HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 01/08/2013 - COMPLETE AGENDAKaren Weitkunat, Mayor Council Information Center
Kelly Ohlson, District 5, Mayor Pro Tem City Hall West
Ben Manvel, District 1 300 LaPorte Avenue
Lisa Poppaw, District 2 Fort Collins, Colorado
Aislinn Kottwitz, District 3
Wade Troxell, District 4 Cablecast on City Cable Channel 14
Gerry Horak, District 6 on the Comcast cable system
Darin Atteberry, City Manager
Steve Roy, City Attorney
Wanda Nelson, City Clerk
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WORK SESSION
January 8, 2013
6 p.m.
1. Call Meeting to Order.
2. Midtown Plan. (staff: Bruce Hendee, Megan Bolin; 1 hour discussion)
The Midtown Plan will complement existing and forthcoming investment by developing
a vision and associated tools to guide the design of future redevelopment, and also
identify opportunities to enhance streetscapes and multimodal connectivity. The Plan
directly supports City Plan Policy 5.2 – Target Public Investment along the Community
Spine. Midtown includes a significant portion of College Avenue and the Mason
Corridor, making it the “highest priority for public investment in streetscape and urban
design improvements…to promote the corridor’s transition to a series of transit-
supportive, mixed-use activity centers” (City Plan, pg. 52).
Work began to develop the Plan in spring 2012, and included extensive public outreach
to understand how Midtown functions today. The second phase of the project is now
underway and the following preliminary design concepts have emerged from the public
process:
• Character Areas: distinguish three segments of the corridor using design to
reinforce a theme
January 8, 2013
• Circulation: enhance multimodal circulation to, through, and within Midtown
N Create a pedestrian and bike promenade adjacent to MAX
N Repurpose frontage roads to better accommodate pedestrians and bicycles
• Design: create an urban environment through site, building, and streetscape
design
N Encourage well-designed structured parking
N Distinguish gateways and key intersections with design and public art
• Parks, Plazas and Open Space: add outdoor space for people to rest and/or play
The purpose of this work session is to present these emerging concepts and receive
feedback. These concepts will continue to be developed through additional public
outreach, with the goal of adopting a completed Plan by June 2013.
3. Rocky Mountain Innosphere (RMI) History, Building Financing, and Current and Future
Activities. (staff: Bruce Hendee, Josh Birks; 45 minute discussion)
The City Council Leadership Planning Team has requested an update and review of
Rocky Mountain Innosphere (RMI). The presentation will cover four topic areas: (1) a
review of the history of the RMI; (2) an explanation of the financial agreement involved
with constructing the RMI building; (3) an update on the current status of RMI; and (4)
an overview of the future of RMI.
4. Other Business.
5. Adjournment.
DATE: January 8, 2013
STAFF: Bruce Hendee
Megan Bolin
Pre-taped staff presentation: available
at fcgov.com/clerk/agendas.php
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
Midtown Plan.
EXECUTIVE SUMMARY
The Midtown Plan will complement existing and forthcoming investment by developing a vision
and associated tools to guide the design of future redevelopment, and also identify opportunities to
enhance streetscapes and multimodal connectivity. The Plan directly supports City Plan Policy 5.2
– Target Public Investment along the Community Spine. Midtown includes a significant portion of
College Avenue and the Mason Corridor, making it the “highest priority for public investment in
streetscape and urban design improvements…to promote the corridor’s transition to a series of
transit-supportive, mixed-use activity centers” (City Plan, pg. 52).
Work began to develop the Plan in spring 2012, and included extensive public outreach to
understand how Midtown functions today. The second phase of the project is now underway and
the following preliminary design concepts have emerged from the public process:
• Character Areas: distinguish three segments of the corridor using design to reinforce a
theme
• Circulation: enhance multimodal circulation to, through, and within Midtown
N Create a pedestrian and bike promenade adjacent to MAX
N Repurpose frontage roads to better accommodate pedestrians and bicycles
• Design: create an urban environment through site, building, and streetscape design
N Encourage well-designed structured parking
N Distinguish gateways and key intersections with design and public art
• Parks, Plazas and Open Space: add outdoor space for people to rest and/or play
The purpose of this work session is to present these emerging concepts and receive feedback. These
concepts will continue to be developed through additional public outreach, with the goal of adopting
a completed Plan by June 2013.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council have any comments or questions on the emerging concepts for the Plan?
a. Character Areas: distinguishing three segments of the Corridor using design to
reinforce a theme
b. Circulation: enhancing multimodal circulation to, through, and within Midtown
c. Design: creating an urban environment through site, building, and streetscape design
d. Parks, Plazas and Open Space: adding outdoor space for people to rest and/or play.
2. Are there any additional concepts that should be considered?
January 8, 2013 Page 2
BACKGROUND / DISCUSSION
Why Midtown?
Midtown has been defined as a portion of the College Avenue commercial corridor, spanning
slightly over three miles from Prospect Road south to Fairway Lane (see boundary map, Attachment
1). This has been a priority area for the City as it includes a significant portion of College Avenue
and the Mason Corridor, collectively defined as the “community spine” in City Plan. Policy LIV
5.2 provides the foundation for continued focus in Midtown stating, “the ‘community spine’ shall
be considered the highest priority area for public investment in streetscape and urban design
improvements and other infrastructure upgrades to support infill and redevelopment and to promote
the corridor’s transition to a series of transit-supportive, mixed-use activity centers over time” (City
Plan, pg. 52).
In addition, other City undertakings that influence Midtown include:
• Transit Oriented Development Overlay, zoning regulations that include:
- Density bonuses for incorporating structured parking or affordable housing
- Site and building design standards
• 2010 Midtown Redevelopment Study, a market study that determined Midtown has:
- Over 600,000 square feet of vacant retail space
- Capacity for 1,500-3,000 new housing units
- Capacity for 200,000 square feet of new office space
• 2011 Existing Conditions Survey and Urban Renewal Plan
- Determined blight conditions exist throughout the corridor
- Established the ability for the Urban Renewal Authority to use tax increment
financing (TIF) to leverage private investment.
While these have helped establish the foundation for Midtown’s future, it is lacking a cohesive
design vision to guide public and private investment within the corridor. Subsequently, City Council
allocated Keep Fort Collins Great funding to develop an urban design framework for Midtown Fort
Collins, now called the Midtown Plan.
Project Details
The objective of the Midtown Plan is to complement current and forthcoming investment by
developing a vision and associated tools to guide the design of future redevelopment, and identify
opportunities to further enhance streetscapes and multi-modal connectivity. Specific outcomes
include:
• Enhance connectivity along and across College Avenue
• Integrate the Mason Trail and MAX BRT stops
• Provide clear design guidelines for site planning, buildings, and streetscapes
• Develop a parking strategy that supports increased densities
• Improve way-finding and sense of identity
January 8, 2013 Page 3
The City hired Winter and Company, a Boulder-based consulting firm, to assist with the creation
of the Plan. Work on the project began in summer 2012 and was divided into three phases:
1. Document existing conditions (July 2012 – November 2012)
2. Develop design concepts (November 2012 – February 2013)
3. Draft and adopt the Plan (February 2013 – June 2013)
Phase 1 – Document Existing Conditions
The first phase of the project is complete, culminating with an existing conditions report that will
ultimately be included in the final Plan. Work was heavily focused on collecting data to better
understand the corridor and included both physical observations and input from community and City
staff members.
