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HomeMy WebLinkAbout09 16 2015 TV Meeting Packet ' nvOGy �1 Technology Village Board of Directors w r Meeting Agenda Thursday, September 16, 2015 R LNC 7:30 a.m. �w City Hall, Little Prior Conference Room 1. Call to Order 2. Approval of Meeting Minutes a. July 2, 2015 b. August 6, 2015 c. September 3, 2015 3. Old Business a. Lunch and Learn Event Update— Pivotal Advisors b. Technology Village Phase III RFP Review& Recommendation 4. New Business a. Prior Lake American Articles—Tech Village Goals, Objectives and Strategies 5. Staff Update a. RE2 Technology Application Status b. Virtual Program Application Status c. Fall Community Fest Booth i. Monday, September 21, 2015 from 6:00 pm to 8:30 pm at PLHS ii. Display/Collateral Material/Attendants d. Action Item Update e. Board Member Ideas / Recommendations i. Gerry Meeting with Potential Board Applicant (Application Deadline 9/18/2015) 6. Adjourn i Phone:952.447.9813/Email:drogness@cityofpriorlake.com cityofpriorlake.com/www.cityofpriorlake.com © '0GY CITY OF PRIOR LAKE, MINNESOTA 1 TECHNOLOGY VILLAGE BOARD OF DIRECTORS,�IOR L As MEETING MINUTES—July 2, 2015 1. Call to Order The meeting was called to order at 7:31 a.m. in the Little Prior Conference Room at City Hall. Members present: Gerry Hughes, Lori Frank, Ken Hedberg and Adam Proehl. Members absent: Dan Stratton and David Rech. Staff present: Casey McCabe. 2. Approval of Meeting Minutes a. May 14,2015 MOTION BY FRANK and SECOND BY PROEHL to approve the May 14, 2015 meeting minutes. The motion was approved 4-0. b. June 3,2015 MOTION BY HEDBERG and SECOND BY PROEHL to approve the June 3,2015 meeting minutes. The motion was approved 4-0. 3. Old Business a. Lunch and Learn Event Frank: informed the board that her contact to present on the topic of receipt of payment(liability and security) is not available during July and August. Board Members:discussed other options for the lunch and learn event including banking or sales presentations. Board members favored a lunch & learn discussion around the sales process including process improvement and pipeline generation. Hedberg: offered to contact Pivotal Advisors to see if they would be interested in presenting to program participants and other Prior Lake businesses. Mr. Hedberg will contact Pivotal Advisors and follow up with staff. 4. New Business a. Technology Village'Virtual' Pilot Program Hughes: summarized the discussion of the 'Virtual' Technology Village pilot program from the last Technology Village work session. Hedberg:commented that the board should pursue expanding service providers beyond the Technology Village Board of Directors. Board Members: reviewed a draft program outline and provided direction for staff to update the outline. Board members will review the updated outline at a future meeting. b. Board of Director Meeting Dates/Times Board Members: discussed rescheduling meeting dates/times to accommodate all board members. The board determined the 1St Thursday of each month from 7:30—8:30 a.m.would work for the regular board meeting. The work session meeting date/time will remain on the 3rd Wednesday of each month from 7:30—8:30 a.m. Phone:952.447.9813/Email:drogness@t)cityofpriorlake.com/www.cityofpriorlake.com Board Members: directed staff to send out a meeting invitation to all board members to reflect the change in meeting day/time. c. Lakefront Days Booth McCabe: informed the board that at the last work session the board talked about having a booth at Lakefront Days to generate awareness of the Tech Village program. The board asked staff to check with the Prior Lake Chamber to determine the cost and see if this would be a good use of board time. Staff spoke with the Chamber office to determine a cost and the Chamber recommended the fall community fest at PLHS would be a better opportunity for a Technology Village booth. Board Members: asked staff to coordinate a Technology Village booth near the City of Prior Lake booth for fall community fest. d. Phase II Program Participant Inquiry—RE2 Technology McCabe:informed the board that staff received a program inquiry from RE2 Technology,a home-based business looking for office space and support. Mr. McCabe added that staff has met with RE2 Technology and provided application information and available office space listings. Mr. McCabe will follow up with RE2 Technology and if the prospective participant is interested, Mr. McCabe will schedule a meeting between RE2 Technology and Mr. Hughes, 5. Staff Update a. Technology Village Metric Report—June 2015 Board Members: reviewed the June 2015 Technology Village metric report. Proehl requested the analytics information and offered to research the metrics and determine what is causing the high number of site visits over the past few months. b. Linkedln Promotion Board Members: reviewed updates to the Technology Village marketing information to be sent out via Linkedln. Board members also suggested adding a page in Word Press with the marketing information and send a link out to all members through Linkedln which can be shared with the board member's network. c. Action Item Update Board Members: reviewed and discussed the pending action items. d. Board Member Ideas/Recommendations Hughes:directed staff to add acceptance of Dave Rech's resignation to the August meeting agenda. Mr.Hughes also asked staff to add an agenda item related to the appointment of Dave Rech as an Advisory Board member. 6. Adjourn MOTION BY PROEHL and SECOND BY FRANK to adjourn the meeting. The motion was approved 4-0. The meeting adjourned at 8:28 a.m. Submitted by: Casey McCabe �v VO w G� CITY OF PRIOR LAKE, MINNESOTA TECHNOLOGY VILLAGE BOARD OF DIRECTORS to LAMEETING MINUTES—August 6, 2015 1. Call to Order The meeting was called to order at 7:33 a.m. in the Little Prior Conference Room at City Hall. Members present: Gerry Hughes, Lori Frank, Ken Hedberg and Dan Stratton. Members absent:Adam Proehl and David Rech. Staff present: Dan Rogness. 2. Approval of Meeting Minutes a. July 2,2015 The approval of the July 2, 2015 minutes was deferred to the next regular meeting in August. 3. Old Business a. Lunch and Learn Event Update Hedberg: had not yet followed up with Pivotal Advisors, but agreed to contact him for his availability of dates in late September. Frank: agreed that Pivotal would be a good fit for this topic of interest. b. Technology Village`Virtual' Pilot Program Rogness: summarized the one-page description completed by Casey McCabe, including the proposed removal of paid membership to the Chamber of Commerce. Hughes: recommended that this proposal should be reviewed by the company interested in virtual space. He also asked that Open to Business be shown as an advisory by direct link. Frank: asked whether they should be restricted to the normal City Hall hours, Monday through Friday,8:00 a.m. to 4:30 p.m. Hedberg: suggested to keep those hours for now, but to further explore open time beyond those hours. MOTION BY HUGHES and SECOND BY HEDBERG to approve the Virtual Pilot Program description as amended. The motion was approved 4-0. 4. New Business a. Accept David Rech Resignation Hughes: said that Rech has been very supportive of Technology Village, and he has been greatly appreciated for his service. Since his resignation is due to a move out of Prior Lake, Rech expressed interest in remaining as an Advisory Board member. MOTION BY HUGHES and SECOND BY FRANK to approve Dave Rech's resignation from the Board due to his move out of Prior Lake. The motion was approved 4-0. b. Appoint David Rech as a Technology Village Advisory Board Member Phone:952.447.9813/Email:drogness@cityofpriorlake.com/www.cityofpriorlake.com MOTION BY FRANK and SECOND BY STATTON to approve Dave Rech as an Advisory Board member to the Technology Village Board. The motion was approved 4-0. c. Preliminary Technology Village 2016 Budget Rogness: reviewed the proposed 2016 Technology Village budget, which is $32,000 compared to $40,000 in 2015. The decrease largely relates to a reduction in cost associated with rent subsidies since ICP will go to the second year with less rent subsidy. Revenues are shown as coming from property taxes ($22,000) and office leases($10,000). Hughes: suggested reducing the budget further to$30,000 with some small reductions in other line items. Hedberg: recommended against further reductions since Technology Village needs to be supported by the City Council in order to keep existing businesses in the program while adding new ones in 2016. He would prefer that some flexibility exists to grow the program without having to come back to the Council each time for an amended budget. MOTION BY FRANK and SECOND BY HUGHES to recommend the Technology Village 2016 budget at$32,000. d. Technology Village Website—FAQ Hughes: reviewed the purpose of have a "Frequently Asked Questions" section added to the website of Technology Village, which would provide further clarity to the program. He suggested that another partner include Integra with special high-speed broadband pricing,and that this new information be added to the website "Apply"section. Finally, Hughes expressed his thanks to McCabe for a job well done. e. Next Participant Breakfast Meeting Hughes: reminded the Board that Stacey Crakes with the First Stop Shop and Christine Pigsley with Open to Business will present at the upcoming participant breakfast. They will present for the first half-hour followed by program updates and participant sharing. Hedberg: said it would be ideal if the Scott County CDA would call Technology Village one of its partners as a way to broaden outreach. f. Open to Business and First Stop Shop Meeting Update Hughes: summarized his meeting with Christine Pigsley and Stacy Crakes;these programs will be presented at the upcoming breakfast meeting. 5. Staff Update a. Technology Village Metric Report—July 2015 Board Members: reviewed the July 2015 Technology Village metric report. Hughes suggested looking at the addition of subcontractor jobs, if any, that are working with the participant businesses. That will be a question asked at the breakfast meeting. b. Fall Community Fest Booth Rogness: said that Technology Village will have a table at this event on Monday, October 5. City staff will be there, but he invited Board members to participate as well, if available. c. Action Item Update Board Members:reviewed and discussed the pending action items,including a targeted Lunch&Learn only with Prior Lake bankers, accountants and attorneys. d. Board Member Ideas/Recommendations Hughes: briefly summarized the Economic Gardening Program that is geared to more mature businesses; however, gaining knowledge of this program by those in Technology Village provides a seed to future participation. 6. Adjourn MOTION BY FRANK and SECOND BY STRATTON to adjourn the meeting. The motion was approved 4-0.The meeting adjourned at 8:43 a.m. Submitted by: Dan Rogness g CITY OF PRIOR LAKE, MINNESOTA 9 TECHNOLOGY VILLAGE BOARD OF DIRECTORS �il�R LA MEETING MINUTES—September 3, 2015 1. Call to Order The meeting was called to order at 7:31 a.m. in the Little Prior Conference Room at City Hall. Members present: Gerry Hughes,Adam Proehl and Dan Stratton. Members absent: Lori Frank and Ken Hedberg. Staff present: Dan Rogness. 2. Approval of Meeting Minutes a. July 2,2015 Without a quorum present,the approval of the July 2,2015 minutes was deferred to the next regular meeting. b. August 6,2015 Without a quorum present,the approval of the August 6,2015 minutes was deferred to the next regular meeting. 3. Old Business a. Lunch and Learn Event Update—Pivotal Advisors Mr. Hedberg was not in attendance so this item was deferred to the next regular meeting. Mr. Hughes will follow up with Mr. Hedberg to see if he has been in contact with Pivotal Advisors. 