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SMALL BUSINESS RESOURCE GUIDE

David Geffen Hall, 645 W. 130th Street | (212) 853-7416

TABLE OF CONTENTS I Business Model Canvas

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II Creating a Business Plan

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III Pitching Exercises

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IV A 14-step Checklist for Making Your

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Business Legit V Legal Resources for Small Businesses

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Small Business Resource Guide

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Business Model Canvas The Business Model Canvas is a strategic management tool that lets you visualize and assess your business idea or concept. It’s a one-page document containing nine boxes that represent different fundamental elements of your business.

The business model canvas beats the traditional multipage business plan, by offering a much easier way to understand the different core elements of a business.

The Business Model Canvas breaks your business model down into nine easy-to-understand segments: Key Partners, Key Activities, Key Resources, Value Propositions, Customer Relationships, Channels, Customer Segments, Cost Structure, and Revenue Streams.

Gaining a better understanding of your business never hurts. It helps you communicate your goals to your team.

It helps you pull into focus what your business does and how it might continue to do it. It helps you communicate to clients why they should do business with you.

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Key Partners • Key partners are the professional individuals that supply you with needed infrastructure, services, materials, parts, and products. They are instrumental in helping you develop and operate your overall business.

• A successful business can rarely be a oneman or one-woman show. They are other companies and people that you will need to partner with to start and develop your business.

• It’s impossible for you to internally source everything you need for your business.

• You need to identify individuals and/or businesses who have skills, resources, or information you need to launch and scale up your endeavor. You might need to form an advisory team.

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Key Activities • These are the most important tasks a company must carry out in order to fulfill its business purpose.

• These are the key things that you need to do in order to deliver your value propositions to customers.

• These are the specific activities or tasks that are fundamental to the operation of your business.

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Value Propositions • These show how you solve your customer’s problem or satisfy your customer’s needs. Each value proposition consists of a selected bundle of products and/or services that caters to the requirements of a specific customer segment.

• Value propositions illustrate why customers should buy from your brand.

• A value proposition makes a case for why a customer should pick one product over another. It cites the unique value a product provides over its contenders.

• A product/service can have a single value proposition or multiple value propositions.

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Customer Relationship • Customer Acquisition: Getting a new customer involves persuading someone to choose your product or brand over others.

• Customer Retention: What tactics will you use to retain customers? Think about developing long-term relationships between your company and your customers and creating customer loyalty.

Loyalty can lead to customers consuming from you more than once and customer referrals.

• Customer growth: How will you get your customers to continue to buy more from you? What activities and capabilities will allow your business to scale?

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Customer Segments • Consider the community of customers or businesses that you are aiming to sell your product or services to. Customers can be segmented into distinct groups based on needs, behaviors, and other traits that they share.

• Demographic: What is the makeup of your target segment in terms of gender, income, education, relationship status, and many other statistics?

• Geographic: Where are your customers located? What physical, cultural, and accessibility attributes are important to note?

• Psychographic: What interests, opinions, beliefs, values, and political views do your target segment customers have?

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Key Resources • These are the main inputs and assets your business uses to function effectively.

• These are the main assets that your company requires to create its end product, and these are usually differentiated from the key resources being utilized by your competitors.

• Key resources deal with the operational end of the business spectrum and define what kind of materials you need, what kind of equipment is required, and the types of people you need to employ.

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Channels • These are customer touch points that play an important role in the customer experience.

• Through channels, your business will interface with its customers via communication, distribution, and/or sales.

• Channels generate awareness among customers about a company’s products and services. Trade shows, email marketing, blogs, and guerilla marketing are all forms of channels.

• Channels allow customers to purchase specific products and services.

• Channels create engagement with the customer that can result in a purchase or order.

• Retail, wholesale, distribution, and ecommerce are sales activities that will require unique channels.

• Channels provide support for your customer when and after the purchase or service is provided. Support can be online, through phone, or onsite.

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Cost Structure • The cost structure comprises the key resources a company must spend to keep generating revenue.

• The amount of money your business spends on operations, your main costs, and how cost-driven the business is are all components of your cost structure.

• The primary costs associated with generating revenues are called COGS (cost of goods sold). These can include marketing activities or other distribution channel activities.

