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Home My WebLink AboutCouncil Packet - 8/27/2018 Council Work Session August 27, 2018 Time indicated below Harold E. Getty Council Chambers Roll Call. Approval of Agenda, as proposed or amended. 4:10 p.m. Presentation on the Red Cedar Initiative. Submitted By: Mayor Quentin Hart Approx. Discussion of Northeast industrial access study. 4:40 p.m. Submitted By:Noel Anderson, Community Planning& Development Director ADJOURNMENT Kelley F elchle City Clerk CITY OF WATERLOO Council Communication Presentation on the Red Cedar Initiative. City Council Meeting: 8/27/2018 Prepared: 8/1/2018 REVIEWERS: Department Reviewer Action Date Mayor Office Fellchle, Kelley A.pproiied 8/l/2018 -23 AM ATTACHMENTS: Description Type D Power 1'()not 13adWr) Material D I lan(lout 13achp Material SUBJECT: Presentation on the Red Cedar Initiative. 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Entrepreneurial Capacity—Pg. 9 2. Business Acumen —Pg. 10 3. Risk Capital—Pg. 12 4. R&D Enterprise— Pg. 13 5. Technology Commercialization—Pg. 14 6. Human Capital—Pg. 16 7. Physical Infrastructure—Pg. 17 8. Industrial Base— Pg. 18 9. Global Linkages— Pg. 19 Data for assembling this handbook collected from the U.S. Economic Development Administration 1 RE CEDAR Business Climate Assets: 1. Government Policies Overview Government Policies—the presence of a business climate that fosters the growth of technology companies. Indications of the presence of the asset include: • Government collaborating within government and with other sectors • Positive business climate • Tax structure creates a level playing field between technology start-ups and old-line industries • Regulations achieving societal goals while also creating economic opportunity • Innovation-based business incentives that address identified market failures or gaps. • Ease of registration/doing business • Openness to innovation within government practice • Externalizing entrepreneurial/innovation support whenever practical—building the innovation support community. • Support,focus and promotion of entrepreneurship/innovation within government(not token or merely an afterthought) Metrics Metrics to determine presence of asset: • State and local tax burden (balancing net cost for innovation after incentives) • State and business tax climate indices • Number of non-governmental partners/collaborators toward innovation strategy • Innovation Asset Capacity map (view example) • Diminishing share of public sector financing within the community's development and equity investment portfolio Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • Do the region's governmental entities present a united front when working with industry, or is industry faced with an alphabet-soup morass of government and quasi-governmental entities that is confusing and/or frustrating, making it difficult to navigate and subsequently grow in the region? • How does the complete regional tax burden compare with competing regions? Is the region losing firms as a result of its tax climate,or gaining firms? • Are small companies that are primarily investing in equipment and capacity, but with minimal immediate job creation, supported by the regional government in their endeavors at the same level as more traditional large and mid-size attraction/expansion efforts? • Do the regional governmental and quasi-governmental entities view small companies as long-term job creating entities? • Within the small business programs that do exist, is there a differentiation in services/assistance between life- style companies and scalable firms? • Are high-tech companies that are primarily investing in equipment and capacity, but with minimal immediate job creation, supported by the regional government in their endeavors? 2 RE CEDAR • Do the regional governmental and quasi-governmental entities view high-tech companies as long-term job wealth generating companies, even if the number of jobs created might differ from more traditional manufacturing industries?Within the existing programs,do high-tech firms receive the same level of incentives/focus as traditional industries? 3 RE CEDAR Business Climate Assets: 2. Quality of Life Overview Quality of Life—the presence of a diverse, creative environment that fosters an open, dynamic live/work/play community that in turn attracts more creative people, as well as businesses and capital. Indications of the presence of the asset include: • Livable community with an attractive mix of creative districts,amenities, and the natural environment • Cost of living considerations Metrics Metrics to determine presence of asset: • Creativity Index • Cost of living index • Quality of life index Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • How does the regional cost of living index and quality of life index compare with competing regions? Is the region losing individuals as a result of its cost of living or quality of life, or gaining individuals?Are there specific factors that either generate a comparative advantage for the region or serve as a deterrent? • Does the region have a critical mass of occupations that can be defined as "creative", such as scientists and engineers, university professors, architects, designers,educators, artists, musicians and entertainers,writers and poets? Does the region have a critical mass of individuals whose economic function is to create new ideas, new technology and/or creative content? If not, are there specific areas of deficiency or is the entire creative class of occupations underrepresented in the economy? • Is the region's populace diverse or homogenous in terms of race, ethnicity, culture, religion,and sexual preference? Is the region considered to be tolerant of diversity or intolerant?Are there existing tensions between different groups? 