HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 03/27/2012 - UPDATE ON THE ECONOMIC HEALTH STRATEGIC PLANNING PDATE: March 27, 2012
STAFF: Bruce Hendee
Josh Birks
Pre-taped staff presentation: available
at fcgov.com/clerk/agendas.php
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
Update on the Economic Health Strategic Planning Process.
EXECUTIVE SUMMARY
The City of Fort Collins’ Economic Action Plan was first developed in 2005 and has been updated
annually as part of the Budgeting for Outcomes process. Now, more than five years later, it is time
to re-evaluate the Economic Action Plan and develop a revised Economic Health Strategic Plan.
City Council approved $150,000 in one-time funding from the Keep Fort Collins Great funding
allocation for this project in 2011.
TIP Strategies from Austin, TX was selected to lead this process. TIP staff was present at the May
10, 2011 Work Session to present their overall scope of services and have an initial conversation
with the City Council about the project. TIP staff returned on July 12, 2011 to present the Draft
Economic Assessment and sought input on a draft strengths, weaknesses, opportunities, and threats
(SWOT) analysis and potential list of benchmark communities. On December 13, 2011, TIP staff
presented an overview of the Draft Economic Health Strategic Plan and sought feedback on the
initial draft from City Council. The final plan is intended to refine the mission of the Economic
Health Office and provide an action plan for the next five years.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does City Council have any overall comments or concerns with the Plan, as revised?
2. Does City Council feel the revised Vision statement and guiding principles resonate with
community values?
3. Do the four key objectives, which provide broad direction to the City and community,
encompass the activities necessary to preserve our Economic Health?
4. Does City Council agree with TIP and staff’s recommendation regarding the implementation
strategy options?
5. Is the Plan ready to be brought to City Council for consideration?
March 27, 2012 Page 2
BACKGROUND / DISCUSSION
The City of Fort Collins’ Economic Action Plan was first developed in 2005 and updated annually
as part of the Budgeting for Outcomes process. Now, more than five years later, it is time to
reevaluate the Economic Action Plan and develop a revised Economic Health Strategic Plan. The
City sought proposals from experienced teams to craft a five-year Economic Health Strategic Plan.
TIP Strategies from Austin, TX was selected to lead this process. TIP staff was present at the May
10, 2011 Work Session to present their overall scope of services and have an initial conversation
with the City Council about the project. TIP staff returned on July 12, 2011 to present the Draft
Economic Assessment and sought input on a draft strengths, weaknesses, opportunities, and threats
(SWOT) analysis and potential list of benchmark communities. On December 13, 2011, TIP staff
presented an overview of the Draft Economic Health Strategic Plan (the Plan) and sought feedback
on the initial draft from City Council. The plan is intended to refine the mission of the Economic
Health Office and provide an action plan for the next five years.
Plan Overview
The draft Plan is founded the guiding principal of “A Healthy, Resilient Economy.” The Plan
proposes that such an economy contains three essential ingredients:
• Create more and better economic opportunity for our community;
• Diversify the tax base to help insulate Fort Collins from economic fluctuations; and
• Preserve Fort Collins’ unique quality of place and culture.
The draft Plan refines the Economic Health Vision for Fort Collins into a unifying thread / theme
that can span across the principle projects, collaboration, research, and city policies related to
promoting a vibrant, resilient economy in Fort Collins. The draft vision follows:
“Pioneering a healthy economy through quality of place, innovation and
stewardship.”
The draft Plan proposes a variety of action steps organized around four key objectives. These
objectives include:
1. A stronger support network for existing employers, new businesses, and small business.
2. An innovation ecosystem that supports companies at all stages of growth.
3. A talent management system that anticipates employer’s needs.
4. High quality assets and infrastructure that reflect the values of the community.
Changes Since December
Based on feedback from City Council, stakeholders, and public comment, the Plan changed in the
following substantial ways since the December 13, 2011 draft.
• The “underemployment” issue was renamed “skills mismatch” to reflect comments from the
City Council and the Workforce Investment Board regarding manufacturer’s inability to find
certain skilled workers.
March 27, 2012 Page 3
• An “About the Plan” section was added to the introduction to explain the planning process.
• The plan objectives were restructured placing all the organizational recommendations in a
separate implementation section. Objective 1 now emphasizes supporting existing
businesses, much of this language was in the previous draft just embedded in the
organizational language.
• Language was added to the introduction to recognize the previous economic health planning
efforts.
• The “Challenges” section of the introduction was restructured to be a section on “Strengths,
Weaknesses, Opportunities, and Threats.” The section includes the SWOT graphic from the
assessment appendix. A summary of the Strengths and Opportunities (CSU, Innovation
Infrastructure, Educated Workforce) was added and the “Challenges” section was renamed
“Weaknesses/Threats” but the text did not change materially (other than previously noted).
• Direct references to contracts with specific community partners were removed and the
implementation section revised to present a menu of options, including the TIP and staff
recommendation to work collaboratively with community partners.
Implementation Strategy/Matrix
As indicated above, the revised draft Plan now includes a section on Implementation. The Plan is
ambitious and builds upon the success of the 2005 Economic Action Plan and the Plan Fort Collins
comprehensive plan. Though ambitious, the objectives and strategies laid out in this plan are
realistic and manageable. However, the plan will require a strengthening of the City’s capacity for
economic initiatives. Therefore, the plan presents three implementation strategies, including:
• Partially implement the plan with existing resources;
• Expand the Economic Health Office to build capacity to implement the plan internally; or
• Leverage relationships with community partners to extend the reach of City resources.
TIP and staff recommend pursuing the third option.
In addition, the draft Plan includes an Implementation Matrix that can be used to prioritize
individual tasks, assign staff/partners, and update the status. The Economic Health Office will use
this matrix to make regular updates to City Council.
Performance Measures
The draft Plan also provides a list of performance measures organized into three categories:
Community, Strategic, and Operational. Below is a quick listing of the performance measures by
category:
March 27, 2012 Page 4
Community Strategic Operational
Creating Economic
Opportunity
• Job Growth
• Wage Growth
• Underemployment
Diversify the Tax Base
• Growth of commercial
tax base
• Growth of retail sales
• Private industry’s share
of jobs
Innovate and
Entrepreneurship
• Tech Commercialization
• New Business Formation
• Capital Access
• Wealth Creation
Retention and Expansion
• Companies Assisted and
Retained
• Jobs Assisted/Created
• Average wages of jobs
assisted/created
• Dollars invested
• Companies lost
Talent Management
• Community Survey
Results
• Job Placement
Quality of Place
• Investment in
Redevelopment Areas
• Amount of development
in redevelopment areas
• Leverage of City’s
investment
Community Partners
• Leverage of City’s
investment
• Jobs Created
• Average wages of jobs
assisted/created Industry
Clusters
Industry Clusters
• Leverage of City’s
Investment
• Growth in Industry
Cluster Jobs
• Establishments
• Patents
• Capital Investment
Business Assistance
• Private Investment to
Public Assistance
• Jobs Assisted/Created
• Average wages of jobs
assisted/created
• Tax base implications
March 27, 2012 Page 5
ATTACHMENTS
1. Draft Economic Health Strategic Plan – March 2012
2. City Council Work Session Summary, May 10, 2011
3. City Council Work Session Summary, July 12, 2011
4. City Council Work Session Summary, December 13, 2011
5. Economic Advisory Commission – relevant meeting minutes, various dates
6. PowerPoint presentation
106 East 6th Street, Suite 550 | Austin, Texas 78701 | 512.343.9113 | www.tipstrategies.com
ECONOMIC HEALTH STRATEGIC PLAN
March 2012
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 1
SUMMARY
TABLE OF CONTENTS
TABLE OF CONTENTS ................................................................................................................ 1
ACKNOWLEDGEMENTS ............................................................................................................. 3
INTRODUCTION ........................................................................................................................... 4
ABOUT THE PLAN ........................................................................................................................ 4
STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS ............................................................... 5
THE RESPONSE ........................................................................................................................ 10
FRAMEWORK ............................................................................................................................ 12
GUIDING PRINCIPLES FOR ECONOMIC HEALTH ............................................................................ 12
VISION ..................................................................................................................................... 13
OBJECTIVES ............................................................................................................................. 14
OBJECTIVE 1 ............................................................................................................................. 15
STRATEGIES ............................................................................................................................. 16
OBJECTIVE 2 ............................................................................................................................. 18
STRATEGIES ............................................................................................................................. 20
OBJECTIVE 3 ............................................................................................................................. 25
STRATEGIES: ............................................................................................................................ 27
OBJECTIVE 4 ............................................................................................................................. 33
STRATEGIES: ............................................................................................................................ 35
IMPLEMENTATION .................................................................................................................... 41
ORGANIZATIONAL STRUCTURE ................................................................................................... 41
ABOUT US
TIP STRATEGIES, INC. is a privately held Austin-based economic
development consulting firm committed to providing quality
solutions for public and private-sector clients. Established in 1995,
the firm's primary focus is economic development strategic
planning.
Jon Roberts, Managing Director
Caroline Alexander, Project Manager
Kathleen Baireuther, Consultant
ATLAS ADVERTISING has helped 60+ communities in 35+ states
lead and support economic growth and development in their
communities. They have helped organizations face the national and
prospect marketplace in ways they have never done before,
increasing inquiry levels, prospect activity, and stakeholder
engagement.
Ben Wright, CEO
Peter Brown, Creative Director
Keeley Sullivan, Senior Account Manager
ISAAC BARCHAS, executive director of the Austin Technology
Incubator, is a national expert in commercialization/technology
transfer and a global expert in business incubation and
entrepreneurial support. During his tenure with the University of
Texas, he has served as the director of the Austin Technology
Incubator and as associate director of the IC2 Institute. In addition,
Isaac has acted as advisor on incubation and commercialization
strategy to teams from multiple nations.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 2
SUMMARY
IMPLEMENTATION MATRIX.............................................................................................................................................................................................................
45
PERFORMANCE MEASURES ..........................................................................................................................................................................................................
58
APPENDIX A: ASSESSMENT .......................................................................................................................................................................................................
61
ABOUT THE DATA .........................................................................................................................................................................................................................
61
SUMMARY OF DATA FINDINGS .......................................................................................................................................................................................................
62
SWOT ........................................................................................................................................................................................................................................
64
APPENDIX B: SUMMARY OF PUBLIC INPUT ...........................................................................................................................................................................
109
INTERVIEWEES AND FOCUS GROUP PARTICIPANTS ......................................................................................................................................................................
109
PUBLIC INPUT SUMMARY ............................................................................................................................................................................................................
109
OPPORTUNITY WORKSHOP PARTICIPANTS ..................................................................................................................................................................................
111
AUSTIN VISIT ATTENDEES & OUTCOMES .....................................................................................................................................................................................
112
DRAFT PLAN – FEEDBACK AND REVISIONS ..................................................................................................................................................................................
112
APPENDIX C: BENCHMARK RESEARCH .................................................................................................................................................................................
113
APPENDIX D: INNOVATION ECOSYSTEM ASSESSMENT (ISAAC BARCHAS) .................................................................................................................... 126
INNOVATION ECOSYSTEM ...........................................................................................................................................................................................................
126
ROCKY MOUNTAIN INNOSPHERE (RMI) .......................................................................................................................................................................................
130
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 3
SUMMARY
ACKNOWLEDGEMENTS
TIP Strategies, Atlas Advertising, and Isaac Barchas would like to thank the many individuals who participated in the development of this plan. We are particularly grateful to
the business and public sector representatives who generously gave their time and input. Their knowledge and creativity contributed greatly to our understanding of Fort
Collins’ development opportunities and our recommendations.
We would also like to thank the leadership, staff, and the Economic Advisory Commission of the City of Fort Collins for their critical guidance, support, and feedback.
Mayor and City Council
Karen Weitkunat, Mayor
Kelly Ohlson, Mayor Pro Tem, District 5
Ben Manvel, Councilmember, District 1
Lisa Poppaw, Councilmember, District 2
Aislinn Kottwitz, Councilmember, District 3
Wade Troxell, Councilmember, District 4
Gerry Horak, Councilmember, District 6
The Economic Advisory Commission
Stu MacMillan
Bill Timpson
Christophe Febvre
Rick Price
Channing Arndt
Michael Kulischeck
Blue Hovatter
Jim Clark
Sam Solt
City Manager
Darin Atteberry, City Manager
Bruce Hendee, Chief Sustainability Officer
Economic Health
Josh Birks, Economic Advisor
Claire Thomas, Marketing and Publicity Specialist
Megan Bolin, Planner
Urban Renewal Authority
Christina Vincent, Redevelopment Program Administrator
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 4
INTRODUCTION
INTRODUCTION
Fort Collins enjoys an economic, social, and environmental vibrancy that is the envy of many
communities its size. Economic engines that include Colorado State University, Poudre Valley
Health System, Hewlett Packard, and Woodward employ almost 13,000 workers and represent
a diverse array of industry sectors. A burgeoning culture of entrepreneurship has produced a
number of home-grown companies whose products now reach markets across the world. These
include New Belgium Brewery, Otterbox, and Envirofit. Furthermore, the city’s location, at the
foothills of the Rocky Mountains along the Poudre River, provides residents and visitors with
access to a wide-array of natural amenities. The lively historic downtown and the city’s
impressive network of parks, trails, and open space are yet other community assets that
contribute to Fort Collins’ growing reputation.
The City implements a broad array of programs and services focused on preserving and
enhancing this vibrancy. Until the mid-2000s, however, the economy was not a specific focus.
In 2005, the City Council embraced a new direction in response to the economic downturn of
2000 to 2003, triggered by the bursting of the technology bubble, and a grass roots movement
known as the Economic Vitality and Sustainability Action Group. The foundation of this new
direction was the adoption of an Economic Vision and Values statement. This Vision and
Values statement sought to balance the community’s values of stewardship and quality of place
with a more active role in economic health. The City Council then approved an Economic Action
Plan. The Action Plan built upon the Economic Vision and Values statement.
In the past seven years, the Economic Health Office (EHO) has completed many of the items in
the Action Plan, including a target industry study, a sales tax analysis tool, hired an economic
staff lead, improved the development review process, and developed an economic health
communication plan.
About the Plan
In May 2011, the City, with the assistance of the TIP Strategies team, began work on the 2012
Economic Health Strategic Plan (EHSP). Through a series of interviews and focus groups that
included 60 people, 2 stakeholder workshops, and a public open house, TIP and City staff
2005 ECONOMIC VISION
“A healthy economy reflecting the values of our unique
community in a changing world.”
2005 ECONOMIC VALUES
The primary keys to our unique identity and economic health
are:
The natural environment
Old Town / Downtown
Colorado State University
Culture and the arts
We value to Poudre R-1 Schools, Front Range Community
College, and our other educational institutions and the quality
education they provide.
Sustainability and economic health are strengthened through
community partnerships and collaborations.
We value the next generation of citizens and their quality of life
as much as our own.
We value businesses that contribute to the economic,
environmental, social, and cultural health of our community.
Supporting innovation and growing businesses from within are
important to economic health.
We value our existing businesses and the prospect of
welcoming new businesses.
We value a City organization that is:
Proactive about our economy
Responsive to our business concerns
Municipal services contribute to making Fort Collins a great
and visionary city and depend on a healthy economy that fuels
a reliable revenue stream.
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 5
INTRODUCTION
gathered the input to inform this plan’s understanding of Fort Collins, its culture, and its values. From the first meeting, it was clear that this was not an ordinary plan. The plan
would need to reflect the unique community character of Fort Collins. Innovation and entrepreneurship, along with an emphasis on the local economy, would form the
foundation of the plan. Furthermore, the existing focus of the Economic Health Office was reinforced as business retention, expansion, and incubation. The City’s role in
business attraction would be limited to the pro-active recruitment of companies that fill specific gaps in the target industry clusters. (See Appendix B for a summary of public
input).
At the same time, the consulting team was tasked with providing a data-driven analysis to understand the economy, the regional workforce, and the city’s economic drivers. To
create the plan, the team drew upon these sources of input, along with experience and knowledge of how other communities have tackled the issues that Fort Collins faces.
The end result is the plan set forth on the following pages.
The plan presents a city-wide - and community-driven - response to economic health. The City cannot, however, implement this plan alone. It will require the support of
stakeholders and a collaborative approach. This outcome creates a stronger EHSP because it recognizes the ability of the City to leverage community organizations and
stakeholders invested in economic health. These include Colorado State University, the Small Business Development Center, Larimer County Workforce Center, Northern
Colorado Economic Development Corporation, Rocky Mountain Innosphere, UniverCity Connections, the Chamber, and many others. The final section of this plan addresses
implementation and outlines a series of tasks and community partners that might assist in implementation.
Finally, the plan also recognizes that numerous private sector stakeholders share an interest in the health and resiliency of the local economy. In many cases, these same
stakeholders have a vested interest in the economic health of Fort Collins. A collaborative approach allows for the City to engage with these stakeholders and ensure that the
community’s values and character are conveyed in the Fort Collins story that is shared with an external audience. This engagement permits the City to influence economic
outcomes and development patterns to a greater degree.
Strengths, Weaknesses, Opportunities, Threats
TIP conducted an economic development Strength, Opportunities, Weakness, and Threats (SWOT) analysis of the economic health assets and opportunities in the City. The
analysis is based on a review of economic, demographic, and workforce characteristics, interviews with local and regional business and community leaders, and TIP’s
experience working with communities and regions across the country. The analysis provides context for this plan, specifically the framework and objectives.
A graphical summary is presented on the next page. More in-depth descriptions of the most important topics follow.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 6
INTRODUCTION
WEAKNESSES STRENGTHS
THREATS OPPORTUNITIES
growing
clean energy
& bioscience
clusters
state/regional
economy
ability to
attract
executives
I-25
Corridor
federal export
initiative may open
new opportunities
for local producers
R&D at
federal labs
& CSU
open labor
networks
growing global
demand for US
products and
services
favorable
exchange rate for
US$benefits
exporters
collaborate
more closely with
CSU
natural assets /
outdoor
playground
top 5 states to
do business
(CNBC)
fiscal
sustainability
educated
workforce
proximity to
Denver
regional ED
collaboration with
Denver, Boulder,
climateSprings Colorado
change
unstable
commodity markets
immigration
restrictions
political
instability and
regional growth
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 7
INTRODUCTION
Strengths/Opportunities
Colorado State University (CSU). Colorado State University’s role in Fort Collins reaches far beyond being a higher
education provider. CSU enrolls over 30,000 students, bringing almost 7,000 new students to Fort Collins every year. This
fact makes CSU the city’s primary magnet for attracting talented young people. It is also Fort Collins’ largest employer, with
6, 100 workers. Additionally, CSU serves as a primary economic engine for the City, both in terms of tax revenue and
innovation. A 2009 study of the economic impact of CSU states that: “CSU employees generate 11% of household income in
Fort Collins, which is over $250 million annually. The combination of CSU employees and students accounts for almost 16%
of the total tax revenue for the City of Fort Collins. An additional 600 jobs are supported in Fort Collins alone by an estimated
$168 million in annual student spending on housing, food, entertainment, and more. The total CSU effect on local Fort Collins
tax revenue is almost $13 million.” The University spends over $300 million annually on research, which fuels the innovation
economy in Fort Collins. This has translated into 20 new start-up companies in the past 5 years, many of which reside in Fort
Collins, and 136 innovations licensed to Colorado companies. The health of Fort Collins is tied closely to the strength of CSU.
Nurturing this relationship and seeking ways to strengthen the Town-Gown partnership will be a key to the City’s economic
health and stability.
Innovation Infrastructure. Fort Collins is fortunate to have prolific sources of intellectual
property and research to fuel its innovation economy. As mentioned above, CSU spends
over $300 million annually on research. Aside from the inventions and start-up companies
that these research dollars generate, the University has a number of centers focused on
applied and translational research in partnership with outside entities. For example, the
Judson M. Harper Research Complex, which includes the Research Innovation Center
(RIC), and the Engines and Energy Conversion Lab (EECL), partners with federal and
private entities to advance research related to their areas of specialization – infectious
disease and engines, respectively. In addition, Fort Collins is home to the 30-acre Natural
Resources Research Center (NRRC), which is a partnership between CSU, the US General
Services Administration, and six federal agencies, including the US Geological Survey
(USGS), the US Department of Agriculture (USDA), and the US Department of the Interior.
Many of Fort Collins’ large technology companies such as HP, Intel, and Avago also
conduct research in Fort Collins. For example, HP has a state-of-the-art research facility to
investigate sustainable data center technologies, and Intel has a design center that focuses
on software development as well as microprocessor development. This research
SAMPLE OF FORT COLLINS RESEARCH EXPERTISE
Global Health:
Regional Biocontainment Laboratory
Rocky Mountain Regional Center of Excellence
Vector-Borne Infectious Disease Research
Natural Resource Management:
USGS Fort Collins Science Center
USDA National Wildlife Research Center
Engines:
Engines & Energy Conversion Laboratory
Hardware & Software:
HP
Intel Design Center
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TIP Strategies, Inc. Theory Into Practice 8
INTRODUCTION
infrastructure is the foundation for Fort Collins’ innovation economy. These sources of innovation are accompanied by a growing ecosystem of entrepreneurs and support
organizations that can help take these ideas from concept to product. As this ecosystem grows and develops, Fort Collins can gain international prominence for innovative
companies.
Educated Workforce. The City of Fort Collins has one of the most educated adult populations in the nation. 49% of the population 25 and older has a bachelor’s degree or
higher. At the national level, only 28% of the population has a bachelor’s degree or higher. Only 6% of Fort Collins’ adult population has no high school diploma. Since high
educational attainment is a positive indicator of workforce quality, Fort Collins certainly excels in this area. Furthermore, educational attainment has a wide range of societal
benefits. A better educated population is associated with higher incomes, lower levels of unemployment and poverty, lower smoking rates, better personal health, and lower
incarceration rates. It is also correlated with higher levels of civic participation.
Weaknesses/Threats
Economic Cycles. Though the local economy out-performed the national economy
throughout most of the 1990s, more recently it has closely tracked the national
economy. In addition, the 2000 and 2008 recessions put the economy and its health at
the forefront of the City’s mind, demonstrating that Fort Collins is not insulated from
powerful economic shocks. When the Internet bubble burst, Fort Collins’ unemployment
rate doubled, reaching almost 6%. More recently, during the Great Recession,
unemployment peaked at 8.5%. In comparison to the national economy, which reached
a peak unemployment rate of 9.7%, Fort Collins fared well. Nevertheless, the effects of
the economic downturn were deeply felt by many in the community, particularly by the
7,000 unemployed residents.
Skills Mismatch. Over 40% of the population age 25 or older has an advanced
degree. However, close to two-thirds of the jobs require only on-the-job training or prior
experience.
This poses a threat to the city’s employers who may have trouble finding talent locally
to fill open positions. The regional manufacturers, in particular, have voiced concerns
about finding workers to fill production occupations (such as machinists).
In addition, the skills mismatch creates both opportunities and challenges for the City. Many residents are willing to accept jobs for which they are over qualified in order to live
in Fort Collins. The result is an untapped well of skill capacity that, if utilized, allows the community to prosper economically without having to grow in terms of population.
Other residents, however, choose to look outside of Fort Collins for work. This creates a situation where highly educated residents must commute to other communities for
UNEMPLOYMENT RATES COMPARED
Source: US Bureau of Labor Statistics, LAUS.
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TIP Strategies, Inc. Theory Into Practice 9
INTRODUCTION
work and local employers must recruit outside the city to find workers. This can cause additional stress to regional transportation networks and have social impacts in areas
such as the community’s quality of life, family stability, and general well-being.
In any case, bringing the skills of residents and the talent requirements of employers into balance can greatly benefit the city. It enhances local employers’ abilities to fill open
positions with local talent. It also creates an opportunity to move under-employed people into better jobs and to move unemployed people into the jobs those under-employed
occupied. Expanding labor force participation by adding high quality jobs will also have a positive impact on the earnings of many households in the city, which, in turn, has a
positive effect on the economy.
Fiscal Sustainability. With a significant dependence on sales tax revenues, the city is
overly vulnerable to business cycles and retail competition from surrounding
communities. During the most recent recession, sales tax collections dropped from $77
million in 2007 to $71 million in 2009. By 2010, tax receipts had recovered to $74
million, but three years of low sales tax collections forced the City to make dramatic
budget cuts. These cuts, however, were on top of previous cuts in planned and existing
expenses that had been made over the course of the past 5 years. By 2010, the City
had significant unfunded current and future needs in areas such as street
maintenance, public safety, and parks and recreation. In 2010, there was a successful
campaign to raise the sales tax rate by .85%, which went into effect on January 1,
2011. This alleviated the current situation, but the City’s fiscal situation remains
vulnerable to further economic stresses.
Diversifying the City’s tax base away from sales tax is one method to secure Fort
Collins’ fiscal future. This can result in larger and more stable tax revenues for the City
without having to increase taxes. Expanding the industrial and commercial tax base
grows the City’s property tax receipts. This would also likely create more jobs in Fort Collins, keeping employees and their spending in the community. In addition, projects
such as a conference center and hotel could expand both the commercial tax base and generate more hotel occupancy taxes.
While development will continue to occur organically in the community, the City’s participation in encouraging the diversification of its tax base should be careful and deliberate
to ensure that development is in line with its vision, culture, and values.
Economic Diversification. The Fort Collins economy is relatively diverse, with 12 industry sectors that employ over 5,000 residents. Of these 12 sectors, half pay less than
the Metropolitan Statistical Area’s (MSA) average wages, and all but one sector pays less than the national average for those sectors. In addition, five of the top employers are
in the government sector. In fact, the government sector is the MSA’s largest, accounting for 15% of all jobs. While the public sector provides high quality jobs for residents, it
does not directly add to the tax base of the city, especially since its property is tax-exempt.
MAJOR SOURCES OF TAX REVENUE
Source: City of Fort Collins, 2011-2012 Biennial Budget; Larimer County Assessor's
Office.
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TIP Strategies, Inc. Theory Into Practice 10
INTRODUCTION
The city’s manufacturing sector, which accounted for 11% of the MSA’s jobs in 2001,
contracted dramatically over the course of the decade and currently accounts for only
6% of the jobs. Between 2001 and 2010, the sector lost almost 7,000 jobs. At the same
time, Fort Collins’ GDP for the sector rose from $1.1 billion to $1.7 billion, or 56%. This
rise in productivity has led to a transformation of the sector, leaving a significant portion
of the workforce either unemployed or uncertain of their future. This transformation has
also created opportunities for innovative models and technological solutions to address
the new needs of the sector.
These considerations highlight the importance of diversifying the regional economy. To
raise wages, expand the tax base, redeploy its production workers, and capture a part of
the new manufacturing sector, the City must be vigilant and creative on economic
issues.
The Response
The Economic Health Strategic Plan (EHSP) is a response to these strengths,
weaknesses, opportunities, and threats. The foundation of this response is the
reinforcing and, in some cases, formalizing the City’s relationships with local economic
development community partners. This leverages the City’s resources devoted to
economic health and increases the City’s overall capacity for economic health
programs. Doing so could have a significant impact on the overall vitality of the city.
Support Network. Strengthening the support network for businesses in Fort Collins is
the first objective of the plan. This recognizes that existing employers and small
businesses are the backbone of Fort Collins. Many of the programs to support these
businesses are already in place. Greater collaboration among economic development
partners and an expansion of the offerings will provide tangible benefits to Fort Collins
businesses.
Innovation Ecosystem. The 2012 EHSP proposes a variety of strategies to strengthen
the city and region’s innovation ecosystem. The goals are to create a more
entrepreneurial culture, to enhance the city’s ability to retain successful companies, and
JOB BASE BY INDUSTRY SECTOR IN THE FORT COLLINS
Source: EMSI Complete Employment - 2011.2
MANUFACTURING SECTOR IN THE FORT COLLINS MSA
Source: U.S. Bureau of Economic Analysis.
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TIP Strategies, Inc. Theory Into Practice 11
INTRODUCTION
to support a pool of talented workers of all ages. With numerous engines of innovation in the city, these programmatic recommendations hold great potential for growing and
expanding the tax and employment base of Fort Collins.
Talent Management. The proposed talent management program will ensure a strong pipeline of human resources to support existing and future employers. Putting in place
mechanisms for engaging employers will help synchronize workforce development programs and educational institutions with employers’ needs. At the same time, specific
outreach and education initiatives aimed at targeted groups will provide talent and employers with more opportunities to connect. While many of these initiatives already exist,
better coordination, along with targeted new programs, will create a more responsive and dynamic system.
Community Culture / Quality of Place. Finally, strategic and catalytic projects have an important role to play. Retaining and selectively attracting businesses can energize
the innovation economy. The City can put in place the structure and process for moving these projects forward. A collaborative approach that combines the strengths of the
public sector, private enterprise, academia, and non-profits is essential. This partnership will be the key to the successful implementation not only of the proposed catalyst
projects but of the City’s economic health initiatives in general.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 12
FRAMEWORK
Framework
The City of Fort Collins must have a clear vision for its economic health program to be
effective and successful. Such clarity provides guidance for programming as well as
investment decisions. It also provides a framework for measuring progress towards
goals and program outcomes. This creates a feedback loop that gives City officials
and staff the opportunity to evaluate initiatives and understand what is working and
what is not. For these reasons, we preface the Plan with guiding principles, a vision,
and objectives that serve as the foundation for the city’s economic health program.
Guiding Principles for Economic Health
The City of Fort Collins deliberately named its program “economic health” rather than
the standard “economic development.” This is an important distinction. It implies that
the goal of the City’s program is to ensure a balanced and sustainable economy.
The economic health program seeks to create a vibrant, resilient economy. To
create such an economy, the programs of the EHO should promote more and better
economic opportunity for residents, diversify the tax base of Fort Collins, and
preserve Fort Collins’ unique quality of place and culture.
The City can leverage its resources and strengthen its programs by strengthening
relationships with other public sector entities, academia, companies, and non-profits.
Collaboration among these groups is integral to the success of any economic health
program. It is a quadruple helix (public sector, private sector, academia, and non-
profits). A successful partnership can optimize the use of resources, enhance
opportunities for successful programs, and maximize the return on the City’s
investment.
SUMMARY OF ECONOMIC HEALTH FRAMEWORK
Guiding Principles
A Vibrant, Resilient Economy
The collaboration of government, academia, companies, and non-profits
is the foundation of this approach.
1. Create more and better economic opportunity for residents.
2. Diversify the tax base to help insulate Fort Collins from economic
shocks.
3. Preserve Fort Collins’ unique quality of place and culture.
Vision
Pioneering a healthy economy through quality of place,
innovation and stewardship.
The vision should be the unifying thread / theme across the principle
projects, collaboration, research, and City policies geared toward
promoting economic health in Fort Collins.
Objectives
1. Facilitate a stronger support network for existing employers, new
businesses, and small business.
2. Enhance the innovation ecosystem and economy that supports
companies at all stages and aligns with City goals.
3. Create a system for talent development, retention and recruitment that
responds to and anticipates employers’ needs.
