a7a99cc0d36?id=998713716

https://mysettings.lync.com/pstnconferencing

https://aka.ms/JoinTeamsMeeting

https://teams.microsoft.com/meetingOptions/?organizerId=8f6b4ec0-531e-489e-9568-0d17712e7ef9&tenantId=0e7d3946-58c8-40c4-b5ca-04ab67de9145&threadId=19_meeting_MTJkYmQ1ODYtNjA0Yi00MGQ0LWFmYTEtYTBmYjY1N2VjZjlh@thread.v2&messageId=0&language=en-US

Monthly Reporting Available this week…a Main Street Iowa monthly reporting training on our MSI YouTube channel. It will include the following items.

• www.iowagrants.gov demonstration detailing the process for submitting a monthly report and tips and tricks for collected data needed to complete a monthly report.

• Screenshots of the online reporting site in Iowa Grants

• A document that reflects the layout of the online report for use by directors should they want to track their information in a word document prior to going online to complete the report.

• Samples of an end of FY cumulative report from start of program designation through June 20, 2020 and stats reported during FY 2020 only (June 30, 2019 – July 1, 2020).

• Overview of process for new directors needing an account AARP Livable Communities is offering a free Transportation Workshop online event: Tuesday, September 15 1-4pm/Wednesday, September 16 1-4pm Through three core transportation themes — Safety, Accessibility and Resilience — the workshop will share best practices, insights and inspiring next steps for delivering a more effective transportation network for older adults and people of all ages. You can register here - https://tinyurl.com/y2ghlsza

Workshop Topic: Fundraising Through Fear and Uncertainty Date & Time: Wednesday, September 23 @ 1:00 – 2:30 pm How do I join? Click the following link to join the session: https://bit.ly/3gpScTn Presenter: Rachel Muir - Fundraising takes a truckload of guts on a good day. So how do you fundraise in a time of overwhelming anxiety, stress, and uncertainty? This workshop is dedicated to helping you navigate these turbulent times with inspiration and strategies to help you weather the storm and deepen your donor relationships. You’ll walk away with: the 3 most important things to do immediately with donors, scripts to use to deepen donor relationships, sample appeals and stewardship examples to inspire, plus a confidence boost to stay the course and overcome fundraising fears. FAQs for how to join a Microsoft Live Teams Event: Not required to participate, but we recommend that you download the free app and visit https://bit.ly/3lj8cuc where you will see useful tips such as: use Chrome for your browser, your browser must be set to accept 3rd party cookies, Safari does not support Microsoft Teams, etc. Website ADA Accessibility Newton Grotzinger from Hampton (641-456-5668, [email protected]) recently shared a stressful experience about their website’s ADA accessibility. Here is an article, How accessiBe Prevents ADA and Web Accessibility Lawsuits, that offers an explanation and a connection you can use to test your site. To read the article Open This Link.

POSITIVES… Here is an impressive marketing tool from Ottumwa Ottumwa Downtown Revitalization Projects

https://www.youtube.com/playlist?list=PLuL8qehM515gPul5gbDPVFk-FxX53rbS9

http://www.iowagrants.gov/

https://nam04.safelinks.protection.outlook.com/?url=https%3A%2F%2Ftinyurl.com%2Fy2ghlsza&data=02%7C01%7CMichael.Wagler%40iowaeda.com%7C643e68a2a6ca422d28e708d84de561a9%7C0e7d394658c840c4b5ca04ab67de9145%7C0%7C0%7C637344994876652294&sdata=rLcfUpax5N7HiaCx72sDBxY4ZG0nzAyjLFExgO9zrSk%3D&reserved=0

https://bit.ly/3gpScTn

https://www.rachelmuir.com/bio

https://www.microsoft.com/en-us/microsoft-365/microsoft-teams/free

https://bit.ly/3lj8cuc


https://www.jeffbullas.com/accessibe-prevents-web-accessibility-lawsuits/

https://iowa1-my.sharepoint.com/:b:/g/personal/darlene_strachan_iowaeda_com/EayJryMVRDNCjsmk73qtArABoRF9z1WwEWmgsOORXlA37w?e=2XzjTv

MISCELLANEOUS Welcome Amy In August, Downtown Partners/Main Street Burlington welcomed Amy Moyner as their new Executive Director. Amy graduated from Burlington High School and earned her A.A. from SCC and her B.A. from the University of Iowa. She brings to the position experience in communication, public relations, and management with emphasis on retail, marketing, sales and training. When not chasing after her toddler daughter, Amy enjoys gardening, cooking, traveling, and spending time with friends and family. She met her husband while living in Chicago. After living in the Chicago area for 10 years, Amy says, “What drove me to come back to Burlington was the welcoming community, the vibrant downtown that offers all the conveniences of a big city and the pride I have for my fellow Burlingtonians. I am so delighted to be back home!” Job Position Available: Executive Director of the Chariton Area Chamber Main Street (Florence is returning to her position as Office Coordinator)

The Chariton Area Chamber Main Street Board of Directors is seeking a self-motivated, creative and passionate individual to operate the Chamber/Main Street organization. The Executive Director will be responsible for the general management and coordination of all activities of the Chariton Area Chamber Main Street including oversight of planning, programs and operations. Salaried position, M-F normal business hours with occasional night/weekend hours. Competitive pay and flexible benefit offering. Please apply through this link https://www.indeed.com/job/executive-director-7b0994019c2b00f0 Survey Results….Check Your Accounts as some Directors are Seeing Activity/Changes:

- Has your local Main Street program applied for the Nonprofit Recovery Grant: o Yes 22 (56%) o No 17 (44%)

