HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 08/13/2019 - COMPLETE AGENDACity of Fort Collins Page 1
Wade Troxell, Mayor Council Information Center (CIC)
Kristin Stephens, District 4, Mayor Pro Tem City Hall West
Susan Gutowsky, District 1 300 LaPorte Avenue
Julie Pignataro, District 2 Fort Collins, Colorado
Ken Summers, District 3
Ross Cunniff, District 5 Cablecast on FCTV Channel 14
Emily Gorgol, District 6 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Delynn Coldiron
City Attorney City Manager City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities and
will make special communication arrangements for persons with disabilities. Please call 221-6515 (V/TDD: Dial 711
for Relay Colorado) for assistance.
City Council Work Session
August 13, 2019
6:00 PM
(amended 8/12/2019)
CALL TO ORDER.
1. President Joyce McConnell, Colorado State University.
2. Larimer County Proposed Regional Transportation and Facilities Tax for November 2019 Ballot. (staff:
Chad Crager; 45 minute discussion)
The purpose of this work session is a status update to Council on the proposed Larimer County regional
transportation and County facility tax for the upcoming November 2019 ballot.
3. Results and recommendations from the Sports Complex Facility Feasibility Study completed by
Hunden Strategic Partners. (staff: Wendy Williams, Bob Adams; 15 minute staff presentation; 30
minute discussion)
The purpose of this item is to present the findings and recommendations of Hunden Strategic Partners,
the consultant hired through a competitive RFP process to evaluate the economic impact and feasibility
of a multi-use sports complex in Fort Collins.
Rob Hunden, the consultant from Hunden Strategic Partners, will be giving part of the presentation
along with the staff.
City of Fort Collins Page 2
4. Economic Health Strategy Update. (staff: Jeff Mihelich, Josh Birks; 15 minute presentation; 45
minute discussion)
The purpose of this item is to provide Council with an overview and update of the City's economic
health strategy. In addition, the item will provide information about current activities led by the
Economic Health Office that tie to Council's priorities:
Strategies that create community jobs
Small business plan
Based on the information provided, Council will have an opportunity to discuss and refine the above
priorities.
OTHER BUSINESS.
ADJOURNMENT.
DATE:
STAFF:
August 13, 2019
Chad Crager, PDT Interim Deputy Director
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Larimer County Proposed Regional Transportation and Facilities Tax for November 2019 Ballot.
EXECUTIVE SUMMARY
The purpose of this work session is a status update to Council on the proposed Larimer County regional
transportation and County facility tax for the upcoming November 2019 ballot.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
This is an opportunity for Council to provide feedback and ask questions directly of the Larimer County staff.
1. Is Council supportive, neutral, or opposed to the upcoming Larimer County regional tax initiative?
BACKGROUND / DISCUSSION
The City of Fort Collins has collaborated with Larimer County and other local agencies since early 2018 on a
countywide project to develop regional transportation solutions. A list of projects was generated that would compete
for funding as a result of the proposed Larimer County Regional Tax Initiative. There are 43 projects on the list from
across the County and they were evaluated and prioritized based on five criteria:
Connectivity. Does the project complete a link between communities or between major corridors?
Multimodal. Would the project improve accommodation for multiple travel modes?
Congestion relief. Would the project address an existing congestion problem?
Safety mitigation. Would the project address a documented safety problem?
Project Reach. How wide-reaching is the project and how many people would be impacted by the project?
COUNTY MODIFICATIONS
City staff recognizes the need to work with regional partners to find solutions to transportation issues. While City
staff had significant initial concerns about the structure of the proposed County Tax, in the last month the County
has made changes to the proposed tax to address these concerns, including:
(1) Flexibility of the project list. The project list now allows the County and the communities in advance and get
reimbursement.
Connectivity 25%
Multimodal 15%
Congestion Relief 25%
Safety Mitigation 25%
Project Reach 10%
100%
Criteria Weighting
August 13, 2019 Page 2
(2) Transit funding. The proposed County tax now includes 15% - 20% (approximately $150M - $200M over the
life of tax) for regional transit funding.
STAFF CONCERNS
City staff has the remaining concerns:
(1) Inequitable distribution of projects. It is projected that 52% of sales tax receipts from this proposal will be
collected within the City of Fort Collins. Approximately 30% of the distribution would be within the city limits.
Nearby projects have indirect benefit to Fort Collins, but do not make up the difference.
(2) Flexibility to address changes in local and regional priorities. Although significant flexibility has been added to
the process, new projects will need to be ranked against the original criteria only the highest ranked projects
can be substituted. New types of innovative projects may not be eligible.
(3) Most Fort Collins projects will receive funding beyond 2030. Due to the “cash only” nature of the proposed tax,
project funding is determined by project ranking. Most Fort Collins projects won’t receive funding until 2030 or
beyond.
(4) Unknown transit distribution and eligibility. The County is working on the proposed transit distribution, but it has
not been finalized.
ATTACHMENTS
1. Regional Transportation Infrastructure Projects Map (PDF)
ATTACHMENT 1
DATE:
STAFF:
August 13, 2019
Wendy Williams, Assistant City Manager
Bob Adams, Recreation Director
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Results and recommendations from the Sports Complex Facility Feasibility Study completed by Hunden Strategic
Partners.
EXECUTIVE SUMMARY
The purpose of this item is to present the findings and recommendations of Hunden Strategic Partners, the
consultant hired through a competitive RFP process to evaluate the economic impact and feasibility of a multi-use
sports complex in Fort Collins.
Rob Hunden, the consultant from Hunden Strategic Partners, will be giving part of the presentation along with the
staff.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What additional information, if any, does Council think would be helpful?
2. What are the priority gaps this project should address?
• Parks and Recreation Policy Plan – focusing on local needs
• Tourism Master Plan – focusing on economic impact and growth
3. Does Council want to move forward with this project?
4. Should staff pursue opportunities for potential partnerships or donative relationships?
BACKGROUND / DISCUSSION
The 2017-2018 budget included funding for a Sports Complex Economic Impact and Feasibility study.
The consultant was asked to answer the following questions:
• What is the market opportunity for a new sports complex development in Fort Collins?
• What is the existing supply of sports/recreation facility in Fort Collins and the surrounding area? What is the
level of local demand for a new complex?
• What are the existing state and regional supply of sports complexes that are capable of hosting large
tournaments and events? Would a new facility in Fort Collins present opportunities to host larger
tournaments?
• How is the area hotel market performing? How does this impact the market opportunity for a new sports
complex?
• Based on the comprehensive market analysis, what are the conclusions and recommendations?
• What are the possible scenarios and site options available for a new facility?
Hunden Strategic Partners conducted a thorough study, providing staff with an executive summary of its findings
and recommendations. (Attachment 1). A key element of the study process was to include a variety of City staff,
along with community stakeholders, to ensure a diverse cross-section of interests were explored and represented
in the report.
Based on information provided from HSP, a few possible scenarios were presented for moving forward:
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August 13, 2019 Page 2
• Option 1: Build a sports complex that is designed specifically to address the local needs of the community (in
conjunction with the Parks and Recreation Policy Plan)
• Option 2: Build a sports complex that is designed specifically to drive local sports tourism in Fort Collins (in
conjunction with the Tourism Master Plan)
• Option 3: Build a sports complex that focuses on both priorities – tourism and local need (in conjunction with
both plans)
• Option 4: Do not move forward with this project
The summary findings of this report were presented to the Council Finance Committee and the Economic
Advisory Commission. A Triple Bottom Line analysis was completed for the first two scenarios (Attachment 2).
Financial staff reviewed and verified the budget numbers and highlighted additional considerations that would
impact the overall project costs and ongoing maintenance, such as custodial costs and the costs associated with
the City’s design and construction standards.
ATTACHMENTS
1. Executive Summary from Hunden Strategic Partners (PDF)
2. Triple Bottom Line Scenarios (PDF)
3. Economic Advisory Commission Memo - July 24, 2019 (PDF)
4. Visit Fort Collins Letter of Support (PDF)
5. Powerpoint Presentation (PDF)
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Fort Collins Sports Facility Market and Feasibility
Analysis
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ATTACHMENT 1
2
Executive Summary
Executive Summary
The Hunden Strategic Partners Team, including professionals at Perkins + Will, was engaged by the City of Fort Collins to conduct a comprehensive
market, financial feasibility, and economic impact analysis for the development of a sports facility within the city limits. The key questions that HSP was
tasked to answer were:
What is the market opportunity for a new indoor or outdoor sports complex development in Fort Collins?
What is the existing supply of sports and recreation facilities in Fort Collins and the surrounding area? Is there a gap in quality or size of facilities?
What is the level of local demand for a new sports complex?
What is the existing state and greater regional supply of sports complexes capable of hosting impactful tournaments and events? Is there a gap in
supply that a new Fort Collins facility could accommodate? What is the opportunity to host major state and regional tournaments?
How is the area hotel market performing? What does this mean for the market opportunity for a new sports complex?
Based on the comprehensive market analysis, what are the conclusions and recommendations? Should multiple scenarios be considered?
How is the recommended sports facility projected to perform? What is the expected economic, fiscal, and employment impact of such a
development?
What are the site options for such a development? What are the pros and cons of the potential development sites?
ATTACHMENT 1
3
Executive Summary
Executive Summary
Based on the comprehensive analysis of the market, the needs of tournaments and leagues, the projected development of competitive and
recreation athletic facilities, and the overall market, HSP’s conclusions are targeted to meet Fort Collin’s mission to provide a state-of-the-art
venue that can provide sports opportunities and economic impact for the local community and be a platform for regional and national events.
The focus of the demand analysis was to narrow down the sports or facilities that would have the most potential for economic impact in the
world of sports tournaments. In addition, HSP conducted an analysis of the supply of local and regional facilities for sports, as well as the
demand for sports to determine if more facilities are needed to support local use and how the existing facilities may attract and accommodate
potential tournaments. HSP met with key stakeholders, interviewed and surveyed existing and potential facility users, analyzed the competition,
reviewed the regional tournament opportunity, analyzed the hotel market, investigated comparable situations and worked with the site option to
fit an optimal development program.
Many cities have used youth sports complexes as activity and demand generators to enhance their communities and overall development
efforts. The activity of youth sports complexes (which are also used by adult tournaments) can generate intense usage, which provides hotel
and restaurant activity, especially on weekends. The facility itself must be able to generate enough events on the calendar to keep it operating
without significant financial support. Almost no sports complex can completely pay for itself, so the design and operating concept of any new
facility should ensure that it can maximize revenues and minimize expenses by staying busy during the week with local rentals and on
weekends with tournament activity. The goal is to integrate critical elements that will optimize a local athletic facility that also increases economic
activity from beyond the local area
ATTACHMENT 1
4
Drive Time Demographics
Economic, Demographic, and Tourism Analysis
The adjacent figure shows the drive-time demographics
(one, two, and three hours) from Fort Collins. Due to
Denver’s distance from surrounding metropolitan hubs,
the majority of the tournament and event attendees will
likely come from within this three-hour radius
(population: 5.3 million)
ATTACHMENT 1
5
Relevant Hotel Supply
Hotel Market Analysis
Fort Collins Hotel Supply
Property Distance Rooms Chain Scale Open
Autograph Collection The Elizabeth Hotel 0.1 164 Upper Upscale Dec-17
The Armstrong Hotel 0.2 45 Indep Jun-28
Best Western University Inn 0.8 70 Midscale Jun-61
El Palomino Motel 1.2 36 Indep Jun-43
Hilton Fort Collins 1.4 256 Upper Upscale May-85
Budget Host Fort Collins 1.5 30 Economy Jun-74
Best Western Kiva Inn 1.6 62 Midscale Feb-82
Americas Best Value Inn Fort Collins 1.7 40 Economy Aug-61
Marriott Fort Collins 3.3 229 Upper Upscale Jun-85
Days Inn Fort Collins 3.5 77 Economy Jun-81
Motel 9 3.5 35 Indep Jun-88
Super 8 Fort Collins 3.6 69 Economy Jun-85
La Quinta Inns & Suites Fort Collins 3.6 135 Midscale Jun-72
Baymont Inn & Suites Fort Collins 3.6 62 Midscale Jul-95
Quality Inn & Suites I 25 North Fort Collins 3.7 87 Midscale Dec-14
Clarion Inn Fort Collins 3.7 110 Upper Midscale Nov-65
Quality Inn & Suites University Fort Collins 3.7 66 Midscale Jun-97
Motel 6 Fort Collins 3.8 127 Economy Sep-78
Comfort Inn Fort Collins North 3.8 62 Upper Midscale Nov-00
Americas Best Value Inn & Suites Ft Collins E at I 25 4.1 120 Economy Jun-85
Candlewood Suites Fort Collins 4.1 83 Midscale Dec-14
Courtyard Fort Collins 4.5 112 Upscale Mar-96
Holiday Inn Express & Suites Fort Collins 4.6 89 Upper Midscale Oct-05
Comfort Suites Fort Collins 4.6 66 Upper Midscale Jul-98
Homewood Suites by Hilton Fort Collins 4.6 99 Upscale May-07
Hampton Inn Fort Collins 4.6 75 Upper Midscale Oct-96
Residence Inn Fort Collins 4.6 113 Upscale Jul-99
Home2 Suites by Hilton Fort Collins 4.9 108 Upper Midscale Apr-18
Hilton Garden Inn Fort Collins 5.2 120 Upscale Sep-07
Cambria hotel & suites Fort Collins 5.3 90 Upscale Sep-08
Fairfield Inn & Suites Fort Collins South 5.6 106 Upper Midscale Nov-18
AmericInn Lodge & Suites Fort Collins South 8.8 61 Midscale Nov-00
Total/Days Inn Average Wellington Fort Collins Area 3.8.72 8 3,93 097 Economy -- Jun-Jun-04 90
Source: Smith Travel Research
The adjacent table details the supply of hotel options in
the city. Approximately 3,100 rooms among 33 hotels are
currently offered in Fort Collins.
ATTACHMENT 1
6
Lodging Summary
Hotel Market Analysis
As detailed in the lodging summary table above, the existing hotel supply is fairly evenly distributed among chain scales,
providing different price points and quality levels for potential visitors.
ATTACHMENT 1
7
Map
Hotel Market Analysis
The adjacent figure shows the location of and chain scales
of the competitive hotel set. Tournaments and groups for
sports typically prefer lower-cost, branded hotels with built-in
breakfast, such as Hampton Inn, Fairfield, Hyatt Place, etc.
Due to cost and efficiency, they tend to avoid full-service
hotels. The majority of the preferred branded, select service
hotels are located 4.5 miles south of downtown Fort Collins.
ATTACHMENT 1
8
Local Athletic Supply - Outdoor
Local Sports Supply Analysis
The adjacent table details the existing local
athletic outdoor athletic supply in Fort Collins.
Currently, Fort Collins Soccer Complex and
Rolland Moore Park are the only venues large
enough to accommodate tournaments and
events. However, the Fort Collins Soccer
Complex is limited by availability, lack of lights,
and support infrastructure, while Rolland
Moore suffers from a lack of support amenities
required to accommodate events. As shown,
the market offers collection of 2-plex
diamonds, but those facilities not large enough
to host tournaments that generate impact and
visitation. Fort Collins area clubs are leaving
the city and traveling to Loveland and Greeley
for weekend tournaments throughout the
summer months.
Local Outdoor Athletic Complex Supply
Venue Location
Outdoor Multipurpose
Multipurpose Turf Fields
Outdoor Baseball/Softball
Basketball
Tennis
Sand Volleyball
Other
City Par Fort Collins -- -- 2 -- -- -- Baseball field with bleachers and ad acent softball field
Edora Par Fort Collins -- -- 2 -- 6 --
Fort Collins Soccer Complex Fort Collins 11 -- -- -- -- -- Field arrangement and uantity can vary
Fossil Cree Par Fort Collins -- -- 2 2 5 --
Greenbriar Par Fort Collins -- -- 2 -- -- --
Martinez Par Fort Collins -- -- 2 3 4 --
Rolland Moore Par Fort Collins -- -- 4 5 8 2 Temporary multipurpose fields can be created in the outfield
Spring Canyon Par Fort Collins -- -- 2 3 3 2
Spring Par Fort Collins -- 2 -- -- --
Troutman Par Fort Collins 4 -- -- 1 2 --
Twin Silo Par Fort Collins -- -- 2 -- 4 --
Warren Par Fort Collins 2 -- 1 1 4 1
Barnes Par Loveland -- -- 10 -- -- -- Batting cages
Centennial Baseball Complex Loveland -- -- 6 -- 4 --
Loveland Sports Par Loveland 8 1 -- 2 -- 2 One turf championship field
Diamond Valley Sports Complex Windsor -- -- 3 -- -- --
Source: Various Sources
ATTACHMENT 1
9
Local Athletic Supply
The adjacent map shows the location of relevant outdoor
athletic complexes in the Fort Collins market.
Local Sports Supply Analysis
ATTACHMENT 1
10
Local Athletic Supply
The adjacent table details the existing supply
of indoor sports complexes in Fort Collins.
Power to Play, the premier event-oriented
indoor complex in the entire Denver market, is
focused on attracting and producing basketball
tournaments, but HSP understands that they
are beginning to penetrate the volleyball
tournament market. The two indoor synthetic
turf facilities, Edge Sports Center and Arena
Sports, both have uncertain futures, presenting
potential opportunity for indoor turf in any new
development. As shown, only one facility in
Fort Collins area offers more than two
basketball courts in one location, indicating a
major supply gap.
ele ant Local ndoor Athletic Complex Supply
Venue Location
ndoor Synthetic Turf
Basketball
Volleyball
ndoor Tennis
ool
ce
Other
The Edge Sports Center Fort Collins 1 -- -- -- -- -- Batting cages
Endora Pool Ice Center EPIC Fort Collins -- -- -- -- 1 2 10-lane 50m pool seating for 1 000
Mulberry Pool Fort Collins -- -- -- -- 1 -- 6-lane 25-yard
NoCo Ice Center Fort Collins -- -- -- -- -- 1
Northside Aztlan Community Center Fort Collins -- 3 3 -- -- -- Weight room
Fort Collins Senior Center Fort Collins -- 1 1 -- 1 -- 4-lane 25-yard
Budweiser Events Center Loveland -- 1 1 -- -- 1 7 200-seat arena
Arena Sports LLC Windsor 1 -- 3 -- -- --
Norco Volleyball Club Windsor -- -- 6 -- -- --
Power 2 Play Sports Events Center Windsor -- 6 6 -- -- -- Concession and lounge area between courts
Uncertain future
Source: Various Sources
Local Sports Supply Analysis
ATTACHMENT 1
11
Local Athletic Supply
The adjacent map shows the location of relevant indoor
athletic complexes in the Fort Collins market.
Local Sports Supply Analysis
ATTACHMENT 1
12
Competitive Regional Supply
State and Regional Sports Analysis
The adjacent figure details the competitive
outdoor athletic complexes throughout the
greater region. Aurora Sports Park and
Dick’s Sporting Goods Park, which both
offer ore than 24 fields, are considered
the premier outdoor multipurpose
complexes in Denver market and are the
primary destinations for existing outdoor
events. Fort Collins area residents
traveling more than 50 miles for soccer
events on weekends. Greeley is a major
destination for Fort Collins area baseball
clubs for tournaments and events
throughout the summer months.
ATTACHMENT 1
13
Competitive Regional Supply
State and Regional Sports Analysis
The adjacent figure shows the location of the
competitive outdoor sports complexes in the greater
region
ATTACHMENT 1
14
Competitive Regional Supply
State and Regional Sports Analysis
The adjacent table details the competitive
regional indoor supply. Other than Power to
Play, only one facility in the regional market,
Gold Crown Fieldhouse, offers more than 2
basketball courts in one location. There are
also multiple club-operated indoor volleyball
complexes in Denver market that are
unavailable for outside use. Overall, HSP’s
analysis suggests that the competitive
supply of comprehensive indoor complexes
capable of accommodating tournaments is
lacking compared to outdoor complexes.
ele ant ndoor e ional Athletic Supply
Venue Location
istance from
Fort Collins mi
ndoor Synthetic Turf
Basketball
Volleyball
ndoor Tennis
ool
ce
Veterans Meorial Aquatics Center Thornton, CO 52.0 -- -- -- -- 1 --
George J Meyers Pool Arvada, CO 53.7 -- -- -- -- 1 --
Sport Stable Superior, CO 58.4 124----1
Ice Centre at Promenade Westminster, CO 59.1 -- -- -- -- -- 3
Gold Crown Fieldhouse Lakewood, CO 68.0 -- 6 8 -- -- --
Carmody Recreation Center Lakewood, CO 74.2 -- -- -- -- 1 --
Colorado Momentum Volleyball Centennial, CO 80.3 -- -- 4 -- -- --
Colorado Volleyball Association Englewood, CO 82.3 -- -- 3 -- -- --
Play it Now Sports Colorado Springs, CO 130.0 1 -- 4 -- -- --
Source: Various Sources
ATTACHMENT 1
15
Competitive Regional Supply
State and Regional Sports Analysis
Adjacent figure shows the location of the competitive
indoor sports complexes in the greater region
ATTACHMENT 1
16
Triple Crown Sports
Triple Crown Sports was established in 1982 and is based
out of Fort Collins. The group will produce 119 events in 36
states in 2019. Approximately 70 percent of the events are
baseball or fast-pitch softball, while the remainder are
comprised of lacrosse, basketball, and volleyball.
Triple Crown produces the largest softball event in the
country over the 4th
of July. The event uses fields across 27
cities in Colorado. Triple Crown also produces the 2nd
largest baseball event in the country in Omaha during
College World Series.
Triple Crown produces the number one volleyball event in
country, utilizing 65 courts in the Kansas City Convention
Center. This features the highest level athletes of any event
in Unites States.
The average event is 3.5 days. Some national events last
a week, while other events are smaller regional two- day
events. The typical overnight stay is three or four nights
per visitor.
