HomeMy WebLinkAbout2015-059-06/02/2015-ADOPTING AN UPDATE TO THE ECONOMIC HEALTH STRATEGIC PLAN FOR THE CITY OF FORT COLLINS RESOLUTION 2015-059
OF THE COUNCIL OF THE CITY OF FORT COLLINS
ADOPTING AN UPDATE TO THE ECONOMIC HEALTH STRATEGIC PLAN
FOR THE CITY OF FORT COLLINS
WHEREAS, on September 5, 2006, the City Council adopted Resolution 2006-097,
adopting the City's Economic Action Plan; and
WHEREAS, on February 15, 2011, the City Council adopted Resolution 2001-015,
adopting revisions to "City Plan," the City's comprehensive plan, including a series of Principles
and Policies related to economic health; and
WHEREAS, on November 15, 2011, the City Council adopted Ordinance No. 149, 2011,
amending Chapter 2 of the City Code adding a new Section 2-506 to establish Sustainability
Services as a new City service area; and
WHEREAS, on June 26, 2012, the City Council adopted Resolution 2012-044, adopting
the City's Economic Health Strategic Plan (the "2012 EHS Plan"); and
WHEREAS, in 2012, the Economic Health Office became a part of Sustainability
Services; and
WHEREAS, on March 25, 2014, the City Council considered and discussed the City of
Fort Collins 2015-16 Strategic Plan and provided input to staff regarding the content of the plan;
and
WHEREAS, in July 2014, City staff began working on an update to the 2012 EHS Plan
as an extension of the City's previous economic health planning efforts and in order to integrate
as part of the City's economic health planning efforts the concepts and priorities established in
the City of Fort Collins 2015-16 Strategic Plan and align the priorities of economic health
planning efforts with the priorities of Sustainability Services; and
WHEREAS, the City's Economic Advisory Commission provided input to staff in
connection with the planning process, and at its meeting on February 18, 2015 and again on May
20, 2015, voted to recommend adoption of the update to the Economic Health Strategic Plan,
attached hereto as Exhibit "A" and incorporated herein by this reference (the "2015 EHS Plan");
and
WHEREAS, the City Council believes that the adoption and implementation of the 2015
EHS Plan will make clear the purpose and reasons for economic health planning and activities in _
the City of Fort Collins and assist the City in collaborating with academia, business interests, and
non-profit and governmental entities to promote a healthy, sustainable economy reflecting
community values; and
WHEREAS, for the foregoing reasons, the City Council wishes to approve the 2015 EHS
Plan and, in so doing, to supersede and replace the 2012 EHS Plan.
- 1 -
NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF
FORT COLLINS as follows:
Section 1. That the City Council hereby approves and adopts the 2015 EHS Plan.
Section 2. That the 2015 EHS Plan shall supersede and replace in all respects the
2012 EHS Plan.
Section 3. That the City Council hereby directs the City Manager to provide the City
Council, no less frequently than annually, with a report on the status of the implementation of the
2015 EHS Plan, the successes and outcomes from the implementation of the 2015 EHS Plan, and
any recommendations for interim modifications to the 2015 EHS Plan.
Passed and adopted at a regular meeting of the Council of the City of Fort Collins this
2nd day of June, A.D. 2015.
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Mayor
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Project . • er: Josh Birks Cityof
Fort Collins
Prepared: May • 2015
Acknowledgements
Mayor and City Council
KarenWeitkunat. .. .. .. .. .. ...................................................................................................................................... Mayor
Gerry Horak. . . . . .. .. ........................................................................................................ Mayor Pro Tern, District 6
BobOverbeck................................................................................................................................................. District 1
LisaPoppaW.................................................................................................................................................... District 2
GinoCampana...............................................................................................................................................District 3
WadeTroxell...................................................................................................................................................District 4
RossCunniff..................................................................................................................................................... District 5
Staff
DarinAtteberry....................................................................................................................................City Manager
Jeff Mihelich...................................................................................................................... .. Deputy City Manager
Bruce Hendee.........................................................................................................Chief Sustainability Office
Josh Birks................................................................................................................... Economic Health Director
Tom Leeson. .. .. .. ............................................................................ .. .. . Redevelopment Program Manager
SeonAh Kendall....................................................................... .. Economic Policy and Project Manager
Sam Houghteling.................................................................................Graduate Management Assistant
Contact Economic Health
300 Laporte Avenue
Fort Collins, CO 80521
970-221-6324
jbirksC fcgov.com
Table of Contents
Whatis Economic Health ............................................................................................................................1
Whya Revisit? ................................................................................................................................................................... 2
PlanStructure ................................................................................................................................................................... 2
AdditionalWork Completed .................................................................................................................................... 2
Contextand Background ........................................................................................................................... 3
Plan Fort Collins - How It ALL Fits Together......................................................................................... 4
Strengths, Weaknesses, Opportunities, and Threats ................................................................... 5
A. Community Prosperity ............................................................................................................................
Challenges ................................................................................................................................................................... ....8
OurVision ................................................................................................................................................................ ..........8
OurRole ............................................................................................................................................................... ...............8
Goals .................................................................................................................................................................. ...................9
Alignment to the City of Fort Collins Strategic Plan ....................................................... ................ .... 11
Integration of the Triple Bottom Line ..................................................................................... .......................12
B. Grow Our Own .................................................................................................................. ...................... 13
Challenges ........................................................................................................................................... ...........................14
OurVision ............................................................................................................................................. ............................14
OurRole ................................................................................................................................................ ....................
Goals ....................................................................................................................................................... .. .....................15
Alignment to the City of Fort Collins Strategic Plan ......................................... ... ............................17
Integration of the Triple Bottom Line ................................................................. ............. .......................... 18
C. Place Matters .............................................................................................. ................... ...................... 1g
Challenges ................................................................................................................ ............................. ...................... 20
OurVision .............................................................................................................. ................................... .................. . . 20
OurRole .............................................................................................................. .......................................... ................ 20
Goals . .. ............................................................................................................... ................................................. .............21
Alignment to the City of Fort Collins Strategic Plan ........ ......................................................... ....... 23
Integration of the Triple Bottom Line . .. .. .. .. .............................. ................................................................ . 24
D. The Climate Economy.......................................................... ............................................................... •
Challenges ............................................................................................... ...................................................................... 26
OurVision .................................................................................................. ....................................................................... 26 , •
OurRole ..................................................................................................... ...................................................................... 26
Goals ............................................................................................................ ...................................................................... 27 _
Alignment to the City of Fort Collins Strategic Plan ...... ..................................................................... 29
Integration of the Triple Bottom Line ........................................ ................................................................... 30
E. Think Regionally .......................................................................... .......................................................... 31
Challenges ....................................................................................................... .............................................................. 32
OurVision .............................................................................................................. .......................................................... 32
OurRole ..................................................................................................................... ...................................................... 32
Goals ................................................................................................................................. ................................................ 33
Alignment to the City of Fort Collins Strategic Plan ................................ .......................................... 35
Integration of the Triple Bottom Line ........................................................................ ................................. 36
Implementation .................................................................................................................... 37
APPENDIX.............................................................................................................................................. 9
ANN
y� What is Economic Health ? - . . - - • , - • '
I
. J
` The City of Fort Collins intentionally uses the terms " Economic Health" to • _ OPP - •'
describe the community's engagement with the economy. The meaning of r
health refers to a ' general. condition of...soundness" and "vitality. " The Ci
uses the word " health" versus "development" when discussilamb
ng econo c _ _
`=
L activities because the objective is overall soundness and long-term vi ity
versus short-term or individualized gain. In addition, the triple botto line ►", ��'
focus further reinforces the commitment to a more holistic view f the
economy's role in our community.
A healthy economy: all
�
• Is vibrant, resilient, and integrates multiple interactions acro any
.� stakeholder groups (e.g ., citizens representing multiple sub-communities,
Large and small companies, new and established companies, non- profit ` y
✓� organizations, and local government), andAOMORI
= _ 1 -
- mna,. �nac>lltuea�4t�
Provides diverse opportunities for development which ac owledge _
resource constraints and retain or improve the present qual.i of Life in the -
Therefore, the objective of Economic Health is a sust • nable economy. A
sustainable economy means that residents can find e Loyment and afford ;
to Live in the community; that businesses are able an encouraged to start, 1 , �' ' ' '
remain , and expand in the community; and that every ne can expect quality .` e
City services and sustainable, attractive infrastructur ECONOMIC HEALTH VISION . : ' ,��;. ;
--=� Promote a healthy, sustainable
economy reflecting community
values 1
•
sAlp
I '
06) City of Fort Collins Economic Health -�" '� � �•• � � _ ' � • � ►� ' ' • ,
community prosperity. grow our own. place matters. the climate economy. think regionally.
