Project Introduction

Occupying most of a city block in downtown Staples, the 112 year old Batcher Block Opera House stands as “one of the best-preserved rural opera houses in Minnesota,” and through its life the building has served as the cultural heart of the city of Staples and the greater region. Currently, the City of Staples, along with multiple community stakeholders and partner groups, have a chance to restore the now-dormant space to preserve the historic character of the building while making necessary changes and upgrades for the building to function with a new use.

The Region 5 area has seen significant growth in cultural amenities in recent years, such as the Little Falls SPROUT Food Hub and the recent work on the future Region 5 Children’s Museum in the Brainerd Lakes Area. The Batcher Block Opera House will act as the missing piece in the cultural landscape of Region 5: a performance arts hub offering space to performing artists throughout the region, state, and beyond. The Opera House will function as a cultural destination, continuing to elevate Region 5 as an arts and culture community and increasing the success of Staples and partner communities in utilizing arts and culture as an economic driver.

The current Minnesota office of Management and Budget (MMB) Capital Projects 2020 request presents a unique moment for the Opera House, along with the potential for state and historic tax credits to aid in the capital financing.

Building on the unique history of both the building and the greater Staples downtown area, the Opera House will act as a mixed-use performance and education hub for people of all ages. The following program plan details suggested space design and best usage for the revitalization, artistic excellence, and long-term sustainability of the Batcher Block Opera House.

Steering Committee

At the core of successful community planning efforts, engaged residents of diverse backgrounds come together to define a vision, develop goals, and identify measurable objectives to ensure their vision becomes a reality. In Staples, the Steering Committee represented a specific cross-sector of the community, including business leaders, elected officials, local arts supporters and champions, and representatives of other community and business groups, with many Committee members falling into several of those categories.

The Steering Committee also included members who have been and will continue to be engaged in the rehabilitation of the Batcher Block Opera House, from architect to historic preservation specialist to the current building owner, Colleen Frost. Without their tireless work not only during this process but prior to McClure’s involvement, the vision for the Batcher Block Opera House would not be as clear and as powerful as it stands today, as their plans for the building set the stage for the program plan enclosed in this document. This action plan is made possible in large part by their efforts.

Community Visioning Sessions

To begin the process of generating this program plan, local residents engaged in community visioning sessions over the course of several days. These sessions included input from local artists, community leaders, parents, city officials, arts patrons, educators, and high school students, and through these sessions over 200 different programs or concepts were identified as potential components of the Batcher Block Opera House program plan. Several key themes emerged from these visioning sessions, which informed the concepts included in this program plan. These themes include:

• Greater access to live music

• More opportunities for arts education for people of all ages

• Cooking classes, health classes, and experiential dining options

• Greater access to film screenings, comedy, and live theater

• Local retail in the downtown area, especially retail from local artists and artisans

• More public art and gathering spaces downtown

Given the unique nature of the Opera House, not all of the ideas that emerged from the visioning sessions have been incorporated. This presents an opportunity for local stakeholders to use these results as a jumping o ff point for additional cultural development in Staples.

A full record of Visioning Session results can be found in Appendix A

Programming at The Batcher Block Opera House

The following details potential uses for each area in the Opera House building. This plan is meant to be a guide in developing the programming of the Opera House – new opportunities will arise, and this document should not be prescriptive in a way which excludes new ideas. Instead, this plan lays out optimal use, program examples and opportunities, and sustainable revenue streams for the long-term health of the building and the managing organization.

The Batcher Block Opera House can serve as a regional economic driver by incorporating both original programming aimed at audiences within a 90-120 minute radius as well as select, site-specific community-driven programming which may draw a more localized audience. The programming calendar will be highly collaborative in nature, ensuring a consistently full events calendar with many partners to aid in program success.

It is important to note that this building is NOT a catch-all for arts and culture in the region or even in Staples. Instead, this space can act as a natural complement to existing space and efforts across the community, finding a unique voice in its mix of original and site-specific performance.

The building will support a variety of uses, which include:

• A restored, highly unique performance space with diverse programming and rentals

• Flexible classroom / event space available for community and private events, including a demonstration culinary kitchen

• Concessions area to service events and rentals in the building

• Lodging space to host touring artists and educators as well as, long-term, an artist residency program

• Office and meeting space for Batcher Block staff as well as potentially for other area organizations

• Outdoor gathering and performance space

• Batcher Block Opera House “Museum” or other historical elements, drawing in tour groups

• Pop-up events such as Farmers Markets, Makers Markets, and more on the first floor

Project Concept:
Restored Opera House

The centerpiece of the building, the historic Opera House space will host a mix of performances, including events produced and presented by the Opera House nonprofit as well as co-productions and collaborations with other groups and event rentals. A healthy mix of internally produced programs, where the nonprofit will need to ensure strong marketing for shows to be profitable, with event rentals, which may be broader in content, will create an ongoing revenue stream. Co-productions and collaborations will fall somewhere in between these financial models – particular attention should be placed on creating sustainable, mutually beneficial relationships with recurring tenants to ensure long-term partnership.

Original Opera House programming should be presented as season series, providing audiences the opportunity to purchase both season tickets as well as individual concert tickets. These shows should be branded as “Batcher Block presents,” with seasons containing between 7 – 10 shows and running from September – May (with greater emphasis on programs September – early November and March – early May along with seasonal holiday shows). “Batcher Block presents” should include:

• Regional and national performing artists and comedians in the $5,000 – $10,000 booking fee range

• Minnesota State Arts Board Arts Tour Minnesota programs, Arts Midwest touring programs, and other regional arts programs

• Traveling small ensemble plays/musicals and dance performances

Included in the “Batcher Block presents” series can also be opportunities to tie artists in with the greater Staples-Motley community through artist residencies, educational clinics in conjunction with local schools, community workshops and masterclasses, and collaborations with local musicians. In addition, original programming can include the creation of a Batcher Block Theater Company, an in-house theater group, and a locally produced recurring podcast or variety show produced by Opera House staff.

Opera House staff should develop curatorial guidelines with a Board of Directors working group or advisory committee. These guidelines will help guide decisions regarding both the “Batcher Block presents” series as well as externally produced programming. In addition, staff will join the Minnesota Presenters Network, a network for reduced-price, cooperative booking, which will allow for greater affordability of performances to come to Staples. In-house lodging at the Batcher Block Opera House will also decrease production costs significantly.

Additional programming will come from rental agreements with regional promoters. These promoters will have access to touring routes of well-known musicians, and rental agreements can be structured as either a flat rental fee or a cut of ticket sales. These larger rentals offer a lower-risk cost structure with a guaranteed return, as well as concessions sales.

The space will also be available for rental for weddings and other private events. Due to the unique nature of the space and the amount of internal staff time needed specifically for weddings, the space should be priced accordingly and used selectively for this purpose. Other spaces in the building will have greater rental flexibility.