They are currently producing 12 baseball events and 6
fastpitch events in the state of Colorado. These are
occurring in Aurora, Johnstown, Windsor, Loveland and
Fort Collins. Events typically last 3 days and attract 150
teams per event.
While not their focus, Triple Crown produces one small
basketball event at Regis University (15 teams) and they
are planning first lacrosse event (30 to 40 teams).
Lacrosse is considered to still be in its infancy in
Colorado.
Demand Analysis and Stakeholder Feedback
ATTACHMENT 1
17
Triple Crown Sports
Fort Collins offers everything organizers and families are
looking for in a sports destination, including nature, recreation,
attractions, restaurants, and infrastructure. The only thing it
lacks are appropriate event facilities and lodging options.
Triple Crown is extremely excited that the city is considering
this opportunity. The area features great athletes, coaches,
and teams, and can be a premier sports event destination.
Citizens are leaving the community on Memorial Day, 4th
of
July, Labor Day, and Christmas for surrounding communities.
Fort Collins has not reached its potential as a tourist
destination.
The distance from the Denver International airports is not an
issue. One hour is feasible, and could even be a selling point.
There would be incredible benefits to producing events in
their hometown market. If the appropriate facility existed,
they would absolutely relocate existing events throughout
country as well as create new events in Fort Collins.
The primary facility needs for Triple Crown include:
8 senior baseball synthetic turf fields with 400’
permanent fences and lacrosse/soccer full-size
cut-out wings, as well as portable fences, portable
mounds, and lights.
8 youth softball synthetic turf fields with 300’
permanent fence and lacrosse/soccer small
dimensions as well as portable fences, portable
mounds, and lights.
8 lacrosse/soccer Kentucky Bluegrass Fields
fields (not as critical as diamonds)
Demand Analysis and Stakeholder Feedback
ATTACHMENT 1
18
Triple Crown Sports
The adjacent figure shows an example of
cut-out wings for outfield overlays with
multipurpose fields. These overlays,
combined with synthetic turf and portable
mounds, provide ultimate flexibility for all
baseball, softball, and other turf-sport age
groups. 400’ diamonds can accommodate
regulation multipurpose fields, but only 300’
diamonds can only accommodate modified
youth fields.
Demand Analysis and Stakeholder Feedback
ATTACHMENT 1
19
Triple Crown Sports
This facility, with 16 synthetic turf diamonds and multipurpose
fields overlays, would be the premier outdoor diamond
complex in the state.
This type of complex would attract a national audience for up
to 20 weeks per year, including 8 major national events
produced by Triple Crown.
With 16 fields, the complex could host up to 75 teams, plus
an additional 50 teams throughout the city. This venue would
attract 125 teams over three days, on average. Some events
would last five or six days.
Other major events would be driven by area local rights
holders including local premier clubs, USSSA, AAU and
other governing bodies.
Future phases of development recommended by Triple
Crown include:
24 pickleball courts
A 500,000-square foot convention center for
basketball and volleyball events
Convention center complexes are typically required to
produce major national events that drive significant
visitation and room nights to a community.
A dedicated indoor complex with six to eight basketball
courts would certainly accommodate demand from area
clubs, but the events would be locally and regionally-
based. This type of facility would not be large enough to
attract national events.
Demand Analysis and Stakeholder Feedback
ATTACHMENT 1
20
Triple Crown Sports
Fort Collins does not currently offer the hotel supply to
support recommended diamond development. With the
current situation, they will lose tax dollars to surrounding
communities if more hotels are not developed.
Triple Crown is very interested in this opportunity, not only
as event producers, but as local citizens that want to
showcase Fort Collins to the rest of the country.
Triple Crown would love to be intimately involved in this
process moving forward. However, they would not want to
manage the complex due to concerns about the perception
of a third-party prioritizing their own interests over that of
the community. They would certainly consult with the city
for scheduling and deal negotiations.
It is important that the city understands that these
venue are not designed to make money. The benefits
are the economic impact to the community.
Potential long-term facility recommendation for Triple
Crown include:
Two ice hockey sheets
One competitive swimming pool
Demand Analysis and Stakeholder Feedback
ATTACHMENT 1
21
Volleyball Stakeholders
There is a major need for for indoor court training and
practice space for area volleyball programs. There is a
waiting list for many clubs due to lack of court times.
NORCO built their own complex and a few clubs are
training at Power to Play, but many clubs are utilizing any
available gym space they can find. This includes senior
centers, churches, elementary schools, which present
limited availability and scheduling challenges.
Area clubs are constantly travelling to Colorado Springs
and Denver for Sunday events.
Power to Play is primarily focused on basketball,
specifically as it relates to hosting events. The area is a
hotbed for volleyball, but there are no available facilities.
Demand Analysis and Stakeholder Feedback
Volleyball season runs from October through June.
Six new regulation courts would be ideal. This facility
would likely be occupied by at least two club teams
from October through May.
Six courts in one location would meet needs of Fort
Collins area volleyball clubs, but it would not meet the
needs of all of Northern Colorado. The entire entire
region is lacking training space.
Area clubs are utilizing CSU facilities when available,
but there are challenges with scheduling. Younger
age groups forced to train late at night due to lack of
available gyms in the community.
ATTACHMENT 1
22
USA Volleyball Rocky
Mountain Region
There are currently 8,000 total members within the Rocky Mountain
Region of USA Volleyball. Fort Collins is growing, with 12 to 14 total
clubs in the market accounting for 25 percent of total membership.
One-day tournaments, the Power League, occur every Sunday
from January through April. Two major multi-day events currently
occur in the region (downtown Denver) each year over Martin
Luther King and Presidents Day Weekend.
The Power League is organized by USA Volleyball. They occur on
Sundays because that is the only day collegiate and high school
gyms are available.
There are six or seven 2- and 4- court volleyball facilities in greater
Denver market that are run by premier clubs or third parties. These
are the primary indoor venues in addition to Power to Play.
Front Range Volleyball Club holds one annual event at
Denver Convention Center that utilizes 101 courts.
Fort Collins area clubs are hosting Sunday Power
Leagues at area schools, NORCO, and Power to Play.
These one-day events are attracting teams from
Cheyenne, Casper, and Gillette.
A new facility would absolutely be occupied by area
clubs during the week. With 6 regulations courts, it would
host 24-team Power Leagues on Sundays, with up to 25
percent potentially staying overnight.
There is also potential for area clubs to create and host
their own events in a new facility. The demand is there.
Tournament Opportunity Analysis
ATTACHMENT 1
23
AAU Basketball Colorado
The state is in desperate need of a comprehensive indoor
facility. AAU programs and events are typically relegated to
high school gymnasiums due to lack of available court space
in the market.
AAU events are currently occurring at Power to Play or Gold
Crown in Denver. Power to Play has good reputation, but they
are not attracting too any teams from Denver area due to
accessibility challenges and limited by spectator space.
Triple Crown would likely drive a few events to any new
facility in Fort Collins. This is a major advantage.
Denver is not a premier destination for major AAU basketball
events that attract Division One coaches due to accessibility
constraints. A Fort Collins complex likely wouldn’t be able to
host national events, but could host smaller events.
Fort Collins would likely be destination for middle school age
groups. High schoolers are playing more on a national circuit
for events, and Denver is not a destination for high school
events.
There are 30 to 40 AAU-sanctioned events currently
occurring in market. There is enough club presence in Fort
Collins area to drive middle school events, but high school
will be difficult.
Middle school club basketball is now year-around. Many kids
are just playing club ball now.
With 8 courts under one roof, there is opportunity for 15 to 20
weekend events each year. Events will likely attract Denver
area clubs, but a portion may stay overnight.
Tournament Opportunity Analysis
ATTACHMENT 1
24
Other Opportunities
Every community is looking for their “silver bullet” as it relates to hosting events
and driving sports tourism. As detailed in the management analysis, owning and
booking venues is hard work, especially due to the competition in the current
environment. Esports, for instance, certainly presents opportunity, but with a few
exceptional game and competitions, they are not driving significant traffic to a
destination (sports tourism) and, as a local draw, present challenges since the
real money is being made by the brands who push online viewing. Other trending
non-traditional sports that may present opportunity at an indoor facility include:
Badminton, Fencing
Futsal, Team Handball, Weightlifting
Gymnastics – Need local gym operator who wants to be a promoter
Martial Arts (all disciplines)
A few of these sports were identified as opportunities throughout the market
analysis. While these sports are unlikely to drive multiple major annual events to a
new complex in Fort Collins, a new venue would be able to accommodate a
variety of other flat-floor sports. These were assumed in the projections in
Chapter 10 and 11.
Tournament Opportunity Analysis
ATTACHMENT 1
25
Hotel Performance
Hotel Market Analysis
The adjacent table summarizes the
performance of the competitive hotel set
over the last five years. After three years
of stagnant performance, new supply
entered the market in 2018, resulting in
increased hotel room night demand.
While occupancy decreased, the market
is expected to stabilize once the new
hotel properties are absorbed. Average
Daily Rate (ADR) is at a level ($108) that
is relatively attractive for event planners
and tournament organizers.
ATTACHMENT 1
26
Heat
Charts
Hotel Market Analysis
The adjacent table shows the occupancy by day of the
week per month for the twelve months following
September 2017. Days of the week with occupancy
between 75 and 80 percent are shown in yellow,
suggesting mild displacement and unaccommodated
demand. Orange shows days with 80 to 90 percent
occupancy, suggesting very likely displacement. Days
in red are for times when occupancy was beyond 90
percent for the set, suggesting near-certain
displacement. As shown, there is a significant
opportunity to fill gaps the annual hotel calendar on the
weekends in winter months. This coincides with the
timing for indoor winter sports tournaments and other
flat-floor events. Due to the high occupancy levels in
the summer months (greater than 80 percent), new
hotel development will likely be necessary in order to
capture the entirety of the impact generated from an
outdoor complex.
ATTACHMENT 1
27
Heat
Charts
Hotel Market Analysis
Consistent with the previous slide, the adjacent
heat chart demonstrates attractive weekend rates
for price-conscious tournament organizers,
especially in the winter months. Rates at
competitive hotels are the lowest on the weekends
in the winter months. Once again, this is a positive
indicator for an indoor sports opportunity in a new
complex in Fort Collins.
ATTACHMENT 1
28
Executive Summary
Executive Summary
Based on the results of the market analysis detailed throughout this report, HSP presents the following headlines.
HSP’s analysis indicates significant opportunity for a new sports complex in Fort Collins to both accommodate local demand and drive sports
tourism to the city. The economic and demographic profile of the community, combined the destination appeal of Fort Collins, the presence of
large premier area sports organizations, and passionate local stakeholders, suggests that the demand for both indoor and and outdoor sports
exceeds the existing supply. While there are challenges facing the community, the level of opportunity HSP identified may result in a phased
project that will establish Fort Collins as a regional and perhaps, national destination for sports tourism.
Locally, the lack of available, quality indoor athletic facilities presents major challenges for area clubs, both indoor and outdoor sports, to train and
practice throughout the season and offseason. HSP’s analysis suggests that there is enough demand generated by Fort Collins area
organizations to fill a new court/gymnasium facility in the evenings throughout the winter season and drive significant rental revenue to any new
indoor complex. However, due to the structure of the sport of volleyball in the state, there are only two existing major multi-day volleyball
tournaments in the entire Denver market. The development of a flexible indoor court complex would certainly result in the creation of new local
and regional events and would also be able to accommodate other flat-floor activities such as pickleball, wrestling, robotics, indoor drones and
Esports, but the primary benefit would be to Fort Collins area sports organizations.
In addition, there is a significant demand for indoor synthetic turf training space from baseball, softball, and soccer organizations in the winter
months. However, the development a an indoor multipurpose space would likely serve the local population with the shortfall of gym space, but
may only generate minimal net new economic impact in the community. If the goal of any new development in Fort Collins is to drive sports
tourism, visitation, and hotel room nights, there may greater opportunity with a different type of development.
ATTACHMENT 1
29
Executive Summary
Executive Summary
The presence of Fort Collins-based Triple Crown Sports presents tremendous advantages for any future sports development in the market. The
organization is very excited about the potential opportunity in Fort Collins not only as event producers, but as residents that understand everything
the community has to offer. Fort Collins offers the amenities necessary to drive national sports tourism, other than an appropriate venue and
adequate hotel supply to support that venue. If a quality 16-diamond field complex with the appropriate support amenities were developed in Fort
Collins, Triple Crown would relocate existing national events to Fort Collins and create new events in the market. Triple Crown would produce up to
10 national events each year, the majority of which would be at least 3 days and would bring more than 100 teams to Fort Collins. There would
likely be opportunity for an additional 10 events produced by other governing bodies. Triple Crown suggested that future phases should include
multipurpose fields, pickleball, an indoor event center, and ice and water complexes.
While an outdoor diamond complex may present the greatest opportunity for hosting impactful events, the existin hotel market ill present
challen es. The majority of the branded select-service properties in Fort Collins are performing at greater than 75 percent occupancy from June
through September, the primary season for outdoor baseball, softball, and soccer events. If Fort Collins cannot capture the room night demand
driven by an outdoor complex, then surrounding communities may reap the rewards of Fort Collins’ investment. New hotel development may be
necessary to support a new outdoor sports complex development.
If not for Triple Crown’s presence in the community and interest in producing events, S s primary recommendation ould be to de elop an
indoor court complex. This is not only due to the level of demand locally and the potential development of a competitive new outdoor complex in
Windsor, but also the lack of competitive supply indoor regionally and the hotel seasonality. However, an organization with the size and resources of
Triple Crown, as well as the proven ability to produce major impactful athletic events, should not be ignored. It will be up to Fort Collins’ leadership
to determine the goals of any sports development project.
ATTACHMENT 1
30
Executive Summary
Executive Summary
Ice and aquatics complexes, generally, are extremely difficult to operate financially and do not generate the amount of economic impact that
traditional sports complexes generate. While there is certainly need for another pool in the market for school and club swim teams, the limited
impact potential combined with the proposed ice and aquatics development in Larimer County, indicate that ice and aquatics should not be a top
priority for a new Fort Collins complex. In addition, there is opportunity to grow the sports of tennis locally with new facility development,
specifically indoor. But the impact potential of tennis is limited due to the number of athletes that tournaments attract.
n a market ith such opportunity it ill likely be up to city leadership to determine the priority of any ne sports de elopment
accommodatin local needs s hostin national e ents and dri in sports tourism There is opportunity for both in Fort Collins
The sports complex location will be important. Sports and event facilities benefit the most when located in close proximity to a community’s
hospitality package. The amenities that make an attractive package include amenities such as hotels, restaurants, access to major transportation
routes. Additional criteria that can impact the feasibility of a project include site ownership/control, cost of acquisition (if any), as well as sitework
and construction costs. Only three sites identified by the project team are large enough to accommodate full build-out (indoor and outdoor) plus
room for future expansion. These are detailed in the site analysis.
Sport tourism represents one of the fastest growing sectors in tourism. Destinations that foster the inner sport tourism entrepreneur will gain
success by building programs of events and activities that deliver sustainable economic, social and promotional benefits. As Fort Collins looks to
the future, the community must continually adapt to remain a sports tourism destination. When it comes to driving tourism, filling hotel rooms and
generating economic impact in the community, the landscape of tourism, hospitality and destination appeal is competitive, and the more that can
be done to connect with visitors, the better. As consumer desire or demand grows, Fort Collins needs to be strategic and encourage sport
tourism innovation.
ATTACHMENT 1
31
Executive Summary
Executive Summary
HSP’s recommendations for Fort Collins include one of two initial development scenarios:
Develop a new, 8-court (regulation basketball; 16 volleyball) indoor sports facility that can accommodate mid-week demand driven by local groups
and host basketball tournaments, volleyball, wrestling, and other flat-floor sports (and non-sports) events during the off-season for area hoteliers.
(Scenarios 1-A and 1-B)
or
Develop a new 16-diamond synthetic turf outdoor sports facility (with multipurpose field overlays) that can host major regional and national baseball
and softball tournaments, driven in part by demand generated by Triple Crown. (Scenario 2)
Long-term, HSP recommends that any project consider the opportunity for future expansion that includes both indoor and outdoor components. This
was considered in the site analysis.
Establish a clear vision and management strategy for the facility, which allows for more freedom and entrepreneurial methods of attracting business.
There are a variety of operational models that exist across the country in addressing this increased demand on recreational facilities usage for purposes
of economic development (tourism). A close working relationship must exist between business development (tourism driven) efforts and facility
operations. Amutualunderstandingandrespectofeachstakeholder’sgoals,objectives and priorities should be reviewed and discussed.
Create a model to reinvest a portion of economic impact to the proposed facility. This may take the form of fees or assessments that are dedicated
to the facility from revenue sources such as hotel tax and sales tax. The economic, fiscal and employment impact of these investments will be
significant in terms of new supported jobs, spending, hotel room nights, and local taxes.
ATTACHMENT 1
32
Additional Context
Executive Summary
Additional questions arose in response to HSP’s assumptions and recommendations. They are clarified below:
t seems as thou h the hotels are currently busy durin the summer months ill an outdoor complex create a lot of economic
de elopment
A: As shown in our analysis, Fort Collins hotels are highly occupied during summer weekends. If a new outdoor complex is developed, it is very likely
that much of the hotel and restaurant impact will be compressed outside of the borders of Fort Collins to other nodes of hotels, restaurants and
shopping, such as Loveland. This results in a lower impact than would otherwise be captured, unless and until more hotels are developed in Fort
Collins. For this reason, the outdoor complex scenario generates about the same impact as the indoor complex, despite a much higher volume of
overall usage in the outdoor complex. For the indoor complex, hotels are generally available to absorb most hotel and other impact in the colder
months. As a result, the net impact to Fort Collins is similar for the indoor and outdoor complexes, suggesting a higher return on investment for the
indoor facility.
ill location of the facility affect the o erall economic impact enerated
Location of the facility also may have effect on the overall economic impact generated. For example, restaurants and retailers located in Centerra or
Windsor could realize more of the impact for a facility located on the east or south side of Fort Collins, versus a location more north, central or west in
the community. Also, if a facility or complex is built in a difficult to access area, it could hinder its attractiveness and therefore, impact.
ATTACHMENT 1
33
Additional Context
Executive Summary
One need that is missin at the current time in Fort Collins is an indoor turf field s this somethin to explore no or in the future
A: An indoor turf option would be appreciated and used by local organizations, but would fail to bring many impactful tournaments and events. A single
turf field is a great amenity and would be highly utilized throughout much of the year, but it does not have the ability to hold impactful tournaments,
unless it is divided up into multiple smaller fields for very young players. Tournaments require multiple fields. The cost to develop multiple indoor fields is
very high. While there are many needs in Fort Collins, the two scenarios recommended by HSP will provide a much more immediate economic impact
as well as relieve pressure on local teams/facilities.
e ha e heard that the indsor Softball/Baseball Complex may be re i ed oes this chan e the need of the outdoor diamond complex
A: For several years, there were plans for a major sports complex, Rocky Mountain Sports Park, to be developed in Windsor, CO. This facility was
originally slated to have dozens of fields, restaurants and hotels and would have had a major impact on any future development in Fort Collins.
However, the complex has reportedly been cancelled in totality as of early 2019. The private development model for major youth sports complexes has
not occurred with success in any market without public sector financing or significant participation. HSP believes that unless Windsor invests heavily in
the project, a large complex there is highly unlikely.
Outside of Triple Cro n Sports are there other roups that ould use the diamond complex
A: There are a number of potential user groups identified as a result of the study. The other users are discussed in the report. HSP believes that the
outdoor complex would be well utilized for tournaments and during weekdays, regardless if Triple Crown is involved in producing events.
ATTACHMENT 1
34
Recommendations –
Scenario 1-A
Executive Summary
1. Main Entry Lobby
2. Gymnasium
3. Seating/Viewing Areas
4. Meeting Rooms
5. Food Service
6. Lockers (4)
7. Offices
8. Restrooms
9. Storage
10. MEP
The adjacent figure, prepared by Perkins + Will, shows a concept
layout for the recommended Scenario 1-A project, which includes
eight regulation basketball courts (convertible to 16 volleyball
courts). This concept includes all support components
recommended by HSP for this scenario. Please note that this
drawing is strictly conceptual at this time. There are advantages
and disadvantages to separating the courts into two distinct event
areas, as will be described later in this document.
ATTACHMENT 1
35
Cost – Recommended Scenario 1-A
The following data, prepared by Perkins + Will, details the expected project costs for the recommended Scenario 1–A project shown on the
previous slide. Perkins + Will projects the 90,000-square foot complex to cost $27.85 million including site development and non-construction
costs. The site area required for the indoor complex would range from 15-20 acres depending on specific site features and the final layout.
Buildin Space Area Total Cost
Lounge/Lobby Spaces 4,200 $1,571,200
Locker Rooms/Team Rooms 4,250 $1,523,200
Administrative Staff Areas 1,488 $546,560
Building Support, Mechanical, Maintenance 1,175 $332,800
Gymnasium 67,914 $18,255,283
Meeting/Multipurpose Rooms 2,750 $985,600
Concession/Food Service Area 3,125 $1,072,000
Family Entertainment Center (optional) 5,000 $1,792,000
Site Development $2,844,173
Total ro ected Cost for Secondary ecommendation
* Total Cost includes construction and soft costs at a 28% multiplier for design fees, contingency, equipment, other project expenses
Executive Summary
ATTACHMENT 1
36
Recommendations –
Scenario 1-B
Executive Summary
1. Main Entry Lobby
2. Gymnasium
3. Seating/Viewing Areas
4. Meeting Rooms
5. Food Service
6. Lockers (4)
7. Offices
8. Restrooms
9. Storage
10. MEP
11. Indoor Turf Field
ndoor Synthetic Turf HSP’s analysis determined that the lack of
available indoor turf space, combined with harsh weather
conditions the throughout the winter months and lack of indoor
training space, suggests an opportunity for a multipurpose field
component in a new indoor facility. The primary turf opportunity
lies with practices and training for local sports organizations during
the offseason. A FIFA-regulation synthetic turf multipurpose field
that features drop-down dividers (allowing the complex to offer
four separate fields) would also have the ability to host certain
indoor soccer, baseball/softball, lacrosse, and other flat-floor
events throughout the offseason. Due to the significant additional
cost required to develop a this type of facility, HSP conducted a
second scenario that includes all base-scenario 1-A
recommendations with an attached multipurpose field. This is
shown in the adjacent figure.