4. Develop community assets and infrastructure necessary to support the
region’s employers and talent.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 13
FRAMEWORK
Vision
A vision for economic health brings continuity and cohesion to the various initiatives aimed at promoting economic health across the city. It brings economic
development stakeholders together to operate under a single umbrella. It becomes the unifying theme across projects, collaboration, research, and policies
geared toward promoting economic health in Fort Collins. The vision proposed in this plan is as follows:
Fort Collins will pioneer a healthy economy through quality of place, innovation and stewardship.
For the past six years, the City has focused efforts to promote economic health on supporting existing businesses and growing our own new businesses. The proposed
vision respects this heritage and emphasizes the opportunity to leverage many current innovation initiatives related to the stewardship of resources. These initiatives
include Fort Collins Zero Energy District (Fort ZED), the City’s waste diversion goals, the Mason Corridor bus rapid transit project, research conducted at CSU’s Engine
and Energy Conversion Lab (EECL), and the numerous projects of the targeted industry clusters. These initiatives are developing new commercial products and services
that represent economic opportunity for the City. Furthermore, these initiatives and the proposed vision reflect the culture of entrepreneurship in Fort Collins while
connecting it to our long standing community value of environmental stewardship.
Innovation and entrepreneurship are foundational values in the Fort Collins economic model. Leveraging our quality of place, innovative spirit, and sense of stewardship
requires coordination and collaboration with the community. Success requires the participation of the City of Fort Collins as a large buyer and a distributor of public goods,
the flexibility of its utilities who manage many of the resources, the expertise of CSU researchers, and the openness of residents and the private sector to test new
technologies. The concept of an “ecosystem” to support the “pioneer role” will be a powerful economic engine for the local economy and a means of enhancing
investment in the region.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 14
FRAMEWORK
Objectives
To achieve the City’s mission of creating a vibrant and resilient economy and to
realize the vision of becoming a smart, sustainable system, the City must establish
objectives to provide concrete direction. The four objectives identified as the pillars of
this plan are:
1. Facilitate a stronger support network for existing employers, new businesses, and
small business.
2. Enhance the innovation ecosystem and economy that supports companies at all
stages and aligns with City goals.
3. Create a system for talent development, retention and recruitment that responds to
and anticipates employers’ needs.
4. Develop community assets and infrastructure necessary to support the region’s
employers and talent.
The vision and objectives laid out in this plan are meant to build upon what was
established in the City’s 2005 Economic Action Plan. The 2005 plan built a strong
foundation for the economic health program. The 2012 Economic Health Strategic
Plan (EHSP) aims to strengthen the foundation, scale up the economic health
program, and increase its effectiveness.
As in the 2005 plan, the concept of the innovation economy still plays a central role in
the 2012 EHSP. With the research and development capabilities present in Fort
Collins today, the City cannot afford to ignore this engine of economic prosperity. A
stronger innovation system for commercializing technologies, bringing products to
market, supporting entrepreneurship, and developing the resources and capital
necessary to cultivate businesses are the essence of the 2012 EHSP.
SUMMARY OF 2005 ECONOMIC ACTION PLAN
Economic Vision: A healthy economy reflecting the values of our
unique community in a changing world.
Key Strategies:
Diversify the economy
Be proactive
Form partnerships
Balanced approach
Primary Achievements:
Established a more robust economic health program within the city
Forged stronger partnerships with NCEDC and Chamber
Launched industry cluster initiative
Enhanced the City’s business incubation resources to include
physical space
Developed Foothills Mall Redevelopment Plan
Updated the buildable lands inventory
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 15
STRATEGIES AND ACTIONS
OBJECTIVE 1
Facilitate a stronger support network for existing employers,
new businesses, and small business.
Fort Collins’ existing employers, new businesses, and
small businesses form the backbone of the local
economy. Between 2004 and 2008, Fort Collins’ new
businesses were responsible for almost 15,000 jobs,
about 13% of the 2008 private sector job base. Even
while businesses were closing and existing
businesses were beginning to shed jobs, new
businesses were generating new jobs.
In the Fort Collins MSA, businesses with less than 20 employees account for about 25% of all private
sector jobs, and very large businesses with more than 500 employees account for just over 40% of jobs.
Existing employers (employers at least 3 years old) account for about 80% of the MSA’s private sector
employment. New businesses account for about 7% of private sector employment. This data shows that
business retention and expansion and economic gardening are not just viable economic development
strategies, but are essential for fostering a healthy economy.
This fact was recognized and emphasized in the 2005 Economic Action Plan. Consistent with the 2005
Economic Action Plan, the Economic Health Office (EHO) conducted a business retention and
expansion survey in partnership with Northern Colorado Economic Development Corporation (NCEDC)
and the Chamber, reaching over 100 companies in Larimer County over the course of 2010. In addition,
the EHO assisted local companies looking to expand by helping them navigate the development
process of the city and securing funding for eligible projects using various public finance tools. The EHO
continues to be an important partner for local businesses, facilitating expansion wherever possible. The
2012 EHSP proposes to enhance and formalize aspects of the City’s business retention and expansion
program and economic gardening program.
PRIORITY PROJECTS
1. Major Employer Visitation
Program
2. Industry Councils
3. Information Clearinghouse for
Competitive Intelligence
JOB CREATION BY BUSINESS TYPE
Source: US Census Bureau, Statistics of US Businesses.
PRIVATE EMPLOYMENT BY BUSINESS SIZE
Source: US Census Bureau, Statistics of US Businesses.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 16
STRATEGIES AND ACTIONS
BUSINESS RETENTION AND EXPANSION
As mentioned previously, the City has focused its economic health
programs on a grow-your-own strategy. While innovation and
business creation are an important part of this kind of strategy, a
robust business retention and expansion program is more likely to
pay higher dividends per dollar invested.
Existing businesses form the backbone of a thriving economy. They
typically represent the best opportunity for increasing the
employment and tax base of a community and the greatest
economic threat if they close or relocate.
The proposed strategies regarding the BRE program will strengthen
the City’s ties with its most important employers while expanding
the reach of the program. It will collect more information and
provide resources to synthesize, summarize, and distribute that
information. It will also provide a mechanism for responding to
employers’ immediate needs.
Strategies
1. Enhance Fort Collins’ business retention and expansion program.
1.1. Visitation. Continue to expand the visitation program to the city’s largest
employers.
Establish and maintain relationships with at least the top 20 largest
employers in Fort Collins, to keep a direct line open to the business
community.
City officials should visit these employers annually to understand their
economic health, ascertain any needs, and identify ways the City can help.
For those employers with headquarters located outside of Fort Collins,
establish relationships with the headquarters by meeting face to face with
executive(s) from the headquarters, either in their home office or on a trip to
Fort Collins.
1.2. Business Retention / Expansion. Continue to expand the reach of the
employer survey, and coordinate with NCEDC on the survey to produce county-
wide results.
Database - Establish and maintain a database of existing businesses in Fort
Collins using Sales and Use Tax licenses. Revise the application form to
include information useful for the BRE program, such as number of
employees, email address of contact, and applicable North American
Industry Classification System (NAICS) code.
Customer Relationship Management - Use this database to populate a web-based system that can be shared between the City, NCEDC, and the Chamber.
Examples of such systems include Synchronist OpMgr, Executive Pulse, ACT!, and SalesForce.com.
Business Attitude - Include questions on the survey for employers regarding their attitude toward the business climate, talent availability, and workforce
quality in Fort Collins. Also, ask employers what their primary challenge to doing business in Fort Collins is.
Business Visitation - Conduct regular visits to at least 40 businesses each year; schedule in-person interviews to ask detailed questions about business
needs.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 17
STRATEGIES AND ACTIONS
Annual Report - Compile the results of the survey and key findings from the visits into an annual report on
the state of Fort Collins’ businesses and the overall business climate.
Rapid Response Team - Create formal response mechanisms, such as a rapid response team, to address
the needs of any employer facing closure or relocation outside of Fort Collins. The team should be
composed of representatives from the various economic development stakeholders that have the ability and
authority to directly address the needs of the employer.
1.3. Industry Forums. In collaboration with community partners, establish industry councils for broad industry
groups such as manufacturing, healthcare, and technology.
Hold regular meetings to provide forums for communication.
Identify cross-cutting issues that affect the sector.
Craft solutions, monitor the issues, and track progress towards addressing the issues.
1.4. Business Recognition. Establish a business appreciation program that recognizes existing businesses in our community.
Participate in the Colorado Companies to Watch program.
Develop an annual event to recognize existing businesses in the community.
Develop an on-going program to recognize companies based on their anniversary (e.g. 5, 10, 20, 30, and 50 years).
2. Create stronger connections between components of Fort Collins’ small business support system.
2.1. Institute a more coordinated small business support network by fostering more interaction between small business service providers including the Chamber,
SBDC, the Poudre River Public Library Business and Non-Profit Center, Be Local Northern Colorado, Arts Incubator of the Rockies (Beet Street), and others.
Hold periodic meetings of these stakeholders to plan or share calendars of events, discuss ideas and issues, and identify ways to better serve the small
business community of Fort Collins.
Identify barriers to starting a business in Fort Collins, and work with the appropriate entities to alleviate those barriers.
Coordinate a communications and outreach effort to inform the small business community of the resources available to them.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 18
STRATEGIES AND ACTIONS
2.2. Fill gaps in services to ensure that small businesses have access to the
services and resources that they need.
Develop a shared information clearinghouse to provide sophisticated,
high quality industry and market information to small businesses and
entrepreneurs.
Strengthen the capacity of the SBDC to provide the small business
community with one-on-one counseling.
Establish a more comprehensive technical assistance and training
program that offers workshops and training series for basic and
advanced education for small business owners.
2.3. Continue to encourage Fort Collins residents to support local business.
Focus the Shop Fort Collins First initiative on encouraging residents to
make retail purchases in Fort Collins first before going elsewhere.
Continue to raise awareness of the benefits of shopping local with an
on-going communications and marketing campaign.
Strengthen the City’s commitment to local business through its
procurement practices and programs to help local businesses secure
City contracts.
SAMPLE COMPETITIVE INTELLIGENCE DATABASES
Company Information / Business Intelligence
D&B Million Dollar Database (www.dnbmdd.com/mddi/)
Hoovers (www.hoovers.com)
Demographic / Market Information
Demographics Now (www.demographicsnow.com)
ESRI (www.esri.com)
Nielsons Claritas (www.claritas.com)
New Sources and Web-based Research Tools
Ebsco Business Source Premier (www.ebscohost.com)
Factiva – Dow Jones (www.factiva.com)
IBISWorld (www.ibisworld.com)
Lexis/Nexis (www.lexisnexis.com)
Morningstar (www.morningstar.com)
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 19
STRATEGIES AND ACTIONS
OBJECTIVE 2
Enhance the innovation ecosystem and economy
that supports companies at all stages and aligns with
City goals.
With Colorado State University,
federal research labs, and a long
list of innovative companies, Fort
Collins has numerous sources of
innovation, intellectual property,
and inventions within its city limits.
As a result, the city has one of the
highest rates of innovation in the
US, producing 10 patents per
10,000 residents. This fact,
coupled with the recognition that
entrepreneurship can be a powerful engine of economic prosperity, has led the City to
identify innovation, in both the 2005 Economic Action Plan and the 2010 City Plan, as a
cornerstone of the Fort Collins economy.
While having these sources of intellectual capital are essential to an innovation economy,
they are not sufficient. The City must also have a culture and support system that
encourages this intellectual capital to be commercialized, and for that commercialization
(ideally) to take place in the city. In addition, it must provide an environment that fosters
business formation and expansion. Fortunately, Fort Collins has many of these essential
elements. There are, however, significant gaps in its “innovation ecosystem.”
The first is access to capital. In all of Colorado, 89 venture capital deals were funded in
2010, the large majority of which went to the industrial/energy sector. Of these, less than
PRIORITY PROJECTS
1. Reinforce the strength of Fort Collins’
quadruple helix partnership
2. Expand RMI’s scope of services
3. Northern Colorado Angel Network
4. Raise awareness of Fort Collins as
innovation hotbed
TOP 20 CITIES FOR INNOVATION, 2010
Metropolitan Area
Patents per
10,000 residents
San Jose-Sunnyvale-Santa Clara, CA 54.84
Corvallis, OR 29.21
Rochester, MN 26.45
Burlington-South Burlington, VT 26.41
Bremerton-Silverdale, WA 24.21
Boulder, CO 20.33
Santa Cruz-Watsonville, CA 19.59
Ann Arbor, MI 16.27
Boise City-Nampa, ID 15.38
San Francisco-Oakland-Fremont, CA 14.51
Austin-Round Rock-San Marcos, TX 14.27
Poughkeepsie-Newburgh-Middletown, NY 12.31
Ithaca, NY 12.11
Rochester, NY 12.07
Seattle-Tacoma-Bellevue, WA 11.78
Raleigh-Cary, NC 11.12
Trenton-Ewing, NJ 10.89
Fort Collins-Loveland, CO 10.08
Durham-Chapel Hill, NC 9.83
San Diego-Carlsbad-San Marcos, CA 9.67
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 20
STRATEGIES AND ACTIONS
The Quadruple Helix refers to
the interaction of four pillars in
innovation ecosystems:
1. knowledge institutions
2. enterprises
3. government, and
4. civil society.
- CLiQ
http://www.cliqproject.eu
10 went to Fort Collins companies. Fort Collins is not on the radar screens of most venture capital firms, even the ones in Colorado. To foster the level of economic
activity around the innovation occurring in Fort Collins, companies must have better access to the capital needed to launch and grow their businesses.
The second gap lies in the culture of entrepreneurship in the city. The City and the university should encourage innovators to spin-out companies around their discoveries
and support entrepreneurs once the companies have been formed. While Fort Collins does have an entrepreneurial spirit, its reach could be greater, especially among
CSU faculty and students.
The last significant gap is in Fort Collins’ ability to retain businesses once they have matured past the start-up phase. Fort Collins has three incubator facilities to support
start-up companies – the Rocky Mountain Innosphere (RMI), the Research Innovation Center (RIC), and the Engines and Energy Conversion Lab (EECL). It does not,
however, have many sites to accommodate those companies ready to graduate from these incubation facilities. Many of the communities surrounding Fort Collins do –
these communities include Loveland, Longmont, and Greeley – and some of those are willing to incentivize moves. This situation leaves the City at risk for subsidizing
start-up businesses and then losing them (once a return on the City’s investment would be realized). Furthermore, as important as retaining companies is, retaining the
entrepreneurial talent itself is more important.
Strategies
1. Expand the Rocky Mountain Innosphere’s role as the nexus for innovation
in both Fort Collins and the Front Range.
1.1. Foster continuous collaboration between academia, the private sector, the public sector, and non-
profits to promote a more entrepreneurial culture and train entrepreneurial leadership and talent.
Engage the leadership of organizations, enterprises, and institutions that can move forward ideas
and projects to catalyze innovation in Fort Collins and the greater region.
Encourage innovation and collaboration through showcase events, speaker series, and
networking opportunities.
Continue to strengthen and expand RMI’s business incubation program.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 21
STRATEGIES AND ACTIONS
Promote entrepreneurial education at Poudre School District, Front Range
Community College, and CSU by facilitating the creation of programs that
focus on entrepreneurial training, technology commercialization, and
business formation.
Actively engage CSU students in entrepreneurial activities through student
internships, capstone projects, colloquia and conferences, and business
plan contests that provide opportunities for interaction with local
entrepreneurs and innovative companies.
Interact with other innovative regions world-wide to stay informed of
cutting-edge models for innovation.
1.2. Provide support for industry cluster groups.
Differentiate between existing clusters and growth clusters:
- Emerging cluster – networking events, evaluation to determine
sufficient activity to warrant formal cluster organization.
- Growth cluster – focus on R&D projects and collaboration,
commercialization and business formation, industry partners, supply
chain analysis, and strategic recruitment of key businesses and talent
to enhance support system for clusters.
- Existing clusters – professional associations or councils, no need to
be 501(c)(3).
Incubate nascent groups through coordination of activities, outreach, and
information.
Provide administrative support for cluster groups that need less than full-
time support.
Serve as a resource for cluster managers on best practices and strategies
for cluster development.
In partnership with the City, coordinate a challenge grants program to fund
industry cluster projects.
A NEW RMI
The 2012 EHSP envisions an RMI that moves far beyond business
incubation and support. It becomes the centerpiece of Fort Collins’
innovation economy. Its role would expand to coordinating industry
cluster groups, strengthening the innovation ecosystem, and
fostering a more entrepreneurial culture in the community.
To fulfill the vision, RMI will need additional resources, both
financial and human. Three service areas will be needed to fulfill
the mission. These are:
Communications & Outreach. Engaging the community to
encourage a more entrepreneurial culture is essential. This entails
public relations to promote innovation-oriented success in the
community, communications with key audiences, and engagement
with potential investors. Working with volunteers and mentors is an
additional component of this task.
Industry Clusters. This area will provide administrative support for
the industry clusters; provide information to cluster managers,
counsel small businesses in cluster areas, and provide overall
management of the cluster initiative.
Business Assistance and Support. This area will continue to
provide technical assistance to entrepreneurs and also help
businesses secure capital. It will work closely with CSU Ventures
as well as interested students and faculty, with the goal of
commercializing technologies and growing businesses.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 22
STRATEGIES AND ACTIONS
For select industries, contract or hire industry experts to provide technical
know-how to support commercialization, business formation, and business
growth.
Periodically review industry clusters programs and economic data to
identify emerging clusters that need incubation support and to determine if
existing clusters have reached critical mass and no longer need incubation
support.
1.3. Continue to provide incubation services to start-ups with a renewed focus on
successful funding and exit.
Continue to provide networking and educational opportunities for
entrepreneurs through events such as Innovation After-Hours, and Social
and Advisory Group for Entrepreneurs (SAGE).
Raise the profile of RMI clients through a stringent application process and
initial screening.
Build a strong network of seasoned entrepreneurs, business service
providers, financing experts, and technical experts that are willing to
volunteer time to work with the most promising ventures.
Create a relationship map that provides entrepreneurs with access to Fort
Collin’s network of business services, technical know-how, capital
sources, and other resources.
Leverage existing training and technical assistance providers to educate
entrepreneurs in the basics of business (see Objective One, Strategy 3-
3.2).
1.4. Strengthen ties to innovation-driven communities.
Consider outside members to serve on local boards.
Actively develop entrepreneurial linkages with other incubators, institutes,
and businesses.
CREATING AN ENTREPRENEURIAL CULTURE
1. Involve entrepreneurs in leadership and strategy development,
as well as policy development.
2. Engage students through leadership training, entrepreneurship
education, and incorporating elements of entrepreneurship in
general curriculum.
3. Celebrate successes to reinforce cultural change, build
momentum for entrepreneurship, and encourage innovation.
- Deb Markley, RUPRI.
CASE STUDY: CENTRAL TEXAS ANGEL NETWORK
The Central Texas Angel Network (CTAN) was founded in 2006
under the leadership of local entrepreneur Jamie Rhodes with
support from the Greater Austin Chamber of Commerce. CTAN
provides funding from $200,000 to $2 million through its network of
SEC accredited investors. Each of its investors pay a membership
fee to encourage only serious investors to join. The executive
director of CTAN carefully screens deals to ensure that high quality,
investment-ready deals are presented to the network. In addition,
CTAN has created a larger network of other angel investment
networks in the state of Texas that it can syndicate its deals to and
vice versa.
For more information, visit: www.centraltexasangelnetwork.com
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 23
STRATEGIES AND ACTIONS
Organize visitations and exchanges to peer communities to share best practices and lessons learned.
2. Retain, develop, and recruit entrepreneurs and cutting-edge companies that align with Fort Collins’ culture and
values.
2.1. Foster a nurturing entrepreneurial culture that anchors talent and companies in Fort Collins.
Support RMI in its activities to promote an entrepreneurial culture (See Objective 2, Strategy 1-1.1).
Incorporate entrepreneurs in the Economic Advisory Commission and in the Economic Health Stakeholder Group.
Use local media outlets to celebrate entrepreneurial ventures and stories.
Showcase local innovations and innovators in community centers including
Old Town, the Fort Collins Museum of Discovery, and Foothills Mall.
2.2. Build a robust capital network as part of NoCo Capital by formalizing access to
the capital already present in Fort Collins and building better relationships with
the venture community outside of Fort Collins.
Establish a pre-seed fund through monetary and in-kind donations.
Formalize an angel network in Northern Colorado, and form a syndication
network with other regional angel networks to bolster deal flow.
Actively market qualified Fort Collins-based start-ups to non-local investors
to get Fort Collins on their radar. Particularly, focus on Denver and Boulder
investors.
Encourage and support local entrepreneurs in tapping into federal funding
sources by applying for Small Business Innovation Research (SBIR)
grants, Small Business Technology Transfer program (STTR), and other
programs available to entrepreneurs.
Expand the revolving loan fund seeded by the Section 108 HUD grant by
seeking funding from organizations such as the US Economic
Development Agency (EDA). Consider contracting with a Community
Development Financial Institution to manage the fund.
COMMUNITY DEVELOPMENT FINANCIAL
INSTITUTIONS
Community Development Financial Institutions (CDFIs) provide
access to credit to underserved communities. Many CDFIs focus on
small business lending and venture capital investing in low-income
and minority businesses as well as start-ups.
CDFIs create funds through grants, donations, and low-cost loans
from a variety of sources. The two largest sources are the US
Treasury’s CDFI Fund and commercial banks who lend to CDFIs to
receive Community Reinvestment Act (CRA) credit. The EDA also
provides funding to CDFIs. Starbucks recently announced its Jobs
for USA program, which it will donate to CDFIs to be loaned out.
Venture-oriented CDFIs such as New Mexico Community Capital
and Pacific Community Ventures invest in businesses with high
growth potential that will provide market rates of returns and will
improving the quality of life in underserved areas. Such models
could be excellent mechanisms for tapping into community capital
and expanding entrepreneurs’ access to credit.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 24
STRATEGIES AND ACTIONS
2.3. Work with NCEDC and/or other community partners to recruit those companies vital to the success of Fort Collins’ industry cluster initiatives.
Collaborate with the industry cluster groups to identify important components of their industries missing in Fort Collins.
Target specific companies to recruit that fill supply chain gaps and niches that reinforce the target industry clusters including Clean Energy, Water
Innovation, Bioscience, Technology, and Uniquely Fort Collins.
Be responsive to other prospects that mesh well with the culture and values of Fort Collins.
2.4. Raise awareness of Fort Collins as a hotbed of innovation to attract or engage both investors and entrepreneurial talent.
Leverage CSU alumni network to communicate with alumni who are entrepreneurs, looking to invest in Fort Collins, or looking to return to Fort Collins.
Collaborate more closely with Metro Denver to raise awareness of the activities occurring in Fort Collins.
Partner with entrepreneurship support organizations in the Greater Denver region to market opportunities in Fort Collins to a broader Colorado technology-
executive talent pool.
Market what Fort Collins and CSU are doing regarding technology start-ups to the specialists and executives already in Fort Collins, especially those at
large firms.
2.5. Expand Fort Collins’ capacity to support technology commercialization and product development.
Work with local manufacturers and companies to create an asset map of the resources and services available in the region to support product development
and early-stage manufacturing.
Identify areas of the product lifecycle that Fort Collins does not currently (but should) support with local services.
Develop projects and strategies to address the above gaps.
2.6. Ensure that companies have the appropriate space to grow in Fort Collins’ city limits (see Objective Four, Strategy 2) and that the appropriate talent (See
Objective 3, Strategy 3).
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 25
STRATEGIES AND ACTIONS
OBJECTIVE 3
Create a system for talent development, retention and recruitment that responds to and anticipates
employers’ needs.
Fort Collins is fortunate to have a strong labor pool
and a formidable talent magnet in Colorado State
University (CSU). The population is young and
well-educated, and is naturally attracted to Fort
Collins. With almost 30,000 students and 1,500
faculty, CSU creates a constant churn of young
adults and university-related talent. Anecdotally,
we heard that people so want to live in Fort Collins
that they are willing to move without a job and
accept employment for positions for which they are over-qualified. At first glance, it would seem as
though under-employment is the only concern regarding talent. Upon further inspection, however,
major employers voiced a number of additional concerns. Issues such as skill shortages,
misconceptions about manufacturing jobs, minority recruitment, and work-readiness of high school
students are issues worth addressing before they become significant obstacles for businesses
operating in Fort Collins.
Fort Collins’ employers, like many employers nationwide, face skill shortages in technical
occupations such as engineers and machinists, as well as less technical occupations such as
production and team assemblers. These skill shortages affect most manufacturers, whether they are
semiconductor manufacturers or animal feed producers, and are worrisome in the shadow of an
aging workforce. When baby boomers retire, the skills shortage will be compounded, and programs
to train workers to fill these kinds of positions will have difficulty attracting students. The root of
students’ lack of interest in manufacturing jobs is often a misconception of what manufacturing jobs
entail. This is a national challenge, but it can be addressed locally.
PRIORITY PROJECTS
1. Workforce Development Program
2. Involvement of Colleges of
Business & Engineering
3. Conference Strategy
“The image of Manufacturing as dumb,
dirty, dangerous and disappearing is
far from accurate. Today,
Manufacturing is smart, safe,
sustainable, and surging.”
- The Council on Competitiveness,
Make: An American Manufacturing Movement
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DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 26
STRATEGIES AND ACTIONS
While recruiting talent to Fort Collins is generally not a challenge, it is, however, very difficult to attract
minorities and even more difficult to retain them. This matters to those companies who have stringent
diversity requirements to meet. In addition, some employers also commented that the work readiness of high
school students is not sufficient. These issues do not currently have a material impact on employers’ abilities
to do business at this time, but these are important trends to understand and monitor. These types of issues
can be detected and addressed early-on by developing a mechanism for greater interaction between
employers, education, workforce, and economic development.
In addition to challenges voiced by area employers, the available jobs do not necessarily meet the skill level
of the residents. Fort Collins boasts a young, highly-educated workforce that is largely under-employed.
Forty-one percent of the population in the MSA has earned a bachelor degree or higher, yet only 25% of the
jobs require that level of education. In fact, 65% of the jobs in the MSA require only on-the-job training or
previous experience. Many households are in the position where one person finds gainful employment and
the other is unable to do the same. The latter person therefore, chooses a job for which they are over-
qualified or is required to look beyond city limits and commute for employment. While this is a trade-off that
many are willing to make for the sake of living in Fort Collins, the result is an untapped well of skill capacity
that, if utilized, allows the community to prosper economically without having to grow in terms of population.
One contributing factor to the underemployment challenge is that the Fort Collins’ labor market does not always offer open access. According to focus groups and
interviews, young professionals in Fort Collins noted that the community “feels small once you’re in”, but they also commented on the challenges of “breaking in”
professionally. Many young professionals who found jobs quickly in the community were able to do so by virtue of personal and family networks, and many of the
positions were either created for them or were not advertised to the public at-large. The risk of a tight-knit social network as a driver for employment is that newcomers
could be discouraged by their inability to break into existing professional networks. Creating a platform for newcomers, recent graduates, under-employed workers, and
relocated professionals to become engaged with the community is an important element of talent management. It gives younger people – and people moving to the area
in general – an opportunity to establish a social network in the community and improve their career opportunities. In addition, such a platform can provide Fort Collins’
employers with better access to local talent and may reduce the need to recruit talent from outside the community.
Ultimately, the success of an innovation economy lies in the strength of its talent pipeline. A coordinated effort to fill out the talent pipeline will greatly enhance the region’s
innovation ecosystem and entrepreneurial culture.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 27
STRATEGIES AND ACTIONS
Strategies:
1. Create and staff a workforce development program.
1.1. Work more closely with Larimer County Workforce Center and Workforce
Investment Board (WIB).
Encourage the WIB to act as the conduit between employers and area
educational institutions to identify and bridge skills gaps in the existing
workforce.
Incorporate Fort Collins’ target industries into the Workforce Center’s set of
target industries to bring about closer coordination of training programs and
emerging industries.
Promote the Workforce Center’s services to businesses and talent across
Fort Collins.
Incorporate workforce development into economic health programming
across the city to promote cross-pollination and collaboration.
1.2. Collect, analyze, and report workforce data to enhance the community’s
understanding of its labor force, market, and industry issues.
Use the existing BRE survey to collect current and localized information on
Fort Collins’ labor force and labor shed.
On a quarterly basis, publish a Fort Collins and Larimer County workforce
report that provides an overview of pertinent labor market information and highlights important accomplishments, programs, and issues in workforce
development.
Provide updated labor market information on a quarterly basis at the county and city level that is accessible to the public.
1.3. Engage employers through meaningful participation and support in programs and initiatives aimed at resolving their specific workforce issues and improving
workforce training, including K-12 education.
CASE STUDY: NORTHERN KENTUCKY
INDUSTRIAL PARK INDUSTRY PARTNERSHIP
A group of about 50 manufacturers in Northern Kentucky have
come together to tackle the perception problem manufacturers face.
Though manufacturers have independently undertaken initiatives to
influence students’ perceptions, they believe a collective approach
could be more effective.
The group applied for a $65,000 grant from the Kentucky Office of
Employment and Training to help implement a plan to address the
shortage of qualified workers in manufacturing occupations. The
first step of the plan is to survey all the existing manufacturers in the
region to determine what the job needs are and the core
competencies necessary to fill those positions. The next step will be
to determine the various reasons young people are not considering
jobs in manufacturing and to dispel misconceptions.
The ultimate goal of the program is to develop a talent pipeline that
begins in the high schools, goes through the colleges, and
continues into the companies.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 28
STRATEGIES AND ACTIONS
Create a sub-committee of the WIB comprised of employers, education
institutions, workforce development, and the City to discuss on-going
programs and initiatives as well as cross-cutting issues.
Design programs to address the primary issues raised by the sub-
committee.
Coordinate with industry councils to understand and incorporate their
workforce-related issues (see Objective One, Strategy 1-1.3).
1.4. Educate local youth on the wide range of career opportunities available to
them locally, with a focus on changing the perception of manufacturing and
heavy industry jobs.
Hold annual career days at local high schools that expose students to
different professions through speakers, videos, factory tours, and
shadowing opportunities.
Organize factory tours that showcase the advanced technologies used
in manufacturing processes and the skills needed to work in that
environment.
Create an apprenticeship or internship program that would provide
hands-on learning experiences for high school students.
Coordinate with Front Range Community College (FRCC) to promote
opportunities available to high school students to obtain certifications
and enhance their work readiness upon graduation.
2. Promote opportunities for leadership training,
professional development, and networking.
2.1. Facilitate greater levels of civic engagement.
Continue City Works, Leadership Fort Collins, and Envision: Young
Professionals as a means of training future leaders, educating them
about opportunities to participate in the community, and engaging
CASE STUDY: COLUMBUS, OHIO TALENT INITIATIVES
The Columbus Region has a median age of 34.7 and is home to
approximately 30 colleges and universities with a total enrollment of
more than 120,000 students and 20,000+ annual graduates. In 2006, the
Columbus Chamber, in partnership with public and private organizations,
launched a three-pronged initiative to engage and retain this significant
local talent base.