- Status: o 2 Accepted by not awarded yet o 12 Accepted/Reviewing o 5 Declined/Not Eligible o 3 Haven’t heard anything

- How much o Range from $8,889-$25,000

- If no, could show loss on P&L If your downtown has completed or will have completed a streetscape in 2020 please notify [email protected] Searching for Christmas/Holiday masks? Look Here Movie Resources Criterion-https://www.criterionpicusa.com/ Jam DJ-Garner, IA https://www.facebook.com/JAMdjsystems/?rf=152432314798382 Swank-https://www.swank.com/ Attachments

1. FYI-MSI September 8, 2020 pdf 2. Ottumwa Downtown Revitalization Projects

https://www.indeed.com/job/executive-director-7b0994019c2b00f0


https://www.etsy.com/listing/818458436/christmas-face-mask-holiday-face-mask?gpla=1&gao=1&&utm_source=google&utm_medium=cpc&utm_campaign=shopping_us_d-bath_and_beauty-personal_care-face_masks_and_coverings&utm_custom1=c1b05a23-3e22-4925-96f6-b855f2b1e806&utm_content=go_10111197580_98761787742_436894229655_pla-908906428531_c__818458436&utm_custom2=10111197580&gclid=EAIaIQobChMIjuvzjKjN6wIVk5OzCh3sqARQEAQYAiABEgICz_D_BwE

https://www.criterionpicusa.com/

https://www.facebook.com/JAMdjsystems/?rf=152432314798382

2 | Upper-Story Housing Pilot Project [303/305/315/320 E. Main St.] Updated: 09/01/20

1 | 100-300 E. Main Green Streetscape Improvements

Like most rural communities, Ottumwa has a long list of necessary infrastructure improvements to complete. The Ottumwa Main Street Sustainable Infrastructure Project [CDBG/IDALS] is a natural progression of the 2018 water/sewer/roadway improvements within the 400-700-blocks and will complement building rehabilitation efforts downtown. In addition to the new road surface and underground utility infrastructure, features of the project include: permeable pavement, wider sidewalks, bump-outs, mid-block crosswalks, vegetation, LED lighting, public art, wayfinding signage, and sustainability education.

1 | 100-300 E. Main Green Streetscape Improvements

2 | Upper-Story Housing Pilot Project [303/305/315/320 E. Main St.]

It is surprisingly common to find the upper-level spaces in downtown buildings across rural Iowa full of rubbish that was left by previous owners. Ottumwa has been active in pursuing upper-story housing rehab assistance grants to reclaim these neglected, hazardous spaces.

2 | Upper-Story Housing Pilot Project [303/305/315/320 E. Main St.]

The City of Ottumwa was a pilot community in exploring upper-story housing redevelopment as a potential designated use of IEDA’s CDBG housing fund. Four properties owned by Rippling Waters Property Development in the 300-Block of E. Main St. had their vacant second floors renovated into five new housing units in 2018. This added two one-bedroom, one two-bedroom, and two three-bedroom units to Ottumwa’s downtown housing stock. All were leased within 2 months.

305 E. Main St. has one 3-bedroom unit on the upper level.

320 E. Main St. has two 1-bedroom units on the upper level.

3 | CDBG Façade Improvements, Phase 1 [300-Block E. Main St.]

Before rehabilitation in Spring of 2014. The first phase of CDBG façade improvements rehabilitated 20 facades on 15 buildings.

As 323 E. Main (left) participated in the CDBG project, the owner of 325 rehabbed the façade privately and used a Main Street Iowa Challenge Grant to assist in funding three new upper-level. The owner completed the first-level rehabilitation in 2018 in conjunction with Ottumwa CSD.

4 | OHS SparkTank + 3 Apartments [325 E. Main St.]

O Ottumwa Community Schools’ SparkTank Learning Environment.

O One of three fully furnished “move-in ready” apartments in 325 E. Main.

1/5/11 | Infill [302-310 E. Main St.] + Market on Main Courtyard [331]

Better Block Train-the-Trainer Event: October 11-12, 2017. Permanent streetscaping will be complete in 2020 and construction of an infill development project on the empty lot will begin later in 2020.

Better Block Ottumwa mural in the Market on Main Courtyard.

6 |First Full-Building Rehab [334 E. Main St.]

Prior to construction in 2009.

This property was the catalyst for the last decade of rehab efforts in downtown Ottumwa. It was saved and now functions as the office of KMGO Radio and has an apartment upstairs. It features a green roof and a geothermal system in the lawn created from a vacated alleyway. This project utilized a variety of public and private funding sources.

7 | Jefferson St. Green Parking Lot

The lot before rehabilitation in the Summer of 2014.

The lot was a stormwater pilot project in the 2014 round of CDBG disaster recovery funding. Permeable paving, a bioswale, trees, no-mow grasses, and other vegetation now cover the site that once was a decaying asphalt cap over the site of a former coal power plant. New LED lighting vastly improves the visibility and safety of the lot. Another positive outcome was the consolidation of dumpsters into an enclosed, less visible area. As Alliant Energy was making improvements to its substation at the same time, they agreed to erect a more attractive retaining wall and fencing as opposed to the standard, galvanized chain link fence that existed prior.

8 | Green Roofs [300-Block of E. Main St.]

As a part of the 2014 CDBG disaster recovery housing project, five of the participating properties received a “green roof”. A green roof is a roof that is covered with vegetation. Green roofs reduce stormwater runoff and help lower heating/cooling costs by providing better insulation.

9 | 322/324 E. Main St. Full-Building Rehab [Exterior]

This property participated in the Phase 1 CDBG façade program. The formerly vacant property houses 2 new businesses downstairs and 3 upper-story apartments. Before rehabilitation in the Spring of 2014.

