HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 06/02/2015 - RESOLUTION 2015-059 ADOPTING AN UPDATE TO THE ECONAgenda Item 11
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AGENDA ITEM SUMMARY June 2, 2015
City Council
STAFF
Josh Birks, Economic Health Director
Jeff Mihelich, Deputy City Manager
SUBJECT
Resolution 2015-059 Adopting an Update to the Economic Health Strategic Plan for the City of Fort Collins.
EXECUTIVE SUMMARY
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). 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
On March 3, 2015, the Economic Health Office (EHO) presented an updated Economic Health Strategic Plan
(EHSP) for City Council consideration. At that time, Council requested additional outreach and engagement
with the boards and commissions. EHO staff has conducted additional outreach with Boards and Commission.
Below is a discussion of the changes to the plan as a result of that outreach.
Changes to the Plan since March
The biggest changes to the Plan include the addition of two new sections: (1) Background/Context; and (2)
Implementation. These sections allow the Plan to stand alone from the 2012 version of the EHSP and make
this revised version complete. In addition, they address some of the most common comments from the most
recent round of Board and Commission review. The biggest single comment during the recent round of
outreach was the lack of context in which to read the Plan. The Background/Context section addresses this
directly through a number of graphics:
(1) A Venn diagram showing how the actions of the Sustainability Service Area overlap and address all
three dimensions of sustainability;
(2) A graphic describing the context in which the EHSP exists relative to the numerous other master plans
and strategic plans of the City and community; and
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(3) A Strengths, Weaknesses, Opportunities, and Threats graphic from the 2012 EHSP that describes the
economic context.
The implementation section also provides a useful response to comments by the EAC in particular. Several on
the EAC have concern that the Plan is too ambitious and will tax the resources of the EHO staff. The
implementation section makes it clear that the City is not the lead relative too all the goals within the five theme
areas of the Plan. A matrix has been provided that shows: (1) the role of the City relative to a specific plan
goal; and (2) the various departments within the City that are involved in the specific goal.
Finally, the five themes have been updated to include aspects of the 2012 EHSP that remain relevant and
were missing from the draft document presented in March 2015. In addition, language has been modified in
several places to address specific concerns mentioned during the latest round of outreach.
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 a 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
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.
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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.
Plan Structure
The Plan adopts the same structure as the Social Sustainability Department Plan present 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.
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
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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.
Additional Pubic Engagement
On March 3, 2015, the Economic Health Office (EHO) presented an updated Economic Health Strategic Plan
(EHSP) for City Council consideration. At that time, Council requested additional outreach and engagement
with the boards and commissions. Since March, the EHO has undertaken the following additional steps
regarding outreach and engagement with the Boards and Commissions:
Staff attended the March 9, 2015 Super Board meeting on the Affordable Housing Strategic Plan to
distribute hard copies of the draft document. Staff indicated availability to meet with any board and
commission interested in reviewing and commenting on the Plan. All comments were requested by
April 24, 2105.
Staff sent an email to all board and commission chairs and staff liaisons the week of March 9, 2015,
including a link to the draft document. Again, staff indicated availability to meet with any board and
commission interested in reviewing and commenting on the Plan. All comments were requested by
April 24, 2015.
The Communications and Public Involvement Office (CPIO) aided staff in posting a request for
additional comments on fcgov.com. All comments were requested by May 1, 2015.
Staff presented to the Land Conservation and Stewardship Board (LCSB) on April 8, 2015. The LCSB
had several comments on the Plan. (Attachment 10)
The Energy Board also requested an opportunity to review the draft document; however, it did not had
a meeting date available prior to City Council consideration. Currently, staff will present the Plan to the
Energy Board on August 6, 2015.
Finally, staff presented and discussed the draft document with the Economic Advisory Commission
several additional times, on March 25, 2015, April 15, 2015 and May 20, 2015. (Attachments 4-6)
These conversations ranged from the definition of Economic Health (now reflected in the document) to
the role of the City. The EAC actually met independently on to refine the definition of Economic Health.
No other boards and commissions reached out to EHO staff requesting a presentation or review of the
draft document.
Josh Birks, Economic Health Director, met with several individual board and commission members
that expressed interest in discussing the draft document individually.
EHO staff reviewed all the comments. EHO staff feels a number of the comments extend beyond the scope of
the EHSP. These comments seem to focus on the future vision for the community and center on projections for
another 80,000 to 100,000 residents in the community at build-out. EHO staff feels these concerns are best
addressed through future updates to Plan Fort Collins. EHO staff believes that Plan Fort Collins constitutes the
collective future vision of the community. EHO staff operates in a context governed by that expressed vision.
In addition, several comments related to the lack of environmental aspects and actions in the Plan. EHO
agrees that the Plan does not emphasize the environmental aspects of sustainability and submits that the
Environmental Services Strategic Plan, Climate Action Plan, Natural Areas Master Plan, etc. all provide
context within which the EHSP must be viewed and delivered by the City. Therefore, EHO staff does not view
the lack of extensive environmental actions within this EHSP as a deficiency. The environmental aspects of the
Plan are two-fold: (1) understanding the impacts of Economic Health actions on the environment; and (2) ways
in which the EHSP can complement the actions described in numerous other plans focused on the
environment.
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EHO staff respectfully submits the attached revised EHSP for City Council consideration. The document
should be viewed as a “living document” that will undergo several iterations over the course of its lifecycle. Just
as the 2006 Economic Action Plan served the community for years with on-going refinement it is the hope of
the EHO staff that this Plan will also serve the community for the next 5 years with annual review and update, if
necessary.
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 individual 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 (memorandum included).
PUBLIC OUTREACH
The revisit of the Strategic Plan relies on public engagement gathered as part of the 2012 strategic planning
process, including:
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. Additional public engagement was conducted in the development of this draft, including:
Five presentations to the Economic Advisory Commission: September 17, 2014, February 18, 2015,
March 23, 2015, April 15, 2015, and May 20, 2015 (meeting minutes included)
A presentation to the Natural Resource Advisory Board: December 17, 2015 (meeting minutes
included)
A presentation to the Air Quality Advisory Board: February 23, 2015 (meeting minutes included)
A presentation to the Land Conservation and Stewardship Board: April 8, 2015 (meeting minutes
included)
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)
Individual discussion with board and commission members Kelly Ohlson, Glen Colton, and Ted Settle
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ATTACHMENTS
1. Revised Public Engagement Plan - March 2015 (PDF)
2. Economic Advisory Commission, Memorandum Recommending Approval, May 20, 2015 (PDF)
3. Economic Advisory Commission, Memorandum Recommending Approval, February 18, 2015
(PDF)
4. Economic Advisory Commission Minutes, September 17, 2014 (PDF)
5. Economic Advisory Commission, Meeting Minutes, February 18, 2015 (PDF)
6. Economic Advisory Commission, Meeting Minutes, March 25, 2015 (PDF)
7. Economic Advisory Commission Minutes, April 15, 2015 (PDF)
8. Economic Advisory Commission, Meeting Minutes, May 20, 2015 (PDF)
9. Natural Resource Advisory Board, Meeting Minutes, December 17, 2014 (PDF)
10. Air Quality Advisory Board Minutes, February 23, 2015 (PDF)
11. Land Conservation and Stewardship Board, Meeting Minutes, April 8, 2015 (PDF)
12. Economic Health Strategic Plan Sustainability Assessment Summary and Tool (PDF)
13. Land Conservation and Stewardship Board Memorandum: Comments on the Plan (PDF)
14. Powerpoint presentation (PDF)
PUBLIC ENGAGEMENT SUMMARY
(REVISED MARCH 2015)
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 Commission
Chamber of Commerce (Local Legislative Affairs Committee)
Air Quality Advisory Board
Energy Board
Natural Resources Advisory Board
Land Conservation and Stewardship Board
TIMELINE:
Phase 1: Drafting the Plan
Timeframe: Fall 2014 through Spring 2015
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
Disseminate new plan to boards and commissions – hard copy at Super Board Meeting (March 9,
2015) and electronic copy via email
Presentations to boards and commissions, other interested community partners
Social media/IdeaLab to gather additional input
ATTACHMENT 1
PHASE 2: Implementing the Plan
Timeframe: Summer 2015
Key Messages:
Focus areas are likely to be: Community 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:
Fact sheet
Social media/IdeaLab
Boards & Commissions
300 Laporte Avenue
PO Box 580
Fort Collins, CO 80522
970.416.2525
970.224.6107 - fax
fcgov.com
MEMORANDUM
Motion: Passed 4-1-1 (Nays: Colton; Abstain: Stanley)
“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: May 20, 2015
TO: Mayor Wade Troxell 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 2
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 3
ATTACHMENT 4
ATTACHMENT 5
ATTACHMENT 6
ATTACHMENT 7
ECONOMIC ADVISORY COMMISSION
May 20, 2015
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AGENDA ITEM 3—Economic Health Strategic Plan, Josh Birks
Many suggestions addressed the City’s broader vision, which may need to be revisited in the near
future. Plan goes to Council June 2. Living document; perfection is not the objective. Plan Fort
Collins has 20 year horizon. Have many other interconnected plans: CAP, Transportation Master
Plan, Recreational Trail Master Plan, Utilities Strategic Plan, Economic Health Strategic Plan, and
Social Sustainability Master Plan. Venn diagram shows overlap between actions of SSA
departments: how organizational pieces interface. Shows what departments do and how work
together. Shows themes that Environmental Services and Social Sustainability strategic plans will
work on.
Discussion/Q & A:
Will not be revisiting this all the time. Must draw a line and move forward.
o Has big goals, but individual actions require own review processes.
Is intent a two-year plan?
o Three year. Benefit to revisiting before City updates its strategic plan: basis for
budgeting process. Will be looking at it internally prior to strategic planning process.
City Plan update?
o Not funded for 2015/16. Bulk of work will be done in 2017.
Are matrices complete?
o One matrix has five theme areas with goals, department role, and other City
departments that will be/are involved.
Have any other boards viewed EHSP?
o NRAB, AQAB have had presentations on previous draft. March draft went to all
boards and commissions for input. Land Conservation and Stewardship Board
presentation was in April. Met with Kelly (spelling) from that board. Energy Board
has asked for presentation in August.
o Have listened, made good changes. Appropriate process would be for EAC to be able
to give more input, have public meeting/open house, have available online, then EAC
can have more thorough discussion before going to Council. Do not rush to Council.
Had two open houses in January. Draft has been available online. Flyer in
utility bill soliciting input. Have had no comments from that process, except
for public open houses. Has received public comment, living document. Due
diligence done. If was getting continuing input from different sources or
different concerns, would continue to do public outreach.
Resource allocation is only concern.
Many goals and objectives, but limited staff to complete work.
What is role of EAC in revisiting the plan?
o Series of data analysis, reviewed by EAC. Themes developed by EAC and
stakeholders. Many opportunities to review drafts. This process began as a
“tweaking” of 2012 plan, but ended up completely revising. Next time would like
consultants to do market analysis, more stakeholder input, and board could be
steering committee for plan.
o Will EAC see this plan again during term? Want to check in on whether it is working.
Guiding document to EHO staff. Must demonstrate how work fits into
context. Retreat to determine metrics and how to present upcoming. After
plan adopted will continue to look at how
ATTACHMENT 8
ECONOMIC ADVISORY COMMISSION
May 20, 2015
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Draft has been improved. But still growth plan. City figuring out how to grow as quickly as
possible. It doesn’t meet today’s situation in which people are concerned there is too much
growth and economic activity. Not sustainable growth. Need plan that recognizes that.
Ted moved to recommend the Economic Health Strategic Plan as written. Ann seconded.
Motion passed?, 4-1-1. Linda abstained. Glen does not support due to objections to emphasis on
growth.
Additional comments can be sent to Josh through next Tuesday.
ATTACHMENT 9
MINUTES
CITY OF FORT COLLINS
AIR QUALITY ADVISORY BOARD
Date: Monday, February 23, 2015
Location: Conference Room 1A, 215 N. Mason Street
Time: 5:30–8:00pm
For Reference
Tom Moore, Chair 970-988-4055
Ross Cunniff, Council Liaison 970-420-7398
Melissa Hovey, Staff Liaison 970-221-6813
Board Members Present Board Members Absent
Tom Moore, Chair
Tom Griggs
John Shenot
Robert Kirkpatrick
Mark Houdashelt
Jim Dennison
Rich Fisher
Gregory Miller
Vara Vissa
Staff Present
Melissa Hovey, Staff Liaison
Dianne Tjalkens, Admin/Board Support
Josh Birks, Economic Health Director
Lucinda Smith, Environmental Services Director
Councilmembers Present
Guests
Call to order: Tom Moore called to order at 5:36pm.
Public Comments:
None
Review and Approval of Minutes
John moved and Tom Griggs seconded a motion to approve the January 2015 AQAB minutes as amended.
Motion passed unanimously, 6-0-0. Jim, Greg, and Vara arrived after vote.
Corrections: Josh Birks not present.
Mark introduction: Give information (tape)
Pg. 4, above agenda item 2. “I…” can be attributed to John Shenot.
AGENDA ITEM 1: Economic
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ATTACHMENT 10
Josh Birks, Economic Health Director lead a discussion on the City’s update to the Economic Health
Strategic Plan and implications due to ozone non-attainment.
Economic Health Strategic Plan was adopted in 2012. Updating to stay true to community values. 2012 plan
was focused on the how, rather than the why. Also want strategic plan in alignment with City strategic plan
and Sustainability Service Area’s focus on integrating the triple bottom line. Also affecting changes: shift in
demographics of workforce, pace of innovation, climate change, and community build out. Have five themes
with vision statements and supporting goals for each. Broadening scope to embrace both primary employers
and support employers that provide essential services to primary or population. Community Prosperity theme
is to provide employment opportunities across the income and education/skills spectrum. Grow Our Own is
to support new and creative industry. Place Matters is about a balance between built and natural environment
and understanding what can be done with infill and redevelopment to sustain economy while preserving our
character and open spaces. The Climate Economy section is to help businesses respond to climate change in
place and leverage carbon reduction goals to develop new products and services. Think Regionally is about
strengthening outcomes by collaborating with regional partners.
Comments/Q&A
x What is a unified regional story?
o What are the resources we have regionally? Have top innovation communities, tourism, and
other commonalities, which lead to conversations about preserving what we have.
x Why is Josh presenting to AQAB?
o Economic Health Strategic Plan has high impact on everything City does, plus impending
lowering of ozone standard may have impact on the plan.
x How do you envision air quality being a part of the plan? We desire to improve air quality.
o Falling under Place Matters, air quality is an asset like water quality, proximity to
recreational facilities, etc. What drives economy now is talent. We are finding with
millennials entering work force is that they pick a place they want to live. Businesses are
moving to where talent is. How do we manage regulatory change with the business
community? Economic Health acts as conduit and translator to the business economy. How
do air quality and ozone impact businesses? They want better air quality but need assistance
getting through the regulation.
x Who are the regional partners and what has been done already?
o Primarily in realm of Josh meeting with other economic professionals. The aspirational goal
is to get deliverables out of conversations and collaboration around common goals. Have
been meeting with Wellington, Windsor, Longmont, etc.
o Boulder is known to have the image of caring about the environment. How do you define
collaboration versus competition?
Our role is to help business make good business decisions. There are other
communities that take a more competitive approach to economic health. We want to
work together rather than against each other. Ideally, Front Range or state would
work together.
Cameron Gloss did presentation to Council in which talked about lessons learned
from Boulder’s land use. 33% of people who live in Boulder work in Boulder. Fort
Collins is 55%. We want to maintain and improve this. Must address housing
affordability and employment.
2
x Pleased that draft recognizes air quality in economic health. Melissa or a board member can get him
info on how elevated ozone can lead to lost work and school days. Makes more tangible for business
people. Directly connected to economy. Having unhealthy air makes it harder to attract businesses
and harder for businesses to expand that emit ozone. It may also dissuade businesses from locating
here. Featuring these things may be a good emphasis.
o Council requires a sustainability assessment. Can get more specific with citations and support
in that type of document and general statements in the strategic plan.
x Regional transportation will be a big part of affordable housing. Boulder is 25 years ahead of us:
housing stock is over $300,000, can’t afford to live in anything other than condo, so choosing to
move outside. Need primary, support and service personnel all living here. How do we make sure
they can afford to live here?
o Josh was on Housing Affordability Policy Study (HAPS) technical team. Some think Boulder
situation is coming here quickly. “Trailing spouse” is an issue here. Partners and spouses
cannot find work here and look into employment shed. Commute patterns show Larimer
County is a net exporter of employees. The City is still a net importer, but Boulder is
significant net importer which causes traffic congestion, road wear and tear, air quality
issues, etc.
x What is the plan for employment?
o In the 2000s there was a lot of technology employment here. We were narrow and deep, but
now wide and shallow. Must get deeper to offer more employment. We can’t have every
industry, but diversifying is important. Also, supply chain for industries. Product coming in
from outside—bringing that here provides move up for lower wage earners.
x Health care and senior housing/care employs lots of young people to care for seniors.
o Health care is big here and we are a top place to retire.
o Carbon that can be saved through better practices in community housing—lots of excess right
now.
o As boomers are more active longer, changes needed for senior housing.
x The three rings of employment: primary, support, and services. What is correct percentage of each?
o We don’t have an ideal now. This issue is bigger than Fort Collins, but need to find solutions
for within our jurisdictional boundaries.
o Suggest adding elements about what want to achieve in the three rings/sectors. Set some
goals for relationship between primary and support.
x In favor of businesses getting help, but many can help themselves as well. What do citizens get out of
this economic health? For example, if our electric rates go up due to more renewables, what is the
economic benefit?
o Staff interacts with other policy issues that are being developed. Working with Climate
Action Plan to look at financial models to achieve goals. Economic Health Office consults to
other activities that are taking place.
x How do you find the kinds of businesses to employ the people who are here?
o Millennials: a more holistic and systems view of the world comes more naturally to them.
o Restaurants and other low margin businesses are the equivalent of low income households in
the business community. The way a low income household is impacted by climate, etc., can
have similar impact on small businesses.
o Need to attract leadership.
o Aspirational goals in CAP are good example of that.
