HomeMy WebLinkAbout01-15-2008 Council Economic Development CommitteeAGENDA
City of Iowa City
City Council Economic Development Committee
Tuesday, January 15, 2008
8:30 a.m.
Lobby Conference Room
Iowa City City Hall
1. Call to Order
2. Consider approval of the minutes of the December 18, 2007 Economic
Development Committee Meeting
3. Discussion of CDBG Economic Development Funds Application: Guido's
4. Downtown Study, next steps
S. 2007 Annual Economic Development Report
6. Memorandum of Understanding with Iowa City Area Development Group
7. Staff time
8. Committee time
9. Adjournment
MINUTES DRAFT
CITY COUNCIL ECONOMIC DEVELOPMENT COMMITTEE
DECEMBER 18, 2007
CITY HALL, LOBBY CONFERENCE ROOM, 8:30 A.M.
Members Present: Regenia Bailey, Connie Champion, Bob Elliott
Staff Present: Wendy Ford, Tracy Hightshoe, Jeff Davidson
Others Present: Steve Harding, Alisa Weinstein, Codi Josephson, Gig Wood
RECOMMENDATIONS TO CITY COUNCIL
Elliot moved and Champion seconded the minutes of the November 13, 2007, meeting be
approved as presented. Motion carried 3-0.
Champion then moved to approve the $40,000 CDBG Economic Development Fund Loan
application for the Wedge Pizzeria, seconded by Elliott. Motion carried 3-0.
Elliott moved to approve the $15,000 CDBG Economic Development Fund Loan application
for the Home Ec Workshop, seconded by Champion. Motion carried 3-0.
Elliott moved to recommend to the Council approval of the $2,000 funding request for the
University of Iowa Small Business Development Center, seconded by Champion. Motion
carried 3-0.
Champion moved to defer the funding request by the Entrepreneurial Development Center
for six months, seconded by Elliott. Motion carried 3-0.
CALL MEETING TO ORDER:
Chairperson Regenia Bailey called the meeting to order at 8:32 A.M.
APPROVAL OF MINUTES OF NOVEMBER 13, 2007:
Elliot moved and Champion seconded the minutes of the November 13, 2007, meeting be
approved as presented. Motion carried 3-0.
DISCUSSION OF CDBG ECONOMIC DEVELOPMENT FUNDS APPLICATIONS:
A. Wedge Pizzeria — Hightshoe addressed the Committee regarding the application from the
Wedge Pizzeria. The Wedge would like to expand to the Pedestrian Mall, where they plan to
employ several managers and employees. She noted that they have been good to work with,
and have maintained an excellent credit score. They have maintained their operating profit, as
well. Hightshoe is recommending $40,000 loan with a maximum term of seven years at 3%
interest. Champion questioned if this is what the committee is looking for downtown, in light of
the recent Market Niche study. She also stated that she has some objections to the fact that full-
time employees would not be receiving benefits. Steve Harding addressed this issue, stating that
for him to provide health benefits for ten people would not be feasible. Elliott questioned why
they should approve this request in particular, when there could be 200 other businesses that
want to expand in town. Bailey noted that those businesses are also eligible to request funds.
She stated that the Wedge would be moving in where New York Deli is moving out, and that the
Wedge will not serve alcohol is desirable to her. Bailey stated that she believes it makes sense
for this move to take place. She then asked Harding for some clarification on his business.
City Council Economic Development Committee
December 18, 2007
Harding reiterated his wish to expand his business, stating that the hourly pay offers is above
industry standards. Elliott then asked if the $40,000 being proposed is okay, as his request was
for $60,000. Hightshoe briefly explained how they came to the amount they did, giving some
background on how they decide the funding amounts. Champion then moved to approve the
$40,000 CDBG Economic Development Fund Loan application for the Wedge Pizzeria, seconded
by Elliott. Motion carried 3-0.
B. Home Ec Workshop — Hightshoe explained that the Home Ec Workshop is owned by Alisa
Weinstein and Cody Josephson. Their request is for a new business start-up. She explained that
they are planning to open in the Northside Market Place on Linn Street. Hightshoe noted that the
business would be considered a microenterprise. She further explained the funding that has
been reviewed, and stated that she recommends $15,000 loan for 7 years at 2% interest. The
owners of the Home Ec Workshop then addressed the Committee regarding their business plan
and vision. They noted that their business will be a community place for people to gather and do
crafty things, in classes and or individual special projects. Elliott and Champion both agreed that
the business sounds like a good concept for the area. Hightshoe explained how the proposed
loan amount was determined, and noted that the Committee has the option to change the
amount. Elliott asked for some clarification on the financial aspects, and shared concerns of
loaning too little an amount. Elliott moved to approve the $15,000 CDBG Economic Development
Fund Loan application for the Home Ec Workshop, seconded by Champion. Motion carried 3-0.
DISCUSSION OF REQUESTS FOR FUNDING:
University of Iowa Small Business Development Center — Ford reviewed the request from
Paul Heath at the University of Iowa Small Business Development Center for $2,000. The Center
has recently been funded a new line of $25,000 from the Iowa Values Fund, for which they need
a local match. They are requesting the $2,000 from Iowa City and similar amounts from the other
local communities they serve. She noted that the SBDC has been very helpful in assisting some
of the applicants for CDBG funds.
Entrepreneurial Development Center — Ford reported that EDC has been in existence for about
four years. Their mission is to provide resources to highly scalable, fast-growing companies in
the Corridor. She noted that their main role is to link up fast-growing businesses with financial
resources. She also noted that this is their first request for funding from the City, and that they
are also requesting funding from the surrounding cities and the County. Elliott expressed his
concerns about the funding request. Bailey asked for some clarification on why this is being
requested from the City. Ford explained how the request came in through the City Manager's
office and then was given to the Economic Development Committee to decide if it would be
appropriate.
The Committee then discussed both requests, weighing whether Economic Development funds
are appropriate for these two Centers. They decided to defer, for six months, the $15,000
request from the Entrepreneurial Development Center. Ford will follow up with them and request
they provide the committee with more detail on the program. Elliott moved to recommend to the
Council approval of the $2,000 funding request for the University of Iowa Small Business
Development Center, seconded by Champion. Motion carried 3-0. Champion moved to defer the
funding request by the Entrepreneurial Development Center for six months, seconded by Elliott.
Motion carried 3-0.
DOWNTOWN MARKET NICHE ANALYSIS — discuss next action steps:
Davidson reviewed the recent presentations of findings by the consultants and explained the
committee needed to decide how they want to implement the recommendations in the report.
Davidson shared some of his ideas, stating that the "buy in" of the vision is a critical item. He
noted that in talking to others about the study, it has become evident that the City's lead in this
could be an issue. He gave some history of the City's past involvement in downtown initiatives,
and then addressed some of the specific recommendations for the downtown, noting the key
recommendations require the work of someone in a downtown management position. Champion
City Council Economic Development Committee
December 18, 2007
stated that she agrees with Davidson in that the involvement of the private sector is critical. She
noted that perhaps the Downtown Association could be helpful in bringing some of these people
together in order to discuss the future of the downtown. Elliott questioned whether the Downtown
Association would be the appropriate organization to lead it.
Davidson asked if the committee thinks a "downtown manager" is the way to strike this
public/private partnership. Elliott stated that he believes they need to find out if businesses are
even interested. Davidson addressed bringing the private sector into discussions and the
challenges they would face in doing this. As a show of support for immediate improvements to
downtown, Ford suggested items that could be addressed immediately by the City, such as snow
removal, trash pick-up, and aggressive panhandlers. A discussion ensued regarding issues that
are City responsibilities, and those that are the responsibility of the private sector.