After façade rehabilitation in the Fall of 2018.

9 | 322/324 E. Main St. Full-Building Rehab [Interior]

This property also participated in the 2014 CDBG disaster recovery housing project. Interior prior to rehabilitation in the Spring of 2015.

After renovation into a 2-bedroom apartment in 322 E. Main. Each building also received a green roof.

10 | 320 E. Main St. – Full Building Rehab [Exterior]

Before rehabilitation in the Spring of 2014 (building was vacant).

After façade rehabilitation (CDBG Phase 1) in the Fall of 2018.

10 | 320 E. Main St. – Full Building Rehab [Interior]

The first floor was renovated in 2017 to house Manpower, a staffing and career resources agency.

The upper level was renovated in 2019 into two 1-bedroom apartments as part of Ottumwa’s 2018 CDBG Upper-Story Housing Pilot project.

12 | Ottumwa Theater/Studio 229 [227/229/231 E. Main St.]

The Ottumwa Theater (227/229 E. Main) prior to façade rehabilitation in the Spring of 2014.

The Ottumwa Theater after façade rehabilitation in the Summer 2017. This and the neighboring property (231) are former theater buildings owned by the Ottumwa Regional Legacy Foundation. The first phases of improvement were to stabilize the properties and renovate the façades. The 227/229 effort was privately funded; restoring the terra cotta, marquee, storefront, and abating hazardous materials inside. The 231 façade improvements were completed in Winter 2018 as part of the second phase of CDBG façade improvements downtown.

13 | Iowa National Bank Building [219 E. Main St] In 2019, a delinquent property owner lost this hidden gem to tax sale. The new owner won a Main Street Iowa Challenge Grant and has begun the process of restoring this 1920s bank closer to its original character.

14 | Top Hat Coffee/Promise Center [226/228 E. Main St.]

These two properties were rehabbed privately between the first and second phases of CDBG façade improvements. The interior of 226 has been beautifully rehabbed into a coffee shop. Future plans are include finishing the first floor of 228 and put apartments in the upper levels.

15 | Twin Galaxies Arcade [224 E. Main St.] In the early 1980s, Walter Day’s video arcade (Twin Galaxies) began keeping official high scores and records for video gaming around the world. Ottumwa is known as the “Video Game Capital of the World”.

One of the most well-known photos from the early days of competitive video game playing, this Life Magazine photo below was taken in the the 200-Block of E. Main Street in Ottumwa in November 1982.

16 | River Hills Community Health Center [201 S. Market St.]

The River Hills Community Health Center site in 2013 prior to expansion.

When the River Hills Community Health Center needed to expand, it explored several options. The easy route would have been to abandon its facility downtown and build on a greenfield site near the highway bypass. After some deliberation and consideration of the City’s commitment to rehabilitating its downtown core, River Hills opted to rehabilitate its existing facility and build its expansion on-site in its location downtown. This retained 30 and added 35 new jobs to the heart of Ottumwa. The project was completed in 2017.

19 | Legacy Foundation/Bookin Innovation Center [111/113 E. Main St.]

Before and after rehabilitation of 113 E. Main.

In 2016, the Ottumwa Regional Legacy Foundation renovated the entire interior of 111 E. Main St. and upper-level of 113 E. Main St. The organization relocated its business offices out of the second floor of the Hoffman Building [on S. Market St.] and now have easier access and more visibility to the public.

17 | CDBG Façade Improvements, Phase 2 [100-200-Blocks E. Main St.]

Before rehabilitation in the Spring of 2015.

Rehabilitation completed in the Winter of 2018. This 5-address property was a participant in the second phase of CDBG façade improvements. This property has historically been considered as the “white elephant” of downtown.

18 | Main Street Iowa Challenge Grant [105/107 E. Main St.]

Before rehabilitation in the Spring of 2015.

Façade rehabilitation completed in the Winter of 2018. These conjoined properties were recipients of a 2017 Main Street Iowa Challenge Grant.

20 | Canteen Alley – Green Infrastructure + Art

Canteen Alley is a multi-phase reimagination of underutilized public space in downtown Ottumwa. This public-private creative placemaking venture applied funds from CDBG, the City, the Legacy Foundation, and Principal Financial. The alley employs permeable pavers [and art!] to help manage stormwater runoff. Tables, benches, lighting, vegetation, and more art were added to enhance the pedestrian experience.

20 | Canteen Alley – Green Infrastructure + Art

Since the hardscaping was completed in Canteen Alley, volunteers from Main Street Ottumwa and the Ottumwa Arts Council have installed large murals on building walls and a family-friendly pocket park in a nook beside and beneath a stairwell.

Canteen Alley has become a popular spot to host community events, such as art/craft markets, field-to-fork dinners, fashion shows, and was the venue for the 2018 Canteen Competitive Eating Contest.

Fred Zesiger, Executive Director

217 E. Main St. Ottumwa, IA 52501

(641) 226-1353 [email protected]

FYI-MSI For Your Information-Main Street Iowa

September 14, 2020

Please Re-Read, Continue To Share and Complete MSI Assessment Survey by Friday, September 11 September 18: Main Street Iowa has partnered with an Iowa-based nonprofit consulting firm (See What I Mean Consulting – SWIM) to conduct a review of the Main Street Iowa program and our strategic partnership with the statewide network. We hope this process will help us better help understand how Main Street Iowa is currently serving local Main Street programs, and how we can continue to improve. Your voice is important to this process, and we ask that your local program be a part of this assessment by completing the survey at this link: https://forms.gle/nw72KsnXw4LEwhTE9 All surveys will be submitted directly to SWIM. SWIM will collect names and email addresses for their reference, but the results will be shared anonymously in the aggregate with Main Street Iowa.