• A well-planned cost structure keeps companies in healthy financial positions and also helps them scale their operations.

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Revenue Sources • Revenue streams are the different sources through which a business earns its revenue.

• Revenue sources include the different activities a business performs to generate revenue.

• A common metric is the average amount of money a company generates with each defined customer.

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Creating a Business Plan

Description

David Geffen Hall, 645 W. 130th Street | (212) 853-7416

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Overview Components of a Comprehensive Business Plan Executive Summary The Company The Product or The Service The Market The Marketing Strategy The Operating Plan The Management Team The Financial Request (optional) The Financial Projections

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Executive Summary

Mission Provide a mission statement

Vision Explain the vision of the business

Begin with a summary of the business designed to catch the attention of the reader.

Include type of operation, length of time in business, what inspired the creation of the business, and the location of the office.

The Product

Outline the product

The Leadership

Explain who the leadership is

The Overall Industry

Explain what's going on in the industry at large

The Competitors Outline how your product differentiates from competitors The Financial Status

Layout the finances

Short & Long Term Goals

Provide at least four of each (short term is six months to one year, and long term is two to three years)

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The Company Be specific about the business’s structure. Is it a corporation, partnership, sole proprietorship, or franchise?

Who’s In Charge

Name

Name

Name

Role

Role

Role

Explain what they do for the business. How much experience do they have?

Where did they study?

What are their achievements? You may also add a fun fact about them.

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The Company Clear explanation of how the company is organized

Map of the Organization

Leadership

Design and Strategy

Design

Engineering

Programs

Collection

Recycling

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The Product or Service Clear explanation of the product or service

Expand Define the niche your product/ service fills in the marketplace and identify what makes your product or service different or special.

If trademark or patent is warranted, explain what steps are being taken to secure protection.

*Use photos and diagrams as needed.

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The Market Identify who will buy your product or service and why

Overview Provide historical, current, and projected marketing data for the product/service, market niche, and industry.

Present information form independent sources to support your product or service's profit potential and present any product or service-specific marketing research you may have conducted.

Item 1

Competitor Analysis Include analysis of at least 4 competitors, identifying their major strengths and weaknesses.

Item 2

Item 3

Show how your business will differ from theirs.

Item 4 0

10

20

30

40

50

60

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Market Strategy Explain how you intend to reach your target customers

Who is Your Consumer?

In this section, write a comprehensive description of your marketing mix including a product or service Plan, pricing plan, promotion plan, distribution plan, and social media strategy.

How will you package and position your product in the marketplace?

Detail the specific market you are targeting. If it is a sizeable market, you may group your target audience into categories.

You can also take into account the geography of your target market.

Consider the audience's gender, race, educational level, and other demographic data.

30 | Freelancer | Brooknew Jane is a freelance writer who cares for herself, the community, and the planet.

Goals Practice self-care daily Reduce household waste Win more clients Likes Productivity apps Yoga Lean cooking

Jane Doe

Personality Creative Resourceful Educated

Challenges Dealing with stress Managing an eco-conscious household Meeting her work deadlines Dislikes Smog Wasteful packaging Fatty food Products She Enjoys Greenery Lifestyle groceries Flawless Green skincare line Year Yoga Gear mat

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Operating Plan Describe your manufacturing process

The 4 Ps of Marketing Detail how will you deliver your good within specific time frames.

Explain your manufacturing process, potential production volume, and sources of labor and materials.

Include hours of operation.

Product The brand, its features, its packaging

Common questions: What needs does this product fulfill What frustrations does it address?

What makes it compelling to customers?

Price Discounts, bundles, credit terms

Common questions: What is the value of the product or service to customers?

Are there established price points for this product or service in the market?

How will your price compare to those of competitors?

Promotion Print & broadcast ads, social media, email, search engine, video

Common questions: How you will get the word out about your product or service?

What promotional approaches are most familiar to your audience?

What resources are available to you?

Place Physical stores, website, online marketplace

Common questions: Will it be in a physical store or online?

Where will the stores be?

What will be the distribution channels?

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The Management Team Identify the professionals you have gathered to launch your venture

Overview Identify key personnel and carefully outline their responsibilities. Provide resumes or biographies for each officer of the company.