3
x What is our objective? What is the metric? More people/more jobs, or fewer people/better paying
jobs?
x What does a two year strategic plan actually mean?
o It is not intended to be two years.
x How would air quality and economic health align with more jobs and more people? Best solution is
fewer people, lower density, and really clean jobs.
o That is good for here, but unless able to do that globally, you have externalized the problem
and will have spillover effect. Must meet needs of current residents and those who elect to
move here in the future, and allow having best standard of living possible: income and
wellbeing. Be smarter about how we use land and interface with environment. Resist putting
air quality and economic health against each other. We can get smarter and achieve
improvements as the community grows. The smarter we are, and the more people who are
doing this well, the better off the region will be.
x What is the City’s opinion about the environmental and economic indicators?
o We were doing really well economically and pretty well environmentally from GHG
emissions perspective. We are going to have to get smarter.
x Plan goes to Council next Tuesday for approval. Will be a living document, and must get more
concrete as we move forward.
x If the ozone standard changes, we will be in non-attainment for a long time to come. What does that
mean to economic development?
o Living within confines of reduced ozone concentrations is driven by EPA and the state.
Municipality must change economic development.
o How much can technology save us? It gets harder.
o Air quality rules will drive that development.
o State will draw up a plan for all areas in non-attainment to show progress. That will
constrain.
o Don’t want to put Economic Health in position to attract businesses with higher ozone
emissions.
o Heavy industrial generally is not allowed within the city. We lose control at our boundary.
That is where regional discussion is important.
o Transportation will be a limiting factor. Perhaps demonstrate to EPA encouraging economic
growth that encourages central living.
o As well as processes waste and gets energy locally.
o Market living without a car to millennials.
x This comes back to metrics. Need to specify how measuring economic improvement and the
constraints against economic improvement.
x There is evidence that regulations drive innovation.
o Oil and gas can grow but need to grow responsibly. The economic players we attract are
going to be pretty clean. It’s the old players that are not.
o If we are helping those folks get cleaner with innovation we can share with other
communities, which makes money. Trying to use the community as a laboratory to do things
better. Big enough to show scale. Own our utility.
x Josh will return to AQAB late-spring/early summer, with metrics.
4
Land Conservation & Stewardship Board
April 8, 2015
ATTACHMENT 11
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 12
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
Comments on Economic Health Strategic Plan
To: City Council
From: Land Conservation and Stewardship Board
Re: Economic Health Strategic Plan
The Land Stewardship and Conservation Board reviewed the Economic Health Strategic Plan on April 8,
2015 and has the following input. We appreciate being able provide input as an economic plan can
have significant environmental impact. The LCSB has summarized three major concerns. We’ve also
included some specific or more detailed comments about the plan as well. Please let us know if you
have questions. Thank you.
1. CITY GOVERNMENT OVER-REACH, ROLE OF THE CITY:
a. The LCSB believes that this plan has the City playing a variety of roles that it should not be
involved with and that private industry and other public entities can and do play. The city
should not be playing an aggressive role in stimulating the economy and population growth at a
time when we have one of the country’s lowest unemployment rates and are the 12th fastest
growing city in the country. We appear to be gearing the economic plan for everyone who may
want to move here.
b. The City’s role should be providing good infrastructure, services, and quality of life attributes;
no other entity can do this. And this is what makes Fort Collins a great place for entrepreneurs
and companies to locate here and stay here.
2. PLAN IS COUNTER TO ENVIRONMENTAL SUSTAINAILITY and the GOAL OF THE TRIPLE BOTTOM
LINE:
a. Concern: Overall, the plan does not meet the Environmental well-being goal of the
Triple Bottom line. The plan aggressively pursues a dramatic growth in the population of
our community and a bigger and bigger economy instead of ensuring a healthy,
renewing and environmentally sustainable economy. Two percent growth in people
(CAGR) will result in 100,000 more people here in 25 years; this plan appears to
promote that growth in people.
i. The plan notes that population growth is a concern but many strategies
encourage even more people to move here; this is not sustainable nor even
desired by the community residents. The LCSB believes that too much growth is
occurring organically even without the aggressive actions of the economic plan.
b. There are significant unintended environmental and City Natural Area consequences
from a bigger economy and more people including increased pollution; increased use of
all resources including water, energy, food; increased greenhouse gas emissions;
ATTACHMENT 13
overburdening natural areas, trails, parks; causing land prices for potential natural areas
and community separators to dramatically increase; causing a dramatic increase in
energy needs—natural areas being at risk of requiring wind/solar installations ruining
habitat and view sheds; needing to drain the Poudre with Glade Reservoir, and in general
taking us all beyond the water carrying capacity of the region.
c. In the plan a Sustainable Economy is defined as one where residents can find
employment and afford to live in the community; that businesses start and expand here;
and that everyone can expect quality infrastructure/services. This might be the definition
of a vibrant and expanding economy, but not a sustainable one; we shouldn’t co-opt the
word sustainable.
d. Sustainability is supposed to refer to an environmentally sustainable economy:
defined as continually renewing and reinventing itself while retaining quality of life
attributes of a community, maintaining the environment, and living within the carrying
capacity of the region.
3. FINANCIAL INCENTIVES AND GROWTH NOT PAYING ITS OWN WAY: this plan unnecessarily
incentivizes and subsidizes growth and places the burden of that cost on taxpayers and partner
governmental entities.
a. Financial Incentives/tools:
i. The plan says the City doesn’t “make deals”. However, counter to this, the plan
incorporates strategies that DO incorporate deals through continuing and even
increasing the use of URA’s and TIF, reduced use taxes, and other financial
incentives to promote more businesses coming here or expanding here.
ii. Giving tax breaks artificially stimulates growth and deprives the City and partner
government entities (Poudre School District, Larimer County, Foothills Gateway,
Poudre Library District) of revenues required to service the new growth.
b. Growth paying its own way: the plan does not recognize the need to ensure that new
growth pays for the cost of providing infrastructure to support that growth through
robust, broad, and up to date impact fees. It does mention the use of Special
Improvement Districts, but only superficially. Not having appropriate fees and funding
mechanisms saddles current residents with the cost of the new infrastructure and/or
results in overloaded infrastructure.
INPUT ON SPECIFIC SECTIONS INLUCING GAPS AND CONFLICTING GOALS:
below are comments about specific sections of the document which support our
overall conclusions stated above:
Community Prosperity:
A.2: The plan goal states we need employment opportunities for a greater number of residents
and strategies including a marketing plan and tax breaks to attract more people and businesses -
- at a time when we have one of the country’s lowest unemployment rates and are the 12th
fastest growing city in the country. We appear to be gearing the economic plan for everyone
who may want to move here. It is inappropriate to strive to provide a job for everyone who
might want to live here—it’s neither possible nor desirable. Do we know if residents desire to
have a larger community at the cost of a reduced quality of life and stressing our natural
environment? If there aren’t jobs, people won’t move here unless starting their own
businesses.
A.2: Conflicting goals: This is in conflict for financial health of the City--funding quality
infrastructure and services. Under “Place Matters,” the plan states we don’t “make deals;”
however, counter to this, the plan here notes the importance of funding quality infrastructure,
but then specifies using Direct Assistance tools (i.e. tax incentives), rebating use taxes to reduce
business costs. We can’t afford to pay for the infrastructure if we keep giving away the money
to pay for it. Residents do not pay enough to pay for the infrastructure caused by those
additional people these businesses bring in. And there is no mention of the need to estimate,
to evaluate, and plan for the cost of new infrastructure and services.
A.2: Gap: In pt. 6, the plan discusses land use regulations and capital investment to support
employment activities, but it should also qualify this strategy “while protecting neighborhoods
and our residents’ quality of life attributes.”
A.4: Conflicting goals: we want to support education in this strategy however, later in the plan
it notes we should make more use of URA’s which takes money away from education and plows
it back into development. We can’t have it both ways.
Grow our Own:
B.1 & B.2: It’s good to support incubators and new efforts developing here. However, there
seems to be permeating theme that CSU research should be brought to fruition in Ft. Collins.
This is inappropriate as it’s a State institution and should be benefiting cities beyond ours.
Triple Bottom line: Environment: There is not enough emphasis on local food production and
the Ag industry and no specific strategies listed. Ag was $128 million in revenue in 2007 and is
growing at 15% a year in the county—one of the fastest growing industries. This is an important
industry for our City and its cultural heritage as well and can help us achieve environmental
sustainability with locally grown food and related industries.
Place Matters:
Gap: There is no mention of our competitive economic advantage—our quality of life
attributes, such as natural areas, trails, the Poudre River, natural beauty and habitat. This is a
huge reason why business people start and expand businesses, so they can live here. This lack
of awareness is short sided. “Place Matters” section discusses only the built environment.
Under “Challenges” the plan ignores increasing air and light pollution, overstressed natural
areas and trails, scenic view sheds blocked, community separator land disappearing, etc.
C.2, 2. 4: Conflicting Goals: using more URA’s takes money from the County/State for education
and yet education is appropriately emphasized as a long term economic health strategy.
C.5 Gap: no specific actionable strategies to encourage urban agriculture, it is just mentioned to
“encourage” it.
Triple Bottom Line: redevelopment is environmentally wise and good to include. Gap: this is
the place where bike commuting infrastructure could be pursued as a way of reducing pollution,
congestion, and improving health.
The Climate Economy:
Recognizing Climate Change and helping businesses reduce their impact to greenhouse gas
emissions and adapting to climate change is appropriate.
Under Our Role: It seems unethical to promote more businesses and people moving here who will
start businesses in climate change activities while at the same time contributing more to
greenhouse emissions. And it’s inappropriate to promote more people to live in a state reaching its
carrying capacity in water, pollution, etc. This is not an environmental sustainable economy.
Think Regionally:
This is the section that should aggressively go after local foods and supporting the Ag industry and
influencing the region to develop within the region’s carrying capacity—this is critical for our long
term viability.
Economic Health Strategic Plan
A New Way of Thinking
ATTACHMENT 14
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
Changes Since March
• Two new sections:
– Background and Context
– Implementation
• Changes to each of the five themes
– Integration of missing pieces from 2012 plan
• Specifically: Goals A.4, B.5, B.6, C.5
– Language changes based on outreach
4
Context of the Plan
5
Implementation
• Lead— City takes on the lead role in implementing
specific goals.
• Partner— City partners with other agencies and
organizations to implement specific goals including
providing funds to achieve these collective goals.
• Collaborate— City partners with other agencies and
organizations to implement specific goals without
providing funds.
Matrix included that list the City’s role for each Goal
6
Public Engagement Process
Changes since March 2015:
• March 9, 2015 – Super Board Meeting
• Draft sent electronically to all Board Chairs and Staff
Liaisons
• Online feedback form active until May 1, 2015
• Economic Advisory Commission – Mar. ‘15, Apr. ‘15, &
May ‘15
• Land Conservation and Stewardship Board – Apr. ’15
• Energy Board – Aug. ‘15
7
- 1 -
RESOLUTION 2015-059
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 2001-015,
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 Ordinance No. 149, 2011,
amending Chapter 2 of the City Code adding a new Section 2-506 to establish Sustainability
Services as a new City service area; and
WHEREAS, on June 26, 2012, the City Council adopted Resolution 2012-044, adopting
the City’s Economic Health Strategic Plan (the “2012 EHS Plan”); and
WHEREAS, in 2012, the Economic Health Office became a part of Sustainability
Services; 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 2012 EHS 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 Sustainability Services; and
WHEREAS, the City’s Economic Advisory Commission provided input to staff in
connection with the planning process, and at its meeting on February 18, 2015 and again on May
20, 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 “2015 EHS Plan”);
and
WHEREAS, the City Council believes that the adoption and implementation of the 2015
EHS Plan 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 2015 EHS
Plan and, in so doing, to supersede and replace the 2012 EHS Plan.
- 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 2015 EHS Plan.
Section 2. That the 2015 EHS Plan shall supersede and replace in all respects the
2012 EHS Plan.
Section 3. That the City Council hereby directs the City Manager to provide the City
Council, no less frequently than annually, with a report on the status of the implementation of the
2015 EHS Plan, the successes and outcomes from the implementation of the 2015 EHS Plan, and
any recommendations for interim modifications to the 2015 EHS Plan.
Passed and adopted at a regular meeting of the Council of the City of Fort Collins this
2nd day of June, 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
Project Sponsor: Jacqueline Kozak Thiel
Project Manager: Josh Birks
Prepared: May 26, 2015
EXHIBIT A
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
ŅŸŸƚĹĹĜýţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţ%ĜŸƋųĜÏƋĂ
Ƌ±ý
Darin Atteberry....................................................................................................................................City Manager
IåýaĜĘåĬĜÏĘţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţ%åŞƚƋƼĜƋƼa±Ĺ±čåų
ųƚÏåBåĹÚååţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţţĘĜåüƚŸƋ±ĜűÆĜĬĜƋƼkþÏå
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
Context and Background ........................................................................................................................... 3
Plan Fort Collins - How It All Fits Together ......................................................................................... 4
Strengths, Weaknesses, Opportunities, and Threats ................................................................... 5
A. Community Prosperity ............................................................................................................................ 7
Challenges ..........................................................................................................................................................................8
Our Vision .............................................................................................................................................................................8
Our Role ................................................................................................................................................................................8
Goals .......................................................................................................................................................................................9
Alignment to the City of Fort Collins Strategic Plan ..............................................................................11
Integration of the Triple Bottom Line ..............................................................................................................12
B. Grow Our Own .......................................................................................................................................... 13
Challenges ........................................................................................................................................................................14
Our Vision ...........................................................................................................................................................................14
Our Role ..............................................................................................................................................................................14
Goals .....................................................................................................................................................................................15
Alignment to the City of Fort Collins Strategic Plan ..............................................................................17
Integration of the Triple Bottom Line ............................................................................................................. 18
C. Place Matters ............................................................................................................................................19
Challenges .......................................................................................................................................................................20
Our Vision ..........................................................................................................................................................................20
Our Role .............................................................................................................................................................................20
Goals .....................................................................................................................................................................................21
Alignment to the City of Fort Collins Strategic Plan .............................................................................23
Integration of the Triple Bottom Line .............................................................................................................24
D. The Climate Economy ...........................................................................................................................25
Challenges .......................................................................................................................................................................26
Our Vision ..........................................................................................................................................................................26
Our Role .............................................................................................................................................................................26
Goals ....................................................................................................................................................................................27
Alignment to the City of Fort Collins Strategic Plan .............................................................................29
Integration of the Triple Bottom Line .............................................................................................................30
E. Think Regionally ...................................................................................................................................... 31
Challenges .......................................................................................................................................................................32
Our Vision ..........................................................................................................................................................................32
Our Role .............................................................................................................................................................................32
Goals ....................................................................................................................................................................................33
Alignment to the City of Fort Collins Strategic Plan .............................................................................35
Integration of the Triple Bottom Line .............................................................................................................36
Implementation ............................................................................................................................................37
APPENDIX .........................................................................................................................................................39
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 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.
A healthy economy:
• F Ÿ ƴĜÆų±ĹƋØ ųåŸĜĬĜåĹƋØ ±ĹÚ ĜĹƋåčų±ƋåŸ ĵƚĬƋĜŞĬå ĜĹƋåų±ÏƋĜŅĹŸ ±ÏųŅŸŸ ĵ±ĹƼ
stakeholder groups (e.g., citizens representing multiple sub-communities,
Ĭ±ųčå ±ĹÚ Ÿĵ±ĬĬ ÏŅĵޱĹĜåŸØ ĹåƵ ±ĹÚ åŸƋ±ÆĬĜŸĘåÚ ÏŅĵޱĹĜåŸØ ĹŅĹěŞųŅĀƋ
organizations, and local government), and
• { ųŅƴĜÚåŸ ÚĜƴåųŸå ŅŞŞŅųƋƚĹĜƋĜåŸ üŅų ÚåƴåĬŅŞĵåĹƋ ƵĘĜÏĘ ±ÏĩĹŅƵĬåÚčå
resource constraints and retain or improve the present quality of life in the
City.
Therefore, the objective of Economic Health is a sustainable economy. A
ŸƚŸƋ±ĜűÆĬååÏŅĹŅĵƼĵå±ĹŸƋʱƋųåŸĜÚåĹƋŸÏ±ĹĀĹÚåĵŞĬŅƼĵåĹƋ±ĹÚ±ýŅųÚ
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
HFRQRP\UHÁHFWLQJFRPPXQLW\
values
City of Fort Collins Economic Health
1
Why a Revisit?
FĹƖLjŎŎ±ĹÚƖLjŎƖƋĘå)ÏŅĹŅĵĜÏBå±ĬƋĘkþÏåŠ)BkšĬåÚ±ŞųŅÏ域ƋŅƚŞÚ±Ƌå
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.
FĹƖLjŎƖØƋĘå)ÏŅĹŅĵĜÏBå±ĬƋĘkþÏåģŅĜĹåÚƋĘåƚŸƋ±ĜűÆĜĬĜƋƼåųƴĜÏåeųå±
(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
ƵĜĬĬÆååĹʱĹÏåÚÆƼŅƚƋĬĜĹĜĹčŸŞåÏĜĀÏčŅ±ĬŸ±ĹÚŸƋų±ƋåčĜåŸƋʱƋÚåŸÏųĜÆåƋĘå
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:
• ŅųĩüŅųÏåÚåĵŅčų±ŞĘĜÏŸĘĜüƋŸſ
• { ±ÏåŅüĜĹĹŅƴ±ƋĜŅĹŅųÚĜŸųƚŞƋĜƴåƋåÏĘĹŅĬŅčĜåŸſ
• ĬĜĵ±ƋåÏʱĹčåſ±ĹÚ
• ŅĵĵƚĹĜƋƼÆƚĜĬÚěŅƚƋţ
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
åÏŅĹŅĵĜÏ Ęå±ĬƋĘ Ņü ƋĘå ÏŅĵĵƚĹĜƋƼ ±ĹÚ ĜŸ ĵå±ĹƋ ƋŅ Æå ŸŞåÏĜĀÏ ƋŅ ƋĘå
)ÏŅĹŅĵĜÏBå±ĬƋĘkþÏåűŸ±ĹÚĜĹƋåųűĬޱųƋĹåųŸűƵŅųĩŞĬ±ĹüŅųƋĘåĹåƻƋƋĘųåå
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
ĜĹÏĬƚÚå ŸŞåÏĜĀÏ ŸƋų±ƋåčĜåŸØ ± ÚåŸĜųåÚ ŅƚƋÏŅĵåØ ±ĹÚ ĵåƋųĜÏŸ ƋŅ åƴ±Ĭƚ±Ƌå
ŸƚÏÏ域ţ 8ĜűĬĬƼØ ƋĘå )ÏŅĹŅĵĜÏ Bå±ĬƋĘ kþÏå ʱŸ ƋĘųåå ŞųĜĵ±ųƼ üƚĹÏƋĜŅĹŸ
related to achieving the goals in each theme, including:
• X å±ÚóĜƋƼƋ±ĩåŸŅĹƋĘåĬå±ÚųŅĬåĜĹĜĵŞĬåĵåĹƋĜĹčŸŞåÏĜĀÏčŅ±ĬŸ
• Partner—City partners with other agencies and organizations to implement
ŸŞåÏĜĀÏčŅ±ĬŸĜĹÏĬƚÚĜĹčŞųŅƴĜÚĜĹčüƚĹÚŸƋŅ±ÏĘĜåƴåƋĘåŸåÏŅĬĬåÏƋĜƴåčŅ±ĬŸ
• Collaborate—City partners with other agencies and organizations to
ĜĵŞĬåĵåĹƋŸŞåÏĜĀÏčŅ±ĬŸƵĜƋĘŅƚƋŞųŅƴĜÚĜĹčüƚĹÚŸţ
A matrix in the Implementation Section of this plan indicates which role ties
ƋŅå±ÏĘčŅ±ĬƵĜƋĘĜĹƋĘåĀƴåƋĘåĵå±ų屟ţ
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.
