HomeMy Public PortalAboutEDACP 2021-01-26Economic Development Advisory Committee
Regular Meeting Agenda
Fraser Town Hall, 153 Fraser Avenue and Virtually
Tuesday,January 26, 2021
9:00 AM - 11:00 AM
NOTE: Times are approximate and agenda subject to change
Virtual Meeting Information
https://us02web.zoom.us/j/88419715536
Meeting ID: 884 1971 5536
Phone 1 -253 -215 -8782
Roll Call
Approval Of Agenda
Consent Agenda
Minutes October 27, 2020
EDACM 2020 -10 -27.Pdf
Discussion Items
Colorado Main Street Program
MS -Manual -2020 -V1120.Pdf
Candidate Application.pdf
Revitalizing Main Street CDOT Grant
Revitalizingmainstreetsgrantapplication.pdf
Tourism Website
Business Enhancement Grant Program
Business Enhancement Grant Program (PDF)_201905031002280022.Pdf
Business -Enhancement -Grant -Program -PDF COVID -19.Pdf
Economic Development Policy
2019 Fraser Economic Development Policy.pdf
Grand Park Economic Incentives Extension Request
MARKET STREET COMMERCIAL INCENTIVES AND INDUCEMENTS
TOWN OF FRASER.PDF
Other Business
Future Agenda Items
Adjourn
Members of the Fraser Board of Trustees may attend this meeting.
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Documents:
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Documents:
b.
Documents:
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d.
Documents:
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Documents:
e.i.
Documents:
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Economic Development Advisory CommitteeRegular Meeting AgendaFraser Town Hall, 153 Fraser Avenue and VirtuallyTuesday,January 26, 20219:00 AM - 11:00 AMNOTE: Times are approximate and agenda subject to change Virtual Meeting Information https://us02web.zoom.us/j/88419715536Meeting ID: 884 1971 5536Phone 1 -253 -215 -8782Roll CallApproval Of AgendaConsent Agenda Minutes October 27, 2020EDACM 2020 -10 -27.PdfDiscussion Items Colorado Main Street ProgramMS-Manual -2020 -V1120.PdfCandidate Application.pdfRevitalizing Main Street CDOT GrantRevitalizingmainstreetsgrantapplication.pdfTourism WebsiteBusiness Enhancement Grant Program
Business Enhancement Grant Program (PDF)_201905031002280022.Pdf
Business -Enhancement -Grant -Program -PDF COVID -19.Pdf
Economic Development Policy
2019 Fraser Economic Development Policy.pdf
Grand Park Economic Incentives Extension Request
MARKET STREET COMMERCIAL INCENTIVES AND INDUCEMENTS
TOWN OF FRASER.PDF
Other Business
Future Agenda Items
Adjourn
Members of the Fraser Board of Trustees may attend this meeting.
1.2.3.a.Documents:4.a.Documents:b.Documents:c.d.
Documents:
e.
Documents:
e.i.
Documents:
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ECONOMIC DEVELOPMENT ADVISORY COMMITEE
MINUTES
DATE: Tuesday, October 27th 2020
MEETING: Economic Development Committee Meeting
PLACE: Fraser Town Hall Board Room
PRESENT
Board: Barry Young, Deb Buhayar, Brian Nicolas, Tara Rose, Paula Stewart
Staff: Marketing and Economic Development Manager, Sarah Wieck
1. Regular Meeting: Roll Call
Barry called the meeting to order at 9:10 a.m.
2. Approval of Agenda:
Philip Vandernail moved, and Deb Buhayar seconded the motion to approve the
Agenda. Motion carried: 4-0.
3. Consent Agenda:
a) Minutes – August 25th 2020
Deb Buhayar moved, and Tara Rose seconded the motion to remove the minutes of
August 25, 2020 and they will be on the next agenda. Motion carried: 4-0.
4. Discussion
a) Tourism Website
a. Totally different
b. Stick with civic plus
c. Move forward
d. Explorefrasercolorado.com
b) Webcam Proposal
a. Distillery 678-907-3702
b. Professional building
c. Top of Fishers bar
c) Business Enhancement Grant
Page 2 of 2
Tara Rose Moved to open executive session, Barry seconded the motion
Carried 4-0
5. Executive Session:
To discuss the purchase, acquisition, lease, transfer, or sale of real, personal, or other
property interest under C.R.S. Section 24-6-402(4)(a). Fraser Deed Restriction Program
6. Open Forum:
7. Other Business:
8. Future Agenda Items
Deb Buhayar moved, and Tara Rose seconded the motion to adjourn. Motion carried:
4-0. Meeting adjourned at 10:33 a.m.
PROGRAM MANUAL
JULY 2020
COLORADO MAIN STREET ADVISORY BOARD
DiAnn Butler, Economic Development Director, Grand County
Downtown Representative
Jennifer Orrigo Charles, Executive Director, Colorado Preservation, Inc.
Preservation Representative
Christy Costello, Creative District Program Manager, Colorado Creative Industries
Office of Economic Development & International Trade
Morgan Cullen, Legislative & Policy Advocate, Colorado Municipal League
Municipal Representative
Betsy Jacobsen, Bicycle and Pedestrian Planning Section Manager
Colorado Department of Transportation
Stephanie Kobald, Executive Director, Meeker Chamber of Commerce
Main Street Manager
Jennifer Kovarik, University of Colorado Denver, University Technical Assistance Program
Member-at-Large
Laia Mitchell, Community Development Program Officer, Gates Family Foundation
Foundation Representative
Alan Matlosz, Managing Director, Stifel
Public Finance Representative
Tim Stroh, State Historical Fund Director
History Colorado
The Colorado Main Street program is pai for in part by a History Colorado
State Historical Fund grant.
Thanks to all of our statewide program partners!
CONTENTS
MAIN STREET BASICS .....................................................................................................1
HOW MAIN STREET GETS RESULTS .................................................................................3
MAIN STREET FOUR-POINT APPROACH® ...........................................................................................................3
GUIDING PRINCIPLES ............................................................................................................................................3
MAIN STREET COMMUNITY TRANSFORMATION STRATEGIES ....................................................................4
BENEFITS OF THE MAIN STREET APPROACH .................................................................5
COLORADO MAIN STREET PROGRAM SERVICES ..........................................................6
COLORADO MAIN STREET COMMUNITIES ....................................................................9
ABOUT AFFILIATES .................................................................................................................................................9
PREREQUISITES FOR CANDIDATE, DESIGNATED, AND GRADUATE COMMUNITIES ...............................10
REQUIREMENTS FOR CANDIDATE, DESIGNATED, AND GRADUATE COMMUNITIES ..............................11
ORGANIZING YOUR MAIN STREET PROGRAM ..........................................................12
ORGANIZATIONAL TYPES ..................................................................................................................................12
PROGRAM STRUCTURE .......................................................................................................................................12
HOW THE FOUR POINTS RELATE TO BOARD AND VOLUNTEER ACTIVITITES .......................................14
IMPORTANT DATES FOR MAIN STREET COMMUNITIES ..............................................15
APPENDICES
APPENDIX A: NATIONAL MAIN STREET ACCREDITATION CRITERIA ...........................................................17
APPENDIX B: SAMPLE POSITION DESCRIPTIONS FOR BOARD OF DIRECTORS .....................................18
APPENDIX C: SAMPLE JOB DESCRIPTION FOR MAIN STREET MANAGER ..............................................23
APPENDIX D: TIPS FOR MAIN STREET MANAGERS .......................................................................................25
APPENDIX E: SAMPLE MEMORANDUM OF UNDERSTANDING FOR CANDIDATE COMMUNITIES ......27
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Main Street Manual • 1
MAIN STREET BASICS
The Colorado Main Street Program offers support for community-led downtown revitalization. We help
communities thrive by providing a customizable framework to focus efforts, energy, and resources to create a
more vibrant community.
Proven revitalization strategies and organization help communities identify and leverage opportunities and
resources.
By focusing on current community strengths and assets, the Colorado Main Street Program is a catalyst to
move you forward, one step at a time.
THE COLORADO MAIN STREET PROGRAM IS
Customizable
• Framework to help focus your efforts, not a specific list of tasks for completion
• Support to create a roadmap that builds on your community’s unique strengths
• Leverage current leaders and efforts to build a sustainable foundation
• Action items evolve as your community needs change
Accessible
• Start small based on capacity, and then work through an incremental process
• Support and trainings are available at every step along the way
Holistic
• Align community assets, volunteers, and support to work toward a common goal
• Ongoing series of initiatives builds community support and create lasting progress
• A full suite of support services to revitalize your downtown
The Colorado Department of Local Affairs (DOLA) manages the Colorado Main Street program, which is
partially funded by a grant from History Colorado, the State Historical Fund. The mission of the Colorado
Main Street program is to coordinate resources and technical assistance for communities seeking to revitalize
their historic downtown commercial districts based on their unique needs. DOLA requires all potential
candidates to submit an application. The Main Street Advisory Board reviews the applications and the
Executive Director of the Department of Local Affairs considers feedback from the Advisory Board and
Colorado Main Street staff to select new Candidate Main Street communities.
2 • Main Street Manual
HISTORY OF THE MAIN STREET PROGRAM
Concerned about continuing threats to Main Streets’ commercial architecture
and aware of the need to stimulate economic activity in small-city
downtowns, the National Trust for Historic Preservation launched a community
demonstration project (1977-1980) that resulted in the creation of the Main
Street Four-Point Approach® and establishment of the National Main Street
Center in Washington, D.C.
Main Street is a national program that has spanned three decades and
taken root in more than 1,600 communities - a movement that has spurred
more than $79 billion in reinvestment in traditional commercial districts,
generated an average of $26.49 locally for each public dollar invested, led
to a net gain of 143,613 new businesses, 640,017 new jobs, and 284,935
building rehabilitations, galvanized thousands of volunteers, and changed the
way governments, planners, and developers view preservation.
COLORADO MAIN STREET HISTORY
Colorado was selected by the National Main Street Center for a state pilot
Main Street project from 1982 to 1985. Delta, Durango, Grand Junction,
Manitou Springs and Sterling were Colorado’s Main Street communities in the
initial program. DOLA administered this three-year pilot program.
Although the Main Street approach to downtown revitalization proved very
successful in Colorado, the state discontinued the program after completing
the three-year pilot project. Several communities continued to implement
Main Street and downtown revitalization programs without the benefit of a
statewide coordinating program, while other local programs were
discontinued.
Between 2000 and 2010, Downtown Colorado Inc. administered the Colorado Main Street program with a
grant from the State Historical Fund of the Colorado Historical Society.
In 2011, DOLA once again became the administrator of the program with a generous grant from the History
Colorado State Historical Fund. Because of the emphasis on historic preservation and the impact the program
has had in revitalizing Colorado’s historic downtowns, the State Historical Fund continues to generously
support the Colorado Main Street Program.
Main Street Manual • 3
HOW MAIN STREET GETS RESULTS
MAIN STREET FOUR-POINT APPROACH®
ORGANIZATION gets everyone working toward the same goal and assembles the appropriate human and
financial resources to implement a Main Street revitalization program.
• A governing board, volunteers, and specific project committees for a volunteer-driven program.
• A paid Main Street Manager supports and coordinates volunteers, dividing the workload and
delineating responsibilities, which builds consensus and cooperation among stakeholders.
PROMOTION sells a positive image of the commercial district and encourages consumers and investors to
live, work, shop, play, and invest in the Main Street district.
• Market unique characteristics (through advertising, media relations, retail promotional activity, special
events and marketing campaigns) with an effective promotional strategy forges a positive image.
• Improve consumer confidence and encourage commercial activity and investment by identifying and
appealing to market niches.
DESIGN puts Main Street into top physical shape.
• Capitalize on assets — such as historic buildings and pedestrian-oriented streets.
• Create an inviting atmosphere (attractive window displays, well-managed parking areas, building
improvements, street furniture, signs, sidewalks, lights and landscaping)
• Instill good maintenance practices
• Enhance the physical appearance by rehabilitating historic buildings, encouraging appropriate new
construction, developing sensible design management systems, and long-term planning.
ECONOMIC VITALITY strengthens a community’s existing economic assets while expanding and diversifying
its economic base to create jobs and to respond to today’s consumers’ needs, and to boost the profitability
and sales tax revenue of the district.
• Sharpen competitiveness of existing business owners
• Foster entrepreneurial start-ups and expansions
• Recruit compatible new businesses and new economic uses.
• Convert unused or underused commercial space into economically productive property.
GUIDING PRINCIPLES
Comprehensive: A single project cannot revitalize a downtown. An ongoing series of initiatives is vital to
build community support and create lasting progress.
Incremental: Small projects make a big difference. They demonstrate that “things are happening” and
hone the skills and confidence the program will need to tackle more complex problems.
Self-Help: Only local leadership can initiate long-term success by fostering and demonstrating community
involvement and commitment to the revitalization effort.
Public/Private Partnerships: The support and expertise of both the public and private sector is necessary
for an effective program.
Capitalizing on Existing Assets: Recognizing and making the best use of unique offerings provide the
solid foundation for a successful program.
Quality: From storefront design to promotional campaigns to special events, quality must always be the
main goal.
Change: Changing community attitudes and habits is essential for success. A carefully planned Main Street
program will shift public perceptions and practices to support and sustain the revitalization process.
Action-Oriented: Frequent, visible changes in the look and activities of the downtown will reinforce
the perception of positive change. Small but dramatic improvements show that the revitalization effort
is underway.
4 • Main Street Manual
MAIN STREET COMMUNITY TRANSFORMATION STRATEGIES
Each local Main Street program, in close partnership with community organizations and municipalities, will
help develop a set of Community Transformation Strategies connected to long-term change based on the
community vision and an understanding of the market, and should lead to outcomes both quantitative and
qualitative.
These strategies unite the Four Points of Organization, Design, Promotion, and Economic Vitality.
Withtransformational strategies in place, the Main Street organization can assess what activities, resources,
and people-power will be necessary to bring them to life with the Four Points. Progress will be measured by
economic metrics and quality outcomes, which will allow more flexibility in the organizational model of the
local Main Street program and the efforts of community revitalization.
For example, a community may decide that it wants to capitalize on its agricultural heritage. As a
transformational stratagy, that Main Street may work with local restaurants to develop farm-to-table
concepts (Organization), create events such as an antique tractor show and sugar beet bowling (Promotion),
and build a community garden in downtown (Design).
COMMUNITY VISIONING
Visioning should be a community driven process that brings stakeholders from all sectors together, inviting
them to be proactive participants in the revitalization process. This can provide a foundation for outlining the
community’s own identity, expectations, and ideals while identifying perceptions, needs and opportunities.
COMMUNITY TRANSFORMATION STRATEGY
Typically, communities will find two or three Community Transformation Strategies are needed to help reach
a community vision. Some Strategies may be more easily achievable in the short-term, while others are more
aspirational and will require long-term, dedicated effort. The work within any strategy would integrate the
Four Points (Organization, Economic Vitality, Promotion, Design).
IMPLEMENTATION AND MEASURE
To succeed, a Main Street program must show visible results that can only come from completing projects.
Short- and long- term activities should add up to meaningful change. A Main Street program should be able
to demonstrate wise use of resources, which translate to real change on the ground. New jobs added, new
businesses opened, and buildings being rehabilitated are examples of metrics of success. Any strategy should
be thought of as a way to support the community’s vision with meaningful, measurable outcomes (not outputs).
Main Street Manual • 5
BENEFITS OF THE MAIN STREET APPROACH
The Colorado Main Street program is customizable, accessible, and holistic. Communities in the program who
practice the Main Street Four-Point Approach® and embrace the eight principles reap benefits.
LOCAL JOBS. Frequently, downtown as a whole is the second or third largest employment center
in the community.
PROTECTION OF NATURAL RESOURCES AND ENERGY CONSERVATION. New construction
requires many resources, and 30 percent of solid waste in landfills is from demolition of old buildings.
It is often said that the greenest building is the one that does not have to be built. Rehabilitating and
reusing old buildings is an environmentally sound strategy. Additionally, more resources are required
to develop in greenfield sites on the edge of town than to develop in infill spaces, where existing
utilities may be used.
EFFICIENT USE OF PUBLIC INFRASTRUCTURE. Large investments have been made over time in
downtown infrastructure, so it is often more efficient to keep downtown vibrant than extend
infrastructure to new development. Local government can support strategic development and
capitalize on the value and potential investment that commercial districts can attract.
$ PROPERTY AND SALES TAXES. The healthier the downtown businesses are, the higher the rents
building owners can collect, resulting in higher property values and a higher tax base for the
community. Because of its compact nature, a healthy downtown generally pays more in property
taxes per acre than anywhere else in your jurisdiction (Joe Minicozzi, Urban3 LLC, for the Sonoran
Institute). A vibrant downtown attracts not just locals, but regional shoppers and tourists – and sales
tax revenue – to your jurisdiction.
PUBLIC SAFETY. A vacant and deteriorated downtown breeds crime. Keeping your downtown and
commercial districts active and alive helps citizens to feel safe and want to take part in the
community.
STRATEGIC DECISION-MAKING. Decisions on zoning, land use, and commercial sprawl impacts the
health of downtown. Local government is the keeper of public lands, buildings, streetscape, and
infrastructure, so community consensus is important.
DOWNTOWN DEVELOPMENT & INDUSTRIAL DEVELOPMENT. Industrial development prospects
expect to tour downtown and assess for themselves your community’s values with respect to
maintaining and supporting a healthy central business district. If downtown is vacant and
deteriorated, potential industry tenants may question the community’s respect for the
industrial park in a few years.
QUALITY OF LIFE. Downtown was historically the cultural, educational, commercial, recreational, and
governmental center of your community. Residents expect these amenities to exist in your community
to enhance their quality of life. Downtown will continue to be this quality of life center if given the
opportunity.
PRIDE IN A HEALTHY & VIBRANT COMMUNITY. All towns started around a commercial district or
downtown. It is the heart and soul of your community and should reflect the pride of local leadership
and residents. It is the face you project to visitors, investors, and yourselves. The reputation of your
community is based on the condition of your downtown.
