HomeMy WebLinkAboutAttachment 1 SBTT CDP EXHIBIT A
South Bozeman
Technoloay District
Comprehensive
Development
Plan
Table of Contents
Introduction................................................:............................................... Page 4
Location....................................................................................................... Page 5
History......................................................................................................... Page 5
What is a Technology Park?..................................................................................... Page 6
MontanaState University........................................................................... Page 8
Why a Technology Park Was Constructed At The Current Site............... Page 9
GlobalCompetitiveness.............................................................................. Page 10
The MSU Innovation Campus Property (Current Site)............................ Page 11
DevelopmentEconomics........................................................................... Page 11
Market Opportunity and Proximity Advantage....................................... Page 12
Montana State University Innovation Campus - 1986 to Current Day. Page 13
Task Force and On-Site Visit of AURP Professionals................................ Page 14
Objectives For Expanding the MSU Innovation Campus Site.................. Page 14
Planning For the Future and Enhancing Economic Benefits................... Page 14
New Mission and Vision for the Montana State University
InnovationCampus................................................................................... Page 15
CoreValues................................................................................................. Page 16
Goal.............................................................................................................. Page 16
MSU Innovation Campus Expansion Plans.............................................. Page 17
Implementation Strategies........................................................................ Page 22
MSU Innovation Campus Target Markets................................................. Page 22
Positioning the MSU Innovation Campus................................................. Page 23
Guiding Principles for Expansion of the MSU Innovation Campus........ Page 23
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Factors Critical to Success of the Montana State University Innovation
Campus....................................................................................................... Page 26
Additional Critical Points........................................................................... Page 28
In Addition, Several Observations............................................................ Page 29
Sustainability............................................................................................... Page 29
Conclusion................................................................................................... Page 30
Documents also Included in Plan:
Covenants, Conditions & Restrictions (Exhibit A)................................... Page 31
Architectural Guidelines (Exhibit B)......................................................... Page 49
Site & Landscape Guidelines (Exhibit C)................................................... Page 56
City of Bozeman Plan, Unified Development Code, And Economic
Development Plan (Exhibit D).................................................................... Page 64
2010 MSU Economic Impact Report (Exhibit E)....................................... Page 75
TIFMap (Exhibit F)..................................................................................... Page111
Legal Description (Exhibit G)............................................................. Page112-113
Proposed TIF City Map (Exhibit H).......................................................... Page 114
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South Bozeman Technology District
Comprehensive Development Plan
Introduction
As the leading research and technology park in Montana, the Montana State University
Innovation Campus provides a place where people and ideas come together; an
environment that assists and supports start-up companies and new ideas; provides state-
of-the-art facilities for small, medium, large, and well-established companies to locate and
prosper; a place where Montana State University faculty, researchers, and scientists work
with private and government researchers and scientists to push forward cutting-edge
science and advance technologies; a place where students gain hands-on real-world
learning experiences that result in employment opportunities upon graduation; a high-tech
research park where companies are our business, and our partners, and collaboration with
Montana State University is a daily occurrence.
Located on approximately 25 developed acres adjacent to Montana State University, the
Innovation Campus provides services, facilities, programs and expertise to stimulate and
support the growth of research and technology-based enterprises. Plans have begun to
triple the size of the current 25 acres and expand the Innovation Campus to over 75 acres.
To ensure efficiency in the use of land within the District, and the capacity of public
infrastructure, the MSU Innovation Campus will seek to provide for an appropriate mix of
R&D activities,commercial, and light-manufacturing development to guide such
development to appropriate areas of the land identified for expansion.
The Innovation Campus provides walkways,jogging, and biking trails. As the Innovation
Campus develops, expansion will include open green spaces,water features, as well as a
partnership to support further development of retail contiguous to the west side of the
Innovation Campus, known as the "Mitchell Development Gateway Project".
Innovation Campus companies and their employees will enjoy many services and benefits
as our Business Partner. These will include,just to name a few:
• Class A office and lab facilities
• Executive Conference rooms, 'Think Tanks', and high-tech Conference facilities
• Discount programs and services
• State-of-the-art high-speed data and telephone services
• Special discount programs for office furniture, supplies, lab furnishings and
chemicals
• Incubation space,to include support services and counseling
• Access to services at the campus library http://www.lib.montana.edu
• Student assistantships and internship programs
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• Seminars by Montana State University and visiting scientists and scholars
• Technology Transfer assistance with intellectual property and patent issues,
licensing, and coordination of resources with the private sector
• Use of Montana State University facilities and specialized equipment
The Innovation Campus provides 'the place' for the creative and daring to push the
entrepreneurial spirit to new heights; to take new ideas from concept to reality; and for
pioneering researchers and scientists to expand research opportunities and create cutting-
edge technologies that will change the world.
Location
The Innovation Campus is located in Bozeman, Montana, a place well known for its
beautiful landscape, pristine surroundings, and outstanding quality of life. Bozeman has a
comfortable climate, four magnificent seasons,recreational and entertainment
opportunities,with fantastic dining and culture experiences. Simply put, Bozeman is an
outdoor enthusiast's playground of year-round activities, cuisine, music, and art festivals.
In addition, Bozeman offers a highly educated population of 40,000 residents with more
than 49% of the community holding undergraduate and higher degrees.
1st
In 1986, Montana State University, under the leadership of President Bill Tietz, requested
Montana State University Foundation develop and manage the first and only university-
related research park in Bozeman, Montana, known as the Advanced Technology Park
(ATP). Montana State University Foundation obtained property upon which the Advanced
Technology Park was developed. In that same year, engineering services and installation of
infrastructure was completed. In 1988, the first building known as the Nopper Building
was completed. Over the subsequent 10 years, 12 additional buildings were constructed.
As of January 1, 2012, there are more than 35 businesses and research groups housed in
the Advanced Technology Park employing more than 200 people. Approximately 46% of
those employed are Montana State University graduates. In addition, more than a dozen
start-up companies originated in the Advanced Technology Park between 1988 and 2008.
In November of 2011,the Advanced Technology Inc. (ATI) Board received approval from
the Foundation Board of Governors to hire the first Executive Director to oversee full
operation ofATi, the for-profit corporation responsible for the oversight of the Advanced
Technology Park. Teresa McKnight, a 20+year veteran of university-related research
parks, consultant, and member of the Association of University Research Parks Board of
Directors was hired to fill this position. McKnight was hired to push forward the
redevelopment and expansion of the Advanced Technology Park, now referred to as the
Montana State University Innovation Campus. In July of 2012, the MSU Innovation Campus
received 501(c)(3) non-profit exemption status.
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What is a Technolok?
A Technology Park (also referred to as a Science or Research Park) is a physical place that
contains contiguous acreage managed by specialized professionals,whose main aim is to
increase the wealth of its community by promoting the culture of innovation and the
competitiveness of its associated businesses and knowledge-based research institutions.
Technology Parks stimulate and manage the flow of knowledge and technology amongst
universities, R&D institutions, companies and markets; it facilitates the creation and
growth of innovation-based companies through incubation and spin-off processes: and
provides other value-added services together with high quality space and facilities.
Technology Parks create an environment that fosters collaboration and innovation and
promotes development,transfer and commercialization of technology by providing a
location in which researchers and companies operate in close proximity.
Technology Parks have emerged as strong sources of entrepreneurship,talent, and
economic competitiveness for regions, states,and nations. They have become a key
element in the infrastructure supporting the growth of today's knowledge economy.
Research Park Concept(information provided by Association of University Research Parks(AURP)):
Universities.Federal Research Partners
• Flow of Talent
Labs,Nonprofit R&la Exchange of Ideas 4rCotnpanles
Institutions Access to Labs and
Specialized Equipment
Research Parks
Communities Generating Innovation,Technology,
i And Knowledge
Growth of
Commercialization
Existing Creation of New of Intellectual
Companies Companies Property
Generation of Jobs and Income
—6 —
I�Mical Tech Science and Research Park
Size . 114 acres
6 buildings
• 314,400 sq. ft. of space,95% occupied
• Only 30% of total estimated sq. ft. at build-out currently developed
• 30,000 sq. ft. of incubator space
Location . Suburban community
• Less than 500,000 population
Governance • Operated by the university or university-affiliated nonprofit
Tenants • 72%are for-profit companies
14% are university facilities
• 5% are governmental agencies
Employment • Typical park employs 750
• Major industry sectors: IT, drugs and pharmaceuticals, and scientific
and engineering service providers
Finances • Less than $1 million per year operating budget
• Revenues primarily from park operations but funds also come from
universities and state, local,and federal government
• Limited or no profitability; 75% of the parks have no retained
earnings or retained earnings of less than 10%
Services . Provide a range of business and commercialization assistance
services, including:
- Help in accessing state and other public programs
- Linking to or providing sources of capital
- Business planning
- Marketing and sales strategy advice
- Technology and market assessment
Tech Parks Are-Succeeding in Incubati ad Growing Comu
• Nearly 800 firms graduated from park incubators in the past 5 years
• About one-quarter of these graduates remain in the park
• Only 13 percent failed
• Less than 10 percent left the region
Note:Information provided by AURR
7 �.
Montana State University
Montana State University has grown into a comprehensive university with 1,014 full-time
faculty, 14,1S3 students and over$110 million in externally sponsored research conducted
annually. With its roots in the land-grant tradition of research in the agricultural and
engineering sciences. Its research strengths include:
• Agricultural biotechnology;
• Laser/optical engineering;
• Infectious diseases;
• Life in extreme environments;
• Engineering and applied science, including environmental engineering,
• Molecular and cellular biology; and
• Math and physical sciences, including surface science, advanced materials and
lasers/optical materials.
Facilities and Equipment
Montana State University has extensive facilities and equipment available on a
contractual basis to MSU Innovation Campus tenants. Facilities and equipment
include:
• Animal Resources Center http:j jwww.montana.edu/wwwarc/
• CBE Microscopy Facility httRj`/cores.montana.edujindex php?Rg'e=microsconv
• Department of Chemistry& Biochemistry Facilities/Instrumentation
httl2:jjwww.chemistry.montana edu/fac_liti
• Imaging and Chemical Analysis Laboratory (ICAL)
httRjj -
www.physics.montana.edu/i a jhome/indexa4
• Magnetic Resonance Laboratory httP:jjwww.coe.montana.edujmrm./
• Plant Growth Center hen;j jag.montana.edu lantgrowth/
• Spatial Sciences Center http:j.Issc.montana.edu/
• Subzero Science and Engineering Research Facility
http:j jwww.coe.montana.edu/ce/subzero/
• Transportation and ITS Laboratory
http:jjwww.coe:montana.edu Ice/research labs_htmI
• Research Core Facilities http:j jcores.montana.edu
• Departmental/Center-based Research Resources
htto jj_cores.montana.edu/index. ?page=departmental-renter-based
Business Assistance
Montana State University has several other assets important to small businesses .
such as:
�8�
• The Montana Manufacturing Extension Center (MMEC) for manufacturing
assistance and prototype development (companies must meet eligibility
requirements to receive assistance);
• A TechLink Center to find NASA and Department of Defense (DoD) technologies
that private companies can commercialize; and
• Small Business Institute for student assistance to small businesses.
• Additional assistance is provided on a case-by-case basis through the MSU
Innovation Campus in partnership with Montana State University.
Why a Technology Park Was Constructed at the Current Site
Since its founding, Bozeman has been an entrepreneurial city led by visionaries. Based on a
recent report published by the Kauffman Foundation, the report highlights the rate of
entrepreneurial activity in Montana reaching its highest level in at least 15 years in 2010,
and Montana ranks as the nation's second most entrepreneurial state.The Kauffman
Foundation calculated Montana's entrepreneurship index at.47 percent, which means that
Montana has 470 entrepreneurs per 100,000 in population. That compares to a national
rate of.34 percent.
A technology park- or in this case the MSU Innovation Campus - provides "the place" for
university, local, regional in-state and out-of-state entrepreneurs to further and enhance
their ideas, research and technology. Bozeman is a "hot spot" for entrepreneurs, and with
the growth of Bozeman's innovative businesses in industries such as software development
and support, photonics, lasers, photovoltaics, pharmaceutical, and bio-tech, as well as
MSU's increase in research, the MSU Innovation Campus is well-suited for entrepreneurs
and the transfer of technology to merge together in one physical location. Executed
correctly,technology parks provide high-impact economic effects on communities, regions,
and states in which they are developed.
Several factors were weighed in developing the MSU Innovation Campus:
1) Public/Private partnerships between business, industry,government and MSU
2) Internships, assistantships, part-time and full-time opportunities for MSU students
3) High-tech/high-paying jobs
4) Global competitiveness for Bozeman, Gallatin County, and the State of Montana
5) Economic benefits for the community
The MSU Innovation Campus offers high-tech employment opportunities and provides a
convergence for economic activity giving hope for an increased standard of living in
Bozeman and the Gallatin County. The MSU Innovation Campus provides the physical
location, buildings, services and amenities for people who build, operate, study, research,
develop, produce, and enhance new discoveries.
The MSU Innovation Campus not only provides the place for highly skilled, high-paying
jobs, but the Innovation Campus also creates high skilled, high-paying jobs that spur
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employment even beyond the research park itself. According to a study by Battelle, a
nonprofit technology development and laboratory management company, under the
auspices of the Association of the University Research Parks (AURP), each tech park creates
direct jobs across select industries and geographies,which in turn creates 1.5 additional
("indirect") jobs in the surrounding economy.
What's more, while many of the direct employment opportunities at a tech park would
likely be knowledge-based, high skilled jobs, many others would likely require basic skills.
As well, many quality jobs would likely be created outside the park to support both tenant
companies and their employees. The additional impact is dramatic.
Global Competitiveness
Recognizing that a capacity to innovate and commercialize new high-technology products
is increasingly a part of the international competition for economic leadership.
Governments around the world are taking active steps to strengthen their national
innovation systems. These steps underscore the belief that the rising costs and risks
associated with new potentially high-pay-off technologies,and the growing global
distribution of technical expertise, require national R&D programs to support new and
existing high-technology firms within their borders. They also reflect the belief that shared
facilities, coupled with geographical proximity next to a research university, can facilitate
the transition of ideas from universities and laboratories to private markets.
Expansion of the MSU Innovation Campus would enhance Bozeman's position in a global
economy where cities increasingly compete for emerging tech businesses and associated
talent. National governments have identified technology parks as one way to compete for
companies and jobs, and consequently are investing heavily in tech parks - big and small.
With a leading academic research institution located in Bozeman, established and growing
tech clusters in software development and support, photonics, lasers, photovoltaics,
pharmaceuticals, and bio-tech,as well as growing a diversified economic base, Bozeman is
already in this race. Expanding a best-in-class R&D campus - the MSU Innovation Campus
- will provide a new focus for the collaboration and network economics that make for
success in this environment.
� 10�
The MSU Innovation Campus Property (Current Site,
The existing site of the MSU Innovation Campus is located on approximately 25 acres in
close proximity to Montana State University. It is bordered by 19th Street to the east,
College Street to the north, Garfield Street to the south, and 261h Street to the west.
Currently,there are 15 buildings containing more than 200,000 square feet of office, dry
and wet lab space (current 25-acre site highlighted in blue below).
r
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s
To the west of the current site lies approximately 45 acres of land (areas highlighted in
yellow above) owned by Advanced Technology Inc. to support the expansion of the MSU
Innovation Campus.
The current site provides infrastructure including roadways (Technology Boulevard and
Research Drive), curb, gutter, sidewalks,walking and biking trails, electricity, natural gas,
sewer and water,telephone, copper and fiber to the existing 25 developed acres.
Additional infrastructure will be installed to expand the MSU Innovation Campus to the
west on approximately 45 acres of land.
Development Economics
Rents, royalties,taxes and appreciation in land value are commonly used to recapture
initial site acquisition and development costs. With development costs for the MSU
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Innovation Campus, careful consideration has been given to the uses and users that will be
attracted, and the resources and infrastructure that justify at and above market rents.
Technology companies are often such tenants. They benefit from the collaborative
opportunities provided by a concentration and clustering of similar businesses. These
companies also generally require specialized facilities such as reinforced floors and high
ceilings, specialized electrical supply, and elaborate ventilation and cooling systems. Such
facilities, though expensive to create,are able to command premium rents.