• X±ųĜĵåųŅƚĹƋƼX±ÆŅų8ŅųÏåƋƚÚƼ - 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
Context & Background
The City Council adopted the original Economic Health Strategic Plan in
2012. At that time, the nation was still emerging from a major economic
recession that had not been seen since the Great Depression. Today, the
åÏŅĹŅĵƼŅücŅųƋĘåųĹŅĬŅų±ÚŅ±ĹÚƋĘåűƋĜŅĹʱƴåĜĵŞųŅƴåÚŸĜčĹĜĀϱĹƋĬƼô
unemployment has fallen well below accepted stabilized rates. Therefore,
this revision to the plan can step back and take a more holistic view of
the City’s role in economic health. At the same time, much of the analysis
and thinking included in the 2012 EHSP still remains valid. The reader will
encounter portions of this document that have been lifted entirely from the
2012 plan as a result (e.g., the Strengths, Weaknesses, Opportunities, and
Threats analysis).
Sustainability Service Area
FĹƖLjŎƖØƋĘå)ÏŅĹŅĵĜÏBå±ĬƋĘkþÏåŠ)BkšģŅĜĹåÚƋĘåƚŸƋ±ĜűÆĜĬĜƋƼåųƴĜÏå
eųå± ŠešØ ± ĹåƵĬƼ üŅųĵåÚ ŸåųƴĜÏå ±ųå±ƵĜƋĘĜĹƋĘåĜƋƼţĘåĜƋƼÚåĀĹåŸ
sustainability as:
“To systematically, creatively, and thoughtfully utilize environmental, human,
and economic resources to meet our present needs and those of future
generations without compromising the ecosystems on which we depend.
The City’s Sustainability Services Area consists of Environmental Services,
Social Sustainability and Economic Health.”
ĘåĵĜŸŸĜŅĹŅüƋĘåeĜŸÚåĬĜƴåųŅĹƋĘĜŸÚåĀĹĜƋĜŅĹŅüŸƚŸƋ±ĜűÆĜĬĜƋƼÆƼ׊Ŏš
encouraging the Triple Bottom Line perspective be applied to all major City
projects; and (2) engaging in activities that support the TBL in our community,
as show in the Venn diagram.
Plan Fort Collins
This Economic Health Strategic Plan does not exist in a vacuum. The City
has a wide array of strategic plans, ranging from sub-area land use plans
to the Climate Action Plan. All the plans work together to create a full and
complete picture of the City’s strategic direction and intent. The EHSP
provides one piece of the overall puzzle and must be understood in the
broader context.
Plan Fort Collins, the City’s long-range comprehensive land use plan for the
community provides the foundation upon which this and all the other plans of
the city rest. The time horizon of Plan Fort Collins extends at least 20 if not 50
years into the future and provides overarching direction. This EHSP focuses
ŅĹƋĘåĹåƻƋƋĘųååƋŅĀƴåƼå±ųŸ±ĹÚÚåŸÏųĜÆåŸÚĜųåÏƋĜŅĹüŅųƋĘåĜƋƼųåĬ±ƋåÚƋŅ
the Economic Health aspects of delivering on Plan Fort Collins. The following
graphic demonstrates how this plan and others all interface. It’s particularly
important to note that that this EHSP must work in concert with the City’s
Climate Action Plan, Natural Areas Master Plan, Transportation Master Plan,
etc. Each of these other plans provides context and direction that in some
cases provide limits and in others opportunities for the implementation of
the EHSP. This plan does not override the other priorities of the City. Instead,
it must complement them while not infringing upon those goals.
Economic
Environmental Social
Business Retention
& Expansion
Incubation &
Entrepreneurial
Support
Land & Infrastructure
Planning
Data
Analysis
Industry Cluster
Support Workforce
Development
Business
Plan Fort Collins - How It All Fits Together
2060
2008
2010
2020
2030
2040
2050
Plan Fort Collins
Climate
Action Plan
Economic Health
Strategic Plan
Utilities
Strategic Plan
Paved
Recreational
Trail Master Plan
Social
Sustainability
Transportaion
Master Plan
2008 - 2050
2013 - 2045
2011-2061
2010-2035 2015-2035
2015-2020 2015-2019
The Economic Health Strategic Plan is but one part of an overarching plan, Plan Fort Collins. There are many plans throughout the City, but below are a
few samples to show how every plan is developed to nest within and support Plan Fort Collins, and indicates what Strategic OutÏŅĵ埱ųå±ýåÏƋåÚţ
KEY
Community &
Neighborhood Livability
Culture & Recreation
Economic Health
Environmental Health
Safe Community
Transportation
High Performing
Government
The Economic Health Strategic Plan is but one part of an overarching plan, Plan Fort Collins. There are many plans throughout the City, but below are a
üåƵŸ±ĵŞĬåŸƋŅŸĘŅƵĘŅƵåƴåųƼŞĬ±ĹĜŸÚåƴåĬŅŞåÚƋŅĹåŸƋƵĜƋĘĜűĹÚŸƚŞŞŅųƋ{Ĭ±Ĺ8ŅųƋŅĬĬĜĹŸØ±ĹÚĜĹÚĜϱƋåŸƵʱƋƋų±ƋåčĜÏkƚƋÏŅĵ埱ųå±ýåÏƋåÚţ
4
Strengths, Weaknesses,
Opportunities, and Threats
In 2011 and 2012, the City hired TIP strategies to prepare an Economic
Health Strategic Plan (EHSP). During that study, TIP conducted an economic
development Strength, Opportunities, Weakness, and Threats (SWOT)
analysis of the assets and opportunities in Fort Collins. The analysis was
based on a review of economic, demographic, and workforce characteristics,
interviews with local and regional business and community leaders, and
TIP’s experience working with communities and regions across the country.
Ęå±Ĺ±ĬƼŸĜŸŞųŅƴĜÚåÚÏŅĹƋåƻƋüŅųƋĘåƖLjŎƖ)B{ØŸŞåÏĜĀϱĬĬƼƋĘåüų±ĵåƵŅųĩ
and objectives.
The SWOT Analysis remains a valuable tool for evaluating the economic
condition of the City. The graphic below summarizes the results of the
analysis and can be understood with the following, statements:
• ĘåŸĜDŽåŅüƋĘåÆƚÆÆĬåĜŸĜĹƋåĹÚåÚƋŅÏŅĹƴåƼƋĘåÏŅĹŸƚĬƋĜĹčƋå±ĵűŸƴĜåƵŅü
the relative importance of the topic, and in some cases, the likelihood of
impact in the region.
• F ƋåĵŸÏĬŅŸåųƋŅƋĘåÏåĹƋåųŅüƋĘåčų±ŞĘƋåĹÚƋŅÆåĵŅųåĬŅϱĬĜĹűƋƚųåţ
ĘŅŸå±ƋƋĘåŅƚƋåųÏŅųĹåųŸ±ųåĜĹāƚåĹÏåÚÆƼŸƋ±ƋåØűƋĜŅűĬØŅųčĬŅƱĬ
trends, placing them to some degree outside of local or regional control.
Colorado State University has been placed at the center of the diagram
±ĹÚƋĘåĬ±ųčåŸƋÆƚÆÆĬåţĘĜŸųåāåÏƋŸƋĘåÏåĹƋų±ĬųŅĬåƋʱƋŞĬ±ƼŸĜĹ8ŅųƋ
ŅĬĬĜĹŸåÏŅĹŅĵĜÏĘå±ĬƋĘţFƋ±ĬŸŅųåāåÏƋŸƋĘåÚååŞÚåŞåĹÚåĹÏƼƋʱƋƋĘåÏĜƋƼ
has on this entity that extends far beyond economic health. To imagine a Fort
Collins without CSU is to imagine the good fortune and perilous exposure
that Fort Collins experiences from this relationship.
c
mi
WO
s w
ri
rs
co
ĵ
c
s
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o
City of Fort Collins Economic Health
űŸƴĜå
elih
ĬŅÏ
ŅĹ
or
c
å
å
h
e
immigration
restrictions
unstable
commodity
markets
climate
change
higher
education
funding
commercial
growth going to
surrounding
communities
aging
commercial
corridors
limited state
incentives ability to
attract
executives
access to
capital
economic
ÚĜƴåųŸĜĀϱƋĜŅĹ
skills
mismatch
ĀŸÏ±Ĭ
sustainability
in the shadow
of Boulder
sluggish
growth in US
economy, high
unemployment
üåÚåų±ĬÚåĀÏĜƋ¼
downward pressure
ŅĹ)%±ĹÚ¼%
funding
political
instability and
regional growth
disparities
ĜĹāƚåĹÏåŅĹ
how key sites
marketed
lack of available
ĘĜčĘŧƚ±ĬĜƋƼŅþÏå
space
environmental
stewardship
state/regional
economy
growing global
demand for US
products and
services
federal export
initiative may open
new opportunities
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
ÆƚŸĜĹ域åŸţĘåŸååýŅųƋŸüŅÏƚŸŅűųčåƋåÚFĹÚƚŸƋųƼĬƚŸƋåųŸŠÏĬå±ĹåĹåųčƼØ
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 on primary
ģŅÆŸØ ƋƼŞĜϱĬĬƼ ÚåĀĹåÚ ±Ÿ ģŅÆŸ ƵĘĜÏĘ ŞųŅÚƚÏå čŅŅÚŸ ±ĹÚ ŸåųƴĜÏåŸ ĜĹ
åƻÏ域ŅüƵʱƋϱĹÆåÏŅĹŸƚĵåÚĜĹƋĘåĬŅϱĬĵ±ųĩåƋŞĬ±ÏåţĘĜŸÚåĀĹĜƋĜŅĹ
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
±ĹÚ ÆåĹåĀƋŸ üŅų åĵŞĬŅƼååŸØ ±ĹÚ ƋĘå ĵ±Ĺƚü±ÏƋƚųĜĹč ŸåÏƋŅų üųåŧƚåĹƋĬƼ
has extensive supplier relationships that other sectors do not. In addition,
åƻŞŅųƋěÚųĜƴåĹĜĹÚƚŸƋųĜåŸØÆƼÚåĀĹĜƋĜŅĹØĜĹģåÏƋĹåƵĵŅĹåƼĜĹƋŅƋĘååÏŅĹŅĵƼţ
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. As a result, these sectors provide import substitution
ŅŞŞŅųƋƚĹĜƋĜåŸ ƋʱƋ ųåÚƚÏå ƋĘå āŅƵ Ņü ÚŅĬĬ±ųŸ ŅƚƋŸĜÚå ƋĘå ÏŅĵĵƚĹĜƋƼţ FĹ
addition, the same sectors account for a great deal of economic activity
in a community and provide essential services and import substitution
opportunities for residents in the region as well (See the Appendix for
additional information).
Challenges
• Rising income disparity
• ĩĜĬĬŸĵĜŸĵ±ƋÏĘ
• ±ųųĜåųƋŅĹåƵÆƚŸĜĹ域üŅųĵ±ƋĜŅĹ
• ±ųųĜåųŸx±ÏÏ域ƋŅåĵŞĬŅƼĵåĹƋ
• { åųŸĜŸƋåĹƋƚĹÚåųåĵŞĬŅƼĵåĹƋ
• ĘĜüƋĜĹĵ±Ĺƚü±ÏƋƚųĜĹčģŅÆŸxŞƚÆĬĜÏŞåųÏåŞƋĜŅĹ
• F ĹÏų屟åĜĹŅƚƋÆŅƚĹÚÏŅĵĵƚƋåųŸ
• ĘĜüƋĜĹĬ±ÆŅųüŅųÏåÚåĵŅčų±ŞĘĜÏŸŠŅŅĵåųŸxaĜĬĬåĹĹĜ±ĬŸš
• ĜŸĜĹčÏŅŸƋŅüåÚƚϱƋĜŅĹ
• Ƌ±čűĹƋĜĹÏŅĵåŸ
• X ±čÆåƋƵååĹåÚƚϱƋĜŅűĹÚåĵŞĬŅƼåųŸ
• ĜŸĜĹčŸƋƚÚåĹƋÚåÆƋ
• % ĜŸŞųŅŞŅųƋĜŅűƋåƚĹåĵŞĬŅƼĵåĹƋÆƼåÚƚϱƋĜŅĹĬåƴåĬ
• B ŅƚŸĜĹč±ýŅųÚ±ÆĜĬĜƋƼÏŅĹÏåųĹŸ
Our Vision
Employment opportunities exist across the income and education/skill
spectrums
Our Role
Ęå)ÏŅĹŅĵĜÏBå±ĬƋĘkþÏåŞĬ±ƼŸƋĘåüŅĬĬŅƵĜĹčųŅĬåŸųåĬ±ƋĜƴåƋŅŅĵĵƚĹĜƋƼ
Prosperity:
1. Foster alignment of Economic Health goals and strategies in the City
organization, with strategic partners, and in the community
2. Support workforce development initiatives that meet the needs of Fort
Collins employers and residents
1. Develop and admininster annually an Employer
Satisfaction Survey
2. ) űÆĬåƋĘåŅųĩüŅųÏåFĹƴåŸƋĵåĹƋŅ±ųÚŠFšƋŅ
ŸƚŞŞŅųƋŞųĜƴ±ƋåĜĹÚƚŸƋųƼĜÚåĹƋĜĀϱƋĜŅĹŅüŸĘŅųƋě±ĹÚ
long-term skills needed in the workforce to assist
educational institutions in curriculum development
3. ) ƻޱĹÚ±ÏÏ域ƋŅƋų±ĜĹĜĹčŞųŅčų±ĵŸØĜĹÏĬƚÚĜĹč
short-term skill building programs that build
career pathways and allow individuals to secure
a job or advance in high-demand industries and
occupations
4. ƚŞŞŅųƋåƻĜŸƋĜĹčƵŅųĩŞĬ±ÏååÚƚϱƋĜŅűĹÚƋų±ĜĹĜĹč
opportunities and identify funding sources to
support on-the-job training for new and existing
workers
5. { ųŅĵŅƋåƋĘåŅųĩüŅųÏååĹƋåųűŸŸåųƴĜÏåŸƋŅ
businesses and incorporate the center into
economic health programming to promote cross-
pollination
Community Prosperity
CLOSE THE SKILLS GAP AND
INCREASE CAREER PATHWAYS IN
THE COMMUNITY
A.1 1.
• cƚĵÆåųŅü:ų±Úƚ±ƋåŸƵĜƋĘÚåčųååŸxÏåųƋĜĀϱƋåŸŞĬ±ÏåÚĜĹƋĘå
local workforce
• X ±ÆŅųޱųƋĜÏĜޱƋĜŅĹų±Ƌå
• ) ĵŞĬŅƼåų±ƋĜŸü±ÏƋĜŅĹƚųƴåƼôeÏÏ域ƋŅƵŅųĩěųå±ÚƼåĵŞĬŅƼååŸ
locally
• { åųÏåĹƋŅüųåŸĜÚåĹƋŸƋʱƋĬĜƴå±ĹÚƵŅųĩĜĹ8ŅųƋŅĬĬĜĹŸ
Create alignment between employers, the
Workforce Center, and educational institutions
regarding future workforce needs needs
1. ŅĹƋĜĹƚåƋŅÚåƴåĬŅŞƋĘåeÚƴ±ĹÏåÚa±Ĺƚü±ÏƋƚųĜĹčØ
Healthcare, Energy, and Creative Industry sectors
ĜĹÏŅĬĬ±ÆŅų±ƋĜŅĹƵĜƋĘƋĘåƋ±ƋåűŸkþÏåŅü)ÏŅĹŅĵĜÏ
Development and International Trade (OEDIT)
2. ŅĹƋĜĹƚåƋŅÏŅĹƴåĹå±ĹÚĜĹƴåŸƋĜĹƋĘåĜƋƼűŸ
ĜÚåĹƋĜĀåÚƋ±ųčåƋåÚÏĬƚŸƋåųŸ±ĹÚƋĘåĜųŸƚŞŞĬƼ
chains, including: clean energy, water innovation,
bioscience, technology (hardware design/
enterprise software), and uniquely Fort Collins
(breweries, bicycle manufacturers, local food, arts &
culture, etc.)