4. New Business a. Technology Village Phase III RFP Review&Recommendation Board Members: reviewed and discussed the two proposals that were submitted in response to the Technology Village Phase III RFP. After initial review the board was comfortable with both proposals; however, the board recommended staff contact a few of the listed references on the RFP and review the consultant websites. Hughes: commented that Harlan Jacobs indicated he may submit a response to the RFP and requested staff follow up with Mr.Jacobs to ensure he did not submit a response that was not received. Staff: reminded the board that their recommendation for a Phase III consultant will be considered by the EDA during their September 21St meeting and requested a member of the board attend the EDA meeting. Mr.Hughes was not available. Mr. Proehl stated he could attend the meeting. Hughes:recommended,and the Board Members agreed,to hold a special regular meeting during the scheduled September 16, 2015 work session to allow more time for the board to review the proposals and allow staff time to contact references and review the websites of the two consultants before making a formal recommendation to the EDA. b. Participants Breakfast Meeting Feedback Board Members: felt the DemographicsNow presentation was interesting and the program will be beneficial to participants. Members felt Christine Pigsley and the Open to Business program has a lot to offer participants. Participant updates were well received. c. RE2 Technology Application Status McCabe: informed the board he sent two program participation templates to RE2 Technology; the first was a standard lease agreement and the second was a Phase II program participation contract. Mr. McCabe added Phone:952.447.9813/Email:drogness@cityofpriorlake.com/www.cityofpriorlake.com two current participants have interest in the two remaining cubicles so he is not sure if space will be available for RE2 within City Hall. Board Members: asked staff to get commitments on the cubicle space from the two interested participants so the board will have a clear understanding of what space is available. d. Technology Village e-Newsletter McCabe: presented a draft newsletter to be sent to all board members and participants each month. The newsletter will include upcoming BOD meeting dates,events, news, updates,etc. Board Members: provided comments and directed staff to send the newsletter out via email. 5. Staff Update a. Technology Village Metric Report—August 2015 Board Members: reviewed the August 2015 Technology Village metric report. Members reviewed the additional job/FTE information that was now included. Members provided direction to list W-2 employees and contractors separate and only identify local employment numbers. b. October Board Meeting Date Change Board Members: canceled the October 1, 2015 board meeting. The board will meet for their regular October meeting on Thursday, October 15th at 7:30 a.m. The board also canceled their October 21St work session. c. Virtual Program Application Status McCabe:stated he has not heard back from the business potentially interested in becoming a virtual participant. Mr. McCabe will follow up with the business and report back to the board. Mr. Hughes offered to meet with the prospective applicant again if necessary. d. Advisory Committees Outcome Presentation Hughes: asked staff to find out the date of the advisory committee presentation to the City Council and add the date to the Technology Village calendar and future agendas as necessary to identify 2014 accomplishments and 2015 goals. e. Fall Community Fest Booth Board Members:discussed the Fall Community Fest at PLSH on Monday, September 21,2015 from 6:00—8:30 p.m. Members discussed availability to sit at the booth and marketing materials and display materials. Members should confirm availability for the Fall Community Fest and needed display and marketing materials at the September 16th meeting. f. Action Item Update Board Members: reviewed the pending Technology Village action items. g. Board Member Ideas/Recommendations Board Members: discussed their desire to place Technology Village collateral material within Scott County Libraries. The next scheduled work session on September 16,2015 will be a special regular meeting to allow the board to take action on minute approval and formally make a Technology Village Phase III consultant recommendation to the EDA. 6. Adjourn MOTION BY PROEHL and SECOND BY STRATTON to adjourn the meeting. The motion was approved 3-0.The meeting adjourned at 8:46 a.m. Submitted by: Casey McCabe Proposal ©xOGY G1l Prior Lake Technology Village Business Accelerator 6rowiniEntrepreneurial OpportunIdes in PrIor lake To Analyze the Current Program & Prepare an Expansion Plan for the Technology Village Business Accelerator Program August 28, 2015 Submitted to Dan Rogness, Community & Economic Development Director 0' BRIG i City of Prior Lake y 4646 Dakota St. SE m Prior Lake, MN 55372 U XN 952-447-9813 drogness(a)-cityofpriorlake.com `If IA INTS0`1 Submitted by Jim Greenwood, President Greenwood Consulting Group, Inc. 1150 Junonia Sanibel, Florida 33957 239-789-7619 gait-jimCcD_q-jgreenwood.com www.q-mgreenwood.com 1. Project Approach & Accelerators/Incubators This project will begin with an analysis of the current Technology Village Business Accelerator (TUBA) program and progress into a recommendation for expansion of this popular and successful economic development initiative in Prior Lake, Minnesota. A business accelerator or incubator is defined as a facility, programs, and services that collectively support the creation and development of new and small businesses. It is more than a facility, although the building can be a very important part of an incubator/accelerator and often is its largest financial obligation. The incubator/accelerator industry has roots in Minnesota, with Control Data Corporation being an early developer and innovator in the industry through its "Business and Technology Centers." The value of incubators has been documented; according to the National Business Incubation Association (NBIA), over 80% of entrepreneurs who go through an incubation program are still in business, compared with other statistics that up to 80% of small businesses fail in their first 5 years of operation. The City of Prior Lake started TVBA about 2.5 years ago, and has seen considerable interest and success in the program. TVBA is at a critical crossroads, where it can continue in its current successful but limited scope, or it can elevate to a new level and serve the community and its entrepreneurs even better than it has thus far. The purpose of the proposed project is to analyze the current TVBA program, and then explore what the "next level" might look like, by looking at several alternative scenarios, and considering the pros and cons of each alternative as well as its cost and potential funding sources. It also will help define the characteristics and qualifications of the TBVA program director; this individual not only will lead the accelerator into the future, but will also heavily influence the environment of the TVBA, ranging from the business services provided to the informal opportunities for accelerator tenants and clients to network and learn from each other.' 2. Work Plan Greenwood Consulting Group, Inc. (GCGI) is very experienced with accelerator/incubator studies, with our extensive project list of more than 90 consultation projects across the United States and Canada. GCGI has performed approximately 66 feasibility analyses and prepared approximately 27 business/implementation/operations plans. Importantly, about 22 of GCGI's projects have been for existing accelerators/incubators where their stakeholders/operators sought our assistance in everything from operating assessments to recommendations in correcting fatal flaws. GCGI understands that the City of Prior Lake uses the term "accelerator"as something more like a traditional incubator, versus the"pure"accelerator model in which high/rapid growth clients are given intense services over a brief period of only a few months, leading to seed or angel investment 1 This breadth of experience is unparalleled by any other incubator consultant in the country, particularly given that the principals of GCGI also have over 20 years of collective experience managing and operating business incubators. Put another way, we know and appreciate what it takes to run a business accelerator/incubator day-to- day, and that ensures that our assessment and recommendations regarding the TVBA will be grounded in reality and reflect what we learned firsthand as incubator program directors. GCGI proposes to conduct the existing program analysis and expansion assessment for the TVBA by completing the following 10 tasks: Task 1. Review relevant literature and databases to understand the area's overall economy. GCGI would rely on the City of Prior Lake to provide copies of any relevant documents that will help us come up to speed quickly on the economy of the service area, and its challenges and opportunities. GCGI has made a quick review of the documents referenced in the RFP for this project, and will conduct a more thorough review in this task—this will include the review and assessment of the Technology Village Phase 11.2 Business Plan, as requested in the RFP, which will be reported to the city in memorandum form. GCGI will provide written and electronic databases at its disposal; for example, GCGI will use these data to determine the trends in the number of microbusinesses in technology and professional services industries in the Prior Lake/Scott County area to help us better understand the current and emerging market for the TVBA. Task 2. Hold meetings with TVBA leadership and program participants. GCGI concurs fully with the RFP expectation that we will hold meetings with City staff, TVBA Board of Directors, and EDA representatives, and with TVBA program participants (both present and graduates). One of the benefits of a project involving an existing accelerator/incubator is the opportunity to learn, from those in the program, what has worked well and what has not, and what opportunities may be emerging. GCGI will hold these meetings in person during our multiple site visits to Prior Lake; we envision the initial meeting with the City staff and TVBA Board, and the meeting with program participants, will occur during our first site visit. Task 3. Conduct interviews with TVBA stakeholders; local business and civic leaders; government officials; entrepreneurs;potential incubator partners and funding sources, business assistance service providers (non-profit and for profit); commercial/industrial realtors; construction contractors; and others who are relevant to the future of the accelerator. This is a time intensive effort to meet one-on-one with a variety of potential sources of information about the economy, entrepreneurial activity, employment trends and challenges, economic and community issues, preferred location/configuration for an accelerator/incubator, and development cost and sources of funding for a new TVBA location. Some TVBA program participants also may be appropriately met with individually, if they cannot participate in the group meetings in Task 2, or if GCGI and City staff agree that an individual interview is advisable. GCGI understands there is a desire to include Scott County and other 2 communities in the County in this project, so it is our intention to interview appropriate community and business leaders, entrepreneurs and service providers from the region as well as local area. Similarly we will meet with representatives of other regional accelerator programs, either in person or via teleconference. These programs will be identified from membership rolls of the National Business Incubation Association, knowledge of City staff and TUBA Board members, our own knowledge of similar programs, and comments/suggestions by interviewees. GCGI will rely on City staff to suggest appropriate persons to interview; Tasks 1 and 2 will help identify others. GCGI will ask City staff's help in setting up meetings and interviews. These interviews will be conducted by GCGI during three site visits to the Prior Lake area. Task 4. Disseminate a market survey via seminar, website, direct mailing, and other means to ensure widespread distribution to existing and potential entrepreneurs in the Prior Lake area, then compile and interpret the responses. GCGI believes that evidence of an adequate market for an expanded TVBA is a crucial part of this project, and that the best evidence of that market comes from expressions of interest by potential tenants and clients. In addition to helping quantify the market for an expanded accelerator/incubator, another outcome of this exercise is a database of specific individuals and their companies who might be targeted as possible tenants and clients of a new accelerator facility, or who can be contacted in the future regarding their opinions and preferences for a new, expanded TVBA. The survey also will ask about the kinds of services and facilities in the accelerator/incubator that are desired by prospective tenants, and preferred geographic location(s) for the TVBA. It also typically asks about existing