Market Opportunity and Proximity Advant=
Like most other successful tech park locations, the site of the MSU Innovation Campus
benefits from its proximity to a renowned research university- Montana State University-
and easy access to other institutions such as Gallatin College, University of Montana, and
Montana Tech.
Furthermore, Bozeman is experiencing growth in technology start-ups such as LigoCyte,
Right Now Technologies (recently acquired by Oracle), Bacterin, Bridger Photonics, and
many others. The city is already home to high-tech concentrations in industries such as
bio-tech, pharmaceutical, photonics, photovoltaics, life sciences and information
technologies. In addition, the region's leadership in science and research has been helpful
in attracting a diverse base of corporate R&D labs to the Bozeman area. Proximity to other
tech companies and other labs offers potential opportunities for collaboration,
commercialization, spin-offs and growth of new and existing technologies.
Another important distinction of the MSU Innovation Campus site is its proximity to high-
bandwidth fiber lines intersecting 3 major providers in the area (Sprint, Century Link
(formerly known as Qwest) and Montana Opticom. Even at the speed of light, distance
matters. As with the internet, cloud computing and data-intensive applications have
become even more central to the daily lives of companies and individuals. The central
location of the MSU Innovation Campus provides an important advantage and connectivity
to a major IT gateway, as well as a newly constructed data center located at Four Corners
(5 miles from the Innovation Campus).
New companies creating information technology products and services, and seeking to be
close to large-scale server and bandwidth infrastructure,will find the MSU Innovation
Campus site has the ability to give them the edge they need to succeed in the global
economy.
� 12 �
Montana State University Innovation Campus - 1986 to Current Day
I
* In 1986, Montana State University requests Montana State University Foundation
develop and manage the Advanced Technology Park(ATP).
* In 1987, Construction begins on first building-the Nopper Technology Building.
* Between the period of 1992 and 2003 (11-years) - 12 additional buildings were
constructed on the Advanced Technology Park.
* In 2006, 50 businesses were located in the Advanced Technology Park employing
more than 400 people, of which approximately 42%were MSU graduates. Today,
there are more than 35 businesses located in the Advanced Technology Park
employing over 250 employees with 45%being MSU graduates.
* More than two dozen start-up companies were established in the Advanced
Technology Park.
* Currently, there are 68 MSU undergraduate and graduate students employed at the
Advanced Technology Park.
* In addition,we have companies collaborating together within the research park,as
well as collaborating with MSU Faculty, Researchers and Students.
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Task Force and On-Site Visit of AURP Professionals
In 2010,the Advanced Technology Inc. Board of Directors formed a Task Force to assess
the operations of the Advanced Technology Park and determine the future needs of the
Advanced Technology Park on the current 25-acre site. In addition, the Advanced
Technology Inc. Board of Directors held an on-site forum in December of 2010,which
several AURP Professionals provided presentations in order for the Board of Directors,
local business leaders, city, county and state leadership to better understand the necessary
steps and strategic planning required to expand the MSU Innovation Campus at the current
site.
The conclusion derived by the Task Force,AURP Professionals, University officials, as well
as local and state leadership, was the MSU Innovation Campus is well positioned to expand
the tech park in its current location with a new vision of creating a '215L Century Research
Park'.
All parties understand the decision to push expansion efforts forward would surely be
challenging, requiring sound planning,visionary champions, skilled leadership and most
importantly, collaboration between the public (City, County, and State), Montana State
University Foundation, Montana State University, corporations, civic and business leaders.
In addition, all parties understood one important factor would be patience. Leadership
concluded expansion of the tech park at this site has a potential to transform not just the
city, but also the county, entire region, and State of Montana.
Objectives For Expanding the MSU Innovation Campus Site
Building on Bozeman's reputation as a high-tech community, a hotbed for entrepreneurs
and an emerging technology hub, expansion of the MSU Innovation Campus is to achieve
several goals for Bozeman, Gallatin County, the region, and the State of Montana:
1. Create more high-tech jobs that require a wide range of research and technical
skills,as well as education levels.
2. Attract more established companies, and foster creation of new companies in
emerging business sectors, as well as retain and build on existing sectors.
3. Attract more individual and institutional investors to support these companies.
4. Foster more economic development opportunities.
S. Generate a positive impact (direct and indirect) on the University, City, County,
Region and State.
Planning For The Future and Enhancing Economic Benefits
Business and industry make a positive contribution to the fiscal health of a community both
by creating jobs for the residents and by contributing local tax revenues that exceed the
cost of providing public services to such development.
14
In order to avoid excessive reliance on a single sector of the economy, a focus on attracting
high-tech R&D activities will increase well-paying job opportunities for the City and
Gallatin County's highly qualified labor force and MSU graduates. Creating high-tech jobs
will make it easier for people to both live and work in the City and Gallatin County. In this
regard, the mixed-use development concept with office, lab,and light manufacturing is an
important tool that has great potential in Bozeman. The physical and functional integration
of a single compact, comprehensively planned development creates opportunities for
people to live,work, and expand opportunities that are close to their neighborhoods with
minimal travel by car, bus, or bicycle.
Clearly,the competition for high-wage businesses in Montana will be keen. Moreover, in
today's global marketplace, Bozeman must realize that competition for economic
development is not just local or even statewide: rather, it is national and worldwide.
New Mission and Vision for the Montana State University Innovation
Campus
The Mission of the Montana State University Innovation Campus is:
• To promote economic development and support partnerships between regional,
national, and international high tech-based businesses and the research community
of Montana State,the region, and the State of Montana.
• To create a world-class research park to promote academic and industry
collaboration to advance research and scientific discoveries with Montana State
University Faculty and Students that will maximize the academic talent and regional
resources of Montana State University, the region, and the State of Montana.
• To promote learning and collaboration in support of scientific research, new
discoveries,and inventions to further the commercialization of Montana State
University's intellectual assets and technology transfer.
• To provide state-of-the-art facilities,programs,services, and amenities to support
the growth and success of technology-based businesses.
• To provide `the place" to link academic, private, and governmental researchers and
scientists to advance new discoveries in support of the Citizens within the State of
Montana, the nation,and the world.
The Vision of the Montana State University Innovation Campus is:
To be recognized as the `the place' that provides a unique community to connect people
and support public private partnerships to stimulate new ideas, push forward the
advancement of research and science,and produce new discoveries and technologies that
will transform the world.
- 15 -
Core Values
The Montana State University Innovation Campus will pursue its vision within an
environment that fosters teamwork, innovation,an entrepreneurial spirit,and the
understanding that knowledge generates economic growth and enhances the quality
of life.
The MSU Innovation Campus is committed to:
People
Human talent is the primary resource and fundamental contribution to society. The
Montana State University Innovation Campus is committed to providing facilities,
resources,programs,support, and services to create opportunities for individuals to
realize their full potential to push forward new discoveries and technologies in
advancing research and science.
Synergy
Partnerships and collaboration is the powerhouse for research to move forward and
push science to new heights. The Montana State University Innovation Campus is the
epicenter to bring academic,private, and governmental researchers and scientists
together in one physical location to promote academic and industry collaboration and
further the commercialization of Montana State University's intellectual assets and
technology transfer.
Advancement
The highest levels of performance are measured against regional, national and global
standards and understanding knowledge generates economicgrowth and new
discoveries enhance the quality of life and transform the world. The Innovation
Campus will continue to provide state-of-the-facilities and provide the maximum level
of services, amenities, and support in order for knowledge and science to advance and
collaboration efforts to succeed.
Goal
Build a healthy and diverse high-tech economic base that provides high-paying jobs and
generates revenue to pay for service needs without degrading the natural resources or the
overall quality of life.
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Implementation Strategies
1. Develop the MSU Innovation Campus with primary emphasis on improving
vehicular access, innovative building design both interior and exterior, use of land,
conservative sewer,water, and storm water management,as well as a redundant
fiber backbone and state-of-the-art telecommunication facilities.
2. Assist start-up and existing businesses with retention and/or expansion.
3. Continue to require innovative landscape design and, to the extent practical,the
preservation of existing trees and vegetation.
4. Provide opportunities for the mixing and integration of different types of uses -
both business and light manufacturing under a well-designed master plan.
5. Amend the Zoning Ordinance for high-tech and mixed-use development that allows
the integration of different types of activities with businesses within a pedestrian-
oriented development under a coherent overall master plan
6. Promote use and development of blighted properties in highly visible locations by
working with land owners, purchasing properties, demolishing existing structures,
and improving the sites.
7. Actively work with regional entities, Montana State University and Gallatin College
to develop and promote regional strategies and plans that will benefit the economic
well-being of Montana State University, City of Bozeman and Gallatin County.
8. Foster mutual communication and cooperation with City and County government,
university, business, surrounding communities, and the State of Montana.
9. Public improvements for the good of the community.
10.Transform and expand the site into a world-class technology park to elevate the
MSU Innovation Campus into a globally competitive high-tech community while at
the same time contributing to the growth and economic prosperity of Montana State
University, the city of Bozeman, County of Gallatin, and State of Montana.
MSU Innovation Campus Target Markets
Technology Companies
• Information Technology, Data Centers, other Software, Hardware, and Data Intense
Businesses
• Life Sciences and Health Care
• Pharmaceutical
• Bio-fuels and Alternative Energy
• Bio-films
• Nanotechnology
• Photonics, Lasers, Optical and Photovoltaics
• Agricultural biotechnology;
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• Infectious diseases;
• Ecosystems, Surface Science and Extreme Environments
• Engineering,Applied Science and Environmental Engineering;
• Molecular and Cellular Biology
• Service-Web design, Graphic design, Internet, Legal,Accounting and Human
Resources
Positioning the MSU Innovation Campus
• Recognized as the "Hot-Spot" and best location for companies to locate and the most
efficient and effective place to innovate
• Recognized as the "Hub" for talented people, cutting edge companies,and R&D
community bustling with new innovation
• Recognized for its "cutting-edge" infrastructure
• Recognized as a "vibrant" place to attract a dynamic 24/7 population looking to
work,live, learn and play
• A"Hot"location for all generations of people to live,to work, and to innovate
Guiding Principles for Expansion of the MSU Innovation Camp
1. Expansion of the MSU Innovation Campus will strive to:
a. Strengthen Bozeman's position as a premier, globally competitive, high-tech
place
b. Create a world-class showcase for business and entrepreneurship
c. Provide job opportunities for neighborhood residents as well as the region as a
whole
d. Foster continued economic development in the city, the county, the region, and
the State
2. Expansion of the MSU Innovation Campus will support public/private partnership
that provides a net return to all investors and stakeholders:
a. Government (City of Bozeman, County of Gallatin, and State of Montana)
b. Montana State University and Gallatin College
c. Business (developers and corporate tenants)
d. Civic (private foundations, community leaders)
3. Expansion of the MSU Innovation Campus will benefit the welfare of all:
a. Investors&Stakeholders
i. Montana State University
ii. Gallatin College
iii. Private Entities
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iv. Government
V. The Bozeman and Gallatin Community
b. Tenants will be a diversified tenant base of multiple independent tenants:
i. R&D Companies (i.e. small, medium, large, and well-established high-tech
companies and ancillary businesses to support them)
ii. Non-profit research centers
iii. Centers of Excellence
iv. Light-Manufacturing
V. Start-up Companies
vi. Service Providers (web-design, graphics, HR,Accounting, Legal, etc.)
c. Public/Private and Governmental Partnerships
4. Expansion of the MSU Innovation Campus will support community:
a. Embrace the rich cultural history of the community
b. A multi-use development, including office, laboratories, data center(s), light-
manufacturing facilities, and potential retail, hotel, conference center, and
restaurants
c. Open space provided for both MSLJ Innovation Campus companies and
surrounding neighbors
d. Streets within the tech park should connect with surrounding city streets
e. Be the "high-tech" landmark in the City along with retail, etc.
f. Residential development must include affordable housing in the mix
5. Expansion of the MSU Innovation Campus will be developed as a city of innovation
and leadership
a. Daring in its aspirations
b. Confident in its design
c. Vibrant and compelling as a place to work,live, learn and play
d. Provide synergy among its companies and the surrounding community
e. Showcase cutting-edge green tech ("sustainability to design") as a statement of
possibility,as well as demonstrate economic viability
6. Expansion of the MSU Innovation Campus will be a long-term initiative (1S+years)
a. It will likely take at least a decade or two to fully develop the property
b. The economics will be both challenging and fruitful, due to the cost of necessary
infrastructure and investment made to construct state-of-the-art facilities
c. The competition among cities and nations for companies and new technologies
will continue to be fierce
d. Though the vision will evolve over time, the past and current vision will sustain
the development
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7. Expansion of the MSU Innovation Campus will be deliberative, open and transparent
a. The ultimate development will be led by the MSU Innovation Campus and the
MSU Alumni Foundation as determined best to achieve the desired outcome and
leadership role throughout its development
Benefits - Direct and Indirect:
1. Benefits to Montana State University:
Increase in research grants and sponsored research opportunities
o Opportunities to work with private sector to solve "Real World" problems
Collaborate with industry experts
State-of-the-art facilities- unique architecture both interior and exterior
a Opportunities for faculty consulting, recruiting and retention
o Internship and career opportunities for students
2. Benefits to Bozeman, Gallatin County, Region and State of Montana:
a. Direct Benefits
o Provide a mix of quality jobs (functions and skills)
■ Working in the park (permanent jobs,with opportunity for growth
and career development)
o Provide new amenities and infrastructure (amenities improved street grid,
utilities,etc.)
• Transportation
■ Linkage to Loop central business district
■ Linkage to Montana State University and Gallatin College
■ Linkage to restaurants and retail
■ Linkage to surrounding neighborhoods and housing
• Attract commercial development
• Retail
■ Dining
■ Entertainment
• Hotel/Conference Center
■ Parking
• Attract new residents to the area
b. Indirect benefits
0 There will be a "ripple effect" on the community from the development of the
MSU Innovation Campus- development will enhance the caliber, size and
reach of those ripples
o Area jobs servicing employees and companies located on the MSU Innovation
Campus
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o "Critical Mass" and cluster of high-tech R&D companies, services and
amenities in and around the MSU Innovation Campus
O Support for schools through collaboration with MSU Innovation Campus
companies- increasing entrepreneurial K-12 activities and STEM-focused
(science, technology, engineering and math) schools that could provide
alternative educational options
3. Benefits to the City, County and State:
a. Solidify Bozeman as a global technology city
b. Develop a world-class 21st Century Research Park
c. Attract tech companies, established and start-up, to the region,thereby creating
jobs throughout the area
d. Create an option for high-growth tech companies to remain, expand and prosper
in the city
e. Attract additional risk capital (investment and investors) to the region
f. Help retain top rated science, technology, and research talent in the region
g. Provide a living laboratory for cutting-edge sustainability development
h. Create an environment for technology companies to seed, take root and make a
home in Bozeman,the region, and the state
i. Tap into the commercial potential of private and federal dollars invested in
research
Factors Critical To Success of the Montana State University Innovation
Campus
The first factor necessary for the successful development of the MSU Innovation Campus is
capital. On the other hand, capital is necessary, but not sufficient for success.
Of equal importance is a long-term perspective and ample patience. Tech parks take years
to progress from concept to critical mass. Some of the most notable parks took a decade, if
not decades, to emerge to success. Often, tech parks that identify and secure one or more
anchor tenants can reduce the time to as few as 10 years.
In March 2008, the National Research Council convened a conference on best practices
among science and technology parks around the world. The symposium identified six best
practices:
• One or more committed champions.
26
O That is, an individual or individuals who possess both the dedication, energy,
and to a significant extent, the power and influence to get a project off the
ground and see it through to completion.
• Effective leadership with the capabilities and resources to create and nurture
networking and collaboration among the residents of the park is critical.
o Furthermore, a dynamic, capable leader can attract entrepreneurs, capital
investors and other necessary people to the broader network structure of the
park.
• Funding, both public and private, to support development of the tech park as well as
provide risk capital for innovation and commercialization of ideas.
o The most successful tech parks generally operate in a rich environment of
stable access to venture capital for new companies, as well as private equity
and debt financing vehicles for more established firms.