ATTACHMENT 1
37
Cost – Scenario 1-B
The following data, prepared by Perkins + Will, details the expected project costs for the recommended Scenario 1-B project shown on the
previous slide. Perkins + Will projects the 188,000-square foot complex to cost $53.34 million including site development and non-construction
costs. The site area required for the indoor complex would range from 25-30 acres depending on specific site features and the final layout.
Executive Summary
Buildin Space Area Total Cost
Lounge/Lobby Spaces 4,200 $1,571,200
Locker Rooms/Team Rooms 4,250 $1,523,200
Administrative Staff Areas 1,488 $546,560
Building Support, Mechanical, Maintenance 1,175 $332,800
Gymnasium 67,914 $18,255,283
Turf Fieldhouse 97,900 $23,809,280
Meeting/Multipurpose Rooms 2,750 $985,600
Concession/Food Service Area 3,125 $1,072,000
Family Entertainment Center (optional) 5,000 $1,792,000
Site Development (additional costs for expanded project) $4,527,757
Total ro ected Cost for Secondary ecommendation
ATTACHMENT 1
38
The outdoor Scenario 2 recommendation, prepared by Perkins + Will,
represents a concept layout for a roughly 80 acre site including the following:
16 synthetic turf baseball diamonds arranged in (4) four-plex clusters.
8 synthetic fields would be full-sized (400’) for adult, high school and
collegiate league use
8 synthetic turf fields would be youth sized (300’) for ages up to 13 years.
The fencing is arranged to allow for multipurpose fields to be striped in the
outfield of each diamond.
The complex includes parking for at least 450 vehicles, paving, site circulation,
viewing and gathering plazas, and area for site maintenance, drainage and
detention.
Recommendation –
Scenario 2
Executive Summary
Site 4 baseball area re diamond uirement 4-plexes with circulation and practice areas 36.0 acres
Parking for approximately 450 cars 4.0 acres
Multiply developed area by roughly 2.00 for buffers, paving, detention, etc. 40.0 acres
Total estimated Site area re uired for Baseball/M Fields Complex acres
ATTACHMENT 1
39
Recommendation –
Scenario 2 Cost
The following data, prepared by Perkins + Will, details the expected project costs for the recommended Scenario 2 project shown on the
previous slide. Perkins + Will projects the 80 acre complex to cost $27 million including site development and non-construction costs.
ro ect cate ory Total Cost
Baseball Fields Development $16,758,840
Fields, field lighting, lawn areas, restroom & concession buildings, dugouts, seating
Parking and Driveways $2,468,000
Parking lots, driveways, specialty paving, sidewalks, signage
General Site Development $1,465,070
Grass, landscaping, trees, fencing, furnishings, enclosures, etc.
Site Lighting $135,000
Lighting for parking lots, driveways, pedestrian
Development Costs (water taps, utility development fees, reports, submittals) $750,000
Non-construction costs (design & engineering fees, contingencies, equipment) $5,257,728
Total ro ected Cost for rimary ecommendation
Executive Summary
ATTACHMENT 1
40
Summary of Scenarios
Executive Summary
The adjacent tables compares the cost,
performance, and projected impact of the three
sports complex development scenarios. While
Scenario 1-B (with an attached synthetic turf
multipurpose field) will accommodated excess
demand generated by local groups and teams
for offseason practice and training, the
incremental benefit to the community as a
result of net new visitation and spending is
minimal compared to scenario 1-A. Scenario 2
generates the greatest impact of the three
facilities, but the impact is limited due to the
existing hotel demand in the summer months
in Fort Collins. Conversely, indoor complexes
generate the majority of their impact and room
nights throughout the winter months, allowing
Fort Collins to capture the majority of the
impact driven by the facility.
Fort Collins Summary of Scenarios
Scenario A ndoor Courts
Scenario B Courts ith
ndoor Multipurpose Scenario Outdoor iamonds
Facility Size 90 000 SF 188 000 SF 80-90 acres
Pro ected Cost 27.9 million 53.3 million 27.0 million
of Annual Events Stabilized 90 101 39
Annual Event Attendance Stabilized 76 400 83 600 131 700
Net Operating Income Loss - ear 5 - 111 000 - 92 000 - 255 000
Total Annual Room Nights Generated ear 5 12 259 13 713 24 573
Net New Room Nights Captured in Fort Collins 11,646 13,028 13,269
Net New Spending 20 years 138 849 000 154 042 000 201 908 000
FTE Jobs Supported 117 133 151
New Taxes Collected 20 years 3 860 000 4 297 000 5 213 000
Source: Hunden Strategic Partners
ATTACHMENT 1
Sports Complex (Options 1A/1B)
8 indoor courts for multi-sport, plus 1 indoor turf field for option B. Geared to supporting local use for
year-round. Can also support possible regional tournaments and other events.
Positive
• Large indoor space could be used
for shelter/gathering in the event of
severe weather event to aid
resiliency
Negative
• Only greenfield spaces have been
identified for the site, so any
development will disrupt natural
environment
Positive
• Tournament use would promote
some additional tourism and
patronizing of local businesses,
such as restaurants
• Helps showcase Fort Collins as a
destination
• May alleviate some demand on
existing recreation facilities
Negative
• None identified
Positive
• Provides additional opportunities to
access physical activity
• Indoor facility may promote more
feeling of safety vs. outdoor
recreation opportunities
• Provides additional opportunity for all
community members to access City
services
Negative
• None identified
Tradeoffs
• Potentially neutral impact to transportation- could have reduced trip duration by adding a local facility, but the facility will
also drive additional traffic.
• There may be additional site dependent tradeoffs
Mitigations
• Building to LEED certification would mitigate energy use and climate action impacts
Key Alignment:
2.1 Improve the community’s sense of place with a high value on natural areas, culture, recreation and park systems.
ATTACHMENT 2 2.2
Packet Pg. 45
Attachment: Triple Bottom Line Scenarios (8186 : Sports Complex Facility Feasibility Study)
X
X
X
ATTACHMENT 2
2.2
Packet Pg. 46
Attachment: Triple Bottom Line Scenarios (8186 : Sports Complex Facility Feasibility Study)
Sports Complex (Option 2)
16 lit outdoor synthetic fields for multi-sport. Geared to attract large tournaments and tourism focus.
Can also support ongoing leagues, however we are not currently constrained on capacity.
Positive
• Synthetic fields require less water
use than traditional fields, and does
not require traditional combustion
lawn equipment to maintain
Negative
• Only greenfield spaces have been
identified for the site, so any
development will disrupt natural
environment
• Synthetic turf requires replacement
every 10-20 years and is not
currently recyclable
Positive
• Ability to attract national
tournaments would draw more
visitors and tourism to the City,
contributing to hotel, short-term
rental, restaurant, and other sales
tax growth
• This facility would be the premier
destination of it’s kind in Colorado,
contributing to community brand
and identity
• May alleviate some demand on
other community park facilities
Negative
• None identified
Positive
• Provides additional opportunities to
access physical activity
• Provides additional opportunity for all
community members to access City
services
Negative
• None identified
Tradeoffs
• Potentially neutral impact to transportation- could have reduced trip duration by adding a local facility, but the facility will also drive
additional traffic.
• There may be additional site dependent tradeoffs
Mitigations
• Using synthetic turf mitigates water impacts
• Using energy efficient grade materials (such as LED lighting for fields) will minimize energy impacts
Key Alignment:
2.1 Improve the community’s sense of place with a high value on natural areas, culture, recreation and park systems.
3.6 Enhance the economic vitality of our community.
ATTACHMENT 2
2.2
Packet Pg. 47
Attachment: Triple Bottom Line Scenarios (8186 : Sports Complex Facility Feasibility Study)
ATTACHMENT 2
2.2
Packet Pg. 48
Attachment: Triple Bottom Line Scenarios (8186 : Sports Complex Facility Feasibility Study)
Economic Health Office
300 LaPorte Avenue
PO Box 580
Fort Collins, CO 80522
970.221.6505
970.224.6107 - fax
fcgov.com
MEMORANDUM
DATE: July 24, 2019
TO: Mayor and Councilmembers
CC: Darin Atteberry, City Manager;
Jeff Mihelich, Deputy City Manager;
Jacqueline Kozak-Thiel, Chief Sustainability Officer
Josh Birks, Economic Health and Redevelopment Director
FROM: Denichiro “Denny” Otsuga, Chair – Economic Advisory Commission;
Connor Barry, Vice-Chair – Economic Advisory Commission; and
Members, Economic Advisory Commission for 2019
RE: SPORTS COMPLEX FACILITY FEASIBILITY STUDY
On July 17, the Economic Advisory Commission (EAC) heard a presentation on a potential multi-use
sports complex that could drive sports tourism to the City. The purpose of this memorandum is to
provide a summary of EAC’s discussion and comments based on this presentation.
Summary of Discussion:
• Several Commission members noted that the opportunity costs of building a sports complex must be
fully considered, including:
- Use of City of Fort Collins tax dollars especially if a sports complex does not “pay for itself”, that
is, if it will be subsidized specifically for the sports tourism.
- Commercial or other uses of the land since there is limited availability of undeveloped land.
- The Commission has concerns on the facility’s capacity to generate sales tax revenue for the City,
that is realistic, accounting for the historical leakage of benefits to surrounding communities.
- Other potential investments in tourism (e.g. upcoming regional tourism plan). Does building this
complex preclude other investments that might be a better fit for Fort Collins and/or provide
greater increased tax revenue?
• Encouraged staff to formulate innovative ways to leverage this proposal with other projects. For
example, use of an outdoor complex that doubles as a community park; combined development with
hotels and other commercial development to help pay for the capital costs of the complex;
marketing plan and campaign for the city and the region to ensure maximum use of the facility.
• The Commission noted the significant local demand for indoor facilities (as confirmed by the
presenting staff) that differs from one targeted to regional tourism.
ATTACHMENT 3
2.3
Packet Pg. 49
Attachment: Economic Advisory Commission Memo - July 24, 2019 (8186 : Sports Complex Facility Feasibility Study)
ATTACHMENT 4
2.4
Packet Pg. 50
Attachment: Visit Fort Collins Letter of Support (8186 : Sports Complex Facility Feasibility Study)
1
Fort Collins Sports Facility: Impact and Feasibility Analysis Report
Presenters: Wendy Williams, Bob Adams, Rob Hunden
ATTACHMENT 5
2.5
Packet Pg. 51
Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Background
• The 2017-2018 budget included funding
for a Sports Complex Economic Impact
and Feasibility study.
• Hunden Strategic Partners (HSP),
including staff at Perkins + Will, was
hired through a competitive RFP
process in 2018.
2
ATTACHMENT 5
2.5
Packet Pg. 52
Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Impact and Feasibility Study
• Hunden Strategic Partners conducted a comprehensive analysis
around the development of a multi-use facility within city limits.
• Findings from the study outlined the following options for the
proposed sports complex:
• Option 1: Build a complex that is designed to address local,
community needs
• Option 2: Build a complex that is designed to drive local sports
tourism and economic impact
• Option 3: Build a complex that addresses both priorities in
some way
3
ATTACHMENT 5
2.5
Packet Pg. 53
Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Questions for Council
• What additional information, if any, does
Council think would be helpful?
• What are the priority gaps this project should
address?
• Parks and Recreation Policy Plan –
focusing on local needs
• Tourism Master Plan –
focusing on economic impact and growth
• Does Council want to move forward with this
project?
• Should staff pursue opportunities for potential
partnerships or donative relationships?
4
ATTACHMENT 5
2.5
Packet Pg. 54
Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Executive Summary
The Hunden Strategic Partners Team, including professionals at Perkins + Will, was engaged by the City of Fort Collins to conduct
a comprehensive market, financial feasibility, and economic impact analysis for the development of a sports facility within the city
limits. The key questions that HSP was tasked to answer were:
What is the market opportunity for a new indoor or outdoor sports complex development in Fort Collins?
What is the existing supply of sports and recreation facilities in Fort Collins and the surrounding area? Is there a gap in quality
or size of facilities? What is the level of local demand for a new sports complex?
What is the existing state and greater regional supply of sports complexes capable of hosting impactful tournaments and
events? Is there a gap in supply that a new Fort Collins facility could accommodate? What is the opportunity to host major
state and regional tournaments?
How is the area hotel market performing? What does this mean for the market opportunity for a new sports complex?
Based on the comprehensive market analysis, what are the conclusions and recommendations? Should multiple scenarios
be considered?
How is the recommended sports facility projected to perform? What is the expected economic, fiscal, and employment impact
of such a development?
What are the site options for such a development? What are the pros and cons of the potential development sites?
Executive Summary 5
ATTACHMENT 5
2.5
Packet Pg. 55
Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Drive Time Demographics
Due to Denver’s distance from
surrounding metropolitan hubs, the
majority of the tournament and event
attendees will likely come from within
this three-hour radius (population: 5.3
million)
Economic, Demographic, and Tourism Analysis 6
ATTACHMENT 5
2.5
Packet Pg. 56
Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Relevant Hotel Supply
Approximately 3,100 rooms among
33 hotels are currently offered in
Fort Collins.
7
Fort Collins Hotel Supply
Property Distance Rooms Chain Scale Open
Autograph Collection The Elizabeth Hotel 0.1 164 Upper Upscale Dec-17
The Armstrong Hotel 0.2 45 Indep Jun-28
Best Western University Inn 0.8 70 Midscale Jun-61
El Palomino Motel 1.2 36 Indep Jun-43
Hilton Fort Collins 1.4 256 Upper Upscale May-85
Budget Host Fort Collins 1.5 30 Economy Jun-74
Best Western Kiva Inn 1.6 62 Midscale Feb-82
Americas Best Value Inn Fort Collins 1.7 40 Economy Aug-61
Marriott Fort Collins 3.3 229 Upper Upscale Jun-85
Days Inn Fort Collins 3.5 77 Economy Jun-81
Motel 9 3.5 35 Indep Jun-88
Super 8 Fort Collins 3.6 69 Economy Jun-85
La Quinta Inns & Suites Fort Collins 3.6 135 Midscale Jun-72
Baymont Inn & Suites Fort Collins 3.6 62 Midscale Jul-95
Quality Inn & Suites I 25 North Fort Collins 3.7 87 Midscale Dec-14
Clarion Inn Fort Collins 3.7 110 Upper Midscale Nov-65
Quality Inn & Suites University Fort Collins 3.7 66 Midscale Jun-97
Motel 6 Fort Collins 3.8 127 Economy Sep-78
Comfort Inn Fort Collins North 3.8 62 Upper Midscale Nov-00
Americas Best Value Inn & Suites Ft Collins E at I 25 4.1 120 Economy Jun-85
Candlewood Suites Fort Collins 4.1 83 Midscale Dec-14
Courtyard Fort Collins 4.5 112 Upscale Mar-96
Holiday Inn Express & Suites Fort Collins 4.6 89 Upper Midscale Oct-05
Comfort Suites Fort Collins 4.6 66 Upper Midscale Jul-98
Homewood Suites by Hilton Fort Collins 4.6 99 Upscale May-07
Hampton Inn Fort Collins 4.6 75 Upper Midscale Oct-96
Residence Inn Fort Collins 4.6 113 Upscale Jul-99
Home2 Suites by Hilton Fort Collins 4.9 108 Upper Midscale Apr-18
Hilton Garden Inn Fort Collins 5.2 120 Upscale Sep-07
Cambria hotel & suites Fort Collins 5.3 90 Upscale Sep-08
Fairfield Inn & Suites Fort Collins South 5.6 106 Upper Midscale Nov-18
AmericInn Lodge & Suites Fort Collins South 8.8 61 Midscale Nov-00
Days Inn Wellington Fort Collins Area 8.8 93 Economy Jun-04
Total/Average 3.72 3,097 -- Jun-90
Source: Smith Travel Research
Hotel Market Analysis
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Lodging Summary
The existing hotel supply has a fairly even distribution among chain scales,
providing different price points and quality levels for potential visitors.
Hotel Market Analysis 8
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Map
Tournaments and groups for sports
typically prefer lower-cost, branded
hotels with built-in breakfast, such as
Hampton Inn, Fairfield, Hyatt Place,
etc. Due to cost and efficiency, they
tend to avoid full-service hotels. The
majority of the preferred branded,
select service hotels are located 4.5
miles south of downtown Fort
Collins.
Hotel Market Analysis 9
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Local Athletic Supply - Outdoor
Fort Collins area clubs are
leaving the city and traveling
to Loveland and Greeley for
weekend tournaments
throughout the summer
months.
10
Local Outdoor Athletic Complex Supply
Venue Location
Outdoor Multipurpose
Multipurpose Turf Fields
Outdoor Baseball/Softball
Basketball
Tennis
Sand Volleyball
Other
City Park Fort Collins -- -- 2 -- -- -- Baseball field with bleachers and adjacent softball field
Edora Park Fort Collins -- -- 2 -- 6 --
Fort Collins Soccer Complex Fort Collins 11 -- -- -- -- -- Field arrangement and quantity can vary
Fossil Creek Park Fort Collins -- -- 2 2 5 --
Greenbriar Park Fort Collins -- -- 2 -- -- --
Martinez Park Fort Collins -- -- 2 3 4 --
Rolland Moore Park Fort Collins -- -- 4 5 8 2 Temporary multipurpose fields can be created in the outfield
Spring Canyon Park Fort Collins -- -- 2 3 3 2
Spring Park Fort Collins -- 2 -- -- --
Troutman Park Fort Collins 4 -- -- 1 2 --
Twin Silo Park Fort Collins -- -- 2 -- 4 --
Warren Park Fort Collins 2 -- 1 1 4 1
Barnes Park Loveland -- -- 10 -- -- -- Batting cages
Centennial Baseball Complex Loveland -- -- 6 -- 4 --
Loveland Sports Park Loveland 8 1 -- 2 -- 2 One turf championship field
Diamond Valley Sports Complex Windsor -- -- 3 -- -- --
Source: Various Sources
Local Sports Supply Analysis
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Local Athletic Supply
Local Sports Supply Analysis 11
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Local Athletic Supply
As shown, only one facility in
Fort Collins area offers more
than two basketball courts in
one location, indicating a major
supply gap.
12
Relevant Local Indoor Athletic Complex Supply
Venue Location
Indoor Synthetic Turf
Basketball
Volleyball
Indoor Tennis
Pool
Ice
Other
The Edge Sports Center* Fort Collins 1 -- -- -- -- -- Batting cages
Endora Pool Ice Center (EPIC) Fort Collins -- -- -- -- 1 2 10-lane, 50m pool, seating for 1,000
Mulberry Pool Fort Collins -- -- -- -- 1 -- 6-lane, 25-yard
NoCo Ice Center Fort Collins----------1
Northside Aztlan Community Center Fort Collins -- 3 3 -- -- -- Weight room
Fort Collins Senior Center Fort Collins -- 1 1 -- 1 -- 4-lane, 25-yard
Budweiser Events Center Loveland -- 1 1 -- -- 1 7,200-seat arena
Arena Sports LLC* Windsor 1 -- 3 -- -- --
Norco Volleyball Club Windsor -- -- 6 -- -- --
Power 2 Play Sports Events Center Windsor -- 6 6 -- -- -- Concession and lounge area between courts
*Uncertain future
Source: Various Sources
Local Sports Supply Analysis
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Local Athletic Supply
Local Sports Supply Analysis 13
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Competitive Regional Supply
Aurora Sports Park and Dick’s
Sporting Goods Park, which
both offer ore than 24 fields,
are considered the premier
outdoor multipurpose
complexes in Denver market
and are the primary destinations
for existing outdoor events.
State and Regional Sports Analysis 14
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Competitive Regional Supply
State and Regional Sports Analysis 15
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Competitive Regional Supply
Overall, HSP’s
analysis suggests
that the competitive
supply of
comprehensive
indoor complexes
capable of
accommodating
tournaments is
lacking compared to
outdoor complexes.
16
Relevant Indoor Regional Athletic Supply
Venue Location
Distance from
Fort Collins (mi)
Indoor Synthetic Turf
Basketball
Volleyball
Indoor Tennis
Pool
Ice
Veterans Meorial Aquatics Center Thornton, CO 52.0 -- -- -- -- 1 --
George J Meyers Pool Arvada, CO 53.7 -- -- -- -- 1 --
Sport Stable Superior, CO 58.4 1 2 4 -- -- 1
Ice Centre at Promenade Westminster, CO 59.1 -- -- -- -- -- 3
Gold Crown Fieldhouse Lakewood, CO 68.0 -- 6 8 -- -- --
Carmody Recreation Center Lakewood, CO 74.2 -- -- -- -- 1 --
Colorado Momentum Volleyball Centennial, CO 80.3 -- -- 4 -- -- --
Colorado Volleyball Association Englewood, CO 82.3 -- -- 3 -- -- --
Play it Now Sports Colorado Springs, CO 130.0 1 -- 4 -- -- --
Source: Various Sources
State and Regional Sports Analysis
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Competitive Regional Supply
State and Regional Sports Analysis 17
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Triple Crown Sports
The group will produce 119 events in 36
states in 2019. Approximately 70
percent of the events are baseball or
fast-pitch softball, while the remainder
are comprised of lacrosse, basketball,
and volleyball.