Public Outreach
Information was collected primarily through meetings with community organizations, such as the
South Fort Collins Business Association, and City boards and commissions. Focus groups were also
held to differentiate and understand the viewpoints of property and business owners, developers, and
neighbors. A complete list of outreach meetings is provided in Attachment 2.
Additional input was obtained using an online questionnaire, which received 92 responses.
Questions were focused on how people use Midtown, how they travel there, and their most liked and
disliked characteristics of the corridor. The following lists common responses to the latter question
(see Attachment 3 for the questionnaire summary):
What do you LIKE about Midtown? What do you DISLIKE about Midtown?
• Mix of businesses • Heavy traffic and congestion
• Convenience • Looks messy and uncared for
• Mason and Spring Creek Trails • Lack of character
• Adequate parking • Empty stores
• Trees • Not bike- or pedestrian-friendly
• Restaurants • Lack of parks/green space
A significant milestone that marked the transition between Phase 1 and Phase 2 was the community
workshop on November 14. Over 70 people attended, including property owners, business owners,
residents adjacent to the corridor, and other interested citizens outside of the immediate Midtown
area. The workshop was an intensive, hands-on experience, where citizens were able to work as
City Planners and design their vision for Midtown. The event was very successful both from the
participation level and ideas garnered from citizens, which strongly influenced the design concepts
that have emerged.
Phase 2 – Develop Design Concepts
All of the ideas and feedback received to date have driven the second phase of the project,
developing design concepts. This phase has just begun in earnest, and the purpose of this work
session is to discuss the concepts that are emerging for Midtown. Note these are preliminary ideas;
January 8, 2013 Page 4
staff is seeking initial feedback from Council, and will continue with extensive public outreach to
refine the concepts and develop implementation actions.
Framework Map
Attachment 4 is a draft Framework Map for Midtown. Framework maps are intended to convey
primary, high-level planning concepts. The following concepts for Midtown are depicted on the
Framework Map, and described in detail below:
• Character Areas: distinguish three segments of the corridor using design to reinforce a
theme
• Circulation: enhance multimodal circulation to, through, and within Midtown
N Create a pedestrian and bike promenade adjacent to MAX
N Repurpose frontage roads to better accommodate pedestrians and bicycles
• Design: create an urban environment through site, building, and streetscape design
N Encourage well-designed structured parking
N Distinguish gateways and key intersections with design and public art
• Parks, Plazas and Open Space: add outdoor space for people to rest and/or play
Character Areas
The Midtown Plan area spans slightly over three linear miles and was developed incrementally
during times when automobiles dominated the development pattern. As a result, it lacks
cohesiveness in terms of character and functionality. While there are common threads throughout
the corridor, there are subtle differences in terms of use and character.
One emerging concept is the division of Midtown into three Character Areas. The idea is to build
upon existing development character and assets, and create thematic design concepts that would
distinguish each area. Urban design, landscaping, and public art can be used to define and reinforce
the themes. The three Character Areas are being referred to initially as Upper, Central, and Lower
Midtown, although the names may chance with additional input. These are illustrated on the
Framework Map, and initial concepts for each area include:
• Upper Midtown (Prospect to Swallow) – this area contains a variety of lot sizes, some of
which are relatively small and accommodate smaller, specialized businesses. Proximity to
Colorado State University, particularly the demonstration garden, in addition to the
connection by the Spring Creek Trail to the Gardens on Spring Creek, suggests a potential
“garden” theme.
• Central Midtown (Swallow to Bockman) – the redevelopment of Foothills Mall in this area,
in addition to the Midtown Arts Center, suggests a focus on arts and entertainment as a
theme. In addition, multiple car dealerships are located in the area, some of which have been
recently updated, which could further influence character design.
January 8, 2013 Page 5
• Lower Midtown (Bockman to Fairway) – this area is characterized by large-scale retail with
professional office clusters and smaller, industrial-style commercial buildings along Mason.
Proximity to Front Range Community College and major technology-based employers on
east Harmony suggests a potential “innovation” theme.
Circulation
Presently, automobiles dominate circulation routes in Midtown, and land development patterns are
strongly influenced by auto access and parking. Conversely, pedestrian and bicycle circulation
systems are fragmented, creating an unwelcoming environment. MAX will alter this dynamic
significantly, creating opportunities for catalyst projects that are more pedestrian-oriented and
conducive to biking.
A major objective of the Midtown Plan is to enhance multimodal connectivity, with particular
emphasis on MAX and the riders it will bring to the corridor. This concept is illustrated by dashed,
green lines on the Framework Map. Key components to accomplish this objective include:
• Automobile circulation: improve and expand a network of secondary circulation routes that
serve as alternatives to College Avenue and the major east-west arterials, e.g., Drake and
Horsetooth. In some places, this can be accomplished with existing public streets, e.g.,
Mason; in other places, routes may be private lanes that function as streets, or enhanced
drive lanes that serve individual parking lots. In all cases, continuity of circulation is the
goal.
• Bike circulation: complete the bike network within Midtown, e.g., adding bike lanes to
existing roadways or creating shared walkways, to enhance circulation within the Plan area.
• Pedestrian circulation: provide safe and convenient links from MAX stops to the east side
of College Avenue. This may be accomplished through streetscape and crossing
improvements at intersections and/or through private, internal pedestrian routes that connect
properties.
• Focus on enhancing pedestrian and bike amenities at existing Midtown entrances: e.g.,
Columbia Road, Troutman Parkway underpass, and Spring Creek overpass. A specific
conceptual example could be conducting a “road diet” for Troutman and adding bike
facilities on the road to make it a safer through-connection to the east side of College
Avenue.
Promenade
An emerging concept is to develop a pedestrian and bicycle “promenade” along a portion of the
western edge of Midtown, abutting the MAX guideway. The promenade would be constructed over
time in conjunction with redevelopment, in anticipation that such redevelopment would orient to the
transit line. The vision is for an urban walkway with storefronts and other amenities to enliven the
area adjacent to MAX.
This concept is illustrated on the Framework Map with a brown, dashed line, and photo examples
are provided in Attachment 5. The width of the promenade may vary, depending on the land
January 8, 2013 Page 6
available, and would be landscaped and enhanced using public art. The Mason Trail would still be
a significant north-south connection, but would be more akin to an “expressway” verses a “business
route” on the promenade.
Frontage Roads
Since College Avenue is a state highway, frontage roads were created to control access to adjacent
businesses. While the existing frontage roads are fragmented throughout the corridor, they serve
as an important alternative to College Avenue. An emerging concept for circulation is to keep the
frontage roads, but downplay their significance for automobiles and instead enhance them for
pedestrians and bikes. The width of these roads and their physical, landscaped separation from
College Avenue make them ideal for a calmer circulation route. Alternative designs that include
a combination of on-street parking, enhanced pedestrian and bike facilities, and automobile
circulation are being explored. One idea is to use a Woonerf (pronounced voon-erf) design, which
is an all-mode concept that does not divide pedestrians, bikes and cars, see photo examples in
Attachment 5.