• Bridging Institutions or other long-term governance mechanism to maintain and
continuously develop the tech park's vision.
• Soft infrastructure, which includes the human factors that create and maintain the
talent pool necessary to fuel innovation and help companies to grow.
o Soft infrastructure includes housing options, educational systems, and
lifestyle amenities among others.
• Metrics or measures to allow for proper evaluation of the performance and
contribution of the tech park in light of the commitments of investors, governments
and the community.
Another study prepared by Battelle in 2007 identified several important features and
trends in the development of current tech parks. The study notes that research/tech parks
have evolved from the early 1960's stand-alone model to a form that is today much more
integrated into their communities. These parks tend to be master planned developments
with a mix of academic, industrial, commercial and residential structures. Because people
work, live and play in these integrated communities, on-site amenities must be provided
commensurate with the demands of the park tenants and residents.
The Battelle study notes several challenges that must also be addressed, including
facilitating relationships - cultural and commercial - between business and universities.
As well, it is necessary to address the challenges of commercialization inherent in bringing
any new product idea to market.
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Additional Critical-Points:
• University affiliations.
o While virtually every tech park is linked to at least one university, having the
collaboration of several institutions significantly increases the likelihood of
viability.
• Anchor tenants help create the critical mass, and cash flow, necessary to carry a
park from concept to reality (and serve as a powerful magnet for start-ups and
talent).
• Industry clusters attract tenants, and new companies spin off from existing firms.
* Clusters become virtuous circles,the more pronounced they become the
strong they attract other like businesses.
Early incentives to attract anchor tenants can build important momentum in
establishing clusters.
• Hard infrastructure
n Data bandwidth
o Electrical capacity and redundancy
o Lab space
o Office space
o Light-manufacturing space
o Transportation access (including bus, car and bicycle)
o Security
o Dining (convenience and better quality establishments)
o Hotel/Conference facilities
• Price competitiveness
o Taxes/Incentives
o Rents
o Labor
Indirect costs
• Flexibility
Building uses
o Floor plans
o Lease options
o Flex construction
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• Proximity to
o Affordable and attractive housing
o Transportation options
o Restaurants, Night life, Culture
o Quality-of-life activities
• Round the clock life style opportunities
o 24/7 accessibility
O Security
In addition. Several Observations
• It is important to note that virtually every Tech Park, successful or not, has received
significant investment of public funds.
• It will be difficult to achieve qualitative success and probably more difficult to
achieve quantitative success (i.e., return on financial investment). In fact, "making
the numbers work" may require support from civic-minded
philanthropies/philanthropists.
• While it is most likely that data intensive companies will be attracted to the
technology park because of the proximity to the fiber lines, it will be important to
also target more people-intensive industries and business to create adequate
demand to sustain the ancillary amenities that bring a tech park to life.
• While it is not clear which came first- park or culture - most thriving tech parks are
located in communities that celebrate entrepreneurship and risk taking.
• The most famously successful parks achieved their success over a long period of
time. Consequently, it is worth again emphasizing the importance of governance
structures, bridging institutions, and perhaps, most important, patience.
Sustainabill
Certain types of building are disproportionate users of resources, for example, data centers,
clean rooms and laboratories. In other words, the types of buildings that you would expect
to find in a technology park. According to Laboratories for the 215'Century (Lab21Q), a
laboratory can demand 3 -8 times the energy of a traditional office building. A laboratory
hood requires as much energy as three homes.
Design matters. As energy consumption and pollution become increasingly important in
evaluating new development, designed-in sustainability factors will play a role in project
selection. It is reasonable to believe that the "sustainability quotient" of a facility can
become a competitive advantage. Designed-in sustainability can increase value of a
building, decrease its operating costs, and increase tenant appeal.
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Practices and design that will lead to higher building values for buildings designed to
achieve efficiencies. All achieved with little added construction cost (1% for"silver" LEED
certification, 2-3% more for"gold" or"platinum").
The MSU Innovation Campus site offers ideal characteristics to create the single best
example of sustainable planning design and building in the world. The City of Bozeman is
positioned to respond to and lead (sustainable design) trends and, in so doing,become a
capital of Green Innovation. Green building and practical Green economic development.
Bozeman can become to sustainability what Silicon Valley is to Information Technology.
Conclusion
MSU Innovation Campus' size and location factor into producing a world-class tech park
that will create many jobs and enhance Bozeman's global competitiveness as a high-
technology center and "Hot-Spot" for entrepreneurs to locate and/or expand. The MSU
Innovation Campus will attract high-growth high-tech value companies, capable of
substantial investment in facilities and people. The MSU Innovation Campus site benefits
from close proximity to Montana State University and Gallatin Collage, and many of the
region's major research and high-tech companies; it is also adjacent, and connected to,
high-bandwidth fiber lines, a critical asset to companies that place a premium on data
speed.
In support of creating a Technology district, companies will be highly engaged in
technology-based operations within Montana through the employment of knowledge or
labor add value to a product, process, or export service that will create new wealth and
sales for which at least 50% of the sales of the business and collaboration efforts will occur
outside of Montana, thus supporting the mission for partnerships and economic growth on
national and global levels.
Supporting the idea of expanding and developing a world-class technology park-the MSU
Innovation Campus- is worthy of serious consideration. Such an endeavor will be complex,
requiring sound planning, visionary champions, skilled leadership,and most importantly,
collaboration between the public (City, County and State) and the private (universities,
corporations, civic and neighborhood leaders) sectors. We believe the MSU Innovation
Campus not only has the potential to transform the city, but also the entire region, and the
State of Montana.
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Exhibit
DECLARATION OF COVENANTS, CONDITIONS AND RESTRICTIONS
FOR THE
MONTANA STATE UNIVERSITY INNOVATION CAMPUS
This Declaration of Covenants, Conditions and Restrictions (collectively
referred to hereinafter as "Covenants") is made this_day of , Zp_
by Montana State University Innovation Campus LLC, hereinafter referred to as "MSU1C
LLC" for the development of the Montana State University Innovation Campus, hereinafter
referred to as "Innovation Campus".
I.
RECITALS
A. These Covenants are made to assure that the land utilized for the
Montana State University Innovation Campus (hereinafter sometimes referred to as the
"Innovation Campus") will be developed and operated in a manner consistent with the high
standards of Montana State University and the Montana State University Foundation, and
with the declared intention of creating a professional and attractive physical environment
for advanced research and development activities related to the education, research,
entrepreneurial, and economic development objectives of Montana State University and the
Montana State University Foundation. The Innovation Campus will use these covenants in
order to preserve confidence that the overall quality of development within the Innovation
Campus will be permanently protected and will maintain a consistently high quality of
architectural, site, and landscape design, integrated into a carefully preserved and
sensitively enhanced natural setting. Tenant activities shall be evaluated by the President
and Chief Executive Officer of the Montana State University Foundation and the Executive
Director of the Montana State University Innovation Campus, in partnership with the
Montana State University Innovation Campus Board of Directors (hereinafter referred to as
"Board").
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B. The land in which the Innovation Campus will be developed, and more
particularly described as follows:
(Insert legal description here)
These Covenants shall apply to all of said land and shall be binding on all
Lessee's and Owners of buildings within the Montana State University Innovation Campus.
These Declaration of Covenants, Conditions and Restrictions shall also run with the land,
what is and what may be, and such other properties the Montana State University
Innovation Campus may acquire under the Innovation Campus.
C. For the efficient administration of these Covenants and of the Innovation
Campus, and for the preservation of the aesthetics and amenities of the Innovation Campus,
the Montana State University Innovation Campus deems it desirable to create, and in
conjunction with the recordation of these Covenants has caused to be created both a Board
of Directors and a Facility Advisory Council,having the duties and prerogatives set forth
herein, as may be amended from time to time by the President and CEO of the Montana
State University Foundation and the Executive Director of the Montana State University
Innovation Campus.
NOW,THEREFORE, for the foregoing purposes the above described land,
comprising the Innovation Campus,shall be established, held, developed, and occupied
subject to the covenants, restrictions, easements, and charges hereinafter set forth.
11.
INNOVATION CAMPUS EXPANSION
The Montana State University Innovation Campus through action by the
appropriate governing bodies may from time to time expand the property subject to these
Covenants by the addition of additional lands to the Innovation Campus. The addition of
any such land shall become effective upon the recordation in the Office of the County
Recorder of Gallatin County, Montana, of a Supplemental Declaration of Covenants which
(i) describes the land to be added or incorporates by reference the description contained in
any filed plat covering the Innovation Campus; (ii) declares that the additional land is to be
established, held, developed and occupied as part of the Innovation Campus subject to
these Covenants; and (iii) sets forth such additional limitations, restrictions, covenants and
conditions as are applicable to the additional land. When any such addition becomes
32
effective, the additional land shall become part of the Innovation Campus and subject to the
provisions of these Covenants and any amendment or supplement thereto.
The Montana State University Innovation Campus and its governing bodies
have no obligation hereunder to add or annex any additional land to the Innovation
Campus or to develop or preserve any portion of additional land in any particular way or
according to any particular time schedule. No land other than that defined hereto shall be
deemed to be subject to these Covenants,whether or not shown on any Master Plan or on
any plat prepared or filed by the Montana State University Innovation Campus or described
or referred to in any documents prepared, executed or recorded by the Montana State
University Innovation Campus.
III.
INNOVATION CAMPUS BOARD OF DIRECTORS
AND
FACILITY ADVISORY COUNCIL
The Innovation Campus is controlled and governed by the Montana State
University Innovation Campus Board of Directors and the Montana State University Alumni
Foundation Board of Governors. To assist the Boards in the operation and development of
the Innovation Campus,a Facility Advisory Council will be established. The Facility
Advisory Council reports to the MSU Innovation Campus Board of Directors through the
Executive Director of the Montana State University Innovation Campus. The Board of
Directors and the Facility Advisory Council, consisting of members and having such duties
as are set forth herein.
SECTION 3.1. The Montana State University Innovation Campus Board of
(a) Membership.
(1) As outlined in the Montana State University Innovation Campus
Articles of Incorporation and Montana State University Innovation Campus
Bylaws.
(2) President and Chief Executive Officer of the Montana State
University Foundation.
(3) Executive Director of the Montana State University Innovation
33
Campus.
(b) Functions. The Board of Directors shall:
(1) Be responsible for the orderly development of the Innovation
Campus in a manner that provides maximum benefit to the research,
educational, entrepreneurial and economic development objectives of
Montana State University and the Montana State University Alumni
Foundation.
(2) Review and make recommendations to matters pertaining to the
tenancy and occupancy of the Innovation Campus;
(3) Insure compliance with these Covenants.
(4) Insure fulfillment of the above responsibilities in an atmosphere
of mutual cooperation,with the intent to approve and support full
development of the Innovation Campus in a manner that will inure to the
benefit of all interested parties; and
(5) Exercise its discretion and best judgment in honoring the intent of
these Covenants and not unreasonably withhold its consent or approval of
any project or activity contemplated hereunder.
(6) To support and assist the Executive Director of the Montana State
University Innovation Campus in development of a world-class research
park.
SECTION 3.2. The Montana State University Innovation Cam us Fari ity
Advisory Council.
(a) Membership -Voting.
(1) Executive Director of the Montana State University Innovation
Campus (Chair).
(2) Director, or his/her Appointee, Physical Plant, Montana State
University
(3) Chief Information Technology Officer, Montana State University
34
(4) Licensed Architect (non-voting)
(S) Licensed Engineer (non-voting)
(6) Representative, Utility Company
(7) Representative, Telephone/Internet Company
(8) City Engineer, City of Bozeman
(b) Functions. The SDSU Innovation Campus Advisory Council shall:
(1) Review and approve, or disapprove, all proposed construction or
significant alteration of any buildings, structures or other improvements,
including information technology, site, and landscaping within the
Innovation Campus.
(2) Review and approve, or disapprove, all plans and specifications
pertaining to such construction or alteration and certify their compliance
with these Covenants:
(3) Review, approve, and amend where necessary, the Site &
Landscape Guidelines,Architectural, and Information Technology Guidelines.
(4) Innovation Campus Facility Advisory Council members will be
appointed by the Montana State University Innovation Campus Executive
Director and approved by the Montana State University Innovation Campus
Board of Directors.
SECTION 3.3. General Rules Pertaining to the Board and the Facility
Advisory Council.
All plans, specifications, requests, or other matters requiring the approval of
the Montana State University Innovation Campus Board of Directors and the
Montana State University Innovation Campus Facility Advisory Council shall be
submitted to the Innovation Campus Executive Director. All approvals will be
dictated by the Architectural, Site, Landscape, and Information Technology
Guidelines.
SECTION 3.4. No Liability for Actions or Omissions,
Neither Montana State University, its President, nor the Montana State
35
University Alumni Foundation, its President,and the Montana State University
Innovation Campus Board of Directors, Executive Director of Montana State
University Innovation Campus, or the Montana State University Innovation Campus
Facility Advisory Council, nor any member thereof, shall be liable to any Lessee's,
Owner, or other party for any mistake in judgment, or for any negligence or
nonfeasance arising in connection with the review, approval, disapproval or failure
to act upon any matter submitted for action by the Board or Council, or for any other
matter arising in connection with their duties hereunder.
SECTION 3.5. Amendments.
Amendments to the membership, functions, duties or other matters relating
to the Montana State University Innovation Campus Board of Directors or the
Montana State University Facility Advisory Council (through the MSUIC Board of
Directors) may be made from time to time at the sole discretion of the Montana
State University Alumni Foundation Board of Governors, provided that no such
amendment shall operate to substantially and demonstrably diminish any right or
benefit already conferred by these Covenants upon an existing tenant or building
owner within the Innovation Campus. Any such amendment shall become effective
as part of these Covenants upon recordation in the Office of the County Recorder of
Gallatin, Montana of a Supplemental Declaration containing the amendment.
IV.
PERMITTED USES
In order to assure the Montana State University Innovation Campus is
developed and occupied in a manner consistent with these covenants, all Lessee's must be
approved as to qualifications for occupancy by the Board. The following criteria will form
the basis for that approval:
(a) Laboratories, offices,and related facilities intended for basic and
applied research, development of technology-based products and
services, consulting, or testing of technology-based products and services
conducted by or for any individual organization, whether public or private.
(b) Facilities intended for prototype development, production, or assembly of
products of a technological nature provided that this production is supported
by on-site research or product-development activities.
(c) Pilot plants in which prototype production processes can be tested and used
36
for assembly of products of a technological nature.
(d) Corporate, regional and divisional headquarters of technology-based or
knowledge-driven companies and organizations.
(e) Association and other nonprofit institutions primarily engaged in industry-
based research or education-oriented activities.
(f) Technology-dependent or computer-based facilities, dedicated to the
processing of data or analysis of information provided that these information
services are supported by on-site research or product development.
(g) Offices and related facilities of not-for-profit research or educational
institutes, as well as professional, training, research, scientific or engineering
associations.
(h) Corporate or professional training facilities provided these
facilities maintain ongoing cooperative relationships with the University's
Continuing Education or Extension Programs.
(i) Businesses or organizations that provide ancillary and supporting facilities
for services and retail uses incidental to,and in support of,any uses
permitted in Sections (a) through (h) above, such as hotels, conference
centers, restaurants, administrative and office support functions, banking
facilities, day-care centers, and recreational facilities for the convenience of
the clients and employees of the Montana State University Innovation
Campus and Lessee's of the Montana State University Innovation Campus.
(j) Incidental operations required to maintain or support any uses permitted in
Sections (a) through (h) above, such as maintenance shops, parking garages,
hazardous-materials handling facilities, water-treatment facilities, and
machine shops.
(k) Businesses or organizations whose activities have a logical tie or relationship
with Montana State University. Such considerations may include; possible
employment of students or faculty; library or scientific equipment, the use of
which may be available to students or faculty; complimentary areas of
expertise; actual or potential financial or other direct benefits to Montana
State University or its faculty.