Why a Revisit? Plan Structure
In 2011 and 2012 the Economic Health Office (EHO) led a process to update The plan is laid out in themes. Each theme includes relevant challenges,
the community's strategic plan related to economic health . The update a vision for the future, the role of the City, and numerous goals. The goals
followed the City Plan update process completed in early 2011. It Was the include specific strategies, a desired outcome, and metrics to evaluate
intent for the update to move beyond the previous 2005 Economic Health success. Finally, the Economic Health Office has three primary functions
Action Plan by developing guiding principles and strategic goals to guide related to achieving the goals in each theme, including :
future economic health activities.
• Lead—City takes on the lead role in implementing specific goals
In 2012, the Economic Health Office joined the Sustainability Service Area . Partner—City partners with other agencies and organizations to implement
(SSA), shortly before the previous version of the Economic Health Strategic specific goals including providing funds to achieve these collective goals
Plan (EHSP) was adopted in June of 2012. Now there is a need to align the
EHSP with SSA division objectives. Enhancing community resiliency is a key • Collaborate—City partners with other agencies and organizations to
part of this alignment. Finally, the revised plan needs to align with the City's implement specific goals without providing funds.
recently adopted Strategic Plan. A matrix in the Implementation Section of this plan indicates which role ties
to each goal within the five theme areas.
In addition, alignment between the three departments of the SSA division
will be enhanced by outlining specific goals and strategies that describe the Ad cl i t i o n a l Wo r k
triple bottom line. This revisit attempts to describe the overlap between the
three individual departments. These goals and strategies are intended to
enhance the partnering opportunities between the departments and aid in Completed
describing collective objectives.
Finally, the revisit is intended to consider several emerging challenges The EHO has completed two major pieces of additional analysis since
facing the City of Fort Collins economy. These challenges include: the Economic Health Strategic Plan was approved in 2012. Each of these
documents has been used in developing this update.
• Workforce demographic shifts
• Cluster Strategy 2.0 - An update to the Targeted Industry Cluster
• Pace of innovation or disruptive technologies; program completed by TIP Strategies in 2013. The study proposed several
• Climate change; and adjustments to the cluster program, including the introduction of a
• Community build-out. competitive funding program for distributing cluster dollars.
• Larimer County Labor Force Study - The study, completed by TIP
Strategies, does a deep dive on the existing and anticipated labor force in
While many of these challenges are not unique to Fort Collins, they will have Larimer County, including information on commute patterns, skills gap, and
unique implications. This update attempts to address these issues through available jobs.
revisions and changes to the previously adopted guiding principles and
strategic goals.
It is not the intent of this update to re-write or negate the existing adopted
EHSP, but rather to enhance the previous version for the reasons stated
above. Furthermore, this plan focuses on the City's contribution to the
economic health of the community and is meant to be specific to the
Economic Health Office's and internal partners' work plan for the next three
years.
1 Taken from the City of Fort Collins Strategic Plan, 2014
2
• i • • • •
The City Council adopted the original Economic Health Strategic Plan in
2012. At that time, the nation was still emerging from a major economic
recession that had not been seen since the Great Depression . Today, the
economy of Northern Colorado and the nation have improved significantly -
unemployment has fallen well below accepted stabilized rates. Therefore, • _ ' '
this revision to the plan can step back and take a more holistic view of
the City's role in economic health. At the same time, much of the analysis
and thinking included in the 2012 EHSP still remains valid. The reader will
encounter portions of this document that have been Lifted entirely from the
2012 plan as a result (e.g ., the Strengths, Weaknesses, Opportunities, and
Threats analysis). • •
• • •
Sustainability Service Area . . . .
In 2012, the Economic Health Office (EHO) joined the Sustainability Service • • _
Area (SSA), a newly formed service area within the City. The City defines =
sustainabiLity as:
"To systematically, creatively, and thoughtfully utilize environmental, human, ' • • • '
and economic resources to meet our present needs and those of future
generations Without compromising the ecosystems on Which we depend.
The City's Sustainability Services Area consists of Environmental Services,
Social Sustainability and Economic Health."
The mission of the SSA is deliver on this definition of sustainability by: (1) . . . . . -
encouraging the Triple Bottom Line perspective be applied to all major City
projects; and (2) engaging in activities that support the TBL in our community,
as show in the Venn diagram.
Plan Fort Collins
This Economic Health Strategic Plan does not exist in a vacuum. The City years into the future and provides overarching direction . This EHSP focuses
has a wide array of strategic plans, ranging from sub-area Land use plans on the next three to five years and describes direction for the City related to
to the Climate Action Plan. ALL the plans work together to create a full and the Economic Health aspects of delivering on Plan Fort Collins. The following
complete picture of the City's strategic direction and intent. The EHSP graphic demonstrates how this plan and others all interface. It's particularly
provides one piece of the overall puzzle and must be understood in the important to note that that this EHSP must work in concert with the City's
broader context. Climate Action Plan, Natural Areas Master Plan, Transportation Master Plan ,
etc. Each of these other plans provides context and direction that in some
Plan Fort Collins, the City's Long - range comprehensive Land use plan for the cases provide Limits and in others opportunities for the implementation of
community provides the foundation upon which this and allthe other plans of the EHSP. This plan does not override the other priorities of the City. Instead,
the city rest. The time horizon of Plan Fort Collins extends at Least 20 if not 50 it must complement them while not infringing upon those goals.
Plan Fort Collins - How It All Fits Together
The Economic Heafth Strategic PLan is but one part of an overarching pLan, PLan Fort CoWns. There are many pLans throughout the City, but beLow are a
few sampLes to show how every pLan is deveLoped to nest within and support PLan Fort CoWns, and indicates what Strategic Outcomes are affected.
2060
PLan Fort •
— KEY
$ 0 sa
• • . ® Community &
— Neighborhood Livability
• • • • O Culture & Recreation
2050
® Economic Health
— �� Environmental Health
• • .
+� Safe Community
— Transportation
2040
High Performing
— Government
• • • 2015-2035
2030
• • • 2015-2019
2020
Paved Utilities Economic - Social
Recreational Strategic PlanStrategic PLanSustainability
Trail Master Plan ® O •D Q $ Q
= Transportaion O O
—_ Climate Master Plan
2010 - - Action Plan - 00 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
@ 08
2008
4
Strengths , Weaknesses ,
Opportunities , and Threats
In zois and zosz, the City hired TIP strategies to prepare an Economi
Health Strategic Plan (EHSP). During that study, TIP conducted an econo c
development Strength, Opportunities, Weakness, and Threats (SWOT)
analysis of the assets and opportunities in Fort COLLins. The anaLysis Was '
based on a review of economic, demographic, and workforce characte stics, t . ,
interviews With Local. and regional. business and community Leade , an ;
TIP's experience Working With communities and regions across the untr �:;;;_ f . • . _ , x- `
The anaLysis provided context for the zosz EHSP, specificaLLy the fra ework - ` " ; ► ' {�
and objectives.
r -,
The SWOT Analysis remains a vaLuabl.e tool. for evaluating the economic . _ , . "
condition of the City. The graphic below summarizes the result of the �— ` �`! :`
anaLysis and can be understood with the foLLowing, statements: 00 low
. i
• The size of the bubble is intended to convey the consulting team' e of '
the relative importance of the topic, and in some cases, the Lik ood f
impact in the region. 't
ell I
• Items closer to the center of the graph tend to be more Ldbal. in nature.
Those at the outer corners are influenced by state, national, or global - ' t �• _�
trends, placing them to some degree outside of Local or regional. control.
At
Colorado State University has been placed at the center of the diagram � ' . •: � J , '� ��
and the Largest bubble. This reflects the central. roL¢ that CSU plays in Fo - fir �• ���`
Collins economic health . It also reflects the deep dipendency that the cit ; ®�
has on this entity that extends far beyond economic ealth . To imagine a Fo ,. a ► •
Collins without CSU is to imagine the good fortunEiand perilous exposure
• q
that Fort Collins experiences from this relationship. N'
¢ Bay , • � . , ' ��� „� r ,
• , �P4 �� 8
4 � N
♦ City of Fort Collins Economic Health LL
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WEAKNESSES STRENGTHS
national/ international US is a Low-risk
high-transparency investment in
political investment alternative
instability and destination energy
egional growtl federal deficit & state / region
disparities ownward pressure
on ED and R& D 1 -25
Corridor
funding
favorable
sluggis exchange rate for
rowth in U US$ benefits
conomy, hig l a l Front exporters
tom e
g
p y Ran
em skills cc proximity to natural assets/
mismatch / Denver
outdoor
educated playground
in the shadow Workforce healthcare
of Boulder system &
economic innovation PVHS
strong
diversification infrastructure Old K-12 top 5 states to o Town R&D at do business
access t (CNBC)
capital fiscaL federal labs
limited stateustainability & CSU
incentives ability to support for economic growing
attract CSU progressive independent health clean
executives utilities businesses & toolbox energy &
arts Lbioscienc
influence on open labor align st
higher aging how key sites networks tourism &
education commercial marketed retention of ED
funding corridors incubator
graduates support for
ack of availabl emerging
collaborate
commercial clusters
igh quality of
fic more closet with
rowth going to Y regional ED
surroundin space L CSU collaboration wit
g ederalexpor
communities Denver, Boulder, itiative may ope
climate nvironmenta Colorado Spring PP
w o ortunitie
l
change stewardship local produc
tate/regiona
unstable economy growing global
commodity demand for US
markets products and
immigration services
restrictions
THREATS OPPORTUNITIES
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,-J City of Fort Collins Economic Health
community prosperity. grow our own. place matters. the climate economy. think regionally.