3. åĀĹå±ĹÚåĹʱĹÏåĜƋƼűŸÚĜųåÏƋ±ŸŸĜŸƋ±ĹÏåƋŅŅĬŸě
target a wide range of businesses with an emphasis
on primary and support sector jobs
4. ĹÚåųŸƋ±ĹÚŸƚŞŞĬƼÏʱĜĹ豪Ÿ±ĹÚÏŅĵŞĬåĵåĹƋ±ųƼ
businesses/industries to our economy
5. { ±ųƋĜÏĜޱƋåĜĹÏųŅŸŸěüƚĹÏƋĜŅűĬƋå±ĵŸƋŅåĹÏŅƚų±čå
policies, land use regulations, and other municipal
activities that consider the impact on economic and
employment activity in the community
6. { ųŅƴĜÚååÚƚϱƋĜŅűĬŅŞŞŅųƋƚĹĜƋĜ埱ĹÚƋų±ĜĹĜĹč
workshops to support the 1099 workforce
DIVERSIFY EMPLOYMENT
A.2 OPPORTUNITIES FOR RESIDENTS
• ŅĹÏåĹƋų±ƋĜŅĹŅüƋ±ųčåƋåÚĜĹÚƚŸƋųĜ埱ĹÚŸåÏƋŅųŸĵ屟ƚųåÚ
by the location quotient
• ĹåĵŞĬŅƼĵåĹƋų±ƋåÏŅĵޱųåÚƋŅŅƚĹƋƼ±ĹÚƋ±Ƌå
1. B ŅĬÚ±ĹĹƚ±ĬϱųååųÚ±ƼŸ±ƋĬŅϱĬĘĜčĘŸÏĘŅŅĬŸƋʱƋ
åƻŞŅŸåŸƋƚÚåĹƋŸƋŅÚĜýåųåĹƋŞųŅü域ĜŅĹŸƋĘųŅƚčĘ
speakers, videos, factory tours, and shadowing
opportunities
2. k ųč±ĹĜDŽåü±ÏƋŅųƼƋŅƚųŸƋʱƋŸĘŅƵϱŸåƋĘå±Úƴ±ĹÏåÚ
technologies used in manufacturing processes and
the skills needed to work in that environment
3. ųå±Ƌå±Ĺ±ŞŞųåĹƋĜÏåŸĘĜŞŅųĜĹƋåųĹŸĘĜŞŞųŅčų±ĵƋʱƋ
would provide hands-on learning experiences for
high school students
4. ŅŅųÚĜűƋåƵĜƋĘ8ųŅĹƋ±ĹčåŅĵĵƚĹĜƋƼŅĬĬåčå
(FRCC) to promote opportunities available to high
ŸÏĘŅŅĬŸƋƚÚåĹƋŸƋŅŅÆƋ±ĜĹÏåųƋĜĀϱƋĜŅĹŸ±ĹÚåĹʱĹÏå
their work readiness upon graduation
5. F ĹÏĬƚÚåŞųŅčų±ĵĜĹüŅųĵ±ƋĜŅűĹÚųåŸŅƚųÏåŸüŅųĬŅϱĬ
youth on Fort Collins on-line job board
A.4
• { ±ųƋĜÏĜޱƋĜŅĹĜĹŞųŅčų±ĵŸôϱųååųÚ±ƼŸØƋŅƚųŸØåƋÏţ
• ) ĵŞĬŅƼåų±ƋĜŸü±ÏƋĜŅĹƚųƴåƼôeÏÏ域ƋŅƵŅųĩěųå±ÚƼåĵŞĬŅƼ-
ees locally
Educate local youth on the wide range of career
opportunities, with a focus on changing the
perception of manufacturing and heavy industry
jobsneeds
6
INCREASE YOUTH ENGAGEMENT
IN WORKFORCE AND TALENT
DEVELOPMENT
community prosperity. JURZRXURZQSODFHPDWWHUVWKHFOLPDWHHFRQRP\WKLQNUHJLRQDOO\
10 66
ck)×ĘĜŸŞĬ±ĹųåÏŅčĹĜDŽåŸƋĘåŸĜčĹĜĀϱĹƋåýŅųƋŸ±ĹÚüŅÏƚŸŅüƋĘåŅÏĜ±ĬƚŸƋ±ĜűÆĜĬĜƋƼ%åŞ±ųƋĵåĹƋŠ%šƋŅ±ÚÚų域ƋĘĜŸ
ƋĘåĵåÆƼŸƚŞŞŅųƋĜĹčØÏųå±ƋĜĹčرĹÚĜĹƴåŸƋĜĹčĜĹųåŸŅƚųÏåŸüŅųŸƋ±ÆĜĬĜƋƼ±ĹÚŸåĬüěŸƚþÏĜåĹÏƼŅüųåŸĜÚåĹƋŸţĘåčŅ±ĬŸ±ĹÚ
ŸƋų±ƋåčĜåŸÚåŸÏųĜÆåÚƚĹÚåųƋĘĜŸƋĘåĵåųåŞųåŸåĹƋŅĹååĹÚŅü±ŸŞåÏƋųƚĵŅüåýŅųƋŸţeŸŸƚÏĘØƋĘå±ÏƋĜŅĹŸŸƚččåŸƋåÚĜĹƋĘĜŸ
plan are intended to complement the work of SSD. The success of the plan relies on success of the SSD strategic plan and
åýŅųƋŸ±ĹÚƴĜÏåƴåųŸ±ţ
Community Prosperity
1. Align economic health goals and strategy across
±ĬĬĬåƴåĬŸŅüƋĘåŅųč±ĹĜDŽ±ƋĜŅűĹÚųåĀĹå±ĹÚ
agree upon the economic tools the City uses (EH
3.1)
2. F ĵŞųŅƴåŞŅĬĜÏĜ埱ĹÚŞųŅčų±ĵƋŅųåƋ±ĜĹØåƻޱĹÚØ
ĜĹÏƚƱƋåرĹÚ±ƋƋų±ÏƋŞųĜĵ±ųƼåĵŞĬŅƼåųŸƵĘåųå
ÏŅĹŸĜŸƋåĹƋƵĜƋĘĜƋƼčŅ±ĬŸŠ)BƐţƖš
3. ƚŞŞŅųƋƵŅųĩüŅųÏåÚåƴåĬŅŞĵåĹƋ±ĹÚÏŅĵĵƚĹĜƋƼ
amenities/initiatives that meet the needs of
åĵŞĬŅƼåųŸƵĜƋĘĜĹƋĘåÏĜƋƼŠ)BƐţƐš
4. FĵŞųŅƴååýåÏƋĜƴåĹ域ƋĘųŅƚčĘÏŅĬĬ±ÆŅų±ƋĜŅĹ
ƵĜƋĘåÏŅĹŅĵĜÏěĘå±ĬƋĘŅųĜåĹƋåÚųåčĜŅűĬޱųƋĹåųŸ
(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
ƋĘųŅƚčĘ ųåƋåĹƋĜŅĹ ±ĹÚ åƻŞ±ĹŸĜŅĹ åýŅųƋŸ
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 and
gain access to increased job opportunities that
create greater economic stability. On-the-job
training provides opportunities for transferable
ŸĩĜĬĬŸ ±ĹÚ ÏåųƋĜĀϱƋĜŅĹŸ ƋŅ ĵŅƴå ÏŅĵĵƚĹĜƋƼ
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 spectrums address
inequities 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
improve their carbon footprint. The availability
of additional jobs especially across the entire
income and educational spectrums, can reduce
commuting patterns.
community prosperity.JURZRXURZQSODFHPDWWHUVWKHFOLPDWHHFRQRP\WKLQNUHJLRQDOO\
12
JURZRXU
RZQ
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
ĜĹĹŅƴ±ƋĜŅűÏųŅŸŸƋĘåŸŞåÏƋųƚĵŅüÏŅĵޱĹĜåŸôŸĵ±ĬĬƋŅĬ±ųčåرĹÚåƻĜŸƋĜĹč
to start-up.
Challenges
• X ±ÏĩŅüϱŞĜƋ±Ĭ
• % ĜŸģŅĜĹƋåÚxĵĜŸ±ĬĜčĹåÚųåŸŅƚųÏåŸ
• ±ųųĜåųŸƋŅĹåƵÆƚŸĜĹ域üŅųĵĜĹčüųŅĵƵĜƋĘĜĹåƻĜŸƋĜĹčÆƚŸĜĹåŸŸåŸŠŮŸŞĜĹě
out”)
• ±ųųĜåųŸƋŅĹåƵÆƚŸĜĹ域üŅųĵ±ƋĜŅĹ
• ʱĬĬåĹčåŸƋŅųåƋ±ĜĹĜĹčŸƋ±ųƋěƚޱĹÚƖĹÚŸƋ±čåÆƚŸĜĹ域åŸ
• F Ĺüų±ŸƋųƚÏƋƚųåÚåĀÏĜåĹÏĜåŸ
• X ±ÏĩŅüÏųĜƋĜϱĬĵ±ŸŸĜĹÏåųƋ±ĜĹƋ±ųčåƋĜĹÚƚŸƋųƼÏĬƚŸƋåųŸ
• 8 ±ĜĬƚųåƋŅÏŅĹƴåųƋĜĹƋåĬĬåÏƋƚ±ĬŞųŅŞåųƋƼŠŞ±ƋåĹƋŸšĜĹƋŅĹåƵÆƚŸĜĹ域åŸ
• X ±ÏĩŅüŸƚĜƋ±ÆĬå±ĹÚ±ýŅųÚ±ÆĬåŸĜƋåŸƋŅ±ÏÏŅĵĵŅÚ±ƋåĘĜčĘěčųŅƵƋĘ
companies
Our Vision
Our economic ecosystem fosters the development of new and creative
industry
Our Role
Ęå)ÏŅĹŅĵĜÏBå±ĬƋĘkþÏåŞĬ±ƼŸƋĘåüŅĬĬŅƵĜĹčųŅĬåŸųåĬ±ƋĜƴåƋŅ:ųŅƵkƚų
Own:
• ) ĹŸƚųå±ĬĜčĹĵåĹƋŅüųåŸŅƚųÏ埱ÏųŅŸŸƋĘåÏŅĵĵƚĹĜƋƼƋŅĜĹÏƚƱƋåĹåƵ
businesses and support entrepreneurs
• Work to promote the concept of a local economy through support of
emerging clusters, such as the Local Food Cluster
• ŅųĩƵĜƋĘŞ±ųƋĹåųŸƋŅĜÚåĹƋĜüƼƱųųĜåųŸƋŅŸŞĜĹěŅƚƋØĹåƵÆƚŸĜĹ域üŅųĵ±ƋĜŅĹØ
and conversion of intellectual property to economic activity and work with
ƋĘ埱ĵåŞ±ųƋĹåųŸƋŅÚåƴåĬŅŞĹåƵ±ŞŞųŅ±ÏĘåŸƋŅ±ÚÚų域ƋĘåĜÚåĹƋĜĀåÚ
barriers
• Encourage the City, large employers, and partners to procure required
resources locally
community prosperity. JURZRXURZQSODFHPDWWHUVWKHFOLPDWHHFRQRP\WKLQNUHJLRQDOO\
Image Reference - Black’s Glass, a locally owned family business, has been serving
Northern Colorado since 1908.
14
2
1. X åƴåų±čåÏĬƚŸƋåųüƚĹÚĜĹčƋŅ±ÚÚų域ƱųųĜåųŸƵĜƋĘĜĹ
ŸŞåÏĜĀÏĜĹÚƚŸƋųĜ埊åţčţØƋ±ĬåĹƋÚåƴåĬŅŞĵåĹƋØĵ±ųĩåƋ
expansion, etc.)
2. ŅĹƋĜĹƚåƋŅÚåƴåĬŅŞƋĘåeÚƴ±ĹÏåÚa±Ĺƚü±ÏƋƚųĜĹčØ
Healthcare, Energy, and Creative Industry sectors
ĜĹÏŅĬĬ±ÆŅų±ƋĜŅĹƵĜƋĘƋĘåƋ±ƋåűŸkþÏåŅü)ÏŅĹŅĵĜÏ
Development and International Trade (OEDIT)
3. F ĹƴåĹƋŅųƼåƻĜŸƋĜĹčųåŸŅƚųÏåŸØƚĹÚåųŸƋ±ĹÚƱųųĜåųŸ
and gaps, and ensure alignment of resources
across local and regional organizations to address
barriers and gaps
4. ŅĹƴåĹåŞ±ųƋĹåųŸƋʱƋŞųŅƴĜÚåŸƚŞŞŅųƋŸåųƴĜÏåŸ
to entrepreneurs regularly (i.e., quarterly or semi-
annually), including Rocky Mountain Innosphere,
Galvanize, SBDC, CSU, Blue Ocean, SpokesBuzz
5. ) ĹÏŅƚų±čåĜĹĹŅƴ±ƋĜŅűĹÚÏŅĬĬ±ÆŅų±ƋĜŅĹƋĘųŅƚčĘ
showcase events, speaker series, and networking
opportunities
6. ŅĹĹåÏƋƵĜƋĘüåÚåų±Ĭ±ĹÚŸƋ±ƋåŞ±ųƋĹåųŸŠ{±ƋåĹƋ
kþÏåØk)%FØåƋÏţš±ĹÚĬåƴåų±čåŅƋĘåųüƚĹÚĜĹč
sources
*URZ2XU2ZQ
INCREASE ECONOMIC ACTIVITY
THROUGH INNOVATION AND
B.1 ENTREPRENEURISM
• New business formation by industry/sector
• ŅƋ±ĬĹƚĵÆåųŅü±ĹĹƚ±ĬޱƋåĹƋŸ±ĹÚŞ±ƋåĹƋŸŞåųŎLjØLjLjLjųåŸĜÚåĹƋŸ
• c ƚĵÆåųŅüޱƋåĹƋŸŞųŅÚƚÏåÚÆƼFĹĹŅŸŞĘåųå±ĹÚƱŸåÚ
companies
• åŸå±ųÏĘŞåĹÚĜĹčôØåŸå±ųÏĘX±ÆŸØŞųĜƴ±ƋåŸåÏƋŅųŠĜü
available)
Remove barriers and provide support to spin-
out, new business formation, and conversion of
intellectual property to economic activityeeds
1. ŞŅĹŸŅų±ĹÚŸƚŞŞŅųƋŞųŅčų±ĵŸxåƴåĹƋŸƋʱƋ
promote entrepreneurs (e.g., Blue Ocean Challenge)
2. ŅĹƋĜĹƚåƋŅÚåƴåĬŅŞƋĘåeÚƴ±ĹÏåÚa±Ĺƚü±ÏƋƚųĜĹčØ
Healthcare, Energy, and Creative Industry sectors
ĜĹÏŅĬĬ±ÆŅų±ƋĜŅĹƵĜƋĘƋĘåƋ±ƋåűŸkþÏåŅü)ÏŅĹŅĵĜÏ
Development and International Trade (OEDIT)
3. ųå±Ƌå±ŞųŅčų±ĵŅųĜŸŸƚå±ÏʱĬĬåĹčåƋʱƋ
would help the City meet its goals or address its
challenges through innovative solutions
4. X åƴåų±čåüƚĹÚĜĹčƋŅƋ±ųčåƋĹåƵÆƚŸĜĹ域üŅųĵ±ƋĜŅĹ
by underserved populations (e.g., veterans,
individuals with disabilities, minorities and women)
5. ŅĵŞĬåƋå±Ĭ±ĹÚųå±ÚĜĹ域±Ĺ±ĬƼŸĜŸŅüåƻĜŸƋĜĹčŅþÏå
and industrial vacant land to understand the supply
of employment land and barriers to development
ôŸŞåÏĜĀϱĬĬƼƋ±ųčåƋĜĹčŅŞŞŅųƋƚĹĜƋĜåŸüŅųÏŅĵޱĹĜåŸ
graduating from local/regional accelerators and
incubators
INCREASE THE NUMBER
OF NEW START-UPS AND
B.2 ENTREPRENEURS
• ŅĹÏåĹƋų±ƋĜŅĹŅüƋ±ųčåƋåÚĜĹÚƚŸƋųĜ埱ĹÚŸåÏƋŅųŸĵ屟ƚųåÚÆƼ
the location quotient
• c åƵÆƚŸĜĹ域üŅųĵ±ƋĜŅĹÆƼĜĹÚƚŸƋųƼxŸåÏƋŅų
• k ƚƋŞƚƋŞåųϱŞĜƋ±Šĵ屟ƚųåŅüŞųŅÚƚÏƋĜƴĜƋƼšôĜűųčåƋFĹÚƚŸƋųĜåŸ
1. ƚŞŞŅųƋޱųƋĹåųŸŠåţčţØŅÏĩƼaŅƚĹƋ±ĜĹFĹĹŅŸŞĘåųå
and CSU Ventures) working to provide new or
åĹʱĹÏåÚϱŞĜƋ±ĬŸŅƚųÏåŸôåƴ±Ĭƚ±ƋåƋĘåĜƋƼűŸųŅĬå
in capital access
2. X åƴåų±čåƋĘåĜƋƼűŸųŅĬ屟±Ĭ±ųčåÏŅĹŸƚĵåų±ĹÚ
market maker to foster innovation and support
innovative companies / entrepreneurs
3. ) ƴ±Ĭƚ±ƋåxÚåƴåĬŅŞxĜĵŞĬåĵåĹƋƋĘåƚŸåŅüüåÚåų±Ĭ
Housing and Urban Development’s Section 108
funds to support business lending (revolving loan/
ĵĜÏųŅĀűĹÏåš
4. ŅĹŸĜÚåųƋĘåƚŸåŅüüåÚåų±ĬŅĵĵƚĹĜƋƼ
Development Block Grant (CDBG) funding to
ÚåƴåĬŅޱųåƴŅĬƴĜĹčĬŅ±ĹxĵĜÏųŅĀűĹÏåŞųŅčų±ĵ
5. ) ĹÏŅƚų±čå±ĹÚŸƚŞŞŅųƋĬŅϱĬåĹƋųåŞųåĹåƚųŸĜĹ
tapping into federal funding sources by applying
for Small Business Innovation Research (SBIR)
grants, Small Business Technology Transfer
program (STTR), and other programs available to
entrepreneurs
B.4
• 8 ƚĹÚŸ±ƴ±ĜĬ±ÆĬåĜĹϱŞĜƋ±Ĭ±ÏÏ域ƋŅŅĬŸ±ĹÚŞåųÏåĹƋŞĬ±ÏåÚƵĜƋĘ
companies
• 8 ƚĹÚŸų±ĜŸåÚÆƼŸƋ±ųƋěƚŞÏŅĵޱĹĜåŸ
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. JURZRXURZQSODFHPDWWHUVWKHFOLPDWHHFRQRP\WKLQNUHJLRQDOO\
B.5
• c åƵÆƚŸĜĹ域üŅųĵ±ƋĜŅĹÆƼĜĹÚƚŸƋųƼxŸåÏƋŅų
• ƚŸĜĹ域域ƚŞŞŅųƋåÚÆƼޱųƋĹåųŸŠåţčţØŅÏĩƼaŅƚĹƋ±ĜĹFĹĹŅ-
sphere, Galvanize, SBDC, Powerhouse)
• I ŅÆŸÏųå±ƋåÚØϱŞĜƋ±Ĭų±ĜŸåÚØŸ±ĬåŸĜĹÏų屟åÚÆƼŸƚŞŞŅųƋåÚÆƚŸĜ-
nesses
• % ŅĬĬ±ųŸŅüŞƚÆĬĜÏĜĹƴåŸƋĵåĹƋĜĹĜĹüų±ŸƋųƚÏƋƚųå
ENHANCE ECONOMIC
DIVERSIFICATION BY
SUPPORTING INDUSTRY
CLUSTERS
1. % ĜýåųåĹƋĜ±ƋåÆåƋƵååĹŸƚŞŞŅųƋŸåųƴĜÏåŸŞųŅƴĜÚåÚ
to and focus on emerging, existing, and growth
clusters:
2. F ĹÏƚƱƋåűŸÏåĹƋčųŅƚŞŸƋĘųŅƚčĘÏŅŅųÚĜűƋĜŅĹŅü
activities, outreach, and information
3. { ųŅƴĜÚå±ÚĵĜĹĜŸƋų±ƋĜƴåŸƚŞŞŅųƋüŅųÏĬƚŸƋåųčųŅƚŞŸ
that need less than fulltime support
4. åųƴ屟±ųåŸŅƚųÏåüŅųÏĬƚŸƋåųĵ±Ĺ±čåųŸŅĹÆåŸƋ
practices and strategies for cluster development
5. k ųč±ĹĜDŽåĜĹÚƚŸƋųƼěŸŞåÏĜĀÏƋŅƚųŸƋŅĜĹÏų屟åŞųĜƴ±Ƌå
sector support for research in Fort Collins
Foster collaboration between academia, the
ŞųĜƴ±ƋåŸåÏƋŅųØƋĘåŞƚÆĬĜÏŸåÏƋŅųرĹÚĹŅĹěŞųŅĀƋŸƋŅ
promote an entrepreneurial culture
B.6
• åƋ±ĜĬŸ±ĬåŸāŅƵŸôåĵŞĘ±ŸĜŸŅĹĬŅϱĬƴŸţųåčĜŅűĬŞƚųÏʱŸåŸ
• ĜƋĜDŽåĹƚųƴåƼåŸƚĬƋŸ
INCREASE AWARENESS OF THE
*URZ2XU2ZQ
Alignment to the City of Fort Collins Strategic Plan
City of Fort Collins Economic Health
1. F ĵŞųŅƴåŞŅĬĜÏĜ埱ĹÚŞųŅčų±ĵƋŅųåƋ±ĜĹØåƻޱĹÚØ
incubate, and attract primary employers where
consistent with City goals (EH 3.2)
2. ƚŞŞŅųƋƵŅųĩüŅųÏåÚåƴåĬŅŞĵåĹƋ±ĹÚÏŅĵĵƚĹĜƋƼ
amenities/initiatives that meet the needs of
employers within the City (EH 3.3)
3. F ĵŞųŅƴååýåÏƋĜƴåĹ域ƋĘųŅƚčĘÏŅĬĬ±ÆŅų±ƋĜŅĹƵĜƋĘ
economic-health oriented regional partners (EH
3.4)
4. ) ĹÏŅƚų±čåƋĘåÚåƴåĬŅŞĵåĹƋŅüųåĬĜ±ÆĬåØƚĬƋų±
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
ŞųŅÚƚÏƋŸ±ĹÚŸåųƴĜÏåŸÏ±ĹŞųŅƴĜÚåĬŅϱĬÆåĹåĀƋ
ŠåŸŞåÏĜ±ĬĬƼĜüüŅÏƚŸåÚŅĹÏŅĵĵƚĹĜƋƼčŅ±ĬŸš±ĹÚ
bring new income to the community when they
are exported beyond our borders.