The survey may seem a little different than past surveys. SWIM will ask questions about the offerings that Main Street Iowa provides, but they will also be asking questions about network trust, affiliation, and leadership. They will provide recommendations to Main Street Iowa about how we can improve our partnership with you and enable the network to accomplish the local and collective mission of improving the social and economic well-being of Iowa's communities. We ask that local programs encourage Main Street Executive Directors, other program staff, board members, committee leadership, and city representatives to complete this survey. Please forward this email on to appropriate local partners to provide honest local feedback by completing this survey. Our hope is to get at least 5 surveys from each local Main Street program, by Friday, September 18th. As of Friday, September 11th we have received 150 survey responses. The survey will remain open until Friday, September 18th (Not Friday, September 11th as previously stated). Results from this survey will be presented to the network in mid-October. If you have any questions, comment, or concerns please email [email protected] (Main Street Iowa) or Jordan Vernoy at SWIM ([email protected]).

FUNDING Save Energy Dollars The Iowa Waste Reduction Center will be hosting a series of free webinars to assist Iowa businesses reduce energy consumption and save money. These webinars will provide relevant information on the latest energy-saving technologies and case studies of companies that have successfully implemented energy-saving practices. They will also give an overview of potential financing options for energy projects and cover applicable regulatory information. The IWRC has created these webinars to be Iowa specific, addressing information that is relevant to Iowa businesses and the issues that they face in reducing their energy consumption. The first webinar in this series will be held on Wednesday, October 7th from 10:00 a.m. to 12:00 p.m. Speakers will include experts from Ideal Energy, The Energy Group and the USDA, who will be discussing how businesses can implement energy-saving projects and multiple mechanisms to successfully finance them. To register, or to find out more information regarding speakers and topics, please visit https://iwrc.uni.edu/iowa-energy-efficiency/webinar.



https://forms.gle/nw72KsnXw4LEwhTE9



https://iwrc.uni.edu/iowa-energy-efficiency/webinar

Business Disruption Relief Grant Program Governor Reynolds allocated federal CARES Act funds to assist bars, taverns and other establishments impacted by the August 27, 2020 COVID-19 disaster proclamation that closed bars in six counties. Applications were available starting Thursday, September 10, 2020. More information is available here.

PROGRAM OPPORTUNITIES Only 2 Slots Remaining for the Main Street Iowa Virtual Small Business Lab Application (No applications accepted after 4:30pm Wednesday, September 16th) The 13 communities listed below submitted applications and will be taking advantage of the Virtual Small Business Lab coaching service for their local businesses. There are still two remaining spots available so if you still want to take advantage of this opportunity for your community submit your application before 4;30 p.m. THIS WEDNESDAY!! A special orientation will be held virtually next Monday, September 21st at 10:30 a.m. for those 13 communities listed below. Local directors are required to attend, and we strongly encourage any of your local task force members who can attend also join the meeting. Robin Bostrom is the contact person regarding this service, and she will be sending out a Teams meeting invite to all 13 communities this afternoon so watch your inbox. This orientation is NOT for businesses but will give you additional information about the service and how to best promote it locally. - As of September 14, the following communities have signed up:

Burlington, Colfax, Coon Rapids, Dubuque, Elkader, Lansing, Mount Pleasant, Mount Vernon, Newton, Ottumwa, West Branch, West Des Moines & West Union

- If interested, complete this online application: https://www.surveymonkey.com/r/TA_Opportunity The 5 W’s (and 1 H!) of MSI Design Services recording, along with supporting documents are available for viewing/download at Main Street Iowa’s YouTube channel located at: https://www.youtube.com/playlist?list=PLuL8qehM515gPul5gbDPVFk-FxX53rbS9 Session Notes and Attachments:

• The Design Assistance Request Form is now online! The online form is available at the below link and can be completed by the Executive Director or forwarded to building/business owners interested in design assistance:

o : https://form.jotform.com/SNWatson/main-street-iowa-design-assistance-

• We encourage you to promote this design assistance opportunity on your webpage as a technical service available to businesses within your designated Main Street district

• A sample copy of the online form and presentation slides are attached for reference and are available for download on the MSI YouTube Channel.

Questions? Maia Fiala Jessen ([email protected] or 515.348.6179) or Sarah Lembke ([email protected] or 515.348.6181) Want to assist small businesses in your town? Iowa SBDC (Small Business Development Center) is going on the road to provide assistance for small businesses. #IASBDC Mobile will focus on business marketing, accounting, and operations. Small business experts will be available to assist with E-commerce, QuickBooks, Shipping, and Business Operations. Have you heard about Shop Iowa? SBDC staff will be offering assistance to walk you through setting up your online shop, stage products and answer general questions. Contact your regional SBDC Director for assistance.



https://www.surveymonkey.com/r/TA_Opportunity


https://form.jotform.com/SNWatson/main-street-iowa-design-assistance-



Registration Scholarship Opportunity for National Trust for Historic Preservation Past Forward Virtual Conference: Main Street Iowa is offering registration scholarship opportunities for the 2020 Past Forward conference. The virtual conference will feature the breadth and depth of great work going on across the preservation field, and feature practical, relevant information to meet your evolving needs in the pandemic and post-pandemic periods. This includes a full day (Friday, October 30) dedicated to Main Street content that will be kicked off with a special plenary session announcing the 2020 Great American Main Street Award winners! (Jefferson, Iowa, is a 2020 GAMSA semi-finalist!) The registration scholarship will cover an individual $75 or group $150 early bird registration rate for the full three-days for Main Street America members. Early bird registration deadline is October 7. The group rate is eligible for up to 10 attendees with the same email suffix address at no additional cost. Main Street Iowa is able to provide up to 25 registration scholarships on a first come first serve basis. If your program’s Main Street Executive Director, staff, or board members are interested in attending multiple days of the conference and would like to take advantage of the registration scholarship opportunity, please request a scholarship directly to [email protected] before October 7. Once you request a scholarship, Main Street Iowa will provide you with a registration code and instructions. Only want to view the Friday plenary and announcement of the 2020 GAMSA winners? It is free of charge and open to everyone, but registration is required.