Collaborations and co-productions with area artists and arts groups will meet a stated demand in the community for increased year-round arts programming, and these groups will bring with them existing audiences. Because many of these groups and organizations program regularly, performances in the Opera House should be reserved for site-specific or larger productions, such as annual fundraisers or holiday shows. Co-productions can be structured in several financial models, the most common being a split of ticket sales or a small rental fee and a percentage of net revenue going to the Opera House. The Opera House will also see concessions revenue from these events.

Project Concept:
Lobby with Flexible Seating

The addition of a commercial kitchen space on the lobby level can serve multiple purposes – food and beverage service during events as well as support space for event catering. The nonprofit will obtain its own liquor license and retain beverage sales for all events in the building, as this is an effective source of revenue for many arts nonprofits.

For private events such as weddings, a “preferred vendor” list will be created of local catering companies familiar with the space. The nonprofit will still retain the sale of beverages for these events.

Project Concept:
Artist Lodging + Residency

The 2nd and 3rd floor space which originally served as hotel rooms at the building’s opening will be converted back into work/living space flexible to a variety of uses. Primarily, the residences will serve artists, educators, and others presenting in the Batcher Block, significantly reducing program expenses for providing lodging.

The rooms will also support a Batcher Block Artist Residency program. This residency program is expected to grow over time and begin with gradual programs building on “Batcher Block presents” and other programming; for example, extending the stay of a “Batcher Block presents” performer for several days in order to offer workshops and clinics in local schools or rehearse a performance with local musicians. Over time, the residency program can develop into longer-term, grant-funded residencies for the purpose of creating new work, such as a residency centered around recording an album in the Opera House or at nearby recording studios.

Project Concept:
Office Space for Batcher Block and Other Nonprofits

The office space in the Batcher Block building could be an opportunity to create a centralized space for local arts groups and other organizations, providing an easy way for these groups to work together and call the Batcher Block building home. Flexible office space with shared common areas could create affordable space for these nonprofits and other groups. In addition, the space could be opened for co-working at a drop-in rate for those who work from home or work remotely.

Both the office space and meeting rooms should be open to use by local companies who may desire unconventional meeting and office space, particularly when hosting visitors. Corporate sponsorship or membership could include free or reduced price meeting space, creating sustained revenue streams as well as opportunities to introduce the space to new audiences.

Note: Office space rental is not included in the attached budget for Year 1. It is anticipated that office space rental will graduate in as the building is activated.

Project Concept:
Batcher Block Museum Space

The history of this building is one of its strongest advantages; interpretive tours take advantage of this history to introduce new audiences to the space. While a conventional museum presentation may not generate revenue directly, it does help tell the story of the space and provide substance to the tours, and as such any historic elements should be represented in the building. Instead of a specific, dedicated space for this museum, these elements could be dispersed throughout the building.

Project Concept:
Outdoor Gathering + Performance Space

The outdoor space can contain flexible seating as well as a small stage for outdoor performances. This space can be activated daily over the lunch hour and in the evenings for a community gathering space – something identified in all the visioning sessions as needed – and extend Opera House programming into the neighborhood.

Project Concept:
Pop Up Events on the First Floor

Multiple events and retail concepts were identified in the visioning sessions as desired for the community. A rotating “pop-up” event calendar can help these events find market traction, and the building can develop a reputation for these types of community-driven events. Events can include:

• “Makers” market for local artists

• Farmers Market (indoor and outdoor depending on season)

• Cultural Bazaar

• Food truck events

Recurring events can drive traffic to the Opera House and attract new patrons who may not attend performances. The events listed above can follow similar patterns: Food Truck Fridays, First Saturdays Makers Market, etc. The Opera House should sell concessions including alcoholic and non-alcoholic beverages, and the Opera House can complement events such as a Food Truck Friday with “Batcher Block Presents” concerts taking place simultaneously or immediately following the outdoor event. Multiple uses in one evening not only increases cross-market event exposure but also contributes to the “community hub” and “gathering space” ideas identified as missing in the community visioning sessions.

These pop-up events can follow two business models – either an outside organization rents the space for the day and administers the program, OR the Opera House administers the program and rents booth space or vendor space to participating vendors. The decision should be made per event as to which model works best; organizers with a pulse on different events may emerge and act as champions for specific events, while others may be left up to Opera House staff.

Staffing
and
Partners

Management

The Batcher Block Opera House will be operated by a newly-formed nonprofit organization, also known as the Batcher Block Opera House (or Batcher Block Opera House Foundation). The nonprofit will include a board of directors of 10 – 15 people from a variety of backgrounds. The nonprofit will be formed prior to the opening of the Opera House, as they will be involved in the formation of a capital campaign, developing the programming schedule, and the hiring and onboarding of initial staff members. A healthy mix of background will provide for diverse programming that should attract different audiences in the greater Staples-Motely region and beyond.

Staffing

Initial staffing will include one full-time Executive Director supported by two part-time positions. The part-time positions will increase to full-time in future years of operation pending organizational capacity.

Executive Director

The Executive Director will serve as the face of the organization, leading the capital campaign and directing the necessary strategic planning, oversight, budgeting, and promotions needed in the run-up to the opening of the Opera House. The Executive Director will be hired prior to the opening of the Opera House as funds are available, ideally at least 12 months prior to the opening. In coordination with the Operations Coordinator and Administrative Coordinator, the Executive Director will also develop programming concepts and issue contracts to performers.

Operations Coordinator & Administrative Coordinator

Along with an Executive Director, the Opera House will also require two part-time support positions. The Operations Coordinator will be responsible for space rentals, from off-site corporate meetings to community productions to private rentals. The Administrative Coordinator will assist in the day-to-day operations of the Opera House and issues related to compliance and board relations. Both roles should also start at least six months prior to the opening of the Opera House.

Contract

In addition to the staff listed above, the Opera House will contract out specific services in the first few years of operation. These include grant writing (which can also be assigned to active board members with strong grant writing experience), technical direction, and marketing.

Hourly

The Opera House will employ a number of hourly staff members for event and program management. These positions include audio technicians, stagehands, concessions attendants, and others. Several of these roles will be served by a robust volunteer program; hourly staff will also assist the Operations Coordinator and Administrative Coordinator in volunteer training and management.

Operating Budget

A healthy mix of program revenues, as well as a concentrated effort on securing both program-specific and general operating philanthropic support, will contribute to the long-term sustainability of the Batcher Block Opera House.