• Support of local Targeted Industry Clusters
ŠÏĬå±Ĺ åĹåųčƼØ Ƶ±Ƌåų ĜĹĹŅƴ±ƋĜŅĹØ ÆĜŅŸÏĜåĹÏåØ
ƋåÏĘĹŅĬŅčƼôÏĘĜŞÚåŸĜčĹxåĹƋåųŞųĜŸåŸŅüƋƵ±ųå
and local foods) enhance opportunities for
new discoveries in climate adaption and
preservation. 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
businesses create a large number of new jobs,
many of which exist across a broad range of the
income and educational spectrums, 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. JURZRXURZQSODFHPDWWHUVWKHFOLPDWHHFRQRP\WKLQNUHJLRQDOO\
18
place
matters.
City of Fort Collins Economic Health
Place Matters
The City of Fort Collins is committed to maintaining and enhancing its
community assets and amenities in recognition of their importance to
economic health. These amenities include, but are not limited to: a healthy
Poudre River, a world class downtown, an extensive system of trails and
parks, preservation of natural areas and open space, award-winning schools,
a large research university, and a thriving arts and music scene. These
community assets and amenities are invaluable in creating the quality of
place that supports a vibrant community and economy.
The City’s approach to Economic Health uses 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 of the City’s economic health activities in create
and protecting high quality places that support a sustainable economy.
ĘåčŅ±ĬŸ±ĹÚŸƋų±ƋåčĜåŸÚåŸÏųĜÆåÚĜĹƋĘĜŸŸåÏƋĜŅűųåŸŞåÏĜĀÏƋŅƋĘåĜƋƼűŸ
ability to respond to a dynamic economy that has and will continue to shape
the urban built environment. These goals and strategies are neither more
important nor less important that the City’s commitment to environmental
health. Rather, these proposed goals and strategies must be considered in
the context of Plan Fort Collins, the Natural Areas Master Plan, the Climate
Action Plan, and other similar plans that describe City commitment to
promote, protect and enhance a healthy and sustainable environment.
Therefore, this plan does not restate nor should it be viewed as replacing the
City’s goals, strategies, and achievements related to environmental health.
Challenges
• ŅŸƋŅüųåÚåƴåĬŅŞĵåĹƋ
• X ±ĹÚŸƚŞŞĬƼÏŅĹŸƋų±ĜĹƋŸ
• F Ĺüų±ŸƋųƚÏƋƚųåÚåĀÏĜåĹÏĜåŸ
• e Ú±ŞƋĜĹčƋŅüƚƋƚųåŞŅŞƚĬ±ƋĜŅĹčųŅƵƋĘ
• ĜŸĜĹčĵ±ƋåųĜ±Ĭ±ĹÚĬ±ÆŅųÏŅŸƋŸ
• ĜŸĜĹčĬ±ĹÚÏŅŸƋŸ
• e čĜĹčÆƚĜĬÚĜĹčĜĹƴåĹƋŅųƼ
• X ±ÏĩŅü±ƴ±ĜĬ±ÆĬåĘĜčĘŧƚ±ĬĜƋƼŅþÏå±ĹÚĜĹÚƚŸƋųĜ±ĬŞųŅŞåųƋĜåŸ
Our Vision
A balanced built and natural environment
Our Role
Ęå )ÏŅĹŅĵĜÏ Bå±ĬƋĘ kþÏå ŞĬ±ƼŸ ƋĘå üŅĬĬŅƵĜĹč ųŅĬåŸ ųåĬ±ƋĜƴå ƋŅ {Ĭ±Ïå
Matters:
• { ųåŸåųƴåƋĘåĜƋƼűŸŸåĹŸåŅüŞĬ±ÏåÆƼƵŅųĩĜĹčƋŅĜĵŞĬåĵåĹƋ{Ĭ±Ĺ8ŅųƋ
Collins and encouraging strategic public and private investment
• ƚŞŞŅųƋĜĹĀĬĬ±ĹÚųåÚåƴåĬŅŞĵåĹƋƋŅĵååƋÏĬĜĵ±Ƌå±ÏƋĜŅĹŸƋų±ƋåčĜ埱ĹÚ
other community goals as described in Plan Fort Collins
• B åĬŞÆƚŸĜĹ域åŸĹ±ƴĜč±ƋåĜƋƼŞųŅÏ域埊åţčţØÚåƴåĬŅŞĵåĹƋųåƴĜåƵØ
licensing, etc.)
• ) ĹÏŅƚų±čåƋĘåÏŅĹŸƋųƚÏƋĜŅĹŅüĘĜčĘěŧƚ±ĬĜƋƼĜĹüų±ŸƋųƚÏƋƚųåƋʱƋŸƚŞŞŅųƋŸ
business by participating in Capital Improvement Plan development
FRPPXQLW\SURVSHULW\JURZRXURZQplace matters.WKHFOLPDWHHFRQRP\WKLQNUHJLRQDOO\
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.
20
1. { ±ųƋĜÏĜޱƋåĜĹÏųŅŸŸěüƚĹÏƋĜŅűĬƋå±ĵŸƋŅåĹÏŅƚų±čå
City policies, land use regulations, and other
municipal activities that consider the impact
on economic and employment activity in the
community
2. ŅųĩƵĜƋĘųåŞųåŸåĹƋ±ƋĜƴåŸŅüƋĘåĬŅϱĬÆƚŸĜĹ域±ĹÚ
development community to gather input on the
ÚåƴåĬŅŞĵåĹƋųåƴĜåƵŞųŅÏ域±ĹÚŸĘ±ųåĀĹÚĜĹčŸ
with other City departments with the objective of
enhancing the process to ensure the City’s desired
outcomes
3. { ƚÆĬĜÏĜDŽåƋĘååƻĜŸƋĜĹčŅƚƋĬĜĹåŅüƋĘåÚåƴåĬŅŞĵåĹƋ
process to brokers, developers, and the
community-at-large, and enhance the outline
where necessary
4. ŅĹƋĜĹƚåƋŅ±ŸŸåŸŸƋĘåĜƋƼűŸųåčƚĬ±ƋŅųƼüų±ĵåƵŅųĩ
to ensure it is supportive of desired development,
±ŸÚåĀĹåÚĜĹ{Ĭ±Ĺ8ŅųƋŅĬĬĜĹŸ
5. ) ĹŸƚųåƋʱƋĬ±ĹÚƚŸåŞŅĬĜÏĜåŸåĹÏŅƚų±čåĘĜčĘ
density uses and foster high-quality development
consistent with Plan Fort Collins
Place Matters
MAINTAIN CLEAR, PREDICTABLE,
C.1 AND TRANSPARENT PROCESSES
• åŸŞŅĹŸåƋĜĵåƋŅÆƚŸĜĹ域ĜĹŧƚĜųĜ埱ĹÚĜŸŸƚåŸ
Facilitate collaboration among City
departmentseds
1. a ±ĜĹƋ±ĜűĹÚåĹʱĹÏåųåĬ±ƋĜŅĹŸĘĜŞŸƵĜƋĘĬ±ĹÚ
owners and the development community to
ĜĹāƚåĹÏåÚåƴåĬŅŞĵåĹƋƋʱƋĵååƋŸĜƋƼŅÆģåÏƋĜƴåŸ
2. ƋĜĬĜDŽå±ĹåƵĬƼÚåƴåĬŅŞåÚŞųŅÏ域üŅųüŅųĵĜĹč
ƚųƱĹųåĹåƵ±Ĭ±ų屟±ĹÚƋ±ƻĜĹÏųåĵåĹƋĀűĹÏĜĹč
districts that goes beyond the State requirements
3. F ĵŞųŅƴå±ĹÚĵ±ĜĹƋ±ĜĹƋĘå8ŅųƋŅĬĬĜĹŸųƱĹ
Renewal Authority’s relationship with underlying
taxing entities, including Larimer County, Poudre
School District, and others
4. ƋĜĬĜDŽåƋĘå8ŅųƋŅĬĬĜĹŸųƱĹåĹåƵ±ĬeƚƋĘŅųĜƋƼØ
ŸŞåÏĜ±ĬĀűĹÏĜĹčÚĜŸƋųĜÏƋŸØ±ĹÚŅƋĘåųĵåÏʱĹĜŸĵŸ
to encourage implementation of the City’s vision
for each targeted redevelopment area, including
infrastructure improvements
LEVERAGE INFILL AND
REDEVELOPMENT THAT
MEETS MULTIPLE COMMUNITY
C.2 OBJECTIVES
• ±ƋĜŅŅüŞƚÆĬĜÏƋŅŞųĜƴ±ƋåĜĹƴåŸƋĵåĹƋĜĹŞ±ųƋĹåųŸĘĜŞŸ
Xåƴåų±čåŞųĜƴ±ƋåĜĹƴåŸƋĵåĹƋĜĹƋ±ųčåƋåÚĜĹĀĬĬ±ĹÚ
redevelopment areasds
1. ƋĜĬĜDŽå±ĹåƵĬƼÚåƴåĬŅŞåÚŞųŅÏ域üŅųüŅųĵĜĹč
ƚųƱĹųåĹåƵ±Ĭ±ų屟±ĹÚƋ±ƻĜĹÏųåĵåĹƋĀűĹÏĜĹč
ÚĜŸƋųĜÏƋŸƋʱƋčŅåŸÆåƼŅĹÚƋĘåƋ±ƋåųåŧƚĜųåĵåĹƋŸô
prioritize redevelopment projects that include a mix
of compatible land uses
2. { ±ųƋĜÏĜޱƋåĜĹÏųŅŸŸěüƚĹÏƋĜŅűĬƋå±ĵŸƋŅåĹŸƚųå
policies, land use regulations, capital investment,
and other activities support the desired
ÚåƴåĬŅŞĵåĹƋޱƋƋåųűŸÚåĀĹåÚĜĹ{Ĭ±Ĺ8ŅųƋŅĬĬĜĹŸ
3. ŅĵŞĬåƋå±Ĭ±ĹÚųå±ÚĜĹ域±Ĺ±ĬƼŸĜŸŅüåƻĜŸƋĜĹčŅþÏå
and industrial vacant land to understand the supply
1. ƋĜĬĜDŽå±ĹåƵĬƼÚåƴåĬŅŞåÚŞųŅÏ域üŅųüŅųĵĜĹč
ƚųƱĹųåĹåƵ±Ĭ±ų屟±ĹÚƋ±ƻĜĹÏųåĵåĹƋĀűĹÏĜĹč
districts that goes beyond the State requirements
2. { ±ųƋĜÏĜޱƋåĜĹÏŅĵŞųåĘåĹŸĜƴåŞĬ±ĹĹĜĹčØŸƚƱųå±
planning, and capital projects planning and
ŞųĜŅųĜƋĜDŽ±ƋĜŅĹƋŅåĹŸƚųåŞĬ±ĹŸ±ÚÚų域ĜÚåĹƋĜĀåÚ
ĜĹüų±ŸƋųƚÏƋƚųåÚåĀÏĜåĹÏĜ埱ĹÚ{Ĭ±Ĺ8ŅųƋŅĬĬĜĹŸ
objectives
3. { ųŅĵŅƋå±ųƋŸ±ĹÚÏƚĬƋƚųå±ÏƋĜƴĜƋĜåŸƋʱƋ±ƋƋų±ÏƋ
entrepreneurs and an educated workforce (e.g.,
partner in the development of a Creative District, as
ÚåĀĹåÚÆƼƋĘåƋ±ƋåŅüŅĬŅų±ÚŅš
4. ŅĹƋĜĹƚåƋŅޱųƋĜÏĜޱƋåĜĹŞƚÆĬĜÏěŞųĜƴ±Ƌå
ޱųƋĹåųŸĘĜŞŸƋʱƋü±ÏĜĬĜƋ±ƋåŸĜčĹĜĀϱĹƋĜĹüų±ŸƋųƚÏƋƚųå
improvements and quality redevelopment projects
5. ) ĹÏŅƚų±čåƋĘåÚåŸĜčűĹÚÏŅĹŸƋųƚÏƋĜŅĹŅü
aesthetically pleasing entryways into the
community
6. ) ĹÏŅƚų±čåƋĘåŸƚŞŞŅųƋ±ĹÚĵ±ĜĹƋåűĹÏåŅüƋĘå8ŅųƋ
Collins Loveland Airport as an amenity to the local
economy and residents
C.4
• % ŅĬĬ±ųŸŅüŞƚÆĬĜÏĜĹƴåŸƋĵåĹƋĜĹĜĹüų±ŸƋųƚÏƋƚųå
• { ųĜƴ±ƋåŸåÏƋŅųĜĹƴåŸƋĵåĹƋĜĹĩåƼųåÚåƴåĬŅŞĵåĹƋ±ų屟
Encourage the development of vibrant business
districts, commercial nodes and commercial
corridors through strategic public infrastructure
investment
INVEST IN PUBLIC
INFRASTRUCTURE UPGRADES
THAT SUPPORT PLAN FORT
COLLINS IMPLEMENTATION C.5
• ĜŸĜƋ±ƋĜŅĹĹƚĵÆåųŸƋŅÚŅƵĹƋŅƵűĹÚŸŞåÏĜ±ĬåƴåĹƋŸ
• ĜƋĜDŽåĹŸƚųƴåƼųåŸƚĬƋŸ
ENCOURAGE A CULTURE AND
ECONOMY UNIQUE TO FORT
COLLINS AND CONSISTENT
WITH COMMUNITY VALUES
FRPPXQLW\SURVSHULW\JURZRXURZQ place matters.WKHFOLPDWHHFRQRP\WKLQNUHJLRQDOO\
å±ĹåƵĬƼÚåƴåĬŅŞåÚŞųŅÏ域üŅųüŅųĵĜĹč
ųåĹåƵ±Ĭ±ų屟±ĹÚƋ±ƻĜĹÏųåĵåĹƋĀűĹÏĜĹč
ts that goes beyond the State requirements
ޱƋåĜĹÏŅĵŞųåĘåĹŸĜƴåŞĬ±ĹĹĜĹčØŸƚƱųå±
ng, and capital projects planning and
ĜDŽ±ƋĜŅĹƋŅåĹŸƚųåŞĬ±ĹŸ±ÚÚų域ĜÚåĹƋĜĀåÚ
ƋųƚÏƋƚųåÚåĀÏĜåĹÏĜ埱ĹÚ{Ĭ±Ĺ8ŅųƋŅĬĬĜĹŸ
tives
ŅƋå±ųƋŸ±ĹÚÏƚĬƋƚųå±ÏƋĜƴĜƋĜåŸƋʱƋ±ƋƋų±ÏƋ
preneurs and an educated workforce (e.g.,
er in the development of a Creative District, as
åÚÆƼƋĘåƋ±ƋåŅüŅĬŅų±ÚŅš
ĹƚåƋŅޱųƋĜÏĜޱƋåĜĹŞƚÆĬĜÏěŞųĜƴ±Ƌå
åųŸĘĜŞŸƋʱƋü±ÏĜĬĜƋ±ƋåŸĜčĹĜĀϱĹƋĜĹüų±ŸƋųƚÏƋƚųå
vements and quality redevelopment projects
ƚų±čåƋĘåÚåŸĜčűĹÚÏŅĹŸƋųƚÏƋĜŅĹŅü
etically pleasing entryways into the
munity
ƚų±čåƋĘåŸƚŞŞŅųƋ±ĹÚĵ±ĜĹƋåűĹÏåŅüƋĘå8ŅųƋ
s Loveland Airport as an amenity to the local
omy and residents
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. ƚŞŞŅųƋŸƚŸƋ±ĜűÆĬåĜĹĀĬĬ±ĹÚųåÚåƴåĬŅŞĵåĹƋƋŅ
meet climate action strategies (EH 3.7)
3. Preserve the City’s sense of place (EH 3.9)
4. {ųŅƴĜÚåƋų±ĹŸŞ±ųåĹƋØŞųåÚĜÏƋ±ÆĬå±ĹÚåþÏĜåĹƋ
processes for citizens and business interacting
with the City (EH 3.9)
5. ) ĹÏŅƚų±čåƋĘåÚåƴåĬŅŞĵåĹƋŅüųåĬĜ±ÆĬåØƚĬƋų±
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 businesses to clear
ųåčƚĬ±ƋŅųƼ ĘƚųÚĬåŸţ FĹĀĬĬ ±ĹÚ ųåÚåƴåĬŅŞĵåĹƋ
±ÚÚų域 ĜĹüų±ŸƋųƚÏƋƚųå ÚåĀÏĜåĹÏĜåŸ ƋʱƋ ĵ±Ƽ
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
åþÏĜåĹÏĜ埊ĜţåţØƋĘååĹåųčƼŸƋ±ųųåŧƚĜųåĵåĹƋüŅų
ųƱĹåĹåƵ±ĬeƚƋĘŅųĜƋƼŞųŅģåÏƋŸšţƼüŅÏƚŸĜĹč
on balancing land uses resources may be
protected that might otherwise not.