6 • Main Street Manual
COLORADO MAIN STREET PROGRAM SERVICES
The following is a list of services provided by Colorado Main Street staff. This list is not comprehensive, but
should provide a general understanding of the basic services provided. Services are available to communities
upon request and availability of the Colorado Main Street staff and other resources.
AVAILABLE TO ANY COLORADO COMMUNITY
TRAINING: MAIN STREET 101
Colorado Main Street staff can host a conference call or webinar with, or visit, your community and
provide a brief overview of the Colorado Main Street program and the overall approach to downtown
revitalization. Ideally various community organizations and members would attend the meeting and arrive
having viewed the information available on the Colorado Main Street website and provided in advance
by staff.
COMMUNICATIONS: NEWSLETTER
Colorado Main Street emails a quarterly newsletter of best practices, community highlights, and tips and
ideas for downtown revitalization. Contact Colorado Main Street staff to be added to the list.
COMMUNICATIONS: SOCIAL MEDIA
Colorado Main Street hosts a Facebook page to publicize events, trainings, interesting articles, and more.
Find us at Colorado Main Street and @COMainSt.
The Department of Local Affairs also has a Twitter account (@COLocalAffairs) that frequently features
news and updates from the Colorado Main Street program.
ONLINE
Numerous resources for Main Street communities, including this manual, are available on the Colorado Main
Street website, www.colorado.gov/pacific/dola/main-street-resources. A few of these include:
Webinars on various topics related the Main Street Approach, such as:
Basics of each of the Four Points
Organization (communications, establishing nonprofit and special district entities, etc.)
Promotion (marketing, customer experience)
Economic Vitality (Small Business Development Centers)
Design (walkability, tax credits, etc.)
Toolkits (www.colorado.gov/pacific/dola/main-street-toolkits)
Colorado Downtown Streets
Board of Directors Best Practices
Volunteer engagement
Community Building and Partnerships
Key Messages and Communications
Tools for Main Street Managers Only
Quarterly reporting guides, templates, and more
Mini-grant application
Work plan template
Architectural assistance request
Other Resources
Understanding Certified Local Governments in Colorado
2017 Colorado Main Street Year In Review
Anatomy of a Main Street Building
Main Street Manual • 7
AVAILABLE TO AFFILIATES AND COLORADO MAIN STREET COMMUNITIES
TRAINING: MAIN STREET WEBINARS
Each Main Street webinar covers a topic within one of the four points. Colorado Main Street staff, board
members, and volunteers are welcome to attend.
AVAILABLE TO CANDIDATE COMMUNITIES
TRAINING: ACTIVATION VISIT
Main Street staff conduct an activation visit with communities that enter the program at the Candidate level
to get the community started in its Main Street efforts with a solid foundation. By the end of the activation
visit, the manager, board, and community stakeholders should have a basic understanding of what the
Main Street program is and why it is important, and be able to begin identifying transformational
strategies and developing an annual work plan to guide their future efforts.
AVAILABLE TO CANDIDATE, DESIGNATED, AND GRADUATE COMMUNITIES
NONCOMPETITIVE MINI-GRANTS
Colorado Main Street offers noncompetitive mini-grants to our Candidate, Designated, and Graduate
communities based on available funding. These funds, which require a 25 percent match, may be used only
for planning, training, and physical improvements (not for operational costs). The funded project must be
listed on the community’s submitted annual work plan, and be consistent with its strategic plan. Applications
are filled out online.
CONSULTING FUNDS
Each year, Colorado Main Street offers consulting funds based on available funding each state fiscal
year. These funds, which do not require a match, should be used to complete unfulfilled requirements of a
community’s current tier or to make progress on prerequisites to move to the next tier. The funded project
must be consistent with the community’s submitted annual work plan and strategic plan. Main Street Program
staff will work with each community to determine project needs based pn tier status and annual work plans.
Colorado Main Street pre-qualifies consultants to undertake identified projects and administers the contracts.
SCHOLARSHIPS
Based on available funding, the Colorado Main Street program offers scholarships to communities. The
scholarship must be used for the manager to attend the Main Street Manager Summit, and for at least one
representative from the community (the manager, a board member, elected official, or dedicated
volunteer) to attend the National Main Street Conference. Any remaining funds may be used to pay for
additional Main Street-related training as appropriate.
TRAINING: MAIN STREET MANAGER SUMMIT
The Main Street Summit is a gathering of Colorado Main Street managers and provides an opportunity to
learn from peers, discuss available resources, and learn current best practices.
TRAINING: BOARD AND/OR NEW MANAGER ORIENTATION
Orientation to the Colorado Main Street Program helps new Main Street board members and managers to
fully understand the mission and requirements of the program. When a new community enters the program,
an existing Main Street community has significant turnover in its board, or a new Main Street manager is
hired, Colorado Main Street staff can provide an orientation to go over the program requirements,
services, and overall mission.
ANNUAL VISITS
Each year, Colorado Main Street staff visits all local programs, including new communities, to ensure they
continue to build capacity and progress through the tiers of the statewide program. Colorado Main Street
Program staff will review the memorandum of understanding (MOU), quarterly reporting requirements,
and progress in completing prerequisites for advancing to the next program tier. This process helps to
determine projects where volunteers and contractors can best be utilized, as well as inform the potential
use for the next year’s mini-grant.
8 • Main Street Manual
REACTIVATION VISIT
When a local Main Street program is identified as needing additional support to succeed, a reactivation
visit can be arranged. The reactivation team is a combination of Colorado Main Street staff and/or
consultants based on the needs of the community. The team works with the local program to determine the
appropriate timing and scope of the visit (most visits are between one and two days). The general intent is
to reinvigorate the manager, board, and community stakeholders with a solid understanding of what the
Main Street program is and why it is important, as well as create a roadmap for future efforts so the
community can advance in the program.
REGULAR COMMUNITY CONVERSATIONS
Community Conversations are conference calls and webinars organized by Colorado Main Street staff.
These calls provide a venue for Main Street managers to discuss issues, best practices, upcoming events,
and more.
MANAGERS’ LISTSERV
This listserv is for local Main Street Managers and appropriate staff to quickly communicate questions,
issues, best practices, and other items of discussion among local Main Street leaders.
TECHNICAL ASSISTANCE AS RELATED TO MAIN STREET WORK PLANS
The Colorado Main Street Program provides training and technical assistance as requested and as
resources are available to help with a community’s strategic plan, transformational strategies, and/or work
plan. These services can be provided by Colorado Main Street staff or consultants, depending on the
nature and urgency of the need.
PRESERVATION ARCHITECTURAL SERVICES
The State Historical Fund provides a grant to fund a Colorado Main Street architect. The architect can help
the local government and private property owners with historic buildings upon request. See the
Architectural Assistance Request form on the Colorado Main Street website for more information.
AVAILABLE TO DESIGNATED AND GRADUATE COMMUNITIES
ROAD SIGNS
Highway signs with the Colorado Main Street logo are available to help identify your community as part
of the Main Street network and a great place to visit. The local program suggests locations along the
entryways to its Main Street district and the Colorado Department of Transportation (CDOT) installs
the signs.
Main Street Manual • 9
COLORADO MAIN STREET COMMUNITIES
The Colorado Main Street Program has three tiers (Candidate, Designated, and Graduate) to help
communities build capacity as they work toward downtown revitalization. Each local program sets a vision for
its community and consistently works toward achieving that vision. Colorado Main Street staff provides
technical assistance, training, and small financial grants to help communities work toward these prerequisites
and requirements.
The program also offers an Affiliate option, which is open to all Colorado cities and towns and does not have
many prerequisites and requirements.
Main Street Communities
Craig
Nucla
Hotchkiss
Naturita
Silverton Creede
Pagosa Springs San Luis
Florence
Walsenburg
Green Mountain Falls
Larkspur
Georgetown
IdahoSprings
Nederland
Mead
Aurora Cultural Arts District
Sterling
Cañon City
Berthoud
Meeker
Montrose
Ridgway
Leadville
Trinidad
Elizabeth
Woodland Park
Central City
La Junta
Lamar
Brush
Lake City
Steamboat
Springs
Wellington
Windsor
Granby
Victor
Lyons
Graduate Designated Candidate
Eaton
Wray
Monument
Westclie &Silver Cli
Hugo
Old Colorado City(Colorado Springs)Buena Vista
Springeld
Ouray
Rangely
Bennett
ABOUT AFFILIATES
Affiliate communities may be on their way toward becoming Candidate Main Street communities, or simply
want to connect to the Main Street network. A community may remain an Affiliate as long as it desires, but is
not considered an official Main Street community until it is accepted as a Candidate community.
There are no prerequisites (other than interst and applying) or requirements to becomin an Affiliate of the
Colorado Main Street Program.
Deadline: Applications are accepted on a rolling basis.
Timeline: Colorado Main Steet straff will review your application and notify you within four weeks.
Questions? Contact Colorado Main Street staff to discuss benefits and for help with the application.
GRADUATEDESIGNATEDCANDIDATEAFFILIATE
10 • Main Street Manual
CANDIDATES focus on structure to establish a lasting local Main Street program.
Steering committee or board of directors.
Volunteers and staff attend trainings, read information, and view introductory webinars on the Colorado Main
Street website.
Have a dedicated champion and point of contact for communications.
Multi-year strategic plan that addresses the community’s vision and incorporates the Four Points that is no
more than five years old (could be a community assessment, downtown plan, or similar as approved by staff).
Community awareness of the Main Street program. (Ideas to promote community awareness: partnerships,
public meetings, brochure or handout, newsletter or website, and social media.)
Support from the public and private sectors, including a local government resolution and three letters of
support from community organizations.
PREREQUISITES FOR CANDIDATE, DESIGNATED, AND GRADUATE COMMUNITIES
DESIGNATED have a solid foundation in place to run an effective Main Street program.
Active board of directors.
Bylaws, articles of incorporation, internal procedures, board position descriptions, and other applicable governing
documents for your organization.
Formalize local program structure.
A multi-year strategic plan that addresses the community’s vision and incorporates at least one transformational
strategy as well as the Four-Point Approach that is updated every five years.
Mission and vision statements.
Paid professional manager dedicated to the local Main Street program (can be part-time), and formal system for
annual evaluation.
Funding plan and adequate operating budget.
Main Street district boundary and map (historic, commercial, walkable downtown).
Member of the National Main Street Center meeting the National Accreditation Standards of Performance.
Program of ongoing training for staff and volunteers.
Volunteer base and begin to develop a system for managing, recruiting, retaining, and thanking.
Website for program.
Attend/host a Certified Local Government training to learn about the program and how it may help your community.
Developing historic building inventories and identifying historic assets.
Basic business inventory of Main Street district (business types, contact information, number of employees, etc.).
Basic building/property inventory of Main Street district (ownership patterns, building conditions, vacancies, building
square footage, use, average rents, and more).
GRADUATE serve as an example for local programs statewide.
Have a succession/transition plan for your staff, board, and volunteers as applicable.
Update your building/property inventory of your Main Street district (including ownerships patterns, building conditions,
vacancies, building square footage, use, average rents, and more).
Solidify your volunteer management program and develop a volunteer recognition/award program.
Multi-year strategic plan t hat addresses the community’s vision and incorporates the Four Points with transformational
strategies that are reflected in the annual work plan; updated every five years.
Update your business inventory of your Main Street district (including business types, contact information, number of
employees, and more).
Complete a market analysis including market radius, leakage, demographics, etc.
Solidify your program budget with diversified funding sources and adequate operating funds.
Main Street Manual • 11
REQUIREMENTS FOR CANDIDATE, DESIGNATED, AND GRADUATE COMMUNITIES
Colorado Main Street staff will provide and or organize some of these requirements. These requirements are
incorporated into your memorandum of understanding (MOU).
CANDIDATE DESIGNATED GRADUATE
Maintain the prerequisites above X X X
Establish support and participation of the local government X X X
Attend quarterly Main Street trainings, the annual Main Street
Summit, and annual National Main Street Conference (Local
program managers, board members, and/or volunteers must
attend two of four quarterly training webinars per year, as well
as the National Conference Local program managers must attend
the Summit)
X X X
Attend additional trainings (Local program managers, board
members, and/or volunteers are required to collectively attend at
least two trainings per year in addition to the required quarterly
trainings
X X X
Host an annual visit X X X
Sign and maintain compliance with a memorandum of
understanding (MOU) with DOLA X X X
Demonstrate a strong historic preservation ethic (see Appendix A)X X X
Submit quarterly reports and reinvestment statistics X X X
Identify transformation strategies and submit an annual work plan
that is coordinated with your municipality X X X
Follow the National Main Street Approach and complete an
annual self-evaluation of performance on the 10 national
accreditation standards (see appendix A)
X X X
Present at least once annually a “State of Main Street” report to
the local elected body and submit a copy of the meeting minutes
and/or report to DOLA with a quarterly report
X X X
Host an annual board retreat, potentially for strategic planning X X
Have a paid professional manager X
Have an active board of directors X
Provide mentorship to Candidate and Designated Main Street
communities X
TO APPLY
• CANDIDATE applications are due Feb. 15 and Sept. 15. The applications is available on the Colorado
Main Street website. Applicants are encouraged to become Affiliate prior to applying to be a Candidate,
and to work with Colorado Main Street staff to ensure your community is a good fit.
• DESIGNATED and GRADUATE applications are accepted on a rolling basis; however, to receive the full
financial benefits of the status, consider applying in March to meet the May 1 cutoff for budgeting.
Applications to become a Designated or Graduate Main Street community are based upon community
desire, completion of prerequisites, and recommendation from Colorado Main Street staff. Please contact
staff for the application.
Colorado Main Steet straff and the Colorado Main Street Advisory Board review each application for Canidate,
Designated, and Graduate status; recommendations are then given to the executive director of DOLA to make
the final decision. Once the decision is finalized, you will receive notifcation.
Contact Colorado Main Street staff to discuss benefits and for help with the application.
12 • Main Street Manual
ORGANIZING YOUR MAIN STREET PROGRAM
ORGANIZATIONAL TYPES
The exact type of organization chosen for each Main Street program varies from community to community
and may change over time. Some typical organizing structures include:
NONPROFIT
The local Main Street program may be a 501(c)(3), 501(c)(4), or 501(c)(6) organization depending on its
exact mission and the findings of the IRS. Each designation varies somewhat in what activities the organization
is permitted to undertake. A 501(c)(3) offers tax benefits for some (but not all) donors. Colorado Main Street
has posted two recorded webinars on its website on choosing, attaining and maintaining nonprofit status. All
nonprofits are governed by a board of directors, must adopt bylaws, and must comply with financial
reporting requirements.
EMBEDDED IN ANOTHER ORGANIZATION
A Main Street program may be embedded in another organization, such as an economic development
corporation, local government, or Downtown Development Authority (DDA). In this case, the Main Street
program should have its own advisory board to over Main Street activities, and should have its own budget
and sources of revenue. In some cases, the umbrella organization’s board may serve as the Main Street
board, but working groups should be developed to work specifically on the Main Street program.
CHAMBER-BASED
In smaller towns, or in towns with strong downtown business districts, it may make sense to combine a Chamber
of Commerce and a Main Street program. This can be done either by unifying both programs under one
board, or by having a Main Street governing board and program housed within the larger organization.
Keep in mind that there may be conflicts between the two organizations’ missions and philosophies.
COALITION
In some cases, a Main Street program may be a coalition of more than one organization, such as an existing
merchants’ group serving as the Promotion point for a DDA Main Street organization. In these cases, it is
important to clearly define responsibilities, clarify funding and fundraising, and keep strong communication
between the entities and staff.
PROGRAM STRUCTURE
Regardless of the organizational structure, there is one recommended organizational model: Having a board
who serves as main stakeholder group and individual project-based sub-committees, task forces and/or
existing organizations. This structure can be developed further to reflect community needs. A Main Street
manager/staff is only required as a Designated and Graduate community and may be a full- or part-time
position depending on the size of the community.
BOARD OF DIRECTORS OVERVIEW
The board is the governing body of the local Main Street program, providing strategic direction, making
decisions on budget and staff, and serving as ambassadors for the program. Main Street boards often are
considered working boards, and members’ commitments of time (generally five to 10 hours per month, plus
meeting attendance) should be outlined in a position description (see Appendix B). If the program is an
independent nonprofit organization, board members will have fiduciary responsibilities.
Board procedures, including election of president and vice president, should be outlined in the adopted
bylaws (sample bylaws available from Colorado Main Street). It is also helpful to have a system for
succession so someone is knowledgeable and ready to step in if the chair/president leaves the organization.
Main Street Manual • 13
The board chair or president (not staff) runs meetings, often using Robert’s Rules of Order (or a loose
interpretation thereof). It is important that the board make clear decisions and give straightforward direction
to staff, although it is generally the president/chair who works most closely with staff. Likewise, it is helpful for
staff to deliver a written report prior to each meeting. The board treasurer will track finances and deliver a
financial report at each meeting, and the board secretary may take minutes.
Some boards select an executive committee (generally the officers — president, vice-president, secretary, and
treasurer) to make certain decisions, such as those regarding staffing, but this is not necessary for many smaller
organizations.
It is also desirable to strive for diversity (i.e., depending on the make-up of your district, you may strive to
include a retailer, employer, property owner, restaurateur, and community resident). The board may contain
ex-officio members representing certain organizations (such as the local government, Chamber of Commerce,
etc.) and these may be voting or nonvoting members. It is generally recommended that boards are kept to a
manageable size (no more than nine or 11 members, and smaller is fine) — not every partner need be
represented on the board. Remember that this is a working board and should include those who want to roll
up their sleeves — not necessarily those who are prominent in town and have many other responsibilities.
Board members, not staff, should take the lead in fundraising as they are the ambassadors of the
organization.
Main Street Boards should represent these five important groups:
• workers who roll up their sleeves and actively participate in the implementation of the program;
• wisdom to further the mission of the local program;
• At least one worrier to act as the reality check for the rest of the board;
• wealth, and the knowledge of where to get it; and
• Representative and inclusive of the whole community.
