HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 03/03/2015 - RESOLUTION 2015-031 ADOPTING AN UPDATE TO THE ECONAgenda Item 16
Item # 16 Page 1
AGENDA ITEM SUMMARY March 3, 2015
City Council
STAFF
Josh Birks, Economic Health Director
Jeff Mihelich, Deputy City Manager
SUBJECT
Resolution 2015-031 Adopting an Update to the Economic Health Strategic Plan for the City of Fort Collins.
EXECUTIVE SUMMARY
The purpose of this item is to consider a resolution approving an update to the Economic Health Strategic Plan
previously approved by City Council on June 26, 2012 (Resolution 2012-044; Vote: 7-0 in favor). The update
responds to a City Council request to evaluate changes to the existing strategic plan and seeks alignment with
the objectives of the Sustainability Service Area (formed in 2012). The update introduces five themes around
which to organize the City’s economic health activities:
Community Prosperity
Grow Our Own
Place Matters
The Climate Economy
Think Regionally
STAFF RECOMMENDATION
Staff recommends adoption of the Resolution.
BACKGROUND / DISCUSSION
What is Economic Health?
The City of Fort Collins intentionally uses the terms “Economic Health” to describe the community’s
engagement with the economy. The meaning of health refers to a “general condition of…soundness” to
“vitality” (Dictionary.com). The concept of soundness and vitality are key reasons the City uses the word
“health” versus “development” when discussing economic activities. The objective is overall soundness and
long-term vitality not short-term or individualized gain. In addition, the focus on triple bottom line thinking
further reinforces the commitment to a more holistic view of the economy’s role in our community.
Therefore, the objective of Economic Health is a sustainable economy. A sustainable economy means that
residents can find employment and afford to live in the community; that businesses are able and encouraged
to start, remain, and expand in the community; and that everyone can expect quality City services and
sustainable attractive infrastructure.
ECONOMIC HEALTH VISION: Promote a healthy, sustainable economy reflecting community
values
Agenda Item 16
Item # 16 Page 2
Why a Revisit?
In 2011 and 2012, the Economic Health Office (EHO) led a process to update the community’s strategic plan
related to economic health. The update followed the City Plan update process completed in early 2011. It was
the intent for the update to move beyond the previous 2005 Economic Health Action Plan by developing
guiding principles and strategic goals to guide future economic health activities.
In 2012, the Economic Health Office joined the Sustainability Service Area (SSA) shortly before the previous
version of the Economic Health Strategic Plan (EHSP) was adopted in June of 2012. Now, two plus years into
the partnership with Environmental Services and Social Sustainability formed when SSA was created there is a
need to align the EHSP with SSA division objectives. Enhancing community resiliency is a key part of this
alignment.
In addition, alignment between the three departments of the SSA division will be enhanced by calling out
specific goals and strategies that describe the triple bottom line. This revisit attempts to describe the overlap
between the three individual departments. These goals and strategies are intended to enhance the partnering
opportunities between the departments and aid in describing collective objectives.
Finally, the revisit is intended to consider several emerging challenges facing the City of Fort Collins economy.
These challenges include:
Climate change;
Community build-out;
Pace of innovation or disruptive technologies; and
Workforce demographic shifts.
While many of these challenges are not unique to Fort Collins they will have unique implications. This update
attempts to address these issues through revisions and changes to the previously adopted guiding principles
and strategic goals.
It is not the intent of this update to rewrite or negate the existing adopted EHSP but rather to enhance the
previous version for the reasons stated above.
Plan Structure
The Plan adopts the same structure as the Social Sustainability Department Plan presented to City Council in
early 2014. The Plan is laid out in themes. Each theme section includes relevant current conditions, a vision for
the future, the role of the City, and numerous goals. The goals include specific actions, a desired outcome, and
metrics to evaluate success. Finally, the goals include a preliminary timeline for the major actions.
Additional Work Completed
The EHO has completed two major pieces of additional analysis since the Economic Health Strategic Plan was
approved in 2012.
Cluster Strategy 2.0 - An update to the Targeted Industry Cluster program completed by TIP Strategies in
2013. The study proposed several adjustments to the cluster program including the introduction of a
competitive funding program for distributing cluster dollars.
Larimer County Labor Force Study - The study, completed by TIP Strategies, does a deep dive on the
existing and anticipated labor force in Larimer County, including information on commute patterns, skills
gap, and available jobs.
Each of these documents has been used in developing this update to the Economic Health Strategic Plan.
Agenda Item 16
Item # 16 Page 3
Overview of Themes
The Plan includes five themes. The themes are intended to organize the economic health activities of the City.
The themes and proposed vision for each are provided below:
Community Prosperity - Employment opportunities exist across the income and education/skill
spectrums
Grow Our Own - Our innovation ecosystem fosters the development of new and creative industry
Place Matters - A balanced built and natural environment that the community (including employers and
talent) takes pride in
The Climate Economy - Businesses adapt to climate change "in place" and leverage community carbon
reduction goals to develop new products and services
Think Regionally - A region that partners to address issues which extend beyond municipal boundaries
The Plan identifies current conditions, the City’s role, and proposed goals with actions, metrics and desired
outcomes. The additional detail is provided in the attached EHSP Update.
Broaden the Focus: Primary and Support Sectors
The economic development profession has long been focused on primary jobs, typically defined as jobs which
produce goods and services in excess of what can be consumed in the local marketplace. This definition has
traditionally led practitioners to direct resources toward a relatively narrow range of industries such as
manufacturing, company headquarters, wholesale trade, and technology. The assumptions behind this
emphasis are generally sound. These jobs have historically generated higher wages and the manufacturing
sector frequently has extensive supplier relationships that other sectors do not. In addition, export-driven
industries, by definition, inject new money into the economy.
This limited view of primary jobs should be revisited with the recognition that a host of support sectors provide
essential services that enable the primary jobs sectors to operate successfully in the region. They are services
that the primary sectors would have to “import” into the region if they were not present locally. They also
generate a great deal of wealth in a community and provide essential services to residents in the region as well
(See the EHSP’s Appendix for additional information).
As such, this proposed update to the EHSP includes broadening the focus of the Economic Health Office to
include these support sectors (as defined in the EHSP appendix). The focus will remain on primary sectors
with additional policies and programs developed as a compliment to encourage the maintenance and
development of the support sectors in Fort Collins. The objective will be to avoid “importing” these services
from outside of Fort Collins, thereby, avoiding sending funds outside of Fort Collins.
CITY FINANCIAL IMPACTS
As a strategic plan, the Resolution does not have a direct financial impact on the City. The strategy will direct
Economic Health Office staff in the development of individual business assistance packages, urban renewal
area plans, and programs that may have direct financial impact. These individuals packages, plans, and
programs each require their own City Council authorization and will include detailed analysis of financial
impacts.
BOARD / COMMISSION RECOMMENDATION
The Economic Advisory Commission recommends approval of the resolution. (Attachment 4)
PUBLIC OUTREACH
The revisit of the strategic plan relies on public engagement gathered as part of the 2012 strategic planning
process, including:
Agenda Item 16
Item # 16 Page 4
Public engagement on City Plan
Focus groups with key stakeholders (cluster managers, primary employers, small employers)
Several working sessions with the Economic Advisory Commission
In addition, the revisit looks to public engagement conducted to develop the City’s Strategic Plan in late 2013
and early 2014. Finally, additional public engagement was conducted in the development of this draft,
including:
Two presentations to the Economic Advisory Commission: September 17, 2014 and February 18, 2015
(Attachment 1)
A presentation to the Natural Resource Advisory Board: December 17, 2014 (Attachment 3)
A presentation to the Air Quality Advisory Board: February 23, 2015 (meeting minutes unavailable)
Two public open houses: January 22, 2015 and January 29, 2015
Two presentations to the Fort Collins Area Chamber of Commerce - Local Legislative Affairs Committee,
October 2014 and February 2015
A presentation to representatives of Save the Poudre, February 17, 2015
An invitation to present to the Sierra Club - timing did not allow a meeting
Individual discussions with community partners (e.g., Rocky Mountain Innosphere, Larimer County Small
Business Development Center, Larimer County Workforce)
ATTACHMENTS
1. Economic Advisory Commission minutes, September 17, 2014 and February 18, 2015 (PDF)
2. Public Engagment Plan Summary (PDF)
3. Natural Resource Advisory Board minutes, December 17, 2014 (PDF)
4. Economic Advisory Commission - Recommendation to Approve, February 17, 2015 (PDF)
5. Sustainability Assessment Summary and Tool (PDF)
6. Powerpoint presentation (PDF)
ATTACHMENT 1
PUBLIC ENGAGEMENT SUMMARY
PROJECT TITLE:
ECONOMIC HEALTH STRATEGIC PLAN
OVERALL PUBLIC INVOLVEMENT LEVEL:
Inform and Consult
BOTTOM LINE QUESTION:
Do stakeholders agree with the realignment of the Economic Health Strategic Plan to be more in tandem
with the triple-bottom-line approach of the entire Sustainability Services division and the City’s Strategic
Plan?
KEY STAKEHOLDERS:
Businesses
Residents
Economic Advisory Council
Chamber of Commerce (LLAC)
Air Quality Advisory Board
Energy Board
Natural Resources Advisory Board
Community Development Block Grant Advisory Board
TIMELINE:
Phase 1:
Timeframe: Fall 2014 (Proposed plan drafted)
Key Messages:
The Economic Health Strategic Plan has not been updated in the two years since the formation of
the Sustainability Services Area.
This revised strategic plan will incorporate the triple-bottom-line philosophy inherent in the City’s
overall Strategic Plan and more closely align with emerging strategic plans in Social Sustainability
and Environmental Services.
This realignment will result in more long-term integration of the three areas of the triple-bottom-
line stool.
Tools and Techniques:
Fact sheet
Presentations to boards and commissions, other interested community partners
Social media/IdeaLab to gather additional input
PHASE 2:
Timeframe: Early 2015 (Plan adopted and implementation)
Key Messages:
ATTACHMENT 2
Focus areas are likely to be: Shared Prosperity, Grow Our Own, Think Regionally, Climate
Economy and Place Matters
The Economic Health Strategic Plan has not been updated in the two years since the formation of
the Sustainability Services Area.
This revised strategic plan will incorporate the triple-bottom-line philosophy inherent in the City’s
overall Strategic Plan and more closely align with emerging strategic plans in Social Sustainability
and Environmental Services.