4 RE CEDAR Intangible Assets: 1. Networking Opportunities Overview Networking Opportunities—an inherent environment that fosters synergies and connections. Indications of the presence of the asset include: • Face-to-face exchange of ideas and synergies that lead to the creation of new business models • Recognition of the importance of diversity • Ideas only get better when they are openly discussed and considered by a mix of people • Recognition that large scale and sustainable innovation is the product of collaboration • Networks rather than the Ione inventor Metrics Metrics to determine presence of asset: • Number of organizations/opportunities in which to network • Growth of opportunities over time rate of change Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • Is there an active and frequent participation of individuals/entities that provide information, resources, and access to everything from technical capability to customers? • Do the networks,either formal or informal, provide critical input on technology, people, financing, product markets,value chains and competitive strategies? In other words, do the participants in the networking activities acquire value from their participation? • Is information shared actively and openly between a variety of sources? Do these sources include industry— both large and small, the research enterprise—both private and public,service providers, educational providers, and the public sector? • Are there a variety of networking opportunities depending on one's interests? For example, opportunities based on industry segment, size of company, research interest, social interest, age, etc.?Are the number of opportunities growing, declining, or staying steady?Are they formally organized or informally conceived? 5 RE CEDAR Intangible Assets: 2. Community Mindset Overview Community Mindset—a collective frame of mind focused on collaboration,commitment to common long- term/sustaining goals, and proactive, strategic transformation. Indications of the presence of the asset include: • "Pride of place"—strong commitment to region, desire to see region prosper, belonging to a place they want to live, including social networking focused on community-building based on geography • Regional positivism (able to see opportunity in challenges)and proactive preparation for inevitable change- creating greater resilience within the community • Recognized and respected civic leaders support and focus on entrepreneurial efforts • Collaborative environment, including collaboration between: o Larger and smaller companies o Public, private,and philanthropic sectors o Academia and industry o "Old"and "New"sources of wealth within the region o Broadest possible composition of community by several socio-demographic characteristics o Engagement in cross-fertilization for innovation, problem solving and creation by participants from different business groups, industrial sectors and fields of science/engineering Metrics N/A Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • How does the community respond to negative news/adverse conditions? If the answer is negatively/pessimistically,why is that the case? • Do civic leaders focus their efforts on helping to develop the innovation ecosystem/entrepreneurial efforts? If the answer is no, on what do they focus their attention? Has anyone ever attempted to develop key civic champions?What was the result? • Is collaboration common or uncommon amongst the various regional entities? If it is uncommon,why? • Does the community have a sense of pride? If no, did it ever?When and why was it lost? • Are there private initiatives within the region striving to encourage innovation-based entrepreneurship and a sense of place(co-work facilities, private incubators, accelerators, startup weekends, etc)? How much of this activity is happening independent of public or philanthropic investment? • How engaged is the"crowd" in developing an organic, informal sense of place through social networking, meetups, hackathons, science pubs, events and activities integrating tech/science and the arts? How much of this activity is happening independent of public or philanthropic investment? • Do the local philanthropic entities-community, corporate and family foundations in the area—support innovation-creating events and organizations? • Are there socially-oriented innovation/impact initiatives underway locally that help draw the broader community into entrepreneurial approaches toward problem solving based on research, science, and technology? 6 RE CEDAR Intangible Assets: 3. "A Buzz" Overview "A Buzz"—a regional identity/brand exists focused on entrepreneurial endeavors that are embraced internally and externally. Indications of the presence of the asset include: • Region is focused on talking about and celebrating entrepreneurship • Entrepreneurial success stories are told in major media outlets as well as newer social media outlets (blogs, tweets, etc.)and known widely throughout community • "Sense of place"—feeling of entrepreneurial support,discernable nodes of creativity/activity, and churn • National and internationally recognized as a hotbed of entrepreneurial activity Metrics N/A Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • Is the general populace generally supportive of/interested in entrepreneurial endeavors? Is there a"locally- grown/locally-developed"sense of pride within the region? • Is the press generally supportive of/interested in entrepreneurial endeavors? Does the business reporting focus primarily on the larger, more traditional corporations,or is ample coverage also given to the high-tech industry segments and entrepreneurial efforts? Has there been any national or international interest in the region's economic endeavors? If no, has there been any effort given to develop earned media? • Are there identifiable"places"within the community that serve as nodes of creativity or active work/play/live environments? Is there a place within the community that the creative class is drawn? 