Dollar General’s scale comes from systematically filling gaps left by larger-format retailers in smaller communities, combined with a simple, low-cost operating model that delivers solid returns on relatively modest capital investment per store.

Dollar General (NYSE: DG) is a public company and the largest U.S. retailer by number of stores. It operates as a small-box discount chain focused on everyday essentials, primarily in rural and underserved markets.

Store Count

As of the end of fiscal 2025 (January 30, 2026), Dollar General operated 20,893 stores (including Dollar General, DG Market, DGX, and pOpshelf formats in the U.S., plus a small number of Mi Súper Dollar General stores in Mexico).

By early May 2026 the count reached about 21,055. Texas leads with nearly 2,000 stores, followed by North Carolina, Georgia, Florida, Tennessee, Ohio, and Pennsylvania (each over 1,000 in recent tallies). Stores exist in 48 U.S. states.

The company plans roughly 450 new U.S. stores (plus about 10 in Mexico) in fiscal 2026, along with thousands of remodels (Project Renovate and Project Elevate) and a smaller number of relocations. Growth has slowed from prior years’ higher openings as the company balances expansion with remodels and selective closures. Management has estimated roughly 11,000 additional potential U.S. opportunities remain.

Approximately 80% of stores serve towns of 20,000 or fewer people. About 75% of the U.S. population lives within five miles of a Dollar General.

Sales and Financial Snapshot

Fiscal 2025 net sales reached $42.7 billion, up about 5.2% year-over-year. Same-store sales rose 3.0%.

Average sales per store were roughly $2.05 million annually. Sales per square foot ran in the high $260s (around $269 in the latest full-year figures).

Product mix is heavily weighted toward consumables (roughly 80–82% of sales: food, paper, cleaning, health & beauty, etc.), with seasonal items (~10%), home products (~5%), and apparel (~3%). The typical basket is small (often around $15), supporting frequent “fill-in” trips.

Stores average about 7,500 square feet of selling space historically, with newer primary formats targeting ~8,500 square feet (some larger DG Market formats reach ~16,000 sq ft for expanded fresh/perishables). New stores target cash payback in about two years and average returns in the mid-teens (around 16–17%).

The company employs roughly 194,000 people. Market capitalization has fluctuated in the mid-$20 billions in recent 2026 trading.

Headquarters and Leadership

Home office: 100 Mission Ridge, Goodlettsville, Tennessee 37072 (Nashville area).

Founded in 1939 in Scottsville, Kentucky, as J.L. Turner and Son (a wholesale dry-goods business) by James Luther Turner and his son Cal Turner Sr. The first Dollar General store opened in 1955 under the concept that nothing cost more than a dollar. It went public in 1968, was taken private by KKR in a 2007 leveraged buyout, and returned to the public markets via IPO in 2009. Todd Vasos has been a long-serving CEO (with recent leadership transition notes in 2026 announcements).

How They Decide Where to Put Stores (and Density)

Dollar General prioritizes underserved rural and small-town markets with limited competition from big-box retailers. Key elements of the approach include:

• Demographic filters: Areas with roughly 3,000–4,000 households within a 3-mile radius; median household incomes often in the $40,000–$70,000 range (core customers skew lower-income; households under ~$30k–$40k represent a large share of business).
• Convenience and accessibility: High-traffic locations near major roads, easy vehicle/foot access, ample parking, freestanding or strong visibility sites. Preference for places where the nearest full-service grocery or big-box alternative may be several miles away.
• Competition and economics: Analysis of existing retail density, local sales potential, traffic patterns, zoning, and real-estate costs. The small-box, low-capex model works in markets too sparse for Walmart or traditional grocers. They accept some trade-area overlap/cannibalization to lock in good real estate and build density advantages.
• Data-driven process: Real estate team uses population trends, household data, competitor mapping, and site-specific due diligence. New stores are predominantly rural; the company has also expanded into select suburban and metro-edge locations over time.

They do not typically pack many stores into dense urban cores the way convenience chains might. Instead, the model is high store count through broad geographic coverage of smaller communities (one store often serves a modest trade area of a few miles). Density varies sharply by region—very high in parts of the South and Midwest, much lower in the Mountain West or California.