The Main Street Board, as a group, is responsible for:
• raising funds needed to operate the local program (this is not a responsibility of staff);
• being walking, talking advocates for the program;
• being accountable to the community for success of the local program and for using its human and
financial resources wisely;
• setting strategic direction, both long- and short-term, including approving annual work plans;
• establishing policies for the program; and
• making personnel decisions (hiring, evaluation, and dismissal of staff).
The role of each board member is to:
• participate with knowledge, labor, and money;
• attend monthly board meetings and complete assigned tasks;
• understand the mission of the local program and actively promote its goals;
• support the decisions of the board; and
• devote time to attend educational opportunities relating to the program and downtown development.
To learn more best practices for boards, visit the Colorado Main Street website. For more information on
board roles, see Appendix B.
14 • Main Street Manual
HOW THE FOUR POINTS RELATE TO BOARD AND VOLUNTEER ACTIVITITES
ORGANIZATION plays a key role in keeping the board, staff, volunteers, and program-of-work in good
shape by attracting people and money to the organization. Organization focuses on:
• fundraising — from projects and administration, donations, sponsorships and grants;
• managing staff and volunteers — by maintaining a volunteer list, recruiting people, supervising them,
and rewarding good work;
• promoting and communicating about the program — to downtown interests and the public;
• partnering — with other community organizations; and
• managing finances — by establishing and maintaining good accounting principles.
PROMOTION is geared toward promoting the downtown as the center of commerce, culture, and community
life for residents and visitors alike. Promotion focuses on:
• understanding the changing market — both potential shoppers and your competition;
• building on downtown assets — including people, buildings, location, heritage, and institutions;
• defining Main Street’s market niche — its unique position in the regional marketplace;
• creating new image campaigns, retail promotions, and special events — to lure people to
downtown; and
• marketing the downtown — through branding, print materials, and online.
DESIGN plays a key role in shaping the physical image of Main Street as a place attractive to shoppers,
investors, business owners, visitors and residents. Design focuses on:
• providing good design education and advice, through professional resources where available, to
encourage quality improvements to private buildings and public spaces;
• planning Main Street’s development — guiding future growth and shaping regulations through
engagement with stakeholders and local government;
• motivating business and property owners to make changes — linking business and building owners to
available incentives, creating new incentives, and targeting key projects;
• being a steward of public spaces within the district;
• facilitating the rehabilitation of existing private buildings and the creation of new buildings compatible
with the district; and
• enhancing the walkability and ambience of the district — beautification, building facades,
streetscape, parking, and signage.
ECONOMIC VITALITY is about understanding the market, identifying new market opportunities for the
district, linking business owners with available assistance, findng new uses for historic commercial or residential
buildings, and stimulating investment in private property. Economic Vitality focuses on:
• learning about the district’s current economic condition and identifying opportunities for
market growth;
• strengthening existing businesses and attracting new ones;
• finding new economically viable uses for traditional Main Street buildings;
• developing financial incentives and capital for business development and possibly for building
rehabilitations; and
• monitoring the economic performance of the district.
Main Street Manual • 15
IMPORTANT DATES FOR MAIN STREET COMMUNITIES
Annual Visits to all Main Street Communities Scheduled between Main Street
staff, DOLA regional managers, and
local program
Regional Training Locations and dates vary
Community Conversations Every other Wednesday
January
15 Quarter 4 reports due (previous calendar year)
31 Local Main Street work plan due
Varies National Main Street accreditation self-assessment due
February
Varies Colorado Preservation Inc. Saving Places Conference In Denver
March
1 Colorado Main Street consulting needs requests due
Varies Quarter 1 training Webinar
Varies National Main Street Annual Conference Location varies
April
1 History Colorado State Historical Fund Grant deadline Draft grants due 4-6 weeks prior to
deadline
15 Quarter 1 reports due
Varies Advisory Board Meeting Review of Candidate applications
Varies Downtown Colorado Inc. Annual Conference Location changes each year
May
All month Historic Preservation month
June
Varies Quarter 2 training Webinar
30 End of state fiscal year All reimbursements, grant, and
consulting funds must be spent for
year
July
15 Quarter 2 reports due
Varies Advisory Board Meeting Review of Candidate applications
September
Varies Quarter 3 training Webinar
October
1 History Colorado State Historical Fund Grant deadline Draft grants due 4-6 weeks prior to
deadline
15 Quarter 3 reports due
November
Varies Main Street Summit
December
Varies Quarter 4 training Webinar
Varies Advisory Board Meeting Review of Candidate application
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Main Street Manual • 17
APPENDICES
APPENDIX A: NATIONAL MAIN STREET ACCREDITATION CRITERIA
The Main Street Program accreditation process evaluates established commercial district revitalization
programs on the basis of 10 basic performance standards set by Main Street America and provides national
recognition to those that meet these standards.
The 10 performance standards provide benchmarks and guidelines on how the organization should be
functioning and an incentive for organizations to perform better and be more effective.
Early each year, Colorado Main Street staff will distribute a self-assessment of the 10 criteria for each
community to complete. Staff will follow-up with communities as needed and use completed assessments to
recommend status to the National Main Street Center.
The 10 Standards of Performance
Broad-based community support for the commercial district revitalization process, with strong support
from both the public and private sectors
Vision and mission statements relevant to community conditions and to the local Main Street program’s
organizational stage
Comprehensive Main Street work plan
Historic preservation ethic
Active board of directors and committees
Adequate operating budget
Paid professional program manager
Program for ongoing training for staff and volunteers
Reports key statistics
Current member of the National Main Street Center
For further elaboration on each standard, click here.
18 • Main Street Manual
APPENDIX B: SAMPLE POSITION DESCRIPTIONS FOR BOARD OF DIRECTORS
To learn more about the role of the Board of Directors in Main Street organizations, see the Board Best
Practices Toolkit.
BOARD OF DIRECTORS
Requirements:
Board members should be prepared to make a financial commitment, and contribute 5-10 hours a month to
the program. Downtown revitalization program boards typically meet monthly for 60 - 90 minutes.
Board Responsibilities:
The board has the final responsibility for the success or failure of the downtown revitalization program. It is
responsible for all of the finances of the organization and establishes program policy. The board is
responsible for maximizing volunteer involvement in the downtown revitalization effort. Collectively, the board
makes decisions about the program’s direction and monitors progress on a regular basis. It sets priorities, and
makes decisions about the program’s political stance. It oversees the work of the Main Street Manager; has
the primary responsibility for raising money for the program, and supports the work of volunteers by
volunteering time and expertise in support of their efforts. The board of directors is also responsible for
fulfilling the legal and financial requirements in the conduct of its business affairs if a nonprofit organization.
Individual Responsibilities:
• To learn about and promote the purpose and activities of the local downtown revitalization
organization, and the Main Street Approach® whenever appropriate and possible.
• To attend regular monthly meetings of the board or to notify staff when absence is necessary.
• To actively participate in specific activities or projects promoted by the board which may include:
• fundraising
• membership recruitment
• representation on behalf of the program at meetings and/or events
• attend trainings and workshops
• To make an annual membership contribution (if applicable)
• To stay informed about the purpose and activities of the downtown program in order to effectively
participate in board decisions and fulfilling responsibilities.
Main Street Manual • 19
PRESIDENT
Requirements (above and beyond regular board member):
8 - 10 hours per month above and beyond that of a regular board member.
General Description:
The president serves as a link between the board of directors and the Main Street Manager. He/she assists
the Main Street Manager in defining priorities and directions based on the published goals of the
organization, Colorado Main Street staff recommendations, and board policies. The president acts as a link
between the organization and the community, serving to explain the program to the public, helping to involve
new people in the program, and rallying support. The president also oversees the organization in a functional
way, guiding and facilitating the working relationships within the local Main Street program.
Major Job Elements:
• Communication with the board, community, and the Main Street Manager
• Coordination within the organization so as to facilitate the decision-making process
• Delegation of responsibility within the organization
• Monitoring accountability of the organization
• Supervising the performance of the Main Street Manager
Other Job Elements:
• Assists the Main Street Manager in determining the board meeting agenda
• Chairs board meetings using Robert’s Rules of Order
• Calls special meetings when necessary
Reports to:
The board of directors
Area of Major Time Commitment:
Communication with the board, the community, and the Main Street manager
Area of Greatest Expected Impact:
Monitoring accountability
Anticipated Results:
• Active participation by the membership
• Positive image of the organization
• Cohesiveness within the organization
Basic Skill and Value Requirements:
• Good leadership, team-building, and management skills
• Strong verbal and written communication skills, including good listening skills
• Flexible and open-minded
• Sensitive to cultural, religious, and ethnic diversity
• Strong belief in the mission statement and principles guiding a downtown revitalization program and a
willingness to support them
• Good understanding of the Main Street Approach® and willingness to be an ambassador of the concept
• Realistic understanding of the commitment of time and energy it takes to hold an officer’s position
• Ability to facilitate meetings in an open way so that board members can work through differences and
come to consensus
20 • Main Street Manual
VICE PRESIDENT
Requirements (above and beyond regular board member):
4-8 hours per month above and beyond that of a regular board member
General Description:
The vice president’s role is that of support for the president. He/she shares the presidential responsibilities as
delegated by the president, working in whatever capacities the president and vice president deem to be the
most beneficial to the organization. These capacities should be written up in the form of a temporary job
description on a year by year basis. The vice president performs the duties of the president when the
president is unable to do so.
Major Job Elements:
Determined each year
Other Job Elements:
Determined each year
Reports to:
The board president
Basic Skill and Value Requirement:
The vice-president should have:
• Good leadership, team-building, and management skills
• Strong verbal and written communication skills, including good listening skills
• Flexible and open-minded
• Sensitive to cultural, religious, and ethnic diversity
• Strong belief in the mission statement and principles guiding a downtown revitalization program and a
willingness to support them
• Good understanding of the Main Street Approach® and willingness to be an ambassador of the concept
• Realistic understanding of the commitment of time and energy it takes to hold an officer’s position
Main Street Manual • 21
SECRETARY
Requirements (above and beyond regular board member):
4-8 hours per month above and beyond that of a regular board member
General Description:
The secretary serves as the primary record keeper of the organization. He/she is responsible for transcribing
the minutes at each board meeting and preparing an “official” copy for approval by the board of directors.
Major Job Elements:
Record keeping:
• Transcribes minutes at board meetings
• Prepares “official” copy of minutes for Main Street Manager within two weeks after board meetings
• Maintains these documents in a form that is at all times accessible to board members and the Main
Street manager, and that is carried to board meetings for use as an historical reference of the
organization’s discussions and actions
Other Job Elements:
Determined each year
Reports to:
The board president
Area of Major Time Commitment:
Record keeping
Basic Skill and Value Requirement:
• Strong verbal and written communication skills, including good listening skills
• Flexible and open-minded
• Sensitive to cultural, religious, and ethnic diversity
• Strong belief in the mission statement and principles guiding a downtown revitalization program and a
willingness to support them
• Good understanding of the Main Street Approach® and willingness to be an ambassador of the concept
• Realistic understanding of the commitment of time and energy it takes to hold an officer’s position
22 • Main Street Manual
TREASURER
Requirements (above and beyond regular board member):
4-8 hours per month above and beyond that of a regular board member
General Description:
The treasurer is responsible for fiscally monitoring the program. This includes keeping all financial records up
to date. The treasurer is ultimately responsible for seeing that the bills of the organization are paid in a
timely manner.
Major Job Elements:
• Timely payment of any organizational debts incurred, including all taxes due
• Preparation of a monthly financial report to the board which should be submitted to the Main Street
manager for inclusion with the minutes of the meeting for the month following the reporting period. This
should be submitted within two weeks of the following monthly board meeting.
• Maintain all financial books and records in auditable format according to standard accounting practices
Other Job Elements:
Maintains a complete set of financial records for the organization
Provide financial information on request
Reports to:
The board of directors through the executive board
Area of Major Time Commitment:
Preparing monthly financial statements
Area of Greatest Expected Impact:
Keeping the board informed of the organization’s financial status
Anticipated Results:
• Clear and accurate picture of the organization’s financial status
• Financial decisions can be made in a timely and efficient manner
Basic Skill and Value Requirement:
• Good understanding of accounting principles and financial management
• Strong verbal and written communication skills, including good listening skills
• Flexible and open-minded
• Sensitive to cultural, religious, and ethnic diversity
• Strong belief in the mission statement and principles guiding a downtown revitalization program and a
willingness to support them
• Good understanding of the Main Street Approach® and willingness to be an ambassador of the concept
Main Street Manual • 23
APPENDIX C: SAMPLE JOB DESCRIPTION FOR MAIN STREET MANAGER
Anytown Downtown Association
1. Work Objectives
The Main Street Manager coordinates activity within a downtown revitalization program utilizing historic
preservation as an integral foundation for downtown economic development. He or she is responsible for the
development, conduct, execution and documentation of the downtown program. The manager is the principal
on-site staff person responsible for coordinating all program activities locally as well as representing the
community regionally and nationally as appropriate.
2. Full Range of Duties to be Performed
a. Coordinates the activities of downtown program volunteers, ensuring that communication between
volunteers are well established; assists volunteers with implementation of work plan items.
b. Manages all administrative aspects of the program, including purchasing, record keeping, budget
development and accounting. Prepares all reports required by the state Main Street® Program and
by the National Trust Main Street Center. Assists with the preparation of reports to funding agencies
and supervises part-time employees or consultants.
c. Develops, in conjunction with the downtown program’s board of directors, strategies for downtown
economic development through historic preservation utilizing the community’s human and economic
resources. Becomes familiar with all persons and groups directly or indirectly involved in the downtown
commercial district. Mindful of the roles of various downtown interest groups, assists the downtown
program’s board of directors and volunteers in developing an annual action plan focused on four
areas: design, promotion, organization, and economic vitality.
d. Develops and conducts ongoing public awareness and education programs designed to enhance
appreciation of the downtown’s architecture and other assets and to foster an understanding of the
downtown program’s goals and objectives. Through speaking engagements, media interviews and
public appearances, keep the program highly visible in the community.
e. Assists individual tenants or property owners with physical improvement programs through personal
consultation or by obtaining and supervising professional design consultants; assists in locating
appropriate contractors and materials; when possible, participates in construction supervision;
provides advice and guidance on necessary financial mechanisms for physical improvements.
f. Assesses the management capacity of major downtown stakeholder groups and encourages
participation in activities such as promotional events, advertising, uniform store hours, special events,
business recruitment, parking management and so on. Provides advice and information on successful
downtown management.
g. Encourages a cooperative climate between downtown interests and local public officials.
h. Advises downtown merchant’s organizations and/or chamber of commerce retail committees on
program activities and goals. Assists in the coordination of joint promotional events, such as seasonal
festivals or cooperative retail promotional events, in order to improve the quality and success of events
to attract people downtown. Works closely with the local media to ensure maximum event coverage.
Encourages design excellence in all aspects of promotion in order to advance an image of quality for
the downtown.
i. Helps build strong and productive working relationships with appropriate public agencies at the local
and state levels.
j. Utilizes the Main Street® format, develops and maintains data systems to track the process and
progress of the local program. These systems should include economic monitoring, individual building
files, thorough photographic documentation of all physical changes and information on job creation
and business retention.
k. Represents the community at the local, state and national levels to important constituencies. Speaks
24 • Main Street Manual
effectively on the program’s directions and findings, always mindful of the need to improve state and
national economic development policies as they relate to smaller communities.
3. Resource Management Responsibilities
The Main Street Manager supervises any necessary temporary or permanent employees, as well as
professional consultants. He or she participates in personnel and program evaluations. The Main Street
Manager maintains local program records and reports, establishes technical resource files and libraries and
prepares regular reports for the state Main Street® Program and the National Trust Main Street Center. The
Main Street Manager monitors the annual program budget and maintains financial records.
4. Job Knowledge and Skills Required
The Main Street Manager should have education and/or experience in one or more of the following areas:
architecture, historic preservation, economics, finance, public relations, design, journalism, planning, business
administration, public administration, retailing, volunteer or nonprofit administration and/or small business
development. The Main Street Manager must be sensitive to design and preservation issues. The Manager
must understand the issues confronting downtown business people, property owners, public agencies and
community organizations. The Manager must be entrepreneurial, energetic, imaginative, well organized and
capable of functioning effectively in an independent situation. Excellent verbal and written communication
skills are essential. Supervisory skills are desirable.
Main Street Manual • 25
APPENDIX D: TIPS FOR MAIN STREET MANAGERS
Successful Main Street organizations develop new leadership through meaningful volunteer experiences and
create the environment for them to succeed ... as well as fail!
Main Street is successful because it is all-inclusive and teaches local empowerment.
It is not the Main Street manager’s program. The Main Street manager is the coordinator, facilitator, instigator
and communicator, not the sole implementer of the local program.
Successful Main Street programs are volunteer-driven.
They are not staff-driven but rather staff-managed, like the coach or the band leader.
Main Street managers are professionals hired to:
• Coordinate all activities of volunteers;
• Facilitate work planning;
• Coordinate communication;
• Support and uphold board decisions;
• Handle public awareness and public relations for the program;
• Work closely with building and business owners;
• Walk the district;
• Handle administrative details: records, reporting, files, etc. (possibly with admin support);
• Become the local technical assistance provider or the liaison to those who can provide the assistance;
• Establish strong relationships with the city, chamber, county, etc.;
• Become part of the team;
• Educate the community on Main Street, economic development and historic preservation;
• Become a leader in the community, especially in smaller towns;
• Motivate volunteers to do the work of the program;
• Report to and work at the pleasure of the Board of Directors;
• Be accountable to and work directly for the Board president, meeting weekly;
• Attend all board & volunteer meetings;
• Teach self-help, thereby empowering volunteers to turn the downtown vision into reality;
• Give credit for the success of the program to volunteers and leaders.
The Main Street Manager has been hired to orchestrate program efforts.
Main Street managers should not try to single-handedly implement the activities of the program for the
organization.