Design
While recent redevelopment projects are improving the quality of design throughout the corridor,
most site designs are suburban and auto-oriented; buildings, in many cases, are dated or generic in
character. Future building and landscape improvements in Midtown should welcome a variety of
designs, emphasizing quality materials and architectural detail. The overall concept is urban,
encouraging denser development that helps create a walkable atmosphere the corridor currently
lacks. Densification near transit stops will also help support MAX. Images are provided in
Attachment 5 to exemplify design concepts. Some specific characteristics include:
• Site design: emphasize street-fronting buildings that create active street edges.
• Parking: locate most parking on the interior of sites, but still retain some on-street parking.
Structured parking would be encouraged, when feasible.
• Building design: encourage a high degree of character through quality materials and
architectural detail. Working with local businesses and organizations such as the South Fort
Collins Business Association, the desire of this Plan is to encourage the development of
Character Areas that will gradually evolve district identities, as mentioned earlier. Building
design guidelines could reinforce a desired identity.
• Streetscape and landscaping: a coordinated landscape palette should be used throughout
Midtown to contribute to its sense of identity; however, other landscape or urban design
features should vary to distinguish each Character Area. For example, street furniture,
including benches, lights, and wayfinding signs may have a consistent design throughout
Midtown, while plant materials may vary at individually landscaped intersections and
gateways to identify specific contexts.
• Emphasis should also be placed on energy efficient building and site design, with
opportunities to install renewable energy devices, e.g., rooftop solar panels.
January 8, 2013 Page 7
• In conjunction with City Utilities, the potential for heating districts should be evaluated.
Gateways and Key Intersections
The Framework Map illustrates two primary auto-oriented gateways in Midtown: (1) the Prospect-
College intersection, and (2) the Harmony-College intersection. The Harmony-College intersection
was recently improved and includes unique design elements, public art, and landscaping that
distinguish its significance. A similar concept should apply to Prospect-College on the northern
gateway into Midtown.
Furthermore, the Framework Map illustrates a design concept for key intersections. These are
places where design opportunities exist to visually connect MAX stations to the east along primary
east-west roadways. The idea is to extend the design for a particular MAX stop, using public art
and/or landscaping, to the east and repeat similar design elements at College Avenue.
Parks, Plazas and Open Spaces
One of the most commonly recounted issues for Midtown was the lack of public space; the
sentiment being that there are currently no outdoor spaces to rest. A central concept for the Plan is
to establish a series of publicly accessible outdoor spaces located throughout the corridor. This
concept is illustrated on the Framework Map with blue dots, although it is important to note that the
locations of these spaces are purely conceptual and are not intended to dictate site-specific locations.
Some considerations are as follows:
• Many of these spaces should be provided as part of privately-developed projects; they would
serve individual properties as well as outdoor use areas, such as for dining and outdoor
displays, as well as sitting areas and passive parks.
• A key component of this concept is to link these spaces together by sidewalks, internal paths
and walkways, making them easily accessible to pedestrians.
• Each Character Area should have a distinct public space, plaza, or park that serves an iconic
function, similar to how Oak Street Plaza and Old Town Square serve downtown.
Next Steps
Once Council has had a chance to discuss the emerging concepts for Midtown, staff is prepared to
further refine the ideas and present them for review by the public at an open house in early February.
Additionally, presentations to City boards/commissions and community organizations will continue,
and will ultimately help to refine and further develop the concepts.
Thereafter, initial drafts of the Plan will be refined, with an important component focusing on
implementation. In addition to setting the vision for Midtown, this Plan will also identify land use
and financial tools that could help define and incentivize the vision. Staff intends to have a final
Plan completed and ready for Council adoption by June 2013.
January 8, 2013 Page 8
ATTACHMENTS
1. Midtown Plan Boundary Map
2. Public Outreach Schedule
3. Online Questionnaire Summary
4. Draft Framework Map
5. Conceptual photo examples
6. Staff presentation
Drake Station
Swallow Station
Harmony Station
Prospect Station
Troutman Station
Horsetooth Station
Spring Creek Station
South Transit Station
S SHIELDS ST
S COLLEGE AVE
S LEMAY AVE
W DRAKE RD
E DRAKE RD
W HARMONY RD
W PROSPECT RD
E PROSPECT RD
S MASON ST
W HORSETOOTH RD
E HORSETOOTH RD
E HARMONY RD
BOARDWALK DR
LANDINGS DR
S LEMAY AVE
Midtown Plan Area
Legend
Future MAX Stops
Future MAX Guideway
Plan Boundary
FOOTHILLS
MALL
O
ATTACHMENT 1
ATTACHMENT 1
Midtown Plan - Outreach Schedule ATTACHMENT 2
Date Group Time Location
Aug 10 Planning & Zoning Board 1:30 pm 281 N College
Aug 13 Bike Advisory Committee 6:00 pm 215 Mason
Aug 14 Board of Realtors 12:00 Harvard St
Aug 15 Staff – Capital Projects
Staff – Wayfinding
Economic Advisory Commission
Staff – Public Art
Art in Public Places Board
10:00 am
11:00 am
12:00 pm
2:00 pm
3:30 pm
281 N College
281 N College
300 Laporte
Lincoln Center
Lincoln Center
Aug 17 Chamber of Commerce LLAC 7:30 am Meldrum
Aug 22 Business Owner Forum
SFCBA Board
Neighborhood Focus Group
7:30-9 am
10-11:30
5:30-7 pm
YAC
YAC
Aug 23 Property Owner Forum
Developer Forum
Commission on Disability
7:30-9 am
3:30-5 pm
12:15 pm
YAC
YAC
300 Laporte
Aug 28 Auto Dealer Association 12:00 pm Moot House
Sep 14 CanDo Built Environment Work Group 10:00 am 215 Mason
Sep 19 Transportation Board 6:00 pm 215 Mason
Oct 18 CanDo Coalition 8:30 am Aztlan Center
Oct 24 ASCSU 6:30 pm Lory Student Center
Nov 14 Community Workshop 5:30-8 pm Lincoln Center
Nov 16 Staff – Workshop debrief 9:00-12 pm
Nov 29 Staff – Street cross sections
Staff – Parks
Staff – Streetscapes
Staff – Urban design
1:00 pm
2:00 pm
3:00 pm
4:00 pm
281 N College
Jan 8 City Council work session 6:00 pm 300 Laporte
Feb TBD Public Open House TBD 300 Laporte
Feb 8 Planning & Zoning Board 12:00 281 N College
Midtown Plan – Online Questionnaire Summary ATTACHMENT 3
1
The following summarizes responses to an online questionnaire regarding Midtown Fort Collins.
The questionnaire was available between August-November 2012, receiving 92 responses.