The Opera House annual buget presents gross revenues comprised of roughly 75% program income or earned revenue (building tours, event ticket sales, rental fees, class registration, and ticketing fees) and 25% unearned (grants, sponsorships, individual donations, and fundraising events). Due to the significant potential for earned income from rental fees, the ratio of earned to unearned revenue is slightly higher but still in line with similarly sized nonprofit arts centers across the state, such as:

• Paramount Center for the Arts in St. Cloud, MN (70% earned revenue, 30% unearned)

• Lake Benton Opera House in Lake Benton, MN (70% earned revenue, 30% unearned)

• The Barn Theatre in Willmar, MN (64% earned revenue, 36% unearned)

A full budget and budget narrative are available in Appendix B and Appendix C, respectively.

Partnerships

Strong partnerships will be vital for the long-term success of the Opera House. Partnerships should provide value on both sides, an equation unique to each partnership and requiring dedicated time and attention from both Opera House staff and the board of directors. The Opera House will provide a unique space with a deep history connected to Staples, while partners will support the Opera House with marketing, programming, connecting to new volunteers, fundraising, and opening Opera House doors to new and potentially recurring audiences.

In addition, particular attention should be paid to building partnerships with regional concert promoters and managers. Given Staple’s proximity to both Minneapolis-St. Paul and Fargo, these promoters may have added reason to engage artists for additional concerts in the region. These promoters include First Avenue in Minneapolis and Jade Nielsen Presents in Fargo.

Potential partners include:

• Staples-Motely School District

• Central Lakes College

• Timberlake Hotel

• Sourcewell

• Lakewood Health Systems

• Five Wings Arts Council

• Region Five Development / Sprout Food Hub

• Lamplighter Community Theatre

• Prairie Fire Children’s Theater

• Staples Area Men’s Choir

• Staples Area Women’s Choir

• Central Minnesota Boys’ Choir

• Colla Voce

• Staples Motley Area Community Foundation

Marketing

Integral to the success of the Batcher Block Opera House will be a strong marketing presence reaching well beyond the Staples-Motley region to attract audiences from across the state and region. Visitors will mainly be driven by two types of events:

BUILDING TOURS: Offering recurring building tours will attract audiences drawn to the unique architecture and history of the Opera House. A network of existing tour operators and marketers already exists in Minnesota; we recommend building upon the partnerships Colleen Frost has created to ensure the Opera House is considered by these tour operators.

SITE-SPECIFIC PERFORMANCES: With either “Batcher Block Opera House presents” productions or those of outside promoters, a huge selling point to anyone attending the show will be seeing it in such a magnificent space – the difference between that experience and seeing the same act at a club or traditional venue will help attract a wider audience, even including people from places like Fargo and Minneapolis.

In addition, further marketing in year 1 will center around the renovation and opening of the Batcher Block Opera House, and it is anticipated that the initial year of programs will see a corresponding spike in attendance to reflect the interest this will create. A strong membership plan and attention paid to in-venue marketing for future programs will help ensure first-time audiences are aware of and will make plans to attend future programs.

We recommend engaging a marketing specialist on a contract basis for the first year of operations who will focus heavily on reaching statewide and regional audiences.

Action Steps

STEP 1

WHAT: Finalize Formation of Batcher Block Nonprofit and board of directors

WHEN: September 2019

WHO: Melissa Radermacher, Colleen Frost, Steering Committee

STEP 2

WHAT: Hire Executive Director

WHEN: Q3 2020 or sooner as funds are available

WHO: Board of Directors

STEP 3

WHAT: Hire Operations and Administrative Coordinators

WHEN: Q4 2020

WHO: Executive Director, Board of Directors

Capital
Funding

Capital Funding

The Minnesota Management and Budget (MMB) 2020 Capital Projects support request presents a unique opportunity to bring this project to life. Should the project be funded, it will be up to the Steering Committee and local community leaders to raise the remaining amount, which will be necessary to receive any state funding. Therefore, it is imperative that a local group and the Batcher Block nonprofit begin working now on a fundraising plan in anticipation of the announcement of state funding. MMB requirements stipulate state funding should be encumbered within four years of the bond allocation, which provides the timeline by which matching funds need to be raised.

An important note: Capital funding for the rehabilitation of this building should not include any debt. Debt payments would place undue burden on the annual budget of the Opera House and/or the city, and annual expenses should be focused on personnel, programming, and space upkeep. The city, therefore, should work with the Opera House nonprofit to find ways to fund improvements and look to raise the amount remaining for renovation from grants, donors, and sponsorships.

Capital Funding: A Roadmap

Currently, the request to MMB stands at $8,500,000, half of the stated overall costs of $17,000,000. Based on similar projects in historic theaters and opera houses of the same size and structure across the country, we believe this number to be high, and we recommend further predesign work to find a more accurate approximate cost. Grant funding should be applied as soon as possible to predesign work to amend the overall project cost, as this will directly influence how much needs to be raised in a capital campaign before state funds are authorized. Currently, this grant writing has been done by city staff; moving forward, the board of directors of the newly-established nonprofit should engage with a fundraising professional or grant writer on a contractual basis.

This project will be eligible for a number of governmental and foundation grants local, regional, and national in scope. A list of potential grant opportunities is included in Appendix D.

Capital Campaign:
Crafting your Message

Once the total buildout amount has been identified, the BBOH Steering Committee, city and community leaders, and the board of directors of the newly-formed nonprofit should identify a Capital Campaign Committee to oversee an ambitious capital campaign reaching individuals and companies both in the region and outside of it who may support this project. While fundraising for a potential match to state funding is contingent on receiving the funding, for now the campaign can begin to reach out to prospective major donors and articulate the important opportunity ahead of us.

Prior to the announcement in early 2020, the capital campaign should identify and cultivate those major donors to identify large gifts contingent on state funding. For each opportunity for outreach, the Capital Campaign Committee should identify the “why” in donating – each person or company will be affected by the opening of the Opera House in a positive way, and as a Committee these ways should be identified and articulated.

The renovation of the Opera House represents a renovation of Staples at large – with such a significant presence downtown, breathing new life into this building can help encourage more development and continued revitalization of the downtown core. The Opera House will begin to drive more development by the purchasing power of non-local audiences and the outside money that will flow into Staples. For local companies and organizations with a presence in Staples, a donation to the Capital Campaign represents a long-term investment in the health and vitality of the city.

The campaign must feel inevitable – you have to will it to happen. The Committee should loudly and quite often point to the unique opportunity for half of renovation costs to be covered by the state, and it should be made clear that both very few Opera Houses of this era still exist in such good shape across the country, and many of them do not have an opportunity like MMB funding in front of them.Therefore, this is the most important time for the community to support this project. Raising money for this project can project pride in the building, in the town, and in the region at large.

Action Steps

STEP 1

WHAT: Determine real costs of Batcher Block Opera House renovation

WHEN: September 2019

WHO: City of Staples

HOW: Engage with a construction and engineering firm to determine hard estimates of costs for renovation and restoration of the Batcher Block Opera House. Coordinate with Carter Averbeck and Omforme Design to determine roles and responsibilities in interior restoration.