The Main Street manager does NOT:
• Become the fund raiser for Main Street – this is a board responsibility. A Main Street Manager
fundraising his or her own salary diminishes his or her credibility.
• Take the minutes at board meetings – the is the secretary’s responsibility, or possibly an admin staff;
• Chair, lead or preside over meetings. The board chairs must be capable of conducting effective
meetings;
• Write the entire newsletter for the program;
• Voice his or her own opinion to the public, media, etc. unless it is consistent with the position of the board;
• Keep the books for the organization – this is the responsibility of the treasurer;
• Write his or her own paycheck;
• Implement all the activities of the program.
26 • Main Street Manual
Plan for continuity.
Main Street managers come and go, as do board presidents and volunteers. Each program must have a plan
for continuity or succession and written records of how things are done. If a program is overly staff-driven,
the entire program might go with the manager and the community is left to put together the pieces.
Maintain communications.
Main Street managers are instrumental in providing communication to and between the board of directors,
volunteers, and business and property owners, as well as partners such as municipal staff, economic
development agencies, and nonprofit groups.
• Gain the trust of those who hired you for the job. Let them propose your ideas, then support them
during discussions. Make your ideas their own.
• Go to lunch weekly with a different board member;
• Always work with the Board President; it is difficult answering to 7-13 bosses;
• Use work plans to stay on target at meetings and to ensure new activities/projects/tasks support the
overall vision. Remind Board and volunteers of the work plans whenever it is appropriate. Work plans
are approved by the Board.
• Walk the streets and listen and learn from the downtown business community;
• In general, business owners will be more visible than property owners in your district, but be cognizant
to keep in touch with both;
• Recognize that retailers, restaurants/bars, offices/large employers, and housing owners may have
different interests in the district;
• Find someone not involved in the program to be your confidant or someone to vent with. Another
program manager in a nearby community may be a good choice!
• Respect is earned, not expected.
Balance your time.
A typical Main Street manager works more than a full-time (or half-time) schedule. Balance volunteer time
with private and family life.
Volunteers are the lifeblood of a successful Main Street program.
Respect volunteers, find suitable roles that match their skills and interests, train them, and thank them, and
thank them again. Be careful not to burn out volunteers.
• Successful volunteers are educated about your program. Most volunteers should understand the four
points and how they work together.
• Successful volunteers understand the mission and goals of your Main Street organization.
• Successful volunteers take ownership in and responsibility for their commitments.
• Successful Main Street organizations match volunteers to their skills, interest and time – some want to
provide strategic direction while others may just want to pour beer at Oktoberfest.
• Successful volunteers are provided with clear expected outcomes.
• Successful volunteers want to be recognized for their accomplishments.
Use sub-committees or temporary task forces to do the work
Get more people involved for a defined period of time.
Main Street Manual • 27
SAMPLE
APPENDIX E: SAMPLE MEMORANDUM OF UNDERSTANDING FOR
CANDIDATE COMMUNITIES
This Agreement is entered into and executed by the Colorado Department of Local Affairs (DOLA), [Insert
program name] (Local Program), and the [Insert community name] (Community).
I. AGREEMENT
Whereas, this Agreement is for the purpose of said Community to participate in the Colorado Main Street
Program;
Whereas, DOLA administers the Colorado Main Street Program; and
In consideration of the foregoing and of the mutual promises set forth herein, and intending to be legally
bound, the parties hereto agree to the following specifics regarding the Colorado Main Street Program:
A. The Colorado Main Street Program agrees to:
1. Assist communities in understanding and following the National Main Street Approach.
2. Provide the Local Program with the necessary information to correctly promote the Colorado Main
Street Program and the Main Street AmericaTM Program.
3. Provide training opportunities, including but not limited to quarterly training, Spring Training and Main
Street Summit.
4. Advise the Local Program of additional training opportunities.
5. Conduct an annual visit to discuss the current community work plan, future work plan, this Agreement,
and the requirements and prerequisites of the tiered program
6. Review annually the Main Street AmericaTM Program accreditation criteria self-evaluation form.
7. Offer Resource Team Visits and Underperforming Community Assessments to Local Programs when
needed.
8. Offer and administer scholarships annually based upon available funding each state fiscal year.
DOLA will advise the Local Program on procedures and policies.
9. Offer and administer non-competitive mini-grants to the Local Program annually based upon
available funding each state fiscal year. The item must be listed on the Local Program’s work plan
that is submitted to DOLA/Colorado Main Street. DOLA will advise the Local Program on procedures
and policies.
10. Offer and administer funding to hire consultants to complete community identified work plan projects
based on available funding.
11. Act as liaison and facilitate communications between the Local Program, DOLA/Colorado Main Street
Program, other Main Street communities, state agencies, partners, and the Main Street AmericaTM
Program, as they relate to the Local Program.
12. Provide technical assistance to the Local Program as requested and as resources are available.
Requested services must be related to the Local Program’s work plan.
13. Offer preservation architectural services as available through a State Historical Fund Grant awarded
to DOLA/Colorado Main Street
B. Local Program agrees to the following requirements as described in the Program Prerequisites
and Requirements section of the Colorado Main Street Program Manual:
1. Maintain a steering committee or board of directors.
2. Maintain a multi-year strategic plan incorporating the community’s vision and the Main Street Four
Points.
3. Maintain a point of contact for communications.
4. Maintain and continually improve community awareness of the Local Program and gain support from
the private and public sectors.
28 • Main Street Manual
SAMPLE
5. Establish support and participation of the local government.
6. Attend two out of four quarterly Main Street trainings annually as provided by DOLA. These can be
attended by Local Program managers, staff, board members and/or volunteers.
7. Attend the Main Street Summit annually as provided by DOLA. This should be attended by the Main
Street Manager or local point of contact.
8. Attend two additional trainings annually. These can be attended by Local Program managers, staff,
board member and/or volunteers.
9. Schedule and attend an activation visit as a first year Candidate community and send any new staff,
board members and/or volunteers as desired in subsequent years.
10. Host an annual visit as provided by DOLA.
11. Maintain compliance with this Agreement.
12. Demonstrate a strong historic preservation ethic.
13. Submit quarterly reports and reinvestment statistics on or before deadlines listed in Colorado Main
Street Program Manual.
14. Submit an annual work plan that is coordinated with your local municipality on or before the deadline
listed in Colorado Main Street Program Manual. Identify and work toward 1-3 Transformation
Strategies annually.
15. Follow the National Main Street Approach® as recommended by the Main Street AmericaTM Program
and the Colorado Main Street Program.
16. Present at least once annually a “State of Main Street” report to the local elected body and submit a
copy of the meeting minutes and/or report to DOLA.
17. Apply for mini-grant funds on or before the deadline listed in the Colorado Main Street Program Manual.
18. Assist in local arrangements during on-site visits to the community.
19. Agree to positively promote the Colorado Main Street Program as an official Colorado Main Street
Community and properly use the name, trademark and logo. Agree to use the Colorado Main Street
logo on all DOLA sponsored Main Street trainings, websites, reports and other materials.
20. Sign and submit the applicable Trademark Sublicense Agreement as provided by DOLA if the Local
Programs is a Designated Members at the Accredited or Affiliate level of the Main Street AmericaTM
Program.
21. Work on at least one of the prerequisites to become a Designated community each calendar year.
C. Community (Local Unit of Government) agrees to:
1. Maintain an ongoing and supportive relationship with the Local Program.
2. Work with DOLA/Colorado Main Street and the Local Program to resolve any issues.
3. Act as the fiscal agent for all contracts or purchase orders from DOLA on behalf of the Local Program.
II. TERM AND OTHER CONDITIONS
A. The term of this Agreement shall begin on [date], and remain in place until the community moves tiers
or DOLA changes Colorado Main Street Program requirements.
B. This Agreement may be amended only with the approval of the DOLA Main Street Coordinator, the
President of the Board for the Local Program and the Mayor of the Community.
C. Notwithstanding any other provisions of this Agreement, if funds anticipated for continued fulfillment,
at the time of the Agreement are, at any time, not forthcoming or insufficient, then DOLA shall have
the right to amend or terminate this Agreement without penalty by giving the community not less than
sixty (60) days written notice.
D. If the Local Program or Community fails to fulfill its obligations under this Agreement in a timely and
proper manner, or if the community violates any terms of this Agreement, DOLA shall have the right to
Main Street Manual • 29
SAMPLESAMPLE
terminate this Agreement and withhold further services by giving the community not less than sixty
(60) days written notice.
E. Colorado Main Street Program Manual is a reference document for this MOU. In the event of a
conflict between the MOU and the Colorado Main Street Program Manual, the MOU will take
precedence.
III. REPRESENTATIONS AND WARRANTIES
All parties to this agreement represent and warrant (i) that they have no obligations, legal or otherwise,
inconsistent with the terms of this Agreement, (ii) that the performance of the services called for by this
Agreement does not and will not violate any applicable law, rule or regulation or any proprietary or other
right of any third party, (iii) that the parties will not use in the performance of responsibilities under this
Agreement any confidential information or trade secrets of any other person or entity and (iv) that neither
party has entered into nor will enter into any agreement (whether oral or written) in conflict with this
Agreement.
IV. ENTIRE AGREEMENT AND NOTICE
This Agreement contains the entire understanding of the parties and may not be amended without the specific
written consent of all parties. Any notice given under this Agreement will be sufficient if it is in writing and if
sent by certified or registered mail.
V. COMPLIANCE WITH LAW
In connection with his/her services rendered hereunder, all parties agree to abide by all federal, state, and
local laws, ordinances and regulations.
VI. GOVERNING LAW
This Agreement will be construed in accordance with, and all actions arising hereunder will be governed by,
the laws of the State of Colorado.
BY: ___________________________________________ ____________________
Mayor’s signature Date
___________________________________________ ____________________
Print name Community name
BY: ___________________________________________ ____________________
Local program president/chair’s signature Date
___________________________________________ ____________________
Print name Local program name
BY: ___________________________________________ ____________________
DOLA representative’s signature Date
___________________________________________ ____________________
Print name DOLA
Please work with Colorado Main Street staff to ensure your community is a good fit and that your
application is complete. Submit application with supporting documents to gayle.langley@state.co.us. For
questions, please call 303.864.7728.
COMMUNITY NAME:
APPLICANT CONTACT INFORMATION
Name:
Organization:
Title:
Phone number:
Email:
Address:
LOCAL GOVERNMENT CONTACT INFORMATION
Name:
Title:
Phone number:
Email:
Address:
PREREQUISITES
The following is required prior to being accepted as a Candidate Main Street community. Please refer to
the Colorado Main Street Program Manual for additional information on prerequisites.
Did your community host a Main Street 101 training provided by Colorado Main Street staff?
Yes ☐ No ☐
Do you have a Steering Committee or Board of Directors formed for your local program?
Yes ☐ No ☐ (If yes, please attach a list.)
Do you have a multi-year strategic plan that addresses the Main Street’s Four Point Approach (this could
be a community assessment, downtown plan, or similar) that is no more than five years old?
Yes ☐ No ☐ (If yes, please attach or provide a link.)
Who will be the dedicated point of contact for the local Main Street program?
How much time will this person be able to dedicate to the program?
Do you have at least three letters of support from other organizations in your community?
Yes ☐ No ☐ (If yes, please attach.)
Is the local government resolution declaring support of this application attached?
Yes ☐ No ☐ (If yes, please attach.)
If your community is not accepted as a Candidate community this year would you like to join the Affiliate
program? (You can always reapply to be a Candidate community.)
Yes ☐ No ☐
CANDIDATE
MAIN STREET APPLICATION
ORGANIZATION
COMMUNITY INFORMATION
Community Population:
Median Income:
Unemployment Rate (county):
ORGANIZATIONAL CAPACITY
What organization will be the host of your local Main Street program?
What is your plan for future staffing of the local Main Street program?
List local organizations that are or are likely to be partners or supporters of the local Main Street program
and describe their current and potential involvement:
What is your funding plan for the local program for the first few years of operation? What resources are
being dedicated by which organizations? Do you have a plan for funding after the first few years?
☐ Local government
☐ Chamber of commerce
☐ DDA
☐ URA
☐ EDC
☐ BID
☐ Improvement District
☐ Historic preservation group
☐ Other:
Do you have an established mission and vision for your local Main Street program? If so, please include:
What training has your community attended in the past two years relevant to the Main Street program?
How is your community following the Main Street Four-Point Approach®?
What are the initial goals and community expectations of a local Main Street program? How were these identified?
Is there anything else you would like to share about what your community is doing in the point of Organization?
PROMOTION
Which of the following does your local Main Street program have? Select all that apply.
)
)
)
)☐
☐Website or page on existing website. (Link:
☐ Social media. (Platforms:
☐
☐
Central community calendar. (Describe:
Downtown business directory. (Attach or provide link:
Events. List:
Is there anything else you would like to share about what your community is doing in the point of Promotion?
DESIGN
In no more than 150 words, describe your community’s downtown physical characteristics and how it evolved
in to what it is today.
Which of the following historic preservation efforts does your community or local program have? Select all
that apply.
☐ Historic preservation ordinance or commission.
☐ Historical survey of the downtown area. (Attach or privide link:
☐ Historic building inventory. (Attach or privide link:
☐ Designated downtown historic district. (Circle if Local, State and/or National.)
☐ Individually designated historic landmarks. Please list:
☐ A strong historic preservation ethic. Please describe efforts.
)
)
Which of the following design efforts has your community or local program completed? Select all that apply.
☐ Geographic boundaries defined for your local Main Street program? (Attach.)
☐ A beautification project downtown. Please describe.
☐ Workshops or training for building and business owners. Please describe.
Is there anything else you would like to share about what your community is doing in the point of Design?
ECONOMIC VITALITY
In no more than 150 words, describe your community’s economy.
What is your community’s current and target market?
Does the community have a business inventory for the downtown area? This would include a list of all businesses
with their business type, contact information, number of employees, and perhaps more.
Yes ☐ No ☐ (If yes, please attach.)
Does the community have a building inventory for the downtown area? This may include building square
footage, current use, average rents, ownership, etc.
Yes ☐No ☐ (If yes, please attach.)
Is there anything else you would like to share about what your community is doing in Economic Vitality?
Describe your program's relationship with local businesses:
What resources are available to assist your local businesses and have you shared these resources?
OTHER UNIQUE FACTORS
What is unique about your community that was not addressed above?
LIST OF ATTACHMENTS
Please indicate all that are included as part of the application submittal.
☐ Steering Committee/Board of Directors roster
☐ Multi-year strategic plan addressing the Four Points
☐ Three letters of support
☐ Local government resolution of support
☐ Historical survey of the downtown area
☐ Historic building inventory
☐ Map of Main Street boundaries
☐ Business inventory
☐ Building inventory
☐ Others. Please list:
June 18, 2020
Revitalizing Main Streets
FY 2021 Projects
Eligibility Rules and Selection Process
Program Purpose
The Revitalizing Main Streets Program was developed by the Colorado Department of
Transportation (CDOT) and other state agency partners to support infrastructure projects that
provide open spaces for mobility, community activities and economic development in the wake of
the COVID-19 emergency. These quick-win activities will improve safety and create new
community spaces to encourage healthy activity and mobility in Colorado’s towns and cities.
Program Goals
Coloradans must work together to protect health and improve the economy, air quality, equity,
and quality of life as we come out of the Stay at Home and Safer at Home Orders and seek to
prevent recurrences for the next year or more while vaccines or other solutions are being
developed. This program builds on other state efforts to help communities provide safe spaces
for all to walk, bike and dine.
●Protect public health by encouraging social distancing and active transportation.
●Support economic development by allowing private enterprise to operate safely until a
vaccine is found.
●Imagine innovative uses of public spaces to accommodate our new reality.
●Support community access to the right of way that safely accommodates all modes of travel.
●Provide safe access to opportunity and mobility for residents of all ages, incomes and
abilities, including vulnerable users.
Applicant Eligibility Requirements
●Eligible applicants include local governments and other transit or governmental entities.
Private, for-profit companies (e.g. contractors, suppliers, consultants, or other businesses),
nonprofits and transportation management associations/organizations (TMA/Os) are not
eligible applicants for projects but may partner or be a sub-recipient of a governmental
agency.
Project Eligibility Requirements
Funding Background
These projects will be funded from the state portion of the S.B. 1 Multimodal Options Fund.
1
Eligible Project Locations
●All projects within the State of Colorado will be considered, with approval from local and
State authorities.
Eligible Project Types
Applicants must consider the program goals in developing project concepts. This program is
intentionally broad in scope to capture the innovative ideas to encourage healthy communities in
the COVID-19 crisis. Funding can be used for capital, equipment and operating purposes. A
non-exhaustive list of example project types is included below (see additional resources on
page 4):
●Repurpose select streets or parts of streets for biking or walking
●Expand sidewalks to allow for activities such as dining or walking
●Converting streets to one-way to create space for community use
●Weekend-only use of streets for bike/ped only access
●Reduced speed limits to allow for safer walking and biking
Funding Requirements
Because of the urgent nature of the COVID response, applications will be accepted and
reviewed on a rolling basis, and all eligible and funded projects must be able to begin
activities within 30 days of an executed contract.
There is no minimum project amount, and individual applications shall not request more than
$50,000 from the initial round of the program, excluding match. There may be additional phases
of the program in which an entity may request additional funding. Applicants should itemize
budgets related to the amount that they are requesting, including identifying how they would
utilize partial awards to execute some or all of the proposed project.
A minimum 10% match, cash or in-kind, will be required. Additional matched or leveraged
commitments, whether cash or in-kind, are encouraged and given additional consideration
within the scoring criteria. The 10% match must be incurred after a contract is executed;
documentation will be required with invoicing.
Application Process
Applications should be submitted along with letters of support from impacted or participating
entities. Projects requiring CDOT concurrence (projects on a state highway or within the state
rights-of-way) must also apply for a Special Use Permit (more details on page 3), simultaneous
with the application submittal. Projects requiring local agency concurrence (projects involving
transit service, facilities, maintenance, within rights-of-way, or otherwise in need of involvement)
must provide an official agency response with the application submittal.