Identify your advisory team, if applicable.

If staff will be larger than four persons, prepare organizational chart.

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Financial Request Applies When Seeking Financing

Capital Requirements In this section, give a breakdown of how you plan to use the money and resources that your potential investors could provide. Specify how much capital you need and how you will allocate the money. Include a sources and uses analysis. Detail what you want on what terms, the profit potential, and the proposed return on investment.

Value

Percentage

Research and Development

$400,000

40%

Marketing and Advertising

$300,000

30%

Daily Operations

$300,000

30%

TOTAL

$1,000,000

100%

Financial Outlook You will also provide a projection of the business's financial performance within a certain time frame. Investors will want to know when they will receive a return on their investment.

US$ B

FY'25

FY'26

YOY change

Revenue

456.00

789.00

73%

Expenses

300.00

246.00

-18%

Profit

156.00

543.00

248%

Dividend per share

$10/share

$20/share

100%

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Financial Projections Outline the future of your busines

In the Final Section. . .

Make sure projections support written information in your narrative.

Include at least three years of projections of profit and loss statements and cash flow Statements. The first year is usually projected over a twelve month period, while years two and three can be quarterly.

Provide balance sheet information from before operation. Break-even analysis is also helpful. Give a statement of assumptions and financial projections outlining how the figures were derived.

Become an officially carbon-neutral company

Manufacture ethical and sustainable electronics for leading brands

2030

2040

2026

2035

Implement collection and recycling program in three cities

Introduce collection program nationwide

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Wishing you the utmost success in all your future endeavors.

Contact us for further inquiries David Geffen Hall, 645 W. 130th Street | (212) 853-7416

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Pitching Exercises This article brings together the best in experimental pitching methods. It outlines several exercises - some easy, some bizarre - that entrepreneurs have used to turn their mediocre pitching into confident, powerful, cash-earning pitches. These exercises are designed to help you build your pitch muscle, become more comfortable telling your story, and identify the style of pitching that resonates for your particular venture and personality.

Be warned, many of these exercises will feel awkward. Embrace the awkwardness. These exercises are what the best of the best use to pitch.

The Techstars Jedi Mind Trick From Jason Seats, Partner at Techstars Takes 5 minutes All you need is you and one person who doesn't know anything about your venture You've got twenty words. With those words, can you get someone to ask you the question you want to be asked about your venture?

First, give the person who knows nothing about your venture your elevator pitch. As soon as you are done, ask the person, "What's the first question that comes to your mind?" What you hear might surprise you.

Afterward, reflect on the following: 1. Was that the question you expected to hear? What did you want to hear?

2. What does that question tell you about what the listener understands about your venture?

3. What changes can you make to your pitch to set up the kind of conversation you want to have?

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The d.school Pitch Frameworks From the LaunchPad, d.school, Stanford University Takes 30 minutes All you need is you One of the key philosophies of the Institute of Design at Stanford University (known as the d.school) is to use forms of play to overcome fear and unleash creativity. If you are having trouble telling your story in a unique way, or if you get gripped by a sinking feeling whenever you think about giving your pitch, this exercise if for you. Here are eight pitch frameworks, playful ways to tell and retell your pitch.

Page x The One-Word Pitch If you could only use one word to describe what you want others to know, do, and feel about your venture, what would it be?

The Pixar Pitch Originally presented by Pixar storyboard artist, Emma Coats, this framework fits every single Pixar movie made and arguably, every story ever made.

Once upon a time there was _______________________________________ Every day, ____________________________________________________________ One day, ______________________________________________________________ Because of that, ______________________________________________________ Because of that, ______________________________________________________ Until finally, ____________________________________________________________ The Obituary Pitch Morbid but powerful. Imagine it's seventy years from now. You just died. The Wall Street Journal opens your obituary describing your company and its legacy and contribution. What does it say?

The Beaming Review Pitch A customer just gave your product a five-star rating. What does the fifty-word blurb that she wrote say?

The Proud Grandparent Pitch What would your technologically illiterate grandma say if she were bragging about your company? Keep in mind, her bridge friends probably don't care about the technical details.