7 RE CEDAR Intangible Assets: 4. Innovative Culture Overview Innovative Culture—the presence of an intrinsic culture that celebrates entrepreneurship,which in turn generates an environment where startup businesses can thrive and the pipeline for future entrepreneurs builds. Indications of the presence of the asset include: Affirmative answers to the following questions: • Is the entrepreneurial spirit celebrated? • Are there visible and charismatic role models who are the proverbial"rock stars?" • Are entrepreneurs held in high esteem for taking a chance and making a difference? • Is failure accepted? • Are there serial entrepreneurs? • Do young people aspire to be global entrepreneurs? Metrics N/A Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • If any of the questions asked above are answered in the negative, then further exploration is required to uncover the reasons behind the widely held view? Is there a historical mindset as a result of a region's development/ancestry?Was there a significant failure that has left the populace skeptical? Is there a preponderance of large industry that has developed a particular mindset(i.e., the large steel mills of the"rust belt") 8 RE CEDAR Tangible Assets: 1. Entrepreneurial Capacity Overview Entrepreneurial Capacity—the ability to initiate and nurture new endeavors through the development of new ideas, products and services. Indications of the presence of the asset include: • Number of new innovation-based business starts, regardless of success rate • Number of deals and amount of deal flow(current and potential,trends based on past performance) • Presence of entrepreneurial talent-serial entrepreneurs, activity within creative spaces • Proliferation of spillovers or spin-offs from regional innovation anchors Metrics Metrics to determine presence of asset: • Number of firm births and deaths per capita • Number of"gazelles" per capita • Number of Inc. 5000 companies per capita • Number of IPOs per capita • Number of mergers and acquisitions per capita Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • Are compelling commercial concepts being identified and brought to market by start-ups,thereby generating sales and profit? • Are innovative ideas being validated through the acquisition of financial resources that enable new products/processes to be created and sold? • Are individuals starting a number of different businesses over their life time, both failing and succeeding, but constantly developing and improving their entrepreneurial acumen? • Are there generations of new entrepreneurs being created as a result of having worked for an entrepreneurial endeavor? • Is there a supportive environment for entrepreneurial endeavors?Are there programs/services available to support the needs of entrepreneurs? Does the region's government, research enterprise, and industry support entrepreneurial efforts? • Is there a regional market for new products/services?Are large companies willing to buy from smaller firms? In analyzing these leading questions, it quickly becomes apparent that a lack of entrepreneurial activity or capacity is often an overall leading indicator that there is a deficiency in one or more of the other innovation assets. In other words, the lack of entrepreneurial deal flow is often indicative that the region lacks a variety of other important assets that are requisites for a flourishing innovation ecosystem.These assets are covered in greater depth throughout the document. 9 RE CEDAR Tangible Assets: 2. Business Acumen Overview Business Acumen—the resident business knowledge necessary to turn good ideas into sound business models. Indications of the presence of the asset include: • Significant expertise resident in the following subject matters: o Corporate governance, including forming Board of Directors or Advisors o Human capital management, including: ■ Hiring top talent to enter new markets and grow quickly ■ Compensation strategies ■ Leadership development ■ Organizational effectiveness and design o Raising capital, including valuations and strategies regarding form of investment o Financial modeling,financial assessments, and cash flow analysis o Market assessment, including competitive assessment o Legal expertise, including transactions focused on joint ventures, acquisitions, mergers, investments, and intellectual property protection o Marketing strategy and execution, including gaining early customers o Specific industry domain expertise o Product commercialization, including: ■ Product development ■ Regulatory compliance ■ Risk assessments for both products and markets Metrics Metrics to determine presence of asset: • Number of jobs created and total payroll • $of financial capital raised (risk capital, debt instruments, grants,etc.) • $of income generated (sales, license income, etc.) • Number of successful exits that generate wealth Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • Are there any specific needs surrounding business subject matter areas such as production, service, distribution, sales, or marketing that are leading to start-ups not being able to develop into successful firms? Specific questions to explore to determine if there is commonality among business issues include: o Has the business team characterized the market for the product through industry acceptable market research techniques and can the team quantify the opportunity in terms of growth and profitability potential? o Does the business team possess a credible plan for obtaining the participation of critical value chain members? 