STEP 2

WHAT: Establish Capital Campaign Committee (CCC)

WHEN: October 2019

WHO: Batcher Block Nonprofit board of directors + other community members

HOW: Determine a core group of board members who can lead this group, and recruit a strong cross-section of the community, including students, business leaders, nonprofit leaders, and others, to form a CCC of around 25 people.

STEP 3

WHAT: Launch “silent phase” of Capital Campaign

WHEN: Q1 2020

WHO: CCC

HOW: Engage with major local funders and organizations to determine “lead gifts” that would include room naming rights and other forms of significant recognition. Create a roadmap of potential major funders and determine who on the CCC has a relationship to ask for support. Consider expanding the CCC to facilitate this process if needed. You should raise around 40% of the overall amount in the “silent phase,” in which much of the asking is done behind the scenes, or at least not in a major way.

STEP 4

WHAT: Launch public phase of Capital Campaign

WHEN: Q2 2020

WHO: CCC

HOW: Announce the campaign to the public through a major event which will turn into an annual fundraiser. At the same time, announce several additional events during the fundraising phase to allow for greater community buy-in and in-person support. Consider offering tours of the Opera House as part of the fundraising campaign. Through the artwork, architecture, and history of the space, the Opera House tells its own story – now is your chance to tell that story to a larger audience.

Well… What if we don’t get the bond?

When things don’t go as planned, make a new plan!

The above fundraising plan assumes that the 2020 MMB Capital Budget project request is successful. If the project is not funded in FY 2020, that does not mean the end of the Batcher Block Opera House, nor does it mean the end of this program plan. What it does mean is that new possibilities open up for the use, timeline, and strategy for building renovation. Below, we have modeled out several possible scenarios and the benefits and drawbacks of each.

SCENARIO 1: RE-APPLY IN 2021 OR 2022

What: This program plan is meant to be evergreen – few changes will need to be made to apply for future funding rounds from MMB. A note: the MMB process also allows for Phase I funding for planning specifically. If feedback from the 2020 application encourages greater planning prior to reapplying, consider applying for planning funding specifically in the next application window.

*Additional information available in Appendix E and Appendix F

PROS: Program plan and application are complete.

CONS: If the bond is not approved in 2020, it may require additional planning or a new approach to parts of the application. Should the bond not be approved, we will work with the Steering Committee to determine what changes need to be made for the next round.

SCENARIO 2: APPLY FOR ALTERNATIVE STATE AND FEDERAL FUNDING

What: MMB funding excludes this project from receiving other state financing, including the state and federal Historic Tax Credit programs, which cumulatively can fund a significant amount of project costs. In addition, a Minnesota Historical & Cultural Heritage Grant from the Minnesota Historical Society (MHS) could fund either design or construction for this project, and the State Capital Projects Grants-in-Aid program could do the same if funding is appropriated to this program in the future.

PROS: This funding would not be contingent on legislative action. In addition, this funding model would allow the nonprofit to own the building directly should that be desired.

CONS: Historic Tax Credits generally fund only eligible expenses, which lessens the amount of the overall project cost that could be covered by state funding. In addition, State Historic Tax Credits are set to sunset at the end of 2021 without additional legislative allocation.

Our Recommendation

We recommend re-applying for MMB Capital Projects funding for future years should the current application not be approved. In the meantime, we recommend establishing the nonprofit and beginning fundraising. Most crucially, we recommend incremental funding to pay for predesign work to get a reasonable estimate for construction costs.

Appendix A Community Visioning Session Results

Appendix B Budget Narrative

BUDGET NARRATIVE

(Narrative descriptions correspond to the letter/number in the full budget document. Additional information per category is available in the pages following the full budget)

REVENUES

A healthy mix of program revenues, as well as a concentrated effort on securing both program-specific and general operating philanthropic support, will contribute to the long-term sustainability of the Batcher Block Opera House.
The budget as follows presents gross revenues comprised of roughly 75% program income or earned revenue (building tours, event ticket sales, rental fees, class registration, and ticketing fees) and 25% unearned (grants, sponsorships, individual donations, and fundraising events). Due to the significant potential for earned income from rental fees, the ratio of earned to unearned revenue is slightly higher but still in line with similarly sized nonprofit arts centers across the state, such as:

• Paramount Center for the Arts in St. Cloud, MN (70% earned revenue, 30% unearned) • Lake Benton Opera House in Lake Benton, MN (70% earned revenue, 30% unearned) • The Barn Theatre in Willmar, MN (64% earned revenue, 36% unearned)

A. BUILDING TOURS AND SHOP SALES

A1. Building Tours

Scheduled guided building tours will be offered on a scheduled basis led by a volunteer Opera House “Ambassador.” While a nominal income stream, tours will be an important driver of tourism to the building. Group tours will also be offered, and Opera House marketing will target industry groups and adjacent interests – such as historic preservation, statewide tours, and others – to reach a target audience.

A2. Merchandise

The Opera House will sell t-shirts and other merchandise such as posters, canvas bags, and similar items. This budget assumes the sale of 10 t-shirts at $15 each and 15 other items at $10 each per month, total $3,600 in gross revenue annually. With production costs at $7 per shirt and $3 for other items, merchandise sales total $2,220 in annual revenue.

A3. Local Art Sales

Along with concert tickets and Batcher Block-branded merchandise, the Opera House will sell local goods made by regional artists, everything from clothing to visual art. The classroom spaces will double as local art galleries, and many of those pieces will be for sale, as well. This budget assumes 8 sales a month at an average of $40, which includes higher- priced items such as original paintings as well as lower-cost items such as leather goods. This budget represents a 60% cut of sale price going to the artist, with 40% going to the Opera House. Annual net revenue for local art sales is $1,536.

B. PROGRAMMING

B1. Mainstage Series – Ticket Sales

The “Batcher Block Presents” series represents the signature performance series in the Opera House. It is anticipated that year 1 will see eight performances. Each performance will have a tiered ticket system at $25 for presale, $35 day-of, and $20 for students, as well as a subscription series at $100 for five performances, with the ability to include additional performances as an add-on at $20 each.

We anticipate roughly 110 tickets sold per show with an additional 50 subscription series tickets, for around 150 – 170 people in attendance per performance. This represents $2,830 in ticket sales per event along with $5,000 in annual income from subscriptions, totaling $27,640 in ticket sales annually. While the Batcher Block space holds up to 400 people, included attendance estimates are conservative at around 30% capacity, which is anticipated as awareness and program recognition increases year over year

B2. Rooftop Series

The Batcher Block Opera House will host a seasonal rooftop concert series May – October, with roughly two performances each month. Tickets will cost $7 in advance and $10 day-of, with $7 student tickets also available. This budget assumes 55 people in attendance per event.