0 Community Prosperity Challenges
Supporting a sustainable economy means enhancing the opportunities • Rising income disparity
for all residents to participate in the local economy. The City creates an . Skills mismatch
atmosphere Where businesses that align with community values thrive
and focuses on retaining, expanding, incubating and, lastly, attracting new ' Barrier to new business formation
businesses. These efForts focus on Targeted Industry Clusters (clean energy, • Barriers/access to employment
water innovation, bioscience, technology - chip design/enterprise software, . persistent underemployment
Local. food) and Sectors (advanced manufacturing, energy, healthcare, and
creative industries). • Shift in manufacturing jobs/public perception
• Increase in outbound commuters
In addition, the City supports businesses that exemplify the overall character
of the community. Finally, enabling systems that ensure a skilled workforce ' Shift in labor force demographics (Boomers/Millennials)
that meets the needs of local employers through partnerships with other • Rising cost of education
Local. economic development organizations and educational institutions is . Stagnant incomes
important.
• Lag between education and employers
The economic development profession has long been focused on primary • Rising student debt
jobs, typically defined as jobs which produce goods and services in
excess of what can be consumed in the local marketplace. This definition Disproportionate unemployment by education level
has traditionally led practitioners to direct resources toward a relatively • Housing affordability concerns
narrow range of industries such as manufacturing, company headquarters,
wholesale trade, and technology. The assumptions behind this emphasis O u r Vision
are generally sound. These jobs have historically generated higher wages
and benefits for employees, and the manufacturing sector frequently Employment opportunities exist across the income and education/skill
has extensive supplier relationships that other sectors do not. In addition, spectrums
export-driven industries, by definition, inject new money into the economy.
This limited view of primary jobs should be revisited with the recognition Our Role
that a host of support sectors provide essential services that enable the
primary jobs sectors to operate successfully in the region . They are services The Economic Health Office plays the following roles relative to Community
that the primary sectors would have to " import" into the region if they were Prosperity:
not present locally. As a result, these sectors provide import substitution
opportunities that reduce the flow of dollars outside the community. In 1. Foster alignment of Economic Health goals and strategies in the City
addition, the same sectors account for a great deal of economic activity organization, with strategic partners, and in the community
in a community and provide essential services and import substitution 2. Support workforce development initiatives that meet the needs of Fort
opportunities for residents in the region as well (See the Appendix for Collins employers and residents
additional information).
3. Catalyze industry sectors and clusters to increase economic diversification
4. Encourage City policies, land use regulations, and other municipal activities
to consider the impact on economic and employment activity in the
community
5. Consider the impact of capital investment on the preservation and
Image Reference - Odell Brewing Company's new100- barrelbrewhouse, ; completed development of employment land within the Growth Management Area,
in 2013. The brewery originally opened in 1989 and expanded to the new site in 1994• amongst the numerous other considerations used to prioritize capital
The latest expansion included additionalcellar space, bringing fermentation capacity investments
to 4,800 barrels.
8
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PROVIDE?A CLOSE THE SKILLS GAP AND DIVERSIFY EMPLOYMENT .
ENHANCE THE ABILITY OF
THE COMMUNITY EXISTING BUSINESS TO SUCCEED
aAml Am2
Am3
Create alignment between employers, the Diversify employment opportunities through Identify and coordinate resources that support
Workforce Center, and educational institutions business retention, expansion, incubation, and existing businesses in the City
regarding future workforce needs attraction
1. Develop and admininster annually an Employer i. Continue to develop the Advanced Manufacturing, 1. Sponsor, support, and promote incubation facilities
Satisfaction Survey Healthcare, Energy, and Creative Industry sectors and services, including Rocky Mountain Innosphere,
in collaboration with the State's Office of Economic Galvanize, and others.
2. Enable the Workforce Investment Board (WIB) to Development and International Trade (OEDIT)
support private industry identification of short- and 2. Maintain relationships with top/growing employers
Long -term skills needed in the workforce to assist 2. Continue to convene and invest in the City's with an emphasis on Targeted Industry Clusters and
educational institutions in curriculum development identified targeted clusters and their supply Sectors
chains, including : clean energy, water innovation,
3. Expand access to training programs, including bioscience, technology (hardware design/ 3• Establish a customer relationship management
short-term skill building programs that build enterprise software), and uniquely Fort Collins tool- use the employer database to populate a
career pathways and allow individuals to secure (breweries, bicycle manufacturers, local food, arts & system that can be shared between the City and
ajob or advance in high -demand industries and culture, etc.) regional partners
occupations
3. Refine and enhance City's direct assistance tools - 4• Expand the Business and Nonprofit Center's
4. Support existing workplace education and training target a wide range of businesses with an emphasis information clearinghouse to provide sophisticated,
opportunities and identify funding sources to on primary and support sector jobs high quality industry and market information to
support on-the-job training for new and existing small businesses and entrepreneurs
workers 4• Understand supply chain gaps and complementary
businesses/industries to our economy 5• Engage businesses and the community through
5. Promote the Workforce Center's services to a variety of methods (e.g ., site visits, surveys,
businesses and incorporate the center into 5. Participate in cross-functional teams to encourage small industry stakeholder meetings, events) to
economic health programming to promote cross- policies, land use regulations, and other municipal understand needs
pollination activities that consider the impact on economic and
employment activity in the community 6. Assign EHO Staff to liaison with Workforce Center,
SBDC, Front Range Community College, CSU,
6. Provide educational opportunities and training Innosphere, and others
workshops to support the nogg workforce
Number of Graduates with degrees/certificates placed in the Concentration of targeted industries and sectors measured 0 Layoffs and .
Unemploymentlocal workforce by the location quotient
a Private investment in new manufacturing equipment (as mea-
abor participation rate . .
tl
mployer Satisfaction Survey - Access to work-ready employees 0 Workforce distribution within the labor shed Output per capita (measure of productivity) - in Target Indus-
Percentage .
Percent • • - and work in FortCollins
community prosperity. grow our own. place matters. the climate economy. think regionally.
INCREASE YOUTH ENGAGEMENT
IN WORKFORCE AND TALENT
Am4 DEVELOPMENT
Educate local youth on the wide range of career NOTE: This plan recognizes the significant efforts a cus of the Social Sustainability D tment (SSD) to address this
opportunities, with a focus on changing the theme by supporting, creating, and investing i sources for stability and self-sufficiency o idents. The goals and
perception of manufacturing and heavy industry strategies described under this theme repre t one end of a spectrum of efforts. As such, the ac s suggested in this
jobs plan are intended to complement the wor f SSD. The success of the plan relies on success of the SS trategic plan and
efforts and vice versa.
i. Hold annual career days at local high schools that
expose students to different professions through
speakers, videos, factory tours, and shadowing
opportunities
2. Organize factory tours that showcase the advanced
technologies used in manufacturing processes and
the skills needed to work in that environment
3. Create an apprenticeship or internship program that
would provide hands-on learning experiences for
high school students
4. Coordinate with Front Range Community College
(FRCC) to promote opportunities available to high
school students to obtain certifications and enhance
their work readiness upon graduation '�►
5. Include program information and resources for local
youth on Fort Collins on-line job board
a Participation in programs - career days, tours, etc.