1. How often do you visit Midtown?
2. Why do you visit Midtown (choose all that apply)?
8.8%
35.2%
56.0%
Daily
Weekly
Monthly
Less than once per month
Never
1.2%
15.5%
19.0%
42.9%
50.0%
69.0%
84.5%
Retail shopping
Convenience shopping, e.g.,
grocerty store
Culture/entertainment
Service, e.g., day care
Employment
Healthcare
I do not visit Midtown
Midtown Plan – Online Questionnaire Summary ATTACHMENT 3
2
3. How do you typically travel to/through Midtown?
4. How safe do you feel walking or biking in Midtown?
5. If you feel unsafe or very unsafe (question #4), what can be improved to make you
feel safer?
Improve east/west connections for bikes to get from Mason trail to College
Wider sidewalks, separated from streets
Better pedestrian connections between businesses
Safer pedestrian and bike crossings, especially at major streets
4.5%
12.5%
17.0%
65.9% Auto - drive alone
Auto - carpool
Bike
Walk
Bus
Other
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%
Safe
Unsafe
Very safe
I do not walk or bike in
Midtown
Neither safe nor unsafe
Very unsafe
Midtown Plan – Online Questionnaire Summary ATTACHMENT 3
3
6. What are the top things you LIKE about Midtown?
Mix of businesses
Convenience
Mason and Spring Creek trails
Adequate Parking
Trees
Restaurants
7. What are the top things you DISLIKE about Midtown?
Heavy traffic/congestion
Looks messy/uncared for
Lack of character
Empty stores
Difficult for bikes and pedestrians
Lack of parks/green space
8. What changes are needed to make Midtown a better place to visit?
Update facades, beautification along the corridor
Make it welcoming to bikes and pedestrians, more walkable
More public spaces, parks
Better configured parking
ATTACHMENT 4
ATTACHMENT 5
City Council Work Session – January 8 1
Midtown Plan Concepts – Photo Examples
Promenade
Figure 1: Potential promenade cross-
section. Note: width will likely vary along the
promenade.
Figure 3: Promenade example
Figure 4: Promenade example
Figure 5: Promenade example
Figure 6: Promenade example
Figure 2: Promenade example
ATTACHMENT 5
City Council Work Session – January 8 2
Frontage Roads
Figure 7: Frontage road example.
“Woonerf” (voon-erf) concept – all modes
share the road.
Figure 8: Frontage road example
Figure 9: Frontage road example
Design – Sites
Figure 10: Site design example. Parking
located internally on the site, buildings
oriented to streets, and landscaped
pedestrian pathways.
Figure 11: Site design example. Structured
parking near BRT stop, dense residential,
and a mix of uses (vertical or horizontal).
ATTACHMENT 5
City Council Work Session – January 8 3
Design - Buildings
Figure 12: Horizontal mixed use
Figure 13: Vertical mixed use
Figure 14: Retail development
Figure 15: Townhomes
Figure 16: Townhomes
Figure 17: Apartments/condominiums
ATTACHMENT 5
City Council Work Session – January 8 4
Figure 18: Urban car dealership example
with internal showroom, building oriented to
edge of street
Figure 19: Urban car dealership example
Design - Streetscapes
Figure 20: Streetscape example – benches,
lighting, flowers, and trees along walkway
Figure 21: Streetscape example
Figure 22: Streetscape example
Figure 23: Landscaped medians
ATTACHMENT 5
City Council Work Session – January 8 5
Figure 24: Streetscape example
Figure 25: Streetscape example
Figure 26: Streetscape example
Design - Parking
Figure 27: Structured parking example.
Active use on ground floor with parking
above.
Figure 28: Architectural screening for
structured parking
Gateways and Key Intersections
Figure 29: Landscaping enhancements at
Midtown’s southern gateway, Harmony and
College
ATTACHMENT 5
City Council Work Session – January 8 6
Figure 30: Public art enhances the
Harmony/College intersection
Figure 31: Public art creates identity and
character for North College
Figure 32: Public art distinguishes key
pedestrian crossing
Parks, Plazas, Open Space
Figure 33: Public market
Figure 34: Fountain
ATTACHMENT 5
City Council Work Session – January 8 7
Figure 35: Space for music performances
Figure 36: Internal pathway connecting
properties
Figure 37: Showcasing art in public spaces
Figure 38: Public plaza example
ATTACHMENT 6
1
1
Midtown Plan
City Council Work Session
January 8, 2013
ATTACHMENT 6
2
2
Direction Sought
• Does Council have any questions about the
emerging concepts for the Plan?
– Character Areas
– Circulation
– Design
– Parks, Plazas, Open Space
• Are there any additional concepts that should
be considered?
ATTACHMENT 6
3
3
Plan Area
North Boundary:
Prospect Road
South Boundary:
¼ mile south of Harmony Road
East Boundary:
Commercial on east side of
College Avenue
West Boundary:
Mason Corridor
ATTACHMENT 6
4
4
Why Midtown?
City
Plan
Mason Corridor
MAX Bus Rapid Transit
2010 Redevelopment
Study
Transit Oriented
Development Overlay
Midtown Urban
Renewal Plan
Midtown
Plan
ATTACHMENT 6
5
5
Midtown Plan
Objectives:
• Integrate the Mason Trail and MAX stops
• Enhance connectivity for pedestrians and bikes
• Improve streetscapes
• Provide guidelines to enhance urban design
• Develop sub-district identity
ATTACHMENT 6
6
6
Process
Existing
Conditions
• July 2012 – November
• Tour the corridor
• Meet with staff
• Public outreach
Design
Concepts
• November 2012 –
February
• Community workshop
• City Council work session
• Public outreach
Plan and
Implementation
Tools
• February – June 2013
• Public open house
• Plan adoption
ATTACHMENT 6
7
7
Questionnaire Responses: What do
you LIKE about Midtown?
Mason and Spring Creek Trails Trees
ATTACHMENT 6
8
8
Questionnaire Responses: What do
you DISLIKE about Midtown?
Empty stores
Difficult for bikes and pedestrians
ATTACHMENT 6
9
9
Community Workshop, Nov. 14
• Over 70 participants
• Hands-on activities
ATTACHMENT 6
10
10
Workshop
Outcomes
Pre-made site layouts
Photo examples
ATTACHMENT 6
11
11
FrameworkMap
• Character Areas
• Circulation
• Promenade
• Frontage Roads
•Design
• Site & building design
• Streetscapes
• Parking
• Gateways & Key Intersections
• Parks, Plazas, Open Space
ATTACHMENT 6
12
12
Concept:
Character Areas
Upper
Central
Lower
Public art distinguishes North College
ATTACHMENT 6
13
13
Concept:
Circulation
Internal circulation
opportunities
Bike and
pedestrian access
to neighborhoods
Pedestrian and bike
Promenade
ATTACHMENT 6
14
14
Key Circulation
Concept:
Promenade
Bike and pedestrian pathway
Housing & businesses front
promenade
ATTACHMENT 6
15
15
Key Circulation
Concept:
Frontage Roads
“Woonerf” concept – shared by all
modes
Slower car speeds, distinguished
paving
ATTACHMENT 6
16
16
Concept:
Site Design
Structured parking
Buildings oriented
to street edges
Density
ATTACHMENT 6
17
17
Key Design Concept:
Building Design
Horizontal Mixed Use
Vertical Mixed Use
ATTACHMENT 6
18
18
Key Design Concept:
Building Design
Townhomes
Apartments/condos
ATTACHMENT 6
19
19
Key Design Concept:
Building Design
Urban auto dealerships
with interior showrooms
ATTACHMENT 6
20
20
Key Design Concept:
Parking
Active use on
ground floor
Screened parking
on upper floors
ATTACHMENT 6
21
21
Key Design Concept:
Streetscapes
Landscaped Medians
Active, landscaped street edges
ATTACHMENT 6
22
22
Key Design Concept:
Gateways &
Key Intersections
Gateway feature at Harmony-
College intersection
Build on design of MAX stations at key
intersections
ATTACHMENT 6
23
23
Concept:
Parks, Plazas,
Open Space
Active, urban plazas
Public walkways
ATTACHMENT 6
24
24
Next Steps
Continue Outreach on Plan Concepts
• Public open house, February
• Stakeholder outreach
• Second online questionnaire
Refine Concepts
Develop Plan and
Implementation Actions
Adopt Plan, June 2013
ATTACHMENT 6
25
25
Direction Sought
• Does Council have any questions about the
emerging concepts for the Plan?