37
Montana State University Innovation Campus and Lessee's must be engaged in
operations which are nuisance free with respect to smoke, noise, noxious gases,vibration,
odors, radiation, dust,and biological hazards. Precautions shall be taken against all
radiation, fire and explosion hazards. All activities conducted within the Innovation
Campus shall be in compliance with applicable federal, state, county and city laws,
regulations, ordinances,and orders and in accordance with applicable environmental
health and safety standards.
The physical facilities must be attractive and comply with the requirements of these
Covenants,Architectural, Site and Landscape,and Information Technology Guidelines, and
be approved by the Montana State University Innovation Campus Facility Advisory Council.
V.
COMMON AREAS
SECTION 5.1. Maintenance.
In order to ensure that the high quality of development planned for the
Innovation Campus is maintained, the Innovation Campus retains the following rights:
(a) The Innovation Campus shall have the right to maintain all designated
Common Areas and roadways, and, for this purpose, to enter into
contracts for maintenance and replacement of landscaping, snow
removal, and the repair of improvements within the Common Areas.
The Innovation Campus shall also have the right to enter into
contracts for trash collection, fire protection, security, and other
services that it deems beneficial to all Owners and Tenants in the
Innovation Campus.
(i) The Innovation Campus shall bill all Owners and Tenants their
pro-rated share of the cost of such services to the site user,
plus an administrative service fee of fifteen percent (15%) of
the amount billed to offset the cost incurred in negotiating and
administering service contracts.
(ii) Each site user may contract with the Innovation Campus
service contractor(s) for landscape, snow removal and other
maintenance services.
38
(iii) In the event that the obligations for meeting the standards of
these guidelines are not kept by the site user on their
individual site,the Innovation Campus shall have the right,
thirty (30) days after written notice of intent to do so has been
mailed to the site user,to enter the property, perform the
required maintenance and upgrading, including, but not
limited to, replacement of dying landscape materials, building
repairs, removal of non-conforming signs and lighting
standards.
(iv) Unpaid financial obligations of the site user with respect to
maintenance charges shall become a lien on the fee or
leasehold interest of the Lot Owner or Tenant.
(b) The Innovation Campus has the right, from time to time, to dedicate,
transfer or grant easements over all or any part of the Common Areas
to any Government Authority or Utility for such purposes and upon
such conditions as the Innovation Campus Administration office may
determine.
(c) The Innovation Campus has the right to amend this Declaration, either
by specific amendment or by adding any additional covenants,
restrictions or easements on any plat of all or any part or parts of the
Property now or hereafter placed of record; provided, however, that
any such amendment or plat hereafter placed of record shall not affect
any part of the Property whose Owner or Owners does not execute
the same.
(d) The Innovation Campus has the right (but not the obligation), from
time to time, to establish, modify, amend and rescind reasonable rules
and regulations regarding the use and enjoyment of the Common
Areas.
(e) The Innovation Campus has the right, from time to time, to amend all
existing easements and restrictions of record affecting all or any
portion of the Common Areas and the right to grand additional
easements affecting the Common Areas or any part thereof.
(f) The Innovation Campus has the right (but not the obligation), from
time to time to borrow money for the purpose of acquiring, leasing, or
improving the Common Areas and in aid thereof to mortgage or
39
otherwise burden or encumber the same, but any such mortgage shall
be subject to any and all easements upon or affecting streets, roads,
walkways and recreational facilities,and storm water control system.
(g) The Innovation Campus has the right (but not the obligation), from
time to time, to suspend the enjoyment rights of any Owner or Tenant
with respect to the Common Areas for any period during which any
assessment remains unpaid,and for such period as it considers
appropriate for any infraction of its published rules and regulations.
SECTION 5.2. U5P
The Common Areas shall be for the use and benefit of the Innovation
Campus,the Owners, the Tenants, and their respective agents, employees,tenants,
contractors and invitees for the purposes referred to in Section 5.1 above. The Common
Areas shall be used by each Person entitled to its use in such a manner as shall not abridge
the equal rights of other Owners to the use and enjoyment thereof. Each Owner shall be
liable to the Innovation Campus for any and all damage to the Common Areas and any
personal property or improvements located thereon, caused by such Owner or Tenant, its
agents, employees, tenants, contractors, subcontractors, invitees, licensees, lessees and
contract purchasers, and the cost of repairing same shall be a lien against such Owner's Lot
or Lots as outlined in Section 6.1. The use of the Common Areas shall be restricted to
ingress and egress, utility purposes,parking, landscaping, drainage, security, safety,
recreation and lighting purposes or any other common use which the Innovation Campus
may designate in any amendment to this Declaration or on any plat establishing one or
more Lots.
SECTION 5.3. Rules and Regulations.
No owner or other permitted user shall violate the reasonable rules and
regulations for the use of the Common Areas, as the same are from time to time adopted,
amended or restated from time to time by the Innovation Campus Administration Office.
VI.
POWERS AND DUTIES OF THE INNOVATOIN CAMPUS
SECTION 6.1. Powers and Duties.
The Innovation Campus shall have the powers and duties set forth herein,
40
including the right to enforce the provisions of this Declaration, and the right to levy and
collect assessments for expenses relating to the Common Areas, and such additional rights
as may be reasonably implied therefrom.
VI1.
GENERAL REQUIREMENTS
SECTION 7.1. Design Review.
The external appearance and siting of the buildings and improvements
within the Innovation Campus are the primary concern of the Montana State University
Innovation Campus Facility Advisory Council. No building, structure or other
improvement, including landscaping, shall be constructed or significantly altered within
the Innovation Campus without the prior written approval of the Montana State University
Innovation Campus Facility Advisory Council. Informal, pre-design conferences with the
Council will be required. The following material and information shall be submitted to the
Council for approval prior to the execution of construction contracts.
(a) All land use will be governed by Montana State University Innovation
Campus and these covenants.
(b) All design shall be governed by these Covenants, Architectural,Site,
Landscape,and Information Technology Guidelines.
(c) Site and Landscape documents shall include the following:
- Setback lines
- Roads and sidewalks
- Parking areas
- Loading and maneuvering areas
- External lighting
- Utilities and utility easements
- Grading and planting plans,which plans shall show existing grades
and natural vegetation
- A professional designed landscape, irrigation, and draining plan
- Appropriate specifications
(d) Architectural documents shall include:
- Floor plans
- Cross sections
- Elevations of all sides of the buildings
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Structures or improvements
Location and detail of signs
Samples of the actual materials proposed for all external surfaces
- An accurate architect's or artist's depiction or scale model of the
project
- Appropriate specifications; and
(e) Construction cost estimates shall include sub-totals for site work and
utilities, building, and landscape amenities. In addition, an estimate of
the square foot costs for the building shall be included. Information
shall be used for internal purposes only.
(f) Information Technology documents shall include:
- Process
- Reserves
- Physical Security
- Appeal Process
- Standards and Guidelines
- Services
SECTION 7.2. Buildings.
(a) Any building constructed within the Innovation Campus shall be
designed by an architect licensed in accordance with state law and
shall conform to all applicable building codes.
(b) Design and construction documents shall be submitted to the
Montana State University Innovation Campus Facility Advisory
Council for approval.
(c) All construction within the Innovation Campus shall be of commercial
Grade with a minimum life expectancy of 40 years.
(d) Not more than thirty-three percent (33%) of the contiguous land area
Contained within a specific land lease agreement shall be covered by
Buildings. Request for variance may be submitted in writing to the
Montana State University Innovation Campus Facility Advisory
Council and the Montana State University Innovation Campus Board.
(e) All significantly exposed and noticeable projections outside of any
building, including mechanical and electrical equipment,
42
communications equipment, cooling towers, transformers, ducts,
vents, trash and recycling receptors, etc., shall be screened from the
public view by appropriate enclosures. All plans submitted to the
Montana State University Innovation Campus Facility Advisory
Council for approval shall show such projections and enclosures.
(f) Suitable draperies/blinds or window screening devices shall be
uniformly coordinated throughout the building and shall be in place at
the time of the initial occupancy.
SECTION 7.3. Landscape.
The design and appearance of ground and common areas are similarly
significant in achieving the environment desired within the Innovation Campus. Careful
attention must be given to this dimension of the Innovation Campus development. The
following shall be required of Montana State University Innovation Campus, Sublessee's
and Owners of buildings or land within the Innovation Campus, unless a variance is applied
for and approved by the Montana State University Innovation Campus Facility Advisory
Council in appropriate individual circumstances:
(a) The site plan shall be by a licensed civil engineer, architect, or
landscape architect according to the Montana State law and shall
conform to all applicable codes.
(b) Any landscaping installed within the Innovation Campus shall be
designed by a landscape architect licensed in accordance with
Montana State- state law and shall conform to all applicable codes.
(c) Landscape elements, irrigation, drainage, and planting shall be an
integral part of the project design. Design and construction
documents shall be submitted to the Montana State University
Innovation Campus Facility Advisory Council for approval.
(d) All grounds and exterior areas shall be clean, neat and properly
maintained at regular intervals.
(e) Parking areas shall be substantially screened by planting, berming or
fencing, and
(f) All fencing materials shall be permanent and properly maintained.
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(g) Any variances from the "Site and Landscape Guidelines" must be
presented to the Montana State University Innovation Campus Facility
Advisory Council for review and if modified prior to approval.
SECTION 7.4. Roads. Sidewalks. and Parking.
(a) All roads, sidewalks, and parking areas shall be surfaced with
permanent material and properly maintained.
(b) Montana State University Innovation Campus, Sublessee's and
Owners shall consider present and future parking requirements and
provide adequate on-site parking for all anticipated needs for
buildings. As a minimum standard not less than one parking space
shall be provided for every 300 square feet of gross building floor
space, or no less than one for two employee's anticipated on side at
one time, whichever is greater.
(c) Where building occupancy will occur in phases it is not necessary that
all of the required parking area actually be paved, so long as the total
area requirements be shown on the site plan, the land is kept available
and actual paved parking continuous to be sufficient. A smaller
amount of initial paving may be agreed upon if the owner and the
Montana State University Innovation Campus will express in writing a
willingness not to change the space use without advanced approval
and a statement indicating that parking may be a reason for denial of
use change.
(d) When a building is constructed for a particular use,and it contains a
disproportionate number of large laboratories, the number of parking
spaces may be limited to the number of expected occupants plus 10%
for visitors. However,sufficient space must remain to meet the
conditions of(b) and (c) above if the usage is changed.
(e) No parking shall be permitted on roads, driveways, shipping&
receiving areas, electrical or trash enclosures, or maneuvering areas
within the Innovation Campus.
(f) No overnight parking or storage shall be allowed except in designated
parking areas from 1 November through 31 March to facilitate snow
removal.
44
(g) Wherever possible, parking areas should include landscaped areas,
trees and adequate lighting.
(h) Prompt removal of snow from parking areas is the responsibility of
each individual building Sublessee and Owner.
(i) See the Site and Landscape Guidelines for landscaping and other
requirements in parking areas.
SECTION 7.5. Signs.
Each building within the Innovation Campus may include an exterior sign
suitable for displaying company names and logos of the Innovation Campus and Sublessees
within each building. The design, color, materials, location, size, height, font and lighting of
each sign shall be approved by the Montana State University Innovation Campus Facility
Advisory Council. No flashing, moving or mechanical signs will be permitted within the
Innovation Campus. All signs shall be properly maintained and updated by the Montana
State University Innovation Campus, Sublessee's or Owners of each building within the
Innovation Campus.
SECTION 7.6. Loading and Storage Facilities.
(a) Outside loading and storage areas and facilities shall be screened from
public view.
(b) Required vehicle maneuvering areas shall not project into common
areas.
SECTION 7.7. Utility Connections.
All utility lines, connections and installations shall be underground and rise
within or immediately adjacent to the serviced building or structure. Any external
transformers, meters or similar utility equipment shall be below ground level and covered
for safety. Where approved in writing by Montana State University Innovation Campus
Facility Advisory Council, above ground level equipment shall be screened from public
view.
SECTION 7.8. Illumination of Buildings and Grounds
Uniform exterior lighting within the Innovation Campus is desirable to
achieve overall continuity and to avoid unnecessary glare. Exterior lighting shall be
45
coordinated and approved by the Montana State University Innovation Campus Facility
Advisory Council.
SECTION 7.9. Trash Recyclable.
Trash and recyclable items shall be treated and disposed of as required by
the lease agreement and local ordinances. Any external collection facilities shall be gated
and screened from public view.
SECTION 7.10. Nuisance. Hazards and Compliance
No activities may be conducted within the Innovation Campus which emits
harmful noise,vibration, smoke, odors, dust or gases into the exterior atmosphere.
Precautions shall be taken against all radiation,fire and explosion hazards. All activities
conducted within the Innovation Campus shall be in compliance with applicable federal,
state, county and city laws, regulations, ordinances, and orders and in accordance with
applicable environmental health and safety standards.
SECTION 7.11. Condition and Maintenance of PropgL.t,;,
(a) Montana State University Innovation Campus, Sublessee's and
building owners shall at all times, and at their own expense, keep and
maintain premises leased or owned by them in a safe, clean and
wholesome condition and in good repair. Maintenance of the exterior
of buildings and other improvements including parking areas, shall
include, when and as needed, painting, parking stall and directional
striping, removal of debris,washing and sweeping,and surface and
other repair. Maintenance and landscaping shall include,when and as
needed,watering,trimming, fertilization, removal of waste materials
and all debris, and replacement of dead or diseased grass,ground
cover, shrubs or trees.
Sublessee's and building owners will comply to a common ground and
parking maintenance policy to support consistency in the upkeep of
grounds and parking throughout the Innovation Campus.
(b) Prompt removal of snow from parking areas and sidewalks in the
responsibility of building owners and/or Montana State University
Innovation Campus. Stock piling of snow shall not interfere with
drainage or damage the landscape, utilities, or other site
improvements. Removal of stock piled snow will be at the expense of
46
Montana State University Innovation Campus, Sublessees and building
owners.
Vill.
ONGOING INTEGRATION
The purpose of the Innovation Campus is to benefit and advance the
research, education, entrepreneurial, and economic development of Montana State
University, and stimulate development purposes of the Gallatin County,the City of
Bozeman,and the State of Montana. Therefore, in addition to compliance with the
permitted uses, operations and functions set forth in these Covenants, Sublessee's of the
Innovation Campus shall, upon request by the Montana State University Innovation
Campus, meet with designated officials/representatives of the Innovation Campus,at
reasonable intervals, times and places, to discuss and promote active integration and
cooperation between the Sublessee's and its activities with Montana State University
Innovation Campus, Montana State University, Montana State University departments,
faculty, designated students,as well as county, city and state functions which are or may be
relevant to the Sublessee's operations; and, the Sublessee's shall exercise its good faith
efforts, upon such terms, at times and in such manner as may be reasonable under the
circumstances,to encourage and permit access to its technical facilities and personnel, and
to promote cooperative activities between the Montana State University Innovation
Campus, Montana State University, Montana State University Alumni Foundation, the city
of Bozeman, Gallatin County and the State of Montana.
IX.
DURATION AND AMENDMENT
These Covenants may be terminated or amended by written agreement
executed and acknowledged by the Montana State University Innovation Campus Executive
Director with the approval of the Montana State University Innovation Campus Board and
by at least two-thirds (2/3) of the owners of buildings within the Innovation Campus.
X.
ENFORCEMENT
These Covenants and any amendments shall be binding upon and inure to
the benefit of the Montana State University Innovation Campus, Montana State University,
47
the County and City of Bozeman, and the State of Montana, and the lessees, tenants and
owners of buildings within the Innovation Campus and their respective successors and
assigns. Any violation of these Covenants shall give the Montana State University
Innovation Campus the right to recover damages and/or injunctive relief against violating
parties. In any such proceeding,the party against who judgment is entered shall pay the
costs and reasonable attorney fees of the Montana State University Innovation Campus as
may be fixed by the court.
XI.
WAIVER
The failure of the Montana State University Innovation Campus, or other
person or authorized body,to enforce any requirement, restriction or standard herein
contained, shall in no event be deemed to be a waiver of the right to do so thereafter or in
other cases, nor of the right to enforce any other term, condition or restriction.
XII.
SEPARABILITY
If any provision of these Covenants is invalidated by statute,judgment or
court order, the remaining provisions shall remain in full force and effect.
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Exhibit B
MONTANA STATE UNIVERSITY INNOVATION CAMPUS
ARCHITECTURAL GUIDELINES
1. In ten
(a) The Montana State University Innovation Campus is a community of
business, industry, government and university tenants involved in
development of scientific research and technology in cooperation with the
interests of Montana State University,the Gallatin County, the City of
Bozeman,and the state of Montana. The design and construction of the
physical facilities of these firms should reflect the high level of commitment
to excellence and value. Each building should attempt to show a high quality
and professionalism rather than temporary or industrial appearance.
Individual identities are encouraged but new facilities should complement
high-standard architecture.
(b) Overall architecture character should reflect that of a well-designed structure
of lasting quality, detailed to accommodate the changing weather conditions
of Montana.
2. Process
(a) Meeting Early in Design Process: The Montana State University Innovation
Campus Facility Advisory Council members will be supportive in
encouraging quality design without arbitrarily limiting the options available
to the tenant firms. Consistent with this, the Facility Advisory Council
requires a meeting with the owner's representative and their architect early
in the design process to provide design directions consistent with the overall
intent.
(b) Additional Review with Facility Advisory Council Chair: An "Application and
Review Procedure" is provided as a minimum to allow both the Montana
State University Innovation Campus Facility Advisory Council and the
prospective firms an opportunity to efficiently arrive at building designs
consistent with the needs of both parties. If additional interface is desired,
the Chair of the Facility Advisory Council should be contacted to arrange for
the appropriate members to be available.
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3. Awl,
(a) Appeals of Facility Advisory Council decisions may be made in writing to the
Chair of the Facility Advisory Council, stating in a concise manner the issues
to be considered. The Chair of the Facility Advisory Council will review with
the Chair of the Montana State University Innovation Campus Board, the
Board responsible for the oversight of the SDSU Innovation Campus. If the
Board finds it appropriate,a personal appearance may be scheduled. The
decision of this appeal by the Board will be final.
4. Architectural Guidelines
(a) Massing: Horizontal massing with lines and features emphasizing
horizontality and simplicity shall be evident. Massing shall include all service
yards and equipment screen walls. Three dimensional block models must be
RtGHT UP WAY 3£TBACK "
run-MG
>uaa ALK
used during planning.
(b) Height: Building heights at setback shall not exceed 24 feet from natural or
existing grade at interior roads and 18 feet at Garfield. Additional height may
be
obtained by compliance with the following sketch.
50
Request for variance must be in writing to the Chair of the Facility Advisory
Council.
* Refer to the Montana State University Innovation Campus Plat for right of way
dimensions.
Maximum Height= 50'-0"
(c) Roof:
1. If roofs are exposed to public view,they shall be of a finished, durable
material consistent with the overall design of the building. Materials
not approved include highly reflective materials, such as uncoated
aluminum or galvanized metal. False mansard roofs shall not be used.
2. Colors of all materials need to be approved by the Facility Advisory
Council.
3. All roof flashing, coping, and related materials shall be harmonious
with the overall building colors.
4. All mechanical equipment shall be designed integrally with the
building massing. Where visual screens are necessary, they should be
incorporated within the building massing and be of materials
harmonious in color and texture with prominent materials found
elsewhere on the building.
(d) Walls and Facades:
1. Buildings shall have a consistent implementation of design on all
sides. Buildings with a "finished" front and "unfinished" sides or back
will not be permitted.
2. Quality, uniformity, and simplicity are objectives to be sought in the
building's appearancery. Consideration of the effects of weathering
should be clearly apparent. All colors including mortar must be
approved by the Facility Advisory Council. Caulking colors must
match finish colors of adjacent materials.
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(e) Building Materials:
1. Materials generally acceptable include: brick, architectural block,
architectural concrete, architectural pre-cast concrete, polished stone,
energy efficient glass and pre-finished metal curtain wall systems.
2. Because it is difficult to clearly designate a materials palette, the
Facility Advisory Council remains open to suggestions on exterior
materials. The Facility Advisory Council reserves the right to
disapprove or suggest alternatives to prospective owners based upon
the design's compatibility with the existing architectural character of
the Innovation Campus.
3. Exterior materials not approved include: wood, steel,vinyl or
aluminum siding, synthetic stucco or plaster systems, Masonite
siding, concrete masonry units, some highly reflective glass, and
rustic stone.
4. Samples of proposed exterior materials must be presented for review
And approval at the same time as any exterior colored renderings to
the Facility Advisory Council.
(f) Windows:
1. All window coverings (drapes, blinds, etc.) shall be approved by the
Facility Advisory Council.
(g) Mechanical and Service Areas:
1. All loading service, and trash areas as well as mechanical units, shall
Be visually screened from adjacent buildings and drives.
S. Codes
(a) Buildings and sites shall comply with all applicable codes, including Montana
Energy Code, International Building Code, Montana State Plumbing Code,
National Electric Code,and local zoning ordinances.
6. Construction
(a) A sample panel of proposed wall construction indicating the color and
52
workmanship must be approved by the Facility Advisory Council before
work may proceed.
(b) Any construction changes affecting the exterior appearance of a development
must be approved by the Facility Advisory Council before implementation. In
the interest of time, an e-mail response from the Facility Advisory Council
members may be used to approve changes.
53
MONTANA STATE UNIVERSITY INNOVATION CAMPUS
APPLICATION AND APPROVAL PROCEDURE
FINAL
TIME PERIOD ACTION REQUIRED DURATION MATERIALS
PREDESIGN/SCOPING
SUBMITTAL
Upon acceptance 1. Receive covenants and
by Facility guidelines.
Advisory Council
and Montana 2. Receive review procedure.
State University
Innovation 3. Submit statement of
Campus Board a) Project scope.
prior to b) Occupancy and activities
Beginning description.
Schematic c) Architect.
Design d) Design engineers.
e) Owner's representative for
ongoing coordination.
CONCEPTUAL DESIGN
REVIEWS
Prior to 1. Meet with Facility Advisory
Schematic Council to present conceptual
Design design and gain mutual
understanding of expectations.
SCHEMATIC DESIGN
REVIEW
End of Schematic 1. Submit schematic design Submit material one a. Site plan.
Design package. week prior to review b. Site utilities design.
c. Building plan.
2. Written letter from Chair of d. Colored building
Facility Advisory Council elevation showing
approving and/or requesting materials.
changes to site plan,site e. Outline-specification
utilities design,building of materials.
plan,colored building f. Color board of actual
elevations,outline materials used.
specification of materials, g. Block massing study
color board. model or computer
generated simulation.
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DESIGN DEVELOPMENT
REVIEW
End of Design 1. Submit packet of progress Two weeks prior to Same drawings as
Development drawings and environmental review schematic plus.
studies for review and written a. Drainage design.
approval from Chair of Facility b. Irrigation design.
Advisory Council. c. Landscape design.
CONSTRUCTION
DOCUMENTS REVIEW
3/4 Through 1. Submit set of progress Two weeks prior to a. Complete set of
Working drawings and specifications for review progress prints.
Drawings review. b. Samples of materials
to be used on exterior
of building.
c. Exterior building
details.
d. Site details.
PRE-CONSTRUCTION
SUBMITTAL
End of Bid or 1. Submit list of contractors and
Prior to Start of major subcontractors.
Construction
2. Submit schedule,staging area,
parking and vehicular access
plans.
AS BUILT SUBMITTAL
Within 30 Days I. As built drawing of site,
Following Building floor plans,
Substantial Utilities, landscaping and site-
Completion Irrigation, balancing reports,
operations and maintenance
manuals and copies of
equipment warranties.
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Exhibit C
MONTANA STATE UNIVERSITY INNOVATION CAMPUS
SITE AND LANDSCAPE GUIDELINES
1. Intent
The landscape development within the Montana State University Innovation
Campus will be used to reinforce the architectural guidelines and lend additional unity to
the Innovation Campus appearance. Trees, turf, and building integrated earth mounding
have been designated as the dominant materials for landscape development. Proposed
landscape development must be subtle, uncluttered and convey a horizontal quality in
overall effect.
The intent of the following guidelines and recommendations is to provide visual and
spatial continuity to the landscape development associated with the individual buildings
within the Montana State University Innovation Campus. These regulations and
recommendations will be applied in reviewing all site plans submitted.
Plan approvals and construction permits by applicable local municipality will be
required in addition to any reviews made by the Montana State University Innovation
Campus Facility Advisory Council. Fees for permits shall be paid by the tenant/developer.
2. Definitions
a. Right of Way (R.O.W,L; the right of passage across public or private land.
In the Innovation Campus, the right of way limit is coincident with the parcel
boundary along common streets.
b. Easement: a corridor of land, often on leased property, used for
infrastructure such as utilities.
C. Setback: the prescribed minimum distance from the property line that
structures, such as buildings, must be placed. The setback is thirty feet
from peripheral and internal roads, and ten feet from parking areas and
driveways within leased parcels. Variances may be submitted in writing to
the Chair of the Innovation Campus Facility Advisory Council
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d. Innovation Campus Commons: those areas of the Innovation Campus that are
maintained by the Innovation Campus administration office. This includes all
landscaped areas, the central pond area, sidewalks, service areas, roads and
parking.
e. Low Maintenance Landscaping: that requiring little irrigation, no mowing or
pruning. Unmowed turf or wildflower mixes are examples of suitable low
maintenance landscaping. All areas will require removal of weeds that
extend above the level of the intended dominant plant type. All areas will
require monitoring and removal of trash or debris.
f. Standard References, Innovation Campus Declaration of Covenants,
Conditions and Restrictions and Innovation Campus Architectural Guidelines
which have been identified by the Montana State University Innovation
Campus for use in specifying building materials-and construction standards.
3. General Site Planning Requirements
(a) The front yard setback area of each building lot shall be landscaped with an
effective combination of turf, building integrated earth mounding, trees,
ground cover and shrubbery.
(b) All unpaved areas designated, but not yet utilized for parking shall be
landscaped in a similar manner.
(c) The entire area between the curb and a point ten (10) feet in back of the
front property line on all parcels fronting Garfield shall be landscaped, except
for any access driveway in said area. Notwithstanding the above,the entire
area between the curb and the building setback line thirty (30) feet of any
property fronting on internal Park access roads shall be landscaped.
(d) Except for the area occupied by buildings, sidewalks, and paved areas, all
parcels shall be landscaped in their entirety. Low maintenance landscaping,
may be installed at the rear of buildings, away from Innovation Campus
roads and drives.
(e) Undeveloped areas proposed for future expansion shall be maintained by the
Innovation Campus Administration Office and shall be subject to common
area charges to tenants/developers on a pro-rated basis.
57
(f) Areas immediately surrounding parking lots, shipping and receiving areas
shall be landscaped in such a manner as to interrupt or screen said areas
from view from access streets and adjacent properties. Such planting,
however, shall not impede the view of pedestrians and/or drivers at all
intersections and crosswalks.
(g) Outdoor storage is prohibited,but if deemed absolutely necessary approval
must be obtained as an exception. A special use permit must be approved by
the Innovation Campus Facility Advisory Council.
(h) All outdoor refuse collection areas shall be visually screened from access
streets and adjacent property by a complete opaque screen. No refuse
collection areas shall be permitted between a frontage road and the building
line. Refuse collection containers must be coordinated with solid waste
service provider.
4. Site Engineering Requirements
(a) The minimum road specifications recommended for use in all driveways and
parking areas shall be, as follows:
4" asphalt over, 8" concrete over,
6" road base over, 3" road base over,
18" pit run material @ (6" minus) 4" pit run material
A standard road section recommended for use in all other parking areas is:
2 Yz" asphalt over,
4" road base over,
12" pit run material
All road gravels are to be compacted to 95% of maximum laboratory dry density.
Request for variations to the above must be submitted in writing to the Chair of the
Innovation Campus Facility Advisory Council.
(b) All parking areas shall be designed for proper storm drainage in accordance
with existing code and local ordinances. The tenant is responsible for control
of all surface run-off water consistent with the drainage plan of the
Innovation Campus.
(c) All new curb and gutter details is required for use in all driveways and
58
parking lots or other areas where curbing is proposed shall be consistent
throughout the Innovation Campus. Detail may be obtained from Innovation
Campus Administration Office.
(d) A curb radius of 15' is required for all driveways and parking lots; larger radii
may be required for service drives and loading areas.
(e) No earth mounding or graded depression to be planted in turf shall exceed a
3:1 slope.
(f) Required minimum grade for all surface materials is 1 1/2% with the
exception of turfed areas designated for retention of surface run-off.
(g) Detention ponds and canals are not to be used for the disposal of solid
wastes, toxic liquids or byproducts.
(h) All facilities must be tied to utilities specifically installed for use by
Innovation Campus tenants.
(i) All utility lines shall be run underground.
(j) State requirement for accessibility for handicapped persons shall be
incorporated
into all buildings, parking lots and walkways.
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5. image Requirements
(a) One free-standing sign is permitted per street frontage (Innovation Campus
internal roads only) in single-and multi-building sites. With multi-building
sites a project name or logo is encouraged for the entire site.
(b) No free-standing sign shall be erected in the first 15 feet as measured from
the property line of any street or set back area.
(c) No free-standing sign shall exceed 100 square feet in area per face.An
additional 20 square face feet shall be allowed per tenant.
(d) Free-standing signs shall not be more than six (6) feet above the surrounding
grade.
(e) No flashing or moving signs will be approved.
(f) One tenant identification sign (flush-mounted fixture type) will be permitted
at each building entry.
(g) Temporary signs including construction information and for sale and lease
signs are permitted.
(h) All permanent and temporary signs must be approved in writing by the
Innovation Campus Facility Advisory Council.
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6. Site Lighting Guidelines
(a) All exterior light fixtures are to be concealed source fixtures. Exterior wall-
mounted floodlights are expressly prohibited. For parking lot lighting, pole-
mounted fixtures are required.
(b) Lighting of all pedestrian pathways is recommended.
(c) Lighting of building and site identification signs is permitted.
(d) All parking lot and walkway light fixtures shall be of a matching design and of
the style and manufacture as recommended by the committee.
(e) Foot-candle requirements are as follows:
1 Foot-candle minimum in parking area.
3 Foot-candles on sidewalks and at building entries.
Ambient light from adjacent buildings may be included in the lighting
calculations for new sites.
(f) Exterior lighting design will comply with the most restrictive local
municipality ordinances.
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7. Design Requirements -To Reduce Maintenance
(a) All shrubs, ground cover and/or other planting beds shall be mulched with
wood chips or other suitable mulching material, to a minimum depth of
2".
(b) All planting beds shall be separated from turf areas with a poured in place
concrete mowing strip at grass level of 6" wide x 4" deep.
(c) All parking areas shall be designed with ample internal or adjacent space for
stockpiling snow.
(d) Parking lots must be arranged to provide for efficient snow removal and
stockpiling. Snow shall be stockpiled away from drain inlets.
(e) All grounds and exterior areas shall be clean, neat and properly maintained
at regular intervals.
(f) All fencing materials shall be permanent and properly maintained.
62
8. Planting Recommendations
(a) A well-conceived landscape design will include trees, shrubs and
groundcovers as proposed by the landscape architect.
(b) A minimum of one (1) tree is recommended per 400 square feet of the
Building's footprint.
(c) No deciduous tree shall be installed which has a caliper smaller than 1 1/2",
and no evergreen tree shall be installed with a height of less than 4'.
(d) In addition to the minimum number of trees, a variety of tree sizes is
recommended as per the following schedule.
Quantity Caliper of Deciduous Height of Evergreen
70% medium 2" or larger 4' or larger
20 small 1 1/2" - 2" 4'
(e) Recommended trees (list available from Montana State University Innovation
Campus Administration Office).
(f) Recommended shrubs (list available from Montana State University
Innovation Campus Administration Office).
(g) Recommended ground covers (list available from Montana State University
Innovation Campus Administration Office).
(h) Existing landscapes shall be evaluated and preserved wherever suitable.
Existing, mature, healthy trees shall have high priority for preservation.
(i) All areas will require monitoring and removal of trash or debris.
(j) All planted areas shall be adequately watered using materials and equipment
specified in the Montana State University Innovation Campus Design
Guidelines. At a minimum, irrigation systems shall include protection against
cross-connections and an automatic controller.
*Note: Plant materials in the list above have been proven reliable in this area. However,
plant survival is dependent on many factors, including healthy stock, proper installation,
and proper maintenance. The Montana State University Innovation Campus
Administration Office is not responsible if plant materials selected from these lists fail to
survive. All materials are to have a one-year warranty.
63
Exhibit D
CITY OF BOZEMAN COMMUNITY PLAN, UNIFIED DEVELOPMENT CODE,
And
ECONOMIC DEVELOPMENT PLAN
Section 1: Relationship to the City of Bozeman Community Plan
The MSU Innovation Campus Comprehensive Development Plan has been developed to be
consistent with, and to implement the policies of, the Bozeman Community Plan.
Bozeman Community Plan Future Land Use Map
And Land Use Categories
J
'l. h
G.
I
� u
T
I.r
Community Business Park �_
Commercial Mixed Use Mixed Use r
The MSU Innovation Campus property is highlighted in red within the above map,which is
an excerpt from Future Land Use Map of the Bozeman Community Plan. Two land use
categories from the Bozeman Community Plan apply to the MSU Innovation Campus
property:
• Business Park Mixed Use; and,
• Community Commercial Mixed Use.
The following sections from the Bozeman Community Plan describe these two land use
categories.
64
Business Park Mixed Use: This classification provides for employment areas with
a variety of land uses typified by office uses and technology-oriented light industrial
uses. Civic uses may also be included. Retail, residential, services, or industrial uses
may also be included in an accessory or local service role.Accessory uses should
occupy 20% or less of the planned Business Park Mixed Use areas. These areas are
often a buffer between uses, and the scale and intensity should be carefully
considered to ensure compatibility with adjacent developments.The developments
should provide integrated open spaces, plazas, and pedestrian pathways to facilitate
circulation and a pleasant environment. Uses may be mixed both vertically and
horizontally with vertically mixed uses being encouraged. Higher intensity uses are
encouraged in the core of the area or adjacent to significant streets and
intersections.As needed, building height or other transitions should be provided to
be compatible with adjacent development.
Community Commercial Mixed Use: Activities within this land use category are
the basic employment and services necessary for a vibrant community.
Establishments located within these categories draw from the community as a
whole for their employee and customer base and are sized accordingly.A broad
range of functions including retail, education, professional and personal services,
offices, residences, and general service activities typify this designation.
In the "center-based" land use pattern, Community Commercial Mixed Use areas are
integrated with significant transportation corridors, including transit and non-
automotive routes,to facilitate efficient travel opportunities.The density of
development is expected to be higher than currently seen in most commercial areas
in Bozeman and should include multi-story buildings. A Floor Area Ratio in excess of
.5 is desired. It is desirable to allow residences on upper floors, in appropriate
circumstances. Urban streetscapes, plazas, outdoor seating, public art, and
hardscaped open space and park amenities are anticipated, appropriately designed
for an urban character. Placed in proximity to significant streets and intersections,
an equal emphasis on vehicle, pedestrian, bicycle, and transit circulation shall be
provided. High density residential areas are expected in close proximity. Including
residential units on sites within this category, typically on upper floors, will
facilitate the provision of services and opportunities to persons without requiring
the use of an automobile.
The Community Commercial Mixed Use category is distributed at two different
scales to serve different purposes. Large Community Commercial Mixed Use areas
are significant in size and are activity centers for an area of several square miles
surrounding them.These are intended to service the larger community as well as
adjacent neighborhoods and are typically distributed on a one mile radius. Smaller
Community Commercial areas are usually in the 10-15 acre size range and are
intended to provide primarily local service to an area of approximately one-half mile
radius.These commercial centers support and help give identity to individual
neighborhoods by providing a visible and distinctive focal point.
65
They should typically be located on one or two quadrants of intersections of
arterials and/or collectors.Although a broad range of uses may be appropriate in
both types of locations the size and scale is to be smaller within the local service
placements.
Mixed use areas should be developed in an integrated, pedestrian friendly manner
and should not be overly dominated by any single land use. Higher intensity
employment and residential uses are encouraged in the core of the area or adjacent
to significant streets and intersections.As needed,building height transitions should
be provided to be compatible with adjacent development.
The MSU Innovation Campus Comprehensive Development Plan,including specifically the
MSU Innovation Campus Expansion Plans, Implementation Strategies, and Guiding
Principles, are consistent with the Business Park Mixed Use and Community Commercial
Mixed Use land use categories of the Bozeman Community Plan.
Additionally, the MSU Innovation Campus Comprehensive Development Plan is consistent
with,and will substantively implement,the following goals and policies of the Bozeman
Community Plan:
• Objective LU-1.4: Provide for and support infill development and redevelopment
which provides additional density of use while respecting the context of the existing
development which surrounds it. Respect for context does not automatically
prohibit difference in scale or design.
• Goal LU-2: Designate centers for commercial development rather than corridors to
encourage cohesive neighborhood development in conjunction with non-motorized
transportation options.
• Objective LU-2.3: Encourage redevelopment and intensification, especially with
mixed uses, of brownfields and underutilized property within the City consistent
with the City's adopted standards. Using this approach rehabilitate corridor based
commercial uses into a pattern more supportive of the principles supported by
commercial centers.
• Objective LU-4.4: Review and revise the City's regulations to encourage and
support sustainability in new construction and rehabilitation or redevelopment of
existing areas.
• Objective C-1.1: - Expand design review programs citywide to ensure well designed
spaces throughout the community.
• Objective C-4.1: Continue to develop the design guidelines for site planning and
buildings to emphasize creativity, diversity, and individuality. The design guidelines
66
shall be based on the premise that truly creative design is responsive to its context
and contributes to a comfortable,interesting community.
• Objective C-6.3: Encourage and support energy conservation and efficiency in all
aspects of development.
• Goal ED-1: Promote and encourage the continued development of Bozeman as a
vital economic center.
• Objective ED-1.2: Coordinate the provision of infrastructure necessary to support
economic development.
• Objective ED-1.3: Foster a positive economic climate through a well-managed and
aesthetically pleasing built environment, and by maintaining a beautiful and healthy
natural environment to promote and attract businesses with a desirable impact on
the community.
• Objective ED-1.4: Encourage ongoing improvements in private infrastructure
systems, such as telecommunications,and promote state-of- the-art facilities.
• Objective ED-1.5: Encourage, through the use of incentives, the development of
business and industry that provides wages that are proportionate to, or are higher
than,the cost of living and provide options to expand skills and opportunities for
Bozeman's workforce.
• Objective ED-1.6: Utilize the City's economic development and urban renewal plans
to stimulate investment and maintain a health and vibrant economy.
• Objective ED-1.7: Support efforts by the Bozeman Convention and Visitors Bureau,
the Bozeman Area Chamber of Commerce, the Downtown Bozeman Partnership,
Prospera Business Network, MSU-Bozeman and others to promote Bozeman.
(Source: Bozeman Economic Development Plan)
• Objective ED-1.8: Leverage local, state, and federal economic development
resources to enhance economic growth in Bozeman. (Source: Bozeman Economic
Development Plan)
• Objective ED-2.7: Support Montana State University in its educational and research
mission, which contributes to the local and state economy.
• Objective ED-2.8: Support education and workforce development initiatives to
provide Bozeman with the qualified workers to meet the needs of business. (Source:
Bozeman Economic Development Plan)
67
• Objective ED-3.2: Encourage sustainable development to minimize costs to
businesses and customers and protect quality of life.
• Objective RCC-2.7: Continue cooperation with Montana State University on
transportation, building siting, future land use planning, and other town/gown
issues.
68
Section 2: Relationship to the City of Bozeman Unified Development Code
The City of Bozeman Unified Development Code contains both subdivision and zoning
procedures and standards. The MSU Innovation Campus Comprehensive Development
Plan has been developed to be consistent with all applicable provisions of the City of
Bozeman Unified Development Code.
Bozeman Zoning Designation Map
4 7 {.
I1 r.
r BP -
PLI
Intent of Applicable Zoning Districts
The intent of the Business Park (BP) district is "to provide for high quality settings and
facilities for the development of a variety of compatible employment opportunities.These
areas should be developed so as to recognize the impact on surrounding or adjacent
development and contribute to the overall image of the community. Compatibility with
adjacent land uses and zoning is required."
The intent of the Community Business (B-2) district is "to provide for a broad range of
mutually supportive retail and service functions located in clustered areas bordered on one
or more sides by limited access arterial streets."
69
The land uses and site development proposed by the MSU Innovation Campus
Comprehensive Development Plan is consistent with the intent of both the BP and B-2
zoning districts.
Allowed Uses In Zoning Districts
The following are excerpts from the Authorized Use Tables in the City of Bozeman Unified
Development Code for the BP and B-2 zoning districts. The excerpts have been chosen to
highlight how the land uses that are likely to occur within the MSU Innovation Campus as
proposed by the Comprehensive Development Plan would be regulated.
In these tables, principal uses are indicated with a "P," and conditional uses are indicated
with a "C."
Table of Industrial Uses BP Zone District
Permitted Uses
Laboratories, research and diagnostic P
Manufacturing, light P4
Offices, as defined in this chapter P5
Public buildings P
Technology research establishments P
Notes:
4Completely enclosed within a building.
Professional and business offices only.
Table of Commercial Uses B-2 Zone District
Permitted Uses
Laboratories, research and diagnostic P
Manufacturing, light and completely indoors C
Offices, as defined in this chapter P
Public buildings P
Research laboratories P
Because of the large, contiguous, undeveloped area within the MSU Innovation Campus,
there no constraints that would not allow all site specific development to conform to the
dimensional and development standards of the BP and B-2 zoning districts.
It is anticipated that the Comprehensive Development Plan will be further refined through
a master planning process to facilitate the orderly development of the infrastructure,
amenities, and facilities within the MSU Innovation Campus. This master planning process
will be closely coordinated with City of Bozeman to ensure ongoing conformance with all
applicable plans and policies, including the potential creation of a zoning district or overlay
that would more accurately reflect the specific development pattern of the MSU Innovation
Campus.
70
Section 3: Relationship to the City of Bozeman Economic Development Plan
Montana State University [plays] a significant role in the growth and development of
Bozeman's technology industry,and is the reason the Bozeman area is considered the
technology center of the state. (City of Bozeman, 2009 Economic Development Plan,
Section III - 2)
Home to more than 100 technology-based firms, Bozeman has become the high-tech center
of Montana; and it is one of the largest technology communities in the northern Rocky
Mountains. Bozeman's technology sector has grown significantly since the early 1990's.A
1994 report on high-tech clusters in Montana by the Federal Reserve Bank of Minneapolis
cited just 8 companies engaged in research or production of laser optic equipment and only
12 in biotech in the Bozeman area. Today, there are an estimated 20 firms engaged in laser
optics and an estimated 33 firms engaged in biotech.
Bozeman's technology sector now includes firms engaged in advanced manufacturing (an
estimated 26 firms) and laser optics (an estimated 20 firms); information technology—
application development, information technology services,software, Internet applications,
telecom, etc. (an estimated 50 firms); biotech or bioscience (an estimated 33 firms); and
agricultural, environmental, or miscellaneous activities (an estimated 14 firms). These
firms for the most part are selling their goods and services entirely to customers located
outside of Montana and many located outside of the U.S. These firms directly employ an
estimated more than 3,000 individuals whose earnings are significantly higher than the
county's annual average wage of about$32,500.
Without a doubt, the concentration of research activity at Montana State University has
fueled the development of technology-based companies clustered in Bozeman and it has
been a significant contributor to Bozeman's vibrant entrepreneurial technology economy.
University technology transfer and commercialization activities have been driving
economic development nationwide since the early 1980's when changes in federal
legislation accelerated the process and increased incentives for collaboration between
universities and industry. Montana State University has been no exception.According to
the MSU Technology Transfer Office, technology developed at MSU has resulted in the spin-
off of 30 companies and licensing by 37 companies in the Bozeman area and nearly 300
companies statewide. The university holds 163 licenses for patents for innovations such as
biological, chemical, and engineering processes and compounds, coatings for the space
shuttle or pharmaceutical drugs. Of those 163 licenses, 60% are with Montana companies,
many located in Bozeman.
71
MSU has grown to become a regional leader in research and creative projects with nearly
$100 million in research expenditures in the state each year. MSU was recognized by
Carnegie Foundation for the Advancement of Teaching as one of 96 research universities
nationally with "very high research activity." MSU has strong ties to industry in the
Bozeman area, particularly in the life science,aerospace, and information technology
sectors. MSU lists relationships with over 150 companies which include research support,
licensing agreements,and consulting services.
In 2007, MSU granted 283 Bachelor's degrees in engineering fields and 195 Bachelor's
degrees in science fields.According to the MSU Career Destinations survey of graduates in
2007, 56% of engineering graduates and 61% of science graduates were employed by
Montana companies after graduation, many in the Bozeman area.
The strength of Bozeman's technology economy has also translated into private companies
receiving research and development and investment funding. During the 2000-2004 time
period, Montana ranked 10th in the nation in the average annual number of federal Small
Business Innovation Research (SBIR) awards made, with nearly half going to Bozeman
companies (18 out of 44 total). (City of Bozeman, 2009 Economic Development Plan,
Section TV, 1 -2)
Excerpts from City of Bozeman. 2009 Economic Development Goals and Strategies
Supporting Technology and the MSU Innovation Camp
1) Support the expansion and retention of existing businesses and economic clusters that
will continue to strengthen and diversify the economy and create higher paying jobs in
Bozeman.
a. Pursue, support, and provide assistance for business start-up, expansion, and
business recruitment efforts that strengthen the following economic clusters:
• Technology(biotech/bioscience, information technology,laser/optics)
b. Support and promote entrepreneurial efforts linked to emerging markets,
high technology,and research and development.
c. Leverage MSU-Bozeman research, faculty,and students to expand upon
current opportunities and identify additional opportunities for the long
term economic diversity and vitality of Bozeman.
72
d. Support efforts by the Bozeman Convention and Visitors Bureau, the
Bozeman Area Chamber of Commerce, the Downtown Bozeman
Partnership, Prospera Business Network, MSU-Bozeman, and others to
promote Bozeman.
2) Maintain and upgrade infrastructure to support the current and future needs of
business.
a. Maintain infrastructure (city service or private service) at safe and
efficient levels to satisfy the current and future needs for economic
expansion. The condition of streets and sidewalks, water and sewer,gas
and electric distribution, communications, and solid waste disposal all
affect how efficiently businesses conduct their operations. It also
contributes to business retention and recruitment efforts.
b. Support the further development of technology park areas to meet the
needs of existing and future technology based companies.
3) Support education and workforce development initiatives to provide Bozeman with the
qualified workers to meet the needs of business.
a. Support the efforts of the Montana University System to expand 2-year
degree and job training and certification programs in Bozeman.
b. Support the enrollment growth of MSU-Bozeman through the statewide
legislative level and at the local level. All avenues should be explored that
promote MSi1 and Bozeman in a cooperative manner.
c. Encourage MSU College of Technology in Bozeman, Bozeman Job Service
and the Bozeman School District to develop and maintain continuing
education and certification programs for high-demand jobs.
d. Support the "Come Home Montana" promotion (and consider developing a
"Coyne Home Bozeman" promotion) to Montana alumni residing out of
state, highlighting local employers and career-opportunities, local quality
of life, and other factors that may lead to a decision to return to Bozeman.
4) beverage local, state, and federal economic development resources to enhance
economic growth in Bozeman.
73
a. Continue to utilize tax increment financing (TIF) programs as a tool for
urban renewal and economic redevelopment opportunities where
appropriate.
5) Create a more collaborative and effective working partnership between the business
community and the City of Bozeman and effectively manage the City of Bozeman's
regulatory environment to accomplish goals without hindering business expansion and
economic growth.
a. Support efforts of the Montana Manufacturing Extension Center (MMEC),
TechRanch, the Small Business Development Center (SBDC),and other
organizations to encourage and foster entrepreneurship and small
business development in Bozeman.