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i. Align economic health goals and strategy across
all levels of the organization and refine and
agree upon the economic tools the City uses (EH
! 3.1)
2. Improve policies and program to retain, expand,
incubate, and attract primary employers where
consistent with City goals (EH 3.2) /
� � —•- �- • , 3. Support workforce development and community
S. IL y � 111 ..� I amenities/initiatives that meet the needs of
,�. Free
employers within the city (EH 3.3) - -
I 4, Improve effectiveness through collaboration
�0 r = with economic-health oriented regional partners
(EH 3,4)
I I I I I i I I
ECONOMY ENVIRONMENT SOCIAL
Enhancing the available local workforce by • Additional businesses and people require • People need a level of economic stability in
understanding the skills gap and enhancing additional resources and impact land, water, order to meet their basic human needs and
training opportunities supports the success of air, energy, and transportation. These impacts gain access to increased job opportunities that
local employers. Enhancing the availability of can be mitigated by helping businesses reduce create greater economic stability. On-the-job
on-the-job-training, educational opportunities resource needs, reuse existing resources, and training provides opportunities for transferable
and the diversity of jobs improves personal improve their carbon footprint. The availability skills and certifications to move community
incomes. Support of current primary employers of additional jobs especially across the entire members through the economy. Reduction in
through retention and expansion efforts income and educational spectrums, can reduce commute times allows community members to
increases opportunities in the local economy. commuting patterns. j spend more time with their families and have
Encouraging the formation and expansion of healthier lifestyles. Encouraging jobs along the
local support sector employers reduces the income and educational spectrums address
need to import these goods and services from inequities in the community where there are
outside the community. currently a lack of jobs at a point along the
spectrum.
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,- J City of Fort Collins Economic Health
community prosperity. grow our own. place matters. the climate economy. think regionally.
Growl Our Own Our Visi 0 on
Fort CoLLins has numerous sources of innovation, inteLlectual property and Our economic ecosystem fosters the development of new and creative
inventions within its city Limits, including Colorado State University (CSU), industry
federal research Labs and a long List of innovative companies. As a result,
the city has one of the highest rates of innovation in the United States, Our Role
producing so patents per so,000 residents annually. This fact, coupled With
the recognition that entrepreneurship can be a powerfuLengine of economic
prosperity, has Led the City to identify innovation as a cornerstone of the Fort The Economic Health Office plays the foLLowing roles relative to Grow Our
CoLLins economy. This theme focuses on nurturing entrepreneurship and Own :
innovation across the spectrum of companies - smaLL to Large, and existing
to start-up. • Ensure alignment of resources across the community to incubate new
businesses and support entrepreneurs
• Work to promote the concept of a Local economy through support of
Challengesemerging clusters, such as the Local Food Cluster
• Work with partners to identify barriers to spin -out, new business formation,
• Lack of capital. and conversion of intellectual property to economic activity and work with
the same partners to develop new approaches to address the identified
• Disjointed/misaligned resources barriers
• Barriers to new business forming from within existing businesses ("spin - • Encourage the City, Large employers, and partners to procure required
out") resources locally
• Barriers to new business formation
• Challenges to retaining start- up and end stage businesses
• Infrastructure deficiencies
• Lack of critical mass in certain target industry clusters
• FaiLure to convert inteLlectual property (patents) into new businesses
• Lack of suitable and affordable sites to accommodate high-growth
companies
Image Reference - Black's Glass, a locally owned family business, has been serving
Northern Colorado since 1908.
14
@Ur &iw r Own
NMI
y B . 1
• • • ACTIVITY INCREASE THE NUMBER INVEST IN ENHANCEMENTS
THROUGH INNOVATION AND OF NEW START-UPS AND TO ENTREPRENEURISM AND
CD
CS
Rm2
Rm3
• •
Remove barriers and provide support to spin - Retain, develop, and recruit entrepreneurs and Develop and support infrastructure that
out, new business formation, and conversion of cutting -edge companies encourages entrepreneurism and innovation
intellectual property to economic activity
i. Leverage cluster funding to address barriers within i. Sponsor and support programs/events that i. Promote the development of reliable, ultra- high
specific industries (e.g ., talent development, market promote entrepreneurs (e.g ., Blue Ocean Challenge) speed internet services throughout the community
expansion, etc.)2 - emphasize the importance of broadband equity
2. Continue to develop the Advanced Manufacturing,
2. Continue to develop the Advanced Manufacturing, Healthcare, Energy, and Creative Industry sectors 2. Sponsor, support, and promote incubation facilities
CA Healthcare, Energy, and Creative Industry sectors in collaboration with the State's Office of Economic and services, including Rocky Mountain Innosphere,
in collaboration with the State's Office of Economic Development and International Trade (OEDIT) Galvanize, CSU Power House, CSU Research
Development and International Trade (OEDIT) Innovation Center and others
3. Create a program or issue a challenge that
3. Inventory existing resources, understand barriers would help the City meet its goals or address its 3. Evaluate the benefits of creating an innovation
and gaps, and ensure alignment of resources challenges through innovative solutions district with the goal of strengthening
across local and regional organizations to address entrepreneurial activities in the community
barriers and gaps 4• Leverage funding to target new business formation
by underserved populations (e.g ., veterans, 4. Partner in the development of a Creative District,
4. Convene partners that provide support services individuals with disabilities, minorities and women) as defined by the State of Colorado, to support the
to entrepreneurs regularly ( i .e., quarterly or semi - promotion of arts and culture activities that attract
annually), including Rocky Mountain Innosphere, 5• Complete a land readiness analysis of existing office entrepreneurs and an educated workforce [Led by
Galvanize, SBDC, CSU, Blue Ocean, SpokesBuzz and industrial vacant land to understand the supply Community Services staff]
of employment land and barriers to development
5. Encourage innovation and collaboration through - specifically targeting opportunities for companies 5. Leverage the City's role as a large consumer and
showcase events, speaker series, and networking graduating from local/ regional accelerators and " market maker" to foster innovation and support
opportunities incubators innovative companies and entrepreneurs
6. Connect with federal and state partners (US Patent 6. Sponsor and promote creative spaces (e.g .,
Office, OEDIT, etc.) and leverage other funding Carnegie Building, Southeast Creative Community
sources Center)
0 New business formation by industry/sector a Concentration of targeted industries and sectors measured by New business formation by industry/sector
the Location quotient
RInno-
0 New business formationby • • sphere, : 1 • • •
4 Number of patents produced by Innosphere and CSU based
companies 9 Output per capita (measure of productivity) - in Target Industries 0 Jobs created, capital raised, sales increased by supported
0 Research Spending - CSLJ, Research Labs, private sector (if • Sectors businesses
available) Dollars of public investment in infrastructure
community prosperity. grow our own. place matters. the climate economy. think regionally.
ENHANCEINCREASE CAPITAL TO SUPPORT B 5 . . .
ECONOMICSTART=UP COMPANIES AND DIVERSIFICATION BY LOCAL ECONOMY AND ITS ROLE
ENTREPRENEURS SUPPORTING INDUSTRY IN SUPPORTING
Bm4 CLUSTERS Rm6 STABILITY
Support the development of new and enhanced Foster collaboration between academia, the Continue to encourage Fort Collins residents to
capital access tools for entrepreneurs and private sector, the public sector, and non- profits to support local businesses
cutting -edge companies promote an entrepreneurial culture
1. Support partners (e.g., Rocky Mountain Innosphere 1. Differentiate between support services provided i. Continue to raise awareness of the benefits of
and CSU Ventures) working to provide new or to and focus on emerging, existing, and growth supporting the local economy with on -going
enhanced capital sources - evaluate the City's role clusters: communications (e.g ., Shop Fort Collins)
in capital access • Emerging cluster - networking events,
evaluation to determine sufficient activity to 2. Encourage import substitution strategies:
2. Leverage the City's role as a Large consumer and warrant formal cluster organization • Strengthen the City's commitment to local
market maker to foster innovation and support business through its procurement practices and
collaboration, commercialization and business
innovative companies / entrepreneurs Growth cluster - focus R& D projects and programs to help local businesses secure City
a
3. EvaLuate/develop/implement the use of federal formation, industry partners, supply chain contracts
Housing and Urban Development's Section 1o8 analysis, and strategic recruitment of key • Encourage CSU and other large purchasers to
funds to support business Lending (revolving loan/ businesses and talent to enhance support source Locally
micro finance) system for clusters • Work with local manufacturers and companies
• Existing / mature clusters - professional to create an asset map of the resources and
4. Consider the use of federal Community associations or councils, no need to be 501(c)(3) services available in the region to support
Development Block Grant (CDBG) funding to 2, Incubate nascent groups through coordination of product development and early-stage
develop a revolving loan/micro finance program activities, outreach, and information manufacturing
5. Encourage and support Local entrepreneurs in Identify areas of the product Lifecycle that Fort
tapping into federal funding sources by applying 3. Provide administrative support for cluster groups Collins does not currently (but should) support
for Small Business Innovation Research (SBIR) that need less than fulltime support with local services
grants, Small Business Technology Transfer
program (STTR), and other programs available to 4. Serve as a resource for cluster managers on best 3. Continue to support the development of emerging
entrepreneurs practices and strategies for cluster development industries and clusters, including the evolution
5. Organize industry-specific tours to increase private of the local food cluster to support a local food
sector support for research in Fort Collins systems as an example
• Funds available in capital access tools and percent placed with 0 New business formation by industry/sector 6 Retail sales flows - emphasis on local vs. regional purchases
• • . ResultsBusinesses supported by partners (e.g., Rocky Mountain Inno- $ Citizen Survey
Funds• • by • companies sphere, CI • • •
9 Jobs created, capital raised, sales increased by supported busi-
nesses
2 Cluster Strategy 2.0 outlines a number of program
Dollars of public investment in infrastructure objectives
owl
Alignment to the City of Fort Collins Strategic Plan
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City of Fort Collins Economic Health
I I I I I I I I
ECONOMY ENVIRONMENT SOCIAL
• Encouraging entrepreneurship and innovation • Support of local Targeted Industry Clusters • By supporting innovation new opportunities are
Leads to additional business formation from (clean energy, water innovation, bioscience, created for local residents to gain employment
within the community. New businesses technology - chip design/enterprise software or start their own business, leading to greater
provide new employment opportunities. New and local foods) enhance opportunities for economic stability. Start- up and small
products and services can provide local benefit new discoveries in climate adaption and businesses create a large number of new jobs,
(especially if focused on community goals) and preservation. The Internet of Things provides many of which exist across a broad range of the
bring new income to the community when they opportunity for disruptive technologies and income and educational spectrums, which can
are exported beyond our borders. solutions. address inequity in the community where there
is currently a lack of jobs at a point along the
spectrum .