Project Funding Evaluation and Selection Process
CDOT will review applications on a rolling basis in order to move quickly on contracting and
implementation.
2
CDOT will establish an internal scoring and selection panel to assist with scoring and evaluating
projects. Participants may include staff from various CDOT and state agency divisions:
●CDOT Division of Transportation Development
●CDOT Region representatives (Traffic and Engineering)
●CDPHE Representative
●CEO Representative
●DOLA Representative
Each member of the panel will review the applications and assign points to the criteria based on
information contained in the project application forms. Projects meeting the minimum criteria
and scoring by all reviewers will be approved for funding.
Evaluation Criteria
Category Weight (%)
Public health 30
Active transportation safety 30
Equity and access for low-income and disadvantaged
users
10
Other considerations: Innovation, Speed, Scalability,
Benefit-Cost, Regional Equity, etc.
5
Public Support/Local Match 5
Readiness 20
●All project scopes of work are subject to review and approval by CDOT. The submitted and
approved project scope becomes the work that the applicant at a minimum must complete.
●Each applicant awarded funds will enter into an agreement with the Colorado Department of
Transportation (CDOT) to implement the project depending on the type, location and other
characteristics of the project. CDOT is the ultimate steward of these state funds. Among other
requirements in the agreement, CDOT will specify requirements for status reporting and
reimbursement requests.
●Among other requirements in the agreement, approved applicants will be required to report
data on utilization, safety, delivery and traffic implications of the awarded project.
●Select applicants may be required to attend a post-project debrief with CDOT and other state
agency staff.
●This is a reimbursement program, meaning grantees must submit invoices to CDOT to then be
reimbursed for project activity costs included in this application. Expenses incurred before
contract execution are not eligible for reimbursement. However, ongoing, future expenses
for project continuation are eligible for this program's funding.
3
●Projects must commence within 30 days of contract execution.
●If the applicant intends to use State Right-Of-Way as part of their Revitalizing Main Streets
application, a special use permit will be required. This special use permit may require you to
submit the following if applicable: concept plan, anticipated traffic impacts, planned detour
routes, positive protection for pedestrian, freight and ADA accommodations. The special use
permit will also provide duration of permit and information for extension if requested by the
applicant. The online permit can be found at the following link:
https://www.codot.gov/business/permits/utilitiesspecialuse/online-permit-application
Once the online permit is submitted please email your region contact below. Include the
application reference number in the communication.
R1- Kirk Allen (303) 757-9531
R2- Valerie Sword (719) 546-5407
R3- Joseph Carter (970) 683-6209
R4- Tim Bilobran (970) 302-4022
R5- Randee Reider at (970) 385-3630
●Applicants will work with CDOT, CDPHE and FHWA/FTA (as appropriate) to ensure that the
project is being implemented in accordance with state and federal requirements (including
state and local public health orders).
Additional Suggested Resources:
CDOT Permitting:
https://www.codot.gov/business/permits/utilitiesspecialuse/online-permit-application
Colorado Downtown Streets: https://cdola.colorado.gov/colorado-downtown-streets
National Association of City Transportation Officials (NACTO) Streets for Pandemic Response
and Recovery: https://nacto.org/streets-for-pandemic-response-recovery/
4
APPLICATION OVERVIEW
The Revitalizing Main Streets Program opened on June 18, 2020. Applications are being accepted on a
rolling basis, until funds are exhausted or otherwise suspended by CDOT. Please submit your
application to dot_CanDoCdot@state.co.us at CDOT.
●The application must be affirmed by either the applicant’s City or County Manager or Chief
Elected Official (Mayor or County Commission Chair) for local governments, or agency director
or equivalent for other applicants.
●If you are submitting more than one project for consideration, please submit a separate
application for each.
APPLICATION OUTLINE
Part 1 |Project Information
Applicants will enter basic information for their project/plan (hereafter referred to as project) in Part 1,
including a Problem Statement, project description, and concurrence documentation from CDOT and/or
local agency, if applicable. Part 1 will not be scored.
Part 2 |Financial Information, Evaluation Criteria, Questions and Scoring
This part includes sections for the applicant to provide qualitative and quantitative responses to use
for scoring projects. To learn more about how projects will be scored, please see above.
5
Part 1 Project Information
1.Project Title
2.Project Type
3.Project Start/End points or
Geographic Area
Provide a map with submittal that
includes the project location.
4.Project Applicant
5.Project Contact Person, Title,
Phone Number, and Email
6.Does this project touch CDOT Right-of-Way, involve a CDOT roadway,
access transit agency property or request transit agency involvement to
operate service?
☐Yes ☐ No
If yes, please ensure that you have
submitted a Special Use Permit
7.Project Overview (concise abstract limited to 500 characters)
8.Project Description. Describe your project and what it is going to do. Do not include background information
or justification language. Please only include details specific to the work that will occur as part of this project.
(limited to 1,500 characters)
6
9.Define the scope and specific elements of the project. Each task should start with a title and follow with a
description.
Task 1:
Task 2:
Task 3:
Task 4:
Task 5:
10.Is the project scalable, and/or do project components have independent
utility? Accordingly, would a smaller amount than requested be
acceptable, while maintaining the original intent of the project?
☐Yes ☐ No
If yes, define smaller meaningful limits, size, or scopes, along with the cost for each, if the project is scalable.
7
Part 2 Financial Information, Evaluation Criteria, and Scoring
Financial Information
1.Total Project Cost (Requested grant funds + 10% match; total of #2 and #3 below)$
2.Total amount of funding request (maximum $50,000 per request) $ Percent of grant
funding request
3.Description and amount of local cash or in-kind match (10% of the
grant funding request listed in #2)
Additional leveraged funds can be explained in the application,
but past expenses cannot be not included in the match.
4.By checking this box, the applicant’s President, Chief Executive
Officer, Chief Elected Official (Mayor or County Commission Chair) or
City/County Manager for local governments or Agency Director or
equivalent for others, has certified it allows this project request to be
submitted for funding and will follow all CDOT policies and state and
federal regulations when completing this project, if funded.
Please provide a breakdown of how you plan to spend the grant funds
based on the tasks you identified in Part One.
Cost
TOTAL:
8
Evaluation Criteria, Questions, and Scoring
A.Public health, multimodal safety and access
Provide qualitative and quantitative responses to the following questions on the significance of the proposed
project.
1.How does this project help to promote public health in the wake of the COVID-19 emergency?
2.How specifically does the project improve mobility and safety?
3.Describe how this project would be implemented and what communities it would serve.
9
4.Does this project promote active transportation and/or economic development? Please describe.
5.How will the project support low-income and vulnerable communities impacted by COVID-19? Include details
on enforcement plans and how they will take these communities into consideration.
6.Identify any aspects of the project that would involve new technologies or innovative methods.
7.Describe what infrastructure changes would be required, how quickly they could be implemented, and how this
will be promoted.
10
8.Describe how the project will expand access to economic opportunity for residents of all ages, incomes and
abilities.
B.Public support, readiness, and local match
Provide qualitative and quantitative responses to the following questions on the level of support, readiness and
matching funds for the project.
1.Does the proposed project cross and/or benefit multiple municipalities? If yes, which ones and how? Please
indicate whether these municipalities approve of this project if it impacts their right-of-way.
2.Describe any environmental clearance work that will be required as part of this project. Those using state right-of
way will be able to utilize the statewide environmental clearance already in place (Form 128), so no additional
environmental clearance work will be necessary.
3.Who will lead construction and traffic operations for this project, if applicable?
11
4.Please identify how quickly this project could commence once the contract is executed.
5.Please describe how the community has been engaged to inform the location, design or intent of the project (i.e.
surveys, past or current planning processes)?
6.Describe any proposed changes to maintenance or ownership of any assets or facilities after construction, if
applicable.
7.How the project would be used to collect input on long term public health, transportation or economic
development goals?
12
Town of Fraser
PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518
www.frasercolorado.com
Business Enhancement Grant Program:
The Town of Fraser recognizes that the character and condition of commercial buildings
forms the basis of the public’s overall impression of our business community and affects
the vitality of local business. The purpose of the Business Enhancement Grant program
is to provide funding assistance for local businesses and organizations toward
enhancements to the physical appearance of their business property and to encourage
investment and pride in the community thereby helping improve the economic vitality of
Fraser.
Local businesses or organizations may submit an application outlining their proposal and
funding request using the attached application form. Additional materials may be
submitted to help clarify the proposal.
Administrative approval of grant applications is provided by staff for applications that
meet the following criteria:
Maximum grant award of $7,500.
A minimum of 50% of project costs must be provided by applicant.
Projects eligible for administrative approval are limited to publicly displayed art,
landscaping, exterior decorations, building façade improvements/renovations,
painting, signage, awnings, cornices, and related exterior improvements, and
design costs.
Administrative approvals may not exceed the annual budget appropriations for
the program.
Any Business Enhancement Grant Application that does not meet the provisions of the
above paragraph may be considered and approved only by the Town Board. All such
approvals will be on a case by case basis and each application will be considered only
on the merits of the proposal.
Ineligible Projects:
New construction
Property acquisition
Refinancing existing debt
Interior improvements, equipment, fixtures and/or furnishings
Reimbursement for costs incurred prior to business enhancement grant approval
Home occupations
Applications may be submitted by tenants with written approval from property owner.
Town of Fraser
PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518
www.frasercolorado.com
Submittal Requirements:
Completed Business Enhancement Grant Application (see next page).
Site plan, sketch of project location, photographs, etc., to promote the project.
Survey may be required.
Itemized budget.
Landscape proposals must provide a complete plant list with quantities.
This program cannot be used for projects that have been completed or initiated prior to
approval. Upon approval, grant funds are provided after completion of the project and
submission of certification of project expenses. Grantee may be subject to the receipt of
a Form 1099 pursuant to the Internal Revenue Service and therefore must fill out the
attached W-9 form.
For further information about this program or to submit an application, please
contact:
Sarah Wieck, Marketing and Economic Development Manager
970-726-5491x218
swieck@town.fraser.co.us
Town of Fraser
PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518
www.frasercolorado.com
Business Enhancement Grant Application
Business/Organization Name:
Business License Number:
Contact Person:
Mailing Address:
Email Address:
Business Phone:
Total Estimated Cost of Proposal (Attached itemized budget):
Source of Funding in Addition to Grant:
Time-Frame for Implementation:
Purpose of Grant:
How will this proposal benefit Fraser and your business/organization?
Attach site plan or sketch of project location, photographs, etc., to promote the
project. Survey may be required.
Signature of Applicant Date
Please submit application to Sarah Wieck, Marketing and Economic Development Manager
swieck@town.fraser.co.us
Form W-9
(Rev. December 2014)
Department of the Treasury Internal Revenue Service
Request for Taxpayer
Identification Number and Certification
Give Form to the
requester. Do not
send to the IRS.Print or type See Specific Instructions on page 2.1 Name (as shown on your income tax return). Name is required on this line; do not leave this line blank.
2 Business name/disregarded entity name, if different from above
3 Check appropriate box for federal tax classification; check only one of the following seven boxes:
Individual/sole proprietor or
single-member LLC
C Corporation S Corporation Partnership Trust/estate
Limited liability company. Enter the tax classification (C=C corporation, S=S corporation, P=partnership) ▶
Note. For a single-member LLC that is disregarded, do not check LLC; check the appropriate box in the line above for
the tax classification of the single-member owner.
Other (see instructions) ▶
4 Exemptions (codes apply only to certain entities, not individuals; see
instructions on page 3):
Exempt payee code (if any)
Exemption from FATCA reporting
code (if any)
(Applies to accounts maintained outside the U.S.)
5 Address (number, street, and apt. or suite no.)
6 City, state, and ZIP code
Requester’s name and address (optional)
7 List account number(s) here (optional)
Part I Taxpayer Identification Number (TIN)
Enter your TIN in the appropriate box. The TIN provided must match the name given on line 1 to avoid
backup withholding. For individuals, this is generally your social security number (SSN). However, for a
resident alien, sole proprietor, or disregarded entity, see the Part I instructions on page 3. For other
entities, it is your employer identification number (EIN). If you do not have a number, see How to get a
TIN on page 3.
Note. If the account is in more than one name, see the instructions for line 1 and the chart on page 4 for
guidelines on whose number to enter.
Social security number
––
or
Employer identification number
–
Part II Certification
Under penalties of perjury, I certify that:
1. The number shown on this form is my correct taxpayer identification number (or I am waiting for a number to be issued to me); and
2. I am not subject to backup withholding because: (a) I am exempt from backup withholding, or (b) I have not been notified by the Internal Revenue
Service (IRS) that I am subject to backup withholding as a result of a failure to report all interest or dividends, or (c) the IRS has notified me that I am
no longer subject to backup withholding; and
3. I am a U.S. citizen or other U.S. person (defined below); and
4. The FATCA code(s) entered on this form (if any) indicating that I am exempt from FATCA reporting is correct.
Certification instructions. You must cross out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding
because you have failed to report all interest and dividends on your tax return. For real estate transactions, item 2 does not apply. For mortgage
interest paid, acquisition or abandonment of secured property, cancellation of debt, contributions to an individual retirement arrangement (IRA), and
generally, payments other than interest and dividends, you are not required to sign the certification, but you must provide your correct TIN. See the
instructions on page 3.
Sign Here Signature of
U.S. person ▶Date ▶
General Instructions
Section references are to the Internal Revenue Code unless otherwise noted.
Future developments. Information about developments affecting Form W-9 (such
as legislation enacted after we release it) is at www.irs.gov/fw9.
Purpose of Form
An individual or entity (Form W-9 requester) who is required to file an information
return with the IRS must obtain your correct taxpayer identification number (TIN)
which may be your social security number (SSN), individual taxpayer identification
number (ITIN), adoption taxpayer identification number (ATIN), or employer
identification number (EIN), to report on an information return the amount paid to
you, or other amount reportable on an information return. Examples of information
returns include, but are not limited to, the following:
• Form 1099-INT (interest earned or paid)
• Form 1099-DIV (dividends, including those from stocks or mutual funds)
• Form 1099-MISC (various types of income, prizes, awards, or gross proceeds)
• Form 1099-B (stock or mutual fund sales and certain other transactions by
brokers)
• Form 1099-S (proceeds from real estate transactions)
• Form 1099-K (merchant card and third party network transactions)
• Form 1098 (home mortgage interest), 1098-E (student loan interest), 1098-T
(tuition)
• Form 1099-C (canceled debt)
• Form 1099-A (acquisition or abandonment of secured property)
Use Form W-9 only if you are a U.S. person (including a resident alien), to
provide your correct TIN.
If you do not return Form W-9 to the requester with a TIN, you might be subject
to backup withholding. See What is backup withholding? on page 2.
By signing the filled-out form, you:
1. Certify that the TIN you are giving is correct (or you are waiting for a number
to be issued),
2. Certify that you are not subject to backup withholding, or
3. Claim exemption from backup withholding if you are a U.S. exempt payee. If
applicable, you are also certifying that as a U.S. person, your allocable share of
any partnership income from a U.S. trade or business is not subject to the
withholding tax on foreign partners' share of effectively connected income, and
4. Certify that FATCA code(s) entered on this form (if any) indicating that you are
exempt from the FATCA reporting, is correct. See What is FATCA reporting? on
page 2 for further information.
Cat. No. 10231X Form W-9 (Rev. 12-2014)
Form W-9 (Rev. 12-2014)Page 2
Note. If you are a U.S. person and a requester gives you a form other than Form
W-9 to request your TIN, you must use the requester’s form if it is substantially
similar to this Form W-9.
Definition of a U.S. person. For federal tax purposes, you are considered a U.S.
person if you are:
• An individual who is a U.S. citizen or U.S. resident alien;
• A partnership, corporation, company, or association created or organized in the
United States or under the laws of the United States;
• An estate (other than a foreign estate); or
• A domestic trust (as defined in Regulations section 301.7701-7).
Special rules for partnerships. Partnerships that conduct a trade or business in
the United States are generally required to pay a withholding tax under section
1446 on any foreign partners’ share of effectively connected taxable income from
such business. Further, in certain cases where a Form W-9 has not been received,
the rules under section 1446 require a partnership to presume that a partner is a
foreign person, and pay the section 1446 withholding tax. Therefore, if you are a
U.S. person that is a partner in a partnership conducting a trade or business in the
United States, provide Form W-9 to the partnership to establish your U.S. status
and avoid section 1446 withholding on your share of partnership income.
In the cases below, the following person must give Form W-9 to the partnership
for purposes of establishing its U.S. status and avoiding withholding on its
allocable share of net income from the partnership conducting a trade or business
in the United States:
• In the case of a disregarded entity with a U.S. owner, the U.S. owner of the
disregarded entity and not the entity;
• In the case of a grantor trust with a U.S. grantor or other U.S. owner, generally,
the U.S. grantor or other U.S. owner of the grantor trust and not the trust; and
• In the case of a U.S. trust (other than a grantor trust), the U.S. trust (other than a
grantor trust) and not the beneficiaries of the trust.
Foreign person. If you are a foreign person or the U.S. branch of a foreign bank
that has elected to be treated as a U.S. person, do not use Form W-9. Instead, use
the appropriate Form W-8 or Form 8233 (see Publication 515, Withholding of Tax
on Nonresident Aliens and Foreign Entities).
Nonresident alien who becomes a resident alien. Generally, only a nonresident
alien individual may use the terms of a tax treaty to reduce or eliminate U.S. tax on
certain types of income. However, most tax treaties contain a provision known as
a “saving clause.” Exceptions specified in the saving clause may permit an
exemption from tax to continue for certain types of income even after the payee
has otherwise become a U.S. resident alien for tax purposes.
If you are a U.S. resident alien who is relying on an exception contained in the
saving clause of a tax treaty to claim an exemption from U.S. tax on certain types
of income, you must attach a statement to Form W-9 that specifies the following
five items:
1. The treaty country. Generally, this must be the same treaty under which you
claimed exemption from tax as a nonresident alien.