6) Maintain the high quality of life that is considered an important asset to the business
community.
a. Recognize and support the idea that Bozeman's"quality of place"is a
significant asset for the business community.
(City of Bozeman, 2009 Economic Development Plan, Section VII, 1 - 8)
Based on 2008-2009 data, MSU adds 13,511 public and private jobs to the state's economy.
This generates more than $1 billion in personal income from the four campuses and MASS,
which equates to $897.7 million in after-tax income and $253 million in state tax revenue.
MSU's research innovation has led to the creation and growth of businesses throughout the
state,providing employment opportunities in industries such as agriculture, energy,
construction, healthcare and technology.
74
EXHIBIT E
• LAND-GRANT
Empowering ,
MONTANA ST u SITY
iiii I
ECONOMIC IMPACT REPORT
f
l Ike/r >
J
B 0 Z E M A N B I L L I N G S N O R T H E R N G R E A T FA L L S
MSU Extenslon
Montana Agricultural Experiment Station
December 2010
75
Montana State University Presence Across the State
Lincoln ? -- - — - -- � -TV.71WL
lGlacier T� ■ Blaine LDaniels L Sherldan
Hill . I —� L
Roosevelt
L—
Libert
oos
Flathead _ JPondera 1 Phillips •
Lake �n� Chouteau _, �~✓r Richland N
Sanders L {
• Mc[one -
L'� L r` 1
l ` 7J r1 ~�I Garfield r� Dawson
Ii7 J
Lewis Cascade Fergus rpet'*Urn I- 1
Mlnan l Cj MlssouU and I......... L.
r ■ I IIA
Clark I,�.�� Judith Basin y Prairie Wlbaux
�} ` Rosebud
Granite Powell � Golden, Musselshell
L" I Meagher Fallon
p 1 roedwater, Valley VI
r/eHerson� Wheatland f II �� Custer
r L—J Yellowstone Hsu L
Ravalll silver - /Gallatln SweetGrass� ' - 7�1•
B I `T■i lStillwater ■� •
r J ��i - —1 • l I Carter
Beaverhead I Park /
Big Nom � Powder River
Madison L Carbon -7^�— ---
ExtensionOffirn 4 a Extension Two-County Agreement
Tribal College Affiliate .4.......► Local Extension Affiliate
`i ■ Montana Agricultural Experiment Station
MSU Extension Fire ServicesTralning School
MSU Nursing Campus
MSU Campus
MONTANA STATE UNIVERSITY
W--jnj
BOZEMAN BILLINGS I NORTHERN I GREAT FALLS
MSU Extension
Montana Agricultural Experiment Station
ECONOMIC IMPACT REPORT
TABLE OF CONTENTS
Economic Impact Report Summary z
The Economic Impact Model 4
Statewide Analysis 7
University Operations 8
University Research u
Graduate Earnings 16
Visitor and Nonresident Student Spending A
Statewide Economic Impact zo
Campus Close-up: MSU-Bozeman 22
Campus Close-up: MSU-Billings 23
Campus Close-up: MSU-Northern 24
Campus Close-up: MSU-Great Falls 25
Close-up: Montana Agricultural Experi men r Station 26
Close-up: Montana State University Extension 27
Conclusions 2.8
Appendix 30
i
Data analysis provided for the Montana State University Office of the President by the
Bureau of Business and Et:unomic Research at The University of Montana
Economic Impact of Montana State University
i Montana State University (MSU) is an integral and significant portion of Montana's
economy. With a presence in every county across the state,ongoing research that drives
new innovations,and a commitment to provide education that empowers all Montanans,
MSU advances the economic health of Montana.
i
I As Montana's land-grant institution,MSU is dedicated to serving the people of the
state.This service is provided in many forms including:education on our four campuses in
!
Bozeman,Billings,Havre and Great Falls;research on the campuses and at the Montana
I Agricultural Experiment Station(MAES)at MSU-Bozeman and its seven regional centers;
i and dissemination of knowledge through our county Extension offices and MAES centers
across the state.Not only does MSU serve the state through education,research and outreach,
but it also makes significant contributions to Montana's economy.
!
! To quantify the impact of MSU on the state's economy,an economic impact study was
conducted by the University of Montana's Bureau of Business and Economic Research.
j The premise of the study was to compare the actual economy with a hypothetical economy
jin which the university is removed.The result of this analysis,which is presented in this
document,measured the University's contributions related to five key areas for which
i data were available.Those five areas include university operations,research expenditures,
increased earnings of graduates and visitor and nonresident student off-campus spending.
I
! Noter With a presence in all of Montana's counties,M.SUExtension is unique,and cannot he effectively
measured by the same five metrics as the campuses and MAES. Thus, the economic impact of MSU Ex-
tension is not included;however information describing the breadth and scope is provided in this report.
I
Based on the analysis of MSU and the state economy, the economic impact study
reported MSU's economic impact(excluding MSU Extension) is:
i • Jobs: 13,511 Montana jobs.
j • Income:More than $1 billion in personal income which equates to $897.7 million in
i after-tax income.
• Tax Revenue: $253 million in state tax revenue,which means the state receives
$2.60 in tax revenues for every$1 of tax support.
I
• Compensation: MSU's presence increases annual wages across the state by$1,087.
j • Investment Spending:An increase of$349.3 million in investment spending in the
€ Montana economy occurs every year due to the operation of MSU.
I
! MSU-Bozeman
i
• Jobs: More than 9,000 jobs are available due to the presence of the Bozeman campus.
j • Incomes Almost three-quarter billion dollars in earnings are attributable to
I
MSU-Bozeman.
j • Tax Revenue:The return on investment in the Bozeman campus is threefold.The 2009
appropriation of$50.5 million was increased to$168.6 million in state tax revenues.
i
j • Compensation: Annual wages are$690 higher across the state because of the
presence of MSU-Bozcman.
• Investment Spending:An increase of$234.6 million in investment spending in the
Montana economy occurs every year due to the operation of the Bozeman campus.
i
!
2 i Montana State University I Economic Impact Report'_010
Economic . . Report
MSU-Billings
• Jobs:The Billings campus creates nearly 1,700 jobs for state residents. j
• Income:More than$175 million in personal income results from MSU-Billings. 1
• Tax Revenue:In 2009,MSU-Billings was responsible for$36.5 million in state tax
revenues from the$20 million investment.This means the state received$1.80 in tax
revenues for every$1.00 of tax support. I
• Compensation:Annual wages are$235 higher across the state because of the pres-
ence of MSU-Billings.
• Investment Spending:An increase of$36.5 million in investment spending in the
Montana economy occurs every year due to the operation of the Billings campus. ! MSU Extension
Funding
MSU-Northern I
• Jobs: The Havre campus contributes 800 jobs in a region of Montana where job • State: $5.93 million
! (35 percent)
availability is crucial. i
• Income:These jobs mean an additional$82 million in personal income. I • County: $5.68 million
• Tax Revenue: MSU-Northern produces a two to one return on investment of state I (33 percent)
dollars.'The$9 million investment resulted in$18 million in state tax revenues in 2009. j • Competitive or formula
• Compensation:Annual wages are$94 higher across the state because of the presence i federal: $3.23 million
of MSU-Northern. i (19 percent)
• Investment Spending:An increase of$14.7 million in investment spending in the j • Federal:$2.20 million
Montana economy occurs every year due to the operation of the Northern campus. I 03 percent)
I
MSU-Great Falls Employment
• Jobs: More than 400 jobs are added to the state economy through the presence of 1 188 FTE that includes
the Great Falls campus. 80 campus-based
• Income:The resulting personal income is nearly$37 million. I specialists and staff
• Tax Revenue:In 2009,Great Falls increased the initial investment of$6 million to 1 and 108 county-based
$7.9 million in state tax revenues.This means the state received$1.30 in tax revenues faculty/staff located at
for every$1.00 of tax support. 62 offices across the state
l serving all 56 counties
• Compensation:Annual wages are$41 higher across the state because of the presence I and five reservations.
of MSU-Great Falls.
• Investment Spending:An increase of$7.3 million in investment spending in the Community Improvement
Montana economy occurs every year due to the operation of the Great Falls campus. 1 • $6.2 million generated
Montana Agricultural Experiment Station (MAES) 1 for local programs and
projects by county
• Jobs:MAES contributes almost 1,600 jobs that support the agricultural industry in agents/staffin FY09
Montana.
• Income:Through MAES more than $100 million in personal income is dispersed. I
• Tax Revenue:The staw's investment of$12.7 million was increased to$22 million
in tax revenues in 2009.This means the state received$1.70 in tax revenues for every
$1.00 of tax support.
• Compensation:Annual wages arc$27 higher across the state because of the presence
of MAES. !
I
• Investment Spending:An increase of$56.2 million in investment spending in the
Montana economy occurs every year due to the operation of MAES.
i 3
NOTE. Please see Economic Impact Report Research Note on page 4
The Research Question
The purpose of this study was to address the following question:What would the economy
of the state of Montana look like if Montana State University did not exist?
i
I Using tools which track and measure the interaction of the key sectors of the Montana
economy(see The REMI Model,page 5), the stud examines a hypothetical world that
E Y P g Y YP
I removes the spending and output of MSU. The difference between the economy of today
and the hypothetical economy with no university is the total economic i mpact of MSU.
jThat impact can be thought of as the sum of three pieces:
i
j Direct Impact This is the impact that the operations of the University itself have on the
economy.The items in rhis list are incredibly varied.MSU pays employees and vendors,
j attracts research dollars from governments and industry,and increases the earning power
1 of its students when they graduate.It also hosts sporting events and sells merchandise.
i
MSU attracts out-of-state scholars and students. It receives tax support from the state of
Montana.All of these mechanisms directly impact the economy of the state.
Indirect impacts These are the economic activities that occur in the state of Montana
I because of the University, but are not part of the University itself. Companies that locate
jin Montana because of the presence of the University,visitors and tourists, technology
companies with informal links to the University,and even highly educated workers who
come to Montana because their spouses are employed at MSU are examples of these.
jInduced impacts An economic stimulus such as the University produces changes in the
economy that go beyond its direct and indirect impacts. When businesses and employees
are economical) enriched through the University's activities,the further stimulate the
j Y g Y Y
j economy through the increases in their spending that result.This"second-round" impact
is significant and can be estimated with the use of an economic model that captures the
linkages between spending and production for the Montana economy.
i
Limitations of the Study
i Man additional indirect impacts could be added to this stud For example, the presence
j Y p Y� P
f of businesses,workers, investments and spending in Montana that are in some way related
I to the presence of Montana State University also contribute to the state's economy. These
include Starr-up businesses, businesses that co-locate with the University for a variety of
! reasons (e.g.,labor market recruitment),conferences and events, and the labor supply of
1
educated spouses of University employees.
None of these indirect impacts are included in this report.Although substantial, the
rigorous estimation of these was beyond the scope of the economic impact study.The total
i impact of the University involves tracing and tabulating the induced impacts caused by
the direct impacts of MSU using an economic model.
In addition, it is important to norc that the MSU Extension impacts are not included
I in this report.
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1 Montana Statc University Economic Impact Report 2010
Economic ImpactModel
The REMI Model
A critical link in this analysis involves translating Montana State University's direct and
indirect impacts into overall stare economic activity.This is accomplished by means of an
economic model.The model is used to make two kinds of economic projections.The first
is the baseline,or status quo,a projection of the Montana economy as it stands today.The
second projection removes the direct and indirect contributions of MSU.These changes
bring about further economic impacts—the induced impacts.The model is a critical
tool in understanding how those first-round impacts alter investments and decisions chat
ultimately determine the size of the resulting economy.The difference between these eco-
nomic projections is the total impact of the University.
The Bureau of Business and Economic Research used a top-tier economic impact i
model, provided by REMI, Inc.of Amherst, Mass., for this purpose.The REMI model
has been in existence since the early 1980s and has been used to evaluate the economic j
contributions of the University of Michigan, the University of Connecticut and other i
higher education institutions.It has been evaluated or used in more than 700 studies i
and appears in more than a dozen peer-reviewed academic journal articles.The model is
capable of examining impacts in fine detail and has a peerless reputation. j
Economic Impact Study Research Note j
Research Note from the Bureau of Business and Economic Research Regarding Comparisons
of the Economic Contributions of The University of Montana-Missoula(UM)and Montana
State University:
t
The economic impact studies for UM and the campuses of MSU were conducted at j
different points in time, using slightly different models and methodology. Each study was 1
carried out so as to represent and estimate the institution's economic impact as thoroughly
and accurately as possible. However, the passage of time and the evolution of the method- j
ology make a direct comparison of the results between the two institutions inappropriate.
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Both studies use the REMI model, and both construct an alternative future economy
that removes the direct expenditure flows of the particular institution.However,
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i. the UM study uses a (one region) REMI model of the state of Montana,whereas j
the MSU studies have employed a REMI model which considers five sub-regions
of the state separately,adding up the regions to produce a state impact;
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ii. some of the MSU studies incorporate the spending of business startups and other i
spin-offs of MSU research;
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iii.The UM study was constructed to produce an estimate of how its economic con- i
tribution changed over time,whereas the MSU studies were designed to deliver a
profile of the institution's current(and ongoing) contribution. j
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For these reasons a numerical comparison of the results of the UM and MSU studies is j
misleading and inappropriate.The results clearly show that the operations of UM and tlhe
campuses and agencies of MSU are a complementary force for economic advancement in
the state of Montana.
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Key Terms for this Report
The Bureau of Business and Economic Research analyzed several distinct mechanisms
with which Montana State University interacts to increase the state economy.To under-
stand the analysis and its implications,it is important to define and delineate each of the
factors that were examined and analyzed as part of the economic impact study.
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j Definitions
1 University Operations The payroll and purchases of the University for academic year 2008-
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09 were tabulated and categorized.This analysis included a thorough accounting of tax
1 and tuirion payments in support of that spending originating from the state of Montana.
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1 University Research The University's spending and payroll for research activities,net of
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within state support,were assembled and summarized.
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Graduate Earnings Census data arc used to estimate the additional earnings of those with
j bachelor and graduate-level college degrees in Montana. Applying these estimates to MSU
graduates residing in the state of Montana produces an estimate of the aggregate earnings
jimpact of MSU.
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i Nonresident Visitors* An estimate of out-of-state visitor spending attributable to MSU
is constructed by using student survey responses on visitation frequency for nonresident
students,combined with spending profiles from`llie University of Montana's Institute for
j Tourism and Recreation Research.
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Nonresident Student Off-Campus Spending* The spending profile of nonresident students
j is estimated and presented using survey responses of The University of Montana students.
Tiese are direct impacts of the University.
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i *Nonresident visitor and student spending were based on studies conducted at The University of
1 Montana. Me results were utilized to estimate visitor and nonresident expenditures for MSU.
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6 1 Montana State University I Economic Impact Report 2u I o
Statewide Analysis
Statewide Analysis
Montana State University is comprised of four campuses in Bozeman, Billings, Havre
and Great Falls,as well as all county Extension offices and Montana Agricultural Ex- j
periment Station statewide programs.Although much of the economic impact is con-
centrated where there is a physical campus,MSU's impact is also felt broadly across the
state through the county Extension offices and Montana Agricultural Experiment Station
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research centers. i
MSU's most valuable contribution to the state is an educated workforce that attracts, j
promotes,and retains higher paying jobs in Montana. With a combined fall 2010 enroll-
ment of nearly 22,000,MSU's four campuses serve citizens throughout the state, prepar- The Economic Impact
ing students to become productive in their communities. study found that Montana
In this report,it is recognized that state support for MSU and resident student cx- State University has a
penses,including tuition and spending,does not represent additional revenue for the state j significant impact on the
economy.Therefore these resources are not reflecred in this analysis. Only revenue that is i state economy, even when
truly a result of the University and its outputs arc factored into the economic impact.
The Economic Impact stud found that MSU has a significant impact on the state i
money and resources from
P Y g P Montanans are excluded.
economy,even when money and resources from Montanans are excluded.The money i
added to the state's economy as a result of MSU comes from four primary sources:
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• Higher incomes,productivity and spending of Montana residents who are MSU 1
graduates are significant additions to the state's economy.
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• MSU attracts significant support from outside the state through nonresident student
spending that adds to the Montana economy.