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community prosperity. grow our own. place matters. the climate economy. think regionally.
0 Place Matters Our Vision
The City of Fort Collins is committed to maintaining and enhancing its A balanced built and natural environment
community assets and amenities in recognition of their importance to
economic health . These amenities include, but are not Limited to: a healthy Our Role
Poudre River, a world class downtown, an extensive system of trails and
parks, preservation of natural areas and open space, award-Winning schools,
a large research university, and a thriving arts and music scene. These The Economic Health Office plays the foLLowing roles relative to Place
community assets and amenities are invaLuable in creating the quality of Matters:
place that supports a vibrant community and economy.
• Preserve the City's sense of place by Working to implement Plan Fort
The City's approach to Economic Health uses a decision - making approach Collins and encouraging strategic public and private investment
intended to preserve and enhance a vibrant community by optimizing its • Support infiLL and redevelopment to meet climate action strategies and
economy, environment and social values. Achieving this outcome requires other community goals as described in Plan Fort Collins
balancing the built and natural environment while delivering high qualityand . Help businesses navigate City processes (e.g ., development review,
comprehensive infrastructure that preserves the City's sense of place. This Licensing , etc.)
theme focuses on the role of the City's economic health activities in create
and protecting high quality places that support a sustainable economy. • Encourage the construction of high -quality infrastructure that supports
business by participating in Capital Improvement Plan development
The goals and strategies described in this section are specific to the City's
ability to respond to a dynamic economy that has and wiLL continue to shape
the urban built environment. These goals and strategies are neither more
important nor Less important that the City's commitment to environmental
health . Rather, these proposed goals and strategies must be considered in
the context of Plan Fort Collins, the Natural. Areas Master Plan, the Climate
Action Plan, and other similar plans that describe City commitment to
promote, protect and enhance a healthy and sustainable environment.
Therefore, this plan does not restate nor should it be viewed as replacing the
City's goals, strategies, and achievements related to environmental health .
Challenges
• Cost of redevelopment
• Land supply constraints
• Infrastructure deficiencies
• Adapting to future population growth
• Rising material and Labor costs
• Rising Land costs
• Aging building inventory
Lack of available high quality office and industrial. properties Image Reference - Downtown Fort CoLLins ("OLd Town') is the vibrant heart and soul of
the community. Downtown is anchored by a historic retail and entertainment district,
an area of unique and vital businesses located along selected blocks of CoLLege
Avenue, OLd Town Square and the immediate vicinity.
20
OPI
Matters
ca MEETS MULTIPLE COMMUNITY SUPPORTA HEALTHY ECONOMY
CA C MAINTAIN CLEAR, PREDICTABLE, LEVERAGE INFILLAND BALANCE LAND USES THATAND TRANSPARENT PROCESSES REDEVELOPMENT THAT
m2 OBJECTIVES Cm3
IN
Facilitate collaboration among City Leverage private investment in targeted infill and Maintain a mix of land uses that supports the
departments redevelopment areas retention and expansion of businesses while
encouraging a broad mix of residential housing
options
1. Participate in cross-functional teams to encourage i. Maintain and enhance relationships with land i. Utilize a newly developed process for forming
City policies, land use regulations, and other owners and the development community to urban renewal areas and tax increment financing
municipal activities that consider the impact influence development that meets City objectives districts that goes beyond the State requirements -
on economic and employment activity in the prioritize redevelopment projects that include a mix
community 2. Utilize a newly developed process for forming of compatible land uses
urban renewal areas and tax increment financing
2. Work with representatives of the local business and districts that goes beyond the State requirements 2. Participate in cross-functional teams to ensure
development community to gather input on the Hold workshops for each target area with land policies, Land use regulations, capital investment,
development review process and share findings owners and developers to craft a common vision and other activities support the desired
with other City departments with the objective of for the area, define desirable outcomes, and development pattern as defined in Plan Fort Collins
enhancing the process to ensure the City's desired identify potential catalyst projects
outcomes 3. Complete a land readiness analysis of existing office
Focus on strategic projects that inspire private and industrial vacant land to understand the supply
3. Publicize the existing outline of the development sector response in the target areas. Identify of employment Land and barriers to development
process to brokers, developers, and the anchor projects to catalyze development and - emphasize the use of redevelopment and infill to
community-at-large, and enhance the outline realize the vision in the target area meet future needs
where necessary 3. Improve and maintain the Fort Collins Urban
Renewal Authority's relationship with underlying 4. Encourage the expansion or relocation of
4. Continue to assess the City's regulatory framework taxing entities, including Larimer County, Poudre businesses in targeted development areas to
to ensure it is supportive of desired development, School District, and others stimulate commercial activity and minimize the
as defined in Plan Fort Collins need to consume raw land
4. Utilize the Fort Collins Urban RenewaL Authority,
5. Ensure that land use policies encourage high special financing districts, and other mechanisms
density uses and foster high-quality development to encourage implementation of the City's vision
consistent with Plan Fort Collins for each targeted redevelopment area, including
infrastructure improvements
CollinsResponse time to business inquiries and issues Ratio of public to private investment in partnerships 0 Jobs to housing ratio
a Percentage of Fort Collins residents that live and work in Fort
office,Average home price and average rent rate
Vacancy rates - • and apartments
• • 111111
community prosperity. grow our own. place matters. the climate economy. think regionally.
ECONOMYINVEST IN PUBLIC C . 5 RE AND
INFRASTRUCTURE UPGRADES TO FORT
THAT SUPPORT PLAN . .
IMPLEMENTATION
Encourage the development of vibrant business Preserve and enhance the features of Fort C s
districts, commercial nodes and commercial that make it unique
corridors through strategic public infrastructure
investment
1. Utilize a newly developed process for forming 1. Participate in the evaluatio and encouragement of
urban renewal areas and tax increment financing urban agriculture
districts that goes beyond the State requirements
2. Partner in the develop nt of a Creative District,
2. Participate in comprehensive planning, subarea as defined by the State f Colorado, to support the
planning, and capital projects planning and promotion of arts and ulture activities that attract
prioritization to ensure plans address identified entrepreneurs and an ducated Workforce [Led by
infrastructure deficiencies and Plan Fort Collins Community Services aff]
objectives
3. Leverage the presen f the breweries in Fort
3. Promote arts and culture activities that attract Collins to grow t r t brewing industry and
entrepreneurs and an educated workforce (e.g ., attract visitor
partner in the development of a Creative District, as Integrate w er conser tion efforts with the
defined by the State of Colorado) craft bre g industry. i
4. Continue to participate in public-private 4. Reinf ce Fort CoLLins' po 'tion as a regional cent
partnerships that facilitate significant infrastructure for tertainment, shoppin culture, and touris �Z
improvements and quality redevelopment projects • Co inue the refinement of a tail strategy to
5. Encourage the design and construction of po tion Fort Collins as a region retail center, '
aesthetically pleasing entryways into the E ourage catalyst projects that a to the !0
community r reation and entertainment opport •ties i
F rt Collins
6. Encourage the support and maintenance of the Fort 5. ontinue to support and enhance Fort Collin • -
Collins Loveland Airport as an amenity to the local utdoor recreation culture (e.g ., cycling indu -
economy and residents
Dollars . . . . . .
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- • - • • ` Ta 111 l
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• • • • • 1 • • •
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1. Support workforce development and community
amenities/initiatives that meet the needs of
N employers within the city (EH 3.3)
2. Support sustainable infill and redevelopment to
meet climate action strategies (EH 3.7)
3. Preserve the City's sense of place (EH 3.9)
_ 4. Provide transparent, predictable and efficient
� i + processes for citizens and business interacting
with the City (EH 3.9)
ir • f ` y f-
�!' Ar .� ., 5. Encourage the development of reliable, ultra
�i high speed internet services throughout the
community (EH 3.11)
. .i
• • • 11 •
H I I I I I Q I d 0 I
ECONOMY ENVIRONMENT SOCIAL
Clear, predictable and transparent processes • Redevelopment can enable higher and better • Targeted infill and redevelopment affects
enable the community to obtain its objectives use of existing land, maximizing the community's neighborhoods potentially in both positive
and reduce the time for businesses to clear output without needing to consume additional and negative sways and provides opportunities
regulatory hurdles. Infill and redevelopment raw land. In addition, redevelopment replaces to create new districts and neighborhoods.
address infrastructure deficiencies that may old structures with new buildings that meet a Enhancing the arts and culture sector through
negatively impact land values and the economy. higher standard leading to energy and water the evaluation of a Creative District in the
Supporting the local craft beer industry and efficiencies (i.e., the energy star requirement for Old Town supports the community's culture.
food producing economy has a cultural impact Urban Renewal Authority projects). By focusing Supporting the local craft beer industry and
that attracts talent, increasing the available on balancing land uses resources may be food producing economy has a cultural impact
workforce for local employers. Balancing land protected that might otherwise not. that attracts talent. Infill and redevelopment
use ensures the preservation of vacant land for tools (e.g ., Tax Increment Financing) can be
all uses, including employment. used to achieve affordable housing and climate
action goals.
AN
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411w City of Fort Collins Economic Health
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community prosperity. grow our own. place matters. the climate economy. think regionally.
.� The Climate Economy Our Vision
The reality of climate change has begun to be recognized by businesses Businesses adapt to climate change by staying in our community and
across the nation. As a result, businesses are evaluating numerous conditions leverage community carbon reduction goals to develop new products and
that may impact their ability to operate in the near- and Long -term . These services
conditions present challenges that wiLL require adaptation and opportunities
to develop new technologies, approaches and expertise. Both adaptation Our Role
and innovation wiLL be key aspects of creating community resiliency in the
face of this outside force. The focus of this theme is embracing the current
changes and navigating future changes to create neweconomic opportunity. The Economic Health Office plays the foLLowing roles relative to The Climate
Economy:
Challenges • Aid private businesses in achieving carbon reduction consistent with
community goals and addressing the impacts from climate change (e.g .,
• Changing environmental conditions CLimateWise Program)
• Rising utility costs • Ensure that the business community is a full partner in identifying roles and
• Rising commodity prices challenges created by climate change, particuLarLy with regard to utility,
climate adaptation, and carbon reduction policies and regulations
• Supply chain impacts (e.g., Fukushima & Toyota) • Aid businesses in Leveraging the challenges of climate change and carbon
• Displacement reduction into economic opportunities
• Rising temperatures • Work with partners to develop and attract expertise to the community that
• Costs of carbon footprint reduction addresses impacts to the business community from climate change and
carbon reduction
• Impact of a carbon tax or similar regulation
• Impacts on clean air and water quality
Image Reference - Fort CoLLins Utilities in 2013 Launched what was then Colorado's
first Level3/DC quick charge electric vehicle (EV) charging station at the Fort CoLLins
Museum of Discovery. The station uses the newest advanced technology and can
charge an EV in minutes—instead of hours.
26
gThe Cimimate
INNOVATIONDOI INCREASE THE UNDERSTANDING S ENGAGE THE BUSINESS INCREASE
OF BARRIERS AND OPPORTUNITIE COMMUNITY IN CARBON . CARBON REDUCTION AND
PRESENTED BY CLIMATE CHANGE REDUCTION EFFORTS WATER . .
IN THE BUSINESS COMMUNITY Dm2 Bm3 QUALITY
Aid businesses in understanding climate change Collaborate with other City departments to Aid businesses in leveraging community climate
impacts and carbon reduction opportunities increase business participation in carbon action goals to create new business innovations
reduction
i. Support training by regional educational institutions 1. Assign EHO Staff to liaison with Utilities and 1. Maintain partnerships With Fort Collins Zero Energy
(e.g ., CSU, etc.), such as seminars, lectures and Environmental Services - specifically ClimateWise District (FortZED), Colorado Clean Energy Cluster
classes, that identify and address impacts to and the Climate Action Plan (CCEC), Colorado Water Innovation Cluster (CWIC),
businesses from climate change and other local entities working on innovation
2. Articulate the business case for adapting to climate related to energy and water
2. Participate and support the re-tooling of change and aid in communicating community
ClimateWise to encourage greater awareness and carbon reduction goals to the business community 2. Enhance collaboration with CSU related to energy,
action by businesses water, waste, and other carbon reduction aspects
3. Participate in cross-functional teams to ensure
3. Collaborate with Utilities to refine incentives policies, land use regulations, capital investment, 3. Promote and maintain Fort Collins Utility's position
and rebates that encourage additional private and other activities that consider the role of and at the cutting edge of sustainable and innovation
investment in carbon reduction efforts impact to business of City carbon reduction efforts energy generation and water treatment as a model
for other communities
4. Work with the Front Range By- Products Synergy 4• Work with the Front Range By- Products Synergy
Network and other partnership/collaboration to Network and other partnership/collaboration to 4. Explore and promote business models that create
encourage industrial symbiosis to further reduce encourage industrial symbiosis to further reduce (or extract) economic value from carbon reduction
and recycle industrial waste products and recycle industrialwaste products and climate adaptation activities
5. Develop and/or hire internal expertise on business-
related climate adaptation and financing carbon
reduction efforts
Private investment in energy conservation and carbon reduction 9 Number of businesses participating in ClimateWise, other carbon 9 Patent production (or other similar measure) of relevant innova-
eff orts reduction goals, and campaigns tion
Private investment in clean air and water quality infrastructure/ 6 Private investment in energy conservation and carbon reduction 6 Job formation in IL green" industries/businesses
improvements efforts 0 Public investment in renewal energy generation and water con-
@ Number of jobs created in new waste reduction and recycling servation and quality infrastructure
services and infrastructure
111111 IN IIIIII
community prosperity. grow our own. place matters. the climate economy. think regionally.
ENCOURAGE INFILLAND
004
REDEVELOPMENT THAT
CLIMATE GOALS
Support redevelopment and infill development
to maintain and enhance a compact urban form
while reducing environmental impacts
1. Maintain and enhance relationships with land
owners and the development community to meet
City objectives
2. Utilize the Fort Collins Urban Renewal, Authority,
special financing districts, and other mechanisms
to encourage implementation of the City's
vision for each targeted redevelopment area,
including infrastructure improvements and quality
redevelopment projects
Ratio of public . private
"NE
- . - DIN 11111
dM
i - i. Support workforce development and community -
' r amenities/initiatives that meet the needs of
employers within the city (EH 3.3)
2. Support sustainable MILL and redevelopment to
meet climate action strategies (EH 3.7)
-- 3. Demonstrate progress toward achieving net
zero energy Within the community and the City
organization using a systems approach (ENV 4.5) `
_ 4. Engage citizens in Ways to educate and change
behavior toward more sustainable living practices
� wy -ti (ENV 4.6)
5. Increase the community's resiliency and
preparedness for changes in climate, weather -
and resource avaiLabiLity (ENV 4.7)
6. Demonstrate progress toward achieving zero
waste within the community and the City
organization (ENV 4.11) ~
Pho o c ur sy of ew Be iu Br wing
I I I I I I I I I I A I I IIll Ill A i �D I I I
ECONOMY ENVIRONMENT SOCIAL
� a ";;J
Iwo
• Aiding businesses in responding to climate • By engaging the business community to invest • By helping businesses prepare for disruptive
change enhances enhances their ability to be in carbon reduction efforts the plan support the events and long-term climate change the
successful over the long-term . Encouraging community's greenhouse gas emission goals. businesses become more sustainable.
businesses to invest in energy and water By supporting the targeted industry clusters Sustainable businesses are less likely to be
efficiency reduces their carbon footprint and (clean energy, water innovation, bioscience, disrupted by events and therefore less likely
on-going operational costs. Encouraging technology - chip design/enterprise software to reduce workforce, adding to an individuaCs
innovation to address climate change, water and local foods) the City enhances the ability to meet basic needs and enhance overall
conservation, and other objectives can lead to opportunities for new discoveries in climate community resiliency.
new products and services which have large adaption, carbon reduction, and preservation.
potential market opportunities. Exporting
these new products and services swill attract
additional income to the community.
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community prosperity. grow our own. place matters. the climate economy. think regionally.