– Character Areas
– Circulation
– Design
– Parks, Plazas, Open Space
• Are there any additional concepts that should
be considered?
ATTACHMENT 6
26
26
Thank You
DATE: January 8, 2012
STAFF: Bruce Hendee,
Josh Birks
Pre-taped staff presentation: available
at fcgov.com/clerk/agendas.php
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
Attending for Rocky Mountain Innosphere: Mark Wdowik, Chairman; Chris Otto, Treasurer; Mike
Freeman, Chief Executive Officer
SUBJECT FOR DISCUSSION
Rocky Mountain Innosphere (RMI) History, Building Financing, and Current and Future Activities.
EXECUTIVE SUMMARY
The City Council Leadership Planning Team has requested an update and review of Rocky
Mountain Innosphere (RMI). The presentation will cover four topic areas: (1) a review of the
history of the RMI; (2) an explanation of the financial agreement involved with constructing the
RMI building; (3) an update on the current status of RMI; and (4) an overview of the future of RMI.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
• Does the City Council have any unanswered questions about Rocky Mountain Innosphere
or the building financing?
BACKGROUND / DISCUSSION
History
The Rocky Mountain Innosphere (RMI) began as the Fort Collins Virtual Incubator in 1998,
supported by the City of Fort Collins with General Fund dollars. Over the years, the program grew
to include entrepreneurial support services, such as the Kaufman Foundation FasTrack program,
subsidized office space, and advisors in residence. Today, RMI provides a wide array of services
to start-up companies in Fort Collin, including the physical office and wet lab space of the newly
constructed facility.
RMI began planning for a new facility in 2008 when it partnered with the Northern Colorado
Economic Development Corporation (NCEDC) to evaluate available buildings and sites for
expansion. The initial search identified an existing building; unfortunately the property was
purchased by a third-party before RMI could act. The effort then shifted to construction of a new
facility. The initial plans included the City of Fort Collins lending funds directly to RMI for
construction of the facility. However, the approach quickly shifted to using the New Market Tax
Credits program (NMTC Program) when the Colorado Housing and Finance Authority (CHFA)
approached the group.
The NMTC Program was established by Congress in 2000 to spur new or increased investments in
operating businesses and real estate projects located in low-income communities. The new facility
lies in a qualified Census Tract according to NMTC criteria. Therefore, this financial approach was
January 8, 2013 Page 2
available to aid in furthering the construction project. The City considered this approach beneficial,
in part, because it would reduce the overall size of the potential loan to RMI2 Properties LLC
(“RMI2 Properties”), a limited liability company formed for the express purpose of construction and
operating the new facility on behalf of RMI. In addition, the transaction would leverage an equity
investment from U.S. Bancorp Community Development Corporation (US Bank CDC, a subsidiary
of U.S. Bancorp Corporation d/b/a US Bank) a private for-profit partner in exchange for the tax
credits.
RMI is a 501(c)3 nonprofit corporation formed to accelerate the success of high growth, high
impact, innovation-based startup companies and to promote the development of an entrepreneurial
culture and infrastructure to sustain and nurture scientific and technology-based industries in
Colorado. Its major goals are:
1. Creation of primary jobs in the engineering, scientific, professional and managerial
categories to enhance utilization of our highly educated workforce and positively impact
regional wages.
2. Advancing existing and emerging scientific and technology industry clusters.
3. Accelerating technology transfer, research commercialization and spinoffs from Colorado
State University and the University of Northern Colorado.
4. Addressing challenges for start-up companies to receive initial funding.
The Financial Transaction
The NMTC Program resembles several other Federal tax credit programs, including Low Income
Housing Tax Credits, Historic Preservation Tax Credits, and Renewable Energy Tax Credits. The
program allows for a private for-profit entity to receive tax credit against its federal income tax
return in exchange for making equity investments in specialized financial institutions called
Community Development Entities (“CDEs”). The credit totals 39 percent of the original investment
amount and is claimed over a period of seven years (five percent for each of the first three years, and
six percent for each of the remaining four years). The CDE must, in turn, use the funds to make
Qualified Low Income Community Investments (“Qualified Investments”) according to the program
criteria. The construction of the new facility for the purpose of operating a privately owned, non-
profit business incubator qualifies under the terms of the NMTC Program as a Qualified Investment.
A NMTC Program financial transaction involves a verity of entities. The flow of funds through
these entities can be complex. Due to the number of transactions involved in a NMTC Program
financing the transactions are typically differentiated between Upper Tier transactions and Lower
Tier transactions. The Upper Tier transactions bring investment funds and debt funds together for
the purpose of making a Qualified Investment through a qualified CDE. The Lower Tier
transactions manage the process of making the Qualified Investment in a qualified project. For
further details see Attachment 1 - memorandum to City Council dated February 2, 2012 titled Rocky
Mountain Innosphere – New Market Tax Credit Financing,.
The City of Fort Collins and/or the Fort Collins Urban Renewal Authority (UR”) had three major
contributions to the NMTC Program financing of the RMI building. These contributions include:
January 8, 2013 Page 3
1. City: $5.3 million loan to the URA. Terms – 20 years, 2.5% interest with principal
repayment staggered to follow tax increment availability and the NMTC Program.
2. URA: $5.3 million loan to the NMTC Program investor fund. Terms – 20 years, 1.5%
interest only. The Redevelopment Agreement with RMI requires a refinance event
occur in the eighth year in order to receive Tax Increment Financing (TIF)
assistance.
3. URA: $2.8 million pledge of TIF assistance for specific reimbursable costs. RMI does not
receive credit for this assistance until the eighth year and only if it refinances the
outstanding $5.3 million loan between the URA and the investor fund.
Current Services
RMI provides an array of programs and services designed to support start-up companies connect
with capital, research institutions, professional service providers and workforce talent. These
programs and services include:
• Social and Advisory Group for Entrepreneurs (“SAGE”): Provides early stage companies
with advisory and mentoring assistance as they prepare themselves to become sustainable
businesses.