2. The treaty article addressing the income.
3. The article number (or location) in the tax treaty that contains the saving
clause and its exceptions.
4. The type and amount of income that qualifies for the exemption from tax.
5. Sufficient facts to justify the exemption from tax under the terms of the treaty
article.
Example. Article 20 of the U.S.-China income tax treaty allows an exemption
from tax for scholarship income received by a Chinese student temporarily present
in the United States. Under U.S. law, this student will become a resident alien for
tax purposes if his or her stay in the United States exceeds 5 calendar years.
However, paragraph 2 of the first Protocol to the U.S.-China treaty (dated April 30,
1984) allows the provisions of Article 20 to continue to apply even after the
Chinese student becomes a resident alien of the United States. A Chinese student
who qualifies for this exception (under paragraph 2 of the first protocol) and is
relying on this exception to claim an exemption from tax on his or her scholarship
or fellowship income would attach to Form W-9 a statement that includes the
information described above to support that exemption.
If you are a nonresident alien or a foreign entity, give the requester the
appropriate completed Form W-8 or Form 8233.
Backup Withholding
What is backup withholding? Persons making certain payments to you must
under certain conditions withhold and pay to the IRS 28% of such payments. This
is called “backup withholding.” Payments that may be subject to backup
withholding include interest, tax-exempt interest, dividends, broker and barter
exchange transactions, rents, royalties, nonemployee pay, payments made in
settlement of payment card and third party network transactions, and certain
payments from fishing boat operators. Real estate transactions are not subject to
backup withholding.
You will not be subject to backup withholding on payments you receive if you
give the requester your correct TIN, make the proper certifications, and report all
your taxable interest and dividends on your tax return.
Payments you receive will be subject to backup withholding if:
1. You do not furnish your TIN to the requester,
2. You do not certify your TIN when required (see the Part II instructions on page
3 for details),
3. The IRS tells the requester that you furnished an incorrect TIN,
4. The IRS tells you that you are subject to backup withholding because you did
not report all your interest and dividends on your tax return (for reportable interest
and dividends only), or
5. You do not certify to the requester that you are not subject to backup
withholding under 4 above (for reportable interest and dividend accounts opened
after 1983 only).
Certain payees and payments are exempt from backup withholding. See Exempt
payee code on page 3 and the separate Instructions for the Requester of Form
W-9 for more information.
Also see Special rules for partnerships above.
What is FATCA reporting?
The Foreign Account Tax Compliance Act (FATCA) requires a participating foreign
financial institution to report all United States account holders that are specified
United States persons. Certain payees are exempt from FATCA reporting. See
Exemption from FATCA reporting code on page 3 and the Instructions for the
Requester of Form W-9 for more information.
Updating Your Information
You must provide updated information to any person to whom you claimed to be
an exempt payee if you are no longer an exempt payee and anticipate receiving
reportable payments in the future from this person. For example, you may need to
provide updated information if you are a C corporation that elects to be an S
corporation, or if you no longer are tax exempt. In addition, you must furnish a new
Form W-9 if the name or TIN changes for the account; for example, if the grantor
of a grantor trust dies.
Penalties
Failure to furnish TIN. If you fail to furnish your correct TIN to a requester, you are
subject to a penalty of $50 for each such failure unless your failure is due to
reasonable cause and not to willful neglect.
Civil penalty for false information with respect to withholding. If you make a
false statement with no reasonable basis that results in no backup withholding,
you are subject to a $500 penalty.
Criminal penalty for falsifying information. Willfully falsifying certifications or
affirmations may subject you to criminal penalties including fines and/or
imprisonment.
Misuse of TINs. If the requester discloses or uses TINs in violation of federal law,
the requester may be subject to civil and criminal penalties.
Specific Instructions
Line 1
You must enter one of the following on this line; do not leave this line blank. The
name should match the name on your tax return.
If this Form W-9 is for a joint account, list first, and then circle, the name of the
person or entity whose number you entered in Part I of Form W-9.
a. Individual. Generally, enter the name shown on your tax return. If you have
changed your last name without informing the Social Security Administration (SSA)
of the name change, enter your first name, the last name as shown on your social
security card, and your new last name.
Note. ITIN applicant: Enter your individual name as it was entered on your Form
W-7 application, line 1a. This should also be the same as the name you entered on
the Form 1040/1040A/1040EZ you filed with your application.
b. Sole proprietor or single-member LLC. Enter your individual name as
shown on your 1040/1040A/1040EZ on line 1. You may enter your business, trade,
or “doing business as” (DBA) name on line 2.
c. Partnership, LLC that is not a single-member LLC, C Corporation, or S
Corporation. Enter the entity's name as shown on the entity's tax return on line 1
and any business, trade, or DBA name on line 2.
d. Other entities. Enter your name as shown on required U.S. federal tax
documents on line 1. This name should match the name shown on the charter or
other legal document creating the entity. You may enter any business, trade, or
DBA name on line 2.
e. Disregarded entity. For U.S. federal tax purposes, an entity that is
disregarded as an entity separate from its owner is treated as a “disregarded
entity.” See Regulations section 301.7701-2(c)(2)(iii). Enter the owner's name on
line 1. The name of the entity entered on line 1 should never be a disregarded
entity. The name on line 1 should be the name shown on the income tax return on
which the income should be reported. For example, if a foreign LLC that is treated
as a disregarded entity for U.S. federal tax purposes has a single owner that is a
U.S. person, the U.S. owner's name is required to be provided on line 1. If the
direct owner of the entity is also a disregarded entity, enter the first owner that is
not disregarded for federal tax purposes. Enter the disregarded entity's name on
line 2, “Business name/disregarded entity name.” If the owner of the disregarded
entity is a foreign person, the owner must complete an appropriate Form W-8
instead of a Form W-9. This is the case even if the foreign person has a U.S. TIN.
Form W-9 (Rev. 12-2014)Page 3
Line 2
If you have a business name, trade name, DBA name, or disregarded entity name,
you may enter it on line 2.
Line 3
Check the appropriate box in line 3 for the U.S. federal tax classification of the
person whose name is entered on line 1. Check only one box in line 3.
Limited Liability Company (LLC). If the name on line 1 is an LLC treated as a
partnership for U.S. federal tax purposes, check the “Limited Liability Company”
box and enter “P” in the space provided. If the LLC has filed Form 8832 or 2553 to
be taxed as a corporation, check the “Limited Liability Company” box and in the
space provided enter “C” for C corporation or “S” for S corporation. If it is a
single-member LLC that is a disregarded entity, do not check the “Limited Liability
Company” box; instead check the first box in line 3 “Individual/sole proprietor or
single-member LLC.”
Line 4, Exemptions
If you are exempt from backup withholding and/or FATCA reporting, enter in the
appropriate space in line 4 any code(s) that may apply to you.
Exempt payee code.
• Generally, individuals (including sole proprietors) are not exempt from backup
withholding.
• Except as provided below, corporations are exempt from backup withholding
for certain payments, including interest and dividends.
• Corporations are not exempt from backup withholding for payments made in
settlement of payment card or third party network transactions.
• Corporations are not exempt from backup withholding with respect to attorneys'
fees or gross proceeds paid to attorneys, and corporations that provide medical or
health care services are not exempt with respect to payments reportable on Form
1099-MISC.
The following codes identify payees that are exempt from backup withholding.
Enter the appropriate code in the space in line 4.
1—An organization exempt from tax under section 501(a), any IRA, or a
custodial account under section 403(b)(7) if the account satisfies the requirements
of section 401(f)(2)
2—The United States or any of its agencies or instrumentalities
3—A state, the District of Columbia, a U.S. commonwealth or possession, or
any of their political subdivisions or instrumentalities
4—A foreign government or any of its political subdivisions, agencies, or
instrumentalities
5—A corporation
6—A dealer in securities or commodities required to register in the United
States, the District of Columbia, or a U.S. commonwealth or possession
7—A futures commission merchant registered with the Commodity Futures
Trading Commission
8—A real estate investment trust
9—An entity registered at all times during the tax year under the Investment
Company Act of 1940
10—A common trust fund operated by a bank under section 584(a)
11—A financial institution
12—A middleman known in the investment community as a nominee or
custodian
13—A trust exempt from tax under section 664 or described in section 4947
The following chart shows types of payments that may be exempt from backup
withholding. The chart applies to the exempt payees listed above, 1 through 13.
IF the payment is for . . .THEN the payment is exempt for . . .
Interest and dividend payments All exempt payees except
for 7
Broker transactions Exempt payees 1 through 4 and 6
through 11 and all C corporations. S
corporations must not enter an exempt
payee code because they are exempt
only for sales of noncovered securities
acquired prior to 2012.
Barter exchange transactions and
patronage dividends
Exempt payees 1 through 4
Payments over $600 required to be
reported and direct sales over $5,0001 Generally, exempt payees
1 through 52
Payments made in settlement of
payment card or third party network
transactions
Exempt payees 1 through 4
1 See Form 1099-MISC, Miscellaneous Income, and its instructions.
2 However, the following payments made to a corporation and reportable on Form
1099-MISC are not exempt from backup withholding: medical and health care
payments, attorneys' fees, gross proceeds paid to an attorney reportable under
section 6045(f), and payments for services paid by a federal executive agency.
Exemption from FATCA reporting code. The following codes identify payees
that are exempt from reporting under FATCA. These codes apply to persons
submitting this form for accounts maintained outside of the United States by
certain foreign financial institutions. Therefore, if you are only submitting this form
for an account you hold in the United States, you may leave this field blank.
Consult with the person requesting this form if you are uncertain if the financial
institution is subject to these requirements. A requester may indicate that a code is
not required by providing you with a Form W-9 with “Not Applicable” (or any
similar indication) written or printed on the line for a FATCA exemption code.
A—An organization exempt from tax under section 501(a) or any individual
retirement plan as defined in section 7701(a)(37)
B—The United States or any of its agencies or instrumentalities
C—A state, the District of Columbia, a U.S. commonwealth or possession, or
any of their political subdivisions or instrumentalities
D—A corporation the stock of which is regularly traded on one or more
established securities markets, as described in Regulations section
1.1472-1(c)(1)(i)
E—A corporation that is a member of the same expanded affiliated group as a
corporation described in Regulations section 1.1472-1(c)(1)(i)
F—A dealer in securities, commodities, or derivative financial instruments
(including notional principal contracts, futures, forwards, and options) that is
registered as such under the laws of the United States or any state
G—A real estate investment trust
H—A regulated investment company as defined in section 851 or an entity
registered at all times during the tax year under the Investment Company Act of
1940
I—A common trust fund as defined in section 584(a)
J—A bank as defined in section 581
K—A broker
L—A trust exempt from tax under section 664 or described in section 4947(a)(1)
M—A tax exempt trust under a section 403(b) plan or section 457(g) plan
Note. You may wish to consult with the financial institution requesting this form to
determine whether the FATCA code and/or exempt payee code should be
completed.
Line 5
Enter your address (number, street, and apartment or suite number). This is where
the requester of this Form W-9 will mail your information returns.
Line 6
Enter your city, state, and ZIP code.
Part I. Taxpayer Identification Number (TIN)
Enter your TIN in the appropriate box. If you are a resident alien and you do not
have and are not eligible to get an SSN, your TIN is your IRS individual taxpayer
identification number (ITIN). Enter it in the social security number box. If you do not
have an ITIN, see How to get a TIN below.
If you are a sole proprietor and you have an EIN, you may enter either your SSN
or EIN. However, the IRS prefers that you use your SSN.
If you are a single-member LLC that is disregarded as an entity separate from its
owner (see Limited Liability Company (LLC) on this page), enter the owner’s SSN
(or EIN, if the owner has one). Do not enter the disregarded entity’s EIN. If the LLC
is classified as a corporation or partnership, enter the entity’s EIN.
Note. See the chart on page 4 for further clarification of name and TIN
combinations.
How to get a TIN. If you do not have a TIN, apply for one immediately. To apply
for an SSN, get Form SS-5, Application for a Social Security Card, from your local
SSA office or get this form online at www.ssa.gov. You may also get this form by
calling 1-800-772-1213. Use Form W-7, Application for IRS Individual Taxpayer
Identification Number, to apply for an ITIN, or Form SS-4, Application for Employer
Identification Number, to apply for an EIN. You can apply for an EIN online by
accessing the IRS website at www.irs.gov/businesses and clicking on Employer
Identification Number (EIN) under Starting a Business. You can get Forms W-7 and
SS-4 from the IRS by visiting IRS.gov or by calling 1-800-TAX-FORM
(1-800-829-3676).
If you are asked to complete Form W-9 but do not have a TIN, apply for a TIN
and write “Applied For” in the space for the TIN, sign and date the form, and give it
to the requester. For interest and dividend payments, and certain payments made
with respect to readily tradable instruments, generally you will have 60 days to get
a TIN and give it to the requester before you are subject to backup withholding on
payments. The 60-day rule does not apply to other types of payments. You will be
subject to backup withholding on all such payments until you provide your TIN to
the requester.
Note. Entering “Applied For” means that you have already applied for a TIN or that
you intend to apply for one soon.
Caution: A disregarded U.S. entity that has a foreign owner must use the
appropriate Form W-8.
Form W-9 (Rev. 12-2014)Page 4
Part II. Certification
To establish to the withholding agent that you are a U.S. person, or resident alien,
sign Form W-9. You may be requested to sign by the withholding agent even if
items 1, 4, or 5 below indicate otherwise.
For a joint account, only the person whose TIN is shown in Part I should sign
(when required). In the case of a disregarded entity, the person identified on line 1
must sign. Exempt payees, see Exempt payee code earlier.
Signature requirements. Complete the certification as indicated in items 1
through 5 below.
1. Interest, dividend, and barter exchange accounts opened before 1984
and broker accounts considered active during 1983. You must give your
correct TIN, but you do not have to sign the certification.
2. Interest, dividend, broker, and barter exchange accounts opened after
1983 and broker accounts considered inactive during 1983. You must sign the
certification or backup withholding will apply. If you are subject to backup
withholding and you are merely providing your correct TIN to the requester, you
must cross out item 2 in the certification before signing the form.
3. Real estate transactions. You must sign the certification. You may cross out
item 2 of the certification.
4. Other payments. You must give your correct TIN, but you do not have to sign
the certification unless you have been notified that you have previously given an
incorrect TIN. “Other payments” include payments made in the course of the
requester’s trade or business for rents, royalties, goods (other than bills for
merchandise), medical and health care services (including payments to
corporations), payments to a nonemployee for services, payments made in
settlement of payment card and third party network transactions, payments to
certain fishing boat crew members and fishermen, and gross proceeds paid to
attorneys (including payments to corporations).
5. Mortgage interest paid by you, acquisition or abandonment of secured
property, cancellation of debt, qualified tuition program payments (under
section 529), IRA, Coverdell ESA, Archer MSA or HSA contributions or
distributions, and pension distributions. You must give your correct TIN, but you
do not have to sign the certification.
What Name and Number To Give the Requester
For this type of account:Give name and SSN of:
1. Individual The individual
2. Two or more individuals (joint
account)
The actual owner of the account or,
if combined funds, the first
individual on the account1
3. Custodian account of a minor
(Uniform Gift to Minors Act)The minor2
4. a. The usual revocable savings
trust (grantor is also trustee)
b. So-called trust account that is
not a legal or valid trust under
state law
The grantor-trustee1
The actual owner1
5. Sole proprietorship or disregarded
entity owned by an individual
The owner3
6. Grantor trust filing under Optional
Form 1099 Filing Method 1 (see
Regulations section 1.671-4(b)(2)(i)
(A))
The grantor*
For this type of account:Give name and EIN of:
7. Disregarded entity not owned by an
individual
The owner
8. A valid trust, estate, or pension trust Legal entity4
9. Corporation or LLC electing
corporate status on Form 8832 or
Form 2553
The corporation
10. Association, club, religious,
charitable, educational, or other tax-
exempt organization
The organization
11. Partnership or multi-member LLC The partnership
12. A broker or registered nominee The broker or nominee
13. Account with the Department of
Agriculture in the name of a public
entity (such as a state or local
government, school district, or
prison) that receives agricultural
program payments
The public entity
14. Grantor trust filing under the Form
1041 Filing Method or the Optional
Form 1099 Filing Method 2 (see
Regulations section 1.671-4(b)(2)(i)
(B))
The trust
1 List first and circle the name of the person whose number you furnish. If only one person on a
joint account has an SSN, that person’s number must be furnished.
2 Circle the minor’s name and furnish the minor’s SSN.
3 You must show your individual name and you may also enter your business or DBA name on
the “Business name/disregarded entity” name line. You may use either your SSN or EIN (if you
have one), but the IRS encourages you to use your SSN.
4 List first and circle the name of the trust, estate, or pension trust. (Do not furnish the TIN of the
personal representative or trustee unless the legal entity itself is not designated in the account
title.) Also see Special rules for partnerships on page 2.
*Note. Grantor also must provide a Form W-9 to trustee of trust.
Note. If no name is circled when more than one name is listed, the number will be
considered to be that of the first name listed.
Secure Your Tax Records from Identity Theft
Identity theft occurs when someone uses your personal information such as your
name, SSN, or other identifying information, without your permission, to commit
fraud or other crimes. An identity thief may use your SSN to get a job or may file a
tax return using your SSN to receive a refund.
To reduce your risk:
• Protect your SSN,
• Ensure your employer is protecting your SSN, and
• Be careful when choosing a tax preparer.
If your tax records are affected by identity theft and you receive a notice from
the IRS, respond right away to the name and phone number printed on the IRS
notice or letter.
If your tax records are not currently affected by identity theft but you think you
are at risk due to a lost or stolen purse or wallet, questionable credit card activity
or credit report, contact the IRS Identity Theft Hotline at 1-800-908-4490 or submit
Form 14039.
For more information, see Publication 4535, Identity Theft Prevention and Victim
Assistance.