10 RE CEDAR o Have early customers provided credible and positive feedback relating to the functionality and value of the product? o Does the business team have a sales/distribution strategy, and has the team begun to generate tangible evidence that the strategy will be effective? o Is the product ready for general release, determined in terms of performance characteristics, reliability, manufacturability, service and related criteria? • Are there specific impediments hindering a firm's ability to gain access to the financial resources required to advance its business? • Are entrepreneurs able to fuel a wide variety of new product and opportunities from a variety of intellectual sources? If not,what is hindering this development? • Are the region's firms able to gain market share and increase total revenue and profit? If not,what are the common barriers hindering this expansion? 11 RE CEDAR Tangible Assets: 3. Risk Capital Overview Risk Capital-the availability of requisite capital to finance high-risk, high-growth entrepreneurial endeavors. Indications of the presence of the asset include: • Access to various forms of equity capital throughout the entire commercialization life cycle • Friends and family start-up funding to Series C financing • Sources of risk capital include: angels, pre-seed funds, seed-funds, venture capital funds, and venture debt/ venture lending organizations • Investment capital available from trusted financial markets with fair financial valuations based on realistic expectations on both sides of the transaction Metrics Metrics to determine presence of asset: • Total $of risk capital invested per capita • Total Number of risk capital investments at all stages per capita • Number of indigenous investors within the region per capita • $of indigenous investments within the region per capita • Number of indigenous investments within the region per capita Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • Are there indigenous sources of risk capital in the region? If yes, do they invest in technological innovations, or are they more prone to investing in traditional endeavors such as real estate,etc.? • What are the sources of risk capital in the region? Do they invest along the entire commercialization continuum, or are there gaps that are not being fulfilled by a risk capital source? Keep in mind, those gaps might occur at either end or somewhere in the middle. Are there incentives in place to catalyze investments? If yes, at which level of funding? • Has a disproportionate level of innovative firms left the region in pursuit of risk capital? Is there adequate risk capital in the region to finance the amount of deal flow being generated? Has the region been able to import risk capital from other regions? • Are valuations, in general, deemed to be realistic and fair? Or, do entrepreneurs feel like they are held "hostage" by the sources of risk capital in their region? 12 RE CEDAR Tangible Assets: 4. R&D Enterprise Overview Research and Development Enterprise—the capacity of a region's R&D enterprise to conduct cutting-edge research combined with the desire to see that research applied to solve real-world problems. Indications of the presence of the asset include: • R&D enterprise includes universities, research centers, private industry(both for profit and non-profit), medical centers,and federal labs • Enterprise must be comprised of an environment that fosters: o Institutional openness(open innovation) o Information turbulence/knowledge spillovers o R&D know-how o Industrial relations o Entrepreneurial spirit Metrics Metrics to determine presence of asset: • Federal R&D funding • Industrial funding for academic R&D • University R&D expenditures by field and by source • Industry expenditures • Citation analysis Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • Is there a critical mass of research activity within the region? Is that research considered to be world- class/cutting-edge? Is the research conducted within one entity or multiple? If there are multiple research entities, is collaboration prevalent between them? Is the research found in one scientific area or multiple? • Does the research enterprise interact with industry? If yes, is that industry located within the region?Are the interactions superfluous or do they generate tangible value to both parties? • Is the research enterprise supportive of commercial/entrepreneurial endeavors? Is it proactive in developing commercially viable opportunities? Does it focus activities on generating proof of principle—the demonstration in a laboratory setting of critical components of the technology? • Does the mindset of the researchers focus on specific technology to solve a specific problem or that a specific market might value a solution that was better,cheaper, easier to use, or more convenient? If no to any of these questions, is the research enterprise simply unaware of possible efforts to undertake, or are their systems or hurdles in place that stops the flow of commercialization pursuits? 