Think Regionally Our Vision
Enhancing community resiliency has limitations when a single municipality A region that partners to address economic issues which extend beyond
acts alone. Collaboration with regional partners that crosses municipal. municipal boundaries
boundaries creates greater community resiliency. A number of current
conditions and chaLLenges do not respect municipal boundaries, including Our Role
housing affordability, climate adaptation, disaster response, tourism/
visitation opportunities and impacts, and natural resource conservation.
This theme focuses on leveraging collaboration and partnerships within our The Economic Health Office plays the foLLowing roles relative to Think
community and region to address these economic issues. RegionaLLy:
Challenges • Develop strong relationships with our counterparts in the region, including
Larimer County
• Disparity in the share of economic benefits regionally Support Local leadership in engaging neighboring communities
• Increased competition for economic activity Support and develop regional sector initiatives
• Increasing number of regional issues: Identify and market supply chain opportunities for the region
o Housing affordability
o Climate resiliency
o Disaster response
o Tourism/visitation Impacts
o Natural. resource conservation (e.g. water, land, etc.)
o Transportation and transit
Image Reference - MAX, a Bus Rapid Transit facility, opened in 2014 and provides
high-frequency transit service along the north -south spine of the community. MAX
represents a forward- Looking view of Northern Colorado where transit provides
access throughout the region.
32
m
Thminklonaliv
yENHANCE COORDINATIONON ENHANCE REGIONAL ASSETS PARTNER TO POSITION
NMI
Q REGIONAL ECONOMIC . . : . . N NORTHERN COLORADO ,
CDE Em2 Em3
ca INNOVATION HUB
Strengthen systems for regional collaboration Work with regional partners to identify regional Market Northern Colorado as part of a Rocky
assets and develop strategies to maintain and Mountain Innovation Corridor
enhance these assets
1. Continue to develop the Advanced Manufacturing, i. Work collaboratively with partners to identify i. Identify and raise awareness of Northern Colorado's
Healthcare, Energy, and Creative Industry sectors regional assets and priority projects (e.g ., Fort regional strengths within the state of Colorado and
within Region 2 - Larimer and Weld Counties - in Collins- Loveland Airport, Interstate 25 widening, nationally by working with our regional partners
collaboration with the State's Office of Economic Rocky Mountain Innosphere, Rocky Mountain
Development and International Trade (OEDIT) National Park) and develop collaborative 2. Collaborate with Northern Colorado education
approaches to maintain and enhance the assets institutions (e.g ., Colorado State University, Front
2. Collaborate with partners to have one voice on Range Community College, Poudre School District,
regional issues (e.g ., housing affordability, climate 2. Participate in the development of economic health etc.)
resiliency, disaster response, tourism/visitation strategies by regional partners (e.g ., Larimer County
Impacts, natural resource conservation, and Economic Development Plan, re-tooling of Northern 3• Develop a regional economic story in partnership
transportation and transit), with OEDIT and other Colorado Economic Development Corporation) with neighboring communities that provides
state and federal partners consistent terminology , target industries, and an
3. Collaborate with regional partners to understand overall strategy for Northern Colorado
3. Discuss and address regional economic issues with short-, mid- , and long -term trends impacting the
partners and explore opportunities to align local region's economy 4. Support broadband initiatives in Northern Colorado
policies with regional priorities and vice versa
4. Develop a plan to respond rapidly to disasters that
affect the region by working with regional partners
to develop a response that emphasizes rapid
economic recovery and preventing disasters from
having similar impacts
Attendance and participation in meetings and planning by region- Specific milestones and deliverables Number of contacts
al At
• . . • .
Increase in • • • . . selector
Economic . . • . disasters
Distribution • - • • • materials
C • of disasters
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ALignment to
- City of Fort CoLLins Strategic .
• •r1
t
_ 1. Improve policies and programs to retain, expand,
incubate and attract primary employers where
- � consistent with City goals (EH 3.2)
� 2. Improve effectiveness through collaboration with
economic-health oriented regional partners (EH
3.4)
3. Increase the community's resiliency and
preparedness for changes in climate, weather
and resource availability (ENV 4.7>
4. Create and implement long-term transportation
planning and help Local and regional
transportation networks operate at a high level of
efficiency, including the airport (TRANS 6.5)
City of Fort CoLLins
Economic Heafth
ECONOMY ENVIRONMENT SOCIAL
The economy does not respect jurisdictional • A regional. by- products synergy networkenables • Working with county-wide and regional
boundaries; working with regional partners the waste from one industry to be reused by partners strengthens collaboration and has the
increases the effectiveness of local efforts. another industry, avoiding the need to consume potential to align vision and purpose. Enhanced
Developing a regional story enhances the additional raw materials. A regional strategy to collaboration provides a foundation to address
ability of individual communities to gain address key issues will lead to greater efficacy disruptive events (e.g ., natural disasters,
notice of outside funding sources, talent, of efforts (e.g., regional energy efficiency efforts financial downturns, etc.).
and businesses. Maintaining and enhancing reduce a greater amount of greenhouse gas
regional assets can support business needs emissions).
and strengthen the local economy. , V
Alt-
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Y
more robust basic programs. Under this new model, the City will need
Implementation to define its role and the role of its service providers in administering the
economic health program.
The Economic Health Strategic Plan (EHSP) is an ambitious plan that builds
upon the 2005 Economic Action Plan, the Plan Fort Collins comprehensive The City Role in Economic Health
plan, and the 2012 Economic Health Strategic Plan. Though ambitious, the The City and EHO should play one of the three primary roles listed below as
objectives and strategies laid out in this plan are realistic and manageable. In it relates to each theme, goal, and tactic.
keeping with the broader goals of the community, they also have the ability to
be transformative. For this to occur, the City must embrace an organizational Lead— City takes on the lead role in implementing specific goals.
structure that will strengthen its capacity for economic initiatives, track its • Partner— City partners with other agencies and organizations to implement
progress towards implementation, and monitor its strategies. specific goals including providing funds to achieve these collective goals.
• Collaborate— City partners with other agencies and organizations to
Organizational Structure implement specific goals without providing funds.
The Economic Health Office (EHO), charged with managing economic health
activities, includes the Director, Economic Policy and Project Manager,
Redevelopment Program Manager, and Industry Cluster Coordinator. This is The following matrix identifies the City's overall role relative to each goal
a lean staffing structure. In comparison, Fort Collins' peer communities have and the related departments within the City with their defined role.
a staff of 6 to 10 employees devoted to these programs. With its current
staffing, the EHO has little extra capacity to take on new initiatives. In order In addition, the EHO will undertake the following tasks to ensure
to implement the EHSP, the EHO should partner with other departments implementation through a collaborative structure:
within the City that are working on issues that affect economic health and
enhance relationships with community service providers. This will allow the Create a concrete scope of work, procure services, and structure MOUs
City of Fort Collins to leverage its resources devoted to the implementation and contracts with service providers
of the EHSP. • Monitor contracts and evaluate performance of service providers
• Create an implementation team composed of City staff from relevant
Within the City of Fort Collins, many departments - from transportation to departments and representatives from service providers who will be
planning to social sustainability to purchasing - are managing projects and charged with implementing specific strategies
programs that affect the economic health of the city. The EHO should forge
relationships with staff in these various departments in order to integrate the Convene the team at regular intervals to report on progress, identify
economic health initiatives across the organization. obstacles to implementation, and jointly craft solutions
• Monitor the implementation of the EHSP through a set of discrete metrics
In addition, Fort Collins is fortunate to have multiple service providers that Next Steps
can take the lead on many of the initiatives with the City playing a more Upon the adoption of the EHSP by the City Council, the City will initiate the
" behind the scenes" role. There are approximately 15 full-time employees implementation process. The steps for initiating the process are as follows:
working in organizations related to economic development, including
NCEDC, the Chamber, Innosphere, the WIB, the CVB, the Poudre River i. Form the EHSP implementation team as outlined above
Public Library, and the SBDC. By forging stronger, formal partnerships with
these organizations, the City of Fort Collins can leverage its resources and 2. Convene an initial meeting of the implementation team, to:
free City staff to focus on strategic initiatives. This move would also have • Designate a team leader for each strategy
the added benefit of unifying the efforts of all partners under a single vision
and set of objectives. This, in turn, will expand the capacity of the City to Evaluate resources needed to implement each strategy
move its economic health program beyond the basics of business retention, • Create a work plan that prioritizes strategies, sets performance targets, and
expansion, and creation. outlines what, if any, additional resources will be needed
The City of Fort Collins should formalize partnerships with memoranda of Establish regular dates for the implementation team to meet
understanding and in some cases through contracts with organizations to 3. Adopt mechanisms and tools for tracking implementation progress, sharing
provide economic health services. Many of the existing service providers information, and communicating
have additional funding sources to supplement City funding. They also
already have or are in a position to build the expertise needed to create
,� City of Fort Collins Economic Health
City Departments
Overall Role EHO ESD SSD CDNS Finance Util. Trans.