• ±ųčåƋåÚ ĜĹĀĬĬ ±ĹÚ ųåÚåƴåĬŅŞĵåĹƋ ±ýåÏƋŸ
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
ƋʱƋ ±ƋƋų±ÏƋŸ Ƌ±ĬåĹƋţ FĹĀĬĬ ±ĹÚ ųåÚåƴåĬŅŞĵåĹƋ
ƋŅŅĬŸ ŠåţčţØ ±ƻ FĹÏųåĵåĹƋ 8ĜűĹÏĜĹčš Ï±Ĺ Æå
ƚŸåÚƋŅ±ÏĘĜåƴå±ýŅųÚ±ÆĬåĘŅƚŸĜĹč±ĹÚÏĬĜĵ±Ƌå
action goals.
Integration of the Triple Bottom Line
FRPPXQLW\SURVSHULW\JURZRXURZQplace matters.WKHFOLPDWHHFRQRP\WKLQNUHJLRQDOO\
24
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
• ʱĹčĜĹčåĹƴĜųŅĹĵåĹƋ±ĬÏŅĹÚĜƋĜŅĹŸ
• ĜŸĜĹčƚƋĜĬĜƋƼÏŅŸƋŸ
• ĜŸĜĹčÏŅĵĵŅÚĜƋƼŞųĜÏåŸ
• ƚŞŞĬƼÏʱĜĹĜĵޱÏƋŸŠåţčţØ8ƚĩƚŸĘĜĵ±¼ŅƼŅƋ±š
• % ĜŸŞĬ±ÏåĵåĹƋ
• ĜŸĜĹčƋåĵŞåų±ƋƚųåŸ
• ŅŸƋŸŅüϱųÆŅĹüŅŅƋŞųĜĹƋųåÚƚÏƋĜŅĹ
• F ĵޱÏƋŅü±Ï±ųÆŅĹƋ±ƻŅųŸĜĵĜĬ±ųųåčƚĬ±ƋĜŅĹ
• F ĵޱÏƋŸŅĹÏĬå±Ĺ±Ĝų±ĹÚƵ±Ƌåųŧƚ±ĬĜƋƼ
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
Ęå)ÏŅĹŅĵĜÏBå±ĬƋĘkþÏåŞĬ±ƼŸƋĘåüŅĬĬŅƵĜĹčųŅĬåŸųåĬ±ƋĜƴåƋŅĘåĬĜĵ±Ƌå
Economy:
• e ĜÚŞųĜƴ±ƋåÆƚŸĜĹ域åŸĜűÏĘĜåƴĜĹčϱųÆŅĹųåÚƚÏƋĜŅĹÏŅĹŸĜŸƋåĹƋƵĜƋĘ
community goals and addressing the impacts from climate change (e.g.,
ClimateWise Program)
• ) ĹŸƚųåƋʱƋƋĘåÆƚŸĜĹ域ÏŅĵĵƚĹĜƋƼĜŸ±üƚĬĬޱųƋĹåųĜĹĜÚåĹƋĜüƼĜĹčųŅĬ埱ĹÚ
challenges created by climate change, particularly with regard to utility,
climate adaptation, and carbon reduction policies and regulations
• Aid businesses in leveraging the challenges of climate change and carbon
reduction into economic opportunities
• Work with partners to develop and attract expertise to the community that
addresses impacts to the business community from climate change and
carbon reduction
FRPPXQLW\SURVSHULW\JURZRXURZQSODFHPDWWHUVthe climate economy.WKLQNUHJLRQDOO\
Fĵ±čååüåųåĹÏåô8ŅųƋŅĬĬĜĹŸƋĜĬĜƋĜåŸĜĹƖLjŎƐĬ±ƚĹÏĘåÚƵʱƋƵ±ŸƋĘåĹŅĬŅų±ÚŅűŸ
ĀųŸƋXåƴåĬƐx%ŧƚĜÏĩÏʱųčååĬåÏƋųĜÏƴåĘĜÏĬåŠ)šÏʱųčĜĹčŸƋ±ƋĜŅűƋƋĘå8ŅųƋŅĬĬĜĹŸ
Museum of Discovery. The station uses the newest advanced technology and can
charge an EV in minutes—instead of hours.
26
1. ƚŞŞŅųƋƋų±ĜĹĜĹčÆƼųåčĜŅűĬåÚƚϱƋĜŅűĬĜĹŸƋĜƋƚƋĜŅĹŸ
(e.g., CSU, etc.), such as seminars, lectures and
classes, that identify and address impacts to
businesses from climate change
2. { ±ųƋĜÏĜޱƋå±ĹÚŸƚŞŞŅųƋƋĘåųåěƋŅŅĬĜĹčŅü
ClimateWise to encourage greater awareness and
action by businesses
3. ŅĬĬ±ÆŅų±ƋåƵĜƋĘƋĜĬĜƋĜåŸƋŅųåĀĹåĜĹÏåĹƋĜƴåŸ
and rebates that encourage additional private
ĜĹƴåŸƋĵåĹƋĜĹϱųÆŅĹųåÚƚÏƋĜŅĹåýŅųƋŸ
4. ŅųĩƵĜƋĘƋĘå8ųŅĹƋ±ĹčåƼě{ųŅÚƚÏƋŸƼĹåųčƼ
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
• { ųĜƴ±ƋåĜĹƴåŸƋĵåĹƋĜĹåĹåųčƼÏŅĹŸåųƴ±ƋĜŅűĹÚϱųÆŅĹųåÚƚÏƋĜŅĹ
åýŅųƋŸ
• { ųĜƴ±ƋåĜĹƴåŸƋĵåĹƋĜĹÏĬå±Ĺ±Ĝų±ĹÚƵ±Ƌåųŧƚ±ĬĜƋƼĜĹüų±ŸƋųƚÏƋƚųåx
improvements
Aid businesses in understanding climate change
impacts and carbon reduction opportunitieseds
1. eŸŸĜčĹ)BkƋ±ýƋŅĬĜ±ĜŸŅĹƵĜƋĘƋĜĬĜƋĜ埱ĹÚ
)ĹƴĜųŅĹĵåĹƋ±ĬåųƴĜÏåŸěŸŞåÏĜĀϱĬĬƼĬĜĵ±ƋåĜŸå
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. { ±ųƋĜÏĜޱƋåĜĹÏųŅŸŸěüƚĹÏƋĜŅűĬƋå±ĵŸƋŅåĹŸƚųå
policies, land use regulations, capital investment,
and other activities that consider the role of and
ĜĵޱÏƋƋŅÆƚŸĜĹ域ŅüĜƋƼϱųÆŅĹųåÚƚÏƋĜŅĹåýŅųƋŸ
4. ŅųĩƵĜƋĘƋĘå8ųŅĹƋ±ĹčåƼě{ųŅÚƚÏƋŸƼĹåųčƼ
Network and other partnership/collaboration to
encourage industrial symbiosis to further reduce
and recycle industrial waste products
5. % åƴåĬŅޱĹÚxŅųĘĜųåĜĹƋåųűĬåƻŞåųƋĜŸåŅĹÆƚŸĜĹ域ě
ųåĬ±ƋåÚÏĬĜĵ±Ƌå±Ú±ŞƋ±ƋĜŅűĹÚĀűĹÏĜĹčϱųÆŅĹ
ųåÚƚÏƋĜŅĹåýŅųƋŸ
ENGAGE THE BUSINESS
COMMUNITY IN CARBON
D.2 REDUCTION EFFORTS
• c ƚĵÆåųŅüÆƚŸĜĹåŸŸåŸŞ±ųƋĜÏĜޱƋĜĹčĜĹĬĜĵ±ƋåĜŸåØŅƋĘåųϱųÆŅĹ
reduction goals, and campaigns
• { ųĜƴ±ƋåĜĹƴåŸƋĵåĹƋĜĹåĹåųčƼÏŅĹŸåųƴ±ƋĜŅűĹÚϱųÆŅĹųåÚƚÏƋĜŅĹ
åýŅųƋŸ
• c ƚĵÆåųŅüģŅÆŸÏųå±ƋåÚĜĹĹåƵƵ±ŸƋåųåÚƚÏƋĜŅűĹÚųåÏƼÏĬĜĹč
services and infrastructure
Collaborate with other City departments to
increase business participation in carbon
reductions
1. a ±ĜĹƋ±ĜĹŞ±ųƋĹåųŸĘĜŞŸƵĜƋĘ8ŅųƋŅĬĬĜĹŸ¬åųŅ)ĹåųčƼ
%ĜŸƋųĜÏƋŠ8ŅųƋ¬)%šØŅĬŅų±ÚŅĬå±Ĺ)ĹåųčƼĬƚŸƋåų
(CCEC), Colorado Water Innovation Cluster (CWIC),
and other local entities working on innovation
related to energy and water
2. ) ĹʱĹÏåÏŅĬĬ±ÆŅų±ƋĜŅĹƵĜƋĘųåĬ±ƋåÚƋŅåĹåųčƼØ
1. a ±ĜĹƋ±ĜűĹÚåĹʱĹÏåųåĬ±ƋĜŅĹŸĘĜŞŸƵĜƋĘĬ±ĹÚ
owners and the development community to meet
City objectives
2. ƋĜĬĜDŽåƋĘå8ŅųƋŅĬĬĜĹŸųƱĹåĹåƵ±ĬeƚƋĘŅųĜƋƼØ
ŸŞåÏĜ±ĬĀűĹÏĜĹčÚĜŸƋųĜÏƋŸØ±ĹÚŅƋĘåųĵåÏʱĹĜŸĵŸ
to encourage implementation of the City’s
vision for each targeted redevelopment area,
including infrastructure improvements and quality
redevelopment projects
D.4
• ±ƋĜŅŅüŞƚÆĬĜÏƋŅŞųĜƴ±ƋåĜĹƴåŸƋĵåĹƋ
ƚŞŞŅųƋųåÚåƴåĬŅŞĵåĹƋ±ĹÚĜĹĀĬĬÚåƴåĬŅŞĵåĹƋ
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
FRPPXQLW\SURVSHULW\JURZRXURZQ place matters. the climate economy.WKLQNUHJLRQDOO\
28
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. ƚŞŞŅųƋƵŅųĩüŅųÏåÚåƴåĬŅŞĵåĹƋ±ĹÚÏŅĵĵƚĹĜƋƼ
amenities/initiatives that meet the needs of
employers within the city (EH 3.3)
2. ƚŞŞŅųƋŸƚŸƋ±ĜűÆĬåĜĹĀĬĬ±ĹÚųåÚåƴåĬŅŞĵåĹƋƋŅ
meet climate action strategies (EH 3.7)
3. % åĵŅĹŸƋų±ƋåŞųŅčų域ƋŅƵ±ųÚ±ÏĘĜåƴĜĹčĹåƋ
zero energy within the community and the City
organization using a systems approach (ENV 4.5)
4. ) Ĺč±čåÏĜƋĜDŽåĹŸĜĹƵ±ƼŸƋŅåÚƚϱƋå±ĹÚÏʱĹčå
behavior toward more sustainable living practices
(ENV 4.6)
5. F ĹÏų屟åƋĘåÏŅĵĵƚĹĜƋƼűŸųåŸĜĬĜåĹÏƼ±ĹÚ
preparedness for changes in climate, weather
and resource availability (ENV 4.7)
6. % åĵŅĹŸƋų±ƋåŞųŅčų域ƋŅƵ±ųÚ±ÏĘĜåƴĜĹčDŽåųŅ
waste within the community and the City
organization (ENV 4.11)
Photo courtesy of New Belgium Brewing Company.
30
ECONOMY ENVIRONMENT SOCIAL
• Aiding businesses in responding to climate
change enhances enhances their ability to be
successful over the long-term. Encouraging
businesses to invest in energy and water
åþÏĜåĹÏƼ ųåÚƚÏåŸ ƋĘåĜų ϱųÆŅĹ üŅŅƋŞųĜĹƋ ±ĹÚ
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 will attract
additional income to the community.
• By engaging the business community to invest
ĜĹϱųÆŅĹųåÚƚÏƋĜŅĹåýŅųƋŸƋĘåŞĬ±ĹŸƚŞŞŅųƋƋĘå
community’s greenhouse gas emission goals.
By supporting the targeted industry clusters
ŠÏĬå±Ĺ åĹåųčƼØ Ƶ±Ƌåų ĜĹĹŅƴ±ƋĜŅĹØ ÆĜŅŸÏĜåĹÏåØ
ƋåÏĘĹŅĬŅčƼôÏĘĜŞÚåŸĜčĹxåĹƋåųŞųĜŸåŸŅüƋƵ±ųå
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 are less likely to be
disrupted by events and therefore less likely
to reduce workforce, adding to an individual’s
ability to meet basic needs and enhance overall
community resiliency.
Integration of the Triple Bottom Line
FRPPXQLW\SURVSHULW\JURZRXURZQSODFHPDWWHUVthe climate economy. WKLQNUHJLRQDOO\
WKLQN
UHJLRQDOO\
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
ĘŅƚŸĜĹč ±ýŅųÚ±ÆĜĬĜƋƼØ ÏĬĜĵ±Ƌå ±Ú±ŞƋ±ƋĜŅĹØ ÚĜŸ±ŸƋåų ųåŸŞŅĹŸåØ ƋŅƚųĜŸĵx
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
• % ĜŸŞ±ųĜƋƼĜĹƋĘåŸĘ±ųåŅüåÏŅĹŅĵĜÏÆåĹåĀƋŸųåčĜŅűĬĬƼ
• F ĹÏų屟åÚÏŅĵŞåƋĜƋĜŅĹüŅųåÏŅĹŅĵĜϱÏƋĜƴĜƋƼ
• F ĹÏų屟ĜĹčĹƚĵÆåųŅüųåčĜŅűĬĜŸŸƚåŸ×
Ņ BŅƚŸĜĹč±ýŅųÚ±ÆĜĬĜƋƼ
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
Ęå )ÏŅĹŅĵĜÏ Bå±ĬƋĘ kþÏå ŞĬ±ƼŸ ƋĘå üŅĬĬŅƵĜĹč ųŅĬåŸ ųåĬ±ƋĜƴå ƋŅ ĘĜĹĩ
Regionally:
• % åƴåĬŅŞŸƋųŅĹčųåĬ±ƋĜŅĹŸĘĜŞŸƵĜƋĘŅƚųÏŅƚĹƋåųޱųƋŸĜĹƋĘåųåčĜŅĹØĜĹÏĬƚÚĜĹč
Larimer County
• ƚŞŞŅųƋĬŅϱĬĬå±ÚåųŸĘĜŞĜĹåĹč±čĜĹčĹåĜčĘÆŅųĜĹčÏŅĵĵƚĹĜƋĜåŸ
• ƚŞŞŅųƋ±ĹÚÚåƴåĬŅŞųåčĜŅűĬŸåÏƋŅųĜĹĜƋĜ±ƋĜƴåŸ
• F ÚåĹƋĜüƼ±ĹÚĵ±ųĩåƋŸƚŞŞĬƼÏʱĜĹŅŞŞŅųƋƚĹĜƋĜåŸüŅųƋĘåųåčĜŅĹ
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Fĵ±čååüåųåĹÏåôae£Ø±ƚŸ±ŞĜÚų±ĹŸĜƋü±ÏĜĬĜƋƼØŅŞåĹåÚĜĹƖLjŎĉ±ĹÚŞųŅƴĜÚåŸ
ĘĜčĘěüųåŧƚåĹÏƼƋų±ĹŸĜƋŸåųƴĜÏå±ĬŅĹčƋĘåĹŅųƋĘěŸŅƚƋĘŸŞĜĹåŅüƋĘåÏŅĵĵƚĹĜƋƼţae£
represents a forward-looking view of Northern Colorado where transit provides
access throughout the region.