13 RE CEDAR Tangible Assets: 5. Technology Commercialization Overview Technology Commercialization Competence—the capacity to streamline and accelerate the process by which market-driven research is translated into products or processes that create economic value. Indications of the presence of the asset include: • Accelerated translational pathways that bring discoveries into commercial or societal use • Translation of market-driven research into products or processes that create economic value • Focus is on research with consequences • An environment that understands that economic impact is the result of innovation = invention + commercialization, not solely idea creation • A research enterprise that has"operationalized"the concept of commercialization—part of the organization's "DNA" Metrics Metrics to determine presence of asset: • Total Number of patents issued per capita • Number of patents issued per$10 m in sponsored R&D • Number of licenses granted per$10 m in sponsored R&D • Total $value of revenue received from licenses granted per capita • Average$value of revenue received compared to nation • Number of start-ups per$10 m in sponsored R&D • $of SBIR and STTR awards per$10 m in federal R&D • Total#of companies receiving an SBIR/STTR award • #of Phase I and Phase II Trials Identitying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • Is there a critical mass of activity within the region focused on conducting the additional technical performance specifications,validation, and market research to develop proof of concepts for new and innovative products and services formed out of the research enterprise's body of knowledge?Are these activities supported by either the research entity or external support organizations? • Once a proof of concept has been developed, is there a critical mass of activities focused on reduction to practice? In other words, is there a critical mass of activities focused on product development and market acceptance, such as developing working prototypes that meet commercial specifications and performance requirements that are then in turn able to be manufactured to scale within defined cost and quality standards? Are these activities supported by either the research entity or external support organizations? • Does the research enterprise or commercialization entity have access to financial resources focused on early- stage risk capital? Has it sought to develop strong relationships with outside risk capital providers? Is the research enterprise realistic when it develops its valuation taking into account both the"time gap"and the "financial gap" it will take to bring the research to market? 14 RE CEDAR • Does the research enterprise proactively develop value-added relationships with industry,from large firms to small start-ups, that are interested in commercialization partnerships? • How user-friendly is the technology transfer office, or equivalent administrative oversight office,at the regional research enterprise assets? Is it easy for innovators to navigate the"system",or are there impediments to working with the institutions?Are the staff knowledgeable professionals with the requisite technical and business acumen to provide value-added services? • Are commercialization activities tied to career development within the research enterprise? Is revenue and equity fairly allocated between the inventor/commercialization entity and the research enterprise?Can inventors take leave of absences from their respective institutions to pursue commercialization opportunities?Are there other incentives in place that encourage researchers to think about and pursue commercially relevant endeavors? 15 RE CEDAR Tangible Assets: 6. Human Capital Overview Human Capital—the availability of a highly-skilled,technically-trained workforce. Indications of the presence of the asset include: • Skilled workforce • Positive migration dynamics • Educational/training systems that incorporate a relevant, high-quality curriculum that is responsive to business needs, and includes relevant entrepreneurial components, real-world experiences,and is readily available. Metrics Metrics to determine presence of asset: • Educational attainment levels • Occupational employment distribution • Total employees in high tech establishments • Science and engineering degrees conferred • Talent migration flow • Number of open STEM positions Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • Does the skill base of the regional workforce meet the needs/demands of the regional industry? Of the region's high-tech industry? If not, are there specific subject matter areas of shortage? • Is the population base able to gain the required skills for employment at regional educational institutions? If no, where does the regional populace go to seek the skills required for their desired employment? Conversely, if the skill set is not being developed within regional educational institutions, where does industry go to find its workforce? • Do graduates of regional educational providers primarily remain in the region or do they migrate elsewhere to seek employment? Do the region's educational providers serve as talent magnets from other regions? If yes, is the region able to retain the talent after graduation, or do the skilled individuals leave? • Does industry perceive the educational providers to be responsive to their specific needs? If yes, specifically how? If no,what are the constraints/problems encountered? 