Tools and Techniques:
Disseminate new plan to boards and commissions, other interested parties
Fact sheet
Social media/IdeaLab
ATTACHMENT 3
Boards & Commissions
300 Laporte Avenue
PO Box 580
Fort Collins, CO 80522
970.416.2525
970.224.6107 - fax
fcgov.com
MEMORANDUM
Motion: Passed 5-2 (Nays: Stanley & Colton)
“The Economic Advisory Commission supports the approval and adoption of the updated
Economic Health Strategic Plan as a living document and encourages the City Council and
Economic Advisory Commission to request regular implementation updates and reviews of the
plan.”
DATE: March 3, 2015
TO: Mayor Karen Weitkunat and City Councilmembers
CC: Darin Atteberry, City Manager
FROM: Economic Advisory Commission
RE: EAC Recommendation in support of Adopting an Update to the Economic Health
Strategic Plan
ATTACHMENT 4
SUSTAINABILITY ASSESSMENT SUMMARY
DATE: March 3, 2015
SUBJECT: Sustainability Assessment (SA) Summary for Economic Health Strategic Plan Update
Key issues identified:
Social
Increased economic opportunity does not naturally translate into lower
unemployment/under-employment; outside talent often fills the available positions.
Environmental
Additional businesses and people need additional resources that impact land, water, air,
energy, transportation, etc.
Infill and redevelopment will impact the visual/landscape or aesthetic elements of the
community – potentially positive and/or negative.
Suggested mitigation actions:
Social
The plan calls for a number of strategies to mitigate this very issue, including: increased
on-the-job training, aligning local educational institutions with employer needs, focusing
on re-training efforts, and understanding the skills gap.
Environmental
Economic , 2.5
Social , 1.7
Environmental
-1.3
Rating
Average, 1.0
0.0
-4.0
-3.0
-2.0
-1.0
0.0
1.0
2.0
3.0
4.0
Sustainability Rating
Rating without mitigation Rating with mitigation
Rating Legend
3 Very positive
2 Moderately positive
1 Slightly positive
0 Not relevant or neutral
-1 Slightly negative
-2 Moderately negative,
impact likely
-3 Very negative, impact
expected
ATTACHMENT 5
2
Working with existing businesses to improve their energy and water efficiencies and air
quality;
Encouraging businesses to invest in carbon reduction efforts to reduce their footprint and
operational costs; and
Encouraging innovation relative to energy and water efficiency to meet community goals
and create new economic opportunity.
*The Fort Collins SAT was developed by modifying the Triple Bottom Line (TBL) Analysis Tool developed by Eugene, Oregon, July 2009. 1
City of Fort Collins SUSTAINABILITY ASSESSMENT TOOL (SAT)
(November 2014)
Creating a sustainable community
Plan Fort Collins is an expression of the community’s resolve to act sustainably: to systemically, creatively, and thoughtfully utilize environmental,
human, and economic resources to meet our present needs and those of future generations without compromising the ecosystems upon which we
depend.
How to use the tool
The Sustainability Assessment Tool (SAT) is designed to inform a deeper understanding of how policy and program choices affect the social
equity, environmental health and economic health of the community. The City of Fort Collins has developed a Sustainability Assessment
Framework that describes the purpose, objectives, and guidelines to assist City Program/Project Managers to determine:
• The process for cross-department collaboration in using the SAT
• Timing for applying a SAT
• When to apply a SAT
• How to document the results of the SAT and present at City Council Work Sessions and Regular Council Meetings
Further detailed guidance is available at: http://citynet.fcgov.com/sustainability/sustainabilityassessments.php
The SAT does not dictate a particular course of action; rather, the analysis provides policy makers and staff with a greater awareness of some
of the trade-offs, benefits and consequences associated with a proposal, leading to more mindful decision-making.
Brief description of proposal
Please provide a brief description of your proposal – 100 words or less
The purpose of this agenda item is to consider approval of an update to the Economic Health Strategic Plan previously approved by City Council on June 26, 2012
(Resolution 2012-044; Vote: 7-0 in favor). The update responds to a City Council request to evaluate changes to the existing strategic plan and seeks alignment
with the objectives of the Sustainability Service Area (formed in 2012).
Staff lead(s):
Please note staff name, position/division and phone number
Josh Birks, Economic Health Director, 970-221-6324
2
Social Equity
Described: Placing priority upon protecting, respecting, and fulfilling the full range of universal human rights, including those pertaining to civil,
political, social, economic, and cultural concerns. Providing adequate access to employment, food, housing, clothing, recreational opportunities, a
safe and healthy environment and social services. Eliminating systemic barriers to equitable treatment and inclusion, and accommodating the
differences among people. Emphasizing justice, impartiality, and equal opportunity for all.
Goal/Outcome: It is our priority to support an equitable and adequate social system that ensures access to employment, food, housing, clothing,
education, recreational opportunities, a safe and healthy environment and social services. Additionally, we support equal access to services and
seek to avoid negative impact for all people regardless of age, economic status, ability, immigration or citizenship status, race/ethnicity, gender,
relationship status, religion, or sexual orientation. Equal opportunities for all people are sought. A community in which basic human rights are
addressed, basic human needs are met, and all people have access to tools and resources to develop their capacity. This tool will help identify how
the proposal affects community members and if there is a difference in how the decisions affect one or more social groups. Areas of consideration in
creating a vibrant socially equitable Fort Collins are: basic needs, inclusion, community safety, culture, neighborhoods, and advancing social equity.
Analysis Prompts
• The prompts below are examples of the issues that need to be addressed.
They are not a checklist. Not all prompts and issues will be relevant for any
one project. Issues not covered by these prompts may be very pertinent to a
proposal - please include them in the analysis.
Is this proposal affected by any current policy, procedure or action plan?
Has advice been sought from organizations that have a high level of
expertise, or may be significantly affected by this proposal?
Proposal Description
1. Meeting Basic Human Needs
• How does the proposal impact access to food, shelter,
employment, health care, educational and recreational
opportunities, a safe and healthy living environment or
social services?
• Does this proposal affect the physical or mental health of
individuals, or the status of public health in our community?
• How does this proposal contribute to helping people achieve
and maintain an adequate standard of living, including housing,
or food affordability, employment opportunities, healthy families,
or other resiliency factors?
Analysis/Discussion
People need a level of economic stability in order to meet their basic
human needs; access to increased job opportunities creates greater
economic stability.
On-the-job training provides opportunities for transferable skills and
certifications to move community members through the economy.
Reduction in commute times allows community members to spend
more time with their families and have healthier lifestyles.
The more successful businesses are the more income is available the
more tax base there is to fund the amenities (e.g., education and
recreational opportunities) – also allows for re-circulation of funds in
the local economy.
By supporting innovation new opportunities are created for local
residents to gain employment or start their own business leading to
greater economic stability.
Cost burdened households are less able to contribute to the local
economy. Creating job opportunities can reduce the number of cost
3
burdened households.
Having a job and opportunities within your community reduces stress
and increases individual well-being; more time with family; quality of
life.
More jobs do not just translate into greater opportunity for residents –
many jobs get filled by outside talent. Plan includes several strategies
to mitigate this outcome (e.g., on-the-job training, evaluating skills
gap, addressing employer needs through re-training).
The Climate Economy -help businesses prepare for disruptive events
and become more sustainable through them; increased individual and
community resiliency (i.e., if a business closes due to an event it
impacts an individual’s basic human needs).
Infill and redevelopment tools (e.g., Tax Increment Financing) can be
used to achieve affordable housing and climate action goals.
By helping businesses prepare for disruptive events and long-term
climate change the businesses become more sustainable. Sustainable
businesses less likely to be disrupted by events and therefore less
likely to reduce workforce adding to and individual’s ability to meet
their basic needs and overall community resiliency.
2. Addressing Inequities and being Inclusive
• Are there any inequities to specific population subsets in this
proposal? If so, how will they be addressed?
• Does this proposal meet the standards of the Americans with
Disabilities Act?
• How does this proposal support the participation, growth
and healthy development of our youth? Does it include
Developmental Assets?
• If the proposal affects a vulnerable section of our community (i.e.
youth, persons with disabilities, etc.)
Encouraging jobs along the income and educational spectrum
addresses inequity in the community specifically where there is
currently a lack of jobs at a point along the spectrum.
Start-up and small business create a large number of new jobs many of
which exist across a broad range of the income and educational
spectrum.
Understanding the skills gap and identifying strategies to address that
gap specifically through diversity of training/employment opportunities
Business community is heavily involved in the non-profit and
foundation community – supporting the community’s safety net
programs.
Partnering with PSD addresses the role of youth in the workforce.
Partner with entities that seek to support/understand the role of the
Millennials in the workforce improves opportunities for this
demographic cohort.
Broadband development can address the digital divide and internet
access inequity.
3. Ensuring Community Safety
• How does this proposal address the specific safety and
personal security needs of groups within the community,
Employment and income has a relationship with crime. Increasing
employment opportunities may indirectly lead to lower crime rates.
Enhanced collaboration provides a foundation to address disruptive
4
including women, people with disabilities, seniors, minorities,
religious groups, children, immigrants, workers and others?
events (e.g., natural disasters, financial downturns, etc.).
4. Culture
• Is this proposal culturally appropriate and how does it affirm
or deny the cultures of diverse communities?
• How does this proposal create opportunities for artistic and
cultural expression?
The plan calls for enhancing the arts and culture sector through the
evaluation of a Creative District in Old Town.
Supporting the local craft beer industry and food producing economy
has a cultural impact that attracts talent.
5. Addressing the Needs of Neighborhoods
• How does this proposal impact specific Fort Collins
neighborhoods?
• How are community members, stakeholders and interested
parties provided with opportunities for meaningful participation
in the decision making process of this proposal?
• How does this proposal enhance neighborhoods and
stakeholders’ sense of commitment and stewardship to our
community?
Targeted infill and redevelopment affects neighborhoods potentially in
both positive and negative ways and provides opportunities to create
new districts and neighborhoods.
Development of the plan include public outreach to gain input from
stakeholders and the public
Redevelopment efforts address infrastructure deficiencies
Broadband development can address the digital divide and internet
access inequity
6. Building Capacity to Advance Social Equity
• What plans have been made to communicate about and
share the activities and impacts of this proposal within the
City organization and/or the community?
• How does this proposal strengthen collaboration and
cooperation between the City organization and community
members?
Think Regionally – encourages partnering beyond our community
boundaries.
Many strategies include partnering with a broad range of community
members and organizations.
Working with county-wide and regional partners strengthens
collaboration and has the potential to align vision and purpose.
Social Equity Summary
Meeting basic human needs is a key aspect of establishing social equity in a community. The plan addresses this issue by focusing on creating economic
opportunity to a greater number of residents (specifically across the income/educational attainment spectrums). By creating economic opportunity the plan
helps to address basic human needs through lower unemployment and under-employment and higher wages.