Triple Crown produces the largest
softball event in the country over the 4th
of July. The event uses fields across 27
cities in Colorado. Triple Crown also
produces the 2nd
largest baseball event
in the country in Omaha during College
World Series.
18
The average event is 3.5 days. Some
national events last a week, while other
events are smaller regional two- day
events. The typical overnight stay is
three or four nights per visitor.
They are currently producing 12
baseball events and 6 fastpitch events
in the state of Colorado. These are
occurring in Aurora, Johnstown,
Windsor, Loveland and Fort Collins.
Events typically last 3 days and attract
150 teams per event.
Demand Analysis and Stakeholder Feedback
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Triple Crown Sports
The adjacent figure shows an
example of cut-out wings for
outfield overlays with
multipurpose fields.
Demand Analysis and Stakeholder Feedback 19
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Triple Crown Sports
This facility, with 16 synthetic turf
diamonds and multipurpose fields
overlays, would be the premier outdoor
diamond complex in the state.
With 16 fields, the complex could host
up to 75 teams, plus an additional 50
teams throughout the city. This venue
would attract 125 teams over three
days, on average. Some events would
last five or six days.
20
Future phases of development
recommended by Triple Crown include:
24 pickleball courts
A 500,000-square foot
convention center for basketball
and volleyball events
A dedicated indoor complex with six to
eight basketball courts would certainly
accommodate demand from area clubs,
but the events would be locally and
regionally-based. This type of facility
would not be large enough to attract
national events.
Demand Analysis and Stakeholder Feedback
ATTACHMENT 5
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Volleyball Stakeholders
NORCO built their own complex and a
few clubs are training at Power to Play,
but many clubs are utilizing any
available gym space they can find. This
includes senior centers, churches,
elementary schools, which present
limited availability and scheduling
challenges.
Area clubs are constantly travelling to
Colorado Springs and Denver for
Sunday events.
21
Sixcourtsinonelocationwouldmeet
needs of Fort Collins area volleyball
clubs, but it would not meet the needs of
all of Northern Colorado. The entire
region is lacking training space.
There is a major need for indoor court
training and practice space for area
volleyball programs. There is a waiting
list for many clubs due to lack of court
times.
Demand Analysis and Stakeholder Feedback
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
USA Volleyball Rocky Mountain Region
Tournament Opportunity Analysis 22
One-day tournaments, the Power
League, occur every Sunday from
January through April. Two major multi-
day events currently occur in the region
(downtown Denver) each year over
Martin Luther King and Presidents Day
Weekend.
There are six or seven 2- and 4- court
volleyball facilities in greater Denver
market that are run by premier clubs or
third parties. These are the primary
indoor venues in addition to Power to
Play.
A new facility would absolutely be
occupied by area clubs during the week.
With 6 regulations courts, it would host
24-team Power Leagues on Sundays,
with up to 25 percent potentially staying
overnight.
There is also potential for area clubs to
create and host their own events in a
new facility. The demand is there.
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
AAU Basketball Colorado
23
The state is in desperate need of a
comprehensive indoor facility. AAU
programs and events are typically
relegatedtohighschoolgymnasiums
due to lack of available court space in
the market.
AAU events are currently occurring at
Power to Play or Gold Crown in Denver.
Power to Play has good reputation, but
they are not attracting too any teams
from Denver area due to accessibility
challenges and limited by spectator
space.
There are 30 to 40 AAU-sanctioned
events currently occurring in market.
There is enough club presence in Fort
Collins area to drive middle school
events, but high school will be difficult.
With 8 courts under one roof, there is
opportunity for 15 to 20 weekend events
each year. Events will likely attract
Denver area clubs, but a portion may
stay overnight.
Tournament Opportunity Analysis
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Other Opportunities
24
Other trending non-traditional sports that may
present opportunity at an indoor facility include:
Badminton, Fencing
Futsal, Team Handball, Weightlifting
Gymnastics – Need local gym operator who
wants to be a promoter
Martial Arts (all disciplines)
A few of these sports were identified as
opportunities throughout the market analysis. While
these sports are unlikely to drive multiple major
annual events to a new complex in Fort Collins, a
new venue would be able to accommodate a variety
of other flat-floor sports. These were assumed in the
projections in Chapter 10 and 11.
Tournament Opportunity Analysis
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Hotel Performance
After three years of
stagnant performance,
new supply entered
the market in 2018,
resulting in increased
hotel room night
demand. Average
Daily Rate (ADR) is at
a level ($108) that is
relatively attractive for
event planners and
tournament
organizers.
Hotel Market Analysis 25
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Heat Charts
As shown, there is a significant
opportunity to fill gaps the annual
hotel calendar on the weekends in
winter months. This coincides with
the timing for indoor winter sports
tournaments and other flat-floor
events. Due to the high occupancy
levels in the summer months
(greater than 80 percent), new hotel
development will likely be
necessary in order to capture the
entirety of the impact generated
from an outdoor complex.
Hotel Market Analysis 26
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Heat Charts
Rates at competitive hotels are
the lowest on the weekends in
the winter months. Once again,
this is a positive indicator for an
indoor sports opportunity in a
new complex in Fort Collins.
Hotel Market Analysis 27
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Executive Summary
Based on the results of the market analysis detailed throughout this report, HSP presents the following headlines:
HSP’s analysis indicates significant opportunity for a new sports complex in Fort Collins to both accommodate
local demand and drive sports tourism to the city.
The economic and demographic profile of the community, combined with the destination appeal of
Fort Collins, the presence of large premier area sports organizations, and passionate local
stakeholders, suggests that the demand for both indoor and outdoor sports exceeds the existing
supply.
The development of a flexible indoor court complex would certainly result in the creation of new local and
regional events and would also be able to accommodate other flat-floor activities such as pickleball, wrestling,
robotics, indoor drones and Esports, but the primary benefit would be to Fort Collins area sports organizations.
There is a significant demand for indoor synthetic turf training space from baseball, softball, and soccer
organizations in the winter months. If the goal of any new development in Fort Collins is to drive sports tourism,
visitation, and hotel room nights, there may greater opportunity with a different type of development.
Executive Summary 28
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Executive Summary
The presence of Fort Collins-based Triple Crown Sports presents tremendous advantages for any future
sports development in the market. Triple Crown would produce up to 10 national events each year, the
majority of which would be at least 3 days and would bring more than 100 teams to Fort Collins. There
would likely be opportunity for an additional 10 events produced by other governing bodies. Triple Crown
suggested that future phases should include multipurpose fields, pickleball, an indoor event center, and ice
and water complexes.
While an outdoor diamond complex may present the greatest opportunity for hosting impactful events, the
existing hotel market will present challenges. If Fort Collins cannot capture the room night demand
driven by an outdoor complex, then surrounding communities may reap the rewards of Fort Collins’
investment. New hotel development may be necessary to support a new outdoor sports complex
development.
If not for Triple Crown’s presence in the community and interest in producing events, HSP’s primary
recommendation would be to develop an indoor court complex. This is not only due to the level of
demand locally and the potential development of a competitive new outdoor complex in Windsor, but also
the lack of competitive supply indoor regionally and the hotel seasonality.
Executive Summary 29
ATTACHMENT 5
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Executive Summary
Ice and aquatics complexes, generally, are extremely difficult to operate financially and do not
generate the amount of economic impact that traditional sports complexes generate. While there is
certainly need for another pool in the market for school and club swim teams, the limited impact
potential combined with the proposed ice and aquatics development in Larimer County, indicate
that ice and aquatics should not be a top priority for a new Fort Collins complex.
In a market with such opportunity, it will likely be up to city leadership to determine the
priority of any new sports development: accommodating local needs vs. hosting national
events and driving sports tourism. There is opportunity for both in Fort Collins.
The sports complex location will be important. Sports and event facilities benefit the most when
located in close proximity to a community’s hospitality package. The amenities that make an
attractive package include hotels, restaurants, access to major transportation routes.
Executive Summary 30
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Executive Summary
HSP’s recommendations for Fort Collins include one of two initial development scenarios:
• Develop a new, 8-court (regulation basketball; 16 volleyball) indoor sports facility that can accommodate mid-week
demand driven by local groups and host basketball tournaments, volleyball, wrestling, and other flat-floor sports (and
non-sports) events during the off-season for area hoteliers. (Scenarios 1-A and 1-B) OR
• Develop a new 16-diamond synthetic turf outdoor sports facility (with multipurpose field overlays) that can host major
regional and national baseball and softball tournaments, driven in part by demand generated by Triple Crown. (Scenario
2)
Long-term, HSP recommends that any project consider the opportunity for future expansion that includes both indoor and
outdoor components. This was considered in the site analysis.
• Establish a clear vision and management strategy for the facility, which allows for more freedom and entrepreneurial
methods of attracting business.
• Create a model to reinvest a portion of economic impact to the proposed facility.
Executive Summary 31
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Recommendations – Scenario 1-A
This concept includes all support components
recommended by HSP for this scenario. Please
note that this drawing is strictly conceptual at
this time.
Executive Summary 32
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Cost – Recommended Scenario 1-A
Perkins + Will projects the 90,000-square foot complex to cost $27.85 million including site development and non-construction
costs. The site area required for the indoor complex would range from 15-20 acres depending on specific site features and the final
layout.
Executive Summary 33
Building Space Area Total Cost ($) *
Lounge/Lobby Spaces 4,200 $1,571,200
Locker Rooms/Team Rooms 4,250 $1,523,200
Administrative Staff Areas 1,488 $546,560
Building Support, Mechanical, Maintenance 1,175 $332,800
Gymnasium 67,914 $18,255,283
Meeting/Multipurpose Rooms 2,750 $985,600
Concession/Food Service Area 3,125 $1,072,000
Family Entertainment Center (optional) 5,000 $1,792,000
Site Development $2,844,173
Total Projected Cost for Secondary Recommendation $27,850,817
*Total Cost includes construction and soft costs at a 28% multiplier for design fees, contingency, equipment, other project expenses
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Recommendations – Scenario 1-B
Indoor Synthetic Turf: The
primary turf opportunity lies with
practices and training for local
sports organizations during the
offseason. A FIFA-regulation
synthetic turf multipurpose field
that features drop-down dividers
(allowing the complex to offer four
separate fields) would also have
the ability to host certain indoor
soccer, baseball/softball, lacrosse,
and other flat-floor events
throughout the offseason.
Executive Summary 34
1. Main Entry Lobby
2. Gymnasium
3. Seating/Viewing Areas
4. Meeting Rooms
5. Food Service
6. Lockers (4)
7. Offices
8. Restrooms
9. Storage
10. MEP
11. Indoor Turf Field
11
3
4
5
1
7
8
3
2
10 9 6
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Cost – Recommended Scenario 1-A
Perkins + Will projects the 188,000-square foot complex to cost $53.34 million including site development and non-construction
costs.Thesitearearequiredfortheindoor complex would range from 25-30 acres depending on specific site features and the final
layout.
Executive Summary 35
Building Space Area Total Cost ($) *
Lounge/Lobby Spaces 4,200 $1,571,200
Locker Rooms/Team Rooms 4,250 $1,523,200
Administrative Staff Areas 1,488 $546,560
Building Support, Mechanical, Maintenance 1,175 $332,800
Gymnasium 67,914 $18,255,283
Turf Fieldhouse 97,900 $23,809,280
Meeting/Multipurpose Rooms 2,750 $985,600
Concession/Food Service Area 3,125 $1,072,000
Family Entertainment Center (optional) 5,000 $1,792,000
Site Development (additional costs for expanded project) $4,527,757
Total Projected Cost for Secondary Recommendation 187,802 $53,343,681
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Recommendation – Scenario 2
The outdoor Scenario 2 recommendation, prepared by Perkins + Will, represents a
concept layout for a roughly 80 acre site including the following:
• 16 synthetic turf baseball diamonds arranged in (4) four-plex clusters.
• 8 synthetic fields would be full-sized (400’) for adult, high school and collegiate league
use
• 8 synthetic turf fields would be youth sized (300’) for ages up to 13 years.
• The fencing is arranged to allow for multipurpose fields to be striped in the outfield of
each diamond.
The complex includes parking for at least 450 vehicles, paving, site circulation, viewing and
gathering plazas, and area for site maintenance, drainage and detention.
Executive Summary 36
Site area requirement:
4 baseball diamond 4-plexes with circulation and practice areas 36.0 acres
Parking for approximately 450 cars 4.0 acres
Multiply developed area by roughly 2.00 for buffers, paving, detention, etc. 40.0 acres
Total estimated Site area required for Baseball/MP Fields Complex 80.0-90.0 acres
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Recommendation – Scenario 2 Cost
Perkins + Will projects the 80 acre complex to cost $27 million including site development and
non-construction costs.
Executive Summary 37
Project category Total Cost ($)
Baseball Fields Development $16,758,840
Fields, field lighting, lawn areas, restroom & concession buildings, dugouts, seating
Parking and Driveways $2,468,000
Parking lots, driveways, specialty paving, sidewalks, signage
General Site Development $1,465,070
Grass, landscaping, trees, fencing, furnishings, enclosures, etc.
Site Lighting $135,000
Lighting for parking lots, driveways, pedestrian
Development Costs (water taps, utility development fees, reports, submittals) $750,000
Non-construction costs (design & engineering fees, contingencies, equipment) $5,257,728
Total Projected Cost for Primary Recommendation $26,971,138
ATTACHMENT 5
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Attachment: Powerpoint Presentation (8186 : Sports Complex Facility Feasibility Study)
Summary of Scenarios
• While Scenario 1-B will accommodate
excess demand generated by local
groups and teams for offseason
practice and training, the incremental
benefit to the community is minimal
compared to scenario 1-A.
• Scenario 2 generates the greatest
impact of the three facilities, but the
impact is limited due to the existing
hotel demand in the summer months in
Fort Collins.
• Indoor complexes generate the
majority of their impact and room
nights throughout the winter months,
allowing Fort Collins to capture the
majority of the impact driven by the
facility.
Executive Summary 38
Fort Collins - Summary of Scenarios
Scenario 1-A (Indoor Courts)
Scenario 1-B (Courts with
Indoor Multipurpose) Scenario 2 (Outdoor Diamonds)
Facility Size 90,000 SF 188,000 SF 80-90 acres
Projected Cost $27.9 million $53.3 million $27.0 million
# of Annual Events (Stabilized) 90 101 39
Annual Event Attendance (Stabilized) 76,400 83,600 131,700
Net Operating Income (Loss) - Year 5 -$111,000 -$92,000 -$255,000
Total Annual Room Nights Generated (Year 5) 12,259 13,713 24,573
Net New Room Nights Captured in Fort Collins 11,646 13,028 13,269
Net New Spending (20 years) $138,849,000 $154,042,000 $201,908,000
FTE Jobs Supported 117 133 151
New Taxes Collected (20 years) $3,860,000 $4,297,000 $5,213,000
Source: Hunden Strategic Partners
ATTACHMENT 5
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Questions for Council
• What additional information, if any, does
Council think would be helpful?
• What are the priority gaps this project should
address?
• Parks and Recreation Policy Plan –
focusing on local needs
• Tourism Master Plan –
focusing on economic impact and growth
• Does Council want to move forward with this
project?
• Should staff pursue opportunities for potential
partnerships or donative relationships?
39
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40
Fort Collins Sports Facility: Impact and Feasibility Analysis Report
Presenters: Wendy Williams, Bob Adams, Rob Hunden
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Potential Locations
41
ATTACHMENT 5
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Potential Locations
42
Site Location Scenario Fit
Mountain Vista Drive and Summitview Drive 1 and 2
Mountain Vista Drive and Giddings Road 1 and 2
East Vine Drive and West 1-25 Frontage
Road
1 and 2
East Mulberry Street and Greenfield Court 1 and 2 (no future expansion)
East I-25 Frontage Road and East Prospect
Road
1 and 2 (no future expansion)
East 1-25 Frontage Road, south of Mountain
Vista Drive
1 and 2 (no future expansion)
ATTACHMENT 5
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Potential Locations
43
Site Location Scenario Fit
East 1-25, south of East Vine Drive 1
East 1-25 Frontage Road at Mulberry and
Cloverleaf Way
1
East 1-25 Frontage Road, north of East Vine
Drive
1
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DATE:
STAFF:
August 13, 2019
Josh Birks, Economic Health Director
Jeff Mihelich, Deputy City Manager
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Economic Health Strategy Update.
EXECUTIVE SUMMARY
The purpose of this item is to provide Council with an overview and update of the City's economic health strategy.
In addition, the item will provide information about current activities led by the Economic Health Office that tie to
Council's priorities:
• Strategies that create community jobs
• Small business plan
Based on the information provided, Council will have an opportunity to discuss and refine the above priorities.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council have feedback on the current Economic Health Strategy and focus on Economic Resilience?
2. Does Council have any additional clarification of the two priorities highlighted in tonight’s materials?
a. Strategies that create community jobs (Talent)
b. Small business plan (Support)
BACKGROUND / DISCUSSION
Introduction:
The City implements a variety of programs and services focused on preserving and enhancing economic health
and resiliency. Prior to and during the mid-2000s, the economy was not a specific focus. City efforts centered on
constructing and maintaining high-quality community assets such as parks, trails, and open space. The economic
downturn of 2001-2003 triggered by a bursting of the technology sector bubble created an impetus for the
community and City Council to embrace a new direction on the economy. City Council collaborated with the
Economic Vitality and Sustainability Action Group (EVSAG), which made recommendations on how to balance
the community’s value of stewardship and quality of place against engagement in economic health efforts.
City Council refined and adopted several of the EVSAG recommendations in 2005 as part of an Economic Action
Plan. Shortly after adoption the first staff person was hired to focus on Economic Health. Since 2005 the
Economic Health Office has continued to grow and evolve to a team of seven full time professional staff
supported by two hourly administrative staff focused on three primary programmatic areas.
History:
Since 2005 the City has continued to evolve its thinking and approach to Economic Health (Attachment 1):
• 2005 to 2012: Focus on individual economic health projects (e.g., support of Avago, now Broadcom,
expansion; and support of Rocky Mountain Innovation Initiative, now Innosphere) that intended to increase
the number of primary jobs within the community;
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• 2012: Updated the Economic Action Plan with the first Economic Health Strategic Plan (EHSP) that shifted
the focus to a broader set of programs intended to aid in supporting a healthy and resilient economy;
• 2015: Revised the EHSP to reflect membership in the Sustainability Services Area (SSA) further broadening
the focus of the Economic Health Office. This updated included five thematic focus areas to support the
community’s efforts to achieve Economic Health and Resilience:
o Community Prosperity - Employment opportunities exist across the income and education/skill
spectrums,
o Grow Our Own - Our economic ecosystem fosters the development of new and creative industry,
o Place Matters - A balanced built and natural environment,
o The Climate Economy - Businesses adopt to climate change by staying in our community and
leverage community carbon reduction goals to develop new products and services, and
o Think Regionally - A region that partners to address economic issues which extend beyond
municipal boundaries
• 2017 to Present: The Economic Health Office (EHO) has organized itself into three working groups to deliver
on the thematic focus areas from the 2015 EHSP:
o Business Engagement - Focused on supporting a positive relationship between the business
community and City (Program Manager, a Senior Specialist, and a Specialist),
o Redevelopment - Encourage sustainable redevelopment through strategic partnership with the
development community (Program Manager, a Senior Specialist, and hourly administrative
support), and
o Innovation Ecosystem - Generate new economic activity by supporting innovation and
entrepreneurship (Climate Economy Advisor)
• 2017 to Present: EHO in reaction to feedback from the community and the Baldrige process offered to lead
the organizations systematic approach to improving business engagement convened the Business
Engagement Action Plan core team and executive committee leading to a broad strategy:
o Increase Awareness: internally and externally of business engagement efforts and available
resources,
o Remove Barriers: improve access for business to City services and resources, and
o Improve Alignment: improve consistently within the City when working with local businesses.
On-Going Evolution:
EHO staff remains committed to continuous improvement of programs, services, and systems to support and
encourage economic resilience in our community. To that end, the EHO began to re-evaluate its own efforts and
metrics in mid-2018. The result is a refinement of the EHO mission and work towards the first ever broad
economic health goal for the organization.
• Vision: Promote a healthy sustainable economy reflecting community values (consistent with the original
vision adopted as part of the 2005 Economic Action Plan),
• Mission: Shape a resilient economic future (refinement to provide focus to EHO programs and services)
• Goal: Increase economic resilience of the community (by TBD percent) by 2030 (first ever goal of its kind for
the organization).
The EHO feels a strong and clear goal is essential to determine whether the efforts of the organization to support
a resilient economy are successful. The EHO continues to refine the definition of economic resilience and build an
index (a collection of data points combined into a single measure) that accurately captures the community’s
definition of economic resilience reflecting our collective values. More work on this will be shared with Council in
the coming months.
Economic Resilience: What is it? How to Measure?
In attempting to develop a local definition of economic resilience, EHO staff uncovered several definitions from a
wide variety of sources. A few of the most notable are summarized below:
• “The investment in business, social, built and natural environments that creates increasing prosperity for all,
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now and into the future.” - International Economic Development Council’s Sustainability Advisory Committee
• “Ability of an economy to support a defined level of economic production indefinitely” - Thwink.org
• “The economic pillar of sustainability is where most businesses feel they are on firm ground. To be
sustainable, a business must be profitable.” - Investopedia
These definitions provide a variety of perspectives to consider economic resilience. EHO staff, working with
regional partners, have defined two key economic outputs that strongly influence local economic resilience. These
economic inputs include:
• Strength - The ability of existing businesses and industry sectors to weather the natural cycles of an economy
and remain productive and profitable; and
• Diversity - The breadth of available employment opportunities and industry sectors within a given geographic
area that support the continued evolution of the economy.
When these two key outputs of the economy are nurtured and enhanced, EHO and its regional partners
hypothesize that the economy becomes more resilient. However, the question remains: How the community can
know its efforts are supporting a more resilient economy? Meaning the efforts enable the continued success of
local businesses, support abundant employment opportunities for individuals, lead to income growth across socio-
economic cohorts, and ultimately increase community wealth.