B3. Film

In community visioning sessions, residents expressed an interest in a local movie theater. While the Opera House will not act as a first-run theater, the space can program a film series for specific interests – for example, a “cult classic” film series, family film series, or “film and food” series in partnership with a caterer. This budget assumes a gradual increase in film programming as Opera House staff understand what type of films will draw the greatest local audience. Included are two film series, a family movie series and cult classic series, with six films for each series in Year 1. Family movie prices will be $5 per person or $10 family, cult classics being $8 in advance and $10 day-of. Annual ticket sales are anticipated to be $4,050.

B4. Theater

There are two existing community theater groups in Staples, one specifically a children’s theater. The opening of the Opera House presents an opportunity for the existing group to either become the Batcher Block resident theater company or for the formation of a new theater company. This budget represents twelve performances a year, with tickets selling for $12 in advance, $15 day-of, and $10 for students. In addition, it includes 60 subscription sales, which would include six shows for $55. In addition, this line includes gross revenue from a quarterly “dinner theater” event which would sell for $25 in advance and $30 day-of.

B5. Co-Productions

Co-productions represent the category of event arrangement between in-house presented programs and event rentals, in which community groups and local artists co-present performances with the Opera House and all ticket sales are shared between the groups. These arrangements allow for marketing and promotional responsibilities to be shared between groups and allow for greater access to the space for artists and community groups who may not be able to afford rental fees.

C. RENTALS

Several spaces will be available for rent in the Opera House – the Opera House space itself; the rooftop, which will include both indoor and outdoor space, and the first floor classroom. Each space will have different rentals rates depending on use – a local artist/nonprofit rate, a rate for arts and culture rentals, and a rate for private events such as weddings and corporate events. Rentals represent a significant source of revenue for the nonprofit, and considerable marketing efforts will target potential weddings and other private events.

D. EDUCATION

The Opera House will offer a full range of classes for all ages. The Opera House will maintain partnerships with the community center and Central Lakes College to understand gaps in arts education and engage partners for co-led classes where appropriate. The Opera House will also offer culinary classes in the test kitchen, ranging from children’s cooking classes to specific cuisine courses. The kitchen provides an opportunity to partner with SPROUT Food Hub. Costs for each class will vary and be dependent on duration, material costs, and teacher fee. Culinary classes will cost more due to food costs, and will range from $15 - $25, whereas general education classes such as yoga and photography will cost around $10, or lower for classes which can be bought by series (for example, a 5 week dance course for $35.

E. CONCESSIONS

The nonprofit will obtain its own liquor license and retain beverage sales for all events in the building, as this is an effective source of revenue for many arts nonprofits.

For private events such as weddings, a “preferred vendor” list will be created of local catering companies familiar with the space. The nonprofit will still retain the sale of beverages for these events.
Programming concessions are based on an average spend of $7 per person per event. Rental concessions are based on an average $10 per person.

F. TICKETING FEES

A $2 “Preservation Fee” will be included with the sale of each ticket purchased for the Batcher Block Opera House.
In addition, visitors to the Opera House can purchase tickets for other community events, such as choral group performances, happening both at the Opera House and elsewhere, with the $2 fee going towards the Opera House. It is anticipated that box office sales will begin as a volunteer position.

This budget anticipates around 500 tickets sold each month to Opera House programming, including concerts and classes. In addition, it anticipates the sale of 50 community event tickets per month.

G. FUNDRAISING

G1. Mainstage Series – Grants

As the signature event series, the “Batcher Block presents” series will include programs eligible for grant funding. Potential grants include:

• Arts Midwest Touring Fund, a regional regranting arm of the National Endowment for the Arts • Minnesota State Arts Board “Arts Tour Minnesota” grant program
• Other industry-specific grants, particularly those for performing arts organizations in rural areas.

31

G2. Grants / Foundations

Outside of the mainstage series grants, Opera House staff will also build programming eligible for grants from other regional and nation-wide funders, such as the National Endowment for the Arts, Association of Performing Arts Professionals, Minnesota State Arts Board’s Community Arts Education Support Grant and General Operating Support grants, Five Wings Arts Council, Region Five Development, Forecast Public Art, Bush Foundation, and various regional and industry-specific foundations. These grants will go to general operational support where applicable or to fund specific programs such as culinary education or artist residencies.

G3. Mainstage Series – Sponsorship

Local businesses will be approached with several sponsorship tiers for the “Batcher Block presents” series, which will include tiers at $2,500, $5,000, and $7,500 for Year 1. This budget anticipates one sponsorship at the “presenting” level of $7,500 and two “supporting” sponsorships at $2,500.

G4. Theater – Sponsorship

Two sponsorships at the “presenting” level of $5,000 for Year 1.

G5. Corporate Gifts & Additional Sponsors

Non-program specific sponsorship to cover operational costs will equal $26,000 annually. This budget anticipates several gifts under $10,000; with a strong culture of nonprofit support and several supportive local organizations, this annual number of $26,000 can also be reached through fewer, larger grants built in long-term partnerships.
G6. Individual Gits / Memberships

A strong membership program will be an annual driver of consistent revenue. The membership program will be led by the Board of Directors as well as the “Friends of the Batcher Block” advisory group. Memberships will range from $50 - $1,000 and up, and members will receive access to member events, reduced ticket rates, and recognition.

G7 – G9. Special Events

Three new annual fundraising events taking place at the Batcher Block Opera house, which could include holiday or seasonal events, dinners, or member events. These events will take place either in the opera hall or, for a smaller group, on the rooftop. In addition, the Opera House can plan joint fundraising events with other community organizations and split proceeds from the event.

G10. Endowment

Over time, any annual program revenues can contribute to the formation of an endowment for long-term sustainability of the organization. A secondary capital campaign, directly targeting an endowment, will be part of the long-term operational strategy of the nonprofit.

EXPENSES
H1. Merchandise Production Costs
T-shirt costs are anticipated to be $7/shirt, and $3/item for other gift shop items to be sold for an average of $10.

H2. Local Art Sales

60% of retail art sales will go to the artist, with 40% going to Batcher Block Opera House.

J1. Programming Expense

Programming expenses include event staff including technical direction and concessions, supported by a strong volunteer base, as well as artist fees. For the Mainstage Series events, artists fees are a fixed amount determined prior to the show; whereas with other community events, the program expense is calculated at 60% of ticket sales going to the artist. Film series expenses include movie rights.

J3. Lodging Maintenance

Recurring expense for the cleaning and maintenance of artist lodging facilities.

K. Rentals

Rental expenses include staffing, cleaning, and associated building overhead. Expenses range from 20% - 30% of event costs depending on event rate.

Note: Concessions staff are not included in this number but instead in the concessions expense line.

L. EDUCATION

L1. Teacher Fees

Teacher fees equal roughly 60% of program income for non-culinary classes. Culinary classes include an additional roughly 18% for food cost.