service providers from which local entrepreneurs have sought assistance and how satisfied they were with the help they received—this helps identify partners with which the TVBA may link to provide services to its clients. GCGI has successfully used several means for disseminating a survey to help identify candidates for business accelerators/incubators, and we propose to use some of those techniques here. One is a free evening seminar on a topic of interest to Prior Lake area small and start up businesses that is promoted widely in the community, with assistance from local entities. The seminar would include a brief discussion about the proposed relocation and expansion of the TVBA. Attendees of the seminar will be asked to complete surveys that identify themselves, their companies, and their potential interest in the accelerator/incubator. The survey also asks the attendees to identify any others who did not attend the seminar but who should be contacted about the proposed expansion of TVBA. One possible topic for this seminar is "how to apply for Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) funding for small and start up businesses." This could be highly relevant to the technology and professional services clients of the TVBA, small business funding often is a popular seminar topic, and GCGI conveniently is a nationally recognized expert in SBIR/STTR. 3 The survey also may be distributed to SBDC clients in the area, chamber of commerce members, persons recommended by current TVBA participants (and anyone on the waiting list to be admitted to the accelerator), and holders of city and/or county business licenses. It can be promoted in local media and social networks. The survey form will be put online by GCGI for those who prefer to complete and return it electronically (GCGI has found survey response levels are much higher in some of our projects when respondents can use the convenience of completing the survey online). GCGI also envisions an abbreviated version of this market survey being given to past and present TVBA program participants. While the meetings and interviews in Tasks 2 and 3 provide qualitative data, this survey can provide supplemental quantitative information on what is working well with the current TVBA and what needs to be provided in an expanded, enhanced accelerator/incubator to maximize its effectiveness and value to the entrepreneurs of the community. Ample attention must be paid to existing tenants and program participants, especially if City hopes to retain them in an expanded TVBA facility and program. GCGI will discuss and decide with the City staff and TVBA Board of Directors what options for survey dissemination will be utilized in this project. GCGI defers to these parties' knowledge of the most effective entrepreneur communication vehicles in the Prior Lake area, and the broader Scott County region and other communities therein. After allowing suitable time for responses, GCGI will tally and interpret the results, and include them in the analysis in Task 6 and in the final report in Task 9. Task 5. Tour existing buildings and vacant parcels to assess availability and cost of alternative locations for relocating or expanding the TVBA. GCGI believes that both new construction as well as renovation of an existing building should be explored as alternatives for a new location for the accelerator/incubator. GCGI would work with City staff and TVBA Board members (and possibly a commercial real estate professional familiar with the area) to identify possible sites (both vacant as well as those that could be cleared of dilapidated structures) and existing buildings, and to refine that list to the most promising locations based on factors such as availability, cost, size, zoning and compatibility with surrounding uses, and opportunity to have positive impact on the neighborhood. Consideration will be given to locations to which the entire TVBA could be relocated, as well as those that might be sites in addition to the current accelerator/incubator space in City Hall. GCGI also will interview appropriate local realtors and contractors to collect information about rental rates and construction (including renovation) costs for commercial and industrial space. Task 6. Use the data collected from Tasks 1 through 6 to conduct the analyses requested in the RFP. The RFP calls for eight analyses to be conducted in this 4 project, and all will be completed during this task. To accomplish many of the required analyses, GCGI will identify multiple alternative scenarios for the future of the TVBA. The information collected during the project will dictate what those scenarios look like, but relevant parameters may include: • Continue status quo, with improvements • Implement Phase 11.2 Business Plan • Add one or more additional locations to supplement existing site • Relocate to small, medium, or large facility and vacant existing site • Create satellite locations around a central TVBA "headquarters" possibly to include sites elsewhere in Scott County • Add program director, either full-time or half-time Financial projections (both for development and operations) will be prepared for all scenarios; based on GCGI's extensive experience doing this, we anticipate some scenarios will drop out as being infeasible, while one or more may rise to the top as the most viable alternatives for the future of TVBA. Task 7. Conclude whether anew or expanded TVBA is feasible, infeasible, or conditionally feasible, with any shortcomings highlighted and mitigating measures recommended. Using the analyses from Task 6, along with consideration of the multiple scenarios for the TVBA, GCGI will conclude what is possible and advisable as a future direction for the accelerator. Consideration must be given to (a) what the market of Prior Lake entrepreneurs wants and will support, (b) what facilities, programs, and resources are desired by that market that can be provided realistically by the TVBA, (c) the cost and potential funding availability for alternative scenarios, (d) the sustainability of each scenario in terms of long run operations of the accelerator, and (e) the appetite and ability of the City and TVBA for taking on the most viable future direction for the accelerator. This task is where GCGI's extensive, 35 years of experience in the accelerator/incubator industry plays a key role. We have operated accelerator/incubators ourselves, and we have consulted on over 90 projects around the US and Canada, so we have a good sense of what is going to work in reality versus what might look viable on paper and in spreadsheets. If conditions are not favorable, GCGI is prepared to conclude that a new, expanded TVBA is infeasible, and explain why. GCGI has seen many situations where an ill- advised accelerator/incubator program was started in a community, only to languish for years (and consume enormous amounts of money and other scarce resources) and eventually be shut down—we would much prefer to advise the City and TVBA Board that an expansion and/or relocation of the accelerator is infeasible, rather than to cause this unfortunate situation to occur here. And, even in this worst case scenario, GCGI is confident that we will be able to offer suggestions on how the existing TVBA could be improved in terms of its operations, programs, services, and/or existing facility. 5 Task 8. Prepare draft report. This report will summarize the data collected and analyzed during this project, the alternative scenarios considered, and the outcome of the eight analyses called for in the RFP. It also will include recommendations for next steps, which will be dependent on the conclusion about the most viable scenario going forward, as well as an implementation schedule. The memo prepared at the end of Task 1 on our evaluation of the Technology Village Phase 11.2 Business Plan will be attached to this report as an appendix. A job description for the TVBA program director also will be attached to the report. All 7 outcomes specified in the RFP will be included in this report. Task 9. Make presentation about conclusions and recommendations to City staff, the TVBA Board of Directors and Economic Development Authority, and then prepare final report. This task begins with dissemination of the draft feasibility report from Task 8 that summarizes the project and our findings and recommendations, and then continues with a presentation to City staff, Board members, and representatives of the EDA. GCGI will receive comments during and after this presentation, revise I the draft feasibility report accordingly, and issue the final report. i The following table shows graphically how the eight analyses requested in the RFP will be accomplished in the nine tasks proposed by GCGI in this project. The large number of correlations between the requested analyses and the proposed tasks indicate (a) our approach will support the required analyses, and (b) there is strong consistency between what the City and TVBA Board are seeking from this project and what GCGI believes should be done. Note that all required analyses will be incorporated into the draft and final reports. Tasks °' �, 3 z o N C M — tet' Z3 to N c0 .@ �' a0 'C Oi C ll.. 'C Y Y Y Y Y — @ Y C Co Y V Y i O ' O Analyses a . ' o � oma' a � � a � � � Cl) o m f0 a m y a 1- I-- I- F- I- Q� w f- co 06 h U f- I- d O Phll.2 b lan review • • • • • . • • • ID other accelerators • • • • • • • Develop options • • . • e . . • Prepare Proj Director • • • • • • • e recommendations Estimate funding needed • • . • • . • • Identify funding sources • • . . • • • • • Prepare Next steps/ • • . • • • • • implementation plan Evaluate partnership options . • • . • • • • • The following figure shows the time frame for the proposed project, as well as the timing and duration for each task. The RFP suggests approximately a 120 time period for the project, and GCGI believes that is reasonable, particularly with major holidays within the project period of October 2015-January 2016. The timeline reflects what we said in the Task 3 description above (that interviews are time consuming); this table also shows that the market survey can take considerable time to distribute and collect (and again, 6 this will be extended by virtue of major holidays falling within the anticipated project time period). The table also indicates when the four meetings required in the RFP will be conducted; the initial meeting and a meeting with the TVBA program participants are anticipated during the initial site visit, a progress meeting will be held during one of GCGI's site visits at approximately the midpoint of the project, and a final presentation will be made near the conclusion of the fourth month. Reasonable adjustments to the schedule can be made to accommodate the needs and preferences of City staff and TVBA Board members. Task Month#1 Month#2 Month#3 Month#4 1.Literature&data review 2.Initial meetings 3.Interviews 4.Market survey 5.Facility assessment 6.Scenarios&Analysis 7.Conclusion 8. Draft feasibility report 9.Present conclusions,finalize feasibility report Initial meeting with City staff, TVBA Board of Directors, EDA representatives o Meeting with Technology Village program participants ♦ Progress meeting Final presentation All of the work proposed for the TVBA Analysis & Expansion Assessment will be done by Gail and Jim Greenwood, the owners and principals of Greenwood Consulting Group, Inc. The Greenwoods led and did the bulk of the work on the 90+ incubator consulting projects done by GCGI, and jointly have over 20 years experience operating and managing small business accelerators/incubators. The hourly fee for Jim Greenwood is $115. Gail Greenwood's time is billed at $55 per hour. Costs for travel, printing, and other direct charges are billed at actual cost. GCGI proposes to do the nine tasks described above for a total of$24,935, as broken down in the following table. Of that total, over $21,500 is devoted to labor required to complete the tasks. 