Columbusinternships.com
The Columbus Chamber created a website where college students can
obtain meaningful internships with local employers.
Young Professional Connectivity
Each week the Columbus Chamber collects events and activities from
Young Professionals' Organizations, corporations, philanthropic
organizations, and community councils to populate an email newsletter.
In addition to the newsletter, the Chamber staffs a young professionals
manager position and its website lists approximately 60 different
Columbus organizations for young professionals.
Liveworkplaycolumbus.com
Working with the human resource and recruitment community, the
Columbus area Chamber has developed a comprehensive website to
assist Columbus region employers in "selling" the region to prospective
employees.
For more information, visit www.columbus.org/business-
resources/workforce-development/
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 29
STRATEGIES AND ACTIONS
them. Coordinate the programs to better define their distinct
purposes and/or audiences to create a more robust leadership
development initiative.
Encourage emerging leaders to apply for seats on city boards
and commissions by hosting workshops on what the various
boards and commissions do and providing information on
which seats are available.
Work with local organizations, businesses, and institutions of
higher education to develop a volunteer clearinghouse to
connect emerging leaders with other opportunities to get
involved with the community.
Create an annual awards program to honor individuals making
a difference in the community.
2.2. Provide professional development opportunities.
In partnership with the WIB, establish an internship and
apprenticeship program that would match interested high
school and college students with local employers.
Market CSU and FRCC continuing education programs to
young professionals through relevant organizations.
Establish a mentorship program in partnership with a
community partner.
2.3. Enhance access to and awareness of local employment
opportunities.
Launch an on-line, Fort Collins-centric job and gig board to
increase connectivity between employers and talent. Link to
the board from other Fort Collins websites including the City,
Chamber, Convention & Visitors Bureau, RMI, CSU Alumni
INDEED.COM: OPTIONS FOR JOB & GIG BOARD
Fort Collins can promote local employment opportunities by integrating job
posting and job search tools from Indeed.com into existing websites. This is a
low-hassle way for the Chamber, City, CVB, and other organizations to engage
talent by creating a portal for employers to post jobs and job-seekers to access
those listings. In addition to adding valuable content across multiple platforms,
each organization can also generate revenue by becoming an access point for job
postings.
Instant Job SiteTM. The Indeed.com Instant Job Site is a way to add a full job
search experience to a website, with job listings powered by Indeed.com.
Employers pay a fee to post jobs, and searching for jobs is free to users.
JobrollTM. The Jobroll can be added to a site to provide continuously updated job
links. The pay-per-click job links can be targeted to the interests and locations of
the audience.
Job Search Boxes and Text Links. Indeed.com job search boxes can be
embedded in the website.
THE CSU ALUMNI NETWORK: BY THE NUMBERS
Approximately 30,000 students are currently enrolled at CSU, including resident
and non-resident instruction students. The university has approximately 1,500
faculty. CSU received more than $300 million in sponsored research in 2010,
ranking the university in the top 3 percent of institutions without a medical school
for research expenditures.
In addition to the significant assets flowing into the community on an annual
basis, CSU has 184,586 living alumni with 27 geographic alumni groups (4 in
Colorado and 23 out of state) representing 17 states and 16 common interest
groups.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 30
STRATEGIES AND ACTIONS
Network, and CSU Career Center. Indeed.com provides a low-cost
option for accomplishing this.
Encourage employers to post job and internship opportunities on the
Fort Collins job and gig board.
Create opportunities for newcomers and job-seekers to network with
local entrepreneurs and industry leaders in Fort Collins area businesses.
Provide educational opportunities and training workshops to support the
1099 workforce (independent contractors), which has emerged as a
rapidly growing sector resulting from the economic downturn. Such
opportunities and training should be targeted both to workers and the
employers contracting with these workers.
3. Strengthen the innovation and entrepreneurial talent
pipeline.
3.1. Engage the CSU Alumni Network as a key source of talent.
Partner with the CSU Alumni Association to communicate to alumni
about the innovation and related events happening in Fort Collins.
Make the Fort Collins job and gig board available to CSU Alumni (See
Objective 3, Strategy 2-2.3).
Host alumni reception(s) at RMI with regional alumni groups to
showcase what Fort Collins is doing.
Sponsor a CSU Alumni entrepreneurs network to build a strong
connection between RMI and CSU Alumni entrepreneurs, even if they
are not currently located in Fort Collins.
Reach out to successful entrepreneurs and executives who are CSU
Alumni, and invite them to join RMI’s initiatives.
CASE STUDY: ENTREPRENEURIAL ENGAGEMENT AT
THE UNIVERSITY OF TEXAS
The University of Texas at Austin (UT) has embraced innovation as a
core component of its culture. Even its branding message reflects this:
“What Starts Here Changes the World”. To capitalize on this spirit of
innovation and promote economic progress, UT has strengthened its
programs to engage student and faculty entrepreneurs and has served
as a resources for entrepreneurs in the state. A number of cross-
disciplinary programs and events exist to achieve this:
Texas Venture Labs: a campus-wide initiative to accelerate start-ups
from UT and the local community as well as create an experience that
transforms graduate students into future entrepreneurs and business
leaders.
3 Day Start Up: an entrepreneurship education program designed for
university students with an emphasis on learning by doing. The idea is
simple: start tech companies over the course of three days.
Idea to Product Competition: early stage technology commercialization
plan competitions aimed at educating and developing the next
generation of technology entrepreneurs.
Entrepreneurs in Residence: seasoned entrepreneurs who serve as
mentors for students interested in starting businesses. The Office of
Technology Commercialization also employs individuals who are
charged with turning the University’s research into start-ups.
Austin Technology Incubator: a program to provide a “teaching
laboratory” in applied entrepreneurship for UT-Austin students and to
promote economic development in Central Texas through
entrepreneurial wealth and job creation.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 31
STRATEGIES AND ACTIONS
3.2. Increase the involvement of CSU, in particular the Colleges of Business
and Engineering, as sources of entrepreneurial talent.
Strengthen the existing entrepreneurship program in the College of
Business, and extend its reach across campus.
Introduce intensive business formation courses and events such as
Venture Labs and 3-Day Start-Up to generate interest in and
momentum for student-led entrepreneurial ventures.
Create a student internship program at RMI to prepare students for
employment in start-up and young companies.
Continue to explore ways of engaging faculty in technology
commercialization and business formation through the revision of
tenure policies to factor in such activities, by educating faculty about
commercialization, and by fostering a more entrepreneurial culture at
CSU in general.
Coordinate continuing education programs in partnership with RMI and
the SBDC to provide a full range of education opportunities to
entrepreneurs.
3.3. Leverage the knowledge base of seasoned entrepreneurs in Fort Collins.
Continue to recruit volunteer advisors to participate in RMI.
Create networking opportunities for new entrepreneurs to interact with
seasoned entrepreneurs.
Host a speaker series that features seasoned entrepreneurs talking about lessons learned and topics of interest.
4. Use tourism and visitation as a talent and business outreach strategy to support industry cluster development.
4.1. Update the Convention and Visitors Bureau (CVB) website to also serve as portal for talent and businesses interested in relocating to Fort Collins.
For individuals looking to relocate to Fort Collins, include links to relocation information on the Chamber website and to job searching tools.
For entrepreneurs, include links to RMI and www.FortCollinsInnovation.com.
CASE STUDY: SILICON VALLEY COMES TO THE UK
The Silicon Valley Comes to the UK program is an invitation-only series
of events that brings together leading investors, iconic serial
entrepreneurs, ambitious students, and successful angels from the UK
with leading Silicon Valley serial entrepreneurs and investors to discuss,
debate, create, and fund today's most disruptive internet and green
technologies that will change our world in the years to come.
The objective is to inspire students and alumni to consider starting or
joining an entrepreneurial business at some point after graduation and to
foster relationships between the leading entrepreneurs, angels, and
investors from Silicon Valley and Europe.
At the 2011 forum, the movers and shakers from Silicon Valley shared
their views about the new and innovative business models they see as
the most disruptive across the Gaming and the Consumer Internet
sectors.
For more information, visit www.svc2uk.com/
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 32
STRATEGIES AND ACTIONS
For businesses, include links to Economic Health Office and NCEDC.
4.2. Coordinate a conference strategy that would bring key talent and businesses to Fort Collins.
Partner with industry cluster managers, the CVB and CSU Conference Services, to identify conferences and events, as well as groups of professionals and
businesses that would help strengthen Fort Collins’ industry clusters.
Recruit conferences to Fort Collins, or plan conferences or symposia that would appeal to targeted groups of professionals and businesses, and use these
conferences as opportunities to showcase Fort Collins to these targeted audiences.
4.3. Support the development of a blue-ribbon hotel and conference center in or adjacent to downtown (see Objective 4, Strategy 1).
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 33
STRATEGIES AND ACTIONS
OBJECTIVE 4
Develop community assets and infrastructure
necessary to support the region’s employers and
talent.
The City of Fort Collins ranks at the top
of many lists, including: “Most
Economically Vibrant College Towns;”
“Best Bicycle Cities;” “'Smarter Cities'
for Energy;” and “Best Places to Live.”
The city enjoys a scenic setting in the
foothills of the Rocky Mountains, as well
as a moderate climate that attracts avid
athletes, families, entrepreneurs, students, and retirees. The community also boasts
amenities such as award-winning schools, a large research university, and a thriving arts
and music scene. These community assets and amenities are invaluable in creating the
quality of place that supports a vibrant economy.
The City of Fort Collins is committed to maintaining and improving it community assets
and amenities in recognition of their importance to economic health. The City’s
investment in the Mason Corridor Bus Rapid Transit (BRT) system and the LEED
Platinum Fort Collins Museum of Discovery are two examples of this commitment. In
addition, recent capital improvement initiatives have enabled the City to build Gateway
Park, Edora Skate Park, the new City office building at 215 N. Mason, the Downtown
Transit Center, and the Civic Center Parking Structure. Funds were also used for
numerous street improvements, to improve Edora Pool and Ice Center, and to construct
a new Horticulture Center. The City has also identified areas for infill and redevelopment
PRIORITY PROJECTS
1. Hotel Conference Center
2. Business Park Feasibility
3. Revitalization of Foothills Mall
SELECT FORT COLLINS HONORS & AWARDS
One of America's 20 Most Economically Vibrant College Towns:
TheAtlanticCities.com - September 2011
Ranked 5th Best Places for Business and Careers:
Forbes - June 2011
One of the Top 10 Cities Adopting Smart Grid Technology:
U.S. News and World Report - May 2011
Top Colorado City for Job Growth, Fort Collins-Loveland:
2011 Best Cities for Job Growth, newgeography.com - May 2011
Named 5th Most Educated City in the Country:
Portfolio.com - December 2010
One the Top 25 Best Places to Retire:
CNNMoney.com - September 2010
One of the Top 10 Best College Towns:
Small-Sized Cities Category, USA Today - September 2010
One of the Top Six 'Smarter Cities' for Energy:
NRDC - August 2010
6th Best Place to Live in the Nation:
Money Magazine - July 2010
Ranked 4th Best Places for Business and Careers:
Forbes - April 2010
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 34
STRATEGIES AND ACTIONS
and continues to enhance the physical and natural environment of Fort Collins.
This continuous investment in community assets and amenities has paid high
dividends.
While amenities attract talented workers, private employers locate and expand
where they can find the best talent. However, expanding in and relocating to Fort
Collins can be difficult, both because of the scarcity of larger commercial and
industrial space and because of the perceived nature of the development approval
process. This poses a threat to the tax base and ultimately to fiscal sustainability.
Investment in a “grow-your-own” strategy for economic development will only be rewarded if local employers possess both the capacity and desire to grow within the city
limits.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 35
STRATEGIES AND ACTIONS
Strategies:
1. Create a new model for a conference center in Fort
Collins’ historic core.
1.1. Identify uses for the space that will foster innovation, collaboration,
networking, and socializing.
Work with CSU and the CVB to identify programming priorities and
basic requirements for the conference center.
Collaborate with existing public-private entities to brainstorm unique
uses for the space that would highlight the character of the community.
Identify additional uses that could offer additional revenue streams to
support the space (i.e., weddings, family reunions, corporate retreats,
etc.)
2. Ensure that companies in Fort Collins have options for
expansion and relocation within the city limits.
2.1. Conduct a needs assessment to determine types of space that will most
likely be in demand.
Collaborate with CSU, RMI, and the regional development community to
understand what types of commercial and industrial space is available,
what is currently in demand, and what the most promising companies
are likely to need.
Work with the industry cluster managers to identify typical space
requirements needed to support industry clusters.
Survey clients of RMI, the CSU-based Engines and Energy Conversion
Lab (EECL), and the CSU-based Research Innovation Center (RIC) to
understand what their future needs will likely be.
CONFERENCE CENTER STRATEGY
The conference center should be envisioned as a departure from
traditional conference and convention centers. It should reflect the spirit
of entrepreneurship, innovation, and collaboration in the community and
should function as a major center of activity. This would free-up
academic space at the college and strengthen physical linkages
between the campus area and nearby business district.
Such a facility would support the connectivity between CSU and the
Community. In addition to the direct benefits typically associated with a
convention center, such as increased tax revenues and employment, a
conference center can also have significant indirect advantages. It can
help establish a community identity, spur redevelopment, and provide
an amenity to local citizens.
Fort Collins should create a structure that reflects the goals of the
community and the range of uses the stakeholders envision for the
space. Replicating existing structures adds only marginal value;
envisioning and executing on a new model for meeting spaces and
community engagement will set the city apart. Conference center
planners have begun embracing new concepts of “meeting
architecture.” The result has been facilities that feature uniquely
designed settings, technical sophistication, and specialized services
geared toward gatherings of all types. In addition to hosting
conferences, for example, the space could bring the city’s education
providers together in one space. CSU could host executive education
programs and academic conferences with private sector partners. RMI
could provide some of its services to entrepreneurs in the same venue.
The goal should be to go beyond hosting conferences, and to instead
create a physical space where businesses, entrepreneurs, students,
and visitors can convene in Fort Collins’ historic core.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 36
STRATEGIES AND ACTIONS
Aggregate and present this information to the City Council, community
leadership, and local land owners and developers to inform them of the
likely short-term and long-term needs of Fort Collins’ businesses.
2.2. Work with the broker community to create and maintain an inventory of
available space in Fort Collins that meets the above criteria.
Partner with Harmony Technology Park to market their available space
to companies looking to expand or relocate in Fort Collins.
Assist the brokers in identifying promising tenants within Fort Collins
industry clusters.
Share information with prospects and business assistance clients on
what sites are available.
2.3. If available space is not adequate to meet long-term goals for business
growth and economic diversification, evaluate feasibility of establishing a
new technology park or parks in City’s Growth Management Area (GMA).
Potential sites for parks include an Innovation Park that would connect
the EECL and RMI and a Prospect Technology Park on the 100 acres of
university-owned land with I-25 frontage.
Preserve potential sites as future employment centers through zoning
and land-use policies and possibly land banking.
3. Focus on the community by encouraging the
development of vibrant business districts, commercial
nodes, and commercial corridors through infill and
redevelopment projects.
3.1. Support on-going initiatives in targeted infill and redevelopment areas such
as the Downtown Development District, Mason Corridor, North College
Corridor, Midtown Corridor, and Harmony Road Corridor.
Continue outreach to the developer and broker communities to communicate the City’s vision for those areas and how the City can participate.
CASE STUDY: SANDYWOOD FARMS, TIVERTON, RI
The residential area incorporates aspects of New Urbanism and traditional
neighborhoods, such as walkability and front-porch culture. The home
designs incorporate many sustainable materials as well as energy efficient
and energy saving features. A wind turbine provides 85 percent of the
homes’ power.
The development also features an agricultural preserve that remains a
working farm, a land trust that preserves open space, and a community
garden to allow the community to collectively grow their own produce. A
community hall and other community space feature theater performances,
potlucks, cooking classes, and other group events.
For more information, visit http://sandywoodsfarm.org/home.html
Outside of Tiverton, Rhode Island is a
170-acre community designed to link
art, agriculture, community, and
conservation. The development
provides 50 affordable rental units and
22 single-family homesites. Half of the
rental units are reserved for working
artists, and the other half are leased
via a traditional needs-based selection
process.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 37
STRATEGIES AND ACTIONS
Continue to assess the City’s regulatory framework to ensure it is
supportive of desired development.
Continue to participate in public-private partnerships that facilitate
significant infrastructure improvements and quality redevelopment
projects.
Encourage the expansion or relocation of business in targeted
development areas to stimulate and leverage commercial activity.
Create a Business Improvement District (BID) for Midtown and the
Mason Corridor Commercial District.
Use overlay districts as potential tools to encourage the
implementation of targeted area visions.
3.2. Focus on strategic projects that inspire private sector response and act as
catalysts for strengthening the local community. These areas of opportunity
might be:
1. Lincoln Triangle Area as a model of sustainability.
2. Fort Zed Boundary as an innovative energy project.
3. UniverCity Connections to enhance and improve the connection
between the city, the river and CSU.
4. Mason Corridor with the Bus Rapid Transit system coming online in
2014.
5. River District to enhance the city’s connection between the river, Old
Town, and North College.
6. Mountain Vista Area as an additional employment center.
7. Midtown Redevelopment.
8. The Interstate 25 Gateways.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 38
STRATEGIES AND ACTIONS
Ensure that land use policies encourage high density uses and foster high-quality development.
Hold workshops with land owners and developers in each opportunity area to craft a common
vision for the area.
Translate the vision into a viable blueprint that establishes a plan for achieving the vision.
Strategically identify anchors for each opportunity area that can bring in the type of traffic and
uses needed to catalyze development in the rest of the opportunity area.
3.3. Position Fort Collins as the regional retail destination.
Continue the refinement of a retail strategy.
Prioritize redevelopment opportunities for retail in targeted investment zones.
Continue to provide assistance to developers navigating the development process and financial
support using creative financing mechanisms.
4. Continue to improve the business climate as a means of retaining
companies and fostering their expansion.
4.1. Ensure that the development and business assistance process is predictable and transparent.
Develop a clear incentives policy that outlines the use of the City’s economic health tool box.
Work with representatives of the local business and development community to gather input on
the development review process, and work closely with the City Council to continue to help make
the development approval process as predictable and transparent as possible.
Continue to benchmark the local permitting process against similar processes in neighboring
communities.
Continue to shepherd companies through the development process as needed.
Publicize the existing outline of the development process to brokers, developers, and the
community-at-large, and enhance the outline where necessary.
Reduce the barriers to development and redevelopment, especially in infill areas.
4.2. Advocate for economic health interests in government policies and programs that impact the
ECONOMIC HEALTH TOOLBOX
Special Financing Districts
Tax Increment Financing
General Improvement District
Special Improvement District
Metropolitan Improvement District
Business Improvement District Public
Improvement Fee
Low-Interest Capital
Private Activity Bond
Section 108 Loan Guarantee
Tax Rebates
Use Tax Rebate
Personal Property Tax Rebate
For Low to Moderate Income Areas /
Individuals
New Market Tax Credit
Affordable Housing Fund
HOME Investment Partnership Grant
Community Development Block Grants
Section 108 Loan Guarantee
Source: City of Fort Collins.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 39
STRATEGIES AND ACTIONS
business climate.
Communicate with elected officials, and provide updates on the Strategic Plan’s implementation.
Seek opportunities to integrate economic health objectives into City policies and programs.
Create a culture of empowerment that adapts rapidly and cost efficiently in response to the changes in the business environment.
5. Valuing the experience and education of the youngest citizens, and continue to explore options for improving the
delivery of high quality early childhood education to support working families.
5.1. Work with the Fort Collins small business support network to tailor programs for
childcare providers.
Partner with the appropriate agencies, and prepare information in the form
of a planning guide to educate interested parties on how to start a child care
facility, applicable regulatory requirements, funding opportunities, and links
to other child care resources.
Introduce training programs and technical support services specifically for
childcare providers and family child care homes.
Incentivize inclusion of childcare facilities in affordable housing, transit-
oriented developments, and employment centers.
5.2. Make funding available to support childcare-oriented businesses.
Consider childcare businesses as allowable applicant for Section 108 Loan
Program.
Allow funds in TIF districts to be used for the development of childcare facilities.
Pursue state and federal funding sources such as the Community Development Block Grant (CDBG) to provide capital and leverage private investment to
support the expansion and development of childcare facilities.
6. Continue to foster arts and culture as an economic driver.
6.1. Increase and improve opportunities for learning and expanding creative industries in Fort Collins.
Encourage partnerships between educational, cultural, and business institutions that create opportunities.
ATTACHMENT 1
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TIP Strategies, Inc. Theory Into Practice 40
STRATEGIES AND ACTIONS
Expand opportunities for arts education programming and participation
for youth and adults.
Support the Arts Incubator of the Rockies as a means of strengthening
creative enterprises.
6.2. Promote visibility of the Arts and Culture.
Showcase the creative industries of Fort Collins through events such as
Bohemian Nights and New West Fest.
Provide opportunities for local artists to display their works in public
spaces across the City.
Seek opportunities for Fort Collins artists to reach national and even
international audiences.
Continue and support active arts and entertainment such as
Streetmosphere and Beet Street.
6.3. Leverage the Arts Incubator of the Rockies (AIR) to enhance the creative
sector and foster a more creative business climate.
Encourage AIR to develop a “Big Thinking” facility that provides free form space for collaborative interdisciplinary teams to meet and brainstorm.
Assist AIR in developing a curriculum designed to encourage non-creative industry to leverage the benefits of the creative thought process.
6.4. Expand the role of Art in Public Places.
Encourage the use of art as a way-finding tool.
Develop a mechanism for making the program available as a service to private development.
THE ARTS INCUBATOR OF THE ROCKIES (AIR)
AIR will provide education, resources, and support to increase the
economic viability of the region’s artist and arts organization. It will also
offer administrative services, professional resources, and gallery and
performance spaces to students and professionals to assist them in
launching and sustaining their careers in creative industries. AIR plans
to serve communities throughout the Intermountain West through new
technologies and distance learning opportunities.
AIR will be housed in the Carnegie Library Building in Downtown Fort
Collins. It is a partnership between Beet Street, the City of Fort Collins
Cultural Services Department, and the Leadership, Entrepreneurship,
Advocacy, and Performance Institute for the Arts (LEAP) at CSU.
For more information, http://airartsincubator.org/
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IMPLEMENTATION
IMPLEMENTATION
The 2012 Economic Health Strategic Plan (EHSP) is an ambitious plan that builds upon both the 2005 Economic Action Plan and the Plan Fort Collins comprehensive
plan. Though ambitious, the objectives and strategies laid out in this plan are realistic and manageable. In keeping with the broader goals of the community, they also
have the ability to be transformative. For this to occur, the City must embrace an organizational structure that will strengthen its capacity for economic initiatives, track its
progress towards implementation, and monitor the outputs and outcomes of its strategies.
Organizational Structure
The Economic Health Office (EHO), charged with managing economic health activities, includes only the economic advisor, communications manager, and the
redevelopment program administrator. This is a lean staffing structure. In comparison, Fort Collins’ peer communities have a staff of 6 to 10 employees devoted to these
programs. That said, the EHO has done a good job under the constraints, but has little extra capacity to take on new initiatives. In order to implement the 2012 EHSP, the
City should consider choosing an option for implementing the plan. The three options are:
Partially implement the plan with existing resources.
Expand the EHO to build the capacity to implement the plan internally.
Enhance relationships with community service providers to leverage the city’s resources for plan implementation.
TIP and staff recommend pursuing the third option. Fort Collins is fortunate to have multiple service providers that can take the lead on many of the initiatives with the
City, playing a more “behind the scenes” role. There are approximately 15 full-time employees working in organizations related to economic development, including
NCEDC, the Chamber, RMI, the WIB, the CVB, the Poudre River Public Library, and the SBDC. By forging stronger, formal partnerships with these organizations, the City
of Fort Collins can leverage its resources and free City staff to focus on more strategic initiatives. This move would also have the added benefit of strengthening the
overall economic development structure in Fort Collins by unifying the efforts under a single vision and set of objectives. This, in turn, will expand the capacity of the City
to move its economic health program beyond the basics of business retention, expansion, creation, and attraction.
The City of Fort Collins can better leverage its resources by formalizing partnerships with Memoranda of Understanding and in some cases contracting with existing
organizations to provide economic health services. Many of the existing service providers have additional funding sources to supplement City funding. They also already
have or are in a position to build the general expertise needed to create more robust basic programs. Under this new model, the City will need to clearly define its role and
the role of its service providers in administering the economic health program. Our recommendations for the role of the City are on the following pages.
ATTACHMENT 1
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IMPLEMENTATION
The Role of the City of Fort Collins in Economic Health
1. Manager: through policy, partnerships, and leadership,
ensure the implementation of the EHSP and the provision
of basic economic health programs.
Create a concrete scope of work, procure services,
and structure a contract with service providers for
business creation, attraction, retention, and
expansion services.
Monitor contracts and evaluate performance of
service providers.
Create an EHSP implementation team composed of
City staff from relevant departments and
representatives from service providers who will be
charged with responsibility for implementing specific
strategies. Call the team together at regular intervals
to report on progress, identify obstacles to
implementation, and jointly craft solutions.
Monitor the implementation of the EHSP through a
set of discrete metrics (see Implementation Matrix).
2. Convener: Create an Economic Health Stakeholder
Group (EHSG). This group would provide a platform for
collaboration between parties directly involved with
shaping the economic future of the city. Membership
would include:
a. private sector representation from the technology sector, healthcare, retail, tourism, and from small businesses
b. foundations and non-profits
c. CSU and FRCC
PROPOSED ORGANIZATIONAL STRUCTURE OF THE ECONOMIC
HEALTH OFFICE
The new Economic Health Office will be one of three legs of the Sustainability Services Area,
along with Environmental Health and Social Sustainability. It will have three divisions:
Development Assistance, Business Assistance, and Communications. These divisions will be
assisted by the EHSP Implementation Team, Catalyst Project Teams, and contracted service
providers to manage the day-to-day activities associated with the on-going economic health
programs. The Economic Health Stakeholder Group will provide input to the EHO to guide the
choice and prioritization of catalyst projects.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
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IMPLEMENTATION
Hold quarterly meetings to discuss collaboration opportunities, catalyst projects and initiatives needed to realize the economic health vision of Fort Collins. The
group should identify action items and assign responsibility to group members to ensure realization of priority projects. The City should provide administrative
support.
Identify and prioritize catalyst projects (See Objective 1, Strategy 1-1.3).
Create an online forum for continuous dialogue among the EHSG members.
3. Champion: advocate for policies and programs at the City that promote the economic health of Fort Collins.
Communicate to city staff and elected officials the importance of the economic health program, through workshops and newsletters.
Seek economic opportunities related to City policies and programs, particularly as they relate to sustainability.
Monitor the development process to ensure that it supports business expansion, retention, and formation.
4. Catalyst: support projects through the economic development toolbox.
With the Economic Health Stakeholder Group, devise and maintain a list of priority catalyst projects with clearly defined vision and goals for the project as it
relates to the City’s over-all vision.
Identify the appropriate partners for the project and form a project team charged with moving the project forward.
Maintain a “major projects” list that tracks progress and reports activities.
Cultivate connections with the developer and broker community, and establish close working relationships.
5. Strategic Partner: assist developers and businesses to navigate the City’s development and economic assistance processes
(See Objective 4, Strategy 4-4.1).
Educate developers and businesses about services and programs available to them.
Serve as a resource for developers of projects in targeted development areas and for businesses expanding or growing in Fort Collins.
6. Communicator: communicate to residents and elected officials about the importance of economic health programs.
Continue to use the Economic E-Newsletter to feature stories on various economic health initiatives within the City.
Create a module for Leadership Fort Collins to discuss the basics of economic development, how economic development is “done” in Fort Collins, and why it is
important.
Use the Coloradoan and local television news programs as communications partners for reaching residents and educating them about economic development.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
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IMPLEMENTATION
7. Reporter: report progress, performance, successes.
Track performance metrics and outcome measures to understand the success of the City’s economic health initiatives and the health of the City’s economy, in
general.
Create a standard report card to be updated annually that would make key data and findings available to the general public (and that can be integrated into the
existing Community Scorecard).
Publicize successes from economic health initiatives, as well as entrepreneurial ventures, to businesses and residents of Fort Collins.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
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IMPLEMENTATION
Implementation Matrix
Quarter Year Lead Staff Objective No. Strategy / Action Status
1: Business Support 1.0.0 Enhance Fort Collins’ business retention and expansion program.
1: Business Support 1.1.0 Continue to expand the visitation program for the city’s largest
employers.
1: Business Support 1.1.1 Establish and maintain relationships with at least the top 20 largest employers
in Fort Collins to keep a direct line open to the business community.
1: Business Support 1.1.2 Visit these employers annually to understand their health, ascertain any
needs, and identify ways the City can help.
1: Business Support 1.1.3 For those employers with headquarters located outside of Fort Collins,
establish relationships with the headquarters by meeting face to face with
executive(s) from the headquarters either in their home office or on a VIP trip
to Fort Collins.
1: Business Support 1.2.0 Continue to expand the reach of the BRE survey and coordinate with
NCEDC on the BRE survey to produce county-wide results.
1: Business Support 1.2.1 Establish and maintain a database of existing businesses in Fort Collins using
Sales and Use Tax licenses. Revise the application form to include
information useful for the BRE program, such as number of employees, email
address of contact, and applicable NAICS code.
1: Business Support 1.2.2 Use this database to populate a web-based CRM system that can be shared
between the City, NCEDC, and the Chamber.
1: Business Support 1.2.3 Include questions on the survey for employers regarding their attitude toward
the business climate, talent availability, and workforce quality in Fort Collins.
Also, ask employers what their primary challenge to doing business in Fort
Collins is.
1: Business Support 1.2.4 Conduct regular visits to at least 40 businesses each year; schedule in-
person interviews to ask detailed questions about business needs.
1: Business Support 1.2.5 Compile the results of the survey and key findings from the visits into an
annual report on the state of Fort Collins’ businesses and the overall business
climate.
1: Business Support 1.2.6 Create formal response mechanisms, such as a rapid response team, to
address the needs of any employer facing closure or relocation outside of Fort
Collins. The team should be composed of representatives from the various
economic development stakeholders that have the ability and authority to
directly address the needs of the employer.
1: Business Support 1.3.0 Establish industry councils for broad industry groups such as
manufacturing, healthcare, and technology.
1: Business Support 1.3.1 Hold regular meetings to provide forums for communication.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
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IMPLEMENTATION
Quarter Year Lead Staff Objective No. Strategy / Action Status
1: Business Support 1.3.2 Identify cross-cutting issues that affect the sector.
1: Business Support 1.3.3 Craft solutions, monitor the issues, and track progress towards addressing the
issues.
1: Business Support 2.0.0 Create stronger connections between components of Fort Collins’ small
business support system.