Key issues:
Increased economic opportunity does not naturally translate into lower unemployment/under-employment; outside talent often fills the available
positions.
Potential mitigation strategies:
The plan calls for a number of strategies to mitigate this very issue, including: increased on-the-job training, aligning local educational institutions with
5
employer needs, focusing on re-training efforts, and understanding the skills gap.
Overall, the effect of this proposal on social equity would be:
Please reach a consensus or take a group average on the rating, enter an “x” in one of
the following boxes and indicate the overall rating.
Rating represents group consensus
Rating represents group average X
+3 +2 +1 0 -1 -2 -3
Very
positive
Moderately
positive
Slightly
positive
Not
relevant
or neutral
Slightly
negative
Moderately
negative,
impact
likely
Very
negative,
impact
expected
1.7
Environmental Health
Described: Healthy, resilient ecosystems, clean air, water, and land. Decreased pollution and waste, lower carbon emissions that contribute to
climate change, lower fossil fuel use, decreased or no toxic product use. Prevent pollution, reduce use, promote reuse, and recycle natural
resources.
Goal/Outcome: Protect, preserve, and restore the natural environment to ensure long-term maintenance of ecosystem functions necessary for
support of future generations of all species. Avoid or eliminate adverse environmental impacts of all activities, continually review all activities to identify
and implement strategies to prevent pollution; reduce energy consumption and increase energy efficiency; conserve water; reduce consumption and
waste of natural resources; reuse, recycle and purchase recycled content products; reduce reliance on non-renewable resources.
Analysis Prompts
• The prompts below are examples of issues that need to be addressed.
They are not a checklist. Not all prompts and issues will be relevant for
any one project. Issues not covered by these prompts may be very pertinent
to a proposal – please include them in the analysis.
• Is this proposal affected by any current policy, procedure or action
plan? Has advice been sought from organizations that have a high level
of expertise, or may be significantly affected by this proposal?
1. Environmental Impact
• Does this proposal affect ecosystem functions or
processes related to land, water, air, or plant or
animal communities?
• Will this proposal generate data or knowledge related to the
use of resources?
• Will this proposal promote or support education in
prevention of pollution, and effective practices for
reducing, reusing, and recycling of natural resources?
• Does this proposal require or promote the continuous
improvement of the environmental performance of the City
organization or community?
• Will this proposal affect the visual/landscape or aesthetic
Analysis/Discussion
Additional businesses and people need additional resources that impact
land, water, air, energy, transportation, etc.
6
elements of the community?
elements of the community – potentially positive and/or negative.
2. Climate Change
• Does this proposal directly generate or require the
generation of greenhouse gases (such as through
electricity consumption or transportation)?
• How does this proposal align with the carbon reduction goals for
2020 goal adopted by the City Council?
• Will this proposal, or ongoing operations result in an
increase or decrease in greenhouse gas emissions?
• How does this proposal affect the community’s efforts to reduce
greenhouse gas emissions or otherwise mitigate adverse climate
change activities?
By engaging the business community to invest in carbon reduction
efforts the plan support the community’s greenhouse gas emission
goals.
By support the targeted industry clusters (clean energy, water
innovation, bioscience, technology – chip design/enterprise software
and local foods) the City enhances the opportunities for new
discoveries in climate adaption, carbon reduction, and preservation.
Businesses development will increase GHG; potential mitigation
opportunities exist through the innovation of new products and
services to address carbon emissions
Plan calls for engagement with the business community to reduce
carbon emissions; including:
o Infill/redevelopment to meet climate action goals;
o Encourage investment in carbon reduction efforts by business;
o Innovation to develop new carbon reduction technologies and
methods; and
o The availability of additional jobs especially across the entire
income and educational spectrums can reduce commuting
patterns.
3. Protect, Preserve, Restore
• Does this proposal result in the development or modification
of land resources or ecosystem functions?
• Does this proposal align itself with policies and procedures
related to the preservation or restoration of natural habitat,
greenways, protected wetlands, migratory pathways, or the
urban growth boundary
• How does this proposal serve to protect, preserve, or restore
important ecological functions or processes?
Plan acknowledges the importance of a balance of land uses, including
open space, natural areas, as well as development (e.g., residential and
commercial).
Infill and redevelopment avoids the need for additional consumption of
raw land – enabling the opportunity to protect land resources.
4. Pollution Prevention
• Does this proposal generate, or cause to be generated,
waste products that can contaminate the environment?
• Does this proposal require or promote pollution prevention
through choice of materials, chemicals, operational practices
and/or engineering controls?
• Does this proposal require or promote prevention of
pollution from toxic substances or other pollutants
regulated by the state or federal government?
New businesses develop new waste products and pollutants
Plan calls to evaluate and understand opportunities to increase carbon
reduction efforts of business
Each business and project has unique impacts
7
• Will this proposal create significant amounts of waste or
pollution?
A regional strategy to address key issues will lead to greater efficacy of
efforts (e.g., regional energy efficiency efforts reduce a greater amount
of greenhouse gas emissions).
5. Rethink, Replace, Reduce, Reuse, Recirculate/Recycle
• Does this proposal prioritize the rethinking of the materials or
goods needed, reduction of resource or materials use, reuse of
current natural resources or materials or energy products, or
result in byproducts that are recyclable or can be re-circulated?
A regional by-products synergy network enables the waste from one
industry to be reused by another industry avoiding the need to
consumer additional raw materials.
The plan calls for developing a waste by products synergy network to
try and reduce the impact of new/existing waste products
6. Emphasize Local
• Does this proposal emphasize use of local materials,
vendors, and or services to reduce resources and
environmental impact of producing and transporting
proposed goods and materials?
• Will the proposal cause adverse environmental effects
somewhere other than the place where the action will take
place?
Encourages/promotes the creation of businesses from within the
community
Supports local food system through cluster efforts
Plan does not support any one industry – each industry has varying
environmental effects somewhere other than in the community
The local land code keeps heavy industry out of our community –
causing the environmental effects to occur outside our community
Environmental Health Summary
The plan clearly recognizes the role of a healthy environment and ecosystems in the future success of an economy. In addition, the plan recognizes the role of
amenities such as open space, natural areas, and recreation in retaining and attracting talent to the community. Finally, the plan contemplates a number of
strategies to help engage and integrate the business community into climate adaptation and other community goals (e.g., affordable housing).
Key issues:
Additional businesses and people need additional resources that impact land, water, air, energy, transportation, etc.
Infill and redevelopment will impact the visual/landscape or aesthetic elements of the community – potentially positive and/or negative.
Potential mitigation strategies:
Potential mitigation strategies include:
Working with existing businesses to improve their energy and water efficiencies and air quality;
Encouraging businesses to invest in carbon reduction efforts to reduce their footprint and operational costs; and
Encouraging innovation relative to energy and water efficiency to meet community goals and create new economic opportunity.
8
Overall, the effect of this proposal on environmental health would be:
Please reach a consensus or take a group average on the rating, enter an “x” in one of
the following boxes and indicate the overall rating.
Rating represents group consensus
Rating represents group average X
+3 +2 +1 0 -1 -2 -3
Very
positive
Moderately
positive
Slightly
positive
Not
relevant
or neutral
Slightly
negative
Moderately
negative,
impact
likely
Very
negative,
impact
expected
-1.3
Economic Health
Described: Support of healthy local economy with new jobs, businesses, and economic opportunities; focus on development of a diverse economy,
enhanced sustainable practices for existing businesses, green and clean technology jobs, creation or retention of family waged jobs.
Goal/Outcome: A stable, diverse and equitable economy; support of business development opportunities.
Analysis Prompts
• The prompts below are examples of the issues that need to be addressed.
They are not a checklist. Not all prompts and issues will be relevant for any
one project. Issues not covered by these prompts may be very pertinent to a
proposal - please include them in the analysis
• Is this proposal affected by any current policy, procedure or action plan? Has
advice been sought from organizations that have a high level of expertise, or
may be significantly affected by this proposal?
1. Infrastructure and Government
• How will this proposal benefit the local economy?
• If this proposal is an investment in infrastructure is it designed
and will it be managed to optimize the use of resources
including operating in a fossil fuel constrained society?
• Can the proposal be funded partially or fully by grants, user
fees or charges, staged development, or partnering with
another agency?
• How will the proposal impact business growth or operations
(ability to complete desired project or remain in operation), such
as access to needed permits, infrastructure and capital?
Analysis/Discussion
Enhancing the available local workforce by understanding the skills gap
and enhancing training opportunities supports the success of local
employers.
Enhancing the availability of on-the-job-training, educational
opportunities and the diversity of jobs improves personal incomes.
Support of current primary employers through retention and expansion
efforts increases opportunities in the local economy.
Encouraging the formation and expansion of local support sector
employers reduces the need to import these goods and services from
9
Balancing land use ensures the preservation of vacant land for all uses
including employment.
The economy does not respect jurisdictional boundaries; working with
regional partners increased the effectiveness of local efforts.
Developing a regional story enhances the ability of individual
communities to gain notice of outside funding sources, talent, and
businesses.
Maintaining and enhancing regional assets can support business needs
and strengthen the local economy.
2. Employment and Training
• What are the impacts of this proposal on job creation
within Larimer County?
• Are apprenticeships, volunteer or intern opportunities
available?
• How will this proposal enhance the skills of the local workforce?
Enhancing the availability of on-the-job-training, educational
opportunities and the diversity of jobs improves personal incomes.
Support of current primary employers through retention and expansion
efforts increases opportunities in the local economy.
Supporting the local craft beer industry and food producing economy
has a cultural impact that attracts talent increasing the available
workforce for local employers.
On-the-job training provides opportunities for transferable skills and
certifications to move community members through the economy.
Reduction in commute times allows community members to spend
more time with their families and have healthier lifestyles.
3. Diversified and Innovative Economy
• How does this proposal support innovative or
entrepreneurial activity?
• Will “clean technology” or “green” jobs be created in this
proposal?
• How will the proposal impact start-up or existing businesses or
development projects?
Encouraging entrepreneurship and innovation leads to additional
business formation from within the community. New businesses
provide new employment opportunities.
Start-up and small business create a large number of new jobs many of
which exist across a broad range of the income and educational
spectrum.
Understanding the skills gap and identifying strategies to address that
gap specifically through diversity of training/employment
opportunities.
4. Support or Develop Sustainable Businesses
• What percentage of this proposal budget relies on local services
or products? Identify purchases from Larimer County and the
State of Colorado.
• Will this proposal enhance the tools available to businesses
to incorporate more sustainable practices in operations and
products?
• Are there opportunities to profile sustainable and socially
responsible leadership of local businesses or educate
businesses on triple bottom line practices?
Aiding businesses in responding to climate change impacts enhances
their ability to be successful over the long-term.
Encouraging businesses to invest in energy and water efficiency reduces
their carbon footprint and on-going operational costs.
Encouraging innovation to address climate change, water conservation,
and other objectives can lead to new products and services which have
10
5. Relevance to Local Economic Development Strategy
Encouraging entrepreneurship and innovation leads to additional
business formation from within the community. New businesses
provide new employment opportunities.
Supporting the local craft beer industry and food producing economy
has a cultural impact that attracts talent increasing the available
workforce for local employers.
By supporting innovation new opportunities are created for local
residents to gain employment or start their own business leading to
greater economic stability.
Encouraging the formation and expansion of local support sector
employers reduces the need to import these goods and services from
outside the community.
Economic Prosperity Summary
This plan clearly focuses on economic prosperity outcomes and attempts to use social and environmental considerations to optimize that outcome. The plan
calls for a number of strategies and actions that will directly address economic prosperity.
Key issues:
Potential mitigation strategies:
Overall, the effect of this proposal on economic prosperity will be:
Please reach a consensus or take a group average on the rating, enter an “x” in one of
the following boxes and indicate the overall rating.
Rating represents group consensus
Rating represents group average X
+3 +2 +1 0 -1 -2 -3
Very
positive
Moderately
positive
Slightly
positive
Not
relevant
or neutral
Slightly
negative
Moderately
negative,
impact
likely
Very
negative,
impact
expected
2.5
Economic Health Strategic Plan
A New Way of Thinking
ATTACHMENT 6
Why Revisit?
2
• Ensure alignment with Community
Values
• Ensure alignment with City’s
Strategic Plan
• Deeper integration with Triple
Bottom Line
• Address emerging challenges:
• Workforce demographic shifts
• Pace of innovation
• Climate change
• Community build-out
Economic Health Themes
3
• Community Prosperity
• Grow Our Own
• Place Matters
• The Climate Economy
• Think Regionally
Broaden the Scope
4
Primary. More than 50% of sales
outside. A source of high-wage
jobs and higher multipliers. 30%
of GRP. 22,000 total jobs.
Support. Essential services.
Significant contributors to GRP
and higher than average wages.
52% of GRP. 83,000 total jobs.
Services. Low-wages and low multipliers.
Likely dependent on discretionary income.
18% of GRP. 57,000 total jobs.
Environmental
5
• Reduce commuting
• Opportunities for discoveries in
climate adaption
• Better use of land reducing
consumption of raw land
• New buildings meet higher energy
and water efficiencies
• Business investment in carbon
reduction supports greenhouse
gas emission goals
• Reduce and Reuse waste
6
Social
• Jobs = ability to meet basic
human needs
• Opportunities to move
community members through
the economy
• Encouraging jobs along the
income/educational spectrum
addresses inequity
• Infill and redevelopment can
achieve community goals
• Preparing for disruptive events
reduces the likelihood of
layoffs as a response
Economic
7
• Reducing the skills gap
supports local employers
• Diversity of jobs improves
personal incomes
• Retention and expansion
supports the local economy
• Support sector reduces the
need to import
• Entrepreneurship/innovation
leads to business formation
and jobs
Economic
8
• New products and services can
provide local benefit and new
income
• Balancing land use ensures
preservation of vacant land
• Responding to climate change
impacts long-term success
• Investing in energy and water
efficiency reduces carbon
footprint and operational costs
• Regional assets support
businesses and the local
economy
Public Engagement Process
• Public Open House – Two in Jan. ‘15
• Economic Advisory Commission – Sept. ‘14 & Feb. ’15
• Natural Resource Advisory Board – Dec. ’14
• Air Quality Advisory Board – Feb. ‘14
• Chamber of Commerce – Oct. ’14 & Feb. ’15
• Save the Poudre – Feb. ‘15
• Various Community partners
– The Innosphere
– Small Business Development Center
– Larimer County Workforce Center
9
- 1 -
RESOLUTION 2015-031
OF THE COUNCIL OF THE CITY OF FORT COLLINS
ADOPTING AN UPDATE TO THE ECONOMIC HEALTH STRATEGIC PLAN
FOR THE CITY OF FORT COLLINS
WHEREAS, on September 5, 2006, the City Council adopted Resolution 2006-097,
adopting the City’s Economic Action Plan; and
WHEREAS, on February 15, 2011, the City Council adopted Resolution 2011-015,
adopting revisions to “City Plan,” the City’s comprehensive plan, including a series of Principles
and Policies related to economic health; and
WHEREAS, on November 15, 2011, the City Council adopted on Second Reading
Ordinance No. 149, 2011, amending Chapter 2 of the City Code to add a new Section 2-506
establishing a new service area to be known as Sustainability Services; and
WHEREAS, on June 26, 2012, the City Council adopted Resolution 2012-044, adopting
the City’s Economic Health Strategic Plan; and
WHEREAS, in 2012, the Economic Health Office became a part of the Sustainability
Service Area; and
WHEREAS, on March 25, 2014, the City Council considered and discussed the City of
Fort Collins 2015-16 Strategic Plan and provided input to staff regarding the content of the plan;
and
WHEREAS, in July 2014, City staff began working on an update to the Economic Health
Strategic Plan as an extension of the City’s previous economic health planning efforts, and in
order to integrate, as part of the City’s economic health planning efforts, the concepts and
priorities established in the City of Fort Collins 2015-16 Strategic Plan and align the priorities of
economic health planning efforts with the priorities of the Sustainability Service Area; and
WHEREAS, the Economic Advisory Commission provided input to staff in connection
with the planning process, and at its meeting on February 18, 2015, voted to recommend
adoption of the Update to the Economic Health Strategic Plan, attached hereto as Exhibit “A”
and incorporated herein by this reference (the “Strategic Plan Update”); and
WHEREAS, the City Council believes that the adoption and implementation of the
Strategic Plan Update will make clear the purpose and reasons for economic health planning and
activities in the City of Fort Collins and assist the City in collaborating with academia, business
interests, and non-profit and governmental entities to promote a healthy, sustainable economy
reflecting community values; and
WHEREAS, for the foregoing reasons, the City Council wishes to approve the Strategic
Plan Update.
- 2 -
NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. That the City Council hereby approves and adopts the Strategic Plan
Update.
Section 2. That the City Council hereby directs the City Manager to provide the City
Council no less frequently than annually a report on the status of the implementation of the
Strategic Plan Update, the successes and outcomes from the implementation of that Plan, and any
recommendations for interim modifications to the Strategic Plan Update.
Passed and adopted at a regular meeting of the Council of the City of Fort Collins this 3rd
day of March A.D. 2015.
__________________________________
Mayor
ATTEST:
_____________________________
City Clerk
Fort Collins
Economic Health
COMMUNITY PROSPERITY | GROW OUR OWN
PLACE MATTERS | THE CLIMATE ECONOMY | THINK REGIONALLY
Strategic Plan
Acknowledgements
Mayor and City Council
Karen Weitkunat.................................................................................................................................................Mayor
Gerry Horak.................................................................................................................Mayor Pro Tem, District 6
Bob Overbeck.................................................................................................................................................District 1
Lisa Poppaw....................................................................................................................................................District 2
Gino Campana...............................................................................................................................................District 3
Wade Troxell...................................................................................................................................................District 4
Ross Cunniff .....................................................................................................................................................District 5
Staff
Darin Atteberry....................................................................................................................................City Manager
Jeff Mihelich........................................................................................................................Deputy City Manager
Bruce Hendee.........................................................................................................Chief Sustainability Offi ce
Josh Birks...................................................................................................................Economic Health Director
Tom Leeson........................................................................................Redevelopment Program Manager
SeonAh Kendall.........................................................................Economic Policy and Project Manager
Sam Houghteling.................................................................................Graduate Management Assistant
Contact Economic Health
300 Laporte Avenue
Fort Collins, CO 80521
970-221-6324
jbirks@fcgov.com
Table of Contents
What is Economic Health ...........................................................................................1
Why a Revisit? ...................................................................................................................................................................2
Plan Structure ...................................................................................................................................................................2
Additional Work Completed ....................................................................................................................................2
A. Community Prosperity ............................................................................................3
Challenges ..........................................................................................................................................................................4
Our Vision .............................................................................................................................................................................4
Our Role ................................................................................................................................................................................4
Goals .......................................................................................................................................................................................5
Alignment to the City of Fort Collins Strategic Plan ................................................................................7
Integration of the Triple Bottom Line ................................................................................................................8
B. Grow Our Own ........................................................................................................... 9
Challenges ....................................................................................................................................................................... 10
Our Vision ..........................................................................................................................................................................
10
Our Role .............................................................................................................................................................................
10
Goals .....................................................................................................................................................................................11
Alignment to the City of Fort Collins Strategic Plan ..............................................................................13
Integration of the Triple Bottom Line ..............................................................................................................14
C. Place Matters ........................................................................................................... 15
Challenges ....................................................................................................................................................................... 16
Our Vision ..........................................................................................................................................................................
16
Our Role .............................................................................................................................................................................
16
Goals .....................................................................................................................................................................................17
Alignment to the City of Fort Collins Strategic Plan ............................................................................. 19
Integration of the Triple Bottom Line .............................................................................................................20
D. The Climate Economy .......................................................................................... 21
Challenges .......................................................................................................................................................................22
Our Vision ..........................................................................................................................................................................22
Our Role .............................................................................................................................................................................22
Goals ....................................................................................................................................................................................23
Alignment to the City of Fort Collins Strategic Plan .............................................................................25
Integration of the Triple Bottom Line .............................................................................................................26
E. Think Regionally .....................................................................................................27
Challenges .......................................................................................................................................................................28
Our Vision ..........................................................................................................................................................................28
Our Role .............................................................................................................................................................................28
Goals ....................................................................................................................................................................................29
Alignment to the City of Fort Collins Strategic Plan ..............................................................................31
Integration of the Triple Bottom Line .............................................................................................................32
APPENDIX ........................................................................................................................33
Fort Collins
Economic Health
Strategic Plan
What is Economic Health?
The City of Fort Collins intentionally uses the terms “Economic Health” to
describe the community’s engagement with the economy. The meaning
of health (see defi nition from dictionary.com below) refers to a “general
condition of…soundness” and “vitality.” The City uses the word “health”
versus “development” when discussing economic activities because the
objective is overall soundness and long-term vitality versus short-term
or individualized gain. In addition, the triple bottom line focus further
reinforces the commitment to a more holistic view of the economy’s role in
our community.
