HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 01/26/2016 - INNOVATION COMMUNITYDATE:
STAFF:
January 26, 2016
Sam Houghteling, Industry Cluster Coordinator
Josh Birks, Economic Health Director
Jackie Kozak-Thiel, Chief Sustainabillity Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Innovation Community.
EXECUTIVE SUMMARY
The purpose of this item is to discuss Innovation Community, which Council identified as a priority at its May 2015
retreat. In recent years, Fort Collins has received numerous accolades for its business-friendly climate, vibrant
culture of innovation and entrepreneurship, and outstanding quality of life. The foundation for that success lies in
a collective tenacity to take calculated risks and a community committed to collaboration and self-improvement. It
is in this spirit that The City of Fort Collins and Colorado State University have recently embarked on an exciting
partnership to assess and advance our regional Innovation Ecosystem, centered on two initiatives:
The City of Fort Collins is mapping the assets of our local innovation ecosystem, in an effort to identify
regional strengths, address industry challenges, and developing a pipeline of impactful community
investments.
CSU is seeking a 2016 Innovation & Economic Prosperity University Designation from the Association of
Public and Land-grant Universities, which recognizes public universities working to become stronger
local, regional, and state partners in economic and community development.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Is there more that Council feels staff should be doing?
2. Does Council think Fort Collins is well positioned to support and emphasize innovation in the community
and region?
3. Is there a specific industry/sector (clean energy, bioscience, water technology, manufacturing,
software/hardware, creative, health, etc.) that Council would like to see a more intentional focus on?
BACKGROUND / DISCUSSION
The City has historically supported the Innovation Ecosystem (defined as a complex network of interconnected
systems and stakeholders) in a number of different ways, generally characteristic of three roles as a convener,
collaborator, and a catalyst.
1998: City launches Fort Collins Technology Incubator Program, which would later become the Rocky
Mountain Innosphere.
2004: City convenes the Economic Vitality & Sustainability Action Group.
2006-2015: City begins Industry Cluster financial support and convenes industry stakeholders in an effort to
catalyze Clusters Initiative’s.
2007/2008: City collaborates with key community stakeholders in the formation of FortZED.
2009: City aids the construction of Innosphere through public financing support.
2012: City partners with CSU on Powerhouse Engines Campus.
2014: City supports first annual Fort Collins Startup Week.
2014: City participates in State Sector Partnership formation.
January 26, 2016 Page 2
2015: City contributes financial contribution to Small Business Development Center through BFO.
2015: Economic Health Office revises strategic plan, which includes focus on innovation and
entrepreneurship.
2015: City matches State funding for CSU Ventures Advanced Industries Grant program.
2015: City partners with Colorado State University on Innovation Asset Mapping efforts and Innovation and
Economic Prosperity designation.
CURRENT INITATIVES
Innovation and Economic Prosperity Designation:
The Association of Public and Land Grant Universities (APLU) is a research, policy, and advocacy organization
dedicated to strengthening and advancing the work of public universities in North America. To recognize
universities that are leaders in spurring and promoting regional economic development, APLU created the
Innovation and Economic Prosperity Designation (IEP). The designation includes a comprehensive self-
assessment and improvement plan, focused on outreach and engagement to both internal and external
stakeholders.
Criteria for evaluation will address five domains:
1. Institutional understanding of its economic engagement enterprise
2. Planning for economic engagement activities
3. Promotion of and communication about economic engagement
4. Advancement of university economic engagement among peers
5. Overall: innovation and economic prosperity
“Innovation” in the context of economic development often refers to technology transfer and other ways of making
the results of scientific research relevant and useful. More broadly, “innovation” means new or novel methods,
ideas, products.
Seven principles of economic engagement
1. The institution engages and asserts institutional leadership.
2. The institution creates a supportive culture.
3. The institution ensures that university activities benefit the public.
4. The institution contributes to the development of an innovation economy.
5. The institution provides relevant educational opportunities and programs.
6. The institution promotes openness, accessibility, and responsiveness.
7. The institution communicates contributions, successes and achievements that benefit the region.
Innovation Asset Map (IAM)
In an effort to better identify the current Innovation landscape and Ecosystem in Fort Collins and Northern
Colorado, the Economic Health Office began the Innovation Asset Mapping project in July 2015, with an
anticipated date of completion of April 2016. This project will primarily be an opportunity to map connections,
inventory key stakeholders, identify industry challenges and gaps, and recommend future strategies and
investments for continued success.