M. CONCESSIONS

Concession expenses are calculated at 30% of sales and include inventory and staffing. Concessions prices will range from $5 - $10, slightly more expensive than local food service establishments but in line with pricing at performing arts centers.

N. MARKETING

Marketing costs will primarily go towards advertising and printing to reach audiences across the region and from adjacent markets, including both Minneapolis / St. Paul and Fargo, highlighting the unique venue in which the performance will be presented. Graphic design services will be held on retainer.

O. STAFF

O1. Staff

Initial staffing will include one FTE position and two .5 FTE positions. It is anticipated that both .5 FTE positions will increase to FTE in Year 2 or 3.

Executive Director: The Executive Director will play a major role as the public face of the Opera House. This role will focus on fundraising and development as well as building partnerships with community groups, regional partners, and others.

O2. Payroll Taxes

Payroll taxes are calculated at 10% of payroll.

O3. Health Insurance

Health insurance is calculated at $300 / person / month for three FTE staff.

O4. Contract Staff

Professional services including grant writing, technical direction, and marketing. This amount does not include event staff, such as audio technicians and concessions attendants – those cost are factored into Programming Expense and Programming Concessions, respectively.

O5. Professional Development / Travel

Assumes one staff member will attend Arts Midwest, the Midwest region’s premiere music booking conference, for the purpose of securing talent and meeting other presenters in the Minnesota Presenters Network. In addition, short, in-state travel several times a year for Minnesota Presenters Network meetings.

An increase in Year 2 and 3 represents the inclusion of an additional conference, the Association of Performing Arts Professionals (APAP) conference. APAP and similar organizations offer subsidized registration to new organizations or first-time attendees; the Opera House staff will be eligible for these subsidies in Year 1 and Year 2.

P. FUNDRAISING

P1. Development Expense

$250 / month to cover basic fundraising expenses such as postage, brochures, donor events, etc.

P2. – P4. Special Events

Associated costs with annual fundraising events, including marketing, staffing, donor cultivation, and materials (food, décor, contracted talent for events, etc.)

Q. ADMINISTRATION

Standard office expenses, which can be reduced should a co-working or shared office space model include shared services.

Q7. Ticketing System

The purchase of an in-house ticketing system software and POS system will be necessary for the Opera House, and it will allow for both the creation of the $2 / ticket “Preservation Fee” as well as opportunities for the Opera House to sell tickets to community events.

R. INSURANCE / PRO FEES

Standard insurance and professional fees, including liquor liability, a fine art policy, and additional legal fees.

S. UTILITIES

Standard utility rates, including electric at $1.25 / square foot annually.

Appendix C: Operational Budget

Appendix D: Matching Fund Ideas

Minnesota’s Capital Budget

Current Capital Budget

Previous Capital Budgets

Capital Budget Instructions

Minnesota’s capital budget is primarily funded by issuing state general obligation bonds. Items funded in capital budgets often include land acquisition, repair, renovation and construction of state facilities; acquisition, construction and repair of state parks, trails, interpretive centers, campground facilities, forests, wildlife management areas, dams and flood control structures.

Capital budgets also include grants to local government for repair and construction of schools, parks, bridges and waste-water treatment facilities. Historically, major capital budget bills have been passed in even-numbered years.

Minnesota Management & Budget issues instructions for capital budget requests in April of the year preceding its submission to the Legislature. Preliminary submissions of state agency capital budget requests are due in June, with final submissions due in September. The Governor’s submits a proposed capital budget to the Legislature in January of even-numbered years.

https://mn.gov/mmb/budget/capital-budget/

Staples Motley Area Community Foundation

The Staples Motley Area Community Foundation (SMACF) welcomes grant applications from non-profit organizations within the Staples Motley School District boundaries. Grant applications are due twice a year on April 15 and October 15. Since 1999 we have given over $205,000 in grants.

The Staples Motley Area Community Foundation will accept and consider funding proposals that fit within the following catego- ries:

• Economic Vitality: Making our community vital now and in the future. Grants to promote community development and appearance.

• Children, Youth and Families: Supplementing the endeavors of people striving to develop and implement positive opportunities for residents of the Staples Motley area.

• Human Services: Programs to promote the overall quality of life and meeting human needs (i.e. healthcare, food shelves, domestic violence, etc.).

  The average grant is $2,000 and a limited number of grant funds are available so apply now. For large projects, grants are available a maximum amount of 50 percent of the project cost up to $2,000.

  The application and grant guidelines are available on the How to Apply page. Applications are to be submitted using the online link.

State Capital Projects Grants-in-Aid

The State Capital Projects Grants-in-Aid Program supports historic preservation projects of publicly owned buildings. Purpose: To support historic preservation construction projects for publicly owned buildings.

Grant Range: The minimum grant is $10,000. There currently is no request cap. The largest grant to date is $385,000.

Availability of Funding: Dependent on legislative funding. There is typically one funding opportunity each fiscal year in the summer/fall.

Match Requirement: Funds must be matched at least 1 to 1. Matching funds may be cash, in-kind and/or donated services or materials contributed to the project. State funds may not be used as a match.

Eligible Applicants: Applicants are local or county governmental units eligible to receive state bond funds as defined in Min- nesota Statutes 16A.695. State agencies or organizations primarily funded by the State of Minnesota are not eligible.

Eligible Properties: The property for which funds are being requested must be publicly owned and must be listed in the Na- tional Register of Historic Places, or have been determined to be eligible for listing in the National Register by the State Historic Preservation Office.

Eligible Projects Categories:

1. Restoration and/or Preservation, and

2. Building Systems and Accessibility

Eligible Work: The work must meet the following conditions:

• the expenditure funded must be for a public purpose;

• the project expenditures funded must be for land, buildings, or other improvements of a capital nature;

• the work must fall within one of the prescribed categories;

• the work must meet the Secretary of the Interior’s Standards for the Treatment of Historic Properties.

  Currently this program is not accepting applications as funding was not appropriated by the State of Minnesota in the most recent legislative session for this grant program. Other grant options may be available for your project. Please contact the Grants Office at 651-259-3497 or grants@mnhs.org to discuss options. MNHS will continue to request funding for this grant program.

  http://www.mnhs.org/preservation/state-capital

• the project must correspond with the purpose for which funding was issued, as set forth in the bill citation on page one (Laws of Minnesota, 2014, Chapter 295, Section 12); and

Revolving Loan Fund

Todd-Wadena actively pursues ways to be a leader and catalyst for growth in central Minnesota.

In 1995, Todd-Wadena was awarded a $400,000 RUS grant to fund two economic development projects in the area and to establish a revolving loan fund as the initial loans were repaid. In 2008, the cooperative received $300,000 through a similar grant project. As these loans are paid to Todd-Wadena, they are available for future economic development projects in the area. These loan funds have helped jump-start or expand many local businesses.