Health [helth]; noun
From the Old English word hælþ meaning “wholeness, a being whole, sound
or well”
1. The general condition of the body or mind with reference to soundness
and vigor.
2. Soundness of body or mind; freedom from disease or ailment.
3. A polite or complimentary wish for a person’s health, happiness, etc.,
especially as a toast
4. Vigor; vitality
Therefore, the objective of Economic Health is a sustainable economy. A
sustainable economy means that residents can fi nd employment and aff ord
to live in the community; that businesses are able and encouraged to start,
remain, and expand in the community; and that everyone can expect quality
City services and sustainable, attractive infrastructure.
ECONOMIC HEALTH VISION:
Promote a healthy, sustainable
economy refl ecting community
values
City of Fort Collins Economic Health
1
Why a Revisit?
In 2011 and 2012 the Economic Health Offi ce (EHO) led a process to update
the community’s strategic plan related to economic health. The update
followed the City Plan update process completed in early 2011. It was the
intent for the update to move beyond the previous 2005 Economic Health
Action Plan by developing guiding principles and strategic goals to guide
future economic health activities.
In 2012, the Economic Health Offi ce joined the Sustainability Service Area
(SSA), shortly before the previous version of the Economic Health Strategic
Plan (EHSP) was adopted in June of 2012. Now there is a need to align the
EHSP with SSA division objectives. Enhancing community resiliency is a key
part of this alignment. Finally, the revised plan needs to align with the City’s
recently adopted Strategic Plan.
In addition, alignment between the three departments of the SSA division
will be enhanced by outlining specifi c goals and strategies that describe the
triple bottom line. This revisit attempts to describe the overlap between the
three individual departments. These goals and strategies are intended to
enhance the partnering opportunities between the departments and aid in
describing collective objectives.
Finally, the revisit is intended to consider several emerging challenges
facing the City of Fort Collins economy. These challenges include:
• W orkforce demographic shifts ;
• P ace of innovation or disruptive technologies;
• C limate change; and
• C ommunity build-out.
While many of these challenges are not unique to Fort Collins, they will have
unique implications. This update attempts to address these issues through
revisions and changes to the previously adopted guiding principles and
strategic goals.
It is not the intent of this update to re-write or negate the existing adopted
EHSP, but rather to enhance the previous version for the reasons stated
above. Furthermore, this plan focuses on the City’s contribution to the
economic health of the community and is meant to be specifi c to the
Economic Health Offi ce’s and internal partners’ work plan for the next three
years.
Plan Structure
• The plan is laid out in themes. Each theme includes relevant challenges,
a vision for the future, the role of the City, and numerous goals. The goals
include specifi c strategies, a desired outcome, and metrics to evaluate
success. Finally, the Economic Health Offi ce has three primary functions
related to achieving the goals in each theme, including:
• L ead—Economic Health Offi ce has the lead role in implementing the
goal (this could include facilitation, coordination, funding, convening).
• Partner—Economic Health Offi ce will partner with other City departments
and/or local partners to implement the goal (this could include
advocating and consulting).
• Collaborate—Economic Health Offi ce will consult with other City
departments and/or local partners to implement the goal (this could
include advocating and collaborating).
Additional Work
Completed
The EHO has completed two major pieces of additional analysis since
the Economic Health Strategic Plan was approved in 2012. Each of these
documents has been used in developing this update.
• Cluster Strategy 2.0 - An update to the Targeted Industry Cluster
program completed by TIP Strategies in 2013. The study proposed
several adjustments to the cluster program, including the introduction of
a competitive funding program for distributing cluster dollars.
• Larimer County Labor Force Study - The study, completed by TIP
Strategies, does a deep dive on the existing and anticipated labor force
community
prosperity.
City of Fort Collins Economic Health
Community Prosperity
Supporting a sustainable economy means enhancing the opportunities
for all residents to participate in the local economy. The City creates an
atmosphere where businesses that align with community values thrive
and focuses on retaining, expanding, incubating and, lastly, attracting new
businesses. These eff orts focus on Targeted Industry Clusters (clean energy,
water innovation, bioscience, technology - chip design/enterprise software,
local food) and Sectors (advanced manufacturing, energy, healthcare, and
creative industries).
In addition, the City supports businesses that exemplify the overall character
of the community. Finally, enabling systems that ensure a skilled workforce
that meets the needs of local employers through partnerships with other
local economic development organizations and educational institutions is
important.
The economic development profession has long been focused primary jobs,
typically defi ned as jobs which produce goods in services in excess of what
can be consumed in the local marketplace. This ¬-defi nition has traditionally
led practitioners to direct resources toward a relatively narrow range of
industries such as manufacturing, company headquarters, wholesale trade,
and technology. The assumptions behind this emphasis are generally sound.
These jobs have historically generated higher wages and the manufacturing
sector frequently has extensive supplier relationships that other sectors do
not. In addition, export-driven industries, by defi nition, inject new money into
the economy.
This limited view of primary jobs should be revisited with the recognition that
a host of support sectors provide essential services that enable the primary
jobs sectors to operate successfully in the region. They are services that
the primary sectors would have to “import” into the region if they were not
present locally. They also generate a great deal of wealth in a community
and provide essential services to residents in the region as well (See the
Appendix for additional information).
Challenges
• Rising income disparity
• S kills mismatch
• B arrier to new business formation
• B arriers/access to employment
• P ersistent underemployment
• S hift in manufacturing jobs/public perception
• I ncrease in outbound commuters
• S hift in labor force demographics (Boomers/Millennials)
• R ising cost of education
• S tagnant incomes
• L ag between education and employers
• R ising student debt
• D isproportionate unemployment by education level
• H ousing aff ordability concerns
Our Vision
Employment opportunities exist across the income and education/skill
spectrums
Our Role
• E nsure that City policies, land use regulations, and other activities
preserve and encourage employment activity
• F oster alignment of Economic Health goals and strategies in the City
organization, with strategic partners, and in the community
• S upport workforce development and community amenity initiatives that
meet the needs of Fort Collins employers
• C atalyze industry sectors and clusters to increase economic
diversifi cation
• P rioritize capital investment to facilitate development of employment
1. Develop and admininster annually an Employer
Satisfaction Survey
2. Continue to develop the Advanced Manufacturing,
Healthcare, Energy, and Creative Industry sectors
in collaboration with the State’s Offi ce of Economic
Development and International Trade (OEDIT)
3. S upport private industry identifi cation of short- and
long-term skills needed in the workforce to assist
educational institutions in curriculum development
Community Prosperity
CLOSE THE SKILLS GAP AND
INCREASE CAREER PATHWAYS IN
THE COMMUNITY
A.1 1.
• Number of Graduates with degrees/certifi cates placed in the
local workforce
• Labor participation rate
• Employer Satisfaction Survey – Access to work-ready employ-
ees locally
Create alignment between employers,
the Workforce Center, and educational
institutions regarding future workforce
needs needs
1. C ontinue to convene and invest in targeted
clusters/sectors and their supply chain
2. R efi ne and enhance City’s direct assistance
tools - target a wide range of businesses with an
emphasis on base jobs
3. E nhance the Manufacturing Use Tax Rebate
program to reduce cost of business investment
4. U nderstand supply chain gaps and
complementary business/industry to our
economy
5. D evelop a targeted marketing plan to “tell our
story” beyond the region
6. P articipate in cross-functional teams to ensure
policies, land use regulations, capital investment,
and other activities support employment activity
EMPLOYMENT OPPORTUNITIES
FOR A GREATER NUMBER OF
A.2 RESIDENTS
• C oncentration of targeted industries and sectors measured
by the location quotient
• U nemployment rate compared to County and State
• W orkforce distribution within the labor shed (e.g., outbound
commuters as a percentage of labor
• N ew business formation by industry/sector
Diversify employment opportunities
through business retention, expansion,
incubation, and attraction needs
1. E ngage businesses through a variety of methods
(e.g., site visits, surveys, small industry stakeholder
meetings, events) to understand needs – linked to
the “Voice of Customer” activity described in A.1
2. A ssign EHO Staff to liaison with Workforce Center,
Larimer County Small Business Development
Center (SBDC), Front Range Community College,
Colorado State University (CSU), Rocky Mountain
Innosphere (Innosphere), and others regarding
support services for businesses
1. E xpand access to training programs, including
short-term skill building programs to build career
pathways that allow individuals to secure a job or
advance in high-demand industry and occupations
2. I dentify additional funding sources to support on-
the-job training for new and existing workers
3. S upport workplace education and training
opportunities
A.4
• U se of training grants and opportunities
• E mployer Satisfaction Survey – Access to work-ready employ-
ees locally
• L abor participation rate
• P er capita income
Develop career pathways across
educational attainment levels needs
6
INCREASE THE NUMBER OF
WORK-READY EMPLOYEES
community prosperity. grow our own. place matters. the climate economy. think regionally.
666
Community Prosperity
1. Align economic health goals and strategy
across all levels of the organization and refi ne
and agree upon the economic tools the City
uses (EH 3.1)
2. I mprove policies and program to retain, expand,
incubate, and attract primary employers where
consistent with City goals (EH 3.2)
3. S upport workforce development and
community amenities/initiatives that meet the
needs of employers within the city (EH 3.3)
4. Improve eff ectiveness through collaboration
with economic-health oriented regional
partners (EH 3.4)
Alignment to the City of Fort Collins Strategic Plan
City of Fort Collins Economic Health
ECONOMY SOCIAL
• Enhancing the available local workforce by
understanding the skills gap and enhancing
training opportunities supports the success of
local employers.
• Enhancing the availability of on-the-job-
training, educational opportunities and the
diversity of jobs improves personal incomes.
• Support of current primary employers through
retention and expansion eff orts increases
opportunities in the local economy.
• Encouraging the formation and expansion of
local support sector employers reduces the
need to import these goods and services from
outside the community.
• People need a level of economic stability in
order to meet their basic human needs access
to increased job opportunities create greater
economic stability.
• On-the-job training provides opportunities for
transferable skills and certifi cations to move
community members through the economy.
• Reduction in commute times allows
community members to spend more time with
their families and have healthier lifestyles.
• Encouraging jobs along the income and
educational spectrum addresses inequity in
the community where there are currently a
lack of jobs at a point along the spectrum.
Integration of the Triple Bottom Line
ENVIRONMENT
• Additional businesses and people require
additional resources and impact land, water,
air, energy, and transportation.
• These impacts can be mitigated by helping
businesses reduce resource needs, reuse
existing resources, and improving their carbon
footprint.
• The availability of additional jobs especially
across the entire income and educational
spectrums can reduce commuting patterns.
community prosperity. grow our own. place matters. the climate economy. think regionally.
8
grow our
own.
City of Fort Collins Economic Health
Grow Our Own
Fort Collins has numerous sources of innovation, intellectual property and
inventions within its city limits, including Colorado State University (CSU),
federal research labs and a long list of innovative companies. As a result,
the city has one of the highest rates of innovation in the United States,
producing 10 patents per 10,000 residents annually. This fact, coupled with
the recognition that entrepreneurship can be a powerful engine of economic
prosperity, has led the City to identify innovation as a cornerstone of the Fort
Collins economy. This theme focuses on nurturing entrepreneurship and
innovation across the spectrum of companies – small to large, and existing
to start-up.
Challenges
• L ack of capital
• D isjointed/misaligned resources
• B arriers to new business forming from within existing businesses (“spin-
out”)
• B arriers to new business formation
• C hallenges to retaining start-up and 2nd stage businesses
• I nfrastructure defi ciencies
• L ack of critical mass in certain target industry clusters
• F ailure to convert intellectual property (patents) into new businesses
• L ack of suitable and aff ordable sites to accommodate high-growth
companies
Our Vision
Our economic ecosystem fosters the development of new and creative
industry
Our Role
• E nsure alignment of resources such as reliable, ultra-high speed internet
services across the community to incubate new businesses and support
entrepreneurs
• I dentify barriers to spin-out, new business formation, and conversion of
intellectual property to economic activity and develop new approaches
to address the identifi ed barriers
• W ork with business community to ensure an adequate supply of
employment land (offi ce and industrial) to meet the need of new
business formation and expansion
community prosperity. grow our own. place matters. the climate economy. think regionally.
Image Reference - Black’s Glass, a locally owned family business, has been serving
Northern Colorado since 1908.
10
1. L everage cluster funding to address barriers
within specifi c industries (e.g., talent development,
market expansion, etc.)
2. C ontinue to develop the Advanced Manufacturing,
Healthcare, Energy, and Creative Industry sectors
in collaboration with the State’s Offi ce of Economic
Development and International Trade (OEDIT)
3. I nventory existing resources, understand barriers
and gaps, and ensure alignment of resources
across local and regional organizations to address
barriers and gaps
4. C onvene partners that provide support services to
entrepreneurs regularly (i.e., quarterly or semi-
annually), including Innosphere, Galvanize, SBDC,
CSU, Blue Ocean, SpokesBuzz
5. E nsure City’s policies and regulations support and
encourage business formation
6. C onnect with state partners (US Patent Offi ce,
OEDIT, etc.) and leverage other funding sources
Grow Our Own
INCREASE ECONOMIC ACTIVITY
THROUGH INNOVATION AND
B.1 ENTREPRENEURISM
• New business formation by industry/sector
• T otal number of annual patents and patents per 10,000 residents
• N umber of patents produced by Innosphere and CSU based
companies
• R esearch Spending – CSU, Research Labs, private sector (if
available)
Remove barriers and provide support to
spin-out, new business formation, and
conversion of intellectual property to
economic activityeeds
1. S ponsor and support programs/events that
promote entrepreneurs (e.g., Blue Ocean
Challenge)
2. C ontinue to develop the Advanced Manufacturing,
Healthcare, Energy, and Creative Industry sectors
in collaboration with the State’s Offi ce of Economic
Development and International Trade (OEDIT)
3. C reate a program or issue challenge that would
help the City meet its goals or address its
challenges through innovative solutions
4. L everage funding to target new business
formation by underserved populations (e.g.,
veterans, individuals with disabilities, minorities
and women)
5. C omplete a land readiness analysis of existing
offi ce and industrial vacant land to understand
the supply of employment land and barriers to
development – specifi cally targeting opportunities
for companies graduating from local/regional
accelerators and incubators
INCREASE THE NUMBER
OF NEW START-UPS AND
B.2 ENTREPRENEURS
• C oncentration of targeted industries and sectors measured by
the location quotient
• N ew business formation by industry/sector
• O utput per capita (measure of productivity) – in Target Industries
1. S upport partners (e.g., Innosphere and CSU
Ventures) working to provide new or enhanced
capital sources – evaluate the City’s role in capital
access
2. L everage the City’s role as a large consumer and
market maker to foster innovation and support
innovative companies / entrepreneurs
3. E valuate/develop/implement the use of federal
Housing and Urban Development’s Section 108
funds to support business lending (revolving loan/
micro fi nance)
4. C onsider the use of federal Community
Development Block Grant (CDBG) funding to
develop a revolving loan/micro fi nance program
B.4
• F unds available in capital access tools and percent placed with
companies
• F unds raised by start-up companies
Support the development of new
and enhanced capital access tools
for entrepreneurs and cutting-edge
companies
INCREASE CAPITAL TO SUPPORT
START-UP COMPANIES AND
ENTREPRENEURS
community prosperity. grow our own. place matters. the climate economy. think regionally.
12
Grow Our Own
Alignment to the City of Fort Collins Strategic Plan
City of Fort Collins Economic Health
1. I mprove policies and program to retain, expand,
incubate, and attract primary employers where
consistent with City goals (EH 3.2)
2. S upport workforce development and
community amenities/initiatives that meet the
needs of employers within the city (EH 3.3)
3. I mprove eff ectiveness through collaboration
with economic-health oriented regional partners
(EH 3.4)
4. E ncourage the development of reliable, ultra
high speed internet services throughout the
community (EH 3.11)
ECONOMY ENVIRONMENT SOCIAL
• Encouraging entrepreneurship and innovation
leads to additional business formation from
within the community.
• New businesses provide new employment
opportunities.
• New products and services can provide local
benefi t (especially if focused on community
goals) and bring new income to the community
when they are exported beyond our borders.
• Support of local Targeted Industry Clusters
(clean energy, water innovation, bioscience,
technology – chip design/enterprise software
and local foods) enhance opportunities for
new discoveries in climate adaption and
preservation opportunities.
• The Internet of Things provides opportunity
for disruptive technologies and solutions.
• By supporting innovation new opportunities
are created for local residents to gain
employment or start their own business
leading to greater economic stability.
• Start-up and small business create a large
number of new jobs many of which exist across
a broad range of the income and educational
spectrum, which can address inequity in the
community where there is currently a lack of
jobs at a point along the spectrum.
Integration of the Triple Bottom Line
community prosperity. grow our own. place matters. the climate economy. think regionally.
14
place
matters.
City of Fort Collins Economic Health
Place Matters
Rather than “deal making,” the City’s approach to Economic Health is one
of “place making” that is a decision-making approach intended to preserve
and enhance a vibrant community by optimizing its economy, environment
and social values. Achieving this outcome requires balancing the built
and natural environment while delivering high quality and comprehensive
infrastructure that preserves the City’s sense of place. This theme focuses
on the role that place plays in a sustainable economy.
Challenges
• C ost of redevelopment
• L and supply constraints
• I nfrastructure defi ciencies
• A dapting to future population growth
• R ising material and labor costs
• R ising land costs
• A ging building inventory
• L ack of available high quality offi ce and industrial properties
Our Vision
A balanced built and natural environment
Our Role
• E nsure the infrastructure provided by the City is high-quality and
supports business
• S upport infi ll and redevelopment to meet climate action strategies and
other community goals
• P reserve the City’s sense of place by encouraging strategic public and
private investment
• H elp businesses navigate City processes (e.g., development review,
licensing, etc.)
community prosperity. grow our own. place matters. the climate economy. think regionally.
Image Reference - Downtown Fort Collins (“Old Town”) is the vibrant heart and soul of
the community. Downtown is anchored by a historic retail and entertainment district,
an area of unique and vital businesses located along selected blocks of College
Avenue, Old Town Square and the immediate vicinity.
16
1. Participate in cross-functional teams to ensure
policies, land use regulations, capital investment,
and other activities support employment activity
2. W ork with representatives of the local business
and development community to gather input
on the development review process and share
fi ndings with other City departments
3. A ssign EHO Staff to act as liaisons with Planning
Services
Place Matters
MAINTAIN CLEAR, PREDICTABLE
C.1 AND TRANSPARENT PROCESSES
• R esponse time to business inquiries and issues
Facilitate collaboration among City
departmentseds
1. M aintain and enhance relationships with land
owners and the development community to meet
City objectives
2. U tilize a newly developed process for forming
urban renewal areas and tax increment fi nancing
districts that goes beyond the State requirements
3. I mprove and maintain the Fort Collins Urban
Renewal Authority’s relationship with underlying
taxing entities, including Larimer County, Poudre
School District, and others
4. U tilize the Fort Collins Urban Renewal Authority,
special fi nancing districts, and other mechanisms
to encourage implementation of the City’s
vision for each targeted redevelopment area,
including infrastructure improvements and quality
redevelopment projects
LEVERAGE INFILL AND
REDEVELOPMENT THAT
MEETS MULTIPLE COMMUNITY
C.2 OBJECTIVES
• R atio of public to private investment in partnerships
Leverage private investment in targeted
infi ll and redevelopment areasds
1. U tilize a newly developed process for forming
urban renewal areas and tax increment fi nancing
districts that goes beyond the State requirements
– prioritize redevelopment projects that include a
mix of compatible land uses
2. P articipate in cross-functional teams to ensure
policies, land use regulations, capital investment,
and other activities support the desired
development pattern as defi ned in City Plan
3. C omplete a land readiness analysis of existing
offi ce and industrial vacant land to understand
the supply of employment land and barriers
to development – emphasize the use of
redevelopment and infi ll to meet future needs
BALANCE LAND USES THAT
C.3 SUPPORT A HEALTHY ECONOMY
• J obs to housing ratio
• A verage home price and average rent rate
• V acancy rates – offi ce, industrial, retail, and apartments
Maintain a mix of land uses that
supports the retention and expansion of
businesses while encouraging a broad
1. U tilize a newly developed process for forming
urban renewal areas and tax increment fi nancing
districts that goes beyond the State requirements
– encourage catalyst projects that inspire private
sector response in these key targeted areas
2. P articipate in comprehensive planning, subarea
planning, and capital projects planning and
prioritization to ensure plans address identifi ed
infrastructure defi ciencies
3. P artner in the development of a Creative District,
as defi ned by the State of Colorado, to support the
promotion of arts and culture activities that attract
entrepreneurs and an educated workforce – Led
by Community Services staff
4. E ncourage the design and construction of
aesthetically pleasing entryways into the
community
5. E ncourage the support and maintenance of the
Fort Collins Loveland Airport as an amenity to the
local economy and residents
C.4
• D ollars of public investment in infrastructure
• P rivate sector investment in key redevelopment areas
Encourage the development of vibrant
business districts, commercial nodes and
commercial corridors through strategic
public infrastructure investment
INVEST IN PUBLIC
INFRASTRUCTURE UPGRADES
THAT SUPPORT BUSINESS C.5
• V isitation numbers to downtown and special events
• C itizen survey results
ENCOURAGE A CULTURE AND
ECONOMY UNIQUE TO FORT
COLLINS AND CONSISTENT
WITH COMMUNITY VALUES
community prosperity. grow our own. place matters. the climate economy. think regionally.