1: Business Support 2.1.0 Institute a more coordinated small business support network by
fostering more interaction between small business service providers
including the Chamber, SBDC, the Poudre River Public Library Business
and Non-Profit Center, Be Local Northern Colorado, Beet Street, and
others.
1: Business Support 2.1.1 Hold periodic meetings of these stakeholders to plan or share calendars of
events, discuss ideas and issues, and identify ways to better serve the small
business community of Fort Collins.
1: Business Support 2.1.2 Identify barriers to starting a business in Fort Collins and work with the
appropriate entities to alleviate those barriers.
1: Business Support 2.1.3 Coordinate a communications and outreach effort to inform the small
business community of the resources available to them.
1: Business Support 2.2.0 Fill gaps in services to ensure that small businesses have access to the
services and resources that they need.
1: Business Support 2.2.1 Develop a shared information clearinghouse to provide sophisticated, high
quality industry and market information to small businesses and
entrepreneurs.
1: Business Support 2.2.2 Strengthen the capacity of the SBDC to provide the small business
community with one-on-one counseling.
1: Business Support 2.2.3 Establish a more comprehensive technical assistance and training program
that offers workshops and training series for basic and advanced education
for small business owners.
1: Business Support 2.3.0 Continue to encourage Fort Collins residents to support local business.
1: Business Support 2.3.1 Merge the Shop Fort Collins First initiative and Be Local Northern Colorado
initiative to avoid duplication of efforts .
1: Business Support 2.3.2 Continue to raise awareness of the benefits of shopping local with an on-
going communications and marketing campaign.
1: Business Support 2.3.3 Continue such programs as the Be Local Coupon Book, the 20/20 Challenge,
and Uniquely Fort Collins cluster initiatives .
1: Business Support 2.3.4 Strengthen the City’s commitment to local business through its procurement
practices and programs to help local businesses secure City contracts.
2: Innovation 1.0.0 Expand RMI’s role as the nexus for innovation in both Fort Collins and
the Front Range.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 47
IMPLEMENTATION
Quarter Year Lead Staff Objective No. Strategy / Action Status
2: Innovation 1.1.0 Create an interface for continuous collaboration between academia, the
private sector, the public sector and non-profits to promote a more
entrepreneurial culture and train entrepreneurial leadership and talent.
2: Innovation 1.1.1 Engage the leadership of organizations, enterprises and institutions that can
move forward ideas and projects to catalyze innovation in Fort Collins and the
greater region.
2: Innovation 1.1.2 Encourage innovation and collaboration through showcase events, speaker
series, and networking opportunities.
2: Innovation 1.1.3 Continue to strengthen and expand RMI’s business incubation program.
2: Innovation 1.1.4 Promote entrepreneurial education at Poudre School District, Front Range
Community College, and CSU by facilitating the creation of programs that
focus on entrepreneurial training, technology commercialization, and business
formation.
2: Innovation 1.1.5 Actively engage CSU students in entrepreneurial activities through student
internships, capstone projects, colloquia and conferences, and business plan
contests that provide opportunities for interaction with local entrepreneurs and
innovative companies.
2: Innovation 1.1.6 Interact with other innovative regions world-wide to stay informed of cutting-
edge models for innovation.
2: Innovation 1.2.0 Provide support for industry cluster groups.
2: Innovation 1.2.1 Differentiate between types of clusters: emerging, growth, existing
2: Innovation 1.2.2 Incubate nascent groups through coordination of activities, outreach, and
information.
2: Innovation 1.2.3 Provide administrative support for cluster groups that need less than full-time
support.
2: Innovation 1.2.4 Serve as a resource for cluster managers on best practices and strategies for
cluster development.
2: Innovation 1.2.5 In partnership with the City, coordinate a challenge grants program to fund
industry cluster projects.
2: Innovation 1.2.6 For select industries, contract or hire industry experts to provide technical
know-how to support commercialization, business formation, and business
growth.
2: Innovation 1.2.7 Periodically review industry clusters programs and economic data to identify
emerging clusters that need incubation support and to determine if existing
clusters have reached critical mass and no longer need incubation support.
2: Innovation 1.3.0 Continue to provide incubation services to start-ups with a renewed
focus on successful funding and exit.
2: Innovation 1.3.1 Continue to provide networking and educational opportunities for
entrepreneurs through events such as Innovation After-Hours, and SAGE.
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IMPLEMENTATION
Quarter Year Lead Staff Objective No. Strategy / Action Status
2: Innovation 1.3.2 Raise the profile of RMI clients through a stringent application process and
initial screening.
2: Innovation 1.3.3 Build a strong network of seasoned entrepreneurs, business service
providers, financing experts, and technical experts that are willing to volunteer
time to work with the most promising ventures.
2: Innovation 1.3.4 Create a relationship map that provides entrepreneurs with access to Fort
Collins network of business services, technical know-how, capital sources,
and other resources.
2: Innovation 1.3.5 Leverage existing training and technical assistance providers to educate
entrepreneurs in the basics of busines
2: Innovation 1.4.0 Strengthen ties to innovation-driven communities.
2: Innovation 1.4.1 Consider outside members to serve on local boards.
2: Innovation 1.4.2 Actively develop entrepreneurial linkages with other incubators, institutes, and
businesses.
2: Innovation 1.4.3 Organize visitations and exchanges to peer communities to share best
practices and lessons learned.
2: Innovation 2.0.0 Attract, develop, and retain entrepreneurs and cutting-edge companies.
2: Innovation 2.1.0 Foster a nurturing entrepreneurial culture that anchors talent and
companies in Fort Collins.
2: Innovation 2.1.1 Support RMI in its activities to promote an entrepreneurial culture (See
Objective 2, Strategy 1-1.1).
2: Innovation 2.1.2 Incorporate entrepreneurs in the Economic Advisory Commission and in
Economic Health Stakeholder Group.
2: Innovation 2.1.3 Use local media outlets to celebrate entrepreneurial ventures and stories.
2: Innovation 2.1.4 Showcase local innovations and innovators in community centers including
Old Town, the Fort Collins Museum of Discovery, and Foothills Mall.
2: Innovation 2.2.0 Build a robust capital network as part of NoCo Capital by formalizing
access to the capital already present in Fort Collins and building better
relationships with the venture community outside of Fort Collins.
2: Innovation 2.2.1 Establish a pre-seed fund through monetary and in-kind donations.
2: Innovation 2.2.2 Formalize an angel network in Northern Colorado and form a syndication
network with other regional angel networks to bolster deal flow.
2: Innovation 2.2.3 Actively market qualified Fort Collins-based start-ups to non-local investors to
get Fort Collins on their radar. Particularly, focus on Denver and Boulder
investors.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 49
IMPLEMENTATION
Quarter Year Lead Staff Objective No. Strategy / Action Status
2: Innovation 2.2.4 Encourage and support local entrepreneurs in tapping into federal funding
sources by applying for Small Business Innovation Research (SBIR) grants,
Small Business Technology Transfer program (STTR) and other programs
available to entrepreneurs.
2: Innovation 2.2.5 Expand the revolving loan fund seeded by the Section 108 HUD grant by
seeking funding from organizations such as the US Economic Development
Agency (EDA). Consider contracting with a Community Development
Financial Institution to manage fund.
2: Innovation 2.3.0 Work with NCEDC to recruit those companies vital to the success of
Fort Collins industry cluster initiatives.
2: Innovation 2.3.1 Collaborate with the industry cluster groups to identify important components
of their industries missing in Fort Collins.
2: Innovation 2.3.2 Actively recruit companies to fill those specific niches.
2: Innovation 2.3.3 Be responsive to other prospects that mesh well with the culture and values of
Fort Collins.
2: Innovation 2.4.0 Raise awareness of Fort Collins as a hotbed of innovation to attract or
engage both investors and entrepreneurial talent.
2: Innovation 2.4.1 Leverage CSU alumni network to communicate with alumni who are
entrepreneurs, looking to invest in Fort Collins, or looking to return to Fort
Collins.
2: Innovation 2.4.2 Collaborate more closely with Metro Denver to raise awareness of the
activities occurring in Fort Collins.
2: Innovation 2.4.3 Partner with entrepreneurship support organizations in the Greater Denver
region to market opportunities in Fort Collins to a broader Colorado
technology-executive talent pool.
2: Innovation 2.4.4 Market what Fort Collins and CSU are doing regarding technology start-ups to
the specialists and executives already in Fort Collins, especially those at large
firms.
2: Innovation 2.5.0 Expand Fort Collins’ capacity to support technology commercialization
and product development.
2: Innovation 2.5.1 Work with local manufacturers and companies to create an asset map of the
resources and services available in the region to support product
development and early-stage manufacturing.
2: Innovation 2.5.2 Identify areas of the product lifecycle that Fort Collins does not currently (but
should) support with local services.
2: Innovation 2.5.3 Develop projects and strategies to address the above gaps.
3: Talent Management 1.0.0 Create and staff a workforce development program.
3: Talent Management 1.1.0 Work more closely with Larimer County Workforce Center and
Workforce Investment Board (WIB).
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IMPLEMENTATION
Quarter Year Lead Staff Objective No. Strategy / Action Status
3: Talent Management 1.1.1 Incorporate Fort Collins’ target industries into the Workforce Center’s set of
target industries to bring about closer coordination of training programs and
emerging industries.
3: Talent Management 1.1.2 Promote the Workforce Center’s services to businesses and talent across
Fort Collins.
3: Talent Management 1.1.3 Incorporate workforce development into economic health programming across
the city to promote cross-pollination and collaboration.
3: Talent Management 1.2.0 Collect, analyze, and report workforce data to enhance the community’s
understanding of its labor force, market, and industry issues.
3: Talent Management 1.2.1 Use the existing BRE survey to collect current and localized information on
Fort Collins’ labor force and labor shed.
3: Talent Management 1.2.2 On a quarterly basis, publish a Fort Collins and Larimer County workforce
report that provides an overview of pertinent labor market information and
highlights important accomplishments, programs, and issues in workforce
development.
3: Talent Management 1.2.3 Provide updated labor market information on a quarterly basis at the county
and city level that is accessible to the public.
3: Talent Management 1.3.0 Engage employers through meaningful participation and support in
programs and initiatives aimed at resolving their specific workforce
issues and improving workforce training, including K-12 education.
3: Talent Management 1.3.1 Create a sub-committee of the WIB comprised of employers, education
institutions, workforce development, and the City.
3: Talent Management 1.3.2 Coordinate with industry councils to understand and incorporate their
workforce-related issues (see Objective One, Strategy 1-1.3).
3: Talent Management 1.3.3 Design programs to address the primary issues raised by the committee.
3: Talent Management 1.3.4 Meet on a quarterly basis to discuss on-going programs and initiatives as well
as cross-cutting issues.
3: Talent Management 1.4.0 Educate local youth on the wide range of career opportunities available
to them locally, with a focus on changing the perception of
manufacturing and heavy industry jobs.
3: Talent Management 1.4.1 Hold annual career days at local high schools that expose students to
different professions through speakers, videos, factory tours, and shadowing
opportunities.
3: Talent Management 1.4.2 Organize factory tours that showcase the advanced technologies used in
manufacturing processes and the skills needed to work in that environment.
3: Talent Management 1.4.3 Create an apprenticeship or internship program that would provide hands-on
learning experiences for high school students.
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IMPLEMENTATION
Quarter Year Lead Staff Objective No. Strategy / Action Status
3: Talent Management 1.4.4 Coordinate with FRCC to promote opportunities available to high school
students to obtain certifications and enhance their work readiness upon
graduation.
3: Talent Management 2.0.0 Promote opportunities for leadership training, professional
development, and networking.
3: Talent Management 2.1.0 Facilitate greater levels of civic engagement.
3: Talent Management 2.1.1 Continue City Works, Leadership Fort Collins, and Envision: Young
Professionals as a means of training future leaders, educating them about
opportunities to participate in the community, and engaging them. Coordinate
the programs to better define their distinct purposes and/or audiences to
create a more robust leadership development initiative.
3: Talent Management 2.1.2 Encourage emerging leaders to apply for seats on city boards and
commissions by hosting workshops on what the various boards and
commissions do and providing information on which seats are available.
3: Talent Management 2.1.3 Work with local organizations, businesses, and institutions of higher education
to develop a volunteer clearinghouse to connect emerging leaders with other
opportunities to get involved with the community.
3: Talent Management 2.1.4 Create an annual awards program to honor individuals making a difference in
the community.
3: Talent Management 2.2.0 Provide professional development opportunities.
3: Talent Management 2.2.1 In partnership with the WIB, establish an internship and apprenticeship
program that would match interested high school and college students with
local employers.
3: Talent Management 2.2.2 Market CSU and FRCC continuing education programs to young
professionals through relevant organizations.
3: Talent Management 2.2.3 Establish a mentorship program within the Chamber of Commerce.
3: Talent Management 2.3.0 Enhance access to and awareness of local employment opportunities.
3: Talent Management 2.3.1 Launch an on-line, Fort Collins-centric job and gig board to increase
connectivity between employers and talent. Link to the board from other Fort
Collins websites including the City, Chamber, Convention & Visitors Bureau,
RMI, and CSU Alumni Network, and CSU Career Center. Indeed.com
provides a low-cost option for accomplishing this.
3: Talent Management 2.3.2 Encourage employers to post job and internship opportunities on the Fort
Collins job and gig board.
3: Talent Management 2.3.3 Create opportunities for newcomers and job-seekers to network with local
entrepreneurs and industry leaders in Fort Collins area businesses.
3: Talent Management 2.3.4 Provide educational opportunities and training workshops to support the 1099
workforce. This should be targeted both to workers and the employers
contracting with these workers.
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IMPLEMENTATION
Quarter Year Lead Staff Objective No. Strategy / Action Status
3: Talent Management 3.0.0 Strengthen the innovation and entrepreneurial talent pipeline.
3: Talent Management 3.1.0 Engage the CSU Alumni Network as a key source of talent.
3: Talent Management 3.1.1 Partner with the CSU Alumni Association to communicate to alumni about the
innovation and related events happening in Fort Collins.
3: Talent Management 3.1.2 Make Fort Collins job and gig board available to CSU Alumni (See Objective
3, Strategy 2-2.3).
3: Talent Management 3.1.3 Host alumni reception(s) at RMI with regional alumni groups to showcase
what Fort Collins is doing.
3: Talent Management 3.1.4 Sponsor a CSU Alumni entrepreneurs network to build a strong connection
between RMI and CSU Alumni entrepreneurs, even if they are not currently
located in Fort Collins.
3: Talent Management 3.1.5 Reach out to successful entrepreneurs and executives who are CSU Alumni
and invite them to join RMI’s initiatives.
3: Talent Management 3.2.0 Increase the involvement of CSU, in particular the Colleges of Business
and Engineering, as sources of entrepreneurial talent.
3: Talent Management 3.2.1 Strengthen the existing entrepreneurship program in the College of Business
and extend its reach across campus.
3: Talent Management 3.2.2 Introduce intensive business formation courses and events such as Venture
Labs and 3-Day Start-Up to generate interest in and momentum for student-
led entrepreneurial ventures.
3: Talent Management 3.2.3 Create a student internship program at RMI to prepare students for
employment in start-up and young companies.
3: Talent Management 3.2.4 Continue to explore ways of engaging faculty in technology commercialization
and business formation through the revision of tenure policies to factor in
such activities, by educating faculty about commercialization, and by fostering
a more entrepreneurial culture at CSU in general.
3: Talent Management 3.2.5 Coordinate continuing education programs in partnership with RMI and the
SBDC to provide a full range of education opportunities to entrepreneurs.
3: Talent Management 3.3.0 Leverage the knowledge base of seasoned entrepreneurs in Fort
Collins.
3: Talent Management 3.3.1 Continue to recruit volunteer advisors to participate in RMI.
3: Talent Management 3.3.2 Create networking opportunities for new entrepreneurs to interact with
seasoned entrepreneurs.
3: Talent Management 3.3.3 Host a speaker series that features seasoned entrepreneurs talking about
lessons learned and topics of interest.
3: Talent Management 4.0.0 Use tourism and visitation as a talent and business outreach strategy to
support industry cluster development.
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IMPLEMENTATION
Quarter Year Lead Staff Objective No. Strategy / Action Status
3: Talent Management 4.1.0 Update CVB Website to also serve as portal for talent and businesses
interested in relocating to Fort Collins.
3: Talent Management 4.1.1 For individuals looking to relocate to Fort Collins, include links to relocation
information on the Chamber website and to job searching tools.
3: Talent Management 4.1.2 For entrepreneurs, include links to RMI and www.FortCollinsInnovation.com.
3: Talent Management 4.1.3 For businesses, include links to Economic Health Office and NCEDC.
3: Talent Management 4.2.0 Coordinate a conference strategy that would bring key talent and
businesses to Fort Collins.
3: Talent Management 4.2.1 Partner with industry cluster managers, the CVB and CSU Conference
Services to identify conferences and events as well as groups of
professionals and businesses that would help strengthen Fort Collins’ industry
clusters.
3: Talent Management 4.2.2 Recruit conferences to Fort Collins or plan conferences or symposia that
would appeal to targeted groups of professionals and businesses, and use
these conferences as opportunities to showcase Fort Collins to these targeted
audiences.
4: Assets & Infrastructure 1.0.0 Create a new model for a conference center in Fort Collins’ historic
core.
4: Assets & Infrastructure 1.1.0 Identify uses for the space that will foster innovation, collaboration,
networking, and socializing.
4: Assets & Infrastructure 1.1.1 Work with CSU and the CVB to identify programming priorities and basic
requirements for the conference center.
4: Assets & Infrastructure 1.1.2 Collaborate with existing public-private entities to brainstorm unique uses for
the space that would highlight the character of the community.
4: Assets & Infrastructure 1.1.3 Identify additional uses that could offer additional revenue streams to support
the space (i.e., weddings, family reunions, corporate retreats, etc.)
4: Assets & Infrastructure 2.0.0 Ensure that companies in Fort Collins have options for expansion and
relocation within the city limits.
4: Assets & Infrastructure 2.1.0 Conduct a needs assessment to determine types of space that will most
likely be in demand.
4: Assets & Infrastructure 2.1.1 Collaborate with CSU, RMI, and the regional development community to
understand what types of commercial and industrial space is available, what
is currently in demand, and what the most promising companies are likely to
need.
4: Assets & Infrastructure 2.1.2 Work with the industry cluster managers to identify typical space requirements
needed to support industry clusters.
4: Assets & Infrastructure 2.1.3 Survey clients of RMI, the EECL, and the RIC to understand what their future
needs will likely be.
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IMPLEMENTATION
Quarter Year Lead Staff Objective No. Strategy / Action Status
4: Assets & Infrastructure 2.1.4 Aggregate and present this information to the local development community
to inform them of the likely short-term and long-term needs of Fort Collins’
businesses.
4: Assets & Infrastructure 2.2.0 Work with the broker community to create and maintain an inventory of
available space in Fort Collins that meet the above criteria.
4: Assets & Infrastructure 2.2.1 Partner with Harmony Technology Park to market their available space to
companies looking to expand or relocate in Fort Collins.
4: Assets & Infrastructure 2.2.2 Assist the brokers in identifying promising tenants within Fort Collins industry
clusters.
4: Assets & Infrastructure 2.2.3 Share information with prospects and business assistance clients on what
sites are available.
4: Assets & Infrastructure 2.3.0 If available space is not adequate to meet long-term goals for business
growth and economic diversification, evaluate feasibility of establishing
a new technology park or parks in the city limits.
4: Assets & Infrastructure 2.3.1 Potential sites for parks include an Innovation Park that would connect the
EECL and RMI and a Prospect Technology Park on the 100 acres of
university-owned land with I-25 frontage.
4: Assets & Infrastructure 2.3.2 Preserve potential sites as future employment centers through zoning and
land-use policies and possibly land banking.
4: Assets & Infrastructure 3.0.0 Continue to encourage the development of vibrant business districts,
commercial nodes, and commercial corridors through infill and
redevelopment projects.
4: Assets & Infrastructure 3.1.0 Support on-going initiatives in the Downtown Development District,
Mason Corridor, North College Corridor, Midtown Corridor, and
Harmony Road Corridor.
4: Assets & Infrastructure 3.1.1 Continue outreach to the developer and broker communities to communicate
the City’s vision for those areas and how the City can participate.
4: Assets & Infrastructure 3.1.2 Continue to assess the City’s regulatory framework to ensure it is supportive
of desired development.
4: Assets & Infrastructure 3.1.3 Encourage the expansion or relocation of business in targeted development
areas to stimulate and leverage commercial activity.
4: Assets & Infrastructure 3.1.4 Create a Business Improvement District (BID) for Midtown and the Mason
Corridor Commercial District.
4: Assets & Infrastructure 3.2.0 Focus on strategic projects that inspire private sector response and act
as catalysts.
4: Assets & Infrastructure 3.2.1 Ensure that land use policies protect the areas from “lower uses” and foster
high-quality development.
4: Assets & Infrastructure 3.2.2 Hold workshops with land owners and developers in each opportunity area to
craft a common vision for the area.
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IMPLEMENTATION
Quarter Year Lead Staff Objective No. Strategy / Action Status
4: Assets & Infrastructure 3.2.3 Translate the vision into a viable blueprint that establishes a plan for
achieving the vision.
4: Assets & Infrastructure 3.2.4 Strategically identify anchors for each opportunity area that can bring in the
type of traffic and uses needed to catalyze development in the rest of the
opportunity area.
4: Assets & Infrastructure 3.3.0 Position Fort Collins as the regional retail destination.
4: Assets & Infrastructure 3.3.1 Continue the refinement of a retail strategy with outside assistance.
4: Assets & Infrastructure 3.3.2 Prioritize redevelopment opportunities for retail in targeted investments zones.
4: Assets & Infrastructure 3.3.3 Continue to provide assistance to developers navigating the development
process and financial support using creative financing mechanisms.
4: Assets & Infrastructure 4.0.0 Continue to improve the business climate as a means of retaining
companies and fostering their expansion.
4: Assets & Infrastructure 4.1.0 Ensure that the development and business assistance process is
predictable and transparent.
4: Assets & Infrastructure 4.1.1 Develop a clear incentives policy that outlines the use of the City’s economic
development tool box.
4: Assets & Infrastructure 4.1.2 Work with representatives of the local business and development community
to gather input on the development review process.
4: Assets & Infrastructure 4.1.3 Continue to benchmark the local permitting process against similar processes
in neighboring communities.
4: Assets & Infrastructure 4.1.4 Continue to shepherd companies through the development process as
needed.
4: Assets & Infrastructure 4.1.5 Work closely with the City Council to continue to help make the development
approval process as predictable and transparent as possible.
4: Assets & Infrastructure 4.1.6 Publicize the existing outline of the development process to brokers,
developers, and the community-at-large and enhance the outline where
necessary.
4: Assets & Infrastructure 4.1.7 Reduce the barriers to development and redevelopment, especially in infill
areas.
4: Assets & Infrastructure 4.2.0 Advocate for economic health interests in government policies and
programs that impact the business climate.
4: Assets & Infrastructure 4.2.1 Communicate with elected officials and provide updates on the Strategic
Plan’s implementation
4: Assets & Infrastructure 4.2.2 Seek opportunities to integrate economic health objectives into City policies
and programs.
4: Assets & Infrastructure 4.2.3 Create a culture of empowerment that adapts rapidly and cost efficiently in
response to the changes in the business environment.
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IMPLEMENTATION
Quarter Year Lead Staff Objective No. Strategy / Action Status
4: Assets & Infrastructure 5.0.0 Valuing the experience and education of the youngest citizens, continue
to explore options for improving the delivery of high quality early
childhood education to support working families.
4: Assets & Infrastructure 5.1.0 Work with the Fort Collins small business support network to tailor
programs for childcare providers.
4: Assets & Infrastructure 5.1.1 Partner with the appropriate agencies and prepare information in the form of a
planning guide to educate interested parties on how to start a child care
facility, applicable regulatory requirements, funding opportunities, and links to
other child care resources.
4: Assets & Infrastructure 5.1.2 Introduce training programs and technical support services specifically for
childcare providers and family child care homes.
4: Assets & Infrastructure 5.1.3 Incentivize inclusion of childcare facilities in affordable housing, transit-
oriented developments, and employment centers.
4: Assets & Infrastructure 5.2.0 Make funding available to support childcare-oriented businesses.
4: Assets & Infrastructure 5.2.1 Consider childcare businesses as allowable applicant for Section 108 Loan
Program.
4: Assets & Infrastructure 5.2.2 Allow funds in TIF districts to be used to provide loans for the development of
childcare facilities.
4: Assets & Infrastructure 5.2.3 Pursue other federal funding sources such as CDBG and HUD grants that
could be used to provide capital to support the expansion and development of
childcare facilities.
4: Assets & Infrastructure 5.2.4 Use overlay districts as potential tools to encourage the implementation of the
opportunity area visions.
4: Assets & Infrastructure 5.2.5 Identify state and federal programs that could be leveraged to induce greater
private investment
4: Assets & Infrastructure 6.0.0 Continue to foster arts and culture as an economic driver.
4: Assets & Infrastructure 6.1.0 Increase and improve opportunities for learning and expanding creative
industries in Fort Collins.
4: Assets & Infrastructure 6.1.1 Encourage partnerships between educational, cultural, and business
institutions that create opportunities.
4: Assets & Infrastructure 6.1.2 Expand opportunities for arts education programming and participation for
youth and adults.
4: Assets & Infrastructure 6.1.3 Support the Arts Incubator of the Rockies as a means of strengthening
creative enterprises.
4: Assets & Infrastructure 6.1.0 Promote visibility of the Arts and Culture.
4: Assets & Infrastructure 6.1.1 Showcase the creative industries of Fort Collins through events such as
Bohemian Nights and New West Fest.
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IMPLEMENTATION
Quarter Year Lead Staff Objective No. Strategy / Action Status
4: Assets & Infrastructure 6.1.2 Provide opportunities for local artists to display their works in public spaces
across the City.
4: Assets & Infrastructure 6.1.3 Seek opportunities for Fort Collins artists to reach national and even
international audiences.
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IMPLEMENTATION
Performance Measures
As part of the implementation plan, TIP worked with City staff to identify performance measures. These measures are divided into community level metrics, strategy
measures, and business plan measures. The performance measures are listed below.
1. Community: Evaluating the economic health of the city
Objective / Theme Metric
Creating more and better economic opportunity
Job Growth # of Jobs in the Fort Collins MSA, percent change year over year
Wage Growth Average annual salary
Underemployment Educational attainment versus job training requirements
Diversify the tax base
Growth of commercial tax base Assessed Value by Type
Growth of retail sales Taxable Sales
Private industry's share of jobs Jobs by Industry
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IMPLEMENTATION
2. Strategic: Evaluating the strategies used to affect economic health
Objective / Theme Metric
Innovation & Entrepreneurship
Technology commercialization Technologies Licensed
New business formation # of New Establishments
Capital access # and $ value of VC deals
Wealth creation $ created by successful exits
Business Retention and Expansion
Companies assisted & retained # of companies assisted
Jobs created Employment of companies assisted
Average wages of jobs created Average hourly wage
Dollars invested Investment by companies assisted
Companies lost # of companies who re-located somewhere else, particularly those who were involved with
innovation programs
Talent Management
Community Survey Results (Questions Civic Engagement, Career Advancement Opportunities, Considering Starting a Business)
Job Placement through Job Board or
Internship Program
Community Assets & Quality of Place
Investment in redevelopment areas $ investment
Residential units in redevelopment
areas
# of Units
Commercial and industrial
development in redevelopment
areas
Square Feet of Development by Property Type
Leverage of city's investment $ of private investment per $ of city investment
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IMPLEMENTATION
3. Business Plan: Evaluating the Outcomes of Our BFO Offers
Objective / Theme Metric
Contracts with Service Providers
Leverage of City's Investment $ of other funding per $ of city funding
Jobs Created # of Jobs Created by Companies Assisted by Service Providers
Average Wages of those Jobs Average Annual Salary
Challenge Grants for Industry Clusters
Leverage of City's Investment $ of other funding per $ of city funding
Growth in Industry Clusters
Jobs # of Jobs in Industry Cluster
Establishments # of Establishments in Industry Cluster
Patents # of Patents Issued by Companies in Industry Cluster
Venture Capital Investment $ Invested in Industry Cluster Companies
Business Assistance Using Economic Development Toolbox
Private Investment in Deals Assisted
by the City
$ of Private Investment in Companies Assisted by EHO
Jobs Created # of Jobs Created by Companies Assisted by EHO
Average Wages of those Jobs Average Annual Salary
Tax Base Implications Economic Impact (Jobs & Earnings)
Development Assistance
Private Investment in Deals Assisted
by the City
$ of Private Investment in Projects Assisted by EHO
Square Feet of Development Square Feet of New Development by Type (Retail, Commercial, Industria)
Housing Units # of Housing Units by Type (multifamily, single family, market rate, affordable)
Tax Base Implications Estimate Assessed Value
Communications (Outcomes)
Awareness Outcomes from
Community Survey
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APPENDICES
APPENDIX A: ASSESSMENT
To provide a common framework for our recommendations, TIP began by
compiling demographic and economic data on Fort Collins and the Front
Range. This analysis focused on Fort Collins and Larimer County in the
context of the state of Colorado and the nation where appropriate. The
purpose is to understand the city’s relative economic position and highlight its
competitive advantages and disadvantages.
About the data
We based our findings on the following elements:
A review of relevant studies, plans, and other material provided by the
City of Fort Collins;
A review of economic and demographic data from primary and
secondary sources, including the US Census Bureau, the Internal
Revenue Service, the US Bureau of Labor Statistics, and Economic
Modeling Specialists Inc. (EMSI).
The data and analysis is organized within five categories: demographics,
migration and mobility, income and housing, economy, and workforce.
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APPENDICES
Summary of Data Findings
DEMOGRAPHICS
Larimer County’s population is becoming increasingly urbanized. Fort Collins and the other incorporated areas of Larimer County have been growing
at a rapid pace over the last 10 years. Population in unincorporated areas has been flat. On the other hand, Fort Collins is growing more slowly than
Loveland, Windsor, and Wellington and this trend is expected to continue.
The aging of the population is a demographic challenging facing the nation. While the Fort Collins MSA is expected to follow this trend, the impact will
be far less dramatic compared to the rest of the nation.
MIGRATION & MOBILITY
Domestic migration accounts for most of the growth in Fort Collins. The largest number of residents that move to the Fort Collins MSA are from
Boulder County, and Weld County receives the largest number of outbound migrants from the MSA. Though the in-migration of residents to the Fort Collins
MSA slowed from 2003 to 2005, it has since recovered and remained stable over the last 4 years.
Since 1998, immigration (international) varied between 400 and 600. From 1990 to 1998, on the other hand, the number of foreign nationals migrating
to the Fort Collins MSA ranged between 1,200 and 1,600.