7 TASK HOURS-, HOURS'- TRAVEL, SUB JMG GAG MATERIAL TOTALS 1.Literature&data review 8 2 $1,030 2.Kick off meeting 4 460 3.Interviews 54 $2,550 8760 4 Market surrey 32 3,680 5.Real estate assessment 12 5 1,655 6 Feasibility analysis 12 1,380 7.Feasibility conclusion $ 920 8 Draft feasibility report 36 4,140 9.Presentation,final report 16 4 850 2,910 Total Hours 182 11 Total Cost by Category $20,930 $ 605 $3,400 Project Total $24,935 GCGI recognizes that this is at the upper end of the budget range specified in the RFP. Our approach is to give the City and TVBA Board as much time and effort as possible to maximize the value of this project. Given the desire to build on past and present success of the TVBA, it is important to "get it right" when it comes to consideration of alternatives for the future of the accelerator. However, if the City and TVBA Board are not comfortable with the proposed budget, GCGI is willing to negotiate a reduced scope that will bring the project in line with a more modest budget. z 3. Project Personnel GCGI's knowledge of how/accelerators/incubators work and what is required to create a successful incubator program is not limited to our extensive consulting project list. GCGI's principals have been in this industry for over 31 years, and collectively have over 20 years of experience managing and operating business incubators. GCGI's President, Jim Greenwood, will lead the TVBA analysis and expansion project and do about 94% of the work based on hours. Jim has served on the Board of Directors of the National Business Incubation Association (NBIA), and was a founding member of state incubator organizations in Florida and Georgia. He was a speaker at every National Business Incubation Association (NBIA) annual conference between 1989 and 2014, and was co-developer and co-presenter of the original NBIA Fall Training Institutes for incubator/accelerator developers and managers. He is a contributing author to several NBIA publications and has consulted on other NBIA books, such as the NBIA guide to developing business incubators. He also has taught several webinars for NBIA, on topics such as feasibility studies and incubator funding sources. Mr. Greenwood also is a certified economic development finance professional, as designated by the National Development Council. His interest and expertise in economic development finance helps ensure that the financial viability of a proposed accelerator/incubator, like the expanded TVBA, will be carefully analyzed with a goal of identifying one or more scenarios where the incubator can achieve financial self 8 sustainability in its operations while supporting the cost of a project director and other staff. All work on the TVBA expansion plan project will be done by the two most senior personnel in our company. The project will be led, and primarily conducted by, Jim Greenwood who is president of GCGI. Jim holds a Masters degree from Harvard University in City and Regional Planning, and has had an extensive, 32 year career in economic development including incubator management, co-directorship of a Small Business Development Center (SBDC), and directorship of a local economic development program. He will be supplemented by Gail Greenwood, who has 11 years experience running the day-to-day operations of two mixed-use business incubators, and who has served 6 years as an SBDC business counselor. As the primary and key staffer on this project, Jim Greenwood's resume is attached to the end of this proposal. 4. Relevant Experience GCGI has performed over 90 incubator analyses throughout the United States and in several provinces and territories of Canada. Our work ranges from feasibility analyses and needs assessments for proposed accelerators/incubators, to operational assessments for existing ones. GCGI's accelerator/incubator consulting experience can be summarized as follows: 66 feasibility assessments • 22 projects involving existing accelerators/incubators • 27 business/operations/implementation plans • 24 technology accelerator/incubator projects Particularly relevant is the 22 projects that were done for existing accelerators and incubators. Some of these were similar to the proposed TUBA project, in which a successful existing accelerator/incubator is being taken to the "next level" in terms of programs and/or facilities, while others represent operating assessments to solve lingering problems and fine tune facilities and service offerings. A complete list of GCGI's prior and current incubator consulting projects is available on request. The following paragraphs describe several past GCGI projects that are similar to the TUBA expansion plan. Feasibility of relocating Nashville Business Incubation Center. The NBIC is a well established, well respected mixed-use incubator in downtown Nashville, Tennessee. It existing facility has structural issues and its location is not conducive to some entrepreneur markets it wishes to serve. GCGI evaluating several scenarios for alternative locations (including extensive renovation of the existing facility), and extensively surveyed the market to determine the services and locations most needed 9 by area entrepreneurs. GCGI maintained open communication with the NBIC's existing tenant and client base, because of their vested interest in a relocated, revamped program, their importance to the financial viability of the incubator, and their concerns about large changes in the facility and/or programs. Business & implementation planning for technology incubator on campus of University of Mississippi. As part of a new business park, the university decided to include a technology incubator. GCGI was retained to advise the university on everything from interior space layout to admissions and graduation criteria. GCGI also provided advice on staffing, including desired qualifications for the project director/manager. Assessment and Recommendations for the Advanced Manufacturing and Innovation Training Center In Carlsbad, New Mexico. The local department of development asked that GCGI evaluate the market for this incubator and the suitability of the current building configuration for that market, and make recommendations for changes. GCGI determined, through a market study, that the market had shifted considerably since the incubator had first opened, and we recommended a change in focus as well as modifications to the facility accordingly. Incorporating an anchor tenant into largely vacant portions of the incubator facility was assessed. GCGI prepared an implementation plan for its recommendations broken down chronologically between immediate, near term, intermediate term, and long term. Business accelerator/incubator network in Saskatchewan Canada. The successful mixed-use incubator in Saskatoon had been asked to consider adding satellite centers in two other communities in the region. GCGI assessed the viability of each, and determined that one had good potential while the other would not be feasible. The Board of Directors also asked GCGI to assess the qualifications and responsibilities of its incubator manager, and make recommendations about salary and other compensation. Kentucky Highlands Entrepreneur Center Operations Assessment and Assistance. This new incubator was constructed and was opening its doors to clients when GCGI was asked to assess its facility and viability, and provide assistance with evaluation of its pricing structure and development of a tenant handbook. The facility was extremely inefficient and would never generate revenues sufficient to even begin to cover its operating costs, so GCGI recommended extensive changes such as eliminating duplicative common areas and creating more leasable space instead. GCGI provided training for the manager and his support staff on how to effectively operate an accelerator/incubator. Additionally, GCGI is pleased to offer the following references for its accelerator/incubator consulting work: Julie Throckmorton, Foundation and Corporate Relations Officer Washington & Jefferson College 60 South Lincoln Street 10 Washington, PA 15301 724-250-3372 jthrockmorton(a�washieff.edu This college wanted to develop a business incubator to serve its students and faculty, and to help stimulate business development in the older downtown area. GCGI was retained to prepare conduct a feasibility study; its extensive market analysis showed modest but adequate demand for a mixed-use incubator. GCGI subsequently drafted the business plan to guide development and operations of this incubator, but it has not been finalized pending extended negotiations with owners of downtown facilities that would house the incubator. GCGI has been retained to provide ongoing support and assistance to the college as it attempts to find an arrangement that is acceptable to a prospective landlord while also being consistent with the viability parameters of the incubator—the latter are being constantly reworked and re-evaluated as alternative scenarios are considered. Dr. Syd Spain, Executive Director (Retired) The University of Mississippi Research Park University, MS 662-259-2407 sydspain(a�gmail.com See description of this project under sample projects earlier in this section of our proposal. Marie Longserre, President & CEO Santa Fe Business Incubator 3900 Paseo Del Sol Santa Fe, NM 87507 505-424-1140 Marie) SFBI.net Ms.Longserre is the former president of the National Business Incubation Association, and formerly chair of a state government committee that awarded grants to New Mexico communities to develop new incubators and improve existing ones. She also is the long-time manager of an incubator within about 35 miles of the accelerator/incubator that the principals of GCGI managed for 11 years. She is a good general reference for GCGI's expertise in incubation/acceleration and our reputation within the industry. Susan Duggins, Manager Northeast Louisiana Business & Community Development Center 700 University Blvd, Stubbs Hall#204 Monroe, LA 71209 318-342-1143 du mgins(a_uIm.edu This community of about 50,000 residents retained GCGI to prepare a feasibility study and business plan for a proposed business accelerator/incubator. Given the strong involvement of a university in the project, the original facility was a small (7,000 square foot) office space on campus, with the business plan calling for a doubling of that space 11 by year 3 to support the goal of financial self sustainability of the incubator. The initial incubator space is filled, and its expansion is ahead of schedule. GCGI also was asked to prepare a tenant handbook for this accelerator/incubator Mildred Walters, former Executive Director Nashville Business Incubation Center Nashville, TN 615-975-9235 The Nashville Business Incubation Center is a successful, long standing incubator in downtown Nashville, Tennessee. Challenges with the facility and an interest in taking the program in new directions led the NBIC board to hire GCGI to conduct a feasibility study for a new NBIC. GCGI considered a variety of scenarios, ranging from staying in the current building but undertaking massive renovation and repairs, to leasing space in a nearby upscale, suburban business park. Consideration was given to needs and preferences of the current incubator tenants, and competition from a newly created business accelerator offering very short term but accelerated business assistance and access to venture capital. Organization structure issues also were relevant, given the informal and sometimes adversarial relationship of the incubator to its primary stakeholder and landlord. 5. Performance GCGI is currently conducting a feasibility study for a proposed business incubator in New York State but that project is slated to be completed by mid October 2015. Jim Greenwood, President of GCGI and the staffer who will do about 94% of this work per the budget in Section 2 of this proposal, is not committed more than 25% of his time during the October 1-January 31 time frame during which the Technology Village Business Accelerator Program expansion plan project would be conducted, and therefore there are no anticipated problems in scheduling and dedicating the appropriate resources for the TVBA project. The timeline shown in Section 2 indicates how the proposed tasks will be completed in the allotted time frame. 6. Conflict of Interest GCGI has no known prior work with or for the City of Prior Lake, Economic Development Authority, Scott County, or Scott County Community Development Agency, or any staff members or elected officials thereof, and therefore we have no conflict of interest in proposing to perform this work. 12 ATTACHMENT: RESUME FOR JIM GREENWOOD JAMES M. GREENWOOD Greenwood Consulting Group, Inc. 1150 Junonia Sanibel Island, FL 33957 (239) 395-9446 (voice & fax) (239) 789-7619 (mobile) pail-iim(cD-q-iqreenwood.com EDUCATION HARVARD UNIVERSITY Master's degree in City& Regional Planning, 1980 POMONA COLLEGE B.A., Economics, cum laude, 1978 EXPERIENCE 1989 - GREENWOOD CONSULTING GROUP, INC., Sanibel , FL present PRESIDENT Prepare feasibility studies, needs assessments, business plans, & operational assessments for business incubators Conduct training for incubator managers & developers Conduct training in proposal writing for Small Business Innovation Research (SBIR) & Small Business Technology Transfer (STTR) programs Prepare business plans & provide services for start up businesses, especially cash flow projections &financial analyses, market assessments & compensation strategies Conduct economic impact assessments 1983 - LOS ALAMOS ECONOMIC DEVELOPMENT CORP., 1996 Los Alamos, NM EXECUTIVE DIRECTOR Develop and implement program of retention & expansion of small businesses Develop and implement small business creation program Develop and implement Youth Business Grant Program Manage office with eight FTEs and 3 consultants Develop and implement strategy to mitigate impact of major employer layoffs on regional economy 1 Oversee, manage, and provide services for technology transfer support contracts with two Federal Laboratories Facilitate focus groups & planning retreats MANAGER, LOS ALAMOS SMALL BUSINESS CENTER Develop and manage 2 mixed tenant incubators Modify incubator focus to reflect market trends, economic development goals of community Identify and implement innovative uses of incubator program CO-DIRECTOR, SMALL BUSINESS DEVELOPMENT CENTER Coordinate counseling and training services to clients Provide small business counseling Conduct training sessions for entrepreneurs and small business owners Oversee, manage, and provide services for business assistance contract with major public university 1984 - UNIVERSITY OF NEW MEXICO, Albuquerque/Los Alamos, NM 1990 ADJUNCT INSTRUCTOR Develop and teach computer programming course for educators Teach computer programming course to business students Develop and teach computer programming course for urban planning graduate students Develop and teach business plan preparation course Teach marketing course to undergraduate students 1980 - LOS ALAMOS TECHNICAL ASSOCIATES, Los Alamos, NM 1983 PROGRAM MANAGER Lead projects in economic development, site selection, site layout Lead projects in group decision making OTHER Certified Economic Development Finance Professional Delegate, White House Conference on Small Business Former Elected official, Los Alamos County Council Former Co-Chair, Northern New Mexico Defense Adjustment Task Force Former president, Tri-Area Association for Economic Development Former 1 st vice president, New Mexico Industrial Development Executives Association Former board member, National Business Incubation Assn Advisory board member, Florida Business Incubation Assn 2 Innovative Z]PARTNERS 26 August 2015 Dan Rogness Community& Economic Development Director 4646 Dakota Street SE Prior Lake, MN 55372 Dear Dan: Attached please find the response of Innovative Partners Incubation to your organization's recent Request for Proposalsto evaluate Prior Lake's Technology Village Business Acceleration Program. We are pleased to have the opportunity to respond as our niche in the incubator world has traditionally focused almost entirely on technology incubation and the preparation of entrepreneurs for launching their companies. IPI is a veteran consulting firm in the incubation industry, established for the express purpose of working with organizations engaged in (or contemplating) incubation of technology entrepreneurs. We have conducted feasibility studies; selected,trained, and hired incubator managers; developed business plans for incubation programs; evaluated technology incubator locations, and worked closely with universities, municipalities,state,federal, and international organizations in establishing sustainable and viable incubation programs. We are confident that our experiences in incubation will prove beneficial to the City of Prior Lake and your partner organizations in Scott County. Within, you will find a brief description of our understanding of technology business incubation, an outline of the steps we would take in accomplishing the goals you have laid out in the RFP and the Technology Village Goals and Metrics, our approach to the project,a timeline with hours for each element, my resume, and relevant experience. We envision a process of about four months including about 20 days of professional time including about 12 days on site, and S days of work from our home office.The results would be a clear understanding of the mission,the ecosystem and TVBA's role in it, steps required for expansion (including recommendations regarding any proposed additions to the business plan, a job description for a program director, and an analysis of the funding sources you might wish to pursue. We are offering our services for a fee of$13,500, with estimated expenses of$3,900. We understand that the analysis of incubation programs is no longer a boutique business dominated by a few firms, and we offer these services in full knowledge that you have many choices. However, we believe that our credentials and experiences are of significant value and competitive with our peers. Feel free to contact me at any time for additional information. I look forward to hearing favorably from you soon. Sincerely, Jeffrey C. Milanette, President Innovative Partners Incubation 206 Providence Road Annapolis, MD 21409 Tel:+908-789-3424 Web:www.innovativepartners.com E-mail.jeff.m@innovativepartners.com City of Prior Lake Technology Village Business Accelerator Evaluation Proposal Innovative Partners Incubation August 28, 2015 r Innovative EPARTNERS For all questions related to this proposal,please contact: Jeffrey C.Milanette Innovative Partners Incubation 206 Providence Road Annapolis,MD 21409 T: 908-789-3424 E-mail:jeffm@innovativepartners.com 1 � Contents Introduction......................................................................................................................................................................................3 OurCompany....................................................................................................................................................................................3 OurApproach tothe Project.......................................................................................................................................................4 StatementnfWork..........................................................................................................................................................................5 FeasibilityStudy Schedule...........................................................................................................................................................8 EvaluationActivity Budget..........................................................................................................................................................9 BudgetNarrative.............................................................................................................................................................................9 TeamOrganization.........................................................................................................................................................................9 Insurance.........................................................................................................................................................................................1U CorporateOfficers........................................................................................................................................................................10 ProposedPayment Schedule...................................................................................................................................................1O Summary..........................................................................................................................................................................................11 References.......................................................................................................................................................................................12 Attachment: Resume ofJeffrey K4Uauotto..........................................................................................................................13 � 2 Introduction In just over two years,the City of Prior Lake,Minnesota has established and grown a successful technology incubation program.Accomplishments have exceeded goals,and there appears to be potential for program expansion,requiring more space,more management support,and other new responsibilities. Expansion of a successful program,however does not guarantee success, nor would a prudent management move forward without a plan.In response to the Technology Village Business Accelerator(TVBA) Request for Proposals seeking such services,Innovative Partners Incubation (IPI)proposes to perform an evaluation of the City of Prior Lake TVBA program which will consider the options for expansion.The evaluation will develop recommendations for program expansion,development of a program director position,explore the possibilities of collaborating with Scott County in its program offerings,identifying the sources of funding which may enable the expansion,laying out the next steps in a business plan. Therefore,the purpose of the evaluation is to determine if there is sufficient capacity,within the region to support this expansion and identify both the challenges and opportunities that must be considered in order to move forward. The ensuing strategy will provide a step-by-step process for accomplishing this task. The following proposal is intended to describe in detail the steps in this process. Our Company Innovative Partners Incubation(IPI)has provided management consulting to public and private 3 sector organizations interested in business incubation,technology entrepreneurship, technology commercialization and economic development since 1985. We specialize in economic development and job creation using business incubation to accelerate the successful development of technology entrepreneurship and their companies. Our consultants have current experience in the Energy,Environment,ICT,Transportation,and Agriculture sectors,and expertise in a wide array of disciplines. We have started and managed technology businesses and incubators of all types. Headquartered in Annapolis,Maryland,we have managed new technology ventures,advised technology entrepreneurs,coached incubator managers and provided business incubation and technology-led economic development expertise throughout the US and internationally. IPI consultants have current experience in clean tech,ICT,software development and international business. Most recently,as a sub-contractor to Maxwell Stamp PLC,Innovative Partners Incubation established and managed the Ethiopia Climate Innovation Center(ECIC) in Addis Ababa, Ethiopia(Dec.2013 to May 2015).Ethiopia CIC is a project of the World Bank's Information for Development(infoDev) program.It is operating as a private non-profit foundation with the mission of commercializing innovative technologies that mitigate the effects of climate change on the Ethiopia environment.In a period of about 18 months we developed the operating plan, hired a staff of 15,executed the work plan,held two major grant funding competitions (and started a third),held a financing conference,two policy roundtables with representatives of the Ethiopian Government,a Pitch Competition,a hackathon,several meet-ups,investor meetings, monthly training on a variety of topics,established a Women's Special Interest Group,put in place an environmental monitoring program for our grant recipients,developed a policy manual on mainstreaming women entrepreneurship,designed a mentoring program,and nurtured 42 client companies with new climate-related technologies. Prior to the ECIC assignment,we established PortTechLA,a 501(C)3 clean and green technology incubator and accelerator affiliated with the Port of Los Angeles,and serving the transportation, logistics,environmental,energy and security businesses that operate in the Los Angeles Basin. This included creating and managing the PortTechNetwork,a networking organization, organizing a monthly PortTechforum to discuss topics of interest regarding clean technology, logistics,security and environmental issues at the largest seaport in the US (in terms of container volume)and producing the annual PortTechEXPO a two-day event featuring new clean and green technologies being developed in the region. We managed PortTechLA from