Project Timeline
• May 2015: Council Retreat identifying ‘Innovation Community’ as a priority
• July 2015: Council Futures presentation on the Innovation Ecosystem
• Sept – Nov 2015: Innovation Asset Map Literature Review and Data Collection
• Oct – Dec 2015: IEP/IAM Process Refinement & Partnership Development
• Dec 2015 – Jan 2016: IAM / IEP Stakeholder Engagement: Focus Groups, 1:1’s, and Online Surveys
• Feb – March 2016: Create IEP / IAM Improvement Plans and Narrative
• April 2016: Submittal of IEP/IAM self-assessments and improvement plans
January 26, 2016 Page 3
• May 2016: Council Work Session to present final results of IEP and IAM projects
DATA AND STATISTICS
In order to quantify Innovation and Entrepreneurial vibrancy, we have identified a working list of seven
performance measures. When the EHO office returns to speak with Council in May, we will have a finalized list of
metrics.
Summary of Metrics Explanations
# Indicator Structural
Emphasis
Strategy
Emphasized
Measurement Sources
1. Innovation
Output
Density Industry
Innovation
Clusters
Utility Patents
Per 10,000
Employees
Patents are a
baseline indicator for
innovation
comparison between
regions
2. Educational
Attainment
Density Triple-Helix
Model,
Creative Class
Total # of
Individuals
Completing a
Bachelor’s
Degree as % of
Population
The more smart
people there are in a
concentrated area,
the faster the
development
process moves
3. Population
Flux
Fluidity Industry
Innovation
Clusters,
Triple Helix-
Model,
Creative Class
Net Domestic
Migration Rate
as % of Total
Population
Mixing and remixing
of people
strengthens
entrepreneurial
ecosystem.
4. Business
January 26, 2016 Page 4
# Indicator Structural
Emphasis
Strategy
Emphasized
Measurement Sources
7. Economic
Growth Rate
Prosperity,
Growth
Industry
Innovation
Clusters,
Creative
Class, Triple-
Helix Model
GDP Per Capita Most common
standard by which to
evaluate and
measure
output/productivity
within an economy.
Comparative City Analysis (Cross Section 2013)
Literature Review
In collaboration with students at Colorado State University, staff examined academic literature and practical
strategies from the fields of Public Administration, Economics, and Business to identify best practices associated
with catalyzing and supporting regional/metropolitan innovation. Three practices that emerged as highly regarded
in practice and strategy were:
1. Agglomeration of geographically co-located private sector firms across a supply chain into industry
clusters. Clusters are market driven developments which serve to promote efficiency and competition within
a local economy due their interconnectedness. The first primary benefit of industry cluster formation is
business growth. The second primary benefit of industry clusters results from increases in the overall level of
employment. As industries are permitted to collaborate via the formation of industry clusters, an environment
of idea sharing, collaboration, flexibility, and adaptability is promoted. Evidence indicates that the result is a
healthier economy with greater employment, more availability of high quality jobs, and a more stable and fluid
business environment.
2. Attraction and cultivation of new talent, a generally young and educated demographic commonly
referred to as the “creative class”. Studies indicate that as high volumes of “creative” individuals begin to
concentrate in one specific metropolitan area, certain multiplier effects begin to occur as a result of the talent
clustering within these compact spaces. Overall, the cities with the greatest number of “creative” individuals
were found to produce jobs at a rate almost three times that of cities which did not.
3. The establishment of a comprehensive local network known as the ‘triple-helix’, which encompasses
public and private sector actors as well as members of a research university community. The first of
January 26, 2016 Page 5
clear benefit of triple helix collaboration is the access to tremendous research and development (R&D)
opportunities which the university provides to the public and private sector. Reports indicate that in 2004, the
total amount of academic R&D which occurred was approximately $42 billion which made up 14% of the
nation’s total R&D expenditures. This rate had increased from close to 10% in the 1970s and 8% in the
1950s. A second main benefit to investing in the triple-helix innovation model stems from the university’s role
as a producer of human capital. It provides the surrounding community with an abundant supply of capable
and knowledgeable workers. In essence, it attracts and develops specific types of talent to complement the
ideas, knowledge, and inventions which it produces.