EHO staff, in consultation with regional partners and through academic research, theorizes that there are three
primary measures useful in evaluating resilience. Each of these primary measures combines several data points,
and when combined into a single measure provide an index of the overall economic resilience of a local economy.
These measures work at three different levels: (1) the individual or single property; (2) at the business or district
level; and (3) the industry or community level.
As stated from a business perspective, these three measures include (as a side note, these same measures can
be stated from an industry perspective, e.g., “An Industry can…”):
• A Business Can Start Here - Businesses find it easy to start their business within the local economy having
access to a wide variety of support services.
o Measured by: Business Start-up Volume, Business Survival Rate (past the five-year mark),
Business Environment (as understood through survey data), etc.
• A Business Can Thrive Here - Businesses find it easy to secure labor, access capital, and grow within the
local economy.
o Measured by: Business Affordability (combination or tax rates, utility rates, utility reliability, labor
costs, etc.), City/Business Relationship Index, Talent Availability Index, etc.
• A Business Can Renew Here - Property owners find it easy to reinvest in their property.
o Measured by: Property reuse index, Redevelopment Ratio, Land Availability, etc.
Economic Resilience: Current Efforts
As stated above, the EHO has evolved into three working groups each of which is focused on a key programmatic
area supporting the goals of the EHSP and increased economic resilience (Attachment 2). These programmatic
areas are summarized below:
Innovation Ecosystem:
• Desired Outcome - New Economic Activity through innovation and entrepreneurship
• Programmatic Areas:
o Climate Economy - Supporting the transition of businesses in the face of climate change within
our community and enabling the leverage of the coming economic shift into new products,
services, and opportunities.
o Infrastructure and Programs - Sponsorship of key partners, such as Innosphere, Larimer County
Small Business Development Center, and Start-up week.
o Triple Helix - Coordination and collaboration between the public sector, private sector, and
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academic and research institutions.
Business Engagement:
• Desired Outcome: A positive relationship between the City and the business community
• Programmatic Areas:
o Engagement - Support the organization in developing business engagement plans and continuing
EHO’s engage directly with businesses.
o Collaboration & Alignment - Alignment with regional partners to deliver a consistent approach to
economic resilience across programmatic areas (e.g., efforts supporting Talent 2.0, etc.).
o Access to Support - Continuing and developing services that directly address challenges and
barriers experience by local businesses (e.g., development of a revolving loan fund, direct
assistance of primary employers, access to data, etc.).
Redevelopment:
• Desired Outcome - Sustainable development through strategic partnerships
• Programmatic Areas:
o Urban Renewal - Implementation of this state-enabled tool to identify, remediate and prevent the
spread of blight - enabling optimized economic productivity from the community’s limited land
supply.
o Public Finance - Management and refinement of City policy and implementation of a wide range
of public finance tools (e.g., Metro Districts, General Improvement Districts, Business
Improvement Districts, and special financing solutions for specific projects).
o Internal Support and Engagement - Participate in interdisciplinary teams - ranging from planning
efforts (e.g., City Plan and Subarea plans) to prioritization of capital funds and projects to ensure
support of the optimized utilization of available land.
Council Priorities:
After the Council retreat in May 2019, several priorities have been refined and adopted by City Council (see
Resolutions 2019-076) on July 2, 2019. EHO will lead the implementation of two of the priorities: (a) Strategies
that create community jobs; and (b) Small Business Plan. The above overview of EHO efforts and history of the
City’s approach to Economic Health provides useful context to further refine these two priorities.
Strategies that create community jobs:
What we heard from Council so far:
• The City does not create jobs rather helps create an environment in which businesses can grow and create
jobs
• The quality of community amenities, infrastructure, and operating costs has an impact on the business
community and therefore job creation
• Concerns existing about the workforce development gaps and support of all members of the community
having access to the resources necessary to advance their own career
• A need to focus on and ensure alignment of local workforce to employer needs
Area of focus: Talent Development
The Fort Collins Area Chamber of Commerce, in partnership with the City and other partners, has developed a
comprehensive analysis and plan to address talent development in the community. This report is called Talent 2.0
(Attachment 3). Talent 2.0 identified three areas of focus for workforce development areas:
• Access - Support of employers to find, attract, and retain needed talent
• Alignment - Align education and workforce resources more closely with the business community and local
talent pool.
• Barriers - Address structural issues that serve as barriers to a secure talent pipeline.
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EHO staff in partnership with the Chamber, Larimer County, and others has begun the implementation of many of
the recommendations from Talent 2.0.
Small Business Plan:
What staff has heard from Council so far:
• Recognition that past Council’s have prioritized outreach and support of Small Business
• A need to understand the learnings from the Small Business Survey
• A desire to enhance small business connection to support services
• A component that includes both workforce and equity
Area of focus: Support and Resource Access.
EHO staff appreciates the on-going emphasis on small business support by Council. Businesses with between
one and one hundred employees make up 98 percent of all firms in Fort Collins. These same businesses employ
47 percent of the workforce and provide 40 percent of the total community wages. Finally, businesses with
between 51 and 100 employers had the largest increase in average compensation in recent years at 19%. Making
small business a significant economic driver.
In 2018, EHO conducted a small business survey that was focused on understanding the challenges small
businesses face within Fort Collins and opportunities for the City to support addressing the challenges
(Attachment 4). Businesses identified a host of challenges, including:
• The cost of doing business
• Competition in the market
• Sales and use tax
Businesses have a desire to:
• Engage more with the City
• Weigh in on policy decisions
• Access to training and development opportunities
ATTACHMENTS
1. Excerpt of 2012 Economic Health Strategic Plan - Evolution of Fort Collins Approach (PDF)
2. Economic Health Strategic Plan Overview Map (PDF)
3. Talent 2.0 Final Report Summary (PDF)
4. Small Business Survery Summary Report (PDF)
5. Innosphere Economic Impact Infographic - 2018 (PDF)
6. Innosphere Scaleup Program and Startup Program Overview (PDF)
7. Business Engagement Action Plan (PDF)
8. Larimer County Small Business Development Center - Performance Measures (PDF)
9. Powerpoint Presentation (PDF)
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City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 3
INTRODUCTION
INTRODUCTION
Fort Collins enjoys an economic, social, and environmental vitality that is the envy of many communities
its size. The high quality of place attributed to Fort Collins comes from the lively historic downtown and
the city’s impressive parks, trails, and open space networks. These community assets make Fort Collins
an attractive place for both a well educated workforce and diverse industries.
Fort Collins includes a wide array of economic engines, such as Poudre Valley Health System, Hewlett
Packard and Woodward-Governor, employing almost 13,000 workers representing a diverse economic
base. Combine these economic engines with a major land grant university in Colorado State University
and the result is a burgeoning culture of entrepreneurship. This innovation ecosystem has produced a
number of home-grown companies, whose products now reach markets across the world, including,
among others, New Belgium Brewery, Otterbox, and Envirofit.
The City implements a variety of programs and services focused on preserving and enhancing
economic health and resiliency. Prior to and during the mid-2000s, the economy was not a specific
focus. City efforts centered on constructing and maintaining high-quality community assets such as
parks, trails, and open space. The economic downturn of 2001-2003 triggered by a bursting of the
technology sector bubble created the impetus for City Council to embrace a new direction on the
economy. City Council created the Economic Vitality and Sustainability Action Group, which made
recommendations on how to balance the community’s value of stewardship and quality of place against
engagement in economic health efforts. City Council revised and adopted the recommendations and formed them into the 2005 Economic Action Plan.
More recently, the City of Fort Collins embarked on the Plan Fort Collins initiative to update City Plan, the City’s comprehensive plan. The revisions of the comprehensive plan
expanded greatly on the role and linkage of economic health in the community to the other six focus areas in the comprehensive plan. The revised version of City Plan evolved
the thinking regarding economic health and articulated a new focus on health and resiliency. This Economic Health Strategic Plan is an extension of the evolution begun in the
City Plan. It focuses on encouraging local business activity and efficient use of land to achieve the goal of a healthy resilient economy. (The Economic Health Evolution is
highlighted on the following page.)
In the past seven years, the Economic Health Office (EHO) has completed many of the items in the 2005 Action Plan, including a target industry study, a sales tax analysis
tool, hiring an economic staff lead, improving the development review process, and creating an economic health communication plan. It has also adopted the principles and
policies set forth in the City Plan.
ATTACHMENT 1
3.1
Packet Pg. 99
Attachment: Excerpt of 2012 Economic Health Strategic Plan - Evolution of Fort Collins Approach (8176 :
City of Fort Collins, CO
TIP Strategies, Inc. Theory Into Practice 4
INTRODUCTION
The Evolution of Economic Health
2005 ECONOMIC HEALTH VISION
“A healthy economy reflecting the values of our unique
community in a changing world.”
ECONOMIC VALUES
1. The primary keys to our unique identity and economic health
are:
The natural environment
Old Town / Downtown
Colorado State University
Culture and the arts
2. We value to Poudre R-1 Schools, Front Range Community
College, and our other educational institutions and the quality
education they provide.
3. Sustainability and economic health are strengthened through
community partnerships and collaborations.
4. We value the next generation of citizens and their quality of
life as much as our own.
5. We value businesses that contribute to the economic,
environmental, social, and cultural health of our community.
6. Supporting innovation and growing businesses from within are
important to economic health.
7. We value our existing businesses and the prospect of
welcoming new businesses.
8. We value a City organization that is:
Proactive about our economy
Responsive to our business concerns
9. Municipal services contribute to making Fort Collins a great
and visionary city and depend on a healthy economy that fuels
a reliable revenue stream.
KEY STRATEGIES
Diversify the economy
Be proactive
Form partnerships
Balanced approach
2010 ECONOMIC HEALTH VISION
A healthy and resilient economy:
1. Diverse jobs that enable citizens and businesses to thrive
2. Reflects the values of our unique community in a changing world
3. An innovative, creative, and entrepreneurial atmosphere
4. Strong partnerships and collaboration with the private sector
educational institutions, and other organizations.
PRINCIPLES AND POLICIES
1. Pursue development of a vibrant and resilient economy that
reflects the values of our unique community in a changing
world.
Support job creation
Maximize retail sales tax revenue
Prioritize essential infrastructure/capital facilities
Target the use of incentives to achieve community goals
2. Support the growth of the innovation economy to set the stage
for business development, job creation, and a thriving
entrepreneurial environment.
Support targeted industry clusters
Support an innovative economy
Develop economic partnerships
Develop the assets to support entrepreneurship
***WORKING DRAFT*** Economic Health Office Strategic Plan 2019 ***WORKING DRAFT***
VISION: Promote a healthy sustainable economy reflecting community values. *Taken from the City of Fort Collins Strategic Plan, 2014
MISSION: Help shape a resilient economic future.
EHO BHAG: By 2030 Fort Collins will be more resilient (by TBD amount). [Based on Community Level Indicators grouped into an Economic Resiliency Index]
OUTCOME 3
Redevelopment: Targeted redevelopment delivers
sustainable reinvestment in Fort Collins.
Can Renew...
Metric:
Property Reuse
Metric: Private
Investment in
Redevelopment
Metric:
Regional
Investment in
Infrastructure
OUTCOME 1
Innovation Ecosystem: Collaboration, innovation
and entreprenuership creates new economic activity
in Fort Collins (Diversity).
Can Start...
Metric: Career
Development
Metric: Business
Starts &
Survivability
Metric: Industry
Development
OUTCOME 2
Business Engagement: A positive relationship
between businesses and the City supports a
stronger Fort Collins economy.
Can Sustain...
Metric:
Education
Attainment &
Alignment
Metric: Support
Resource Access
Metric: Industry
Connections
STRATEGY 3.2:
Optimizing land
availability for
community
needs
STRATEGY 1.1:
Foster a robust
business
environment
that is more
resilient to
shocks and
stresses
STRATEGY 1.2:
Invest & develop
effective
infrastructure,
programs, and
•
TALENT 2.0|WORKFORCE STRATEGY
FORT COLLINS – LOVELAND MSA
TOM STELLMAN CAROLINE2017 ALEXANDER FEBRUARY
ATTACHMENT 3
3.3
Packet Pg. 102
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
INTRODUCTION
1
ATTACHMENT 3
3.3
Packet Pg. 103
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
We have over 20 years of experience
in over 200 unique communities,
across 38 states
& 4 countries.
ATTACHMENT 3
3.3
Packet Pg. 104
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
SERVICES
STRATEGIC
PLANNING
WORKFORCE
ASSESSMENT
ECONOMIC
ANALYSIS
Image credit: DSC_0110 by Bri Weldon via Flickr (CC BY 2.0)
ATTACHMENT 3
3.3
Packet Pg. 105
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
Auburn, WA – Economic Development Strategy
Austin, TX – Workforce Master Plan
Fort Campbell, KY – Regional Economic Diversification Strategy
Fort Worth, TX – Economic Development Strategy
Green Bay, WI – Economic Development Strategy
Kern County, CA – Regional Economic Diversification Strategy
Massachusetts Development Authority – Defense Industry Diversification Strategy
Minneapolis-St. Paul, MN – Core City Districts Strategy
Northern Iowa Corridor – Economic Development Strategy
Northwest Florida – Economic Development Strategy
Oregon Talent Council – Workforce Study & Investment Strategy
Savannah River Site, SC – Consequences Analysis
South Carolina I-77 Alliance, SC – Labor Study & Target Industry Alignment
Washington Military Alliance - Defense Industry Diversification Strategy
CURRENT & RECENT PROJECTS ATTACHMENT 3
3.3
Packet Pg. 106
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
#2
NATIONAL TRENDS
2
ATTACHMENT 3
3.3
Packet Pg. 107
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
Recessions Compared
Sources: U.S. Bureau of Labor Statistics, Current Employment Statistics (total nonfarm employment, seasonally adjusted); NBER (recession dates); New York Times (format)
93
94
95
96
97
98
99
100
1 6 11 16 21 26 31 36 41 46 51 56 61 66 71 76 81
Number of months until all jobs "regained"
RECESSIONARY EMPLOYMENT TRENDS
Peak employment = 100
1980 1974-1976
1981-1983
1990-1993 2001-2005 2007-2014
(May 2014 = 100.1)
78 months
ATTACHMENT 3
3.3
Packet Pg. 108
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
Net Job Gains/Losses by Metropolitan Statistical
Area
The Geography of Jobs
Area
ATTACHMENT 3
3.3
Packet Pg. 109
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
THE GEOGRAPHY OF RECOVERY
Source: U.S. Bureau of Labor Statistics, Current Employment Statistics; TIP Strategies
Cumulative Change in Employment Since the Beginning of the Great Recession
ATTACHMENT 3
3.3
Packet Pg. 110
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
A JOBLESS RECOVERY?
Source: Bureau of Economic Analysis, Bureau of Labor Statistics.
COMPARISON OF REAL GDP TO EMPLOYMENT
2008 to 2015, cumulative change since 2008
ATTACHMENT 3
3.3
Packet Pg. 111
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
THE HOLLOWING OUT OF THE MIDDLE
Sources: U.S. Bureau of Labor Statistics, Current Employment Statistics (total nonfarm employment, seasonally adjusted); NBER (recession dates); New York Times (format)
OCCUPATIONAL GROWTH BY WAGE LEVEL
2007 to 2015, indexed to 2007
ATTACHMENT 3
3.3
Packet Pg. 112
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
EVIDENCE OF TALENT SHORTAGE
Source: Manpower 2016 Talent Shortage Survey.
46.0%
0%
10%
20%
30%
40%
50%
60%
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
US Global
PERCENT EMPLOYERS REPORTING DIFFICULTY FILLING JOBS
2006 to 2016
ATTACHMENT 3
3.3
Packet Pg. 113
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
TOP 10 JOBS
EMPLOYERS ARE HAVING DIFFICULTY FILLING
Source: ManpowerGroup's 2016 Talent Shortage Survey
GLOBAL
1. Skilled Trades
2. IT Personnel
3. Sales Representatives
4. Engineers
5. Technicians
6. Drivers
7. Accounting & Finance Staff
8. Management/Executive
(Management/Corporate)
9. Production Operators/Machine
Operators
10. Secretaries, PAs, Receptionists,
Administrative Assistants, & Office
Support Staff
UNITED STATES
1. Skilled Trades
2. Drivers
3. Sales Representatives
4. Teachers
5. Restaurant & Hotel Staff
6. Accounting & Finance Staff
7. Nurses
8. Laborers
9. Engineers
10. Technicians
ATTACHMENT 3
3.3
Packet Pg. 114
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
CHANGING DEMOGRAPHICS
Sources: TIP Strategies, U.S. Census Bureau (NP2014_D1)
“Working-age” defined as 18-66 (average planned retirement age based on April 2014 Gallup poll.
0
250,000
500,000
750,000
1,000,000
1,250,000
1,500,000
2015
2020
2025
2030
2035
2040
2045
2050
COUNTER FORCES
• Advancement of
retirement age
• Relaxed immigration
restrictions
• Technology reduces
employment needs
• Out-sourcing of labor
to cheaper markets
2027
PROJECTED NET ANNUAL CHANGE IN THE US WORKING-AGE POPULATION
ATTACHMENT 3
3.3
Packet Pg. 115
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
John A. Rogers, University of Illinois, F. Seitz Materials Research Laboratory
Google
MANUFACTURING HEALTH CARE
ENTERTAINMENT TRANSPORTATION
DISRUPTIVE TECHNOLOGY Joh JohnA nA n A .R Rooogggeeerrsss , U niversit i ityy of f Il Illliin ois i , F . S eit it z M ate t rialls i RResear ch h
ATTACHMENT 3
3.3
Packet Pg. 116
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
By 2020, the US economy is
expected to create 55 million job
openings: 24 million of these will
be entirely new positions.
-Georgetown Center on Education and the Workforce
ATTACHMENT 3
3.3
Packet Pg. 117
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
47%
of US employment is
at-risk of automation
over next 20 years.
- “The Future of Employment,” Dr Michael Osborne and Dr Carl Frey, University of Oxford.
ATTACHMENT 3
3.3
Packet Pg. 118
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
1. Technical
feasibility
2. Development &
deployment
cost
3. Cost/availability
of labor
4. Benefits beyond
labor substitution
Predictors of
Automation
Source: McKinsey & Company.
ATTACHMENT 3
3.3
Packet Pg. 119
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
KEY WORKFORCE
CHALLENGES
3
ATTACHMENT 3
3.3
Packet Pg. 120
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
CHALLENGE #1: HIRING DIFFICULTY
From 2010 to 2015, the regional
economy added almost 20,000 jobs
but only 11,000 workers. Combined
with low unemployment and high
underemployment, the hiring
environment is already difficult.
ATTACHMENT 3
3.3
Packet Pg. 121
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
169
180
0
25
50
75
100
125
150
175
200
2010
2011
2012
2013
2014
2015
Thousands
147
167
0
25
50
75
100
125
150
175
200
2010
2011
2012
2013
2014
2015
Thousands
GROWTH TRENDS: JOBS VS LABOR FORCE
TOTAL EMPLOYMENT
2010 TO 2015
CIVILIAN LABOR FORCE
2005 TO 2015
+20K
Sources: EMSI, Bureau of Labor Statistics.
+11K
ATTACHMENT 3
3.3
Packet Pg. 122
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
COMMUTING PATTERNS
Source: U.S. Census Bureau, Local Employment Dynamics.
80,552
Live and work in
Fort Collins -
Loveland
43,594
Commute to jobs in Fort
Collins - Loveland from
outside
Of the 124,146 workers that
held jobs in Fort Collins -
Loveland in 2014, 35 percent
lived outside the geo type
here.
51,235
Live in Fort Collins -
Loveland and commute
to jobs outside
Of the 131,787 residents
employed in 2014, 39 percent
commuted to jobs outside the
geo type here.
ATTACHMENT 3
3.3
Packet Pg. 123
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
UNEMPLOYMENT
Source: U.S. Bureau of Labor Statistics via Moody’s.
COMPARATIVE UNEMPLOYMENT, AVERAGE ANNUAL RATES
2005 TO 2015
3.2
0.0
2.0
4.0
6.0
8.0
10.0
1990
1992
1994
1996
1998
2000
2002
2004
2006
2008
2010
2012
2014
ANNUAL AVERAGE RATE
MSA Colorado United States
ATTACHMENT 3
3.3
Packet Pg. 124
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
LABOR FORCE PARTICIPATION RATE
66.5
67.6 67.4
62.9
60
65
70
MSA Laborshed Colorado United States
Sources: U.S. Bureau of Labor Statistics via Moody’s.