The discussion turned to how to involve and engage the private sector. Ford noted that the
Downtown Association is a major factor, as are the business leaders from outside the downtown
area. She stated that focusing on results, towards more of a "here's what downtown can
be... help us get here with your ideas," discussion could be a way to begin, as opposed to
promoting the creation of another job. Elliott reiterated that he believes they need to sit down with
business owners and leaders first, to see what their thoughts are on this.
Ford asked the committee if they thought an informational brochure explaining how the results of
the study could improve business downtown would be beneficial. Members agreed that this
would be a good conversation starter, and Davidson said that once they have these people at the
table for discussion, they need to address such issues as whether or not to have a downtown
business development manager. Davidson suggested that he, Ford, and Hightshoe do some
research on similar cities about how they handle their downtown markets. Davidson then asked if
the committee would get names to staff of individuals they feel should be involved in these
discussions, explaining this can be a starting point for setting up discussions. This then led to a
brief discussion on the issue of some people not being willing to meet in a public meeting, but
rather in a one-on-one meeting, and how should this be handled. Davidson then stated that they
would attempt to meet with people one-on-one, as needed, and also in open discussions, in order
to move forward with the Market Niche recommendations.
STAFF TIME
TIF Project Update Memos — Ford noted that the committee received copies of these update
memos, and explained the information contained in them. She noted that United Natural
Foods/Blooming Prairie, will likely not qualify for the full rebate, as their employee count is below
the agreement levels. On June 1, 2008, she will get update employment levels and use those to
determine the "claw back" amount, or the amount subtracted from the rebate based on
employment shortfalls. She also noted that one of the performance measures for Pepperwood
Plaza is their vacancy rate, which is in flux, but still above the agreed upon 85% level.
Hightshoe spoke briefly about the State Economic Development's Microenterprise Summit which
she and Ford attended on December 17.
COMMITTEE TIME
Bailey thanked Elliott for his work on the Economic Development Committee.
ADJOURNMENT
Meeting adjourned at 9:45 a.m.
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INITIAL REVIEW OF GUIDO'S DELI & MARKET
WORKING CAPITAL
Business Proposed:
Laurie Magaraci, owner of Guido's Deli & Market (227 E. 15t Street) is requesting funds
for working capital and to replace outdated equipment. The business opened in October
2005 as an Italian deli offering meats and cheeses, homemade soups, panini
sandwiches and other items. In December, the business expanded by opening a second
location at Kirkwood Community College in Iowa City.
The owner requests $50,000 for working capital and upgraded equipment.
Budget & Private Financial Contribution
Applicant contributed $147,000 to the start-up of Guido's Deli and $15,000 towards the
Kirkwood expansion. Owner states the business is not in a position to go to a private
lender due to current outstanding payables.
Comprehensive Plan/CITY STEPS Plan
The project does not require public infrastructure and is located in a CI-1 zone (intensive
commercial). CITY STEPS notes a high priority for the expansion and/or retention of
business that pay at least the living wage.
Quality of Jobs
The business plans to hire two full-time positions; an office manager at $17.00 per hour
and a janitorial position at $10.00 per hour. No fringe benefits are paid. The application
states that dinner service will be reduced to three nights a week in January; however
they will start offering breakfast.
Economic Impact
The proposed CDBG funds will provide a small business with access to low interest
working capital.
Environmental/Community Involvement
The business has a history of contributing gift certificates and food donations to various
charity groups, non-profit organizations and local schools.
Items to Address:
1. The business reports a net income loss of over $48,000 each year for the last two
years. Can the business sustain two additional full time employees at this time?
2. There is no collateral for the loan and the current outstanding payables are high.
The purchased equipment would only secure a very small portion of the loan.
3. Accounts payable includes all employee and sales tax accruals. Staff was not able
to review days account payable and days accrual as these items must be
separated. These two measures are indicators on how well the business is paying
off suppliers and if employee payments match the payroll cycle. These figures are
also compared to each previous year to see if a trend emerges.
4. Total sales from January to October 2006 were $145,653. Sales for this same time
period in 2007 (November and December 2007 sales not submitted due to timing of
application) were $171,976. This is an 18% increase. Despite the increase in
sales and no lease payable expenses in 2007, the business reports a current net
income loss of $48,006.
January 2008
January 15, 2008 Council Economic Development Committee
Guido's Deli & Market
Staff Recommendation:
The owner of Guido's Deli & Market, Laura Magaraci, has made a significant investment
into the company and is looking to expand their market and increase sales. The
business has operated at a significant loss for the last two years. As of October 31,
2007, current liabilities exceed current assets by approximately $34,800.
The amount owed on applicant's revolving accounts is high. The applicant requests a
lien on the equipment purchased to secure a portion of the loan. There is no collateral
available for the working capital funds.
Staff funding recommendation: While the business is adjusting hours and making
changes to increase profitability, staff does not recommend funding the request at this
time due to the items noted above.
January 2008
Iowa City CDBG Economic Development Funds
Application for Business Financial
Assistance
Business Requesting Financial Assistance:
Individual Laurie Magaraci
Home Address 4577 Kansas Ave SW, Iowa City, IA 52240-8576
Name of Applicant Business Guido's Deli & Market
Full Street Address of Business 227 E. 1 st Street Iowa City, IA 52240
Phone Number & Email Address 319-338-5356, laurie@guidosdeli.com
DUNS Number (If awarded funds, applicant must obtain a DUNS number):
Type of Business Restaurant
Date Business Established 10/12/2005
Bank of Business Account and Address (if applicable): University Iowa Community Credit Union, Iowa
City, IA 52240
NOTE: The City will not provide assistance in situations where it is determined that any repre-
sentation, warranty or statement made in connection with this application is incorrect,
false, misleading or erroneous in any material respect. If assistance has already been
provided by the City prior to discovery of the incorrect, false or misleading
representation, the City may initiate legal action to recover City funds.
Revised 11/15/06
Section 1: Description of Business and Proposed Project
1.1. Describe the proposed "project" (for example, company relocation, building expansion,
remodeling, new product line, number of new jobs, amount of investment in machinery and
equipment) and the expected benefits it will receive from the financial assistance requested:
Guido's Deli is growing. Since acquiring our liquor license and the recent article in the Press
Citizen Life section; (50 Must -Do Things in the area), our business has greatly increased. To
accommodate this increase and continue to provide quality service to our customers, we are
hiring an Office Manager to oversee all details regarding the operation of Guidos, and a
maintenance man responsible for all repairs and maintenance of the restaurant. We are
opening a second location within the Kirkwood Community College Monday, Dec. 3rd and will be
hiring a Manager to oversee all of the details associated with this location in the future. Guido's
is becoming known for our homemade feta and balsamic vinaigrette salad dressing. The
demand for these items is growing. One of the benefits of enough funding is, it would give me
an opportunity to achieve my long term goal of bottling these items for retail and local
distribution. Hiring a manager will free up some of my time and allow me the opportunity to
focus on marketing and achieving our long term goals.
We would like to upgrade some of the equipment at the 227 E. 1st Street location. Our current
equipment has limitations that now make it difficult to operate efficiently. Our computer is 4 yrs
old and no longer capable of competing with advances in technology, our meat slicer is very old
and the screws that maintain the blade are stripped causing the blade to slip; this must be
replaced immediately. The dishwasher we currently use has a capacity of approximately 16
racks per hour and utilizes 3 gal of water per rack. This is reflected in our monthly utilities. The
dishwasher we would like to purchase has a capacity of approximately 24 racks per hour with a
92 second cycle utilizing 1 gal of water per rack. (see attachment. Price quote by Dean
Demorest , Star Foods 319-364-3423).