NEXT STEPS
Staff from the City of Fort Collins and Colorado State University will continue to conduct outreach related to the
IEP and IAM Projects, and finalize the self-assessments, improvement plans, and project narratives by mid-April
2016. Staff intends to present the final results of both projects to Council at a work session in May. Results will
inform future City strategies around innovation and entrepreneurship identify gaps to mitigate in partnership with
regional stakeholders, and allow for authentic dialogue related to existing opportunities and future strategic
investments.
ATTACHMENTS
1. IEP Designation Steering Committee Kick-off slides, November 23, 2015 (PDF)
2. Innovation Community Public Engagement Summary (PDF)
3. Innovation Ecosystem, Council Futures, July 2015 (PDF)
4. Powerpoint presentation (PDF)
2016 APLU Innovation and
Economic Prosperity Designation
Steering Committee Kickoff Meeting
November 23, 2015
ATTACHMENT 1
2016 IEP University Designation
Awarded by APLU
Commission on Innovation,
Competitiveness & Economic
Prosperity
Recognizes process of
institutional self-study and
engagement with stakeholders
to identify strengths of
economic engagement
enterprise, areas for growth
Application due April 15
Notification in June
Award application due Aug. 12
(optional, competitive)
Agenda
• Introductions
• Background
• Opportunity
• Framework, Language and Criteria
• Expectations
• Roles and Responsibilities
• Work Plan and Schedule
• Institutional Understanding
• What Do We Know?
• What Do We Want to Learn?
• From Whom?
• Next Steps
The Opportunity
KNOW our body of work –
strengths, weaknesses,
opportunities
MEASURE outcomes –
metrics and stakeholder
feedback
TELL our story – in
application, to stakeholders
ENGAGE – internally and
externally, throughout the
process
Background
The Opportunity
• Spans all 3 pillars of land grant mission:
• “Focus research in key areas of institutional strength and
societal and global needs”
• “Prepare and empower learners outside the campus
environment”
• “University’s commitment to engage citizens though
community involvement”
• Addresses key university values:
• Customer focus
• Encourage and reward innovation
Background
The Opportunity
• Addresses several strategic goals:
Research & Discovery
• Goal 16: Through Research, Scholarship, and Creative
Artistry, Enhance Quality of Life and Economic Development
in Colorado
Outreach & Engagement
• Goal 25: Community and Economic Development
Sustainability, Accountability, and Infrastructure
• Goal 30: Marketing/Brand Management
Background
CICEP Taxonomy of University
Economic Engagement
Working towards areas of overlap = higher scale of impact
Background
Engagement
Collaboration between institutions of higher education
and their larger communities the mutually beneficial
exchange of knowledge and resources in a context of
partnership and reciprocity.
Hallmarks of the engaged institution:
1. Organized to respond to the needs of today’s students and
tomorrow’s, not yesterday’s.
2. Enriches students’ experiences by bringing research and
engagement into the curriculum and offering practical opportunities
for students to prepare for the world they will enter.
3. Puts its critical resources (knowledge and expertise) to work on the
problems its community faces.
Background
Five Domains Evaluated
1. Institutional understanding of its economic
engagement enterprise
2. Planning for economic engagement activities
3. Promotion of and communication about economic
engagement
4. Advancement of university economic engagement
among peers
5. Overall: innovation and economic prosperity
Background
Three Parts of Application
1. Process Narrative
Background
2. Summary of Accomplishments
Three Parts of Application
1. Process Narrative
2. Summary of Accomplishments
3. Growth/Improvement Plan
Background
Roles and Responsibilities
Expectations
Project Team
• Facilitate and document process
• Manage requirements and schedule
• Lead assessment and data collection
• Write application
Steering Committee
• Champions and thought leaders
• Provide expertise, input and feedback
• Provide access to resources, data
• Identify key accomplishments
• Create improvement goals and plans
• Review application
Steering Committee Schedule
Expectations
November Orientation, Institutional Understanding
December 1-on-1 interviews
Internal Survey – participation and support
Programs, Metrics Collection
Goals, plan for External Engagement
January External Survey, Engagement
Reflect on Internal Assessment findings
February Reflect on External Engagement findings
Identify Key Accomplishments
Create Improvement Goals & Plans
Steering Committee Schedule
Expectations
March Review Accomplishments and
Improvement Plan
Interim and Final review of application
April Continuation – Award?, Improvement
Plan implementation
What Do We Know?