November 2009-February 2013. We are entrepreneurs. We have taken products from the lab bench to market.We have managed start-up technology ventures. As incubator managers,we have hands-on experience recruiting and supporting technology entrepreneurs,and as coaches we have trained both entrepreneurs and incubator managers. When we talk about the ecosystem that is vital to the development of a successful entrepreneur support program,it's because of our first-hand experience in their design and implementation. We have advised economic developers, government ministries,donor agencies,international financial institutions and local entities worldwide. The highly successful Forums,Venture Fairs,and Expos we have produced are clear evidence of our ability to organize,and lead. IPI proposes full-service incubation assistance from feasibility study to best-practice application using sustainable,replicable models. More than just a consultant report,our proprietary incubation readiness rubric enables us to analyze key success factors and produce an objective, quantitative determination of your new incubator's likelihood of success or areas in need of improvement. We listen to our clients and tailor our services to their needs. An IPI Team is formed from a core group of the most experienced incubation professionals in the industry. Each member of the IPI Team is an independent,accomplished management consultant with an exceptional and verifiable track record of experience in developing,managing and analyzing incubator operations and new companies. Our Approach to the Project Evaluating incubation programs is not a new concept,and there are few new innovations in client services for incubators that haven't been tried in other places.Our job is to help the client develop an incubation program that will be viable and sustainable. We structure our project to accomplish three things: 1. Developing a close interaction and open communication with our clients 2. Gaining a deep understanding of the local environmental ecosystem 3. Developing a plan that is realistic,something the client can accomplish,or recommended courses of action that will help them realize their goals. We have worked with municipalities of various sizes and understand the financial and administrative issues that pertain.Our aim is to use that experience to the benefit of our clients and provide the highest quality services. Our proposed Statement of Work(shown below) describes the activities we would expect to undertake in this project. 4 Statement of Work The following activities would be undertaken during this project.Approximate numbers of service days are shown following each task. 1. Understanding the Community and Client Needs.Meetings with the TVBA Management to review the evaluation workplan,review the list of proposed interview participants, schedule interviews and discuss the current economic development situation with respect to the market that will be served and sectors that appear to offer the most opportunity for growth.It's important that we understand the TVBA Management expectations clearly so that both consultant and client are in agreement with respect to project objectives. Management's assessment of the business climate in the region as well as the details of TVBA's existing relationships will be extremely helpful in defining the market and accommodating the needs of the players therein. (2 days) 2. Understanding the Ecosystem.We will make an analysis of the local entrepreneurial ecosystem with a particular emphasis on financing and services,and ask the following questions: Does Prior Lake (and the Scott County region in general) possess the requisite numbers of service providers and access to capital required in order to have a vibrant program that inspires individuals to innovate new products or accelerate their existing business?If not,what's lacking and how might those needs be fulfilled?Are there any potential local investors who may help to fuel the development of the accelerator's client companies?Can investors (for example,from the greater Minneapolis metropolitan area)be encouraged to consider the client companies?If so,what would it take to attract them to invest in TVBA clients?Does the State of Minnesota or some other level of government offer funding(e.g.,grants or revolving loan funds)which are not currently being tapped?If so, what would it take to qualify TVBA clients to participate?What debt financing opportunities are available? (In New Brunswick,NJ,while operating the Rutgers Business Innovation Center,we had the opportunity to work with a group of banks to establish a community loan fund for small businesses.Could that be done in Prior Lake?Are there other sources of debt that can be utilized to benefit the clients of the TVBA?) (3 days) 3. Market Demand Analysis.We will hold several meetings to determine the level of market demand for services by local entrepreneurs.This would include the interviews mentioned above,holding one or two focus groups with select participants (including the current clients) and/or a survey of members of the business community and various other stakeholders.This is possibly the most important element in the study as the information gleaned from those who participate in the interviews will be very important in forming our conclusions.An interview script will be used throughout.As we weigh their responses against our own observations,we want to discuss the following: • What market sectors do they think hold the most potential for TVBA (what opportunities exist)? • What do they think the future program offerings of the accelerator should be? • What are the existing entrepreneurial services gaps in the region? 5 • How could TVBA help fill those gaps,and what would they be willing to pay for the service? • Is it possible for entrepreneurial companies to obtain debt or equity financing? • Are there particular market sectors they believe hold promise for entrepreneurial companies?If so,why do they believe this,and how should they be approached? • There are several incubator programs in the Minneapolis region including Technology companies are more likely than any others to create high wage employment.It would be useful to know if intellectual property is being created in local tech companies, and understand the needs of the inventors-often those who create IP for their employer feel the need to invent outside the company as well.Stimulating their creativity can eventually result in the creation of jobs! As we review the information we will begin to understand where new opportunities lie for entrepreneurial development in Prior Lake and Scott County and surrounding area and we can formulate a priority list of market sectors to be considered. (3 days) 4. Program Offerings Analysis,Investigate the degree to which the required services may be provided through TVBA program activities. Follow-up interviews or interviews that were rescheduled will be conducted by telephone.One of our greatest strengths has been the success of our programs for entrepreneur development,starting in the 1990's with the NJ Entrepreneurs Forum,and carrying through to the long list of activities provided to the clients of the Ethiopia CIC.This has included the aforementioned forums,the PortTechNetwork,various pitch competitions,the Russian Venture Fair,the Ethiopia Green Tech Hackathon,and other activities that help prepare entrepreneurs to seek financing and better manage their businesses.We can recommend program activities that will both enhance the image of the TVBA and provide a meaningful learning experience and be attractive to investors. (2 days) S. Competitive Environment and Potential Partnerships Our report will describe the competitive environment and the impact of accelerator services delivered by similar business support organizations that may be leveraged to assist the clients of the proposed program would be conducted.Some considerations: • Partnerships with organizations that can provide deal-flow for the TVBA program. For example,it is possible a TVBA program would seek accelerator graduate clients from incubation programs to accelerate? • Could clients be attracted from local colleges and UMN? • Does TVBA partner with the local SBDC program to provide pre-incubation services to companies that were not ready for the rigor of an incubation or acceleration program? • Has the UMN Business Accelerator Program been renewed and would it be a source of grad student interns or even potential start-ups? The resulting responses,coupled with our own analyses would provide at least some of the information we seek in prioritizing market sectors and better understanding the services that could be offered. (4 days) 6 6. Facilities Analysis.During the course of the interviews,one of the questions that will be asked is if additional accelerator services could be provided through a virtual network.This is a question highly dependent on the financial model and the available real estate.With sufficient revenue from rents and services,a facilities-based accelerator should be capable of sustaining itself financially.If real estate can be acquired very inexpensively,the financial burden is much less-many incubation programs,for example were started with buildings abandoned by manufacturing companies departing the Northeast or Midwest(i.e., "Rustbelt"companies)who made their facilities available to local economic developers when they went off-shore.In our experience with incubators and accelerators,the cost of the real estate is always the most difficult challenge but this may be a function of the kinds of clients recruited.In an accelerator such as that envisioned in Phase II,there is the possibility of recruiting some established companies that have sufficient revenues enabling them to pay market rate rents and service fees.Thus,this problem may be alleviated but it is unlikely to disappear,given the uncertainties of the business cycle.Projected costs will vary significantly with the real estate expense and will have to be prepared with specific facilities,as well as a mix of services,in mind. (1 day) 7. Financial Assessment.Based on the interviews and supplemental research for the region, we propose to make a projection of the numbers of clients that could utilize the TVBA,and the magnitude of fee income that could be generated with the addition of a virtual program. There is also the possibility that sponsorships from other economic development organizations could be explored. (2 days) 8. Report.Preparation of a preliminary report on our findings analyzing the environment for the entrepreneurial activities associated with incubation.The report would include a "Strengths,Weaknesses,Opportunities and Threats" (SWOT)analysis.If an accelerator facility is suggested,our own"IPI Readiness"assessment tool for illustrating how the proposed program compares to others in our experience could be employed. (3 days) Total: 20 service days 7 Feasibility Study Schedule We have made the assumption that work would commence around October 15,2015.Further, with the large number of holidays that occur during the fall and early winter,we assume that the evaluation would last through January.Thus the distribution of days/tasks is as shown on the accompanying timeline. Task Task October November December January No. 1 Community/Client Needs <<---------->> 2 Understanding the Ecosystem <<---------->> 3 Market Demand Analysis <<---------->> 4 Program Offerings Analysis <<---------->> 5 Partnerships <<-------- ->> 6 Facilities Analysis <c---------->> 7 Financial Services Assessment 1<<---------->> 8 Report Prepa ratio n/De livery k<---------->> f 8 Evaluation Activity Budget Fees Task No. Task #Days Daily Rate Total 1 Community/Client Needs 2 $675 $1,350 2 Understanding the Ecosystem 3 $675 $2,025 3 Market Demand Analysis 3 $675 $2,025 4 Program Offerings Analysis 2 $675 $1,350 5 Partnerships 4 $675 $2,700 6 Facilities Analysis 1 $675 $675 7 Financial Services Assessment 2 $675 $1,350 8 Report Preparation/Delivery 3 $675 $2,025 Total Fees: 20 $13,500 Expenses Type Description # Daily Rate Total i Airfares BWI- MSP- BWI 3 475 $1,425 Meals Per diem basis 24 15 $360 Hotel Hampton Inn 12 112 $1,344 Transport Rental Car 12 60 $720 Misc. Copying,telephone,etc. 1 51 $51 Total Expenses: $3,900 Total Fee and Expenses $17,400 Budget Narrative As shown in the budget illustration,the daily rate charged per consultant day is$675.Days are allocated over the entire work activity.Meals are estimated at$15 each with the assumption that breakfast is