EDUCATION Workshop Topic: Fundraising Through Fear and Uncertainty Date & Time: Wednesday, September 23 @ 1:00 – 2:30 pm How do I join? Click the following link to join the session: https://bit.ly/3gpScTn Presenter: Rachel Muir - Fundraising takes a truckload of guts on a good day. So how do you fundraise in a time of overwhelming anxiety, stress, and uncertainty? This workshop is dedicated to helping you navigate these turbulent times with inspiration and strategies to help you weather the storm and deepen your donor relationships. You’ll walk away with: the 3 most important things to do immediately with donors, scripts to use to deepen donor relationships, sample appeals and stewardship examples to inspire, plus a confidence boost to stay the course and overcome fundraising fears. FAQs for how to join a Microsoft Live Teams Event: Not required to participate, but we recommend that you download the free app and visit https://bit.ly/3lj8cuc where you will see useful tips such as: use Chrome for your browser, your browser must be set to accept 3rd party cookies, Safari does not support Microsoft Teams, etc. Want to Dig Deeper into Website Development? Read the following guidebook written by Jeff Bullas. How to Increase Website Traffic-A Marketing Guide for Business Free 3-day National Small Business Week Virtual Conference In recognition of Small Business Week, the U.S. Small Business Administration (SBA) is hosting a free 3-day National Small Business Week Virtual Conference Sept. 22-24, 2020. There will be educational presentations and panel discussions designed to help both new and existing businesses to recover, adapt and innovate in this challenging time. Go online to www.sba.gov/nsbw for more information or to register.

https://savingplaces.org/conference#.X1j7k3lKhyw

https://savingplaces.org/conference#.X1j7k3lKhyw

https://www.mainstreet.org/blogs/national-main-street-center/2020/02/04/the-2020-great-american-main-street-award-semifin


https://savingplaces.org/pastforward-registration#.X1j_tHlKhyw

https://bit.ly/3gpScTn

https://www.rachelmuir.com/bio

https://www.microsoft.com/en-us/microsoft-365/microsoft-teams/free

https://bit.ly/3lj8cuc

https://www.jeffbullas.com/wp-content/uploads/2020/04/guide-traffic.pdf

https://nam04.safelinks.protection.outlook.com/?url=http%3A%2F%2Fr20.rs6.net%2Ftn.jsp%3Ff%3D001U4RDj8v7umNxlAHz67etHRKfaf-f_bSR5zoOb6dYGBLqejy0TfbYLHaATIAgg8hxuZZ355n5YumUPKffbCoIeaySlILPiV3tsKh8i-i3L8uMptu-t4skXHBKGyTH87qTlip8R8Xgoom0_3fzVNjHdw%3D%3D%26c%3D46LmWy7pkO6h40P5_laqLI3wb2DGDsSkScb9s2F7mo4B8DWQZ0xPew%3D%3D%26ch%3DJuqDCuz8Fc74dFkkeVeeG86oFgBkKBFlbK47vHc-23RB_cv58X1jEw%3D%3D&data=02%7C01%7CDarlene.Strachan%40iowaeda.com%7Cda6c5c8e48614e05ec0708d856552a9f%7C0e7d394658c840c4b5ca04ab67de9145%7C0%7C0%7C637354271069587017&sdata=TLJWPOwvUo4%2FmckmGta3MMe%2FDlzTpjeKT98sMktrttQ%3D&reserved=0

Monthly Reporting Now available…a Main Street Iowa monthly reporting training on our MSI YouTube channel. It includes the following items.

• www.iowagrants.gov demonstration detailing the process for submitting a monthly report and tips and tricks for collected data needed to complete a monthly report.

• Screenshots of the online reporting site in Iowa Grants

• A document that reflects the layout of the online report for use by directors should they want to track their information in a word document prior to going online to complete the report.

• Samples of an end of FY cumulative report from start of program designation through June 20, 2020 and stats reported during FY 2020 only (June 30, 2019 – July 1, 2020).

• Overview of process for new directors needing an account AARP Livable Communities is offering a free Transportation Workshop online event: Tuesday, September 15 1-4pm/Wednesday, September 16 1-4pm Through three core transportation themes — Safety, Accessibility and Resilience — the workshop will share best practices, insights and inspiring next steps for delivering a more effective transportation network for older adults and people of all ages. You can register here - https://tinyurl.com/y2ghlsza

POSITIVES… Oskaloosa’s Masked Fall Shop Crawl The first weekend in October, you will get a special reward for putting on your mask and putting your

money where your is. Oskaloosa Masquerade

MISCELLANEOUS We received 29 Challenge Grant applications. Monday, October 5 Award Notifications via email Thursday, October 15 Virtual Announcement (1:30-2:30pm)

Contracts Sent Press Release Issued Tuesday, October 20 Virtual Recipient Workshop (10-11am)* *Required attendance: 1 program representative and 1 project representative Attachments