1. Institutional understanding of its economic
engagement enterprise
2. Planning for economic engagement activities
3. Promotion of and communication about economic
engagement
4. Advancement of university economic engagement
among peers
5. Overall: innovation and economic prosperity
Institutional Understanding
Body of Work – Programs & Activities
Institutional Understanding
Knowledge
Transfer
Knowledge
Creation
What Do We Know?
Institutional Understanding
What Do We Want to Learn?
Goals & Stakeholders
1
6
3
1
Simply need to communicate our activities
and contributions better
Need feedback from external stakeholders
on achievements, priorities
We know what we're doing, but how well?
How can we improve?
We are still figuring out what we mean by
"economic engagement", our body of work
To Consider…
Goals & Stakeholders
• How does the university define economic engagement?
• Is this a shared definition with internal and external stakeholders?
• Is it consistent with the CICEP framework, current ideas on
“engagement”?
• How well do we understand our strengths and
challenges/opportunities?
• Is there a shared vision with stakeholders for growth and
improvement?
• Is there a coordinating structure or leadership for this work?
• Are there resource allocation mechanisms to support our goals?
From Whom?
Goals & Stakeholders
December 7-18: Internal Survey
Measures importance of and performance on Seven Principles of
Economic Engagement
The institution:
1. Engages and asserts institutional leadership.
2. Creates a supportive culture.
3. Ensures that university activities benefit the public.
4. Contributes to the development of an innovation economy.
5. Provides relevant educational opportunities and programs.
6. Promotes openness, accessibility, and responsiveness.
7. Communicates contributions, successes and achievements that
benefit the region.
From Whom?
Goals & Stakeholders
December 7-18: Internal Survey
Suggested Target Populations:
• Senior Administration
• Academic Leadership - Deans, Research Deans, Department
Heads, Economic Dev’t reps in each college
• Centers & Institutes
• Staff Populations: Engagement, Extension, Ventures, Alumni
• Specific Faculty*
• Students – SLICE, Service Learning, Presidential
Ambassadors, Dean’s Leadership Councils
Next Steps
• Doodle poll for December meeting
• Requests for program info and metrics
• Scheduling of 1-on-1 interviews
• Internal survey support
• Feedback on tool
• Distribution
• Personal completion and invitations
PUBLIC ENGAGEMENT SUMMARY
JANUARY 26, 2016
CITY OF FORT COLLINS ECONOMIC HEALTH OFFICE
PROJECT TITLES:
1) INNOVATION ASSET MAP
2) CSU INNOVATION & ECONOMIC PROSPERITY DESIGNATION
OVERALL PUBLIC INVOLVEMENT LEVEL: Light to Moderate
KEY STAKEHOLDERS:
1) Targeted Industry Representatives
2) Colorado State University: administration, faculty, students
3) City of Fort Collins
4) Innovation Ecosystem Support Organizations: (Innosphere, Galvanize, Small Business
Development Center, CSU Research Innovation Center, CSU Ventures, etc)
5) Regional Partners: (Larimer County, Greeley, Loveland, Windsor, Estes Park, etc)
6) Community Entrepreneurs
7) Educational Stakeholders: K-12, Front Range Community College, etc
8) Funding Agencies/Investors
9) Industry/Sector Initiatives
10) State and Federal Government Agencies
TIMELINE: Sept 2015 – February 2016
KEY QUESTIONS:
1) What are the greatest assets of Fort Collins' innovation ecosystem?
2) What are the greatest gaps in Fort Collins' innovation ecosystem?
3) What are the highest-potential opportunities available for recognizing your vision?
4) What role can CSU play in your vision for the future of innovation in Fort Collins?
Tools and Techniques:
1) 1:1 Meetings
2) 2 Online Surveys
3) Focus Groups
4) Innovation Feedback Forum (January 27th
2016)
5) Targeted Follow Up
ATTACHMENT 2
CCity Council Futures
July 13, 2015
Innovation Ecosystem
ATTACHMENT 3
How did we get here?
2
Historical Perspective:
Fort Collins today stands, with its
ideal climate, its substantial
business blocks, beautiful buildings,
its wide streets bordered with
shade trees, not only as one of the
most attractive - but because of its
unrivaled location, rapidly
developing industries, and
importance as a market center and
shipping point, as one of the most
important and prosperous cities of
the state. The metropolis of
Northern Colorado. - Fort Collins
Chamber of Commerce, 1907
Foundational Pillars
1870:
Colorado
Agricultural
College
founded
1876:
‘Doctrine of
Prior
Appropriation’
created; origin
of Water Law
in the Western
U.S.
1935:
Municipal
Electrical
Utility,
wholly
owned
by
citizens,
created
by public
vote.
1977:
Hewlett
Packard
opens
facility on
Harmony
Road
1991:
New Belgium
kicks off wave
of
microbrewery
development in
NoCo
1998:
Otterbox
founded
with a
focus on
mobile
devices,
tech, and
design
2007/ 2015:
Woodward
Governor
selects Fort
Collins for Int’l
HQ &
Manufacturing
facility
3
“If you want to build a great City, create a great university, and
wait 200 years.”
University Cities & Colorado State
4
If you want to
build a great
City, create a
great
university, and
wait 200 years.
– Senator
Daniel Patrick
Moynihan
5
0
5
10
15
20
25
30
35
40
45
USA 15 Largest
Cities
Cities
250k-1M
University
Cities
%
Education Attainment: Bachelors or Higher
Fort Collins
0
50
100
150
200
250
300
USA 15 Largest
Cities
Cities 250k-
1M
University
Cities
Per 100,000
Business Starts
Fort Collins
0
20
40
60
80
100
120
USA 15 Largest
Cities
Cities 250k-
1M
University
Cities
Per 100,000
Patents Issued in 2013
Fort Collins
0
10
20
30
40
50
60
USA 15 Largest
Why here? Additional Accolades
6
#2 U.S. Metro Area for High
Tech Startup Density
#1 Best Place to Live
#4 Best Place for Business/Life
Fort Collins named
the City of the 2010s in
Smithsonian Exhibit on
Innovation & Invention
#1 Healthiest City
Fort Collins Innovation Ecosystem
7
What does it look like?
Mapping Community Connections
8
The 3 C’s: City Involvement & Support
9
• 2004: Economic Vitality &
Sustainability Action Group
• 2007/2008: Formation of FortZED
• 2006-2015: Brought together industry
stakeholders; catalyzed Clusters
Convene
• 2006: City begins Industry Cluster $
support
• 2009: City builds RMI building
• 2015: City matches State funding for
CSU Ventures AI Grants
Catalyze
• 2012: City partners with CSU on
Powerhouse Engines Campus
• 2014: City supports first annual Fort
Collins Startup Week
• 2015: City contributes $ to SBDC
Collaborate
Triple Helix & a Co-Creator Community
10
UNIVERSITY
BUSINESS
GOVERNMENT
Ripple Effect
11
BEERS
BANDS
BIKES
Moving Forward
12
Innovation is messy and
complex, and fostering an
innovative environment is
never easy, but the need
for innovative solutions
has never been greater
because of the major
challenges we encounter
in our world today
- Lloyd Minor, Provost,
Johns Hopkins University
Key Questions
13
Key Visioning & Operational Questions
• How would Council like EHO to track innovation in our
community?
• How does Council want EHO to update/interface with them
on Innovation moving forward?
• Where in the ecosystem can we break down silos & create
efficiencies?
• How do we measure innovative spirit and collaboration?
• In 25/50 years, what will we wish we had
built/formed/catalyzed NOW?
• Can a community become a ‘supplier’ to major
manufacturing firms?