Victims of identity theft who are experiencing economic harm or a system
problem, or are seeking help in resolving tax problems that have not been resolved
through normal channels, may be eligible for Taxpayer Advocate Service (TAS)
assistance. You can reach TAS by calling the TAS toll-free case intake line at
1-877-777-4778 or TTY/TDD 1-800-829-4059.
Protect yourself from suspicious emails or phishing schemes. Phishing is the
creation and use of email and websites designed to mimic legitimate business
emails and websites. The most common act is sending an email to a user falsely
claiming to be an established legitimate enterprise in an attempt to scam the user
into surrendering private information that will be used for identity theft.
The IRS does not initiate contacts with taxpayers via emails. Also, the IRS does
not request personal detailed information through email or ask taxpayers for the
PIN numbers, passwords, or similar secret access information for their credit card,
bank, or other financial accounts.
If you receive an unsolicited email claiming to be from the IRS, forward this
message to phishing@irs.gov. You may also report misuse of the IRS name, logo,
or other IRS property to the Treasury Inspector General for Tax Administration
(TIGTA) at 1-800-366-4484. You can forward suspicious emails to the Federal
Trade Commission at: spam@uce.gov or contact them at www.ftc.gov/idtheft or
1-877-IDTHEFT (1-877-438-4338).
Visit IRS.gov to learn more about identity theft and how to reduce your risk.
Privacy Act Notice
Section 6109 of the Internal Revenue Code requires you to provide your correct
TIN to persons (including federal agencies) who are required to file information
returns with the IRS to report interest, dividends, or certain other income paid to
you; mortgage interest you paid; the acquisition or abandonment of secured
property; the cancellation of debt; or contributions you made to an IRA, Archer
MSA, or HSA. The person collecting this form uses the information on the form to
file information returns with the IRS, reporting the above information. Routine uses
of this information include giving it to the Department of Justice for civil and
criminal litigation and to cities, states, the District of Columbia, and U.S.
commonwealths and possessions for use in administering their laws. The
information also may be disclosed to other countries under a treaty, to federal and
state agencies to enforce civil and criminal laws, or to federal law enforcement and
intelligence agencies to combat terrorism. You must provide your TIN whether or
not you are required to file a tax return. Under section 3406, payers must generally
withhold a percentage of taxable interest, dividend, and certain other payments to
a payee who does not give a TIN to the payer. Certain penalties may also apply for
providing false or fraudulent information.
Business Enhancement Grant Program:
The Town of Fraser recognizes that there has been challenges for businesses due to
COVID-19 restrictions and regulations. As a town we want to support our businesses
with the cost of upgrading your business to compensate for the changes required. The
funds can be used for COVID-19 specific upgrade to your business.
Local businesses or organizations may submit an application outlining their proposal
and funding request using the attached application form. Additional materials may be
submitted to help clarify the proposal.
Administrative approval of grant applications is provided by staff for applications that
meet the following criteria:
•Maximum grant award of $7,500.
•A minimum of 50% of project costs must be provided by applicant.
•Projects eligible for administrative approval are limited to any upgrade to
business due to COVID-19 regulations
•Administrative approvals may not exceed the annual budget appropriations for
the program.
•Projects must be completed by December 31st, 2020
Any Business Enhancement Grant Application that does not meet the provisions of the
above paragraph may be considered and approved only by the Town Board. All such
approvals will be on a case by case basis and each application will be considered only
on the merits of the proposal.
Ineligible Projects:
•New construction
•Property acquisition
•Refinancing existing debt
•Interior improvements, equipment, fixtures and/or furnishings
•Reimbursement for costs incurred prior to business enhancement grant approval
•Home occupations
Applications may be submitted by tenants with written approval from property owner.
Town of Fraser
PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518
www.frasercolorado.com
Submittal Requirements:
• Completed Business Enhancement Grant Application (see next page).
• Site plan, sketch of project location, photographs, etc., to promote the project.
Survey may be required.
• Itemized budget.
• Outline how project will help mitigate COVID-19 regulations at your business.
This program cannot be used for projects that have been completed or initiated prior to
approval. Upon approval, grant funds are provided after completion of the project and
submission of certification of project expenses. Grantee may be subject to the receipt of
a Form 1099 pursuant to the Internal Revenue Service and therefore must fill out the
attached W-9 form.
For further information about this program or to submit an application, please
contact:
Sarah Wieck, Marketing and Economic Development Manager
swieck@town.fraser.co.us
970-726-5491x218
Town of Fraser
PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518
www.frasercolorado.com
Business Enhancement Grant Application
Business/Organization Name:
Business License Number:
Contact Person:
Mailing Address:
Email Address:
Business Phone:
Total Estimated Cost of Proposal (Attached itemized budget):
Source of Funding in Addition to Grant:
Time-Frame for Implementation:
Purpose of Grant:
How will this proposal benefit Fraser and your business/organization?
Attach site plan or sketch of project location, photographs, etc., to promote the
project. Survey may be required.
Signature of Applicant Date
Please submit application to Sarah Wieck, Marketing and Economic Development Manager
swieck@town.fraser.co.us
Town of Fraser
PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518
www.frasercolorado.com
Form W-9
(Rev. December 2014) Department of the Treasury Internal Revenue Service
Request for Taxpayer
Identification Number and Certification
Give Form to the
requester. Do not
send to the IRS.
1 Name (as shown on your income tax return). Name is required on this line; do not leave this line blank.
2 Business name/disregarded entity name, if different from above
3 Check appropriate box for federal tax classification; check only one of the following seven boxes: 4 Exemptions (codes apply only to
Individual/sole proprietor or
single-member LLC
C Corporation S Corporation Partnership Trust/estate certain entities, not individuals; see instructions on page 3): Exempt payee code (if any)
Limited liability company. Enter the tax classification (C=C corporation, S=S corporation, P=partnership) ▶
Note. For a single-member LLC that is disregarded, do not check LLC; check the appropriate box in the line above for the tax classification of the single-member owner.
Other (see instructions) ▶
Exemption from FATCA reporting
code (if any)
(Applies to accounts maintained outside the U.S.)
5 Address (number, street, and apt. or suite no.) Requester’s name and address (optional)
6 City, state, and ZIP code
7 List account number(s) here (optional)
Part I Taxpayer Identification Number (TIN)
Enter your TIN in the appropriate box. The TIN provided must match the name given on line 1 to avoid
backup withholding. For individuals, this is generally your social security number (SSN). However, for a
resident alien, sole proprietor, or disregarded entity, see the Part I instructions on page 3. For other
entities, it is your employer identification number (EIN). If you do not have a number, see How to get a
TIN on page 3.
Note. If the account is in more than one name, see the instructions for line 1 and the chart on page 4 for
guidelines on whose number to enter.
Social security number
– –
or
Part II Certification
Under penalties of perjury, I certify that:
1. The number shown on this form is my correct taxpayer identification number (or I am waiting for a number to be issued to me); and
2. I am not subject to backup withholding because: (a) I am exempt from backup withholding, or (b) I have not been notified by the Internal Revenue
Service (IRS) that I am subject to backup withholding as a result of a failure to report all interest or dividends, or (c) the IRS has notified me that I am
no longer subject to backup withholding; and
3. I am a U.S. citizen or other U.S. person (defined below); and
4. The FATCA code(s) entered on this form (if any) indicating that I am exempt from FATCA reporting is correct.
Certification instructions. You must cross out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding
because you have failed to report all interest and dividends on your tax return. For real estate transactions, item 2 does not apply. For mortgage
interest paid, acquisition or abandonment of secured property, cancellation of debt, contributions to an individual retirement arrangement (IRA), and
generally, payments other than interest and dividends, you are not required to sign the certification, but you must provide your correct TIN. See the
instructions on page 3.
General Instructions
Section references are to the Internal Revenue Code unless otherwise noted.
Future developments. Information about developments affecting Form W-9 (such
as legislation enacted after we release it) is at www.irs.gov/fw9.
Purpose of Form
An individual or entity (Form W-9 requester) who is required to file an information
return with the IRS must obtain your correct taxpayer identification number (TIN)
which may be your social security number (SSN), individual taxpayer identification
number (ITIN), adoption taxpayer identification number (ATIN), or employer
identification number (EIN), to report on an information return the amount paid to
you, or other amount reportable on an information return. Examples of information
returns include, but are not limited to, the following:
• Form 1099-INT (interest earned or paid)
• Form 1099-DIV (dividends, including those from stocks or mutual funds)
• Form 1099-MISC (various types of income, prizes, awards, or gross proceeds)
• Form 1099-B (stock or mutual fund sales and certain other transactions by brokers)
• Form 1099-S (proceeds from real estate transactions)
• Form 1099-K (merchant card and third party network transactions)
• Form 1098 (home mortgage interest), 1098-E (student loan interest), 1098-T
(tuition)
• Form 1099-C (canceled debt)
• Form 1099-A (acquisition or abandonment of secured property)
Use Form W-9 only if you are a U.S. person (including a resident alien), to provide your correct TIN.
If you do not return Form W-9 to the requester with a TIN, you might be subject
to backup withholding. See What is backup withholding? on page 2.
By signing the filled-out form, you:
1. Certify that the TIN you are giving is correct (or you are waiting for a number
to be issued),
2. Certify that you are not subject to backup withholding, or
3. Claim exemption from backup withholding if you are a U.S. exempt payee. If
applicable, you are also certifying that as a U.S. person, your allocable share of
any partnership income from a U.S. trade or business is not subject to the
withholding tax on foreign partners' share of effectively connected income, and
4. Certify that FATCA code(s) entered on this form (if any) indicating that you are
exempt from the FATCA reporting, is correct. See What is FATCA reporting? on
page 2 for further information.
Sign Here Signature of
Print or type See Specific Instructions on page 2. Employer identification number
–
Cat. No. 10231X Form W-9 (Rev. 12-2014)
Form W-9 (Rev. 12-2014) Page 2
Note. If you are a U.S. person and a requester gives you a form other than Form
W-9 to request your TIN, you must use the requester’s form if it is substantially
similar to this Form W-9.
Definition of a U.S. person. For federal tax purposes, you are considered a U.S.
person if you are:
• An individual who is a U.S. citizen or U.S. resident alien;
• A partnership, corporation, company, or association created or organized in the United States or under the laws of the United States;
• An estate (other than a foreign estate); or
• A domestic trust (as defined in Regulations section 301.7701-7).
Special rules for partnerships. Partnerships that conduct a trade or business in
the United States are generally required to pay a withholding tax under section
1446 on any foreign partners’ share of effectively connected taxable income from
such business. Further, in certain cases where a Form W-9 has not been received,
the rules under section 1446 require a partnership to presume that a partner is a
foreign person, and pay the section 1446 withholding tax. Therefore, if you are a
U.S. person that is a partner in a partnership conducting a trade or business in the
United States, provide Form W-9 to the partnership to establish your U.S. status
and avoid section 1446 withholding on your share of partnership income.
In the cases below, the following person must give Form W-9 to the partnership
for purposes of establishing its U.S. status and avoiding withholding on its
allocable share of net income from the partnership conducting a trade or business
in the United States:
• In the case of a disregarded entity with a U.S. owner, the U.S. owner of the
disregarded entity and not the entity;
• In the case of a grantor trust with a U.S. grantor or other U.S. owner, generally,
the U.S. grantor or other U.S. owner of the grantor trust and not the trust; and
• In the case of a U.S. trust (other than a grantor trust), the U.S. trust (other than a
grantor trust) and not the beneficiaries of the trust.
Foreign person. If you are a foreign person or the U.S. branch of a foreign bank
that has elected to be treated as a U.S. person, do not use Form W-9. Instead, use
the appropriate Form W-8 or Form 8233 (see Publication 515, Withholding of Tax
on Nonresident Aliens and Foreign Entities).
Nonresident alien who becomes a resident alien. Generally, only a nonresident
alien individual may use the terms of a tax treaty to reduce or eliminate U.S. tax on
certain types of income. However, most tax treaties contain a provision known as
a “saving clause.” Exceptions specified in the saving clause may permit an
exemption from tax to continue for certain types of income even after the payee
has otherwise become a U.S. resident alien for tax purposes.
If you are a U.S. resident alien who is relying on an exception contained in the
saving clause of a tax treaty to claim an exemption from U.S. tax on certain types
of income, you must attach a statement to Form W-9 that specifies the following
five items:
1. The treaty country. Generally, this must be the same treaty under which you
claimed exemption from tax as a nonresident alien.
2. The treaty article addressing the income.
3. The article number (or location) in the tax treaty that contains the saving
clause and its exceptions.
4. The type and amount of income that qualifies for the exemption from tax.
5. Sufficient facts to justify the exemption from tax under the terms of the treaty
article.
Example. Article 20 of the U.S.-China income tax treaty allows an exemption
from tax for scholarship income received by a Chinese student temporarily present
in the United States. Under U.S. law, this student will become a resident alien for
tax purposes if his or her stay in the United States exceeds 5 calendar years.
However, paragraph 2 of the first Protocol to the U.S.-China treaty (dated April 30,
1984) allows the provisions of Article 20 to continue to apply even after the
Chinese student becomes a resident alien of the United States. A Chinese student
who qualifies for this exception (under paragraph 2 of the first protocol) and is
relying on this exception to claim an exemption from tax on his or her scholarship
or fellowship income would attach to Form W-9 a statement that includes the
information described above to support that exemption.
If you are a nonresident alien or a foreign entity, give the requester the
appropriate completed Form W-8 or Form 8233.
Backup Withholding
What is backup withholding? Persons making certain payments to you must
under certain conditions withhold and pay to the IRS 28% of such payments. This
is called “backup withholding.” Payments that may be subject to backup
withholding include interest, tax-exempt interest, dividends, broker and barter
exchange transactions, rents, royalties, nonemployee pay, payments made in
settlement of payment card and third party network transactions, and certain
payments from fishing boat operators. Real estate transactions are not subject to
backup withholding.
You will not be subject to backup withholding on payments you receive if you
give the requester your correct TIN, make the proper certifications, and report all
your taxable interest and dividends on your tax return.
Payments you receive will be subject to backup withholding if:
1. You do not furnish your TIN to the requester,
2. You do not certify your TIN when required (see the Part II instructions on page
3 for details),
3. The IRS tells the requester that you furnished an incorrect TIN,
4. The IRS tells you that you are subject to backup withholding because you did
not report all your interest and dividends on your tax return (for reportable interest
and dividends only), or
5. You do not certify to the requester that you are not subject to backup
withholding under 4 above (for reportable interest and dividend accounts opened
after 1983 only).
Certain payees and payments are exempt from backup withholding. See Exempt
payee code on page 3 and the separate Instructions for the Requester of Form
W-9 for more information.
Also see Special rules for partnerships above.
What is FATCA reporting?
The Foreign Account Tax Compliance Act (FATCA) requires a participating foreign financial institution to report all United States account holders that are specified
United States persons. Certain payees are exempt from FATCA reporting. See
Exemption from FATCA reporting code on page 3 and the Instructions for the
Requester of Form W-9 for more information.
Updating Your Information
You must provide updated information to any person to whom you claimed to be
an exempt payee if you are no longer an exempt payee and anticipate receiving
reportable payments in the future from this person. For example, you may need to
provide updated information if you are a C corporation that elects to be an S
corporation, or if you no longer are tax exempt. In addition, you must furnish a new
Form W-9 if the name or TIN changes for the account; for example, if the grantor
of a grantor trust dies.
Penalties
Failure to furnish TIN. If you fail to furnish your correct TIN to a requester, you are
subject to a penalty of $50 for each such failure unless your failure is due to
reasonable cause and not to willful neglect.
Civil penalty for false information with respect to withholding. If you make a false statement with no reasonable basis that results in no backup withholding,
you are subject to a $500 penalty.
Criminal penalty for falsifying information. Willfully falsifying certifications or
affirmations may subject you to criminal penalties including fines and/or
imprisonment.
Misuse of TINs. If the requester discloses or uses TINs in violation of federal law,
the requester may be subject to civil and criminal penalties.
Specific Instructions
Line 1
You must enter one of the following on this line; do not leave this line blank. The name should match the name on your tax return.
If this Form W-9 is for a joint account, list first, and then circle, the name of the
person or entity whose number you entered in Part I of Form W-9.
a. Individual. Generally, enter the name shown on your tax return. If you have changed your last name without informing the Social Security Administration (SSA)
of the name change, enter your first name, the last name as shown on your social
security card, and your new last name.
Note. ITIN applicant: Enter your individual name as it was entered on your Form
W-7 application, line 1a. This should also be the same as the name you entered on
the Form 1040/1040A/1040EZ you filed with your application.
b. Sole proprietor or single-member LLC. Enter your individual name as shown on your 1040/1040A/1040EZ on line 1. You may enter your business, trade,
or “doing business as” (DBA) name on line 2.
c. Partnership, LLC that is not a single-member LLC, C Corporation, or S Corporation. Enter the entity's name as shown on the entity's tax return on line 1
and any business, trade, or DBA name on line 2.
d. Other entities. Enter your name as shown on required U.S. federal tax
documents on line 1. This name should match the name shown on the charter or
other legal document creating the entity. You may enter any business, trade, or
DBA name on line 2.
e. Disregarded entity. For U.S. federal tax purposes, an entity that is
disregarded as an entity separate from its owner is treated as a “disregarded
entity.” See Regulations section 301.7701-2(c)(2)(iii). Enter the owner's name on
line 1. The name of the entity entered on line 1 should never be a disregarded
entity. The name on line 1 should be the name shown on the income tax return on
which the income should be reported. For example, if a foreign LLC that is treated
as a disregarded entity for U.S. federal tax purposes has a single owner that is a
U.S. person, the U.S. owner's name is required to be provided on line 1. If the
direct owner of the entity is also a disregarded entity, enter the first owner that is
not disregarded for federal tax purposes. Enter the disregarded entity's name on
line 2, “Business name/disregarded entity name.” If the owner of the disregarded
entity is a foreign person, the owner must complete an appropriate Form W-8
instead of a Form W-9. This is the case even if the foreign person has a U.S. TIN.