• Advisors In Residence (“AIR”): A network of subject matter experts structured to assist
entrepreneurs with specific functional requirements; companies have access to these experts
free of charge during their normally scheduled office hours; expertise includes Intellectual
Property Law, Accounting, Financial Management, etc.
• Entrepreneurs In Residence (“EIR”): A network of successful entrepreneurs in several
specific industries available to meet with and mentor start-ups and entrepreneurs.
• FastTrac: An award-winning program developed by the Kauffman Foundation helps
entrepreneurs refine their business concepts and develop their business plans, investor
presentations, elevator pitches and all of the necessary tools to acquire funding and launch
or grow a business.
• Innovation After Hours: Monthly event showcasing successful client companies with an
emphasis on the target industry clusters.
• NoCo Capital: This is a new program designed to provide increased access to capital to
client companies. The program includes a pool of funds offered as grants to companies that
have been reviewed by the Venture Lab (a partnership with Colorado State University). The
Venture Lab identifies funding and execution (e.g., team, technology, or market) gaps that
the company then uses these funds to address.
The City’s funding is tied directly to these programs and services and accounts for approximately
14 percent of the annual operating budget of RMI (based on the 2012 budget). The current operating
revenue by contributor for RMI is provided as shown in Table 1.
January 8, 2013 Page 4
Table 1
2012 Innosphere Impact - Identifying and Promoting the Success of Start-up Companies
Currently, RMI supports 32 startup companies in its incubator program. In 2012, five companies
graduated from the program successfully and there were three early exits or failures. An early exit
occurs when a company does not execute on its growth plan to realize the scale of impact predicted
when it was admitted as an Innosphere client. Early exits make up the RMI’s fail rate, which, as of
mid-2012, was 9 percent.
Semi-annual reviews with companies do not include all the detailed metrics collected for annual
reporting; however, the charts in Attachment 2 give a snapshot of overall health of RMI’s portfolio
companies. RMI has successfully supported more than 40 companies in the past three years,
averaging more than 25 client companies in each of the past three years.
RMI’s ability to attract high potential technologies and entrepreneur teams is essential in fulfilling
its mission. RMI on-boarded thirteen new clients from an applicant pool of 81 potential clients this
year and is currently offering pre-incubation services to another fifteen, tracking their progress to
see if there is potential for them to become a client at some point in the future. Of the remaining
companies, RMI continues to analyze and assess fourteen companies to determine whether RMI is
the best resource to match their current needs.
The Future
RMI is focusing on capital access as the key strategic priority again in 2013. If the companies that
are being incubated ultimately cannot access capital to grow – the program has failed the
entrepreneur. In 2012, RMI has driven two major capital access programs: (1) the formation of the
Colorado Angels; and (2) the development of an early stage debt pool ($500k) with the Colorado
Enterprise Fund and a local bank. In 2013, the focus will be to complete fundraising for an early
January 8, 2013 Page 5
stage investment pool or a seed fund and to fundraise and complete a Community Development
Venture Capital Fund.
RMI’s other priorities include continuing to expand its relationship with Colorado State University
(CSU) and CSU Ventures. This involves more integration with CSU’s commercialization process,
supporting companies at the Power House (former Engines Lab) and the Research Innovation
Center. RMI sees an ongoing high quality pipeline of start-up companies coming from CSU over
the long term.
The goal is to support the growth in technology based headquarters companies in the community.
ATTACHMENTS
1. Memorandum to City Council: Response to Allegations Regarding Rocky Mountain
Innosphere Financing, February 2, 2012
2. Rocky Mountain Innosphere Annual Report, 2011
3. Powerpoint presentation
ATTACHMENT 1
2011
ANNUAL REPORT
bring your vision
ATTACHMENT 2
Colorado State University Ventures
Colorado BioScience Association
City of Fort Collins
City of Loveland
Colorado State University
THANKS TO OUR FUNDING PARTNERS:
41%
7% 7%
24%
21%
Clean Tech
Tech Software
BioScience
Tech Hardware
Other
2011 IMPACT
30 client companies served
$4.5 mil revenues of current client companies
73.5 part-time employees of companies
99 full-time employees of companies
$55,000 average annual salary of company employees*
5 companies that have completed a Series A round
$36.1 mil capital raised to date by current client companies
$9.4 mil capital raised in 2011
* This compares to last year’s average of $66,000 which did not include
part-time employee salaries.
2011 HIGHLIGHTS
• St. Renatus successfully secured funding for its FDA
Phase III studies
• DH2i secured an SBA loan that enabled it to get its
first customer and ship its first software product
• Crashbooxx, Clear Path and Canvasback began
collaboration in the innovation of a new product
• Symbios was rewarded CEA grant funds to
match an SBIR award from the National Science
Foundation
• YouSeeU secured an Angel investment round and
first customers
• Ridekick launched a successful marketing campaign
leading to its first international sales
• WeatherFlow secured offshore wind contracts for
Virginia and North Carolina
PATENT PRODUCTION
17 provisional patents filed
18 national/ foreign patents filed
4 patents awarded
INDUSTRY PORTFOLIO
INNOSPHERE CLIENTS
Tenants
AGP
Advanced Regenerative Therapies
BeginAgain
Canvasback Legal Technologies
Crystal Creek Energy
Czero
Delta Circuit Design
DH2i
Eckstein Diagnostics
Forston Labs
Logimesh
Ridekick International
WeatherFlow
Wirsol Solar
Yewsavin, Inc
YouSeeU
Non-Residents
Advanced Microlabs
CarboAnaltics
Clear Path Labs
Crashboxx
DVM Systems
Membrane Protective Technologies
Panda Bicycles
Physical Activity Innovations
Propel Laboratories
St. Renatus
Stewart Energy
Symbios Technologies
VanDyne SuperTurbo
ZeroHero
INNOSPHERE GRADUATES*
Inviragen
Sprig Toys
*The practice of graduating companies only began
in 2009 since the Innosphere rebranding.
Ridekick International produces an electric motor and battery that clicks on any bike in
seconds. Founded in 2009, Ridekick transformed their prototype to sales in 13 months, growing
from 2 entrepreneurs to 9 employees. Innosphere has supported Ridekick with more than
office space. The collaborative environment and community of entrepreneurs is vital in sharing
solutions for early stage businesses and the programs have provided access to resource that
young companies can’t typically afford.
“ The Advisor in Residence program is thousands of dollars worth of free services.
That’s advice I can afford.”
– Mark Wanger, Ridekick International
Czero provides critical engineering resources to a wide variety of companies working on clean
tech projects. Since becoming a client of the Innosphere, the company has grown from 2
employees to 7, revenue has grown steadily since inception and the founders received the 2010
Bravo “Emerging Entrepreneur” award presented by the Northern Colorado Business report.
“ Innosphere has been instrumental in several capacities. First and foremost they have assembled
a large team of highly skilled advisors who provide excellent mentorship in all areas critical to
startup companies. Secondly, they have created and fostered an entrepreneurial ecosystem that
brings many different companies, city and state resources, university personnel and individuals
together allowing us to develop relationships, find synergies, learn from each and help each
other. Finally, they have been vocal supporters of the companies and have brought in resources to
help us and have knocked down roadblocks.”