The daily commuter flow reveals that the City of Fort Collins is a net importer of labor. Inbound commuters come from Windsor, Loveland,
Wellington, and Laporte while outbound commuters go to Denver, Boulder, Westminster, and Longmont. Education Services, Healthcare, and Professional
Services are the three sectors that draw commuters into Fort Collins. Construction, Wholesale Trade, and Transportation are the three sectors that draw the
most commuters out of Fort Collins.
INCOME & HOUSING
Income and housing in Fort Collins follows the trends expected for a college town. The median household income is lower than the state as well as
Larimer County but is comparable to the national average. In addition, the average household size is smaller.
Of note is that the housing market is tight. Fort Collins has a vacancy rate of only 6% and the median home value is almost $250,000, which is more than
30% higher than the national average. As a result, Fort Collins and Larimer County are less affordable than both the state and the nation.
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APPENDICES
ECONOMY
Fort Collins’ unemployment is currently higher than the county as a whole, but significantly lower than the state and national unemployment rates. Since
2008, the city’s unemployment rolls have doubled and remain elevated.
The primary source of revenue for the city is sales and use tax. The receipts from sales and use tax outweigh property tax receipts 4 to 1. However,
the sales and use tax base per-resident has been relatively stable over the past 10 years. Meanwhile, the property tax base, on a per-resident basis,
has increased 60% over the past 10 years.
The government sector, which includes public education, is the largest employment sector in the Fort Collins MSA. The retail trade and healthcare sectors
are the next largest sectors. Since 2003, the healthcare, professional services, and finance sectors have been the most rapidly growing.
In terms of relative concentration of employment versus the nation, Fort Collins’ strongest sectors are in manufacturing – breweries, engine equipment, and
analytical laboratory instruments.
WORKFORCE
Although the Fort Collins MSA’s workforce is highly educated, the available jobs do not necessarily meet the skill level of the residents. Forty-one
percent of the population in the MSA has earned a bachelor degree or higher. However, 65% of the jobs in the MSA require only on-the-job training or
previous experience; only 25% of the jobs require a 4-year degree or higher.
The largest occupation groups are sales, office and administrative support, and management. Business and financial operations, healthcare, and
management are the fastest growing occupational groups.
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APPENDICES
WEAKNESSES STRENGTHS
THREATS OPPORTUNITIES
growing
clean energy
& bioscience
clusters
state/regional
economy
ability to
attract
executives
I-25
Corridor
federal export
initiative may open
new opportunities
for local producers
R&D at
federal labs
& CSU
open labor
networks
growing global
demand for US
products and
services
favorable
exchange rate for
US$benefits
exporters
collaborate
more closely with
CSU
natural assets /
outdoor
playground
top 5 states to
do business
(CNBC)
fiscal
sustainability
educated
workforce
proximity to
Denver
regional ED
collaboration with
Denver, Boulder,
climateSprings Colorado
change
unstable
commodity markets
immigration
restrictions
political
instability and
regional growth
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 65
APPENDICES
Larimer County's population
A decade of change
118,652
City of Fort
Collins
143,986
64,023
Other
incorporated
areas
89,784
68,819
Unincorporated
areas
65,860
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
110,000
120,000
130,000
140,000
150,000
2000 2005 2010
DEMOGRAPHICS
FIGURE1: LARIMER COUNTY’S POPULATION OUTLOOK
A Decade Of Change
The population of Fort Collins pushed close to 144,000 residents
in the 2010 Census.
The Fort Collins MSA added about 48,000 new residents over
the decade. Half of these were added in the City of Fort Collins
with the remainder mostly in other incorporated areas of the
county.
The unincorporated areas of the county held relatively steady in
population during the decade.
Source: Colorado Division of Local Government, Colorado State Data Center.
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APPENDICES
Larimer County's population outlook
No changes expected in recent growth pattern
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
1970 1980 1990 2000 2010 2020 2030 2040
History Forecast
DEMOGRAPHICS
FIGURE 2: LARIMER COUNTY’S POPULATION OUTLOOK
No changes Expected in recent growth pattern
The Colorado State Data Center's
most recent population forecast
shows the Fort Collins MSA on
track to reach 500,000 in 30 years.
As of the 2010 Census, the MSA
population was approaching
300,000, growing almost 19%
since the 2000 census.
The Colorado State Data Center's
forecast represents a net increase
of about 200,000 residents over the
next 3 decades, a 66% increase.
Source: Moody's Analytics; U.S. Census Bureau (1970-1999); Colorado Division of Local Government, Colorado State Data Center (2000-2040).
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APPENDICES
DEMOGRAPHICS
FIGURE 3: COMPARATIVE POPULATION DISTRIBUTION BY AGE
The demographic characteristics of college towns always
deviate from the national average and Fort Collins is no
different in this respect. About 34% of the city's residents are
in their 20s or early 30s. Across the US, this age cohort is
only 20% of the population.
The bulge of 20-34 year-olds in Fort Collins means that other
age cohorts are less represented in relative terms, including
seniors, children, and older adults of working age.
Source: U.S. Census Bureau (American Community Survey, 2009).
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APPENDICES
DEMOGRAPHICS
FIGURE 4: LARIMER COUNTY POPULATION DISTRIBUTION BY AGE
Nationwide, the age composition of the country is
changing rapidly as the first baby boomers are just
now beginning to retire. Over the next two decades
the ranks of seniors will grow enormously.
This pattern is expected to occur in the Fort Collins
MSA as well, but the overall trend is minor
compared to the rest of the country. The ranks of
seniors will increase, but these changes in
demographic composition will not be noticed as
much here as in the rest of the country.
Source: US Census Bureau; Moody's Analytics.
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APPENDICES
DEMOGRAPHICS
FIGURE 5: CURRENT ENROLLMENT STATUS OF THE POPULATION
Nationwide, about 26% of
the population is enrolled in
an educational program at
some level -- anything from
pre-school to graduate
school. Colorado looks a lot
like the national average, but
in Fort Collins the presence
of Colorado State skews the
enrollment rate for the city's
population as well as the
MSA. Nearly 4 of every 10
residents in the City of Fort
Collins is enrolled in an
educational program of
some kind.
Source: U.S. Census Bureau (American Community Survey, 2005-2009 average)
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APPENDICES
Demographic comparison
Ancestry, homeownership, military service, language, & citizenship
Family origins
Germany ██████████████ ████████████████████ ███████████████████████████ ██████████████████████████
Latin America ██████████████ ██████████████████ █████████ ████████
Africa ███████████ ████ █ █
Ireland ██████████ ███████████ ██████████████ ██████████████
England ████████ ██████████ ████████████ ███████████
Asia ████ ███ ██ ███
Scandinavia ███ █████ █████████ ████████
Home
Owner
Renter
Military service
Civilian veteran
Currently in uniform
Primary language
English
Spanish
Other
Citizenship
US-born
Naturalized citizen
Not yet a citizen
87% 90% 95% 94%
5% 3% 2% 2%
7% 6% 3% 4%
12% 12% 7% 6%
8% 5% 3% 5%
1% 1% <1% <1%
80% 83% 90% 89%
34% 33% 34% 47%
9% 11% 10% 8%
3% 6% 10% 9%
66% 67% 66% 53%
9% 12% 14% 12%
5% 3% 2% 4%
2%
12% 13% 16% 16%
USA Colorado Larimer County Fort Collins
17% 23% 31% 29%
16% 20% 10% 10%
13% 5% 1%
DEMOGRAPHICS
FIGURE 6: DEMOGRAPHIC COMPARISON
Ancestry, homeownership, military service, language, & citizenship
A large base of rental housing
is needed to accommodate
student populations. In the
City of Fort Collins, about 47%
of occupied housing units are
rentals. This trend, however,
doesn't translate to the rest of
the MSA. Larimer County
itself has an overall
homeownership rate that
looks more like the state and
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APPENDICES
MIGRATION & MOBILITY
FIGURE 7: LARIMER COUNTY MIGRATION PATTERNS
Gross numbers of inbound and outbound movers since 1989
The IRS provides county-level tabulations of
exemptions for annual tax return filings.
When the home address of a tax return filer
crosses a county line from one year to the
next, the aggregated IRS files capture this
as an inbound or an outbound move for a
given county.
These records show that inbound moves
into the Fort Collins MSA grew from about
13,000 in 1989 to 18,000 in 2001. Inbound
migration peaked during the tech boom, and
then aligned more closely with outbound
migration. Recent IRS data show that net
migration into the county is still positive, but
the margin hasn't regained its 1990s-era
levels.
Source: US Internal Revenue Service, county-to-county migration flows; Moodys Analytics.
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APPENDICES
+0
+1,000
+2,000
+3,000
+4,000
+5,000
+6,000
+7,000
+8,000
+9,000
+10,000
1990 1995 2000 2005 2010
domestic migration
immigration
natural increase (births minus deaths)
detail in next
exhibit
MIGRATION & MOBILITY
FIGURE 8: COMPONENTS OF GROWTH IN FORT COLLINS MSA
Natural increase and
immigration have proven stable,
steady contributors to the MSA's
population growth, but the more
volatile component of net
domestic in-migration tends to
be the biggest driver of
population growth in most years.
The Census Bureau's annual
estimates of net domestic in-
migration align closely with the
trends seen in IRS records. A
dip in net migration occurred
after the tech boom of the
1990s, and the MSA has only
recent begun to resume more
typical growth patterns.
Source: U.S. Bureau of the Census; Moody's Analytics.
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APPENDICES
MIGRATION & MOBILITY
FIGURE 9: MOBILITY RATES IN THE CITY OF FORT COLLINS BY AGE, 2006-2009 AVERAGES
% of Fort Collins population that moved during an average year in each age cohort
TIP analyzed city-level data from the
American Community Survey for the four
years from 2006-2009. This analysis
documents mobility patterns by age, but it
yields few surprises. In-migration into the
city is heaviest among 18-19 year-olds
transitioning from high school to college.
Mobility is very high among those in their
20s.
The analysis also shows that as adults in
the City of Fort Collins grow older, their
annual mobility rates generally decline.
Young families with children are likely to
scramble to new nests before their kids
start kindergarten, but the mobility rate
among school-age children then drops by
half.
Source: U.S. Census Bureau (American Community Surveys, 2006, 2007, 2008, & 2009).
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APPENDICES
inbound (net moving into Larimer County)
outbound (net leaving Larimer County)
+1000 +1000
+800 +800
+600 +600
+400 +400
+200 +200
0 0
-200 -200
-400 -400
-600 -600
-800 -800
-1000 -1000
-1200 -1200
-1400 -1400
-1600 -1600
-1800 -1800
Boulder Jefferson Los Angeles El Paso Arapahoe Denver Weld
County County County County County County County
San Diego
County
Colorado Colorado California Colorado California Colorado Colorado Colorado
1989
2008
1989
2008
1989
2008
1989
2008
1989
2008
1989
2008
1989
2008
1989
2008
MIGRATION & MOBILITY
FIGURE 10: COUNTIES WITH HISTORICALLY HIGH MIGRATION PATTERNS WITH LARIMER COUNTY
Annual net migration into (out of) Larimer County from the selected counties
Looking back once more at IRS
tabulations, we are able to answer
some basic "where" questions
about mobility.
Larimer County nets most of its
new residents from Boulder
County and picks up a relatively
steady trickle of in-migrants from
urban Southern California
counties.
Larimer loses more residents on a
net basis to Weld County than
anywhere else. Denver County is
a distant second, but it too has
recently been peeling away as
many as 200-300 Larimer
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APPENDICES
MIGRATION & MOBILITY
FIGURE 11: NET DAILY COMMUTER FLOW TO AND FROM CITY OF FORT COLLINS
Four inbound commuters to city for every three who commute out
Net inbound commuting into the City of Fort Collins narrowed during
the recession that followed the tech boom (about 2003), but
inbound commuting growth has since resumed.
The city nets about 10,000 inbound commuters. What these means
in real terms is that the city's job base exceeds the number of
employed residents by about 10,000.
Source: US Internal Revenue Service, county-to-county migration flows; Moodys Analytics.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 76
APPENDICES
inbound (net commuting into Fort Collins)
outbound (net commuting out of Fort Collins)
+1,200 +1,200
+1,000 +1,000
+800 +800
+600 +600
+400 +400
+200 +200
0 0
-200 -200
-400 -400
-600 -600
-800 -800
-1,000 -1,000
-1,200 -1,200
-1,400 -1,400
-1,600 -1,600
-1,800 -1,800
-2,000 -2,000
City of City of City of City of City of City of City of
Denver Boulder Westminster Longmont Laporte Wellington
City of
Colorado
Loveland Windsor
Colorado Colorado Colorado Colorado Colorado Colorado Colorado
2002
2009
2002
2009
2002
2009
2002
2009
2002
2009
2002
2009
2002
2009
2002
2009
MIGRATION & MOBILITY
FIGURE 12: NET DAILY COMMUTER FLOW BETWEEN CITY OF FORT COLLINS AND OTHER CITIES
Net outbound flows from Fort Collins to cities further south; most net inbound traffic is local
Commuters who reside in the City of
Fort Collins but work elsewhere are
most likely headed to work in
Denver, Boulder, or other cities to
the south.
Fort Collins pulls in its inbound
commuters mostly from surrounding
cities within the MSA.
Source: U.S. Bureau of the Census, Local Employment Dynamics (LED) database, 2002-2009.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 77
APPENDICES
inbound (net commuting into the City of Fort Collins)
outbound (net commuting out of the City of Fort Collins)
+8000 +8000 +8000 +8000
+7500 +7500 +7500 +7500
+7000 +7000 +7000 +7000
+6500 +6500 +6500 +6500
+6000 +6000 +6000 +6000
+5500 +5500 +5500 +5500
+5000 +5000 +5000 +5000
+4500 +4500 +4500 +4500
+4000 +4000 +4000 +4000
+3500 +3500 +3500 +3500
+3000 +3000 +3000 +3000
+2500 +2500 +2500 +2500
+2000 +2000 +2000 +2000
+1500 +1500 +1500 +1500
+1000 +1000 +1000 +1000
+500 +500 +500 +500
0 0 0 0
-500 -500 -500 -500
-1000 -1000 -1000 -1000
-1500 -1500 -1500 -1500
-2000 -2000 -2000 -2000
by age cohort by annual earnings
Under 30 30 to 54 55 or older <$15,000 $15k to $40k >$40,000
2002
2009
2002
2009
2002
2009
2002
2009
2002
2009
2002
2009
MIGRATION & MOBILITY
FIGURE 13: FORT COLLINS COMMUTING PATTERNS BY SOCIODEMOGRAPHIC CHARACTERISTICS
Variation by age, but less variation by earnings
Commuting patterns by
earnings show surprisingly little
variation in pattern over the past
several years.
Commuting patterns by age,
however, show one key trend:
the recession following the tech
boom appears to have impacted
younger workers more than
others. Those under the age of
30 were more likely to commute
out of the city for work in the first
half of the decade. This trend
has since reversed; since 2006,
the city has pulled in more
workers under the age of 30
than it has lost. Still, this net
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 78
APPENDICES
MIGRATION & MOBILITY
FIGURE 14: NET DAILY COMMUTER FLOW TO/FROM CITY OF FORT COLLINS BY ECONOMIC SECTOR
City residents who work in
construction, wholesale trade,
transportation/warehousing,
and information/media sectors
are more likely to leave the city
limits for work than those who
work in other sectors of the
economy.
The city's education,
healthcare, and professional
services sectors draw
considerable inbound traffic, as
does the government sector.
The city's manufacturing sector
once attracted heavy inbound
commuting, but as recently as
2009, this inbound flow had
reversed.
Source: U.S. Bureau of the Census, Local Employment Dynamics (LED) database, 2002-2009.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
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APPENDICES
INCOME & HOUSING
FIGURE 15:HOUSEHOLD SNAPSHOTS
Top 3 household segments in Fort Collins
#1 COLLEGE TOWNS #2 UP AND COMING FAMILIES #3 METROPOLITANS
Demographic
With a median age of 24.4 years, College Towns is
the third youngest of all the Tapestry segments. Most
residents are aged between 18 and 34 years and live
in single-person or shared households. One-fourth of
households are occupied by married-couple families.
The race profile of this market is somewhat similar to
the US profile. Approximately three-fourths of the
residents are white.
Up and Coming Families represents Tapestry
Segmentation’s second highest household growth
market. Residents of these neighborhoods are young,
affluent families with younger children. Most of the
residents are white; however, diversity is increasing
as the segment grows.
Residents of Metropolitans communities prefer to live
in older city neighborhoods. Approximately half of
these households are singles who live alone or with
others; 40 percent are married-couple families. One in
four of the residents is aged 20–34 years. Diversity is
low; most of the population is white.
Socioeconomic
College Town residents are focused on education.
Many residents are enrolled in the university and
others stay in the community to teach or do research.
Because many students only work part-time, the
median household income is low. Most of the
employed residents work in the service industry,
holding on- and off-campus jobs in educational
services, health care, and food preparation. In
addition, the median net worth is very low.
Residents of Up and Coming Families are earning
above-average incomes. The median household
income is $76,135, higher than the national median.
The median net worth is $175,142. Residents of this
segment are highly educated. Labor force
participation is high and unemployment is low.
The labor force participation rate is well above
average. Half of the residents who are employed work
in professional or managerial positions and they are
highly educated. The median household income is
$60,191; the median net worth is $102,460.
Residential
Students in off-campus housing live in low-income
apartment rentals. Most of the owner-occupied
dwellings are single family. The median home value is
$137,707. One-third of the housing is single-family
structures.
Most residents live in new single-family housing; more
than half the housing units were built in the last 10
years. Home ownership is at 83 percent. The median
home value is $175,637.
Residents of Metropolitans neighborhoods live in an
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 80
APPENDICES
#1 COLLEGE TOWNS #2 UP AND COMING FAMILIES #3 METROPOLITANS
Preferences
Convenience dictates food choices; they usually buy ready-
made, easy-to-prepare, or frozen meals, frozen pasta, pizza
crusts, and peanut butter and jelly at the closest grocery
store. With their busy lifestyles, they frequently eat out or
order in from fast-food restaurants, particularly McDonald’s,
Wendy’s, and pizza outlets during the week; however, many
cook at home over the weekend. They buy books online and
in stores. They have student loans and bank online or by
ATM. These computer-savvy students own laptop computers
or expensive desktop personal computers and the
peripherals to match. Connecting to the Internet is essential;
they go online to research assignments, look for jobs, check
e-mail, and download music. Keeping in touch is also
important; they buy and use cell phones and accessories.
New to living on their own, many College Towns residents
purchase bedding, bath, and cooking products. They own
few appliances but, at a minimum, have a microwave oven, a
toaster, and an upright vacuum cleaner. Their lifestyle is very
casual. They rank high for participating in nearly every
outdoor sport and athletic activity.
College Towns residents attend country music and rock
concerts and college basketball and football games, play
pool, and go to movies and bars. They also participate in
public activities including fund-raising and volunteer work.
They usually listen to alternative music on their MP3 players,
tune in to public radio, and watch MTV and Comedy Central
on cable TV. They shop at discount stores but prefer to buy
branded clothes from Old Navy, Gap, and Target.
Family and home dictate the products these residents
buy. Many are beginning or expanding their families, so
baby equipment, children’s clothing, and toys are
essential purchases. Because many are first-time
homeowners, basic household furniture and lawn
fertilizer, weed control, and insecticide products are
important. Car loans and mortgage payments are major
household budget items. They are most likely to own or
lease an SUV or a minivan. They eat out at family
restaurants, especially on the weekends, and buy fast
food at the drive-through or for takeout.
They play softball, take the kids to the zoo, and visit
theme parks (generally Sea World or Disney World)
where they make good use of their digital camera or
camcorder. They rent comedy, family, and
action/adventure DVDs. Cable station favorites include
Country Music Channel, ESPN news, The Learning
Channel, and the Disney Channel. They listen to
country, soft rock, and contemporary hit radio.
Metropolitans residents are no different from other
owners of older homes who incur costs for maintenance
and remodeling. They will contract for lawn maintenance
and professional housecleaning services. Many will own
or lease a station wagon. Planning for the future,
residents own shares in investment funds, contribute to
IRA savings accounts, and hold large life insurance
policies.
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 81
APPENDICES
INCOME & HOUSING
FIGURE 16: HOUSEHOLD COMPARISON
Household size, income, and housing stock
In Fort Collins, the
average household
size is below the
national average.
Housing demand
(reflected in
occupancy rates) is
relatively high, which
may put some
pressure on prices and
affordability. Six of
every 10 housing units
in the city has been
constructed since
1980. Barely 1 in 10
housing units in the
city predates the
1960s.
Note: The affordability ratio is the median home value divided by the median household income. The "ratio" equates the home price to raw earning potential
(expressed in years of gross income needed to pay for the home) The lower the number, the more affordable the housing. Median household income for the 9-
county region is an average of the counties weighted by the number of households. Median home prices in each county are weighted by the number of occupied
housing units to estimate the 9-county median.
Source: U.S. Census Bureau (American Community Survey, 2009).
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 82
APPENDICES
INCOME & HOUSING
FIGURE 17: DISTRIBUTION OF HOUSEHOLD INCOME
Share of total households by income level
Income distribution in the
City of Fort Collins closely
parallels the national
average. The main
difference is that Fort
Collins has a bulge of
households in the
$15,000-$25,000 range.
This bulge is likely to be
attributable to a high rate
of part-time employment
associated with the
college-age population.
Source: U.S. Census Bureau (American Community Survey, 2009).
ATTACHMENT 1
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APPENDICES
INCOME & HOUSING
FIGURE 18: HOUSING AFFORDABILITY RATIOS
The easy rule-of-thumb for measuring
housing affordability is the ratio of median
home price to median household income.
This ratio is essentially the number of years
a typical household would need to pay for a
median-priced housing unit if, in theory,
100% of income were applied to the
principal until it was paid off. The lower the
ratio, the more affordable the housing.
Fort Collins' affordability index (4.9) exceeds
the national average by a wider margin than
either the state or the county. A large
student population keeps the city's median
income relatively low so this drives up the
affordability ratio, at least on paper. It's
important to note that most students in this
city are renters, so real affordability for
permanent residents may actually be better
than the data seem to suggest.
Note: Bubble sizes reflect relative affordability: Fort Collins (4.9), Larimer County (4.5), Colorado (4.3), US average (3.7).
Source: U.S. Census Bureau.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
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APPENDICES
INCOME & HOUSING
FIGURE 19: CONSUMER SPENDING IN FORT COLLINS RELATIVE TO THE US
Extremes reflect age demographics of a college town
US average = 100 for each spending
category
ESRI developed metrics based on Census
Bureau data to estimate consumer spending
rates for various types of household
consumption.
In the City of Fort Collins, the patterns are
straightforward. The presence of CSU drives up
household spending rates for education and
computer equipment.
The city's young student population tends to be
healthy and not yet thinking about retirement, a
professional wardrobe, or furnishing a new
home, so consumer spending is relatively low in
these categories.
Source: ESRI; US Bureau of Labor Statistics, Consumer Expenditure Surveys.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
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APPENDICES
ECONOMY
FIGURE 20: AVERAGE ANNUAL UNEMPLOYMENT RATE, 1990-2011 (%)
Latest 2011 unemployment rate relative to the historical 2-decade range
Unemployment rates nationwide
rose to record highs during the
recent recession and have since
inched along toward gradual
improvement.
In the city of Fort Collins, the overall
historical range of unemployment as
well as the current rate tend to be
slightly higher than Larimer County
overall. Some of this is inevitable
due to the transient dynamics of a
college-age population. Whatever
the nuances may be between the
city and the county, the city is
nevertheless in slightly better shape
than either the US or the Colorado
state average.
Note: Because seasonal adjustment is not available for all jurisdictions, none of the rates shown (including comparables) are seasonally adjusted.
Source: U.S. Bureau of Labor Statistics, CPS (US rate) and LAUS (state & county rates).
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 86
APPENDICES
ECONOMY
FIGURE 21: UNEMPLOYMENT RATES COMPARED
City's business cycle has converged more with the US since the tech bust
12-month moving average of the
seasonally unadjusted jobless rates
To put the city's unemployment rate in context, we
look back over the past 20 years.
The city's unemployment rate hit record lows during
the 1990s and never quite regained that edge
during the next decade.
Source: U.S. Bureau of Labor Statistics, LAUS (state & county rates).
ATTACHMENT 1
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TIP Strategies, Inc. Theory Into Practice 87
APPENDICES
ECONOMY
FIGURE 22: THE UNEMPLOYMENT ROLLS
Unemployment trends of Fort Collins residents over the past three years
Monthly unemployment
numbers are not seasonally
adjusted, so they can only be
compared to the same month in
the previous year.
The recent recession has been one of
the most severe in recent memory. This
is true in the US as well as in the City of
Fort Collins.
From mid-2008 to mid-2009, the city's
unemployment rolls doubled. Since
then, total unemployment has floated
seasonally between 6,500 and 8,000.
On a rolling 12-month basis, one is able
to tease out incremental improvements
in the monthly data, but this positive
trend is weak and is still hard to see in
the raw monthly numbers.
Note: LAUS survey data reflect local household employment, i.e., the job status of employed residents. This is not the same as the local job base.
Source: U.S. Bureau of Labor Statistics, LAUS program.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 88
APPENDICES
ECONOMY
FIGURE 23: ALLOCATION OF THE LOCAL PROPERTY TAX IN RECENT YEARS
Millage rates of overlapping governments; total rate applicable to most properties within the city
Millage rates
expressed in one-
thousandths. The
total mill levy of
86.488 in 2010 equals
about 86 cents per
$100 valuation.
The city's mill levy of 9.797
has remained steady for
more than a decade, even
as the tax rates applied by
other governmental units
have fluctuated.
Source: City of Fort Collins, 2011-2012 Biennial Budget; Larimer County Assessor's Office.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
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APPENDICES
ECONOMY
FIGURE 24: MUNICIPAL PROPERTY TAX BASE
Growing much faster than population on a per-resident basis
Despite a steady mill levy, the
city's rising property values
have raised the size of the tax
base in total as well as on a
per-resident basis.
The growth of the tax base on
a per-resident basis is
particularly important. Over
the decade, the property tax
base, as measured on a per-
resident basis, grew twice as
fast as the city's population.
Source: Colorado Division of Local Government, Colorado State Data Center (population); City of Fort Collins, 2011-2012 Biennial Budget; Larimer County
Assessor's Office (property data).
2000 █████████████████████
2001 ██████████████████████████
2002 ███████████████████████████
2003 ███████████████████████████████
2004 ████████████████████████████████
2005 ███████████████████████████████████
2006 ████████████████████████████████████
2007 ███████████████████████████████████████
2008 ████████████████████████████████████████
2009 █████████████████████████████████████████
2010 ██████████████████████████████████████████
2000 █████████████████████████
2001 ████████████████████████████
2002 █████████████████████████████
2003 ██████████████████████████████████
2004 ██████████████████████████████████
2005 ████████████████████████████████████
2006 █████████████████████████████████████
2007 ███████████████████████████████████████
2008 ███████████████████████████████████████
2009 ████████████████████████████████████████
2010 ████████████████████████████████████████
$7.47
$8.97
$9.32
$12.57
$13.60
$62,928
$72,152
$73,345
$85,387
$86,200
$92,297
$13.91
City's estimated taxable property value
Total in US$ billions
City's estimated taxable property value
On a per-resident basis
$14.35
$14.52
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 90
APPENDICES
ECONOMY
FIGURE 25: THE MAJOR SOURCES OF THE CITY’S REVENUE
Combined sales and use taxes far outweigh property taxes as a revenue source)
Total annual levies and
collections since 1999
(US$ millions)
The revenue gains the city
enjoyed from rising property
values were only a small part
of the overall revenue stream.
The city actually draws much
more of its revenues from
sales and use taxes.
Source: City of Fort Collins, 2011-2012 Biennial Budget; Larimer County Assessor's Office.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 91
APPENDICES
ECONOMY
FIGURE 26: ALLOCATION OF THE LOCAL SALES AND USE TAX IN RECENT YEARS
While the city's mill levy rate
has held steady, the city's
sales and use rate rose by
0.85% beginning January 1,
2011.
The increase was approved
by voters in a November
2010 election. The 0.85%
incremental increase will
sunset at the end of 2020
unless it is reauthorized by
voters.
Source: City of Fort Collins, 2011-2012 Biennial Budget.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 92
APPENDICES
ECONOMY
FIGURE 27: MUNICIPAL SALES AND USE TAX BASE
Not keeping up with population on a per resident basis
While the bulk of the city's
revenues come from the sales
& use tax, this tax base has
grown much more slowly than
the property tax base over the
past decade. While taxable
sales increased in total terms
between 2000 and 2010, this
base barely grew when
measured on a per-resident
basis.
For every 100 residents in
2000, the city added an
additional 20 newcomers over
the course of the decade,
which puts an obvious strain
on service delivery. For every
$100 of taxable sales per
resident in 2000, the city had
$101 by 2010.
Source: Colorado Division of Local Government, Colorado State Data Center (population); City of Fort Collins, 2011-2012 Biennial Budget (sales & use tax data).
2000 ███████████████████████████████████
2001 ███████████████████████████████████████
2002 ███████████████████████████████████████
2003 ███████████████████████████████████████
2004 ████████████████████████████████████████
2005 █████████████████████████████████████████
2006 ████████████████████████████████████████████
2007 ████████████████████████████████████████████
2008 ████████████████████████████████████████████
2009 ██████████████████████████████████████████
2010 ███████████████████████████████████████████
2000 ███████████████████████████████████████████
2001 █████████████████████████████████████████████
2002 ████████████████████████████████████████████
2003 ███████████████████████████████████████████
2004 ████████████████████████████████████████████
2005 ████████████████████████████████████████████
2006 ██████████████████████████████████████████████
2007 ██████████████████████████████████████████████
2008 █████████████████████████████████████████████
2009 ██████████████████████████████████████████
2010 ███████████████████████████████████████████
City's estimated sales & use tax base
On a per-resident basis
City's estimated sales & use tax base
Total in US$ billions
$1.80
$1.98
$1.97
$1.97
$2.02
$2.07
$2.21
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 93
APPENDICES
ECONOMY
FIGURE 28: MUNICIPAL DEBT BURDEN – SIGNIFICANT IMPROVEMENTS ON A PER RESIDENT BASIS
For a fast-growing city, Fort
Collins enjoys a surprisingly
lighter debt burden today than
it did a decade ago. The city's
debt peaked at $213 million in
2004.
In 2010, the city's overall debt
was lower than in 2000. On a
per-resident basis, the debt
burden fell even faster from
$1584 per resident in 2000 to
just $1243 per resident in
2010.
Source: Colorado Division of Local Government, Colorado State Data Center (population); City of Fort Collins, 2011-2012 Biennial Budget (outstanding debt).