Other Key Points

• Formats and innovation: Traditional Dollar General stores, larger DG Market (more fresh/grocery), smaller DGX convenience-style, and pOpshelf (non-consumables focus; expansion paused for evaluation in recent periods). Ongoing investments in coolers, fresh produce (rolling out to more stores), remodels, and digital (app, delivery partnerships).
• Business model strengths: High convenience, value pricing (many $1 items plus private brands), lean operations, and resilience in lower-income/rural demand. Consumables focus provides relative stability.
• Challenges and recent context: Inventory management improvements, margin recovery efforts after earlier pressures, selective store closures in prior years (while still netting growth), and higher construction costs for new builds.
• International: Early-stage expansion into Mexico.

Dollar General’s scale comes from systematically filling gaps left by larger-format retailers in smaller communities, combined with a simple, low-cost operating model that delivers solid returns on relatively modest capital investment per store. Official sources (investor.dollargeneral.com, SEC filings such as the 10-K/annual report for the fiscal year ended January 30, 2026, and earnings releases) are the best ongoing references for the latest numbers.

Topeka JUMP is a long-running, clergy- and congregation-driven organizing effort that turns faith communities into a coordinated civic force.

 Topeka JUMP (Justice, Unity, & Ministry Project) is a faith-based 501(c)(3) nonprofit and congregation-based community organizing group in Topeka/Shawnee County, Kansas. It focuses on systemic policy and funding changes to address issues affecting marginalized groups.

It is part of the DART (Direct Action and Research Training) network of similar organizations.

History and Structure

Founded in 2012 by a group of local clergy seeking to live out a biblical call to justice (drawing heavily on Micah 6:8: “What does the LORD require of you? To do justice, to love mercy and to walk humbly with your God”). It started small and has grown into a coalition of roughly 30–36 faith communities.

These include a diverse mix of United Methodist churches, Baptist, Catholic, Mennonite, Presbyterian, Episcopal, non-denominational, and others (examples from past lists: Asbury Mt. Olive UMC, El Shaddai Ministries, Grace Episcopal Cathedral, University UMC, Most Pure Heart of Mary Catholic Church, Southern Hills Mennonite, Temple Beth Sholom, and more). Member congregations supply the bulk of the “people power.”

The model is classic DART-style organizing:

• Congregations identify problems through listening and surveys.
• Members research solutions and build relationships with decision-makers.
• Large public assemblies pressure officials for specific, public commitments.
• Follow-up ensures accountability.

It has received awards from NAMI Kansas (2015), Living the Dream Inc. (2017), Topeka Center for Peace and Justice (2018), and Cornerstone of Topeka (2019).

Leadership and Staff

• Lead Organizer / Director: Sarah Balzer (hired around early 2023 after founder Shanae Calhoun/Elem left to start Willow Consulting). Balzer previously worked with the sister organization Justice Matters in Lawrence; she has a social work background and Mennonite ties. She has been the consistent public face in coverage through at least 2024–2025.
• Associates historically include Jason Maymon and Austin Christ (Christ was referenced as a spokesman around the April 2026 assembly).
• Co-chairs / Executive team: Rotate among clergy and lay leaders from member congregations (examples in recent years: Melodine/Melodene Byrd of El Shaddai, Christine Potter, Rev. Lorna Boden of Tecumseh UMC, Rev. Harry Christian, Rev. Curtis Odum, and others).

Exact current staffing can shift; the best source is direct contact with the organization.

Office and Contact

• Address: 3033 SW MacVicar St. (sometimes listed as Ave.), Topeka, KS 66611.
• Phone: (785) 783-3721
• Email: topeka.jump@gmail.com
• Website: topekajump.com (includes donation link and basic campaign info)

Meetings and Events

Yes, they hold regular and large-scale meetings. The structure is intentional and public-facing:

• Community Problems Assembly — Members vote on priority issues for the year (example: November 3, 2025, at El Shaddai Ministries, 920 SE Sherman Ave.).
• Rally / Solutions events — Mid-year (e.g., March 2026).
• Nehemiah Action Assembly — The signature annual event (typically April or early May). Hundreds to over 1,000 people from member congregations fill a venue (most often Washburn University’s Lee Arena at 1901 SW Mulvane St., sometimes White Concert Hall). Officials are invited, research and personal stories are presented, and specific public commitments are sought. Recent example: April 30, 2026, at Lee Arena, focused on affordable housing, homelessness, food insecurity, and violence reduction, with attendance around 1,050.
• Justice Ministry Celebration — Usually June.
• Campaign-specific steering committees and research teams meet more frequently.
• Occasional moral marches / rallies (e.g., April 19, 2026, housing march from University United Methodist Church to a Habitat for Humanity project site, with participants carrying symbolic paper keys).

Locations rotate among Washburn venues and member churches. Childcare is sometimes offered at large assemblies. Formats can adjust for health guidelines.

Current and Recent Campaigns / Impact

They pursue multi-year campaigns with measurable policy wins:

• Safe & Affordable Housing (ongoing since ~2015): Helped pass the city’s Affordable Housing Trust Fund ordinance (2019). Continues pushing for permanent annual public funding (target often cited as $2 million) or dedicated revenue such as a sales tax. Recent moral marches and Nehemiah commitments from city officials.
• Mental Health Crisis / Crisis Intervention: Worked for Crisis Intervention Center (CIC) beds so people in crisis go to treatment rather than jail or ER. Secured significant state funding commitments for Valeo Behavioral Health (plans for dozens of beds).
• Violence Reduction: Advocated for evidence-based Group Violence Intervention strategies; related efforts include the Community Inspired Violence Intervention Coalition (CIVIC), which received startup funding.
• Homelessness: Elevated as a major priority around 2023–2024 (including calls for low-barrier shelter options).
• Food Insecurity (newest major campaign as of late 2025/2026): Voted in by network members; announced a grocery delivery partnership model (inspired by a Dallas program) aimed at food deserts, especially central Topeka where insecurity rates are much higher.
• Past campaigns: Expanded Oxford House recovery beds, public transit pilot programs (SOTO/NETO), education supports (Communities in Schools), predatory lending reform (paused), and budget restorations for mental health services.

They emphasize data, personal testimony, and sustained pressure rather than one-off protests. Coverage appears regularly in the Topeka Capital-Journal, WIBW, and other local outlets.

Summary

Topeka JUMP is a long-running, clergy- and congregation-driven organizing effort that turns faith communities into a coordinated civic force. Its power comes from large, disciplined public assemblies that extract specific commitments from elected officials and agency leaders, followed by accountability work. The office is on SW MacVicar, the most visible “head” role is the Lead Organizer (Sarah Balzer in recent years), and the big public meetings are the annual Nehemiah Action Assemblies plus problem-identification and celebration events.

For the absolute latest on leadership, exact meeting schedules, or involvement, contact them directly via the phone, email, or website above—organizational details evolve with staff and campaign cycles.

Look (https://mcremedia.blogspot.com/2024/05/fwd-go-topeka-inquiry.html)

Look here, folks. A while back—May of 2024—I put up a post on the blog about this exact thing. Molly Howey, who was running GO Topeka at the time, sent over their list of grants, contributions, sponsorships, and scholarships from 2022 and 2023. You can still find it at mcremedia.blogspot.com if you want to see the whole thing with your own eyes. That list tells the story plain as day.

Good golly MOLLY

Sales tax money earmarked for economic development was going out the door to:

• New Mount Zion Baptist Church for community drive-thru dinners and back-to-school events
• Shampayne Lloyd Ministries for a “Victorious Woman Retreat”
• Topeka Center for Peace and Justice
• Topeka Family and Friends Juneteenth Celebration
• YWCA Northeast Kansas for scholarships and Women of Excellence dinners
• NAACP Topeka Branch for their Freedom Fund Banquet
• Oakland Garden and other community grower groups
• NOTO Arts and Entertainment District for “diversity and inclusion”
• A pet nursing hotel that won a pitch contest

Now listen close. None of those groups are evil. Most of them do work that some people care about. But they do not deserve a single dime of the half-cent sales tax that was sold to the public as economic development money. That tax is paid by every working man and woman in Shawnee County every time they buy something. It was never meant to be a community chest for churches, ministries, celebration committees, social advocacy groups, or pet hotels. Those are charitable causes. Charity starts at home—with people freely choosing to give out of their own pockets. When you force it through a sales tax and let a private group hand it out, it stops being charity and starts being a handout taken from taxpayers who never agreed to fund it.

Real economic development means jobs that put food on tables, payroll that grows the tax base, and businesses that expand and stay here. Writing checks to a women’s retreat or a Juneteenth event or a peace-and-justice center does none of that. It just feels good to the people writing the checks.

And here’s where the rubber meets the road. During the budget process—every single year when JEDO and GO Topeka decide where that money goes—common sense says if you keep allocating it to the wrong places, the public is going to suffer. Every dollar that goes to a church dinner or an arts diversity program or a ministry retreat is a dollar that is not available for real job incentives, workforce training that leads to actual paychecks, or shovel-ready sites that could bring employers to town. Over time that adds up. Fewer good jobs. More of our young people packing up and leaving. Higher pressure on the rest of the tax base. Roads and bridges and everything else that actually keeps the place running get squeezed. The public pays the price while the handouts keep flowing to groups that already have their own fundraising channels.

That’s not complicated. That’s just common sense. The money has a purpose. Stick to the purpose. Anything else is taking from the people who work for a living and giving it to causes they never voted to support. 

Full credit and thanks to This Is Topeka for the thorough reporting. Check their site for the original article and ongoing local coverage.

Lauren’s Bay Finally Moving Forward: Unpaid Taxes Lead to Auction and New Builders By Henry McClure | MCRE, LLC

In the spirit of transparency and keeping Shawnee County informed on local development news, I wanted to share a strong summary of recent reporting from This Is Topeka (thisistopeka.com). All credit goes to This Is Topeka Staff for their July 21, 2026 article: “Years of Unpaid Taxes End With Lauren’s Bay Sold to Three Builders.” I highly recommend reading the full piece for the complete details.

Key Developments at Lauren’s Bay

After years of stalled progress, unpaid taxes, and debates over special assessments, more than 100 vacant lots in the southwest Topeka subdivision (near SW 47th and Wanamaker, Auburn-Washburn School District) were sold at a Shawnee County judicial tax foreclosure auction on June 10, 2026.

The buyers include three reputable local builders:

• Diamond Homes of Topeka (formerly Dultmeier Homes) – approximately 40 lots.
• Drippé Homes – approximately 12 lots.
• Skill Pro Group – approximately 52 lots.

Builders have shared optimistic timelines with This Is Topeka, with clearing already underway and foundations potentially starting after August 1. Plans call for 10–15 homes from one builder and around six from another in the coming year, with potential for more phases.

The Backstory

As This Is Topeka explains, Lauren’s Bay was planned as an upscale neighborhood. Unusually, the city invested in full infrastructure (roads, sewers, utilities) upfront about 15 years ago— an “experiment” not typically repeated. Development lagged, leaving infrastructure in place but insufficient homes to support the costs. This led to massive accumulation of delinquent property taxes, penalties, and special assessments (reportedly exceeding $7 million at one point for properties tied to developer Jim Klausman).

Special assessments, as detailed in the article, are a mechanism to fund improvements benefiting specific properties rather than the entire tax base. When unpaid, they can trigger foreclosure.

City leaders had explored deals to forgive portions of debt in exchange for payments and commitments to build, citing housing needs. These efforts faced significant public opposition over fairness and were ultimately set aside, allowing the county foreclosure process to proceed.

Auction Strategy and Results

To promote actual development over speculation, the county grouped lots into larger packages. This approach worked, landing the properties with established builders ready to construct. While the auction generated less than $1 million against millions owed, the focus of such sales is returning land to productive use, future tax revenue, and community benefit rather than full past-due recovery.

Looking Ahead

For existing residents, this should reduce overgrown vacant areas and bring more neighbors. It represents a fresh start for the subdivision, leveraging existing infrastructure in a strong school district. As This Is Topeka notes, questions remain about accountability in the original agreements and handling of public investments, but the sale opens the door to new homes and growth.

This outcome underscores the importance of timely development, fiscal responsibility, and transparent processes in local projects—topics central to making Shawnee County a place where families want to live and build.

Full credit and thanks to This Is Topeka for the thorough reporting. Check their site for the original article and ongoing local coverage. 

In Shawnee County, Kansas (which includes Topeka), getting a question (ballot measure) on the ballot generally relies on petitions for citizen-initiated actions, referrals by governing bodies, or specific statutory processes.

There is no broad statewide citizen initiative or referendum for laws or constitutional amendments—Kansas relies on the legislature for statewide measures. Local options exist for cities (like Topeka) and counties, but they are limited, vary by issue, and must follow exact statutory requirements.

No, a city council person or county commissioner does not have to sponsor it, and it does not require their consensus or a majority vote upfront. Citizens can drive the process via petition in many cases, forcing the governing body to act (e.g., pass the ordinance or call an election). However, the governing body can sometimes adopt the measure itself or challenge its legality. Petitions are the primary citizen tool.

Key Distinctions: City (Topeka) vs. County (Shawnee County)

• Topeka (first-class city with home rule powers): Stronger initiative/referendum options under K.S.A. 12-3013 and constitutional home rule (Article 12, Section 5).
• Shawnee County (unincorporated areas or countywide): More limited; home rule resolutions (K.S.A. 19-101a et seq.) are common for county actions, with petition options for specific taxes, bonds, or charter matters. Veto referendums exist for certain home rule counties.

General Process for Citizen Petitions (Most Common Path)

1. Determine the Type of Measure and Applicable Statute:

   • Initiated Ordinance (Cities like Topeka): Propose a new local law/ordinance. Requires signatures from 25% of electors who voted in the last preceding regular city election (for first-class cities like Topeka). Example: A recent property tax cap petition needed ~2,795 signatures based on prior turnout.
   • Referendum/Veto (Repeal or Protest Existing Action): For city ordinances (home rule cities have mandatory referendum power for charter ordinances) or specific county actions. Signature thresholds vary (e.g., lower for some vetoes).
   • County-Specific (e.g., Sales Tax, Bonds, Gage Park): Often 5-10% of voters from a prior election (e.g., 5% for certain Shawnee County sales tax or park measures; 10% for general county sales tax). Some require resolutions from taxing districts.
   • Charter Resolutions/Amendments: For home rule or structural changes. Petitions can trigger elections.
   • Other specifics: Bond questions, tax levies, zoning, liquor, etc., have tailored rules.

   Consult statutes (e.g., K.S.A. Chapter 12 for cities, Chapter 19 for counties, Chapter 25 for elections) or an attorney. Not all issues qualify (e.g., administrative matters or special assessments often excluded).

2. Draft the Petition and Question:

   • Submit a copy of the proposed question/ordinance to the county counselor (Shawnee County) or district attorney before circulating for an advisory opinion on legality/form (within 5 business days; rebuttable presumption of validity if approved or no response).
   • Petition must include: Clear ballot question (per K.S.A. 25-620/25-3601), name of subdivision, signer recital ("I have personally signed... registered elector of [subdivision]..."), circulator affidavit (notarized, witnessing all signatures on their pages).
   • Use the SOS Petition Circulation Guide for format. No standard pre-printed forms (except recall). Seek legal help for drafting.

3. Circulate and Collect Signatures:

   • Who can sign/circulate: Registered electors of the relevant area (city or county). Circulators need not be registered in the district but must witness every signature on their pages, collect from only one county per page, and notarize their affidavit.
   • Time limit: Petitions void after 180 days from the first signature (shorter for recall). File all at once as a group.
   • Verification: County election officer checks signatures against voter rolls. Insufficient = start over; no successive filings for the same issue.

4. File the Petition:

   • With the city clerk (Topeka) or Shawnee County Election Office (county issues). They verify and certify.
   • Contact: Shawnee County Election Office, (785) 251-5900.

5. Governing Body Response:

   • For city initiatives (K.S.A. 12-3013): Within 20 days, pass the ordinance unchanged or call a special election (or use next regular if within 90 days).
   • County: Similar for qualifying petitions (e.g., tax measures); they direct the county clerk to submit to voters.
   • Governing body can adopt it outright, avoiding an election.

6. Election:

   • Usually at the next primary/general election (unless special authorized). Simple majority typically passes it.
   • If passed by voters: Becomes binding (with limits on later repeal/amendment for some ordinances).

Other Ways (No Petition Needed from Citizens)

• Governing Body Referral: City council or county commissioners can place questions (e.g., tax, bonds, charter) via resolution/ordinance.
• Home Rule Charter Resolutions: County can use K.S.A. 19-101a for local legislation; petitions can influence or trigger votes in some cases.
• Specific Statutes: E.g., sales tax, park authorities, zoning referendums have their own triggers.

Challenges and Tips

• Legality: Courts can strike invalid forms or non-qualifying subjects. Challenge window is short (e.g., 20 days).
• Costs/Practicality: Signature gathering is labor-intensive; professional help or volunteers needed. High thresholds for cities.
• Resources:
  • Kansas SOS Petition Guide: sos.ks.gov.
  • Shawnee County Election Office / City Clerk.
  • Statutes via kslegislature.org or ksrevisor.gov.
  • Consult a lawyer (county counselor opinion is advisory only).
• Examples: Topeka tax petitions, Shawnee County bond/park measures, past consolidation votes.

This is complex and issue-specific—requirements differ for bonds, taxes, zoning, etc. For your exact goal (e.g., development policy, tax, or reform), review the precise K.S.A. section and consult the Election Office or legal counsel early to avoid invalidation. Success depends on strong organization, clear drafting, and sufficient support.