– Guy Babbitt, Founder of Czero
Why do companies around the world compete
to develop “the next big idea?” Because
innovation drives the global economy. The
spark from a new product, process or material
can transform an entire industry, launching
businesses and creating jobs in its wake.
Innovation has long been an area dominated
by the U.S. But that’s no longer the case. If
the U.S. is to regain momentum, we need to
encourage entrepreneurs as they try to get
fledgling ventures off the ground. And one
of the best places to do this is right here in
Colorado.
Home to two of the nation’s top research
universities and national research facilities
such as NREL (National Renewable Energy
Laboratory) and NCAR (National Center for
Atmospheric Research), Colorado’s Front
Range communities have become one of the
nation’s hotbeds of technological innovation.
The economic impact of innovation is already
being recognized in Fort Collins and the
surrounding region:
• Ranked 3rd, Best-Performing Cities 2011,
Where America’s Jobs are Created and
Sustained:: Milken Institute -
December 2011
• 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
• Fort Collins, 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
To keep the momentum going, we need
to feed this innovative flame – which is
exactly what Innosphere does. Innosphere
is a non-profit organization that nurtures
entrepreneurial activity in Colorado. We enable
and accelerate the success of innovation-
based startup companies that compete in the
global marketplace. We actively promote the
development of an entrepreneurial culture
and the infrastructure to sustain scientific and
technology-based ventures. In short,
we’re a hub for entrepreneurial activity.
“ Cleantech market grew from $188.1B
in 2010 to $246.1B in 2011.”
- Clean Energy Trends 2012 Report
“ Innovative water technologies is a
$360B market and growing”
- Forbes March 2012
“ US still the top market for life science
investors.”
- Jones Lang LaSalle February 2012
OUR MISSION
When it comes to launching a business, entrepreneurs need more
than innovative ideas and perseverance. They need the support
of organizations and individuals who can help them refine their
business concepts, identify funding sources, find affordable office
space, access professional resources, market their products, and
much more. Through our programs and services, Innosphere helps
create a powerful support network that nurtures young businesses.
Programs and Services
Innosphere offers programs and resources – such as market
research, educational seminars, capital access assistance and
PR – to serve the needs of early-stage entrepreneurs. Examples:
• Coordination of access to capital occurs through a significant
network of angels, venture capitalists and strategic investors.
• Advisors in Residence enlists subject matter experts such as
CPAs, corporate attorneys, intellectual property attorneys,
marketing and HR professionals to serve as trusted advisors.
• The Social and Advisory Group for Entrepreneurs (SAGE) gives
entrepreneurs the opportunity to pitch their concepts to a group
of 40+ business mentors who offer real-time advice in order
to help assess the business opportunity made possible by their
idea. After the presentation, business mentors volunteer to work
in small advisory teams, leading the company through a three
to eighteen month engagement for up to 48 hours of pro-bono
advisement.
• Executives in Residence are experienced entrepreneurs who have
a demonstrated record of success in a variety of industries, work
individually with client companies in a collegial and confidential
manner to overcome challenging business issues.
• Innovation after Hours is a monthly networking forum
showcasing some of the region’s top business, academic
and government leaders.
Networks
Innosphere serves as a platform to connect startup businesses
with the resources they need to grow. To do so, we leverage the
complementary expertise of academia, industry and government.
For example, our entrepreneurs have access to outstanding faculty
members at nearby Colorado State University, a top-ranked
research university that ranked first, on a per-faculty basis in
federally funded research and development groups among all
public institutions in 2008-09. 2010 marked the third consecutive
year that the university surpassed $300 million in total R&D
expenditures. (Colorado State University website.“National Science
Foundation ranks CSU one of nation’s top 50 research institutions,”
Oct. 8, 2010)
Innosphere also works closely with local, country, state and
federal governments and national laboratories. At the same
time, we collaborate extensively with private investment
programs, capital sources, economic development groups
and business service providers.
Facilities
Our new LEED Platinum – certified building in the heart of
downtown Fort Collins offers startup companies 30,000 square feet
of first-class office space, conference meeting space and bioscience
laboratory facilities.
OUR TOOLS
for empowering results
OUR PLAN
to get results
Innosphere Focus Areas
Like the client companies we work with, Innosphere is somewhat of a startup.
Innosphere has transitioned through two major growth stages and we are now
entering our third. With strong support from our funding partners, Board of
Directors, and our stakeholders – the organization is stretching to reach new
heights by significantly increasing the value of our programs and services to the
entrepreneurial community we serve.
In 2012, there are two major initiatives that are our focus: implementing a new
access to capital initiative and fully integrating our services for entrepreneurs with
Colorado State University Ventures (CSUV).
Access to Capital
We are living in an era where the traditional methods for accessing capital in a
startup venture have radically changed. Increasingly, we have seen our founders and
CEOs spending inordinate amounts of time seeking modest early stage seed funding.
This distracts from addressing the critical technology development and market
characterization work that is essential in an early venture. Lack of early stage capital
starves the company of essential resources it needs to grow and create impact.
Innosphere and CSUV have teamed to address this issue and are actively putting
cutting edge and novel tools in place to help fund our top start-up ventures that will
be implemented in 2012 and 2013.
Integration with CSU Ventures
Innosphere and CSUV have a long tradition of providing programs and services
designed to speed up the pace of new venture creation. Over the years, our
programs and services have become more substantial and impactful. We realize that
to be effective there cannot be duplication of effort and we must combine our limited
resources. This year our organizations will be integrating aspects of business support
including a common incubation application, access to capital, combined advising and
due diligence.
We are looking forward to making significant progress toward providing the highest
quality and most impacted services to our entrepreneurial community.
OUR SUCCESS
is fueled by your support.
5 YEAR GOALS
50 New Startups
$200 Million in Capital
600 Primary Jobs
1,200 Spinoff Jobs
$2.5 Million in Seed Funding
SPONSORSHIP OPPORTUNITIES
Donor Pool
Debt Fund
Community Development Venture Fund
Program Sponsorship
Entrepreneur Sponsorship
TAX CREDIT EXAMPLE FOR
INNOSPHERE SPONSORS*
Innosphere Contribution Amount $100,000
Assumed 35% Federal Tax Rate -$35,000
4.63% Colorado Tax Rate -$4,630
Colorado EZ Tax Credit -$25,000
Adjusted “Cost” To The Contributor $35,370
(35.37% of Total Contribution)
REFER
If you know individuals who may be interested in
volunteering or engaging in the Innosphere network,
please refer them to our website www.rmi2.org and
encourage them to contact us.
*EKS&H
We are more than a building.
We are more than an incubator.
We are more than a network.
We are a force—borne of ideas and shaped by passion.
We are a community of entrepreneurs, leaders and supporters.
We are an ecosystem for innovation.
We are an engine for economic opportunity.
We are a catalyst for progress in Northern Colorado.
We are Rocky Mountain Innosphere.
Bring your vision.