16 RE CEDAR Tangible Assets: 7. Physical Infrastructure Overview Physical Infrastructure—the capacity within a region to support entrepreneurial start-ups with desirable physical assets, such as specialized space, dedicated equipment, information and communication technologies, and logistics. Indications of the presence of the asset include: • Shared-use physical capacity, i.e., prototype development,shared equipment,test beds,etc. • Diverse and affordable physical space that due to proximity allows for synergies between and among research enterprise and entrepreneurial community • Information &communication technologies (broadband,wireless) • Transportation/logistics Metrics Metrics to determine presence of asset: • Growth rate of the development of proximate office/lab/production facilities • Occupancy rates of proximate physical space • Utilization rates of shared-use equipment • Information &Communications Technology capacities, specs, affordability, accessibility • Location/Market Access • Capacity and quality of road, rail, air,and ports Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • Are innovative firms able to gain access to the specialized equipment/services that they require at a reasonable price to bring their products to market? If the business model does not support the purchase of a specialized piece of equipment/service, are firms able to gain access to shared-use equipment/services within a reasonable timeframe and for a reasonable price?Are there particular specialized equipment/services that are in demand by regional firms that are not currently being met? If needs are not being met, is it because the specialized equipment/services do not exist within the region, or can they simply not be accessed at an affordable rate? • Are innovative firms able to gain access to the specialized facilities that they require at a reasonable price?Are all types of specialized facilities (i.e.,wet lab space, high-bay, Class A Office, etc.)available to meet demand? If regional firm's space requirements are not being met, is it because the net square footage is not adequate?The location of available square footage not desirable?The cost of the square footage not deemed to be affordable? • Are the information and communication technology needs of regional firms being met? If not, is it an issue of access or price?Are there specific unique needs that are in demand? • Is the transportation/logistics infrastructure of the region deemed to be a comparative advantage, a detriment, or a neutral business consideration?Can firms access logistics services for a competitive price, or are they faced with a higher cost for doing business then competitors in other regions? 17 RE CEDAR Tangible Assets: 8. Industrial Base Overview Industrial Base—resident cutting-edge, high-growth firms with global market penetration based on disruptive technologies that in turn builds comparative advantage for the region. Indications of the presence of the asset include: • Access to high-quality,value-added support services, i.e., legal, accounting, etc. • Presence of established high-tech firms to serve as anchors • A strategic focus built on comparative advantage and the development of a value-added, supply chain (cluster development) Metrics Metric to determine presence of asset: • Percentage of firms classified within high-tech NAICs codes • Growth rate of firms classified within high-tech NAICs codes • Specialization of industrial sectors measured by location quotient Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • Does the region have a specialization (a high location quotient)within particular industry sectors?Are any of those sectors considered to be high-tech? • As a result of the specialization, has the region been able to develop a value-added supply chain? In other words, is there a concentration of companies that identify themselves within the given NAICs code as well as suppliers,support services,financiers, specialized infrastructure, producers of related products, and related research and training providers? • Has the region's policy makers attempted to ascertain its economic strengths? Is there consensus regarding the region's competitive strengths and strategies to increase shared advantage, also referred to as positive externalities? 18 RE CEDAR Tangible Assets: 9. Global Linkages Overview Global Linkages—the capacity to compete and participate on the global stage, leading to greater growth potential. Indications of the presence of the asset include: • Presence of firms involved in exporting their products/processes • Indigenous firms with global presence • Collaboration/participation of global population with regional research enterprise Metrics Metrics to determine presence of asset: • $of manufactured exports • Number of firms involved in exporting • Number of firms with overseas offices/plants • Foreign Direct Investment(Reverse) • International student population at local universities/colleges • Co-authorship of papers, patents Identifying Deficiencies Is there an Asset Deficiency? Leading questions to help uncover root causes of an asset deficiency: • Is there a critical mass of global trade activity within the region (both exporting and conducting business abroad)? Is that level a result of a few large corporations,or the result of a multitude of firms involved in international trade? • Is there a critical mass of knowledge in the region surrounding conducting international business?Are there service/support entities that a firm that is interested in global trade could turn to for advice/services?Are there needs that are going unmet? 19 RE CEDAR aa�i as iii y aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa �,: i 5� i a /r/ a a / a (,V 20 CITY OF WATERLOO Council Communication Discussion of Northeast industrial access study. City Council Meeting: 8/27/2018 Prepared: 8/22/2018 REVIEWERS: Department Reviewer Action Date P laiuu:prug& Zouuiuig i cllc-Oe, Kelley Approved 8/22/2018 ... 11-56 AM. SUBJECT: Discussion of Northeast industrial access study. Submitted by: Submitted By:Noel Anderson, Community Planning& Development Director Recommended Action: Summary Statement: Expenditure Required: Source of Funds: Policy Issue: Alternative: Background Information: