HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 10/10/2006 - INDUSTRY CLUSTER ANALYSIS AND TARGETING STUDY RECO DATE: October 10, 2006 WORK SESSION ITEM
STAFF: Timothy Wilder FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
Industry Cluster Analysis and Targeting Study Recommendations.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does the Council have any questions about the recommendations?
2. Does the Council agree with the industrycluster recommendations?ons.
BACKGROUND
At the July 25,2006 Work Session,staff and consultants presented an update on the Industry Cluster
Analysis and Targeting Study. Six industry clusters were recommended for targeting by the City
based upon a ranking of criteria by City and non-City economic groups. The six clusters included:
• Uniquely Fort Collins
• Computer& Electronics Manufacturing
• Information Technology/Software
• Agricultural Technology
• Bioscience
• Clean Energy
Two of the clusters - Bioscience and Clean Energy Clusters - are the focus of existing efforts and
were not analyzed as part of this targeted industry study. Instead, this study provides detail on the
other four important clusters: Uniquely Fort Collins, Computer & Electronics Manufacturing,
Information Technology/Software, and Agricultural Technology, although many of the
recommendations contained in the analysis could apply to all six industry clusters.
After focus group meetings with company representatives from the four clusters, the consultants
prepared a draft report entitled, "Regional Growth Opportunities: Select Industry Clusters in Fort
Collins, CO." This report contains detailed information about each cluster including the national
growth outlook, a local profile of the industries in the cluster, locational attributes, and other
statistical information. The most critical portion of the document contains the recommendations for
specific actions the City can take to support the industry clusters.
Recommendations
The industry cluster recommendations are organized around three themes. The first theme is
improving the General Business Environment. Strategies contained within this section relate to
actions the City can take to improve the basic business environment, such as continuing to improve
October 10, 2006 Page 2
the development review process, enhancing job retention and creation, preparing marketing and
promotion activities, and sustaining its infrastructure. These strategies, which pertain to all
businesses, not just targeted clusters, are on pages 32 —38 of the Report.
The second theme is"Recommendations for Enhancing Cluster Capacity". Strategies in this section
can pertain to any of the six industry clusters. Key recommendations are organized around
supporting education, helping to create collaborative company networks, sustaining new business
formation and workforce development, and supporting business institutions and facilities. These
strategies are found on pages 39—42 of the Report.
The third and final theme is"Recommendations for Specific Clusters". This section details specific
actions that the City can take to support each of the four clusters analyzed in the report. These
strategies are found on pages 42—44 of the Report.
ATTACHMENTS
1. Industry Cluster Report: "Regional Growth Opportunities: Select Industry Clusters in Fort
Collins, CO".
2. PowerPoint slides.
-a ti
Attachment 1
Regional Growth Opportunities :
Select Industry Clusters in Fort Collins
iiii
City of Fort Collins
•i r r
Development
Research Partners R&M Resource Development
TABLE OF CONTENTS
EXECUTIVESUMMARY ........................................................................................................................................................i
INTRODUCTION ..................................................................................................................................................................... 1
METHODOLOGY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
FORT COLLINS INDUSTRY CLUSTERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
GEOGRAPHY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
INDUSTRYCLUSTERS .......................................................................................................................................................... 7
AGRICULTURALTECHNOLOGY....................................................................................................................................... 8
DESCRIPTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
NATIONALOUTLOOK. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
FORT COLLINS CLUSTER PROFILE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
COMPETITIVE POSITION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
COMPUTER AND ELECTRONICS .................................................................................................................................... 13
DESCRIPTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
NATIONALOUTLOOK. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
FORT COLLINS CLUSTER PROFILE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
COMPETITIVE POSITION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
INFORMATIONTECHNOLOGY........................................................................................................................................ 19
DESCRIPTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
NATIONALOUTLOOK. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
FORT COLLINS CLUSTER PROFILE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
COMPETITIVE POSITION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
UNIQUELYFORT COLLINS ............................................................................................................................................... 25
DESCRIPTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
NATIONALOUTLOOK. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
FORT COLLINS CLUSTER PROFILE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
COMPETITIVE POSITION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
RECOMMENDATIONS......................................................................................................................................................... 32
SWOTANALYSIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
INTENT OF THE RECOMMENDATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
GENERAL BUSINESS ENVIRONMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
RECOMMENDATIONS FOR ENHANCING CLUSTER CAPACITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
RECOMMENDATIONS FOR SPECIFIC CLUSTERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
IMPLEMENTATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
SELECTEDREFERENCES .................................................................................................................................................. 46
APPENDIX A: CLUSTER DEFINITIONS .........................................................................................................................A-1
APPENDIX B : FOCUS GROUP PARTICIPANTS ........................................................................................................... B-1
APPENDIX C : DETAILED CLUSTER DATA..................................................................................................................C- 1
APPENDIX D : BIOSCIENCE CLUSTER..........................................................................................................................D-1
APPENDIX E : CLEAN ENERGY CLUSTER ................................................................................................................... E4
APPENDIXF : EVSAG SWOT ............................................................................................................................................ F-1
APPENDIX G: PORTER CLUSTERS ............................................................................................................................... G4
APPENDIX H: CLUSTER ORGANIZING GUIDE ......................................................................................................... 114
A&L City of Fort Collins
Development Select Industry Clusters in Fort Collins DRAFT
Research Partners
EXECUTIVE SUMMARY
Nestled along side the Cache La Poudre River at the Collins . Study data examined the period from 2001
foothills of the Rocky Mountains, Fort Collins is to 2005 .
home to about 137,200 residents. Colorado State Where concentration of an industry is greater than
University is the city' s largest employer and is the national economy, it is presumed that the
Colorado ' s second largest public university,
enrolling 25 ,000 students each academic year. production of goods and services is more than
sufficient to meet local demand, and is therefore
Fort Collins began as a hub for agricultural exported — either physically or financially. Where
production, namely sugar beet manufacturing. As its industries are highly concentrated it is presumed that
population has grown, especially into the latter half a high degree of specialization among firms exists, a
of the 20th century, the city has shifted its focus feature of competitive industry clusters . The
from an agriculture-based economy to a high-tech industries selected for analysis in this study include:
economy.
♦ Agricultural Technology
Employment in Fort Collins has increased an ♦ Computer and Electronics Manufacturing
average of 0. 6% per year from 2001 to 2005 , ♦ Information Technology/Software
compared to an average annual increase of 0.0% ♦ Uniquely Fort Collins
throughout the United States. Even during the Although detailed information is not included in this
recession that struck throughout the United States study, it is important to recognize that active efforts
from 2001 to 2003 , employment growth in Fort are already underway surrounding the growth and
Collins remained stronger than the rest of the development of the Bioscience and the Clean Energy
country, clusters in Fort Collins.
The challenge for the community is how to retain the Agricultural Technology
young, educated work force that attracts larger
companies while maintaining a unique identity and The Agricultural Technology (Agri-Tech) industry
managing growth. A major step in crafting a cluster includes firms that utilize distinct technology
region' s economic development strategy focuses on to improve efficiency in the agricultural and cattle
what types of industries to target for growth and production process. The Agri-Tech cluster
retention. recognizes the inter-relationship between crop and
This study is based on the concept of industry animal agricultural production and new, innovative
clusters. Industry clusters are geographic technological advances that can be used in the fields.
concentrations of interconnected companies and ♦ 90 companies employing about 1 ,600 workers
institutions in a particular field. Ideally, clusters also ♦ Employment growth averaged 1 .0% per year
include the institutions and professional ♦ Fort Collins ranks third in employment
organizations that provide research assistance and concentration, third in absolute employment
support to the industry. ♦ Average wage of $36,600 equals the average
This study identifies six industry clusters that wage for all industries in Larimer County
present strong opportunities for the future growth ♦ Key companies include CSU Veterinary
and vitality of Fort Collins. Four of these clusters Teaching Hospital, Ranchway Inc. and XY Inc .
were selected for analysis in this study; the other two Computer and Electronics Manufacturing
clusters are the subject of other research efforts.
Once key clusters were identified, further research The Computer and Electronics Manufacturing
compared industry employment concentration in cluster in Fort Collins houses several large
Fort Collins to the national economy and to 50 international businesses as well as a large number of
metropolitan areas of comparable size to Fort small, independent businesses that bring innovation
�- City of Fort Collins
Rw��m,. Select Industry Clusters in Fort Collins DRAFT
EXECUTIVE SUMMARY
continued
and growth to the industry. However, the industry ♦ Average wage of $20, 100 lower than all industry
has been quite turbulent in recent years . average of $36,600 in Larimer County
♦ 100 companies employing about 6,200 workers ♦ Representative companies include New Belgium
♦ Employment has declined 4 .4% per year Brewery, Bas Bleu Theater, Perennial Gardner
♦ 8% of companies employ more than 100 Opportunities for Future Growth
workers
♦ Fort Collins ranks first in employment One of the goals of this study is to recommend
concentration, first in absolute employment specific actions the City of Fort Collins can take to
♦ Average wage of $78,000 higher than all enhance its capacity to sustain job opportunities
through the development of viable industry clusters.
industry average of $36,600 in Larimer County
♦ Key companies include Hewlett Packard, Intel Recommendations are offered at three levels .
Corp. , Agilent Technologies, RPM Technology General Business Environment
Information Technology/Software About two dozen recommendations are presented in
Information Technology/Software promises to be order to guide continuing economic and community
one of the high growth industries into the future. development efforts. These recommendations
IT/Software entrepreneurs are drawn to the area' s acknowledge recent improvements to the City ' s
attractive quality of life, along with potential development review process and improved City-to-
synergies with CSU. business relations while offering suggestions on a
broad array of topics ranging from tourism
♦ 175 companies employing about 2,300 workers generation to preservation of commercial corridors.
♦ Employment declined 0.6% per year from 2001
to 2005 , but increased in 2004 and 2005 Cluster Capacity Enhancements
♦ Fort Collins ranks second in employment Another two dozen recommendations focus on the
concentration, second in absolute employment basic underpinnings of a successful cluster that
♦ Industry dominated by small business with 82% generally include :
of the companies employing less than 10 people
♦ Average wage of $60,200 higher than all ♦ An active University/research and
industry average of $36,600 in Larimer County development/knowledge and leadership base
♦ ♦ A critical mass of collaborative/competitive
Key companies include New Century Software,
Red Hen Systems, Managed Business Solutions companies
♦ Access to entrepreneurial support
Uniquely Fort Collins ♦ A skilled workforce
The Uniquely Fort Collins (Unique) industry cluster ♦ Institutional and facility support
includes businesses whose products and operations Specific Cluster Recommendations
contribute to the eclectic, innovative, and high
quality of life in Fort Collins. This industry includes The Uniquely Fort Collins cluster already has a core
three subclusters : Artistic and Cultural of activity on which to build. The other three clusters
Entertainment; Recreational and Retail Activities; may have all the requisite attributes, but none of
and Hospitality. them have been organized for the purpose of cluster
development and promotion. Therefore, specific
♦ 400 companies employing about 7, 150 workers recommendations range from fostering synergies
♦ Employment growth averaged 0 . 5% per year among the clusters to enhancing the roles that the
♦ Fort Collins ranks third in employment City, business leaders, and the education system play
concentration, fourth in absolute employment in the development of these clusters.
City of Fort Collins
eebtxnent
Reseanri Partners Select Industry Clusters in Fort Collins DRAFT
INTRODUCTION
Nestled along side the Cache La Poudre River at the community' s economic development efforts should
foothills of the Rocky Mountains, Fort Collins is focus on those industries in which the community
home to about 137,200 residents. Colorado State has clear competitive advantages . Further, selected
University is the city' s largest employer and is industries need to be economically, environmentally,
Colorado ' s second largest public university, and socially acceptable to the community.
enrolling 25 ,000 students each academic year.
This study is based on the concept of industry
Fort Collins began as a hub for agricultural clusters, which are geographic concentrations of
production, namely sugar beet manufacturing. As its interconnected companies and institutions in a
population has grown, especially into the latter half particular field. These industry clusters drive wealth
of the 20th century, the city has shifted its focus creation within a region, primarily through the
from an agriculture-based economy to a high-tech export of goods and services. An industry cluster
economy. The challenge is how to retain the young, may consist of industries that share the same or
educated work force that attracts larger companies similar workforce, factors of production or
while maintaining a unique identity and managing infrastructure. It may also be defined by the
growth. Based on an analysis of the Quarterly production of similar outputs, complementary
Census of Employment and Wages (QCEW) data, output, or other interdependent relations. Ideally,
employment in Fort Collins has increased an average clusters also include the institutions and professional
of 0 . 6% per year from 2001 to 2005, compared to an organizations that provide research assistance and
average annual increase of 0.0% throughout the support to the industry.
United States . This study explores four key industry clusters
Even during the recession that struck throughout the currently operating in Fort Collins . How many
United States from 2001 to 2003 , employment industry clusters should be pursued as targets? The
growth in Fort Collins remained stronger than the answer to this question depends upon the
rest of the country. In that period, employment community' s priorities, resources, political will, and
growth in Fort Collins decreased only 0.4%, the current level of economic diversity.
compared to a national employment decrease of First target industry efforts require manpower and
1 .0%. While raw agricultural production is no longer financial resources to conduct a wide variety of
as important to the Fort Collins economy as it once
had been, the industry has influenced the new economic development activities ranging from
business retention visits to exhibiting at trade shows
direction of the town' s economy and plays a support
to recruitment missions. Financial and personnel
role for many new industries. Most generally, the
resources may limit the number of clusters actively
agricultural heritage of Fort Collins keeps it
grounded with a small town feel, adding to the pursued.
quality of life enjoyed by residents . Today, a Second, a successful target industry program
diversity of industries, some of which are the topic requires the involvement and support of business
of this report, form the economic base of Fort leaders already operating in the industry cluster
Collins . within the community. Their input is essential to
A major step in crafting a region' s economic better understand the strengths and weaknesses of
development strategy focuses on what types of the existing industry cluster as well as the prospects
industries to target for growth and retention. for growth. The industry clusters pursued as targets
Industry targets may be chosen to meet varying may be dictated by the availability and willingness
community goals ranging from diversifying the of these community bishops.
economic base to increasing the average wage to Finally, the current composition of the economic
utilizing natural and labor resources more fully. A base needs to be considered. Economic development
City of Fort Collins
Development Select Industry Clusters in Fort Collins DRAFT '
Research Partners
INTRODUCTION
continued
goals may range from bolstering the employment typically include private companies operating in a
base of one sector to increasing employment in a given industry, suppliers to these companies,
number of sectors in order to enhance the diversity governmental institutions involved in the industry,
of the economic base. These goals are not mutually universities and other educational settings, and
exclusive; the desired outcome is to bring or relevant trade associations .
maintain the balance of the local economy. The Given the global nature of today ' s economy,
decision of which industry clusters to actively company location may be expected to be of
pursue needs to consider the community' s goals for diminished importance. However, cluster
industry specialization and economic diversification. methodology shows that the opposite is true.
Targeting industries based on the idea of industry According to Porter, "What happens inside
clusters provides focus to an economic development companies is important, but clusters reveal that the
program in four key areas . First, an understanding of immediate business environment outside companies
existing industry strengths helps to create an plays a vital role as well." The enduring competitive
identifiable regional image and message, improving advantages in a global economy are often heavily
marketing programs . Second, retention campaigns local, arising from concentrations of highly
can be focused on protecting existing industries and specialized skills and knowledge, institutions, rivals,
resources. Third, recruitment strategies can be related businesses, and sophisticated customers.
focused on cluster companies and their suppliers or Clusters continually evolve as new companies and
service providers. Finally, cluster analysis may industries emerge or decline. They can maintain
identify industries that the community does not competitive strength for decades or lose their
currently have a strong concentration in but also competitive edge due to both external and internal
present unique, new opportunities for developing the forces. Because industries ebb and flow in strength,
regional economy. it is important to examine industry clusters
This study includes the following for each of the key historically to understand how to support and
industry clusters : promote the cluster.
♦ Description Many of the industries discussed in this report are
♦ National outlook the topic of national reports and rankings. In some
♦ Fort Collins cluster profile cases, the employment figures or rankings presented
♦ Competitive Position in this report may be contrary to other studies. This
may be due to the definition of the cluster (as
Methodology defined by groupings of industry classification
This research effort uses a cluster methodology codes), the data source, the time period of the data,
similar to that developed by Michael E. Porter, and/or the geographic definitions.
Professor of Business Administration at the Harvard The industry cluster definitions used in this report
Business School. According to Porter, "Clusters are were developed based on the economic structure of
geographic concentrations of interconnected Fort Collins and current economic conventions.
companies and institutions in a particular field. Business and employment growth in the industry
Clusters encompass an array of linked industries and clusters from 2001 through 2005 is examined to
other entities important to competition." 1 Clusters determine industry strength.
Industry clusters for Fort Collins were identified
' Michael E. Porter, "Clusters and the New Economics of through the examination of employment
Competition," Harvard Business Review, November- concentration data. Measurement of major Fort
December 1998 . Collins employment concentration levels at the four-
_ City of Fort Collins
Development Select Industry Clusters in Fort Collins DRAFT '
Research Partners
INTRODUCTION
continued
digit Standard Industrial Classification (SIC) and narrowing the list of eight industry clusters to four,
corresponding North American Industry an industry cluster ranking analysis was developed
Classification System (NAICS) code level provided based on qualitative input as well as quantitative
an indication of the strength of major industries.2 measures . To begin the ranking analysis, various
Further research compared four-digit SIC industry criteria were ranked according to its importance to
employment concentration in Fort Collins to the the economic development goals of the community.
national economy. Where concentration of an Based on the input received from over 50 business
industry is greater than the national economy, it is leaders representing six different committees or
presumed that the production of goods and services organizations, the following weights were assigned
is more than sufficient to meet local demand, and is to varying economic development goals :3
therefore exported — either physically or financially.
Where concentration of an industry is greater at the CommunityGoal Weight
Fort Collins level than the national average, it is Grow and retain existing businesses 15 . 1 %
presumed that a high degree of specialization among High employment multiplier effects 11 .7%
firms exists, a characteristic of competitive industry Opportunities for collaboration between 11 .3%
clusters. the City, local businesses and higher
education
Detailed six-digit NAICS industry categories, Attract revenue from customers residing 11 .0%
displaying a high degree of concentration, were outside of the area
aggregated into groups of related businesses to form Strong projected long-term (3 or more 10.7%
clusters. The identification of these clusters was years) job growth rates
important to gain an understanding of the Environmentally friendly 10.4%
composition of the economic base. In addition, a few High average annual salary 9.7%
industry clusters were included that may represent Opportunities for diversifying the 9. 1 %
economic base
potential industries that could be developed in the Existing strong community leadership 6. 8%
region. The eight industry clusters on the following base
page include those that are either currently operating Strong projected short-term ( 1 -2 year) job 4. 1 %
in Fort Collins and have high employment growth rates
concentrations or represent potential clusters for the
city.
Fort Collins Industry Clusters
It was decided that four of the stated clusters would
be chosen for further analysis. As a guide for
2 The North American Industry Classification System
(NAICS) is an industry classification system that groups
establishments based on the activities in which they are
primarily engaged. NAICS uses a six-digit coding system ' Members of the following committees or organizations
to identify 1 , 170 industries and their placement in the participated in the ranking exercise: Fort Collins
hierarchical structure of 20 sectors. The NAICS system Economic Lead Team; Economic Vitality and
was introduced in 1997 as a replacement for the Standard Sustainability Action Group (EVSAG); City of Fort
Industrial Classification (SIC) system that has been used Collins Management Staff; Northern Colorado EDC
in the United States since 1938 and was last revised in Board of Directors; Fort Collins Area Chamber of
1987. Economic data using the NAICS system is slowly Commerce Legislative Committee; Fort Collins
replacing data based on the SIC system. Sustainability Group.
City of Fort Collins
Development Select Industry Clusters in Fort Collins DRAFT '
Research Partners
INTRODUCTION
continued
INITIAL CLUSTER IDENTIFICATION
Existing
or
Industry Cluster Potential Cluster Description
Agricultural Existing Businesses involved in enhancing plant, crop, fish, and animal production using
Technology technological processes. This cluster also includes veterinary sciences businesses.
(Currently: 1 ,574 employees, 88 businesses)
Beverages Existing Businesses involved in the production of beverages, including fruit juices, milk,
soda, water bottling, malt beverages and wineries. At this time, the cluster in Fort
Collins only includes companies producing malt beverages. (Currently: 907
employees, 4 businesses)
Bioscience Emerging Establishments involved in the research and production of ( 1 ) medical instruments
and devices and (2) pharmaceuticals and biotechnology. (Currently: 580
employees, 19 businesses)
Clean Energy Emerging Businesses producing renewable energy products and conducting research and
development related to increasing the production of renewable energy. (Currently:
480 employees, 60 businesses)
Computer & Existing Businesses involved in the research and production of computers and computer
Electronics peripheral equipment, including the development and production of
Manufacturing semiconductors. (Currently: 6, 191 employees, 103 businesses)
Information Existing Businesses providing custom computer programming services, prepackaged
Technology/Software software, computer integrated systems design and other computer related services.
(Currently: 2,257 employees, 173 businesses)
Specialty Construction Existing Businesses involved in providing specialized construction services, ranging from
glass contractors to concrete and masonry work, custom windows and doors, and
interior design services. (Currently: 3 ,850 employees, 400 businesses)
Uniquely Fort Collins Emerging Businesses that are unique to Fort Collins including specialty food and goods sales
and production, specialty restaurants, arts and entertainment establishments, and
companies specializing in recreation and outdoor products and adventures.
(Currently: 7, 146 employees, 399 businesses)
Using a combination of qualitative and quantitative was decided there is value in recognizing large
data, the eight industry clusters were then ranked employment sectors of the local economy. These
according to each criterion and, using the above industry clusters are important to study and
weights, the clusters that best met the community' s understand in order to target business support and
goals were identified. In addition, the final selection retention efforts.
also considered whether other studies related to the The following table presents the ranking results and
industry cluster have recently been completed or are selection notes regarding whether the cluster was
currently underway. In this manner, it became selected for further analysis in this study. A full list
possible for Fort Collins to gain significant market of the NAICS and corresponding SIC codes used to
intelligence on a broad array of industries. define each of the four selected clusters are included
The four selected clusters offer strong growth in Appendix A.
potential and/or a high degree of employment
concentration. While some industry clusters
exhibited strong employment concentrations but
slow or no employment growth in recent years, it
City of Fort Collins
Development Select Industry Clusters in Fort Collins DRAFT ' • '
Research Partners
INTRODUCTION
continued
MM
FORT COLLINS INDUSTRY CLUSTER RANKING RESULTS
Rank Industry Cluster Selection Notes
# 1 Uniquely Fort Collins Selected for current cluster analysis. Fort Collins is home to a variety of unique
businesses that create the personality of the region. A focus on this industry
cluster may help to enhance the quality of life for existing residents and help to
attract additional visitors to the region.
#2 Computer & Electronics Selected for current cluster analysis. Fort Collins has recently been successful in
Manufacturing attracting and growing companies related to this industry. Given the significant
existing concentration, it is important to develop strategies for future growth and
retention of this cluster.
#3 Bioscience Selected - other study or industry effort underway. This emerging cluster presents
significant growth opportunities for Fort Collins. However, there is an on-going
initiative called the Larimer County Bioscience Initiative that has already
developed a detailed strategic plan for growing Bioscience in Northern Colorado.
We recommend that Fort Collins continue to play an active role in this Bioscience
initiative. For additional information on this effort, see Appendix D.
#4 Beverages Not selected-cluster elements incorporated into Uniquely Fort Collins cluster.
While this cluster represents a strong existing concentration of employment, the
employment base exists due to the presence of three companies. Instead, the
breweries are incorporated into the Uniquely Fort Collins cluster.
#5 Information Selected for current cluster analysis. The cluster represents one of the strongest
Technology/Software future growth industries throughout the United States. This cluster tends to be
very entrepreneurial and is dominated by small businesses. It is important to
develop strategies for future growth and retention of this cluster.
#6 Agricultural Technology Selected for current cluster analysis. This cluster represents strong collaborative
opportunities between the City, local businesses, and higher education. There
exists a strong base of nationally acclaimed companies and research upon which
to build.
#7 Clean Energy Selected - other study or industry effort underway. This emerging cluster presents
significant growth opportunities for Fort Collins. However, there is an on-going
collaborative initiative by Colorado State University, NCEDC, Fort Collins Area
Chamber of Commerce, Poudre School District, Larimer County and private
enterprise that is already developing a strategic plan for developing the Clean
Energy Cluster. We recommend that Fort Collins continue to play an active role
in this Clean Energy initiative. For additional information on this effort, see
Appendix E.
#8 Specialty Construction Not selected — subject for potential future research. While this is a strong existing
cluster in Fort Collins, the growth and contraction of this industry tends to be
directly related to the general business cycle. While the importance of this
industry needs to be recognized, the development of specific industry growth
strategies is lower priority.
City of Fort Collins
Development Select Industry Clusters in Fort Collins DRAFT '
Research Partners
INTRODUCTION
continued
Community leaders and business professionals in
each of the four selected industry clusters
participated in focus group sessions conducted by
Development Research Partners and R&M Resource
Development in July 2006. In addition, one-on-one
meetings with business leaders and city staff were
conducted in August 2006. A list of the companies
that participated in these discussions is included in
Appendix B . These discussions assisted in gaining
additional insights into Fort Collins businesses
operating in each cluster. While the information
gathered during the focus group meetings provides
valuable insight into the industry clusters, the
information is not meant to be comprehensive or all-
inclusive, representing the opinions of a few
businesses in the industry cluster.
Geography
The employment concentration for each industry
cluster in Fort Collins is ranked and compared to the
industry cluster employment concentration in each
of 50 comparable metropolitan areas (25 larger than
and 25 smaller than Fort Collins, based on number
of employees). Generally, Fort Collins "competes"
with these metro areas for company expansions and
relocations; however, some industry clusters
compete with smaller or larger communities that
have strong competitive positions.
City of Fort Collins
Research Pat Select Industry Clusters in Fort Collins DRAFT ' • '
Research Partners
MMIR
INDUSTRY CLUSTERS
Six Fort Collins industry clusters offer strong growth A key idea in the development of industry clusters is
potential and/or a high degree of employment to focus on "basic" industries, or industries that
concentration. Four of these were selected for this attract new dollars into the region. Each of the four
study based on the industry cluster research and a clusters includes some basic components . The
cluster ranking exercise. The two not selected are manufacturing industry is consistently regarded as a
also critical to the health and vitality of the Fort primary, basic industry. Additionally, Agricultural
Collins economy, but extensive research is being Technology provides pharmaceutical and biological
conducted through other sources. See Appendix D manufactured products and services on an
for additional information on the Bioscience cluster international level. Information Technology/
and Appendix E for Clean Energy cluster Software is increasingly regarded as a basic industry
information. for many regions to the extent that the services
The four industry clusters included in this study are delivered by the IT companies are provided to
listed below in alphabetical order. The Uniquely Fort customers outside of the region. Finally, the
Collins industry cluster is divided into three distinct Uniquely Fort Collins cluster attracts funds from
subclusters that are examined as one consolidated tourism, as well as providing food and beverage
industry cluster. products to outside consumers.
♦ Agricultural Technology While each of the four clusters will be presented
♦ Computer and Electronics Manufacturing individually and discretely, it should be recognized
♦ Information Technology/Software that inter-relationships exist between the four
♦ Uniquely Fort Collins industry clusters and many other industries. Whether
it is the use of similar machinery, technologies,
o Arts and Culture skilled workers, suppliers, clients, or infrastructure,
o Hospitality many connections between the clusters exist.
o Retail and Recreation
City of Fort Collins
Rya,°gw,. Select Industry Clusters in Fort Collins DRAFT '
i
AGRICULTURAL
Description laboratories will be supplemental to the more
primary sectors of the industry, but will continue to
The Agricultural Technology (Agri-Tech) industry experience increases in employment and revenue.
cluster includes firms that utilize distinct technology
to improve efficiency in the agricultural production This cluster has many opportunities to agglomerate
process. This cluster includes botanical businesses with other industries and sectors. The synergy with
that supervise greenhouse production of plants or biotechnology is already being realized, mainly in
crops, as well as those that specialize in research into pharmaceutical production and laboratory research.
disease and pest control for crops. This cluster also The federal government has recently invested many
includes businesses engaged in livestock care and resources into the Agri-Tech industry in
production, including veterinary services, feed investigating bio-terrorism risks . In addition, many
production, and genetic research. The industry is software programs have been developed to aid
defined twelve six-digit North American Industry farmers in the production process, from timing
Classification System (NAICS) codes, or by five advanced irrigation systems to supplying produce
four-digit, four six-digit and 11 eight-digit Standard over the Internet.
Industrial Classification (SIC) codes. Fort Collins Cluster Profile
National Outlook Fort Collins has long been an epicenter of the Agri-
There are currently 946,900 workers employed in Tech industry due to its deep cultural heritage in
77,000 businesses in the Agri-Tech industry in the agricultural sciences. Fort Collins ' involvement in
U. S . The number of businesses in the industry sugar beet farming and research, a source of ethanol
increased between 2001 and 2005 , adding 12,900 as a clean fuel substitute, and its continued focus on
firms at an average growth rate of 4 . 7% per year. genetic development of plants and animals will
Employment increased as well at a rate of about influence growth in the region' s industry cluster, and
2 .2% per year, adding 78, 800 employees in the same will continue to drive national growth and
period. innovation within the industry as well.
The agriculture industry plays a pivotal role in our The Agri-Tech industry in Fort Collins draws
economy and our lives. While it remains one of the significant federal funding to the area. The US
nation' s most important industries, advances in Department of Agriculture has a very strong
technology allow us to produce these products more presence in Fort Collins, operating the National Seed
efficiently, resulting in fewer resources required to Storage Laboratory and the National Center for
produce the same output. The Agri-Tech industry is Genetic Resources Preservation, a seed storage
the result of these advancements, combining high- facility under the U. S . Department of Agriculture,
tech operations with the agricultural process. referred to as the "Fort Knox for seeds."4 This
facility is only one of several businesses that mark
The scope of the Agri-Tech cluster is very broad, the bio-technical and genetic research occurring
resulting in a mixed outlook across the industry. within Fort Collins ' Agri-Tech cluster.
Current advancements in biological Agri-Tech,
including genetically modifying plants or animals The Fort Collins Agri-Tech cluster has a strong
and pharmaceutical manufacturing, are increasing relationship with Colorado State University as well.
crop yields and decreasing susceptibility to disease. Much of the innovative research into disease
This technology will continue to grow our country ' s resistant crops is being conducted at Colorado State
agricultural exports, especially to larger developing
countries such as India and China. Other sectors of
the industry such as veterinary services or testing 4 Paul Tolme, "National Treasure. " National Wildlife
Magazine, 43 , no. 4 (2005).
City of Fort Collins
D&mMx,nent Select Industry Clusters in Fort Collins DRAFT '
Research Partners
AGRICULTURAL
continued
AVERAGE ANNUAL GROWTH, 2001 -2005 ♦ Heska
Fort Collins and the United States ♦ P .R. Pharmaceuticals
Agricultural Technology Cluster ♦ Ranchway Inc.
Number of Employment ♦ U. S . Department of Agriculture
Businesses ♦ XY Inc.
Cluster At 1 .0%, the average annual employment growth
Fort Collins 5 .9% 1 .0% rate in Fort Collins for the Agri-Tech cluster
United States 4.7% 2 .2% between 2001 and 2005 was weaker than the
national growth rate for the cluster of 2.2%. Still,
All Industries cluster employment growth in Fort Collins was
Fort Collins 1 .9% 0.6% above the average annual employment growth rate
United States 1 .7% 0.0% for all industries in Fort Collins of 0 . 8%
Sources: U.S. Bureau of Labor Statistics and CO Department of Businesses
Labor & Employment, Quarterly Census of Employment & Wages.
University. In recent years, this technology has been About 88 Agri-Tech businesses were located in Fort
in high demand as the possibility of an attack on the Collins in 2005 . The number of businesses grew
9% per year from 70 in 2001 to 88 in 2005 ,
nation' s food sources is a primary concern of 5 . o
compared to a 4.7 /o average annual increase
national security. nationally for this cluster. Detailed business and
Other innovative companies in the Agri-Tech cluster employment data for each industry cluster for the
include XY Inc . , which developed technology that four-year period from 2001 to 2005 is provided in
allows scientists to distinguish between X- and Y- Appendix C.
chromosomes, resulting in the world' s first sex-
selected calf and foals Fort Collins also boasts a Agricultural Technology Cluster
USDA sugar beet research center as well as Number of Businesses Growth Rate
substantial investment in breeding disease-resistant 24°°
sugar beet varieties. Sugar beets are a source of 160/0
ethanol, a clean energy substitute for crude oil that 30/0
has already been adopted by General Motors.
Fort Collins ranks third overall out of 50 U. S . Metro _8%
Areas of comparable size to Fort Collins in -160/o " P P P P
employment concentration for the Agri-Tech 2002 2003 2IX04 2005 Avg Annual
industry cluster, and third for absolute employment. c1rn`°t''
■ Fort Coffins ❑ United States
Below are examples of Agri-Tech businesses located Source: Colorado Depar/mentofLabor & Employment, Labor Market7nformation, QCEW 2001 - 2005.
in Fort Collins :
♦ Air Resource Specialists About 65% of Agri-Tech businesses employ less
♦ Cargill Inc. than 10 people compared to 71 % of all businesses
♦ CSU Veterinary Teaching Hospital that employ less than 10 people in Fort Collins.
♦ Gully Greenhouse Inc. About 3 .4% of the Agri-Tech businesses employ
over 100 workers compared to 2 . 1 % for all Fort
Collins businesses.
5 Dan Christopherson, "The Urge to Converge."
Bioscience Colorado, (2005) : 17- 18.
�- City of Fort Collins
Rw��m,. Select Industry Clusters in Fort Collins DRAFT ' • '
AGRICULTURAL
continued
Employment Competitive Position
The Agri-Tech cluster employed about 1 ,574 Of the 50 comparable metropolitan areas to Fort
employees in Fort Collins in 2005 . Employment in Collins, Fort Collins has the third strongest
this cluster encompasses about 1 . 9% of Fort Collins ' employment concentration and the third highest
total employment, compared to about 0.7% absolute employment in the Agri-Tech industry
nationally. Employment in this cluster has grown cluster. The top ten metropolitan areas in the Agri-
about 1 .0% per year, netting 63 new jobs between Tech cluster by employment concentration are listed
2001 and 2005 , from 1 ,511 employees in 2001 to on the following page.
1 ,574 employees in 2005 .
Locational Attributes
Agricultural Technology Cluster
Employment Growth Rate Identifying factors important to Agricultural
,2° ° Technology industry businesses as they make
8% z location decisions can provide insight into how the
4°,° industry cluster can grow through retention and
expansion efforts. The Agri-Tech industry cluster
�° relies on the following locational attributes to
°'° operate a successful business :
-8%
zOOz 2003 2004 zoos Avg Annual ♦ Agricultural-based economy, in the vicinity of
Cirowth agricultural operations
■ Fort Collins ❑ United States
source: Colorado Department of Labor & Employment, Labor Market Information, QCEW, 2001 - 2005. ♦ Access to a university system
♦ Low labor costs
Veterinary Services is the largest sector by ♦ High concentration of high-tech workers and
employment, with about 59% of industry jobs in businesses
2005 . Nursery and Tree Production and Testing With advances in information technologies, physical
Laboratories are the next largest sectors, employing location is not as crucial in maintaining a strong
about 10% of industry jobs each. customer base and supply chain. Many Agri-Tech
Wages businesses already located in Fort Collins supply
their products on a national or international level,
Total industry cluster wages paid was $57 . 6 million keeping operations in Fort Collins due to the high
in 2005 . The average annual wage paid to all cluster quality of life. Lower land costs, monetary
employees was $36,600, compared to $52,300 for all incentives and/or subsidies and an able workforce
United States cluster jobs. attract new Agri-Tech businesses .
OCCUPATIONAL SALARIES Industry Cluster Insights
Fort Collins Many opportunities and challenges for each industry
Agricultural Technology Cluster cluster became apparent in the focus group
Average Annual discussions and throughout the research process . The
Occupation Sala following opportunities and challenges discussion
Animal Scientists $675650 provides insight into growing the Agricultural
Soil and Plant Scientists $47,740 Technology industry cluster in Fort Collins.
Food Scientists and Technologists $629010
Veterinary Assistants and $239520
Laboratory Animal Caretakers
Source: U.S. Bureau of Labor Statistics, 2005.
A& City of Fort Collins
R&�Pat,,n. Select Industry Clusters in Fort Collins DRAFT
AGRICULTURAL
continued
TEN HIGHEST EMPLOYMENT CONCENTRATIONS
Metro Areas
Agricultural Technology Cluster
Cluster Employment Number of Business
Metro Area Employment Concentration Businesses Concentration
1 Killeen-Temple, TX 29285 2.7% 60 0.5%
2 Bryan-College Station, TX 29131 2 .6% 76 1 . 1 %
3 Fort Collins-Loveland, CO 19574 1.9% 88 1 .8 %
4 Ocala, FL 19308 1 .6% 204 1 . 5%
5 Yolo, CA 997 1 .4% 62 0.9%
6 San Luis Obispo-Paso Robles, CA 19249 1 .3% 117 0. 8%
7 Tyler, TX 935 1 . 1 % 82 0. 8%
8 Bellingham, WA 550 0.8% 103 0.9%
9 Benton Harbor, MI 547 0.7% 89 0.9%
10 Olympia, WA 589 0.7% 120 1 .0%
United States 946J892 0. 7% 77, 024 0. 9%
Sources: Colorado Department of Labor & Employment, Labor Market Information, QCEW; Dun & Bradstreet, Marketplace, July-Sept. 2005.
Industry Cluster Opportunities Collins and the surrounding areas run the risk of
following in the footsteps of California, where
Connection to Colorado State University — CSU commercial livestock facilities are able to sell their
plays an important role in this cluster, supplying land by the square foot for incredibly high prices and
research opportunities and new labor. Business locate elsewhere.
leaders of this cluster recommend continuous Reliability of Labor Force — Many Agri-Tech
collaboration as Agri-Tech is one of the key areas of businesses rely on dependable and affordable labor,
research at CSU. but expressed grievances that such workers are
Good Transportation System — Transportation in difficult to find and retain in Fort Collins . While
Fort Collins and the surrounding area is adequate for many business owners take advantage of
the cluster' s needs. The highway system to and from government programs to import labor, such
Denver and Denver International Airport is programs are costly and somewhat business un-
convenient, and the railroad that bisects the city is friendly.
necessary to bring crops into the region. Lack of Value Placed on Agri-Tech Operations —
Quality of Life — Fort Collins is attractive to Farming and the agricultural community have
employers and employees because of the active retained little or no social value as urban
outdoor lifestyle enjoyed by residents, quality development has shifted to focus on high-tech
schools, and balance between large city amenities businesses. This makes it difficult to retain a labor
and small town comfort. Maintaining this is force, gain support for industry initiatives, and to
recommended as a top priority, as quality of life was expand the industry. Collaboration with the
emphasized as a key reason business leaders located Information Technology/Software and Clean Energy
to and remain in Fort Collins. groups, for example, should be highlighted to
Industry Cluster Challenges emphasize the importance this cluster plays in the
local economy.
High Land Costs — Higher land costs are a major
deterrent to initial or additional land purchases. Fort
A& City of Fort Collins —�
ReDdM°searc�.�r, °Paiu,ers Select Industry Clusters in Fort Collins DRAFT ' • "
AGRICULTURAL
continued e
Opportunities for Growth are numerous, ranging from responding to
bioterrorism threats to isolating the ideal time to
The Agri-Tech cluster recognizes the inter- plant and locate crops to developing disease-resistant
relationship between crop and animal agricultural production and new, innovative technological crops. It may be in these areas of overlap where the
greatest opportunities for high-skill, high-wage
advances that can be used in the fields . Further, this Agri-Tech jobs are found.
cluster recognizes the important heritage of the
region. ♦ For the near term, pursue support for this cluster
as an adjunct, or part of, the Bioscience, Clean
The Recommendations section near the end of this Energy, and Information Technology/Software
report provides some general suggestions for clusters. This will allow the City to optimize the
enhancing cluster capacity and improving the return on its efforts and avoid redundancy.
general business environment. In addition, the
following idea is presented as an opportunity for
growing this cluster in Fort Collins.
Synergies with Other Clusters
Agri-Tech lends itself to agglomeration with
Bioscience, Clean Energy, and Information
Technology/Software. The opportunities for overlap
AGRICULTURAL TECHNOLOGY CLUSTER DEFINITION
NAICS NAICS Description SIC SIC Description
111419 Food Crops Grown Under Cover 0182 Food crops grown under cover
111421 Nursery and Tree Production 0181 Ornamental Floricultural and Nursery Products
111422 Floriculture Production 0181 Ornamental Floricultural and Nursery Products
115112 Soil Preparation, Planting, and Cultivating 0711 Soil Preparation services
115210 Support Activities for Animal Production 0751 -04 Livestock Reproduction Services
115210 Support Activities for Animal Production 0751 -9905 Vaccinating Services, Livestock
115210 Support Activities for Animal Production 0752-00 Animal Specialty Services
115210 Support Activities for Animal Production 0752-01 Animal Breeding Services
115210 Support Activities for Animal Production 0752-99 Animal Specialty Services, NEC
311119 Prepared Feed and Feed Ingredients, except for Cats and 2048-9907 Feed supplements
Dogs, except slaughtering Animals for Pet Food
311119 Prepared Feed and Feed Ingredients, except for Cats and 2048-9911 Livestock feeds
Dogs, except slaughtering Animals for Pet Food
325412 Pharmaceutical Preparation Manufacturing (Veterinary) 2834-9911 Veterinary Pharmaceutical Preparations
325414 Biological Product (except diagnostic) Manufacturing 2836-9901 Veterinary Biological Products
(Veterinary)
541380 Testing Laboratories 8734-9908 Seed Testing Laboratory
541380 Testing Laboratories 8734-9909 Soil Analysis
541690 Horticulture Services 0781 -0100 Horticulture services
541710 R&D Physical, Engineering, and life Sciences 8731 -0101 Agricultural research
541710 R&D Physical, Engineering, and life Sciences 8731 -0302 Environmental research
541940 Veterinary services 0741 Veterinary Services for Livestock
541940 Veterinary services 0742 Veterinary services for Animal Specialties
541940 Veterinary Services 8734-9910 Veterinary Testing
City of Fort Collins
Research Pat Select Industry Clusters in Fort Collins DRAFT
Research Partners
COMPUTER AND ' '
Description employment could soften. Currently, a majority of
the industry' s jobs are in businesses with 250
The Computer and Electronics Manufacturing workers or more.
industry cluster consists of firms involved in the
production of computers and computer peripheral Production is not expected to experience the same
equipment, including the development and downturn as employment. New computer-related
production of semiconductors. This cluster also technologies such as digital cameras, media capable
includes businesses involved in researching and cellular telephones, and innovations in computers
consulting on computer and electronics will continue to steadily increase consumer demand.
manufacturing. This industry is defined by 19 six- The advent of clean energy systems will drastically
digit NAICS codes, or by 15 four-digit and six eight- increase production within the industry, as
digit SIC codes . computer-related products are central to many key
aspects of clean energy production (such as
National Outlook computer chips in hybrid cars) .
There are currently 1 . 5 million workers employed in Fort Collins Cluster Profile
about 69,500 businesses in the Computer and
Electronics Manufacturing industry cluster A highly educated population, a strong
nationally. The number of businesses has been entrepreneurial spirit and the presence of many
increasing since 2001 but at a decreasing rate multi-national companies support an innovative and
between 2001 and 2004, after which growth rates extensive Computer and Electronics Manufacturing
have increased. A net 2, 153 businesses have been industry cluster. This basic industry brings ample
added to the cluster since 2001 at an average growth resources into the region and is convergent with
rate of 0. 8% yearly. National cluster employment several other clusters, providing opportunities for
decreased about 19 . 1 % from 2001 -2005 from 1 .9 expansion and advancement across Fort Collins.
million workers in 2001 to 1 . 5 million workers in The Computer and Electronics Manufacturing
2005 , an average decline of 5 .2% per year. industry cluster has the potential to enhance
The Computer and Electronics Manufacturing sector collaborative relationships with CSU and the
has a history of innovation and technological innovations being currently researched. CSU hosts
progression that continually demands a high the Industrial Advisory Board, a resource for local
percentage of educated and highly technical industry businesses to recruit students directly
employees as well as a strong production base. Still, trained in their scope of work, and to familiarize
total employment is expected to decline between themselves with current research opportunities . With
2005 and 2014 . This is due in part to the increase in many high tech jobs being moved overseas, some
labor efficiency due to supplementary labor such as industry experts expect the United States to focus on
robotic equipment, as well as in part to the the project management and design aspects of the
outsourcing of some industry professions to other industry. It is helpful for businesses within the
countries. Computer and Electronics Manufacturing industry to
align themselves with local universities to have
The Computer and Electronics Manufacturing access to the most qualified workers .
industry is very entrepreneurial in nature. New firms
are often started by current industry professionals in As of 2000, 22% of Colorado ' s computer
order to develop a new product or innovation. As manufacturing employees worked in Larimer
industry employment concentrates in smaller firms
as opposed to large firms that are more likely to
engage in outsourcing, the downward trend in
City of Fort Collins
ebtxnent Select Industry Clusters in Fort Collins DRAFT
Resseearc Partne Rh rs
COMPUTER AND ELECTRONICS MANUFACTURING
continued
County.6 By 2005 , this figure was up to nearly one Manufacturing industry cluster, and first in absolute
third. Fort Collins hosts several large computer employment. Some large industry employers in Fort
manufacturing firms, including Hewlett Packard, Collins include:
Advanced Energy Industries, and Agilent
Technologies. Fort Collins is also home to a ♦ Advanced Energy industries
Advanced Micro Devices Inc .
technology small business incubator, nurturing the ♦
growth of small businesses in the region. The Fort ♦ Agilent Technologies
Collins business incubator estimates that about 80% ♦ l Technologies
Hewlett
of incubated companies will survive the first three ♦ Hewlett Packard Company
years of operations, compared to 35% of non- ♦ Intel Corporation
incubated firms. ♦ LSI Logic Corporation
♦ National Semiconductor Corp.
While a strong concentration of the computer ♦ RPM Technology
manufacturing industry exists in Fort Collins, the The average annual employment decline of 4 .4% for
industry has been subject to downsizing of many the Fort Collins Computer and Electronics
large employers . Celestica, for example, closed its Manufacturing industry cluster, though negative, is
plant operations in 2006, subjecting 800 employees less severe than the average industry decline rate of
to layoffs. As a result, Fort Collins has become a 5 .3 % for the United States.
hub for smaller operations, often begun by former
employees of the larger employers. These small Businesses
companies are more stable, are at less risk of About 103 Computer Manufacturing businesses
outsourcing, and foster innovation in the industry. were located in Fort Collins in 2005 . The number of
AVERAGE ANNUAL GROWTH, 2001-2005 businesses increased 10. 8% overall from 93 in 2001 ,
Fort Collins and the United States at an average growth rate of 2 . 6% per year. Detailed
Computer and Electronics Manufacturing Cluster business and employment data for each industry
cluster for the four-year period from 2001 to 2005 is
Number of Businesses Employment provided in Appendix C.
Cluster Computer and Electronics Manufacturing Cluster
Fort Collins 2.6% -4.4% Number of Businesses Growth Rate
United States 0.8% -5 .2% 20%
16%
12%
All Industries 8%
Fort Collins 1 .9% 0.6% oi°
United States 1 .7% 0.0% 00/0
_8%
Sources: U.S. Bureau of Labor Statistics and CO Department of Labor & -12%
Employment, Quarterly Census of Employment & Wages. -16%i°
17Fi 1
2002 2003 2004 2005 Avg Annual
Growth
Fort Collins ranks first out of 50 U. S . metro areas of EE Fort C�Ihns o Unitea stater
comparable size to Fort Collins in employment source: Colorado DepaHmentaf`abor & Employment, Labor Market Information, QCEw 2001 - 2005.
concentration for the Computer and Electronics
This industry cluster has a strong concentration of
large businesses . About 7. 8% of the cluster
6 State of Colorado, "Region Two Overview." businesses in Fort Collins have more than 100
http://www.state.co.us/oed/bus_fin/IndStudy/Region2.pdf employees compared to the all industry average of
(accessed May, 2006). 2 . 1 %. On the other hand, the Computer and
A& City of Fort Collins
R °�m,. Select Industry Clusters in Fort Collins DRAFT '
COMPUTER AND ELECTRONICS MANUFACTURING
continued
Electronics Manufacturing cluster has a smaller than Wages
average share of businesses with fewer than 10 Total industry cluster wages paid was $495 .0 million
employees, but this is likely to change due to the
entrepreneurial friendly climate in Fort Collins and in 2005 . The average wage paid to cluster employees
continued closures or downsizing of larger was $78 ,000, compared to $70,200 for all United
companies. About 54 .4% of Fort Collins Computer States cluster employment.
and Electronics Manufacturing businesses employ OCCUPATIONAL. SALARIES
less than 10 people, compared to 70. 5% of all Fort Collins
businesses in Fort Collins . Computer and Electronics Manufacturing Cluster
Employment Occupation Average Annual Sala
The Computer and Electronics Manufacturing Computer Hardware $959480
Engineers
cluster employed about 6, 191 workers in Fort Electro-Mechanical $449740
Collins in 2005 . Fort Collins has one of the strongest Technicians
employment concentrations of Computer and Electronics Engineers $759830
Electronics Manufacturing in the state, representing Electrical and Electronic $26, 100
7 .6% of the employment base. Colorado Equipment Assemblers
employment concentration is 0.9% whereas this source: U.S. Bureau ofLabor statistics, 2005.
industry represents 1 .2% of the national employment
base. Employment in this cluster has declined by Competitive Position
about 4.4% per year, losing 1 ,231 net jobs between Of the 50 comparable metropolitan areas to Fort
2001 and 2005 , dropping from 7,422 employees in Collins, Fort Collins has the strongest employment
2001 to 6. 191 employees in 2005 . concentration and the highest absolute employment
Electronic Computer Manufacturing is the largest in the Computer and Electronics Manufacturing
sector by employment, employing about 60% of industry cluster. The top ten metropolitan areas in
industry jobs in 2005 . Engineering Services and the Computer and Electronics Manufacturing cluster
Printed Circuit Assembly are the next largest sectors, by employment concentration are listed on the
employing about 20% and I I % of industry jobs following page.
respectively. Locational Attributes
Computer and Electronics Manufacturing Cluster Identifying factors important to Computer and
Employment Growth Rate Electronics Manufacturing industry businesses as
4°'° they make location decisions can provide insight
O°% into how the industry cluster can grow through
-40/6 retention and expansion efforts. The Computer and
-s°i°
Electronics Manufacturing industry cluster relies on
the following locational attributes to operate a
'Z°'° successful business :
-r6%
2002 2003 2004 2005 Avg Annual ♦ High Quality of Life
Caow[h
. Fort Collins o United States ♦ Interaction with a University System
Source: Colorado Department of Labor & Employment, Labor Mnrketlnformalion, QCEW, 2001 - 2005. ♦ Availability of high technology workforce
With advances in information technologies, physical
location is not as crucial in maintaining a strong
customer base and supply chain. Many Computer
City of Fort Collins
D&mMpnrent Select Industry Clusters in Fort Collins DRAFT '
Research Partners
COMPUTER AND ELECTRONICS MANUFACTURING
continued
TEN HIGHEST EMPLOYMENT CONCENTRATIONS
Metro Areas
Computer and Electronics Manufacturing Cluster
Cluster Employment Number of Business
Metro Area Employment Concentration Businesses Concentration
1 Fort Collins, CO 69191 7.6% 103 2.1 %
2 Nashua, NH 59284 5 .9% 147 1 .5%
3 Eau Claire, WI 29655 3 .7% 27 0.4%
4 Johnstown, PA 19860 2.4% 25 0.3 %
5 Manchester, NH 29130 2 .3% 104 0.9%
6 Danbury, CT 19949 2 .3% 85 0.6%
7 Columbia, MO 1 ,227 1 .8% 24 0.4%
8 Dutchess County, NY 1 ,419 1 .6% 65 0.5%
9 Sioux Falls, SD 11363 1 .5% 27 0.3%
10 Benton Harbor, MI 975 1 .3% 26 0.3 %
United States 11534, 826 1. 2% 70, 197 0. 8%
Sources: Colorado Department of Labor & Employment, Labor Market Information, QCEW; Dun & Bradstreet, Marketplace, July-Sept. 2005.
and Electronics Manufacturing businesses already Good Transportation System-Transportation in Fort
located in Fort Collins supply their products on a Collins is adequate for the cluster' s needs . The
national or international level, retaining operations highway system to and from Denver and Denver
in Fort Collins due to the high quality of life. Lower International Airport is convenient, allowing
land costs, monetary incentives and/or subsidies and businesses owners to travel easily to clients outside
an able workforce attract new Computer and the region.
Electronics Manufacturing businesses. Workforce — The Fort Collins workforce provides a
Industry Cluster Insights highly educated labor base with industry specific
skills and a good work ethic . Continued
Many opportunities and challenges for each industry collaboration with CSU, especially in keeping
cluster became apparent in the focus group current research relevant to local industry and
discussions and throughout the research process . The innovations, will yield a stronger workforce, and
following opportunities and challenges discussion will help to retain the labor force.
provides insight into growing the Computer and Quality of Life —Fort Collins is attractive to
Electronics Manufacturing industry cluster in Fort employers and employees because of the active
Collins . outdoor lifestyle enjoyed by residents, quality
Industry Cluster Opportunities schools, and balance between large city amenities
Connection to Colorado State University — CSU and small town comfort. Maintaining this is
recommended as a top priority, as quality of life was
plays an important role in this cluster, supplying research opportunities and new labor. Business emphasized as a key reason business leaders located
to and remain in Fort Collins.
leaders in this cluster recommend continuous
collaboration as computer engineering is one of the Industry Cluster Challenges
key areas of research at CSU. Overseas Development — Client requirements and
labor costs have driven many Computer and
City of Fort Collins
Rw��m,. Select Industry Clusters in Fort Collins DRAFT •
COMPUTER AND ELECTRONICS MANUFACTURING
continued
Electronics Manufacturing businesses to seek Community College, AEA, NCEDC, FCTI and
production facilities overseas. It is likely that this other organizations as appropriate.
trend will continue as businesses attempt to contain
Partnership with the University
production costs .
Out of State Decision Makers As many of the Several opportunities exist for greater collaboration
businesses in this industry cluster are branches of between private industry within this cluster and
national companies, expansion and relocation CSU. Active involvement in university research and
decisions are often made by individuals not located utilization of students ' skills are areas to be
in Colorado . It may be harder to persuade company improved upon.
executives that are not familiar with the unique Need for Niche Markets
amenities Colorado has to offer to expand operations
in the Fort Collins area. Greater specialization in the Computer and
Electronics Manufacturing cluster in Fort Collins
Opportunities for Growth may better serve the industry in the long run.
The Computer and Electronics Manufacturing Collaborate with Economic Development Allies
cluster is part of the larger manufacturing industry, a
primary industry that brings many new dollars into The Computer and Electronics Manufacturing
Fort Collins. This cluster in Fort Collins houses industry is one of the industries tagged for retention
several large international businesses as well as a efforts by the Metro Denver Economic Development
large number of small, independent businesses that Corp . It is recommended that Fort Collins pursue
bring innovation and growth to the industry. opportunities for retaining and growing this industry
in collaboration with other economic development
This industry represents a large part of the Fort efforts such as those underway through the Metro
Collins economic base, so it is particularly important Denver EDC and the NCEDC .
to track changes. The problem, however, is that the
industry has been quite turbulent in recent years . Synergy with Information Technology/Software
The Recommendations section near the end of this The Information Technology industry may be
report provides some general suggestions for thought of as including two distinct but inter-related
enhancing cluster capacity and improving the segments — software and hardware. As high
general business environment. In addition, the technology companies grow and merge, the lines
following ideas are presented as opportunities for between the hardware and software segments of the
growing this cluster in Fort Collins. industry are blurred. There are opportunities for this
industry to collaborate with cluster efforts related to
Inaugural Effort the Information Technology/Software cluster.
The Computer and Electronics Manufacturing
cluster has not been organized yet in Northern
Colorado, although an active association exists to
serve this cluster on a statewide basis (the Colorado
Chapter of the American Electronics Association, or
AEA).
♦ The City can and should play a lead role in
initiating regional cluster development, in
collaboration with CSU, Front Range
City of Fort Collins
eebtxnent
Reseanri Partners Select Industry Clusters in Fort Collins DRAFT
COMPUTER AND ELECTRONICS MANUFACTURING
continued
COMPUTER AND ELECTRONICS MANUFACTURING CLUSTER DEFINITION
NAICS NAICS Description SIC SIC Description
333295 Semiconductor Machinery Manufacturing 3559-9927 Semiconductor Machinery Manufacturing
334111 Electronic Computer Manufacturing 3571 Electronic Computers
334112 Computer Storage Device Manufacturing 3572 Computer Storage Devices
334112 Computer Storage Device Manufacturing 3575 Computer Terminals
334119 Other Computer Peripheral Equipment Manufacturing 3577 Computer Peripheral Equipment, NEC
334119 Other Computer Peripheral Equipment Manufacturing 3578 Calculating and Accounting Equipment
334411 Electron Tube Manufacturing 3671 Electron Tubes
334412 Bare Printed Circuit Board Manufacturing 3672 Printed Circuit Boards
334413 Semiconductor and Related Device Manufacturing 3674 Semiconductors and Related Devices
334414 Electronic Capacitor Manufacturing 3675 Electronic Capacitors
334415 Electronic Resistor Manufacturing 3676 Electronic Resistors
334416 Electronic Coils, Transformers, and Other Inductors 3677 Electronic Coils and Transformers
334417 Electronic Connector Manufacturing 3678 Electronic Connectors
334418 Printed Circuit Assembly (Electronic Assembly) 3679 Electronic Components, NEC
334419 Other Electronic Component Manufacturing 3679 Electronic Components, NEC
334515 Instrument Manufacturing for Measuring and Testing 3825 Instruments to Measure Electricity
Electricity and Electrical Signals-Semiconductor Test
Equipment
334613 Magnetic and Optical Recording Media Manufacturing 3695 Magnetic and Optical Recording Media
335999 All Other Misc. Electrical Equipment and Component 3699 Electrical Equipment and Supplies, NEC
Manufacturing
541330 Engineering Services 8711 -0202 Mechanical Engineering
541330 Engineering Services 8711 -9903 Consulting Engineering
541330 Engineering Services 8711 -9905 Electrical or Electronic Engineering
541330 Engineering Services 8711 -9906 Energy Conservation Engineering
541710 Research & Development in the Physical, Engineering, 8731 -0203 Commercial Physical Research, Computer
& Life Sciences Hardware Development
City of Fort Collins
D&mMx,mnt Select Industry Clusters in Fort Collins DRAFT ' a ' -
Research Partnersaw
INFORMATION TECHNOLOGY/SOFTWARE
Description While software demand has slowed, there are several
areas presenting growth opportunities in the
The Information Technology/Software (IT/Software) IT/Software industry. The White House has
industry cluster consists of those companies continually expressed the importance information
involved in computer services, including computer technology plays in maintaining an efficient and
programming services, software development, data effective homeland protection program. Recently,
processing, Internet service and computer facilities the White House launched an "Expanded Electronic
management. IT Professionals may be found in all Management" program aimed at more efficiently
industries but this industry cluster includes only linking the government ' s agencies with each other
those employees working for IT/Software and with its citizens . Currently, the federal
companies. This cluster is defined by nine six-digit government invests over $50 billion per year in Info-
NAICS codes or by eight four-digit SIC codes. Tech and related programs. Additionally, The
National Outlook Institute of Electrical and Electronics Engineers-
United State of America (IEEE-USA) has
There are 1 . 8 million people employed in 180,200 spearheaded an effort to utilize information
businesses in the IT/Software industry cluster in the technology in the protection of critical infrastructure.
United States . The IT/Software cluster experienced IT/Software provides significant means of
rapid growth in the 1990s, reaching its apex about identifying and authenticating personnel, detecting
2001 , but declined sharply in 2002 . The industry adversarial threats, mitigating consequences of
continued to decrease through 2004 but at a less disruption of critical infrastructure utilities, and
drastic rate, followed by a slight increase in maintaining surveillance and protection of such
employment growth in 2005 . During the four-year structures.
period from 2001 to 2005 , total employment in this
industry cluster decreased an average of 4.7% per Additionally, The Sarbanes-Oxley Act of 2002
year while the number of businesses decreased less (Sarbanes-Oxley) mandated a number of reforms to
than one percent per year. This could be due to the improve corporate responsibility, enhance financial
entrepreneurial nature of the industry; as larger disclosures, and combat corporate accounting fraud.
companies close or downsize, armed with their Sarbanes-Oxley is a new set of laws that
dramatically changes the way companies audit and
acquired knowledge, industry individuals begin their
report their financial data to the investment
own smaller operations to develop a new product or
innovate an old one. community and the Securities and Exchange
Commission. Demand for software to assist
Many software development businesses are companies in complying with the financial
outsourcing a significant portion of their operations documentation and reporting requirements of
to foreign countries. Software businesses can hire Sarbanes-Oxley has skyrocketed. Demand for
developers in countries such as Canada, China, software applications that help companies handle the
India, and Russia for a fraction of the domestic cost. paperwork and business processes required to
The United States will continue to be a world leader comply with the Sarbanes-Oxley financial reporting
in this industry, but employment domestically will regulations will continue to drive new growth in the
be trained towards project management, while IT/Software industry cluster.
production jobs will move overseas. As the industry
becomes more diffused into smaller companies, it Open-source software is beginning to put pricing
Open-
will become more stable, as the entrepreneurial pressures on traditional software suppliers. Open-
operations are less likely to move abroad. source software provides the user with access to the
source code, giving the user the ability to modify the
code and software program. The modified software
City of Fort Collins
oere�o�r„e
ReseanriPartners nt Select Industry Clusters in Fort Collins DRAFT
INFORMATION TECHNOLOGY/SOFTWARE
continued Ji
can be distributed and reproduced for free or AVERAGE ANNUAL GROWTH, 2001 -2005
minimal fees. Fort Collins and the United States
Demand for software and information technology Information Technolo /Software Cluster
related to heightened security needs will also drive Number of
the growth of the IT/Software industry cluster. Both Businesses Employment
software security applications that protect computer Cluster
systems and the larger security issues of homeland Fort Collins 5 . 1 % -0.6%
security will contribute to IT/Software demand. United States -0.2% -4.7%
While growth in IT/Software industry cluster will be All Industries
tempered by slower business spending, growth Fort Collins 1 .9% 0.6%
opportunities exist in Sarbanes-Oxley, open-source United States 1 .7% 0.0%
and security software applications.
Sources: U.S. Bureau of Labor Statistics and CO Department of Labor
& Employment, Quarterly Census of Employment & Wages.
Fort Collins Cluster Profile Fort Collins ranks second out of 50 comparable
While not the largest industry cluster, the metropolitan areas in the country for the IT/Software
Information Technology industry cluster has shown industry cluster in terms of employment
healthy growth rates during the last couple of years. concentration. Below are examples of major
This industry cluster provides a new opportunity to Information Technology businesses located in the
diversify the economic base of the region. Fort Collins :
The IT/Software cluster in Fort Collins offers many ♦ Center Partners
opportunities for collaboration with federal and state ♦ Indicative Software
government. Fort Collins is a Geographical ♦ Information Technology Experts, Inc. (ITX)
Information Systems (GIS) hub in Northern ♦ Managed Business Solutions
Colorado . Technology developed by Fort Collins ' ♦ New Century Software Inc.
IT/Software businesses is used at top levels of ♦ Red Hen Systems
government and military. ♦ Synergetics
♦ Wind 2 Software
A relationship between the IT/Software industry
cluster and Colorado State University is not well Businesses
developed. With many high tech jobs being moved About 173 IT/Software businesses were located in
overseas, the United States will focus on the project Fort Collins in 2005 . The number of businesses grew
management and design aspect of the IT/Software 5 . 1 % per year from 142 businesses in 2001 to 173 in
industry. It is important for businesses within the 2005 compared to a 0.2% average annual decrease
industry to align themselves with local universities nationally in this industry cluster. Detailed business
to have access to the most highly qualified workers. and employment data for each industry cluster for
the four-year period from 2001 to 2005 is provided
in Appendix C .
This industry cluster has an above average share of
small businesses, indicating the entrepreneurial
nature of this industry. About 82% of Information
Technology/Software businesses employ less than
10 people compared to 7 1 % of all businesses that
City of Fort Collins
Re&mMx,i PatrViers Select Industry Clusters in Fort Collins DRAFT
INFORMATION TECHNOLOGY/SOFTWARE
continued f
employ less than 10 people in Fort Collins. Only The Web Search Portals category is the largest
1 .2% of the Information Technology/Software sector by employment, with about 51 % of industry
businesses employ over 100 workers compared to jobs in 2005 . Computer Facilities Management and
2 . 1 % for all Fort Collins businesses. Internet Service Providers are the next largest
sectors, employing about 20% and 12% of industry
Information Technology/Software Cluster jobs respectively.
Number of Businesses Growth Rate
40% Wa2es
32%
240/o Total industry cluster payroll in Fort Collins was
16% $ 135 . 9 million in 2005 . The average annual wage for
80 employees in the Information Technology/Software
01/0 ML— industry cluster in the Fort Collins was $60,200 in
-8% 2005 compared to $79, 100 nationally for this
16°'° indust cluster.
2002 2W3 30(11 2005 Avg Annual
Growth
■ Fort Collms ❑ United states OCCUPATIONAL SALARIES
Source: Colorado Department ofLabor & Employment, Labor Market Information, QCEW, 2001 — 2005.
Fort Collins
Employment Information Technology/Software Cluster
Average
The IT/Software industry cluster employed about Annual
2,257 people in Fort Collins in 2005 . Employment in Occupation Sala
this industry cluster comprises about 2 . 8% of Fort Computer programmers $629970
Collins ' total employment base, compared to a 1 .4% Computer software engineers, systems $82,790
concentration nationally. The average annual decline software
in employment of 0. 6% between 2001 and 2005 for Computer software engineers, $779080
IT/Software in Fort Collins was better than the Applications
national annual average rate of decline of 4. 7% for Database administrators $669390
this industry cluster. Although this industry has Source: U.S. Bureau ofLabor Statistics, 2005.
declined since 2001 , growth was quite strong in
2004 and 2005 . Therefore, there is optimism that the
worst is over for this industry and that growth will
solidify in the coming years.
Information Technology/Software Cluster
Employment Growth Rate
24%
16%
8%
01/o
-8%
-16%
-24%
200, 2003 2004 2005 Avg Annual
Growth
■ Fort Collins ❑ United States
Source: Colorado Department of Labor & Employment, Labor Market Information, QCEW, 2001 — 2005.
City of Fort Collins
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INFORMATION TECHNOLOGY/SOFTWARE
continued
TEN HIGHEST EMPLOYMENT CONCENTRATIONS
Metro Areas
Information Technology/Software Cluster
Cluster Employment Number of Business
Metro Area Employment Concentration Businesses Concentration
1 Nashua, NH 49865 5 .4% 430 4.3 %
2 Fort Collins, CO 29257 2.8% 173 3.5%
3 Manchester, NH 29225 2 .4% 265 2.4%
4 Champaign-Urbana, IL 19753 2 .2% 155 1 .9%
5 Fargo-Moorhead, ND-MN 19710 1 .9% 99 1 .0%
6 Charlottesville, VA 19513 1 .9% 139 1 .7%
7 Danbury, CT 1 ,629 1 .9% 320 2.2%
8 Cedar Rapids, IA 15333 1 .5% 147 1 .5%
9 Olympia, WA 1 , 197 1 .5% 213 1 . 8%
10 Sioux Falls, SD 1 , 197 1 .3% 105 1 . 1 %
United States 11795, 978 1. 4% 180, 235 2. 1
Sources: Colorado Department of Labor & Employment, Labor Market Information, QCEW; Dun & Bradstreet, Marketplace, July-Sept. 2005.
retaining operations in Fort Collins due to the high
Competitive Position quality of life. Synergies with other IT/Software
Of the 50 comparable metropolitan areas to Fort businesses throughout the Front Range of Colorado,
Collins, Fort Collins has the second strongest access to a skilled workforce, convenient access to a
employment concentration and the second highest major airport, and competitive operating costs attract
absolute employment in the industry cluster. The top new IT/Software companies .
ten metropolitan areas in the IT/Software cluster by Industry Cluster Insitzhts
employment concentration are listed above.
Many opportunities and challenges for each industry
Locational Attributes cluster became apparent in the focus group
Identifying factors important to Information discussions and throughout the research process . The
Technology/Software industry businesses as they following opportunities and challenges discussion
make location decision can provide insight into how provides insight into growing the Information
the industry cluster can grow through retention and Technology/Software industry cluster in Fort
expansion efforts. The IT/Software industry cluster Collins .
relies on the following locational attributes to Industry Cluster Opportunities
operate successful businesses :
Project Management Role — With more software
♦ Access to skilled labor development going overseas, United States
♦ High quality of life Information Technology businesses can fill a project
♦ Proximity to revenue-generating customer base management role, providing applications,
♦ Convenient access to a major airport requirement and specification experts who
With advances in information technologies, physical understand the software and information technology
location is not as crucial in maintaining a strong solutions. Information Technology businesses are
customer base and supply chain. Many IT/Software becoming "brain trusts," providing the design and
businesses already located in Fort Collins supply thought leadership, while actual development is
their products on a national or international level, being done in "less expensive" labor markets .
City of Fort Collins
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INFORMATION TECHNOLOGY/SOFTWARE
continued
New Technologies — New technologies like wireless Cost of Business -- Fort Collins is perceived as
Internet and radio frequency identification (RFID) having a high cost of business including such factors
are providing new opportunities for businesses in the as high land costs, taxes, and the lack of incentive
Information Technology industry cluster. programs . This perception may make Fort Collins
Easy Entry for Business Start- Ups — There is a low less attractive to new businesses .
cost for entry into the software development Opportunities for Growth
business. The cost for individuals to leave a big
company and go out on their own is relatively low, While not a large sector in Fort Collins, IT/Software
promises to be one of the high growth industries into
with start-up companies generally needing only a
computer. Start-up software companies thrive on the future. The IT/Software entrepreneurs are drawn
creativity and innovation. to the area' s attractive quality of life, along with
potential synergies with CSU.
Mergers and Acquisitions — An active merger and
acquisition business environment across the nation The Recommendations section near the end of this
report provides some general suggestions for
increases the need for Information Technology
enhancing cluster capacity and improving the
services.
general business environment. In addition, the
Quality of Life —Fort Collins is attractive to following ideas are presented as opportunities for
employers and employees because of the active growing this cluster in Fort Collins.
outdoor lifestyle enjoyed by residents, quality
schools, and balance between large city amenities Inaugural Effort
and small town comfort. Maintaining this is The IT/Software cluster has not been organized yet
recommended as a top priority, as quality of life was in Northern Colorado, although an active association
emphasized as a key reason business leaders located exists to serve this cluster on a statewide basis (The
to and remain in Fort Collins. Colorado Software and Internet Association, or
Industry Cluster Challenges CSIA) .
Overseas Development — Client requirements and The City can and should play a lead role in
labor costs have driven many Information initiating regional cluster development, in
Technology businesses to seek software developers collaboration with CSU, FRCC, CSIA, NCEDC,
overseas . While a software developer in the United FCTI, and other organizations as appropriate.
States may be paid $60,000 a year, a similar worker Business to Business Collaboration
in India or China requires less than $20,000 a year in
wages. This industry presents significant opportunities for
businesses to collaborate on given projects. If given
In-House Information Technology — Smaller an opportunity to meet and discuss current research
Information Technology consulting businesses are and project needs, new ideas and collaborations are
faced with the challenge of large businesses creating likely to develop.
an in-house information technology department. In-
house information technology departments reduce Small Business Programs
the amount of work available for smaller Software/IT tends to be entrepreneurial, so programs
Information Technology consulting businesses . Still, designed to assist small businesses may be
larger in-house departments hire Information particularly useful for this industry.
Technology workers creating additional jobs .
City of Fort Collins
Rese°aid�18P,,,,n. Select Industry Clusters in Fort Collins DRAFT
INFORMATION TECHNOLOGY/SOFTWARE
continued
INFORMATION TECHNOLOGY/SOFTWARE CLUSTER DEFINITION
NAICS NAICS Description SIC SIC Description
334611 Software Reproducing 7372 Prepackaged software
511210 Software Publishers 7372 Prepackaged software
518111 Internet Service Providers 7375 Information retrieval services (on-line services)
518112 Web Search Portals 8999 Services, NEC (intemet web search portals)
518210 Data Processing, Hosting & Related Services 7374 Data processing
541511 Custom Computer Programming Services 7371 Custom computer programming services
541512 Computer Systems Design Services (pt) 7373 Computer integrated systems design
541513 Computer facilities management services 7376 Computer facilities management
541519 Other Computer Related Services 7379 Computer related services NEC
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UNIQUELY FORT COLLINS
Description The hospitality subcluster may add to the eclectic
lifestyle of a region with ethnic foods or historical
The Uniquely Fort Collins (Unique) industry cluster accommodations, but also serves the needs of
includes businesses whose products and operations visitors.
contribute to the eclectic, innovative, and high
quality of life in Fort Collins. To better understand Many existing industries rely on the Unique cluster
this cluster, it has been split into three subclusters. to attract new businesses, employees, or clients.
The Artistic and Cultural Entertainment subcluster Unique businesses increase the quality of life of a
includes firms involved in the production, sales, and region. In addition to providing fun or cultural
education of performance and visual arts, as well as activities, they tend to attract jobs. Regions with
museums, historical sites, and zoos or botanical high quality of life indexes tend to be hubs for high-
gardens . The second subcluster, Recreational and tech firms, especially entrepreneurial operations,
Retail Activities, includes retail boutiques with less whose physical location does not necessarily
than 10 employees, sports and recreational activities, determine their consumer base.
and production facilities with consumer interaction Although the Unique cluster experienced a decline
(i. e. brewery tours). The third subcluster, in employment as a result of the 2001 recession, the
Hospitality, includes independent full-service decline was not drastic. By restricting the retail
restaurants and traveler accommodations . The full sector to include only companies with less than 10
cluster is comprised of 47 six-digit NAICS codes or employees, the instability of major retailers affected
39 four-digit, two six-digit, and three eight-digit SIC by the recession is not a factor. Employment is
codes. expected to increase in this cluster nationally.
National Outlook Fort Collins Cluster Profile
There are 9 .7 million people employed in 689,700 Fort Collins is an eclectic cultural and recreational
businesses in the Unique industry cluster in the center in Northern Colorado. Fort Collins residents
United States. This does not include sectors that enjoy an active outdoor lifestyle, enjoying the 20
would be unique to other metro areas, but is based miles of trails within the city and the many parks
on the same industry definition as used in Fort and rivers nearby. The town has numerous
Collins . The Unique cluster will differ from one city independent restaurants and the most
to another based on the natural and constructed microbreweries per capita in the state of Colorado,
amenities of the region. Specific to Fort Collins, in including New Belgium brewery, the third largest
addition to general cultural businesses, the microbrewery in the United States.
microbreweries and independent fine foods
manufacturing, both of which offer tours, are Most of the Unique cluster businesses are located in
highlighted, as well as the outdoor recreational the northern part of Fort Collins, with a high
opportunities provided by the nearby mountains and concentration in the Old Town area. The City has
rivers. Elsewhere, local ski resorts, pro-sports teams, already taken measures to enhance the vitality of the
or water activities would be included in a town' s Old Town district, especially relating to the Unique
unique cluster based on their proximity and cluster. Preserving a strong downtown area enhances
importance to the community. This cluster, divided the quality of life enjoyed by the City' s residents and
into three subclusters, poses as both a basic and non- business community.
basic industry. Tourism-related sectors in the arts In addition to local government and organizations,
and culture and the recreational and retail there is a large presence of federal and state facilities
subclusters attract visitors to a region while that maintain and improve the aesthetic quality of
enhancing the quality of life for current residents.
City of Fort Collins
Rw��m,. Select Industry Clusters in Fort Collins DRAFT
UNIQUELY FORT COLLINS
continued
Fort Collins and the active lifestyle that many of the The average annual employment growth rate of
city' s residents enjoy. 0. 5% between 2001 and 2005 for the Unique cluster
One of the larger entities is the National Park in Fort Collins was slightly less o than the national
Service, which maintains the Roosevelt National employment growth rate of 0. 8 /o per year for this
Forest and works closely with CSU to train students industry cluster. Industry cluster employment
and increase environmental awareness. CSU and growth in Fort Collins was also below the average
Front Range Community College are heavily reliant annual employment growth rate for all industries of
on the Unique cluster to attract students and faculty 0.6% during the same period.
to the region. The unique atmosphere of Fort Businesses
Collins, its vicinity to the mountains, and its eclectic
lifestyle help draw over 27,500 students to the two Nearly 400 Unique businesses were located in Fort
Collins in 2005 . The number of businesses grew
schools each year.
1 . 0 /o per year from 384 businesses in 2001 to 399 in
AVERAGE ANNUAL GROWTH, 2001 -2005 2005 compared to a 0. 9% average annual increase
Fort Collins and the United States nationally in this industry cluster. Detailed business
Uniquely Fort Collins Cluster and employment data for each industry cluster for
Number of the four-year period from 2001 to 2005 is provided
Businesses Employment in Appendix C .
Cluster
Fort Collins 1 .0% 0.5% Uniquely Fort Collins Cluster
United States 0.9% 0. 8% Number of Businesses Growth Rate
12%
8%
All Industries
4%
Fort Collins 1 .9% 0.6%
United States 1 .7% 0.0% °�/°
11
Sources: U.S. Bureau of Labor Statistics and CO Department of 8%
Labor & Employment, Quarterly Census of Employment & Wages. -12%
2002 2003 2004 2005 Avg Annual
Growth
Fort Collins ranks third out of 50 U. S . metro areas of ■ Fort Collins 0United states
comparable size to Fort Collins in employment source: Colorado Department °fLab°r & Employment, Labor Market Information, QCEW, 2001 - 2005.
concentration for the Unique industry cluster, and
fourth for absolute employment. Some of the Unique About 64% of Uniquely Fort Collins businesses
cluster businesses located in Fort Collins include: employ less than 10 people compared to 71 % of all
♦ Anheuser Busch businesses that employ less than 10 people in Fort
♦ Bas Bleu Theater Collins . On the other hand, only 1 . 5% of the Unique
♦ Bisetti ' s Italian Restaurant businesses employ over 100 workers compared to
♦ CooperSmith Brewing Co 2 . 1 % for all businesses .
♦ Fort Collins Brewery
♦ Jax Outdoor Gear
♦ Mountain Whitewater Descents
♦ New Belgium Brewery
♦ O 'Dell' s
♦ The Perennial Gardner
♦ Sense of Place
A_ City of Fort Collins
Development Select Industry Clusters in Fort Collins DRAFT •
Research Partners
UNIQUELY FORT COLLINS
continued
Employment Wages
SUBCLUSTER EMPLOYMENT Total industry cluster payroll in Fort Collins was
Fort Collins $ 143 . 6 million in 2005 . The average annual wage for
Uniquely Fort Collins Cluster employees in the Unique industry cluster in Fort
Subcluster Establishments Em to ment Collins was $20, 100 in 2005 compared to $ 19, 100
Artistic & Cultural 35 327 nationally for this industry cluster.
Entertainment OCCUPATIONAL SALARIES
Recreation & 153 49494 Fort Collins
Retail Uniquely Fort Collins Cluster
Hospitality 211 29325
Average
Source: Colorado Department ofLabor & Employment, Labor Occupation Annual Sala
Market Information, QCEW, 2005.
Retail Salespersons $22,300
The Uniquely Fort Collins industry cluster employed Chefs and Head Cooks $38,400
about 7, 146 people in Fort Collins in 2005 . Writers and Authors $46,840
Employment in this industry cluster comprises about Arts, Design, Entertainment, $379710
8 . 8% of Fort Collins ' total employment base Sports, and Media
compared to a 7. 5% concentration nationally. Source: U.S. Bureau ofLabor statistics, 2005.
Employment in the Uniquely Fort Collins industry
cluster has increased an average of 0. 5% per year Competitive Position
from 7.018 employees in 2001 to 7, 146 in 2005 ,
compared to a 0. 8% average increase nationally. Of the 50 comparable metropolitan areas to Fort
Collins, Fort Collins has the third strongest
Uniquely Fort Collins Cluster employment concentration and the fourth highest
Employment Growth Rate absolute employment in the Uniquely Fort Collins
2% industry cluster. The top ten metropolitan areas in
loin the Uniquely Fort Collins cluster by employment
zk1dJA_ concentration are listed on the following page.
o°�o
Locational Attributes
-loin
Identifying factors important to Unique businesses
-2oru 2002 2003 2004 2005 Avg Annual as they make location decision can provide insight
Caowth into how the industry cluster can grow through
. Fort Collins o united slates Iretention and expansion efforts. The Unique cluster
Source: Colorado Department ofLabor & Employment, Labor MarketWormation, QCEW 2M - 2005. relies on the following locational attributes to
Full Service Restaurants is the largest sector by operate successful businesses :
employment in the Unique cluster and in the ♦ Outdoor lifestyle
Hospitality subcluster with about 55% of cluster jobs ♦ High quality of life
and 87% of subcluster jobs in 2005 . Breweries is the ♦ Proximity to revenue-generating customer base
largest sector in the Retail and Recreation subcluster,
employing 39% of subcluster jobs. Fine Art Schools Industry Cluster Insights
is the largest sector in the Arts and Culture Many opportunities and challenges for each industry
subcluster, employing 29% of subcluster jobs. cluster became apparent in the focus group
discussions and throughout the research process . The
A- City of Fort Collins
R °gym,. Select Industry Clusters in Fort Collins DRAFT
UNIQUELY FORT COLLINS
continued Oil
following opportunities and challenges discussion and small town comfort. Maintaining this is
provides insight into growing the Unique cluster in recommended as a top priority, as quality of life was
Fort Collins. emphasized as a key reason business leaders located
Industry Cluster Opportunities to and remain in Fort Collins.
Connection to Higher Education — 27,500 students Industry Cluster Challenges
are enrolled in Colorado State University and Front Lack of Knowledge — Many Fort Collins residents
Range Community College, supplying research are unaware of the businesses involved in the cluster
facilities, a large labor force, and a large consumer and the cultural amenities they offer. One research
base to local industries. The Uniquely Fort Collins report indicated that a majority of residents in the
cluster attracts students and professors to the Harmony Road corridor have never heard of the
University, and further collaboration should be Lincoln Center in Old Town. Efforts should be made
encouraged by both parties. to expand the Uniquely Fort Collins cluster into
Inter-Industry Support — The Uniquely Fort Collins southern parts of the city while advertising
cluster attracts potential employees, new businesses, established cluster businesses to unknowing
and new clients to the region, while visitors to other residents.
clusters support the Unique cluster. Cross marketing Identity — Fort Collins has yet to develop a direct
of amenities, both internally and externally, would and marketable identity, leaving potential visitors
help to spread the word about the array of attractions unaware of what to find in the City.
found in the area.
Opportunities for Growth
Quality of Life — Fort Collins is attractive to
It is important for a community to offer a variety of
employers and employees because of the active
amenities to its residents and businesses . This
outdoor lifestyle enjoyed by residents, quality
schools, and balance between large city amenities enhancement of the quality of life of the area helps
TEN HIGHEST EMPLOYMENT CONCENTRATIONS
Metro Areas
Uniquely Fort Collins Cluster
Cluster Employment Number of Business
Metro Area Employment Concentration Businesses Concentration
1 Santa Fe, NM 8,258 10.0% 1 , 195 12.2%
2 Galveston-Texas City, TX 89807 9.3% 19462 11 .0%
3 Fort Collins, CO 79146 8.9% 399 801 %
4 Panama City, FL 69064 8 .7% 794 9.3%
5 San Luis Obispo-Atascadero- 79555 7.9% 19587 11 .0%
Paso Robles, CA
6 Charlottesville, VA 6, 174 7.7% 704 8 .5%
7 Bellingham, WA 49025 5 .9% 976 8 .4%
8 Fayetteville, NC 49831 5 .8% 838 8 .2%
9 Chico-Paradise, CA 3 ,905 5 .8% 912 8 .7%
10 Brownsville-Harlingen-San 59237 5 .6% 19113 10.4%
Benito, TX
United States 91718, 534 7. 5% 689, 659 8. 1 %
Sources: Colorado Department of Labor & Employment, Labor Market Information, QCEW; Dun & Bradstreet, Marketplace, July-Sept. 2005.
City of Fort Collins or
Reo°V°sea�'�n18Pai n. Select Industry Clusters in Fort Collins DRAFT '
UNIQUELY FORT COLLINS
continued 3
to attract and retain a viable labor force, brings numbers of people who either live or work
visitors into the community, and helps to create a downtown.
sense of place for residents.
♦ Pursue a significant employer (or employers) for
The Recommendations section near the end of this downtown Fort Collins locations, using the
report provides some general suggestions for Downtown Development Authority, Enterprise
enhancing cluster capacity and improving the Zone, and other means at the City ' s disposal.
general business environment. In addition, the Develop and publicize an enhanced,
following ideas are presented as opportunities for performance-based incentive package for
growing this cluster in Fort Collins. primary employers who choose a downtown
Cluster Status location. Pursue reputable private developers
who specialize in downtown environments to
There already exists in Fort Collins a healthy core of assemble and potentially redevelop properties to
associations emphasizing this cluster or downtown be attractive to employers.
retail and cultural health. The City' s support for Retail Leakage
these groups and their activities is well documented
and serves to render the needed information relative While retail businesses form only a part of the
to support for the Uniquely Fort Collins cluster. Unique cluster, attractive retail amenities certainly
♦ What the City can do is to publicly acknowledge help to draw visitors to a region, or encourage
this cluster' s status and importance to the residents to do their shopping locally — in which case
community, and encourage linkages between they may be more likely to patronize businesses in
downtown cluster businesses and those from the Unique cluster. Therefore, retail leakage — the
other parts of the community. loss of shopping revenues to retail sites outside the
City — is cause for concern.
Downtown jobs base ♦ Continue to monitor retail leakage on a regular
While the Unique cluster is certainly not limited to basis, in order to identify opportunities for
downtown, most of this cluster' s businesses are unique retail development or underserved
located in the City' s downtown area. The vitality of consumer bases, and to support public and
this cluster, then, can be enhanced by increasing the private efforts to redevelop aging retail sites .
City of Fort Collins
Research Pat Select Industry Clusters in Fort Collins DRAFT
Research Partners
UNIQUELY FORT COLLINS
continued
UNIQUELY FORT COLLINS CLUSTER DEFINITION
NAICS NAICS Description SIC SIC Description
Artistic and Cultural Entertainment
453920 Art Dealers 5999- 1601 Misc. Retail Stores, NEC (Art Dealers)
453920 Art Gallery 7999-9901 Art Gallery, Commercial
611610 Fine Arts Schools 7911 Dance Studies, Schools, and Halls (Dance instructors
Professional and Other Dance Schools)
611610 Fine Arts Schools 8299 Schools and Educational Services, NEC (Art, Drama,
and Music Schools)
711110 Theater Companies & Dinner Theaters 5812 Eating Places (Dinner Theaters)
711110 Theater Companies & Dinner Theaters 7922 Theatrical Producers (Except Motion Pictures) and
Misc. Theatrical Services (Theater Cos., Opera Cos.)
711120 Dance Companies 7922 Theatrical Producers (Except Motion Pictures) and
Misc. Theatrical Services (Ballet and Dance Cos.)
711130 Musical Groups and Artists 7929 Bands, Orchestras, Actors, and Entertainment Groups
(Musical Groups and Artists or Orchestras)
711190 Other Performing Arts Companies 7929 Bands, Orchestras, Actors, and Entertainment Groups
(Musical Groups and Artists or Orchestras)
711310 Promoters of Performing Arts with Facilities 6512-03 Operators of Nonresidential Buildings (Stadium and
Arena Owners)
711310 Promoters of Performing Arts With Facilities 7922 Theatrical Producers (Except Motion Pictures) and
Theater Operators
711310 Promoters of Performing Arts With Facilities 7941 Professional Sports Clubs and Promoters
711310 Promoters of Performing Arts With Facilities 7999 Amusement and Recreation Services, NEC (State
Fairs, etc. With facilities)
711320 Promoters of Performing Arts Without Facilities 7922 Theatrical Producers (Except Motion Pictures) and
Theater Operators
711320 Promoters of Performing Arts Without Facilities 7941 Professional Sports Clubs and Promoters
711320 Promoters of Performing Arts Without Facilities 7999 Amusement and Recreation Services, NEC (State
Fairs, etc. W/O Facilities)
711510 Independent Artists, Writers, & Performers 7699 Repair Shops and Related Services, NEC
(Taxidermists and Antique Repair and Restoration,
Except Antique Car Restoration)
711510 Independent Artists, Writers, & Performers 7819 Services Allied to Motion Picture Production (Film
Directors and Related Motion Picture Production
Services, Independent)
711510 Independent Artists, Writers, & Performers 7922 Theatrical Producers (Except Motion Picture) and
Misc. Theatrical Services
711510 Independent Artists, Writers, & Performers 7929 Bands, Orchestras, Actors, and Entertainment Groups
(Actors and Actresses)
711510 Independent Artists, Writers, & Performers 8999 Services, NEC (Authors, Artists, and Related
Technical Services, Independent)
712110 Museums 8412 Museums and Art Galleries (Except Historic and
Heritage Sites)
712120 Historical Sites 8412 Museums and Art Galleries (Historic, Heritage Sites)
712130 Zoos and Botanical Gardens 8422 Arboreta and Botanical or Zoological Gardens
(Except Nature Parks or Reserves)
712190 Nature Parks and Other Similar Institutions 7999 Amusement and Recreation Services, NEC
City of Fort Collins
Re&mMx,i PatrViers Select Industry Clusters in Fort Collins DRAFT '
UNIQUELY FORT COLLINS
continued
Recreational And Retail Activities
311330 Convectional Manufacturing from Purchased 5441 -9903 Candy, Nut, and Confectionary Stores (Chocolate
Chocolate * Candy Stores, Preparing on Premises) *
311513 Cheese Manufacturing * 2022 Natural, Processed, and Imitation Cheese
311811 Retail Bakeries * 5461 Retail Bakeries (Bread, Cake, and Related Products
Baked and Sold on Premises)
312120 Breweries * 2082 Malt Beverages (Except Malt Extract)
442110 Furniture Stores ** 5712 Furniture Stores (exc. Custom Furniture, Cabinets) * *
442299 All Other Home Furnishing Store s** 5719 Misc. Home Furnishing Stores (exc. Pottery and
Crafts Made & Sold on Site, Window Furnishings) **
442299 All Other Home Furnishing Stores * * 7699 Repair Shops and Related Services * *
448110 Men's Clothing Stores * * 5611 Men's and Boys' Clothing and Accessory Stores * *
448120 Women's Clothing Stores ** 5621 Women's Clothing Stores * *
448130 Children's and Infants' Clothing Stores ** 5641 Children's and Infants' Wear Stores * *
448140 Families Clothing Stores ** 5651 Family Clothing Stores * *
448150 Clothing Accessories Stores ** 5611 Men's and Boys' Clothing and Accessory Stores * *
448150 Clothing Accessories Stores ** 5632 Women's Accessory and Specialty Stores * *
448150 Clothing Accessories Stores ** 5699 Misc. Apparel and Accessory Stores * *
448190 Other Clothing Stores ** 5699 Misc. Apparel and Accessory Stores * *
448210 Shoe Stores ** 5661 Shoe Stores * *
448310 Jewelry Stores * * 5944 Jewelry Stores **
448320 Luggage and Leather Stores ** 5948 Luggage and Leather Goods Stores * *
451110 Sporting Goods Stores ** 5941 Sporting Good Stores and Bicycle Shops
451120 Hobby, Toy, and Game Stores ** 5945 Hobby, Toy and Game Stores **
451130 Sewing, Needlework and Piece Good Stores * * 5949 Sewing, Needlework, and Piece Good Stores * *
451140 Musical Instruments & Supplies * * 5736 Musical Instrument Stores **
451211 Book Stores * * 5942 Book Stores **
451220 Prerecorded Tape, Compact Disc and Record Stores * * 5735 Record and Prerecorded Tape Stores * *
452990 Other General Merchandise Stores * * 5399 Misc. General Merchandise Stores **
453110 Florists * * 5992 Florists **
453210 Office Supplies & Stationary Stores * * 5943 Stationary Stores * *
453220 Gift, Novelty, and Souvenir Stores * * 5947 Gift, Novelty, and Souvenir Stores **
453310 Used Merchandise Stores* 5932 Used Merchandise Stores (Except Pawn Shops) **
561520 Tour Operators 7999-76 Tour Operators
611620 Sports and Recreation Instruction 7999 Operators of Nonresidential Bldgs (Stadiums, Arenas)
713990 All Other Amusement and Rea Industries 7999 Amusement and Recreation Services, NEC (No
Organized Camping, Food Service, etc.)
721214 Recreational and Vacation Camps (Except 7032 Sporting and Recreational Camps and Organized
Campgrounds) Outdoor Adventure Retreats
Hospitality
721110 Hotels and Motels (Except Casino Hotels) 7011 Hotels and Motels (Except Casino Hotels)
721191 Bed and Breakfast Inns 7011 Hotels and Motels (Bed and Breakfast Inns)
721199 All Other Traveler Accommodations 7011 Hotels and Motels (Except Hotels, Motels and Bed
and Breakfast Inns)
722110 Full-Service Restaurants 5812 Eating places (Full Service Restaurants)
*Includes businesses with customer interactions (i.e. tours) **Includes businesses with ten employees or less
A- City of Fort Collins
Research Pat Select Industry Clusters in Fort Collins DRAFT
Research Partners
RECOMMENDATIONS
SWOT Analysis Threats
An important step in creating recommended action ♦ Continued reliance in Colorado on sales tax
items regarding industry cluster growth is the revenue / retail competition and life cycles
understanding of the region' s opportunities and ♦ Higher education funding and potential for
challenges . This can be accomplished through a "migration" away from central campuses (e.g.
SWOT (Strengths, Weaknesses, Opportunities, and CU ' s larger presence in Denver than Boulder)
Threats) analysis. Part of this SWOT analysis is ♦ Colorado ' s loss of status as a manufacturing
found in each cluster section, in the discussion of location (globalization, productivity driving
each industry cluster' s competitive advantages . down job numbers, cost basis)
♦The 2004 SWOT analysis included in the Economic Continued competition and parochialism withinLarimer County
Vitality and Sustainability Action Group: Report and
Recommendations plan is believed to be, with a few Opportunities
exceptions, comprehensive and accurate. In the
♦ High-profile alignment of community job
interests of continuity, and to avoid redundancy, this creation and sustainability goals (e.g. Aligning
analysis is included in Appendix F. Based on the City policies and processes to promote both high
research and analysis conducted as a part of this standards and user-friendliness/efficiency)
study, we recommend the following additions to the ♦ Leverage other business and economic
EVSAG SWOT analysis : development groups to take better advantage of
Strengths collaboration opportunities
♦ I-70 congestion an opportunity for increased
♦ New "pro-business" attitude toward business tourism from Denver, northern Colorado, and
and economic development southern Wyoming communities
♦ Strong sense of community identity/pride ♦ potential to leverage/encourage entrepreneurial
♦ Perception — Agricultural base keeps Fort activity
Collins "grounded" and "real"
♦ SBA designation of Fort Collins as the # 1 city Intent of the Recommendations
for small business
♦ Land available for development/redevelopment The goal of this section is not to make sweeping
strategic recommendations across the full spectrum
Weaknesses of City functions, but to focus on specific actions the
♦ Aging shopping facilities (chronological and City of Fort Collins can take to enhance its capacity
brand aging) and attendant erosion of sales tax to sustain job opportunity through the development
g g) of viable industry clusters, especially the four
revenue Limited transportation options clusters explored herein. It is recommended that this
♦
♦ Congestion of north-south arterials report be used in conjunction with the reports and
♦ Lack of late hour mass transit industry efforts of the two additional industry
♦ Geography of downtown Fort Collins — clusters operating in Fort Collins, namely Bioscience
perception that is it "too far" from south side of and Clean Energy. As mentioned previously,
the city detailed information for these two clusters is not
♦ 12-year anticipated window to reach growth included in this study as these clusters are already
management boundaries the subject of active, on-going industry efforts. See
Appendix D and Appendix E for additional
information. Nevertheless, in recognition of the
importance of these two clusters to the City of Fort
City of Fort Collins
D&mMx,nent Select Industry Clusters in Fort Collins DRAFT •
Research Partners
RECOMMENDATIONS
continued
Collins, recommendations are included that pertain the cost associated with development/
to general cluster sustainability and development - redevelopment and construction while ensuring
i. e. , things the City of Fort Collins can do to promote that City development standards are met.
cluster development in general. This report also ♦ The adoption of a higher standard of customer
includes recommendations pertaining to specific service among staff that come into direct contact
clusters - i. e. , tasks that will benefit one cluster but with business, thereby reducing the likelihood of
may have limited relevance for another. adversarial positioning.
Further, this report includes recommendations ♦ The establishment of a project management
related to some basic business environment issues system that designates a single point of contact
that are enhancing (or have the potential to enhance) within the City to shepherd projects through the
Fort Collins ' competitive advantage for job retention required process, rendering the process more
and creation. Recommendations related to these user friendly and providing an opportunity for
issued are included for two reasons : [ 1 ] even the direct customer feedback.
most sophisticated cluster strategies will not produce Recent interviews with NCEDC and others indicate
the desired results if these basic issues are not that the City' s improvements are already yielding
successfully addressed; and [2] Fort Collins has dividends and are beginning to recast Fort Collins '
made significant strides in many of these areas, and reputation among businesspeople and developers .
there is merit in calling attention to them as a way to For instance, it was reported that Intel ' s 2005
reaffirm their importance to the City 's future decision to expand in Fort Collins was due in part to
sustainability efforts . the City ' s responsiveness on development review.
Thus, the recommendations included are structured 1 .1 .0 Fort Collins should continue to place a high
as follows : priority on continuous improvement in this
♦ General Business Environment — pertaining to area, as it is among the most important factors
matters that affect all or a substantial majority of that has negatively influenced the City' s
businesses in the City; reputation with business in the past. The City
♦ Cluster Capacity Enhancements — pertaining to should continue to implement
ways in which Fort Collins can help to support recommendations contained in the "Quality
cluster formation in general; and Improvement Plans for Development Review
♦ Specific Cluster Strategies — pertaining Process report, also known as the Zucker
specifically to the four clusters analyzed in this Report."
report. 1 .1 . 1 The City is encouraged to publicize these
improvements with the business community,
General Business Environment and to continue engaging business and
Development Review Process development interests in the reorganization
process, in order to turn around any lingering
Fort Collins is to be commended for taking negative perceptions.
aggressive action to align its high development
standards with a reorganized and streamlined 1 .1 .2 Lastly, the City should replicate the outreach
development review process. The City is already to the development community on a regular
well underway with major improvements such as : basis to learn how additional enhancements to
the process and City codes can be made.
♦ The adoption of a more collaborative, integrated
and transparent process that promotes effective
and timely decision-making, thereby reducing
City of Fort Collins
Research Pat Select Industry Clusters in Fort Collins DRAFT
Research Partners
RECOMMENDATIONS
continued
Job Retention and Creation Technology/ Software and Clean Energy as being
among its targets for job creation and capital
City/Business Relations . City management has investment in Larimer County. NCEDC ' s active
already established positive efforts to build strong engagement with the City in cluster support
business relationships through periodic high-level activities will better enable that organization to
meetings with executives whose companies employ identify job growth potential within the clusters.
significant numbers of Fort Collins residents . It Finally, NCEDC ' s sponsorship of a research
appears that information generated in meetings with economist at CSU enables the City of Fort Collins
major employers is already being used to inform access to a valuable information resource for
public policy on matters affecting business and program and policy development, monitoring and
economic sustainability, and to promote the City' s implementation.
sustainability values in the private sector.
Furthermore, the City' s Economic Advisor' s 1 .2. 1 It is recommended that Fort Collins provide
considerable outreach to individual companies is continued support for the NCEDC, and to
helping to establish that office as the primary contact leverage its involvement in that organization
for business services. to accomplish goals that a municipal
1 .2.0 The City should continue in this vein, as an government is not equipped to tackle alone.
important step in promoting public/private 1 .2.2 Furthermore, the City should recognize and
partnership and greater collaboration for the leverage (where appropriate) the assets of the
benefit of employers, city government, and Metro Denver Economic Development Corp.
Fort Collins residents . (Metro Denver EDC), an organization the
NCEDC has recently joined. There is ample
Regional Collaboration. The City of Fort Collins evidence to suggest that, in the minds of site
has demonstrated its belief in regional economic selection consultants and business leaders
development collaboration through, for example, its outside of Colorado, the Colorado Front
continued support of the Northern Colorado Range from Denver to Fort Collins is
Economic Development Council (NCEDC) and its increasingly viewed as a homogeneous
participation in that organization' s Leadership 2010 metropolitan area. The Metro Denver EDC ' s
initiative. As the regional public/private partnership significant assets and competencies make it a
for economic development in Larimer County, the powerful ally, and the organization shares
NCEDC is strategically positioned to provide those several target clusters with Fort Collins —
critical economic development services that are best namely, Bioscience, Energy, Information
rendered at the regional level, including national Technology/Software, Computer and
marketing, some forms of research, business Electronics Manufacturing, and Beverage
recruitment, lead management/prospect handling, Production. Selective partnerships with
and facilitating leadership and collaboration on organizations such as NCEDC and Metro
region-wide issues (e.g. , transportation and higher Denver EDC will allow Fort Collins to
education funding). These efforts, if undertaken at a leverage its own assets for greater impact.
municipal level, would not only be cost-prohibitive
but would also be less effective. Incentive Development. Once again, this is an area
where the City is already making progress, with the
The NCEDC also stands as a key partner to Fort City' s first municipal incentive policy now in the
Collins and other Larimer County municipalities in the development and promotion of region-wide development stage. In a perfect world, incentives
would not be needed; nonetheless, they are a
clusters. For example, NCEDC has already competitive reality in the quest for jobs and capital
identified the Biosciences, Agri-Tech, Information investment. Because Colorado is no longer a low-
City of Fort Collins
Research Pat Select Industry Clusters in Fort Collins DRAFT ' '
Research Partners
RECOMMENDATIONS i
continued
cost alternative for companies and talented Marketing / Public & Media Relations
individuals, a prudent incentive policy may be
considered amust-have, at least for very desirable Website Functionality and Presence. The City' s
job-creation projects. The key is to align Fort new website (http ://www. fcgov.com/business) is
Collins ' desire for high quality jobs and expected to improve business communication. Once
sustainability with the company ' s need for lower again, the City is to be commended for undertaking
costs, and for the City' s incentive policy to either this wholesale website redesign, as it will establish
level the playing field or provide some advantage to identifiable "pathways" to information desired by
Fort Collins when compared with competing specific audiences. It cannot be overemphasized that
locations . a comprehensive, current, and user-friendly City
website is an important tool in successful job
1 .2.3 The formal adoption of an incentive policy creation and retention. Studies suggest that private
based on job quality (e.g. wages, benefits, companies and site consultants routinely conduct up
skill-building potential, or career path, capital to 90 percent of their research about potential
investment per employee, etc.) is advised. To locations online, leaving an ever-shrinking window
the extent possible, it should be performance- of opportunity for cities to impact location decisions
based (i. e. , the company must meet or agree to through face-to-face negotiations and promotion.
minimum job creation and/or capital Among respondents to a recent economic
investment requirements before accessing the development survey, 62 percent cited websites as the
incentive) . It should also be relevant or most effective marketing tool for communities.7 It is
meaningful, a characteristic that can be imperative that Fort Collins ' online presence be
confirmed by talking with businesses and site responsive to the information needs of potential
consultants prior to implementation. Many employers of all sizes.
job-creation projects have been lost because
incentives placed on the table were not 1 .3.0 Once the new site is launched, the City should
relevant or meaningful to the business in evaluate it regularly (at least every other year)
question. for content and ease of use from the
perspective of (at a minimum) local
1 .2.4 Fort Collins should consider how its incentive businesses needing information, site
policy might be used as a tool to encourage consultants or companies seeking potential
sustainability or proactive social and expansion sites, and entrepreneurs looking for
environmental policy among private-sector assistance with start-ups. The evaluation
employers. Communities such as Boulder, CO should also include visual and messaging
and Berkeley, CA have successfully consistency with the City' s and the region' s
integrated such goals into their incentive branding efforts. In addition, care should be
policy, and in so doing have branded their taken that the website in fact drives readers to
communities as promoting sustainability. the appropriate resource(s) for their needs.
Such incentives offer a positive way to
advance employment and sustainability goals Promotion to Companies in Target Clusters. In
simultaneously. the competition for high-tech job creation, it is
important to note that Information Technology and
1 .2.5 The City should rigorously evaluate the fiscal Biotech/Life Sciences rank first and second,
impacts of every economic development respectively, among targets identified by community
project using a credible economic impact
model. In this way, the City will be assured an 7 "Survey Results: Economic Development Marketing
adequate return on its incentive investment. Innovation and Best Practices Survey," Angelou
Economics, May 2006.
Avmpn.&, City of Fort Collins
m,. Select Industry Clusters in Fort Collins DRAFT
RECOMMENDATIONS
continued
economic development organizations . $ In order for 1 .3.2 Maintain funds in the City ' s budget to reprint
Fort Collins to stand out in the crowd, then, its and distribute news articles that demonstrate
messages must be compelling, carefully researched, competitive advantage, or reinforce the City' s
unflinchingly accurate, refined, and targeted at brand. Third-party news stories are considered
specific audiences. They must be delivered highly credible as opposed to stories
frequently and consistently across a strategic range generated in-house.
of media and events. 1 .3.3 Use the City ' s utility mailings to distribute
This is an area where Fort Collins can leverage the positive news about the local economy, the
assets and knowledge base of NCEDC and Metro link between economic development and
Denver EDC, as both organizations have access to quality of life, or the City ' s efforts to align
and significant experience dealing with decision- economic development and sustainability
makers in several of the City' s target clusters, goals.
especially IT/Software, Computer and Electronics 1 .3.4 Create a pathway on the City ' s website that
Manufacturing, and Bioscience. educates residents and job seekers about the
1 .3. 1 It is recommended that the City collaborate City ' s target industries and local companies
with these organizations to augment its within them. Consider creating a page on the
knowledge base and refine its marketing City' s website that updates the community on
message through: job-creation projects from previous years (e.g.
♦ cluster development activities (local, Intel one or two years after having occupied
regional, statewide) the former Celestica facility) .
♦ conversations with local cluster 1 .3.5 Use the website to provide hot-links to
companies or representatives employers who are actively seeking job
♦ information available from CSU faculty applicants, or create a bulletin board where
and staff engaged in cluster development local employers can post openings .
♦ information available from governmental 1 .3.6 In all print, audio/visual and group
or nonprofit institutions that deal with or communications, drive traffic to the City ' s
impact the chosen clusters website so that its reach and utilization are
♦ information drawn from other optimized.
communities competing in the same
clusters 1 .3.7 A communication plan need not be elaborate,
♦ industry events (e.g. , trade shows) and but it must advance the City ' s key messages
publications to residents and to businesses. It must be
Communication. The City ' s Economic Advisor is pervasive and consistent. The City would be
well advised to invest more heavily in
already reaching out — through group presentations resources to accomplish these communication
and one-on-one meetings with business leaders — to objectives, either through:
explain and promote the City ' s economic
development efforts to businesses and residents. ♦ dedicating staff internally (a minimum
Following are some ways the City can strengthen one half-time employee),
these efforts : ♦ outsourcing to communications
professionals (either free-lance or through
an established PR/media relations firm),
or
$ Ibid.
City of Fort Collins
Research Pat Select Industry Clusters in Fort Collins DRAFT
Research Partners
RECOMMENDATIONS
continued
♦ A combination of both internal and Ads for destination tourism sites today often include
outsourced talent. a message directed at employers, touting business
Branding. The comprehensive branding exercise climate as well as recreation.
already underway with North Star and City allies is 1 .3.9 The City is encouraged to : [ 1 ] recognize the
an important step in achieving a unified, adaptable potential synergy between tourism and job
theme and look to all of the City' s promotional creation/retention efforts; [2] leverage the
endeavors. Once the brand is developed, the hard talents and resources of the Uniquely Fort
work of making it "stick" in the minds of Fort Collins cluster, neighboring communities such
Collins ' target audiences (whether residents, as Estes Park, and local/state tourism
businesses or visitors) will begin. Brands, in order to organizations; and [3 ] engage all of the cluster
be effective, must be earned or at least accepted by support groups in creative discussion about
the target audience. Brands that are heavily how to promote crossover between business
promoted but that do not reflect the perceived reality and recreational visits.
are doomed to failure. Infrastructure and Land Use
1 .3.8 At all times the City should be conscious of Arterial Flow and Mass Transit. Focus group
living up to the new brand. Work to sustain
the new brand organically — that is, participants frequently mentioned transportation
issues as needing attention in and around Fort
consciously strive to reinforce the brand
consistently over time through the City' s Collins — in particular, the Uniquely Fort Collins
actions, characteristics and successes, cluster representatives cited a desire for more mass
simultaneous with any and all marketing transit alternatives and better north-south arterial
efforts . Brand integrity will then be achieved capacity. Employers from the other three clusters
and the brand will enjoy greater acceptance tended to focus on proximity to Denver International
and longevity. Airport (DIA) as a key factor in quality of life and
business environment, adding that I-25 congestion is
Tourism Generation. Not surprisingly, many of the problematic .
focus group participants indicated that their eventual The City is already engaged in developing feasible
decision to settle in Fort Collins was precipitated by alternatives to these situations, to the best of its
a visit to the Rocky Mountain region, and often to
their attendance at CSU. While we have no hard data ability given current limitations on funding. Such
to back the assertion, it seems logical that a transportation issues are common to many
significant number of Fort Collins residents could communities comparable to Fort Collins, and
certainly to metropolitan Denver as well. At the
make this claim — which merely emphasizes the
regional level, the long-term issue of I-25 congestion
importance of tourism to this region' s ability to
attract talent, jobs, and capital investment. and transit links to Denver or DIA are, appropriately,
being addressed by the North Front Range
Tourism development is a large and complex field, Metropolitan Planning Organization and by
closely linked to economic development but public/private groups such as the NCEDC ' s
requiring a distinct set of skills and information to Leadership 2010 council.
implement. Increasingly, professionals in both fields 1 .4.0 As the City works to address local
are finding ways to collaborate for mutual benefit. transportation issues (i.e. Citywide transit and
For instance, some communities cross-reference arterials), it would be well to recognize their
their economic development recruitment databases potential impacts on employers, and to seek
with local tourism organizations ' visitor databases, input from local employers as well as
in order to promote directly to visiting executives .
�- City of Fort Collins
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RECOMMENDATIONS
continued
residents on matters such as prioritization of strategy for addressing the affordable housing needs
proposed improvements and proposed funding of all socio-economic groups in Fort Collins . This
strategies. In a state where business personal document has been helpful in guiding the City in the
property tax is considered one of our most past to address long-term affordable housing needs .
negative business climate factors, employers More recently, however, due to budgetary
will be especially sensitive to any funding constraints coupled with the temporary change in
strategy that increases their tax burden market conditions that led to higher vacancy rates
disproportionately to the burden placed on and excessive for-sale housing units on the market,
residents. the City' s financial support for affordable housing
Wireless Internet access. It is understood that has shrank.
telecommunications capacity and access are 1 .4.2 The City is encouraged to make affordable
prerequisites to a positive business environment. The housing a high priority. Adequate affordable
City is expected to achieve ubiquitous wireless housing enhances business expansion and a
access in the downtown area by the end of 2006 . community ' s ability to attract and retain
1 .4. 1 A logical next step would be to consider the workers .
feasibility of extending free wireless access 1 .4.3 The City is encouraged to restore funding for
throughout the city ' s employment and affordable housing in order to implement the
commercial corridors, educational facilities, affordable housing goals and address needs in
and other areas frequented by businesspeople the "Priority Affordable Housing Needs and
and entrepreneurs (such as the municipal Strategies Report. " As the housing market
airport, libraries and even parks). continues to improve and tighten, the City
Housing Affordability. Housing remains should be proactive in avoiding the next
affordable housing crisis that will make it
something of a double-edged sword for parts of difficult for businesses to maintain an
Colorado . As first-tier business locations such as adequate work force.
Silicon Valley become too expensive for even
talented entry-level employees, companies are Preservation of Commercial Corridors. In order
forced to look elsewhere — a situation that has to grow in a sustainable way, many
benefited Colorado in the last two decades. More communities concern themselves with the
recently, however, the cost of housing throughout balance of jobs to housing; Fort Collins is no
most of Front Range Colorado is of growing concern exception. Portland, Oregon, for example,
as the state competes for cost-sensitive job creation attempts to preserve and protect industrial
and retention projects. The lack of adequate sites through restrictions on rezoning,
affordable housing opportunities undermines family prohibitions on certain commercial/retail uses,
stability and creates a barrier to attract new site acquisition, and use of urban renewal
businesses into the community. Despite the efforts areas. It is desirable to designate, zone and
of the Fort Collins city government, public agencies, protect industrial and commercial land to
the local housing authority, and coalition of housing ensure an adequate supply and an appropriate
providers, there is still much left to be done to balance with housing, recreational, and other
ensure that families have a safe, affordable place to uses. The question of what is "adequate" for
live. The City understands the significance of future needs can be difficult to answer,
affordable housing in this community and approved however.
the "Priority Affordable Housing Needs and 1 .4.4 Fort Collins should approach this problem, at
Strategies Report" in 2004. The document provides a least in part, from a cluster perspective. That
City of Fort Collins —�
D&mMx,nent Select Industry Clusters in Fort Collins DRAFT
Research Partners
RECOMMENDATIONS
continued
is, by developing a profile of current and development strategy that emphasizes enhancing the
projected land and facility needs in each of City' s (and the region' s) ability to help a variety of
the target clusters. Such an analysis will likely clusters grow and sustain themselves .
identify ways in which facility needs are Education and Research Assets
changing in some clusters, as past facility
requirements are not necessarily an indicator Collaboration with CSU. Leverage CSU' s
of future needs in the rapidly changing world "superclusters" approach and the university' s
of high technology. There are at least two strengths to help drive or enhance the City' s
ways to generate useful information about approach to cluster development in the following
cluster needs : First, some national real estate ways :
firms have developed sophisticated research
capabilities and have begun to refine and map 2.1 .0 Seek to establish a strong collaborative
land and facility requirements for specific relationship with CSU and economic
types of uses or industry sectors. Second, development organizations such that each is
anecdotal information about such needs may assigned (and accepts) specific roles and
be available from local cluster companies. responsibilities for cluster development. In his
"Clusters of Innovation: Regional
Recommendations for Enhancing Foundations for U. S . Competitiveness,"
Cluster Capacity Harvard Professor Michael Porter offers a
rational division of labor for cluster
The basic underpinnings of a successful cluster development among federal and state
generally include : government, regional/local government,
♦ An active University/research and universities, cluster associations and
development/knowledge and leadership base individual firms (see excerpt, Appendix G).
♦ A critical mass of collaborative/competitive 2.1 . 1 Among City staff engaged in economic
companies development and cluster activity, seek to
♦ Access to entrepreneurial support broaden knowledge about CSU and its
♦ A skilled workforce particular strengths in each of the City' s target
♦ Institutional and facility support industry clusters — including its faculty,
Fort Collins is fortunate to possess all of these facilities, R&D capabilities, research grants,
prerequisites in some measure. Its proximity to and innovators. At a minimum, seek to
metropolitan Denver and several major institutions establish and maintain relationships with key
of higher education amplify these strengths. faculty or staff at CSU who can provide this
information as needed, thereby advancing
While a major trend in economic development for opportunities for municipal/university
many years has been the focus on target industries or collaboration. Again, the CSU research
cluster development, there are varying degrees of the economist sponsored by NCEDC represents a
cluster approach. It is possible to take cluster valuable resource.
emphasis overboard, with the risk of picking
2.1 .2 Recognize that clusters often overlap, offering
winners and losers among various industries and
thus leaving a community vulnerable to volatility opportunities for synergy. For example,
within and among industry sectors . Given Fort CSU' s federally supported research into
Collins ' culture, the City' s history with economic infectious diseases is not limited to
development, and the relative richness of cluster bioscience, but overlaps into Agri-Tech and
activity at CSU, we recommend an economic Information Technology as well Information
City of Fort Collins
oere.,,c nt Select Industry Clusters in Fort Collins DRAFT '
Resean,h Partners
RECOMMENDATIONS
continued
sharing among clusters is important to 2.2.2 Make cluster analysis and observation an
achieving synergy. ongoing priority within the City. Key to this
Higher Education Funding. This is an issue of understanding will be what helps to attract
statewide importance and goes to the very heart of and retain talented workers in each cluster.
competitiveness for the State of Colorado and Fort 2.2.3 Finally, recognize that different clusters may
Collins specifically. behave differently or have unique
2. 1 .3 Aggressively support efforts to maintain requirements, and adapt the networking and
Colorado funding for higher education in information systems for each clusteraccordingly.
general. Partner with CSU, FRCC, NCEDC,
other communities, and other organizations to Industry Ambassadors. There exists a veritable
leverage success. Work with CSU to help that army of executives and entrepreneurs in Fort Collins
institution obtain needed infrastructure who, as a matter of course, make presentations to
funding for research parks and maintenance. audiences small and large throughout the U. S . and
Collaborative Company Networks internationally. Any number of them may be in a
position to incorporate a brief, positive message
Cluster Affiliation/Advisory Groups. Cluster about Fort Collins in their presentations, and it is
advisory groups can play multiple roles and have safe to assume that many would be willing to do so.
significant benefits for: 2.2.4 Where possible, enlist the aid of target
♦ Advising the City on the cluster' s needs for industry CEOs and other executives to include
labor, education, infrastructure, facilities and a brief testimonial or promotional message
institutional support about Fort Collins and Northern Colorado in
♦ Providing information on cluster trends in their formal presentations and informal
research, operations and new product networking with other cluster representatives
development outside of Colorado. Give them a single
♦ Networking and sharing of best practices, as a PowerPoint slide to incorporate into
way to achieve creative synergy presentations at will.
♦ Conducting research that benefits cluster 2.2.5 Enlist their cooperation in generating
development information about or introductions to vendors
2.2.0 The City can and should provide leadership to or suppliers whose presence in Fort Collins
launch collaborative efforts with educational would enhance the cluster' s synergy or
institutions, professional associations and improve their own competitive advantage.
other Northern Colorado organizations such New Business Formation
as NCEDC to establish cluster affiliation and
advisory groups, with an idea that they will Online Referral Resource for Fundamentals. An
eventually become self-sustaining. acknowledged key to improving success rates for
2.2. 1 For each cluster, the City should designate a start-ups and small businesses is help with
liaison, responsible for facilitating and fundamentals — business planning, financials and
attending industry gatherings, staying current cash flow, operations, management of people and
with industry trends and needs, and informing resources, and marketing among them. This is as
City messaging, policy, and procedures true for the high-tech inventor/entrepreneur as for
accordingly. the owner of a coffee shop.
City of Fort Collins
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RECOMMENDATIONS
continued
2.3.0 Provide an easily identified pathway via the budgetary support, leveraging increased
City' s website for businesses and support from affiliate organizations and
entrepreneurs to find direction and possibly even authorizing an expanded
information about all available business funding base to include private donations .
assistance resources — an online directory with 2.3.5 Extend incubator services to all of the target
hotlinks. Consider establishing a page thereon industry clusters .
for private contractors to small business to list
their services (e.g., consultants in small Workforce Development
business management, finance, business plan
development, grant writers, etc.), with a Employer/Job Seeker Links. Focus group
mechanism for client feedback so that users of participants indicated they often have a hard time
the site can access contractor references or identifying candidates for internships and entry-level
rate their performance. positions, even given the availability of
outplacement services at CSU and other higher
2.3. 1 Drive traffic to the website by promoting it education institutions .
through municipal and business
communication channels, through educational 2.4.0 Collaborate with FRCC and CSU to establish
institutions, and informal networks. and host a local online bulletin board where
job seekers, internship candidates, and
Incubation. Fort Collins established itself as a employers can find one another or post
leader in entrepreneurial support many years ago information. Begin with postings of City jobs;
with the establishment of the Fort Collins eventually expand it to make it available to
Technology Incubator. The FCTI has had local Fort Collins employers. Drive traffic to
demonstrable successes in the incubation of the site through promotions in school
bioscience and software firms, and today has outplacement/news services, Chamber of
expanded (through the City' s generosity) to include Commerce and other organizational outlets,
physical incubator capacity. FCTI ' s services are and directly through local media. (Note : The
limited to those two sectors. It also appears the FCTI City of Lincoln, Nebraska, has done an
budget has been static at $ 100,000 annually for exemplary job of this; more detail can be
many years, and the physical incubator space is fully viewed on that City' s website at
occupied. The current incubator director indicates http ://www. ci.lincoln.ne.us).
demand is at least double current capacity.
Attracting Young Talent. University and
As incubation of new ventures is critical to the community college students represent one of the
growth of clusters, we recommend the City pursue richest sources of talent that is not yet committed to
an aggressive strategy to expand the physical and an established locale. Reaching out to students
virtual capacity of the FCTI. represents one way in which Fort Collins can
2.3.2 Assist the FCTI in obtaining new physical enhance its talent pool while promoting a stronger
space suitable for incubation. link between higher education institutions and the
community.
2.3.3 Propose a re-evaluation of current and
projected incubation needs encompassing all 2.4. 1 Work with CSU, FRCC and local service
of Fort Collins ' target clusters. providers (such as realtors and business
associations) to make online information
2.3.4 Increase the FCTI budget to an appropriate available to students about choosing to stay in
level as identified in the needs assessment. Fort Collins after graduation. Include
This may include increasing the City' s resources to help them find jobs, affordable
City of Fort Collins
RDoeb
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RECOMMENDATIONS
continued
housing, day care, professional networks, and 2.5. 1 Set aside funds for cluster-related event
services such as financial or family planning. hosting on a limited basis. Host at least one
Structure the service to be hosted by the local or regional event annually in each of the
schools or a local business association, and City' s highest priority clusters . For example,
include a hot-link to the City' s website. raise Fort Collins ' visibility in a sector by
Continued K-12 Excellence. Fort Collins is known hosting a main event for an association such
for superb K- 12 educational amenities and results . as the Colorado Software and Internet
Association (CSIA), or the American
2.4.2 Help to ensure performance remains high by Electronics Association Colorado Chapter
encouraging business and education links in (AEA) . Selectively pursue regional or
collaboration with the school district, higher national conferences within targeted
education, business associations, and industries, or host carefully selected events at
workforce development professionals. Work conferences held in other locations. Use the
with these groups to : [a] develop and sponsored events to bring attendees up to date
disseminate practical information for parents on the City' s enhancements and advantages
and guidance counselors on the types of skills for that sector.
and education required by employers in Fort
Collins today and projected in the next Recommendations for Specific
decade; and [b] draw the link for students Clusters
between achievement in the classroom and the Only one of the four clusters analyzed in this report
ability to get a good job, whether in (the Uniquely Fort Collins cluster) is already active
manufacturing or services. and self-sustaining in Fort Collins . The other three
Institutional and Facility Support may have all the requisite attributes, but none of
them have been organized for the purpose of cluster
Agency and Nonprofit Support. A region' s cluster development and promotion. Therefore, it falls to the
support network typically is enhanced by the City of Fort Collins and its affiliates and allies to
presence of related governmental agencies and initiate cluster formation.
nonprofit organizations that afford access to funding,
talent, information and support services. Fort Collins There are many resources put forward by various
is home to many such organizations. economic development and educational institutions
that offer advice on how to build or initiate an
2.5.0 With the help of cluster representatives and industry cluster. One very good example is a 2002
allies, identify those Federal, State, and non- guide published by the Wisconsin Department of
profit institutions that impact, assist, or Commerce. It offers specific steps in cluster
otherwise influence cluster performance or formation and tips on how to engage private
development. Actively engage these businesses in cluster formation, defining roles,
organizations in cluster activities to leverage responsibilities and cluster goals, how to manage
their knowledge base, resources, and meetings, etc . Following is a summary outline. The
communications networks. excerpt from this guide is included in this report as
City Profile Within Clusters. Company leaders Appendix H.
may not always recognize or be aware that the Steps in Organizing an Industry Cluster
municipality in which they are located is actively
engaged in business support or economic ♦ Initial Discussion with the Industry Champion(s)
development, or that government has that capacity. o Discuss high-level goals
City of Fort Collins
Research Pat Select Industry Clusters in Fort Collins DRAFT
Research Partners
RECOMMENDATIONS
continued
o Address the champion' s understanding of Agricultural Technology
their role
o Clarify Facilitator/Staff role Synergies with Other Clusters. Agri-Tech lends
♦ itself to agglomeration with Bioscience, Clean
Planning the Industry Organizing Meeting
Energy, and Information Technology/Software. The
o Decide on size/scope/goals of first meeting
o Provide assistance in accessing opportunities for overlap are numerous, ranging
names/contacts from responding to bioterrorism threats to isolating
o Identify and invite representatives the ideal time to plant and locate crops to developing
o Develop a motivational invitation disease-resistant crops. It may be in these areas of
letter/packet overlap where the greatest opportunities for high-
Convene the Organizing Meeting skill, high-wage Agri-Tech jobs are found.
o Establish meeting objectives 3. 1 .0 For the near term, pursue support for this
o Arrange speakers — orientation cluster as an adjunct, or part of, the
o Develop format for the meeting Bioscience, Clean Energy, and Information
♦ Developing the Cluster "Charter" Technology/Software clusters . This will allow
o Catalog the key components of the cluster the City to optimize the return on its efforts
o Inventory the needs of the cluster companies and avoid redundancy.
o Map the interrelations among firms
o Develop a vision of the cluster' s future (next Computer and Electronics Manufacturing
10 years) Inaugural Effort. The Computer and Electronics
Source: Wisconsin Department of Commerce, 2002. Manufacturing cluster has not been organized yet in
These guidelines provide an excellent starting point Northern Colorado, although an active association
for organizing clusters. They should be looked upon exists to serve this cluster on a statewide basis (the
as a tool that can be adapted to Fort Collins ' cluster Colorado Chapter of the American Electronics
support infrastructure as staff and cluster leaders Association, or AEA).
deem advisable. 3.2.0 The City can and should play a lead role in
The following recommendations for the specific initiating regional cluster development, in
clusters were included within the report chapter collaboration with CSU, Front Range
devoted to each cluster. These recommendations are Community College, AEA, NCEDC, FCTI
repeated here so that all study recommendations and other organizations as appropriate.
exist in one location within the report. Partnership with the University. Several
opportunities exist for greater collaboration between
private industry within this cluster and CSU. Active
involvement in university research and utilization of
students ' skills are areas to be improved upon.
Need for Niche Markets. Greater specialization in
the Computer and Electronics Manufacturing cluster
in Fort Collins may better serve the industry in the
long run.
Collaborate with Economic Development Allies.
The Computer and Electronics Manufacturing
industry is one of the industries tagged for retention
efforts by the Metro Denver Economic Development
City of Fort Collins
D&mMx,nent Select Industry Clusters in Fort Collins DRAFT '
Research Partners
RECOMMENDATIONS
continued
Corp . It is recommended that Fort Collins pursue information relative to support for the Uniquely Fort
opportunities for retaining and growing this industry Collins cluster.
in collaboration with other economic development 3.4.0 What the City can do is to publicly
efforts such as those underway through the Metro acknowledge this cluster' s status and
Denver EDC and the NCEDC . importance to the community, and encourage
Synergy with Information Technology/Software. linkages between downtown cluster
The Information Technology industry may be businesses and those from other parts of the
thought of as including two distinct but inter-related community.
segments — software and hardware. As high Downtown Jobs Base. While the Unique cluster is
technology companies grow and merge, the lines certainly not limited to downtown, most of this
between the hardware and software segments of the cluster' s businesses are located in the City' s
industry are blurred. There are opportunities for this downtown area. The vitality of this cluster, then, can
industry to collaborate with cluster efforts related to be enhanced by increasing the numbers of people
the Information Technology/Software cluster. who either live or work downtown.
Information Technology/Software 3.4. 1 Pursue a significant employer (or employers)
Inaugural Effort. The IT/Software cluster has not for downtown Fort Collins locations, using
been organized yet in Northern Colorado, although the Downtown Development Authority,
an active association exists to serve this cluster on a Enterprise Zone, and other means at the City' s
statewide basis (The Colorado Software and Internet disposal. Develop and publicize an enhanced,
Association, or CSIA) . performance-based incentive package for
primary employers who choose a downtown
3.3.0 The City can and should play a lead role in location. Pursue reputable private developers
initiating regional cluster development, in who specialize in downtown environments to
collaboration with CSU, FRCC, CSIA, assemble and potentially redevelop properties
NCEDC, FCTI, and other organizations as to be attractive to employers.
appropriate.
Retail Leakage. While retail businesses form only a
Business to Business Collaboration. This part of the Unique cluster, attractive retail amenities
industry presents significant opportunities for certainly help to draw visitors to a region, or
businesses to collaborate on given projects. If given encourage residents to do their shopping locally — in
an opportunity to meet and discuss current research which case they may be more likely to patronize
and project needs, new ideas and collaborations are businesses in the Unique cluster. Therefore, retail
likely to develop. leakage — the loss of shopping revenues to retail sites
Small Business Programs. Software/IT tends to be outside the City — is cause for concern.
entrepreneurial, so programs designed to assist small 3 .4.2 Continue to monitor retail leakage on a
businesses may be particularly useful for this regular basis, in order to identify opportunities
industry. for unique retail development or underserved
Uniquely Fort Collins consumer bases, and to support public and
private efforts to redevelop aging retail sites .
Cluster Status. There already exists in Fort Collins
a healthy core of associations emphasizing this
cluster or downtown retail and cultural health. The
City' s support for these groups and their activities is
well documented and serves to render the needed
A- City of Fort Collins
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R.gh Partners
RECOMMENDATIONS i
continued
Implementation
To ensure that this report is useful and used, some
advice on moving from study and planning to
implementation is offered.
Prioritization. The first step in implementation is to
assign priorities, given the City' s human and
financial resource capacity. Certainly not all of the
recommendations herein can be implemented
simultaneously, nor should they. City staff and
leadership must agree on which recommendations
are to be pursued and in what order of priority. Let
priorities be driven by [a] those tasks that will have
the greatest impact and [b] those where the
necessary resources already exist within the City or
can be readily leveraged. Include in the near term
some tasks that are easily accomplished, as early
successes will help to generate the support and
momentum needed to accomplish more complex or
difficult tasks.
Periodic Evaluation. Monitoring and evaluation
are essential to any good economic development
program. The City' s Economic Advisor is currently
developing an index of indicators for community
sustainability and economic health. This is a very
positive first step in establishing a sound basis for
economic development policy, and for ensuring City
programs remain responsive and accountable.
Adoption and consistent use of such an index will
also help to increase public awareness about the
links between economic development and quality of
life.
Unified Support. In establishing the Economic
Advisor position and the economic development
program, the City of Fort Collins has affirmed that
economic development is an important part of the
City' s sustainability. The Mayor' s and City
Council' s unified, ongoing, and vocal support for
that philosophical concept, along with careful
oversight and committed leadership, will be
important to the ultimate success of this program.
City of Fort Collins
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SELECTED REFERENCES I
Angelou Economics . "Survey Results : Economic Development Marketing Innovation and Best Practices Survey."
May 2006.
Carnegie Mellon University and U. S . Department of Commerce. "Universities and the Development of Industry
Clusters." Economic Development Administration, 2004.
Christopherson, Dan. "The Urge to Converge. " Bioscience Colorado, (2005) : 16-26.
Colorado Department of Labor and Employment, Labor Market Information. Quarterly Census of Employment
and Wages.
Colorado State University. http ://www.Colostate.edu.
Coloradoan, The. Miscellaneous articles . http ://www.coloradoan.com.
Denver Business Journal, The. Miscellaneous articles. http ://www.bizjoumals.com/denver.
Denver Post, The. Miscellaneous articles. http ://www. denverpost.com.
Dun & Bradstreet. Marketplace . July — September, 2001 — 2005 .
The Economic Vitality and Sustainability Action Group : Report and Recommendations." July 2004 .
Fort Collins Technology Incubator. "Our Story." http ://www.Fortcollinsincubator. org/story.cfm.
Front Range Community College. http ://www.Frontrange.edu.
Institute of Electrical and Electronics Engineers-United State of America, The. http ://www.ieeeusa.org.
Porter, Michael E. "Clusters and the New Economics of Competition." Harvard Business Review, November-
December 1998 .
Porter, Michael E. "Clusters Of Innovation: Regional Foundations of U. S . Competitiveness."
Porter, Michael E. "Colorado : Profile of the State Economy. " February, 2002 .
Rocky Mountain News, The. Miscellaneous articles. http ://www.rockymountainnews.com.
State of Colorado . "Region Two Overview. " http ://www. state.co.us/oed/bus—fin/IndStudy/Region2 .pdf.
Solutions Group, "Economic Action Plan: Initial Phase." Prepared for the City of Fort Collins, February, 2006 .
Tolme, Paul. "National Treasure. " National Wildlife Magazine, 43 , no. 4 (2005).
http ://www.nwf.org/nationalwildlife.
U. S . Department of Labor, Bureau of Labor Statistics . Quarterly Census of Employment and Wages . 2001 —
2005 .
The White House. "Expanded Electronic Government."
http ://www. Whitchouse.gov/results/agenda/fiveinitativesO4 .html.
Wisconsin Industry Cluster Initiative, "Cluster Organizing Guide," 2002. http ://commerce.wi.gov/BDdocs/BD-
Cluster%200rganizing%20Guide
City of Fort Collins
D&mMx,nent Select Industry Clusters in Fort Collins DRAFT ' •
Research Partners
APPENDIX A : CLUSTER DEFINITIONS
The following pages present the industry cluster definitions used in this report, including both the six-digit North
American Industry Classification System (NAICS) codes and the corresponding four-, six-, or eight-digit
Standard Industrial Classification (SIC) system codes. These definitions are also included in the section devoted
to each industry cluster.
City of Fort Collins
Rya,°gw,. Select Industry Clusters in Fort Collins DRAFT
APPENDIX A : CLUSTER DEFINITIONS
A ricultural Tecnnolo
NAICS NAICS Description SIC SIC Description
111419 Food Crops Grown Under Cover 0182 Food crops grown under cover
111421 Nursery and Tree Production 0181 Ornamental Floricultural and Nursery Products
111422 Floriculture Production 0181 Ornamental Floricultural and Nursery Products
115112 Soil Preparation, Planting, and Cultivating 0711 Soil Preparation services
115210 Support Activities for Animal Production 0751 -04 Livestock Reproduction Services
115210 Support Activities for Animal Production 0751 -9905 Vaccinating Services, Livestock
115210 Support Activities for Animal Production 0752-00 Animal Specialty Services
115210 Support Activities for Animal Production 0752-01 Animal Breeding Services
115210 Support Activities for Animal Production 0752-99 Animal Specialty Services, NEC
311119 Prepared Feed and Feed Ingredients, except for Cats and Dogs, 2048-9907 Feed supplements
except slaughtering Animals for Pet Food
311119 Prepared Feed and Feed Ingredients, except for Cats and Dogs, 2048-9911 Livestock feeds
except slaughtering Animals for Pet Food
325412 Pharmaceutical Preparation Manufacturing (Veterinary) 2834-9911 Veterinary Pharmaceutical Preparations
325414 Biological Product (except diagnostic) Manufacturing 2836-9901 Veterinary Biological Products
(Veterinary)
541380 Testing Laboratories 8734-9908 Seed Testing Laboratory
541380 Testing Laboratories 8734-9909 Soil Analysis
541690 Horticulture Services 0781 -0100 Horticulture services
541710 R&D Physical, Engineering, and life Sciences 8731 -0101 Agricultural research
541710 R&D Physical, Engineering, and life Sciences 8731 -0302 Environmental research
541940 Veterinary services 0741 Veterinary Services for Livestock
541940 Veterinary services 0742 Veterinary services for Animal Specialties
541940 Veterinary Services 8734-9910 Veterinary Testing
A-2
APPENDIX A : CLUSTER DEFINITIONS
Computer and Electronics Manufacturin
NAICS NAICS Description SIC SIC Description
333295 Semiconductor Machinery Manufacturing 3559-9927 Semiconductor Machinery Manufacturing
334111 Electronic Computer Manufacturing 3571 Electronic Computers
334112 Computer Storage Device Manufacturing 3572 Computer Storage Devices
334113 Computer Storage Device Manufacturing 3575 Computer Terminals
334119 Other Computer Peripheral Equipment Manufacturing 3577 Computer Peripheral Equipment, NEC
334411 Electron Tube Manufacturing 3671 Electron Tubes
334412 Bare Printed Circuit Board Manufacturing 3672 Printed Circuit Boards
334413 Semiconductor and Related Device Manufacturing 3674 Semiconductors and Related Devices
334414 Electronic Capacitor Manufacturing 3675 Electronic Capacitors
334415 Electronic Resistor Manufacturing 3676 Electronic Resistors
334416 Electronic Coils, Transformers, and Other Inductors 3677 Electronic Coils and Transformers
334417 Electronic Connector Manufacturing 3678 Electronic Connectors
334418 Printed Circuit Assembly (Electronic Assembly) 3679 Electronic Components, NEC
334419 Other Electronic Component Manufacturing 3679 Electronic Components, NEC
334515 Instrument Manufacturing for Measuring and Testing Electricity 3825 Instruments to Measure Electricity
and Electrical Signals-Semiconductor Test Equipment
334613 Magnetic & Optical Recording Media Mfg (pt) 3577 Computer peripheral equipment NEC
334613 Magnetic and Optical Recording Media Manufacturing 3695 Magnetic and Optical Recording Media
335999 All Other Misc. Electrical Equipment and Component 3699 Electrical Equipment and Supplies, NEC
Manufacturing
541330 Engineering Services 8711 -0202 Mechanical Engineering
541330 Engineering Services 8711 -9903 Consulting Engineering
541330 Engineering Services 8711 -9905 Electrical or Electronic Engineering
541330 Engineering Services 8711 -9906 Energy Conservation Engineering
541710 Research & Development in the Physical, Engineering, & Life 8731 -0203 Commercial Physical Research, Computer Hardware Development
Sciences
A-3
APPENDIX A : CLUSTER DEFINITIONS
Information Technolo
NAICS NAICS Description SIC SIC Description
334611 Software Reproducing 7372 Prepackaged software
511210 Software Publishers 7372 Prepackaged software
518111 Internet Service Providers 7375 Information retrieval services (on-line services)
518112 Web Search Portals 8999 Services, NEC (intemet web search portals)
518210 Data Processing, Hosting & Related Services 7374 Data processing
541511 Custom Computer Programming Services 7371 Custom computer programming services
541512 Computer Systems Design Services (pt) 7373 Computer integrated systems design
541513 Computer facilities management services 7376 Computer facilities management
541519 Other Computer Related Services 7379 Computer related services NEC
Uniquely Fort Collins
NAICS NAICS Description SIC SIC Description
Artistic and Cultural Entertainment
453920 Art Dealers 5999- 1601 Misc. Retail Stores, NEC (Art Dealers)
453920 Art Gallery 7999-9901 Art Gallery, Commercial
611610 Fine Arts Schools 7911 Dance Studies, Schools, and Halls (Dance instructors Professional and
Other Dance Schools)
711110 Theater Companies & Dinner Theaters 5812 Eating Places (Dinner Theaters)
711110 Theater Companies & Dinner Theaters 7922 Theatrical Producers (Except Motion Pictures) and Misc. Theatrical
Services (Theater Companies, Opera Companies)
711120 Dance Companies 7922 Theatrical Producers (Except Motion Pictures) and Misc. Theatrical
Services (Ballet and Dance Companies)
711130 Musical Groups and Artists 7929 Bands, Orchestras, Actors, and Entertainment Groups (Musical Groups
and Artists or Orchestras)
711110 Theater Companies & Dinner Theaters 5812 Eating Places (Dinner Theaters)
711110 Theater Companies & Dinner Theaters 7922 Theatrical Producers (Except Motion Pictures) and Misc. Theatrical
Services (Theater Companies, Opera Companies)
A-4
APPENDIX A : CLUSTER DEFINITIONS
Uniquely Fort Collins Con ' t
NAICS NAICS Description SIC SIC Description
Artistic and Cultural Entertainment (Con 't)
711120 Dance Companies 7922 Theatrical Producers (Except Motion Pictures) and Misc. Theatrical
Services (Ballet and Dance Companies)
711130 Musical Groups and Artists 7929 Bands, Orchestras, Actors, and Entertainment Groups (Musical Groups
and Artists or Orchestras)
711110 Theater Companies & Dinner Theaters 5812 Eating Places (Dinner Theaters)
711110 Theater Companies & Dinner Theaters 7922 Theatrical Producers (Except Motion Pictures) and Misc. Theatrical
Services (Theater Companies, Opera Companies)
711190 Other Performing Arts Companies 7929 Bands, Orchestras, Actors, and Entertainment Groups (Musical Groups
and Artists or Orchestras)
711310 Promoters of Performing Arts with Facilities 6512-03 Operators of Nonresidential Buildings (Stadium and Arena Owners)
711310 Promoters of Performing Arts With Facilities 7922 Theatrical Producers (Except Motion Pictures) and Theater Operators
711310 Promoters of Performing Arts With Facilities 7941 Professional Sports clubs and Promoters
711310 Promoters of Performing Arts With Facilities 7999 Amusement and Recreation Services, NEC (State Fairs, etc. With
facilities)
711320 Promoters of Performing Arts Without Facilities 7922 Theatrical Producers (Except Motion Pictures) and Theater Operators
711320 Promoters of Performing Arts Without Facilities 7941 Professional Sports clubs and Promoters
711320 Promoters of Performing Arts Without Facilities 7999 Amusement and Recreation Services, NEC (State Fairs, etc. W/O
Facilities)
711510 Independent Artists, Writers, & Performers 7699 Repair Shops and Related Services, NEC (Taxidermists and Antique
Repair and Restoration, Except Antique Car Restoration)
711510 Independent Artists, Writers, & Performers 7819 Services Allied to Motion Picture Production (Film Directors and
Related Motion Picture Production Services, Independent)
711510 Independent Artists, Writers, & Performers 7922 Theatrical Producers (Except Motion Picture) and Misc. Theatrical
Services
A-5
APPENDIX A : CLUSTER DEFINITIONS
Uniquely Fort CollinsWon ' t)
NAICS NAICS Description SIC SIC Description
711510 Independent Artists, Writers, & Performers 7929 Bands, Orchestras, Actors, and Entertainment Groups (Actors and
Actresses)
711510 Independent Artists, Writers, & Performers 8999 Services, NEC (Authors, Artists, and Related Technical Services,
Independent)
712110 Museums 8412 Museums and Art Galleries (Except Historic and Heritage Sites)
712120 Historical Sites 8412 Museums and Art Galleries (Historic and Heritage Sites)
712130 Zoos and Botanical Gardens 8422 Arboreta and Botanical or Zoological Gardens (Except Nature Parks or
Reserves)
712190 Nature Parks and Other Similar Institutions 7999 Amusement and Recreation Services, NEC (Misc. Commercial Parks)
Recreational And Retail Activities
311330 Convectional Manufacturing from Purchased Chocolate * 5441 -9903 Candy, Nut, and Confectionary Stores (Chocolate Candy Stores,
Preparing on Premises) *
311513 Cheese Manufacturing * 2022 Natural, Processed, and Imitation Cheese
311811 Retail Bakeries * 5461 Retail Bakeries (Bread, Cake, and Related Products Baked and Sold on
Premises)
312120 Breweries * 2082 Malt Beverages (Except Malt Extract)
442110 Furniture Stores * * 5712 Furniture Stores (Except Custom Furniture and Cabinets) * *
442299 All Other Home Furnishing Store s* * 5719 Misc. Home Furnishing Stores (Except Pottery and Crafts Made and
Sold on Site and Window Furnishings) * *
442299 All Other Home Furnishing Stores * * 7699 Repair Shops and Related Services (Custom Pictures Framing) * *
448110 Men's Clothing Stores * * 5611 Men's and Boys' Clothing and Accessory Stores * *
448120 Women's clothing Stores * * 5621 Women's Clothing Stores * *
448130 Children's and Infants' Clothing Stores * * 5641 Children's and Infants' Wear Stores * *
448140 Families clothing Stores * * 5651 Family Clothing Stores * *
448150 Clothing Accessories Stores * * 5611 Men's and Boys' Clothing and Accessory Stores (Accessories) * *
448150 Clothing Accessories Stores * * 5632 Women's Accessory and Specialty Stores (Accessories)
448150 Clothing Accessories Stores * * 5699 Misc. Apparel and Accessory Stores Accessories
A-6
APPENDIX A : CLUSTER DEFINITIONS
Uniauelv Fort CollinsWon ' t)
NAICS NAICS Description SIC SIC Description
Recreational And Retail Activities (Con 't) IF
448190 Other clothing Stores * * 5699 Misc. Apparel and Accessory Stores * *
44821C Shoe Stores * * 5661 Shoe Stores * *
448310 Jewelry Stores * * 5944 Jewelry Stores * *
448320 Luggage and Leather Stores * * 5948 Luggage and Leather Goods Stores * *
451110 Sporting Goods Stores * * 5941 Sporting Good Stores and Bicycle Shops
451120 Hobby, Toy, and Game Stores * * 5945 Hobby, Toy and Game Stores * *
451130 Sewing, Needlework and Piece Good Stores * * 5949 Sewing, Needlework, and Piece Good Stores * *
451140 Musical Instruments & Supplies * * 5736 Musical Instrument Stores * *
451211 Book Stores * * 5942 Book Stores * *
451220 Prerecorded Tape, Compact Disc and Record Stores * * 5735 Record and Prerecorded Tape Stores * *
452990 Other General Merchandise Stores * * 5399 Misc. General Merchandise Stores * *
453110 Florists * * 5992 Florists * *
453210 Office Supplies & Stationary Stores * * 5943 Stationary Stores * *
453220 Gift, Novelty, and Souvenir Stores * * 5947 Gift, Novelty, and Souvenir Stores * *
453310 Used Merchandise Stores* * 5932 Used Merchandise Stores (Except Pawn Shops) * *
561520 Tour Operators 7999-76 Tour Operators
611620 Sports and Recreation instruction 7999 Operators of Nonresidential Buildings (Stadium and Arena Owners)
713990 All Other Amusement and Rec. Industries 7999 Amusement and Recreation Services, NEC (No Organized Camping,
Food Service, etc.)
721214 Recreational and Vacation Camps (Except Campgrounds) 7032 Sporting and Recreational Camps and Organized Outdoor Adventure
Retreats (Trail Riding, While-Water Rafting, Hiking, etc.)
Hospitality
721110 Hotels and Motels (Except Casino Hotels) 7011 Hotels and Motels (Except Casino Hotels)
721191 Bed and Breakfast Inns 7011 Hotels and Motels (Bed and Breakfast Inns)
721199 All Other Traveler Accommodations 7011 Hotels and Motels (Except Hotels, Motels and Bed and Breakfast Inns)
722110 Full-Service Restaurants 5812 Eating laces Full Service Restaurants
*Includes businesses with customer interactions (i. e. tours) * *Includes businesses with ten employees or less
A-7
APPENDIX B : FOCUS GROUP PARTICIPANTS
The following companies participated in a focus group discussion or participated in a one-on-one discussion with
staff or the consultants on this project. We thank them for taking the time to provide us with their views and
suggestions.
Agricultural Technology
Bath Nursery
Cedar Creek Associates
Fort Collins Wholesale Nursery
ImuTek Laboratories Inc.
Jim Sell Design Inc .
Kaufman & Robinson Inc.
Land Images
Miller Ecological Consultants Inc .
MWH Americas, Inc .
Ranchway Feed
XY Inc.
Computer and Electronics Manufacturing
Directed Energy Inc.
Hewlett Packard
Sigma Instruments
Information Technology/Software
C3 Technologies
CEO Forum
New Century Software
Process Innovations Inc.
Red Hen Systems
RPM Technology
TechniGraphic Systems, Inc .
Uniquely Fort Collins
The Armstrong Hotel
Bas Bleu Theatre Company Marriott Hotels
Canyon Concert Ballet
CooperSmith ' s Pub & Brewing
Marriott Hotels
MouCo Cheese Company
The Mountain Shop/Poudre River Kayak & Canoe
Mountain Whitewater Descents
New Belgium Brewing
City of Fort Collins
D&mMx,nent Select Industry Clusters in Fort Collins DRAFT '
Research Partners
APPENDIX DETAILED DATA
The following pages present the number of businesses and total employment for each of the industry clusters by
NAICS code. Data is presented for the years 2001 and 2005 , as well as average annual growth rates .
City of Fort Collins
D&mMx,nent Select Industry Clusters in Fort Collins DRAFT ' O
Research Partners
APPENDIX C : DETAILED SECTOR DATA
2001 2005 2001-2005 Absolute 2001-2005 Avg Annual
Growth Growth
NAICS NAICS Description Bus Employ Bus Employ Bus Employ Bus Employ
Agricultural Technology
Total 70 1511 88 15574 25.7% 4.2% 5.89% 1 .03 %
111419 Food Crops Grown Under Cover 0 0 2 15 0.0% 0.0% 0.0% 0.00
111421 Nursery and Tree Production 8 143 7 153 - 12.5% 7.0% -3 .3% 1 .7°/
111422 Floriculture Production 1 3 1 10 0.0% 233 .3% 0.0% 35 . 1 °/
115112 Soil Preparation, Planting, and 0 0 2 8 0.0% 0.0% 0.0% 0.0%
Cultivating
115210 Support Activities for Animal 3 11 5 19 66.7% 72.7% 13 .6% 14.6%
Production
311119 Prepared Feed and Feed Ingredients, 2 66 3 63 50.0% -4.5% 10.7% - 1 .2%
except for Cats and Dogs, except
slaughtering Animals for Pet Food
325412 Pharmaceutical Preparation 1 7 3 63 200.0% 800.0% 31 .6% 73 .2%
Manufacturing (Veterinary)
325414 Biological Product (except diagnostic) 2 200 - 100.0% - 100.0% - 100.0% - 100.0%
Manufacturing (Veterinary)
541380 Testing Laboratories 0 0 7 150 0.0% 0.0% 0.0% 0.0%
541690 Horticulture Services 7 31 15 33 114.3% 6.5% 21 .0% 1 .6%
541710 R&D Physical, Engineering, and life 7 122 10 134 42 .9% 9.8% 9.3% 2 .4%
Sciences
1541940 Veterinary services 39 928 33 926 - 15 .4% -0.2% -4. 1 % -0. 1 %
Development Research Partners C - 1 Detailed Sector Data
APPENDIX C : DETAILED SECTOR DATA
2001 2005 2001-2005 Absolute 2001-2005 Avg Annual
Growth Growth
NAICS NAICS Description Bus Employ Bus Employ Bus Employ Bus Employ
Computer Manufacturing
Total 93 79422 103 61191 10.8% -16.6% 16% -4.4%
333295 Semiconductor Machinery 0 0 1 6 0.0% 0.0% 0.0% 0.0°/
Manufacturing
334111 Electronic Computer Manufacturing 5 41742 3 3 , 736 -40.0% -21 .2% - 12.0% -5 . 8°/
334112 Computer Storage Device 0 0 0 0 0.0% 0.0% 0.0% 0.0%
Manufacturing
334413 Semiconductor and Related Device 0 0 0 0 0.0% 0.0% 0.0% 0.0%
334411 Electron Tube Manufacturing 1 9 0 0 - 100.0% - 100.0% - 100.0% - 100.0%
334412 Bare Printed Circuit Board 1 1 1 119 0.0% 11800.0% 0.0% 230.3%
Manufacturing
334413 Semiconductor and Related Device 2 252 2 189 0.0% -25 .0% 0.0% -6.9%
Manufacturing
334414 Electronic Capacitor Manufacturing 0 0 0 0 0.0% 0.0% 0.0% 0.0%
334415 Electronic Resistor Manufacturing 0 0 0 0 0.0% 0.0% 0.0% 0.0°/
334416 Electronic Coils, Transformers, and 0 0 1 19 0.0% 0.0% 0.0% 0.0%
Other Inductors
334417 Electronic Connector Manufacturing 0 0 0 0 0.0% 0.0% 0.0% 0.0%
334418 Printed Circuit Assembly (Electronic 1 882 1 698 0.0% -20.9% 0.0% -5 .7%
Assembly)
334419 Other Electronic Component 2 44 1 7 -50.0% -84. 1 % - 15 .9% -36.8%
Manufacturing
334515 Instrument Manufacturing for 2 76 2 62 0.0% - 18 .4% 0.0% -5 .0%
Measuring and Testing Electricity and
Electrical Signals-Semiconductor Test
Frniinment
334613 Magnetic and Optical Recording 0 0 0 0 0.0% 0 . 0% 0.0% 0 . 0°/
Media Manufacturing
Development Research Partners C' - 2 Detailed Sector Data
APPENDIX C : DETAILED SECTOR DATA
2001 2005 2001-2005 Absolute 2001-2005 Avg Annual
Growth Growth
NAICS NAICS Description Bus Employ Bus Employ Bus Employ Bus Employ
Computer Manufacturing Con 't
335999 All Other Misc. Electrical Equipment 3 227 2 45 -33 .3% -80.2% -9. 6% -33 .3%
and Component Manufacturing
541330 Engineering Services 74 1 , 175 84 1 , 264 13 .5% 7.6% 3 .2% 1 .8%
541710 R&D in the Physical, Engineering, & Life 2 14 5 46 150.0% 228 .6% 25 .7% 34.6°/
Sciences
Information Technology
Total 142 2 313 173 29257 21.8% -2.4% 5.1 % -0.6%
334611 Software Reproducing 3 43 1 5 -66.7% -88 .4% -24.0% -41 .6%
511210 Software Publishers 26 177 25 206 -3 . 8% 16.4% - 1 .0% 3 .9%
518111 Internet Service Providers 4 41 2 51 -50.0% 24.4% - 15 .9% 5 .6%
518112 Web Search Portals 1 85 1 7 0.0% -91 . 8% 0.0% -46.4%
518210 Data Processing, Hosting & Related 4 67 8 100 100.0% 49.3% 18.9% 10.5%
Services
541511 Custom Computer Programming Services 34 423 48 267 41 .2% -36.9% 9.0% - 10.9%
541512 Computer Systems Design Services 51 469 72 458 41 .2% -2.3% 9.0% -0. 6%
(Pt)
541513 Computer facilities management 2 16 2 18 0.0% 12.5% 0.0% 3 .0%
services
1541519 Other Computer Related Services 1 17 9921 14 19145 - 17.6% 15 .4% -4.7% 3 .7%
Development Research Partners C - 3 Detailed Sector Data
APPENDIX C : DETAILED SECTOR DATA
2001 2005 2001-2005 Absolute 2001-2005 Avg Annual
Growth Growth
NAICS NAICS Description Bus Employ Bus Employ Bus Employ Bus Employ
Uniquely Fort Collins
Total 385 7 018 399 7 146 3.6% 1 .8% 0.9% 0.5%
Artistic and Cultural Entertainment
Total 105 662 35 327 -66.7% -50.6% -24.0% -16.2 %
453920 Art Gallery 13 74 6 27 -53 .8% -63 .5% - 17.6% -22.3%
611610 Fine Arts Schools 19 98 8 95 -57 .9% -3 . 1 % - 19.4% -0. 8%
711110 Theater Companies & Dinner Theaters 1 8 3 52 200.0% 550.0% 31 .6% 59.7%
711120 Dance Companies 7 19 - 100.0% - 100.0% - 100.0% - 100.0%
711130 Musical Groups and Artists 4 25 1 5 -75 .0% -80.0% -29.3% -33 . 1 %
711190 Other Performing Arts Companies 6 18 0.0% 0.0% 0.0% 0.0%
711310 Promoters of Performing Arts With 1 86 1 4 0.0% 0.0% 0.0% 0.0%
Facilities
711320 Promoters of Performing Arts Without 8 48 2 7 -75 .0% -85 .4% -29.3% -38 .2%
Facilities
711510 Independent Artists, Writers, & 1 8 11 35 1000.0% 337 .5% 82. 1 % 44.6%
Performers
712110 Museums 18 86 2 15 -88 .9% -82.6% -42 .3% -35 .4%
712120 Historical Sites 15 60 0.0% 0.0% 0.0% 0.0%
712130 Zoos and Botanical Gardens 5 26 0.0% 0.0% 0.0% 0.0%
712190 Nature Parks and Other Similar 7 106 1 87 0.0% 0.0% 0.0% 0.0%
Institutions
Recreational And Retail Activities
Total 132 19823 211 21325 59.8% 27.5% 12.4% 6.3%
311330 Convectional Manufacturing from 9 37 2 11 -77 .8% -70.3% -31 .3% -26.2%
Purchased Chocolate *
311513 Cheese Manufacturing * 6 114 2 17 -66.7% -85 . 1 % -24.0% -37.9%
311811 Retail Bakeries * 2 71 3 50 50.0% -29.6% 10.7% -8.4%
312120 Breweries * 1 3 5 907 400.0% 30133 .3% 49. 5% 317 .0%
Development Research Partners C - 4 Detailed Sector Data
APPENDIX C : DETAILED SECTOR DATA
2001 2005 2001-2005 Absolute 2001-2005 Avg Annual
Growth Growth
NAICS NAICS Description Bus Employ Bus Employ Bus Employ Bus Employ
Uniquely Fort Collins (Con ' t)
Recreational And Retail Activities (Con 't)
442110 Furniture Stores * * 2 5 17 103 750.0% 1960.0% 70.7% 113 .0%
442299 Other Home Furnishing Stores" 0 0 11 40 0.0% 0.0% 0.0% 0.0%
448110 Men's Clothing Stores * * 0 0 2 12 0.0% 0.0% 0.0% 0.0%
448120 Women's clothing Stores * * 3 32 6 25 100.0% -21 .9% 18.9% -6.0%
448130 Children's and Infants' Clothing Stores 7 19 2 7 -71 .4% -63 .2% -26.9% -22. 1 %
* *
448140 Family Clothing Stores* * 1 7 1 9 0.0% 28 .6% 0.0% 6. 5%
448150 Clothing Accessories Stores * * 0 0 3 12 0.0% 0.0% 0.0% 0.0%
448190 Other clothing Stores * * 0 0 12 40 0.0% 0.0% 0.0% 0.0%
448210 Shoe Stores * * 0 0 11 61 0.0% 0.0% 0.0% 0.0%
448310 Jewelry Stores * * 1 9 14 79 1300.0% 777.8% 93 .4% 72. 1 %
448320 Luggage and Leather Stores * * 1 8 1 4 0.0% -50.0% 0.0% - 15 .9%
451110 Sporting Goods Stores * * 3 52 29 135 866.7% 159.6% 76.3% 26.9%
451120 Hobby, Toy, and Game Stores * * 4 796 7 43 75 .0% -94.6% 15 .0% -51 . 8%
451130 Sewing, Needlework and Piece Good 16 72 4 19 -75 .0% -73 .6% -29.3% -28 .3%
Stores * *
451140 Musical Instruments & Supplies * * 7 27 5 23 -28 .6% - 14. 8% -8 . 1 % -3 .9%
451211 Book Stores * * 3 23 4 24 33 .3% 4.3% 7.5% 1 . 1 %
451220 Prerecorded Tape, Compact Disc and 4 13 2 8 -50.0% -38 .5% - 15 .9% - 11 .4%
Record Stores * *
452990 Other General Merchandise Stores * * 1 5 4 109 300.0% 2080.0% 41 .4% 116. 1 %
453110 Florists * * 5 33 5 23 0.0% -30.3% 0. 0% -8. 6%
453210 Office Supplies & Stationary Stores * * 2 11 2 3 0.0% -72.7% 0 . 0% -27.7%
453220 Gift, Novelty, and Souvenir Stores * * 14 62 14 74 0.0% 19.4% 0. 0% 4. 5%
453310 Used Merchandise Stores* 1 14 771 13 59 -7. 1 % -23 .4% - 1 . 8% -6.4%
Development Research Partners C - 5 Detailed Sector Data
APPENDIX C : DETAILED SECTOR DATA
2001 2005 2001-2005 Absolute 2001-2005 Avg Annual
Growth Growth
NAICS NAICS Description Bus Employ Bus Employ Bus Employ Bus Employ
Uniquely Fort Collins (Con ' t)
Recreational And Retail Activities (Con 't)
561520 Tour Operators 1 8 5 22 400.0% 175 .0% 49. 5% 28 . 8%
611620 Sports and Recreation instruction 7 44 10 185 42.9% 320.5% 9.3% 43 .2%
713990 All Other Amusement and Rec. 16 288 13 214 - 18 .8% -25 .7% -5 . 1 % -7.2%
Industries
721214 Recreational and Vacation Camps 2 7 2 7 0.0% 0.0% 0.0% 0.0%
(Except Campgrounds)
Hospitality
Total 148 49533 153 41494 14% -0.9% 0.8% -0.2%
721110 Hotels and Motels (Except Casino 22 558 21 577 -4.5% 3 .4% - 1 .2% 0. 8%
Hotels)
721191 Bed and Breakfast Inns 1 7 1 4 0.0% -42.9% 0.0% - 13 . 1 %
721199 All Other Traveler Accommodations 0.0% 0.0% 0.0% 0.0%
722110 Full-Service Restaurants 125 3968 131 3913 4.8% - 1 .4% 1 .2% -0.3%
*Includes businesses with customer interactions (i. e. tours) * *Includes businesses with ten employees or less
Development Research Partners C - 6 Detailed Sector Data
APPENDIX Do. BIOSCIENCE CLUSTER
MIA
The following report by the Larimer County Bioscience Initiative presents a detailed strategic plan for growing
the Bioscience cluster in Northern Colorado . Additional information regarding the Larimer County Bioscience
Initiative and the Bioscience industry in Colorado is available from the Colorado Bioscience Association,
http ://www. cobioscience.com/index.htm.
City of Fort Collins
D eakP"*pn.t,,n. Select Industry Clusters in Fort Collins DRAFT
Building Northern Colorado ' s BioScience Future
A Strategic Plan By :
Larimer County Bioscience Initiative
June 2005
Sponsored By :
TechnologyFort Collins
Helping Tech Companies Succeed
Colorado BioScience
A S S O C I A T I O N
Table of Contents :
Page 3 Introduction
Page 4 Key Success Factors
Page 4 , Section I Engaged Universities with Active Leadership
Page 5 , Section 11 An Active and Coordinated Industry
Page 5 , Section III Available Capital
Page 7 , Section IV Talent Pool
Page 8 , Section V Specialized Facilities & Equipment
Page 8 , Section VI Supportive Business Climate
Page 10 , Section VI Patience & Long -Term Perspective
Page 11 Strategies & Tactics
Page 11 , Strategy I Improve Funding
Page 11 , Strategy 11 Enhance Success of Start- ups
Page 12 , Strategy III Support of Colorado State University
Page 13 , Strategy IV NCEDC ' s Leadership 2010 Program
Page 14 Quick Reference Strategies & Tactics
Page 17 No . Colorado Bioscience Initiative Participants
2
BUILDING NORTHERN COLORADO ' S BIOSCIENCE FUTURE
INTRODUCTION
Larimer County has long been an important center for bioscience activity in Colorado .
Research from Colorado State University (CSU ) has been commercialized through local
companies ; larger companies have licensed technologies to new "spin -out" companies ;
serial entrepreneurs have created a legacy of start-up successes ; and inventors have
created new companies to manufacture , market , and distribute their products . This
activity has been supported by the prominent science at CSU , a great quality of life , and
a business climate favorable to entrepreneurs and inventors .
The stakeholders that convened to produce this plan had a belief that working from the
current strengths of the bioscience industry and research activities in Larimer County,
strategies could be identified that would encourage additional growth toward "critical
mass" in the area . The group reviewed the State bioscience plan , Colorado 's Place in
the Sun: A Bioscience Future (2003) , and found a larger context for planning that could
be used to investigate and develop a local plan . In fact , the State plan envisioned the
unique strengths and opportunities of Northern Colorado as key assets in growing the
industry in Colorado . Therefore , the Larimer County group started with the State
strategies and action items and proceeded to identify ways to modify them to fit local
opportunities , threats , weaknesses , and strengths . This plan is the result of that
process .
Analysis documented in the 2003 plan indicated that although Colorado was not yet a
"tier-one " state in the biosciences , Colorado was in a competitive position to grow to a
level of critical mass typically found in the most notable top tier states . This analysis was
supported by growth trends in Colorado related to research funding , bioscience
company growth and creation , financing , and employment . The State plan concluded
that executing a clearly articulated set of strategies and action items would increase the
likelihood of success wherein :
" Colorado is the preeminent life science center for the Mountain Region , serving health
care needs throughout the nation and around the world by virtue of its excellent
research , education , and clinical institutions . Colorado has a vibrant cluster of
bioscience companies that are developing technological solutions to address health
care , environmental , agricultural and veterinary , and national security needs . "
Like the State as a whole , Larimer County is poised to be an important regional and
national center for the biosciences . The plan presented here is the stakeholders '
consensus on how to mobilize resources , coordinate actions , and identify long -term
partnerships and leadership for this important effort.
3
KEY SUCCESS FACTORS
The top ten bioscience clusters in the nation include San Diego , Boston , Raleigh -
Durham , San Jose , Seattle-Bellevue , Washington DC , Philadelphia , San Francisco ,
Oakland and Los Angeles-Long Beach . In order to understand what is required to move
a region forward in pursuit of a strong bioscience presence , an examination of the key
success factors common to the strongest national clusters is essential . Identified
success factors and Larimer County 3s status relative to each are discussed below .
I . Engaged Universities with Active Leadership
A. Description— An outstanding set of research organizations is required to
become serious about the biosciences . But it takes more than simply research stature .
It requires the capability to engage industry , directly or indirectly , to convert this
intellectual knowledge into economic activity . Of particular importance are programs to
assure development of world -class research capability ; willingness to negotiate with
industry ; an institutional commitment to a role in regional economic development ; and
presence of a technology commercialization infrastructure .
B . Fort Collins has a major asset in the leadership and research productivity
in the biosciences at CSU . However, a demonstrated commitment and success in
translating research into opportunities for local commercialization efforts is also
essential . CSU is implementing major new initiatives to promote industry relationships
and to increase technology transfer efforts . It is important to note that many of these
changes will be difficult because of the historical and current reliance on basic science
research funds (as compared to translational efforts ) , the reward systems in place for
faculty inventors , and the current budget crisis within higher education in Colorado .
C . The single largest factor in building a successful bioscience cluster in Fort
Collins is the extent to which the University serves as the major driver of new
technologies and successfully develops partnerships with industry to create new
products and services .
D . There are many strong programmatic areas at CSU expected to produce
technologies which can be commercialized . Examples include : infectious disease ,
atmospheric science , chemistry , agriculture , veterinary medicine and biomedicine ,
engineering , and biosecurity . CSU will be challenged in meeting the resource
investments in these areas and promoting their competitiveness ; but a focus on these
priorities is critical . Through these strengths , the Fort Collins " niche" in the bioscience
industry will emerge .
4
II . An Active and Coordinated Industry
A. Description—Success in building technology cluster requires extensive
collaboration among individuals and institutions spanning a range of academic
disciplines and institutions , diverse industrial sectors , and the diverse and somewhat
incompatible cultures of industry , academic , and state and local government . In a few
leading communities like Silicon Valley , this networking has occurred naturally .
However, in the vast majority of American regions , mechanisms that encourage and
support networking and collaboration need to be created .
B . The bioscience industry has a collaborative culture and it requires
a variety of complex relationships to thrive . In most mature clusters , there are visible ,
sustained , and highly coordinated efforts that serve to convene the industry and its key
partners on a regular basis . This has not existed in Fort Collins . Networking is more
established for other technology sectors .
C . CSU has increased its efforts to include industry in colloquia ,
seminars , and other academic events . Similarly , the Colorado BioScience Association
( CBSA) is working with local stakeholders to increase industry-focused events . The
opening of a CBSA office in Fort Collins ensures a sustained effort for the industry and
in cooperation the local business and academic community. Without a "critical mass" in
Northern Colorado within the bioscience industry , these relationship development
opportunities are essential . A great challenge is capturing the interest of the academic
faculty in participating in industry-sponsored events .
D . A coordinated and networked industry will generate increased
opportunities to influence major items of importance to the industry . For example , the
bioscience industry naturally has an interest in the health and growth of the University ,
but this interest needs to be converted into action through coordinated efforts . The
industry is uniquely able to articulate the connection between the health of Colorado ' s
research institutions and creation of new companies and jobs in the community.
III . Available Capital
A. Description—Leading bioscience regions are home to venture capital
(VC ) communities that are committed to early-stage financing and to making significant
local investment . Having VC funds with experience investing in bioscience companies is
a necessity . It is also critical that sufficient private equity capital is available to build a
pipeline of high quality bioscience startups for eventual venture capital funding . In other
words , funding must be available for all stages of company formation and growth , from
early stage proof of concept and prototype development to later stage product expansion
and acquisition . Programs are necessary to address commercialization , pre-seed and
seed financing gaps . Angel investors that understand the intricacies of bioscience
startups are essential as are philanthropic and public entity financing .
An analysis of the bioscience funding situation in Northern Colorado reveals significant
gaps :
5
B . Venture Capital Funding—The majority of Colorado VC firms are located
in the Denver-Boulder region . It is not believed that the physical distance to Larimer
County is a problem . A much greater concern is the mindset that prevails in the Denver-
Boulder area regarding the dearth of quality startup companies in the Fort Collins region .
Even the Fort Collins based VC firm has made the majority of its investments outside of
Larimer County . While this "second rate" perception is strongly entrenched , several
local startups are on the verge of gaining a national presence . A few local success
stories could make an enormous difference in this misguided perception . Fortunately
Colorado State University' s outstanding national reputation in a number of bioscience
disciplines helps to build credibility for Northern Colorado .
Approximately 30 VC funds operate in Colorado and close to one-third invest in
bioscience companies (Access Venture Partners , Boulder Ventures , Mobius Venture
Capital , Murphee Venture Partners , Quest Capital Partnership , Roser Ventures , SAP
Ventures , Sequel Venture Partners , Sutter Hill Ventures , and UV Partners ) . This is
viewed as a healthy situation for the region .
At this time an experienced bioscience professional is attempting to raise investment
capital in order to launch a venture capital fund that would be located in Fort Collins and
support bioscience companies exclusively.
C . Angel Financing—Currently Larimer County does not have an angel
network. That being said , there are many active angels in the region . Examples are
numerous . Vista Ventures , a local VC firm , raised its initial round of financing largely
from Fort Collins investors . A local bioscience startup has successfully raised close to
$ 12 million through private equity . The vast majority of investors in this company are
local . Numerous IT companies successfully raised private equity funding as well . One
can conclude that while there is no official angel network , there most certainly is an
underground network which is fairly robust , given the limited population of the region .
The Northern Colorado Rockies Venture Club program is held twice a year in Fort
Collins . These programs feature four entrepreneurs " pitching " their companies to
investors in the audience . This program ' s success of matching investors and
entrepreneurs appears to be tied to national investing trends . In addition , CTEK Angels ,
an angel network in the Denver-Boulder area is available to Northern Colorado
companies . Unfortunately success with this program has been limited for local startups .
In conclusion , the angel investment situation is Northern Colorado is probably healthier
than is generally recognized . However, familiarity with investing in bioscience
companies is quite limited in scope . Education is required .
D . Government Financing—The State of Colorado is poised to release a
new $ 50 million venture capital fund . The Colorado Venture Capital Authority is raising
capital to build this fund by selling insurance premium tax credits . Forty percent , or $20
million , of the fund is earmarked for life science and medical device companies . The
State projects that the money will be ready for investment in April 2005 .
6
Small Business Innovation Research (SBIR) and Small Business Technology Transfer
(STTR) federal grant programs are available to companies conducting research in areas
of interest to the federal government . With few exceptions , Phase I projects receive up
to $ 100 , 000 and Phase II as much as $ 750 , 000 . The aim of these programs is to
encourage commercialization of research efforts . Numerous local entrepreneurs have
successfully tapped SBIR/STTR grants , but more could be done with this valuable
source of startup funding .
E . Colorado State University—the Colorado State University Research
Foundation ( CSURF ) has a small proof of concept fund and the Business College has a
likewise small fund for business plans . Both of these terrific new programs could use
additional investment.
IV. Talent Pool
A. Description —Like any knowledge-based industry , bioscience companies
need a supply of qualified , trained workers . To meet the demands of newly emerging
fields , new curricula and programs need to be developed by educational institutions
working in close partnership with the bioscience industry . In addition to having world -
class researchers , successful bioscience regions have an adequate supply of
management , sales , marketing , and regulatory personnel experienced in the
biosciences .
B . Planning for and providing a talent pool for the bioscience industry is
difficult. One of the biggest issues is maintaining a cadre of serial entrepreneurs in the
community who are adept at creating early stage companies . Fort Collins lacks a critical
mass of these people . Another challenge is anticipating the technical skills needs of
bioscience companies . Most companies in Fort Collins are projected to be in the early
stage through mid -size ranges . Companies that become large manufacturers will be the
exception , rather than the rule . This creates a need for a highly skilled technical
workforce for companies engaged in R& D , but which are also constantly "churning " .
C . Northern Colorado is fortunate to have several high quality community
colleges that are interested in meeting the needs of bioscience companies through their
training and education programs . For the most part , these are flexible institutions that
are familiar with working directly with industry . Therefore , a regional planning process is
required that will keep the community colleges in regular dialogue with an ever changing
group of bioscience companies to anticipate and meet relatively short-term needs .
D . The quality of life in Northern Colorado is an advantage in recruiting
serial entrepreneurs . However, the lack of critical mass of the industry poses a
significant problem for these business people who need to know that their next
opportunity will come from within the community and that they will not have to relocate .
There is a small group of these entrepreneurs within the Fort Collins area and they need
to be kept in the area by working with the University technology transfer office and
others who can identify new opportunities as they arise . Cultivating this group of people
and keeping them in the area will serve as a magnet for others as the demand
increases .
7
V. Specialized Facilities & Equipment
A. Description— Facility costs are among the most significant expenses of a
new bioscience firm . These firms need access to wet lab space and specialized
equipment . Since most bioscience firms initially lease space rather than purchase it, an
available supply of facilities (such as privately developed multi -tenant buildings ) offering
space and equipment (such as incubators and accelerators ) for bioscience companies is
critical .
B . The common belief is the Fort Collins area lacks available lab space for
private companies as well as other specialized facilities . In addition , access to
specialized equipment poses a problem , especially for early stage companies . CSU
facilities include core labs and animal facilities that could be accessed by bioscience
companies under the appropriate conditions . There is sufficient space in the area for
very early stage , pre-clinical companies . There is only one small CRO ( Contract
Research Organization ) doing clinical testing in Fort Collins . A good working
relationship between CSU and companies needing to access these services can
distinguish Northern Colorado .
VI , Supportive Business Climate
A. Description—The top bioscience regions in the nation offer a
regulatory environment that actively encourages both starting and growing bioscience
firms . Tax policies are in place that understand and support the long "time to market" for
bioscience discoveries . Such favorable tax policies not only provide additional capital for
emerging firms , but they also put bioscience companies on equal footing with more
traditional industries such as manufacturing .
Frequently regions committed to growing bioscience clusters offer impressively large
financial incentives (well beyond favorable tax regs ) to entice established bio firms to
their region . Hundreds of millions of dollars are designated for just that purpose by
particularly aggressive regions .
Finally, strong bioscience regions enjoy established " names" or reputations around their
key technologies .
A review of the business climate in Larimer County reveals the following :
B . Aggressive Economic Development Tools—Successfully recruiting
large bioscience companies to the region is very challenging due to comparatively higher
cost factors (such as Colorado ' s business property tax) and the current lack of funding
for meaningful incentive packages . Fortunately these negatives are not applicable to
small or startup bioscience firms . As a result , Larimer County will be increasing its effort
to nurture fledgling entrepreneurial bioscience companies , thereby embracing a "grow
your own " strategy . On the flip side of the coin , because the current practice of offering
incentives is so fiercely competitive , the Northern Colorado Economic Development
Corporation ( NCEDC ) will be working diligently to help the County become more
competitive in its bid to attract bioscience projects .
8
With respect to the "grow your own " strategy , there are currently gaps in the assistance
available to bioscience startups . Most entrepreneurial assistance designed for tech -
based startups has focused on Information Technology . This is the case because
several Fortune 500 IT firms including Hewlett Packard , Agilent , and LSI Logic have
enjoyed a strong presence in Northern Colorado for many years . Far less energy has
been applied to assisting bioscience company formation for two key reasons . One ,
demand has not existed to any measurable degree (very few spin -offs from existing
bioscience firms ) and two , the region lacks a dedicated group of bioscience mentors with
business experience to encourage and work with young companies .
In addition a gap exists for all tech -based startups between the basic services provided
by the Small Business Development Center/Loveland Center for Business Development
and the highly selective Fort Collins Technology Incubator. Programs developed to fill
that gap , such as the Northern Colorado Idea lab have not fared well due to lack of
financial support.
Finally, several excellent bioscience companies have grown up in Northern Colorado
( Heska , Atrix , PR Pharmaceuticals ) . Today there is little concerted effort to retain these
firms or assist them with their growth issues .
C . Strong Bioscience Reputation—While Northern Colorado , in fact
Colorado , does not enjoy an overall strong bioscience image , there are a significant
number successful medical device companies in the region .
Over the years the Centers for Disease Control have invested extensive federal funds
into the Vector Borne Infectious Disease Laboratory which is located in Fort Collins .
Currently this Lab is undergoing an expansion by a factor of three . In addition Colorado
State University was awarded a Regional Biocontainment Laboratory in 2003 . These
expansions and awards have received an abundance of press thereby drawing attention
to the area by bioscience professionals and firms .
Colorado State University is certainly the driver behind any national or
international reputation Northern Colorado has for excellence in the biosciences .
According to a report recently released by CSU ' s Office of Research and Information
Technology , approximately one-third of CSU ' s research expenditures are in the
biosciences . Outstanding programs/labs that bring attention to the area include : the
Animal Reproduction and Biotechnology Laboratory , the Infectious Diseases Program ,
Radiological Health Sciences and Cancer Research , Orthopedic Bioengineering
Research Laboratory and the well respected Veterinary Teaching Hospital .
D . Economic Development Initiative—Through collaborative partnerships ,
the NCEDC will help to create a positive marketing brand for the region . Specifically the
NCEDC will help to host high -level media events and site selection tours aimed at
bringing specific , compatible bioscience industries to northern Colorado . The
organization will improve the region ' s understanding of key location criteria for these
targeted industries . The NCEDC also plans to improve the ability of existing bioscience
companies to expand .
9
Unfortunately Colorado has recently been the subject of significant negative press .
National stories about football recruiting scandals , student deaths from alcohol
consumption and controversial remarks by a university professor are having a very
negative impact on how companies and individuals assess Colorado ' s long term
desirability as a place to live and work. Perhaps more than ever before , it is imperative
to embark on a national media campaign highlighting the region ' s strengths , which are
plentiful .
VII . Patience & Long -Term Perspective
As the saying goes , " Rome wasn 't built in a day . " That simple statement should be kept
firmly in mind and bears frequent repeating while sewing the seeds to grow a significant
bioscience presence in Northern Colorado .
The Information Technology industry set new records for "time to market" and in doing
so replaced the concept of patience with an expectation for lightening quick product
development and rapid , highly attractive returns . The IT bubble might have burst, but
people are reluctant to step off of the speeding train . ( Most have forgotten that the
"train " started in the 1950s . )
Success in bioscience requires a different mindset . Many products require extensive
testing and that testing is both time consuming and expensive . Investors , communities
and economic development efforts must be patient with the bioscience timetable .
The drive to build the biosciences in Larimer County will fail if supporters are looking for
a quick fix . A long -term commitment is essential to start , grow and attract young
bioscience companies , to build a noteworthy entrepreneurial climate , to have open
communication channels with the University and Federal Labs , and to hear the needs of
existing local industry .
Embracing patience will pay handsome dividends down the road , including top paying
jobs and a strong , diverse economy . As the Colorado Bioscience Plan states , " It
requires a long -term effort—in short, a marathon team effort, not a single sprint runner. "
The strategies and tactics included in this plan reflect just such a marathon team effort .
10
STRATEGIES & TACTICS
I . Strategy One—Improve the availability of funding for bioscience
companies , especially seed and early stage assistance .
A. Improve the visibility of successful Northern Colorado startup companies
to the Denver-Boulder bioscience venture capital firms .
B . Provide encouragement/assistance to the existing effort that is raising
funds for a locally based bioscience VC fund .
C . Investigate adding structure to the local underground angel network and
provide educational programs for angels specifically interested in
bioscience investments .
D . Host a program to introduce Colorado Venture Capital Fund
representatives to Larimer County bioscience participants .
E . Establish regularly scheduled SBIR/STTR educational programs in the
region . Locate a local mentor successful in securing these grants .
F . Support CSU College of Business and CSURF ' s efforts to grow their pre-
venture funds .
II . Strategy Two—Enhance the success rate of small/startup bioscience companies ,
and support the needs of existing firms in the region .
A. Build an entrepreneurial assistance program that seamlessly addresses
the needs of pre-venture and startup bioscience interests in the region .
This would involve developing a pool of bioscience mentors and filling the
identified assistance gaps especially for the transition from technology to
business .
B . Increase networking and education events to at least five programs in
2005 .
C . Develop ongoing interaction with existing bioscience companies to assure
that their local development needs are being met.
D . Support the development of an ombudsman position at the City of Fort
Collins . This individual would be the single point of contact for all
technology businesses wishing to build or expand facilities .
E . Communicate regularly with the City Council and Staff regarding the
benefits of building a critical mass of bioscience companies in the region .
Provide regular written bioscience updates . Request that the City of Fort
Collins include support of the bioscience industry in its formal economic
plan .
11
F . Develop a single point of contact website to assist bioscience companies
interested in moving to Northern Colorado . This website would link with
other key websites , such as the City of Fort Collins , Larimer County,
Colorado State University , local Chambers of Commerce , and the
Northern Colorado Economic Development Corporation , Technology
Incubator. The site would include resources for bioscience requirements ,
including local , state and federal .
G . Develop opportunities for biosciences companies to access core labs at
CSU on a contractual basis . Make this availability well known to Front
Range bioscience companies . Also , provide an inventory for
technical/professional bioscience services in the region .
H . Work with local developers to keep them updated on the needs of the
bioscience industry . Because the facilities for these companies are very
expensive and rarely built on "spec" , it is important to provide developers
with reliable and timely information to stay ahead of need without undue
risk . Also , assist filling exited Heska labs with bioscience companies .
I . Develop a unique component of infrastructure for the bioscience
industry to serve as a magnet and fill a void of services within the State .
Examples include a GMP manufacturing facility .
J . Initiate a focus group of Northern Colorado ' s community college
stakeholders to develop an inventory of strengths and capabilities in
bioscience .
K . Survey the regional bioscience industry to determine current and
projected employment needs .
L . Convene a workshop with industry partners and educational
representatives to discuss how to best match educational assets and
industry needs .
III . Strategy Three—Support Colorado State University' s critical role in the
regional and statewide bioscience effort . This includes maximizing the
commercialization of bioscience discoveries at the University .
A. Develop a comprehensive strategy to inform the community about CSU ' s
research assets , their economic development impact , and their potential
for new commercial activity .
B . Meet with regional legislators to inform them of the importance of CSU to
the bioscience industry in the State .
C . Put the national spotlight on CSU ' s excellence in bioscience research to
attract additional bioscience industry to the region .
12
D . Include a bioscience industry research park component in the CSU
Foothills Campus master plan . Although it may not be developed soon , it
will provide the " bank" of land necessary for significant growth of local
companies and partnership with large companies .
E . Highlight CSU ' s relationships with the bioscience industry in the
University' s new economic development initiative . Address cultural issues
and create new infrastructure to promote and maintain these
relationships . As a new or revised economic model emerges to support
the continued growth of CSU , the importance of funding from industry-
supported research will be considered a significant area for growth .
F . Enhance communication between CSU , CSURF , CBSA and industry to
address concerns of all parties regarding the technology transfer process
and sponsored research .
G . Build a partnership with the University of Wyoming to increase the
development of the bioscience industry in the area between Fort Collins
and Laramie .
IV. Strategy Four—Utilize the Northern Colorado Economic Development
Corporation ' s Leadership 2010 program that launches a five year plan to
revitalize the region ' s economy . ( Details for the Leadership 2010 campaign
www. leadership2010 . com . )
A. Convene a group of entities , such as the Chamber of Commerce ,
Colorado State University , City of Fort Collins , Convention and Visitors '
Bureau , Larimer County Bioscience Initiative and others , to systematically
develop and place positive stories in state and national media , on a
continual basis .
B . Develop prudent incentive policies to help create high wage bioscience
job opportunities .
13
Strategies Tactics
STRATEGY ONE : Tactic A : Improve visibility of successful
Improve availability of funding for bioscience Northern Colorado startup companies to
companies , especially seed & early stage . Denver/Boulder bioscience focused venture
capital firms .
Tactic B : Provide encouragement/assistance
to the existing effort that is raising funds for a
locally based bioscience venture capital fund .
Tactic C : Investigate adding structure to local
underground angel network & provide
educational programs for angels interested in
bioscience investments .
Tactic D : Host program to introduce Colorado
Venture Capital Fund representatives to
Larimer County bioscience participants .
Tactic E : Collaborate with others to establish
regularly scheduled SBIR/STTR educational
programs in the region . Locate a local mentor
successful in securing these grants .
Tactic F : Support CSU College of Biz and
CSURF's efforts to grow their pre-venture
funds .
STRATEGY TWO : Tactic A : Build entrepreneurial assistance
Enhance the success rate of small/startup program that addresses needs of pre-venture &
bioscience companies and support needs of startup bioscience interests in region . Includes
existing firms in region . developing pool of bioscience mentors .
Tactic B : Increase networking/educational
events to at least five programs per year.
Tactic C : Develop ongoing interaction with
existing bioscience companies to assure that
local development needs are being met
Tactic D : Support development of
ombudsman position at City of Fort Collins .
Individual would be single point of contact for
tech businesses wishing to build or expand
facilities .
Tactic E : Communicate regularly with City
Council & Staff regarding benefits of building
critical mass of bioscience companies in
region . Provide regular written bioscience
updates . Request that FC include support of
bioscience industry in its formal economic plan .
14
STRATEGY TWO (Continued) : Tactic F : Develop single point of contact
Enhance the success rate of small/startup website to assist bioscience companies
bioscience companies and support needs of interested in moving to region . Site would link
existing firms in region . with key websites : City of FC , Larimer County,
CSU , Chambers , NCEDC , Incubator. Site
would include resources on bioscience
requirements , including local , state & federal .
Tactic G : Develop opportunities for bioscience
companies to access core labs at CSU on a
contractual basis . Promote to all Front Range
bioscience companies .
Tactic G -1 : Develop inventory for
technical/professional bioscience services in
the region .
Tactic H : Work with local developers to keep
them updated on needs of bioscience industry .
Provide developers with reliable & timely
information to stay ahead of need w/out undue
risk . Assist filling exited Heska labs with
bioscience companies .
Tactic I : Develop unique component of
infrastructure for bioscience industry to serve
as magnet & fill void of services within State ,
i . e . GMP manufacturing facility .
Tactic J : Initiate focus group of region 's
community college stakeholders to develop
inventory of strengths & capabilities in
bioscience .
Tactic K : Survey regional bioscience industry
to determine current and projected employment
needs .
Tactic L : Convene workshop with bioscience
industry and educational representatives to
determine how to best match educational
assets & industry needs .
STRATEGY THREE : Tactic A : Develop comprehensive strategy to
Support CSU 's critical role in regional/statewide inform community about CSU 's research
bioscience effort — maximize commercialization assets , economic development impact, &
of bioscience discoveries . potential for new commercial activity.
Tactic B : Meet with regional legislators to
inform them of the importance of CSU to
bioscience industry in the State .
Tactic C : Put national spotlight on CSU 's
excellence in bioscience research to attract
additional bioscience industry to the region .
15
STRATEGY THREE (Continued) : Tactic D : Include bioscience industry research
Support CSU 's critical role in regional/statewide park component in the CSU Foothills Campus
bioscience effort — maximize commercialization master plan .
of bioscience discoveries .
Tactic E : Highlight CSU 's relationships with
the bioscience industry in the University's new
economic development initiative . Address
cultural issues .
Tactic F : Enhance communication between
CSU , CSURF , CBSA and industry to address
opportunities regarding technology transfer and
sponsored research .
Tactic G : Build partnership with the University
of Wyoming to increase development of the
bioscience market in the area between Fort
Collins and Laramie .
STRATEGY FOUR : Tactic A : Convene entities such as
Utilize NCEDC's 5 year Leadership 2010 Chambers , CSU , City of FC , Convention &
program to revitalize local economy. Visitors' Bureau , Larimer County Bioscience
Initiative and others to systematically develop &
place positive stories in state and national
media on a continual basis .
Tactic B : Develop prudent incentive policies
to help create high wage bioscience job
opportunities .
16
LARIMER COUNTY BIOSCIENCE INITIATIVE
ROSTER OF STRATEGIC PLAN PARTICIPANTS
Paul Anderson Paul Anderson Productions , Inc .
Bruce Biggi CARTA Group
Denise Brown Colorado BioScience Association
Richard Casey RMC Biosciences , Inc .
David Cunningham The Alternative Board
Ken Deines Capital Funding Strategies
Ann Donoghue PR Pharmaceuticals , Inc .
Hank Gardner VPRIT Office , Colorado State University
Thom Gilligan XY , Inc .
Kathleen Henry Colorado State University Research Foundation
Cheryl Hite EMD Biosciences
Paul Hudnut Venture Development , Colorado State University
JJ Johnston Northern Colorado Economic Development Corp .
Kathy Kregel Fort Collins Technology Incubator
Jerald Kuiken Chata
David May Fort Collins Area Chamber of Commerce
Ian McLeod Pulmonary Support Services
Sean Moriarty QLT , USA
T . J . Scholand Secure Piers , LLC
Dan Stinchcomb Inviragen , LLC
Carol Talkington Verser Heska Corporation
Eric Weber Gonex , Inc . /Burns Marketing
17
APPENDIX
1 11 CLEAN ENERGY CLUSTER
The following brochure by the Northern Colorado Clean Energy Cluster presents a general overview of the
activities of the cluster. Additional information regarding the Northern Colorado Clean Energy Cluster is
available from http ://www.nccleanenergy.com/about.html. The City of Fort Collins has approved a resolution to
participate in the formation and development of the Clean Energy Cluster. A copy of this resolution is also
included in this appendix.
City of Fort Collins
eebtxnent
Reseanri Partners Select Industry Clusters in Fort Collins DRAFT
�,
NORTHERN COLORADO CLEAN ENERGY CLUSTER
Ampt
A STRATEGIC CHOICE
Members of the Northern Colorado Clean Energy Custer (CEC) have made a strategic choice to grow our
regional economy by addressing mounting global demand for clean energy technologies and services .
The Cluster brings together CSU researchers, public, private, and not-for- profit agencies to find answers to
pressing challenges . The Cluster is committed to benefiting the regional economy while addressing the
growing global challenges of peak oil, climate change, energy security , energy costs, and environmental
impacts .
Your local public institutions, together with private enterprise, are developing new clean energy
technologies, bringing thevn from research to reality . working together, members of the CEC will develop
a strategic framework to support the necessary research and development of clean and renewable energy
technologies, and to find ways to bring these technologies to the marketplace .
ALREADY A LEADER
k1 Northern Colorado is already a leader in many aspects of clean energy technology
development and application. By forming partnerships in support of the cluster we are
~ , committed to making Northern Colorado a 'fgo to" region for research and development
of cutting-edge clean energy technologies . we are already working on solutions, such
as smart grid technologies, bio fuels, solar energy, wind energy , cleaner and more
efficient engines, as well as reducing emissions . Through the collaborative efforts of
CEC members, we can assemble a robust clean energy team that builds on these
and other emerging technologies to meet our larger goals .
PARTNERING FOR SUCCESS
Uniquely positioned to form a regional cooperative effort, the Northern Colorado
CEC will work to develop Northern Colorado as one of the most innovative
regions in the country , and a national leader in finding ways to reduce energy
7 use and air pollution, as well as conserve precious resources . Our partnerships
add strength to this work already underway , creating a synergy that will take Northern
Colorado into a national and international leadership role .
ExaMples of this recognidow wndutde :
CITY OF FORT COLLINS - The City of Fort Collins was recently recognized by the Sierra Club as one of the
front-runners in the nation in promoting clean and renewable energy technologies .
COLORADO STATE UNIVERSITY - CSU is recognized internationally for pioneering many clean and
renewable energy technologies, including clean engine technologies, distributed energy and solar energy .
ELECTRIC PROVIDERS — Platte River Power Authority and the Fort Collins Utilities lead the nation
In progressive clean energy policies including wind energy , hydrogen powerfuels implementation,
Climatewise, and other energy policies .
POUDRE SCHOOL DISTRICT ( PSD) — PSD has recently received national awards for their progressive
energy techniques and sustainable strategies at Fossil Ridge High School, Bacon Elementary, Zack
—w�
Elementary, and Kinardlunior High,. Their efforts have been so
popular they are hosting a regional conference In July on their . ,, [
strategies and buildings . '
-• ro�il,cna�+o�ri���
PRIVATE BUSINESSES - Companies such as Woodward, _
Advanced Energy , Mototron, Envirofit, and Spirae conduct
business at an international scale and provide an avenue for
implementation of new technologies
ENTREPRENEURIAL SPIRIT - Fort Collins ranks first in the nation in innovation and .
entrepreneurship . We have one the most educated workforces in the country and were
recently ranked by the US Census Bureau as the most entrepreneurial city in the United States .
ECONOMIC POTENTIAL
The global marketfor clean and/or renewable technologies is signIficant and growing rapidly . Emissions
reduction and energy independence are driving countries, states and cities on a global scale to adopt
legislation for clean and/or renewable technologies, as well as in creating targets for renewable energy
utilization.
At present only 2 . 3 % of the US energy market is derived from renewable sources, and in Colorado this
figure is less than 2 % . However, the energy landscape is rapidly changing . Amendment 37 in Colorado has
established a 10% renewable energy standard, and many other states are moving in similar directions .
The electric utility industry is over a $ 200 billion industry annually in the United States ( Energy
Information Administration, 2004) . Combined with other growing industries such as clean on-and-
off highway vehicles, and energy reduction systems for buildings, the market potential is enormous .
Considered at the global scale, the market is almost without limit.
With our international reputation in energy technologies, our existing research facilities, and our
commitment to a better environment, Northern Colorado is uniquely positioned to build a dean energy
Industry and capture a portion of these domestic and global markets .
WHAT YOU CAN EXPECT TO SEE FROM THE CLEAN ENERGY CLUSTER
Over the next twelve months the CEC will focus on several new dean energy projects including :
./An intelligent grid simulation dernonstration project,
./An algae-based biofueLs project,
./An emerging solar technology program, and
✓A working fawns initiative based on increased use of wind energy and biofuels .
In addition, the CEC is Looking to establish a 'Think Tank" to increase collaboration and new product
development and implementation.
In the coming years, the CEC will develop, test and implement new strategies to meet the global demand
for clean and renewable energy sources . By working together, this collaboration will bring new products
to market faster and create an environment for creativity that will yield better and more cost effective
solutions .
FOR MORE INFORMATION CALL: THE BRENDLE GROUP 970-207-0058 OR VISIT WWW. NCCLEANENERGY. COM
ITEM NUMBER: 21
AGENDA ITEM SUMMARY DATE : March 21 , 2006
FORT COLLINS CITY COUNCIL STAFF : Greg Byrne
Kathy Collier
SUBJECT
Resolution 2006-037 Authorizing and Directing the City Manager to Join the Efforts of
Colorado State University, the Northern Colorado Economic Development Corporation, the Fort
Collins Area Chamber of Commerce, Poudre School District, Larimer County, and Private
Enterprise in Developing a Clean Energy Cluster for Northern Colorado.
RECOMMENDATION
Staff recommends adoption of this Resolution.
i
EXECUTIVE SUMMARY
This Resolution authorizes and directs the City Manager to proceed on behalf of the City to
participate in a Clean Energy Cluster formation and development, and to work with Colorado
State University, Larimer County, Poudre School District, the Northern Colorado Economic
Development Corporation, the Fort Collins Area Chamber of Commerce, and local business
entities to develop the Cluster' s strategic plan and to support the advancement of the plan as it is
implemented.
BACKGROUND
The proposed Clean Energy Cluster is an interrelated group of businesses and organizations
focused in the areas of renewable energy, energy efficiency, solar and wind energy, green
building, fuel cells and other technologies with enough participants to attract outside economies.
In 2004, the Fort Collins Economic Vitality and Sustainability Group (EVSAG) recommended
that certain business clusters be investigated as economic development strategies, naming
several potential clusters under the umbrella of CLEAN ENERGY, including solar and wind
energy, efficient energy technology, green building and energy utilization.
In 2005 , the Fort Collins Area Chamber of Commerce Board of Directors and Northern
Colorado Economic Development Corporation (NCEDC) hosted a focus group meeting of
academic and business leaders in the clean energy field to explore the strength of the region ' s
current assets in clean energy and gain advice on how to best advance the cluster. Focus group
attendees agreed the region can support a strong cluster through:
i
March 21 , 2006 02- Item No. 21
• a progressive municipal-owned utility
• world class clean energy research programs at Colorado State University
• users employing clean energy technologies
• a highly trained workforce
• national recognition for innovation and entrepreneurship, among others.
As a result of the focus group, NCEDC, the Chamber, Colorado State University, Poudre School
District, the City of Fort Collins, Larimer County and several Fort Collins businesses developing
or adopting clean energy technologies are moving forward with an industry-led initiative
facilitated by The Brendle Group, culminating in a written "Strategic Plan for Advancing
Northern Colorado ' s Clean Energy Cluster".
RESOLUTION 2006-037
OF THE COUNCIL OF THE CITY OF FORT COLLINS
AUTHORIZING AND DIRECTING THE CITY MANAGER TO JOIN THE
EFFORTS OF COLORADO STATE UNIVERSITY, THE NORTHERN
COLORADO ECONOMIC DEVELOPMENT CORPORATION, THE FORT
COLLINS AREA CHAMBER OF COMMERCE, POUDRE SCHOOL DISTRICT,
LARIMER COUNTY AND PRIVATE ENTERPRISE IN DEVELOPING A
CLEAN ENERGY CLUSTER FOR NORTHERN COLORADO
WHEREAS , the City of Fort Collins (the "City") is dedicated to the improvement of the
natural environment through continuing efforts to promote clean and renewable energy sources;
and
WHEREAS, the strong working relationship between the City and Colorado State
University ("CSU ") provides an outstanding collaborative setting within which these two public
entities can work together for the betterment of the environment and for an economically stable
economy for the community and the region; and
WHEREAS, CSU has already gained international recognition for its research and
development of cleaner engines, solar energy production, networked distributed energy, wind
engineering and atmospheric sciences, and for its commitment to regional economic
development that will have a global impact; and
WHEREAS, other regional public institutions such as Platte River Power Authority,
Western Area Power Administration, Colorado Renewable Energy Society and the National
Renewable Energy Laboratory have also exhibited nationally leading energy policies in such
areas as solar energy, wind energy, biodiesel fuels, and geothermal heating; and
WHEREAS , the Governor of the State of Colorado, through Executive Order D 005 05 ,
has directed a statewide initiative to order the greening of state government in Colorado,
demonstrating a statewide commitment to reducing energy use in Colorado; and
WHEREAS , the Poudre School District has demonstrated a continuing commitment to
energy reduction and healthy environments in nationally recognized schools such as Fossil
Ridge High School, Bacon Elementary, Zach Elementary, and Kinard Junior High School; and
WHEREAS, private companies in Fort Collins and northern Colorado are also providing
new research and development in clean and alternative energy sources; and
WHEREAS, the City was selected recently by the Sierra Club in 2005 as one of the four
leading cities in the United States in the use of energy efficiency and renewable energy; and
WHEREAS, Fort Collins has a highly educated workforce capable of providing an
intelligence pool of highly capable researchers able to enhance existing clean energy
technologies and develop new clean energy strategies and products; and
WHEREAS , the City, CSU and private enterprise want to attract the best and brightest
individuals to develop new and emerging clean and renewable energy technologies; and
WHEREAS , it is in the best interests of the City and Larimer County to develop primary
employment that is economically stable; and
WHEREAS , it is in the best interests of the nation as a whole to develop clean and
renewable energy sources; and
WHEREAS, nationwide attention is being paid to the concept of industry "clustering" as
a means of furthering the economic health of local communities ; and
WHEREAS , the clustering of related industries calls for a high degree of collaboration
among individual businesses and public entities in the development, design, production, transfer
of information and marketing of a particular kind of product in a single geographic location, on
the theory that such entities can better further their industry objectives through such close
interaction and collaboration; and
WHEREAS , the independent efforts of various public and private entities in the Northern
Colorado region to advance commerce in the fields of renewable energy, energy efficiency, solar
and wind energy, green building, fuel cells and other technologies make the region an ideal
location for a "Clean Energy Cluster" that could attract additional economic activity and
participation from outside the region ; and
WHEREAS, the Northern Colorado Economic Development Corporation and the Fort
Collins Area Chamber of Commerce believe that Fort Collins and the Northern Colorado region
have the attributes to foster a Clean Energy Cluster that will create new opportunities for primary
employment; and
WHEREAS , an industry cluster focused on clean energy would also enable the City and
the region to better advance their respective clean air goals and could attract state and federal
funding to facilitate the further development of additional clean energy sources, much to the
benefit of the region and the nation.
NOW THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF FORT
COLLINS that the City Manager is hereby authorized and directed to participate on behalf of the
City in the formation and development of a Clean Energy Cluster by working with Colorado
State University, Larimer County, Poudre School District, the Northern Colorado Economic
Development Corporation, the Fort Collins Area Chamber of Commerce, and local business
entities to develop a Clean Energy Cluster strategic plan, and to support the advancement of such
plan as it is implemented.
Passed and adopted at a regular meeting of the Council of the City of Fort Collins this
21 st day of March, A .D. 2006.
Mayor
ATTEST.
City Clerk
I
APPENDIX ♦ ,
The Economic Vitality and Sustainability Action Group (EVSAG) II was appointed by the Fort Collins City
Council in February 2004 to develop a set of recommendations intended to address the economic vitality and
sustainability of Fort Collins. Members were carefully selected to represent a broad and diverse range of
community interests and perspectives. The group released a detailed report in July 2004 including strategies and
recommendations for developing a sustainable economy, "The Economic Vitality and Sustainability Action
Group : Report and Recommendations." The SWOT analysis included in the report is included in this appendix.
The complete report can be found at http ://fcgov.com/economicvitalit�/pup2ose2 .php.
City of Fort Collins
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City of Fort Collins
City Council
Ray Martinez, Mayor
Bill Bertschy, Mayor Pro Tern
Eric Hamrick
Kurt Kastein
David Roy
Marty Tharp
Karen Weitkunat
Economic Vitality and Sustainability Action Group Members
Pat Brady
Jim Butzek
Ken Deines
Bill Dieterich
Mary Fischer
Trudy Haines
Rich Harter
Paul Hudnut
Tim Johnson
Kim Jordan
Stuart MacMillan
Chadrick Martinez
David Neenan
Mary Robertson
Linda Stanley
David Wright
Ellen Zibell
Council members Marty Tharp & Karen Weitkunat contributed to the outcome of this report
by establishing an action group representing diverse and balanced community perspectives
and by providing leadership guidance as needed.
City of Fort Collins Staff
John F. Fischbach, City Manager
Diane Jones, Deputy City Manager
Darin Atteberry, Assistant City Manager
Bruce Biggi, Economic Advisor
Alan Krcmarik, Director of Finance
Sherrie Temple, Assistant Director of Finance
Kelly Barlow, Executive Administrative Assistant
Brad Randall, Graphic Designer
Facilitators
Jim Charlier, Charlier Associates, Inc.
Tess Heffernan, City of Fort Collins Policy and Project Manager
Table of Contents
Page
ExecutiveSummary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Economic Themes, Strategies, and Tactics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
BusinessClusters, , , , . , . , , , , , , , , . , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Measuresand Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Economic Vitality and Community Sustainability Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
ConcludingRecommendation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Appendices
AppendixA: SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-1
Appendix B: Sustainability Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-1
AppendixC: Business Clusters 101 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-1
AppendixD: City Plan Notes ' . . , , , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-1
AppendixE: Glossary of Terms . , . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . E-1
i
Executive Summary
In February 2004 the Fort Collins City Council appointed a group of community representatives to develop
a set of recommendations intended to address the economic vitality and sustainability of Fort Collins.
Members of the " Economic Vitality and Sustainability Action Group' (EVSAG) were carefully selected to
represent a broad and diverse range of community interests and perspectives.
The group met weekly for four months to address the tasks set forth by Council and to provide the
following report. As discussion unfolded, four major themes, twenty corresponding strategies, and one-
hundred twenty-nine tactics were developed for Council consideration. The detail of EVSAG discussions
are contained in the body of this report. The major themes and strategies are summarized as follows :
Theme A: Big Picture
This theme looks at those trends and mindsets that occur beyond the immediate Fort Collins area
and affect our community nonetheless. Examples include the impact of federal and state programs,
global economic impacts on primary jobs, or a declining quality of life. The "big picture" also includes
consideration of changing cultural mindsets and evolving paradigm shifts such as " sustainability" that can
dramatically influence our economic vitality over the long term.
Strategy Al: Diversify and broaden our economic sectors while actively strengthening our existing
business sectors.
Strategy A2: Protect and nurture our economic engine by pursuing and developing mechanisms for
stable, long term public funding.
Strategy A3: Enhance our social, cultural and environmental leading edge by implementing current
City plans, developing additional community actions, and retaining our community's
extraordinary quality of life.
Theme Be. Immediate Threats
This theme addresses short term strategies needed to address several immediate areas of concern including
declining revenues resulting from a diminishing federal, state, and local funding base, expanding
community infrastructure service needs, and the resulting duty of providing more with less.
Strategy B1 : Strive to protect and sustain higher education funding for Colorado State University and
Front Range Community College.
Strategy B2: Address the perception that the City of Fort Collins is not business friendly by fostering a
business friendly attitude that encourages economic vitality and community sustainability.
Ensure that City departments and staff provide clear, accurate and consistent answers to
business inquiries.
Strategy B3: Address under-funded public infrastructure throughout Fort Collins.
Strategy B4: Identify economic, environmental and social " good" growth principles. Address the
perception that growth does not pay its own way by communicating the cost and benefit of
development and the plans to cover these costs.
Strategy B5: Support existing business expansion and retention efforts and pursue strategies to
encourage the retention and creation of high-paying jobs within our community.
Strategy B6: Retain and improve our identity as a "regional shopping destination" by actively protecting
the commercial and retail value of Old Town and the Foothills Mall.
Strategy B7: Make our City government more efficient and prioritize how to spend City funds rather
than primarily focusing on increasing revenues.
1
Theme Co Competitive Model
This theme addresses the fact that we live and operate in a competitive model and should be prepared
and willing to communicate our competitive advantage. In signaling the value of Fort Collins to others,
we need to identify, define, build upon, and promote our uniqueness. Determining how to present and
position our community will require that we know our competition and understand the means for truly
distinguishing Fort Collins as a "World Class Community."
Strategy Cl : Actively commit to making Fort Collins a quality place to live by embracing the dynamic
relationship of " quality of life' and "quality of opportunity' elements.
Strategy C2: Develop a community culture of tolerance, support, and acceptance, resulting in a
community message that says "you are truly welcome here."
Strategy C3: Foster our unique competitive advantage. Develop a compelling community branding that
speaks to the "heart and soul" of Fort Collins.
Strategy C4: Communicate with the existing business community to better understand and address their
changing needs and provide coordinated and readily available access to information that
existing and emerging businesses can utilize.
Strategy C5: Challenge (and work with) CSU to become the core of our learning culture and excel as a
source of innovation for future economic development in our community.
Theme D : Partnerships
This theme recognizes that the City of Fort Collins alone cannot create an economically vital and
sustainable community. For lasting economic vitality and sustainability we must draw multiple
constituencies together to leverage our diminishing resources. We must seek to forge strong community
partnerships with existing entities and emerging business clusters. Our citizens, business community,
academic institutions, regional government bodies, and the community at large, must join in and support
the process. As a beginning point the City should strive to identify and better understand our existing
partnerships in order to avoid duplication, promote efficiency, improve the return on public investment
and build stronger collaborations.
Strategy D1: Support and coordinate services devoted to our community' s small business and
entrepreneurial activities. Create partnerships that will help entrepreneurs access capital,
encourage our highly educated workforce to create new business, and foster stronger
relationships with existing economic development entities.
Strategy D2: Conduct practical hands-on workshops designed to generate new business development
by bridging the gap between research, technology transfer, and product development; and
in doing so, forge an improved interaction between research, entrepreneurial, and business
development activities in our community.
Strategy D3: Create partnerships between National Renewable Energy Lab (NREL), wind and solar
institutes, green building programs, CSU Institute for the Built Environment, and similar
entities that can, (a) capitalize on our brewing industry by finding a use for by-product
output; (b) build partnerships between green building and non-profits to achieve affordable
housing goals; and (c) improve the sustainability of our community while spurring new
business development.
Strategy D4: Improve the partnering relationship between our community's higher education (CSU,
FRCC), K-12 education (PSD), public health education (PVHS), City of Fort Collins, and
Larimer County government agencies by establishing regular "high level leadership"
meeting activities to foster common economic vitality actions.
Strategy D5: Build partnerships to lead and expand upon our cultural and arts industry. Partner with
developers to help build downtown cultural forums and facilities.
EVSAG members strongly encourage City Council to continue this process and provide the community
leadership required to implement the strategies and recommendations contained in this report.
2 Return to
Table of Contents
Appendix A: SWOT A0111NIS
Strengths
Geographic location
• Poudre River
• Scenic beauty
• Good parks and recreation activities
• Recreational opportunities
• Open space
• Bike trails
• Proximity to DIA
Knowledgeable/involved/informed community
• Educated workforce
• High internet usage and broadband
• Telecommuters
• Desirable community for seniors/ retirees
• Large entrepreneurial population
• Presence of small business assistance resources (i.e. SBDC) and incubators
• Diversity in faith community and services they provide
• Diverse set of businesses
• Reasonable cost of labor
• Great micro loan program
• Presence of federal research, other facilities (i. e . CDC, NRCS, BLM)
Active cultural community
• Emerging arts and cultural community
• Strength of historic downtown
Great public services
• Strong healthcare
• Competent City staff
• Low cost of utilities
• Poudre Schools
• CSU and Front Range Community College presence
• Multi-modal transportation developing
• Wind Power program
Challenges/Weaknesses
Budget cuts to higher education
• Lack of higher education funding and facilities
• Failure of integration of higher education (CSU, FRCC) into community
• Technological transfer of CSU into business
• Lack of funding for tech transfer
Higher cost of land and employment base
• Lack of good sites for businesses and industry
• Difficulty traveling around northern Colorado
• Land available for industry
• Affordable housing
• Percentage that people pay for living/ homes
• Increasing number of retirees could shift job/ housing balance
A-1
Jobs
• Losing jobs
• A lot of low paying jobs
• Loss of existing primary jobs
• High percentage of government jobs
Dark Matter
• Notion of corporate non- transparency, stakeholders are in the dark concerning corporate interests,
know to only a few corporate elite
Competition between local governments for revenue
• Neighboring communities commercial growth
• Other regions recruiting our retail, jobs
• Challenge to increase tax revenue
• Reliance on sales tax
• Over-reliance on retail
• Gallagher/ TABOR - high business tax
• Lack of funding for transportation capital
• Appropriate role of government in economic development
Barriers to redevelopment within the City
• Perception of City as anti-business
• Cumbersome/ very difficult process for development
Global issues (i.e. massive deficit/interest)
• Outsourcing issues
• Global off-shoring
• Health insurance for small business
• Failing in literacy
Infrastructure and environmental issues
• Decrease in quality of life from population growth
• Decrease in environmental quality
• Traffic congestion
• Lack of agreement re: what to do with the Poudre River area
• Water supply
• Under utilizing existing resources
Lack of diversity
• Lack of intellectual infrastructure for businesses
• Too high a percentage of our economy based on development/ building
• Fear/ lack of innovation in development
• Not knowing how and where to find information
• One daily newspaper in town
• Lack of organizational collaboration
• Lack of well-developed clusters
• Don' t understand structural change in economy
• Early stage financing for " start ups'
• No wet lab space
• Vulnerability of downtown
A-2
Opportunities
Branding Fort Collins
• Tout environmental and parks and rec opportunities
• The Poudre River
• Promote downtown
• Focus on business clusters that make sense for Fort Collins
• Improve cultural climate and attract tourism
• Leadership in clean energy development (solar, clean engines emissions technology, water economy,
fuel, hydrogen, etc.)
• New Belgium Brewery as a model for other businesses
• National recognition of our community's assets (" Best of" lists, other recognition)
• Model for a healthy community, supporting active lifestyles
Encourage redevelopment
• Develop part of Old Town that are ripe for change
Create a culture of entrepreneurship in Fort Collins
• Create a new economy of economic gardens
• Use environmental resources and combine with entrepreneur to create new kinds of businesses
Attract more business capital
• Growth pays its own way for infrastructure
Leverage our resources better in and out of the community
• Train our own and keep them here
• Determine how to use the bright people here in our community
• Create a business information clearinghouse
• Opportunity for retraining
• Build better bridges between educational community and business community
• Do creative partnerships with other communities, e.g. revenue sharing
• More public/ private partnerships
• Educate community regarding economic issues
• Become a learning community
• Define what literacy means (read newspaper; understand software use)
• Set up sister city relationships and plan outsourcing partnerships to advance entrepreneurial center of
Fort Collins
Threats
Impacts of growth
• Stress on infrastructure
• Undesirable growth in outlying areas
• Other cities aggressive, undesirable growth
• Environmental damage
• Limited water supply
• Excessive population growth
• If a way cannot be found to make urban growth boundary work
• Loss of uniqueness
Globalization
• Inability to get primary jobs
• Global economic issues
• Entrepreneurs are mobile - they'll leave
• Value could be migrating out and our institutions cant address this
A-3
Shortfall of funding for public services and facilities
• State and federal funding methods
• Loss of retail tax base
• Lack of funding for transportation
• Over and under retailing
• Financing of public/ higher education
Attitudes
• Institutions are not capable of making or getting ahead of structural changes
• Elitist attitude
• Paralysis through analysis
• Victim mentality
• Public perception that "they' are not part of the solution
• " Business as usual" mentality - need to break out and think of new opportunities
• Growing intolerance of different cultures, sex, race, creed, religion, and politics
A-4 Return to
Table of Contents
APPENDIX Go. PORTER CLUSTEW i M49 0
Professor Michael E. Porter of Harvard University is regarded by many as the expert on industry clusters . In his
"Clusters of Innovation: Regional Foundations for U. S . Competitiveness," Dr. Porter offers a rational division of
labor for cluster development among federal and state government, regional/local government, universities,
cluster associations and individual firms. An excerpt from this study is included in this appendix. The full report
and numerous other publications by Dr. Porter may be found at the Harvard Business School, Institute for
Strategy and Competitiveness, http ://www.isc .hbs. edu.
City of Fort Collins
R °a °p.m,. Select Industry Clusters in Fort Collins DRAFT '
Professor Michael E. Porter, Harvard University
Monitor 1
ontheFRONTIER
Councilon Competitiveness
Regional Foundations of U . S . Competitiveness
CLUSTERS of INNOVATION :
CLUSTERS OF INNOVATION INITIATIVE
SAN DIE y
Pharmaceuti
Communications
- WICHITA PITTSBURGH
r Plastics Pharmaceuticals / Biotechnology
Aerospace Vehicles Production Technology
and Defense
��� F� _ , � ' RESEARCH TRIANGLE
y ATLANTA Pharmaceuticals / Biotechnology
Financial Services Communications
Transportation and
INNOVATION
PRODUCTIVITY
ECONOMIC PERFORMANCE
ECONOMIC COMPOSITION
BUSINESS ENVIRONMENT
SPECIALIZATION
CLUSTERS
STRATEGY
COLLABORATION
The Development of Clusters
Clusters can be strengthened by increasing awareness of the cluster among local firms and
organizations: Not only must firms be aware of the presence of a local cluster, they must also get
together and coordinate activities to improve the cluster's business environment Acceptance of
new companies is important if the cluster is to grow quickly and reach a critical mass.
New firm and cluster opportunities arise at the intersection of existing clusters: Economic
development strategies can leverage these opportunities to diversify a regional economy.
Anchor companies play a disproportionate role in seeding cluster development: Anchor
companies support cluster development by acting as magnets for other major companies; organiz-
ing other companies in the cluster for collective action; supporting projects that improve the local
quality of life; and producing numerous spin-out companies, which strengthen key elements of
the cluster.
Institutions for collaboration can significantly increase the success rate of start-up com-
panies: Cluster development depends in large part on generating new companies from within a
region. Successful regions almost always have a hospitable environment for start-ups.
Implications
- An explicit cluster development program: Although chance events play a role in the
formation and development of clusters, conscious efforts to raise cluster competitiveness and
innovative capacity can meaningfully influence the trajectory of cluster development
- Recruiting for clusters: Recruitment strategies at the regional level should target clusters in
which the region has strength, or clusters which overlap with other clusters. This allows the
region to market its unique assets rather than compete on subsidies. In recruiting efforts, regions
should also identify gaps within clusters, and seek to attract companies to fill them.
- Opportunities at the intersection of clusters: Opportunities for growth often arise at the
intersection of clusters where a region has strength.
Creating and Implementing a Regional Strategy
Regions often encounter a common set of pitfalls: Because no single nationwide policy will be
entirely appropriate for every region, policy setting at the regional level is especially important.
Regions need to overcome transition points in the development of their economies:
Regional leaders encounter transitional challenges as they develop their economies. Addressing
these challenges should be targets of regional economic development strategies.
Broad-based collaboration is needed for development strategies to succeed: Successful
regional economies benefit from the contributions of a wide array of organizations. Organizing
for action entails arriving at consensus and creating the capacity for regions to implement devel-
opment strategies.
A shared economic vision helps elicit broad support and coordinate activities: To achieve
good coordination among many diverse groups, a shared vision of common objectives and
methods is vital.
xvi CLUSTERS of INNOVATION : REGIONAL FOUNDATIONS of U.S. COMPETITIVENESS
Strong leadership is a necessary Creating the Capacity to Act
part of any successful economic
development strategy: Strong leader-
ship committed to regional economic ECONOMIC I ARCHITECTURE FOR
development is needed to ensure that A process of building consensus An institutional structure
companies, knowledge centers, Important role for all to formalize:
shareholders Consensus building
governments, and collaborative institutions Priordization of next steps process
Chief executive
contribute to their full potential. participation
An overarching organization for
economic development helps coordinate
and routinize the process:
A formal organizational structure and process LEADERSHIP 14
COMMITTED To
for working on economic issues helps maintain SHARED VISION
a consensus behind an economic strategy through Committed participation of
chief executives from industry,
periods of economic and political change. academia and government
Action Agendas for the Public and Private Sectors
FEDERAL GOVERNMENT
Invest in the foundations of science and technology.
- Increase federal funding of research at universities and other research centers.
- Establish federal overhead recovery rules, and other policies, to encourage investment in
universities' science and technology infrastructure.
- Provide federal support for specialized training programs in science and engineering.
Improve the innovation policy context.
- Fortify intellectual property protection.
- Strengthen and enforce anti-trust laws with a greater weight on innovation.
- Reinforce federal tax incentives that encourage business investment in R&D and
industry-university collaboration.
Allocate federal resources to reinforce cluster development.
- Distribute federal research funding through a system of peer-reviewed competitive grants in a
way that fosters cluster development
- Encourage locally-based federal agencies to communicate and coordinate with local business,
institutions for collaboration, and educational and research centers based around clusters.
Provide better data for measuring regional economic composition and performance.
- Collect more up-to-date data down to the county level.
- Collect measures of both economic performance and innovation.
Encourage the development of regional economic development strategies that stress innovation.
Provide federal matching funds for innovation focused state and regional economic
development strategies.
CLUSTERS of INNOVATION : REGIONAL FOUNDATIONS of U.S. COMPETITIVENESS xvii
STATE GOVERNMENT
Invest in the foundations of science and technology.
- Recognize the state government's important role in supporting R&D funding at state universities.
- Establish and maintain high levels of state support for community colleges and specialized
training centers.
- Create a strong university or college presence in all major regions of the state.
Sponsor state programs that encourage cluster development.
- Build cluster thinking into research parks and incubators.
- Organize state systems of higher education around local clusters.
Focus business recruitment around strong clusters.
- Coordinate activities with fines, universities, and training centers to recruit anchor companies to
their region.
Create regional dimension to state economic development strategy.
- Encourage and assist regions to develop economic strategies.
- Cultivate attitudes toward collaboration and sharing of information among fines, universities,
training centers, labor, institutions for collaboration, and government.
Improve information systems to regularly collect data and measure progress.
REGIONAL AND LOCAL GOVERNMENT
Strongly support K- 12 education, and create strong standards and accountability.
Upgrade core business infrastructure.
- Transportation infrastructure.
- Communications infrastructure.
- Ensure specialized training programs are a high priority in any economic development strategy.
Develop a regional strategy that involves all stakeholders.
- Support regional benchmarking initiatives.
- Encourage a common vision and collaboration among firms, universities, and training centers.
- Work with firms, universities, institutions for collaboration, and state government to create an
organizational structure to help implement a regional strategy.
Encourage cluster development.
- Establish research and industrial parks that encourage innovation-based competition.
- Implement cluster-focused and innovation focused recruitment efforts.
UNIVERSITIES AND RESEARCH INSTITUTES
Recognize the important role of universities in regional economic development.
- Take the lead on, and participate in, regional and cluster development efforts.
Create and support technology transfer offices.
- Work with firms and venture capital to streamline the technology transfer process.
- Benchmark the commercialization of university-created intellectual property using measures that
promote efficient dissemination of knowledge.
Actively participate in cluster development efforts.
Align university curricula and research to meet the needs of local clusters.
xviii CLUSTERS OF INNOVATION : REGIONAL FOUNDATIONS of U.S. COMPETITIVENESS
- Create cluster-specific institutions to support collaboration between academia and industry clusters.
- Work with local industry to create areas of excellence within universities that differentiate the
university and complement local industry strengths.
- Integrate research and training efforts with the needs of local industry.
- Participate in the recruitment of companies.
Support company start-up efforts by professors and students through mentorship, entrepreneurial
education, and financing.
CLUSTER-SPECIFIC INSTITUTIONS FOR COLLABORATION
Promote cluster awareness.
Engage in ongoing diagnosis of cluster's competitive position.
- Compare position relative to other regional clusters.
- Identify constraints, obstacles, and advantages.
Develop training and management programs.
- Provide programs through institutions for collaboration.
- Coordinate with local institutions to provide programs.
Actively participate with government in recruitment efforts.
- Communicate with firms in clusters to identify gaps in the cluster and recruit accordingly.
Widen institutional membership to include all cluster constituents.
FIRMS
Recognize the importance of location to competitive advantage.
Take an active role in improving competitive environment.
- Consistently communicate your needs and desires (e.g., for talent, ideas, patents) to local
universities, research institutes, and training centers.
See their cluster as a competitive asset.
Contribute actively to cluster development activities.
- Actively participate in cluster activities to identify issues of common concern and opportunities
for mutual gain (e.g., regulatory matters, new buyer needs, innovative supplier capabilities).
- Support recruitment activities of local chambers and other regional economic development
officials to bring in companies that will fill missing niches in the cluster (e.g., suppliers,
services providers, competitors).
- Contribute to programs that support new ventures (e.g., improving access to risk capital,
mentoring programs, and specialized services) in order to build-out cluster.
CLUSTERS of INNOVATION : REGIONAL FOUNDATIONS of U.S. COMPETITIVENESS Ax
APPENDIX He. CLUSTER ORGANIZING GUIDE
am
The "Cluster Organizing Guide" by the Wisconsin Industry Cluster Initiative is a general "how-to" guide on
organizing an industry cluster effort. This guide is included in this appendix and is also available from
http ://commerce.wi. govBDdocs/BD-Cluster%20Or ag nizing%20Guide.
City of Fort Collins
Rp.m,. Select Industry Clusters in Fort Collins DRAFT '
Cluster
0
Organizing
Guide
Wisconsin Industry Cluster Initiative
2OO2
Cluster Organizing Guide 2
Table of Contents
Introduction 3
A . Initial Discussion with the Industry Champion 4
B . Planning the Industry Organizing Meeting 5
C . Convening the Organizing Meeting 6
D . Cluster " Charter" 7
E . Attachments — Graphics 9
F . Appendix of Resources 13
Cluster Organizing Guide 3
Introduction
The key to innovation and competitiveness in a global economy is based on a region ' s ability
to support and enhance the growth of interrelated industries that a particular region
specializes in . This concentration of interrelated industries is often referred to as a cluster .
Healthy clusters are a complex network of suppliers , services , support institutions , and
producers concentrated in a particular region that drive innovation and thus , the creation of
new products , new companies , and higher skilled /higher wage jobs .
• At its core , a cluster- based economic growth strategy is about focusing investment and
energy at the industries where Wisconsin has a competitive or potential advantage over
other regions .
• An effective strategy will require the state and regions to make choices about where to
invest and where to develop partnerships between public , nonprofit , and private sector
institutions to help these clusters grow .
• An effective cluster strategy is also primarily focused on industries that create higher
skilled , higher wage jobs .
Pursuing an effective cluster strategy will require a new direction for economic development
activity in Wisconsin . The focus will now be on supporting particular clusters in particular
regions . It will require the state to make strategic decisions to align funding , programs ,
organizational structure , and partnerships to support regions and industries that are banding
together to enhance the region ' s competitive advantage .
The decision to target public resources towards clusters cannot be made lightly . An industry
cluster must invest the time and energy into developing a short and long - range plan for itself.
This guide provides some basic guidance to develop such a plan .
000
This Guide was developed based on lessons learned by
other states , regions and experts in the field of industry clusters .
While there may be slightly different models for different industries or regions ,
there are some key components that can contribute to
a healthy , successful cluster .
For additional resource tools , see the appendix list of resources
used in the development of this guide .
Cluster Organizing Guide 4
A. Initial Discussion with the Industry Champion (s )
This section provides some general guidelines for the first discussion between the
champion and the facilitator about forming the cluster .
1 . Discuss high level goals
a ) What does the champion have in mind for this cluster project? Does he/she
seem to have a good grasp of clusters ?
b ) Provide informal overview on the benefits of clusters if needed .
c ) Clarify the exact industry that the champion is interested in forming — might it
be a smaller sub -cluster ( i . e . small engines vs . manufacturing ) Help the
champion define the cluster that would be meaningful .
d ) Use this opportunity to share information about trends and issues within the
industry .
2 . Address the Champion ' s understanding of their role
a ) Are they willing to call the meeting and invite their colleagues
b ) How long are they willing to be the "' champion ? " (a one year commitment
would be ideal , 6 months the minimum )
c ) Is the champion willing to include competitors , unions ?
d ) What is the champion ' s firm able to provide for:
• copying and postage
• coffee , rolls , lunch for meetings
• clerical support for above , i . e . nametags , registration , etc . — if so , get
provide company contact
• meeting room space and/or costs for facilities
3 . Clarify Facilitator/Staff role — possible roles include
a ) Assist with planning and convening meetings
b ) Arrange for speakers and/or provide overviews
c ) Serve as liaison to access names/contacts for invite lists and for background
research profile on the industry
d ) Facilitate the meetings — clarify the role of the "facilitator" versus " chair" of
the meeting
e ) Assist with writing up notes from the meeting , drafting strategic plan
Cluster Organizing Guide 5
B . Planning the Industry Organizing Meeting
1 . Decide on size/scope/goals of first meeting
a ) Should you plan a smaller pre -organizing meeting of key companies
This would serve as a group to brainstorm and plan the larger effort . This
might assist the champion by involving other leaders to help plan the
project . In effect , you might be informally creating what might become a
" council " of leaders within the industry . The goals/objectives of this first
meeting will be different than the larger inclusive meeting below .
b ) Or a larger inclusive meeting
If the champion opts for starting with an "everyone come " approach , help
him/her identify members that reflect the diversity in the cluster , keeping
in mind that this is an inclusive vs . exclusive approach .
2 . Provide assistance in accessing names/contacts
a ) Use business databases at WMC , Commerce , DWD , etc .
b ) Develop and maintain database for the cluster.
c ) Strive for a majority , if not more , business representatives and try to monitor
the ratio of public sector attendees to business sector .
3 . Identify and invite representatives for the following :
a ) Large , medium and small companies
b ) Final goods manufacturers
c ) Suppliers
d ) Raw materials suppliers
e ) Appropriate labor organizations
f) Related (overlapping ) cluster representatives
g ) Professional firms— law , accounting , marketing , engineering
h ) Specialty research organizations
i ) Educational representatives — University , Technical college , High School —
vocational education
j ) Regional/state level economic development organizations , Chambers of
Commerce
k ) Specialty regional organizations ( i . e . tribes , inner city , neighbor state orgs . )
4 . Develop a motivational invitation letter/packet
a ) This will be the first thing many of the potential cluster participants see or
hear about clusters and so should be compelling and geared towards their
interests .
b ) Decide what to include as enclosures to this mailing , i . e . profile of the
industry , examples of a cluster in the industry from another state/region ?
c ) Coordinator can provide a fact sheet on clusters in a shell document .
d ) A market leading company champion (s ) rather than an industry trade
association should sign the invitation .
Cluster Organizing Guide 6
C . Convening the Organizing Meeting
This section provides guidance on convening the first organizing meeting and contains
options for both a small or large meeting .
1 . Establish meeting objectives
a ) Small pre-organizing meeting — possible objectives
• Gain clear understanding of clusters and begin to understand
potential benefits of clusters
• Address any concerns or questions about the benefits — can be done
in informal discussion format
• Initial brainstorming of cluster needs — to be able to focus subsequent
meetings
• Identify other types of companies , suppliers and providers to include
in next steps
b ) Larger inclusive meeting — possible objectives
• Gain clear understanding of clusters and begin to understand
potential benefits of clusters
• Address concerns or questions — may need to bring in speaker that
has experience with clusters and /or provide examples of successful
efforts , especially for that industry if possible
• Begin more detailed work on the overall " charge " to the cluster of
cataloging key components and inventorying needs (described in
section D below) . ( Note : Work on this may begin at the first meeting
but it may also need to be planned for follow- up meetin (s ) .
2 . Arrange speakers — orientation
a ) How much education/orientation does the group need about its industry?
b ) How much education/orientation does the group need about clusters ?
c ) Help the Champion manage the agenda if several people are asking to
make a presentation .
3 . Develop format for the meeting
a ) How long ? Will more than one initial meeting be scheduled ?
b ) General speakers ?
c ) Small group discussions ? With or without facilitators ?
• If without , have clear instructions written down . If with , ensure that
facilitators know the goals of the discussion .
d ) If small groups , do you want to ensure a mix of participants in each group ,
by nature of firm ? Size ? Or by geography?
e ) Assigned topics for small groups to brainstorm ?
f) Large group discussion ? Establish specific topics to cover and methods to
ensure participation and input from all . Have various methods , i . e . verbal ,
surveys , voting
Cluster Organizing Guide 7
D . Developing the Cluster " Charter"
Developing a " charter" for the cluster may occur at the first meeting but it may be the
focus of follow- up meeting (s ) . This can also be described as a strategic plan for the
cluster.
1 . Catalog the key components of the cluster
a ) Are there raw materials suppliers , grower/ producer relationships
b ) Is this a service or product producing industry
c ) Where is this industry in terms of maturity? Solid foundation , transforming ,
emerging , declining ?
d ) What are the key drivers in the industry , i . e . technology , outsourcing , supply
chain management , foreign competition ?
e ) Are there other industries that this industry is strongly connected to and/or
dependent upon ? I . e . biotech research and medical instruments . ( See
Attachment A of Massachusetts Select Clusters )
f) Is there an active trade organization for the industry?
g ) Are there other organizations that provide research , a trade journal , etc . ?
2 . Inventory the needs of the cluster companies in areas such as :
( a ) Availability of start- up capital
( b ) Support for spin -offs , entrepreneurial climate
( c) Research and development capabilities
( d ) Availability of skilled labor
( e ) Training/education infrastructure
(f) Energy , transportation and information infrastructure
( g ) Presence of market- leading companies
( h ) Entrepreneurial climate and innovation output , i . e . patents , establishment
formation , venture capital investments , initial public offerings , and fast
growth firms .
( i ) Business climate
0 ) Quality of life
3 . Map the interrelationships among firms
a ) Use brainstorm - mapping techniques to gather data and perceived
connections .
b ) Identify gaps in suppliers , raw materials suppliers , transportation methods ,
etc . where there is opportunity for growth to strengthen the cluster .
c ) Develop graphic method to display data that will be useful to the cluster and
also help educate others about the cluster
• Chart Examples - Attachments B , C , D include :
o Arizona Aerospace
o California Wine
o New York' s Electronics
Cluster Organizing Guide 8
4 . Develop a vision of what the cluster can become over the next 10 -20 years
a ) Establish goals for growing the cluster in the desired direction such as :
• expanding existing companies
• starting new companies
• and attracting outside companies
b ) Identify specific opportunities for more synergy within the cluster , possibly
looking at a continuum that focuses on the following :
• Co- inform
• Co- learn
• Co- market
• Co- purchase
• Co- produce
c ) Identify long term goals for specific economic foundations and proposed
strategies
• Foundations could include :
Capital
Innovation and entrepreneurship
Human resources
Information and communication infrastructure
13 Physical infrastructure
13 Quality if life
11 Tax and regulation
11 Technology
• Strategies should include items for:
11 The firms within the cluster
11 Local , state and federal governments
Educational institutions
Cluster Organizing Guide 9
Attachment 1 = Intersection of Clusters
Opportunities at the Intersection of Clusters
Massachusetts
Tertienry
Hospital Medical { Inforlmation
Health Hospital
Information Technology
Processing
MLxlicol evices
Medical
8ofnvnre a +
Biopharmac8uticoIs
Univarsidies
Me€Iica1 +
Outcom
NleasurID
holedicol
Research
Knowledge
Creation
1411PNG4�-.�1-0616� 36 �/yl*6�OQ Ro�Mtlti 1. PUYr,RFI�r�PA'�4LP.
Cluster Organizing Guide 10
Attachment 2 Chart Example
Dd%6n 9e
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Programs
FILEM ] 3 Amrospue { : Lvvtm .Map
SOURCE: Arimna SIr3irpic 19 .nn kir I •:uurxim iu I )c IupmtnE.
Cluster Organizing Guide 11
Attachment 3 Chart Example
The California Wine Cluster <LIMmalangEquipmeni:
G rapestock Barrels
State Government Agencies
( a. g. , Sel ect Com m ittee on Wine
Fertiliser, Pesticides , Production and Economy) Battles
Herbicides
Grape Harvesting Caps and Corks
Equipment
Labels
Wineries f
Irrigation Technology growers 1 Processing
Vineyards Public Relations and
Facilities ,advertising
1
1
1
Specialized Publications
fe.g ., wire speolator, Trade
f11 + Journal)
1 �* %
1 y
/� L
I `
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t
� R
California / Educational , Research , & Trade '4 +
Agnicrultural Cluster Organizations ( e. g. Wine Institute , y ;
UC Davis , Culinary Institutes)
1
1
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1M7 studerrtb R. Al marrder, R. Arney, N . elaM E. Frask and A- 81iWartanda.
c kv 7Rmrrt-134- -09 CK fi -aMl m02M IPxMa Nck" a Pwbr
Cluster Organizing Guide 12
Attachment 4 Chart Example
Figure 2: Electranics in NDwYarVsSauthprn Tier
L:M
o�kompletslus4er —w .—
Prodemiool Srrxior� M11rn�fui�rinQ
F u wetlo�s
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Moto : ' The thickness of the arrows approximates the intensity of the retatiorlshlps .
Cluster Organizing Guide 13
F . Appendix
The following resources were reviewed in the development of this guide .
1 ) The Added Value of the Industry Cluster Approach to Economic Analysis , Strategy
Development , and Service Delivery . Mary Jo Waits , Arizona State University
http : //www . nga . org/cda/files/ClusterWaits . pdf
2 ) Advantages and Disadvantages of Targeting Industry Clusters . David L . Barkley and
Mark S . Henry , Clemson University , Clemson , SC .
http : //cherokee . agecon . clemson . edu/redrl rpt3 . pdf
3 ) Backing into Clusters : Retrofitting Public Policies . JFK School Symposium , Harvard
University , March 2001 . Stuart Rosenfeld , Regional Technology Strategies , Carrboro , NC
http : //www . rtsinc . org/ publications/ Harvard4 % 20doc% 20copy . pdf
4 ) Clusters of Innovation : Regional Foundations of US Competitiveness . Michael
Porter, Harvard University . Council on Competitiveness , 2001 . To order go to :
http : //www . compete . org/publications/clusters reports . asp
5 ) A Governor' s Guide to Cluster-Based Economic Development — National Governor' s
Association - Lead Author Stuart Rosenfeld , Regional Technology Strategies , Carrboro ,
NC . http : //www . nga . org/center/divisions/ 1 , 1188 , C ISSUE BRIEF AD 4063 , 00 . html
6 ) The Institute for Strategy and Competitiveness — Cluster Mapping Project - Based at
the Harvard Business School and led by Michael Porter .
http : //www . isc . hbs . edu /index . html
7 ) Other State Cluster Programs
• Arizona
http : //www . commerce . state . az . us/ BusAttraction/Tech % 201ndustry% 20Reports . htmI
• Connecticut http : //www . state . ct . us/ecd /Clusters/defauIt . htm
• Minnesota — University of Minnesota- Hubert H . Humphrey Institute
http : //www . hhh . umn . edu/centers/slp/edweb/example . htm
• US Dept . of Commerce Links
http : //www . osec . doc . gov/eda/html/2b2 3 clusterbased ed . htm
AOA#
Development
Research Partners
4P
� 4
Y
Economic and Demographic Research
Industry Studies
Fiscal and Economic Impact Analysis
Real Estate Economics
10184 West Belleview Avenue
Suite 100
Littleton, Colorado 80127
www.DevelopmentResearch.net
303 , 991 , 0070
Attachment 2
Fort Collins Industry Cluster
Analysis anQ Targeting Stud
City Council Work Ses
October 10 , 2006
R&M Resource Development
Project Introduction
City staff
— Mike Freeman — Economic Advisor
— Greg Byrne — Director of CPES
. Joe Frank — Advance Planning Directo
— Timothy Wilder — Project Manager , City-
Planner
i Consulting Team
— Patty Silverstein , Development Research
Partners
. Susan Blansett , R& M Resource Development
� A
.lft �
Questions for Council
1 . Does the Council have any
questions about the
recommendations ?
' I
2 . Does the Council agree with th
industry cluster recommendf�
Project Scope Of Work
11 Identify Industry Clusters
ai Industry Cluster Selection
■ i Industry Cluster Profile Report
Mi Locational Advantages &
Disadvantages
� iRecommended Action Items
Industry Cluster Selection
iiQualitative Input - Community Goals
— Fort Collins Economic Lead Team
— Economic Vitality and Sustainability
Action Group ( EVSAG )
— City of Fort Collins Management Staff
— Northern Colorado EDC Board of
Directors a -
- Fort Collins Area Chamber of
Commerce Legislative Committe
— Fort Collins Sustainability Group
Industry Cluster Selection
� Grow and retain existing businesses
Attachment 2
� High employment multiplier effects
Opportunities for collaboration between
the City , local businesses and higher
education
� Attract revenue from customers residing
outside of the area
i Strong projected long -term ( 3 or more
years ) job growth rates
� Environmentally friendly
Industry Clusters Selected
� iQuantitative Analysis - Fi�n� l Selection
— Agricultural Technology
— Computer & Electronics Manufacturing
— Information Technology/Software
— Uniquely Fort Co ins
� i Other Efforts Underway
— Bioscience
Attachment 2
— Clean Energy
Agricultural Technology
� Utilize technology to improve crop and livestock
production
1 , 600 employees , 90 businesses
� 1 . 0 % average annual employment growth
� #3 employment concentration , #3 absolute
employment
Avg wage of $ 36 , 600 = Larimer �ounty
� CSU Veterinary Teaching Hospital , Ranchway
Inc . , XY Inc .
� Important linkages with CSU ; Bioscience and
Clean Energy clusters
Computer & Electronics Manufacturing
� R& D and manufacture of computers and
electronic components
� 6 , 200 employees , 100 businesses
i # 1 employment concentration , # 1 absolute
employment
� Employment decline 4 . 4 % per year
� Avg wage $ 78 , 000 > LarimeriCounty
� Off-shoring is major challenge to future growth
� Business retention is current key
� Hewlett Packard , Intel Corp . , Agilent
Technologies , RPM Technolo�y�
i
Information Technology/Software
� Software development and data processing
� 2 , 300 employees , 175 businesses
� Employment declined 0 . 6 % per year 2001 to
2005 ; increased in 2004 and 2005
� #2 employment concentration , #2 absolute
employment
x Dominated by small businesses - 82 % less than
10 employees ; very entrepreneurial
� Average wage $ 60 , 200 > Larimer County
� New Century Software , Red Hen Systems ,
Managed Business Solutions
Uniquely Fort Collins -
� Artistic & cultural entertainment , recreation &
retail , hospitality
Attachment 2
1 7 , 150 employees , 400 businesses
I 0 . 5 % annual average employment growth
t #3 in employment concentration , #4 absolute
employment
� Average wage of $ 20 , 100 < Larimer County
� Crucial to the quality of life , branding of Fort
Collins
� New Belgium Brewery , Bas Bleu Theater,
Perenni Gardn�
Recommendat�,� �
ii General Business Environment
� i Enhancing Cluster Capacity
.� � Specific Cluster Support
.lft �
General Business Environment
ji KUDOS to the City ! . . . on :
. Development Review. Process
— City/ Business relations
— Support fol regional economic
development ( NCEDC
General Business Environment
1 KUDOS to the City ! . . . on :
— New website
. Integrating communications
— Branding
.lft �
General Business Environment
siTourism Generation
a ' Transportation Issues
111Wireless Internet Access
A Housing Affordability
liPreservation of Commercial Corrido
Enhancing Cluster CaOaci
t Education / Research Assets
— Collaboration with CSU
. Higher education funding
& Collaborative Company Networks
— Cluster affiliation /advisory groups
— Industry mbassadors
Enhancing Cluster Capacity
� � New Business Formation
— Online referral resource for fundamentals
— Incubation
� � Workforce Development
— Employer / job seeker
— Attracting young talent
— tinued K- 12 excellen
Enhancing Cluster Ca � aci
ii Institutional and Facility Support
— Agency / nonprofit support
— City profile within clusters
Specific Cluster Recommendations
� i Steps in Organizing Clusters
� � Unorganized lusters ( as yet ) :
— Computer / Electronics Mfg .
— Info Tech / Software
— Agri -Tech
Specific Cluster Recommenda�
� i Uniquely Fort Collins loosely
organized
— Cluster status
— Downtown jobs base
— Retail leakage
� � Bioscience , Clean Energy orga '
Next Steps
� � Publicize the Project
� � Update the Economic Action Plan
� i6egin Implementation of the Cluster ,
Recommendations
Questions for Council
1 . Does the Council have any
questions about the
recommendations ?
2 . Does the Council agree with the
industry cluster recommendations ?