COMPARATIVE LABOR FORCE PARTICIPATION RATES
2014 Civilian Labor Force, % of Total
ATTACHMENT 3
3.3
Packet Pg. 125
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
RECRUITMENT CHALLENGES
• Difficulty attracting:
• Talent from Denver and from coasts
• C-Level executives
• Young professionals
• Reliable workers to fill jobs with high physical
requirements – warehouse, waste collection,
construction laborers
• Workers that can pass the drug test – most
often fail due to marijuana use
• Low-wage services – food services,
housekeeping
ATTACHMENT 3
3.3
Packet Pg. 126
Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
RETENTION CHALLENGES
• Underemployment means that overqualified
workers are always looking for a better job
• Generational expectations
• Young professional gap
ATTACHMENT 3
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EVIDENCE OF UNDEREMPLOYMENT
Sources: EMSI, ACS 1-yr estimates
EDUCATIONAL REQUIREMENTS OF JOBS VS ATTAINMENT OF LABOR FORCE
Fort Collins – Loveland MSA United States
26%
44%
10%
20%
3%
18%
33%
45%
0% 25% 50% 75% 100%
Less than High
School
High School or
Equivalent
Some College
Bachelor or Higher
Labor Force Jobs
28%
40%
12%
21%
9%
25%
31%
36%
0% 25% 50% 75% 100%
Less than High
School
High School or
Equivalent
Some College
Bachelor or Higher
Labor Force Jobs
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PIPELINE CHALLENGES
• Awareness of resources
• Employer engagement & input
• Finding instructors – nursing, computer science
• Student choices
• Awareness of non 4-year opportunities
• Choice of majors at CSU and UNC
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MOST POPULAR MAJORS
0 200 400 600 800 1,000 1,200
Liberal Arts and Sciences/Liberal Studies (24.0101)
Business/Commerce (52.0101)
Nursing Assistant (51.3902)
Kinesiology and Exercise Science (31.0505)
Emergency Medical Technician (51.0904)
Psychology (42.0101)
Business Administration & Management (52.0201)
Automotive Mechanics (47.0604)
Registered Nursing/Registered Nurse (51.3801)
Speech Communication and Rhetoric (9.0101)
Human Development and Family Studies (19.0701)
Multi-/Interdisciplinary Studies, Other (30.9999)
Computer and Information Sciences (11.0101)
English Language and Literature (23.0101)
Welding Technology/Welder (48.0508)
Biology/Biological Sciences (26.0101)
Sociology (45.1101)
History (54.0101)
Fine/Studio Arts (50.0702)
Liberal Arts and Humanities (24.0199)
Economics (45.0601)
Educational Administration (13.0499)
Journalism (9.0401)
Music (50.0901)
Political Science and Government (45.1001)
Associates or less Bachelors Graduate Degree
Sources: National Center for Education Statistics, IPEDS Survey.
TOP 25 LARGEST FIELDS OF STUDY,
3-YEAR AVERAGE
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STRUCTURAL CHALLENGES
• Housing affordability at all income levels
• Purchase & rental
• Quality childcare for affordable prices
• Transportation/mobility: traffic makes Denver
farther away
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CHALLENGE #2: CONTINUED TIGHTENING
Over next 5 years, employers will have
at least 28,000 openings to fill. The labor
force adds only about 2,000 to 3,000
workers each year. A continuation of
this trend would leave an estimated
shortfall of about 5,000 workers.
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PROJECTED DEMAND
5,021
3,056 2,568
9,010
4,655
3,502
Low Middle High
New Replacement
EMPLOYMENT BY SKILL LEVEL, FORT COLLINS-LOVELAND MSA
2016 TO 2020
+28,000 OPENINGS
(7,000 each year)
Sources: EMSI.
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1,101
2,076 2,112
3,016
2,380
0
1,000
2,000
3,000
4,000
2011
2012
2013
2014
2015
CHANGE IN LABOR FORCE
Sources: U.S. Bureau of Labor Statistics via Moody’s.
CHANGE IN LABOR FORCE, FORT COLLINS-LOVELAND MSA
Year-over-year change, #
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POPULATION GROWTH
Sources: Colorado State Demography Office.
POPULATION PROJECTIONS OF RESIDENTS 16+, BY AGE
YEAR-OVER-YEAR CHANGE, 2015-2020
2.8
3.3
3.0 2.9
3.0
2.2 2.0
2.2
2.4 2.4
0
1
2
3
4
5
2016
2017
2018
2019
2020
Thousands
Working Age (16 - 64) Senior (65+)
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CHALLENGE #3: AGING WORKFORCE
In many key occupations, more than
25% of the workers are 55 or older.
With the wave of likely retirements,
employers will need to start
succession planning now in order to
prepare for the loss of those key
individuals.
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AGING WORKFORCE
AGE DISTRIBUTION OF REGIONAL WORKERS
FORT COLLINS-LOVELAND MSA
Sources: EMSI.
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TOP MIDDLE SKILL JOBS
M IDDLE-SKILL (More than high school, less than four years)
49-9071 Maintenance & Repair Workers, General 27% W 7%
29-1141 Registered Nurses 27% W 5%
53-3032 Heavy & Tractor-Trailer Truck Drivers 28% W 7%
51-9111 Packaging & Filling Machine Workers 15% 2%
49-9041 Industrial Machinery Mechanics 24% W 3%
43-3031 Bookkeeping, Accounting, & Auditing Clerks 32% W 9%
29-2061 Licensed Practical/ Vocational Nurses 26% W 5%
51-4041 Machinists 27% W 5%
41-9022 Real Estate Sales Agents 39% W 13% W
49-1011 First-Line Supvsr., Mechanics, Install, & Repair 27% W 4%
11-9141 Property, Real Estate, & Community Assoc. Mgrs. 40% W 14% W
43-6013 Medical Secretaries 29% W 6%
47-4011 Construction & Building Inspectors 38% W 11% W
51-8031 Water/WW Treatment Plant Operators 30% W 6%
13-2021 Appraisers & Assessors of Real Estate 32% W 9%
SOC
CODE DESCRIPTION
DEMOGRAPHICS
% 55+ Years
% 65+ Years
Sources: EMSI.
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TOP HIGH SKILL JOBS
HIGH SKILL (Four-year degree or above)
25-1099 Postsecondary Teachers 30% W 11% W
11-1021 General and Operations Managers 23% W 4%
13-2011 Accountants and Auditors 25% W 6%
25-2021 Elementary School Teachers, Except Special Education 28% W 5%
25-2031 Secondary School Teachers, Except Special and Career/ Tec 28% W 5%
13-1111 Management Analysts 38% W 12% W
25-2022 Middle School Teachers, Except Special and Career/ Techni 28% W 5%
25-3099 Teachers and Instructors, All Other 25% W 8%
21-1014 Mental Health Counselors 25% W 6%
21-2021 Directors, Religious Activities and Education 39% W 13% W
29-1069 Physicians and Surgeons, All Other 31% W 9%
21-2099 Religious Workers, All Other 45% W 20% W
SOC
CODE DESCRIPTION
DEMOGRAPHICS
% 55+ Years
% 65+ Years
Sources: EMSI.
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SUMMARY OF FINDINGS
• The current labor market is already strained
• Demand outstrips supply
• Mismatch in education & skills
• Difficult to recruit and retain from outside of the
region
• Structural issues (transportation, childcare & housing)
exacerbate recruitment challenges
• The situation is likely to worsen
• Projected demand still more than supply
• Aging workforce will create more openings
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TALENT 2.0
3
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THE RESPONSE: TALENT 2.0
• Sets out a common set of goals and strategies
• Align efforts and resources
• Amplify reach and impact
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FRAMEWORK
Access
Actively support
employers in
finding,
attracting, and
retaining the
talent that they
need
Alignment
Align education
and workforce
resources more
closely with
business
community and
the local talent
pool
Barriers
Collectively
address structural
issues that serve
as barriers to a
secure talent
pipeline
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Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
INCREASE ACCESS
1. YOUR PLACE: NORTHERN COLORADO. Design and launch a
talent campaign to support the recruitment of prospective
employees to the Fort Collins-Loveland MSA.
2. LOCAL TALENT. Help connect regional employers with
residents and residents with better economic
opportunities.
3. AWARENESS. Build greater awareness of the region’s job
opportunities and strong employment base.
4. HR BEST PRACTICES. Coordinate with the Workforce
Center, the Northern Colorado Human Resources
Association, Mountain States Employers Council, and
others to hold workshops on talent management topics for
employers and HR professionals.
5. RETENTION. Partner with employers to coordinate solutions
that address common barriers to talent retention.
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THE UNDEREMPLOYMENT PROJECT
• OUTREACH. Reach out to underemployed individuals through
employers and directly
• INVENTORY. Catalog resumes and skills of underemployed
• COACH. Provide coaching to these individuals to find better jobs
• RETRAIN. Connect them to retraining as needed to align skills to
opportunities
• RE-EMPLOY. Assist them in finding better opportunities
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PLAN FOR SUCCESS(ION)
• ASSESS. Invest in tools that can help companies assess their needs
and craft a transition strategy
• EDUCATE. Hold workshops on topics relevant to succession
planning
• KNOWLEDGE-SHARE. Create peer working groups that meet
quarterly to provide a forum for peers to share information and
best practices as well as to work through issues together
• TRAINING. Create program to train workers to move up
• EXPERTISE. Train or hire an expert that can provide technical
assistance one-on-one to companies
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IMPROVE ALIGNMENT
1. BUSINESS ENGAGEMENT. Streamline business engagement
and input mechanisms.
2. EDUCATION & TRAINING CAPACITY. Support education
and training institutions in strengthening the “home grown”
talent pipeline.
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SECTOR PARTNERSHIPS
(SUPPORT FOR ESTABLISHED INITIATIVE)
• SURVEY. Partner with existing sector
organizations to conduct annual employer
surveys to document needs in critical
occupations
• ADVISE. Coordinate with sector partnerships to
create a more centralized business advisory
function.
• LAUNCH. Monitor the needs of other industries,
and facilitate the launch of new partnerships as
needed.
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FRONT RANGE CAREER ACADEMY
(EXPANSION OF CURRENT INITIATIVE)
• EXPAND. Enhance FRCC’s current high school programs
• Small learning environment, experiential learning, dual
enrollment
• COLLABORATION. Foster collaboration between school districts,
community college, and key employers
• ALIGNMENT. Enhances industry-education alignment and is an
asset for talent & business attraction
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REMOVE BARRIERS
1. ADVOCATE. Advocate around key structural issues.
2. EDUCATE. Organize a series of symposiums on each topic
to educate relevant audiences, generate discussion about
possible solutions, and identify a core group of champions
that will lead taskforces.
3. ACHIEVE. Assemble taskforces of champions and “doers”
to move solutions forward.
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ADVOCACY
• Continue to advocate for I-25 Corridor improvements
• Advocate on behalf of FRCC to secure funding for the Allied
Health School
• Incorporate affordable housing as an issue on the local advocacy
agenda
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IMPLEMENTATION STRUCTURE
Steering
Committee
Education &
Training
Partners
Public
Sector
Partners
Industry
Partnerships
&
Associations
Philanthropy
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STEERING COMMITTEE ROLES
• Maintain strategic coherence
• Manage fundraising and outreach efforts
• Provide additional project management and
support
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MEASURING PROGRESS & IMPACT
• Growth parity: comparison of employment
growth and labor force growth
• Labor force participation
• Unemployment rate
• Underemployment: educational requirements
of jobs and educational attainment of workers
• Workforce efficiency: the percent of employed
residents who live and work in the region
• Wages: cost-of-living adjusted wages
• Income equity: the ratio of the earnings of the
90th
percentile to the 10th
percentile
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QUESTIONS
?
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THANK YOU
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Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
2905 San Gabriel Street
Suite 205
Austin, TX 78705
512.343.9113
www.tipstrategies.com
Image Credit :Austin_Texas by Ed Schipul via Flickr (CC BY-SA 20)
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Attachment: Talent 2.0 Final Report Summary (8176 : Economic Health Strategy Update)
National Research Center, Inc.
2955 Valmont Road Suite 300 |
Boulder CO 80301
www.n-r-c.com | nrc@n-r-c.com
City of Fort Collins
Small Business Survey:
Summary of Results
September 2018
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Attachment: Small Business Survery Summary Report (8176 : Economic Health Strategy Update)
Acknowledgements and Survey Methods
The Economic Health Office from the City of Fort Collins contracted National Research
Center Inc., (NRC) to collect the data found in this report.
Businesses received three mailings, one week apart. The first mailing was a postcard
invitation to the online survey, containing a link to the survey in English or in Spanish.
The next mailing was a reminder letter and invitation, with a final postcard mailing. The
postcards and letter were signed by the Economic Health Director.
About 9% (184) of the 2,000 mailed invitations were returned because the business
address was vacant, or the postal service was unable to deliver the survey as addressed.
Of the remaining 1,816 businesses that received the invitations to participate, 194
completed the survey (all in English), providing an overall response rate of 11%.
The margin of error (95% confidence interval) is plus or minus 7 percentage points
around results for all respondents (194).
From the data provided by NRC, the Economic Health Office provided interpretation,
hypothesis, data uses, and next steps.
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Fort Collins Small Business Survey 2018
Contents
Introduction ...................................................................................................................................... 1
Key Findings ......................................................................................................................................6
Where do we go from here? .............................................................................................................10
Open Comments ............................................................................................................................. 11
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Attachment: Small Business Survery Summary Report (8176 : Economic Health Strategy Update)
Fort Collins Small Business Survey 2018
Page 1
Introduction
This is the first statistically valid small business needs assessment survey conducted by the City of
Fort Collins and led by the Economic Health Office (EHO). The purpose of the assessment is to
identify gaps, challenges, and opportunities experienced in the Fort Collins small business climate.
The Economic Health Office also conducts a National Business Survey, open to all business sizes,
measuring their perception of City services.
GOALS OF THIS SURVEY
• Identify emerging issues, areas of strength, and needed improvement in the small business
community.
• Identify challenges and opportunities for specific industries and demographics within the
small business community.
• Determine if small businesses know about existing resources and where to go. Do specific
populations and industries lack knowledge of existing support programs?
• Better understanding of the small business community.
To create this survey, multiple small businesses and partner organizations were invited to test the
instrument and provide feedback before it was deployed to the 2,000 randomly selected businesses
with 1-100 employees. Three think-alouds (sitting next to a survey respondent as they take the
survey to obtain raw, unfiltered feedback) were also conducted to ensure we are asking the right
types of questions based on our anticipated outcomes.
WHY THIS SURVEY DATA IS IMPORTANT:
• Business with 1-100 employees make up 98% of all firms in Fort Collins
• Fort Collins small businesses employ 47% of the workforce and provide 40% of the total wages
• Businesses in the 51-100 employee category had the largest increase in average compensation
(2016-2017 comparison shows a 19% increase) *Source: Quarterly Census of Employment and
Wages (QCEW)
CHARACTERISTICS OF RESPONDENTS
It is important to understand the characteristics of the respondents to better understand and
interpret the survey results:
• 76% reported as being the owner, CEO, or Founder
• 52% reported having 1-5 employees
• 42% have been in business more than 20 years, and 27% have been in business 11-20 years
• 33% reported being woman-owned, and 39% reported being family-owned
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Top 5 Industry Categories Represented Total Responses
Professional, scientific, and technical services (engineering, research)
23
Finance/insurance/real estate/legal 21
Medical/dental
21
Retail 18
Restaurant/bar
14
All industries 163
For this survey, those that identified as women, minority, and veteran-owned businesses are
defined as disadvantaged. It is important to note that certain demographic and geographic
categories have low response numbers and therefore the ability to draw statistical conclusions
about those groups is reduced.
Groups that fall into this category are: minority-owned businesses (11 responses), veteran-owned
businesses (6), businesses “Around CSU (6), Harmony Corridor (4), and N. College (6)”, businesses
that are less than a year old (2), Nonprofits (9), and businesses that had a revenue of $5,000,000
or more (9).
As you read the responses around support programs and types of support businesses sought help
for, we believe the profile of the businesses really tell a story. For example, you’ll read most
businesses can access capital when needed and many businesses went right to a lawyer or
accountant for help rather than free resources like the Small Business Development Center,
Workforce Center, or Economic Health Office. Businesses that have been in operation in the 11-20
and more than 20-year mark have different needs and different avenues to access support and
resources than younger businesses.
WOMEN AND MINORITY-OWNED BUSINESSES
ACCESS TO CAPITAL
Data from the survey suggests that access to capital programs could be most beneficial to woman-
owned businesses, in fact 67% or 43 respondents who expressed interest in an access to capital
program reported as being woman-owned.
Minority-owned businesses might also benefit, but the number of responses in this category was
low and it was difficult to draw concrete conclusions.
BUSINESS SUPPORT AND RESOURCES
When these questions were dissected by demographic, there weren’t any large discrepancies in
disadvantaged businesses compared to non-disadvantaged when it comes to where they pursued
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support. The largest difference was in support for business growth 11% more, 49% from 38%
than non-disadvantaged businesses.
The survey did show differences where disadvantaged businesses went to pursue support as well
as the types of support programs, they would find valuable:
• Disadvantaged businesses visited a private consultant or business coach far more than non-
disadvantaged, 60% compared to 34%, whereas non-disadvantaged businesses utilized a
lawyer, accountant or financial advisor and business networking/trade associations more than
disadvantaged businesses, 47% compared to 31%.
• 71% or 41 respondents who expressed interest in training and professional development
support programs if offered by the City were woman-owned.
• Disadvantaged businesses visited the Small Business Development Center more - 17%
compared to 2% - than non-disadvantaged, as well as their bank or financial institution - 29%
compared to 17% - than non-disadvantaged and friends or family members - 29% compared to
19%.
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INDUSTRY SEGMENTS
In addition to identifying gaps and opportunities for specific demographics, there is also interest
in identifying specific needs for our industry types.
Industries who sought support in more categories than others included:
• finance/insurance/real estate/legal
• medical/dental
• professional/scientific/technical.
These three industry types also chose private consultants or business coaches as well as
lawyer/accountant or financial advisor the most for support.
Respondents could report an increase or decrease in both revenue and employee counts over the
last 12 months. The largest industry categories that reported increased profits in the last 12
months included Technology at 60% and Finance/insurance/real estate/legal at 52%.
Only four total respondents said they were expecting fewer employees, and not a big enough
sample to break it down by industry type to pick up any red flags.
In terms of interest in various programs, Buy Local was popular across the board in all industries,
especially personal services, retail and restaurant, and construction. Buy local programming was
also popular across all demographics. This is another topic that is often mentioned anecdotally
and was written as a budget offer for future programming, however, it was not funded in the
2019-2020 budget cycle.
OPEN MIC
Survey respondents were asked two open-ended questions at the end of the survey: “How can the
City of Fort Collins better engage with small businesses?”, and “Is there anything else you’d like
the City to know about your business and your needs?” The most frequently mentioned topics in
the comments section included business assistance and support with 19 comments and were one
of the most frequently mentioned categories as well as City regulations around sales, use, and
personal property tax and communication around major policy changes. These subject areas
received 21 comments.
WHAT THEY TOLD US:
• There is an overwhelming need for business support. Technical assistance, marketing support,
and networking opportunities specific to their business segment or industry were mentioned or
requested.
• Peer network opportunities are valuable to engage with other managers and CEOs in the
community.
• There is a desire for increased engagement with City leadership, Council, and Planning and
Development, including direct networking opportunities, business visits, and more listening
sessions.
• Businesses expressed a large interest in opportunities to participate in discussions around
policy, regulation, tax rate changes and for government to stay out of the way.
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WHAT LEFT US SCRATCHING OUR HEADS?
Smaller companies (1-5 employees) saw less value in access to capital programs than mid-to-large
companies did. Anecdotally, we are often asked about access to capital options for startups and
new businesses and know this is a challenge across the country. In turn, these businesses had
more interest in a buy local program. Based on these responses, we can only hypothesize that the
businesses that responded this way may be boot strapping or aren’t able to think about expansion
yet.
Buy Local appears to be a broader business issue across the community from these respondents
whereas access to capital is more important to specific demographics.
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Attachment: Small Business Survery Summary Report (8176 : Economic Health Strategy Update)
Key Findings
The 2018 Fort Collins Small Business Survey, conducted by National Research Center, Inc., was
developed to provide the City with information from and about small businesses located in Fort
Collins, Colorado. Results offer insight about business owners’ and managers ’outlook on local
business environment and their perspectives of the business support they receive or would like to
receive.
All private sector-type businesses (stores and restaurants, but also professional services like
accountants, lawyers, doctors, etc.) within Fort Collins with 100 or fewer employees were eligible
to participate in the survey, a random list of 2,000 were selected to receive an invitation to the
survey. These businesses received three mailings, one week apart, starting July 3, 2018, with
invitations to participate in the survey online. About 9% (184) of the 2,000 mailed invitations
were returned because the business address was vacant, or the postal service was unable to
deliver the invitation as addressed. Of the remaining 1,816 businesses that received the
invitations to participate, 194 completed the survey, providing an overall response rate of 11%.
The margin of error (95% confidence interval) is plus or minus 7 percentage points.
Local small businesses seek out support related to growing their business.
Business owners indicated the types of business support, from any source, they had recently
sought for their business. About 4 in 10 had looked for assistance with growing their business,
while about a third had pursued marketing and/or public relations aid. Other types of assistance
most commonly sought, indicated by about a quarter of respondents each, included recruiting
talent, improving business efficiency/productivity and assistance with tax laws and tax payments.
The sources most frequently sought after by small businesses for assistance included private
consultants or businesses coaches and professional staff (lawyers, accountants or financial
advisors), each mentioned by about 40% of respondents. Other sources used included the
Internet, peer networking or mastermind groups, business networks and trade associations,
friends or family members and mentors. Only seven percent had pursued assistance from the City
of Fort Collins.
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Business owners see benefit from most support programs, if offered by the City,
including buy local campaigns and training assistance.
Five types of support programs the City of Fort Collins could potentially provide were described,
and respondents rated how beneficial each would be to their business. A “Buy Local” program was
considered at least somewhat beneficial by about 7 in 10 small businesses surveyed. Financial
assistance for special circumstances or disruptions and training and professional development
grants were deemed at least somewhat beneficial by about two-thirds of those participating in the
survey. Access to capital programs would be considered at least somewhat beneficial by about 6 in
10 small businesses, and about 4 in 10 would find façade improvement grants at least somewhat
beneficial.
Most owners and managers expect business profitability to be the same or higher in the
next 12 months.
About 4 in 10 businesses said their profitability would be about the same in the next 12 months
and nearly half expected their profitability would be higher. The outlook on profitability was
somewhat brighter than the current; about 4 in 10 owners said current profits were higher than
they had been 12 months ago and close to 5 in 10 said profits had remained the same. About 14%
of small businesses reported their profitability was lower currently compared to 12 months ago,
and only 7% thought their profitability would be lower in the upcoming 12 months.
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Owners and managers do not expect a decrease in workforce in the next 12 months.
Roughly two-thirds of businesses said they were employing about the same number of people
currently as they had 12 months ago, and a similar proportion felt they would be employing about
the same number of people in the next 12 months. Of those who had experienced change in
workforce numbers, more were employing a greater number of people currently than they had 12
months ago (28%) compared to those who were employing fewer people (7%). Likewise, a much
greater proportion of businesses expected an increase in employees in the upcoming 12 months
(34%) than a decrease (2%).
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Fort Collins Small Business Survey 2018
Page 9
The factors having the greatest positive impact on small businesses were recreation
and wellness, access to data, education and access to peer networking.
Small businesses participating in the survey identified whether a variety of types of factors,
including market forces and quality of the community, had a positive or negative impact on their
business. Of the positive factors listed above, peer networking and networking opportunities were
referred to most often in the open comments section of the survey as something business owners
and managers want to see more of.
The cost of doing businesses, competition in the market, and sales and use tax have
the greatest negative impact on small businesses.
The factors named above were those indicated by the greatest proportion of small businesses as
having a negative impact with 76% stating the cost of doing business has a negative impact, with
58% stating competition in the market has a negative impact, and 48% stating sales and use tax;
others included parking, City-specific regulations and housing affordability.
Most small businesses that need it report being able to obtain adequate financing for
inventory, expansion and other working capital needs. Among the 56% of businesses
needing financing for inventory, about 9 in 10 reported being able to obtain it. Of the 63% of small
businesses in need of financing for expansion, about three-quarters reported being able to find it.
And among the 73% that needed financing for other working capital needs, about 8 in 10 reported
being able to get it.
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Attachment: Small Business Survery Summary Report (8176 : Economic Health Strategy Update)
Where do we go from here?
As the first time for this survey, the results are valuable and will be used to help direct
engagement strategies, support City staff work plans, and could be included in future budget
offers. With that said, this survey only represents 194 businesses out of thousands in the Fort
Collins community. The Economic Health Office will continue to ask questions of businesses and
work with our partner organizations to best support small businesses.
Additionally, we will seek to:
Enhance the way we engage with businesses by:
• Building business engagement plans for City departments to ensure involvement in policy
changes are happening.
• Incorporating businesses as a stakeholder into existing outreach and communication tools,
understanding businesses may need a different approach and strategy than citizens.
• Creating a communication strategy with our partner organizations to share training and
development opportunities. This includes sharing share our own story and the resources of
our partner organizations more – only 7% reported going to the City Economic Health Office
or Small Business Development Center for support. An even smaller amount reported
visiting the Larimer County Workforce Center.
• Continuing business listening sessions across the community and business site visits from
the Economic Health Office and City leadership.
• Continue outreach and engagement strategies for disadvantaged business owners to get a
better understanding of their needs as it is not fully represented in this survey.
• Share the data – the Economic Health Office will present the findings to business associations
and other external groups interested in discussing the results.
• Conduct follow-up conversations and focus groups – some businesses provided their contact
information for further discussion.
• Collaborate and share with other internal City departments to continue to identify and
improve services and guide workplans.
• Identify ways to educate the differences in City sales tax and County property taxes in
response to multiple comments in this area.
• Share our findings with the Regional Small Business Administration Office and the Minority
Business Office to spotlight the needs of Fort Collins to our state and federal offices.
• Launch a Revolving Loan Fund, targeting disadvantaged businesses with access to capital
options, including women-owned businesses.
To learn more about the work of the Economic Health Office, visit fcgov.com/business or call
970-416-2294
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Fort Collins Small Business Survey 2018
Page 11
Small Business Survey – Open Comments
Category Raw Comments
Business
Assistance
and Support
1. Assist small business to make a profit.
2. Assistance with purchasing a permanent building, so that ever-increasing rent doesn't destroy local
small businesses.
3. Better support to survive construction projects. Better outreach to new businesses to let us know
what support and services are available. BETTER HIGH SPEED INTERNET.
4. Co-sponsor networking event
5. Create networking opportunities
6. Definition of what city considers 'small business' is too broad. The real small businesses do not seem
served at same level as bigger companies.
7. Help with rising cost of labor costs and mitigating competition in specific areas.
8. Helping people with capital needs.
9. I believe where small business sometimes find an abyss is in the permitting and or growing process
taking on a new building or changes where large business or chains really do have an advantage of
more resources. I would like help to determine the size of the market for my products and services
and
10. Maybe a group/task force/think tank of home-based business owners and entrepreneurs
11. More affordable ways to promote the businesses that are VERY small like mine.
12. Provide compensation when a business has to move due to toxic mold in their present location.
Require the housing authority to investigate any requests for mold investigation.
13. Provide financial assistance for growth. We had to unexpectedly move, and it was very hard to find an
affordable commercial space to rent and I was unable to obtain a business loan for tenant finish so
had to pursue a loan from a private source.
14. Small business incubators supported by the city. See i.e. http://www.oregon4biz.com/Innovate-&-
Create/R&D-Business/Incubators/ Potential tie to the university. Roll out gigabit Internet service
ASAP! (Thanks, this is awesome!)
15. The city should not be a bank! Offering money to business that aren't holding their own will just make
the city be listed in their bankruptcy creditors. Allow business that should grow and continue - grow.
Those that are run poorly need to fade away and not be nursed along.
16. Connect us to larger businesses and employers for free/low cost training and TA (i.e. if the City hosts a
workshop for managers, allow small businesses (especially non-profits) to attend.
17. Hard for service companies to borrow expansion capital -
18. I've been an entrepreneur in Ft. Collins for nearly 22 years. The cost of doing business is very high
which affects what we can pay our employees. If there were tax incentives for hiring like there are for
buying a washing machine, we'd be better off.
19. Would love to see a small business / startup shared office space or similar.
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Regulations 20. Cut back on regulations and notify business's when a similar business wants to locate within 2 miles,
not just 500 feet. The city also needs to send its business to different vendors and not just a certain
select few if the vendors are competitive.
21. If regulation changes will be discussed, I want to be involved in panel
22. Keep regulations to a minimum; send out renewal notices for home occupation licenses.
23. Limit the number of similar businesses
24. No incentives to business or redevelopment
25. Not sure. High/punitive Local Specific Use taxes seem to be a hot button for many colleagues.
26. Reduce regulations Streamline all government Reduce taxes Don’t compete with private business
Make Ft Collins a business-friendly place!
27. Reduce the amount of bureaucracy. Stop trying to social engineer all outcomes. Be a support system
for business, not a hindrance
28. Seriously need to have friendly property tax discussions, better pricing on utilities. Also, too much
intervention with rules and regs with landscaping, irrigation and lighting when building facilities. We
were forced to pay for many expensive upgrades that did not save money, time, energy or water.
29. Stay out of the picture. Let the consumer drive the market so well-run business grow and another fade
away. Don't promote business grow that don't deserve it.
30. Stay out of the way.
31. Stop allowing big business growth without making them provide enough parking.
32. Tax relief, transient relief, fund the police better, get out of the way
33. Lower taxes and more affordable rent and housing for individuals and small business.
34. -*Lower personal property tax rates* - As these rates stand, I have less money to re-invest in
equipment/technology for my business and when I do manage to get new equipment, I'm penalized
for it by having to pay additional personal property tax. This inhibits my ability to stay competitive,
pay for training, or take home more money that would be re-invested in the Ft Collins economy. -A
huge part of long-term success for many small businesses is commercial real estate ownership. Ft
Collins real estate and building permit and building regulations and property taxes are such that it is
nearly-impossible to purchase or build space that would be appropriate for a successful customer-
based business. -Put a baseline threshold on sales and use tax. For example, if you owe less than
$50/quarter for sales and less than $50/quarter for use, no tax is due. Data gathering for these taxes
takes a lot of time and my business typically owes minimal amounts of both taxes. -Stop burdening
businesses with increased utility costs. Now that you're raising rates on prime hours for residential,
decrease rates during the day for businesses. That way businesses may have a chance of paying
employees more to help offset the residential rate hike. I have 3 female employees with small
children. They work all day. Their kids generate dirty clothes that need to be washed, their kids
need to eat, and they need to spend quality time with their kids. When do they do these things
during the week except when they get home from work? And then they need to pay exorbitant
rates for Air Conditioning and other utility use. I realize the rate increase is supposed to decrease
utility use, but there is a limit on how much a family can reduce their electric and water use, and I
suspect most families will end up paying more utility fees even after decreasing use.
35. Decrease or eliminate use tax and some of the repetitive taxes that are imposed on businesses.
These are extremely limiting to growth.
36. I am very hopeful that with the new SCOTUS ruling allowing states to collect sales tax on online
purchases, that the state will require collection of city and county taxes at the same time. This will
help our local budgets and level the playing field for brick and mortar small businesses. This is not a
new tax, just collecting taxes that were not paid by online shoppers.
37. Keep building department fees affordable and reduce the time it takes to get a building permit.
38. Keep taxes low
39. The Liquor Occupation Tax is having a negative impact on my business.
40. Why is the city council worried about national issues? The City council should be more focused on
the city issues. Like reducing the overabundance of regulations that keep small businesses from
growing in Fort Collins.
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Comm-
unication
41. Better communication of available resources.
42. Continue to ask for their input. Make the effort to reach out.
43. Develop ways that city planners and city officials can interact directly and honestly with small business
owners. Create a small business quarterly scorecard which measures attributes which attract, retain,
and encourage startups of small businesses in ALL industries.
44. I am working to get more involved with community events but struggle to connect with these events,
is there a way to have the city reach out to businesses to connect us with such things?
45. I liked that you had the listening events earlier this year with the Mayor and City Manager. The biggest
single thing the City can do is quit trying to be Boulder. If you keep on current path you will continue
to drive up housing prices and make it harder to attract employees that can afford to live here.
46. It seems that things are getting better with the presence of city managers and employees at the DBA
meetings. Direct delivery and mailed announcements about meetings, etc. is really helpful.
47. More information sent by email about new regulations and rules.
48. Recognition that nonprofits are contributors to our city even if not fiscal contributors. Have awareness
of impacts of decisions, like utilities usage in peak hour, can drastically impact a nonprofit or small
business.
49. The city does a pretty good job at communication about projects and support for communication
between businesses. Sometimes this is just communicating 'you are f#$*ed'.
50. Town Hall meetings with businesses, networking opportunities, leadership training, meet and greets
with city council and staff, community liaison and invites to government and business work study
groups
51. visit us, acknowledge, support
52. Let business know about small business opportunities, training and support
53. Sometimes the city can be very 'deaf' when it comes to business issues. A better dialogue is needed.
I believe the city staff tries very hard, but most of them have never run a business or understand the
challenges associated with doing so.
Parking 54. 1. Picture parking problems 2. Get the festival's away from Old Town and put them in City Park
We pay taxes for our buildings in Old Town and we deserve to make a living with our stores in Old
Town... stop treading on our space in Old Town. You're chasing our customers away in Old Town with
your festivals and parking problems. People won't come down here to shop cuz it's too crowded and
there's no place to park. You've been doing this for the 18 years we've been in business and then you
tell us that you do it for us, you don't do it for us you do it for yourself and now you're selling beer for-
profit, are you kidding me. Take all that to City Park!
55. The market share I currently have. On street parking and visibility for entrance and egress is an issue
for my specific location. I have spoken to engineering/traffic regarding this problem.
56. Keep working on parking. Keep working on public transportation
57. Parking and utility efficient upgrade incentives for landlords especially for old town buildings
58. Safe & convenient parking Low sales tax
59. Work to improve parking, access and transportation.
60. I am concerned about the city's parking space requirements being reduced on new developments and
redevelopments. We have a big problem in our area where landlords do not have adequate parking
for their employees and customers. Then they park in my lot or on the street directly in front of my
store, so I can't see around them for exiting my lot. And they block the view and signage of my
building. I know of several recent developments where parking is totally inadequate. It's a real
hardship on the existing businesses in the area. Everyone has a car, even most college students.
Just because you wish they would use public transportation doesn't mean they will.
61. Parking has become a severe problem as the limited parking I had was taken for additional bike
lanes. My customers complain that this is the biggest setback in choosing my establishment. My
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business is not the only one suffering from this as it's become a neighborhood problem. We
support a bike friendly environment but don't want to be forgotten in the process. My employees
can't park, my customers can't park. Customers end up parking in other business's spots creating
animosity between business owners which is not in Fort Collin's nature, we should all support one
another. It makes doing business much, much harder. Thank you for your attention -Campus
North Laurel / Mason St Block
Professional
Development,
Training, and
Workforce
62. Encourage the hiring of people with disabilities and promotion of this untapped workforce.
63. Management Training offered through the City
64. The cost of living in Fort Collins is extremely challenging for many. Consider creating a registry of
LOCAL employers offering quality part-time, second household income jobs and a clearinghouse of
background checked potential employees looking for WORK. Also, there is an epidemic of young
mothers and kids trapped in horrible domestic situations whom cannot escape due to lack of
affordable housing and childcare. Consider starting a network of background checked single
mothers who may be looking for co-housing arrangements, safe and free (reciprocating) childcare and
employment.
Localism and
Buy Local
65. A push for local & a push for home grown businesses to succeed just like the big guys. Thank you!
66. In our case it would be to good hire us for services. At this point seems like most is going to one place.
In other words, it would be nice to spread work and sales around.
67. Relax the signage and banner regulations. No neon? Really? No moving signs? Reinstate the
sales tax retailer's fee for our bookkeeping efforts. Shop at my store. Not on Amazon.
68. Build some more streets so that not everything is purchased online.
69. I would hope the City uses local small businesses first and foremost before going outside the area. I
would love opportunities to work with the city on design work.
Partner
Organizations
and
External
Resources
70. I have not pursued finding capital for fear of not being able to pay back. I am not sure of resources.
The SBDC has helped with marketing. I am struggling finding a referral source for my Physical Therapy
Practice.
71. I think that working with the SFCBA has been wonderful and always feel that while I don't always get
an answer that I'm hoping for, there is always someone at the City willing to at least listen.
72. I am grateful for SBDC, but unsure of other resourced Fort Collins has.
General
Engagement
and Other
73. I think working better with small/medium sized business owners is a must... Also, helping to retain
key employers is very important.
74. More Transparency. Employ city staff with experience
75. The City should be more considerate of businesses and business owners. Some of the City staff are
arrogant and some rules do not make sense. The City is to serve the citizens and some of the staff
and elected officials have forgotten who is serving who. Businesses and citizens support the City
activities through taxes and fees and it is frustrating that some initiatives do not respect that
relationship.
76. Appreciative of the hard work your staff and council do for businesses, people and the environment.
We would love to be more engaged and don't know where to start.
77. Governments and the press tend to give more attention to businesses that have a facility and/or
storefront. Home-based businesses are feeling ignored.
78. I am making a lot more money and am happier since I opened locations outside of Fort Collins.
While in Fort Collins, it was common to be taken advantage of financially, and less-so in my other
locations. Customers are more irritable in my FC location. I think the high cost of living is stressing
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Page 15
residents out and causes them to compromise on their values. The bike trails and close proximity to
the mountains and DIA are working for Fort Collins, but something needs to be done so people can
live in FC while only working 1 job. The quality of life is poor when you must work 2 or 3 jobs to
scrape by, as many have to.
79. We've been in business 30 years and it's getting tougher and tougher to make any money. It's true if
you don't grow you die.
80. Your questions on the impact on my business made no sense at all. i.e. Utilities did you mean cost of
utilities, reliability of or availability of. If the cost is high it would have a negative effect, but the City
cost is relatively low, so the effect is positive. So how do I answer this question. Very poor
survey. The City has wasted it money with NCR.
Childcare,
Housing, and
Social
Services
81. Absence of affordable, accessible childcare is critical.
82. As we approach 100 employees it is getting harder and harder to find qualified people that can afford
to live in Fort Collins. Even though we start almost everyone at $15/hr. or higher plus provide benefits,
like health care, 401K and flex scheduling, most of our new hires are living in Wellington or Greeley
where it is more affordable. At some point we will have to take a hard look at the economics of
staying in Fort Collins VS. moving our company to a more affordable and business friendly
environment. I love Fort Collins and want to stay but the more liberal and radical the City becomes the
more we will have to consider what’s best financially for our companies’ future.
83. Our clients live within the County. Our caregivers find it difficult to find affordable housing within
the same county they work.
• Constructi
on and Street
Disruption
84. Consideration and some compensation for street closures and ongoing construction. It is extremely
difficult for a small business to recover after consistent construction causing road closures and
minimal parking for customers. Also, too many events are held directly in Old Town, the square and
its side streets. Downtown businesses should sign a petition or vote on whether or not we want
these events in Old Town as we are the people directly affected. Receiving an announcement that our
street will be shut down for a whole weekend for some kind of festival and having no say is
disrespectful to the business owners who pay huge rents to be downtown. Fort Collins has plenty of
lovely and convenient locations for all of the many events that do not all have to be downtown.
85. We need to know what can be done to encourage customers to come to our store despite the five
months of intersection construction we are suffering.
Infrastructure
and Built
Environment
86. I would say that my most frustrating aspect of dealing with the City is the limitations related to
signage and visibility. The trees are so critical to the hobby that my business depends upon but they
are too low and cover most monuments in the Midtown area. How can customers find us if they
can't see us?
Environmen-
tal and
Climate
87. (My business) It is striving to be green
Rent and
Lease
88. Rent around old town is very high
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Attachment: Small Business Survery Summary Report (8176 : Economic Health Strategy Update)
Bioscience
Medical
Device
Colorado’s Science & Technology Incubator | Venture Capital Fund | Office & Wet Lab Facilities
innosphere
ECONOMIC IMPACT REPORT 2018
national
patents
filed
provisional
patents filed
patents
issued
full & part-time employees and
FTE contractors
256
168 full-time
40 part-time 48 FTE contractors
www.innosphere.org
Innosphere works
directly with Colorado’s
research universities to
advance technologies to
commercialization.
Supporting Startups & Scaleups with offices in Fort Collins, Boulder, Denver, and Castle Rock
client companies
served in these
industries:
39
Innosphere Fund I
Invested in 3 client companies:
Aspero Medical
Incident Response Technologies
Catalyze
Innosphere supported
University Startups
12 in 2018
16
24
6
Graduating from
Innosphere’s program is a
significant business
milestone such as raising
capital, hiring talent, or
accelerating top line
revenue growth.
Grants 3.9M
Founder 788K
VC 2.5M
Strategics 6.4M
Seed Stage 7.85M
sources of capital
$ 15M
23 companies
raised
total capital
in 2018
All companies
have raised
STREAMLINING THE PATH TO SUCCESS FOR
HIGH-TECH STARTUPS AND SCALEUPS
INNOSPHERE is Colorado’s leading technology incubator accelerating the success of high-impact science and
technology startups and scaleups. Innosphere’s program focuses on ensuring companies are investor-ready,
connecting entrepreneurs with experienced advisors, making introductions to corporate partners, exit planning, and
accelerating top line revenue growth. Once accepted into the program, companies receive ongoing support to
ensure they’re getting the know-how to raise the right kind of capital and all the resources to grow.
INNOSPHERE SUPPORTS HIGH-GROWTH COMPANIES IN THESE INDUSTRIES:
BIOSCIENCE AND HEALTH
INNOVATIONS
x Medical Device
x Digital Health
x Diagnostics
ENERGY & ADVANCED
MATERIALS
x Sensors
x Cyber
x Transportation
HARDWARE &
ENTERPRISE SOFTWARE
x Internet of Things
x Software as a Service
x AI and Big Data
IS YOUR COMPANY THE RIGHT FIT FOR INNOSPHERE?
While Innosphere supports companies at a variety of stages, experience shows we are best at serving Colorado-based
businesses with highly motivated founder(s) and at least one team member working full-time on the enterprise.
STARTUP PROGRAM CRITERIA:
x Performed initial work to validate product meets specific market needs
x Raised at least three to six months of working capital
x Developed a working prototype
SCALEUP PROGRAM CRITERIA:
x Achieved a run rate of >$500k a year in sales
x Secured Seed funding but may be looking for the next (Series A) raise
x Seeking to sustain a growth rate in sales of 2-3x per year in the coming years
THE APPLICATION PROCESS
We’re excited your company is looking at Innosphere’s Startup or Scaleup program for support! Because we get to
know companies’ individual goals and tailor a program around your specific needs, we know you’ll find that
Innosphere’s services are unlike any other program.
1. Companies complete the online application on Innosphere’s website: Innosphere.org.
2. One-hour screening: Completed in person or by phone
3. Group meeting with several Innosphere staff to ensure your needs and our services are a match.
4. A successful screening process results in an offer to become a new Innosphere Client Company!
Innosphere
Main: 970.221.1301
Offices in Fort Collins, Boulder, Denver,
and South Denver/Castle Rock
Apply Online:
www.innosphere.org
Innosphere is a non-profit technology incubator
and began serving startups in 1998
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Attachment: Innosphere Scaleup Program and Startup Program Overview (8176 : Economic Health Strategy Update)
ACHIEVING OPERATIONAL EXCELLENCE
Customer Discovery and Adoption
Developing Your Sales and Marketing Strategies
Cash Management
Lean Manufacturing Strategies
GROWTH STRATEGIES AND BUSINESS DEVELOPMENT
x Growing Sales in Current Markets
x Expanding to New Markets
x Corporate Partner Connections
x Developing Technology and Product Roadmaps
TALENT ACQUISITION
Mentors and Executive Advisors
Advisory and Corporate Boards
Key Hires
Managing Culture and Your Leadership Skills
CAPITAL AND FINANCE
Investor Materials and Due Diligence
Financial Modeling and Equity Modelling
Planning Your Exit Strategy
Preparing for Next Round of Funding
THE TOOLS AND KNOWLEDGE FOR
SCALING HIGH-TECH COMPANIES
EXCLUSIVE PROGRAMS FOR CLIENT COMPANIES: STARTUP AND SCALEUP
With more than 19 years of experience, Innosphere’s tested model has supported hundreds of companies in reaching their key
milestones. Once accepted into the program, companies work with their Innosphere liaison to address and resolve specific issues.