Next Steps
Potential Next Steps & Future Initiatives
• Clarify & Understand:
• Conduct Innovation Asset Map: identify areas of strategic
investment, & explore opportunities to collaborate with
CSU/ encourage their leadership in this space.
• Discuss & Act:
• I2P Community Fabrication Facility; largest public
makerspace in the U.S.
• Carnegie Creative Center: ensure impactful programming.
• Southeast Community Center: identify ways for the facility
to enhance the Innovation Ecosystem.
14
1
Innovation Community
Sam Houghteling | Economic Health Office
1-26-16
ATTACHMENT 4
Presentation Agenda
• Innovation Community & Current Projects
• What We’ve Learned
• Questions and feedback from City Council
2
Talent, Innovation, Place
3
2016 IEP University Designation
4
• Awarded by APLU Commission on Innovation,
Competitiveness & Economic Prosperity.
• Recognizes process of institutional self-study and
engagement with stakeholders.
• Identifies strengths of economic engagement
enterprise, areas for growth, and opportunities for
improvement.
Project Timeline
• May 2015: Council Retreat identifying ‘Innovation Community’ as a priority
• July 2015: Council Futures presentation on the Innovation Ecosystem
• Sept 2015 – Feb 2016: IEP & IAM Process Refinement, Partnership
Development, & Internal/External Stakeholder Engagement
• Feb – April 2016: IEP/IAM Improvement Plans and Project Narrative
• May 2016: Submittal of IEP/IAM improvement plans & Council Work Session
5
City Investment | Foundational Pillars
6
•2004: Economic Vitality &
Sustainability Action Group
•2007/2008: Formation of FortZED
•2006-2015: Brought together
industry stakeholders; catalyzed
Clusters
Convene
•2006: City begins Industry Cluster
$ support
•2009: City builds RMI building
•2015: City matches State funding
for CSU Ventures AI Grants
Catalyze
•2012: City partners with CSU on
Powerhouse Engines Campus
•2014: City supports first annual
Fort Collins Startup Week
•2015: City contributes $ to SBDC
Collaborate
Fort Collins History
What we have learned: Highlights
• Successful Strategies to enhance innovation include:
1) an intentional approach to support existing & emerging industry clusters
2) triple helix collaboration
3) a focus on the creative class / cultivating a skilled workforce
• Opportunities for Improvement include:
• a more intentional focus on the startup phase of cluster companies
• and stronger ties to Federal / State Government agencies & programs
7
What we have learned: continued
• Measuring Performance:
• Fort Collins performed well in Tech Startups and New Businesses per capita.
• Fort Collins performed less well in the number of businesses retained
• Utility Patents per capita have declined over the last decade.
• Collaborative models:
• Durham, Boulder, Ann Arbor, and Madison all have integrated government,
university, and community actors into autonomous entities tasked with
managing and fostering innovation and economic prosperity.
8
Next Steps & Questions
Next Steps
• Jan - March 2016: Finalize stakeholder engagement:
• March - April 2016: Finalize self-assessments and improvement plans:
• May 2016: Council Work Session to present final results
9
Next Steps & Questions
Key Questions
1. Does Council think Fort Collins is well positioned to support and emphasize
innovation in our community and region?
2. Is there a specific industry/sector (clean energy, bioscience, water technology,
manufacturing, software/hardware, creative, health, etc) that Council would like to
see a more intentional focus on?
10
Cities
Cities 250k-
1M
University
Cities
Per 100,000
Arts & Entertainment Establishments
Fort Collins
Innovation: How do we know?
Startup Rate
Density,
Connectivity
Industry
Innovation
Clusters
# of New and
Young
Businesses per
1,000 People
The statistical
corollary of the
number of
entrepreneurs you
run into on the street
5. Business
Retention
Rate
Density,
Connectivity
Industry
Innovation
Clusters
# of Business
Establishments
Retained per
1,000 people
Important to attract
new businesses, but
also to sustain them
6. Job Turnover Fluidity,
Connectivity
Industry
Innovation
Clusters,
Creative
Class, Triple-
Helix Model
Worker
Reallocation
Rate (% change
from occupation
to occupation
per year)
Major indicator that
workforce members
are bettering their
employment
situation