1. FYI-MSI September 14, 2020 pdf 2. Design Assistance Request Form Sample pdf 3. MSI Design Services Presentation pdf


http://www.iowagrants.gov/

https://nam04.safelinks.protection.outlook.com/?url=https%3A%2F%2Ftinyurl.com%2Fy2ghlsza&data=02%7C01%7CMichael.Wagler%40iowaeda.com%7C643e68a2a6ca422d28e708d84de561a9%7C0e7d394658c840c4b5ca04ab67de9145%7C0%7C0%7C637344994876652294&sdata=rLcfUpax5N7HiaCx72sDBxY4ZG0nzAyjLFExgO9zrSk%3D&reserved=0

https://iowa1-my.sharepoint.com/:i:/g/personal/darlene_strachan_iowaeda_com/ESnsoEAjoodNobShFqTzmhcBBn-QptxDMxWdfbnbGafXgQ?e=hffoIW

The 5 W’s (and 1 H!) of MSI Design Services

Wednesday at 1 Webinar September 9, 2020

MSI Design Services: The WHO

Maia Fiala JessenDesign Coordinator

[email protected]

515.348.6179

Sarah LembkeDowntown Building Rehabilitation Specialist

[email protected]

515.348.6181



MSI Design Services: The WHATTrainings

& Education Review &

Recommendations

Resources & Materials

MSI Design Services: The WHAT

Design Assistance

Design Assistance Is...

o Conceptual only

o Meant to…

• Provide guidance

• Educate

• Inspire

• Get the ball rolling

• Provide a visual

Design Assistance Is Not...

o Measured construction documents

o A substitute for other professionals

(architect, structural engineer, etc.)

o Local code compliance

MSI Design Services: The WHERE

MSI Design Services: The WHEN• Resources available online any time

https://www.iowaeconomicdevelopment.com/MainStreetIowa

MSI Design Services: The WHENDesign Assistance• Initiated by you - any

time of the year!

• Consider your goal timeline for having the work completed

• Consider timing for available funding

• Consider community events, etc.

MSI Design Services: The WHY

• Services offered are a perk of being an MSI member community

• Creating a more cohesive look and feel of your community or district

• Highlighting your district’s unique character and history

• Economic impact of projects

… to get the ball rolling

… to show potential

… to assist the DIYer

… to provide guidance

… to plant a crazy idea

MSI Design Services: The HOWLocal Request

Complete Design Assistance Form

Determine Need & Visit Type

Conduct Visit Design Concepts Prepared

Design Concepts Delivered

Action

New Online Design Request Form!https://form.jotform.com/Smatthew/

main-street-iowa-design-assistance-

https://form.jotform.com/Smatthew/main-street-iowa-design-assistance-

Design Services through 2020

o Continue to be available

by request

o Onsite visits limited

and determined on

case-by-case basis

o COVID measures

discussed before visit

(masks, social

distancing, limiting

number of participants,

outdoor events, etc.)

Questions?Maia Fiala JessenDesign Coordinator

[email protected]

515.348.6179

Sarah LembkeDowntown Building Rehabilitation Specialist

[email protected]

515.348.6181



9/11/2020 Design Assistance Request Form

1/4

Design Assistance Request Formfor Main Street Iowa designated communities

Project Information* Required

Main Street District: *

Who is completing this form? *Building Owner

Business Owner

Main Street Executive Director

Other

Preferred Visit Type: *On Site Virtual Not Sure

Main Street Iowa design staff will help determine visit type based on project needs.

Please give a brief description of the proposed property improvements: *

Sample of online form - for reference only.


2/4

0/500

Limit of 500 words.

Proposed Starting Date:

mm/dd/yyyyDate

Budget: *

Estimated Budget Amount

S

Do you plan to use any local or state grant programs or funding incentives? If yes, please list.

Upload current photograph(s) of the property that best supports your project type (highresolution only) *

jpg, jpeg, png, gif only

Browse FilesBrowse Files

Have you consulted with the Local Main Street Executive Director about Design Assistance forthis project? *

Yes No

Email: (Main Street Executive Director) *

[email protected]@example.com



3/4

Building & Business Information*Required

Building Information: *

Response

Building Name

Building Address

Year Constructed

Name of Building Owner

Email Address

Is the building located in a local Historic District or listed on the National Register of HistoricPlaces?

Yes No

Upload historic photograph(s) (if available)

pdf, doc, docx, xls, xlsx, csv, txt, rtf, html, zip,mp3, wma, mpg, flv, avi, jpg, jpeg, png, gifonly


Business Information:

Response

Business Name(s)

Business Type(s)

Name of Business Owner

Email Address

Upload business logo (if applicable)

jpg, jpeg, png, gif only



Question 1 — Multiple Choice

As non-essential businesses reopen, how long did you or will you wait before dining at alocal restaurant or eatery?

I will or did start right away 149

1 to 2 months 92

3 to 5 months 76

6 to 9 months 66

More than 9 months 50

No answer 4


As non-essential businesses reopen, how long did you or will you wait before shopping ina local small business?


1 to 2 months 90

3 to 5 months 74

6 to 9 months 32


No answer 7


What away-from-home dining experience do you prefer as the COVID-19 recovery andreopening process progresses? (Select all that apply)

Regular dine-in service 124

Reservation-only service 64

Private seatings or events 31

Outdoor dining (i.e. sidewalk, patio, etc.) 292

None or not applicable 64

Other (please specify) 53


Would you like curbside options for restaurants to continue?

Yes - permanently 243

Yes - until there is a vaccine or COVID-19 is no longer athreat

147

No 33

No answer 14


How did the amount of your regular shopping done online change during the past threemonths?