For a startup company, a common goal is to become investor-ready to secure the company’s first round of funding.
For a scaleup company, a common goal is to accelerate growth in sales. While this goal can be simple, it often becomes more
complex when considering hiring sales talent, investing in product development, and raising the capital needed to scale. We help
you untangle these issues and focus on the key areas that will drive results for your business.
Companies entering the incubation program work with experienced advisors,
peer-groups, and their Innosphere liaison to develop a focus on these key areas of growth:
MENTORS AND EXECUTIVE ADVISORS
Finding experienced mentors to help scale your business is one of our highest priorities. We offer clients a host of networks and
invaluable connections to others in your industry who have been there before. Innosphere’s program can connect you with several
types of mentors and advisors, including:
Executive Advisors from Industry Executives in Residence Corporate and Strategic Partners
Directors experienced in all business functions Subject Matter Experts Expert Advisory Group (SAGE)
CAPITAL IS CRITICAL TO THE SUCCESS OF CLIENT COMPANIES
As a part of our Access to Capital program, we maintain an exclusive “Innosphere Investor Network” to match entrepreneurs
with funding opportunities. The Investor Network is a group of active, accredited investors seeking highly-vetted, investment-
ready opportunities in technology startup companies. More importantly, we guide companies through the critical steps of:
Funding strategy refinement
Pitching to investors
Developing an exit strategy
Introductions between your company and appropriate capital sources
INNOSPHERE FUND:
x Early-stage venture capital fund
x Only available to Innosphere client companies that are qualified
x Innosphere is a General Partner of the Fund
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Attachment: Innosphere Scaleup Program and Startup Program Overview (8176 : Economic Health Strategy Update)
Why is the City of Fort Collins focusing on Business Engagement?
The City has identified two customer segments: residents and businesses. Businesses are a vital asset to our local
community. Not only do businesses bring employment and innovation opportunities, they are a major contributor
to our local non-profits and tax base. Business owners can also be a great resource and way to learn more about
our residents, and the community at large. Small businesses (defined as companies with 1 – 100 employees) make
up 98% of all businesses in Fort Collins and are vital to our local economy.
Not a “One-Size-Fits-All”
As with all residents, businesses seek to be a part of the conversation and feel respected.
Local businesses are hungry for information and the opportunity to engage with the City.
However, traditional engagement strategies that work for residents may not always work
for businesses. For example, open houses may not reach key business stakeholders due to
misalignment in timing, location, etc. City projects, such as a capital construction project,
can have short-term impacts (lost/decreased revenue) to long-term implications (consumer
spending habit changes).
The mission of the inter-organizational Business Engagement Action Plan:
• The City has a coordinated, City-wide Business Engagement Strategy
• Improved business customer satisfaction
• An enhanced relationship between the City and the business community.
Three areas of opportunity have been identified:
Increase Awareness Remove Barriers Improve Alignment
FORT
COLLINS
IS MY
BUSINESS
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Attachment: Business Engagement Action Plan (8176 : Economic Health Strategy Update)
BUSINESS ENGAGEMENT
ACTION PLAN
Auxiliary aids and services are available for persons with disabilities. V/TDD: 711
19-20933
For more information on the City of Fort Collins
Economic Health Office, visit fcgov.com/business
2018 HIGHLIGHTS
• Deployed the 1st Small Business Needs Assessment
• Conducted the 2nd National Business Survey on City
services
• Created option in ACCESS Fort Collins for businesses
• Began the development of the City of Fort Collins
Construction Toolkit which includes a Business
Resource Guide
• Developed Walnut Street Case Study to highlight best
practices of process improvements
• Began updating Public Engagement Spectrum to
include business engagement elements
• Piloted Customer Relationship Management (CRM)
tool with various City departments
• Developed formal procedures for City Manager/Mayor
and major employer visits
• Coordinated internal process on future business
surveys within various City departments
• Coordinated internally with departments that regularly
communicate with outside businesses so that
communication is more consistent and streamlined
• Restructured Development Review Team in Planning
Department
• Launched Construction Toolkit, Phase I (external)
• Hosted four business listening sessions with City
leaders (Harmony Corridor, West Elizabeth, Walnut
Street, DBA)
2019 PRIORITIES
• Piloting the development of Service Area Business
Engagement Action Guides
• Finalize development/integration of the Business
Engagement Spectrum
• Partner with Communications and Public Involvement
Office to integrate businesses into upcoming public
engagement training across organization
• Highlight resource kits available to project managers
• Pilot development of City-wide customer service
training
• Implement Construction Toolkit for capital projects and
private development projects
• Implement and refine use of Citywide CRM
• Partner with CSU to pilot small business focus groups
and programming
• Launch Revolving Loan Fund to provide access to
capital for small/disadvantaged businesses
• Continue and refine coordination and communication
within City services to provide businesses with
information in a timely matter
• Continue and refine development review improvement
process
Increase Awareness: increase awareness internally and externally of business engagement efforts
and resources available
Remove Barriers: improve access for businesses to City services and resources
Improve Alignment: improve consistently within the City when working with local businesses
Fort Collins Economic
Advisory Board
June, 2019
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
High
Quality
Training
High
Quality
Training
Free
Confidential
Consulting
Free
Confidential
Consulting
Connection
to
Resources
Connection
to
Resources
www.LarimerSBDC.org
Who We Are & What We Do
Helping local
businesses
start, grow
and prosper
through
street-smart
business
education and
assistance.
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
Colorado SBDC Timeline
+ SBA
Formed
+ SBA
Formed
+ SBA Partially
funds SBDC
and SCORE
Networks
+ SBA Partially
funds SBDC
and SCORE
Networks
+ Colorado
SBDC Formed
+ FRCC hosts
Larimer SBDC
Center
+ Colorado
SBDC Formed
+ FRCC hosts
Larimer SBDC
Center
1953 1970s 1987
www.LarimerSBDC.org
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
www.LarimerSBDC.org
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
2019 Focused Services
High Growth
Potential
Industry
Specific
•ScaleUp Smart Program
•Strategic Direction/Digital Mrkt
•Manufacturing Optimization
•Financial Analysis
•Retail
•Restaurant/Food Products
•Health & Wellness
•Creatives
•Non-Profits
•Start-up Support
•Business Planning
•Finance\Accounting
•Marketing\Sales
General
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
Consultant Skillsets and
Experiences:
Breweries Manufacturing
B 2 B Market Research
Business Valuation Marketing, Digital, Social Media
Creative Micro Lenders
e-Commerce Non-Profit
Finance and Accounting Publishing
Food products and Restaurants Quickbooks
Franchising Retail
Health & Wellness Sales
Human Resources Service
Intellectual Property Transportation
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
Training Classes
Business Planning
• Strategic and Business Planning to
Meet Your Goals (3 weeks)
• Creating a Simple Yet Effective
Business Plan
Marketing & Sales
• Sorting through Social Media
• Strategies for E-Commerce Success
• Marketing and Branding Basics
• Are You Charging Enough?
• No Guts, No Gain
Finance & Accounting
• Lending Panels\Loan Preparation
• Financials & Bookkeeping
• TAXES: Get Informed & Organized
• 3 Ways Financial Information Can
Make Your Business Thrive
• QuickBooks (Online and Desktop)
• Defining Rates, Expenses and
Income
• Three Financial Reports to Help
Manage Your Business
Starting a Business
• Essential Steps to Starting
Your Business
• Make It Official
Other
• 1099 workers
• Buying or Selling a Business
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
Attorney/Legal Graphic Design
Bookkeepers Insurance
Business Brokers Micro-lenders
CPA/Accountant Social Media
Digital/Website/SEO Video Production
Resources: Professional
Advisor Lists
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
www.LarimerSBDC.org
2015 to 2018
Business Education:
2015 2018
Client Count 606 948
FREE Consulting Hours 2549 4515
No. of Consultants 10 36
Classes/Training 69 101
Class Attendees 736 1282
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
2019 Focused Services
High Growth
Potential
General
•ScaleUp Smart Program
•Strategic Direction/Digital Mrkt
•Manufacturing Optimization
•Financial Analysis
•Retail
•Restaurant/Food Products
•Health & Wellness
•Creatives
•Non-Profits
•Start-up Support
•Business Planning
•Finance\Accounting
•Marketing\Sales
Industry
Specific
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
Offering each month in 2019!
www.LarimerSBDC.org
Small Business After Hours
Retail Creative
Businesses
Health &
Wellness
Restaurants
& Food Products
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
2019 Focused Services
Industry
Specific
General
•ScaleUp Smart Program
•Strategic Direction/Digital Mrkt
•Manufacturing Optimization
•Financial Analysis
•Retail
•Restaurant/Food Products
•Health & Wellness
•Creatives
•Non-Profits
•Start-up Support
•Business Planning
•Finance\Accounting
•Marketing\Sales
High Growth
Potential
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
Our Results - 2016-2018
Increased Sales
Capital
Infusion
Businesses
Started
137 1555
Jobs
Retained
827
Jobs
Created
$31.7 M
www.LarimerSBDC.org
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
2013 2014 2015 2016 2017 2018
% of Statewide Totals
Minimum Acceptable Standard New Business Starts Jobs Created
Jobs Retained Capital Formation Client Sales Growth
Larimer SBDC -
Economic Impact, % of State Total
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
28% 60%
4%
3%
2% 3%
2017 Client Distribution
Fort Collins
Loveland
Estes Park
Wellington
Berthoud
Other
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
• 65 local businesses/non-profits,
$3M+ total checks provided.
• Larimer grants were 50% of state total.
• Program ended Feb 2019.
www.LarimerSBDC.org
“Recover Colorado”,
disaster recovery grant:
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
Larimer SBDC/LBDC
Success Stories
www.LarimerSBDC.org
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
Owner: Anne Lance
• Teaching Tree, a nonprofit with
facilities in Fort Collins and
Loveland, has provided quality
child care since 1970, with much
of this care supporting low-
moderate income families.
• Received business planning,
financial, cost projections and
organizational charts assistance
from SBDC
Teaching Tree Early
Childhood Learning Center
www.LarimerSBDC.org
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
• Business recruitment
• Personal finance/wealth planning
• Give specific legal or tax advice
• Much consulting for tech/IT
companies.
• Large businesses/corporations
• Directly provide loans or incentives
What We Don’t Do:
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
Larimer SBDC
2018 Funding Sources
Federal SBA Grant
26%
Front Range Community
College
23%
City of FC Budget
Funding
12%
Training Class Fees
10%
Loveland City and
Chamber
11%
First National Bank
3%
Other/Industry Sponsorships
9%
Larimer County
6%
$325K
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
• Glenn Plagens - Promoted to
Director of Business Resources and
Rural Prosperity.
• Joey Jenkins – Promoted to State
SBDC Director.
Statewide SBDC Changes:
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
OEDIT Org. Chart
OEDIT Director
Betsy Markey
Global Biz
Development
Michelle Hadwiger
Tourism
Cathy Ritter
Biz Funding /
Incentives
Jeff Kraft
Biz Support and
Rural Prosperity
Glenn Plagens
Colorado Creative
Industries
Margaret Hunt
TV & Film
Donald Zuckerman
Outdoor Recreation
Nathan Fey
SBDC State Director
Joey Jenkins
Minority Biz Office
(MBO)
Rosy McDonough
Employee Stock
RuralInitiative Prosperity Ownership
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
• Terri - Promoted to Assistant Director.
• Becky Douthit – Hired June 2018.
Admin/Marketing, doing great.
• Mike - Now reporting to Jean Runyon,
FRCC Larimer Campus VP.
Lar. SBDC Center Changes:
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
• Oct 3rd
NoCo Womens Conference.
• Add SBDC Program Coordinator?
• Latino coverage in Fort Collins.
• Beef up Wellington, Berthoud, and
Estes Park outreach and support.
• Pursue additional center funding.
• Push ScaleUp Smart program.
2019 Initiatives:
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
• www.larimersbdc.org
• 970-498-9295
• Mike Oconnell
• 970-215-2300
Thanks for this opportunity!
ATTACHMENT 8
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Attachment: Larimer County Small Business Development Center - Performance Measures (8176 :
August 13, 2019
Economic Health Strategy Update
Jeff Mihelich & Josh Birks, City of Fort Collins
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Direction Sought:
1. Does Council have feedback on the current Economic Health
Strategy and focus on Economic Resilience?
2. Does Council have any additional clarification of the two priorities
highlighted in tonight’s materials?
Strategies that create community jobs (Talent)
Small business plan (Support)
2
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Agenda
3
Agenda:
1. Overview of Economic Health
Strategy
2. Current Trend Highlights
3. Council Priorities
4. Next Steps
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Alignment
4
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Vision, Mission, & Goal
• Promote a healthy sustainable economy reflecting community values
Economic Health Vision
• Shape a resilient economic future.
Economic Health Mission
• Increase the economic resilience of the community (by XX percent) by
2030
Economic Health Goal
5
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Northern Colorado Trends
Jobs
• Diverse economic base
• Job growth is driving
population growth
Diversity
• Low and increasing racial and
ethnic diversity
Population
• Fastest growing region in the
state
• Weld will have larger
population than Larimer by
2024
Income
• Slowing income growth
Source: Colorado Department of Local Affairs 6
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Fort Collins Trends
Employment
• Job growth is strong, but
underemployment is a concern
Housing
• Jobs are growing faster than housing,
1.25 jobs per housing unit
• Average house prices increasing rapidly
Labor Market
• Tight labor market
• Job growth outpacing workforce growth
Source: City Plan Forces & Trends Report, 2018 7
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Fort Collins Trends
Development
• Demand is greatest for
commercial/mixed-use land
Local Economy
• Driven by education and healthcare
Wages
• Growing on average, concentrated in
top 20% of earners
Source: City Plan Forces & Trends Report, 2018 8
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
What is Economic Resilience?
9
• “The investment in business, social, built, and natural
environments that creates increasing prosperity for all,
now and into the future.” - IEDC’s Sustainability
Advisory Committee
• “Ability of an economy to support a defined level of
economic production indefinitely” – Thwink.org
• “The economic pillar of sustainability is where most
businesses feel they are on firm ground. To be
sustainable, a business must be profitable” -
investopedia
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Outputs Outcome
Strength Diversity
Industry
Talent
Engage-
ment
Data
Economic
Resilience
Inputs
10
What is Economic Resilience?
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Measuring Resilience
11
Site
Reuse
Redevelopment
Community Development
Can Renew…
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
EHO Focus Areas
12
Innovation Ecosystem
• Generate new economic
activity by supporting
innovation and
entrepreneurship
Business Engagement
• Support a positive relationship
between the business
community and City
Redevelopment
• Encourage sustainable
redevelopment through
strategic partnership with the
development community
Resilience: Start, Sustain, Revive
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Innovation Ecosystem
New Economic Activity
Climate Economy
Innovative
Approaches
Encourage
Investment
Enable
Transition
Infrastructure
& Programs
Innosphere SBDC
Triple Helix
Industry
Cluster 3.0 Talent 2.0
13
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Business Engagement
Positive Relationship
Engagement
Direct
Connectio
ns
Appreciati
on Surveys
Collaboration
& Alignment
Regional
Alignment Talent 2.0 Airport
Access to
Support
Revolving
Loan Fund
Direct
Assistance Data
14
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Redevelopment
Sustainable Redevelopment
Urban
Renewal
Plan Areas Projects
Public
Improvem-
ents
Public
Finance
Metro
Districts GID/BID
Special
Financing
Internal
Support
Planning Infrastruct-
ure
Special
Projects
15
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Council Priorities: What We Heard
16
Strategies that create community jobs:
TALENT DEVELOPMENT
• City doesn’t create jobs – creates
environment
• Impact of Community – Amenities,
Infrastructure, Cost
• Workforce Development Gaps
• Alignment of local workforce to employer
needs
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Talent 2.0 Overview
Access
Support
employers in
finding, attracting,
and retaining
needed talent
Alignment
Align education
and workforce
resources more
closely with
business
community and
local talent pool
Barriers
Address
structural issues
that serve as
barriers to a
secure talent
pipeline
17
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Talent 2.0 - Implementation
Increase
Access
Your Place:
Northern
Colorado
Connect
Local Talent
Increase
Awareness of
Opportunities
Improve
Alignment
Business
Engagement
Education &
Training
Capacity
Remove
Barriers
Advocate Educate Achieve
18
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Council Priorities: What We Heard
19
Small Business Plan
Support & Resource Access
• Past Priority – Build on current efforts
• Evaluate results of Small Business Survey
• Enhance connection to support services
• Workforce and equity component
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Small Biz Survey - Why data is important
20
Business with 1-100
employees make up
98% of all firms in Fort
Collins
Fort Collins small
businesses employ
47% of the workforce
and provide 40% of the
total wages
2
Businesses in the
51-100 employee
category had the
largest increase in
average compensation
at 19%
1 3
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
The Story
Small businesses have a desire to:
21
Engage more with the City
Weigh in on policy decisions
Access training and
development opportunities
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Where do we go from here?
22
Business engagement guides
for departments
Convene survey participants
and focus groups
Council district profiles and
engagement plans
Storytelling
Incorporate businesses
into outreach tools
Communication plan with our
partners
Road shows and feedback
Desire to
engage Communication
Access
training &
dev
Work with partner
organizations to
develop/communicate
programming
Launch Revolving Loan
Fund
Customer Service Training
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Role of Economic Health Office
23
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Council Priorities: Next Steps
24
Continue Small
Business Support
action plan from the
Survey
Continue to support
Talent 2.0
implementation
2
Consider program
refinements
1 3
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Direction Sought:
1. Does Council have feedback on the current Economic Health
Strategy and focus on Economic Resilience?
2. Does Council have any additional clarification of the two priorities
highlighted in tonight’s materials?
Strategies that create community jobs (Talent)
Small business plan (Support)
25
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
Questions
26
Thank you!
ATTACHMENT 9
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Attachment: Powerpoint Presentation (8176 : Economic Health Strategy Update)
ATTACHMENT 7
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Attachment: Business Engagement Action Plan (8176 : Economic Health Strategy Update)
total capital
to date
Leading Seed Investment Rounds
Financial
Technology
Artificial
Intelligence
Cleantech, Energy &
Advanced Materials
Hardware &
Enterprise Software
Supporting Startup and
Scaleup Companies in 2018:
Innosphere client companies exited
client companies went from
pre-revenue to revenue
companies in the Scaleup Program
companies graduated
20
companies were
in revenue and
generated
24.6M
This total is up
$
173%
from the prior year
$ 31.9M
3
6
10
12
ATTACHMENT 5
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Attachment: Innosphere Economic Impact Infographic - 2018 (8176 : Economic Health Strategy Update)
Packet Pg. 176
Attachment: Small Business Survery Summary Report (8176 : Economic Health Strategy Update)
polices supporting
innovation and
entrepreneurship
STRATEGY 1.3:
Support
collaboration
between
research
institutions,
industry, and
government
(Triple Helix)
PROGRAMS
Climate Economy
Action Plan
EPIC Program
ClimateWise
PROGRAMS
City as a Platform
Smart Cities
Industry Clusters
SBDC
Innosphere
PROGRAMS
Networking
Events
Industry Cluster
3.0
Talent 2.0
PROGRAMS
Directing capital investment
and infrastructure
improvements
Manage Urban Renewal
Authority
Manage Metro District
process
PROGRAMS
Directing capital investment
and infrastructure
improvements
Development review
Redevelopment analysis
STRATEGY 2.1:
Foster healthy
engagement
between the City
and businesses
STRATEGY 2.2:
Improve regional
collaboration
and alignment
STRATEGY 2.3:
Increase access
to business
support tools
PROGRAMS
BEAP
Surveys
Business Listening
Sessions
Business
Appreciation
Breakfast
PROGRAMS
Regional
Engagement and
strategic
partnerships
Talent 2.0
Airport
PROGRAMS
Resource Referral
Direct Business
Support
Revolving Loan
Fund
Business Projects
& Compliance
STRATEGY 3.3:
Collaborate
internally to
support strategic
land planning
and
infrastructure
investment
STRATEGY 3.1:
Maximize
utilization of
targeted infill
and
redevelopment
areas
3.2
Packet Pg. 101
Attachment: Economic Health Strategic Plan Overview Map (8176 : Economic Health Strategy Update)
3. Support local, unique, and creative businesses.
Support programs emphasizing local business
Define and support the Uniquely Fort Collins Cluster
Support local and creative entrepreneurship
Support the brewing industry
4. Encourage the redevelopment of strategic areas within the
community.
Prioritize targeted redevelopment areas
Encourage infill development and redevelopment
Develop fee schedules for development and
redevelopment
5. Participate in regional economic development efforts.
Support the Fort Collins/Loveland Airport
Prioritize regional infrastructure
2012 ECONOMIC HEALTH VISION
Fort Collins: Crafting a dynamic culture of innovation and
stewardship to cultivate quality of place and economic health.
The vision should be the unifying theme across the principle
projects, collaboration, research, and City policies geared toward
promoting economic health in Fort Collins.
GUIDING PRINCIPLES
A Healthy, Resilient Economy
The collaboration of government, academia, companies, and non-
profits is the foundation of this approach.
1. Create more and better economic opportunity for residents.
2. Diversify the tax base to help insulate Fort Collins from
economic shocks.
3. Preserve Fort Collins’ unique quality of place and culture.
GOALS
1. Facilitate a stronger support network for existing employers, new
businesses, and small business.
2. Enhance the innovation ecosystem and economy that supports
companies at all stages and aligns with City goals.
3. Create a system for talent development, retention and recruitment
that responds to and anticipates employers’ needs.
4. Develop community assets and infrastructure necessary to
support the region’s employers and talent.
ATTACHMENT 1
3.1
Packet Pg. 100
Attachment: Excerpt of 2012 Economic Health Strategic Plan - Evolution of Fort Collins Approach (8176 :