Cutting costs in all areas of the restaurant greatly affects our receivables resulting in additional
revenue to cover operational costs. Currently, Guido's Deli is open for lunch and dinner.
Beginning in January, we are going to scale back dinner to three nights per week and start
offering breakfast. This change will increase our account receivables and aid in our account
payables.
1.2. Provide a brief history of your company:
Guido's Deli opened in October, 2005. It is an Italian inspired deli offering premium cuts of
meats and cheeses, homemade soups daily, panini sandwiches, various house specialties and
quality coffee and teas. After two years of operation, Guido's Deli has come to be recognized
all over Iowa City. We offer the feel of home in a very warm and relaxing environment.
1.3. Describe the organizational structure of the business:
Guido's Deli is owned and operated by Laurie Magaraci. Laurie is also President of Guido's. The
Office Manager and Restaurant Manager will report directly to Laurie.
Revised 11/15/06
1.4. Management
(Proprietor, partners, officers, directors, all holders of outstanding stock, 100% of
ownership must be shown)
Name & Position/Title
Complete Address
Owned
227 E. First Street
Laurie Ma arad, Owner
Iowa City, IA 52240
100%
Attach a brief description similar to a resume of the education, technical and business
background for all the people listed under Management.
Attached is the resume for Laurie Magaraci. We have not hired any of the managerial positions,
however we have interviewed and identified the candidates.
1.5. Will the project involve a transfer of operations or jobs from any other Iowa City or
Johnson County facility or replace operations or jobs currently being provided by another
Iowa City or Johnson County company? If yes, please indicate the facility(s) and/or
company(s) affected.
There will be no transfer of jobs. All positions are newly created.
Section 2: Financial Contributions to the Proposed Project
Use of Proceeds
USE OF Proceeds
Activity
Loan Requested
(Enter gross dollar
amount rounded to
the nearest hundreds)
New Construction/Expansion Repair
$ 1,000
Acquisition and/or Repair of Machinery
and Equipment
$ 8,868
Inventory Purchase
$ 1,000
Working Capital (including accounts
payable)
$39,132
Acquisition of Existing Business
N/A
All Other (provide description)
N/A
Total Loan Requested (All Sources):
$ 50,000
Revised 11/15/06
Monthly
Proposed Financing
Amount
Payment
Type(')
Rate
Term
Financial Institution:
$
Financial Institution :
$
Other :
$
Iowa City CDBG Economic Dev. Fund
$ 50,000
$679
Loan
2%
7yr
TOTAL: $ 50,000R,3 3
(')For example: forgivable loan, direct loan, or grant.
2.2. Explain why assistance is needed from the City, and why it cannot be obtained
elsewhere. If the applicant did not apply for a loan through a private financial institution,
please explain why. If denied assistance through a financial institution, please attach
the letter of denial.
Our volume has increased but we are not yet self sustaining and any profit is put back into the
business to cover current payroll and outstanding payables. Private lenders base part of their
decisions on current outstanding payables. We are not in a position to go to a private lender.
The restaurant business is a low profit margin industry within the first five years of operation.
Guido's Deli is entering its third year of operation and although we are experiencing some
success, we are still operating at a loss. The objective is to create additional revenue thereby
creating new jobs.
2.3. Indicate the owner's contribution (cash, assets for the operation of the business, etc.) to
this project.
The owner contributed $ 147,000 to the start-up of Guido's Deli located at 227 E. 1 st St., and
$15,000 towards the expansion at Kirkwood.
2.4. Identify all agencies or institutions involved in the project (financial, technical assistance,
etc.) and what their involvement is:
Financial: Two loans outstanding with the University of Iowa Community Credit Union, and one
with US Bank all towards the start-up of Guido's Deli located at 227 E. 1st St.
2.5. What type of security will the assisted business provide the City? If no security or less
than the dollar amount requested is offered, an explanation must be provided.
❑ Corporate Guaranty
❑ UCC Financing Statement
❑ Irrevocable Letter of Credit
❑ Personal Guarantee
❑ Surety Bonds
❑ Mortgage on Real Estate
❑ Escrow Account
X Other: Equipment purchased for the expansion site.
Before execution of a CDBG agreement, if the collateral consists of machinery and equipment,
inventory, or other, the applicant must provide an itemized list that contains serial and
identification numbers for all articles that had an original value of greater than $5,000. Include
a legal description of real estate offered as collateral. (see attachment)
Revised 11/15/06 4
inventory, or other, the applicant must provide an itemized list that contains serial and
identification numbers for all articles that had an original value of greater than $5,000. Include
a legal description of real estate offered as collateral. (see attachment)
2.7 If the City did not provide financial assistance, could the project proceed?
If assistance were not granted Guido's Deli would seek funding via commercial lenders.
However, because we continue to operate at a loss, and have two outstanding loans with
commercial lenders, it may be difficult to obtain a loan at this time.
Section 3: Jobs to Be Created/Retained
Special Note: The Community Development Block Grant (CDBG) program requires that
at least 51 % of the jobs created or retained must be held by or made available to low -
moderate income persons. The business acknowledges that if it fails to create and/or
retain the jobs identified below by the end of the project period and maintain them for a
period of time (usually 12 months from the date of the award); it may be required to
reimburse City funds for the employment shortfall.
3.1 If an existing business, how many employees are currently employed at your Iowa City
location? Please attach a copy of the company's quarterly Iowa "Employer's Contribution
and Payroll Report" for the most recent quarter.
We currently employ 12 employees. (see attachments)
3.2 Complete the following chart identifying the number of jobs to be created and/or retained
based on this specific project.
Type of Job and Hourly Rate for Created and/or Retained Positions in First 12
Months of Project Award (please see attached Job Category Definitions)
# of Jobs
Created
# of Jobs
Retained
Type of Job
No. Hours
Per Week
Hourly
Rate of Pay
Fringe
Benefits*
1
Officials & Managers
40
17.00
Professional
Technicians
Sales
Office & Clerical
1
Maintenance/Janitorial
40
10.00
Operatives (semi -skilled)
Laborers (unskilled)
Service Workers
*If fringe benefits are provided, please attach a description of all employee benefits provided
by and paid for (in full or in part) by the business. We are unable to offer benefits at this
time. The managers will be hired at a salary of $32,000 annually.
3.3 What is the estimated annual payroll for the new employees resulting from this project?
The estimated annual payroll for the managers will be $32,000 and $10/hr for the maintenance
person.
Revised 11/15/06
No
Section 4: Economic & Environmental Impact
4.1. What other Johnson County companies could be considered to be your competitors?
Paneras, New York Deli, Jimmy John's, Subway
4.2. Please describe the energy and resource efficiency programs, waste reduction, waste
exchange, and recycling programs at your Iowa City operation.
We recycle all of our cans, bottles, newspapers and cardboard.
Section 5: Community Involvement, Compliance with Law
5.1 In addition to your normal business activities, does your business contribute or have plans to
contribute to the community through volunteer work, financial contributions, or through other
means? Please describe.
Guido's Deli contributes to charitable organizations and has contributed to school PTO
fundraisers, Salvation Army, Table to Table, PATV, Domestic Violence Intervention Program,
Riverside Theater, and AMVETS Department of Iowa. Our contribution has been in the form of
gift certificates and food donations.
5.2 Has the business been cited or found to violate any federal or state statute or regulation
within the last five years (including, but not limited to environmental regulations, payroll
taxes, Occupational Safety and Health Administration laws, Fair Labor Standards, the
National Labor Relations Act, the Americans with Disabilities Act)? If yes, please explain the
circumstances of the violation(s).
No
5.3 Has the company or any officer of your company been involved in bankruptcy or
insolvency proceedings during the past 7 years from the date of this application? If so,
provide the details.
Ins
5.4 Are you or your business involved in any pending lawsuits? If yes, provide the case name of
the lawsuit, docket number, and city and state where it is pending.
IN
Revised 11/16/06
Section 6: Summary of Required Attachments
Check off each attachment submitted. If not submitted, explain why.
[ ] Business plan (if start-up business)
[ x] Balance Sheet (3 year historical if an existing business. Start-ups must provide a pro -
forma balance sheet)
[ x] Profit and loss statements (3 year historical if an existing business, 3 year projection for
start-ups)
[ x] 12 month cash flow statement (if the business does not expect to turn profitable within the
first 12 months, provide a cash flow statement extended to the year the business expects
to turn profitable)
[ ] Description of fringe benefits provided to employees, if applicable
[ x] Brief description of the education, technical and business background for all the persons
listed under Management (Question #1.4)
[ x] Please provide the social security numbers for all the persons listed under Management
(Question #1.4)
[x] If an existing company, copy of the company's quarterly Iowa "Employer's Contribution and
Payroll Report" for the most recent quarter.
[ ] Construction loans only: Cost estimates for construction and a statement of the source of
any additional funds
[x] Include a list of any machinery or equipment or other non -real estate assets to be
purchased with the financial assistance and the cost of each item as quoted by the seller.
Include the seller's name and address.
Revised 11/15/06
Upon review of a submitted application, the City reserves the right to request additional
information in order to assist the City with its evaluation of an application.
Release of Information and Certification
NOTE: Please read carefully before signing
I hereby give permission to the City of Iowa City (the City) to research the company's history,
make credit checks, contact the company's financial institution, and perform other related
activities necessary for reasonable evaluation of this proposal. I understand that all information
submitted to the City relating to this application is subject to the Open Records Law (1994 Iowa
Code, Chapter 22) and that confidentiality may not be guaranteed. I hereby certify that all repre-
sentations, warranties or statements made or furnished to the City in connection with this
application are true and correct in all material respects. I understand that it is a criminal violation
under Iowa law to engage in deception and knowingly make, or cause to be made, directly or
indirectly, a false statement in writing for the purpose of procuring economic development
assistance from a state agency or political subdivision.
If applicant is a proprietor or general partner, sign below.
By: Date:
If applicant is a Corporation, sign below:
1
�I C�no.
Corporate Name a d Seal I Dat
By:
Signature of sident
VP
Attested by:
Signature of Corporate Secretary
Revised 11/15/06
Laurie Magaraci
227 E. First Street Iowa City, IA 52240 (319)338-5356 laurie@,guidosdeli.com
EDUCATION
The University of Iowa, Iowa City, IA 1984
Completed 2 years towards BA in Business
EXPERIENCE
District Manager 1984-1986
New York Times (West Coast Edition), Los Angeles, CA
• Responsible for 50 route carriers, 4 supervisors, and 3 separate depots
Lunch Manager/Server 1987
Depot Restaurant — Warrenton Virginia
• As manager, I was responsible for the business performance of the restaurant. I
combined strategic planning, organizing shift patterns and day-to-day management
activities. The position was fast -paced and highly demanding.
• As server, I was responsible for providing friendly, responsive service, informed guests
of specials and menu changes, made recommendations, took food and beverage orders,
performed side work at the start and end of each shift.
Server/Team Leader
Taylor's Prime Steaks- Los Angeles CA
1988-1993
• As team leader, my role was to assist the restaurant manager in the operation of the
restaurant areas, achieving a consistently high professional standard.
Office Manager
KMD Architectural Firm — Los Angeles CA
1994-1998
Duties included bookkeeping, marketing and handling general office needs.
Phones, data entry, filing, supervision of office personnel
Maintain current office systems and create new ones as appropriate, special projects as
assigned
Newspaper Carrier 1999-2001
Press Citizen, Iowa City, IA
• Delivered newspapers to subscribers along a prescribed 100 mile route.
Clerk III 2001-2004
University of Iowa Hospitals Clinics, Iowa City, IA
• Coordinated all aspects in patient appointments, responded promptly and appropriately to
requests for information or services, organized charts for next days appointments, and
performed typing tasks using the computer to prepare documents.
Owner/President
Guido's Deli & Market
2005-present
Guido's Deli & Market is the result of all of my experience throughout my lifetime. I always
dreamed of owning my own business and circumstances provided me with the opportunity.
Guido's Deli
Balance Sheet
Dec 31, 05
Dec 31, 06
Oct 31, 07
ASSETS
Current Assets
Cash Drawer
55.00
55.00
55.00
Cash In Bank
2,699.20
6,066.30
510.69
Inventory - Food & Beverages
15,932.38
14,601.70
14,601.70
Total Current Assets
18,686.58
20,723.00
15,167.39
Fixed Assets
Building Improvements
54,147.97
54,147.97
54,147.97
Equipment
57,393.99
58,087.44
58,087.44
Office Equipment
878.70
878.70
878.70
Accumulated Depreciation
-6,849.00
-19,503.00
-30,048.00
Total Fixed Assets
105,571.66
93,611.11
83,066.11
Other Assets
Start Up Expenses
15,998.80
15,998.80
15,998.80
Accumumulated Amortization
-839.00
-4,039.00
-6,705.70
Total Other Assets
15,159.80
11, 959.80
9,293.10
TOTAL ASSETS
139,418.04
126,293.91
107,526.60
LIABILITIES & EQUITY
Liabilities
Accounts Payable
45,673.31
29,387.07
38,969.34
Leases Payable
20,128.19
45,677.06
0.00
Bank Notes
25,466.84
25,466.84
49,824.40
Total Liabilities
91,268.34
100,530.97
88,793.74
Equity
Additional Paid In Capital
80,952.82
106,852.20
147,828.83
Capital Stock Issued
200.00
200.00
200.00
Retained Earnings
0.00
-33,003.12
-81,289.26
Net Income
-33,003.12
-48,286.14
-48,006.71
Total Equity
48,149.70
25,762.94
18,732.86
TOTAL LIABILITIES & EQUITY
139,418.04
126,293.91
107 ,526.60
Page 1 of 1
Cash Basis Guido's Deli
Profit & Loss
October 1, 2005 - October 31, 2007
Oct - Dec 05
Jan - Dec 06
Jan - Oct 07
TOTAL
Income
Daily Sales
41,694.69
169,437.64
157,385.89
368,518.22
Daily Sales - Non Taxable
0.00
7,266.82
3,567.50
10,834.32
Catering
1,175.00
3,595.20
10,992.00
15,762.20
Interest Income
79.55
69.64
30.65
179.84
Total Income
42,949.24
180,369.30
171,976.04
395,294.58
Cost of Goods Sold
Purchases
16,664.76
77,512,68
75,405.35
169,582.79
Total COGS
16,664.76
77,512.68
75,405.35
169,582.79
Gross Profit
26,284.48
102,856.62
96,570.69
225,711.79
Expense
Personnel Expense
19,128.75
71,406.41
68,481.42
159,016.58
Advertising and Marketing
1,268.08
659.11
2,554.68
4,481.87
Amortization Expense
839.00
3,200.00
2,666.70
6,705.70
Bank Service Charges
117.94
1,010.76
1,176.30
2,305.00
Credit Card Fees
0.00
963.15
2,265.60
3,228.75
Cash Reconciliation
0.00
0.00
2.11
2.11
Communications
961.82
2,312.40
2,882.71
6,156.93
Depreciation Expense
6,849.00
12,654.00
10,545.00
30,048.00
Dues and Memberships
0.00
195.00
510.35
705.35
Equipment Lease Expenses
2,693.34
0.00
0.00
2,693.34
Equipment Rental
0.00
268.12
71.21
339.33
Insurance
872.50
1,362.99
3,430.06
5,665.55
Interest Expense
2,520.48
7,343.48
3,586.66
13,450.62
Laundry
0.00
259.01
555.21
814.22
Licenses, Fees & Permits
179.50
429.38
379.62
988.50
Miscellaneous
0.00
607.93
1,684.46
2,292.39
Postage and Delivery
126.12
153.15
9.78
289.05
Printing and Reproduction
117.01
258.82
128.01
503.84
Professional Fees
894.38
1,000.00
2,450.00
4,344.38
Rent
12,030.00
28,800.00
29,150.00
69,980.00
Repairs & Maintenance
1,048.35
1,960.36
1,264.19
4,272.90
Research & Development
296.63
0.00
18.75
315.38
Returned Checks
0.00
89.07
90.00
179.07
Subscriptions
160.33
278.85
35.75
474.93
Supplies
3,523.08
4,420.86
2,788.19
10,732.13
Travel & Ent
2,485.75
0.00
31.00
2,516.75
Utilities
3,175.54
11,509.91
7,819.64
22,505.09
Total Expense
59,287.60
151,142.76
144,577.40
355,007.77
Net Income
-33,003.12
-48,286.14
-48,006.71
-129,295.97
0 7 ' 21710 7 16: 23 13 11 33641 7'3'O
PAGE 02
DEC 7.2007 ESTIMATE
Cnuldo's Italian Deli
Fax(319) 3389-1859
From: To,
Dear Denorest
Star Food Service EqN, pment Gu!dQ',s Italian Dell
5137 18th Ave SW 227 First Street
Cedar Rapids, IA 52404 Iowa City, IA 52,240
(319) 364-.3423 x300 Fax: (311 9) 364-1768 (31 it) 338-6356 Fax: (319) 430-5299
Page 1 of 2
D 12057
Itern Oty Oescriptiorl Sell E-ach Sell Total
1 ey. DISHWASHER, UNDER.COUNTER 3,663,00 3,66100
Divmv;isher, Undetcounter, high temp, with buift-in booster, approx 24 racks per
hr., in$Ulated top & side panels, doible wall, tlectric, tank heat, built-in rinse
additive pump, auto -drain 22Ln &detergent pump, inel (1) 20"x20" open rack &
I 1pwww (1) 20"x20" peg rack, =sconstructior.
k14 =111-
1 208/220v/50itph - 22 amps
1 1-year limited warranty
1 ea Pressure Regulator Kit
1 ea '" ALYERNIATE DISHWASHER. UNDERCOUNTER
Dishwasher, Undercounter, high temp, with built-in booster, approx. 24 racks per
hr i,)sulaled top & side pat -leis, rouble well electric tank heat, built-in rinse
additive pump, detergent pump & 222V m-6. (1' 2D"x20'* open rack& (11
20Yx20" peg rack, tc/s construction
I 2.08/220v/5011 ph - 22 amps
1 1 -year I ted warranty
1 ea Pressure Regulator Kit
Star Food Service Equipment
3466.00 alternate
alternate
alternate
alternate
'. 2/07/ 2-T!"O 7, 16 : 29 1 .3 313 3641788
PAGE 03
DEC 7,20D7 Guido Italian Deli Page 2 of 2
012057
Item City Description Sell Each Self 11*01al
3 1 ea REFR6 — REACH -IN 2.225.00 2225.00
RefrVeirator,reach-in, two -section, 49 cuilt. self-contained, 430 sts front door &
304 s/s interior, self closirg hinged solid doors w1recessed handier, (6) shelves,
exterior LED digital thermometer, door locks, 4" swivel wasters. bottom Mount
comoressor, Energy Star ^ated. 1/3 HP
1 1-year parts and labor, 5-year compressor warranty
I 11 5v/8011, 7 0 amps, (3 wire with ground)
4 1 ea SLICER, r000 1,990A0 1.990.00
Slicer, 12'-Manual Gear Urive, SiS food contact zone provided easy to c'ean
surfaces that won't chip or pool, orgcnomic, top mount knife sharpener, slice
thickntss adjustment tram tissuee thin to 1 %thick- 17-3,14" x 22-112.11 *ootprir*
11 6V/6011 p!
70tid 7,876,00
Freight 18500
Delivery 26000
Sub—; Otal 8,31300
Saes Tax (Q. 5,01001%) 48768
Grand Totel 880065
Plumbing and Electrical by licensed others.
installation includes doliv" and set in place of ali equipment.
This is an estimate only - depending on final choices, specs, accessories, special colors, trims, haul
away, etc,
Star Food Service Equipment
JetTech Model: F-18DP Item# 9
models F- 1 8
UOM-jew 1=
Ur,dercour-it=ar Dial—iwasher
Fully automatic program with wash phase at 150*F (65'C.)
and fmal rinse phase at 185'F. (85*C.)
Capacity: 24 racks per hour
Sanitary labyrinth door eNminates need for gasket
Built-in rinse -additive pump for sparkling results
Built-in automatic detergent pump for consistent results
`Built-in automatic drain pump for ease of instaNation
`(For Model F-18DP only)
Guito's Italian Deli Star Food Service Equipment Page: 9-1
JetTech Model: F-18DP Item# 9
CONSTRUCTION FEATURES
• Body, external housing, wash tank, and all chassis components in brushed
stainess steel AIS130418/10
• Noise 58 dBa due to utilization of double -wall insulated panels
• Upper and lower wash and rinse jets on revolving arms constructed of
Fiberglass; easy to remove and dean without the need for tools
• Integrated AISI 18/10 stainless steel booster with insulated lining
• Safety micro -switch on the door to interrupt wash pump action
• Independently -operated heating elements alternating between
booster and wash tank
• Alternating heating elements reducing maximum absorption thereby
reducing energy costs
• Built for free standing installation with side and top panels of double -walled
wnstruc6on for low heat and noise emissions
• Standard equipment includes both tides and top panels that are
easily removed
• Automatic fill and water level regulation of the wash tank
• Wash pump protected with filter plus additional shield for tank element
• Entire wash tank area protected with perforated stainless steel scrap filters
to facilitate maintenance
• Door -opening with overall clearance of 15" (38 cm)
• Upper removable integrated front control panel with easy access for
technical maintenance
• Individual analog thermometer gauges displaying wash and rinse
temperatures
• Thermostatic control of wash and rinse temperatures ensure optimum results
• Unit supplied with two standard dish racks:
One open combination rack and one peg dish rack
19.75" x 19.75" (500 mm x 500 mm)
G�,SSIFj�O
C(q)US
U�
CLASSIFIED TO
NSF-3 MD.
JET TECH SYSTEMS CORP.
TEL: (514) 737-9701 FAX: (514) 342-3854
TOLL FREE: (888) ASK 4 JET
jet-tech.com sales@jet-tech.com
TECHNICAL FEATURES
• Rack capadty:19.75" x 19.75" (500 mm x 500 mm)
• Complete cycle: 160 seconds (145 sec. wash and 15 sec. rinse)
• Wash tank capacity: 7.25 U.S. gallons (26 liters)
• Wash tank element: 2800 Watts
• Wash temperature: 1501f. (651C.)
• Booster capacity. 2.20 U.S. gallons (8 liters)
• Booster element: 4000 Watts
• Booster (water) temperature: 185T..-194'f. (851C. - 90'C.)
• Power supply: single-phase 208-220 V. 60 Hz. 22 A.
• Motor -pump: 0.75 H.P. with thermal overload protection
• Maxi num power rating: 4550 Watts
• Water consumption per cycle: 0.79 U.S. gallon (3 liters)
• Working pressure: 25 p.s.i. (dynamic)
• Water Met compection: 3/4" flexible garden -hose type
• Drain connection: F-18 =1.5" (38mm.) F-18DP =1.0" (25.4 mm.)
• Wekjht: 165 lbs. (75 kg.)
FRONT
�-- 23 3/4" -�
Ilm "O OO II
33 112"
SIDE
r-- 23 3/4" --�
III f.1;1
r-- 23 3/4" --*
A=14"
B=11 1/2"
C=9"
33 1/2" D = 2"
Electrical
Water Inlet Drain
®sip
F-- 1 8
In line with our continuing polity on research and product development,
we reserve the right to after specifications without notice.
Guito's Italian Deli Star Food Service Equipment Page: 9-2
.'7
4m
�L � u� NSF
f
il
4: #
ECIFICATIONS
dIODEL GS-12A GS-12M
Foot Print
Overall Length
Overall Width
Overall Height W/Feet
Knife Motor
{
i Chute Motor
)peed
Diameter of knif
Slices Thickness
Vet Weight
Shipping weight
Box dimensions(LxDxH)
hanged without prior notice for product improvement.
,nd specifcauons can be c
23.4" _
i
y
X,
) 01
17.8"
211,
GS-12AVIEW (Automatic)
23.4"
y cri
-; r
17.8'
GS-12M VIEW (Manual)
TurboAir Model: MSR-49NM Item# 5
REFRIGERATOR_
MS -)3 M, MSS,-49 M / MSF-13 M, M F-4
zFR
High-tech Monitor
The unit will beep to warn you if the door has been open for
more than 5 minutes. The monitor digitally displays the
present temperature. You can easily adjust the temperature
by pressing the up or down button.
Bottom Mounted Compressor
All Units feature a bottom -mounted compressor for energy
savings, high efficiency and easy service, The bottom -
mounted compressor also allows the food to be placed in an
ergonomically correct location,
Self -Diagnostic System
Shows the status of the unit immediately.
• Efficient Refrigeration System
Turbo Air's solid refrigerators and freezers are designed with
over -sized evaporators and condensers for faster cooling
and greater efficiency.
• Digitally controlled Temperature System
Enables you to see temperature without opening the door.
Freshness of products lasts longer by keeping the correct
temperature.
Self -Contained System
No Plumbing required. Simple installation.
Bun Tray Racks Available
All models are available for full door tray racks
• Self -Closing
Doors are equipped with self -closing
• Reversible door {'!door unit only)
Other Features
Solid and sturdy grille design.
Minimum wattage heater in the cabinet frame to conserve
energy and keep your cabinet water free.
Incandescent interior lighting.
Foamed with polyurethane, high -density cell insulation.
(CFC free)
Positive seat with self closing doors.
Automatic evaporator fan motor delay when the door is
open.
Rounded corner contoured line.
Door locks.
- 4" swivel caster's.
C* wM
IS090o l
Guito's Italian Deli Star Food Service Equipment Page: 5-1
TurboAir Model: MSR-49NM Item# 5
ONE AND Two
DOOR
MODELS
CABINET INTERIOR/EXTERIOR SPECIFICATIONS
DATA
1117�
hISR-23G-1
MSR49G22
Voltage
115160-1
115A30-1
115160-1
115/60-1
115/60-1
115)60-1
Feed Wires (With ground)
3
3
1/3 HP
1/3 HP
1/3 FVP
U2 H/P
1/3 HP
FJ�HIT_
11.A
SHIPPING DATA
WIMI.
MSR-23G5
MSR49G-21
Length -Crated (in)
28.3
55.5
28.3
55.5
28.3
55.5
Depth -Crated (in)
32,3
32.3
32.3
323
82.2
822
-Volume-Crated (cu,ft)
43.4
85.2
43.4
85.2
43.4
85.2
Net Weight(lbs)
264
'
385
273
405
295
-416
[■DIMENSIONAL DATA
�&11; &M
MSR-23G-1
MSR-49G2
# OF DOORS
1
2
1
2
1
-2
-Rack capacity
1
2
1
2
1
2
-Length overall (in)
26.8
53.9
26.8
53.9
26.8
53.9
Depth overall (in)
30.8
30,8
30.8
30.8
32.2
322
82.6
82.6
82.6
Interior dimension(UM)
22,9 x 24.0 x 59.3
50 x 24.0 x 59.3
22.9 x 24.0 x 59.3
50 x 24.0 x 59 3
22.9 x 24.0 x 59.3
50 x 24.0 x 59.3
Sheff size
22 x:23.1
24.3 x 23.1
22 x 23.1
24.3 x 23.1
22 x 23.1
24.3 x 23A
shelves
3
6
3
6
3
6
*Design and specifications can be changed without
prior notice for
oroduct w7provomptif
ter3'a
322
280
w a
A b
24.0
240
729
MSR-23NM i MSF-23NM / MSR-23G. I
4SR-49W) MSF-49NM,MSR.49r..2
SOW DOW Side View
Glass Door Reach -in Refrigerator Skye View
RS9;GFRArOR V4V,9rACR1RF,q
ff 1250 Victoria St. CARSON, CA 90746-1666
�4i i "i r Toll Free (800)627-0032 www.turboai6nc.com
Guito's Italian Deli Star Food Service Equipment Page: 5-3
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�I r _4 CITY OF IOWA CITY
��= g qcp -T, i �R%-, MEMORANDUM
To: Economic Development Committee
From: Wendy Ford
Date: January 3, 2008
Re: Downtown Market Niche Analysis Progress/Next Steps
Summary of discussion from Economic Development Meeting, Dec. 18, 2007
• The study and official presentations of the findings are complete.
• It is time to decide how to implement recommendations.
• "Buy in" from the private sector is critical.
• The perception of government taking the lead is sometimes negatively perceived.
• Ec. Dev. Committee conferred that the study committee of City, Chamber & DTA
remain unified to further the work of the study recommendations.
• Ec. Dev. Committee agreed that study committee members and city staff should be
out talking about the results of the study with key stakeholders to get a "pulse" on
their views of it and to begin corralling those with similar views.
• The Economic Development Committee was asked to provide names of key people to
staff.
• Staff would construct series of next steps and convene necessary meetings.
Since the December 18 Economic Development Committee meeting, Ford has had
further discussions with Chamber and DTA committee members. There was a strong
sentiment that the study committee should be conducting one-on-one conversations with
opinion leaders from outside downtown as well as from within downtown. This would
enable even more leadership -level thinkers from the community an opportunity to share
their insights about how the management of downtown business development could be
most effectively implemented. The committee would be able to use insight and energy
from all leaders to build the case for investing in activities to enhance downtown.
Sequence and talking points with opinion leaders
• Seek out and speak with opinion leaders from outside the downtown, because they
use downtown as a recruiting tool for attracting new talent and jobs to Iowa City.
• Seek out and speak with opinion leaders from within the downtown, because they
serve their market from downtown.
• Have talking points in mind, and leave door open for all ideas.
Talking points:
• The goal of the study was to discover how economic health of downtown
could be improved by working to build an optimal mix of retail, commercial
office, residential and entertainment.
• A three -pronged plan of a) business attraction, b) property development and c)
business retention and expansion would build this mix. The study provides
empirical data to show exactly how much growth the downtown could
SAPCD\ECODEV\Projects, Issues & Inquiries\Downtown Market Niche Analysis\DTMNA next steps 1-08.doc
experience over the coming ten years, and the best results can be delivered
with a concerted effort of downtown business development. Since none of the
partners in the 3 sponsoring organizations have the capacity, nor the direct
mission to take on management of downtown business development as their
own, a partnership of downtown investors, both public and private, is
necessary to hire a downtown business development manager.
• Key parts of the work plan of a manager of downtown business development
activities would be:
o Build relationships with potential new downtown retailers and use
market study to illustrate demand for retail (and market niches within
retail) over the coming decade and begin work of attracting new
businesses to downtown.
o Build relationships with potential new office space tenants and use
market study to show attractiveness of downtown (and plans for its
improvement) as a lure for employees to work in those spaces.
o Use market study to illustrate demand for live/work housing and build
relationships with developers who could fulfill that market niche.
o Improve clustering by knowing the real estate market (for sale and for
lease) to build customer desire to shop downtown, and marketing
empty or scheduled -to -be empty space to appropriate retailers.
• Ask for feedback about the proposed downtown manager position,
• Ask for ideas about an advisory board to direct activities of the position, and
the structure it should take.
• Ask for thoughts about who should be on the board.
• Ask for willingness to be involved in advisory or financial capacity in future.
Possible Timeline
By this date
Accomplish these activities
January 31, 2008
1. Committee members meet one-on-one with opinion leaders
from outside downtown area to get "pulse" and discover
potential investors in partnership.
2. Committee members convene to
a. share insight gained
b. refine talking points, if needed
c. assign and split list of opinion leaders from within
downtown area to talk to.
February 29, 2008
1. Committee members meet one-on-one with opinion leaders
from within the downtown area to get "pulse" and discover
potential investors in partnership.
2. Set public meeting and invite those who have expressed interest
in either guiding activities to enhance downtown or who have
indicated they would be interested in funding
3. Set up account through Johnson County Foundation.
March 30, 2008
1. Downtown business partnership organized.
2. O er ing guideline developed.
SAPCD\ECODEV\Projects, Issues & Inquiries\Downtown Market Niche Analysis\DTMNA next steps 1-08.doc
3. Strategic priorities identified.
4. Secure financial investments.
5. Elect leadership.
6. Secure rent-free office space.
7. Advertise for downtown manager position
April 30, 2008
1. Staff hired.
2. Work plan developed.
3. Committees formed.
S:\PCD\ECODEV\Projects, Issues & Inquiries\Downtown Market Niche Analysis\DTMNA next steps 1-08.doc
STATUS REPORT ON
city of Io2va City
Economic Development
Objectives and Strategies
CALENDAR YEARS 2007-2008
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CITY OF IOWA CITY
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MEMORANDUM
To: Economic Development Committee, City Council
From: Wendy Ford, Economic Development Coordinator
Date: December 28, 2007
Re: Annual Report on Economic Development Activities, 2007
Following is a status report on the activities of the Economic Development Division for
calendar year 2007. The plan of work is based on the Two -Year Economic Development
Strategies and Policies for 2007 and 2008 approved by the Council Economic
Development Committee on January 23, 2007.
As a reminder, your economic development policies are to:
1. Diversify and increase the property tax base by a) encouraging the retention and
expansion of existing industry and b) attracting industries that have growth potential
and are compatible with existing businesses and industries.
2. Develop the available labor force consistent with the needs of employment
opportunities.
3. Provide and protect areas suitable for future industrial and commercial development.
4. Continue to cooperate with existing local and regional organizations to promote
economic development within Iowa City.
5. Improve the environmental and economic health of the community through the
efficient use of resources.
6. Consider financial incentives and programs to facilitate achieving the above.
The four key objectives for economic development are:
1. Foster the retention and expansion of primary sector existing businesses and attract
new businesses to Iowa City.
2. Support the development of Downtown to ensure a healthy mix of retail, services,
entertainment, office, residential, lodging, and nightlife.
3. Assist in the development of entrepreneurial businesses in Iowa City.
4. Workforce development.
The following pages detail the strategies designed to meet the objectives and note the
progress made in each program area at the half -way point in the plan.
cc: Jeff Davidson, Director of Planning and Community Development
Economic Development
Committee
2008
Regenia Bailey, Chair
Connie Champion
Matthew Hayek
Wendy Ford, ED Coordinator
Jeff Davidson, PCD Director
Foster the retention and expansion of primary
sector existing businesses and attract new
businesses to Iowa City.
How to Measure • 2 expansions; 2 new businesses; 0 business losses (of those City has
Success assisted)
• Create/update marketing materials
Completed • 1 expansion —assisted Alpla with $5 million building expansion to
add new product line
• Assisted ICAD in the hosting of site visit for wind power manufacture,
high tech security services firm, and blood plasma research and
development firm
• Final production stages of a joint project with ICAD to market the
area as a place to do business
STRATEGIES
A. Have ability to respond as needed to infrastructure needs.
• Plan and budget for economic development infrastructure in Capital Improvement Plan;
including roads, utilities, telecommunications, water and sewer.
• Apply for RISE (Revitalize Iowa's Sound Economy) and other financial opportunities for
assistance.
Completed
• Worked with Urban Planning Division on concept plan for possible
annexation in southeast Iowa City
On -going
0 Work with PCD Director to maintain high priority for economic
development -focused capital improvement projects
Planned
• Assist in the application for RISE funds for 420th St. improvements
Primary sector includes business and industry who can CHOOSE to locate here and whose market is not dependent on Iowa City.
1
B. Market new and existing land for development and redevelopment.
• Fully utilize LOIS (Location One Info System) system to post information on the
community, buildings and sites in the market
Completed • Updated LOIS information
• Assisted ICAD in getting concept plan for new industrial area to
prospective businesses
• Concept plan for annexation of industrial land in southeast Iowa
City
On -going 0 Work with listing agent for Aviation Commerce Park land sale/
lease
Planned 0 Distribute new marketing materials to larger employers in Iowa City
• Begin 2008 update of LOIS information
• Complete southeast Iowa City annexations
C. Design comprehensive marketing and presentation package in concert with ICAD (Iowa City
Area Development Group).
Completed Assisted ICAD with their response package update
• Worked together on new marketing brochure to be completed 1/08
• Financial Assistance Package information in production, scheduled
for completion 2/08
On -going "How to do Business in Iowa City" pamphlet in production, scheduled
for completion 1/08
Planned Create combination zoning map with land available for
development
D. Develop system of regular communications about business in Iowa City.
• Maintain positive relationships with existing businesses with public recognition of
accomplishments including long term businesses in Iowa City, good corporate citizens in
Iowa City, and stability of permanent full time employees of the labor force
• Act upon ICAD's annual retention surveys and gather information to evaluate satisfaction
with governmental and area support services.
• Respond to selected set of targeted business leads
• Communicate through local media the positive economic climate in Iowa City
• Communicate through City's economic development web pages
Completed • Helpedtobuild relationships with landowners forfuture development
of commercial/industrial and office growth
• Attended a meeting of ICAD-surveyed businesses to listen to
concerns
• Served as Iowa City government liaison to Business Friendly
Communities Task Force of the Chamber of Commerce to improve
perceptions of doing business in Iowa City.
• Roberts Dairy land swap agreement drafted
• Updated slide show "Use of TIF in Iowa City"
• Completed Downtown Market Niche Analysis
• Updated Community Profile
• Updated CDBG guidelines and application forms
E
On -going
• Maintain positive relationships with business community
Planned
• Improve regularity of communications.
• Letter to business community with new brochure.
• Update of City's Economic Development Website.
E. Review, refine and improve programs for providing incentives to increase tax base through
construction of new facilities or improvements to existing facilities.
Completed
CDBG application guidelines updated; process underway with other
City financial assistance programs
On -going
Improvement of application and processing of tax incentive
applications
Planned
Research feasibility of facade improvement programs
F. Propose redevelopment plans and/or invest in public spaces in areas of the community, such
as South Riverside Drive, Towncrest, South Gilbert Street, North Dodge Street, Muscatine
Avenue/First Avenue, Mormon Trek, and Aviation Commerce Park commercial areas.
On -going • Towncrest area urban renewal plan underway.
• On -going work with realtor on Aviation Commerce Park
• Assist public/private partnershipwith Lakeside Apartments
renovation
Planned • Complete Towncrest urban renewal plan
G. Develop local, regional and state business network by active involvement and presence with
• Chamber, Chamber government affairs committee, ICAD (Iowa City Area Development
Group), CVB (Iowa City/Coralville Convention and Visitors Bureau), IDED (Iowa
Department of Economic Development), PDI (Professional Developers of Iowa)
• University of Iowa departments
• Mid -American Energy
Completed • Assisted with letter to UNESCO in Iowa City's bid to be a
UNESCO Literary City
• Involved with Chamber, Gov't Affairs, Business Friendly
Task Force, ICAD, DTA organizations and committees
On -going • Continue work with ICAD in attracting new businesses
Planned 0 Do more with University of Iowa Centers for Enterprise
and Pomerantz Career Center
• Do more with PDI
3
Support the development of Downtown to ensure
a healthy mix of retail, services, entertainment,
office, residential, lodging, and nightlife.
STRATEGIES
A. Facilitate market niche analysis for downtown
B. Create a facade renovation incentive program
C. Explore development of creative business incubator
D. Capitalize on the Cultural District designation
How to Measure Success
• Begin implementation of program of marketing to
commercial tenants; retain existing retailers, gain 5 new
businesses
Completed
• Completed work with consultant on Downtown Market
Niche Analysis, setting the stage for the program of
marketing
On -going
• Work with business community to build support for
recommended downtown business manager
Planned
• Research facade renovation programs and ways to
finance
Assist in the development of entrepreneurial businesses in Iowa City.
STRATEGIES
A. Market financial assistance programs via bankers, the web, and community outreach.
B. Explore possibilities of incubator development.
C. Develop relationships with Technology Innovation Center (TIC) businesses and opportunities
for their expansion in Iowa City.
D. Collaborate with the Chamber's Small Business Education and Entrepreneurial Development
(SEED) program to provide informational and/or coaching resources for small businesses.
E. Use 8250,000/year in CDBG funds to assist new businesses.
How to Measure Success
• Support 10 new businesses
Completed
0 Presented City financial programs to Chamber member
seminar
• Worked with local banks to promote CDBG ED program
• Assisted 6 entrepreneurs with CDBG funds: Discerning
Eye, La Reyna, Nile Valley Restaurant, Gluten Evolution,
The Wedge Pizzeria, Home Ec. Workshop
• Networked with Operator Performance Lab director at
the airport to gain knowledge of work and be ready to
assist in clustering complementary new business nearby
On -going
• Continue promoting CDBG economic development
funds
Planned
0 Improve communications with TIC center businesses
Workforce development
STRATEGIES
A. Be a partner in communicating the workforce business resources of the Cedar Rapids -Iowa
City Technology Corridor"' to business and industry.
B. Encourage and advocate local industries' use of UI Career Center's Expo for internship and full
time job postings to attract young professionals to Iowa City
C. Create recognition program/positive public relations opportunity for companies employing
permanent full time employees.
D. Reserve dollars from City's CDBG (Community Development Block Grant) funds for job
training.
E. Maintain information about and actively support workforce development strategies of Kirkwood
Community College, ICAD, Priority One, and Skills Advantage.
How to Measure Success
• Ensure workforce/laborshed data is shared with targeted
industries
• Benchmark Iowa City -based companies' use of Expo at UI
Career Center,
• Complete annual public relations on permanent
employment programs
Completed
• Partnered with ICAD in communicating the workforce
business resources of the Cedar Rapids -Iowa City
Technology Corridorlm to business and industry
• Maintained information about and actively support
workforce development strategiesof Kirkwood Community
College, ICAD, Priority One, and Skills Advantage
On -going
• Maintain information abouta nd actively support workforce
development strategies of Kirkwood Community College,
ICAD, Priority One, and Skills Advantage
Planned
• Create recognition program/positive public relations
opportunity for companies employing permanent full
time employees
• Benchmark area use of UI Career Center's Expo online
job posting
5
r
®4 CITY OF IOWA CITY
Matt
MEMORANDUM
Date: January 4, 2008
To: City Council
From: Wendy Ford
Re: Memo of Understanding, Iowa City Area Development Group
Following is a memorandum of understanding drafted for and between the City of Iowa City and
Iowa City Area Development Group.
This agreement is for the current fiscal year and does not require a budget amendment.
It's purpose is to document the activities the city expects ICAD Group to do in return for the
financial investment the City makes.
Last year, it was approved by the Economic Development Committee and signed by the City
Manager.
City of Iowa City & Iowa City Area Development Group
Memorandum of Understanding for
Services Provided by ICAD Group to City of Iowa City
The City of Iowa City is committed to investing $100,000 during ICAD Group fiscal year 2008
(July 1, 2007 — June 30, 2008). The services to be provided, which would likely run through the
end of the 2008 calendar year, for this investment will include, but are not limited to, the
following items:
1. Provide aerial photos of industrial, office parks, and other substantial commercial sites in
Iowa City. Additional fees may be associated with photos of sites not linked with the
core work associated with ICAD Group (i.e., residential, retail, etc.). It is expected that
these photos will be completed in spring 2008.
2. ICAD Group will interview their clients residing in Iowa City as part of the existing
business services program (Synchronist), and provide a summary report.
3. ICAD Group will continue to visit the corporate headquarters of companies with
operations in Iowa City, and will provide a verbal report related to issues pertaining to
city services or areas in which the city can provide resources to improve general business
conditions or specific company needs.
4. The ICAD Group President will provide a general organizational update to the city
council annually. Other presentations, such as company expansion/location
opportunities, or on special request by council will also be granted.
5. ICAD Group will engage the City of Iowa City, and other city investors, as it develops
and/or redevelops significant marketing materials.
6. ICAD Group will continue to work with city officials and area leaders on the
development of the commercial and industrial zones, particularly the Mormon Trek
Industrial Park, Aviation Commerce Park and the annexation of industrial land on the
southeast section of town.
7. ICAD Group will work with the Economic Development Coordinator's office to gather
information for the annual Community Profile.
8. ICAD Group staff and Iowa City Economic Development Division will meet at least
monthly to share information and coordinate efforts.
9. ICAD Group will provide assistance with applications to the State of Iowa.
10. ICAD Group will provide a year-end report on the progress made from this MOU, and
present this information to the Economic Development Committee and offer a
presentation to the full city council.
Joe Raso Date City Manager Date