Increased dramatically 114

Increased somewhat 196

No change 81

Decreased somewhat 9

Decreased dramatically 6

I do not shop online 16

No answer 15


As local businesses progress through the reopening and recovery phases, how much ofyour regular shopping do you expect to do online with national or global online retailers?

None 53

Up to 20% 129

20% to 40% 79

40% to 60% 70

60% to 80% 56

80% to 100% 19

No answer 31


As local businesses progress through the reopening and recovery phases, how much ofyour regular shopping do you expect to do online with local retailers and businessesoffering products and services …

None 60

Up to 20% 142

20% to 40% 88

40% to 60% 62

60% to 80% 37

80% to 100% 17

No answer 31


With appropriate social distancing guidelines in place, how long will you wait to attend alarge indoor event?


1 to 2 months 38

3 to 5 months 71

6 to 9 months 78


No answer 36


With appropriate social distancing guidelines in place, how long will you wait to attend alarge outdoor event?


1 to 2 months 70

3 to 5 months 89

6 to 9 months 63


No answer 36


Prior to the COVID-19 pandemic outbreak, for which of the following activities orpurposes did you visit Downtown Dubuque Iowa most often? (Select up to three)

Work 116

Dining 325

Shopping 145

Entertainment 167

Recreation 52

Festivals and Events 132

Banking/Financial Services 32

Office Visits 15

Personal Services 12

Art Venues 16

Museums 23

Theaters 19

None/Not Applicable 7



Thinking longer term, which of the following types of expanded or new DowntownDubuque, Iowa eating and drinking establishments would you be most likely to frequenton a consistent basis? (Select up …

Asian Restaurant 79

Bakery 73

Breakfast/Brunch Restaurant 112

Brewery or Brewpub 107

Brick Oven Pizzeria 73

Casual Dining Eatery 151

Coffee Shop 87

Deli/Sandwich Shop 55

Healthy Menu Eatery 80

Ice Cream & Sweets Shop 39

Italian Restaurant 45

Mexican Restaurant 61

Steakhouse 66

None 15



Thinking longer term, which of the following types of expanded or new DowntownDubuque, Iowa retail establishments would you be most likely to frequent on aconsistent basis? (Select up to three)

Arts, Crafts and Hobbies 100

Bikes & Bike Repairs 22

Bookstore 81

Cards and Gifts 53

Children's Clothing 42

Health and Beauty 54

Home Furnishings 70

Men's Clothing 34

Specialty Foods 109

Sporting Goods/Outdoors 57

Variety/General Store 76

Vintage/Repurposed Goods 99

Women's Clothing 129

None 34


Question 13 — Text Field

OPTIONAL: We appreciate your loyalty to Downtown Dubuque, Iowa and localbusinesses – and your willingness to help. Please share with us any ideas andsuggestions that would make your Downtown Dubuque…


What is your gender?

Female 305

Male 61

Prefer not to say 19

Prefer to self-describe: 2

No answer 50


What is your age?

19 or younger 2

20 to 24 3

25 to 34 76

35 to 44 90

45 to 54 92

55 to 64 74

65 to 74 42

75 or older 8

No answer 50


What is your annual household income? (For all earners in the household, before taxesand deductions)

Less than $15,000 10

$15,000 to $24,999 15

$25,000 to $34,999 21

$35,000 to $49,999 48

$50,000 to $74,999 94

$75,000 to $99,999 68

$100,000 to $149,999 81

$150,000 to $199,999 21

$200,000 or greater 23

No answer 56


As non-essential businesses reopen, how long did you or will you wait before dining at alocal restaurant or eatery?


1 to 2 months 92

3 to 5 months 76

6 to 9 months 66


No answer 4


As non-essential businesses reopen, how long did you or will you wait before shopping ina local small business?


1 to 2 months 90

3 to 5 months 74

6 to 9 months 32


No answer 7


What away-from-home dining experience do you prefer as the COVID-19 recovery andreopening process progresses? (Select all that apply)

Regular dine-in service 124

Reservation-only service 64

Private seatings or events 31

Outdoor dining (i.e. sidewalk, patio, etc.) 292

None or not applicable 64



Would you like curbside options for restaurants to continue?

Yes - permanently 243

Yes - until there is a vaccine or COVID-19 is no longer athreat

147

No 33

No answer 14


How did the amount of your regular shopping done online change during the past threemonths?

Increased dramatically 114

Increased somewhat 196

No change 81

Decreased somewhat 9

Decreased dramatically 6

I do not shop online 16

No answer 15


As local businesses progress through the reopening and recovery phases, how much ofyour regular shopping do you expect to do online with national or global online retailers?

None 53

Up to 20% 129

20% to 40% 79

40% to 60% 70

60% to 80% 56

80% to 100% 19

No answer 31


As local businesses progress through the reopening and recovery phases, how much ofyour regular shopping do you expect to do online with local retailers and businessesoffering products and services …

None 60

Up to 20% 142

20% to 40% 88

40% to 60% 62

60% to 80% 37

80% to 100% 17

No answer 31


With appropriate social distancing guidelines in place, how long will you wait to attend alarge indoor event?


1 to 2 months 38

3 to 5 months 71

6 to 9 months 78


No answer 36


With appropriate social distancing guidelines in place, how long will you wait to attend alarge outdoor event?