e a newly developed process for forming
renewal areas and tax increment fi nancing
cts that goes beyond the State requirements
ourage catalyst projects that inspire private
r response in these key targeted areas
ipate in comprehensive planning, subarea
ng, and capital projects planning and
ization to ensure plans address identifi ed
tructure defi ciencies
er in the development of a Creative District,
fined by the State of Colorado, to support the
otion of arts and culture activities that attract
preneurs and an educated workforce – Led
mmunity Services staff
urage the design and construction of
etically pleasing entryways into the
munity
urage the support and maintenance of the
ollins Loveland Airport as an amenity to the
economy and residents
of public investment in infrastructure
sector investment in key redevelopment areas
rage the development of vibrant
Place Matters
Alignment to the City of Fort Collins Strategic Plan
City of Fort Collins Economic Health
1. Support workforce development and
community amenities/initiatives that meet the
needs of employers within the city (EH 3.3)
2. Support sustainable infi ll and redevelopment to
meet climate action strategies (EH 3.7)
3. Preserve the City’s sense of place (EH 3.9)
4. Provide transparent, predictable and effi cient
processes for citizens and business interacting
with the City (EH 3.9)
5. E ncourage the development of reliable, ultra
high speed internet services throughout the
community (EH 3.11)
ECONOMY ENVIRONMENT SOCIAL
• Clear, predictable and transparent processes
enable the community to obtain its objectives
and reduce the time for business to clear
regulatory hurdles.
• Infi ll and redevelopment address
infrastructure defi ciencies that may negatively
impact land values and the economy.
• Supporting the local craft beer industry
and food producing economy has a cultural
impact that attracts talent increasing the
available workforce for local employers.
• Balancing land use ensures the preservation
of vacant land for all uses including
employment.
• Redevelopment can enable higher and
better use of existing land maximizing the
community’s output without needing to
consume additional raw land.
• In addition, redevelopment replaces old
structures with new buildings that meet a
higher standard leading to energy and water
effi ciencies (i.e., the energy star requirement
for Urban Renewal Authority projects).By
focusing on balancing land uses, resources
may be protected that might otherwise not.
• Targeted infi ll and redevelopment aff ects
neighborhoods potentially in both positive
and negative ways and provides opportunities
to create new districts and neighborhoods.
• Enhancing the arts and culture sector through
the evaluation of a Creative District in the Old
Town supports the community’s culture.
• Supporting the local craft beer industry and
food producing economy has a cultural impact
that attracts talent.
• Infi ll and redevelopment tools (e.g., Tax
Increment Financing) can be used to achieve
aff ordable housing and climate action goals.
Integration of the Triple Bottom Line
community prosperity. grow our own. place matters. the climate economy. think regionally.
20
the climate
economy.
City of Fort Collins Economic Health
The Climate Economy
The reality of climate change has begun to be recognized by businesses
across the nation. As a result, businesses are evaluating numerous conditions
that may impact their ability to operate in the near- and long-term. These
conditions present challenges that will require adaptation and opportunities
to develop new technologies, approaches and expertise. Both adaptation
and innovation will be key aspects of creating community resiliency in the
face of this outside force. The focus of this theme is embracing the current
changes and navigating future changes to create new economic opportunity.
Challenges
• C hanging environmental conditions
• R ising utility costs
• R ising commodity prices
• S upply chain impacts (E.g., Fukushima & Toyota)
• D isplacement
• R ising temperatures
• C osts of carbon footprint reduction
• I mpact of a carbon tax or similar regulation
• I mpacts on clean air and water quality
Our Vision
Businesses adapt to climate change by staying in our community and
leverage community carbon reduction goals to develop new products and
services
Our Role
• D evelop and attract expertise to the community that addresses impacts
to the business community from climate change and carbon reduction
• A id businesses in leveraging the challenges of climate change and
carbon reduction into economic opportunities
• E nsure that the business community is a full partner in identifying roles
and challenges created by climate change, particularly with regard to
utility, climate adaptation, and carbon reduction policies and regulations
community prosperity. grow our own. place matters. the climate economy. think regionally.
Image Reference – Fort Collins Utilities in 2013 launched what was then Colorado’s
fi rst Level 3/DC quick charge electric vehicle (EV) charging station at the Fort Collins
Museum of Discovery. The station uses the newest advanced technology and can
charge an EV in minutes—instead of hours.
22
1. S upport training by regional educational
institutions (e.g., CSU, etc.), such as seminars,
lectures and classes, that identify and address
impacts to businesses from climate change
2. P articipate and support the re-tooling of
ClimateWise to encourage greater awareness and
action by businesses
3. C ollaborate with Utilities to refi ne incentives
and rebates that encourage additional private
investment in carbon reduction eff orts
4. W ork with the Front Range By-Products Synergy
Network and other partnership/collaboration to
encourage industrial symbiosis to further reduce
and recycle industrial waste products
The Climate Economy
INCREASE THE UNDERSTANDING
OF BARRIERS AND OPPORTUNITIES
PRESENTED BY CLIMATE CHANGE
D.1 IN THE BUSINESS COMMUNITY
• P rivate investment in energy conservation and carbon reduction
eff orts
• P rivate investment in clean air and water quality infrastructure/
improvements
Aid businesses in understanding climate
change impacts and carbon reduction
opportunitieseds
1. Assign EHO Staff to liaison with Utilities and
Environmental Services - specifi cally ClimateWise
and the Climate Action Plan
2. Articulate the business case for adapting to
climate change and aid in communicating
community carbon reduction goals to the business
community
3. P articipate in cross-functional teams to ensure
policies, land use regulations, capital investment,
and other activities that consider the role of and
impact to business of City carbon reduction eff orts
4. W ork with the Front Range By-Products Synergy
Network and other partnership/collaboration to
encourage industrial symbiosis to further reduce
and recycle industrial waste products
5. D evelop and/or hire internal expertise on
business-related climate adaptation and fi nancing
carbon reduction eff orts
ENGAGE THE BUSINESS
COMMUNITY IN
CARBON REDUCTION
EFFORTSAFFORDABILITY GOALS,
D.2 CLIMATE ACTION GOALS, ETC.)
• N umber of businesses participating in ClimateWise, other carbon
reduction goals, and campaigns
• P rivate investment in energy conservation and carbon reduction
eff orts
• N umber of jobs created in new waste reduction and recycling
services and infrastructure
Collaborate with other City departments
to increase business participation in
carbon reductions
1. M aintain partnerships with Fort Collins Zero Energy
District (FortZED), Colorado Clean Energy Cluster
1. M aintain and enhance relationships with land
owners and the development community to meet
City objectives
2. U tilize the Fort Collins Urban Renewal Authority,
special fi nancing districts, and other mechanisms
to encourage implementation of the City’s
vision for each targeted redevelopment area,
including infrastructure improvements and quality
redevelopment projects
D.4
• R atio of public to private investment
Support redevelopment and infi ll
development to maintain and enhance
a compact urban form while reducing
environmental impacts
ENCOURAGE INFILL AND
REDEVELOPMENT THAT
MEETS MULTIPLE COMMUNITY
OBJECTIVES, SPECIFICALLY
CLIMATE ACTION GOALS
community prosperity. grow our own. place matters. the climate economy. think regionally.
24
City of Fort Collins Economic Health
The Climate Economy
Alignment to the City of Fort Collins Strategic Plan
City of Fort Collins Economic Health
1. S upport workforce development and
community amenities/initiatives that meet the
needs of employers within the city (EH 3.3)
2. S upport sustainable infi ll and redevelopment to
meet climate action strategies (EH 3.7)
3. D emonstrate progress toward achieving net
zero energy within the community and the City
organization using a systems approach (ENV 4.5)
4. E ngage citizens in ways to educate and change
behavior toward more sustainable living
practices (ENV 4.6)
5. I ncrease the community’s resiliency and
preparedness for changes in climate, weather
and resource availability (ENV 4.7)
6. D emonstrate progress toward achieving zero
waste within the community and the City
organization (ENV 4.11)
Photo courtesy of New Belgium Brewing Company.
26
ECONOMY ENVIRONMENT SOCIAL
• Aiding businesses in responding to climate
change impacts enhances their ability to be
successful over the long-term.
• Encouraging businesses to invest in energy
and water effi ciency reduces their carbon
footprint and on-going operational costs.
• Encouraging innovation to address climate
change, water conservation, and other
objectives can lead to new products and
services which have large potential market
opportunities.
• Exporting these new products and services
and attract additional income to the
community.
• By engaging the business community to invest
in carbon reduction eff orts the plan support
the community’s greenhouse gas emission
goals.
• By support the targeted industry clusters
(clean energy, water innovation, bioscience,
technology – chip design/enterprise software
and local foods) the City enhances the
opportunities for new discoveries in climate
adaption, carbon reduction, and preservation.
• By helping businesses prepare for disruptive
events and long-term climate change the
businesses become more sustainable.
• Sustainable businesses less likely to be
disrupted by events and therefore less likely
to reduce workforce adding to and individual’s
ability to meet their basic needs and overall
community resiliency.
Integration of the Triple Bottom Line
community prosperity. grow our own. place matters. the climate economy. think regionally.
think
regionally.
City of Fort Collins Economic Health
Think Regionally
Enhancing community resiliency has limitations when a single municipality
acts alone. Collaboration with regional partners that crosses municipal
boundaries creates greater community resiliency. A number of current
conditions and challenges do not respect municipal boundaries, including
housing aff ordability, climate adaptation, disaster response, tourism/
visitation opportunities and impacts, and natural resource conservation.
This theme focuses on leveraging collaboration and partnerships within our
community and region to address these economic issues.