2000 █████████████████████████████████████
2001 █████████████████████████████████████
2002 █████████████████████████████████████
2003 ██████████████████████████████████
2004 ██████████████████████████████████████████
2005 ███████████████████████████████████████
2006 ████████████████████████████████████
2007 █████████████████████████████████
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2010 ███████████████████████████████████
2000 █████████████████████████████████████████████
2001 ██████████████████████████████████████████
2002 █████████████████████████████████████████
2003 ██████████████████████████████████████
2004 ██████████████████████████████████████████████
2005 ██████████████████████████████████████████
2006 ██████████████████████████████████████
2007 ██████████████████████████████████
2008 █████████████████████████████████
2009 ██████████████████████████████████
2010 ███████████████████████████████████
City's outstanding debt
On a per-resident basis
City's outstanding debt
Total in US$ millions
$188
$187
$185
$172
$213
$198
$183
$167
$164
$172
$179
$1,584
$1,505
$1,456
$1,338
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 94
APPENDICES
ECONOMY
FIGURE 29: VENTURE CAPITAL INVESTMENTS IN COLORADO
Quarterly VC investment volumes for the state of Colorado by industry, 1995Q1 to 2011Q1
Source: ThomsonReuters; PricewaterhouseCoopers Moneytree.
Bubbles sizes reflect the relative dollar value of investments by industry and by quarter
The tech boom of the late 1990s brought a wave of venture capital investment into Colorado, especially in telecom, media, network hardware, and software. A decade
later, investments in telecom, media, and network hardware are few and far between, but software has continued to pull in a steady stream of capital from one quarter
to the next, through both recessions and booms.
In recent years, Colorado's energy and biotech activities have caught the attention of investors. Venture capital now flows into these sectors as well.
Industrial/Energy
Biotech
Software
Financial Services
IT Services
Electronics/Instrumentation
Retailing/Distribution
Medical Devices & Equipment
Computers & Peripherals
Netw orking & Equipment
Media & Enertainment
Semiconductors
Consumer Products & Services
Business Products & Services
Telecommunication
Healthcare Services
1995 Q1… …2011 Q1
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 95
APPENDICES
ECONOMY
FIGURE 30: START-UP & EARLY STAGE VC INVESTMENTS IN COLORADO
Start-ups and early stage firms a share (%) of total VC investment volume and total VC deals
As the tech boom of the late 1990s
unraveled, venture capital investors
funneled less capital into risky start-ups and
early stage companies, preferring instead to
focus on more mature investments with
better risk/return profiles.
By 2006, Colorado's venture capital
investments began to shift once again
toward start-ups and early-stage
companies. Even during the recent
recession, capital has continued to flow into
young companies at a higher rate than in
the first half of the 2000s. Over the past
year, at least half of the VC deals completed
in Colorado have involved start-up or early-
stage companies.
Source: ThomsonReuters; PricewaterhouseCoopers Moneytree.
0%
10%
20%
30%
40%
50%
60%
1995 Q4
1996 Q4
1997 Q4
1998 Q4
1999 Q4
2000 Q4
2001 Q4
2002 Q4
2003 Q4
2004 Q4
2005 Q4
2006 Q4
2007 Q4
2008 Q4
2009 Q4
2010 Q4
Share of total $ volume Share of total completed deals
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APPENDICES
ECONOMY
FIGURE 31: THE JOB BASE IN THE FORT COLLINS MSA
Two years of setback but stronger growth in the decade ahead
Job losses in the current recession have pushed the MSA's employment base
in 2010 back down to the levels last seen in mid-2006.
EMSI's most recent forecast for the MSA shows employment growth re-igniting
in 2012 and then resuming a strong upward trajectory once again
Source: EMSI Complete Employment - 2011.2.
.
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ECONOMY
FIGURE 32: JOB BASE BY INDUSTRY SECTOR IN THE FORT COLLINS MSA, 2010
In most urban economies, three sectors typically lead
the job market in overall terms—retail trade,
healthcare, and government. Because the government
sector as measured by EMSI encompasses all public
education, including CSU, it leads the MSA's economy
as the largest employer.
It is the next tier of sectors (after these first three) that
often tells us much about a local economy. In some
MSAs, it is manufacturing or transportation/
warehousing that ranks high. In boom years, it is
sometimes construction. In Fort Collins today, the
driver here is professional services.
Source: EMSI Complete Employment - 2011.2.
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ECONOMY
FIGURE 33: JOB GROWTH BY INDUSTRY SECTOR IN THE FORT COLLINS MSA
This chart compares the MSA's four years of job
growth (2003 through 2006) with the subsequent four
years when growth was slower or falling (2007
through 2010).
On a sector-by-sector basis, it was professional
services that drove the economy forward before the
recession hit. Since 2007, this sector has held
relatively flat.
Healthcare has proven highly resilient through the
downturn, and a few smaller sectors, including
finance/insurance.
The brunt of job losses have been absorbed in the
manufacturing and construction sectors. Retail trade
has also taken a hit.
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APPENDICES
Source: EMSI Complete Employment - 2011.2.
ECONOMY
FIGURE 34: FORT COLLINS MSA INDUSTRY STRENGTHS RELATIVE TO THE US
Location quotient (LQ) analysis
US average for each industry = 1.00
Regional strength > 1.25
Regional weakness <0.75
The property and leasing sector has a high location quotient
but this may be due to the presence of CSU which has the
potential to generate above-average rental unit turnover.
More interesting among the LQs is the high rank of the
professional services sector.
Source: EMSI Complete Employment - 2011.2.
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ECONOMY
FIGURE 35: INDUSTRY SECTOR STRENGTHS RELATIVE TO THE US
Location quotients for the Fort Collins MSA at the 5-digit NAICS level. Based on industries that employed at least 400 workers in the
MSA (Larimer County) in 2010.
Note: NAICS code 334119 (Other Computer Peripheral Equipment Manufacturing) did not employ 400 in 2010, but because its losses since 2001 have been so severe, it was added back into\
the analysis for
reference purposes.
Source: EMSI Complete Employment - 2011.2.
Locaton quotitent descriptions: extremely high (> 3.00)
above average (>1.25)
average (between 0.75 and 1.25)
below average (<0.75)
Net Chg
Since 2001
Broad sector 3-digit code & description LQ Jobs
Avg.
Earnings
No. of
Estabs.
Net Job
Gain (Loss)
Manufacturing 312120 Breweries 32.65 921 $71,574 5 +265
Manufacturing 333618 Other Engine Equipment Manufacturing 27.68 1,208 $61,184 2 +307
Manufacturing 334516 Analytical Laboratory Instrument Manufacturing 20.88 721 $66,132 5 +175
Manufacturing 334515 Instrument Manufacturing for Measuring and Testing Electricity and Electrical Signals 15.26 702 $137,805 10 -1,924
Manufacturing 334111 Electronic Computer Manufacturing 9.52 938 n/a n/a -409
Manufacturing 334418 Printed Circuit Assembly (Electronic Assembly) Manufacturing 9.10 494 $82,852 5 -497
Construction 238122 Nonresidential structural steel and precast concrete contractors 7.65 554 $53,801 8 +201
Administrative services 561422 Telemarketing Bureaus and Other Contact Centers 4.42 1,919 $19,755 17 +1,811
Information & media 511120 Periodical Publishers 4.01 712 $45,177 21 -17
Professional & technical services 541712 Research and Development in the Physical, Engineering, and Life Sciences (except Biotechnology) 3.50 1,752 $121,444 32 +1,488
Professional & technical services 541620 Environmental Consulting Services 2.76 406 $44,241 50 +141
Healthcare & social assistance 622310 Specialty (except Psychiatric and Substance Abuse) Hospitals 2.64 580 $80,892 1 +580
Property sales & leasing 531190 Lessors of Other Real Estate Property 2.63 575 $41,696 18 +168
Finance & insurance 523910 Miscellaneous Intermediation 2.51 1,007 $24,464 16 +746
Healthcare & social assistance 621399 Offices of All Other Miscellaneous Health Practitioners 2.49 851 $22,151 58 +417
Manufacturing 334413 Semiconductor and Related Device Manufacturing 2.42 481 $91,981 5 +188
Professional & technical services 541940 Veterinary Services 2.38 830 $25,925 75 +156
Property sales & leasing 531130 Lessors of Miniw arehouses and Self-Storage Units 2.34 870 $28,001 23 +446
Construction 238312 Nonresidential drywall contractors 2.18 464 $38,175 9 -70
Retail trade 451110 Sporting Goods Stores 2.09 635 $17,687 62 +56
Government (incl. public ed.) 920000 State government 2.01 11,613 $38,864 21 +438
Professional & technical services 541330 Engineering Services 1.86 2,017 $61,728 202 +28
Arts, entertainment, & recreation 713990 All Other Amusement and Recreation Industries 1.85 481 $13,836 35 +15
Construction 238321 Residential painting contractors 1.81 522 $20,714 68 -70
Retail trade 453310 Used Merchandise Stores 1.81 499 $14,936 26 +114
Construction 238991 All other residential trade contractors 1.80 579 $16,943 45 -1
Retail trade 452910 Warehouse Clubs and Supercenters 1.76 2,206 $22,523 7 +1,639
Retail trade 454390 Other Direct Selling Establishments 1.76 2,042 $5,616 23 +195
Construction 238222 Nonresidential plumbing and HVAC contractors 1.76 1,008 $53,251 36 +70
Professional & technical services 541990 All Other Professional, Scientific, and Technical Services 1.74 2,055 $32,411 90 -422
Administrative services 561990 All Other Support Services 1.69 511 $45,357 39 -245
Property sales & leasing 531311 Residential Property Managers 1.67 1,037 $17,811 69 +440
Property sales & leasing 531120 Lessors of Nonresidential Buildings (except Miniw arehouses) 1.65 1,192 $30,894 32 +431
Arts, entertainment, & recreation 711510 Independent Artists, Writers, and Performers 1.63 1,928 $13,029 47 +347
Oil, gas, & mining 211111 Crude Petroleum and Natural Gas Extraction 1.63 1,370 $60,141 10 +840
Arts, entertainment, & recreation 713940 Fitness and Recreational Sports Centers 1.59 1,158 $9,420 44 +444
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APPENDICES
WORKFORCE
FIGURE 36: TWO SCENARIOS OF JOB PERFORMANCE: NATIONAL TRENDS VS. LOCAL TRENDS
Employment growth history (2002-2010) and forecast (2011-2021)
Dark shading represents
the local median; yellow
bar represents the national
range between the 10th
and 90th percentiles.
Job growth in the MSA over the
past decade outperformed the
national average in most years.
The MSA's recovery is a little slow,
but EMSI forecasts job
performance here to pull ahead of
the US average in 2012, then
regress back toward national
trends.
Source: EMSI Complete Employment - 2011.2.
-5%
-4%
-3%
-2%
-1%
+0%
+1%
+2%
+3%
+4%
+5%
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
MSA US
forecast
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APPENDICES
WORKFORCE
FIGURE 37: MEDIAN HOURLY WAGE RATE BY OCCUPATIONAL GROUP
MSA median wage presented in the context of the national wage range
Circle represents the county median; line
represents the national range between the 10th
and 90th percentiles
Skilled workers in the Fort Collins MSA draw higher salaries
than other occupational groups. Engineers, computer
scientists, healthcare professionals, attorneys, educators,
scientists, and managers command the MSA's highest
median wages.
At the other end of the spectrum, support workers in food
services and property maintenance earn median wages that
skirt just above the minimum wage.
Engineering professionals are by far the MSA’s best paid
occupational group.
Source: EMSI Complete Employment - 2011.2.
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WORKFORCE
FIGURE 38: FORT COLLINS MSA'S 2010 JOB BASE BY OCCUPATIONAL GROUP
More than one-quarter of the MSA's workers are employed in
occupations that involve sales or office administration. This is
not an unusual occupational pattern in an urban county.
Even though the MSA has a high LQ for professional services,
it's notable that the occupational groups that contribute to this
sector -- computer specialists, engineers, scientists -- each
provide only about 4,000 to 5,000 jobs in the MSA. These are
relatively small numbers compared to, say, food service
workers who number 13,000.
Source: EMSI Complete Employment - 2011.2.
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WORKFORCE
FIGURE 39: FORT COLLINS MSA'S OCCUPATIONAL GROUP CONCENTRATIONS
Industries by row; occupations in columns
Location quotient (LQ) analysis
US average for each industry = 1.00
Regional strength > 1.25
Regional weakness <0.75
Even though the MSA supports fewer than
4,000 science-related jobs and 5,000
engineering-related jobs, these occupational
groups are large enough to generate relatively
high location quotients.
Source: EMSI Complete Employment - 2011.2.
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WORKFORCE
FIGURE 40: FORT COLLINS MSA'S OCCUPATIONAL JOB TRENDS, 2007 THROUGH 2010
A wide gap in the types of jobs gained and lost
The MSA's job performance over
the past four years has differed
sharply across occupational groups.
Blue-collar jobs in construction,
production, and transportation have
suffered relatively heavy losses.
Other occupations have held up well
during tough times. Jobs in
business, healthcare, management,
education, and computers have
turned in gains over at least three of
the past four years (if not all four).
Source: EMSI Complete Employment - 2011.2.
3-year
Net
Change
+1,771
+1,484
+1,019
+885
+757
+604
+588
+548
+505
+391
+317
+309
+265
+115
+82
+76
+2
-67
-274
-277
-686
-1,176
-2,877
Source: EMSI Complete Employment - 2011.2
-3,000
-2,500
-2,000
-1,500
-1,000
-500
+0
+500
+1,000
+1,500
+2,000
Construction & extraction
Production
Transportation & material moving
DRAFT – City of Fort Collins, CO
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APPENDICES
WORKFORCE
FIGURE 41: EDUCATIONAL ATTAINMENT INDICATES STRONG LOCAL SKILLS AVAILABILITY
Highest level of education achieved by the population age 25 or older
Educational attainment
levels in the Fort Collins
MSA are well beyond the
state and national
averages. Some 41% of
the MSA's adult residence
have a 4-year degree or
higher. In the City of Fort
Collins itself the
attainment rate is 49%.
Source: U.S. Census Bureau (American Community Survey, 2009).
no high school diploma
high school diploma or GED
some college but less than a 4-year degree
bachelor's degree or higher
USA Colorado Fort Collins City of
MSA Fort Collins
15%
28%
29%
28%
11%
23%
31%
36%
7%
20%
32%
41%
6%
15%
30%
49%
compare to next
exhibit
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On-the-job training or previous experience
Vocational or 2-year degree
4-year degree or higher
2001 2011 2021
25%
65% 9%
27%
62% 11%
28%
12%
60%
WORKFORCE
FIGURE 42: …YET THE JOB BASE IN THE MSA IMPLIES WEAK DEMAND FOR SKILLS…
The threshold skill level required of the MSA's existing job base
While the MSA's educational attainment rates are outstanding, the
job base is a bit perplexing. According to the American
Community Survey, 41% of the MSA's adults age 25 or older hold
a 4-year degree or more. Yet an occupational analysis of all the
current jobs in the entire MSA in 2011 shows that only 27% require
a 4-year degree.
Part of this discrepancy can be explained by the mismatched data
sources themselves. Educational attainment includes residents of
the MSA age 25 or older, regardless of place of employment. The
graph above represents the MSA's total job base (including part-
time work and work held by those under the age of 25 or those
living outside the MSA). This helps explain part of the data
discrepancy, but certainly not all.
Source: EMSI Complete Employment - 2011.2.
On-the-job training or previous experience
Vocational or 2-year degree
4-year degree or higher
2001 2011 2021
25%
65% 9%
27%
62% 11%
28%
12%
60%
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WORKFORCE
FIGURE 43: …EVEN THOUGH SOME EMPLOYERS STRUGGLE TO FIND THE SKILLS THEY NEED-
147 H1B applications were filed in the City of Fort Collins in FY 2010
Source: US Department of Labor, Office of Foreign Labor Certification.
Yet even if Fort Collins suffers from underemployment of existing residents, a few employers still struggle to find the skills they need. In FY 2010, employers seeking to
fill vacancies within the City of Fort Collins filed 147 applications for H1B visas for their employees. About 4 of every 5 applications were approved. Most were in fields
relating to computers, science, or education. CSU filed the most applications (which includes things like post-doc work) but many of these H1B applications came from
high tech companies looking to fill local jobs.
Colorado State University
Advanced Energy Industries
Certified Avago Technologies US
Denied certification Advanced Micro Devices; Centers for Disease Control & Prevention DHHS;
Withdrawn before certification Larsen & Toubro; Palladius
Certified but later withdrawn USDA Agricultural Research Service; Wipro
Cherokee Services Group; LSI Corp; New Century Software; Pacesetter
International
Apolent Corp; Fujitsu America; HP Enterprise Services; Intellectual
Business Resolutions; International Technology Solutions; JSMN
International; Object Technology Solutions; One Tribe Creative; Otterbox
FCDC; Pelco; Poudre School District; Rocky Mountain Bird Observatory;
SRM Technologies
Acnovate Corp; AT&T; Ayres Associates; Beckman Coulter; Broadcom
Corp; Cambridge Healthcare; Columbus Technologies & Services; Cyber
Sphere; DGN Technologies; ESC Engineering; Front Range Community
Computer & mathematical science ████████████████████████████ College; Hew lett Packard Company; Mindlance; New Belgium Brewing
Life, physical, & social science ████████████████ Company; Nexlink Systems; Punatar; Software Specialists; Sogeti USA
Architecture & engineering ████████████ ESAB Group; Tollmar; Turning Point Center for Youth & Family Development;
Education, training, & library █████ Vedi Technologies; V-Soft Consulting Group; Zeninfotech
Management ███
Business & financial operations ███
Arts, design, & media ██
Healthcare (technical) █
Community & social services █
Sales
5
3
2
1
4
38
7
6
H1B applications by occupational group
56
32
25
10
7
6
5
3
2
1
H1B applications by approval status H1B applications by employer
81%
10%
7%
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APPENDICES
APPENDIX B: SUMMARY OF PUBLIC INPUT
Interviewees and Focus Group Participants
Ajay Menon, CSU, College of Business Dr. Joe Giles, MicroRx Kelly Peters, NCEDC
Ali Shore, Poudre School District Dr. Morgan DeFort, Engines & Energy Conversion Laboratory Kevin Cory, Vestas
Andrew Dorsey, Front Range Community College Dr. Terry Opgenorth, NeoTREX Laurie Hansen, Intel
Ann Hutchinson, Fort Collins Area Chamber Emily Wilmsen, Public Relations Lynn Vosler, Front Range Community College
Anne Lance, Teaching Tree Early Childhood Education Gordan Thibedeau, United Way Mark Kollar, St. Renatus
Audrey Russell, Spirae Guy Babbitt, CETIC Mark Wdowik, CSURF, CSU Management Corp.
Beth Flowers, Beet Street Hill Grimmet, Be Local Matt Robenault, DDA
Brian Fabrizio, New York Life Jamie Grim, Fort Collins Area Chamber Nathan Klein
Brian Janonis, Utilities Jeff Throckmorton, CWIC Peter Byrne, Crashboxx Telematics
Carla Starck, Small Business Development Center Jill Shoemaker, St. Renatus Phyllis Abt, Front Range Community College
Casey Brunson, CSU Jim Clark, Convention & Visitor Bureau Rick Hausman, Benchmark Realty
Clint Skutchan, Fort Collins Board of Realtors Jim Palmer Rulon Stacy, PVHS
Constance O’Brian, KIRA Joe Bixler, Ranchway Feeds Ryan Shaffer
Cristin Keohan, Advanced Regenerative Therapies John Long, ZeroHero Events Ryan Speir, RMI
Curt Richardson, Otterbox Judy Dorsey, CCEC Steve Dush, CDNS
Dan Garvin, Colorado Iron & Metal Julie Brewen, Fort Collins Housing Authority Steve Wooley, Avago
Darrin Osborn, Fort Collins Marriott Justin Discoe, Sprig Toys Stu McMillen
David May, Fort Collins Area Chamber of Commerce Kate Hagdorn, The Neenan Company Tim Reeser, Cenergy
Don Boxley, DH2i Company Kathy Dotson, Larimer County Workforce Center Todd Headley, CSURF, Tech Transfer
Dr. Joe Giles, CSU, Research Innovation Center Kelly DiMartino & Kim Newcomer, CPIO Torsten Eckstein, Eckstein Diagnostics, Inc.
Public Input Summary
The partnership between Colorado State University and the City of Fort Collins is particularly strong and CSU’s commitment to the economic health of Fort
Collins is a huge asset to the community.
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The city is providing much needed and much appreciated support for entrepreneurs and for redevelopment through RMI and the economic development
toolbox, but many individuals and businesses are not aware of the services available. Most businesses, of all sizes, felt well-supported and encouraged by
the city’s Economic Health Department and other city staff. Some large employers, businesses, and developers, however, do not perceive Fort Collins to be
business-friendly in comparison to other communities where they have locations. Some feel over-burdened by city regulations, which often add significantly
to development and expansion costs (they do not disagree with the intent of the regulations but note that unintended side effects of regulations are not
evaluated regularly). Other business feel the length of time the city council takes to review and make decisions on development issues adds to the
unpredictability of the development review process and adds to their development costs.
Talent, both young and entrepreneurial, is naturally attracted to Fort Collins. Employers generally do not have problems finding the talent they need, with
the exception of certain engineering and technical occupations (which face nation-wide shortages). Entrepreneurs find the local capital network to be closed
and unstructured while job-seeking talent find the local labor network closed and inaccessible.
The Fort Collins’ innovation ecosystem produces great ideas and many start-ups. Retaining those start-ups appears to be a challenge. Reasons include
access to capital, executive-level talent, and suitable sites and buildings.
Fort Collins has a strong network of public sector and non-profit organizations whose mission and activities contribute to the economic health of the
community. Yet there is little coordination of these activities as they pertain to economic health.
The City of Fort Collins is an active participant in partnerships with CSU, other public sector entities, and the private sector that support innovative projects
that promote sustainability and better resource management.
The City of Fort Collins does not actively recruit or attract companies to the community. However, many brokers, developers, and land-owners are actively
marketing Fort Collins to recruit tenants to Fort Collins.
Fort Collins is a strong regional center. Though its strength as a retail hub has eroded recently, it is still a major entertainment center, attracting residents of
Loveland, Greeley, Windsor, and Cheyenne – particularly young professionals.
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Opportunity Workshop Participants
Christina Vincent, City of Fort Collins Megan Bolin, City of Fort Collins
David May, Fort Collins Chamber of Commerce Rocky Scott, Woodward
Guy Babbit, Czero Ryan Speir, RMI
Joni Friedman, Larimer County Workforce Center Steve Wooley, Avago
Josh Birks, City of Fort Collins Todd Headley, CSURF
Kathy Dotson, Larimer County Workforce Center
In September, we held a workshop with stakeholders to discuss the primary opportunities for Fort Collins. The opportunities that came out of this workshop are listed
below:
Innovation Ecosystem & Economy
- Advanced manufacturing facility for prototyping and early stage production
- Relationship map to connect entrepreneurs with Fort Collins capital and technical know-how
- CSURF – College of Business Innovation Lab
- Partnership with ACE project
- Conference strategy tied with economic health goals
Talent Management
- Workforce development / education “guru” for strategic engagement of business community
- High school internship program
- Mechanism to engage 1099ers
- Worker readiness
- Leveraging CSU Alumni network
Community Assets & Infrastructure
- Deeper understanding of data, metrics, benchmarks, & best practices
- Prospect tech park
- Downtown conference center & entrepreneurial village as a system of “third places”
- Interaction with river
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APPENDICES
Austin Visit Attendees & Outcomes
Bruce Hendee, City of Fort Collins Mike Freeman, CSURF
Bryan Willson, CSU, Engines & Energy Conversion Lab Tim Reeser, CSU Ventures, Cenergy
Darin Atteberry, City of Fort Collins Todd Headley, CSU Ventures, Technology Transfer
Dawn DeTienne, CSU, College of Business Wade Troxell, CSU and City of Fort Collins
Josh Birks, City of Fort Collins
A delegation from Fort Collins travelled to Austin in October 2011 to meet with peers and peer organizations in Austin to explore themes of entrepreneurship, innovation,
business retention and expansion, technology commercialization and transfer, and industry cluster development. At the end of the trip, the group held a debriefing and
brainstorm to distill and refine the “big ideas” for Fort Collins’ Economic Health Strategic Plan (EHSP). The following ideas were what came out of this exercise:
RMI as an innovation hub, acting as the connective tissue in the innovation ecosystem
Formalizing the City of Fort Collins’ relationships with service providers to enhance the coordination of a city-wide economic health initiative
Research consortia as a means to growing emerging industry clusters
Mechanisms for building a more robust capital network to support entrepreneurs
A hotel / conference center in partnership with CSU
Increasing CSU’s (in particular the College of Business) roll in business formation
Draft Plan – Feedback and Revisions
A draft plan was presented to the City in December 2011. The plan has been presented to and reviewed by the following groups:
City Staff – December 2011 – January 2012
City Council – December 2011
Economic Advisory Commission – December 2011
Stakeholder Workshop – December 2011
Public Open House – February 2012 (35 attendees)
As a result of this input, the plan was restructured. Certain recommendations were added and some were moved to different objectives. The core of the plan still remains
the ideas generated from the Austin Visit and the Opportunity Workshop.
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APPENDICES
APPENDIX C: BENCHMARK RESEARCH
As part of the planning process, TIP Strategies identified peer communities to benchmark economic development programs. The peers chosen were:
Charlottesville, Virginia;
Gainesville, Florida;
Corvallis, Oregon; and
Ann Arbor, Michigan.
These peers were chosen because of they share common attributes with Fort Collins. Below is a summary of these characteristics:
Fort Collins, CO Ann Arbor, MI Charlottesville, VA Corvallis, OR Gainesville, FL
Population1 299,630 344,791 201,559 202,251 264,275
University (Ranking2) Colorado State
University (#128)
University of
Michigan (#28)
University of Virginia
(#25)
Oregon State
University (#138)
University of Florida
(#58)
Distance of Major Airport 70 mi to DIA 27 mi to DTW 78 mi to RIC 90 mi to PDX 80 mi to JAX
Scenic Appeal / Outdoor Recreation
Culture Values Sustainability, Arts, Quality of Life
Actively Support Entrepreneurship / Innovation
Family Friendly / Not a Retiree Destination
Federal Labs or Research Centers
Boutique Industries Microbreweries Vineyards,
Microbreweries
Vineyards
1 2010 US Census, Total Population County for MSA. Corvallis includes Albany-Lebanon Micropolitan Area.
2 2011 US News and World Report Rankings
For each peer, TIP conducted an interview with the primary economic developer of the community. On the following pages, a profile of each peer is presented along with
a summary of each economic development organization’s best practices, according to the interviewee.
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Charlottesville, Virginia
Web Site: http://www.charlottesville.org/Index.aspx?page=26
What is the primary focus of the city's economic development program (e.g. BRE, attraction, economic gardening, cluster development, etc)?
The small office is broadly focused, but has paid special attention to workforce, small business/entrepreneurship assistance and technology for about the past
decade. The city has done some work on sustainability, facilitating a series of workshops for local businesses, including a recent one on how to reduce energy usage
and costs.
How many people are on staff in the city's economic development department (or equivalent)?
The office has four staff, including a director, assistant director, economic development specialist and office administrator. The office also coordinates and
administers the functions of the Charlottesville Industrial Development Authority, which issues revenue bonds and assists with front end capital for projects.
What is the budget?
The budget for the office is approximately $597,000 in general funds.
What are the primary economic development programs / initiatives the department funds?
The budget covers staff salaries and smaller programs. However, the city has a separate strategic initiatives fund for road projects or other business development
infrastructure projects that need gap funding. The amount in the fund varies, but it currently has about $1.5 million and gets replenished through the CIP process.
Is there also a chamber and/or economic development corporation that is active in economic development?
There are several other economic development organizations in the area including the Charlottesville Regional Chamber of Commerce and the Thomas Jefferson
Partnership for Economic Development (regional umbrella group for Charlottesville and 8 surrounding counties that among other things hosts the region’s small
business development center).
What is the program or initiative that has had the greatest success over the past 5 years?
A few years ago, the city launched a successful shop local program called “Shop Charlottesville.” Another successful partnership is the city-wide, technology zones
that enable tech-based companies to receive reduction in their business professional occupancy license tax.
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How does the city partner with the University in terms of economic development, including innovation and entrepreneurship?
The University of Virginia had a change in leadership about two years ago and has reorganized and created an office of commercialization and innovation
partnerships. The university is reportedly trying harder to engage the external community and has also recently established a new office of economic development.
The city now holds informal meetings with the university’s chief economic development person on a regular basis.
There is an incubator located downtown that received financial support from the city and is housed in a city building.
Does the city have any programs to promote entrepreneurship and innovation? If so, what makes their program(s) successful and what poses the greatest
challenges?
The incubator is one of their main programs to promote entrepreneurship and innovation in Charlottesville. The main challenge has been that it was started with
minimal resources and it doesn’t have a permanent staff (it has a volunteer executive director), which makes it difficult to engage in marketing and other activities.
Does the city have any programs specifically aimed at engaging the student body of the University?
There is a group at the University of Virginia called the “E society” made up of undergraduates interested in entrepreneurial activities. The city often partners with this
group for different events, often with the local technology council, which is called the Charlottesville Business Innovation Council.
The University of Virginia’s Darden School of Business operates a Center for Entrepreneurial Leadership.
The Charlottesville Business Innovation Council (CBIC) organizes day-long technology tours for local middle and high school students called “Tech Tours.” The tours
were launched to expose local students to the challenging and diverse career possibilities offered by the region’s technology community.
Best Practices
The city launched a Job Fair three years ago with great success. The job fairs, which are reportedly the largest in Central Virginia, are held twice a year. The most recent
job fair attracted 70 employers and more than 1,300 job seekers. In advance of the actual job fair the city and its partners organize workshops on interview techniques,
resume writing, dressing for success, etc.
The most recent job fair was sponsored by the City of Charlottesville in partnership with the County of Albemarle, the Adult Learning Center, the Department of
Rehabilitative Services, the International Rescue Committee, National College, Piedmont Virginia Community College, OAR, Piedmont Workforce Network, the Virginia
Employment Commission and the Virginia Workforce Center.
Job opportunities for local university graduates are scarce and only a small percentage of graduates actually land a job in the Charlottesville area despite the fact that
people want to stay in the region because of its high quality of life.
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Other examples of best practices:
The T100 Alumni Mentoring Program offers University of Virginia alumni the opportunity to guide start-up companies that have research origins at the University.
T100 members provide hands-on mentoring and financial contributions to support companies as they evolve from concept to commercial enterprise. Mentors
participate in a monthly conference call to help their team advance the commercial promise of the technology. University of Virginia.-related start-up companies
and University alumni are invited to join the T100 Alumni Mentoring Program. The program is run by the University of Virginia, Office of Economic Development.