1 to 2 months 70

3 to 5 months 89

6 to 9 months 63


No answer 36


Prior to the COVID-19 pandemic outbreak, for which of the following activities orpurposes did you visit Downtown Dubuque Iowa most often? (Select up to three)

Work 116

Dining 325

Shopping 145

Entertainment 167

Recreation 52

Festivals and Events 132

Banking/Financial Services 32

Office Visits 15

Personal Services 12

Art Venues 16

Museums 23

Theaters 19

None/Not Applicable 7



Thinking longer term, which of the following types of expanded or new DowntownDubuque, Iowa eating and drinking establishments would you be most likely to frequenton a consistent basis? (Select up …

Asian Restaurant 79

Bakery 73

Breakfast/Brunch Restaurant 112

Brewery or Brewpub 107

Brick Oven Pizzeria 73

Casual Dining Eatery 151

Coffee Shop 87

Deli/Sandwich Shop 55

Healthy Menu Eatery 80

Ice Cream & Sweets Shop 39

Italian Restaurant 45

Mexican Restaurant 61

Steakhouse 66

None 15



Thinking longer term, which of the following types of expanded or new DowntownDubuque, Iowa retail establishments would you be most likely to frequent on aconsistent basis? (Select up to three)

Arts, Crafts and Hobbies 100

Bikes & Bike Repairs 22

Bookstore 81

Cards and Gifts 53

Children's Clothing 42

Health and Beauty 54

Home Furnishings 70

Men's Clothing 34

Specialty Foods 109

Sporting Goods/Outdoors 57

Variety/General Store 76

Vintage/Repurposed Goods 99

Women's Clothing 129

None 34


Question 13 — Text Field

OPTIONAL: We appreciate your loyalty to Downtown Dubuque, Iowa and localbusinesses – and your willingness to help. Please share with us any ideas andsuggestions that would make your Downtown Dubuque…


What is your gender?

Female 305

Male 61

Prefer not to say 19

Prefer to self-describe: 2

No answer 50


What is your age?

19 or younger 2

20 to 24 3

25 to 34 76

35 to 44 90

45 to 54 92

55 to 64 74

65 to 74 42

75 or older 8

No answer 50


What is your annual household income? (For all earners in the household, before taxesand deductions)

Less than $15,000 10

$15,000 to $24,999 15

$25,000 to $34,999 21

$35,000 to $49,999 48

$50,000 to $74,999 94

$75,000 to $99,999 68

$100,000 to $149,999 81

$150,000 to $199,999 21

$200,000 or greater 23

No answer 56

Dubuque Farmers’ Market

September 8, 2020 9:00 a.m. | Zoom Meeting

Minutes

I. Call to Order Present: Martha Pineda, Jeff Vaassen, Mark Harting, Mark Bodensteiner, Sheila Merfeld, Jo Lynn Pike Absent: Kayleigh Weber, Christy Monk, Taryn Kafer, Jennifer Atkinson, Jeff Bushman, David Kendell, Tom Sanders

II. Market Recap: • Masks-90% compliance-this is what the city is looking for, letter to vendors

regarding what we expect from them regarding protestors. • Complaints: Ashley’s letter regarding protestors and vendors, Mark Harting

Letter regarding Auction Sales/resale, letter from Jason explaining his side of incident on Saturday. Jo will send email to Jason. We will wait until we hear back from Jason.

• Farm visits/Auctions: Committee members and Jo will visit Fennimore Auction in the near future. Have done a few farm visits this year and had to ask vendors to remove items from their stands and update their product list. How can we reassure vendors are not purchasing from auctions and reselling at market? Vendor handbook states that this is not allowed. Could we ask for Sales receipts, do more farm visits? Who will help to make this happen: committee members should be part of visits.

IV. Programs/Marketing • Tokens/Project Rooted- sales have been increasing each week. Thank

Whitney Sanger for collaborating with DFM to extend vouchers for those in need. We have had a great turn-out. Whitney comes to market and hands out vouchers to consumers walking through market.

V. Other Business • Trick or Treat: looking to still do Trick or Treat but have kids pick up bags

which are already filled from the Market Money Booth. May be have a best face mask or best costume give away. How do we get people to still walk- through market? Christy Monk has giving toys for the children, if this is still a possibility we will need to find a way that there is less contact. Maybe have bags marked as boy and girls.

• Favorite Vendor: have this again, set up a table next to the Market Money Booth with ballots so people can vote and have an online voting too.

VI. Next Meeting: October 6th, 2020 VII. Adjourn

9/8/2020

Dear Vendors, Due to concerns and incidents that have occurred at the Market the last few weeks were are asking everyone to read the bullets below and adhere them:

• Staff is aware of anti-mask wearers and we know what their goal is. Just because you think we are not doing anything, that is likely not be the case.

• Help us remind consumers, visitors and protestors of the rules, but please do not antagonize, instigate / “poke the bear” . . . some are looking for a fight and we should not give them excuses if the police need to be called.

• Swearing and yelling at any staff is unacceptable. • Market Money Booth employees are there to help customers first – DO NOT go to the booth

and yell/swear at employees ever! Especially when consumers are present. These people do not make enough money to put up with vendors or consumers crap. The market money booth is a place to get information and buy tokens, not for vendors to be disruptive/yelling or swearing.

• We have one On-Site Manager for 92 vendors. Please be patience and courteous. We are doing the best we can.

• When calling staff regarding a situation make sure you call the person who is on duty or my phone. On site managers do not want to be called on their day off. You received the staff schedule in the Vendor packet at the beginning of the year.

• Thank all of the vendors who have stepped up and help with asking people to wear mask, keeping dogs out of market, and keep our market going.

• Safety is our biggest concern. Thank You, Jo Lynn Pike Market Manager On Behalf of the Farmers’ Market Committee

board of directors - Downtown Dubuque, Iowa

Documents

Transcript of board of directors - Downtown Dubuque, Iowa