320 E. Vine Drive
Fort Collins, CO 80524
970.221.1301
rmi2.org
(a 501c3 tax exempt non-profit organization)
1
Rocky Mountain Innosphere
Update on Program and Building
January 8, 2013
ATTACHMENT 3
1
2
Agenda
• Brief History of RMI
• Update on RMI status
• Future RMI plans
• Review of the financing transaction
2
City of Fort Collins, CO
Innosphere Update – City Council Work Session
January 2013
3
Our Evolution – Staff
98‐06
FCTI
06‐11
RMII
11 ‐ 12
Innosphere
2012 &
Beyond
Kathy Kregel
Mark Forsyth
Kelly Peters
Nicole Franklin
Mark Forsyth
Ryan Speir
Ryan Daniel
Jamie Sherwood
Mike Freeman
Doug Johnson
Maggie Flanagan
Emily Wilson
Ryan Daniel
Whitney Baggett
4
Our Evolution - Programs
FCTI
• Advising
RMII
• Advising
•SAGE
•FastTrac
Innosphere
• Advising
•SAGE
•FastTrac
•AIR &EIR
2012+
• Capital
Access
•Scale
Capacity
•Intake
Process
•Regional
Impact
5
We are more than a building.
We are more than an incubator.
We are more than a network.
We are a force—borne of ideas and shaped by passion.
We are a community of entrepreneurs, leaders and supporters.
We are an ecosystem for innovation.
We are an engine for economic opportunity.
We are a catalyst for progress.
We are Rocky Mountain Innosphere.
Bring your vision.
6
Our Mission
To enable and accelerate the
success of high growth, high
impact, innovation‐based startup
companies and to promote the
development of an entrepreneurial
culture and infrastructure
7
2011 Impact
30 client companies served
$4.5 mil revenues of current client companies
73.5 part-time employees of companies
99 full-time employees of companies
$55,000 average annual salary of company employees
5 companies that have completed a Series A round
$36.1 mil capital raised to date by current client companies
$9.4 mil capital raised in 2011
8
Industry Portfolio
9
Pursuing Technology in Important Markets
•Cleantech market grew from $188B in
Cleantech 2011 to $246B in 2012
• Innovative water technologies is a
$360B market and growing
Water
Innovation
Water
Innovation
•The US is the top market for life
Biosciences science investors
• Will represent $400B ‐ $1T in new
investments by 2020
Impact
Investing
Impact
Investing
10
5 Year Goals
50 New Startups
$200 Million in Capital
600 Primary Jobs
1,200 Spinoff Jobs
$2.5 Million in Seed Funding
11
Programs – What does Innosphere DO?
• Education
• Kauffman Foundation’s FastTrac Tech Venture
• Lunch & Learn presentations
• Workshops
• Pitch Coaching
• Mentorship
• Social and Advisory Group for Entrepreneurs (SAGE)
• Advisors in Residence (AIR)
• Executives in Residence (EIR)
• Access to Capital
• Funding/ Exit Planning
• Investor Forums
• Active Fundraising
12
New Client Engagement
•Review application
•Clarifying phone call ‐
needs alignment
Initial
screening
•Meet with RMI staff
•Business Analysis
Business
Analysis •Presentation to
advisor group
•Advisors complete
criteria review sheet
Advisory
Review
13
2012 Accomplishments
14 new client companies
Expanded programs
Fundraising
Access to capital
14
Seed Start‐Up Growth
Gate Gate
Progress:
Fund for Innovation
CO Angels
Debt Options
CDVCF
Access to Capital Program
15
CDVCF’s provide equity capital to
businesses in underinvested markets,
seeking market‐rate financial returns,
as well as the creation of good jobs,
wealth, and entrepreneurial capacity.
CDVCF’s are qualified investments
under the Community Reinvestment
Act an acknowledgement of the
importance of the CDVCF industry and
its tremendous ability to provide
financial support to underserved areas.
16
4Q Client Company Pipeline Activity
34 client companies
25 applicants
8 disqualified
3 new client companies
2 graduates/ early exits
25 companies in the pipeline
17
Sample 4th Quarter New Client Companies
Community Funded- A perks based crowd-funding platform and
payment gateway solution. To date, CF has helped 19 organizations
raise over $163,000 towards their projects.
Innosphere is supporting customer development and fundraising to
help the management team scale this model beyond the region of
Northern Colorado.
MOCO Development Co.- MOCO designs multilingual solutions
to help educational institutions and businesses reach out to an ever-
growing international market.
Innosphere is providing ideal mentor guidance to drive MOCO
toward first revenues and market validation prior to fundraising.
VetDC- Founded on the principle that companion animals should
have greater access to novel, innovative medical treatments.
VetDC "reverse-engineers" promising new human technologies
specifically for development in companion animal markets to
address serious veterinary medical conditions.
18
Maturity Ratings
Scale Definitions
Early: Pre‐revenue; in need
of capital; 2+ years to
graduation
Mid: Pre‐revenue or
insignificant sales but
making progress on
milestones; about 1 year
from graduation
Mature: Post‐revenue; some
successful fundraising;
within a year of graduation
19
Revenue Status
Annual revenues:
2010- $8.35 million
2011- $4.5 million
20
Primary Funding Paths
21
22
New Market Tax Credit Financing
• Congress Established the program in 2000
• Allows for a private for-profit entity to receive tax
credit against their federal income tax return
– 39 percent of original investment amount
• Requirements:
– Project must be in a qualified census tract
– Must be made through a Community Development
Entity (certified by US Treasury)
– Investment must occur in a qualified project
– Compliance managed by IRS
22
23
Financing Structure
• Due to the complex nature of the financing structure
typically broken into two parts
• Upper Tier Transactions
– Brings together the investment funds and debt
funds
• Lower Tier Transactions
– Involve the management of making the qualified
investments through a CDE in the project
23
24
Upper Tier Transactions
U.S.
Gov’t
Investor
Fund
CHFA
(CDE)
US Bank CDC
(Investor)
URA
(Lender)
CITY
$35 Million
Allocation
$2.8 Million
Tax Credit
$5.3 Million
Loan
$2.0 Million
Contribution
$5.3 Million
Loan
24
25
Lower Tier Transactions
Qualified
Investment
(Sub-CDE)
CHFA
(Manager)
RMI
RMI2
Properties
LLC
$7.3 Million Investment
$220,050
Fee
Two Loans:
(A)$1.8 Million (Equity)
(B)$5.3 Million (Debt)
Annual
Property Tax
Payments
(TIF)
25
26
Financing Summary
• City: $5.3 million loan to URA
– 20 years, 2.5% interest w/ principal repayment
• URA: $5.3 million loan to Investor Fund
– 20 years, 1.5% interest only
– Redevelopment agreement specifies refinance
• URA: $2.8 million in direct Tax Increment Assistance
– For specific reimbursable costs
– RMI receives credit in 8th
year
– Must refinance $5.3 million URA loan
26
27
Direction Sought
• Does the City Council have any unanswered
questions about Rocky Mountain Innosphere or the
building financing?
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is your opportunity
OUR UNIVERSE
Clean Energy
Clean Water
Bioscience
Information Technology
Modeling, Simulation and
Geospatial Technology
Engines and Transportation
OUR BENEFITS
Innovation Ecosystem
Engine for Job Creation
Catalyst for Urban Vitality
Showcase for Area Startups
Nationally Recognized