32
1. ŅĹƋĜĹƚåƋŅÚåƴåĬŅŞƋĘåeÚƴ±ĹÏåÚa±Ĺƚü±ÏƋƚųĜĹčØ
Healthcare, Energy, and Creative Industry sectors
ƵĜƋĘĜĹåčĜŅĹƖôX±ųĜĵåų±ĹÚåĬÚŅƚĹƋĜåŸôĜĹ
ÏŅĬĬ±ÆŅų±ƋĜŅĹƵĜƋĘƋĘåƋ±ƋåűŸkþÏåŅü)ÏŅĹŅĵĜÏ
Development and International Trade (OEDIT)
2. Collaborate with partners to have one voice on
ųåčĜŅűĬĜŸŸƚ埊åţčţØĘŅƚŸĜĹč±ýŅųÚ±ÆĜĬĜƋƼØÏĬĜĵ±Ƌå
resiliency, disaster response, tourism/visitation
Impacts, natural resource conservation, and
transportation and transit), with OEDIT and other
state and federal partners
3. % ĜŸÏƚŸŸ±ĹÚ±ÚÚų域ųåčĜŅűĬåÏŅĹŅĵĜÏĜŸŸƚåŸƵĜƋĘ
partners and explore opportunities to align local
policies with regional priorities and vice versa
4. % åƴåĬŅޱŞĬ±ĹƋŅųåŸŞŅĹÚų±ŞĜÚĬƼƋŅÚĜŸ±ŸƋåųŸƋʱƋ
±ýåÏƋƋĘåųåčĜŅĹÆƼƵŅųĩĜĹčƵĜƋĘųåčĜŅűĬޱųƋĹåųŸ
to develop a response that emphasizes rapid
economic recovery and preventing disasters from
having similar impacts
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ENHANCE COORDINATION ON
E.1 REGIONAL ECONOMIC ISSUES
• Attendance and participation in meetings and planning by region-
al partners and stakeholders
• ) ÏŅĹŅĵĜÏĜĵޱÏƋŅüűƋƚų±ĬÚĜŸ±ŸƋåųŸ
• ƚŸĜĹ域ĜĹƋåųųƚŞƋĜŅűĹÚÚåĬ±ƼÚƚåƋŅÚĜŸ±ŸƋåųŸ
• ƚŸĜĹ域ÏĬŅŸƚų埱Ÿ±ųåŸƚĬƋŅüÚĜŸ±ŸƋåųŸ
Strengthen systems for regional collaboration
1. ŅųĩÏŅĬĬ±ÆŅų±ƋĜƴåĬƼƵĜƋĘŞ±ųƋĹåųŸƋŅĜÚåĹƋĜüƼ
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. { ±ųƋĜÏĜޱƋåĜĹƋĘåÚåƴåĬŅŞĵåĹƋŅüåÏŅĹŅĵĜÏĘå±ĬƋĘ
strategies by regional partners (e.g., Larimer County
Economic Development Plan, re-tooling of Northern
Colorado Economic Development Corporation)
3. ŅĬĬ±ÆŅų±ƋåƵĜƋĘųåčĜŅűĬޱųƋĹåųŸƋŅƚĹÚåųŸƋ±ĹÚ
short-, mid-, and long-term trends impacting the
region’s economy
ENHANCE REGIONAL ASSETS
E.2 THROUGH COLLABORATION
• ŞåÏĜĀÏĵĜĬåŸƋŅĹ埱ĹÚÚåĬĜƴåų±ÆĬåŸ
Work with regional partners to identify regional
assets and develop strategies to maintain and
enhance these assets
1. F ÚåĹƋĜüƼ±ĹÚų±ĜŸå±Ƶ±ųåĹ域ŅücŅųƋĘåųĹŅĬŅų±ÚŅűŸ
regional strengths within the state of Colorado and
nationally by working with our regional partners
2. ŅĬĬ±ÆŅų±ƋåƵĜƋĘcŅųƋĘåųĹŅĬŅų±ÚŅåÚƚϱƋĜŅĹ
institutions (e.g., Colorado State University, Front
Range Community College, Poudre School District,
etc.)
3. % åƴåĬŅޱųåčĜŅűĬåÏŅĹŅĵĜÏŸƋŅųƼĜĹŞ±ųƋĹåųŸĘĜŞ
with neighboring communities that provides
consistent terminology , target industries, and an
overall strategy for Northern Colorado
4. ƚŞŞŅųƋÆųŅ±ÚƱĹÚĜĹĜƋĜ±ƋĜƴåŸĜĹcŅųƋĘåųĹŅĬŅų±ÚŅ
PARTNER TO POSITION
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34
7KLQN5HJLRQDOO\
Alignment to the City of Fort Collins Strategic Plan
City of Fort Collins Economic Health
1. F ĵŞųŅƴåŞŅĬĜÏĜ埱ĹÚŞųŅčų±ĵŸƋŅųåƋ±ĜĹØåƻޱĹÚØ
incubate and attract primary employers where
consistent with City goals (EH 3.2)
2. F ĵŞųŅƴååýåÏƋĜƴåĹ域ƋĘųŅƚčĘÏŅĬĬ±ÆŅų±ƋĜŅĹƵĜƋĘ
economic-health oriented regional partners (EH
3.4)
3. F ĹÏų屟åƋĘåÏŅĵĵƚĹĜƋƼűŸųåŸĜĬĜåĹÏƼ±ĹÚ
preparedness for changes in climate, weather
and resource availability (ENV 4.7)
4. ųå±Ƌå±ĹÚĜĵŞĬåĵåĹƋĬŅĹčěƋåųĵƋų±ĹŸŞŅųƋ±ƋĜŅĹ
planning and help local and regional
transportation networks operate at a high level of
åþÏĜåĹÏƼØĜĹÏĬƚÚĜĹčƋĘå±ĜųŞŅųƋŠecƅţĂš
ECONOMY ENVIRONMENT SOCIAL
• The economy does not respect jurisdictional
boundaries; working with regional partners
ĜĹÏųå±ŸåŸ ƋĘå åýåÏƋĜƴåĹ域 Ņü ĬŅϱĬ åýŅųƋŸţ
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 enables
the waste from one industry to be reused by
another industry, avoiding the need to consume
additional raw materials. A regional strategy to
±ÚÚų域ĩåƼĜŸŸƚåŸƵĜĬĬĬå±ÚƋŅčųå±ƋåųåþϱÏƼ
ŅüåýŅųƋŸŠåţčţØųåčĜŅűĬåĹåųčƼåþÏĜåĹÏƼåýŅųƋŸ
reduce a greater amount of greenhouse gas
emissions).
• Working with county-wide and regional
partners strengthens collaboration and has the
potential to align vision and purpose. Enhanced
collaboration provides a foundation to address
ÚĜŸųƚŞƋĜƴå åƴåĹƋŸ ŠåţčţØ Ĺ±Ƌƚų±Ĭ ÚĜŸ±ŸƋåųŸØ
ĀűĹÏĜ±ĬÚŅƵĹƋƚųĹŸØåƋÏţšţ
Integration of the Triple Bottom Line
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36
City of Fort Collins Economic Health
Implementation
The Economic Health Strategic Plan (EHSP) is an ambitious plan that builds
upon the 2005 Economic Action Plan, the Plan Fort Collins comprehensive
plan, and the 2012 Economic Health Strategic Plan. Though ambitious, the
objectives and strategies laid out in this plan are realistic and manageable. In
keeping with the broader goals of the community, they also have the ability to
be transformative. For this to occur, the City must embrace an organizational
structure that will strengthen its capacity for economic initiatives, track its
progress towards implementation, and monitor its strategies.
Organizational Structure
Ęå)ÏŅĹŅĵĜÏBå±ĬƋĘkþÏåŠ)BkšØÏʱųčåÚƵĜƋĘĵ±Ĺ±čĜĹčåÏŅĹŅĵĜÏĘå±ĬƋĘ
activities, includes the Director, Economic Policy and Project Manager,
Redevelopment Program Manager, and Industry Cluster Coordinator. This is
±Ĭå±ĹŸƋ±þĹčŸƋųƚÏƋƚųåţFĹÏŅĵޱųĜŸŅĹØ8ŅųƋŅĬĬĜĹŸűŞååųÏŅĵĵƚĹĜƋĜåŸĘ±ƴå
±ŸƋ±ýŅüƅƋŅŎLjåĵŞĬŅƼååŸÚåƴŅƋåÚƋŅƋĘåŸåŞųŅčų±ĵŸţĜƋĘĜƋŸÏƚųųåĹƋ
ŸƋ±þĹčØƋĘå)BkʱŸĬĜƋƋĬååƻƋų±Ï±Ş±ÏĜƋƼƋŅƋ±ĩåŅĹĹåƵĜĹĜƋĜ±ƋĜƴåŸţFĹŅųÚåų
to implement the EHSP, the EHO should partner with other departments
ƵĜƋĘĜĹƋĘåĜƋƼƋʱƋ±ųåƵŅųĩĜĹčŅĹĜŸŸƚåŸƋʱƋ±ýåÏƋåÏŅĹŅĵĜÏĘå±ĬƋʱĹÚ
enhance relationships with community service providers. This will allow the
City of Fort Collins to leverage its resources devoted to the implementation
of the EHSP.
Within the City of Fort Collins, many departments - from transportation to
planning to social sustainability to purchasing - are managing projects and
ŞųŅčų±ĵŸƋʱƋ±ýåÏƋƋĘååÏŅĹŅĵĜÏĘå±ĬƋĘŅüƋĘåÏĜƋƼţĘå)BkŸĘŅƚĬÚüŅųčå
ųåĬ±ƋĜŅĹŸĘĜŞŸƵĜƋĘŸƋ±ýĜĹƋĘåŸåƴ±ųĜŅƚŸÚåŞ±ųƋĵåĹƋŸĜĹŅųÚåųƋŅĜĹƋåčų±ƋåƋĘå
economic health initiatives across the organization.
In addition, Fort Collins is fortunate to have multiple service providers that
can take the lead on many of the initiatives with the City playing a more
“behind the scenes” role. There are approximately 15 full-time employees
working in organizations related to economic development, including
NCEDC, the Chamber, Innosphere, the WIB, the CVB, the Poudre River
Public Library, and the SBDC. By forging stronger, formal partnerships with
these organizations, the City of Fort Collins can leverage its resources and
üųååĜƋƼŸƋ±ýƋŅüŅÏƚŸŅĹŸƋų±ƋåčĜÏĜĹĜƋĜ±ƋĜƴåŸţĘĜŸĵŅƴåƵŅƚĬÚ±ĬŸŅʱƴå
ƋĘå±ÚÚåÚÆåĹåĀƋŅüƚĹĜüƼĜĹčƋĘååýŅųƋŸŅü±ĬĬޱųƋĹåųŸƚĹÚåų±ŸĜĹčĬåƴĜŸĜŅĹ
and set of objectives. This, in turn, will expand the capacity of the City to
move its economic health program beyond the basics of business retention,
expansion, and creation.
The City of Fort Collins should formalize partnerships with memoranda of
understanding and in some cases through contracts with organizations to
provide economic health services. Many of the existing service providers
have additional funding sources to supplement City funding. They also
already have or are in a position to build the expertise needed to create
more robust basic programs. Under this new model, the City will need
ƋŅÚåĀĹåĜƋŸųŅĬå±ĹÚƋĘåųŅĬåŅüĜƋŸŸåųƴĜÏåŞųŅƴĜÚåųŸĜűÚĵĜĹĜŸƋåųĜĹčƋĘå
economic health program.
The City Role in Economic Health
The City and EHO should play one of the three primary roles listed below as
it relates to each theme, goal, and tactic.
• Xå±ÚóĜƋƼƋ±ĩåŸŅĹƋĘåĬå±ÚųŅĬåĜĹĜĵŞĬåĵåĹƋĜĹčŸŞåÏĜĀÏčŅ±ĬŸţ
• Partner— City partners with other agencies and organizations to implement
ŸŞåÏĜĀÏčŅ±ĬŸĜĹÏĬƚÚĜĹčŞųŅƴĜÚĜĹčüƚĹÚŸƋŅ±ÏĘĜåƴåƋĘåŸåÏŅĬĬåÏƋĜƴåčŅ±ĬŸţ
• Collaborate— City partners with other agencies and organizations to
ĜĵŞĬåĵåĹƋŸŞåÏĜĀÏčŅ±ĬŸƵĜƋĘŅƚƋŞųŅƴĜÚĜĹčüƚĹÚŸţ
ĘåüŅĬĬŅƵĜĹčĵ±ƋųĜƻĜÚåĹƋĜĀåŸƋĘåĜƋƼűŸŅƴåų±ĬĬųŅĬåųåĬ±ƋĜƴåƋŅå±ÏĘčŅ±Ĭ
±ĹÚƋĘåųåĬ±ƋåÚÚåŞ±ųƋĵåĹƋŸƵĜƋĘĜĹƋĘåĜƋƼƵĜƋĘƋĘåĜųÚåĀĹåÚųŅĬåţ
In addition, the EHO will undertake the following tasks to ensure
implementation through a collaborative structure:
• ųå±Ƌå±ÏŅĹÏųåƋåŸÏŅŞåŅüƵŅųĩØŞųŅÏƚųåŸåųƴĜÏåŸØ±ĹÚŸƋųƚÏƋƚųåakŸ
City Departments
Overall Role EHO ESD SSD CDNS Finance ƋĜĬţ Trans.
Community Prosperity
A.1: Close the Skills Gap and increase Career Pathways in the community Collaborate R -- -- -- -- -- --
A.2: Diversify employment opportunities for residents Lead R -- C -- -- -- --
A.3: Provide resources that enhance the ability of existing business to succeed in the
City
Lead & Partner R C -- C I C C
A.4: Increase youth engagement in workforce and talent development Collaborate R -- -- -- -- -- --
*URZ2XU2ZQ
B.1: Increase economic activity through innovation and entrepreneurism Lead & Partner R I -- I I -- --
B.2: Increase the number of new start-ups and entrepreneurs Partner R IIII-- --
B.3: Invest in enhancements to entrepreneurism and innovation infrastructure Partner R IIICC --
B.4: Increase capital to support start-up companies and entrepreneurs Partner R I -- -- C I --
ţĂ×)ĹʱĹÏååÏŅĹŅĵĜÏÚĜƴåųŸĜĀϱƋĜŅĹÆƼŸƚŞŞŅųƋĜĹčĜĹÚƚŸƋųƼÏĬƚŸƋåųŸ Lead & Partner R C -- -- I -- --
B.6: Increase awareness of the local economy and its role in supporting economic
stability
Partner R C C I -- -- --
Place Matters
C.1: Maintain clear, predictable and transparent processes Lead C C -- R -- C C
ţƖ×Xåƴåų±čåĜĹĀĬĬ±ĹÚųåÚåƴåĬŅŞĵåĹƋƋʱƋĵååƋŸĵƚĬƋĜŞĬåÏŅĵĵƚĹĜƋƼŅÆģåÏƋĜƴåŸ Lead R C -- C C C C
C.3: Balance land uses that support a healthy economy Lead C C -- R -- I C
C.4: Invest in public infrastructure upgrades that support Plan Fort Collins implemen-
tation
Lead C C -- R C R R
C.5: Encourage a culture and economy unique to Fort Collins and consistent with
community values
Partner R -- C I I -- --
The Climate Economy
D.1: Increase the understanding of barriers and opportunities presented by climate
change in the business community
Partner R C -- C -- C I
%ţƖ×)Ĺč±čåƋĘåÆƚŸĜĹ域ÏŅĵĵƚĹĜƋƼĜĹϱųÆŅĹųåÚƚÏƋĜŅĹåýŅųƋŸ Partner C R -- I I C --
D.3: Increase innovation related to carbon reduction and water conservation and
quality
Collaborate R C -- -- -- C --
%ţĉ×)ĹÏŅƚų±čåĜĹĀĬĬ±ĹÚųåÚåƴåĬŅŞĵåĹƋƋʱƋĵååƋŸĵƚĬƋĜŞĬåÏŅĵĵƚĹĜƋƼŅÆģåÏƋĜƴåŸØ
ŸŞåÏĜĀϱĬĬƼÏĬĜĵ±Ƌå±ÏƋĜŅĹčŅ±ĬŸ
Lead R C -- C C C C
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E.1: Enhance coordination on regional economic issues Collaborate R CCCIC C
E.2: Enhance Regional assets through collaboration Partner R C -- -- C C C
E.3: Partner to position Northern Colorado as an innovation hub Collaborate R IIIII I
R = Responsible; C = Consulted; I = Informed
)Bk÷)ÏŅĹŅĵĜÏBå±ĬƋĘkþÏåſ)%÷)ĹƴĜųŅĹĵåĹƋ±ĬåųƴĜÏåŸ%åŞ±ųƋĵåĹƋſ%÷ŅÏĜ±ĬƚŸƋ±ĜĹÆĜĬĜƋƼ%åŞ±ųƋĵåĹƋſ%c÷ŅĵĵƚĹĜƋƼ%åƴåĬŅŞĵåĹƋ¼cåĜčĘÆŅųĘŅŅÚåųƴĜÏåŸ%åŞ±ųƋĵåĹƋſ
8ĜűĹÏå÷8ĜűĹÏå%åŞ±ųƋĵåĹƋſƋĜĬţ÷8ŅųƋŅĬĬĜĹŸƋĜĬĜƋĜåŸſ¼ų±ĹŸŞţ÷ų±ĹŸŞŅųƋ±ƋĜŅĹ{Ĭ±ĹĹĜĹč¼ų±ĹŸüŅųƋ 38
City of Fort Collins Economic Health
e{{)c%F£
40
)ÏŅĹŅĵĜÏBå±ĬƋĘÈĜƋƼB±ĬĬåŸƋÈƐLjLjX±{ŅųƋåeƴåĹƚåÈ8ŅųƋŅĬĬĜĹŸØkíLjĂƖŎ
Josh Birks | Economic Health Director | jbirks@fcgov.com | 970.221.6324
and contracts with service providers
• aŅĹĜƋŅųÏŅĹƋų±ÏƋŸ±ĹÚåƴ±Ĭƚ±ƋåŞåųüŅųĵ±ĹÏåŅüŸåųƴĜÏåŞųŅƴĜÚåųŸ
• ųå±Ƌå±ĹĜĵŞĬåĵåĹƋ±ƋĜŅĹƋå±ĵÏŅĵŞŅŸåÚŅüĜƋƼŸƋ±ýüųŅĵųåĬåƴ±ĹƋ
departments and representatives from service providers who will be
ÏʱųčåÚƵĜƋĘĜĵŞĬåĵåĹƋĜĹčŸŞåÏĜĀÏŸƋų±ƋåčĜåŸ
• ŅĹƴåĹåƋĘåƋå±ĵ±ƋųåčƚĬ±ųĜĹƋåųƴ±ĬŸƋŅųåŞŅųƋŅĹŞųŅčų域ØĜÚåĹƋĜüƼ
obstacles to implementation, and jointly craft solutions
• aŅĹĜƋŅųƋĘåĜĵŞĬåĵåĹƋ±ƋĜŅĹŅüƋĘå)B{ƋĘųŅƚčʱŸåƋŅüÚĜŸÏųåƋåĵåƋųĜÏŸ
Next Steps
Upon the adoption of the EHSP by the City Council, the City will initiate the
implementation process. The steps for initiating the process are as follows:
1. Form the EHSP implementation team as outlined above
2. Convene an initial meeting of the implementation team, to:
• Designate a team leader for each strategy
• Evaluate resources needed to implement each strategy
• Create a work plan that prioritizes strategies, sets performance targets, and
outlines what, if any, additional resources will be needed
• Establish regular dates for the implementation team to meet
3. Adopt mechanisms and tools for tracking implementation progress, sharing
information, and communicating
NORTHERN COLORADO AS AN
E.3 INNOVATION HUB
• c ƚĵÆåųŅüÏŅĹƋ±ÏƋŸ
• F ĹÏų屟åĜĹƵåÆŸĜƋåƴĜŸĜƋŸØÏŅųŞŅų±ƋåxŸĜƋåŸåĬåÏƋŅųĜĹƋåųåŸƋ
• % ĜŸƋųĜÆƚƋĜŅĹŅüųåčĜŅűĬĵ±ųĩåƋĜĹčĵ±ƋåųĜ±ĬŸ
Market Northern Colorado as part of a Rocky
Mountain Innovation Corridor
City of Fort Collins Economic Health
METRICS: STRATEGIES: OUTCOMES: GOALS:
water, waste, and other carbon reduction aspects
3. { ųŅĵŅƋå±ĹÚĵ±ĜĹƋ±ĜĹ8ŅųƋŅĬĬĜĹŸƋĜĬĜƋƼűŸŞŅŸĜƋĜŅĹ
at the cutting edge of sustainable and innovation
energy generation and water treatment as a model
for other communities
4. ) ƻŞĬŅųå±ĹÚŞųŅĵŅƋåÆƚŸĜĹ域ĵŅÚåĬŸƋʱƋÏųå±Ƌå
(or extract) economic value from carbon reduction
and climate adaptation activities
INCREASE INNOVATION RELATED
TO CARBON REDUCTION AND
WATER CONSERVATION AND
D.3 QUALITY
• { ±ƋåĹƋŞųŅÚƚÏƋĜŅĹŠŅųŅƋĘåųŸĜĵĜĬ±ųĵ屟ƚųåšŅüųåĬåƴ±ĹƋĜĹĹŅƴ±-
tion
• I ŅÆüŅųĵ±ƋĜŅĹĜĹŮčųååĹŰĜĹÚƚŸƋųĜåŸxÆƚŸĜĹ域åŸ
• { ƚÆĬĜÏĜĹƴåŸƋĵåĹƋĜĹųåĹåƵ±ĬåĹåųčƼčåĹåų±ƋĜŅűĹÚƵ±ƋåųÏŅĹ-
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:
ŅüŞƚÆĬĜÏĜĹƴåŸƋĵåĹƋĜĹĜĹüų±ŸƋųƚÏƋƚųå
ŸåÏƋŅųĜĹƴåŸƋĵåĹƋĜĹĩåƼųåÚåƴåĬŅŞĵåĹƋ±ų屟
age the development of vibrant business
s, commercial nodes and commercial
rs through strategic public infrastructure
ment
• ĜŸĜƋ±ƋĜŅĹĹƚĵÆåųŸƋŅÚŅƵĹƋŅƵűĹÚŸŞåÏĜ±ĬåƴåĹƋŸ
• ĜƋĜDŽåĹŸƚųƴåƼųåŸƚĬƋŸ
• FĹƋåčų±ƋåƵ±ƋåųÏŅĹŸåųƴ±ƋĜŅĹåýŅųƋŸƵĜƋĘƋĘå
craft brewing industry.
