Advance Longmont Economic Development Strategy Files...In Phase 3, the consulting team conducted an...

Advance Longmont Economic Development Strategy

www.AvalancheConsulting.com

Prepared for the City of Longmont & the Longmont Area Economic Council By Avalanche Consulting, Inc. 2014 - 2019

ADVANCE LONGMONT – ECONOMIC DEVELOPMENT STRATEGY

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Table of Contents

Table of Contents ................................................................................................................................................................................................................... 1!Acknowledgements ............................................................................................................................................................................................................ 2!About the Project ................................................................................................................................................................................................................ 4!Introduction .......................................................................................................................................................................................................................... 5!

Market Assessment .............................................................................................................................................................................................................. 12!SWOT Summary .............................................................................................................................................................................................................. 13!Data Assessment .............................................................................................................................................................................................................. 19!

Target Industry Analysis ..................................................................................................................................................................................................... 65!Target Industry Identification ........................................................................................................................................................................................ 66!Target Industry Profiles .................................................................................................................................................................................................. 74!

Implementation Plan ............................................................................................................................................................................................................ 97!Economic Development Goals and Recommendations ............................................................................................................................................. 98!Strategy Details and Tactics ....................................................................................................................................................................................... 105!Implementation Plan ..................................................................................................................................................................................................... 127!


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Acknowledgements Avalanche Consulting would like to thank the City of Longmont, Longmont Area Economic Council, Advance Longmont Steering Committee members, and focus group and interview participants for their support of this project. The active involvement of public and private partners throughout the community helps insure that all voices are heard and that this strategy truly matches the vision of the community. In particular, Wendi Nafziger, Interim President of the Longmont Area Economic Council, and Shawn Lewis, Assistant City Manager, have been instrumental in setting up this effort, organizing meetings, and providing guidance throughout. Advance Longmont’s Steering Committee members include: Andy Bade, Chairman, Longmont Area Economic Council Doug Bene, Economic Development Manager, City of Longmont Dennis Coombs, Mayor, City of Longmont Dave Humenik, Vice Chairman, Longmont Area Economic Council Keith Kanemoto, Broker, RE/MAX Traditions Shawn Lewis, Assistant City Manager, City of Longmont Kimberlee McKee, Executive Director, Longmont Downtown Development Authority Wendi Nafziger, Interim President, Longmont Area Economic Council Brad Power, Director of Economic Development, City of Longmont Alex Sammoury, Director, Longmont Entrepreneurial Network David Starnes, Redevelopment Manager, City of Longmont Kathy Weber-Harding, President, Longmont Chamber of Commerce Jeff Moore, Councilmember, City of Longmont In addition to the Steering Committee, we thank representatives from the following organizations who generously gave their time to participate in Advance Longmont interviews and focus groups to-date: A Woman’s Work Longmont Community Foundation Adams Bank Longmont Council for the Arts Amgen Longmont Downtown Development Authority Blackfox Training Institute Longmont Entrepreneurial Network Boulder County Longmont Housing Authority CBRE Longmont Power & Communications City of Longmont Councilmembers Longmont Senior Center


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City of Longmont Longmont Times-Call Communications Concepts Longmont United Hospital CP&M Marriott of Longmont Digital Globe Metro Denver EDC GE Micron Technology Gibraltar Business Appraisals OnCore Manufacturing Guaranty Bank OUR Center FirstBank of Longmont Praxis Group Front Range Community College Pinetree Peripherals Frontier Companies Prudential RM Realtors Holland & Hart RE/MAX Instant Imprints Seagate Technology Intel Corporation Small Business Development Center Intrado St. Vrain Manufacturing KW 1st Realty St. Vrain Valley School District Latino Task Force of Boulder County Sun Construction Left Hand Brewing Tinker Mill Life Bridge Church Vapor Technologies Longmont Area Economic Council Visit Longmont Longmont Association of Realtors Xcel Energy Longmont Chamber of Commerce Xilinx


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About the Project Advance Longmont is a target industry analysis and economic development strategy that includes four phases of development:

Phase&1:&Market&Assessment!

After initial project set-up, the Market Assessment examined Longmont’s current competitive position, assets, and opportunities. This phase included a review of recent studies and data on the local economy, stakeholder input sessions engaging Longmont’s leaders, businesses, and an in-depth analysis of relevant economic and demographic data. The findings of the evaluation are contained in a SWOT assessment that highlights challenges and opportunities presented in the community and an organizational assessment of the area’s economic development efforts.

Phase&2:&Target&Industry&Analysis!

Building on the research conducted in the Market Assessment, the Target Industry Analysis evaluated the performance of Longmont’s current industry and occupational base as related to national industry trends and site selection needs. This process helped determine appropriate target industry audiences for Longmont’s economic development efforts.

Phase&3:&Reverse&Site&Selection!

In Phase 3, the consulting team conducted an objective Reverse Site Selection assessment of Longmont. This process tested the target industries recommended in Phase 2, evaluating Longmont’s competitiveness, and making recommendations on target adjustments and local product improvements.

Phase&4:&Implementation&Plan!

The Implementation Plan for Longmont articulates Longmont’s vision for the future and a clear, step-by-step roadmap for achieving this vision. The Plan addresses and aligns a variety of issues, including recruitment, retention, workforce, physical infrastructure, quality of life, marketing, and more. It concludes with a timeline, estimated budget, resource requirements, task assignments for lead agencies and partners, and performance measurements.

Project Set-Up

Market Assessment

Target Industry Analysis

Implementation Plan

Reverse Site

Selection

Information Review

Stakeholder Input

Market Assessment

SWOT Summary

Cluster Analysis

Target Industry Recs

Community Filtering

Site Selection Analysis

Mock Site Visit & Scorecard

Vision, Goals, Objectives

Strategies & Tactics


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Introduction Longmont is uniquely positioned at the intersection of high technology and traditional manufacturing. With deep roots in agriculture, manufacturing and high tech, Longmont has grown as a residential destination with a welcoming nature, vibrant outdoor lifestyle, and a do-it-yourself attitude. The city’s publically owned utility offers some of the most affordable and reliable service in the state, and residents recently voted to continue expansion of the public, fiber optic broadband network, a priceless asset for businesses and residents alike. Geographically located between two major research universities, Longmont draws from a broad pool of talent, including manufacturing workers and software engineers. Longmont offers a joining of affordability, infrastructure, workforce, education, and quality of life that is rare and increasingly sought in the modern economy.

Longmont is also a community in flux. Last year, just as employment started recovering from the recent recession, one of Longmont’s largest primary employers, DigitalGlobe, announced its relocation outside of the city. Weeks later, devastating floods rocked the community, destroying homes and infrastructure. These events were an unpleasant way to wrap up the year but also present a unique opportunity for the city to revisit its goals and objectives and catalyze efforts to more effectively direct growth and redevelopment.

Towards this end, the City hired Avalanche Consulting to assist with development of a new, targeted economic development strategic plan. This strategy will assist Longmont in recruiting and retaining quality businesses, improving the local business climate, increasing entrepreneurial opportunities, and optimizing the organizational effectiveness of local economic development efforts.

Titled Advance Longmont, the strategy includes fours components: a Market Assessment, Target Industry Analysis, Reverse Site Selection evaluation, and an Implementation Plan.

The first section, Market Assessment, is the summation of the initial work by Avalanche. Over three months, Avalanche Consulting conducted an in-depth review of existing literature and information on Longmont, including past studies and assessments. The project team also visited Longmont in December 2013 and January 2014, meeting with the City and LAEC, the project Steering Committee, and numerous representatives from across the community. Avalanche conducted focus groups and interviews with more than 90 participants centered on a range of topics related to local economic development. Between trips to Longmont, the team conducted additional phone interviews with relevant representatives.

“Longmont is where ideas become products.”


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Avalanche then conducted an in-depth data analysis of relevant economic, demographic, and other datasets, seeking to identify Longmont’s unique strengths and challenges. The input provided by stakeholders was combined with the information review and data analysis to provide a comprehensive view of Longmont’s competitive position as it relates to economic development.

The Market Assessment section first presents a summary of findings in SWOT format. Organized by related topics, this summary identifies strengths, challenges, opportunities, and threats seen in Longmont’s economy. The SWOT is followed by the detailed Data Assessment, which examines Longmont’s competitive position relative to the Front Range, State of Colorado, and US through a number of datasets.

Market Assessment – Key Findings from Data Analysis and Public Input

• Longmont’s business climate is very competitive within the state, but particularly within Boulder County and the Denver Metro area. Longmont offers highly affordable electric power, low tax rates, high-speed fiber optic broadband, and a skilled workforce.

• Longmont’s competitive advantages are often overshadowed by a lack of awareness of strengths (both internal and external) and limited availability of quality office space and other shovel-ready general industrial space (despite relative affordability).

• The welcoming, family-oriented culture in Longmont makes it a highly attractive place to live and raise a family. The city boasts great local schools, numerous outdoor recreational assets, a thriving arts scene, quality healthcare, and relative affordability.

• Limited social activities for youth and young adults may slow attraction of younger college graduates, but this may be partially offset by relative affordability and the growing food culture, including the craft beer community. Investing in more youth-oriented sports, recreation and entertainment is an opportunity.

• Investing in lifestyle amenities that appeal to young professionals, adults without children and empty nesters is also an opportunity. Longmont could be even further positioned as a destination for entrepreneurially minded individuals whose location decisions depend as much on quality of life as they do on business climate.

• Longmont’s physical infrastructure and regulatory climate are complemented by a well-educated and skilled workforce, particularly in Software & Information Technology, Research, and Manufacturing occupations. These workforce strengths are supported by effective programs at Front Range Community College and rising successes, particularly in STEM, at St. Vrain Valley School District.

• Longmont’s ethnic diversity provides both opportunities and challenges. A young, rapidly growing Latino population offers strong bilingual skills and workforce development potential. However, this demographic currently has overall lower educational attainment, high unemployment, and lower incomes. Bridging that gap and engaging Latino leaders in economic development is an opportunity.

• Longmont is an entrepreneurial and innovative community, with a significant number of residents patenting new products each year,


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primarily in data storage and bioscience fields. Although there is a large entrepreneurial community and focus on research and development, space and support for entrepreneurs is limited, especially since the Longmont Entrepreneurial Network lost its offices last year. There is demand for improved true incubator space, wet and dry lab space for biotech companies, and funky co-working spaces that encourage collaboration among entrepreneurs.

• Redevelopment of existing commercial and industrial properties could open opportunities for new tenants, particularly in Downtown Longmont and the City’s Urban Renewal Areas. Downtown could benefit from façade improvements and utilization of second-story office and residential space, continuing the process of reinvigorating the business and social life at the heart of the city. Increased density of businesses also fosters collaboration and entrepreneurship. Flex space for industrial users is currently readily available with high vacancy rates, but general industrial properties are much more limited, particularly relative to growing demand from companies.

• The city has a positive relationship with the Metro Denver EDC that helps build business opportunities. Greater collaboration with the University of Colorado and Boulder may help development as the two cities offer complimentary products.

The second section, Target Industry Analysis, looks at Longmont with a critical eye and identifies target industry clusters and niche sectors for Longmont’s economic development efforts. Targeting specific industries allows a community to efficiently focus economic development resources on those clusters that best match local competitive advantages and aspirations. Target industries were also identified based on their potential to create a range of job opportunities for all residents of Longmont and to grow in the near future.

This section explains the process of target identification, describes Longmont’s approach to each target industry, and includes target industry profiles highlighting trends and local competitive strengths as well as a range of promising opportunities in Longmont’s target industries - Advanced Technology, Bioscience, Creative Arts & Culinary, and Professional Services & IT. Niche sectors are identified within each of these industries, along with marketing points outlining

Advanced Technology

! Aerospace & Defense ! Data Storage ! Computers & Electronics ! Energy Components ! Agricultural Tech

Bioscience

! Medical Devices ! Pharmaceuticals ! Diagnostics

Creative Arts & Culinary

! Breweries & Distilleries ! Food & Beverage Production ! Food & Dining ! Visual & Performing Arts ! Special Events

Professional Services & IT

! Engineering & Design Services ! Back Office ! Research & Development ! Software

Advance Longmont Target Industries


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the competitive assets supporting each sector in Longmont.

Some opportunities are immediate, building on Longmont’s existing infrastructure, workforce, and industry clusters. Others are longer-term, requiring coordinated asset building and marketing throughout the community. But they all reflect Longmont’s vision and leverage the community’s unique strengths.

There will be challenges ahead in this process, but the key will be turning obstacles into assets. Limited budgets may force a community to be creative and efficient. For example, unused properties can be transformed into unique entrepreneurial spaces. A large Latino workforce may attract a firm with sales and distribution to Spanish-speaking markets. It is essential to understand the compilation of qualities that make Longmont different than other communities and turn those into opportunities.

The fight to build jobs and a strong community is not won by being the same as everybody else. It is won through supporting and marketing the features that make Longmont a unique place along the Front Range and in the US. This will not be an easy or free process, but if Longmont is serious about building success, the City needs to invest time and effort in shaping that future.

The third section, Implementation Plan, establishes a clear, step-by-step roadmap for achieving Advance Longmont’s economic development vision and growing target industries. The recommendations are organized around six primary topics: Marketing, Business Climate, Education & Workforce, Entrepreneurship & Innovation, Infrastructure, and Quality of Life. They also include specific recommendations and tasks for supporting Vance Brand Municipal Airport.

The section first summarizes goals for each topic area, recommendations for achieving these goals, and metrics to measure success. The next portion discusses detailed strategy and tactics to support each recommendation along with case studies and best practices. The section concludes with the Implementation Plan, which discusses organization and overall economic development metrics and includes tables for tracking the accomplishment of tasks over the next five years.

Primary Findings

The recommendations in each topic area cover a range of issues and organizations but focus in on six primary needs:

• Marketing: Many people – both outside and inside of Longmont – are unaware of the city’s diverse and highly competitive assets. While some recommendations focus on improving local economic development offerings and opportunities, raising internal and external awareness of these opportunities will be fundamental to Longmont’s economic development success.


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Marketing messages also must be consistent across organizations to ensure the efforts of Visit Longmont, the LAEC, the DDA, and other support an overall vision.

• Business Climate: Longmont is recognized by regional and state leaders as one of the most business friendly cities in Colorado. City leaders welcome business and have invested in programs and policies to encourage growth. However, some segments of the population and business community remain fragmented and disconnected from leadership. The City and other organizations must work to remain supportive and flexible to business needs and inclusive of all residents and businesses, including the large Latino population.

• Education & Workforce: Longmont has a rapidly improving and uniquely STEM-oriented school system, a highly skilled workforce in many areas, particularly IT and manufacturing, and an effective community college that works with employers. The City faces some challenges recruiting and retaining younger, well-educated professionals. Recommendations focus on ways to enhance the existing workforce training system and create a lifestyle that appeals to younger, college-educated professionals.

• Entrepreneurship & Innovation: Longmont has a wealth of entrepreneurial assets, from a fiber optic broadband to a high concentration of inventors living in the city. These assets need to be marketed to the world, particularly startup companies in Boulder, Fort Collins, and other cities across the Front Range. With the proper support and building stock, target industry companies could thrive in Longmont.

• Infrastructure: Although on the cutting edge of some infrastructure development, including a locally-owned, affordable utility and expanding fiber optic broadband network, Longmont’s existing building offerings are not all competitive for target industry needs. Along with private landowners and real estate developers, the City must work to increase the availability of competitive buildings and continue to redevelop and improve Downtown Longmont and other areas. Redevelopment of existing properties into modern space for business and residents should be emphasized.

• Quality of Life: The Longmont lifestyle is what draws new residents to the area and retains talent. The city is home to numerous art organizations, nationally renowned brewers, a budding restaurant scene, beautiful trails, and numerous other quality of life assets. Despite all this success, Longmont has tremendous opportunities to improve building façades, redevelop aging properties, encourage the growth of sports and entertainment options, and invest in other amenities such as the St. Vrain River corridor and trails that will help the area compete for top-notch talent.


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Priorities

Of the many goals and tactics offered in this Strategy, several stand out as immediate economic development priorities for Advance Longmont:

• Marketing & Branding – Getting the word out regarding Longmont’s existing economic development assets is the highest priority. As the City begins enhancing its business infrastructure, a marketing campaign will let local businesses and outside audiences know about the significant existing competitive advantages to doing business in Longmont. As soon as this Strategy is complete, Steering Committee members, LAEC board members, City staff, and others can begin crafting a marketing plan of action.

• Building Inventory – Despite many advantages, Longmont currently has a shortage of the competitive modern office, commercial, and industrial space desired by businesses. Numerous businesses across the Front Range are looking for locations to expand and grow. Longmont needs to immediately begin work to identify, redevelop and construct the competitive buildings necessary to capture these opportunities.

• Redevelopment – Longmont has many unique physical assets that can accelerate economic development and build a unique brand identity. These assets include the St. Vrain River Corridor, former Butterball plant, sugar plant, downtown Main Street, and Boulder County Fairgrounds. They all individually present significant opportunities and, if redeveloped in conjunction with a new comprehensive plan, have the potential to be game changers.

• Entrepreneurship – Longmont is staged to be a regional center for entrepreneurship and innovation but must begin work to capture more second stage manufacturing and other technology companies from Front Range universities. Create incubator and maker space that these businesses need while telling them about the significant local opportunities for startups.

Implementing the Strategy

The actions recommended in this report are the next steps down the long and ever changing road of economic development. As with a business, new conditions, models, and competition will require flexible thinking and adapting of strategies in the future.

These tactics will also require a community-wide effort. The strategy does not make recommendations just for the City and the LAEC. Successful implementation will involve the entire community, from private citizens and businesses to Visit Longmont and the DDA. Anybody with an interest in Longmont’s future can contribute to the success of this plan and all are encouraged to get involved.

In the months ahead, it is critical to transition the momentum of the planning process into actions. Following adoption of the Advance Longmont strategy by the City and LAEC, members of the Steering Committee should present the final strategy to organizations that will


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be involved in implementation. Additionally, the Steering Committee could transition into an Implementation Committee that oversees activities recommended in this plan. Working Groups should form around the major topics of the strategy, with each comprised of representatives from the organizations taking action. Working Groups should report progress back to the Implementation Committee on a regular basis.

The City of Longmont and LAEC also face some organizational decisions. The Organizational Assessment makes recommendations regarding restructuring the City and LAEC’s economic development functions. These recommendations apply national best practices in economic development operations to Longmont’s needs and capacities. The potential changes are intended to make day-to-day economic development efforts more effective in Longmont, while retaining and enhancing the support provided by current programs.

Lastly, it is important to remember that this is a living document and must be updated as needed to stay relevant. The Implementation Tables at the end of the report provide a map of all recommendations and tactics. They can be referred to during LAEC board decisions and City Council meetings and integrated into staff performance plans. Once a year, metrics should be updated and integrated into a scorecard to quantify and measure progress. Tactics should also be updated as needed while maintaining the goals, target industries, and major strategies that act as a foundation for this economic development initiative.


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Market Assessment


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SWOT Summary The following section summarizes the Market Assessment, providing an inventory of Longmont’s strengths, weaknesses, opportunities, and threats (SWOT). The SWOT Summary draws from extensive data analysis described in the Data Assessment section of the report, a tour of the city, the project team’s economic development expertise, and extensive input from over 90 Longmont representatives who participated in focus groups and interviews.

The SWOT reveals opportunities for building on Longmont’s competitive assets, as well as challenges to effective development and concerns for the future. This understanding of Longmont’s competitive position will inform the identification of target industries. Target industry business needs will be matched to Longmont’s assets and aspirations. The final strategy will also identify goals and tasks that will build upon existing strengths and address challenges.

The SWOT Summary is organized in five broad categories related to economic development:

• Business Climate, • Education & Workforce, • Entrepreneurship & Innovation, • Physical Infrastructure, • and Quality of Life.


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Business Climate Business Climate Strengths Challenges

• Competitive business environment within the state and county; more affordable than Boulder

• Job recovery occurring more quickly than the nation • The City’s Economic Gardening Initiative has been highly

successful • The overall economy is fairly balanced, with a strong

concentration of professional and technical services jobs • Software & IT, Research, and Manufacturing jobs are highly

concentrated • Strong relationship with the Metro Denver EDC • Concentration of data storage workforce and companies • Renewed commitment to proactively meet business needs

• Lack of awareness of Longmont’s complete set of assets • Misperception that the City hinders development and limits

incentives for growth • The City and the LAEC have not always shared the same goals

and strategy but are doing so more • Is not perceived as a visitor destination • Limited incentives for businesses that hire entry-level and trade

workers • Perception of high development fees although Longmont is

competitive with other Front Range cities • Shortage of quality real estate for businesses (entrepreneurial,

commercial and industrial)

Opportunities Threats

• Increased coordination of roles and efforts between the City and the LAEC can create a one-stop-shop for economic development and better present a face to the world

• The craft breweries and art community could be increasingly marketed as destinations for visitors

• The city would benefit from increased internal and external marketing of its identity and where it would like to go

• Proximity to oil and gas plays could present opportunities for manufacturing companies

• FEMA funding and disaster recovery presents an unique chance to rebuild according to the new vision

• Continued outreach to Latino residents and businesses could rapidly build the city’s economic base

• Without strong public and private efforts to invest in downtown and other redevelopment areas, it will develop much more slowly

• Continued negative and selective reporting from outside the city will control its image, unless the city better tells its own story

• If Longmont does not build on its proximity to and relationship with Boulder, it may continue to lose opportunities for recognition and development

• New vision and efforts need to be marketed internally to ensure that the community buys-in, particularly the large share of population that does not normally engage with the city

• If Longmont does not consider incentivizing and creating jobs at a range of skill and pay levels, many residents will be left out of the benefits of future growth


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Education & Workforce Education & Workforce Strengths Challenges

• Highest concentration of storage software engineers in the world

• Both college graduates and trade workforce: where technology meets manufacturing

• K-12 educational system is very strong and improving, with lots of STEM and tech programs

• Front Range Community College is very supportive of the manufacturing industry, with a new machining and molding program for example

• Good relationships between educators and local employers • Situated between two major universities; huge talent pool

draw; workers come from throughout the region

• Recruiting for software design teams can be difficult • Some employers expressed challenges finding dependable

manufacturing workers with appropriate skillsets • Traditionally, a large share of the labor pool relocated from

outside the county, particularly in technology positions • Generally lower educational attainment and labor force

participation in the Latino community


• New STEM programs at local schools, including partnership with IBM and Innovation Academy, will help build a stronger technology worker pipeline internally

• Developing more fun things for young, creative class people to do in town; craft brew industry is helping

• A higher education location offering four year degrees would help workforce development, either a university branch or certification at Front Range Community College

• Longmont has unique occupational strengths at the intersection of high tech and manufacturing that can be leveraged to recruit companies

• Large, bilingual Latino community provides multicultural workforce for range of industries

• School enrollment is growing rapidly and will require strong public and private support to stay successful

• High unemployment, low incomes, and low educational attainment among Latino residents threaten the ability of city to retain and attract strong employers in the future and indicates more efforts must be made to reach out to the Latino community to include them in educational and business opportunities

• Shrinking unemployment levels could threaten workforce availability


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Entrepreneurship & Innovation Entrepreneurship & Innovation Strengths Challenges

• University of Colorado and Colorado State University are right down the road producing research and commercialization

• Strong business climate and support resources for entrepreneurs

• The fiber network is an incredible asset for small, particularly technology, startups

• Longmont has been involved with startups since the 1980s with the first Boulder Technology Incubator

• The City of Longmont’s Economic Gardening Initiative • The region has a high concentration of self-employed residents

and entrepreneurs • Longmont has a remarkably high concentration of patent

inventors for a non-university town

• Currently have limited relationships with the University of Colorado or Colorado State University

• Longmont Entrepreneurial Network does not have a physical incubator space

• Limited facilities for start-up companies • Lack of amenities in the city that would appeal to young

professionals and entrepreneurially-minded talent


• Proximity to the University of Colorado and Colorado State University could be better leveraged to support partnerships, research programs, and startups

• Finding a new physical incubator space for the Longmont Entrepreneurial Network as well as creating co-working spaces

• The opportunities for entrepreneurs in Longmont could be better marketed; “Nobody knows about Longmont and all the assets that are here”

• Development of wet and dry lab space, particularly for biotech companies would help startups

• If Longmont’s reputation for startups continues to be poor, entrepreneurs will not learn about the tremendous opportunities here

• The city should place entrepreneurship as a pillar alongside small businesses and primary employers, or startups and entrepreneurs may continue to feel left out

• The lack of a true incubator space that provides offices, advice, collaboration, and other resources to small business discourages startup development in Longmont


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Physical Infrastructure Physical Infrastructure Strengths Challenges

• City-owned fiber optic broadband network is a unique competitive asset, and the recently approved plans for expansion will position Longmont well for high-tech business

• Longmont Airport • Low real estate and operational costs • Longmont Power & Communication offers some of the lowest

power rates in the state and region • Redundant power sources • High quality water; great for food and beverage

manufacturing

• Severe destruction from the 2013 floods; homes, bridges, and greenway destroyed; the river is now flowing in a different path

• Boulder County Fairgrounds are dated infrastructure and need upgrades

• Losing a lot of corporate airport traffic to Jeffco in Broomfield • The lack of direct interstate freeway access is a concern, but

more a perception than business impediment • Predominantly one type of commercial real estate product • High quality Class A Office space is nearly nonexistent • High availability of flex space but limited modern general

industrial product for today’s industrial users • Few public incentives to help with retrofitting of buildings • Perception of limited parking downtown may deter shoppers


• The City has reorganized the priority system for capital improvement projects and has an opportunity to rebuild with financial assistance from FEMA and the state

• With a new FBO (Fixed Base Operator) and plans for a new terminal, Longmont Airport is set for a new period of potential growth

• The former turkey plant and sugar beet plant site both represent significant redevelopment opportunities to support community goals and objectives

• A new events center could help the city host bigger events and bring in more tourists

• Development of beautification incentives and grant programs could help improve the attractiveness of downtown

• Improving Boulder County Fairgrounds or building a convention center could attract events

• Office, industrial, and flex properties need to be improved to modern standards and more constructed, or the city may continue to miss opportunities to recruit and retain companies

• Continued high vacancy in flex industrial spaces • The City’s comprehensive plan needs to be updated to ensure

that physical development of Longmont matches the current desires and needs of residents and businesses

• If connectivity to I-25 is not improved, many businesses may continue to skip over Longmont due to a perception of poor transportation access

• Limited public transportation options to Boulder, Denver, and other Front Range cities via RTD will add to traffic congestion as residents choose to drive


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Quality of Life Quality of Life Strengths Challenges

• Warm and welcoming community; family-oriented • Active lifestyle: lots of cycling, hiking, dogs, and parks; hosts

one of two skydiving drop zones in the state; great recreation center and senior center

• Historic downtown and entertainment district: two theaters, opera house, art galleries, restaurants, and special events

• Home to two national craft brewers; on Colorado Beer Trail • The city has a substantial arts community: dance academy,

music schools, Longmont Artist Guild, Council for the Arts, Old Firehouse Arts Center, museum, symphony, concerts, and more

• Longmont United Hospital and access to healthcare • Longmont is one of the more affordable cities in the region

• Limited social activities for children and young adults • Diversity of housing stock • Limited retail offerings lead to residents shopping outside of

town • Low homeownership and high poverty among Latino population • Destruction of the greenway removes a major recreational asset

from the city • Lack of cohesive neighborhood identities and cultural centers

limits sense of place


• Local food and beverage culture is growing and with the breweries enhances the local quality of life and draws visitors to town

• The historic downtown is well positioned for redevelopment, creating a better destination for residents and visitors

• Once completed, the mall redevelopment will present an attractive entryway to town and could be a foundation for improved retail offerings

• Development of a unique visitor experience, particular to Longmont, including shopping, arts, and events

• Redevelopment and upgrading of the greenway could increase its usage by residents and host outdoor recreational events

• Establishment of unique, central neighborhood retail nodes

• If retail offerings continue to be limited, Longmont will lose sales tax dollars to neighboring communities

• Rising poverty levels are a concern and can be addressed through targeting industries with jobs at all levels including reaching out to the Latino population, which has more than double poverty levels for both adults and children

• Identified need to create a collaborative forum to bring together disparate groups around Longmont and create a more unified identity focused on positive quality of life and business assets


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Data Assessment The final section of the Market Assessment presents a detailed analysis of data on Longmont’s competitive economic development position. Most of the data presented is publically available and represent the kinds of analysis that businesses may perform on a community when considering expanding or relocating their operations.