i
A.1: Close the Skills Gap and increase Career Pathways in the community Collaborate R
A.2: Diversify employment opportunities for residents Lead R C
A.3: Provide resources that enhance the ability of existing business to succeed in the Lead & Partner R C C I C C
City
A.4: Increase youth engagement in workforce and talent development Collaborate R - - -
Grow Our I
B.1: Increase economic activity through innovation and entrepreneurism Lead & Partner R I I I
B.2: Increase the number of new start-ups and entrepreneurs Partner R 1 I 1 1
13.3: Invest in enhancements to entrepreneurism and innovation infrastructure Partner R I C C
B.4: Increase capital to support start-up companies and entrepreneurs Partner R I C I
B.5: Enhance economic diversification by supporting industry clusters Lead & Partner R C I
B.6: Increase awareness of the local economy and its role in supporting economic Partner R C C
stability
Place Maners
C.1: Maintain clear, predictable and transparent processes Lead C C -- R C C
C.2: Leverage infill and redevelopment that meets multiple community objectives Lead R C C C C C
C.3: Balance land uses that support a healthy economy Lead C C R I C
C.4: Invest in public infrastructure upgrades that support Plan Fort Collins implemen- Lead C C R C R R
tation
C.5: Encourage a culture and economy unique to Fort Collins and consistent with Partner R -- C I I
community values
The Climate i
D.1: Increase the understanding of barriers and opportunities presented by climate Partner R C -- C C I
change in the business community
D.2: Engage the business community in carbon reduction efforts Partner C R -- I I C --
D.3: Increase innovation related to carbon reduction and water conservation and Collaborate R C -- - C --
quality
DA: Encourage infill and redevelopment that meets multiple community objectives, Lead R C -- C C C C
specifically climate action goals
Think Reffional1v
E.1: Enhance coordination on regional economic issues Collaborate R C C C I C C
E.2: Enhance Regional assets through collaboration Partner R C -- -- C C C
E.3: Partner to position Northern Colorado as an innovation hub Collaborate R I I I I I I
R = Responsible; C = Consulted; I = Informed
EHO = Economic Health Office; ESD = Environmental Services Department; SSD = Social Sustainbility Department; CDNS = Community Development & Neighborhood Services Department;
Finance = Finance Department; Util. = Fort Collins Utilities; & Transp. = Transportation Planning & Transfort 38
APPENDIX
The economic development profession has long been focused primary jobs, typically defined as jobs which
produce goods in services in excess of what can be consumed in the local marketplace . This definition has
traditionally led practitioners to direct resources toward a relatively narrow range of industries such as
manufacturing, company headquarters, wholesale trade, and technology . The assumptions behind this emphasis
are generally sound . These jobs have historically generated higher wages and the manufacturing sector I I
frequently has extensive supplier relationships that other sectors do not . In addition , export-driven industries,
by definition, inject new money into the economy.
This limited view of primary jobs should be revisited with the recognition that a host of support sectors provide
essential services that enable the primary jobs sectors to operate successfully in the region . They are services
that the primary sectors would have to " import" into the region if they were not present locally. They also
generate a great deal of wealth in a community and provide essential services to residents in the region as well .
The definition of each of the 3 categories of sectors is below :
Primary. Earn more than 50% of their sales
outside of the region . A source of high-wage jobs
and characterized by higher than average jobs
multipliers.
Support. Provide essential services to either the
primary sectors or the region's population .
Significant contributors to GRP and pay higher than
average wages.
Services. Characterized by low-wages and low
multipliers. Likely to be dependent on
discretionary income and more susceptible to
economic downturn. Derive a smaller portion of
their sales from exports.
To help quantify these categories , we looked at each sector's contributions to the regional economy .
Specifically, the criteria we examined are listed below :
• Exports . What percentage of its total output (sales) is derived from exports ?
• Gross regional product (GRP) . What is the sector's share of GRP ( i . e . , sales to final users) ?
• Earnings. Ho%,%, do the sector' s earnings compare with the regional average for all industries?
• Jobs Multiplier. How does the industry's average jobs multiplier compare to that of other industries in
the region ?
• Earnings Multiplier . How does the industry' s average earnings multiplier compare to that of other
industries in the region ?
City of Fort Collins Economic Health
SUMMARY OF CATEGORIES AND CRITERIA
NAICS Average Exports as % Share of
Code Description Category Jobs Earnings of Sales GRP
55 Mgmt. of Companies and Enterprises Primary 846 $ 124,640 78% 1 .2%
31-33 Manufacturing Primary 13, 190 $84,868 90% 19 . 2%
42 Wholesale Trade Primary 41510 $65,939 65% 5 . 1%
51 Information Primary 31403 $51, 501 68% 3 .4%
53 Real Estate and Rental and Leasing Support 12,903 $31, 267 55% 13 .2%
52 Finance and Insurance Support 91826 $49,030 64% 6 .4%
54 Prof. , Scientific, and Tech . Services Support 17,081 $57,873 69% 11 .0%
48-49 Transportation and Warehousing Support 31192 $42 ,811 64% 1 .7%
23 Construction Support 12,564 $46,967 49% 7 .2%
62 Health Care and Social Assistance Support 150978 $46,471 37% 8 .0%
56 Administrative & Waste Mgmt . Services Support 11,798 $32, 388 51% 4.5%
44-45 Retail Trade Service 21 ,406 $27,440 42% 8 . 1%
71 Arts, Entertainment, and Recreation Service 5, 206 $19, 176 57% 1 .2%
61 Educational Services Service 3 , 620 $23 , 235 48% 0.9%
72 Accommodation and Food Services Service 16,912 $ 18,749 46% 4. 3%
81 Other Services (except Public Admin . ) Service % 568 $23 ,415 39% 2 .5%
Source : EMSI ( 2014.4 - QCEW Employees, Non -QCEW Employees, Self- Employed , and Proprietors, TIP Strategies
Notes : Analysis excludes Government, Utilities, Mining, and Agriculture sectors.)
SUMMARY OF MULTIPLIERS BY INDUSTRY
NAICS Jobs Multiplier Earnings Multiplier
Code Description Average Min Max Average Min Max
55 Mgmt . of Companies and Enterprises 1 .83 1 . 53 2 . 14 1 . 32 1 . 32 1 . 32
31-33 Manufacturing 1 .66 1 . 09 4 . 85 1 .41 1 . 22 3 .46
42 Wholesale Trade 1 . 77 1 . 20 2 . 65 1 .49 1 .47 1 . 50
51 Information 1 . 83 1 . 18 2 . 88 1 . 59 1 . 33 2 ,41
53 Real Estate and Rental and Leasing 1 . 75 1 . 28 2 . 95 1 . 81 1 . 62 1 .89
52 Finance and Insurance 1 .64 1 . 12 2 . 72 1 .44 1 . 19 1 .82
54 Prof. , Scientific, and Tech . Services 1 . 43 1 . 07 2 . 18 1 . 32 1 . 24 1 . 39
48-49 Transportation and Warehousing 1 . 39 1 . 11 2 . 07 1 . 35 1 . 31 1 .47
23 Construction 1 . 40 1 . 17 1 . 79 1 . 30 1 . 30 1 . 30
62 Health Care and Social Assistance 1 . 36 1 . 13 2 . 12 1 . 29 1 . 20 1 .82
56 Administrative & Waste Mgmt , Services 1 . 40 1 . 08 2 . 26 1 . 34 1 . 22 1 . 58
44-45 Retail Trade 1 .32 1 . 11 1 . 69 1 .42 1 .36 1 .46
71 Arts , Entertainment, and Recreation 1 . 34 1 . 08 1 . 90 1 .49 1 . 26 1 .84
61 Educational Services 1 .23 1 . 07 1 . 43 1 . 30 1 . 24 1 . 32
72 Accommodation and Food Services 1 . 23 1 . 06 1 . 71 1 . 34 1 . 19 1 . 54
81 Other Services ( except Public Admin . ) 1 1 . 24 1 . 03 1 . 53 1 . 29 1 . 16 1 . 55
Source : EMSI ( 2014. 4 - QCEW Employees, Non -QCEW Employees, Self-Employed, and Proprietors, TIP Strategies
Notes : Analysis excludes Government, Utilities, Mining, and Agriculture sectors.
40
City of
CollinsFort
S=aOOOOOEconomic
Health
Economic Health I City HaLL West 1 300 LaPorte Avenue I Fort Collins, CO 80521
Josh Birks I Economic Health Director I jbirks(a fcgov.com 1970 . 221.6324