included in the hotel rate,which is for the Prior Lake Hampton Inn.An allowance was included for miscellaneous reimbursable expenses such as parking,materials, etc. Team Organization Each member of the IPI Team is an independent,accomplished management consultant with an exceptional and verifiable track record of experience in developing,managing and analyzing incubator and accelerator operations and new companies. Team members have managed new technology ventures,advised technology entrepreneurs,coached incubator and accelerator managers and provided business incubation and technology-led economic development expertise throughout the US and internationally. Team members have not only trained countless entrepreneurs and incubator managers,they have authored training materials and software used throughout the industry. The team selected to conduct the TV13A Evaluation will consist of the following individuals: 9 Jeff Milanette.President of IPI (www.InnovativePartners.com) is an incubation industry professional who organized one of the first business incubation programs in California (San Diego Incubator Corporation) in 1986.He is well-known in the US and internationally as an expert on the industry.He has also been a successful entrepreneur,having started and run several technology companies.In addition,Mr.Milanette is experienced as a trainer of entrepreneurs through his leadership of the New Jersey Entrepreneurs Forum and the PortTechForum.He is certified to facilitate and administer the Fast Trac'"series of training programs (developed by the Ewing Marion Kauffman Foundation) and GrowthWheelT"a business model development training program.Mr.Milanette has significant expertise in financing early stage technology companies gained through his experiences with several startup companies serving as President,CFO,or Director.Jeff was formerly Executive Director of PortTech Los Angeles,a technology incubator and accelerator serving entrepreneurs with clean and green technologies that assist the customers of the Port of Los Angeles in meeting their technology and regulatory challenges from 2009 to 2013 (www.PortTechLA.org). Karla Milanette.VP/CFO of IPI,Karla is an experienced consultant and financial manager who will oversee the contract,financial,and project administrative support.Karla is a licensed School Business Administrator in the State of New Jersey and was formerly the CFO of a large suburban school district in New Jersey managing a$110 million budget and overseeing the business operations of the district,supervising a staff of fifty professional and hourly employees in the fields of logistics,construction,food service,maintenance and transportation.She was previously an executive with the San Diego Private Industry Council,and is expert in the design and operation of federal and local government employment and training programs in school to career transition.Her experience in incubation includes serving on feasibility study teams in Southern California,New Jersey and Indiana.Karla was the first Director of Operations for Jobs for America's Graduates,a national level school-to-career transition program.She has an MBA from Rutgers University with a specialty in marketing and finance. Insurance IPI carries professional liability and will maintain it for the duration of the study. Corporate Officers Jeffrey Milanette and Karla Milanette are both corporate officers of Innovative Partners,Inc., and are authorized to sign documents on behalf of the company.Innovative Partners is a duly registered Delaware Corporation.Our state tax clearance certificate is available upon request. Proposed Payment Schedule IPI proposes that payments for services be on the following schedule: • 10% of the fees to be invoiced upon execution of the contract. • 20% of fees at the end of each of the remaining four months of the engagement. • The remaining 10%upon acceptance of our report. • Expenses for reimbursement would be presented on a monthly basis. Although we prefer automated deposit to our bank account,payment by check is equally acceptable.Checks should be made payable to Innovative Partners,Inc.and mailed to our office in Maryland.Karla Milanette of Innovative Partners Incubation will administer the contract and invoicing for the firm.She may be contacted at the IPI office at(908) 789-3424. 10 Summary Innovative Partners Incubation proposes to perform an evaluation of the existing Prior Lake technology Village Business Accelerator. Our understanding is that the evaluation should be concerned primarily with the issues involved in expanding the program from its present five clients at the City Hall location to a larger number that includes program services for external clients in private real estate,and potentially virtual clients as well. Market research to evaluate both programmatic and service offerings would be part of the process. The end result of the study would be the development of a final report that would include a business plan for expanded program.One highly important element of the report would be a SWOT analysis that would illustrate the various internal and external factors that impact the proposed expansion.This presumes that sufficient resources can be provided as to make the program both viable and financially sustainable.In addition,a position description would be developed for a program director,and recommendations made as to additional funding opportunities.Finally,we will explore the possibilities for expanded partnering with other organizations such as the Scott County Community Development Agency. Innovative Partners has been providing these kinds of services to the business incubation industry for over twenty-five years.We have started and run several successful programs for technology entrepreneurs both in the US and abroad.Our aspiration is to provide the TVBA with guidance and recommendations that will build a long lasting and successful program.We look forward to working with you. 11 References The following individuals have worked with IPI in the past.Their names and contact information is provided below in the event a reference is desired. 1. Herb Zimmer,Chairman of the Board,PortTech Los Angeles,San Pedro,CA,tel. 310-831- 1247,E-mail:hzimmer@porttechla.org. 2. Sara Lundine,formerly Executive Director,Battelle's Environmental Technology Commercialization Consortium (ETC2),Columbus,OH,tel.716-969-7134,e-mail: E-mail: Lundine@roadrunner.com. 3. Gina Boesch,former Executive Director,New Jersey City University Business Development Center,Jersey City,NJ,tel.201-444-9520,e-mail: gina.boesch@gmail.com. 4. Heinz Fiedler, President, Science Park and Innovation Center(SPICE) Group,Berlin,Germany. E-mail: Heinz@spice-group.de Phone: +49-160-829-2656 5. Joseph Tetteh,Executive Director of Business Development Incubator,New Jersey City University, and former Vice President of NJ Commission on Science and Technology. E-mail:jtetteh@nicu.edu Phone: 201-200-2060 12 Attachment: Resume of Jeffrey Milanette Jeffrey Milanette 206 Providence Road,Annapolis,MD 21409<USA www.innovativepartners.com•jeffm@innovativepartners.com 908.789.3424(office)•908.591.8193(mobile)a jmilanette(skype) Executive Profile Technology Entrepreneur• Incubation Manager• Business Consultant Accomplished business management consultant with an exceptional and verifiable track record of experience in developing, managing and analyzing business incubator operations and new companies. Currently: Project Manager for J.E.Austin project with World Bank's infoDev organization to write four new modules of incubator manager training curriculum and update two existing modules for applications in Caribbean,African, and other developing economies. Selected Accomplishments • CEO,Ethiopia Climate Innovation Center,climate technology incubation and technology commercialization center sponsored by the World Bank, UKaid,and the Norwegian Ministry of Foreign Affairs serving 40 clients. The Ethiopia CIC provides client companies with access to finance;mentorship;training; and market and policy research;with a cross-cutting mission of encouraging the development of women entrepreneurship programs. This includes a Women's Special Interest Group,numerous conferences and training activities,and multiple means of disseminating information to the ECIC constituency. Recruited and managed a staff of 15 professional and two hourly employees and report to a managing consortium of two university organizations and two international consulting firms.Annual budget of$1.5 million USD. (2013- Present) • Executive Director of PortTech Los Angeles,a technology commercialization center and incubator focused on assisting clean tech entrepreneurs commercializing innovative,maritime- related technology solutions in the areas of environment, energy, logistics and homeland security. PortTechLA is one of two incubators in the City of LA's Clean Tech Initiative. Established the PortTechfibru n (a monthly event featuring networking and training opportunities for entrepreneurs,service providers and capital providers),the PortTechEXPO(annual venture fair and technology exposition),and the PortTechNetwork(Linkedln)as enhancements for PortTechLA. Secured$2.5 Million in funding for the EXPO and incubator operations. (2009- 2013) • Led a team of five consultants in developing a sustainable and replicable ICT incubation model for sub-Saharan Africa for the World Bank's infoDev organization. (2008-09) • Key team member and incubation expert in a project with the European Bank for Reconstruction and Development to determine feasibility of establishing ICT incubators in three countries in the Newly Independent States of the Former Soviet Union. (2006-2007) • Led a team from Battelle's Environmental Technology Commercialization Center in establishing the National Environmental Technology(NET)Incubator at Central State University in Wilberforce,OH, an HBCU. (2000-2001) 13 • Founder and CEO of the Rutgers Business Innovation Center. (1989-1995) • Recognized innovator in entrepreneur development programs as President of the NJ Entrepreneurs Forum. (1992-2009) • Successfully competed for US-DOD research funding as President of SpeakEZ, Inc., a start-up technology venture. Successfully negotiated the sale of the company to a publicly held acquiring company. (1992-1995) • Served as lead or support consultant in numerous business incubation projects. (1989-Present) Areas of Expertise • Mitigation of climate change • Market research • Clean tech and green innovation impacts • Venture conferences and • Technology entrepreneurship • Utilization of clean tech in entrepreneur competitions • Strategic planning maritime and port operations . Operations management • Investment banking • ICT Incubator feasibility studies . Capacity building • Business turn-around • Early stage company finance . Incubator management • Association management • Needs assessment and analysis development . Project management • Program evaluation using • Sustainable,replicable • Management of NGO's applied metrics incubation models n Professional Experience Summary Business Incubation: Innovative Partners,Inc.(Il'I) 1985-present President and CEO A consulting firm providing management advisory services to new companies,and to public and private sector organizations establishing business incubation and technology transfer programs. ➢ Established San Diego Incubator Corporation. Served as first President and Chairman of the Board, (1986-1989). ➢ Established Rutgers Business Innovation Center,developed the business plan,negotiated with economic development corporations,selected,hired and trained managers. Served as first President, (1989-1995). ➢ Business incubation consulting clients have included universities,and economic development organizations such as:Rowan University,Battelle Environmental Technology Commercialization Center(ETCZ),Tallinn Technology Park, Camden County College,New Jersey City University, California State University Foundation,Rutgers University, Garden State Cancer Center, and numerous community colleges, (1985-present). ➢ Co-founded,and organized five annual Russian Venture Fairs under the sponsorship of the US Civilian Research and Development Foundation. Trained entrepreneurs in the art of presenting their companies to prospective investors before each Fair, (2000-2005). 