Form W-9 (Rev. 12-2014) Page 3
Line 2
If you have a business name, trade name, DBA name, or disregarded entity name, you may enter it on line 2.
Line 3
Check the appropriate box in line 3 for the U.S. federal tax classification of the
person whose name is entered on line 1. Check only one box in line 3.
Limited Liability Company (LLC). If the name on line 1 is an LLC treated as a
partnership for U.S. federal tax purposes, check the “Limited Liability Company”
box and enter “P” in the space provided. If the LLC has filed Form 8832 or 2553 to
be taxed as a corporation, check the “Limited Liability Company” box and in the
space provided enter “C” for C corporation or “S” for S corporation. If it is a
single-member LLC that is a disregarded entity, do not check the “Limited Liability
Company” box; instead check the first box in line 3 “Individual/sole proprietor or
single-member LLC.”
Line 4, Exemptions
If you are exempt from backup withholding and/or FATCA reporting, enter in the
appropriate space in line 4 any code(s) that may apply to you.
Exempt payee code.
• Generally, individuals (including sole proprietors) are not exempt from backup withholding.
• Except as provided below, corporations are exempt from backup withholding for certain payments, including interest and dividends.
• Corporations are not exempt from backup withholding for payments made in settlement of payment card or third party network transactions.
• Corporations are not exempt from backup withholding with respect to attorneys' fees or gross proceeds paid to attorneys, and corporations that provide medical or
health care services are not exempt with respect to payments reportable on Form
1099-MISC.
The following codes identify payees that are exempt from backup withholding.
Enter the appropriate code in the space in line 4.
1—An organization exempt from tax under section 501(a), any IRA, or a
custodial account under section 403(b)(7) if the account satisfies the requirements
of section 401(f)(2)
2—The United States or any of its agencies or instrumentalities
3—A state, the District of Columbia, a U.S. commonwealth or possession, or
any of their political subdivisions or instrumentalities
4—A foreign government or any of its political subdivisions, agencies, or
instrumentalities
5—A corporation
6—A dealer in securities or commodities required to register in the United
States, the District of Columbia, or a U.S. commonwealth or possession
7—A futures commission merchant registered with the Commodity Futures
Trading Commission
8—A real estate investment trust
9—An entity registered at all times during the tax year under the Investment
Company Act of 1940
10—A common trust fund operated by a bank under section 584(a)
11—A financial institution
12—A middleman known in the investment community as a nominee or
custodian
13—A trust exempt from tax under section 664 or described in section 4947
The following chart shows types of payments that may be exempt from backup
withholding. The chart applies to the exempt payees listed above, 1 through 13.
IF the payment is for . . . THEN the payment is exempt for . . .
Interest and dividend payments All exempt payees except
for 7
Broker transactions Exempt payees 1 through 4 and 6
through 11 and all C corporations. S
corporations must not enter an exempt
payee code because they are exempt
only for sales of noncovered securities
acquired prior to 2012.
Barter exchange transactions and
patronage dividends
Exempt payees 1 through 4
Payments over $600 required to be
reported and direct sales over $5,0001
Generally, exempt payees
1 through 52
Payments made in settlement of
payment card or third party network
transactions
Exempt payees 1 through 4
1 See Form 1099-MISC, Miscellaneous Income, and its instructions.
2 However, the following payments made to a corporation and reportable on Form
1099-MISC are not exempt from backup withholding: medical and health care
payments, attorneys' fees, gross proceeds paid to an attorney reportable under
section 6045(f), and payments for services paid by a federal executive agency.
Exemption from FATCA reporting code. The following codes identify payees that are exempt from reporting under FATCA. These codes apply to persons submitting this form for accounts maintained outside of the United States by
certain foreign financial institutions. Therefore, if you are only submitting this form
for an account you hold in the United States, you may leave this field blank.
Consult with the person requesting this form if you are uncertain if the financial
institution is subject to these requirements. A requester may indicate that a code is
not required by providing you with a Form W-9 with “Not Applicable” (or any
similar indication) written or printed on the line for a FATCA exemption code.
A—An organization exempt from tax under section 501(a) or any individual
retirement plan as defined in section 7701(a)(37)
B—The United States or any of its agencies or instrumentalities
C—A state, the District of Columbia, a U.S. commonwealth or possession, or
any of their political subdivisions or instrumentalities
D—A corporation the stock of which is regularly traded on one or more
established securities markets, as described in Regulations section
1.1472-1(c)(1)(i)
E—A corporation that is a member of the same expanded affiliated group as a
corporation described in Regulations section 1.1472-1(c)(1)(i)
F—A dealer in securities, commodities, or derivative financial instruments
(including notional principal contracts, futures, forwards, and options) that is
registered as such under the laws of the United States or any state
G—A real estate investment trust
H—A regulated investment company as defined in section 851 or an entity
registered at all times during the tax year under the Investment Company Act of
1940
I—A common trust fund as defined in section 584(a) J—
A bank as defined in section 581
K—A broker
L—A trust exempt from tax under section 664 or described in section 4947(a)(1)
M—A tax exempt trust under a section 403(b) plan or section 457(g) plan
Note. You may wish to consult with the financial institution requesting this form to
determine whether the FATCA code and/or exempt payee code should be
completed.
Line 5
Enter your address (number, street, and apartment or suite number). This is where
the requester of this Form W-9 will mail your information returns.
Line 6
Enter your city, state, and ZIP code.
Part I. Taxpayer Identification Number (TIN)
Enter your TIN in the appropriate box. If you are a resident alien and you do not
have and are not eligible to get an SSN, your TIN is your IRS individual taxpayer
identification number (ITIN). Enter it in the social security number box. If you do not
have an ITIN, see How to get a TIN below.
If you are a sole proprietor and you have an EIN, you may enter either your SSN
or EIN. However, the IRS prefers that you use your SSN.
If you are a single-member LLC that is disregarded as an entity separate from its
owner (see Limited Liability Company (LLC) on this page), enter the owner’s SSN
(or EIN, if the owner has one). Do not enter the disregarded entity’s EIN. If the LLC
is classified as a corporation or partnership, enter the entity’s EIN.
Note. See the chart on page 4 for further clarification of name and TIN
combinations.
How to get a TIN. If you do not have a TIN, apply for one immediately. To apply
for an SSN, get Form SS-5, Application for a Social Security Card, from your local
SSA office or get this form online at www.ssa.gov. You may also get this form by
calling 1-800-772-1213. Use Form W-7, Application for IRS Individual Taxpayer
Identification Number, to apply for an ITIN, or Form SS-4, Application for Employer
Identification Number, to apply for an EIN. You can apply for an EIN online by
accessing the IRS website at www.irs.gov/businesses and clicking on Employer
Identification Number (EIN) under Starting a Business. You can get Forms W-7 and
SS-4 from the IRS by visiting IRS.gov or by calling 1-800-TAX-FORM
(1-800-829-3676).
If you are asked to complete Form W-9 but do not have a TIN, apply for a TIN
and write “Applied For” in the space for the TIN, sign and date the form, and give it
to the requester. For interest and dividend payments, and certain payments made
with respect to readily tradable instruments, generally you will have 60 days to get
a TIN and give it to the requester before you are subject to backup withholding on
payments. The 60-day rule does not apply to other types of payments. You will be
subject to backup withholding on all such payments until you provide your TIN to
the requester.
Note. Entering “Applied For” means that you have already applied for a TIN or that
you intend to apply for one soon.
Caution: A disregarded U.S. entity that has a foreign owner must use the
appropriate Form W-8.
Form W-9 (Rev. 12-2014) Page 4
Part II. Certification
To establish to the withholding agent that you are a U.S. person, or resident alien, sign Form W-9. You may be requested to sign by the withholding agent even if
items 1, 4, or 5 below indicate otherwise.
For a joint account, only the person whose TIN is shown in Part I should sign
(when required). In the case of a disregarded entity, the person identified on line 1
must sign. Exempt payees, see Exempt payee code earlier.
Signature requirements. Complete the certification as indicated in items 1
through 5 below.
1. Interest, dividend, and barter exchange accounts opened before 1984 and broker accounts considered active during 1983. You must give your
correct TIN, but you do not have to sign the certification.
2. Interest, dividend, broker, and barter exchange accounts opened after
1983 and broker accounts considered inactive during 1983. You must sign the
certification or backup withholding will apply. If you are subject to backup
withholding and you are merely providing your correct TIN to the requester, you
must cross out item 2 in the certification before signing the form.
3. Real estate transactions. You must sign the certification. You may cross out
item 2 of the certification.
4. Other payments. You must give your correct TIN, but you do not have to sign
the certification unless you have been notified that you have previously given an
incorrect TIN. “Other payments” include payments made in the course of the
requester’s trade or business for rents, royalties, goods (other than bills for
merchandise), medical and health care services (including payments to
corporations), payments to a nonemployee for services, payments made in
settlement of payment card and third party network transactions, payments to
certain fishing boat crew members and fishermen, and gross proceeds paid to
attorneys (including payments to corporations).
5. Mortgage interest paid by you, acquisition or abandonment of secured
property, cancellation of debt, qualified tuition program payments (under
section 529), IRA, Coverdell ESA, Archer MSA or HSA contributions or
distributions, and pension distributions. You must give your correct TIN, but you
do not have to sign the certification.
What Name and Number To Give the Requester
For this type of account: Give name and SSN of:
1. Individual
2. Two or more individuals (joint
account)
3. Custodian account of a minor
(Uniform Gift to Minors Act)
4. a. The usual revocable savings
trust (grantor is also trustee)
b. So-called trust account that is
not a legal or valid trust under
state law
5. Sole proprietorship or disregarded
entity owned by an individual
6. Grantor trust filing under Optional
Form 1099 Filing Method 1 (see
Regulations section 1.671-4(b)(2)(i)
(A))
The individual
The actual owner of the account or,
if combined funds, the first
individual on the account1
The minor2
The grantor-trustee1
The actual owner1
The owner3
The grantor*
For this type of account: Give name and EIN of:
7. Disregarded entity not owned by an individual
8. A valid trust, estate, or pension trust
9. Corporation or LLC electing
corporate status on Form 8832 or
Form 2553
10. Association, club, religious,
charitable, educational, or other tax-
exempt organization
11. Partnership or multi-member LLC
12. A broker or registered nominee
13. Account with the Department of
Agriculture in the name of a public
entity (such as a state or local
government, school district, or
prison) that receives agricultural
program payments
14. Grantor trust filing under the Form 1041 Filing Method or the Optional
Form 1099 Filing Method 2 (see
Regulations section 1.671-4(b)(2)(i)
(B))
The owner
Legal entity4
The corporation
The organization
The partnership
The broker or nominee
The public entity
The trust
1 List first and circle the name of the person whose number you furnish. If only one person on a
joint account has an SSN, that person’s number must be furnished.
2 Circle the minor’s name and furnish the minor’s SSN.
3 You must show your individual name and you may also enter your business or DBA name on
the “Business name/disregarded entity” name line. You may use either your SSN or EIN (if you
have one), but the IRS encourages you to use your SSN.
4 List first and circle the name of the trust, estate, or pension trust. (Do not furnish the TIN of the
personal representative or trustee unless the legal entity itself is not designated in the account
title.) Also see Special rules for partnerships on page 2.
*Note. Grantor also must provide a Form W-9 to trustee of trust.
Note. If no name is circled when more than one name is listed, the number will be considered to be that of the first name listed.
Secure Your Tax Records from Identity Theft
Identity theft occurs when someone uses your personal information such as your
name, SSN, or other identifying information, without your permission, to commit
fraud or other crimes. An identity thief may use your SSN to get a job or may file a
tax return using your SSN to receive a refund.
To reduce your risk:
• Protect your SSN,
• Ensure your employer is protecting your SSN, and
• Be careful when choosing a tax preparer.
If your tax records are affected by identity theft and you receive a notice from
the IRS, respond right away to the name and phone number printed on the IRS
notice or letter.
If your tax records are not currently affected by identity theft but you think you
are at risk due to a lost or stolen purse or wallet, questionable credit card activity
or credit report, contact the IRS Identity Theft Hotline at 1-800-908-4490 or submit
Form 14039.
For more information, see Publication 4535, Identity Theft Prevention and Victim
Assistance.
Victims of identity theft who are experiencing economic harm or a system
problem, or are seeking help in resolving tax problems that have not been resolved
through normal channels, may be eligible for Taxpayer Advocate Service (TAS)
assistance. You can reach TAS by calling the TAS toll-free case intake line at
1-877-777-4778 or TTY/TDD 1-800-829-4059.
Protect yourself from suspicious emails or phishing schemes. Phishing is the
creation and use of email and websites designed to mimic legitimate business
emails and websites. The most common act is sending an email to a user falsely
claiming to be an established legitimate enterprise in an attempt to scam the user
into surrendering private information that will be used for identity theft.
The IRS does not initiate contacts with taxpayers via emails. Also, the IRS does
not request personal detailed information through email or ask taxpayers for the
PIN numbers, passwords, or similar secret access information for their credit card,
bank, or other financial accounts.
If you receive an unsolicited email claiming to be from the IRS, forward this
message to phishing@irs.gov. You may also report misuse of the IRS name, logo,
or other IRS property to the Treasury Inspector General for Tax Administration
(TIGTA) at 1-800-366-4484. You can forward suspicious emails to the Federal
Trade Commission at: spam@uce.gov or contact them at www.ftc.gov/idtheft or 1-
877-IDTHEFT (1-877-438-4338).
Visit IRS.gov to learn more about identity theft and how to reduce your risk.
Privacy Act Notice
Section 6109 of the Internal Revenue Code requires you to provide your correct
TIN to persons (including federal agencies) who are required to file information
returns with the IRS to report interest, dividends, or certain other income paid to
you; mortgage interest you paid; the acquisition or abandonment of secured
property; the cancellation of debt; or contributions you made to an IRA, Archer
MSA, or HSA. The person collecting this form uses the information on the form to
file information returns with the IRS, reporting the above information. Routine uses
of this information include giving it to the Department of Justice for civil and
criminal litigation and to cities, states, the District of Columbia, and U.S.
commonwealths and possessions for use in administering their laws. The
information also may be disclosed to other countries under a treaty, to federal and
state agencies to enforce civil and criminal laws, or to federal law enforcement and
intelligence agencies to combat terrorism. You must provide your TIN whether or
not you are required to file a tax return. Under section 3406, payers must generally
withhold a percentage of taxable interest, dividend, and certain other payments to
a payee who does not give a TIN to the payer. Certain penalties may also apply for
providing false or fraudulent information.
Town of Fraser
PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518
www.frasercolorado.com
Fraser Economic Development Policy
As noted in the 2017 Budget Message, sales tax revenues provide approximately 75%
of the revenue in the General Fund which provides for the general operations of the
Town. The Fraser business community is relatively small, therefore otherwise minor
changes can have a significant impact on revenues that are relied upon for general
operations. The opening of a new grocery store in Winter Park in 2017 will most
certainly have a negative impact on Fraser sales tax revenues. However, the extent of
that impact is uncertain.
Further, the Town Board conveyed a strong message in the 2017 Budget that Fraser is
“Open for Business.” Accordingly, the Fraser Economic Development Advisory
Committee, established in 2016 to assist the Board in developing policies to enhance the
local economy, recommends the following economic development policy statement:
• The Town of Fraser is seeking proposals for new commercial real estate and
business development that would take advantage of the following offerings:
o Rebate of the 4% municipal sales tax to the building owner.
▪ 100% for five years then 50% for five years.
o Rebate of the property tax increment for a term of five years.
o Waiver of the applicable Use Tax.
o Deferral of water and wastewater plant investment fees at time of
building permit, payable over three years after Certificate of Occupancy.
o Water and wastewater service fee waivers until issuance of Certificate of
Occupancy, or three years whichever comes first.
o A rebate of $1.00 per square foot payable upon issuance of Certificate of
Occupancy (in lieu of waiver of permit and review fees).
o These incentives would be available for new commercial and mixed use
real estate and business development in Fraser that commences
construction prior to January 1, 2020.
• On a case by case basis, the Town of Fraser will also consider other incentives
such as tax increment financing, density bonuses, parking waivers, and grants.
• Proposal must be consistent with Town of Fraser plans and policies and are
subject to the discretion of the Town Board.
Interested parties should submit proposals to the Fraser Town Manager. The Economic
Development Advisory Committee and Town Board commit to an initial response within
45 days.
Adopted by the Town Board on February 6, 2019
MAIN OFFICE: 970-726-8600 FAX: 970-726-8833
REAL ESTATE OFFICE: 970-726-8700
PO BOX 30 | WINTER PARK | COLORADO | 80482
November 27, 2020
Sent Via E-mail
Town of Fraser
Attn: Jeff Durbin
P.O. Box 120
Fraser, CO 80442
Re: Agreement for Certain Economic Inducements and Incentives
Dear Jeff,
This letter serves as a request for extension to the agreement for certain economic inducements and
incentives between the Town of Fraser and Grand Park dated June 7, 2017 in connection to the Market
Street North (78 Market Street) and Market Street South (118 Market Street) projects in the Village at
Grand Park.
The construction commenced prior to January 1, 2019 and we had planned on a completion of the
building shells by January 1, 2021 but due to unforeseen circumstances relating to the national
pandemic this has altered the intended completion date. Unfortunately, due to COVID-19, we were
unable to retain the original contractor that was contracted to complete the structure. We are also still
facing many supply chain issues in the building industry as a direct result of the pandemic.
Given the circumstances, we have refocused the work internally and with new subcontractors from our
current contracting team to complete the project with the expectation to complete the exterior of the
buildings by the end of 2021. Given the complexity and the uncertainty of what lies ahead and the
needs of the community for commercial space due to this pandemic we ask that an extension to this
agreement be granted for an additional two years (January 1, 2023).
Given the economic situation forced upon businesses by this national emergency many small business
owners are unable to immediately foresee their needs and overcome the obstacles we have all been
faced with this past year. Granting this extension will hopefully more adequately align timing of new
businesses to the area and their recovery from the economic disaster of COVID-19.
Sincerely,
Clark Lipscomb,
President