For more information, visit: http://www.virginia.edu/vpr/industry/T100.html
OpenSpace, located just off the Downtown Mall at 455 Second Street SE, opened its doors to local professionals and entrepreneurs for their work and meeting
needs in October of 2009. As the City's most recently constructed Class A office space, the facility offers over 6,000 square feet of space designed to
accommodate the changing world of work. OpenSpace features collaboration studios, a traditional conference room, expansive worktables, kitchen and lounge
areas to serve the needs of professionals who need a place to work without the responsibility of a lease. For more information, see www.getopenspace.com
Other web site resources of interest:
Charlottesville Business Innovation Council - www.cvillebic.org
CBIC is the preeminent private-sector advocate and catalyst for entrepreneurship and technology-based economic development in the Charlottesville, Virginia region
Thomas Jefferson Partnership for Economic Development - www.tjped.com
The Thomas Jefferson Partnership for Economic Development is a 501(c)6 non-profit, public / private partnership formed in 1995 to help create new jobs and investment
in the Greater Charlottesville Region. The partnership has recently integrated staff and resources with the Piedmont Workforce Network and Central Virginia Small
Business Development Center to expand its services for existing businesses, entrepreneurs, job seekers and employers.
The University of Virginia Office of Economic Development-http://www.virginia.edu/vpr/industry/
The UVA Office of Economic Development serves faculty, students, alumni, corporate and community partners by fostering connections to the programs, services, and
networks that support innovation and economic growth, both within and outside the University.
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Gainesville, Florida
Web site: http://www.gainesvillechamber.com/Economic-Development.aspx
What is the primary focus of the city's economic development program (e.g. BRE, attraction, economic gardening, cluster development, etc)?
The Chamber’s economic development’s arm is called the Council for Economic Outreach (CEO). According to the web site, “CEO’s charge is to assist existing
businesses through expansion, to help grow new companies in our community and to attract new opportunities to Alachua County.”
According to David Ramsey, Senior Director of Economic Development, the CEO focuses on: (1) growing new business/entrepreneurism, (2) business retention and
expansion and (3) recruitment and marketing. A special emphasis is placed on new business development and entrepreneurism.
How many people are on staff in the city's economic development department (or equivalent)?
The Council for Economic Outreach has a staff of 3-4 people. They share a CEO with the Chamber of Commerce. Two of the staff are devoted to economic
development, one staff is devoted to Innovation Gainesville (an ED plan funded by the Chamber/CEO that focuses on how to grow new companies) and there is one
communications person.
The City of Gainesville had a director of economic development. However, that position has been absorbed into the city’s planning department. The County just brought
on an economic development coordinator in charge of economic development for the county.
What is the budget?
The CEO is 100% privately funded organization. The CEO and the chamber of commerce are separately funded. Neither organization is under contract with any other
public entities. Both the chamber and the CEO have a very close relationship with the University of Florida. Gainesville has one high tech incubator, two life science
incubators, a general incubator and a private incubator—all located downtown.
What are the primary economic development programs/initiatives the department funds?
The primary economic development initiative in Gainesville is known as Innovation Gainesville. See www.innovationgainesville.com for more details.
Is there also a chamber and/or economic development corporation that is active in economic development?
As described above, the CEO is the lead economic development organization in Gainesville. The CEO is an arm of the chamber of commerce. The city’s economic
development function is primarily planning, while the county recently added an economic development coordinator position.
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What is the program or initiative that has had the greatest success over the past 5 years?
According to David, the iG Initiative is hands down Gainesville’s most successful initiative over the past five year years. The strategic plan, which was developed with the
assistance of “New Economy Strategies” was released about two years ago. The plan promotes “connectivity” and entrepreneurship by developing an “innovative
infrastructure” that supports entrepreneurism.
According to David, the initiative “fundamentally changed” the way they do economic development and brought together what was previously a very polarized community.
How does the city partner with the University in terms of economic development, including innovation and entrepreneurship?
The CEO serves as a conduit/liaison between business community and the University of Florida.
The Economic Development University Community Committee—brings UF/ED/civic leaders together as an advisory committee.
Innovation HUB is a University of Florida program, a 50,000 square foot building home to life science and high tech companies, VC and angel investors and the
university’s tech transfer office. The project serves as the anchor for the entire redevelopment project of downtown Gainesville.
Does the city have any programs to promote entrepreneurship and innovation? If so, what makes their program(s) successful and what poses the greatest
challenges?
The city owns Gainesville Technology Enterprise Center (Gtech), one of the high tech incubators. However the CEO manages the program.
Does the city have any programs specifically aimed at engaging the student body of the University?
The CEO works closely with the college of engineering placement office.
Best Practice
According to the web site, “Innovation Gainesville (iG) began as a community initiative to harness innovation to create jobs in health and green technologies and thereby
to raise the standard of living in our community. IG has transformed into a cultural mindset with hundreds of individuals and organizations working to grow an environment
that fosters innovation and success.”
The tagline of iG is “We make cool things happen.” The initiative is being touted as “a way of life” and includes a strong marketing/branding/public relations component,
including extensive use of videos and a blog. In addition, iG has produced two-sided business cards describing all the positive attributes of Gainesville and the group’s
“elevator speech.” Innovation Advocates (iG volunteers) are encouraged to distribute these business cards far and wide.
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iG has also created a “knowledge road map” that reportedly includes “more than 30 unique tactics and strategies to expand economic opportunities.” The plan includes
detailed metrics and specifies short, medium and long-term goals.
Organizationally, iG has created four teams of volunteers: Communications, Talent, Partners and Innovation Advocates. Volunteers are asked to take an iG Pledge and
are given a list of specific things they can do to fulfill that pledge such as wearing an iG t-shirt to mentoring a student to hiring an at-risk high school student to or become
an iG Advocate and hand out business cards, memorize the elevator speech.
Some interesting facts from the iG web site:
The University of Florida was ranked #1 Public University for transferring research discoveries to the marketplace.
Gainesville has more incubators per capita than any other U.S. city.
UF TechConnect clients have garnered over $500 million in private investment and created over 500 high tech jobs in the past seven years. For more
information on UF TechConnection, visit http://www.research.ufl.edu/otl/techconnect.html
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Corvallis, Oregon
Web site: http://thebec.com
What is the primary focus of the city's economic development program (e.g. BRE, attraction, economic gardening, cluster development, etc)?
The Business Enterprise Center (BEC) is a 501 (c) non-profit business accelerator that works with early-stage companies in a supportive entrepreneurial environment.
The goal of the BEC is to strengthen the local economy by nurturing successful firms so that they become financially viable and independent, with the potential to create
jobs, commercialize new technologies and strengthen the local economy. The BEC has worked with more than 160 companies since its beginning in 1988.
How many people are on staff in the city's economic development department (or equivalent)?
Currently, the city does not have an economic development staff. For the past few decades, the city has traditionally run its economic development program through a
contract with the chamber of commerce or another entity. In July 2011, the city transferred the economic development function from the chamber of commerce (which is
now focusing more on traditional chamber roles) to the BEC.
However, the new mayor decided in 2010 to form a nine-member economic development commission, which was charged with studying the issue of how to best structure
an economic development department. The commission is in the process of presenting their ideas to the city council and will reportedly recommend that the city create
an economic development position within the city (with county support).
The BEC currently has 3 part-time staff, including a program manager, a planner/researcher and someone who assists Bill (who is retired). Bill is an independent
contractor in charge of the Sustainability Enterprise Zone and also acts as a single point of contact for marketing land for industrial development.
What is the budget?
The BEC is funded through a mix of fees (paid by businesses for services) and grant funding (including state economic development funds). The BEC has been around
for about 23 years and the city has funded them for about eight of those years at varying levels (from $6,000 to $30,000. During the same period, the county has funded
the BEC for about four-five years for as much as $40,000/year.
To do a good job with an accelerator, Bill recommends to plan on at least $150,000 to support it, ideally $200,000. The rock bottom minimum is $55,000/year with a pool
of about 30 companies at any one time.
The BEC recently relocated from a 9,000 square foot facility at the airport to a 3,000 square foot facility downtown. They are currently coaching seven companies.
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What are the primary economic development programs/initiatives the department funds?
The primary focus in Corvallis is entrepreneurism and “home-grown” new business development.
Is there also a chamber and/or economic development corporation that is active in economic development?
At one time, the former city manager counted as many as 14 different organizations in charge of economic development in Corvallis. In an effort to coordinate efforts, the
city formed a group called the Economic Vitality Partnership. An initiative/study called “Prosperity that Fits,” which was later produced by another group called the
Economic Development Partnership. The city paid for the “Prosperity that Fits” study and the Economic Development Partnership eventually merged with local chamber.
In addition to the BEC and Chamber of Commerce, active groups include the Small Business Development Center and the Willamette Innovators Network, which holds an
annual conference each November which draws in more than 1,000 participants.
What is the program or initiative that has had the greatest success over the past 5 years?
The Willamette Angel Conference (WAC) is a business plan competition that started three years ago. The conference rotates between University of Oregon/Eugene and
Oregon State University and is hosted by Chamber of Commerce. Last year’s prize was $200,000. The university’s support the WAC by providing the facility and
supporting services and offering a sponsorship (around $5,000).
The WAC is Corvallis’ most successful and visible program/best practice. It is supported by two additional programs: the Willamette Innovators Network (WIN) and the
Will it Fly (WIF), which meets the first Thursday of every month and charges entrepreneurs $50 to help evaluate their ideas and flesh out their business plan.
How does the city partner with the University in terms of economic development, including innovation and entrepreneurship?
The city of Corvallis’ most important asset university in is Oregon State University with its $270 million research budget. Rogue Wave Software is an example of a
company successfully incubated at university which went from a company of two persons to IPO.
Oregon State University recently negotiated a MOU with the city. Rick Spinrad, is the Vice Provost for Research, and is one of the city’s Economic Development
Commission members.
Does the city have any programs to promote entrepreneurship and innovation? If so, what makes their program(s) successful and what poses the greatest
challenges?
The BEC is the program in the area promoting entrepreurship and innovation. The biggest challenge is stabilized funding and access to capital for start-up companies.
The area’s entrepreneurs have amazing technology/ideas, but there is not a large enough “deal flow” in the region like in Silicon Valley.
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Does the city have any programs specifically aimed at engaging the student body/alumni/faculty of the University?
The city has a good workforce training program and Oregon has a strong community college system.
Best Practice
The best practice for Corvallis is the Willamette Angel Conference described above.
Other web sites of interest:
http://www.corvallischamber.com/
http://www.willametteconference.com/
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Ann Arbor, MI
Web site: http://www.annarborusa.org/
What is the primary focus of the city's economic development program (e.g. BRE, attraction, economic gardening, cluster development, etc)?
By far, the majority of activity in the Ann Arbor area (which is led by an organization called “SPARK”) is focused on helping local entrepreneurs and existing companies
expand and grow. They only try to recruit businesses where there is an existing niche or cluster.
The city does not have an economic development function per se. Along with the county and surrounding townships, the city outsources its economic development
function to SPARK, which was established in 2005.
How many people are on staff in the city's economic development department (or equivalent)?
SPARK has a staff of about 18 or 19 people.
What is the budget?
SPARK is a nonprofit organization and has a budget of around $4 million. About 1/3 of the money comes from local taxes/governmental units, another 1/3 come from
grants and the remaining 1/3 comes from private donation (of which about half are educational institutions and corporations).
What are the primary economic development programs/initiatives the department funds?
SPARK runs a number of programs and works with businesses that are at the very early stages of product development to Fortune 500 companies.
In addition to running several business incubators, sponsoring weekly events and a boot camp for start-ups, SPARK is under contract with the State of Michigan to run a
$25 million Pre-C capital program that makes small loans/co-investments for early stage companies.
Is there also a chamber and/or economic development corporation that is active in economic development?
SPARK is the city and region’s lead economic development organization. There is a chamber, but it focuses primarily on member services. SPARK was established in
2005 by a group of community leaders, including the current governor of Michigan. The driving force behind SPARK was the desire to create an organization focused on
entrepreneurism and technology-led economic development. SPARK replaced the Washanaw Development Council, the county/city economic development group which
focused on traditional business retention/expansion.
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What is the program or initiative that has had the greatest success over the past 5 years?
Did not want to identify a single program or best practice.
How does the city partner with the University in terms of economic development, including innovation and entrepreneurship?
SPARK has an “extremely tight and close relationship” with the University of Michigan and other local higher educational institutions. SPARK staff is in constant
communication with their colleagues at the university and meet monthly with their office of tech transfer.
The vice president of research at University of Michigan is the chairman of the Board of SPARK. The presidents of both universities are on their board. The director of the
office of tech transfer is on their executive committee.
SPARK’s executive committee also has an attorney who is a venture capitalist specialist, the president of a local bank that specializes in tech start-up funding and several
successful entrepreneurs. In addition, staff members from Spark serve on the advisory boards of various entities at the University of Michigan.
It is essential to create a culture that supports that concept of entrepreneurism and risk taking. The collaboration between SPARK and the university is informal, but
ingrained in how they do business. This close relationship didn’t happen overnight.
Does the city have any programs to promote entrepreneurship and innovation? If so, what makes their program(s) successful and what poses the greatest
challenges?
As described above, SPARK is involved in a number of initiatives, including incubators, boot camps, business plan competitions, etc. A local volunteer group called the
New Enterprise Forum (all help entrepreneurs with their investor presentations)
Does the city have any programs specifically aimed at engaging the student body/alumni/faculty of the University?
SPARK is one of the few ED organizations that employ a full-time person focused on talent. Her job is to connect people to highly skilled positions. She works with
community college/university to talk about the skills that technology companies are looking for and make sure graduates have the training/skills they need to get those
jobs. She also works with the student body to make connections so that students know where the opportunities are when they graduate. There is some level of brain
drain in Ann Arbor, but not as much as in past. A large percentage of start-ups are created up by non-Michigan residents.
The idea of entrepreneurship is an entire university function, not just part of the business school (also part of engineering, medical, even law school). University tells
incoming freshman that they should plan on creating their own business. Engineering school had a program called “1,000 pitches.”
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Best Practice
SPARK has a Business Accelerator that offers entrepreneurial services and training, consulting, physical space and funding/incentives.
SPARK also sponsors a two-day “Entrepreneur Boot Camp, which can be considered a best practice. The camp targets early stage technology driven companies that
have at least one full-time person in the company and a team of two people to attend camp. A typical team will have already completed a first draft of a business plan and
is in the process of validating a market opportunity and refining their plan based on market feedback. Boot Camp participants have access to Cantillon eCourse, an on-
line, self-paced learning experience for technology entrepreneurs.
Boot Camp participants present their company to a panel of venture investors. Prior to the actual Boto Camp, participant receive reading and presentation materials and
have the opportunity to attend pre-Boot Camp sessions (i.e., Spring Training for Start-Ups).
Boot Camp outcomes include:
Concise positioning statement (Elevator pitch)
Executive summary draft
Initial investor presentation
Road map to the next company milestone
In addition, the Boot Camp includes an "after care" program designed to further the chances of entrepreneurial success among participating start-ups. At the conclusion of
Boot Camp, eligible graduating companies may receive up to $5,000 in business consulting through Ann Arbor SPARK as well as other start-up support.
For more information about the Boot Camp, go to http://www.annarborusa.org/media/files/SPARKBootCamp.pdf
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APPENDIX D: INNOVATION ECOSYSTEM ASSESSMENT (ISAAC BARCHAS)
Innovation Ecosystem
Fort Collins has a robust innovation ecosystem, centered on the University and supported by impressive investments made by the University and the City to encourage
the innovation economy. From this advantageous starting point, additional highly-targeted initiatives focused on attracting early-stage investment capital could produce
effective payoffs.
Colorado State University (CSU) is a significant innovation engine. The University’s $300 million research effort generates inventions at a rate that is slightly less
efficient, but comparable to, peer institutions [Chart: Research dollars/invention disclosure: CSU, CUS, UT-Austin, UT-SD). Organizational investments such as the
Research Innovation Center (RIC), the Engines and
Energy Conversion Laboratory (EECL), and Colorado
State University Research Foundation (CSURF) seem to
be paying dividends as a commercialization support
system. Additionally, the “inward” marketing effort
generated by the “super-clusters” (MicroRX, NeoTREX,
and Cenergy) seems to have been effective in
communicating the value of commercialization to faculty
and initiating a culture change towards
commercialization, with invention disclosures increasing
by approximately fifty percent over the past four years.
[Chart: Invention disclosures 2007 vs. 2011 YTD]
Although the University is an important source of
innovation, there may be opportunities to leverage
the University’s support systems more broadly in
the community. University-owned intellectual property
is currently the focus of most commercialization efforts.
This is “normal” at universities, since all of the
Association of University Technology Managers (AUTM)
metrics emphasize this, but the implicit risk is that it may
UNIVERSITY RESEARCH DOLLARS PER INVENTION DISCLOSURE (2009)
Source: Research dollar data extrapolated from the National Science Foundation Survey of Research and
Development Expenditures at Universities and Colleges, available at WebCASPAR at
https://webcaspar.nsf.gov/index.jsp?subHeader=WebCASPARHome. Colorado State University data from CSU
technology transfer office available at http://www.csurf.org/tto/per_stats.htm. University of Colorado System data from
FY 2009-2010 CU Technology Transfer Performance Metrics and SWOT Analysis PPT available at
https://www.cu.edu/techtransfer/downloads/FY09-10_metrics.pdf. University of Texas at Austin data from the THECB
Technology Development and Transfer Report FY 2009 and FY 2010 available at
http://www.thecb.state.tx.us/reports/PDF/2137.PDF. University of California San Diego data from the UC Technology
Transfer Annual Report 2009, available at http://invent.ucsd.edu/info/documents/IASRptFY09.pdf.
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leave many entrepreneurs/potential entrepreneurs unsupported. The business school at
CSU presents another important opportunity to connect innovation at CSU to with
innovation in Fort Collins more generally. According to CSURF interviews, the business
school is not significantly engaged in either teaching entrepreneurship or in supporting
business building, e.g. through business plan competitions or providing student talent to
incubators. The entrepreneurship education program, for example, was described as a
“lesser program in the business school.”
Although it is a smaller city, Fort Collins seems to have ample talent to exploit the
opportunities presented by the innovation economy. Talent is not perceived to be a
limiting factor by commercialization executives. This aligns with the community’s highly-
educated population. Fort Collins has almost as many advanced degree
holders as Boulder (26,000 vs. 33,000), and a higher percentage of Fort
Collins’ population hold advanced degrees than in either Austin or San
Diego. [Chart: Advanced degree holders as percentage of total population]
To the extent that a new venture needs talent that it cannot find in Fort
Collins, the rest of the state, especially Boulder, should act as a “bench.”
For example, the Boulder Innovation Center (BIC) has a database of
potential start-up executives that could serve as a resource for ventures
based in Fort Collins. According to interviews, the challenge associated
with accessing talent outside of Fort Collins will be attracting sufficient
early stage capital. In the short-term, Fort Collins could partner with peer
entrepreneurship support organizations such as BIC to market local
opportunities to a broader Colorado tech/executive talent pool. The city
should also promote existing technology start-ups to the technologists and
CSU INVENTION DISCLOSURES (#)
Source: Colorado State University Technology Transfer Office, available at
http://www.csurf.org/tto/per_stats.htm.
ADVANCED DEGREE HOLDERS AS A % OF TOTAL
POPULATION
Source: Population data from US Census bureau (2010). Advanced degree percentages from
American Community Survey (2005-2009 estimates). All data sets available at
http://factfinder.census.gov/home/saff/main.html?_lang=en.
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executives who are already in Fort Collins at large firms
(e.g., Hewlett-Packard) but who may not have visibility
into the early-stage ecosystem.
While talent does not seem to be a limiting factor in
Fort Collins’ innovation potential, local growth
capital does seem to be a brake on its potential. As
a state, Colorado is relatively well-positioned in terms
of early stage funding. Colorado is in the top 10 states
receiving venture capital investment. [Chart: Top 10
states for VC investment 2010] The state also has a
relatively robust indigenous venture capital community.
For example, ten Colorado-based VCs made a total of
22 investments last quarter alone, 12 of which were
inside the state. In short, Colorado is one of the few
states with a relatively large pool of potential in-state
funders: in 2010, in-state VCs invested $53 million in
Colorado deals. The amount of venture capital invested
in Colorado puts it in an attractive position to
commercialize in-state research compared to many
other states, although it lags the leaders. [Chart:
Venture capital investment per dollar of research spent,
CA/MA/TX/CO]
While the state is well-positioned, Fort Collins does not
have a critical mass of early stage investment capital,
which may compromise the health of its innovation
economy. In interviews, economic development
professionals and commercialization executives almost
unanimously cited a lack of seed and growth funding as
the primary “gap” in the city’s start-up ecosystem.
VENTURE CAPITAL INVESTMENT PER RESEARCH DOLLAR (2009)
Source: Venture capital investment data from PricewaterhouseCoopers Money Tree Report, historical data available
at https://www.pwcmoneytree.com/MTPublic/ns/index.jsp. Research dollar data extrapolated from the National
Science Foundation Survey of Research and Development Expenditures at Universities and Colleges, available at
WebCASPAR at https://webcaspar.nsf.gov/index.jsp?subHeader=WebCASPARHome. Note that venture capital data
fiscal year does not coincide with the university fiscal year precisely.
TOP 10 STATES FOR VENTURE CAPITAL INVESTMENT (2010)
Rank State VC $
1 California $11,603,000,000
2 Massachusetts $2,472,000,000
3 New York $1,401,000,000
4 Texas $981,000,000
5 Illinois $732,000,000
6 Washington $634,000,000
7 Pennsylvania $559,000,000
8 North Carolina $529,000,000
9 Colorado $483,000,000
10 New Jersey $469,000,000
Source: National Venture Capital Association, Colorado 2011 ppt, available at
http://www.nvca.org/index.php?option=com_docman&task=doc_download&gid=736&Itemid=93.
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Other interviews suggest, anecdotally, that this trend might worsen in the future: it was suggested that venture capital firms outside of Fort Collins who have historically
invested in Fort Collins start-ups (Boulder Ventures, Vista Ventures, Sequel Ventures) are now all on their last fund, and are having difficulty raising their next fund. The
only “native” venture fund is CSU Management Corporation’s “Fund 1.” At $3 million, the fund is relatively small and seems to emphasize Series A rather than seed stage
investments.
Given the research base at CSU, Fort Collins attracts
significantly less venture investment than it should. In
comparison, San Diego “earns” $1 of venture capital
investment for every $0.98 of research spending at UCSD,
while Fort Collins “earns” $1 of VC investment for every $9.57
of research spending at CSU. [Chart: University research
dollars per dollar of VC investment by city, San
Diego/Austin/Boulder/Fort Collins] Other seed funding
sources, such as SBIR and/or STTR grants, may be
underutilized resources. The angel investment community
was more active prior to 2008, and according to interviews,
has not yet recovered and re-organized since the recession.
One angel investment group, NoCo Angels, is listed with
ACEF, but it is not clear how active the angel community is
locally or how coordinated local angels are with the University
and City commercialization teams. It appears that the pool of
accredited investors in the community has not been deployed
effectively against early-stage technology opportunities.
Strategies for how the existing innovation ecosystem should
collaborate to organize known investors and market
investment opportunities are discussed in more detail in the
following section.
UNIVERSITY RESEARCH DOLLARS PER VENTURE CAPITAL INVESTMENT
BY CITY (2009)
Source: Research dollar data extrapolated from the National Science Foundation Survey of Research and
Development Expenditures at Universities and Colleges, available at WebCASPAR at
https://webcaspar.nsf.gov/index.jsp?subHeader=WebCASPARHome. Boulder VC investment data from
http://www.bouldereconomiccouncil.org/wp-content/files_mf/economicindicatorsmar2011.pdf.Ft. Collins investment
data extrapolated from http://www.inviragen.com/news.php and http://www.solixbiofuels.com/content/news. Austin
VC investment data available at http://www.bizjournals.com/austin/stories/2010/02/01/story3.html. San Diego VC
investment data available at http://www.connect.org/programs/connect-
track/docs/Q409_CONNECT%20InnovationReport.pdf.
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APPENDICES
TOTAL INCUBATION SQUARE FOOTAGE PER UNIVERSITY
RESEARCH DOLLAR (2009)
Source: Incubation total square footage information available in Figure 19 source notes. Research dollar
data extrapolated from the National Science Foundation Survey of Research and Development
Expenditures at Universities and Colleges, available at WebCASPAR at
https://webcaspar.nsf.gov/index.jsp?subHeader=WebCASPARHome.
Rocky Mountain Innosphere (RMI)
The Fort Collins community has made impressive and substantial
investments in incubation support infrastructure, the availability of which
is now a real asset for Fort Collins. In particular, the Rocky Mountain
Innosphere (RMI) is a significant asset that could successfully position
itself as the “connective tissue” linking Fort Collins’ early stage
community to CSU (internally) and to Colorado more broadly
(externally). Both functions would be strong ways of creating “virtual
scale” for Fort Collins in a way that would bolster the economic health
of the region. Presently, the Fort Collins community--including the RMI
staff-- seem to conceive of RMI as a building and a set of educational
resources. In other words, RMI’s value proposition is currently stated in
terms of activities rather than outcomes. Fort Collins should embrace a
bolder, more focused vision of the incubator as a physical manifestation
of sets of capabilities that allow it to deliver very specific value to
member companies (i.e. getting them funded).
Interviews suggest that there is now sufficient incubator space to
support the growth of Fort Collins’ early-stage community. Early
stage incubation space “is the last thing in the world I worry about.”
“We have enough wet lab space for start-ups via RIC, RMI, and
University labs on a contract basis.” “Now we need to fill it up.”
Empirical comparisons to aspirational peer cities, such as Austin, also
indicate that Fort Collins has sufficient incubation space. Fort Collins’
incubation capacity per capita is five-fold that of Austin. [Chart:
Incubation space per capita (current Figure 1)] Furthermore, Fort
Collins has roughly 3 times the incubation space per university research
dollar compared to Austin. [Chart: Total incubation square footage per
university research dollar (current Figure 2)]
INCUBATION SPACE PER CAPITA (2010)
Source: Capita information from U.S. Census Bureau (2010). See Figure 19 source notes for
Incubation Space data sources.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 131
APPENDICES
Fort Collins may not, however, be leveraging its incubation assets
efficiently to enable the growth of high-potential start-ups. One way to
measure this “efficiency” is to look at the amount of venture capital
invested per square foot of incubation space in a city. By this measure,
Fort Collins is about 1/13th as efficient as Austin. [Chart: VC investment
dollars per total incubation space (current Figure 3)] This metric is not
exactly on point, as it measures VC into an MSA rather than VC into
companies in the MSA’s incubators, but it is almost certainly
directionally correct. This suggests that Fort Collins could benefit from
sharpening the value proposition of its incubation assets, specifically
RMI. Based on interviews and focus groups, the current perception of
the RMI value proposition is largely based on: cost-effective office
infrastructure in nice space with good location; proximity to other
entrepreneurs; educational programing, such as Kauffman Fast Track;
and advisory programs, such as SAGE mentoring. These are real
sources of value, although at least one interviewee described RMI’s
value proposition as too “generic” to have real impact.
In particular, it is not clear how the current RMI value proposition directly
helps member companies overcome the key barrier to technology start-
up success that emerged from the interviews and focus groups: the
relative scarcity of risk capital in Fort Collins relative to its technology
opportunities. This indicates that RMI’s value proposition may need to evolve to more directly address this issue. A possible new RMI value proposition to member
companies could be: “We will get you funded.” This institutional transition will involve a mindset shift, from “serving the community” to “building winners.” It may also mean
relatively less focus on broad entrepreneurship education and support. In operational terms, the shift will require that the RMI leadership: (1) identify the most highly
prospective deals; (2) disproportionately invest RMI resources in those deals to “polish” them and prepare them to receive investment; and (3) aggressively market those
deals to capital.
To identify the most highly prospective deals, RMI should partner more directly with Colorado State University, especially CSURE’s CSU-Ventures program and the
EECL. CSU is a primary source of commercial innovation in Fort Collins and has invested in the CSU-Ventures infrastructure to accelerate successful commercialization.
There currently seems to be little coordination between RMI and CSU-Ventures and/or EECL. RMI’s value proposition to CSU-Ventures and EECL could/should be: “We
VC INVESTMENT DOLLAR PER TOTAL INCUBATION SPACE BY
CITY (2009)
Source: Incubation source information available in Figure 19. Ft. Collins investment data extrapolated
from http://www.inviragen.com/news.php and http://www.solixbiofuels.com/content/news. Austin VC
investment data available at http://www.bizjournals.com/austin/stories/2010/02/01/story3.html.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 132
APPENDICES
will aggressively prepare your companies and market them to capital outside of Fort Collins.” In addition to creating more connective tissue between CSU’s
commercialization assets and RMI, the incubator could attract other strong candidates by marketing its capabilities to the Fort Collins technology community, e.g. Hewlett-
Packard employees, so that RMI becomes a preferred point of contact for the most capable entrepreneurs/pre-entrepreneurs. The Innosphere’s capabilities should also
be marketed in other start-up dense geographies, where the RMI/Fort Collins offering may be attractive, in order to attract high-potential companies.
A significant investment in RMI resources, particularly in the form of human capital, will be required to “polish” deals and prepare them to receive investment. RMI should
enhance mentorship, “interim executive” capabilities, and extend the SAGE program. The Innosphere should also broaden and deepen its areas of expertise by
developing a formal advisor/mentor network that draws from across Colorado. RMI should also consider partnering with a mentoring organization such as MIT’s Venture
Mentoring Service to help establish this network and define the engagement and activities of its members. Because executive leadership is critical for early-stage
success, RMI should also identify individuals with the management talent and desire to act as “interim” executives in the top RMI deals (many of these people may be
members of the advisor/mentor network.) The incubator could also consider partnering with existing “retired executive” groups if they exist in Colorado, and/or with a
technology start-up focused executive search firm, to identify prospective individuals to serve in these roles. The Innosphere’s value proposition to mentors, advisors, and
executives could be: “RMI is a source of high quality deals through which you can give back to the community while also exploring potential options for future
engagement.”
CSU’s capabilities could also be leveraged for the benefit of RMI companies. RMI could develop formal partnerships with the business school and other relevant
programs (e.g., engineering, communications, advertising) for students to provide services to RMI companies. RMI could offer students the unique opportunity to work
with real start-ups, earn class credit, and/or receive compensation. Students could also be engaged with the Innosphere through class projects, internships (at RMI and
within RMI companies). RMI could also partner with the alumni office to identify CSU alumni with skills and capabilities relevant to RMI companies, and invite those alumni
to participate. RMI member companies would also benefit from access to the CSU libraries and other facilities.
RMI should over-invest in preparing teams to pitch for funding. The staff should work with teams to ensure high quality, iterated documents. Pitches should be
rehearsed with a “funding committee,” a small group of local angel investors and locally successful entrepreneurs who can listen to practice pitches and provide targeted
coaching. RMI should also identify “friendly” investors in Colorado who would be willing to provide similar feedback via high-quality video conference. When teams are
prepared to pitch, RMI should aggressively market those deals to capital.