• ŅĹƋĜĹƚåƋĘåųåĀĹåĵåĹƋŅü±ųåƋ±ĜĬŸƋų±ƋåčƼƋŅ
position Fort Collins as a regional retail center,
• Encourage catalyst projects that add to the
recreation and entertainment opportunities in
Fort Collins
22
1. { ±ųƋĜÏĜޱƋåĜĹƋĘååƴ±Ĭƚ±ƋĜŅűĹÚåĹÏŅƚų±čåĵåĹƋŅü
urban agriculture
2. { ±ųƋĹåųĜĹƋĘåÚåƴåĬŅŞĵåĹƋŅü±ųå±ƋĜƴå%ĜŸƋųĜÏƋØ
±ŸÚåĀĹåÚÆƼƋĘåƋ±ƋåŅüŅĬŅų±ÚŅØƋŅŸƚŞŞŅųƋƋĘå
promotion of arts and culture activities that attract
entrepreneurs and an educated workforce [Led by
ŅĵĵƚĹĜƋƼåųƴĜÏ域Ƌ±ýÌ
3. X åƴåų±čåƋĘåŞųåŸåĹÏåŅüƋĘåÆųåƵåųĜåŸĜĹ8ŅųƋ
Collins to grow the craft brewing industry and
attract visitors
4. åĜĹüŅųÏå8ŅųƋŅĬĬĜĹŸűŞŅŸĜƋĜŅűŸ±ųåčĜŅűĬÏåĹƋåų
for entertainment, shopping, culture, and tourism
5. ŅĹƋĜĹƚåƋŅŸƚŞŞŅųƋ±ĹÚåĹʱĹÏå8ŅųƋŅĬĬĜĹŸű
outdoor recreation culture (e.g., cycling industry)
Preserve and enhance the features of Fort Collins
that make it unique
of employment land and barriers to development
ôåĵŞĘ±ŸĜDŽåƋĘåƚŸåŅüųåÚåƴåĬŅŞĵåĹƋ±ĹÚĜĹĀĬĬƋŅ
meet future needs
4. ) ĹÏŅƚų±čåƋĘååƻŞ±ĹŸĜŅĹŅųųåĬŅϱƋĜŅĹŅü
businesses in targeted development areas to
stimulate commercial activity and minimize the
need to consume raw land
BALANCE LAND USES THAT
C.3 SUPPORT A HEALTHY ECONOMY
• I ŅÆŸƋŅĘŅƚŸĜĹčų±ƋĜŅ
• { åųÏåĹƋ±čåŅü8ŅųƋŅĬĬĜĹŸųåŸĜÚåĹƋŸƋʱƋĬĜƴå±ĹÚƵŅųĩĜĹ8ŅųƋ
Collins
• e ƴåų±čåĘŅĵåŞųĜÏå±ĹÚ±ƴåų±čåųåĹƋų±Ƌå
• ±Ï±ĹÏƼų±ƋåŸôŅþÏåØĜĹÚƚŸƋųĜ±ĬØųåƋ±ĜĬرĹڱޱųƋĵåĹƋŸ
Maintain a mix of land uses that supports the
retention and expansion of businesses while
encouraging a broad mix of residential housing
optionsds
• Hold workshops for each target area with land
owners and developers to craft a common vision
üŅųƋĘå±ųå±ØÚåĀĹåÚåŸĜų±ÆĬåŅƚƋÏŅĵåŸØ±ĹÚ
identify potential catalyst projects
• Focus on strategic projects that inspire private
sector response in the target areas. Identify
anchor projects to catalyze development and
realize the vision in the target area
City of Fort Collins Economic Health
METRICS: STRATEGIES: OUTCOMES: GOALS:
LOCAL ECONOMY AND ITS ROLE
IN SUPPORTING ECONOMIC
STABILITY
1. ŅĹƋĜĹƚåƋŅų±ĜŸå±Ƶ±ųåĹ域ŅüƋĘåÆåĹåĀƋŸŅü
supporting the local economy with on-going
communications (e.g., Shop Fort Collins)
2. ) ĹÏŅƚų±čåĜĵŞŅųƋŸƚÆŸƋĜƋƚƋĜŅĹŸƋų±ƋåčĜåŸ×
3. ŅĹƋĜĹƚåƋŅŸƚŞŞŅųƋƋĘåÚåƴåĬŅŞĵåĹƋŅüåĵåųčĜĹč
industries and clusters, including the evolution
of the local food cluster to support a local food
systems as an example
Continue to encourage Fort Collins residents to
support local businesses
• Strengthen the City’s commitment to local
business through its procurement practices and
programs to help local businesses secure City
contracts
• Encourage CSU and other large purchasers to
source locally
• Work with local manufacturers and companies
to create an asset map of the resources and
services available in the region to support
product development and early-stage
manufacturing
• Identify areas of the product lifecycle that Fort
Collins does not currently (but should) support
with local services
• )ĵåųčĜĹčÏĬƚŸƋåųôĹåƋƵŅųĩĜĹčåƴåĹƋŸØ
åƴ±Ĭƚ±ƋĜŅĹƋŅÚåƋåųĵĜĹåŸƚþÏĜåĹƋ±ÏƋĜƴĜƋƼƋŅ
warrant formal cluster organization
• :ųŅƵƋĘÏĬƚŸƋåųôüŅÏƚŸŅĹ¼%ŞųŅģåÏƋŸ±ĹÚ
collaboration, commercialization and business
formation, industry partners, supply chain
analysis, and strategic recruitment of key
businesses and talent to enhance support
system for clusters
• )ƻĜŸƋĜĹčxĵ±ƋƚųåÏĬƚŸƋåųŸôŞųŅü域ĜŅűĬ
associations or councils, no need to be 501(c)(3)
16
2
Cluster Strategy 2.0 outlines a number of program
objectives
and Sectors
Retain, develop, and recruit entrepreneurs and
cutting-edge companies eds
1. { ųŅĵŅƋåƋĘåÚåƴåĬŅŞĵåĹƋŅüųåĬĜ±ÆĬåØƚĬƋų±ěĘĜčĘ
speed internet services throughout the community
ôåĵŞĘ±ŸĜDŽåƋĘåĜĵŞŅųƋ±ĹÏåŅüÆųŅ±ÚƱĹÚåŧƚĜƋƼ
2. ŞŅĹŸŅųØŸƚŞŞŅųƋرĹÚŞųŅĵŅƋåĜĹÏƚƱƋĜŅĹü±ÏĜĬĜƋĜåŸ
and services, including Rocky Mountain Innosphere,
Galvanize, CSU Power House, CSU Research
Innovation Center and others
3. ) ƴ±Ĭƚ±ƋåƋĘåÆåĹåĀƋŸŅüÏųå±ƋĜĹč±ĹĜĹĹŅƴ±ƋĜŅĹ
district with the goal of strengthening
entrepreneurial activities in the community
4. { ±ųƋĹåųĜĹƋĘåÚåƴåĬŅŞĵåĹƋŅü±ųå±ƋĜƴå%ĜŸƋųĜÏƋØ
±ŸÚåĀĹåÚÆƼƋĘåƋ±ƋåŅüŅĬŅų±ÚŅØƋŅŸƚŞŞŅųƋƋĘå
promotion of arts and culture activities that attract
entrepreneurs and an educated workforce [Led by
ŅĵĵƚĹĜƋƼåųƴĜÏ域Ƌ±ýÌ
5. X åƴåų±čåƋĘåĜƋƼűŸųŅĬ屟±Ĭ±ųčåÏŅĹŸƚĵåų±ĹÚ
“market maker” to foster innovation and support
innovative companies and entrepreneurs
6. ŞŅĹŸŅų±ĹÚŞųŅĵŅƋåÏųå±ƋĜƴåŸŞ±Ï埊åţčţØ
Carnegie Building, Southeast Creative Community
Center)
INVEST IN ENHANCEMENTS
TO ENTREPRENEURISM AND
INNOVATION INFRASTRUCTURE
B.3 1.
• c åƵÆƚŸĜĹ域üŅųĵ±ƋĜŅĹÆƼĜĹÚƚŸƋųƼxŸåÏƋŅų
• ƚŸĜĹ域域ƚŞŞŅųƋåÚÆƼޱųƋĹåųŸŠåţčţØŅÏĩƼaŅƚĹƋ±ĜĹFĹĹŅ-
sphere, Galvanize, SBDC, Powerhouse)
• I ŅÆŸÏųå±ƋåÚØϱŞĜƋ±Ĭų±ĜŸåÚØŸ±ĬåŸĜĹÏų屟åÚÆƼŸƚŞŞŅųƋåÚ
businesses
• % ŅĬĬ±ųŸŅüŞƚÆĬĜÏĜĹƴåŸƋĵåĹƋĜĹĜĹüų±ŸƋųƚÏƋƚųå
Develop and support infrastructure that
encourages entrepreneurism and innovationeeds
City of Fort Collins Economic Health
METRICS: STRATEGIES: OUTCOMES: GOALS:
• ŅųĩüŅųÏåÚĜŸƋųĜÆƚƋĜŅĹƵĜƋĘĜĹƋĘåĬ±ÆŅųŸĘåÚ
• { åųÏåĹƋ±čåŅüųåŸĜÚåĹƋŸƋʱƋĬĜƴå±ĹÚƵŅųĩĜĹ8ŅųƋŅĬĬĜĹŸ
• c åƵÆƚŸĜĹ域üŅųĵ±ƋĜŅĹÆƼĜĹÚƚŸƋųƼxŸåÏƋŅų
Diversify employment opportunities through
business retention, expansion, incubation, and
attraction needs
1. ŞŅĹŸŅųØŸƚŞŞŅųƋرĹÚŞųŅĵŅƋåĜĹÏƚƱƋĜŅĹü±ÏĜĬĜƋĜåŸ
and services, including Rocky Mountain Innosphere,
Galvanize, and others.
2. a ±ĜĹƋ±ĜĹųåĬ±ƋĜŅĹŸĘĜŞŸƵĜƋĘƋŅŞxčųŅƵĜĹčåĵŞĬŅƼåųŸ
with an emphasis on Targeted Industry Clusters and
Sectors
3. ) ŸƋ±ÆĬĜŸĘ±ÏƚŸƋŅĵåųųåĬ±ƋĜŅĹŸĘĜŞĵ±Ĺ±čåĵåĹƋ
tool- use the employer database to populate a
system that can be shared between the City and
regional partners
4. ) ƻޱĹÚƋĘåƚŸĜĹ域±ĹÚcŅĹŞųŅĀƋåĹƋåųűŸ
information clearinghouse to provide sophisticated,
high quality industry and market information to
small businesses and entrepreneurs
5. ) Ĺč±čåÆƚŸĜĹ域埱ĹÚƋĘåÏŅĵĵƚĹĜƋƼƋĘųŅƚčĘ
a variety of methods (e.g., site visits, surveys,
small industry stakeholder meetings, events) to
understand needs
6. e ŸŸĜčĹ)BkƋ±ýƋŅĬĜ±ĜŸŅĹƵĜƋĘŅųĩüŅųÏååĹƋåųØ
SBDC, Front Range Community College, CSU,
Innosphere, and others
PROVIDE RESOURCES THAT
ENHANCE THE ABILITY OF
EXISTING BUSINESS TO SUCCEED
A.3 IN THE CITY
• X ±ƼŅýŸ±ĹÚÆƚŸĜĹ域ųåĬŅϱƋĜŅĹŸxųåÚƚÏƋĜŅĹŸ
• { ųĜƴ±ƋåĜĹƴåŸƋĵåĹƋĜĹĹåƵĵ±Ĺƚü±ÏƋƚųĜĹčåŧƚĜŞĵåĹƋŠ±Ÿĵå±-
sured by use tax receipts)
• k ƚƋŞƚƋŞåųϱŞĜƋ±Šĵ屟ƚųåŅüŞųŅÚƚÏƋĜƴĜƋƼšôĜűųčåƋFĹÚƚŸ-
tries and Sectors
Identify and coordinate resources that support
existing businesses in the Cityneeds
City of Fort Collins Economic Health
METRICS: STRATEGIES: OUTCOMES: GOALS:
3. ±Ƌ±ĬƼDŽåĜĹÚƚŸƋųƼŸåÏƋŅųŸ±ĹÚÏĬƚŸƋåųŸƋŅĜĹÏų屟ååÏŅĹŅĵĜÏÚĜƴåųŸĜĀϱƋĜŅĹ
4. ) ĹÏŅƚų±čåĜƋƼŞŅĬĜÏĜåŸØĬ±ĹÚƚŸåųåčƚĬ±ƋĜŅĹŸØ±ĹÚŅƋĘåųĵƚĹĜÏĜޱĬ±ÏƋĜƴĜƋĜåŸ
to consider the impact on economic and employment activity in the
community
5. Consider the impact of capital investment on the preservation and
development of employment land within the Growth Management Area,
amongst the numerous other considerations used to prioritize capital
investments
Fĵ±čååüåųåĹÏåôkÚåĬĬųåƵĜĹčŅĵޱĹƼűŸĹåƵŎLjLjěƱųųåĬÆųåƵĘŅƚŸåØſÏŅĵŞĬåƋåÚ
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.JURZRXURZQSODFHPDWWHUVWKHFOLPDWHHFRQRP\WKLQNUHJLRQDOO\
8
for local producers
retention of
incubator
graduates
collaborate
more closely with
CSU
regional ED
collaboration with
Denver, Boulder,
Colorado Springs
support for
emerging
clusters
align
ƋŅƚųĜŸĵ¼
ED
growing
clean
åĹåųčƼ¼
bioscience
open labor clusters
networks
top 5 states to
do business
¼%±Ƌ (CNBC)
federal labs
¼
economic
health
toolbox
strong
K-12
natural assets/
outdoor
playground
favorable
exchange rate for
âÆåĹåĀƋŸ
exporters
investment in
alternative
energy
US is a low-risk
high-transparency
investment
destination
I-25
Corridor
proximity to
Denver
Front
Range
CC
educated
workforce healthcare
ŸƼŸƋåĵ¼
PVHS
Old
Town
innovation
infrastructure
support for
independent
ÆƚŸĜĹ域埼
arts
progressive
utilities
CSU
national/international
state/region
local
WEAKNESSES STRENGTHS
THREATS OPPORTUNITIES
6
Engagement
Self
ƚþÏĜåĹÏƼ
Homelessness
Prevention
Cultural
Diversity
Community
Early Wellness
Childhood Care
Social
Justice
Community
Recycling Center
Air Quality
Programs Carbon
Accounting
Waste
Reduction Municipal
Environmental
Sustainability
Healthy
Homes
Enhanced
Transportation
eýŅųÚ±ÆĬå
Housing
Support
Local Economy
Waste Stream
Reuse
FĹĀĬĬØåÚåƴĬŅŞĵåĹƋ
& Green Building
Climate
Action
Plan
City of Fort Collins Economic Health
available jobs.
1
Taken from the City of Fort Collins Strategic Plan, 2014
FRPPXQLW\SURVSHULW\JURZRXURZQSODFHPDWWHUVWKHFOLPDWHHFRQRP\WKLQNUHJLRQDOO\
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