To be considered for a Todd-Wadena Economic Development loan, projects should create or retain jobs (with the exception of infrastructure improvement projects) and have had prior local or regional development agency participation. Interested parties may contact the Todd-Wadena office at 800-321-8932.

https://toddwadena.coop/our-community/economic-development/

USDA Rural Economic Development Loan and Grant Program Via Great River Energy
Purpose

• To promote rural economic development and job creation projects Applicant Eligibility

• RUS (Rural Utility Service) Electric and Telephone utility borrowers only

• Financially sound organization

• Current on all Federal debts

  Use of Loan Funds

• Business expansions and start-ups

• Community development projects

• Business incubator projects

• Project feasibility studies

• Advanced telecommunications and computer networks for medical and educational services

• Community antenna television systems or facilities (with restrictions)

  Maximum and Minimum Loan Amounts

• Maximum $1,000,000 ($300,000 grant maximum, requires 20% match from cooperative)

• Minimum $10,000

  Loan Terms and Repayment

• Zero-interest loan provided to the RUS Borrower on a pass-through basis to the ultimate recipient (project owner)

• Maximum 10 year repayment period

• Payments may be deferred up to two years

• Repayment by the ultimate recipient may not be more restrictive than the repayment schedule of the RUS Borrower

• Minimum 20% supplemental financing required of ultimate recipient

  Application Process

• Applications are submitted to your local field representative

• Applications are forwarded to the USDA - Rural Development National Office for selection on a national competitive

  basis

• Applications are selected monthly

  Selection Factors

  • Nature of the project

  • Job creation projections

  • Long-term improvements in economic development

  • Diversifying the rural economy or alleviating underemployment

  • Supplemental funds

  • Economic conditions and job creation

  • Unemployment rates

  • Per capita personal income

  • Change in population

  • Number of long-term jobs

  • Community-based economic development program

  • Plan for improving the marketable skills of people in rural areas

  • Location (rural)

  • Support for program - cushion of credit payments

  • Demonstration project

  • Probability of success

  • Ownership and management of the project

  • Ultimate recipient’s business plan

  • Completeness of application

CEE ENERGY GRANTS FOR NONPROFITS GRANT PARAMETERS

• 25% of the net installation cost (cost of improvement minus rebates)

• $5,000 maximum grant/building

• $10,000 maximum per organization

• Must be a nonprofit organization with annual gross revenue of less than $5M.

• Projects energy savings must have <10 yr payback, calculated before the grant.

• Lighting, retro-commissioning, HVAC equipment/controls, motors, insulation, etc.

• No new construction, expansion or preparation for new construction

• Improvements can only be for the space occupied by the eligible non-profit.

• Must be an existing commercial property.

• CEE reserves the right to reject any project at its discretion

  For more information click here »

For nonprofit organizations and their landlords statewide. Offers grants up to 25% net project cost for qualifying energy projects.

• Grant recipient must be a 501(c)(3) nonprofit exempt from taxes and/or a property owner that leases space to an eligible nonprofit.

CEE ENERGY SAVINGS FUND FOR NON-PROFITS

Nonprofit organizations that are interested in reducing their energy use are now eligible to apply for funds that CEE and the Minnesota Division of Energy Resources have allocated to help finance energy-efficient projects implemented on properties owned and/or occupied by nonprofit entities. Nonprofit organizations may also be eligible for the Energy Grant for Nonprofits.

LOAN TERMS

• Interest Rate: 0%

• Maximum Loan: $25,000

• Maximum Term: 7 years

• Income Limit: None

• Fees: None

  ELIGIBLE BORROWERS

  ELIGIBLE PROPERTY

  Facility must be an existing building occupied in whole or in part by a nonprofit entity.

  ELIGIBLE IMPROVEMENTS

• Must have a useful life that is greater than its simple payback period

• Must have a simple payback period that is no less than two (2) years and no greater than ten (10) years LOAN DOCUMENTATION NEEDED TO BEGIN THE APPLICATION:

• Completed loan application

• Articles of Organization, Bylaws, Certificate of Incorporation, Borrowing Resolution

• Two years financials and/or tax returns for business

• Personal guarantors must total at least 50% ownership of the business

• Written consent from property owner for tenant to do work on the property (if owner is not the loan applicant)

• Estimate(s) for the proposed work to be done

  For more information click here »

Borrower must be a nonprofit entity exempt from taxes under the 501(c)(3) of the Internal Revenue Code or an entity that leases an eligible facility to a nonprofit entity.

• An eligible improvement must be a modification to an existing building that is primarily intended to reduce energy consumption for the benefit of a nonprofit entity

This project was made possible by a grant from the U.S. Department of Energy and the Minnesota Department of Com- merce through the American Recovery and Reinvestment Act of 2009 (ARRA) The Energy Bank is Part of the Center for Energy and Environment. We provide resources that assist home and business owners make energy-smart property im- provements. We are not authorized by the State of Minnesota to engage in traditional banking.

Kresge Foundation

Place-based Initiatives: We support established Creative Placemaking practitioners that work in disinvested communities and seek to improve the bedrock conditions of low income people.

Focus Area Overview

Application Process

To apply or review an existing application, visit The Kresge Foundation Fluxx portal.

We believe that sharing lessons about how and when Creative Placemaking contributes to comprehensive community develop- ment is crucial to the arts and community development fields.

First-time visitors will be required to create an account. In addition, Fluxx is configured to work optimally in Google Chrome browser, which should be installed before you access the portal.

Instructions for creating an account and for installing the Google Chrome browser are available in “Fluxx Portal Instructions and Helpful Tips” found in the Library section of this website. That document also is available once you enter the portal for easy reference.

Eligibility

Who is eligible?

• Government entities in the United States. Who is ineligible?

• Individuals.

• Programs operated to benefit for-profit organizations. Grant Awards: $100,000 to $300,000

Below are eligibility requirements for Arts & Culture Program grant opportunities. In certain situations, criteria are added for specific grant opportunities.

• U.S. 501(c)(3) organizations with audited financial statements that are not classified as private foundations. Audits must be independently prepared following Generally Accepted Accounting Principles or Government Auditing Standards. Financial statements prepared on a cash, modified cash, compilation or review basis do not qualify.

• Organizations that discriminate on the basis of race, color, religion, gender, national origin, citizenship status, age, dis- ability, sexual orientation or veteran status.

• Organizations that require membership in certain religions or advance a particular religious faith. (Faith-based organiza- tions may be eligible if they welcome and serve all members of the community regardless of religious belief.)

OUR TOWN: National Endowment for the Arts

Our Town is the National Endowment for the Arts’ creative placemaking grants program. Through project-based funding, we

support projects that integrate arts, culture, and design activities into efforts that strengthen communities by advancing local economic, physical, and/or social outcomes. Successful Our Town projects ultimately lay the groundwork for systemic changes that sustain the integration of arts, culture, and design into local strategies for strengthening communities. These projects require a partnership between a local government entity and nonprofit organization, one of which must be a cultural organization; and should engage in partnership with other sectors (such as agriculture and food, economic development, education and youth, environment and energy, health, housing, public safety, transportation, and workforce development). Matching grants range from $25,000 to $200,000, with a minimum cost share/match equal to the grant amount.