Pre-venture capital in the form of SBIR funding (and other sources of non-dilutive funding) was highlighted as a critical funding gap in many interviews. SBIR funding
could be operationalized and potentially funded as a partnership between the City, CSU, and RMI. The goal of the incubator should be to lower the transactions cost of
pursuing angel funding for member companies. In this spirit, the Innosphere should take steps to revitalize and/or build a replacement for the NoCo Angels, drawing on
best practices from the Angel Capital Association. RMI could also Partner with CSU to form a “CSU Angel Network” of CSU alumni interested in funding deals connected
to CSU (typically, either based on CSU technology or founded by CSU students or alumni). Several other universities, including Texas A&M and Baylor, have established
such “alumni investor” networks. RMI could also work closely with CSU Management Corporation as a prospective source of funding and expertise.
ATTACHMENT 1
DRAFT – City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 133
APPENDICES
Anecdotes and comparative statistics suggest that Fort Collins appears to be “off the radar” for many early stage investors. Targeted marketing to early stage
investors outside of the community in order to raise awareness of the opportunities that Fort Collins may present, could include peer-to-peer interactions between Fort
Collins angels/executives and Boulder and Denver-based investors. Fort Collins could also partner with other communities in Colorado to host venture expos, tours,
and/or other programs designed to attract out of state investors to Colorado. The Innosphere should market RMI deals to investors outside of Fort Collins by developing
personal relationships with partners in investment firms in Denver and Boulder, explaining what RMI is doing, and sharing notable successes. It will be important to
understand the firms’ investment philosophies, sector foci, and funding parameters. The staff should build a detailed picture of what kind of deal each partner/firm wants
to see before attempting to establish a relationship; treat these investors as “customers” that RMI is serving with “products” that are RMI companies.
The Innosphere should also engage in “retail level” marketing of RMI’s very best deals to the investors to whom the deal should be most attractive. It is important to ask
investors to help provide feedback on deals that are “early” for the investor, but which might be ready in 6-12 months. Innosphere staff should accompany (well-
rehearsed) teams to pitches, and ensure that they act on any investor feedback. The staff should also develop a small network of institutions aligned with RMI’s mission
who have strong investor networks of their own, and leverage those relationships for selective deals. Examples of “aligned institutions” include: NREL, ATI, Surge
Accelerator. RMI should also engage in light touch “wholesale” marketing to communicate RMI’s new value proposition to the investor community.
An aggressive, on-going public relations campaign will be an important component of engaging investors outside of the community. Fort Collins and RMI should ensure
that “home-grown” successes receive more aggressive national coverage in media consumed by the investor community. A public relations campaign will benefit the
entrepreneurs whose stories are celebrated and the start-up community more broadly. The “Fort Collins brand” will continue to be associated with innovation successes
and RMI in particular will gain visibility as a high-impact incubator.
ATTACHMENT 1
Economic Health Office
300 LaPorte Avenue
PO Box 580
Fort Collins, CO 80522
970.221.6505
970.224.6107 - fax
fcgov.com
MEMORANDUM
DATE: May 13, 2011
TO: Mayor and City Council members
THROUGH: Darin Atteberry, City Manager
FROM: Mike Freeman, Chief Financial Officer
Josh Birks, Economic Advisor
RE: May 10, 2011 Work Session Summary – Economic Health Strategic Plan
Update
This memorandum provides a summary of the discussion relating to the Economic Health
Strategic Plan Update, which occurred at the City Council Work Session on May 10, 2011.
Attendance: Mayor Weitkunat; Council Members – Ohlson, Poppaw, Horak, Troxell, Manvel;
Staff – Darin Atteberry, Mike Freeman, Josh Birks, and consultants John Roberts, TIP Strategies
and Isaac Barchas, Austin Technology Incubator
Presentation Overview
Staff presented an overview of the Economic Health Strategic Plan Update project, funded
with $150,000 from the Keep Fort Collins Great tax revenues
A brief overview of the history leading to this project and review of the previous Economic
Action Plan was provided by staff
The consultant team introduced their project team and reviewed the outline scope of work,
including the proposed public engagement process
Council Comments
Please expand the stakeholder list to include key members of the broader community: early
childhood education representatives, workforce representatives, arts and culture
representatives, environmental representatives, small business representatives, governmental
employment representatives (e.g. State and Federal agencies and institutions)
The definition of economic health needs to be clear throughout the project with clear metrics.
The definition should consider the inclusion of poverty rates, unemployment rates,
homelessness rates, per capita income, and an industry diversity index. The clear definition
should be used to form a baseline for use moving forward.
An outcome of the process should be clear metrics with targets. These can be used by City
Council to help determine policy relative to various economic health activities.
Please consider the use of a working group that meets more frequently than monthly to assist
the process moving forward.
ATTACHMENT 2
ATTACHMENT 3
Economic Health Office
300 LaPorte Avenue
PO Box 580
Fort Collins, CO 80522
970.221.6505
970.224.6107 - fax
fcgov.com
MEMORANDUM
DATE: December 19, 2011
TO: Mayor, and City Councilmembers
THROUGH: Darin Atteberry, City Manager
FROM: Mike Freeman, Chief Financial Officer; and
Josh Birks, Economic Advisor
RE: DECEMBER 13, 2011 - WORK SESSION SUMMARY:
ECONOMIC HEALTH STRATEGIC PLAN UPDATE (AGENDA ITEM 4)
This memorandum provides a summary of City Councilmember feedback related to the
Economic Health Strategic Plan Update item presented at Work Session on December 13, 2011.
City staff and consultants from TIP Strategies presented an initial draft of the Economic Health
Strategic Plan.
Councilmember Feedback:
The plan is disappointing, misses the mark, emphasizes a growth approach, and does not
reflect the values of our community.
A recent New York Times article regarding the recent Plan Fort Collins update called out
our community’s ability to reinvent ourselves for the future; this plan picks up that theme
well and should be commended.
Working for coordination and collaboration amongst community partners is a good
approach; however, there will not be a single Economic Health vision that emerges.
Formal partnerships (i.e. providing funding) with potential community partners are
appropriate as long as the partner entity agrees to remain a-political.
The plan should take credit for all the great assets of the community, e.g. Park, Trail,
Open Space, and Natural Areas.
The City can and should be a leader on Economic Health and play the roles of convener,
catalyst, educator, reporter, and partner.
Cities of the future will be more sustainable. The plan needs to recognize this fact and
better integrate that into the mission, objectives, and strategies.
The emphasis on small business should be elevated in the plan.
Keep it consistent with community values.
New model conference center is a dynamite idea.
The vision statement needs to reflect the existing vision statement better.
The plan is not ready for adoption.
ATTACHMENT 4
Unanswered Questions:
An emphasis on talent is good; however, what is the appropriate role of the City in this
arena?
How does the Rocky Mountain Innosphere fit into the plan?
Next Steps:
The Economic Health Office will bring back a second draft of the Strategic Plan in
February to a City Council work session, including:
o An implementation matrix that provides roles, responsibility, and funding
requirements by action item; and
o Performance metrics tied to each of the key objectives.
Prior to this additional works session, EHO staff will perform the following outreach:
o A public open house to gain input from citizens and other interested parties not
included in the original stakeholder list;
o Additional input from the Economic Advisory Commission; and
o Input from all potential community partners (e.g. Small Business Development
Center, Workforce Center, etc.)
ATTACHMENT 5
1
Economic Health Strategic Plan
Version 2.3
Presented to:
City Council Work Session, March 27, 2012
Presented by:
Josh Birks, Economic Health Director
2
Outline
• This Presentation
– Context/Overview
– Plan Framework & Objectives
– Implementation Strategy Options
– Performance Measures Overview
• Consultant Presentation at Work Session
– Changes since December
– Implementation Strategy Recommendation
3
Context/Overview
• Strengths/Opportunities
– Colorado State University
– Innovation Infrastructure
– Educated Workforce (Underemployment)
• Weaknesses/Threats
– Economic Cycles
– Skills Mismatch (Underemployment)
– Fiscal Sustainability
– Economic Diversity
4
Framework: Guiding Principles
A Healthy, Resilient Economy
– Preserve Fort Collins’ unique quality of place and
culture
– Create more and better economic opportunity for
residents
– Diversify the tax base to help insulate Fort Collins
from economic shocks
5
Framework: Vision
Pioneering a healthy economy
through quality of place, innovation
and stewardship.
The vision should be the unifying thread / theme
across the principle projects, collaboration, research,
and city policies geared toward promoting economic
health in Fort Collins.
6
Framework: Objectives
1. Facilitate a stronger support network for existing
employers, new businesses and small business.
2. Enhance the innovation ecosystem that supports
companies at all stages and aligns with City
goals.
3. Develop an integrated education system that
anticipates and reacts to current and future
employers’ needs.
4. Continue to invest in high quality assets and
infrastructure that reflects the values of the
community.
7
Objective # 1 – Support Existing Business
• Enhance Fort Collins’ Business Retention and Expansion
(BRE) program
– Expand visitation program (VIP trips)
– Expand reach of BRE survey
– Establish Industry Councils (Manuf., Health, Tech.)
• Create stronger connections between components of small
business support system
– Support Small Business Development Center for
enhanced Fort Collins service
– Understand/Fill service gaps
– Refocus Shop Fort Collins First
8
Objective # 2 – Innovation Ecosystem
• Rocky Mountain Innosphere as nexus for innovation
– Enhance the triple-helix approach – integrate non-profits
– Enhance support of target industries (Emerging, Growth,
Existing)
– Focus incubation services on capital access
– Strengthen ties to other innovation ecosystems
• Retain, develop, and attract entrepreneurs/cutting-edge
companies
– Foster entrepreneurial culture
– Build a robust capital network
– Proactively seek companies that add to clusters
– Raise awareness of Fort Collins’ innovation ecosystem
– Ensure adequate space for start-up companies to grow
9
Objective # 3 – Integrated Education
System
• Through the Workforce Investment Board
convene employers and education institutions to
identify and fill skills gaps in the existing workforce
• Promote opportunities for leadership training,
development, and networking
• Strengthen the innovation and entrepreneurial
talent pipeline.
• Use tourism, visitation, and alumni network as a
talent/business outreach strategy
10
Objective # 4 – Assets & Infrastructure
• Downtown Convention Center (New Model)
• Ensure adequate space for company expansions
– Innovation Park (Incubation Grads)
• Mason Corridor
• Targeted Infill & Redevelopment
• Early Childhood Education
• Arts and culture
11
Implementation Options
• City builds capacity in-house.
• City decides not to support some
recommendations.
• City leverages relationships with partners to
implement at a community-wide level.
– STRONG STAFF RECOMMENDATION
12
STAFF RECOMMENDATION
13
Performance Measures
Community Partners
Leverage of City’s investment
Jobs Created
Average wages of jobs assisted/created Industry Clusters
Industry Clusters
Leverage of City’s Investment
Growth in Industry Cluster Jobs
Establishments
Patents
Capital Investment
Business Assistance
Leverage
Jobs Assisted/Created
Average wages of jobs assisted/created
Tax base implications
Development Assistance
Leverage
Square Feet of Development
Housing Units
Tax Base Implications
Communications
Awareness Outcomes from Community Survey
Media Hits
Innovate & Entrepreneurship
Tech Commercialization
New Business Formation
Capital Access
Wealth Creation
Retention & Expansion
Companies Assisted &
Retained
Jobs Assisted/Created
Average wages of jobs
assisted/created
Dollars invested
Companies lost
Talent Management
Community Survey Results
Job Placement
Quality of Place
Investment in Redevelopment
Areas
Amount of development in
redevelopment areas
Leverage of City’s investment
Creating Economic
Opportunity
Job Growth
Wage Growth
Underemployment
Diversify the Tax Base
Growth of commercial
tax base
Growth of retail sales
Private industry’s share
of jobs
Community Strategic Operational
3%
ATTACHMENT 1
Architecture & engineering
Installation, maintenance, & repair
Science
Farming, fishing, & forestry
Food preparation & serving
Legal
Military
Property maintenance
Protective service
Community & social services
Arts, design, & media
Computer & mathematical science
Healthcare (support)
Education, training, & library
Office & administrative support
Personal care & service
Sales
Management
Healthcare (technical)
Business & financial operations
2007 2008 2009 2010
ATTACHMENT 1
Retail trade 453220 Gift, Novelty, and Souvenir Stores 1.55 487 $15,003 67 -184
Construction 238911 Residential site preparation contractors 1.53 420 $25,965 43 -81
Information & media 518210 Data Processing, Hosting, and Related Services 1.52 526 $40,529 17 +334
Finance & insurance 522292 Real Estate Credit 1.41 403 $61,713 17 +252
Property sales & leasing 531390 Other Activities Related to Real Estate 1.38 1,792 $11,884 10 +686
Professional & technical services 541690 Other Scientific and Technical Consulting Services 1.35 471 $39,855 54 +277
Personal & other services 811490 Other Personal and Household Goods Repair and Maintenance 1.32 418 $20,464 14 +27
Manufacturing 334119 Other Computer Peripheral Equipment Manufacturing* 1.32 55 n/a n/a -3,292
Restaurants, bars, & hotels 722410 Drinking Places (Alcoholic Beverages) 1.30 585 $15,319 44 -170
Restaurants, bars, & hotels 722110 Full-Service Restaurants 1.29 6,423 $15,442 243 +579
Property sales & leasing 531210 Offices of Real Estate Agents and Brokers 1.29 2,942 $11,746 187 +888
Transportation & warehousing 493110 General Warehousing and Storage 1.28 855 $35,211 8 -117
Professional & technical services 541219 Other Accounting Services 1.27 761 $16,874 72 +174
Restaurants, bars, & hotels 721110 Hotels (except Casino Hotels) and Motels 1.26 2,029 $20,756 88 +293
Restaurants, bars, & hotels 722213 Snack and Nonalcoholic Beverage Bars 1.26 672 $11,928 67 +68
Administrative services 561730 Landscaping Services 1.25 1,477 $21,203 148 +352
Professional & technical services 541511 Custom Computer Programming Services 1.25 1,132 $69,565 158 +357
Construction 236220 Commercial and Institutional Building Construction 1.25 833 $60,252 71 -137
Professional & technical services 541512 Computer Systems Design Services 1.24 1,137 $59,985 199 +346
Healthcare & social assistance 623312 Homes for the Elderly 1.24 518 $18,622 22 +157
Personal & other services 812112 Beauty Salons 1.23 867 $24,486 89 +233
Retail trade 443112 Radio, Television, and Other Electronics Stores 1.22 452 $26,357 33 +49
Construction 238221 Residential plumbing and HVAC contractors 1.17 619 $36,957 126 -470
Healthcare & social assistance 621340 Offices of Physical, Occupational and Speech Therapists, and Audiologists 1.16 475 $27,706 45 +218
Finance & insurance 523930 Investment Advice 1.14 1,289 $17,190 38 +689
Retail trade 444110 Home Centers 1.12 778 $27,132 10 +175
Healthcare & social assistance 621210 Offices of Dentists 1.11 1,073 $42,506 173 +252
Finance & insurance 523920 Portfolio Management 1.11 1,053 $26,232 14 +595
Restaurants, bars, & hotels 722211 Limited-Service Restaurants 1.08 4,150 $12,175 238 +755
Property sales & leasing 531110 Lessors of Residential Buildings and Dw ellings 1.06 1,460 $20,950 57 +108
Finance & insurance 523120 Securities Brokerage 1.06 531 $69,599 54 +186
Construction 236118 Residential Remodelers 1.05 608 $52,797 104 +147
Personal & other services 811111 General Automotive Repair 1.05 514 $36,012 83 +36
Construction 238912 Nonresidential site preparation contractors 1.04 459 $31,109 19 -71
Personal & other services 812990 All Other Personal Services 1.03 499 $28,472 16 +42
Healthcare & social assistance 621111 Offices of Physicians (except Mental Health Specialists) 1.02 2,795 $70,454 161 +633
Finance & insurance 524210 Insurance Agencies and Brokerages 1.01 1,252 $30,444 160 +266
Professional & technical services 541611 Administrative Management and General Management Consulting Services 1.00 850 $35,232 101 +431
Retail trade 441110 New Car Dealers 0.98 959 $46,539 12 -110
Construction 236115 New Single-Family Housing Construction (except Operative Builders) 0.97 573 $57,065 129 -910
Finance & insurance 522110 Commercial Banking 0.96 1,388 $45,516 91 +231
Healthcare & social assistance 624120 Services for the Elderly and Persons w ith Disabilities 0.96 781 $17,957 17 +457
Administrative services 561720 Janitorial Services 0.94 1,867 $9,982 87 +249
NAICS Classification Level in 2010
Locaton quotitent descriptions: extremely high (> 3.00)
above average (>1.25)
average (between 0.75 and 1.25)
below average (<0.75)
Net Chg
Since 2001
Broad sector 3-digit code & description LQ Jobs
Avg.
Earnings
No. of
Estabs.
Net Job
Gain (Loss)
Manufacturing 312120 Breweries 32.65 921 $71,574 5 +265
Manufacturing 333618 Other Engine Equipment Manufacturing 27.68 1,208 $61,184 2 +307
Manufacturing 334516 Analytical Laboratory Instrument Manufacturing 20.88 721 $66,132 5 +175
Manufacturing 334515 Instrument Manufacturing for Measuring and Testing Electricity and Electrical Signals 15.26 702 $137,805 10 -1,924
Manufacturing 334111 Electronic Computer Manufacturing 9.52 938 n/a n/a -409
Manufacturing 334418 Printed Circuit Assembly (Electronic Assembly) Manufacturing 9.10 494 $82,852 5 -497
Construction 238122 Nonresidential structural steel and precast concrete contractors 7.65 554 $53,801 8 +201
Administrative services 561422 Telemarketing Bureaus and Other Contact Centers 4.42 1,919 $19,755 17 +1,811
Information & media 511120 Periodical Publishers 4.01 712 $45,177 21 -17
Professional & technical services 541712 Research and Development in the Physical, Engineering, and Life Sciences (except Biotechnology) 3.50 1,752 $121,444 32 +1,488
Professional & technical services 541620 Environmental Consulting Services 2.76 406 $44,241 50 +141
Healthcare & social assistance 622310 Specialty (except Psychiatric and Substance Abuse) Hospitals 2.64 580 $80,892 1 +580
Property sales & leasing 531190 Lessors of Other Real Estate Property 2.63 575 $41,696 18 +168
Finance & insurance 523910 Miscellaneous Intermediation 2.51 1,007 $24,464 16 +746
Healthcare & social assistance 621399 Offices of All Other Miscellaneous Health Practitioners 2.49 851 $22,151 58 +417
Manufacturing 334413 Semiconductor and Related Device Manufacturing 2.42 481 $91,981 5 +188
Professional & technical services 541940 Veterinary Services 2.38 830 $25,925 75 +156
Property sales & leasing 531130 Lessors of Miniw arehouses and Self-Storage Units 2.34 870 $28,001 23 +446
Construction 238312 Nonresidential drywall contractors 2.18 464 $38,175 9 -70
Retail trade 451110 Sporting Goods Stores 2.09 635 $17,687 62 +56
Government (incl. public ed.) 920000 State government 2.01 11,613 $38,864 21 +438
Professional & technical services 541330 Engineering Services 1.86 2,017 $61,728 202 +28
Arts, entertainment, & recreation 713990 All Other Amusement and Recreation Industries 1.85 481 $13,836 35 +15
Construction 238321 Residential painting contractors 1.81 522 $20,714 68 -70
Retail trade 453310 Used Merchandise Stores 1.81 499 $14,936 26 +114
Construction 238991 All other residential trade contractors 1.80 579 $16,943 45 -1
Retail trade 452910 Warehouse Clubs and Supercenters 1.76 2,206 $22,523 7 +1,639
Retail trade 454390 Other Direct Selling Establishments 1.76 2,042 $5,616 23 +195
Construction 238222 Nonresidential plumbing and HVAC contractors 1.76 1,008 $53,251 36 +70
Professional & technical services 541990 All Other Professional, Scientific, and Technical Services 1.74 2,055 $32,411 90 -422
Administrative services 561990 All Other Support Services 1.69 511 $45,357 39 -245
Property sales & leasing 531311 Residential Property Managers 1.67 1,037 $17,811 69 +440
Property sales & leasing 531120 Lessors of Nonresidential Buildings (except Miniw arehouses) 1.65 1,192 $30,894 32 +431
Arts, entertainment, & recreation 711510 Independent Artists, Writers, and Performers 1.63 1,928 $13,029 47 +347
Oil, gas, & mining 211111 Crude Petroleum and Natural Gas Extraction 1.63 1,370 $60,141 10 +840
Arts, entertainment, & recreation 713940 Fitness and Recreational Sports Centers 1.59 1,158 $9,420 44 +444
Retail trade 453220 Gift, Novelty, and Souvenir Stores 1.55 487 $15,003 67 -184
Construction 238911 Residential site preparation contractors 1.53 420 $25,965 43 -81
Information & media 518210 Data Processing, Hosting, and Related Services 1.52 526 $40,529 17 +334
Finance & insurance 522292 Real Estate Credit 1.41 403 $61,713 17 +252
Property sales & leasing 531390 Other Activities Related to Real Estate 1.38 1,792 $11,884 10 +686
Professional & technical services 541690 Other Scientific and Technical Consulting Services 1.35 471 $39,855 54 +277
Personal & other services 811490 Other Personal and Household Goods Repair and Maintenance 1.32 418 $20,464 14 +27
Manufacturing 334119 Other Computer Peripheral Equipment Manufacturing* 1.32 55 n/a n/a -3,292
Restaurants, bars, & hotels 722410 Drinking Places (Alcoholic Beverages) 1.30 585 $15,319 44 -170
Restaurants, bars, & hotels 722110 Full-Service Restaurants 1.29 6,423 $15,442 243 +579
Property sales & leasing 531210 Offices of Real Estate Agents and Brokers 1.29 2,942 $11,746 187 +888
Transportation & warehousing 493110 General Warehousing and Storage 1.28 855 $35,211 8 -117
Professional & technical services 541219 Other Accounting Services 1.27 761 $16,874 72 +174
Restaurants, bars, & hotels 721110 Hotels (except Casino Hotels) and Motels 1.26 2,029 $20,756 88 +293
Restaurants, bars, & hotels 722213 Snack and Nonalcoholic Beverage Bars 1.26 672 $11,928 67 +68
Administrative services 561730 Landscaping Services 1.25 1,477 $21,203 148 +352
Professional & technical services 541511 Custom Computer Programming Services 1.25 1,132 $69,565 158 +357
Construction 236220 Commercial and Institutional Building Construction 1.25 833 $60,252 71 -137
Professional & technical services 541512 Computer Systems Design Services 1.24 1,137 $59,985 199 +346
Healthcare & social assistance 623312 Homes for the Elderly 1.24 518 $18,622 22 +157
Personal & other services 812112 Beauty Salons 1.23 867 $24,486 89 +233
Retail trade 443112 Radio, Television, and Other Electronics Stores 1.22 452 $26,357 33 +49
Construction 238221 Residential plumbing and HVAC contractors 1.17 619 $36,957 126 -470
Healthcare & social assistance 621340 Offices of Physical, Occupational and Speech Therapists, and Audiologists 1.16 475 $27,706 45 +218
Finance & insurance 523930 Investment Advice 1.14 1,289 $17,190 38 +689
Retail trade 444110 Home Centers 1.12 778 $27,132 10 +175
Healthcare & social assistance 621210 Offices of Dentists 1.11 1,073 $42,506 173 +252
Finance & insurance 523920 Portfolio Management 1.11 1,053 $26,232 14 +595
Restaurants, bars, & hotels 722211 Limited-Service Restaurants 1.08 4,150 $12,175 238 +755
Property sales & leasing 531110 Lessors of Residential Buildings and Dw ellings 1.06 1,460 $20,950 57 +108
Finance & insurance 523120 Securities Brokerage 1.06 531 $69,599 54 +186
Construction 236118 Residential Remodelers 1.05 608 $52,797 104 +147
Personal & other services 811111 General Automotive Repair 1.05 514 $36,012 83 +36
Construction 238912 Nonresidential site preparation contractors 1.04 459 $31,109 19 -71
Personal & other services 812990 All Other Personal Services 1.03 499 $28,472 16 +42
Healthcare & social assistance 621111 Offices of Physicians (except Mental Health Specialists) 1.02 2,795 $70,454 161 +633
Finance & insurance 524210 Insurance Agencies and Brokerages 1.01 1,252 $30,444 160 +266
Professional & technical services 541611 Administrative Management and General Management Consulting Services 1.00 850 $35,232 101 +431
Retail trade 441110 New Car Dealers 0.98 959 $46,539 12 -110
Construction 236115 New Single-Family Housing Construction (except Operative Builders) 0.97 573 $57,065 129 -910
Finance & insurance 522110 Commercial Banking 0.96 1,388 $45,516 91 +231
Healthcare & social assistance 624120 Services for the Elderly and Persons w ith Disabilities 0.96 781 $17,957 17 +457
Administrative services 561720 Janitorial Services 0.94 1,867 $9,982 87 +249
NAICS Classification Level in 2010
ATTACHMENT 1
$1,620
$1,495
$1,243
$1,355
$1,215
$1,171
$1,204
19.6%
-20.3%
-30%
-25%
-20%
-15%
-10%
-5%
0%
5%
10%
15%
20%
Cumulative annual
growth rates of the
city's population,
2001-2010
Cumulative annual
growth rates of the
city's outstanding
debt on a per-
resident basis,
2001-2010
ATTACHMENT 1
$2.25
$2.24
$2.13
$2.19
$15,151
$15,925
$15,475
$15,323
$15,403
$15,656
$15,228
$16,338
$16,355
$15,963
$14,897
19.6%
1.1%
-2%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
Cumulative annual
growth rates of the
city's population,
2001-2010
Cumulative annual
growth rates of the
city's sales & use
tax base on a per-
resident basis,
2001-2010
ATTACHMENT 1
$10.97
$11.33
$12.23
$93,078
$98,949
$99,306
$100,429
$100,845
0%
10%
20%
30%
40%
50%
60%
Cumulative
annual growth
rates of the city's
population, 2001-
2010
Cumulative
annual growth
rates of the city's
sales & use tax
base on a per-
resident basis,
2001-2010
ATTACHMENT 1
These residents pursue an active, urbane lifestyle. They
travel frequently for business and pleasure. They listen
to jazz, classical, public, and alternative music radio.
They go to rock concerts, watch foreign films on DVD,
read women’s fashion magazines, and play a musical
instrument. They also practice yoga and go kayaking,
hiking/backpacking, and water and snow skiing.
Active members of their communities, Metropolitans
residents join civic clubs, volunteer for environmental
causes, address public meetings, and work for a political
party or candidate. They also belong to business clubs
and contribute to PBS. They prefer to own and use a
laptop computer, preferably an Apple. They go online
daily to download music and buy books, airline tickets,
CDs, and clothes. They also order merchandise by mail
or over the phone.
Note: ESRI defines the US population into 65 market or "tapestry" segments. According to ESRI, these are the three segments that most closely fit Fort Collins residents (text verbatim
from ESRI).
Source: ESRI.
ATTACHMENT 1
eclectic mix of single-family homes and multiunit
buildings. Sixty percent of the housing units were built
before 1960. The home ownership rate is 60 percent,
and the median home value is $192,372.
ATTACHMENT 1
margin is slim compared to
other age groups.
Source: U.S. Bureau of the Census, Local Employment Dynamics (LED) database, 2002-2009.
ATTACHMENT 1
residents a year on a net
basis.exceeds the number of jobs
in the city by more than 2,000.
Source : US Internal Revenue Service, county-to-county migration flows; Moodys Analytics.
ATTACHMENT 1
US averages.
Note: "Family origins" is calculated from Census tabulations across multiple categories, including ancestry, race, & ethnicity; "Military service" is calculated
on the population age 18 or older.
Source: U.S. Census Bureau (American Community Survey, 2005-2009 average).
ATTACHMENT 1
disparities
progressive
utilities
limited state
incentives
influence on
how key sites
marketed
healthcare
system &
PVHS
strong
K-12
economic
health
toolbox
economic
diversification
skills
mismatch
Fort
ZED
state / region
national / international
local
sluggish
growth in US
economy, high
unemployment
lack of available
high quality office
space
US is a low-risk,
high-transparency
investment
destination
commercial
growth going to
surrounding
communities
aging commercial
corridors
in the shadow
of Boulder
access to
capital
innovation
infrastructure
CSU
retention of
incubator
graduates
Old
Town
federal deficit &
downward pressure
on ED and R&D
funding
higher
education
funding
investment in
alternative
energy
environmental
stewardship
support for
independent
business &
arts
align
tourism &
ED
support for
emerging
clusters
Front
Range
CC
SWOT
TIP conducted an economic
development SWOT analysis
(strengths, weaknesses,
opportunities, and threats) for the City
of Fort Collins, based on a review of
economic, demographic, and
workforce characteristics, interviews
with local and regional business and
community leaders, and our
experience working with communities
and regions across the country.
The graphic illustrates the results of
the analysis conducted as part of the
assessment.
The size of the bubble is intended to
convey the consulting team’s view of
the relative importance of the topic,
and in some cases, the likelihood of
impact in the region.
Items closer to the center of the
graph tend to be more local in nature.
Those at the outer corners are
influenced by state, national, or global
trends, placing them to some degree
outside of local or regional control.
ATTACHMENT 1
Source: US Patent Office, US Census, TIP Strategies calculations.
ATTACHMENT 1
disparities
progressive
utilities
limited state
incentives
influence on
how key sites
marketed
healthcare
system &
PVHS
strong
K-12
economic
health
toolbox
economic
diversification
skills
mismatch
Fort
ZED
state / region
national / international
local
sluggish
growth in US
economy, high
unemployment
lack of available
high quality office
space
US is a low-risk,
high-transparency
investment
destination
commercial
growth going to
surrounding
communities
aging commercial
corridors
in the shadow
of Boulder
access to
capital
innovation
infrastructure
CSU
retention of
incubator
graduates
Old
Town
federal deficit &
downward pressure
on ED and R&D
funding
higher
education
funding
investment in
alternative
energy
environmental
stewardship
support for
independent
business &
arts
align
tourism &
ED
support for
emerging
clusters
Front
Range
CC
GRAPHIC: SWOT ANALYSIS
The graphic summarizes the results of
the analysis.
The size of the bubble is intended to
convey the consulting team’s view of
the relative importance of the topic, and
in some cases, the likelihood of impact
in the region.
Items closer to the center of the graph
tend to be more local in nature. Those
at the outer corners are influenced by
state, national, or global trends, placing
them to some degree outside of local or
regional control.
We have placed CSU, the largest
bubble, at the center of the diagram.
This reflects the large role that CSU
plays in Fort Collins’ economic health. It
also reflects the interconnectedness
between the City and the University
that extends far beyond economic
health.
The numerous bubbles in the orange
quadrant reflect Fort Collins’ numerous
other economic drivers.
ATTACHMENT 1
ATTACHMENT 1
Development Assistance
• Private Investment to
Public Assistance
• Square Feet of
Development
• Housing Units
• Tax Base Implications
Communications
• Awareness Outcomes
from Community Survey
• Media Hits