14 ➢ Performed due diligence on applicants to the New Jersey Edison Innovation Fund and NJ Tax Transfer Program for the NJ Commission on Science and Technology and the NJ Economic Development Authority. Evaluated over 120 early stage and mature technology applicant companies, (2006-2008). ➢ Evaluated potential ICT incubator locations in Moldova, Mongolia and Georgia for EBRD to determine if the selected countries could support incubation programs, (2006-2007). ➢ Conducted ICT incubator feasibility studies for cities of West Sacramento, California,and Folsom, California, (2007-2008). ➢ Designed sustainable,replicable ICT incubator model programs in sub-Saharan Africa for World Bank's infoDev program, (2008-2009). ➢ Private Sector member, Innovation Council on High Technology, a bilateral public-private partnership of US and Russia providing advice and counsel to their respective governments on entrepreneurship and technology business. Led by US State Department. (2005-2011) i Technology Incubator Management: Rutgers Business Innovation Center 1989-1995 President and CEO The Rutgers Business Innovation Center was a for-profit subsidiary of a university-owned non-profit corporation. Formed the organization and founded the center. Provided day-to-day management expertise and supported 20+start-up companies. Screened,recruited and advised each tenant company, performing due diligence on applicants,negotiating leases and contracts,and managing the facility. Provided day-to-day management guidance to the entrepreneur clients, acting as their on-site business advisor. Achieved profitability in fourth year despite a downward-trending market. Entrepreneur Development: New Jersey Entrepreneurs Forum (NJEF) 1992-2009 President and CEO Originally a program of the state of New Jersey's Commission on Science and Technology,NJEF was spun- off in 1995 and became a successful private,non-profit corporation supported by sponsorship and meeting fees. This organization provided entrepreneurs the skills needed to start,manage and finance a technology company through the enterprise forum model.Monthly programs provide first-person tutorials concerning various elements of managing a young company. Practice presentations for companies seeking financing were a major highlight. Market Research: 1998 IPI provided market research for Jeppesen Sanderson,Inc.,the world's largest manufacturer of aerial navigation charts and navigation aids. Project involved developing and administering a survey of eleven of the largest hub airports in the U.S. and overseas,and all the major air carriers to determine feasibility of introducing a GIS technology to the market(JeppViewrn,). Survey instrument was augmented by in-depth interviews with executive personnel of each airport. Investment Banking: CEA Financial Group,Iselin,NJ 1995-2001 Vice President 15 Ten-year-old company investing its own money, and funds raised from investors in promising new companies. Evaluated business plans,directed administration, conducted due diligence, calculated valuation, and negotiated investments with entrepreneurs. Technology-Computer Softwares AuthX,Inc. 2001-2010 President A start-up biometrics technology company developing software used to validate photo-identity documents such as drivers licenses, passports, and visas.Raised funds,wrote the current business plan,managed marketing and sales,hired staff, and negotiated contracts. Staff of 2 full time and six part time employees. SpeakEZ,Inc. 1992-1995 President and CEO A start-up company developing speaker verification/speaker identification software for aerospace-defense and commercial markets. Negotiated technology license from university,raised capital,wrote business plan, developed marketing strategies, and established strategic partnerships. Acquired by T-Netix, Inc. IPI also provided market research to T-Netix,Inc., and Dictaphone Corp.in the formation and management of a consortium developing new speaker identification software technologies for the US Air Force. Education, Certification and Professional Development x MBA(finance),George Washington University, Washington,DC BS,United States Naval Academy,Annapolis,MD Certificate in Russian,New York University,New York,NY Certified Facilitator and Marketing Administrator,Fast Trac training,Kauffman Foundation Certified Advisor, Growth Wheel®tool start-up and growth companies training program, Startup Company NYC Inc. Graduate,Leadership Development Program(LEAD New Brunswick),New Brunswick,NJ Professional Appointments and Affiliations National Business Incubation Association(MBIA),' New Jersey Business Incubation Network(NJBIN), (1985-present).Elected to the NBIA Board of (2003-2010). Directors—2014. New Jersey Technology Council, (2000-2009). International Economic Development Council, (2005-2010). US-Russia Innovation Council on High Working Group on Entrepreneurship,US-Pakistan Technology,sponsored by US Cooperative Program on Science and Department of Commerce, (2005-2011). Technology, (2007-2009). Aereon, Inc., aerospace vehicle design company, AuthX,Inc.,biometric technology products,Board Board of Directors, (1999-2009). of Directors,(2002-present). New Jersey City University Business Development New Jersey Commission on Defense Conversion Incubator,Advisory Council,(2004-2010). and Community Assistance, (1993). NJ Entrepreneur of the Year,finalist, (1992),judge, NJ Venture Fairs, (1993-2008), Chair Coaching (1993 and 1994). Committee, (1992 and 1999). National Defense Industries Assn., life member, Business Incubation Network of Southern Chapter President, San Diego, CA(1986-88). California,Member, Steering Committee, (2010- 2013). 16 Selected Professional Publications and Presentations "Ethiopia CIC Impacts Food and Water Security",presentation to the Council on Foreign Relations conference"Security Challenges in Africa",(November,2014) "Pitch Training Workshop",preparing entrepreneur presenters for the First Annual Ethiopia CIC Pitch Competition, (November 2014) "Tying it All together—Why Marketing Your Incubator is a 24/7 Project", on behalf of PortTechLA, a presentation at the 2012 National Business Incubation Association annual conference(May 2012) "Innovative Client Funding Techniques", a presentation for Innovative Partners Incubation at the 2012 National Business Incubation Association annual conference(May 2012) "Overview of PortTechLA"presentation and participation on a panel concerning port development, Tenerife, Canary Islands sponsored by the Corporate Council on Africa, (April 2011) "Sustainable ICT Incubation Environment", presentation and participation on panel entitled High Growth ICT Enterprise Incubation,infoDev 3'Global Forum on Innovation and Entrepreneurship,Florianopolis, Brazil,(October 2009). "How a Small University Started an Environmental Technology Incubator",—Article in Comprehensive Guide to Business Incubation,published by National Business Incubation Association (MBIA),Athens,OH,(2005). "Successful Programs for Supporting Technology Entrepreneurs"—Paper published in the Proceedings of Eighth Annual Meeting of the Asian Science Park Association,Weihai,China(August 2004). "Training for Technology Entrepreneurs", developed,presented and moderated panel discussion for the National Business Incubation Association Annual Conference,(April 2009). "Technology Entrepreneurship"series of five presentations given to technology transfer professionals from Pakistan,Malaysia, Indonesia and Egypt covering the topics of technology entrepreneurship,venture capital, business incubation and support for technology entrepreneurs at the Standing Committee on Science and Technology(COMSTECH)of the Organization of Islamic Council (OIC)Islamabad,PK, (August 2007). "Successful Venturing"—Presentation to aspiring venture capitalists as part of a seminar entitled"Creating and Managing a Venture Capital Firm"sponsored by the Russian Venture Capital Association and the US Civilian R&D Foundation,(October 2004). "Satisfying Investor Expectations"—Presentation to entrepreneurs accepted as participants in the Fifth Annual Russian Venture Fair, (September 2004). 17 References 1. Herb Zimmer, Chairman and CEO,PortTechLA. E-mail: Hzimmer@porttechla.org. Phone: 310-831-1247 2. Stan Tomsic,Chairman Emeritus, Caltech Enterprise Forum, Chairman of Business Incubation Network of Southern California. E-mail: sptomsic@att.net Phone: 626-796-9065 3. Sara Lundine retired Executive Director,Battelle Environmental Technology Commercialization Center. E-mail: lundine@roadrutiner.com Phone: 716-969-7134 4. Heinz Fiedler,President, Science Park and Innovation Center(SPICE) Group,Berlin, Germany. E-mail: Heinz@spice-groW.de Phone: +49-160-829-2656 I I 5. Joseph Tetteh,Executive Director of Business Development Incubator,New Jersey City University, and former Vice President of NJ Commission on Science and Technology. E-mail: :tet tteh a,njcu.edu Phone: 201-200-2060 i 18 Casey McCabe Z From: Gerry Hughes <gerry@mnhughes.com> Sent: Monday, September 07, 2015 10:31 AM To: 'lloyd erbaugh; adam@nordicClick.com;Adam Proehl; Ifrank.mn@gmail.com; Lori Frank; Dan.Stratton@ShakopeeDakota.org; Ken Hedberg; daverech@aol.com Cc: Dan Rogness; Casey McCabe Subject: Articles for PLA from TVBA TV Board Members, we will add this request to our next board meeting and or workshop. From: Iloyd erbaugh [mailto:lerbaugh@gmail.com] Sent: Friday, September 04, 2015 12:11 PM To: Gerry Hughes Cc: Dan Rogness; Prior Lake Subject: Articles for PLA Gerry, I think I heard that you and some of your TVBA board recently interfaced with a group of individuals opposed to the purpose, direction and existence of TVBA. Would you be willing to discuss with your board the possibility of writing articles for the Prior Lake American to clarify for our residents the goals, objectives and strategies for this program? We are leading the way for cities south of the river. We have successful businesses that are generating income, bringing high paying jobs to Prior Lake and building competence and capacity in the organization. I hope we could talk about possible partnerships with technical or 4-year schools, increased collaboration with SMSC, as well as software, financial and other support services needed in the casino business. Would we create technical networking support groups and offer technical training/presentations for Twin Cities entities? Do we want to encourage/mentor more women and minority/majority owned businesses. It would be helpful to have a letter to the Prior Lake American every 2-3 weeks from now through December I st. It would be terrific to have "real" information,plans, and goals from the TVBA board rather from people who are training to kill the program. Thanks for your consideration. Let me know if I can help in any way. Lloyd i Pending Action Items ➢ Discuss program collaboration/promotion opportunities: Open to Business, Scott County Scene, county libraries, Scott County Government Center, banks, accountants, etc.during future educational lunch &learn event(all) ➢ Inform Scott County Open to Business&FSS when the lunch and learn is scheduled so the event can be promoted through that pipeline also. (staff) ➢ Display Technology Village collateral material within the Scott County Libraries. (staff) Continuous Action Items ➢ Select resources to contact and introduce Technology Village. ➢ Coordinate Linkedln/Facebook marketing and PR campaign (lunch&learn event promotion?) ➢ Look into other options to market/promote Technology Village including Scott County newsletter and placing the Technology Village ad on Prior Lake public access TV. ➢ Consider writing a blog or utilizing another social communication platform to promote business opportunities in Prior Lake. ➢ Discuss options for modifying the equity investment repayment options in the lease agreement. (all) Completed Action Items -)o- Leek inte the SGOtt County business Glasses and notify paFt!GipaRtG When they E)GGUF. (staffi Send a GOPY of the RFP to board mernber-s. (staM -)o- Add a link to the SW#/Garver County Community Garde the PaFtRer SeGti0R on the website.(staM Revise and add FAQ to the home page and FAQ tab on the website. (&tafQ Suggested additional TV MetFiG: SubG0ntraGt0F;this WOuld be additional Gemmunity b F-SUE;jus GentaGt Pivotal Advisers to see they would be interested in presenting at an UPGGR`1iRg IunGh & learn session. €T€s Send eIeGtFGRiG newsletter to all paFtiGipants eR a regulai:bas's with TeGhnelegy Village updates and news. (staf� Add advisory GOMMittee presentation date to TV Galendar. (staM Lost W 2 employees and GOntraGtor-s separate OR the FnetFiG repert and only identify IE)Gal employmen Rumb ers#AaM Get GOFnMitFneRtS OR the GubiGle spaGe fFGFn the two intemsted paFtiGipaRts GO We Gan follow up with RE) Teshneleg", (StA