What do they care about?

The Three-Act Play in Three Sentences Write a three-sentence pitch in the style of a three-act play.

ACT I: Introduce a hero ACT II: Get hero in trouble ACT III: Get hero out of trouble.

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The Haiku Pitch Pitching your venture with seventeen syllables can be fun. Try it.

The Drunk Hemingway Pitch The d.school team got this idea from the movie Midnight in Paris, in which a nostalgic writer finds himself on the streets of Paris in the twenties and runs into a host of famous writers, like Hemingway.

In the movie, Hemingway talks about his work: You liked my book? Yes, it was a good book because it was an honest nook. And that's what war does to men. There's nothing fine and noble about dying in the mud. Unless you die gracefully. And then it's not only noble, but brave.

Borrow this style for your pitch!

It is a good __________ because it is a __________ __________. There's nothing __________ and __________ about __________, unless you __________. And then it's not only __________ but __________.

The Dry Run

Takes 10-30 minutes All you need is you and one to three friendly faces There is no substitute for simply giving the pitch. No matter how many times you look through and revise your deck or talk through your pitch in your head, you won't really know how you perform in the field until you get out there and do it. Ask a few people who know and love you to fill in as your audience and pitch just as you would to an investor. Ask one of them to film you so you can watch it afterwards.

Here are a few varieties of the dry run.

A Formal Pitch Presentation Give the pitch as you would to a group of partners at a venture capital firm. Start the dry run from the moment you enter the building. Who do you first greet when you walk into the office? What do you say? How do you set up your laptop? Do you make small talk or launch straight into the presentation? What happens when you are finished?

A Coffee Shop Pitch Ask a friend to meet you for coffee so you can give her your pitch. Ask her to pretend that she’s an angel investor who's meeting you for the first time. Again, start the dry run from the moment you walk in the coffee shop. Are you early? How early? Who buys the coffee? What makes this experience different from a normal pitch?

With the Deck / Without the Deck You need to be prepared to give your presentation with and without the deck. Baehr once went to pitch to a very wealthy man in Colorado; he arrived with his laptop and PDF ready to pitch and found himself sitting on an overstuffed leather couch in a room that resembled a country club. The investor walked in and said, "Tell me what you're working on." Even if you are meeting a venture capitalist at their office, they may have read the deck already and merely ask for a quick overview.

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The Spy Dry Run (for business accelerators) Takes 30 minutes All you need is you and a wealthy individual you know well This exercise is designed specifically for accelerators and other entrepreneurship training and education organizations. Despite all the practice, it can still be very difficult to know how your entrepreneurs are doing in the real world. To get that kind of data, you'll need to ask an investor in your network to have a meeting with an entrepreneur solely for the purpose of seeing how he or she behaves. The entrepreneur shouldn't know that the meeting is a practice run - as far as he or she is concerned, this is as real as it gets. And, to be fair, it should be as real as it gets; the entrepreneur just doesn't know the investor is going to be debriefing with you afterward. Ask the investor to be as honest as possible in the critique. It is a good idea to do this with more than one investor, so you can overcome bias in any one investor and begin to see patterns.

Questions Investors Should Be Asking Themselves What is this person's body language like?

Why shouldn’t I invest?

What gets me excited about this opportunity?

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A 14-step Checklist for Making Your Business Legit 1. Choose a business name.

Think this one through carefully. Not only do you want to make sure it will be unique and memorable, but you’ll also want to make sure it is legally available. Just because there are other businesses with similar names to the ones you’re considering doesn’t mean your name ideas are off limits. However, you need to be cautious. If your business’s name is similar to another business’s, particularly one in your geographic area, your business credit profile could get mixed up with the other business’s. To see if other businesses are using names you’re considering, search google, domain names, and social media accounts. Before you make your final decision, consider a trademark search to avoid any legal challenges down the line. If your business’s name is too similar to another, you may not be able to register that name when you create a legal entity. For more information see: https://www.legalzoom.com/articles/7-tipsfor-choosing-a-business-name.

2. Choose a business address.

It’s okay to register your business with your home address, though some choose to use a place such as a UPS. store to give their business a location separate from their home address. Keep in mind that there will be situations, such as filing a tax return, where you will have to provide a physical address for your business. For more information see: https://quickbooks.intuit.com/r/running-a-business/does-your-company-need-abusiness-address-virtual-address-or-po-box/.

3. Get a business phone number.

You may not have to get an expensive business landline from your local telecom, but you do need a professional number to give out to clients and customers. You may be able to use a service like Google Voice or get a virtual business telephone or answering service.

4. Create a business entity.

While it may be tempting to give it a whirl as a sole proprietor, you may be taking unnecessary risk. If your business gets into any kind of legal hot water, as a sole proprietor, your personal assets could be at risk. In addition, the right entity may offer tax advantages. It’s also much easier to create a business credit profile and eventually get small business financing if you create a separate legal entity. For more information see: https://www.sba.gov/businessguide/launch-your-business/choose-business-structure.

5. Register your business.

In most states you must register with your Secretary of State. This may be part of the process when you incorporate. When you do, you’ll need to identify a registered agent; this should be someone who is able to accept service of process if your business is involved in legal action.

Mail may also come to the registered agent, so choose an individual or service that will reliably forward it to you. You can usually hire one fairly inexpensively. See: https://dos.ny.gov/existing-corporations-and-businesses.

Page x 6. Get licenses and permits.

This will vary by location and type of business. You might need a sales tax license, health department inspection, or certain professional licenses. If you’re not sure what you need you can check with your NYC Business Solution Center found at: https://www.harlemcommonwealth.orgnyc-business-solutions. These centers offer free and low-cost resources for small businesses. Your attorney or accountant can also help. In addition, the Secretary of State website in the state where you incorporate your business may help you understand the permits you need.

7. Request an employer identification number (EIN) for your business from the IRS. An EIN is also known as a Federal Tax Identification Number, and it is used to identify a business entity. Generally, the IRS requires businesses to have an EIN. You can request one from the IRS online for free. An EIN is always required for legal entities.

8. Open a business bank account.

Commingling business and personal funds can create all kinds of tax headaches and can also open you up to personal liability if your business is incorporated. This is known as “piercing the corporate veil”. Open a separate business bank account and use it exclusively for business purposes. Banks almost always require an EIN to open a business bank account.

9. Consider getting a business credit card to use for business purchases.

Not only will this help you easily identify business purchases come tax time, but most business credit card issuers do not report activity to the owner’s personal credit unless they default. This chart describes which issuers report business credit cards to personal credit: https://www.nav.com/resource/do-business-credit-cards-report-to-personal-credit/? utm_source=ASBDC&utm_medium=Content&utm_campaign=14_checklist.

Having a business credit card can help protect your personal credit from the activities of your business.

10. Set up your books.

When you do, you’ll need to set up your chart of accounts and begin keeping track of business expenses and income. If you don’t know how business accounting works, consider hiring a bookkeeper or accountant, or at least taking a class on basic bookkeeping at your local SBDC. Starting your business bookkeeping out on the right foot will save you enormous amounts of time in the long run. For more information check out: https://www.forbes.com/advisor/business/small-business-bookkeeping/.

11. Get a D-U-N-S number.

This number will be used to identify your business in the Dun & Bradstreet commercial credit database. You can request a D-U-N-S number for free.

Page x 12. Establish your business’s credit.

Did you know your business can build its own credit history, separate from your personal credit? You accomplish this by getting credit in the name of the business. It can be a little trickier than establishing personal credit, since not all companies report to business credit agencies. Consider opening accounts with companies that allow you to make purchases on a net-30 basis and report payments to credit bureaus such as Experian (which keeps credit reports on businesses as well as consumers) or Dun & Bradstreet. You’ll buy things you need for your business, pay them off within thirty days and begin to build a good business credit score. The sooner you do this the better, as age of accounts is one factor that can often help your business credit scores. Nav’s free Business Launcher tool will give you the names of companies that report.

13. Create a website.

A basic website might be enough for certain types of business. Having no website will likely hurt your website.

14. Register your business with online services.

You can register your business on Google so it comes up in online searches. This is especially important if your business has a physical address and specific business hours. Also, register social media accounts for your business even if you don’t plan to use them yet. Consider registering with review sites relevant to your business, such as Yelp or TripAdvisor.

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Legal Resources for Small Businesses Although we are unable to assist you through the Entrepreneurship and Community Development Clinic, we would like to share the following resources that may be able to help with a variety of legal matters:

NEW YORK CITY BAR - LEGAL REFERRAL SERVICE TThe New York City Bar Legal Referral Service (LRS) provides you with an opportunity to discuss legal inquiries with an attorney referral counselor. If the counselor determines that you will benefit from working with a lawyer they will refer you to a screened and qualified lawyer. If they determine a lawyer isn’t needed, they will refer you to other helpful resources that could be better or more cost-effective for you. LRS may be able to provide referrals for commercial litigation matters.

If referred to an LRS lawyer, you can schedule a 30-minute initial consultation for a $35 fee.

If you and the lawyer decide to work together, you will arrange any additional fees with the lawyer.

LRS Phone: English: 212-626-7373 Español: 212-626-7374 LRS also offers the following three services (call LRS for more information or to request an appointment): Civil Court Project Info: The Civil Court Project matches individuals and small businesses to experienced and screened lawyers who charge a reduced fee for Civil Court disputes. To be eligible, the disputed amount of the lawsuit must be from $7,000 to $25,000. There are no income guidelines. The retainer will be no more than $1,500 and the hourly rate no more than $175.

Coverage: Collection, Commercial Litigation, Consumer Litigation, Insurance, Personal Injury Defense Website: http://www.nycbar.org/get-legal-help/our-services/civil-court-project/

Page x Moderate Means Info: The Moderate Means program matches moderate-income entrepreneurs and small business owners having a moderate income level with experienced lawyers. The lawyers who participate in this program accept reduced retainers and fees and offer payment plans for all legal work. The first 30- minute consultation is free.

Coverage: Business Structure, Commercial Leases, Contracts, Commercial Litigation, Sales & Corporate Tax, other business-related legal problems. Litigation coverage is on a case-by-case basis for minor business disputes that are not long or overly complex. These disputes may include payment issues, simple contract disputes, partnership disputes, and small claims.There may be coverage overlap with the Civil Court Project where the disputed amount is between $7,000 and $25,000.

Website: http://www.nycbar.org/get-legal-help/our-services/moderate-means/ Monday Night Law Info: Monday Night Law provides free consultations with volunteer lawyers. You will have the chance to discuss questions you may have about a legal issue or a process, and an opportunity to have a lawyer help you figure out what to do next.

Coverage: Employer/Employee, Divorce, Bankruptcy, Consumer, Landlord-Tenant, Small Business Matters Website: http://www.nycbar.org/get-legal-help/our-services/monday-night-law/

LEGAL COUNSEL Andrew Avorn, Esq. Info: Technology lawyer with a sharp business focus. Offers Outside General Counsel services, help with commercial transactions, and financing counsel, with lower fees than a big law firm.

Website: https://www.avornlaw.com/ Alexis Sotarakis, Esq. Info: Technology lawyer with a sharp business focus. Outside General Counsel services, commercial transactions, and financing counsel, with lower fees than a big law firm.

Contact: ASoterakis@CoranOber.com Website: https://coranober.com/attorneys-flushing-queens-nyc/alexis-soterakis/ Martina Watson, Esq. Info: Solo practitioner who works with nonprofits and small businesses.

Website: https://martinawatson.com/

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OTHER RESOURCES Black Connect – Small Business Legal Services Program Info: Volunteer program that serves the needs of the Black business community by providing access to pro bono legal services. Services are available to members of Black Connect.

Coverage: Contracts, Intellectual Property, Consumer Rights, Business Formation Contact: 813-405-5918 Website: https://www.blackconnect.org/legal-services-overview Brooklyn Legal Services Corporation A Info: Brooklyn Legal Services Corporation A has been serving the communities of Brooklyn and NYC for almost 50 years. Brooklyn A’s mission is to advance social and economic justice and community empowerment through innovative, collaborative, neighborhood-based legal representation and advocacy.

Coverage: Brooklyn A’s Community and Economic Development (CED) Program provides a wide range of transactional (non-litigation) legal services to not-for-profits and small businesses.

Contact: 718-487-2300 Website: www.bka.org/our-work/community-and-economic-development Commercial Lease Assistance Program (NYC Department of Small Businesses) Info: Helps small business owners with issues related to a business lease. Offers free prelitigation assistance for eligible non-franchise businesses that meet income requirements.

Coverage: Lease Negotiation and Renewal, Landlord Dispute Resolution, Eviction Notice Response, Breach of Contract Dispute Resolution Contact: 311 Website: https://www1.nyc.gov/nycbusiness/article/commercial-lease-assistanceprogram Court Square Law Project Info: Legal services at below-market rates for low and moderate-income clients, including commercial litigation assistance.

Coverage: Small Businesses, Non-Profits, Entity Formation, Negotiating Contracts with Vendors, Rules and Regulations Consultations, Employment Contract Drafting and Review, Commercial Transactions, Commercial Litigation.

Contact: 718-340-4412 Website: www.courtsquarelaw.org Lawyers Alliance of New York Info: Provides free and low-cost business and transactional law services to nonprofit and community development organizations.

Coverage: Nonprofits, Corporate Structure and Governance, Tax, Real Estate, Employment, Intellectual Property Contact: 212-219-1800 Website: https://lawyersalliance.org/ Legal Aid Society of NYC – Community Development Project Info: Pro-Bono legal assistance, education, advocacy, and other support for grassroots community and economic development in all five boroughs.

Coverage: Entity Selection, Incorporation, Tax Compliance, Intellectual Property, Employment Law, Contracts, Real Estate, Commercial Leasing, Financing, and Corporate Governance.

Contact: 212-426-3000 or communitydevproject@legal-aid.org

Page x NYC Bar Justice Center’s Neighborhood Entrepreneur Law Project (NELP) Info: Offers pro bono legal consultations to small business owners to help understand and act upon options under the federal government’s stimulus package as well as opportunities available through federal, state and local programs.

Coverage: Loans, Grants, Contracts, Force Majeure Clauses, Employment Law, Real Estate and Commercial Leasing Issues, Insurance Matters Contact: 212-382-6633 New York Lawyers for the Public Interest Info: Provides pro bono legal assistance (from full legal representation to advice, referrals, and support with self-help materials) to nonprofits and community-based groups.

Coverage: Nonprofit Incorporation, Tax-Exemption, Contract Negotiations, Lease Reviews, Intellectual Property, Litigation Contact: 212-244-4664 Website: https://nylpi.org/ Small Business Legal Relief Alliance (SBLRA) Info: Advises small businesses and nonprofits on various legal issues related to COVID-19 Coverage: Leases, Employment, Contracts, Insurance, Tax, Loans &am; Grants, Nonprofit Law, Intellectual Property, Bankruptcy Contact: help@sblra.org Website: www.sblra.org Start Small Think Big Info: Free legal, financial, and marketing assistance for low- to moderate-income entrepreneurs in New York City.

Coverage: Legal, financial, and marketing counseling. No litigation assistance.

Contact: 646-723-4053 Website: www.startsmallthinkbig.org Takeroot Justice Info: Takeroot Justice provides legal services to low-income communities in a variety of areas.

Coverage: Assistance with contracts, leases, entity formation, governance, tax and other non-litigation matters for non-profits and small businesses.

Contact: 212-810-6744 Website: www.takerootjustice.org Volunteer Lawyers for the Arts (VLA) Info: Pro bono arts-related legal representation and education to low-income artists and nonprofit arts and cultural organizations.

Coverage: Legal Counseling, Educational Programs, Advocacy, Alternative Dispute Resolution, and Patent Assistance (Patent Pro Bono Program) Contact: 212-319-2787 ext.1 Website: www.vlany.org/ Volunteers of Legal Service Info: Volunteers of Legal Service's Microenterprise Project provides free legal assistance to small businesses and nonprofit organizations.

Coverage: The Microenterprise Project assists new and existing business with entity selection and formation, contract review, commercial leases, intellectual property, and employment law. The Project does not provide litigation assistance.

Contact: 347-521-5715 Website: www.volsprobono.org/projects/microenterprise

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Marketing