Each page discusses what the dataset measures and why it is relevant to economic development. Avalanche then summarizes Longmont’s competitive position relative to benchmarked regions and presents the data in text and charts. Whenever possible, data was gathered for the City of Longmont, but at times, only Boulder County data was available as noted.

The Data Assessment is organized in five broad categories related to economic development:

• Economic Base, • Workforce, • Business Climate, • Entrepreneurship & Innovation, • Physical Infrastructure, • and Quality of Life.


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Economic Base Companies desire to be in communities with healthy economies. Steady job creation during times of national economic prosperity and the ability to recover from recessions are both signs of a stable and diverse business environment.

Longmont created jobs rapidly during the economic boom of the 2000s and entered the economic recovery more rapidly than the national average following the recession. Both Longmont and Boulder County were hit more severely than average by the Dot Com Bust in 2002, but demonstrated their resiliency with higher than average job growth in the mid 2000s. Jobs in the city grew at an average annual rate of 1.9% from 2003 to 2008.

The City of Longmont was again hit by the recent recession, losing over 3,000 jobs between 2008 and 2010, but the recovery has been exceeded national averages. Since 2010, Longmont has created over 2,500 jobs, bringing employment nearly back to pre-recession levels.

TOTAL EMPLOYMENT, CITY OF LONGMONT 2008 - 2013

48,500

45,500 45,100 45,800

46,800 47,700

30,000

35,000

40,000

45,000

50,000

2008 2009 2010 2011 2012 2013

EMPLOYMENT GROWTH 2003 - 2013

-7.0%

-5.0%

-3.0%

-1.0%

1.0%

3.0%

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

US Boulder County City of Longmont

SOURCE: EMSI SOURCE: EMSI


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Like employment growth, unemployment rates demonstrate the resiliency of a local economy, reflecting its ability to absorb job losses and rebound. Persistently high unemployment can indicate structural concerns about a community. Conversely, very low unemployment rates may indicate that a local economy has a talent shortage and can be a different cause for concern.

Unemployment in Longmont jumped in 2009 after the national recession hit, but remained consistently well below the national average and began a steady decline in 2011. Tellingly, although Longmont lost over 3,000 jobs between 2008 and 2010, the number of unemployed only rose by 1,300. This indicates that many those laid off were able to find new jobs or temporarily get by without registering for unemployment benefits.

The annual unemployment rate in Longmont peaked in 2011 at 7.7%, below the US rate (8.9%) but above Boulder County (6.4%). Since 2011, the unemployment rate in Longmont has mirrored Boulder County and dropped fairly consistently, falling to 5.5% in October of 2013.

TOTAL UNEMPLOYED 2007 - 2012

1,500 1,900

3,200 3,200

3,800 3,700

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

2007 2008 2009 2010 2011 2012

UNEMPLOYMENT RATE 2007 - 2012

2.0%

4.0%

6.0%

8.0%

10.0%

2007 2008 2009 2010 2011 2012


SOURCE: US LAUS SOURCE: US LAUS


22

The most competitive local economies are diverse. They contain a broad variety of businesses that help protect from shocks created by changes in a specific industry and offer a range of employment options to residents. Longmont has a balanced economy, with similar shares of employment in each industry to the national averages. Many industries grew through the recent recession, despite losses in some, such as Construction and Manufacturing.

The largest industries in Longmont are Government (23% and 11,200 jobs); Trade, Transportation, & Utilities (16% and 7,900 jobs); and Professional & Technical Services (16% and 7,500 jobs). Local top employers in Government and Professional & Technical Services include the St. Vrain Valley Schools, City of Longmont, Intrado, Measured Progress, and Wiland Direct.

Both Government and Professional & Technical Services make up a larger share of the Longmont economy than national averages. Trade, Transportation, & Utilities makes up a slightly lower than average share. The only other higher than average industry is Information, with 3% of all jobs, totally 1,600. Trade, Transportation, & Utilities includes Xcel Energy, and all retail operations. Information generally includes cable and other telecom operators.

Manufacturing, one of Longmont’s most significant industries, makes up 8% of the local economy with nearly 4,000 jobs, includes firms such as Seagate Technology, Amgen, GE Energy, Xilinx and Western Digital. Like the US, Manufacturing in Longmont lost jobs in 2008, but saw a return to positive growth over the past four years, creating 329 jobs from 2009 to 2013.

SHARE OF EMPLOYMENT BY INDUSTRY 2013

23% 10%

11% 1%

16%

3% 3%

16% 8%

4% 1%

0% 5% 10% 15% 20% 25%

Government Leisure & Hospitality

Health Care & Social Services Private Education

Professional & Technical Services Financial Activities

Information Trade, Transportation, & Utilities

Manufacturing Construction

Natural Resources City of Longmont US

EMPLOYMENT GROWTH BY INDUSTRY 2008 - 2013

0% 8%

10% -5%

4%

-19% 12% 2%

-11%

-20% -10% 0% 10% 20%

Government Leisure & Hospitality

Health Care & Social Services Private Education

Professional & Technical Services Financial Activities

Information Trade, Transportation, & Utilities

Manufacturing Construction

Natural Resources

City of Longmont US

SOURCE:EMSI SOURCE: EMSI

-35% -60%


23

Over the past five years, total employment in Longmont declined 2%. However, nearly half of local industries grew over this period. The fastest growing industry in Longmont from 2008 to 2013 was Information, which grew 12% compared to a 19% decline nationally, followed by Health Care & Social Services (10% growth in both Longmont and the US) and Leisure & Hospitality (8% growth vs. 6% nationally). The industries with the greatest percentage job losses were Natural Resources (-60% vs. 7%), Construction (-35% vs. -19%), and Financial Activities (-19% vs. -4%). Over the past three years, while total job growth has returned to positive, Natural Resources, Construction, Financial Activities, and Government continue to lose jobs in Longmont.


24

Wages are another factor considered by companies interested in relocating or expanding. High local wages make it easier for companies to attract talented workers and have multiplier effects across the economy. But high wages can also indicate that a local community has a high cost of living, which can offset the benefit of additional earnings. In some industries, higher than average prevalent wages can also significantly raise costs for a company and make it challenging to maintain operations in a community.

Overall, average earnings in Longmont are comparable to the US average but lower than State of Colorado, Boulder County, and the Denver MSA. This makes Longmont a competitive location for companies interested in locating in Colorado. With an overall average wage of $48,900, the City of Longmont is just below the national average of $49,300 and well below the State of Colorado ($50,500), Boulder County ($56,900), and the Denver MSA ($55,900).

The industries that pay the highest average wages in Longmont are Information ($115,000 annually), Professional & Technical Services ($86,900), and Manufacturing ($77,600). All three of these industries pay wages in Longmont higher than the national average, making them more competitive locations for attracting skilled workers.

AVERAGE EARNINGS BY INDUSTRY 2013

$0 $50,000 $100,000

Government ($56.8K) Leisure & Hospitality ($20.0K) Health & Social Svcs. ($59.5K)

Private Education ($34.3K) Prof. & Tech. Svcs. ($86.9K) Financial Activities ($71.4K)

Information ($115K) Trade, Transp. & Util. ($48.1K)

Manufacturing ($77.6K) Construction ($56.4K)

Natural Resources ($43.7K)

City of Longmont US

AVERAGE WAGES 2013

$49,300

$50,500

$55,900

$42,800

$41,900

$56,900

$48,900

$0 $20,000 $40,000 $60,000

US

State of Colorado

Denver MSA

Fort Collins MSA

Weld County

Boulder County

City of Longmont

SOURCE:EMSI SOURCE: EMSI


25

Industry Cluster Analysis

Location Quotients (LQs) compare the relative concentration of an industry in a local economy with the average concentration seen at the national level. An LQ of 1.5 indicates that the local economy has 50% more jobs per capita in that industry than witnessed at the national level. An LQ of 1.0 indicates parity, and an LQ below 1.0 indicates a below-average concentration. The chart on the following page shows LQ by industry on the vertical axis. The horizontal axis shows the 5-year job growth for the industry and the size of the bubble indicates the total number of jobs in the industry.

The graph’s quadrants each tell a different story. Sectors in the top-right quadrant are competitive and should be priorities for talent development and infrastructure enhancements. Sectors in the bottom-right (which are growing, but have below-average concentrations) are emerging sectors for the region. These typically benefit from entrepreneurial assistance, focused business retention programs, and new workforce training programs.

(The chart on the following page displays these variables for a variety of industry clusters identified by Avalanche Consulting. These clusters are slightly different from the primary industry categories used by the US Government and discussed on previous pages. These attempt to group related industry subsectors based on their interrelated products, clients, and industry needs. They are further detailed in a table in two pages.)

Top-Left (Strong but Declining) Contains clusters that are more concentrated in the region but are declining (negative growth). These clusters typically fall into the lower quadrant as job losses cause a decline in concentration.

Top-Right (Strong and Advancing) Contains clusters that are more concentrated in the region and are growing. These clusters are strengths that help a community stand out from the competition. Small, high growth clusters can be expected to become more dominant over time.

Bottom-Left (Weak and Declining) Contains clusters that are under-represented in the region (low concentration) and are also losing jobs. Clusters in this region may indicate a gap in the workforce pipeline if local industries anticipate a future need. In general, clusters in this quadrant show a lack of competitiveness.

Bottom-Right (Weak but Emerging) Contains clusters that are under-represented in the region but are growing, often quickly. If growth trends continue, these clusters will eventually move into the top-right quadrant. Clusters in this quadrant are considered “emerging” strengths for the region.

The graph’s four quadrants each tell a different story for each cluster: Highly Concentrated

Low Concentration

Negative Growth

High Growth


26

Education

Retail

Culture

Healthcare

Government

Building & Construction

Back Office

Software/IT

Electronics

Pro Svcs

Finance

Agribusiness

Consumer Prod

Media & Design

Social Svc

Metalworking

Biomedical Supplies &

Labs Non-Profits

Materials

0.40!

0.60!

0.80!

1.00!

1.20!

1.40!

1.60!

1.80!

2.00!

-30%! -20%! -10%! 0%! 10%! 20%! 30%!

Loca

tion

Quo

tient

, 201

3

Local Growth, 2008-2013

Industry Clusters: City of Longmont, Colorado

Size of bubble indicates relative employment base.

Strong, Advancing

Strong, Declining

Weak, Emerging

Weak, Declining

Industrial Machinery

Research [1%, 3.5 LQ]

Transportation & Logistics

[8%, 0.3 LQ] Energy

[-85%, 0.1 LQ]


27

Strong & Advancing (those industries in the upper-right quadrant) and Weak & Emerging (industries in the lower-right quadrant) lend themselves to being targets for economic development.

The primary Strong & Advancing industries in Longmont are Software/IT (1.9 LQ; 26% growth), Research (3.5 LQ; 1% growth), and Consumer Product Manufacturing (1.8 LQ; 3% growth). These industries are also highly concentrated in the Longmont Region comprised of Boulder and Weld Counties.

The primary Emerging industries in Longmont are Industrial Machinery (0.4 LQ; 13% growth), Healthcare (0.8 LQ; 11% growth), Culture & Entertainment (1.0 LQ; 7% growth), Materials (0.4 LQ; 7% growth), and Professional Services (0.8 LQ; 6% growth). These industry clusters are all less concentrated than the national average but growing rapidly, indicating that they will become more concentrated with time and assistance.

Weak & Declining industries that raise some alarms and may require assistance include Biomedical Supplies & Labs (0.8 LQ; -28% growth), Agribusiness & Food (0.7 LQ; -27% growth), Media & Design (0.7 LQ; -25% growth), and Finance (0.5 LQ; -18% growth). Some declining industries such as Building & Construction will naturally rebound as the economy recovers.

Note: The Energy sector includes only private sector companies focused on electric power generation; oil, gas, and coal extraction; oil and gas distribution; and other pipeline

Longmont Industry Cluster Trends

Longmont US

Aerospace 0 0.0 0.1 -50% -3%Agribusiness & Food 1,091 0.7 1.7 -27% 1%Automotive 87 0.2 0.3 4% -8%Back Office 2,150 0.9 0.7 2% 5%Biomedical Supplies & Labs 367 0.8 1.3 -28% -1%Building & Construction 2,600 0.9 1.0 -29% -17%Consumer Product Mftg 642 1.8 1.1 3% -17%Culture & Entertainment 4,534 1.0 1.0 7% 6%Education 9,024 2.0 1.2 -1% 0%Electronics 1,451 1.9 2.2 -7% -6%Energy 374 0.1 2.0 -85% 7%Finance 1,342 0.5 0.7 -18% -3%Government 2,912 0.8 0.8 4% -3%Healthcare 4,247 0.8 0.8 11% 9%Industrial Machinery 351 0.4 0.9 13% -5%Logging & Mining 58 0.7 0.7 -61% -8%Materials 286 0.4 0.5 7% -12%Media & Design 633 0.7 1.1 -25% -16%Metalworking 471 0.9 0.7 2% -9%Non-Profits 322 0.8 0.7 28% -2%Professional Services 1,415 0.8 1.1 6% 1%Research 2,066 3.5 2.4 1% 12%Retail 5,875 1.0 0.9 2% -1%Shipbuilding 0 0.0 0.0 - -15%Social Services (Private) 625 0.8 0.8 6% 12%Software / Info. Tech. 1,708 1.9 2.4 26% 5%Transportation & Logistics 475 0.3 0.5 8% -2%Total 47,706 - - -2% -1%

Source: Avalanche & EMSI

Job Growth, 2008 - 2013Location Quotient, 2013

LongmontBoulder & Weld Ctys.

Industry Cluster Jobs, 2013


28

transportation. Related operations such as oil and gas component manufacturing, photovoltaic cell manufacturing, wind turbine manufacturing, and supportive research activities are not included in the Energy sector, because they are included in other clusters that more closely match their day-to-day operations such as Industrial Machinery, Metalworking, Materials, and Research.


29

Gross Domestic Product (GDP) measures the value of the goods and services produced locally and of the overall productivity of a community. A high GDP per capita reflects that the community has a higher than average productivity per worker.

GDP data is only available at the county level, so this analysis examines Boulder County overall instead of just the City of Longmont.

Boulder County has higher GDP per capita than any benchmarked communities, and the local GDP is also growing more quickly, increasing this high productivity with time. With a GDP per capita of $66,900, Boulder County is well above the US average ($49,600), the State of Colorado ($52,800), the Denver MSA ($63,500), and the Fort Collins MSA ($40,100). This strong local GDP comes from a number of factors, including the significant research activities centers on the University of Colorado and private companies throughout the county, the number of manufacturing firms in Longmont and the rest of the county, and the high concentration of professional services firms locally.

The Boulder County GDP is also growing more quickly than benchmarks, with 16% growth from 2007 to 2012, compared to 12% nationally, 13% in the State of Colorado, and 14% in the Denver MSA.

GDP PER CAPITA 2012

$49,587

$52,811

$40,072

$63,468

$30,297

$66,867

$0 $40,000 $80,000

USA

Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

GDP GROWTH 2007 - 2012

11.7%

12.9%

13.9%

14.1%

11.8%

16.4%

0% 5% 10% 15% 20%

USA

Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

SOURCE: US BEA SOURCE: US BEA


30

Exports, whether goods or services, bring significant value to a community by drawing outside dollars into the local economy. Export-driven communities tend to add significant value to the goods and services they produce and are attractive places to locate and grow businesses.

Export data is only available for goods and at the county level, so the data below, while revealing, is not available for the City of Longmont. It also only measures goods and does not reflect the significant value of education provided in Boulder County, which is considered an export, since the education services are sold to non-residents (college students), bringing money into the community.

Boulder County is a strong exporter, with exports making up a higher share of the economy than Colorado and Denver averages. Exports comprise 6% of the GDP in Boulder County, compared to 10% nationally, 3% in the State of Colorado, and 2% in the Denver MSA. Weld County has a very high number of exports, comprising 17% of the county’s GDP.

Exports are also growing the most quickly in Weld County among benchmarks, while Boulder County is slightly below the national average. From 2007 to 2012, exports grew 25% in Boulder County, compared to 74% in Weld County, 35% nationally, 11% in the State of Colorado, and a 20% decline in the Denver MSA.

EXPORTS AS A SHARE OF GDP 2012

10%

3%

7%

2%

17%

6%

0% 5% 10% 15% 20%

US

Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

EXPORT GROWTH 2007 - 2012

35%

11%

55%

-20%

74%

25%

-40% -20% 0% 20% 40% 60% 80%

US

Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

SOURCE: US ITA SOURCE: US ITA


31

Boulder County’s greatest exports are in Computer & Electronic Products and other Machinery and Electrical Equipment, reflecting the incredibly strong advantages for manufacturing and technology in the local economy. From 2007 to 2012, Boulder County exported nearly $3 billion in Computer & Electronic Products, followed by Chemicals ($1 billion), Machinery ($379 million), Electrical Equipment ($182 million), and Manufactured Food ($28 million). These goods include many products manufactured in Longmont, such as data storage devices.

Boulder County exports the largest share of its goods to Asia, followed by Europe and North America. The high concentration of overseas exports indicates that Boulder County competitive transportation and logistical connectivity to allow the distribution of goods. From 2007 to 2012, Boulder exported $5.6 billion in goods to Asia, followed by Europe ($3.4 billion), North America ($1.3 billion), South America ($222 million), and the Middle East ($168 million).

TOP BOULDER COUNTY EXPORT CATEGORIES 2007 – 2012 ($ millions)

$28

$182

$379

$1,069

$2,980

$0 $2,000 $4,000

Manufactured Food

Electrical Equipment

Machinery

Chemicals

Computer & Electronic Products

TOP BOULDER COUNTY EXPORT DESTINATIONS 2007 - 2012

$168

$222

$1,251

$3,380

$5,618

$0 $2,000 $4,000 $6,000

Middle East

South America

North America

Europe

Asia

SOURCE: US ITA SOURCE: US ITA


32

Workforce Access to talent is a top site selection requirement. Communities successful in growing and attracting companies tend to also have strong population growth, which demonstrates the desirability of the location, the presence of jobs, and the availability of housing. High population growth can also raise concerns, with rapid growth driving up housing costs and tightening the competition for jobs.

The population of Longmont grew steadily over the past decade, on par with the State of Colorado and outpacing Boulder County. This indicates that Longmont continues to be a destination for migrants, both residents and businesses. From 2002 to 2012, Longmont’s population grew at an average annual rate of 1.3%, reaching a total population of 88,700 in 2012. This growth rate was just below the Colorado rate of 1.4% but nearly double the Boulder County rate of 0.7% and national rate of 0.9%.

Notably, growth was higher in the early 2000s and lowest during the recession. Population growth has steadily picked up since 2009.

TOTAL POPULATION, CITY OF LONGMONT 2002 - 2012

0

20,000

40,000

60,000

80,000

100,000

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

SOURCE: US Census Bureau & CO Dept. of Local Affairs

ANNUAL POPULATION GROWTH 2002 - 2012

-1%

0%

1%

2%

3%

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012


SOURCE: US Census Bureau & CO Dept. of Local Affairs


33

Migration into and out of a community is the primary factor influencing population growth. Generally, locations with positive migration have stronger economies than those that are losing residents.

Migration data is only available at the county level but provides some insight into where people are moving from and to in Boulder County. This data generally does not include all college students, because many undergrads maintain their permanent residency at their parent’s home.

Boulder County had net negative migration briefly following the Dot Com Bust, reflected in population losses during some of those years, but Longmont had much higher growth those years, indicating the city likely continued to be a positive destination for migrants. Migration went down nationally during the recession as many individuals and families deferred moving until finding employment, and net migration was near zero in Boulder County during 2009 and 2010.

According to IRS data, from 2006 to 2010, outside of Colorado, the top sources of migrants to Boulder County were California (1,400 net new residents), Florida (670), Massachusetts (500), New York (490), and Illinois (390). The top destinations for migrants leaving Boulder County were Washington (230 net lost residents), Oregon (140), Louisiana (86), Utah (79), and Nebraska (69).

TOP 5 SOURCES & DESTINATIONS OF MIGRANTS 2006 - 2010

-234 -136

-86 -79 -69

394 489 497

671 1,346

-500 0 500 1,000 1,500

Washington

Oregon

Louisiaina

Utah

Nebraska

Illinois

New York

Massachusetts

Florida

California

SOURCE: US IRS

COMPONENTS OF POPULATION CHANGE BOULDER COUNTY, 2002 - 2012

-4,000

-2,000

0

2,000

4,000

6,000

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

Natural Increase Net Migration

SOURCE: CO Dept. of Local Affairs


34

Longmont is one of the biggest cities in the region, but over the past five years, growth in the city has been slower than many of the surrounding smaller communities.

From 2007 to 2012, the City of Longmont population grew 6%, the same rate as Boulder County (6% growth) but slower than many smaller surrounding cities, including Firestone (25%), Erie (23%), and Frederick (20%).

This trend may indicate that neighboring cities are offering more housing options and more affordable rates, encouraging many families and individuals to live outside of the City of Longmont, even if they may work in the city.

POPULATION 2012

12,800 70,400

19,000 88,900

26,100 9,400 10,900

19,600 100,800

0 40,000 80,000 120,000

Superior

Loveland

Louisville

Longmont

Lafayette

Frederick

Firestone

Erie

Boulder

ANNUAL POPULATION GROWTH 2007 - 2012

10% 11%

5% 6%

9% 20%

24% 23%

4%

0% 5% 10% 15% 20% 25%

Superior

Loveland

Louisville

Longmont

Lafayette

Frederick

Firestone

Erie

Boulder

SOURCE: CO State Demography Office SOURCE: CO State Demography Office


35

Most cities both draw workers from residences outside the city limits and also send their residents beyond the community to work. The balance of these commute patterns helps understand the true labor force available to businesses. They also help infrastructure planning, revealing some of the most commonly traveled commute routes.

Longmont’s economy is intimately connected with the surrounding region. A majority of residents work outside of the city and a majority of jobs are filled by workers who live outside of the city. In total, Longmont is a net exporter of workers, with 19,600 entering each day for work, and 27,700 residents leaving for jobs outside the city.

From 2006 to 2011, an average of 28 % of working residents hold jobs in the City of Longmont. The remaining 72% of employed

Longmont Commute Totals - LEHD

% OF RESIDENTS WORKING IN LONGMONT 2006 - 2011

29% 27% 28% 27% 28% 28%

0%

20%

40%

60%

80%

2006

2007

2008

2009

2010

2011

% OF JOBS FILLED BY NON-RESIDENTS 2006 - 2011

57% 64% 64% 67% 64% 64%

0%

20%

40%

60%

80%

2006

2007

2008

2009

2010

2011

SOURCE: US Census Bureau, LEHD SOURCE: US Census Bureau, LEHD


36

residents commute outside of the city for work each day. Conversely, an average of 63% of jobs in the City of Longmont are filled by non-residents. These commute patterns have remained fairly consistent in recent years, showing few shifts in the geographically arrangement of jobs and residences.

The vast majority of commuting Longmont residents work in Boulder and Denver, while local workers come from all across the Front Range. In 2011, 27,700 residents of Longmont commuted to jobs outside the city, with 8,300 (30%) working in Boulder and another 3,000 (11%) in Denver. The remaining destination cities for commuting residents are spread across the Front Range.

Of the 19,600 workers commuting into Longmont each day, 1,200 (6%) come from Loveland, 1,100 (6%) from Boulder, and 930 (5%) from Denver. Like out-commuters, the remaining worker source cities are spread across the region.

TOP 10 DESTINATIONS OF COMMUTING RESIDENTS 2011

530 614 622 640 671 674 773 873

2,988 8,285

0 2,000 4,000 6,000 8,000 10,000

Lakewood

Lafayette

Colorado Springs

Aurora

Fort Collins

Louisville

Westminster

Broomfield

Denver

Boulder

TOP 10 SOURCES OF COMMUTING WORKERS 2011

583 584 591 595 621

742 767

928 1,121

1,233

0 500 1,000 1,500

Frederick

Broomfield

Greeley

Erie

Westminster

Firestone

Fort Collins

Denver

Boulder

Loveland

SOURCE: US Census Bureau SOURCE: US Census Bureau


37

Local commute patterns also reveal income gaps; residents who work outside of Longmont tend to earn higher salaries than those who work in the city. From 2006 to 2011, an average of 46% of employed residents working outside of Longmont earned over $40,000 a year, compared to only 33% of residents working in the city.

Over the same time period, an average of 26% of residents working in the city made less than $15,000 a year, compared to only 18% of those working outside of Longmont. This data generally reflects the trend of slightly below average wages offered in Longmont but is also show that a higher share of residents who work in the city hold lower-salary or part-time jobs.

% OF RESIDENTS EARNING MORE THAN $40,000 2006 - 2011

32% 31% 33% 34% 35% 35%

44% 45% 47% 45% 49% 48%

0%

10%

20%

30%

40%

50%

2006 2007 2008 2009 2010 2011

Work in Longmont Work Outside Longmont

% OF RESIDENTS EARNING LESS THAN $15,000 2006 - 2011

27% 26% 26% 27%

26% 25%

18% 19% 17% 18% 17% 17%

0%

5%

10%

15%

20%

25%

30%

2006 2007 2008 2009 2010 2011

Work in Longmont Work Outside Longmont

SOURCE: US Census Bureau, LEHD SOURCE: US Census Bureau, LEHD


38

Income levels are another strong indicator of overall vitality in a community. Median household income reflects the overall wealth of families, which often come from multiple income sources on top of a base salary. Strong income growth also shows continued improvement in conditions for families and earners in a community.

Longmont has a higher than average median household income, which has risen significantly more quickly than the national average over the past five years, indicating strong income potential for workers in the city. In 2012, the Longmont median household income was $58,800, well above the US ($51,400) and State of Colorado ($56,800). City incomes were much lower than Boulder County, however, which had a median household income of $67,000.

Median household income grew 6.3% in Longmont from 2007 to 2012, almost five times the national growth rate and over double the State of Colorado income growth. Among benchmarked geographies, only the Fort Collins MSA saw more rapid growth in median household income (7.4%).

MEDIAN HOUSEHOLD INCOME 2012

$51,400

$56,800

$55,900

$61,500

$55,400

$67,000

$58,800

$0 $40,000 $80,000

US

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Longmont

MEDIAN HOUSEHOLD INCOME GROWTH 2007 - 2012

1.2%

2.8%

7.4%

4.4%

6.2%

5.9%

6.3%

0% 2% 4% 6% 8%

US

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Longmont



39

Like income, poverty levels reflect the general prosperity of a community and the ability of social programs and other structural factors that keep residents out of poverty. Many businesses are attracted to communities with lower poverty, knowing that they will have a healthy and successful pool of workers to draw from and prosperous clients to purchase their goods.

Despite a spike in 2012, in recent years poverty levels in Longmont have remained just below national levels, demonstrating a strong overall economic prosperity for city residents. From 2007 to 2012, an average of 13.5% of Longmont residents fell below the poverty line, just below the national average of 14.6%. Similarly, 19.1% of Longmont children were in poverty, compared to 20.5% nationally.

Poverty in general is always a cause for concern, and, worryingly, poverty has been slowly rising in recent years, both in Longmont and the nation. The recent recession and high number of long-term unemployed contributed significantly to this trend. One of the strongest counters to rising poverty is support of job creation in primary industries.

POVERTY LEVELS 2007 - 2012

13.5% 10.7% 11.6%

16.1%

12.3%

16.6%

18.5%

14.0% 17.1%

20.7%

17.0%

27.2%

5%

10%

15%

20%

25%

30%

2007 2008 2009 2010 2011 2012

Total - US Children - US

Total - Longmont Children - Longmont

SOURCE: US Census Bureau


40

The demographics of a local workforce play an important part in understanding a community’s competitive position. Businesses tend to prefer locations with a large share of young professionals, ensuring that hired workers will be able to work for many years. Large populations of children and college students also indicate whether a community is family-oriented and that there will be a continued supply of high school and college graduates in the future to fill openings.

Longmont is younger than average and getting younger, with strong growth in residents age 20 to 24, a crucial demographic for businesses looking to invest in workers and training. Longmont has a higher share of residents under 45 years old (64%) than the national average (60%) and a lower share of residents over 45. A slightly higher share of Longmont residents (53%) are of working age (25 to 64) than the national average (52%).

The age group with the highest growth in Longmont from 2007 to 2012 was 20 to 24 year olds, whose cohort grew 54% locally, compared to only 9% nationally. During this period, Longmont’s population of 25 to 44 years old shrunk. Longmont saw higher than average growth among residents age 65 to 84.

AGE DISTRIBUTION 2012

2%

12%

26%

26%

7%

14%

13%

2%

10%

24%

29%

8%

14%

14%

0% 10% 20% 30%

85 and over

65 to 84 years

45 to 64 years

25 to 44 years

20 to 24 years

10 to 19 years

Under 10 years Longmont US

GROWTH BY AGE 2007 - 2012

16%

14%

8%

-1%

9%

0%

-1%

2%

22%

-4%

-4%

54%

10%

-13%

-20% 0% 20% 40% 60%

85 and over

65 to 84 years

45 to 64 years

25 to 44 years

20 to 24 years

10 to 19 years

Under 10 years

Longmont US



41

Longmont’s median age is 35.2, one of the lowest among benchmarked region’s, and the city was the only geography examined that saw the median age decline from 2007 to 2012, showing the city getting younger. Colorado in general is younger than the nation, with a median age of 36.2 compared to 37.4 nationally. The Front Range is younger still, with a median age of 36 in the Denver MSA and 35.7 in Boulder County, but Longmont has the lowest besides Weld County.

From 2007 to 2012 while the national median income increase by 0.7 and Colorado’s by 0.5, the City of Longmont saw the median age drop by 0.2. This youthful trend stands in contrast to general aging patterns across the nation, and shows the strong family and youth orientation of the community in Longmont, which makes it a more competitive location to build a business.

MEDIAN AGE 2012

37.4

36.2

35.8

36.0

33.5

35.7

35.2

30 32 34 36 38

US

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Longmont

CHANGE IN MEDIAN AGE 2007 - 2012

0.7

0.5

1.2

0.2

2.4

0.0

-0.2

-1 0 1 2 3

US

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Longmont



42

Education is a critical factor considered by businesses and residents when making location decisions. Many businesses, particularly in professional fields, seek locations where a higher than average share of the population has a bachelor’s degree or higher. The presence of higher education institutions and college students also provides a competitive edge to some communities. Residents like to know that there are continued education opportunities available. Businesses often require training for current employees and an existing pipeline of graduates to fill vacancies in the future.

Longmont is better educated than the national average, but less well-educated than Boulder County and the Fort Collins MSA, which are both home to large, public universities. In Longmont, 37% of residents have a bachelor’s degree or higher, compared to 29% nationally, 37% in Colorado, 58% in Boulder County, and 45% in the Fort Collins MSA. As a city without a large university, Longmont is exceptionally well educated, with a particularly share of the population (15%) holding a master’s degree or higher.

Longmont only has 71 college students per 1,000 residents, less than the national and state averages, but higher than the Denver MSA. Longmont’s low population of college students is unsurprising, considering most college students in the region are located at the University of Colorado in Boulder or Colorado State University in Fort Collins. Front Range Community College is a tremendous asset in Longmont, contributing to the nearly 6,300 college students in the city and working closely with local businesses and leadership to identify educational needs.

EDUCATIONAL ATTAINMENT 2012

8%

8%

9%

8%

8%

6%

6%

18%

24%

28%

26%

18%

31%

22%

11%

14%

17%

14%

8%

27%

15%

0% 20% 40% 60% 80%

United States

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Longmont

Associate Bachelor's Master's & Higher

COLLEGE STUDENTS PER 1,000 RESIDENTS 2012

76

79

135

69

76

150

71

0 50 100 150 200

United States

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Longmont



43

As previously mentioned, businesses are drawn to communities with a larger than average population of young professionals (residents age 25 to 44). This shows that a community has a talent base that will be working for many years to come and is armed with the latest skills and techniques. The presence of young professionals also indicates that the community has quality of life amenities that can attract additional talent. As the national population ages, the share of Young Professionals is dropping across the US and in most communities, making this population an increasingly precious commodity.

Longmont has a higher than average share of young professionals and they are better educated than the national average. Young professionals make up 29% of Longmont’s population, compared to 26% nationally and 28% in Colorado. Among benchmarked regions, only the Denver MSA has a higher share of this demographic (30%). With 39% holding a bachelor’s degree or higher, Longmont Young Professionals are better educated than the national average, but less well-educated than Boulder County and the Fort Collins MSA. The universities in those communities contribute to their more highly educated populations.

% YOUNG PROFESSIONALS (AGE 25 – 44) 2012

26%

28%

26%

30%

27%

27%

29%

22% 24% 26% 28% 30% 32%

United States

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Longmont

% YOUNG PROFESSIONALS WITH A BACHELOR’S+ 2012

32%

39%

50%

42%

28%

60%

39%

0% 20% 40% 60% 80%

United States

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Longmont



44

New studies continue to reveal that diversity has a strong influence on economic success and innovation. Residents of different backgrounds bring new perspectives and ideas to the workplace and classroom, helping communities and businesses thrive.

Longmont is currently less racially diverse than national and state averages, but has a larger Latino population than average and is becoming more diverse with time. In 2012, the City of Longmont was 86% white, compared to 84% in the State of Colorado and 74% nationally. Longmont is more diverse than Boulder County and the Fort Collins MSA, which are 88% and 91% white respectively. The fastest growing racial groups in Longmont are black and Asian, but these groups still make up a relatively small share of the overall population.

Longmont’s Latino population is growing as the non-Latino population declines. Longmont is 27% Latino, compared to 17% nationally, 21% in Colorado, 14% in Boulder County, and 23% in the Denver MSA. From 2007 to 2012, the Latino population grew 8% in Longmont, while the non-Latino population declined by 1%.

SHARE OF POPULATION THAT IS LATINO 2012

17%

21%

11%

23%

28%

14%

27%

0% 5% 10% 15% 20% 25% 30%

US

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Longmont

GROWTH IN LATINO AND NON-LATINO POPULATION 2007 - 2012

17%

13%

19% 11%

12%

8%

8%

2%

5%

7%

6%

7%

5% -1%

-5% 0% 5% 10% 15% 20%

US

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Longmont

Non-Latino Latino



45

Longmont’s ethnic diversity is also characterized by socioeconomic differences between the Latino and majority Non-Latino White population. As a whole, the Latino community in Longmont tends to be younger, more comprised of families, more foreign-born, more bilingual, and less educated. The Latino community also tends to have higher unemployment, own homes less frequently, have lower incomes, and have more than double the poverty levels of the Non-Latino White population.

The median age among Longmont Latinos is 25.4, compared to 41.1 among Non-Latino Whites. 79% of Latino households are families, compared to 62% of Non-Latino White households. But only 11% of Longmont Latinos hold a bachelors degree or higher, compared to 43% of Non-Latino Whites. Similarly, Median Household Income among Latinos was only $38,300, well below the $64,500 in Non-Latino White households. Nearly double unemployment among Latinos likely adds to this income disparity, as well as poverty rates more than twice as high, including 44% among Latino children in Longmont.

The large Latino community in Longmont presents a significant asset to the city, representing a young, rapidly growing, family-oriented workforce with strong language skills and diverse cultures. However, continued economic and educational disparities threaten to erode the economic stability of the community. Greater outreach and inclusiveness may present more opportunities to address high poverty, unemployment, and income disparity in Longmont’s Latino community.

LONGMONT ETHNIC DEMOGRAPHICS 2012

11%

49%

37%

79%

43%

4%

3%

62%

0% 25% 50% 75% 100%

% Bachelors Degree or Higher

% Speak Two Languages 'Well' to 'Very Well'

% Foreign Born

% Families

Non-Latino Whites Latinos

LONGMONT ETHNIC SOCIOECONOMICS 2012

44%

29%

39%

10%

18%

11%

63%

5%

0% 20% 40% 60% 80%

% Children in Poverty

% Total in Poverty

% Homeowners

% Unemployed

Non-Latino Whites Latinos


25.4 41.1 Median Age

$38,300 $64,500 Median Household

Income


46

Occupational Cluster Analysis

The Occupational Cluster Bubble Chart on the following page operates like the previously discussed Industry Cluster Bubble Chart. The Location Quotient (LQ) compares the relative concentration of an occupation in a local economy with the national average. An LQ above 1.0 indicates that the occupation is more concentrated in the local economy than nationally, whereas an LQ below 1.0 shows the occupation is less common than average in the local economy. The LQ is displayed on the vertical axis. The horizontal axis shows the % growth over the past five years in each occupation. Lastly, the size of the bubble indicates the number of jobs in the occupation locally.

The Occupational clusters discussed are based on standard categorization codes utilized by government and educators. They provide insight into local strengths and challenges related to training programs and recruitment. The table following displays the same trend data.


47

Hospitality

Back Office

Personal Svcs

Medical

Logistics

Manufacturing

Business

Social Svc

Mechanics

Financial

Sales

Agriculture

Performance

Design

Communications

0.60!

0.70!

0.80!

0.90!

1.00!

1.10!

1.20!

1.30!

-15%! -10%! -5%! 0%! 5%! 10%! 15%!

Loca

tion

Quo

tient

, 201

3


Major Occupations: City of Longmont, CO


Strong, Advancing

Strong, Declining

Weak, Emerging

Weak, Declining

Education [0%, 2.0 LQ]

Construction [-32%, .8 LQ]

Computer [8%, 1.6 LQ] Engineering

[0%, 1.8 LQ]


48

Longmont’s greatest occupational strengths lie in the upper-right quadrant of the bubble chart and include Computer occupations (1.6 LQ; 8% growth); Hospitality (1.1 LQ; 3% growth); Personal Services (1.1 LQ; 1% growth), and Education (2.0 LQ; 0% growth). These occupations are more concentrated in Longmont than the national average and growing.

Other highly concentrated occupations that have lost some jobs in recent years include Engineering (1.8 LQ; 0% growth) and Business (1.2 LQ; -1% growth).

These occupational strengths highlight Longmont’s unique position with a strong talent pool in technology as well as growing strengths related to tourism and hospitality.

The greatest emerging occupational strengths (those that are less concentrated but growing) in Longmont include Medical occupations (0.8 LQ; 10% growth); Agriculture (0.7 LQ; 4% growth); and Social Service (0.8 LQ; 3% growth).

Large occupational clusters that are less concentrated and losing jobs, which raise some concerns, include Manufacturing (0.8 LQ; -11% growth); Back Office (0.8 LQ; -2% growth); and Logistics (0.7 LQ; -6% growth). Jobs losses in these important occupational clusters may mean that related industries will need additional support. Notably, these losses are not unique to Longmont but instead mirror national occupational trends.

Longmont Occupation Cluster Trends

Longmont US

Agriculture 270 0.7 1.7 4% 1%Architecture 77 1.4 2.6 -9% -15%Back Office 5,985 0.8 0.9 -2% -2%Business 1,840 1.2 1.4 -1% -1%Communications 173 0.8 1.3 -8% -3%Computer 2,465 1.5 1.9 8% 3%Construction 1,512 0.8 1.0 -32% -16%Design 227 0.8 1.0 -3% -8%Education 5,991 2.0 1.1 0% 0%Engineering 1,745 1.8 1.9 0% -2%Financial 980 0.7 0.9 -5% -1%Geology 36 0.4 4.6 -81% 18%Hospitality 6,951 1.1 1.0 3% 4%Legal 268 0.6 0.8 9% -2%Logistics 3,070 0.7 0.8 -6% -3%Manufacturing 2,475 0.8 1.0 -11% -8%Math 53 1.2 1.1 4% 4%Mechanics 1,327 0.7 0.8 -6% -3%Medical 4,311 0.8 0.8 10% 9%Performance 228 1.2 1.0 12% 2%Personal Services 5,340 1.1 0.9 1% -1%Plant Operations 105 0.8 1.0 13% -3%Political 100 2.4 2.4 6% 4%Sales & Marketing 310 0.9 1.3 0% -2%Social Service 1,663 0.8 0.8 3% -2%Total 47,706 - - -2% -1%

Source: Avalanche & EMSI

Occupation Cluster Jobs, 2013Location Quotient, 2013 Job Growth, 2008 - 2013



49

Business Climate State and local taxes are a major component for assessing the overall business friendliness of a community. Depending on their operations, some businesses prefer locations with lower property taxes while others may look more at income or sales tax levels. Manufacturing operations with significant investments in physical property can face major competitive hurdles due to costs incurred by high property taxes. Sales-based operations, including retail, may be limited by high sales taxes, which although often passed off to customers may drive business away. Income tax rates affect all businesses and residents, with both tending to choose lower tax locations when possible.

Longmont benefits from the highly competitive business climate in Colorado, which has some of the lowest income tax rates in the West, making it an attractive location for businesses and residents. Colorado has a state corporate income tax rate of 4.6%, lower than all regional Mountain and West Coast states, except Wyoming and Texas, which have no corporate income tax. Notably, Texas does have a franchise tax that effectively acts as a corporate income tax. Colorado’s 4.6% personal income tax rate on those earning over $50,000 a year is also lower than all regional states, except Arizona.

STATE CORPORATE INCOME TAX RATES 2012

0.0% 5.0%

0.0% 6.6%

6.0% 4.8%

5.6% 6.8% 7.0%

7.4% 4.6%

8.8% 7.0%

0% 2% 4% 6% 8% 10%

Wyoming Utah

Texas Oregon

Oklahoma Nevada

Nebraska Montana

Kansas Idaho

Colorado California

Arizona

STATE PERSONAL INCOME TAX RATES (OVER $50K) 2007 - 2012

0.0% 5.0%

0.0% 9.0%

5.3% 4.9%

6.8% 6.9%

4.9% 7.4%

4.6% 9.3%

4.2%

0% 2% 4% 6% 8% 10%

Wyoming Utah

Texas Oregon

Oklahoma Nevada

Nebraska Montana

Kansas Idaho

Colorado California

Arizona

SOURCE: Tax Foundations SOURCE: Tax Foundations


50

The number and size of businesses operating in a location provides insight into its business climate. Strong concentrations of small businesses (those with 20 or fewer employees) tend to reflect conditions and policies supportive of small businesses. High concentrations of large businesses (those with 100 or more employees) may indicate that a local economy is more weighted towards a handful of significant employers. Business size data is only available at the county level.

Boulder County has a high concentration of small businesses, demonstrating both local policy support for small businesses and a strong cultural preference for local businesses. Boulder County has 89.2% of all businesses having 20 or fewer employees, compared to 86.4% nationally and 88.3% in Colorado. Conversely, Boulder County has a lower concentration of large business (1.5%) compared to the US (2.3%) and Colorado (1.8%). It appears that bigger business operations are more concentrated in the Denver MSA, with Boulder County, Weld County, and the Fort Collins MSA having a higher share of smaller operations.

% SMALL BUSINESSES (20 OR FEWER EMPLOYEES) 2006 - 2011

86.4%

88.3%

89.0%

86.9%

87.9%

89.2%

84% 85% 86% 87% 88% 89% 90%

United States

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

% LARGE BUSINESSES (100 OR MORE EMPLOYEES) 2006 - 2011

2.3%

1.8%

1.4%

2.2%

1.6%

1.5%

0% 1% 2% 3%

United States

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Bolder County

SOURCE: US Census Bureau, County Business Patterns SOURCE: US Census Bureau, County Business Patterns


51

Entrepreneurship & Innovation The share of self-employed residents in an economy tends to reflect the overall entrepreneurial environment. Self-employed individuals are often entrepreneurs, working as consultants, craftspeople, tradespeople, and many other occupations. Self-employment data is only available at the county level.

Boulder County has a significantly higher concentration of self-employed residents, reflecting the entrepreneurial culture and supportive environment in the community. Of residents over 16 in Boulder County, 14% are self-employed, compared to 9% nationally and 11% in the State of Colorado. The self-employed population is also growing rapidly in Boulder County. From 2006 to 2011, the number of self-employed residents grew 9% in Boulder County, compared to 8% nationally and 7% in Colorado.

% RESIDENTS OVER 16 THAT ARE SELF-EMPLOYED 2011

9%

11%

11%

11%

9%

14%

0% 5% 10% 15%

United States

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

GROWTH IN SELF-EMPLOYED 2006 - 2011

8%

7%

9%

11%

7%

9%

0% 2% 4% 6% 8% 10% 12%

United States

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

SOURCE: US Census Bureau, Nonemployer Statistics SOURCE: US Census Bureau, Nonemployer Statistics


52

Patent production is one of the strongest indicators of innovation in a community. Communities where individuals and businesses produce high numbers of patents are usually places that support innovation through research activities, industry mix, and overall culture. The patent numbers below reflect patents in which one of the inventors lives in the benchmarked city, as opposed to the assignee of the patent being located there. This reflects the overall involvement of local residents and businesses in technological production, even if the company or individual that owns the patent is located in another city.

Longmont has a remarkably high concentration of patents being produced by local inventors. Inventors from Longmont were credited with an average of 45 patents per 10,000 residents per year, well above the national average (4 patents), the State of Colorado (4), and even the City of Fort Collins (23). Among benchmarked regions, only the City of Boulder had a higher share of patents per capita than Longmont, but as a non-university town, Longmont’s share of patent production is incredibly high.

Patent growth in Longmont has slowed down in recent years though, with most benchmarked regions seeing their patent production increase more rapidly. From 2008 to 2013, the number of patents issued in the City of Longmont grew 58% from 2008 to 2013, below the US average (73%), State of Colorado (83%), and City of Boulder (80%). This may indicate that local businesses conducting research and development activities, as well as individuals, may need additional economic development support.

AVERAGE ANNUAL PATENTS PER 10,000 RESIDENTS 2008 - 2013

4

6

23

4

59

45

0 20 40 60 80

United States

State of Colorado

City of Fort Collins

City of Denver

City of Boulder

City of Longmont

TOTAL PATENT GROWTH 2008 - 2013

74%

83%

40%

188%

80%

58%

0% 50% 100% 150% 200%

United States

State of Colorado


City of Denver

City of Boulder

City of Longmont

SOURCE: US PTO, US Census Bureau, & Avalanche SOURCE: US PTO & Avalanche


53

Patents in Longmont are highly concentrated in technical fields, particularly related to data storage, management, and recovery and medical fields. The largest category of patents invented by Longmont residents was Surgical Instruments with 194 patents between 2008 and 2013, followed by Error & Fault Detection/Correction/Recovery technology (190 patents); Magnetic Information Storage or Retrieval (174); and Memory (123).

During the same period, the primary assignees receiving patents in Longmont were Seagate Technology (124 patents) and Xilinx (123 patents). Covidien Ag, IBM, and Info Print Solutions were also top patenting companies locally.

TOP 15 PATENTED INVENTIONS BY CLASS 2008 - 2013

52 59 63 70 77 77 81

91 91

101 102

123 174

190 194

0 100 200

Multiplex Communications Pulse or Digital Communications Comp. & Digitial Syst. Support

Image Analysis Dynamic Info. Storage or Retrieval

Comp. & Digital Syst. Input/Output Database & File Management

CAD & Analysis of Circuits Multicomputer Data Transferring

Molecular Biology & Microbiology Facsimile & Static Present. Processing

Memory Magnetic Info. Storage or Retrieval

Error & Fault Detect./Correct./Recov. Surgery (instruments)

TOP 15 PATENT COMPANIES 2008 - 2013

16 19 21

27 27 29

37 38

47 48

84 93 98

123 124

0 50 100 150

National Semiconductor Corp. Sun Microsystems, Inc.

BEA Systems, Inc. SRI International

Maxtor Corp. Hewlett-Packard Development Co.

Broadcom Corp. Inphase Technologies, Inc. Martek Biosciences Corp.

Array Biopharma Inc. Infoprint Solutions Co.

IBM Corp. Covidien Ag

Xilinx, Inc. Seagate Technology, LLC

SOURCE: US PTO & Avalanche SOURCE: US PTO & Avalanche


54

Many startups rely on angel and venture capital investment to get themselves off the ground. Although investors can assist startups in any location, investors tend to be concentrated in specific regions. This geographic concentration of angel and venture capital funding often makes it easier for startups to find funding in specific locations. Investors often require startups to relocate nearby so they can monitor their investment and be involved in company management.

Boulder County has nearly ten times the US average concentration of venture capital investment and has a history of supporting many successful startups. From Q3, 2008 to Q3, 2011, Boulder County received $2,456 per resident in venture capital investment, compared to $225 and $318 in the US and the State of Colorado.

The County is also home to a number of angel investment groups such as Boulder Angel Investors, Colorado Angel Investors, the Impact Angel Group, and Transition Partners Limited.

Much of the investment by angels and VCs has likely centered on spinoffs from the University of Colorado in Boulder. Longmont’s proximity to the university and relative affordability make it an ideal location for university spin offs looking for space to grow and a more affordable business climate.

VENTURE CAPITAL INVESTMENT PER CAPITA ($ PER RESIDENT)

Q3/2008 – Q3/2011

$225

$318

$2,456

$0 $1,000 $2,000 $3,000

United States

State of Colorado

Boulder County

BOULDER COUNTY - VENTURE CAPITAL INVESTMENT ($ MILLIONS)

Q3/2008 – Q3/2011

$38 $41

$193

$36

$73

$35 $11

$32 $49

$54 $77

$96

$0

$50

$100

$150

$200

$250

2008

-Q4

2009

-Q1

2009

-Q2

2009

-Q3

2009

-Q4

2010

-Q1

2010

-Q2

2010

-Q3

2010

-Q4

2011

-Q1

2011

-Q2

2011

-Q3

SOURCE: PWC SOURCE: PWC


55

Startups (defined here as business with under 10 employees) have suffered through the recent recession, with many closing their doors in 2008 and 2009. Boulder County startups were not immune to the effects of the recession but felt them less severely. Despite the closure of numerous startups during the recession, from 2006 to 2011, startups in Boulder County actually grew at an annual rate of 0.1%. During the same period, the State of Colorado lost startups at an annual rate of -0.3% and the US at -0.6%.

These trends all reveal the incredibly strong entrepreneurial environment in Longmont, which is home to inventors working on hundreds of new technological patents each year, a high concentration of self-employed individuals, and a supportive overall small business environment.

GROWTH OF BUSINESSES UNDER 10 EMPLOYEES 2006 - 2011

1.5%

-1.7% -1.7%

-0.2% -0.7%

2.5%

-1.2% -1.6%

0.5%

-0.8%

1.2%

-1.0% -0.5%

0.8%

0.0%

-2.0%

-1.0%

0.0%

1.0%

2.0%

3.0%

2007 2008 2009 2010 2011

US Colorado Boulder County

SOURCE: US Census Bureau, County Business Patterns


56

Physical Infrastructure The real estate needs of businesses vary by industry, with many professional services firms seeking Class A office space, research firms possibly requiring wet lab and other experimental facilities, and manufacturers needing industrial space. Additionally, each business may have its own particular needs, such as high ceilings, truck docking, or redundant power sources. Because it is difficult to predict precisely what each business may need, property owners and cities must remain flexible and willing to discuss options for improvements with potential lessees. A significant lack of readily available property or high pricing may exclude a community for consideration for a business relocation or expansion before these conversations even take place. As a result, it is important to ensure that a community has viable real estate product available for its target industries.

Longmont has relatively affordable Class A office space leasing rates but very little rentable area and low vacancy rates, which create challenges for the city when attracting and retaining professional service and other businesses. According to CBRE’s Market Statistics for 2013, the average lease rate for Class A office in Longmont was $16.65 per square foot, below all other parts of the Denver Metro, except Aurora ($14.38). Longmont may have some of the most affordable office space in the Denver Metro, but there is less of it available. In 2013, Longmont only had one million square feet of rentable Class A office, with an 8.4% vacancy rate, both the lowest in the metro.

CLASS A OFFICE SPACE 2013 AVG. LEASE RATE

$21.81

$16.65

$29.41

$16.95

$23.60

$20.98

$21.83

$14.38

$0 $20 $40

Denver Metro

Longmont

Downtown Denver

Midtown Denver

Cherry Creek

Capitol Hill

Boulder

Aurora

SOURCE CBRE Market Statistics

CLASS A OFFICE SPACE 2013 RENTABLE AREA (MIL. SQ FT)

1.0

25.2

6.5

2.3

2.8

5.8

5.8

0 10 20 30

Denver Metro

Longmont

Downtown Denver

Midtown Denver

Cherry Creek

Capitol Hill

Boulder

Aurora


CLASS A OFFICE SPACE 2013 VACANCY RATE

14.3%

8.4%

12.7%

16.9%

10.4%

9.6%

9.0%

19.1%

0% 10% 20% 30%

Denver Metro

Longmont

Downtown Denver

Midtown Denver

Cherry Creek

Capitol Hill

Boulder

Aurora



57

Industrial space in Longmont is slightly more expensive than the Denver Metro average, and Longmont has the least rentable square footage in the metro area but vacancy is high. Interviews indicate that much of this high vacancy is in flex industrial, particularly a few large properties, and while this space is abundant in Longmont, general industrial properties, particularly with high docking bays and other specific features, are in short supply.

In 2013, the average lease rate for all industrial space in Longmont was $7.42 per square foot, above the Denver Metro average of $6.05 but below Boulder and Aurora. As with office space, Longmont does not have a significant amount of rentable industrial space available relative to other Denver Metro communities. Longmont has six million square feet of rentable industrial space, the lowest among Denver Metro communities, but the 2013 vacancy rate was 18.7%, more than triple the Denver Metro average of 5.2%.

These trends reflect the stories heard during interviews and focus groups and indicate that to become more competitive for certain types of projects, Longmont needs to increase its inventory of modern Class A office space and industrial properties. Longmont’s other competitive advantages make it a highly desirable location for specific types of technological manufacturing operations, but limited availability and zoning for related general industrial properties will force many businesses to look elsewhere for locations.

INDUSTRIAL SPACE 2013 AVG. LEASE RATE

$6.05 $6.71

$5.09 $4.10

$7.42 $5.79 $5.78

$9.24 $7.76

$3.94

$0 $5 $10

Denver Metro

Northwest Denver

North Central

North Denver

Longmont

Commerce City

Central Denver

Boulder

Aurora

Airport/Montbello


INDUSTRIAL SPACE 2013 RENTABLE AREA (MIL. SQ FT)

23.5 23.0

10.1 6.0

15.8 13.0 14.2

6.6 62.9

0 50 100

Denver Metro

Northwest Denver

North Central

North Denver

Longmont

Commerce City

Central Denver

Boulder

Aurora

Airport/Montbello


INDUSTRIAL SPACE 2013 VACANCY RATE

5.2% 4.7%

2.3% 4.8%

18.7% 2.1% 0.9%

8.5% 5.1%

6.5%

0% 10% 20%

Denver Metro

Northwest Denver

North Central

North Denver

Longmont

Commerce City

Central Denver

Boulder

Aurora

Airport/Montbello



58

Along with real estate costs, utility rates and availability have a significant impact on the operating costs of businesses. Reliable and affordable utilities are critical for a range of manufacturing, data processing, and other technology operations. Even larger professional services firms may make location decisions based on competitive electric rates.

With a publically owned utility, Longmont offers some of the lowest electric rates in the region and country. According to providers and the US Energy Information Administration, in 2013 Longmont Power and Communications offered lower rates for both residential and industrial electricity. Longmont’s average blended electric rate for residential was 8.6 cents per kWh in 2013, well below the state average of 12.9 cents and regional average of 11.5 cents. Similarly, industrial average electric rate was 6.3 centers per kWh in Longmont, compared to 8.1 cents in the State of Colorado and 6.6 cents in the Mountain Region.

Last November, Longmont voters also approved expansion of the city’s fiber optic broadband network, one of the few high-speed networks in the country and highly affordable due to public ownership. This asset makes Longmont one of the most competitive locations for high-tech and data-centered businsses on internet speeds alone. This reaffirms the city’s dedication to being at the forefront of technological innovation.

RESIDENTIAL AVERAGE BLENDED ELECTRIC RATE ($ PER KWH)

2013

$0.121

$0.115

$0.129

$0.120

$0.086

$0.0 $0.1 $0.2

United States

Mountain Region

State of Colorado

Neighboring Utility Average

City of Longmont

INDUSTRIAL AVERAGE ELECTRIC RATE ($ PER KWH)

2013

$0.068

$0.066

$0.081

$0.081

$0.063

$0.00 $0.05 $0.10

United States

Mountain Region

State of Colorado

Neighboring Utility Average

City of Longmont

SOURCE: Longmont Power & Com., US Energy Information Administration SOURCE: Longmont Power & Com., US Energy Information Administration


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Easy access to regional and interstate highways is critical for many manufacturing operations that rely on import of raw materials and components and export of finished products to clients. Professional business travelers and residents seek reliable availability of reliable air travel to multiple national and international destinations. Daily commuters are often more affected by local traffic congestion adding to commute times and the reliability of public transportation options.

Longmont has competitive transportation access for businesses and residents, with the shortest commutes among benchmarked regions, access to the interstate highway system, and proximity to Denver International Airport, one of the largest airports in the country. In 2012, the average commute time for Longmont residents was 21.9 minutes, below the national, state and county averages. In addition to spending less time in traffic, 4% of Longmont residents take public transportation to work, which is below national and Boulder County averages, but the same as the Denver MSA and above state averages. Longmont is not directly on the interstate, but in interviews with local businesses, none expressed concerns about highway access.

In addition to Denver International Airport, Longmont has Vance Brand Municipal Airport, which is in the process of improving its infrastructure. Traditionally a small, general aviation airport, Longmont Airport recently brought in a new Fixed-Based Operator (FBO), Chippewa Aerospace’s Elite Aviation, as a tenant to modify regional jets, has plans for a new terminal, and is looking at a possible runway expansion.

% COMMUTERS TAKING PUBLIC TRANSPORTATION 2012

5%

3%

2%

4%

1%

5%

4%

0% 1% 2% 3% 4% 5% 6%

United States

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Bouder County

City of Longmont


AVERAGE COMMUTE TIME (MINUTES) 2012

25.7

24.5

22.8

26.9

26.1

22.4

21.9

0 5 10 15 20 25 30

United States

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Bouder County

City of Longmont



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Quality of Life Quality of life means different things to different people. Younger demographics may seek an active nightlife, families may seek strong schools, and retirees may seek out affordability and recreational opportunities. In our highly mobile society, individuals will often make decisions on where to live based on a combination of job availability, desired lifestyle, affordability, and family. It is important for a community to understand its quality of life assets and unique characteristics, as these play a significant role in the ability to retain talent and attract visitors. Quality of life also plays a crucial role in telling the story of a community, whether it is focused on urban density, rural recreation, or suburban living.

Longmont is uniquely positioned as one of the most affordable locations in the region, with low overall cost of living and utility costs. According to Sperling’s Best Places, a standard guide for comparing expenses between regions, in 2013, Longmont had an overall cost of living rating of 108. This is above Weld County and the national average base of 100, but significantly below the City of Boulder, Boulder County, and the Denver MSA. On a similar note, the Front Range has utility costs well below the national average, with a rating of 90 in Longmont, compared to 100 nationally.

OVERALL COST OF LIVING RATING 2013

100

111

112

100

126

145

108

50 70 90 110 130 150

United States

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Boulder

City of Longmont

UTILITY COST RATING 2013

100 90

89

88

90

90

90

80 85 90 95 100

United States

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Boulder

City of Longmont

SOURCE: Sperling’s Best Places SOURCE: Sperling’s Best Places


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Housing availability and affordability plays a significant role in measuring a community’s quality of life. If younger, lower-income, and renting residents are priced out of a community it affects the makeup of the local workforce. A high proportion of home ownership versus renting signals a strong family-orientation in a community. Vacancy rates reveal the availability of housing and reflect the overall health of the economy. High vacancies can indicate that the community is losing population or that housing is overbuilt.

Housing vacancy in Longmont is evenly balanced between owned and rental properties, revealing a strong market for potential residents, but home and rental prices in Longmont are both higher than national and state averages. In 2012, Longmont had one of the most balanced housing mixes in the Front Range, with 42% of properties renter-occupied, compared to a national and state average of 36%. Of vacant housing, Longmont had relatively even rates for owned properties and rentals, offering a mix of options for individuals considering moving to the city. As compared to other areas that have significantly higher vacancies among rentals and lower among owned properties, this shows that Longmont is not overbuilt or in a housing bubble.

Median home values in Longmont are still well above the national average, but comparable to the State of Colorado and below Boulder County. Boulder County has one of the more expensive housing markets in the country, with median home values of $364,100 in 2012, compared to $171,900 nationally. Longmont is one of the most affordable locations in the county, with median home values of $249,600, only slightly higher than the state median of $234,900.

HOUSING VACANCY RATES 2012

6.8%

5.7%

3.0%

4.9%

4.4%

2.5%

2.3%

2.0%

1.6%

0.9%

1.2%

1.3%

1.0%

2.4%

0% 2% 4% 6% 8%

United States

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Longmont

Owner Rental

MEDIAN HOME VALUES 2012

$171,900

$234,900

$243,600

$246,900

$194,400

$364,100

$249,600

$0 $200,000 $400,000

United States

State of Colorado

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Longmont



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Crime rates can easily affect the desirability of a community, both from a business and residential perspective. High violent crime rates in particular can deter families from living in a community and make it challenging for businesses to recruit workers, who may feel the work conditions are unsafe. Additionally, high crime rates affect the overall perception of a community and allow the news cycle to tell the local story.

Longmont has some of the lowest violent crime rates in the Front Range and is a very safe, family-friendly community. From 2007 to 2012, Longmont had an average of 0.8 homicides per 100,000 each year, well below the national average of 5.3 and state average of 3.1. Comparably, Boulder and Greeley had 2.2 and 2.5 respectively. During the same period, only 42.8 robberies occurred each year on average in Longmont, less than one third of the national average and below the state average.

AVG. ANNUAL HOMICIDES PER 100,000 RESIDENTS 2007 - 2012

5.3

3.1

1.2

6.2

2.5

2.2

0.8

0 2 4 6 8

US Metro Average

State of Colorado


City of Denver

City of Greeley

City of Boulder

City of Longmont

AVG. ANNUAL ROBBERIES PER 100,000 RESIDENTS 2007 - 2012

147.2

66.6

32.7

171.0

68.1

38.2

42.8

0 50 100 150 200

US Metro Average

State of Colorado


City of Denver

City of Greeley

City of Boulder

City of Longmont

SOURCE: FBI Uniform Crime Reports SOURCE: FBI Uniform Crime Reports


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The quality of local healthcare and education are important factors in a community’s lifestyle. Poorly performing schools and long distances from hospitals can eliminate a community from consideration as a location in which to live and do business.

Longmont has a world-class hospital, high concentration of doctors, and an award-winning school district, all making it a top quality location to raise a family. According to Sperling’s Best Places, Boulder County has 363 doctors per 100,000 residents, much higher than the national average of 261. Longmont is served by Longmont United Hospital, recognized in 2013 by the National Research Corporation as the Consumer Choice #1 in the Boulder market.

St. Vrain Valley School District, Longmont’s local school system, has improved remarkably in recent years under the leadership of Don Haddad, who won the National Association of School Superintendents’ “Superintendent of the Year” award in 2013. The school district has won numerous awards and grants in recent years, including America’s Best High Schools and the Race to the Top Federal Grant and i3 – Invest in Innovation Grant, both of which will help fund programs to further educational innovation and student preparation. The St. Vrain Valley average composite ACT score of 20.5 was above Colorado, Denver, and Greeley averages.

PHYSICIANS PER 100,000 RESIDENTS 2013

261

241

294

128

363

0 100 200 300 400

United States

Fort Collins MSA

Denver MSA

Weld County

Boulder County

COMPOSITE ACT SCORES 2013

20.9

20.1

22.3

18.1

17.8

23.4

20.5

10 15 20 25

United States

State of Colorado

Poudre School District

Denver County School District

Greeley School District

Boulder Valley School District

St Vrain Valley School District

SOURCE: Sperling’s Best Places SOURCE: Colorado Department of Education


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Geographic location of a community determines a number of fundamental characteristics, including climate, natural features, and recreational opportunities available. Usually climate has more of an affect on desirability for residents but can also be a determining factor for some businesses. Data centers prefer colder, geologically stable locations for their operations, and many manufacturing and distribution operations avoid hurricane and tornado prone areas. Recreational amenities enhance the perceived quality of life in a community and help attract talented workers looking for an active lifestyle.

Longmont is a good location for those seeking an active lifestyle, moderate climate, clean air, and easy access to numerous recreational opportunities, craft food and drink, and other cultural experiences. Longmont received a Climate Comfort Index rating of 63, comparable to other locations across the Front Range and well above the US average. This reflects the relatively moderate climate and geological stability. The city also received an Air Quality Index rating of 75, above other locations on the Front Range and reflective of the generally clean air conditions.

Alongside its own natural beauty at the base of the mountains, Longmont is close to numerous locations for skiing, hiking, and other outdoor activities. The city is home to one of two sky diving drop zones in the State of Colorado. The city has a museum and offers public facilities for swimming, ice-skating, and shooting. The region is also home to professional teams in all four major sports as well as soccer, racing, lacrosse, and college sports.

CLIMATE COMFORT INDEX 2013

44

63

63

54

63

64

63

20 30 40 50 60 70

United States

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Boulder

City of Longmont

AIR QUALITY INDEX 2013

83

54

68

71

75

75

75

0 20 40 60 80 100

United States

Fort Collins MSA

Denver MSA

Weld County

Boulder County

City of Boulder

City of Longmont

SOURCE: Sperling’s Best Places SOURCE: Sperling’s Best Places


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Target Industry Analysis


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Target Industry Identification

What Are Target Industries? In economic development, targeting is the process of focusing a community’s resources and policy efforts to support specific industries. These industries are targeted because they match local competitive assets and aspirations and have the greatest catalytic effect on overall economic growth. These industries become audiences for external marketing and their needs should help prioritize local investments and programs. Clear, community-supported targeting ensures that all organizations in a region understand the role they play and are working in concert towards a shared vision: stimulating overall prosperity through job creation.

Why Focus on Target Industries? All communities face resource limitations for economic development initiatives. Dollars and staff time must be spent on activities that offer the best opportunity for the community to achieve its goals. Most economic development organizations focus on four to six industries, usually concentrating on primary employers (those businesses whose goods and services bring new dollars into the local economy, see side bar) but also ones with local significance, such as tourism and the arts.

Targeted economic development strategies are most successful when they are truly comprehensive, integrating all local organizations and assets, both public and private, into a coordinated plan. Coordination includes aligning infrastructure investments, public policy decisions, marketing materials, educational curricula, workforce development programs, and other regional programs around the same set of industries. This process ensures that efforts from diverse organizations are not counter productive, creates a cohesive sense of identity, and reassures businesses that leaders are committed to their long-term success.

Targeting specific industries does not mean that other industries will be ignored or stagnate. Targeting affects overall economic growth by focusing on industries with strong multiplier

What is a Primary Employer?

Primary employers are businesses that export goods and services outside of the local economy. These exports inject new dollars into the economy, resulting in increased wages and jobs as revenue earned by the business is spent on employee salaries and goods and services that it purchases from local suppliers. As this funding is earned, it is redistributed throughout the rest of the economy, multiplying in impact. Manufacturing and software companies are examples of primary employers.

What is a Secondary Employer?

Secondary employers serve the local community. A majority of the goods and services created by those organizations are consumed within the community. While these goods and services are important staples of a community, the multiplier effect of spending is less than that by primary employers. Retail and construction are examples of secondary employers.


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effects. The heightened business activity, new jobs, new incomes, and new spending that come from investments in these industries spurs growth across other sectors.

How Are Target Industries Identified? Target identification is not a perfect science. Each industry makes operational and location decisions based on different factors and broad market trends, which are constantly in flux. As a result, there is no single mathematical formula for selecting targets.

Instead, selection is an iterative process that considers a mix of quantitative and qualitative factors. Primary considerations are whether industries are expected to grow, match local competitive strengths, and align with community vision. Some industries may be already strongly concentrated in a region, with numerous existing companies, research programs at universities, and training centers for skilled workers. Other industries may be emerging in a region, with one or two startups but a path for growth with the proper support and vision.

The foundation for target industry identification began in the Market Assessment, which offers a competitive assessment of local strengths and opportunities, including industry cluster trends and assets. Following this analysis, Avalanche Consulting asks a variety of questions about each potential industry. Questions considered by Avalanche when selecting target industries include:

• Does the cluster have an existing regional presence? • Is the cluster growing sufficiently at the national or international level to merit

targeting? • Does the area have competitive assets to expand the cluster in the future? • Would cluster growth result in improved economic conditions within the community? • Will the cluster help the community reach its economic development goals? • Does the cluster offer employment positions at a variety of educational and skill

levels that create opportunities for the entire local population? • Does the cluster fall within broader regional target industries? • Is the cluster supported by state and regional programs and incentives?

Target Industries & Niche Sectors

Top-level target industries are generally grouped into large clusters, such as “Information Technology.” These broad industry names encompass a wide range of business activities and are necessary to communicate a region’s broad inventory of competitive assets.

Within each of these broad target industry clusters, it is important to identify specific niche sectors to differentiate the unique local assets. The more narrowly defined a niche sector, the more specific a region can be with support efforts and marketing messages. Niche sector targeting also reduces the number of competitor regions.

For example, many economic development organizations target Information Technology, but few specifically target the Digital Media niche. Additionally, by selecting specific niche sectors, such as Digital Media, local programs can be more effectively tailored to support the industry, informing decisions on marketing materials, local public school programs, the design of a business park, and how building codes are crafted.


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An important tool used in the selection of targets is the Industry Cluster Analysis previously discussed in the Market Assessment report. A simplified version of the Industry Cluster Bubble Chart is displayed below, illustrating important trends in Longmont’s economy, particularly the size of industries, which industries are growing or shrinking, and how concentrated each industry is relative to the national average.

The Location Quotient (LQ) is a measure of the relative concentration of an industry in a local economy compared to the average concentration nationally. An LQ of 1.5 indicates that the local economy has 50% more jobs per capita in that industry than the national average. An LQ of 1.0 indicates parity, and an LQ below 1.0 indicates a below-average employment concentration in that industry. The Cluster Bubble chart shows LQ by industry on the vertical axis, and 5-year job growth on the horizontal axis. The size of the bubble indicates the total number of jobs in Longmont.

As noted in the previous report, industries located in the top-right quadrant are considered Strong and Advancing, with higher than average concentration and positive growth. Some of Longmont’s greatest industry strengths in this quadrant are in Software / IT, Research, and Consumer Product Manufacturing.

Another significant sector is the bottom-right quadrant, which contains Emerging industries that are currently less concentrated but creating jobs. Significant emerging industries in Longmont include Industrial Machinery, Materials, Professional Services, and Metalworking.

These cluster strengths, Longmont competitive assets, and aspirational goals all played an important part in target industry identification.

Education

Retail

Culture

Healthcare

Government

Building & Construction

Back Office

Software/IT

Electronics

Pro Svcs

Finance

Agribusiness

Consumer Prod

Media & Design

Social Svc

Metalworking

Biomedical Supplies &

Labs Non-Profits

Materials

0.40!

0.60!

0.80!

1.00!

1.20!

1.40!

1.60!

1.80!

2.00!

-30%! -20%! -10%! 0%! 10%! 20%! 30%!

Loca

tion

Quo

tient

, 201

3


Industry Clusters: City of Longmont, Colorado


Strong, Advancing

Strong, Declining

Weak, Emerging

Weak, Declining

Industrial Machinery

Research [1%, 3.5 LQ]

Transportation & Logistics

[8%, 0.3 LQ] Energy

[-85%, 0.1 LQ]


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Longmont Target Industry Recommendations After thoroughly examining potential industries, the consulting team recommends the following target industries and niche sectors seen in the table below. These industries were identified specifically for Longmont, independent of regional targets, but they fit in very well with Metro Denver’s target industries, thus aligning state, regional, and local efforts along consistent lines.

Related Metro Denver targets include: Aerospace, Aviation, Bioscience, Energy, and Information Technology-Software.

The next pages include brief target industry summaries followed by more detailed profiles for each target industry.

Advanced Technology


Bioscience






Advance Longmont Target Industries


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Longmont Target Industry Summaries

Advanced Technology

Longmont is a uniquely positioned community with significant assets both in the innovation and design of new technologies and the manufacturing and production of products and agriculture. Longmont has diverse existing concentrations of Advanced Technology firms in data storage, electronics manufacturing, fabricated metal product manufacturing, and related research and development. Technology design and manufacturing firms are supported by strong workforce training programs at Front Range Community College and the proximity to research at the University of Colorado and Colorado State University. While the national Advanced Technology sector is beginning to rebound after job losses through the recession, Longmont’s industry never stopped growing. Longmont can continue to build on its unique workforce, utility, and other assets with proper support, particularly in niche sectors: Aerospace & Defense, Data Storage, Computers & Electronics, Energy Components, and Agricultural Technology.

Bioscience

Technological innovation and an aging population continue to drive innovation in medical fields across the nation, and Longmont is well-positioned to play a major role in the Bioscience industry. Research plays a prominent role in Bioscience, and Longmont has proven to be a highly innovative community, with a significant concentration of residents inventing new patents each year and a rare presence of chemical, pharmaceutical, and other biological product manufacturers. Longmont’s strong Advanced Technology manufacturing assets, concentrated research and innovation, affordable utilities, and existing company base place it in a competitive position for Bioscience development, with niche sectors of Medical Devices, Pharmaceuticals, and Diagnostics.


Creative Arts & Culinary may seem a non-traditional economic development target, but the industry significantly enhances the local quality of life and serves as an export industry by drawing in visitors to spend money in Longmont. Longmont is staged to see continued growth in the Creative Arts & Culinary industry. Local assets include high-quality water, nationally recognized breweries, a large and diverse arts community, a fairground, parks and trails, relative affordability, and a growing dining and entertainment sector. Niche sectors identified for this target include: Breweries & Distilleries, Food & Beverage Production, Food & Dining, Visual & Performing Arts, and Special Events.


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Professional Services & IT continues to grow as one of the fundamental cornerstones of the modern US economy, and Longmont has strong existing strengths in this industry and significant room for growth. Longmont has a well-educated population and draws workers from throughout the Front Range, including a steady supply of talented graduates from regional universities and colleges. These workforce assets are critical to the Professional Services & IT industry and in combination with a unique publically owned fiber optic broadband network, affordable utilities, and relative affordability help make Longmont a highly competitive location for this industry. Professional Services & IT represents high-paying primary jobs that offer opportunities at a range of educational levels and lay a foundation for overall economic growth by providing services to local clients as well as exporting across the nation. Longmont has niche strengths in Engineering & Design Services, Back Office, Research & Development, and Software.


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Target Timing and Approach The final report, Implementation Plan, will outline specific tactics for supporting development of each target industry identified in this report. Organizations throughout Longmont will encourage job creation and capital investment in target industries through three primary activities: entrepreneurial and startup support, encouraging local business expansion and retention by responding to their needs, and recruiting new companies to the region. The balance of efforts between entrepreneurship, expansion & retention, and recruitment will vary among targets based on their needs. A recruitment target will require more external marketing and business development, for example, than an entrepreneurship target, which may require improvements to Longmont’s availability of incubator space.

Timing is also an important consideration. Some target niche sectors are already established locally and may have potential to grow immediately while other industries may be emerging locally and nationally, requiring mid- to long-term development tactics. Each target’s potential is qualified as immediate, mid-term, or long-term:

Immediate Opportunity:

• Longmont has adequate assets and industry presence to immediately begin pursuit of the target. Examples include the expansion of a strong existing sector, such as Data Storage, or ones that could flourish with simple improvements to Longmont’s asset mix.

Mid-Term Opportunity:

• These sectors are established in the community, with some companies, workforce programs, natural resources, or infrastructure strengths, and are forecast to grow. These opportunities have strong prospects, but Longmont lacks one or more critical assets necessary to be a highly competitive location today.

Long-Term Opportunity:

• These sectors are forecast for strong growth and align with Longmont’s goals but currently have a limited local presence. Longmont either lacks several critical assets necessary to compete or the sector is still emerging nationally. The Implementation Plan will recommend tactics to increase opportunities in these sectors in the future.

The following tables recommend Longmont’s approach and timing for each niche sector.


73

ADVANCE LONGMONT TARGET TIMING & APPROACHTiming

ADVANCED TECHNOLOGY Recruit Retain StartupAerospace & Defense Immediate 70% 20% 10%Data Storage Immediate 10% 80% 10%Computers & Electronics Immediate 40% 50% 10%Energy Components Mid-term 40% 40% 20%Agricultural Technology Mid-term 60% 10% 30%

BIOSCIENCE Recruit Retain StartupMedical Devices Immediate 60% 20% 20%Pharmaceuticals Immediate 20% 70% 10%Diagnostics Long-term 70% 0% 30%

CREATIVE ARTS & CULINARY Recruit Retain StartupBreweries & Distilleries Immediate 10% 50% 40%Food & Beverage Production Immediate 40% 40% 20%Food & Dining Immediate 10% 40% 50%Visual & Performing Arts Mid-term 10% 40% 50%Special Events Long-term 40% 20% 40%

PROFESSIONAL SERVICES & IT Recruit Retain StartupEngineering & Design Services Immediate 10% 60% 30%Back Office Mid-term 70% 20% 10%Research & Development Immediate 40% 50% 10%Software Immediate 30% 50% 20%

Economic Development Approach


74

Target Industry Profiles The following pages include profiles of each target industry and their niche sectors. The profiles provide a discussion of industry and niche economic trends, business needs of prototypical firms, and key marketing messages highlighting Longmont’s competitive strengths. The final report, Implementation Plan, will recommend organizational efforts supportive of recruitment, retention, expansion, and entrepreneurship in each target industry.

Data tables in the target industry profiles show:

• total City of Longmont employment by NAICS code subsector, • the overall concentration (LQ) of each sector in Longmont, • five-year recent growth of the sector from 2008 to 2013 in both Longmont and the US, • five-year forecast growth of the sector from 2013 to 2018 in both Longmont and the US, and • the average salary for the subsector in both Longmont and the US.


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Advanced Technology

About the Industry

The Advanced Technology Industry includes companies that utilize newly developed technology in their operations. The manufacturing of products and components are a fundmaental competency underlying the Advanced Technology industry. Advanced Technology includes the use of complex materials, circuitry, computer-operated machinery, and sophisticated engineering in the production process. Advanced Technology is used to produce innovation-intensive products such as aircraft, including unmanned aerial vehicles (UAV), mobile devices, semiconductors, machinery, and electronic equipment. Companies that supply the Advanced Technology cluster may be found in metal and machining fields.

The rise of Advanced Technology and automation in manufacturing processes has increased the competitiveness of domestic manufacturing operations but also reduced the number of required workers. On one hand, new technology has significantly increased the efficiency of production, requiring fewer hands-on workers. On the other hand, increased efficiency has helped retain manufacturing operations in the US despite lower labor costs overseas. Technological innovation within manufacturing has also created new opportunities for workers, with demand rising for those with computer training and skills necessary to design, construct, and operate technologically driven processes.

Advanced Technology companies tend to have high demand for locations with affordable and redudant utilities, strong technical training programs, related university research and development, and reliable transportation infrastructure.

From 2008 to 2013, Advanced Technology employment in the US declined 8%, with many job losses occuring during the recent recession. Longmont bucked these broader trends, with Advanced Technology growing 8% in the city over the same period. Several Advanced Technology sectors in Longmont experienced significant growth over this period, including Electrical Equipment Manufacturing (170% growth); Data Processing, Hosting, & Related Services (74%); and Communication & Energy Wire & Cable Manufacturing (59%). Advanced Technology employment is projected to remain flat in Longmont and the US over the next five years, and while that may appear low, it stands in sharp contrast to employment declines of recent years.

With an overall Location Quotient (LQ) of 1.3, Advanced Technology employment is more concentrated in Longmont than the national average. Highly concentrated sectors in Longmont include: Data Processing, Hosting, & Related Services (7.8 LQ); Semiconductor & Other Component Manufacturing (6.3 LQ); Communication & Energy Wire & Cable Manufacturing (3.7 LQ); and Computer Storage Device Manufacturing (3.1 LQ). Some sectors are even more concentrated when included companies outside the city limits in the greater Longmont Region, which includes all of Boulder and Weld Counties. For example Computer Storage Device Manufacturing has an LQ of 10.9 in the region and Navigation, Measuring, and Control Instrument Manufacturing has an LQ of 7.7.

Advanced Technology



76

Advanced Technology companies pay higher than average salaries in Longmont, making their positions highly sought after. The average salary of an Advanced Technology position in Longmont is $70,600 annually, compared to $48,900 for all industries in Longmont. The local Advanced Technology average salary is also slightly higher even than the equivalent national average. Sectors such as Machinery Manufacturing; Navigational, Measuring, & Control Instrument Manufacturing; and Electrical Equipment Manufacturing have average salaries exceeding $100,000 annually.

Advanced TechnologyLongmont, CO

Longmont US Longmont US Longmont US

2211 Electric Power Gen. Trans. & Dist. 5 0.0 0.5 0% -2% 0% 0% - $99,1003253 Pest., Fert., & Other Ag. Chem. Mfg. 0 0.0 2.0 - 1% - -7% - $77,400326 Plastics & Rubber Products Mfg. 122 0.5 0.6 -25% -10% -55% -2% $41,700 $47,800332 Fabricated Metal Product Mfg. 562 1.1 0.9 2% -7% 9% 1% $49,900 $51,400333 Machinery Manufacturing 195 0.5 1.2 -11% -7% -4% -1% $59,100 $64,100334112 Computer Storage Device Mfg. 26 3.1 10.9 -72% -16% -80% -14% $103,200 $129,400334119 Other Comp. Peripheral Equip. Mfg. 21 1.7 4.4 -16% -18% -76% -15% $73,100 $95,0003344 Semiconductor & Other Comp. Mfg. 870 6.3 1.6 -6% -13% 2% -4% $67,900 $88,4003345 Navig., Measuring, & Ctrl. Inst. Mfg. 200 1.4 7.7 15% -11% 10% -1% $75,100 $90,3003346 Mfg. Magnetic & Optical Media 23 3.1 2.8 -13% -45% 5% -31% $110,700 $91,9003351 Electric Lighting Equip. Mfg. 5 0.3 0.6 0% -22% 0% -10% - $60,0003353 Electrical Equipment Manufacturing 52 1.1 1.4 170% -11% 13% -5% $116,700 $65,50033591 Battery Manufacturing 5 1.2 0.8 - -3% -100% 0% $40,200 $56,90033592 Com. & Energy Wire & Cable Mfg. 28 3.7 2.7 59% -13% 22% 2% $53,000 $62,80033593 Wiring Device Manufacturing 0 0.0 0.5 - -16% - -12% - $58,70033599 All Other Elect. Equip. & Comp. Mfg. 58 4.5 1.0 24% -5% 21% 11% $51,900 $61,0003364 Aerospace Product & Parts Mfg. 0 0.0 0.1 -50% -3% 0% 3% - $89,500481 Air Transportation 0 0.0 0.0 - -9% - 0% - $66,0004881 Air Transportation Support Activities 14 0.2 0.3 -8% 0% -58% 11% $86,600 $45,600518 Data Prcss., Hosting & Related Svcs. 672 7.8 2.0 74% -1% 1% 4% $94,500 $85,200

Total 2,858 1.3 1.4 8% -8% 0% 0% $70,600 $67,900Source: Avalanche Consulting using data from EMSILQ = Location Quotient: Per capita concentration of the industry as % of US concentration

Forecast Growth, 2013 - 2018NAICS

Code

Average Salary, 2013Subsector

Longmont Jobs, 2013

LQ, 2013Recent Growth,

2008 - 2013



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Niche Sectors

The following Advanced Technology target niche sectors are recommended for Longmont:

Aerospace & Defense includes a wide range of activities related to aviation and defense sectors, including aircraft, spacecraft, and propulsion system design and manufacturing; Unmanned Aerial Vehicles (UAVs); satellite technologies; airplane maintenance, repair, and operations (MRO); and other operations. Aerospace & Defense manufacturing is a vertical sector, providing goods and services to customers with highly specialized needs and encompassing the design of products, component manufacturing, final product assembly, testing, and distribution. Typical site selection requirements include secure locations, access to a skilled workforce (including both engineers and production workers), affordable and reliable transportation infrastructure for receiving raw materials and distributing finished goods. Many Aerospace & Defense firms also require airfields with adequate capacity to allow testing of aircraft and UAVs and hanger space for storage. Aviation firms, including corporate jets, regional MROs, and other operations look for airports with appropriately sized runways, hangar space, modern facilities, and strong transportation access.

Data Storage includes both data centers and providers of data storage devices. Data centers are facilities dedicated to hosting and processing digital information and related support services. These operations are comprised of extensive computer systems capable of collecting and managing data at high speeds. Some data centers are third-party operations that manage data for client firms while others are directly owned and operated by a parent company, such as Amazon or Apple. Data centers feature high concentrations of advanced electronics and thus require very large amounts of electricity to power and cool computers. As a result, data centers tend to seek locations with competitive electricity rates. To avoid disruption of service, data centers typically locate in locations safe from natural disasters and other risks. Reliable broadband infrastructure is an absolute requirement.

Data storage firms produce hard drives and other related devices for computers, data centers, and mobile devices. The industry is innovation intensive, with companies constantly exploring ways to make hard drives faster, smaller, more energy efficient, and with larger capacities. Data storage firms tend to seek locations with skilled workers, affordable electricity, and proximity to research centers.

Computers & Electronics covers the design and manufacture of electronic devices, including computers, semiconductors, control instruments, lighting technology, and other advanced subsectors. Semiconductors and other components in particular are the basis of modern electronics and a $250 billion sector globally. Semiconductors can now be found in mobile devices, tablets, computers, photovoltaic cells, and many other devices. Longmont has an incredibly high concentration of employment in semiconductor manufacturing, with an LQ of 6.3, over six times the national average. Computers & Electronics firms are highly innovative, continuously


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utilizing research and development to improve the efficiency and cost of devices. Computers & Electronics firms seek locations near strong research centers and universities, a highly skilled workforce, and affordable land, energy, and water.

Energy Components is a diverse and vertically integrated industry that encompasses activities related to the production, storage, and sale of energy. Traditionally, the Energy sector has been largely limited to activities related to the extraction, transportation, and refinement of oil and gas resources. In recent years, however, renewable sectors have experienced significant growth, especially in areas such as solar, wind, and biomass production. The sector also includes battery technologies; electric power production, transmission, and distribution; and affiliated support activities. Depending on the specific energy market, firms in this sector generally require proximity to extraction operations and refineries, university research programs in energy technologies, and an existing workforce skilled in manufacturing and extraction operations. The manufacturing of replacement and customized components for drilling and other extraction technologies is growing especially quickly, and these operations tend to look for strong, traditional manufacturing locations within proximity of shale play and other onshore mining operations.

Agricultural Technology refers to a range of activities related to agricultural planning, production, and processing, including the manufacture of agricultural machinery, development of pesticides and fertilizers, advanced research and genomics, and surveying and mapping of land use patterns. Although traditional agricultural production employs fewer individuals than ever in America, agriculture remains one of the staple domestic and export industries. New technologies continue to drive innovations in production. Genetically engineered crops, better management techniques, and new machinery allow farmers to produce greater yields with fewer inputs. Agricultural Technology firms tend to locate near research universities, particularly larger state agricultural schools, in proximity to actual farming activities, and in locations with strong manufacturing bases and technical development centers.

Longmont’s Competitive Strengths

The following Competitive Strengths may also be referred to when crafting marketing materials and sales messages for Advanced Technology firms.

• Advanced Technology sectors tend to be vertically integrated, requiring a diverse range of workers, from management to research to manufacturing. Longmont is well positioned from a workforce perspective, with a strong local base of innovators, engineers, technology manufacturing workers, and management. Longmont also draws workers from across the Front Range, including graduates from the University of Colorado and Colorado State University. Additionally, training programs at Front Range Community College are strong and work with employers to ensure new graduates have the skills necessary to support growth of local Advanced Technology firms.


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• Longmont already has a strong, existing base of Advanced Technology firms, employing nearly 3,000 people in the city itself, with a LQ of 1.3 and strong growth in recent years, despite the recession.

• Longmont is currently one of the strongest data storage manufacturing centers in the world. The concentration of workforce and infrastructure makes Longmont a highly competitive location to grow existing companies, attract new firms, and develop startups.

• Longmont is also home to a high concentration of innovators, with many residents working on research and development of new technologies, seen in the high concentration of patent inventors. These skilled and creative residents provide a highly attractive foundation for Advanced Technology firms thinking about locating or expanding in Longmont as well as startups hoping to build businesses on newly developed technology.

• Longmont offers some of the most competitive utilities in the state and nation, with both incredibly affordable and redundant electricity. This is particularly attractive to data centers and manufacturers with high power demands.

• In addition to reliable utilities, Longmont is located in a relatively secure location from natural disasters and military treats, making it a competitive location for data centers, aerospace, and other sensitive sectors that require security. Colorado’s security is demonstrated in the high concentration of Air Force and other military bases in the state, including NORAD.

• The new FBO, Elite Aviation, at the Longmont airport, has aggressive plans to renovate the airport and build business. With a runway expansion and continued support, Vance Brand Municipal Airport could be a highly competitive location for maintenance, repair, and operations firms looking to service regional and other planes.

• Longmont Airport also has 120 acres of appropriately zoned land adjacent to the airport available for lease and development. This property is highly attractive to aerospace firms looking to conduct testing and storage on the airport site, including UAV developers.

• Longmont’s geographic location in proximity to expanding oil and gas extraction operations in Colorado and the Western US make the area a competitive strategic location for energy component manufacturing and servicing activities. Longmont already has a number of firms engaged in manufacturing parts for extraction companies, and the strong fabricated metal product manufacturing sector is highly supportive of these activities.

• Transportation access to and from Longmont is relatively strong, with manufacturers reporting ease of bringing in components and exporting manufactured goods. Easy access to Denver International Airport also makes Longmont competitive as a location for businesses exporting and conducting business across the nation and world.

• Nearby University of Colorado and Colorado State University conduct research in a range of Advanced Technology sectors, with strong potential for private sector business applications and development, which can be conducted more effectively in Longmont while maintaining close proximity to research programs at the universities.

• Relative affordability and regulatory ease in Longmont compared to Boulder and other Front Range cities, make it a competitive location for Advanced Technology operations.

• Longmont’s agricultural history, existing agricultural operations, strong manufacturing base, research and development capacity, and proximity to research programs at CSU make it a highly attractive location for Agricultural Technologies development.


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• The State of Colorado has a strong business climate, with competitive tax rates and regulations.


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Industry Definition Advanced Technology describes industry sectors that utilize newly developed technology in their operations. Advanced Technology includes the use of complex materials, circuitry, computer-operated machinery, and sophisticated engineering in the production process.

Niche Sector Targets

•  Aerospace & Defense

•  Data Storage •  Computers &

Electronics •  Energy Components •  Agricultural Tech.

Longmont Competitive Strengths •  Existing concentration of manufacturing and

technology workforce with strong training programs at Front Range Community College

•  Affordable and redundant power and other utilities

•  Major concentration of existing Advanced Technology firms, particularly in Data Storage

•  Local private research & development programs and proximity to CU and CSU

•  Highly innovative community •  Vance Brand Municipal Airport •  Transportation infrastructure, including proximity

to Denver International Airport •  Competitive business climate and regulations

Advance Longmont Target Industries – Advanced Technology

Key Figures •  2,900 jobs in Longmont •  1.3 LQ •  8% growth from

2008-2013 •  $70,600 average

salary


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Bioscience

About the Industry

Bioscience describes a variety of products and services related to human health, the environment, and general biology. Bioscience includes traditional pharmaceuticals composed of chemical compounds and biomedical drugs derived from living organisms (such as human cells and antibodies). Due to the sheer complexity of drug development combined with government regulations and liability issues, drug development requires deep pockets and patience. As a result, research plays a prominent role in the industry. Bioscience also serves as the basis for a wide array of sophisticated medical devices and equipment.

Bioscience companies typically locate in regions with high levels of talent and capital. Innovation is the lifeblood of the Bioscience sector. Advancing understanding in the field requires highly specialized workers. As a result, firms tend to cluster near major research universities. Given the extraordinary costs and time associated with a typical drug development cycle, biotechnology firms may operate for years before generating significant revenue. The availability of affordable laboratory space and financing, including venture capital funding, can be crucial in sustaining operations for smaller, entrepreneurial companies.

Bioscience employment in the US grew 4% from 2008 to 2013, despite the recession. In contrast, in Longmont, employment declined 17% over this period. These trends were mirrored in the greater Longmont Region of Boulder and Weld Counties, where Bioscience employment declined 21%. With the exception of Basic Chemical Production, all local Bioscience sub-sectors experienced employment declines, including Pharmaceutical Preparation Manufacturing, In-Vitro Diagnostic Substance Manufacturing, Biological Product Manufacturing, and Medical Equipment & Supplies Manufacturing.

Despite these declines, Bioscience remains slightly more concentrated in Longmont than the national average. With an LQ of 1.1, Bioscience employment in Longmont is approximately 10% higher than the US average. Three Bioscience subsectors, however, are significantly more concentrated. With an LQ of 3.8, Biological Product Manufacturing is the most concentrated local subsector. Pharmaceutical Preparation Manufacturing is also highly concentrated in Longmont, with an LQ of 3.1, followed by Basic Chemical Production, with an LQ of 1.8.

Longmont’s Bioscience jobs are characterized by high salaries. In 2013, the average Bioscience worker in Longmont earned more than $114,000. Nationally, the average Bioscience salary is less than $80,000, and the average salary for all industries in Longmont is only $48,900. At nearly $138,000, Pharmaceutical Preparation Manufacturing has the highest average annual salary of any Bioscience subsector in Longmont.

Bioscience



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Niche Sectors

The following Bioscience target niche sectors are recommended for Longmont:

Medical Devices includes technologically sophisticated products that improve and prolong life. Medical Devices include spinal implants, neurological devices, orthopedics, prosthetics, and other advanced devices. Product development within the Medical Devices sector is research intensive, with innovation driven by new materials, nanotechnologies, robotics, and other technologies. Medical Device firms typically locate close to research universities and hospital systems, which provide a skilled workforce and infrastructure for conducting clinical testing. The presence of advanced manufacturing skills and infrastructure can also play a prominent role in the location decisions of Medical Devices firms.

Pharmaceuticals include drugs created from compounds to treat or prevent disease. The industry also includes the production of basic chemicals and biological compounds utilized in the manufacture of drugs and other products. The Pharmaceutical sector is worth approximately $200 billion within the US. Pharmaceutical development is an extremely high risk, high reward endeavor. Development costs often run into the billions and it can take many years to bring a new drug to market. The vast majority of new developed market

BioscienceLongmont, CO


3251 Basic Chemical Manufacturing 80 1.8 0.6 118% 0% -10% -1% $61,100 $90,000325411 Medicinal & Botanical Mfg. 0 0.0 11.9 - -1% - 3% - $109,200325412 Pharmaceutical Preparation Mfg. 214 3.1 2.1 -16% -3% 1% 3% $137,900 $113,500325413 In-Vitro Diagnostic Substance Mfg. 0 0.0 0.3 -100% 16% - 15% - $103,400325414 Biological Product Mfg. 43 3.8 1.0 -55% 10% -18% 10% $114,700 $91,8003391 Medical Equipment & Supplies Mfg. 26 0.2 0.8 -26% 2% -12% 4% $89,100 $65,0006215 Medical & Diagnostic Labs 0 0.0 0.2 - 13% - 10% - $57,500

Total 363 1.1 1.1 -17% 4% -5% 5% $114,200 $79,800Source: Avalanche Consulting using data from EMSILQ = Location Quotient: Per capita concentration of the industry as % of US concentration

Average Salary, 2013


NAICS Code

SubsectorLongmont Jobs, 2013


2008 - 2013Forecast Growth,

2013 - 2018


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never makes it to market. At the same time, a blockbuster drug can generate billions of dollars of revenue within a single year. Despite the size and reach of “Big Pharma” companies such as Pfizer and GlaxoSmithKline, the Pharmaceutical sector is relatively diverse, with thousands of smaller companies competing in the market. Despite the growing presence of generic drugs, a volatile pipeline of new drugs, and sustained efforts to reduce health care costs, demographic changes in the US combined and expanding international markets are expected to continue to drive growth. Pharmaceutical firms often cluster in proximity to regions that are already home to leading Pharmaceutical companies as well as communities with advanced research institutions and universities, as both types of locations are rich in commercialization opportunities and skilled workers.

Diagnostics is another emerging sector, with new technologies such as gene identification, bioinformatics, and others facilitating more effective patient evaluation by medical professionals. The industry has been made possible by discoveries in human and agricultural life science research and private companies finding creative ways to use these scientific advancements. The rise of diagnostic tools and services is helping reduce costs in the healthcare system through early diagnosis, customized treatment regimes, and more accurate medical reporting. Given the relative youth of the sector, many Diagnostics firms are startups and frequently locate in proximity to major research universities and strong hospital systems.


The following Competitive Strengths may also be referred to when crafting marketing materials and sales messages for Bioscience firms.

• The Longmont area has a strong existing cluster in Bioscience, with an overall employment LQ of 1.1 and very high subsector concentrations in Basic Chemical Manufacturing, Pharmaceutical Preparation Manufacturing, and Biological Product Manufacturing. The presence and success of these firms demonstrate the viability of Longmont as a Pharmaceutical center and the presence of a skilled workforce.

• Longmont’s strengths in Advanced Technology and Professional Services & IT converge with Biosciences to make it an even more competitive location for companies. The Longmont area addresses a diverse range of site selection needs for Medical Devices and Pharmaceuticals, including a skilled manufacturing workforce, affordable electricity and water, research and development programs, and proximity to two major research universities.

• Longmont United Hospital is an award winning medical facility, pioneering innovative treatment techniques and providing a location for collaboration and testing of new technologies, services, and programs.


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Industry Definition Bioscience describes a variety of cross-disciplinary products and services related to human health, the environment, and general biology, including pharmaceuticals, medical devices and equipment, diagnostic therapies, and related research and development.


•  Medical Devices •  Pharmaceuticals •  Diagnostics

Longmont Competitive Strengths •  Existing concentration of Bioscience companies,

such as Amgen. Particularly strengths in Chemical, Pharmaceutical, and Biological Product Manufacturing

•  Affordable and redundant power and other utilities

•  Local private research & development programs and proximity to CU and SCU

•  Highly innovative community •  Longmont United Hospital •  Competitive business climate and regulations

Advance Longmont Target Industries – Bioscience

Key Figures •  360 jobs in Longmont •  1.1 LQ •  -17% growth from

2008-2013 •  $114,200 average

salary


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About the Industry

Creative Arts & Culinary is an important industry for many communities across the US. These businesses create an interesting quality of life amenity for residents and a source of pride, especially when they are home grown. They also draw in visitors who inject new dollars into the community and generate a marketing buzz that radiates outside of the community’s borders. Creative Arts & Culinary includes dining, specialty food sales, the visual and performing arts, special events, beverage manufacturing and sale, natural attractions, and other entertainment activities that draw visitors in and serve local residents.

Creative Arts & Culinary grew nationally through the recession, with US employment growing 8% from 2008 to 2012, but Longmont’s local industry was stagnant. Creative Arts & Culinary employment grew 0% in Longmont over the same period, with job losses in Food Manufacturing and Traveler Accommodation (hotels) offsetting growth in Breweries, Restaurants, and Grocery Wholesale. There is an opportunity for Longmont to further invest in infrastructure and small business support programs that encourage growth of Creative Arts & Culinary companies.

As the economy continues to slowly recover, domestic travel and recreational spending are expected to rise, spurring further growth in consumption of arts, dining, beverages, and entertainment. Longmont in particular is forecast to see rapid growth in Creative Arts & Culinary, with 12% growth forecast from 2013 to 2018, compared to only 5% nationally.

Creative Arts & Culinary currently has an average concentration of employment in Longmont, but the city has particularly concentrated strengths in Breweries (19.7 LQ) and Restaurants (Full-Service Restaurants – 1.1 LQ; Limited-Service Eating Places – 1.3 LQ). The concentration of brewery employment is almost twenty times higher than the national average, reflecting Longmont’s strong place in the globally recognized Colorado brewing industry.

Creative Arts & Culinary are a significant industry for Longmont, adding to the area’s strong quality of life and bringing outside money from visitors, but industry jobs pay very low average salaries. Creative Arts & Culinary offers an average salary of $16,600 annually in Longmont, less than half the overall average salary of $48,900.




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Creative Arts & CulinaryLongmont, CO


311 Food Manufacturing 310 0.6 2.5 -63% 1% 13% 2% $37,000 $42,20031211 Soft Drink & Ice Manufacturing 21 0.7 0.5 -18% -4% -22% 0% $40,700 $49,70031212 Breweries 199 19.7 6.0 159% 10% 25% 8% $37,200 $63,00031214 Distilleries 0 0.0 1.2 - 6% - 5% - $78,2004244 Grocery Merchant Wholesalers 116 0.5 0.7 40% 7% 6% 6% - $51,0004451 Grocery Stores 745 0.8 1.0 3% 4% 3% 4% - $22,5005615 Travel Arrange. & Reservation Svcs 23 0.3 0.4 -53% 2% -76% 11% $53,900 $48,7007111 Performing Arts Companies 5 0.1 1.0 -50% 5% 0% 6% - $43,2007113 Promoters of Perf. Arts & Events 5 0.1 1.6 0% 17% 140% 8% - $35,2007114 Agents & Managers 0 0.0 0.1 - 17% - 10% - $104,2007115 Indep. Artists, Writers, & Performers 13 0.8 0.9 -13% 11% -7% 6% $49,400 $126,1007121 Museums, Hist. Sites, & Similar Inst. 28 0.5 0.2 4% 8% 11% 6% $21,600 $31,20071392 Skiing Facilities 0 0.0 2.8 - 13% - 6% - $20,20071394 Fitness & Rec. Sports Centers 136 0.8 1.7 19% 11% 17% 8% $13,800 $15,7007211 Traveler Accommodation 390 0.6 0.4 -21% 5% 8% 5% $23,800 $27,6007221 Full-Service Restaurants 1,939 1.1 1.2 14% 10% 17% 5% $18,700 $17,7007222 Limited-Service Eating Places 2,019 1.3 1.1 9% 11% 10% 6% $14,200 $13,9007223 Special Food Services 54 0.3 0.4 19% 9% 14% 5% $19,000 $22,1007224 Drinking Places (Alcoholic Beverages) 24 0.2 0.6 -36% 3% -20% 4% $16,700 $15,0008134 Civic and Social Organizations 53 0.4 0.3 20% 4% -66% 5% $19,200 $17,700

Total 6,080 0.9 1.1 0% 8% 11% 5% $16,600 $17,900Source: Avalanche Consulting using data from EMSILQ = Location Quotient: Per capita concentration of the industry as % of US concentration



NAICS Code




2013 - 2018


88

Niche Sectors

The following Creative Arts & Culinary target niche sectors are recommended for Longmont:

Breweries & Distilleries include the production and sales of beer, liquor, and other alcoholic beverages. Breweries & Distilleries require high-quality water, for which Longmont is recognized. Breweries & Distilleries represent the more creative side of the beverage industry, encompassing the development and production of beers and spirits, both from small-scale startups to large organizations. Breweries & Distilleries are also frequently tied to Food & Dining by selling their products through both storefronts and restaurants. These establishments serve as a cultural resource for community residents and a draw for visitors. Breweries & Distilleries are supported by strong water supplies, distribution infrastructure, and the presence of a culture that embraces production and consumption of their products.

Food & Beverage Production includes the growing and manufacturing of food and beverage products, including soft drinks, packaged foods, organic foods, breads, and much more. Traditional food and beverage production requires basic manufacturing skill-sets and infrastructure, but like breweries, also high-quality water. Food & Beverage Production is supported by strong water supplies, distribution infrastructure, agricultural production, low-skill manufacturing workforce, and a local market for some niche products, such as organics.

Food & Dining describes more than just traditional grocery stores and fast food restaurants. Food & Dining includes unique restaurants, organic and high-quality grocers, farmers markets, and other edible attractions that make a community a destination for visitors and a desirable place to live. Food & Dining firms tend to locate in communities that purchase and embrace quality foods, are in proximity to local and regional working farms, and support small-business development of restaurants and other retail. These activities are typically homegrown and benefit from a supportive community.

Visual & Performing Arts includes a range of artistic organizations and individuals, including painters, sculptors, writers, filmmakers, theaters, musicians, and others. These activities are also typically homegrown and successful in communities with public and private support for the arts through non-profits, major events, cooperatives and other collective organizations, and physical space such as galleries, theaters, and music venues. This sector enhances local quality of life but also benefits from a strong visitor economy, drawing non-residents into the community. Firms and individuals in the arts tend to benefit from affordable living and working space, availability of flexible studio spaces, public and private financial support for the arts, and proximity for collaboration with other artists.


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Special Events covers a range of activities including business conventions, trade shows, concerts, races, rodeos, weddings, cultural events, holiday festivals, and more. Special Events serve as a major draw to a community, bringing in business travellers and tourists and enhancing local quality of life by providing entertainment for residents. This sector requires appropriate physical infrastructure, such as modern convention centers, fairgrounds and other park space, trail networks, and other event spaces. Strong transportation infrastructure connecting a community to interstate highways and major airports is also essential. An adequate supply of hotels ensures that visitors also stay in the community and frequent local businesses during their visit.


The following Competitive Strengths may also be referred to when crafting marketing materials and sales messages for Creative Arts & Culinary firms.

• Longmont’s greatest Creative Arts & Culinary assets are its breweries and brewpubs, including Left Hand, Oskar Blues, the Pumphouse, and many new and expanding breweries. These breweries are regionally and nationally recognized and have already put Longmont on the Breweries & Distilleries map, including a critical spot on the Colorado Beer Trail.

• Two new distilleries have also already begun operation in Longmont and add to the rapidly expanding Breweries & Distilleries sector.

• Longmont’s high-quality water and affordable power make it a very attractive location for Breweries & Distilleries, Food & Beverage Production manufacturing operations, as well as natural foods and processing in Food & Dining.

• Food & Beverage Production are also already concentrated in Boulder and Weld Counties and are supported by Longmont’s manufacturing workforce. Many positions in this sector require low to moderate skills and offer strong employment opportunities for local residents.

• Longmont has an existing, diverse concentration of restaurants, with new ones opening regularly, including many local creative startups and unique dining experiences, such as the Cheese Importers, Georgia Boys BBQ, and Sugarbeet.

• The traditional downtown in Longmont provides numerous opportunities to concentrate Food & Dining, Breweries, & Distilleries and the arts in an attractive entertainment district.

• The healthy, high-quality food culture in Longmont and the Front Range makes Longmont an ideal location to promote and support Food & Dining through farmers markets, education programs, urban farming, buy local campaigns, and other initiatives.

• The Boulder County Fairgrounds in Longmont provide a strong venue for many special events and could be further enhanced with appropriate upgrades to attract and host even more events.

• Longmont’s park and trail systems provide natural venues for events, such as the concerts in the park. • The art community is well-established in Longmont with a dance academy, music schools, the Longmont Artist Guild, Council for

the Arts, Old Firehouse Arts Center, local museum, symphony, concerts, and much more. Art walks, studio tours, and Main Street


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events expose residents and visitors to the arts community and provide a foundation for growing the Visual & Performing Arts in Longmont and marketing events to residents and visitors.

• Interviews throughout the community identified high demand for a new convention center in Boulder County, and Longmont could be an ideal location for such a facility, offering affordable land and power and proximity to Boulder, Fort Collins, Denver, and other major convention center draws.

• Strong transportation access to Denver International Airport and the rest of the Front Range allow visitors to easily reach Longmont and enjoy the local Creative Arts & Culinary attractions.


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Industry Definition Creative Arts & Culinary includes dining, specialty food sales, the visual and performing arts, special events, beverage manufacturing and sale, natural attractions, and other entertainment activities that draw visitors and investment in and serve local residents, enhancing quality of life.


•  Breweries & Distilleries •  Food & Beverage

Production •  Food & Dining •  Visual & Performing Arts •  Special Events

Longmont Competitive Strengths •  Longmont has an extremely high concentration of

nationally recognized breweries & brewpubs, including Left Hand, Oskar Blues, and the Pumphouse

•  High-quality water and affordable utilities •  Large and diverse existing arts community with

strong local support •  Strong fairgrounds, parks, and other event

venues •  Distinct natural foods culture and concentration of

shopping options •  Expanding dining and entertainment options •  Transportation infrastructure, including proximity

to Denver International Airport

Advance Longmont Target Industries – Creative Arts & Culinary

Key Figures •  6,100 jobs •  0.9 LQ •  11% forecast growth

from 2013-2018 •  $16,600 average

salary


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About the Industry

Professional Services & IT is a wide-ranging industry characterized by knowledge-intensive, white-collar occupations that require significant education, advanced skills, and creativity. Professional Services includes positions in architecture, engineering, accounting, management, software, research & development, and business support.

Professional Services & IT continues to grow into one of the country’s largest employment bases. Many Professional Services & IT positions require a bachelor’s degree as well as a master’s or technical degree. Others, such as Back Office may have fewer secondary education requirements. Due to education and specialization requirements, Professional Services & IT often include high-paying professions, resulting in strong secondary job creation impacts in communities in which they are located.

Professional Services & IT firms typically locate in communities with a strong quality of life, affordability, and growing local markets for their services. In today’s war for talent, employers must aggressively court the most talented personnel. As a result, the presence of a high quality of life is critical in attracting workers. Proximity to clients, especially in communities with high overall business growth, can also be important in generating demand for Professional Services & IT. At the same time, the Internet has allowed the decentralization of many Professional Services & IT activities. Many firms choose locations based on the desirability of lifestyle.

Firms in this industry typically have few hard infrastructure requirements beyond fast and reliable broadband Internet and proximity to an airport for client travel. Depending on the type of operation, Research & Development firms may have specific infrastructure needs such as laboratory space and utilities.

While the recession slowed the momentum of Professional Services & IT employment growth, the industry grew steadily while most industries lost jobs. Between 2008 and 2013, employment increased 7%. In Longmont, employment in Professional Services & IT grew 4%. Looking ahead, however, the industry is projected to fuel significant job growth both nationally and locally. From 2013 to 2018, the number of Professional Services & IT jobs within Longmont is projected to increase 15%. Sectors forecast to enjoy the highest levels of growth include Management, Scientific & Technical Consulting Services (31% growth), Engineering Services (27%), and Accounting, Booking & Payroll Services, Graphic Design Services, and Computer System Design & Related Services (26% each).

Professional Services & IT employment is more concentrated in the Longmont area than the US average, with an LQ of 1.7. Scientific & Technical Consulting Services is the most concentrated Professional Services & IT subsector in Longmont (8.8 LQ), followed by Surveying & Mapping Services (7.4 LQ), Software Publishers (3.3 LQ), Graphic Design Services (2.7), Testing Laboratories (1.2 LQ), and Industrial Design Services (1.1 LQ).




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Professional Services & IT in Longmont has an average salary more than double the average salary for all industries. On average, their employees earn approximately $103,600 annually in the area, compared to $84,800 nationally. Software Publishers and Scientific & Technical Consulting Services feature the highest salaries, averaging more than $120,000 annually.

Niche Sectors

The following Professional Services & IT target niches sectors are recommended for Longmont:

Professional Services & ITLongmont, CO


5112 Software Publishers 353 3.3 8.1 -19% 10% -6% 14% $125,500 $131,50051913 Internet Pub. & Web Search Portals 16 0.4 2.0 240% 60% 18% 18% $88,800 $154,5005412 Accting., Bookkeeping, & Payroll Svcs. 242 0.7 0.7 7% 1% 26% 5% $50,400 $63,100541310 Architectural Services 26 0.5 1.8 -27% -26% -3% -2% $69,000 $74,700541330 Engineering Services 214 0.8 1.6 24% -2% 27% 14% $96,300 $88,200541370 Surveying & Mapping Svcs. 100 7.4 2.0 -15% -26% -5% -17% $48,700 $52,000541380 Testing Laboratories 61 1.2 1.2 92% 9% 20% 9% $51,400 $68,500541420 Industrial Design Services 5 1.1 1.6 0% -4% 0% 26% - $76,700541430 Graphic Design Services 55 2.7 1.9 4% -15% 26% 5% $62,700 $58,300541490 Other Specialized Design Services 5 1.1 2.2 0% -13% 0% 21% - $64,9005415 Comp. Systems Design & Related Svcs. 791 1.5 2.5 19% 17% 26% 19% $102,800 $102,6005416 Mgmt., Sci., & Tech. Consulting Svcs. 242 0.6 1.1 8% 18% 31% 23% $80,700 $85,2005417 Scientific Research & Dev. Svcs. 1,884 8.8 4.7 0% 3% 11% 9% $122,900 $107,2005611 Office Administrative Services 52 0.3 0.3 0% 8% 8% 15% $74,900 $80,3005614 Business Support Services 132 0.5 1.5 1% 3% 8% 11% $40,500 $37,000

Total 4,178 1.7 2.0 4% 7% 15% 14% $103,600 $84,800Source: Avalanche Consulting using data from EMSILQ = Location Quotient: Per capita concentration of the industry as % of US concentration



NAICS Code




2013 - 2018


94

Engineering & Design Services includes a range of firms involved in the engineering and design of structure, products, websites, and other fields. This includes engineering of commercial, industrial, and residential properties, and infrastructure projects; Industrial design, which focuses on increasing the functionality and aesthetic appeal of consumer products; and graphic design for digital and other applications. Engineering & Design Services companies typically have few infrastructure requirements beyond broadband Internet and class-A office space. The presence of a major airport can also help facilitate client travel, as many engineering companies operate either nationally or internationally. The availability of talent is critical, especially the ability of companies to attract and retain skilled engineers.

Back Office operations provide administrative, accounting, and information technology support to large organizations. Back Office firms may be third parties, providing specialized services to clients or internal within larger corporations, such as the billing operations for a firm like Samsung. Industries such as banking and insurance also generate significant demand for Back Office services. The growing needs of the health care industry, especially in the management of medical records, patient relationships, and regulatory assurance, is likely to support additional growth in Back Office operations. Back Office operations typically locate in communities with a cost-competitive operating environment, with affordable office space, broadband connectivity, and low- to moderate-skill workforce.

Research & Development occurs in a wide range of industries, from pharmaceuticals to solar power systems to semiconductors. Each of these operations has specific infrastructure and workforce requirements, from wet labs to welding space. Research & Development is unified, however, by the sector’s common need for both a highly educated workforce and an environment that embraces innovation. Research & Development activities are conducted in a range of settings: public and private universities often conduct research on fundamental applications and new technologies, private companies conduct in-house research on improving products and commercializing new technologies, and dedicated research firms work on specific tasks and components for clients or sale. Research & Development activities also tend to locate in proximity to major universities and strong business clusters in their sectors and in locations with a lifestyle that appeals to creative workers.

Software includes companies that create computer programs, which serve a wide range of industries and applications, from helping companies efficiently manage internal data systems to developing mobile interfaces to producing games and digital entertainment. Software firms have limited physical infrastructure specific requirements, with firms basing their operations in such diverse environments as garages and class-A offices. Instead, the priorities of software companies include the availability of a skilled workforce and reliable, fast, and cost-competitive broadband infrastructure. Software companies often flock to locations perceived as “cool,” whether due to a concentration of young people, healthy lifestyle options, arts, culture, and culinary scenes.


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The following Competitive Strengths may also be referred to when crafting marketing materials and sales messages for Professional Services & IT firms.

• The Longmont area has a well-educated population, with 37% of residents holding a bachelor’s degree or higher, well above the national average and revealing the presence of a strong workforce for Professional Services & IT, which tends to require workers with at least minimal advanced training if not a bachelor’s and master’s degree.

• The presence of universities and community colleges in the region ensures a steady supply of high-skilled workers to local Professional Services & IT firms as well as training programs.

• The Longmont area has a large existing base of Professional Services & IT firms, with nearly 4,200 employees in the city and an LQ of 1.7. The local Professional Services & IT cluster had strong growth through the recent recession and is forecast to have even higher growth in the next five years. Longmont has particularly robust concentrations in Scientific Research and Development Services, Surveying & Mapping Services, Software, and Computer Systems Design & Related Services.

• The expanding local fiber optic broadband network is an incredibly competitive asset for the Longmont area, supporting growth in all niche sectors but especially Software, Engineering and Research & Development.

• The high quality of life and relative affordability of Longmont make it an attractive location for Professional Services & IT firms in the Metro Denver region.

• The diversity and growth of the overall economy in the Longmont area helps create local demand for a range of Professional Services & IT firms, many of which serve local clients in Engineering & Design, Research & Development, and Back Office.

• The Longmont area’s diverse workforce, relative affordability, and low Colorado tax rates make it a highly attractive location for Back Office operations, such as procurement and billing for larger organizations both within the region and across the nation.

• Planned upgrades at Vance Brand Municipal Airport will make it a more attractive location for corporate jet traffic. The nearby Denver International Airport is a hub of national and international flights.


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Industry Definition

Professional Services & IT is characterized by knowledge-intensive, white-collar occupations that require education, advanced skills, and creativity, including architecture, engineering, accounting, management, software, research & development, and business support.


•  Engineering & Design Services

•  Back Office •  Research &

Development •  Software

Longmont Competitive Strengths •  Well-educated population with strong workforce

supply from CU, CSU, and FRCC •  Existing base of Professional Services & IT firms •  Diverse economy and workforce •  Fiber optic broadband network and affordable

utilities •  High quality of life and relative affordability •  Major concentration of existing Research &

Development operations •  Innovative community with high patent production •  Proximity to Denver International Airport •  Vance Brand Municipal Airport •  Competitive business climate and regulations

Advance Longmont Target Industries – Professional Services & IT

Key Figures •  4,200 jobs in Longmont •  1.7 LQ •  4% growth from

2008-2013 •  $103,600 average

salary


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Implementation Plan


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Economic Development Goals and Recommendations This section describes Longmont’s goals and top-level recommendations for enhancing overall economic development competitiveness. Topics include Marketing, Business Climate, Education and Workforce, Entrepreneurship and Innovation, Infrastructure, and Quality of Life.

Following extensive meetings, interviews, focus groups, and analyses within Longmont, a vision for economic development in Longmont began to emerge. This vision reflects both existing realities and aspirations within the community and is important to bear in mind while developing strategies and programs in Longmont.

Longmont’s Economic Development Vision

Sitting at the intersection of high-technology and manufacturing, Longmont exemplifies the best of the Front Range, offering a unique combination of infrastructure, high quality of life, skilled workforce, and business friendly climate while remaining affordable and welcoming.

All goals and recommendations are supportive of the overall vision for economic development and work to enhance Longmont’s competitive position and community strengths.


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Marketing

Goal 1.0: Longmont is recognized locally, nationally, and globally as a premier business location.

Longmont has highly competitive assets in a number of economic development areas, but many external audiences, as well as local residents, are unaware of these strengths. The City and LAEC need to more aggressively market Longmont’s competitive strengths, particularly to target audiences. Building a marketing campaign begins with internal marketing to ensure that local leaders and representatives understand the goals and objectives and overall economic development strategy. The City and LAEC must coordinate marketing efforts with local organizations such as Visit Longmont and the DDA while also taking advantage of larger regional efforts conducted by Metro Denver.

Recommendations

• Engage in stronger internal and external marketing initiatives. • Boost active participation in Metro Denver and Northern Colorado marketing activities to build awareness of Longmont as a

premier business location.

Metrics

• Increased frequency of social media postings by LAEC • Increased number of social media followers • Increased project leads and visits • Increased traffic to the LAEC, City, and other Longmont organizational websites • Increased number of referrals to LAEC website through search engines • Increased number of media mentions


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Business Climate

Goal 2.0: Longmont has a premier business climate for its target industries.

Longmont is generally regarded as one of the more business friendly cities on the Front Range, but some businesses and residents expressed concerns about regulatory, planning, and other business climate issues. To make sure that Longmont remains a competitive location for businesses and adaptable to changing needs, it is essential that the City establish clear channels for communication between businesses, residents, and leaders. City policies, such as LEGI, that help residents start businesses and succeed should be encouraged. Additionally, continued efforts should be made to make Longmont more inclusive of minorities and under-represented groups, notably the large Latino community.

Recommendations

• Review regulatory and permitting procedures for target industries. • Continue to support small business development initiatives such as the Longmont Economic Gardening Initiative (LEGI). • Invest in building inventory for target industries. • Continue to provide outreach to minority populations.

Metrics

• Increased applications for new business licenses • Increased job growth • Increased corporate investment • Increased participation in LEGI • Creation of a business needs panel • Updating of the comprehensive plan to include recommendations regarding codes and planning for business needs • Increased Latino business participation in the Chamber of Commerce and other business forums


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Education & Workforce

Goal 3.0: Longmont is home to a diverse and talented workforce, including skilled manufacturing workers and well-educated young professionals.

Longmont is a well-educated and diverse community, including a wide-range of skilled labor, from welders to data storage system engineers. Despite these strengths, many employers expressed challenges attracting younger, college-educated workers to Longmont, and others noted gaps between local training programs and their specific job needs. Longmont must take a multi-pronged approach to these concerns, working to train local residents to fill jobs and also attract talented individuals to live and work in the city. These strategies will both enhance the overall quality of life and ensure employers can find the talent they need into the future.

Recommendations

• Align education and training with target industry needs. • Connect students to internship, apprenticeship, and mentoring programs. • Increase lifestyle amenities that help industry retain and attract workers. • Ensure a competitive supply of housing for workers.

Metrics

• Population growth among younger, college-educated residents • Increased supply of competitive and diverse housing options • Increased participation of students in internship and other employer-based skills development programs • Increased retention of local high school and college graduates at jobs based in Longmont • Increased number of social amenities and activities in Longmont


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Entrepreneurship & Innovation

Goal 4.0: Longmont is an ideal home for startups at all stages of development and recognized as a national center for innovation.

Longmont has a wealth of inventors, entrepreneurs, researchers, and innovation assets, but many of them are currently disconnected and unrecognized outside the community. Competitive assets include the fiber optic broadband network, reliable and affordable electricity, relatively low real estate costs compared to Boulder and Denver, and a supportive business environment. Longmont needs to more effectively coordinate these assets and make media aware of success stories. This will raise awareness of Longmont’s assets among Front Range businesses, especially those entering their second stage of growth. Additionally, Longmont should improve building inventory options to better serve the needs of these companies.

Recommendations

• Increase media attention on Longmont’s innovation assets. • Ensure that Longmont has buildings for startups and second stage companies. • Improve the networking and connectivity between entrepreneurs, capital, and start up support organizations. • Continue to expand maker spaces such as TinkerMill.

Metrics

• Increased number of startups and high-tech companies located in the city • Increased investment in research and development activities • Establishment of a centralized and coordinated entrepreneurial organization, whether through the LEN’s networks or a newly

formed organization • Development of new buildings and incubators for entrepreneurs and innovators within the city


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Infrastructure

Goal 5.0: Longmont offers an appropriate mix of competitive real estate, buildings, and other infrastructure options for business in target industries and the needs of residents.

Longmont has numerous competitive infrastructure assets, including the fiber optic broadband network, affordable and reliable power, and high-quality water. Despite availability of undeveloped real estate for industrial and other purposes, Longmont’s existing building inventory is not fully competitive for attracting modern businesses in all targeted industries. The City and LAEC must do more to increase the availability of updated buildings for startups, office, and industrial users while also continuing the redevelopment of downtown and building amenities for residents.

Recommendations

• Evaluate Longmont’s current supply and condition of office and industrial buildings. Contrast findings against needs of targets.

• Diligently advocate for keeping BLI zoning on property(s) adjacent to the Airport. • Encourage the redevelopment and beautification of downtown, the river corridor, and other targeted areas such as the

Butterball facility and sugar mill. • Continue city investment in capital improvements in public buildings and facilities, transportation, trail systems, parks and

recreation, telecommunications, and water.

Metrics

• Increased supply of competitive building options, particularly Class-A office, flexible industrial, and startup space • Continued redevelopment of Downtown Longmont and other targeted areas, including beautification and new retail,

residential, and other commercial tenants • Effective redevelopment of the St. Vrain River Corridor


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Quality of Life

Goal 6.0: Longmont has a highly attractive quality of life and diverse community, with a thriving arts, culinary, and entertainment culture.

Enhancing quality of life serves Longmont’s residents but also enhances overall economic development by helping attract and retain businesses and talented workers, drawing in visitors, and improving the community’s overall reputation. Longmont has a rich diversity of arts, culinary, and entertainment businesses and organizations, including the successful local breweries. The redevelopment of Downtown Longmont also enhances the local quality of life and provide a distinct destination for those visitors. Longmont must continue to encourage enhancement of local lifestyle amenities and support those organizations that serve the Creative Arts & Culinary target industry. Residents also expressed the need for continued retail development, particularly targeted, high-quality stores in clothing and other areas.

Recommendations

• Support and market arts, culinary, and entertainment community as a resource for residents and destination for visitors. • Further strengthen and expand neighborhood identity. • Invest in recreation and arts facilities, including upgrades to Boulder County Fairgrounds, additional arts venues, and

potential construction of an indoor sports arena.

Metrics

• Creation of a centralized website for the arts and entertainment • Continued development of the Longmont Arts and Entertainment District Plan • Increased number of quality restaurants and retail options • Increased marketing of Longmont’s art, culinary, and entertainment culture


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Strategy Details and Tactics

Marketing

Goal 1.0: Longmont is recognized locally, nationally, and globally as a premier business location.

1.1 Engage in stronger internal and external marketing initiatives.

TACTIC: Share the results of Advance Longmont with the larger community.

• Provide steering committee members, City representatives, LAEC board members, and business leaders with a presentation and speaking points that they can use to share this strategy with their networks.

• Host an Advance Longmont Summit to unveil this strategy to attendees and train the community on implementation. • Post this report on the City and LAEC websites. • Schedule an annual event for the LAEC and City to update the public on implementation progress.

TACTIC: Invest in an internal and external marketing plan.

• Longmont has highly competitive assets in a number of economic development areas but many external audiences (and local residents) are unaware of these advantages.

• Develop a comprehensive marketing campaign plan and updated marketing tools needed to implement the plan. • Raise money, as needed, for LAEC to implement the marketing plan.

TACTIC: Establish the LAEC’s website as the area’s leading economic development marketing tool.

• Use the LAEC website as the area’s primary information portal for economic development in Longmont. This includes providing interactive economic and demographic data, detailed sales messages for each target industry, success stories from local businesses, building availability, business resources, incentive policies, and much more. This will serve as the primary first interface for prospective businesses, existing companies, and residents.


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• Make sure Longmont’s target industries and supportive assets are clearly articulated and visible on the website.

• Ensure that the website is compatible with mobile and tablet devices. • Use all forms of communication, including social media and other media outlets to

promote brand awareness. Consider maintaining a blog on the LAEC website that shares economic development wins, Longmont news stories, and other related content.

TACTIC: Coordinate marketing efforts with Visit Longmont, the DDA, and other city and regional organizations.

• Visit Longmont and the Longmont DDA have existing marketing materials and budgets. The LAEC and City should work with these organizations to ensure that marketing collateral reflects this strategy and the overall Longmont economic development objectives where they align.

• The City and LAEC should also work with the Longmont Sister Cities Association to ensure that economic development opportunities and partnerships are emphasized in relations with Longmont’s sister cities of Chino, Japan and Ciudad Guzman, Mexico.

• Create a package of information for marketing Longmont’s economic development opportunities at any local events that draw outside visitors to the city. Work with Visit Longmont, the DDA, and others to host more events.

1.2 Boost active participation in Metro Denver and Northern Colorado marketing activities to build awareness of Longmont as a premier business location.

TACTIC: Host an annual Real Estate Tour of Longmont to expose the larger region’s commercial realtors and developers to Longmont’s many assets.

• Interviews with regional economic developers and real estate developers indicate that many are unaware of economic development opportunities in Longmont.

• Hosting an annual Real Estate Tour of Longmont will ensure that regional realtors and developers will be fully aware of emerging opportunities within Longmont and more likely to consider new development projects and showing clients existing buildings in the city.

Best Practice: Internal Marketing

Internal marketing is an essential component of economic development. Local leadership, employers, and residents are the strongest advocates for a community and must fully understand and support the economic development strategy. Organizations such as Charleston’s Opportunity Next provide comprehensive websites to explain their strategy, coordinate local efforts, and build internal support.

http://www.opportunity-next.com/

Other Successful Models:

www.InnovateNortheastFlorida.com

www.OneCommunityOneGoal.com


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TACTIC: Continue to actively participate in the Metro Denver EDC and Northern Colorado marketing activities.

• Regional economic development organizations provide significant resources and visibility to communities and are often the primary source of leads for sub-regional EDOs.

• Longmont needs to take advantage of this geographic positioning and use the international brand recognition of Boulder, Denver, the University of Colorado, and Colorado State University to draw the attention of businesses to the city and its unique combination of assets on the Front Range.

• The LAEC should provide marketing materials, success stories, and other selling points to Metro Denver and Northern Colorado to ensure that the city is high on their lists of viable regional locations when talking to prospects.

• LAEC and City representatives should regularly attend Metro Denver and Northern Colorado economic development and other networking events.


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Suggested Economic Development Marketing Tools

With a new website in place, the LAEC has taken the first step in creating its toolkit for promoting Longmont. The next steps are to craft a tactical action plan for marketing and invest in additional marketing tools that support the campaign.

Branding

• Develop brand guidelines for applying the City’s “You Belong in Longmont Colorado” to economic development audiences. • Adopt the slogan as the LAEC’s tagline, and incorporate design elements into the LAEC’s logo. • Incorporate the slogan and logo into economic development marketing tools.

Digital Media

• The LAEC website needs to reflect Advance Longmont’s target industries. Change “Key Industries” to “Target Industries” and adjust the list accordingly.

• Increase interactivity on the LAEC website, particularly in the Data + Demographics section. • The LAEC’s Facebook and LinkedIn pages are current. Consider adding a Twitter account that connects to LinkedIn. Consistently use a

hashtag such as @LongmontBusiness to reinforce the economic development message. • Invest in original photography and video footage that can be incorporated into LAEC marketing. Focus photos and videos on subjects

that reinforce the community’s target industry strengths. Showcase the community as an intersection of manufacturing and technology.

Print

• Create a brochure and/or flyers that highlight Longmont’s strengths for each of its target industries.

Public Relations

• Create a media kit that provides story ideas and community information for use when meeting with local and regional media. Also include information on Longmont’s entrepreneurship assets.

Sales

• Develop an annual calendar of marketing missions and target industry events to attend in conjunction with Metro Denver. • Develop a PowerPoint design template and PowerPoint presentations for use when presenting Longmont’s assets to target industry

companies and site consultants.


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Business Climate

Goal 2.0: Longmont has a premier business climate for its target industries.

2.1 Review regulatory and permitting procedures for target industries.

TACTIC: Create a business needs working group to maintain communication with targeted business.

• Longmont is generally regarded as one of the more business friendly cities on the Front Range but needs to ensure a way to assess business needs and remain flexible to changing environments.

• Clear and effective channels of communication between businesses, residents, and leaders allow communities to understand whether policies are working and they can be improved.

• Creating a business needs working group that meets on regular basis to discuss regulatory and business climate topics will help Longmont start a discussion around strengths and weaknesses. Recommendations from this panel can help inform City Council, the LAEC, and others about the perception of Longmont’s business climate and strategies to make Longmont an even more competitive business location.

TACTIC: Complete the Longmont Area Comprehensive Plan update.

• The current Longmont Area Comprehensive Plan was adopted in 2003 and is currently being updated. • A city should update its comprehensive plan on a regular basis to ensure it matches current development patterns, business

infrastructure and zoning needs, and the desires of residents. • Alongside development of the St. Vrain River Corridor master plan and other city planning efforts, Longmont needs to revise

and update the Comprehensive plan to match economic development objectives and needs of target industries.

TACTIC: Examine planning and development codes to ensure consistency with target industry needs and realities.

• Pay close attention to planning and development codes to ensure that they are consistent with the needs of local and targeted businesses.

• Zoning codes should protect key sites zoned BLI so that Longmont has potential to grow its commercial tax base.

TACTIC: Review and ensure the City’s economic development incentive policy is comprehensive and transparent.


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• When a city offers incentives for economic development, such as property tax credits, grants, or tax abatements, programs must be offered in a consistent and transparent manner for both business recruitment and existing business expansion.

• The City’s incentive policy should explicitly describe the eligibility requirements for incentives such as job creation, salary levels, capital investment, target industry compatibility, and other metrics. Incentive policies should not differentiate between jobs created by existing or relocating businesses but instead focus on the overall economic impact of the project on the community.

• Longmont should consider offering incentives for some jobs that pay lower salaries if they meet other important qualifications such as being in targeted manufacturing sectors, offering strong career opportunities to lower income and less-educated Longmont residents, or are considered high-impact cluster building positions.

2.2 Continue to support small business development initiatives such as the Longmont Economic Gardening Initiative (LEGI).

TACTIC: Ensure that Longmont has funding and staff in an organization dedicated to growing small businesses.

• LEGI and other small business development initiatives provide a foundation for economic growth in a community, offering basic services and advice to local businesses. This foundation is critical in a community like Longmont with many creative individuals interested in starting their own businesses.

• LEGI has received numerous national awards and is considered a point of pride within Longmont. • If the City decides to realign some economic development functions in the LAEC, the Longmont Economic Gardening Initiative

needs to be assured a home and funding into the future.

2.3 Continue to provide outreach to minority population.

TACTIC: Build minority participation in the Chamber of Commerce and civic processes.

• Building the minority presence in the Longmont Chamber of Commerce is one way of working to ensure that the business community is inclusive and representative of the growing minority business community.

• Identify minority-owned businesses that have successfully bridged the gap between the traditional and minority business communities. Approach them about assisting with a plan for a more inclusive presence.

TACTIC: Provide a small-business resource that is bilingual and bicultural to help address the needs of minority-owned businesses.


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• Longmont has a large and rapidly growing minority community. Minority groups such as Latinos remain largely separate from the traditional Longmont business community. Many minority business-owners also face challenges accessing business and other services due to language barriers.

• By providing a small-business resource that is multilingual and multicultural, minority business-owners will have increased access to resources that may help their businesses flourish. It will also demonstrate the sincerity of the City and traditional business community’s efforts to reach out and be more inclusive of the minority community.


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Education & Workforce

Goal 3.0: Longmont is home to a diverse and talented workforce, including skilled manufacturing workers and well-educated young professionals.

3.1 Align education and training with target industry needs.

TACTIC: Continue expanding collaborative efforts and coordination between the St. Vrain Valley School District, Front Range Community College, and other educational institutions.

• The LAEC should participate more actively in the Chamber’s Education working group, which should be composed of representatives from the St. Vrain Valley School District, Front Range Community College, Work Force Development, local employers, and other relevant stakeholders.

• Charge the Chamber’s Education working group with quantifying gaps between current education / training throughput and the forecasted needs of employers. Refer to these findings when making decisions about education / training programs. (See sidebar example.)

• The St. Vrain Valley School District and private schools are already building successful career programs, but more can be done to share information about the programs with employers and residents.

• By formalizing discussions in a regularly convened forum, Longmont employers and stakeholders will have a clear channel for discussing their concerns and opportunities.

3.2 Connect students to internship, apprenticeship, and mentoring programs.

TACTIC: Continue to host career fairs, networking events, talks, and other avenues to connect employers to students and prospective employees.

• Career fairs and other networking events provide opportunities for local employers to connect with potential employees that are already in the community. They make residents aware of local opportunities that they may otherwise have

Charleston Regional Chamber Degrees of Change

In 2013-2014, the Charleston South Carolina Chamber of Commerce commenced a talent gap study to identify the differences between the degrees local educational institutions are producing versus the forecasted occupational demand of its target industries.

The analysis quantified gaps in training for engineering and IT professionals, among other fields.

The results have been shared with educators and legislators, who are adjusting programming to fill in gaps and scale back resources to areas overproducing other skill sets. Results are also being shared with job seekers so that they may make more informed decisions about their career choices.

https://www.charlestonchamber.net/degrees-of-change/


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overlooked due to limited advertising and lack of connectivity.

3.3 Raise awareness of career opportunities through technical tracks including STEM, specialized certificates, associate degrees, ESL, and other professional development programs.

TACTIC: Market the availability and career opportunities of STEM programs and technical tracks.

• Many students and adults are unaware of the significant career opportunities available in STEM-related occupations. • Marketing and education are two important ways to let young people know about the true work nature of modern, high tech

manufacturing occupations. Making students aware of career opportunities and the salaries associated with each allows them to focus their studies on tracks that will lead to jobs in Longmont.

• Similar to STEM and Career & Technical Education (CTE) programs in middle and high schools, professional development and lifelong learning programs provide significant opportunities to adults but are frequently underutilized.

• Many adults are unaware of available funding and programs to assist with professional development, retraining for new careers, and other lifelong learning.

• These programs have been shown to have tremendous benefits for individual careers as well as employers. They can be better marketed through radio, TV, print media, billboard, and other advertisements where funding is available.

TACTIC: Provide opportunities for upward mobility and ESL for Latino and underserved populations.

• A significant segment of Longmont’s large Latino population is less well educated than the overall population, and many speak limited English. To ensure that this part of Longmont’s workforce is able to take part in new job opportunities, ESL programs should be expanded and promoted.

• ESL and other targeted training programs may provide the basic educational steps that residents need in order to quality for previously inaccessible job opportunities.

3.4 Develop social amenities that help retain and attract workers.

TACTIC: Convene a group of professionals to discuss what Longmont can do to attract a diverse workforce.

• Longmont is a well-educated and diverse community, but many employers expressed challenges attracting younger, college-educated workers to live and work in the community.

• The Longmont Chamber of Commerce’s neXt Young Professionals group provides a strong foundation for starting this discussion. Young professionals are the best source of recommendations regarding their needs and can speak frankly to Longmont’s competitive strengths and weaknesses regarding talent attraction.


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• The neXt group should be involved in visioning and planning for redevelopment of the St. Vrain River Corridor, former Butterball plant, and sugar plant.

3.5 Ensure that Longmont has a competitive supply of housing for workers of all levels.

TACTIC: Review development codes and zoning to ensure that they allow for the construction of a competitive mix of housing.

• During interviews conducted for this Strategy, many employers in Longmont expressed difficulties attracting younger employees to move to Longmont due to the lack of diversity in the housing market.

• Similarly, employers expressed challenges in finding executive housing in Longmont. • The City should ensure that codes and zoning allow for competitive construction of needed housing elements. • Additionally, incentives and other funding programs should be explored to encourage construction of a diversity of competitive

housing options, from condos to luxury homes within the city.

Best Practice: Apprenticeship 2000

Apprenticeship 2000 is North Carolina’s four-year program that combines classroom work and on-the-job training. Graduates end up with an associate’s degree in manufacturing technology, N.C. Department of Labor Apprenticeship Certification, and a guaranteed job with their training company that pays a $34,000 minimum salary plus benefits. Their education and training is cost-free to them, plus apprentices earn a salary while they train. Participating companies are ensured well-trained employees with technical, soft and problem-solving skills. Additionally, companies have discovered that apprentice program graduates tend to be happier, more productive and less likely to turn over than other employees. During the last 17 years, Apprenticeship 2000 has graduated 116 students. Currently, 49 apprentices are enrolled in the four-year program.

Source: Charlotte Regional Partnership


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Entrepreneurship & Innovation

Goal 4.0: Longmont is an ideal home for startups at all stages of development and recognized as a national center for innovation.

4.1 Increase awareness of Longmont innovation assets.

TACTIC: Highlight the success of local businesses, investors, inventors, and startups in local news articles and marketing materials.

• In conjunction with Longmont’s overall economic development marketing strategy, the LAEC, LEN, and City should emphasize the city’s highly competitive entrepreneurial environment.

• Highlight success stories of local businesses and innovators in news articles, social media, the LAEC’s website, and in marketing materials.

TACTIC: Communicate entrepreneurial assets and successes to local and regional media.

• Longmont’s geographic position close to the University of Colorado, Colorado State University, strong business climate, and entrepreneurial assets make it a very competitive location for second stage businesses spinning out of nearby universities.

• Create a media kit focused on Longmont’s entrepreneurship assets, rankings, and success stories. • Meet with editorial boards of regional news outlets to share information about Longmont’s entrepreneurship assets.

4.2 Ensure that Longmont has buildings for start-ups and second stage companies.

TACTIC: Work with the private sector to expand innovative office, lab, and other appropriate space for entrepreneurs and startup companies.

• Despite the many innovation assets in Longmont, the city lacks a dedicated building for entrepreneurs that includes a mix of creative space, labs, and offices in one location at competitive rates.

• Because funding is limited, the City should explore public-private partnerships to establish a co-working space for entrepreneurs, potentially using underutilized properties in downtown Longmont.

• Desirable office space with attractive amenities in general is a concern for many startups considering location in Longmont. The City should continue work with developers and property owners to improve and construct appropriate office space for startups.

“Longmont and Boulder are anchors of a high tech corridor.”

-Advance Longmont Interview Participant


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• A centralized entrepreneurial organization will help determine the specific types of space that are in high demand in Longmont. These will likely include lab and manufacturing space in addition to traditional offices.

TACTIC: Adopt policies that make downtown Longmont a destination for entrepreneurs.

• In addition to appropriate buildings, many startup companies look for downtown locations near amenities such as restaurants, coffee shops, jogging and bike trails, and others.

• As redevelopment continues in downtown Longmont and along the river corridor, the City should consult entrepreneurs regarding their needs and desires.

• Incorporate space for entrepreneurs (e.g., under 5,000 SF) and second stage companies (e.g., 5,000-10,000 SF) in redevelopment projects.

4.3 Improve the networking and connectivity between entrepreneurs, capital and start up support organizations.

TACTIC: Support a centralized organization to help bring together diverse groups from regional universities, capital investors, entrepreneurs, leadership, and others to advance entrepreneurial development in Longmont.

• Although currently un-housed, the Longmont Entrepreneurial Network has traditionally served this function in the community.

• By revamping and rebranding in conjunction with this strategy, the LEN or a new entrepreneurial network would serve as the face for Longmont’s entrepreneurial community.

• A centralized entrepreneurial organization would help bring together diverse groups and voices in the community, potentially including outside groups such as representatives from the University of Colorado and Colorado State University.

• By including locally successful inventors and investors, this organization would also be well suited to discuss ways Longmont can build the entrepreneurial community and make recommendations to the City.

Best Practice: Chicago’s 1871

1871 is a co-working center for digital startups. Located in the famed Merchandise Mart, the 50,000-square-foot facility provides Chicago startups with affordable workspace and access to mentors, programming, educational resources, potential investors and a community of like-minded entrepreneurs.

Other Successful Models:

CoWorkJAX: www.coworkJAX.com

CoCo: www.cocomsp.com

Gangplank: www.gangplankhq.com


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TACTIC: Establish regular communication with tech commercialization offices and other research departments at the University of Colorado and Colorado State University to ensure awareness of opportunities in Longmont.

• Many startups developed in either Boulder or Fort Collins would benefit from locating in Longmont, which in many areas offers more competitive infrastructure and opportunities.

• Longmont should ensure that technology commercialization offices, research departments, incubators, and other related organizations at both universities are aware of Longmont’s entrepreneurial opportunities and communicate these to young inventors and startups where appropriate.

• Maintaining these connections and relationships are important for the long-term growth of Longmont and the universities’ commercialization efforts.

TACTIC: Meet with local and external investors to build interest and excitement about opportunities in Longmont.

• The City and LAEC should meet with local and external investors and business leaders in the region to ensure that they are aware of entrepreneurial companies and opportunities in Longmont.

• Many investors just down the road from Longmont are unaware of opportunities in the city. By meeting with them to build interest and knowledge of Longmont’s possibilities, more investors and businesses will look to Longmont both as a destination for their capital and a potential home for their startup companies.

4.4 Continue to expand maker spaces such as TinkerMill.

TACTIC: Support development of maker facilities for manufacturing entrepreneurs.

• Longmont is home to a rare combination of assets in both high tech and manufacturing. This strength is demonstrated in the relatively high concentration of inventors that live in the city and the recent success of the Tinkermill.

• Where possible, the city should support the development of collaborative maker spaces for entrepreneurs that require lab and other specialized facilities for manufacturing and testing purposes.

TACTIC: Talk to local brewers, distilleries and restaurateurs about possibilities for kitchen co-working space and beverage incubators.

• Part of Longmont’s appeal is its unique character, exemplified in the recent success of numerous homegrown breweries, distilleries and restaurants.

• Meet with local brewers, distillers, restaurateurs, and aspiring entrepreneurs to discuss whether they would benefit from kitchen co-working spaces or brewery incubators and what these might look like.


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• If a need is identified and affordable, the City should work with private developers to build the support infrastructure for entrepreneurship in this target industry.

• Few cities are working in non-traditional entrepreneurial areas such as this, and it could potentially provide another incentive for locating and developing the Creative Arts & Culinary industry in Longmont.

Best Practice: Artspace Loveland – Feed & Grain

Artspace, a national art infrastructure organization, partnered with the City of Loveland to preserve the historic Feed & Grain Building. They have transformed the historic building into a place for creative businesses, artist studios, and community space. In addition, they have plans to construct a 30-unit affordable live-work space for artists and their families in an adjacent historical building. The entire project will be completed at an estimated cost of $8.9 million.

Source: Artspace 2014


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Infrastructure

Goal 5.0: Longmont offers a competitive mix of competitive real estate, buildings, and infrastructure for target industry businesses and residents.

5.1 Evaluate Longmont’s current supply and condition of office and industrial buildings. Contrast findings against needs of targets.

TACTIC: Hire a site selection or engineering firm to assess suitability and availability of local buildings for target industries and make recommendations for improvements in Longmont’s building inventory.

• During interviews conducted for this strategy, businesses, public officials and real estate representatives expressed concerns about the availability of modern, competitive Class-A office space, industrial, and other building types in Longmont. However, the exact nature of the building shortage has not been quantified.

• By hiring an expert to assess the local building inventory, the LAEC, City, property owners, and local developers will develop a mutual baseline understanding of exactly what buildings are available locally, their suitability for target industries, and the specific upgrades necessary to make local building stock more competitive.

• Host a real estate roundtable with public and private sector representatives. During the roundtable, discuss the results of the building inventory study and ways to fill gaps in real estate inventory.

• The City should explore loans, grants, or other programs that incent upgrades to existing buildings to meet demand.

Best Practice: TechShop

Begun in 2006, TechShop is a national maker space company that operates facilities in cities across the country. TechShop supports local creative communities by providing tools, software, space, classes, and expert staff. TechShop has locations in nine cities across the country, including San Francisco, Los Angeles, Austin, Pittsburgh, and Washington DC.

Each TechShop facilities offers laser cutters; plastic and electronic labs; machine, wood, and metal working shops; welding equipment; design software; instruction courses; events; and much more.

Classes are open to any interested parties, and individuals can attend for monthly or annual fees that, depending on the level, also allow regular use of the shop’s facilities.

Learn more at:

http://techshop.ws


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5.2 Encourage the redevelopment and beautification of downtown, the river corridor, and other targeted areas such as the Butterball facility and sugar mill.

TACTIC: Ensure that the updated comprehensive plan, St. Vrain River Corridor plan, and other plans and regulations encourage and allow for mixed-uses and align with economic development goals.

• In recent years, downtown Longmont has experienced a surge of redevelopment, with many new restaurants, shops, and other amenities opening. The City must work closely with the DDA to ensure that they have appropriate support.

• Continued redevelopment of downtown, the flood-devastated river corridor, and other areas will require public involvement. This involvement includes setting a clear vision for redevelopment through participating in the St. Vrain River Corridor planning process and providing input on the Longmont Area Comprehensive Plan.

• Create a volunteer program that encourages residents to participate in the beautification process.

• Invest in signage that communicates the results of the St. Vrain River Corridor plan and information about other planned redevelopment projects. Post signs downtown and around project sites to inform residents that progress is underway.

TACTIC: Explore desirability and feasibility of offering beautification and improvement incentives, grants, and Tax Increment Financing (TIF) for property owners in targeted areas.

• Many communities utilize public incentives to encourage beautification and improvement of existing properties, particularly in downtown environments.

• These programs could include tax breaks, small-scale improvement grants and loans, and Tax Increment Financing programs for redevelopment conducted in targeted areas.

• These types of incentives may serve to bridge the gap between desired redevelopment of properties and the funding available to property owners.

Best Practice: Torpedo Factory Art Center – Alexandria, Virginia

Built in 1918, the US Naval Torpedo Station was an active torpedo factory for nearly thirty years until being decommissioned into a government storage facility for another twenty.

The City of Alexandria bought the complex in 1969 with plans to convert the buildings into studio space for artists. After five years of planning and months of cleanup and conversion, the Torpedo Factory Art Center opened to the public in 1974. Further renovations in the 1980s modernized the facility and tied into the city’s waterfront redevelopment. Today, the Torpedo Factory Art Center houses more than 160 artists.

Source: Torpedo Factory Art Center 2014


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TACTIC: The City and LAEC should continue discussions with businesses and developers interested in redevelopment of the Butterball plant, sugar mill, and other large sites.

• The former Butterball plant, sugar mill, and other targeted redevelopment areas in Longmont present challenges and opportunities. These properties face significant redevelopment costs but also offer prime locations and unique infrastructure.

• The City and LAEC should continue working with private businesses and developers to find new tenants for these properties.

• Redevelopment of sites should be considered in the context of this economic development strategy, particularly where opportunities are available to find target industry businesses interested in the properties.

5.3 Continue city investment in capital improvements in public buildings and facilities, transportation, parks and recreation, telecommunications, and water.

TACTIC: Continue to prioritize capital improvements according to the comprehensive plan and economic development priorities.

• Capital improvement funding should be directed to projects based on highest return on investment and community priorities identified by the comprehensive plan and economic development strategy.

• Longmont’s hiking and bike trails, telecommunications, water supply, and other public assets are of the highest quality and help make the city an attractive location for residents and businesses. Ongoing improvements to these assets will add to Longmont’s competitive business climate and quality of life.

TACTIC: Improve public transportation options for Longmont residents and workers.

• Longmont is a commuter community, with many residents working outside the city each day and many workers arriving for work from across the Front Range.

• Local and regional planners must look carefully at where workers are going and coming from and lobby to receive funding for public transportation and highway options connecting Longmont to these locations. In particular, connectivity to Boulder, Denver, and Fort Collins should be improved.

• I-25 is a major distribution pathway for manufacturers located in Longmont. The City should continue to work with regional and national partners to ensure that access to the Interstate is maintained and expanded.

“There is a lack of leadership and a coherent voice around

Longmont’s real estate needs.”

- Advance Longmont Interview Participant


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Vance Brand Municipal Airport

Vance Brand Municipal Airport plays an integral role in Longmont’s mix of assets and overall economic development strategy.

Corporate jet traffic has increased in recent years, as corporations charter or fractionally own aircraft that they use for business travel, avoiding significant time lost in public airports and increasing business efficiency. Corporate jet access thus remains an important site selection factor for corporations that fly clients and executives on a regular basis. The airport’s plan to add a 1,000-foot extension to the runway will allow for increased corporate traffic.

Elite Aviation, the airport’s new Fixed-Based Operator (FBO) also has ambitious plans to build a new terminal and hangar. These improvements will significantly increase the airport’s competitiveness for corporate jet traffic and other business.

Additionally, the airport provides essential physical infrastructure for aerospace and other manufacturing companies to conduct product development and testing activities. The recent UAV company relocation to the airport demonstrates the viability of this type of development. The runway expansion would also allow for larger-scale development, as it allows planes to carry heavier payloads and testing of larger aircraft and devices.

The airport’s current master plan has identified strategies for advancing numerous goals, and the following tactics will help support these objectives in conjunction with this economic development initiative:

• Continue to coordinate work with the airport and City to convince the FAA and state that the 1,000-foot runway expansion is a high priority.

• Support the FBO’s efforts to construct a new terminal building with appropriate, modern facilities. • Market this property for industrial development to capitalize on airport economic development opportunities. • Assist the airport in attracting non-aviation revenue ventures to the airport. • Study long-term possibilities for a spaceport vertical launch facility at the airport. • Explicitly include the airport as an essential asset in Longmont marketing materials. • Consider applying for Foreign Trade Zone designation at the airport and surrounding properties.


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Quality of Life

Goal 6.0: Longmont has a highly attractive quality of life and diverse community, with a thriving arts, culinary, and entertainment culture.

6.1 Support and market arts, culinary, and entertainment community as a resource for residents and destination for visitors.

TACTIC: Develop a centralized website for the arts and entertainment in Longmont, detailing the different organizations, programs, and opportunities in the city.

• Longmont has a rich diversity of arts and entertainment businesses and organizations, but they are largely lacking in coordination. The arts and entertainment community should build a website to showcase Longmont’s diverse artistic and entertainment offerings in a central location.

• The Longmont DDA has an Arts & Entertainment section on their website that could be the starting point for a centralized city-wide website.

Best Practice: The Importance of Community

A 2010 Gallup study of 26 U.S. cities found that peoples’ love and passion for their community could be an indicator of economic potential. According to the study, social offerings, openness and aesthetics are far more important than peoples’ perceptions of the economy, jobs or basic services in creating a lasting emotional bond between people and their community.

• Social offerings, openness and aesthetics consistently rated the highest among 10 drivers of resident attachment, which also included: civic involvement, social capital, education, perception of the local economy, leadership, safety, emotional well-being and basic services.

• Communities with residents who are more attached to a place show stronger GDP growth even in tough economic times.

• People’s perception of their community’s performance in social offerings, openness and aesthetics has a greater impact on their emotional bonds to a place than their demographic characteristics.

• Perception of the local economy is not a leading reason residents create an emotional bond to a place.

Source: Knight Foundation


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TACTIC: Support the Longmont Arts and Entertainment District Plan.

• Encourage local arts, culinary, and entertainment businesses to work closely with the DDA and participate in the Longmont Arts and Entertainment District Plan. This Plan is moving forward quickly and serves to highlight Longmont’s arts assets and draw visitors into the community.

• Create a Creative Advisory Group composed of representatives from the arts, culinary, and entertainment community in Longmont. The Group should advise City policy on arts and culture as well as participate in marketing initiatives.

TACTIC: Continue to redevelop sites that offer the potential to become economic development and cultural anchors for Longmont.

• The redevelopment of the St. Vrain River Corridor presents numerous opportunities for residential and commercial development. Continue to invest in the St. Vrain River master planning processes and engage the community in visioning efforts.

• The former Butterball plant and sugar beet plant should also be prioritized for redevelopment.

TACTIC: Expand craft beer, distillery, and artisan food culture in Longmont.

• Embrace craft beer, distilleries, and artisan food as targets of economic development efforts, including recruitment, new business startup, and expansion of existing businesses.

• Ensure that expanding brewery, distillery, and artisan food options are included in Longmont marketing materials from both LAEC and Visit Longmont.

• Increase promotion of the Colorado Beer Trail and Longmont’s place on it. • Work with area breweries, distilleries, food producers, and locally owned restaurants to include mention of their Longmont

location in their marketing activities.

6.2 Further expand neighborhood identity development.

TACTIC: Continue to brand Longmont neighborhoods and invest in planning, signage, and other amenities that build neighborhood identities.

“For years, we’ve been trying to redevelop our downtown.

It’s time that it happens.”


“Without appealing, higher-end lifestyle amenities, we will lose

workers to neighboring cities. We also have a hard time

entertaining our executives in Longmont. We have to take

them to Boulder and Denver for dinner. ”



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• Continue grants and other programs that bolster neighborhood identities, revitalization, and community spirit. • Encourage the creation of new neighborhoods and revitalization planning for each. • Raise awareness of neighborhood programs and the benefits of forming neighborhood groups. Showcase successful examples

such as Kensington and the Historic Eastside. • These groups should meet regularly to discuss issues, plan neighborhood events, and advise the City on their needs and concerns.

6.3 Invest in recreation and arts facilities, including upgrades to Boulder County Fairgrounds, additional arts venues, and potential construction of an indoor sports arena.

TACTIC: Continue to invest in and promote cultural and recreational venues and events in the city.

• During interviews conducted for this Strategy, numerous Longmont residents cited the success of both the Senior Center and Rec Center. These assets should continue to be supported and expanded where possible.

• The DDA and City should work with local event organizers to find sponsors and volunteers and spread the word about events. • Longmont should continue to host outdoor events, such as athletic competitions, which showcase the city’s scenery and foodie

culture. Focus on events that appeal to Longmont’s desired workforce (e.g., cycling, running, craft beer and artisan food festivals)

Best Practice: Greenville, SC Downtown Revitalization

Like many American cities, Greenville’s traditional downtown began to deteriorate, with many retail establishments closing their doors and moving to the suburbs. Downtown Greenville became a virtual ghost town with vacant buildings and few pedestrians.

Greenville attempted to address these concerns starting in the 1980s with a plan for redeveloping their riverfront and a small radius of downtown around the riverfront. This plan narrowed the street from four lanes to two, installed free, angled parking, trees, and new light fixtures, while creating parks and plazas.

Through a public-private partnership, the city built the Greenville Commons / Hyatt Regency convention hotel as an anchor to begin luring private investment and office construction to downtown. Continued partnerships and investment over the past two decades have brought numerous retailers, art centers, and other mixed-use development to the now thriving downtown.

Source: City of Greenville


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• Events like these bring visitors to town to shop and dine and may even expose business executive and entrepreneurs to opportunities in the city.

• Longmont is a very active community, with numerous outdoor recreational assets. However, the city lacks a multi-purpose ice and sports arena. Hockey is a popular sport in the community, and an ice and sports arena would well-serve Longmont for skating and hockey purposes as well as hosting concerts and other events.

• Conduct a feasibility study to determine the economic potential of an ice and sports arena.

TACTIC: Examine redevelopment opportunities at the Boulder County Fairgrounds.

• The Boulder County Fairgrounds is a dated venue. With proper renovation, the Fairgrounds could be utilized for larger special events. These renovations would make Longmont an even more attractive community, both for local residents and visitors.

• Because the Fairgrounds are a county facility, the City, LAEC, and Visit Longmont need to work with the Boulder County Commissioners to find motivation and funding to improve the facility. Demonstrating the economic development value of a redeveloped Boulder County Fairgrounds as an asset for residents and visitor attraction will be critical to this process.

“My son is active in a hockey league. Without an ice rink in Longmont, I have to drive for

hours each week to get him to his games. The distance is so far that

my husband and I have considered moving out of

Longmont so that we may be closer to a rink.”



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Implementation Plan This final section of this report provides an Implementation Plan for the strategy. The consulting team includes an organizational structure for coordinating implementation, metrics for tracking performance, and a table containing all actionable items, timeframes, and responsibilities for each.

Implementation Organization The Advance Longmont strategy is designed to ensure an approach to economic development that coordinates all organizations and individuals within the city, both public and private. It calls on many organizations in Longmont to assist with implementation, not just the City government and the LAEC.

First Steps

1. To begin, share this draft strategy with LAEC board members, City Councilmembers, and board members of Longmont organizations that will have a role in implementing the recommendations and tactics.

2. Solicit feedback from those individuals and share feedback with the consulting team so that they can finalize the strategy.

3. Host an implementation workshop with all parties who have a role in implementing this strategy.

4. Create a toolkit of materials that Steering Committee members and other community leaders can use to share this Strategy with others in the community. The toolkit could contain a (1) PowerPoint presentation highlighting target industries, goals, and recommendations, (2) a one-page flyer summarizing the Strategy, and (3) a copy of the Strategy. A project implementation website could also be developed to keep the Strategy online and allow the community to track implementation.

Steps to Implementation:

! Create a Strategy communications toolkit. ! Meet with implementers to discuss their

roles. ! Share the Strategy with other community

groups. ! Establish an Implementation Committee and

working groups. ! Engage City/LAEC staff in providing

support to the Committee. ! Schedule quarterly meetings for working

groups to report progress. ! Calculate metrics and update the

implementation tables on an annual basis. ! Consider Organizational Assessment

recommendations and potential realignment of City and LAEC responsibilities.


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Spend two to three months meeting with all organizations listed in the “responsibility” column of the implementation tables. Help them understand the importance of the Strategy and ask them to adopt recommendations related to their organizations in their own organizational plans.

Implementation Committee

We recommend that the City of Longmont and LAEC establish an Economic Development Strategic Planning Implementation Committee consisting of one representative from each organization listed in the “responsibility” box of the tables. This Committee should be charged with monitoring progress. In 2014/2015, the Committee should meet on a quarterly basis. It can scale back meeting frequency basis as recommendations are completed.

Establish two Co-Chair positions for the Implementation Committee, preferably from the private sector. The Chairs may rotate on an annual or bi-annual basis.

Working Groups

Within the Implementation Committee, working groups should form around each major topic in the report: Education and Workforce, Business Climate, Infrastructure, Quality of Life, and Marketing. Working groups will be comprised of representatives from each organization listed in the “responsibility” column of the worksheet. Working groups can meet as frequently as needed between Implementation Committee meetings to establish a plan for addressing their recommendations and take action. During each Implementation Committee meeting, working groups will be asked to report on progress to the larger group. Each working group can be assigned a chairperson to coordinate meetings and keep the agenda on track.

Keeping the Strategy Current

The Strategy is a living document. On an annual basis, the Implementation Committee (and working groups) should update the Strategy vis-a-vis the implementation tables. Cross-off recommendations that have been completed, adjust timelines and responsibilities as needed, update wording as needed, and eliminate recommendations that are no longer relevant. Calculate metrics and develop a scorecard to grade performance.

The LAEC and City will assist with facilitating the Implementation Committee meetings. Their role will be similar to the role played with the Advance Longmont Steering Committee – send meeting notices, identify a meeting location, handle meeting logistics, and distribute follow-up reports to committee members.

The City, LAEC, and other organizations involved with implementation can monitor progress by tracking the percent complete for each recommendation contained in the implementation tables contained in the following pages. Other metrics are provided in the following section.


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Structure

Lastly, the City should consider the findings of the Organizational Assessment and evaluate the staff and responsibility balance between the City and the LAEC. The City and LAEC should identify the best balance of activities to coordinate the implementation of this Strategy and performing research, business development, prospect management, and other day-to-day economic development operations. There may be a need for adjusting staff responsibilities and roles between the two organizations to provide more dedicated time to overseeing implementation progress and regular activities. Incorporating the Strategy’s goals and tactics into staff performance reviews will also be helpful.

Best Practice: 9 Traits of Highly Effective Economic Development Initiatives

1. Are driven by their customer 2. Operate with a strong strategy 3. Measure results and adjust 4. Showcase adaptability, entrepreneurialism, risk taking 5. Build strong alliances and networks 6. 50%+ private sector involvement 7. Have passionate, innovative leaders 8. Represent a diversity of perspectives 9. Clear and consistent direction

Source: IEDC 2011


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Metrics Metrics provide a means of measuring the success of an economic development strategic plan and setting goals to work towards. It is difficult to perfectly quantify the success of an economic development strategy, as many factors influence a local economy, including the overall health of global markets, the operations of individual businesses, commodity prices, social media trends, and many more.

By setting goals and regularly measuring specific metrics, local leaders can observe trends and quantify the effects of local programs. The following suggested metrics provide guidance for monitoring the success of Longmont’s economic development performance.

Implementation Metrics

Tracking the implementation progress for each recommendation in this report is a metric in itself. By regularly checking recommendation progress to the implementation schedule, Longmont leadership can gauge the success of implementation and more effectively direct efforts. The Implementation Committee and working groups can regularly track implementation of the Strategy according to these tables schedule.

General Economic Health Metrics

The Implementation Committee can effectively monitor the overall health of Longmont’s economy by annually examining key statistics regarding the local economy:

• Rate of employment growth (overall and by target industry, see tables in Target Industry report) • Rate of population growth • Rate of wage and income growth • Unemployment rate • Percentage of population with higher educational attainment (e.g., associate degree or higher) • Percentage of population aged 25 to 44 years • Percentage of population living below the poverty line • Tax revenue

Economic Development Campaign Metrics

The economic development campaign should ultimately lead to increased prospect activity, new company growth, company expansions and business recruitment. The following metrics indicate that local policies, improvements and marketing activities are paying off:

• Number of new business licenses granted by City of Longmont • Number of qualified leads


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• Number of prospect visits • Number of won projects • Job growth rate by existing and new businesses • Corporate investment

Marketing Metrics

Marketing activity metrics are designed to monitor the effectiveness of marketing recommendations in this Strategy. If the recommendations are producing results, Longmont should expect to see increased activity in the following areas:

• Frequency of social media postings by LAEC • Number of social media followers • Frequency of hashtag (#) mentions of Longmont and economic development campaign • The ratio of engagement activities (such as retweets, forwards, and likes) to the number of followers in each social media

platform (Facebook, Twitter, etc.) • Number of visitors to LAEC and City economic development webpages • Number of referrals to Longmont campaign website through search engines • Average length of stay by visitors on the website • Number of media mentions (television, radio, newspaper, news sites) • Active list of rankings where Longmont appears • Percentage of qualified leads that are generated through social media and websites


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Target Timing The timing of target development approaches is an important consideration. Some targets are already well established locally and staged for immediate development in Longmont, while others are longer-term prospects that require further development of local competitive assets. Each target’s potential is qualified as immediate, mid-term, or long-term:

Immediate Opportunity:

• Longmont has adequate assets and industry presence to immediately begin pursuit of the target. Examples include the expansion of a strong existing sector, such as Data Storage, or ones that could flourish with simple improvements to Longmont’s asset mix.

Mid-Term Opportunity:

• These sectors are established in the community, with some companies, workforce programs, natural resources, or infrastructure strengths, and are forecast to grow. These opportunities have strong prospects, but Longmont lacks one or more critical assets necessary to be a highly competitive location today.

Long-Term Opportunity:

• These sectors are forecast for strong growth and align with Longmont’s goals but currently have a limited local presence. Longmont either lacks several critical assets necessary to compete or the sector is still emerging nationally. The Implementation Plan will recommend tactics to increase opportunities in these sectors in the future.

ADVANCE LONGMONT TARGET TIMING & APPROACHTiming

ADVANCED TECHNOLOGY Recruit Retain StartupAerospace & Defense Immediate 70% 20% 10%Data Storage Immediate 10% 80% 10%Computers & Electronics Immediate 40% 50% 10%Energy Components Mid-term 40% 40% 20%Agricultural Technology Mid-term 60% 10% 30%

BIOSCIENCE Recruit Retain StartupMedical Devices Immediate 60% 20% 20%Pharmaceuticals Immediate 20% 70% 10%Diagnostics Long-term 70% 0% 30%

CREATIVE ARTS & CULINARY Recruit Retain StartupBreweries & Distilleries Immediate 10% 50% 40%Food & Beverage Production Immediate 40% 40% 20%Food & Dining Immediate 10% 40% 50%Visual & Performing Arts Mid-term 10% 40% 50%Special Events Long-term 40% 20% 40%

PROFESSIONAL SERVICES & IT Recruit Retain StartupEngineering & Design Services Immediate 10% 60% 30%Back Office Mid-term 70% 20% 10%Research & Development Immediate 40% 50% 10%Software Immediate 30% 50% 20%

Economic Development Approach


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As seen in the table above, Longmont has many targets with immediate potential for development. Targets that are already well-established in Longmont and should be the focus of immediate retention strategies include:

• Data Storage • Computers & Electronics • Pharmaceuticals • Breweries & Distilleries • Food & Beverage Production • Engineering & Design Services • Research & Development • Software

Other targets that Longmont currently has competitive strengths but should be the focus of immediate attraction strategies include:

• Aerospace & Defense • Agricultural Technologies • Medical Devices • Food & Beverage Production

Some targets will require mid- or long-term development strategies, focused on building critical assets necessary for the industry, whether in workforce, building inventory, or another category. Important mid- and long-term strategic targets include:

• Energy Components • Agricultural Technology • Diagnostics • Visual & Performing Arts • Special Events • Back Office

The arrangement of these targets based on timing and approach informs whether they are more of a focus for internal or external marketing initiatives, infrastructure improvement, or workforce education programs. All targets are important to Advance Longmont, but timing prioritization will help the LAEC and City identify those staged for immediate work and those requiring patience and continued strategic investment.


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Implementation Tables The following pages contain a list of all actionable items in the Implementation Plan along with suggested time frames and task assignments.

The tables contain suggested timing for implementation, task responsibility, and budget when possible.

1

1.1

1.1aShare(the(Advance(Longmont(strategy(with(partner(organizations(and(community(leaders.(

LAEC All(Eco(Dev(Partners(plus(TinkerMill,(Boulder(Co,(SVVSD

1.1a1•(Provide(copies(of(the(strategy(to(the(boards(of(partner(organizations(and(community(leaders(asking(for(feedback.

LAEC All(Eco(Dev(Partners(plus(TinkerMill,(Boulder(Co,(SVVSD

1.1a2

•(Invite(boards(and(leadership(to(an(Advance(Longmont(Summit(to(unveil(this(strategy(to(attendees,(train(the(community(on(implementation,(and(energize(the(community(about(the(strategy.

LAECAll(Eco(Dev(Partners(plus(

TinkerMill,(Boulder(Co,(SVVSD

1.1bHave(plan(adopted(by(City(Council\(Partner(Groups(in(August/September,(host(Summit(in(September;(at(event,(have(board(chairs(report(out(on(their(roles

City All(Eco(Dev(Partners(plus(TinkerMill,(Boulder(Co,(SVVSD

1.2

1.2aPass(a(City(Council(resolution(officially(adopting(the(Advance(Longmont(strategy(for(the(City.(

City LAEC Month(1 Month(4

1.2bEducate(partner(staff(about(the(Advance(Longmont(strategy,(their(roles,(and(how(to(use(the(strategy(as(a(comprehensive(guideline(moving(forward.(

City LAEC Month(1 Month(4

Adopt&the&Advance&Longmont&strategy&as&the&official&economic&development&strategy&of&the&City&of&Longmont.

Engage&Longmont&partner&organizations&and&leadership&regarding&their&roles&in&the&strategy.

Month(1 Month(4

GOAL&1:&Prepare&Longmont&organizations&and&leadership&for&comprehensive&implementation&of&the&Advance&Longmont&strategy.

Implementation&Preparation Primary&Responsibility Supporting&Organizations Start&Year End&Year


135

2

2.1

2.1aShare)the)results)of)Advance)Longmont)with)the)larger)community. LAEC,)City Chamber)of)Commerce,)LDDA,)

Visit)Longmont2014 Ongoing

2.1a1

•)Provide)steering)committee)members,)City)representatives,)LAEC)board)members,)and)business)leaders)with)a)presentation)and)speaking)points)that)they)can)use)to)share)this)strategy)with)their)networks.)

LAEC,)CityChamber)of)Commerce,)LDDA,)

Visit)Longmont 2014 Ongoing

2.1a2•)Host)an)Advance)Longmont)Summit)to)unveil)this)strategy)to)attendees)and)train)the)community)on)implementation.

LAEC,)City Chamber)of)Commerce,)LDDA,)Visit)Longmont

2014 Ongoing

2.1a3•)Post)this)report)on)the)City)and)LAEC)websites.) LAEC,)City Chamber)of)Commerce,)LDDA,)


2.1bProvide)a)monthly)report)at)partner)meeting;)semi)annual)report)at)LAEC,)City)Council LAEC,)City Chamber)of)Commerce,)LDDA,)


2.1c Invest)in)an)internal)and)external)marketing)plan. LAEC City 2015 Ongoing

2.1c1

•)Longmont)has)highly)competitive)assets)in)a)number)of)economic)development)areas)but)many)external)audiences)(and)local)residents))are)unaware)of)these)advantages.)

LAEC City

2.1c2•)Develop)a)comprehensive)marketing)campaign)plan)and)updated)marketing)tools)needed)to)implement)the)plan.)

LAEC City 2015 Ongoing

2.1c3 •)Raise)money,)as)needed,)for)LAEC)to)implement)the)marketing)plan. LAEC City 2015 Ongoing

2.1dEstablish)the)LAEC’s)website)as)the)area’s)leading)economic)development)marketing)tool.

LAEC City,)Chamber)of)Commerce 2015 Ongoing

2.1d1 •)Ensure)that)the)website)is)compatible)with)mobile)and)tablet)devices.) LAEC City,)Chamber)of)Commerce 2014 Ongoing2.1e Add)links)to)LAEC)from)City,)Chamber,)LDDA,)Latino)Chamber)sites LAEC City,)Chamber)of)Commerce 2014 Ongoing

2.1e1

•)Use)the)LAEC)website)as)the)area’s)primary)information)portal)for)economic)development)in)Longmont.)This)includes)providing)interactive)economic)and)demographic)data,)detailed)sales)messages)for)each)target)industry,)success)stories)from)local)businesses,)building)availability,)business)resources,)incentive)policies,)and)much)more.)

LAEC City,)Chamber)of)Commerce,)SBDC 2015 Ongoing

2.1e2•)Make)sure)Longmont’s)target)industries)and)supportive)assets)are)clearly)articulated)and)visible)on)the)website.


2.1e4

•)Utilize)social)media)and)other)media)outlets)to)promote)brand)awareness.)Consider)maintaining)a)blog)on)the)LAEC)website)that)shares)economic)development)wins,)Longmont)news)stories,)etc.;)work)with)businesses)and)partner)organizations)to)submit)blog)entries)


Engage&in&stronger&internal&and&external&marketing&initiatives.

GOAL&2:&Longmont&is&recognized&locally,&nationally,&and&globally&as&a&premier&business&location.

Primary&Responsibility Supporting&Organizations Start&Year End&YearMarketing


136

2

2.1f

Coordinate.marketing.efforts.with.Visit.Longmont,.the.LDDA,.and.other.City.and.regional.organizations.

LAECLDDA,.Visit.Longmont,.Chamber.of.Commerce,.City,.SBDC,.Latino.

Chamber2015 Ongoing

2.1f1

•.Visit.Longmont.and.the.LDDA.have.existing.marketing.materials.and.budgets..The.LAEC.and.City.should.work.with.these.organizations.to.ensure.that.marketing.collateral.reflects.this.strategy.and.the.overall.Longmont.economic.development.objectives.where.they.align..

LAECLDDA,.Visit.Longmont,.Chamber.of.

Commerce,.City2015 Ongoing

2.1f2

•.The.City.and.LAEC.should.also.work.with.the.Longmont.Sister.Cities.Association.to.ensure.that.economic.development.opportunities.and.partnerships.are.emphasized.in.relations.with.Longmont’s.sister.cities.of.Chino,.Japan.and.Ciudad.Guzman,.Mexico..


Commerce,.City2015 Ongoing

2.1f3•.Create.a.package.of.information.for.marketing.Longmont’s.economic.development.opportunities.at.partner.offices.and.limited.local.events.


Commerce,.City,.SBDC2014 Ongoing

2.1gCollaborate.on.businessRrelated.events.that.reinforce.Longmont's.proRbusiness.culture,.i.e..Longmont.Business.Startup.Week

Eco.Dev.PartnershipLDDA,.Visit.Longmont,.Chamber.of.

Commerce,.City,.SBDC2015 Ongoing

2.2

2.2aHost.an.annual.Real.Estate.Tour.of.Longmont.to.expose.the.larger.region’s.commercial.realtors.and.developers.to.Longmont’s.many.assets..

LAEC City,.Chamber.of.Commerce 2015 Ongoing

2.2bActively.participate.in.the.Metro.Denver.EDC.and.Northern.Colorado.marketing.activities,.meetings.and.networking.events.


2.2b1

•.The.LAEC.should.provide.marketing.materials,.success.stories,.and.other.selling.points.to.Metro.Denver.and.Northern.Colorado.to.ensure.that.the.city.is.high.on.their.lists.of.viable.regional.locations.when.talking.to.prospects.


2.2c Collect.business.testimonials.from.Chamber.members,.LDDA.members,.etc. Eco.Dev.Partnership N/A 2014 Ongoing

2.2dConsider.producing.short.videos.that.market.economic.development.opportunities LAEC

City,.Chamber,.LDDA,.Visit.Longmont

2015 Ongoing

Boost%active%participation%in%Metro%Denver%and%Northern%Colorado%marketing%activities%to%build%awareness%of%Longmont%as%a%premier%business%location.

GOAL%2:%Longmont%is%recognized%locally,%nationally,%and%globally%as%a%premier%business%location.

Primary%Responsibility Supporting%Organizations Start%Year End%YearMarketing


137

3.1

3.1a

Work)with)CO)Workforce)Council)and)regularly)attend)Industry)Sector)meetings)to)monitor)business)needs)and)to)maintain)communication)with)targeted)business.)Regularly)attend)the)Chamber's)Industry)Council)and)reviewing)local)responses)to)annual)business)retention)surveys,)etc.

LAECCity,)Chamber)of)Commerce,)FRCC,)CO)Workforce)Council

2014 Ongoing

3.1b Complete)the)Longmont)Area)Comprehensive)Plan)update. City LAEC,)LDDA 2014 2015

3.1cExamine)planning)and)development)codes)to)ensure)consistency)with)target)industry)needs)and)realities.

City LAEC,)LDDA 2014 2015

3.1dReview)and)ensure)the)City’s)economic)development)incentive)policy)is)comprehensive)and)transparent.

City LAEC,)LDDA 2014 2015

3.2

3.2aEnsure)that)Longmont)has)funding)and)staff)in)an)organization)dedicated)to)growing)small)businesses.

LAEC City,)SBDC,)Chamber 2015 Ongoing

3.2bCreate)a)sampleQsized)business)retention)survey)for)small)business)similar)to)LAEC's)primary)employer)survey

LAEC LDDA,)City,)SBDC 2015 Ongoing

3.33.3a Build)minority)participation)in)the)business)community)and)civic)processes. LAEC Chamber(s),)LDDA,)City,)SBDC 2014 Ongoing

3.3bCreate/expand)partnership)opportunities)with)Boulder)Co.)Latino)Chamber Latino)Chamber

Chamber)of)Commerce,)City,)LAEC,)LDDA,)SBDC

2015

3.3c

Provide)smallQbusiness)resources)that)are)bilingual)and)multicultural)to)help)address)the)needs)of)minorityQowned)businesses)with)support)of)community)organizations)that)work)in)this)area

LAECSBDC,)LDDA,)City,)Chamber)of)

Commerce,)Longmont)Multicultural)Action)Committee

2015 2016

3.3dCreate)a)program)to)place)minority)students)from)SVVSD)and)FRCC)on)local)boards)and)commissions

Latino)Chamber City

3.4Continue(and(expand(upon(local(economic(development(organzations'(supportive(partnerships(and(collaboration

3.4aMaintain)monthly)partner)meetings,)utilize)time)for)communicating)plan)implementation)steps)and)additional)strategic)planning LAEC

Chamber)of)Commerce,)City,)LDDA,)SBDC,)Latino)Chamber,)Visit)

Longmont,)TinkerMill 2014 Ongoing

3.4b Identify)areas)for)additional)partnership)and)collaboration LAEC

Chamber)of)Commerce,)City,)LDDA,)SBDC,)Latino)Chamber,)Visit)

Longmont,)TinkerMill 2014 Ongoing

GOAL(3:(Longmont(has(a(premier(business(climate(for(its(target(industries.(

Review(regulatory(and(permitting(procedures(for(target(industries.(

Continue(to(support(small(business(development(initiatives(such(as(the(Longmont(Economic(Gardening(Initiative((LEGI).

Continue(to(provide(outreach(to(minority(populations.(

Business(Climate Primary(Responsibility Supporting(Organizations Start(Year End(Year


138

4.14.1a Participate,in,CO,Workforce,Council/Front,Range,Industry,Sectors,Group LAEC FRCC,,City 2014 2015

4.1b

Continue,expanding,collaborative,efforts,and,coordination,between,the,St.,Vrain,Valley,School,District,,Front,Range,Community,College,,and,other,educational,institutions.

FRCC,,SVVSD

LAEC,,City,,Front,Range,Community,College,,St.,Vrain,Valley,School,District,,Private,

Businesses

2014 Ongoing

4.1b1

•,The,LAEC,should,participate,more,actively,in,the,Chamber’s,Education,working,group,,which,should,be,composed,of,representatives,from,the,St.,Vrain,Valley,School,District,,Front,Range,Community,College,,Work,Force,Development,,local,employers,,and,other,relevant,stakeholders.,

LAEC LAEC 2014 Ongoing

4.1c1

•,Work,with,FRCC,,SVVSD,groups,to,quantify,gaps,between,current,education,/,training,throughout,and,the,forecasted,needs,of,employers.,,,Refer,to,these,findings,when,making,decisions,about,education,/,training,programs.

FRCC,,SVVSD

LAEC,,City,,Front,Range,Community,College,,St.,Vrain,Valley,School,District,,Private,

Businesses

2014 Ongoing

4.2

4.2aContinue,to,host,career,fairs,,networking,events,,talks,,and,other,avenues,to,connect,employers,to,students,and,prospective,employees.

Chamber,of,CommerceFRCC,,LAEC,,Private,Businesses

2014 Ongoing

4.2b Support,and,develop,the,Student,Advisory,Board,of,the,Latino,Chamber,of,Commerce Latino,Chamber,of,Commerce Economic,Development,Partners4.2c Expand,internship,opportunities,through,IBMC,,SVVSD,,FRCC FRCC,,SVVSD SVVSD,,FRCC,,LAEC 2014 Ongoing

4.3

4.3a

Market,the,availability,and,career,opportunities,of,the,Career,Development,Center,,STEM,programs,,Innovation,Center,,Pathways,to,Technology,and,Early,College,(PWTECH),and,technical,tracks.

LAEC,,SVVSD SVVSD,,FRCC 2014 Ongoing

4.3bWork,with,SVVSD,to,create,a,safe,school,prototype,using,technologies,from,local,employers

LAEC City,,Intrado 2014 Ongoing

4.3cProvide,opportunities,for,upward,mobility,and,ESL,for,Latino,and,underserved,populations.

Front,Range,Community,College,,El,,Comite,,Intercambio

St.,Vrain,Valley,School,District,,LAEC,,Chamber,of,Commerce,,City

2014 Ongoing

4.3d Pursue,and,Support,5WYear,High,School,Program,resulting,in,2,year,FRCC,degree SVVSD FRCC, 2014 2015

4.4

4.4aConvene,a,group,of,professionals,to,discuss,what,Longmont,can,do,to,attract,a,diverse,workforce.

Chamber,of,Commerce,(NeXt,Committee)

City,(bilingual,task,force),,LDDA,,Creative,District,,Latino,Chamber

2014 Ongoing

Primary'Responsibility Supporting'Organizations Start'Year End'YearEducation'&'Workforce

Raise'awareness'of'career'opportunities'through'technical'tracks'including'STEM,'specialized'certificates,'associate'degrees,'ESL,'and'other'professional'development'programs.'

Develop'social'amenities'that'help'retain'and'attract'workers.

GOAL'4:'Longmont'is'home'to'a'diverse'and'talented'workforce,'including'skilled'manufacturing'workers'and'wellKeducated'young'professionals.

Align'education'and'training'with'target'industry'needs.

Connect'students'to'internship,'apprenticeship,'and'mentoring'programs.


139

4.5

4.5aReview*development*procedures*and*financing*tools*to*ensure*that*they*promote*construction*of*a*broad*mix*of*housing*in*Longmont.* City

LAEC,*Chamber*of*Commerce 2014 2015

4.5a1•*The*City*should*ensure*that*codes*and*zoning*allow*for*construction*of*needed*housing*elements. City


4.5a2

•*Incentives*and*other*funding*programs*should*be*explored*to*encourage*construction*of*a*diversity*of*housing*options.*Consider*implementing*one*or*more*of*the*funding*options*provided*for*in*the*2013*Workforce*Housing*Task*Force*recommendations. City


4.5bNew*housing*construction*should*provide*choice*at*all*economic*levels,*particularly*workforce*housing.**

Longmont*Housing*Authority City 2014 Ongoing

Ensure'that'Longmont'has'a'competitive'supply'of'housing'for'workers'of'all'levels.'

GOAL'4:'Longmont'is'home'to'a'diverse'and'talented'workforce,'including'skilled'manufacturing'workers'and'well@educated'young'professionals.

Primary'Responsibility Supporting'Organizations Start'Year End'YearEducation'&'Workforce


140

5.1

5.1aHighlight+the+success+of+local+businesses,+investors,+inventors,+and+startups+in+local+news+articles+and+marketing+materials.

LAEC TinkerMill,+SBDC,+SVVSDFInnovation+Center

2014 Ongoing

5.1b Communicate+entrepreneurial+assets+and+successes+to+local+and+regional+media. LAEC Chamber+of+Commerce,+City 2014 Ongoing

5.1b1•+Create+a+media+kit+focused+on+Longmont’s+entrepreneurship+assets,+rankings,+and+success+stories.

LAEC Chamber+of+Commerce,+City,+SVVSD

2015 Ongoing

5.1b2•+Meet+with+editorial+boards+of+regional+news+outlets+to+share+information+about+Longmont’s+entrepreneurship+assets.+

LAEC Chamber+of+Commerce,+City 2015 Ongoing

5.1c Promote+Longmont's+designation+as+a+gigabit+city

5.2

5.2aEncourage+and+partner+with+the+private+sector+to+expand+innovative+office,+lab,+and+other+appropriate+space+for+entrepreneurs+and+startup+companies.

LAEC City,+Chamber+of+Commerce 2014 Ongoing

5.2b Adopt+policies+that+make+downtown+Longmont+a+location+for+startups+ LDDA 2014 Ongoing

5.2b1•+Incorporate+space+for+entrepreneurs+(e.g.,+under+5,000+SF)+and+second+stage+companies+(e.g.,+5,000F10,000+SF)+in+redevelopment+projects.+

City City 2014 Ongoing

5.2b2Encourage+adaptive+reuse+of+historic+buildings;+consider+National+Register+designations/District+status

City LDDA

5.3

5.3a

Support+a+centralized+organization+to+help+bring+together+diverse+groups+from+regional+universities,+capital+investors,+entrepreneurs,+leadership,+and+others+to+advance+entrepreneurial+development+in+Longmont.

LAECLAEC,+Chamber+of+Commerce,+

FRCC,+SBDC,+City,+TinkerMill,+and+SVVSDFInnovation+Center

2014 Ongoing

5.3b

Establish+regular+communication+with+technology+commercialization+offices+and+other+research+departments+at+the+University+of+Colorado+and+Colorado+State+University+to+build+awareness+of+opportunities+in+Longmont.

LAEC LAEC,+SBDC 2014 Ongoing

5.3cEngage+local,+regional,+state+and+national+investors+to+build+interest+and+excitement+about+opportunities+in+Longmont.

LAEC Chamber+of+Commerce,+SBDC 2015 Ongoing

5.4 Continue(to(expand(maker(spaces(such(as(TinkerMill.(

5.4aFacillitate+and+nurture+development+of+maker+facilities+for+manufacturing+entrepreneurs.

City TinkerMill,+LAEC,+Chamber+of+Commerce,+SBDC,+and+SVVSD

2014 Ongoing

5.4b

Survey+local+brewers,+distilleries,+restaurateurs+and+small+scale+food+and+beverage+production+companies+about+possibilities+for+kitchen+coFworking+space,+joint+production+facilities.

LDDALatino+Chamber,+City,+LAEC,+Chamber+of+Commerce,+SBDC 2015 Ongoing

Improve(the(networking(and(connection(among(entrepreneurs,(capital(and(start(up(support(organizations.

GOAL(6:(Longmont(is(an(ideal(home(for(startups(at(all(stages(of(development(and(recognized(as(a(national(center(for(innovation.(

Increase(awareness(of(Longmont(innovation(assets.(

Ensure(that(Longmont(has(buildings(for(startFups(and(second(stage(companies.(

Entrepreneurship(&(Innovation Primary(Responsibility Supporting(Organizations Start(Year End(Year


141

6.1

6.1a

Consider-hiring-a-site-selection-or-engineering-firm-to-assess-suitability-and-availability-of-local-buildings-for-target-industries-and-make-recommendations-for-improvements-in-Longmont's-building-inventory.

LAEC City,-Chamber-of-Commerce,-LDDA 2014 2015

6.1a1

•-Host-a-real-estate-roundtable-with-public-and-private-sector-representatives.-During-the-roundtable,-discuss-the-results-of-the-building-inventory-study-and-ways-to-fill-gaps-in-real-estate-inventory.

LAEC City,-Chamber-of-Commerce,-LDDA 2014 2015

6.1a2•-The-City-should-explore-loans,-grants,-or-other-programs-that-incent-upgrades-to-existing-buildings-to-meet-demand.

City LAEC,-Chamber-of-Commerce,-LDDA

2014 2015

6.2

6.2a

Ensure-that-the-updated-comprehensive-plan,-St.-Vrain-River-Corridor-plan,-and-other-plans-and-regulations-encourage-and-allow-for-mixedMuses-and-align-with-economic-development-goals.

City LAEC,-LDDA,-Visit-Longmont 2014 2015

6.2a1•-Create-a-volunteer-program-that-encourages-residents-to-participate-in-the-beautification-process.

City LAEC,-LDDA 2014 2015

6.2a2

•-Invest-in-signage-that-communicates-the-results-of-the-St.-Vrain-River-Corridor-plan-and-information-about-other-planned-redevelopment-projects.-Post-signs-downtown-and-around-project-sites-to-inform-residents-that-progress-is-underway.-

City LAEC,-LDDA,-Visit-Longmont 2014 2015

6.2b

Explore-desirability-and-feasibility-of-offering-beautification-and-improvement-incentives,-grants,-and-Tax-Increment-Financing-(TIF)-for-property-owners-in-targeted-areas.-

City LURA,-LDDA 2014 2015

6.2cThe-City-and-LAEC-should-continue-discussions-with-businesses-and-developers-interested-in-redevelopment-of-the-Butterball-plant,-sugar-mill,-and-other-large-sites.-

City LAEC,-LDDA

6.2c1•-The-City-and-LAEC-should-continue-working-with-private-businesses-and-developers-to-find-new-tenants-for-these-properties.

City LAEC,-LDDA

6.3

6.3aContinue-to-prioritize-capital-improvements-according-to-the-comprehensive-plan-and-economic-development-priorities.-

City LAEC,-LDDA 2014 Ongoing

6.3b Improve-public-transportation-options-for-Longmont-residents-and-workers City 2014 Ongoing

Continue(city(investment(in(capital(improvements(in(public(buildings(and(facilities,(transportation,(parks(and(recreation,(telecommunications,(and(water.(

2014 Ongoing

GOAL(6:(Longmont(offers(a(competitive(mix(of(real(estate,(buildings,(and(infrastructure(for(target(industry(businesses(and(residents.(

Evaluate(Longmont's(current(supply(and(condition(of(office(and(industrial(buildings.(Contrast(findings(against(needs(of(targets.

Primary(Responsibility Supporting(Organizations Start(Year End(YearInfrastructure

Encourage(the(redevelopment(and(beautification(of(downtown,(the(river(corridor,(and(other(targeted(areas(such(as(the(Butterball(facility(and(sugar(mill.


142

Primary Supporting. Start End

! Responsibility Organization(s) Year Year

7.1

7.1a Develop+a+centralized+website+for+the+arts+and+entertainment+in+Longmont,+detailing+the+different+organizations,+programs,+and+opportunities+in+the+city.+

LDDA?Creative+District,+Visit+Longmont

LDDA,+City,+LAEC,+Chamber+of+Commerce,+Visit+Longmont,+LCA

2014 2015

7.1b Support+the+Downtown+Longmont+Creative+District+Plan. LDDAVisit+Longmont,+City,+LAEC,+

Chamber+of+Commerce,+Boulder+Co.+Latino+Chamber,+LCA

2014 Ongoing

7.1b1•+Encourage+local+arts,+culinary,+and+entertainment+businesses+to+work+closely+with+the+LDDA+and+participate+in+the+Longmont+Arts+and+Entertainment+District+Plan.

LDDAVisit+Longmont,+City,+LAEC,+


2014 Ongoing

7.1b2•+Form+a+Creative+Advisory+Group+composed+of+representatives+from+the+arts,+culinary,+and+entertainment+community+in+Longmont.+The+Group+should+advise+City+policy+on+arts+and+culture+as+well+as+participate+in+marketing+initiatives.

LDDAVisit+Longmont,+City,+LAEC,+


2014 Ongoing

7.1c Continue+to+redevelop+sites+that+offer+the+potential+to+become+economic+development+and+cultural+anchors+for+Longmont.+

City LAEC,+LDDA,+Chamber+of+Commerce,+LCA

2014 Ongoing

7.1dExpand+craft+beer,+distilleries,+and+artisan+food+as+targets+of+economic+development+efforts,+including+recruitment,+new+business+startup,+and+expansion+of+existing+businesses.

LAEC City,+LDDA,+Chamber+of+Commerce 2016 Ongoing

7.1d1 •+Ensure+that+expanding+brewery,+distillery,+and+artisan+food+options+are+included+in+Longmont+marketing+materials+from+both+LAEC+and+Visit+Longmont.

LAEC City,+LDDA,+Chamber+of+Commerce,+Visit+Longmont

2016 Ongoing

7.1d2•+Work+with+areas+breweries,+distilleries,+food+producers,+and+locally+owned+restaurants+to+include+mention+of+their+Longmont+location+in+their+marketing+activities.

LAECCity,+LDDA,+Chamber+of+

Commerce,+Visit+Longmont 2016 Ongoing

7.2

7.2a Continue+to+brand+Longmont+neighborhoods+and+invest+in+planning,+signage,+and+other+amenities+that+build+neighborhood+identities.

City 2014 Ongoing

7.2a1 •+Continue+grants+and+other+programs+that+bolster+neighborhood+identities,+revitalization,+and+community+spirit.

City 2014 Ongoing

7.2a2 •+Encourage+the+creation+of+new+neighborhoods+and+revitalization+planning+for+each.

City 2014 Ongoing

7.2a3•+Raise+awareness+of+neighborhood+programs+and+the+benefits+of+forming+neighborhood+groups.+Showcase+successful+examples+such+as+Kensington+and+the+Historic+Eastside.

City 2014 Ongoing

7.2a4 •+These+groups+should+meet+regularly+to+discuss+issues,+plan+neighborhood+events,+and+advise+the+City+on+their+needs+and+concerns.

City 2014 Ongoing

Support.and.market.arts,.culinary,.and.entertainment.community.as.a.resource.for.residents.and.destination.for.visitors.

Further.expand.neighborhood.identity.development.

Advance.Longmont.F.Implementation.Tables

Quality.of.LifeGOAL:.Longmont.has.a.highly.attractive.quality.of.life.and.diverse.community,.with.a.thriving.arts,.culinary,.and.entertainment.culture.


143

Primary Supporting. Start End

Responsibility Organization(s) Year Year

7.3

7.3a Continue,to,invest,in,and,promote,cultural,and,recreational,venues,and,events,in,the,city.

City Visit,Longmont,,LDDA 2014 Ongoing

7.3a1•,Numerous,Longmont,residents,cited,the,success,of,both,the,Senior,Center,and,Rec,Center.,These,assets,should,continue,to,be,supported,and,expanded,where,possible.

City 2014 Ongoing

7.3a2 •,The,LDDA,and,City,should,work,with,local,event,organizers,to,find,sponsors,and,volunteers,and,spread,the,word,about,events.


7.3a3

•,Longmont,should,continue,to,host,outdoor,events,,such,as,athletic,competitions,,which,showcase,the,city's,scenery,and,foodie,culture.,Focus,on,events,that,appeal,to,Longmont's,desired,workforce,(e.g.,,cycling,,running,,craft,beer,and,artisan,food,festivals)


7.3a4 •,Conduct,a,feasibility,study,to,determine,the,economic,potential,of,an,ice,and,sports,arena.


7.3b Examine,redevelopment,opportunities,at,the,Boulder,County,Fairgrounds. City Boulder,County,,Visit,Longmont,,LAEC

2015 Ongoing

7.3b1

•,Because,the,Fairgrounds,are,a,county,facility,,the,City,,LAEC,,and,Visit,Longmont,need,to,work,with,the,Boulder,County,Commissioners,to,find,motivation,and,funding,to,improve,the,facility.,Demonstrating,the,economic,development,value,of,a,redeveloped,Boulder,County,Fairgrounds,as,an,asset,for,residents,and,visitor,attraction,will,be,critical,to,this,process.

ChamberBoulder,County,,Visit,Longmont,,

LAEC 2015 Ongoing

Invest.in.recreation.and.arts.facilities,.including.upgrades.to.Boulder.County.Fairgrounds,.additional.arts.venues,.and.potentially.construction.of.an.indoor.sports.arena.

Quality.of.LifeGOAL:.Longmont.has.a.highly.attractive.quality.of.life.and.diverse.community,.with.a.thriving.arts,.culinary,.and.entertainment.culture.

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