Challenges
• D isparity in the share of economic benefi ts regionally
• I ncreased competition for economic activity
• I ncreasing number of regional issues:
o Housing aff ordability
o Climate resiliency
o Disaster response
o Tourism/visitation Impacts
o Natural resource conservation (e.g. water, land, etc.)
o Transportation and transit
Our Vision
A region that partners to address economic issues which extend beyond
municipal boundaries
Our Role
• D evelop strong relationships with our counterparts in the region,
including Larimer County
• S upport local leadership in engaging neighboring communities
• C onvener of economic recovery entities during natural disasters
• S upport and develop regional sector initiatives
• I dentify and market supply chain opportunities for the region
community prosperity. grow our own. place matters. the climate economy. think regionally.
Image Reference – MAX, a Bus Rapid Transit facility, opened in 2014 and provides
high-frequency transit service along the north-south spine of the community. MAX
represents a forward-looking view of Northern Colorado where transit provides
access throughout the region.
28
1. C ontinue to develop the Advanced Manufacturing,
Healthcare, Energy, and Creative Industry sectors
within Region 2 – Larimer and Weld Counties – in
collaboration with the State’s Offi ce of Economic
Development and International Trade (OEDIT)
2. Collaborate with partners to have one voice on
regional issues (e.g., housing aff ordability, climate
resiliency, disaster response, tourism/visitation
Impacts, natural resource conservation, and
transportation and transit), with OEDIT and other
state and federal partners
3. D iscuss and address regional economic issues
with partners and explore opportunities to align
local policies with regional priorities and vice versa
4. D evelop a plan to respond rapidly to disasters that
aff ect the region by working with regional partners
to develop a response that emphasizes rapid
economic recovery and preventing disasters from
having similar impacts
Think Regionally
ENHANCE COORDINATION ON
E.1 REGIONAL ECONOMIC ISSUES
• Attendance and participation in meetings and planning by region-
al partners and stakeholders
• E conomic impact of natural disasters
• B usiness interruption and delay due to disasters
• B usiness closures as a result of disasters
Strengthen systems for regional
collaboration
1. W ork collaboratively with partners to identify
regional assets and priority projects (e.g., Fort
Collins-Loveland Airport, Interstate 25 widening,
Rocky Mountain Innosphere, Rocky Mountain
National Park) and develop collaborative
approaches to maintain and enhance the assets
2. P articipate in the development of economic
health strategies by regional partners (e.g., Larimer
County Economic Development Plan, re-tooling
of Northern Colorado Economic Development
Corporation)
3. C ollaborate with regional partners to understand
short-, mid-, and long-term trends impacting the
region’s economy
ENHANCE REGIONAL ASSETS
E.2 THROUGH COLLABORATION
• S pecifi c milestones and deliverables
Work with regional partners to identify
regional assets and develop strategies to
maintain and enhance these assets
1. I dentify and raise awareness of Northern
Colorado’s regional strengths within the state of
Colorado and nationally
2. C ollaborate with Northern Colorado education
institutions (e.g., Colorado State University, Front
Range Community College, Poudre School District,
etc.)
3. D evelop a regional economic story with consistent
terminology , target industries, and strategy for
Northern Colorado
4. Support broadband initiatives in Northern
community prosperity. grow our own. place matters. the climate economy. think regionally.
30
Think Regionally
Alignment to the City of Fort Collins Strategic Plan
City of Fort Collins Economic Health
1. I mprove policies and programs to retain,
expand, incubate and attract primary employers
where consistent with City goals (EH 3.2)
2. I mprove eff ectiveness through collaboration
with economic-health oriented regional partners
(EH 3.4)
3. I ncrease the community’s resiliency and
preparedness for changes in climate, weather
and resource availability (ENV 4.7)
4. C reate and implement long-term transportation
planning and help local and regional
transportation networks operate at a high level
of effi ciency, including the airport (TRANS 6.5)
ECONOMY ENVIRONMENT SOCIAL
• The economy does not respect jurisdictional
boundaries; working with regional partners
increased the eff ectiveness of local eff orts.
• Developing a regional story enhances the
ability of individual communities to gain
notice of outside funding sources, talent, and
businesses.
• Maintaining and enhancing regional assets
can support business needs and strengthen
the local economy.
• A regional by-products synergy network
enable the waste from one industry to be
reused by another industry avoiding the need
to consumer additional raw materials.
• A regional strategy to address key issues will
lead to greater effi cacy of eff orts (e.g., regional
energy effi ciency eff orts reduce a greater
amount of greenhouse gas emissions).
• Working with county-wide and regional
partners strengthens collaboration and has
the potential align vision and purpose.
• Enhance collaboration provides a foundation
to address disruptive events (e.g., natural
disasters, fi nancial downturns, etc.).
Integration of the Triple Bottom Line
community prosperity. grow our own. place matters. the climate economy. think regionally.
32
City of Fort Collins Economic Health
APPENDIX
34
Economic Health | City Hall West | 300 LaPorte Avenue | Fort Collins, CO 80521
Josh Birks | Economic Health Director | jbirks@fcgov.com | 970.221.6324
Colorado
POSITION NORTHERN
COLORADO AS AN INNOVATION
E.3 HUB
• N umber of contacts
• I ncrease in website visits, corporate/site selector interest
• D istribution of regional marketing materials
Market Northern Colorado as part of a
Rocky Mountain Innovation Corridor
City of Fort Collins Economic Health
METRICS: STRATEGIES: OUTCOMES: GOALS:
(CCEC), Colorado Water Innovation Cluster (CWIC),
and other local entities working on innovation
related to energy and water
2. E nhance collaboration with CSU related to energy,
water, waste, and other carbon reduction aspects
3. P romote and maintain Fort Collins Utility’s position
at the cutting edge of sustainable and innovation
energy generation and water treatment as a model
for other communities
4. E xplore and promote business models that create
(or extract) economic value from carbon reduction
and climate adaptation activities
INCREASE INNOVATION RELATED
TO CARBON REDUCTION AND
WATER CONSERVATION AND
D.3 QUALITY
• P atent production (or other similar measure) of relevant innova-
tion
• J ob formation in “green” industries/businesses
• P ublic investment in renewal energy generation and water con-
servation and quality infrastructure
Aid businesses in leveraging community
climate action goals to create new
business innovations
City of Fort Collins Economic Health
METRICS: STRATEGIES: OUTCOMES: GOALS:
ess districts, commercial nodes and
ercial corridors through strategic
infrastructure investment
• V isitatio
• C itizen su
on numbers to downtown and special events
urvey results
18
1. P articipate in the evaluation and encouragement
of urban agriculture
2. P artner in the development of a Creative District,
as defi ned by the State of Colorado, to support the
promotion of arts and culture activities that attract
entrepreneurs and an educated workforce – Led
by Community Services staff
3. Reinforce Fort Collins’ position as a regional center
for entertainment, shopping, culture, and tourism
(i.e., leverage the presence of the breweries in
Fort Collins to grow the craft brewing industry and
attract visitors)
4. C ontinue to support and enhance Fort Collins’
outdoor recreation culture (e.g., cycling industry)
Preserve and enhance the features of
Fort Collins that make it unique
mix of residential housing optionsds
City of Fort Collins Economic Health
METRICS: STRATEGIES: OUTCOMES: GOALS:
and Sectors
Retain, develop, and recruit
entrepreneurs and cutting-edge
companies eds
1. P romote the development of reliable, ultra-high
speed internet services throughout the community
– emphasize the importance of broadband equity
2. S ponsor, Support, and Promote incubation
facilities and services, including Rocky Mountain
Innosphere, Galvanize, CSU Power House, CSU
Research Innovation Center and others
3. E valuate the benefi ts of creating an innovation
district with the goal of strengthening
entrepreneurial activities in the community
4. P artner in the development of a Creative District,
as defi ned by the State of Colorado, to support the
promotion of arts and culture activities that attract
entrepreneurs and an educated workforce – Led
by Community Services staff
5. L everage the City’s role as a large consumer and
“market maker” to foster innovation and support
innovative companies and entrepreneurs
6. S ponsor and promote creative spaces (e.g.,
Carnegie Building, Southeast Creative Community
Center)
INVEST IN ENHANCEMENTS
TO ENTREPRENEURISM AND
INNOVATION INFRASTRUCTURE
B.3 1.
• N ew business formation by industry/sector
• B usinesses supported by partners (e.g., Innosphere, Galvanize,
SBDC, Powerhouse)
• J obs created, capital raised, sales increased by supported
businesses
• D ollars of public investment in infrastructure
Develop and support infrastructure
that encourages entrepreneurism and
innovationeeds
City of Fort Collins Economic Health
METRICS: STRATEGIES: OUTCOMES: GOALS:
3. M aintain relationships with top/growing
employers with an emphasis on Targeted Industry
Clusters and Sectors
4. C ontinue support of incubation facilities and
services, including Rocky Mountain Innosphere,
Galvanize, and others.
PROVIDE RESOURCES THAT
ENHANCE THE ABILITY OF
BUSINESS TO SUCCEED IN THE
A.3 CITY
• L ayoff s and business relocations/reductions
• P rivate investment in new manufacturing equipment (as mea-
sured by use tax receipts)
• O utput per capita (measure of productivity) – in Target Indus-
tries and Sectors
Identify and coordinate resources that
support businesses in the Cityneeds
City of Fort Collins Economic Health
METRICS: STRATEGIES: OUTCOMES: GOALS:
lands
Image Reference – Odell Brewing Company’s new 100- barrel brew house, ; completed
in 2013. The brewery originally opened in 1989 and expanded to the new site in 1994.
The latest expansion included additional cellar space, bringing fermentation capacity
to 4,800 barrels.
community prosperity. grow our own. place matters. the climate economy. think regionally.
4
in Larimer County, including information on commute patterns, skills
gap, and available jobs.
1
Taken from the City of Fort Collins Strategic Plan, 2014
community prosperity. grow our own. place matters. the climate economy. think regionally.
2
large potential market opportunities.
Exporting these new products and services and attract additional
income to the community.
outside the community.
New products and services can provide local benefit (especially if
focused on community goals) and bring new income to the community
when they are exported beyond our borders.
Infill and redevelopment address infrastructure deficiencies that may
negatively impact land values and the economy.
Clear, predictable and transparent processes enable the community to
obtain its objectives and reduce the time for business to clear
regulatory hurdles.
The land use code restricts heavy industry in our community – reducing
our total potential pollution in the community
Promote new green and clean industry that may not pollute at the
same rates as heavier industry
Encouraging/attracting new green businesses and innovation related to
resource consumption lessens the impact of new development on land,
water, air, energy, transportation, etc.
Redevelopment can enable higher and better use of existing
land/development maximizing the output without need to consume
new raw land; also requires development at a new standard that
increases energy and water efficiency – energy star requirement of URA
projects.
Infill and redevelopment will impact the visual/landscape or aesthetic