FY 2020 marks the 10-year anniversary of the Our Town program. We are looking for projects that reflect a new and catalytic way of working and demonstrate the potential for sustained support and recognition for arts, design, and cultural strategies as integral to every phase of community development.

Projects

We encourage applications for artistically excellent projects that:

• Connect communities, people, places, and economic opportunity via physical spaces or new relationships.

Project Types – specific to Batcher Block

• Envision new possibilities for a community or place - a new future, a new way of overcoming a challenge, or ap- proaching problem-solving.

The National Endowment for the Arts plans to support a variety of projects across the country in urban, rural, and tribal commu- nities of all sizes.

• Bring new attention to or elevate key community assets and issues, voices of residents, local history, or cultural infra- structure.

• Inject new or additional energy, resources, activity, people, or enthusiasm into a place, community issue, or local econ- omy.

Our Town projects must integrate arts, culture, and design activities into efforts that strengthen communities by advancing local economic, physical, and/or social outcomes. Projects may include activities such as:

• Design of artist space: Design processes to support the creation of dedicated spaces for artists to live and/or to pro- duce, exhibit, or sell their work.

• Design of cultural facilities: Design processes to support the creation of a dedicated building or space for creating and/or showcasing arts and culture.

https://www.arts.gov/grants-organizations/our-town/grant-program-description

Redevelopment Grant Program

Minnesota Department of Employment & Economic Development

Overview

Grants can pay for land acquisition, demolition, infrastructure improvements, soil stabilization when in-fill is required, ponding or other environmental infrastructure and adaptive reuse of buildings, including remedial activities at sites where a subsequent redevelopment will occur.

The Redevelopment Grant Program helps communities with the costs of redeveloping blighted industrial, residential, or commer- cial sites and putting land back into productive use.

Grants pay up to half of redevelopment costs for a qualifying site, with a 50-percent local match. Eligible applicants are cities, counties, port authorities, housing and redevelopment authorities, and economic development authorities.

At least half of the grant money will be awarded to sites located outside of the seven-county Twin Cities metropolitan area, given that a sufficient number of eligible applications are received from outstate applicants.

Priority is given to projects with one or more of the following characteristics:

• Contamination remediation needs in conjunction with a redevelopment project

• Redevelopment potential within the municipality

• Proximity to public transit if located in the metropolitan area

• Advances or promotes the Green Economy https://mn.gov/deed/government/financial-assistance/cleanup/redevelopmentgrantprogram.jsp

• Project meets current tax increment financing requirements for a redevelopment district and tax increments will contrib- ute to the project

• Multi-jurisdictional projects that take into account the need for affordable housing, transportation, and environmental impact

Jeffris Heartland Fund: Historic Structures Report (Phase I)

Jeffris Family Foundation

The Jeffris Family Foundation invites applications for grants from the Jeffris Heartland Fund, to support the development of im- portant historic preservation projects in the states of Iowa, Illinois, Indiana, Michigan, Minnesota, Missouri, Ohio, and Wiscon- sin.

The decision to pursue a grant from the Jeffris Heartland Fund must be made in consultation with a Director of the Foundation to discuss your project and request a Jeffris Heartland Fund application form.

Directors can also assist grant-seekers with the application process, provide related technical assistance to guide wise and con- structive use of the grant funding, and administer grants once awarded.

Applications, once invited, are accepted at any time. Award notices are issued within approximately 30 days of receipt of the application.

First, determine if your project is eligible for Jeffris Family Foundation funding by taking our Eligibility Quiz. If your project meets our eligibility requirements and you pass the quiz, you’ll be taken to a page where you can fill out our Preliminary Inquiry form.

Proposal Period: Grant Range: Match:

CONTACT (IL, IA, MN, MO)

Open
$5,000 to $50,000 1-to-1 match (cash)

Contact: Email: Phone:

Royce A. Yeater royce@jeffrisfoundation.org (312) 399-1410

Source: https://www.jeffrisfoundation.org/resources/historic-structure-report/

Jeffris Heartland Fund: Capital Campaign Challenge Grant (Phase II)

Jeffris Family Foundation

The Jeffris Family Foundation annually invites projects and their nonprofit sponsors to submit a proposal for Capital Campaign Challenge Grants to support the development of important historic preservation projects in the states of Iowa, Illinois, Indiana, Michigan, Minnesota, Missouri, Ohio, and Wisconsin. Only sites of national or statewide significance will be considered. Un- solicited applications are not accepted.

Invitations are extended at the discretion of the Foundation and its directors who work closely with potential applicants to assess their readiness to launch a capital campaign. Projects which have completed their planning without a grant from the Jeffris Heartland Fund should submit an inquiry, and if appropriate, will be assigned a Director of the Foundation who will assess whether they should be considered for a future Capital Campaign Challenge Grant. Directors will also assist grantseekers with the application process, provide related technical assistance to guide wise and constructive use of the grant, and administer grants once awarded.

The decision to pursue a grant from the Jeffris Heartland Fund must be made in consultation with a Director of the Foundation to discuss your project and request a Jeffris Heartland Fund application form.

Directors can also assist grant-seekers with the application process, provide related technical assistance to guide wise and con- structive use of the grant funding, and administer grants once awarded.

Applications, once invited, are accepted at any time. Award notices are issued within approximately 30 days of receipt of the application.

Eligible Applicants

Eligible Activities

Letter of Interest deadline: Proposal Period:
Awards:
Grant Range:

Match:
CONTACT (IL, IA, MN, MO)

March 1
April 15 through June 1
mid-June
$50,000 to $1 million
2-to-1 match (cash, liquid securities, pledges for up to 3 years)

Established 501(c)(3) non-profit organizations or government agencies in partnership with a 501(c)(3) organization are eligi- ble to apply.

Applicants must be able to demonstrate their readiness for a capital campaign and restoration project through the submittal of an Historic Structure Report prepared by a qualified preservation professional. Such studies must recommend treatment of each element of the historic resource, and must contain cost estimates for the work.

Preservation, rehabilitation, and restoration work as detailed in the proposal and complying with the Secretary of the Interior’s Guidelines for the Treatment of Historic Properties.

Contact:
Email:
Phone:
Source: https://www.jeffrisfoundation.org/preservation/capital-campaign-challenge-grants/

Royce A. Yeater royce@jeffrisfoundation.org (312) 399-1410

Appendix E: Capital Grants Manual

Follow this link to Capital Grants Manual

Appendix F Capital Budget Process for Political Subdivisions

Follow this link to Capital Budget Process for Political Subdivisions