• MSU has a record of successfully competing for research funds.These dollars repre-
sent new money for the state economy attributable to the presence of the University.
• University dollars spent on payroll, MSU education and research has a higher"made
in Montana"fracrion than most goods and services consumers might buy.'Thus tak-
ing money away from general spending and directing it toward the University results
in a net gain to the Montana economy. !
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Because the economic impact study is designed to compare the state's current economy j
and an economy without the University, the analysis of these measures is careful to
include only resources that come from external sources. Support generated from in-start
sources,such as state appropriations or in-state tuition,would likely still be retained in the
state if the University did not exist. j
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University Operations
Montana State University is one of the largest employers in the stare.The MSU campuses
alone account for$154.3 million in payroll and benefits, meaning that approximately 79
percent of the unrestricted funds go to employees who live and spend their wages in Mon-
tana. In addition to compensation and benefits, University faculty and staff wages and
other expenditures related to instruction,academic support,student services,institutional
support, public service and outreach,and operation and maintenance of facilities are ac-
counted for in what arc referred to as unrestricted funds.
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Funds for University operations come from four primary sources including tuition and
j fees,state appropriations,private and public research support funds,and payments from
individuals.
Unrestricted Spendi Ing-Campuses
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The MSU campuses
eozornan-�_$19.458.671 Billings Northam Great Falls Total
alone account for iI
Salaries $75,368,821 $7,016,171 $6,186,163 $108,029,826
$154.3 million in wages $1,409,992 $353,522 $162,318 $145.764 $2,071.596
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payroll and benefits. Other Compensation $808,811 $221,747 $58,135 $28,551 $1,117,244
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Benefits $26,892,253 $6,478,054 $2,389,460 $2,050,006 $37,809,773
Benefits and Claims $3,481,815 $1,048,007 $463,453 $305,418 $5,298,693
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Supplies $3,887,088 $1,655,430 $564,153 $507,273 $6,613,944
j Communications $967,836 $529,810 $133,223 $202,465 $1,833,334
I Travel $1,189,302 $784,973 $356,588 $116,149 $2,447,012
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Rent $564,765 $1,136,413 $50,307 $6.795 $1,758,280
Utilities $4,648,960 $1,289,589 $647,255 $413,433 $6,999,237
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Maintenance $3,123,742 $858,432 $180,289 $272,216 $4,434,679
Transfer&Other ($3,380,633) ($299,838) $34,119 ($9,215) ($3,655,567)
Contracted Services $4,390,601 $1,979,949 $724,962 $252,299 $7,347,811
i Capital $1,408,484 $681,582 $82,360 $7,400 $2,179,826
i Debt $96,383 - - - $96,383
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Other Expenses ($1,486,300) $854,720 $197,654 $194,682 ($239,244)
Scholarships $8,804.192 $1,656,985 $1,029,867 $191.408 $11,682,452
1 Total $132,176,109 $38,688,045 $14,090,315 $10,870,805
Source:Bureau of business and t conomk Research at the University of Montana based on 2009 data.
I Note:A comparison of the data in this report and the University of Montana report is not appropriate and may be misleading(see page 5).
MSU Extension Operations
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The unique funding structure of the Extension Service includes state general fund, federal
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Smith-Lever Act and county sources.The state legislature appropriates both state general
funds and federal Smith-Lever funds on a biennial basis. Extension agent salaries are paid
from federal Smith-Lever and county funding sources. Extcnsion specialists are paid from
state general Funds. Extension funds 100 percent of the benefit costs for all employees
hired on current unrestricted funding from a blend of federal Smith-Lever and state gen-
cral fund dollars. Operational allocations are made to specialists based on a pre-established
i formula.Other operating dollars are allocated to support staff development,program
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1 development, personnel recruitment and general operating purposes.
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8 i Montana State University I Economic Impact Report 2010
OperationsUniversity
Montana Agricultural Experiment Station Operations i
Unrestricted Spending— The Montana Agricultural Experiment
Montana Agricultural Experhment Station Station is supported by the Montana
MAES General Fund and federal Hatch i
Salaries $8,667,486 Act capacity funds. Faculty, staff j
and students,and some operations !
Wages $260,345 i
Other Compensation $188,386 allocations are made to the main station j
(Bozeman) and the seven research
Benefits $2,870,770 j
centers through expenditures of state 1
Benefits and Claims $385,262
and federal funds. Operations and j
Supplies $686,917 i
maintenance of statewide research
Comrnunl cat lolls $155,369 facilities are supported by unrestricted
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Travel $117,987 funds and private and public research 1
Rent $48,282 support funds.
Utilities 95$273,2
Maintenance $273, 95 MAES is similar to the campuses
m in that the majority of its unrestricted
Other $699,447 j
Contracted services $279,696 funds arc reinvested into the state
Capital $160,406 through salaries acid benefits, and op- 1
Debt —
oration of research facilities.
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Other Expenses $383,351
Scholarships $65
Total
Source:Bureau of Business and Economic Research at The University of
Montana based on 2009 data.
Note:A comparison of the data In this report and The University of j
Montana report Is not appropriate and may be misleading(see page 5).
j
Unrestricted Funding Sources I
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The sources of unrestricted funds are almost entirely tuition and fees levied on students j
and appropriations received from the Montana Legislature. j
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Tuition Revenues
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Ouruman Billings Northern Great Falls MSU Total j
Registration Fee $801,086 $329,218 $88,847 $127,657 $1,346,808 !
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Resident Tuition $37,909,027 $14,524,713 $3,678,585 $3,889,764 $60,002,089 I
Nonresident Tuition $38,855,520 $1,548,303 $479,667 $367,823 $41,251,313 j
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WUE Tuition $2,160,660 $1,441,957 $375,270 $31,388 $4.009,275 i
Admissions Fees $308,489 $73,065 $21.132 $28,350 $431,036 j
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Program Tuition&Fees $1,461,253 $0 $48,125 $0 $1,509,378 j
TOTAL $81,496,035 $17,917,256 $4,691,826 $4,444,982 !
Source:Bureau of Business and Economic Research at The University of Montana based on 2009 data.
Note:A comparison of tho data in this report and The University of Montana report is not appropriate and may be misleading(see page 5),
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i If the University was removed from the economic equation, two changes would occur.
First, the jobs and income supported by University operations would nor exist. Second,
the tax support and tuition paid by resident students would be returned to them, to be
potentially spent on other goods and services.
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The operation of the University boosts the state economy through unrestricted funds
produced from two primary sources.The firsr is the fact that the University attracts stu-
dents and funding from sources outside the state of Montana.These include both Tuition
and fees paid by nonresident students, as well as tuition support in the form of scholar-
ships and grants that come from federal or other non-Montana sources.The University
also attracts significant private sector support from both inside and outside Montana.Al-
though there is an unequal distribution of nonresident students among all of the campuses,
with the majority attending in Bozeman,all of the campuses experience some benefit from
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nonresident student revenue and all of the campuses are successful in attracting external
funding.Thus the operations of the University bring new money into the state.
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The second stimulus comes from the service-oriented nature of the University itself.
! MSU has a very high proportion of its output that is locally produced. Directing in-state
1 spending to the University, instead of to most other goods,will provide more stimulus to
the scare economy even if the dollar amounts are the same. For example,another item a
Montanan might spend money on,say,a new car, has a much lower fraction of its value
that can be said to come from Montana.
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10 I Montana Statc University Economic Impact Report 2010
University Research
University Research j
Through its four campuses,Montana State University represents the largest research enter- I
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prise—public or private—in the state.The majority of the roughly$100 million annually I
Fueling MSU research comes from the federal government.Without the MSU campuses
and Montana Agricultural Experiment Station, those funds would be dispersed elsewhere j
in the nation. i
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Research expenditures allow MSU to offer undergraduates access to research and cre-
ative experiences,attract world-class graduate students and faculty,and pave the way For
new discoveries that help make Montana and the nation more economically competitive.
MSU research covers a broad range of topics, but the system's strengths are in the areas i
of biomedical research,seeking new ways to fight human and livestock diseases;energy
research,opening new territory in everything from biofuels to fuel cells; natural resources,
discovering better ways to use waters, land and wildlife;and agriculture,advancing new i
crop varieties,and creating new technologies and stewardship practices. j
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Based on 2008-09 figures,the$109.5 million in annual spending and the equivalent of ap-
proximately 730 high-paying jobs in MSU research would be lost to the state if the University i
did not exist,and so would the fruits of those research efforts—the patents and inventions, j
the spinoff of business into the state economy,and the well-trained engineers and scientists
that will help keep Montana and the nation competitive into the 21st century. i
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i Through Its four
External Funding by Source i
i campuses, Montana State
Bozoman Billings Norlhurn Great Falls Total University represents
Federal Grants and Contracts $83,666,939 $5,547,205 $2,289.684 $330,799 $91,834,627 i the largest research
Private Grants and Contracts $10,827,486 $724,955 $14,557 $138,873 $11,705,871 i
i enterprise—public or
State Grants and Contracts $3,931,268 $606,589 416,582 $404,152 $5364,591 i
Indirect Cost Recoveries • $410.424 $167.895 $1,125 $579,444 i private—in the state.
TOTAL $98,431,693 $7,289,173 $2,888,718 $874,949 13� i
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HE for FY09 b48 46.55 34.96 729.51 i
Compensation and Benefits $42,254,265 $2,500,000 $1,546,892 • $46,301,157
Source:Bureau of auslness and Economic Research at the University of Montana based on 2009 data. j
Note:A comparison of the data in this report and The University of Montana report is not appropriate and may be misleading(see page 5). i
•Data not included In analysis
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Products Based on Montana State University Licenses i
Although not included in the economic impact study,significant economic activity is
generated by discoveries made at Montana State University. Examples of these innovations 1
follow.
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Products Currently Produced and Sold i
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• Safflower International licenses and sells safflower varieties developed and protected f
by MSU. Currently seven licensed varieties are sold, including varieties for animal
Feed,cooking oil and birdseed. j
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' ConAgra licenses and sells an MSU-developed barley variety for use in the healthy
jfoods marker.
• Numerous MSU-developed Monoclonal Antibodies are licensed and sold by several
companies for use in biochemistry,biomedicine and molecular biology research.
• WestBred,a unit of Monsanto,sells several licensed varieties of wheat,developed by
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MSU, to Montana and regional growers.
• SensoPath sells biosensors licensed from MSU for the rapid detection of bioterrorism
pathogens.
Research expenditures i BioSurface Technologies sells licensed technology utilized for creating and treasuring
allow Montana State ( biofilms—slimy masses that can clog municipal and industrial pipelines and equip-
merit and even contaminate implants such as prosthetic hips and heart valves.
University to offer
! Innovative Biosenors'technology uses MSU antibodies for rapid detection of ricin,a
undergraduates access 1 deadly poison.
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to research and ! NWB Sensors sells an instrument licensed from MSU for calibrating infrared
creative experiences, cameras designed to be mounted in unmanned aerial vehicles and used for remote
attract world-class j analysis in agricultural work,wildlife research and military applications.
graduate students and j • GrayMatter Research, LLC licenses MSU technology for neurological monitoring of
animals.
faculty, and pave the
way for new discoveries Seed Source, Inc.sells a variety of alfalfa licensed from MSU.
that help make
j • Seed Research of Oregon sells a variety of grass licensed from MSU.
Montana and the nation j Agrika Foods sells a flour made from a variety of teffgrass licensed from MSU.
more economically • Westland Seed Co. sells a variety of alfalfa licensed from MSU.
competitive. • Innovative Food Project sells gluten-free floor from a variety of grass licensed from
MSU.
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! Products Under Development
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• Zdyc has licensed and continues to develop specialty dyes for proteomics applications,
! a promising area for biomedical research.
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• Aura has licensed and continues to develop nanotcchnologics for use in diagnostics
and therapeutics.
• LigoCytc has licensed several MSU biotechnologies for use in the vaccine market.
i • Bridget Photonics has licensed and continues to develop laser-based technology for
extremely precise and fine distance measurements that have applications for civil
engineering, the military and a variety of other fields.
• Phillips Environmental Products (dba CleanWaste) has licensed and is in the final ap-
proval stages for a fungus that both sanitizcs and deodorizes the contents of portable
toilets, filling an important niche in disaster relief, recreational use, military and
other massive field operations.
• Precision Laboratories, Inc. has licensed and continues to develop an organism that,
when applied to seed in dry land or drought conditions, reduces water needs of the
plant significantly.
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12 ! Montana State University I Economic Impact Report 2010
University Research
• S2 Corp has licensed and continues to develop advanced radar systems.
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• Montana Microbial (Montana BioAgriculture) has licensed and continues to develop
a microorganism that confers a nonspecific immunologic boost—especially signifi-
cant in sugar beet, tomato and pecan crops.
• InBios has licensed an MSU antibody to incorporate into a diagnostic test.
• Qiagen, Inc. licensed a method from MSU for distinguishing between live and dead
bacteria in molecular assays.
• Scrim Research Corporation licensed an MSU reagent for medical diagnostics and j
food safety tests.
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Products in Research Mode i
• Vaccines for autoimmune diseases such as multiple sclerosis i
• Compounds to enhance innate immunity +�
• Antibiotic and antimicrobial compounds I ,�
• Improved mass spectrometry for use in the medical area I
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• Improved antenna that allows for better communications
• Biofuel technologies j
• Improved wind power generation
• Carbon sequestration systems
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• Technologies for use in hydrogen production
• Improved fuel cell technology i
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• Bioinspired nanomaterials for use in medical,energy production and computer ap-
plications
• Laser-based technologies for weather,computer storage,remote sensing of particles
and other applications i
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• Tiny mirrors for uses in medical and military applications
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Examples of Montana State University Intellectual Property-Dependent
Spin-Off Companies
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• Bridger Photonics develops laser-based technology for extremely precise and fine j
distance measurements.
• LigoCytc is a drug development company which has raised nearly$30 million in
venture capital and has vaccines in clinical trials.
• NWB Sensors makes instruments for calibrating infrared cameras.
• Resonon develops and manufactures spectral imaging scanning systems.
• Zdye develops dyes for medical and diagnostic uses. i
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• S2 Corp develops advanced radar technologies. i
• ADVR develops and commercializes photonics technologies.
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• Bacterin develops and markets antimicrobial medical coatings and growth factors for
human grafts.
• BioSurface Technologies sells technology for creating and measuring biofilms.
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Project WET is a nonprofit organization teaching water issues to children, parents,
j teachers and community leaders.
jCompanies Influenced or Enhanced by Montana State University
j • RightNow Technologies is a publicly-traded company located in Bozeman and the
I Founder states that MSU was a significant factor in its location.
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1 • Scientific Materials/FLIR,a crystal growth company,works closely with MSU optics.
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i • Zoot is a financial technology company that offers comprehensive,robust and
flexible credit decisioning,loan origination,credit risk management and customer
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• Anasphere Inc.conducts cutting-edge research and develops and manufactures
analytical and atmospheric technology.
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• ILX Lightwave manufactures laser diode instruments and test systems For research
purposes.
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• Wavelength Electronics manufactures laser diode and thermal control for electro-
optical equipment.
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• Fluorescence Innovations designs, builds and markets instrumentation that measures
the fluorescence lifetime properties for biotechnology research.
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14 i Montana State University I Economic Impact Report?u 10
University Research
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Affiliated Companies Affiliated Companies(cmitinued)
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Company(Bozeman Affiliated) Employment Company(Bozeman Affiliated) Employment 1
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RightNow Technologies 450 Bridget Photonics 5 I
Zoot 100 Montana Molecular 4 )
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Iigocyte 44 Fluorescent Innovations 4 i
ILX Lightwave 40 CTW Energy 4 1
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Scientific Materials Corporation 30 Zdye 3 1
CDI Aerospace/Sikorsky 30 Western Feedstock Technologies 3 1
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Bacterin 28 Sustainable Bioproducts,LLC 3
Sustainable Systems 23 Specialty Biopolymers 3 1
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Wavelength 20 Raslrls 3 j
Clean Waste/Phillips Environmental 20 NWB Sensors 3
52 Corporation 18 NanoMed Technologies,LLC 3 i
New Wave Research 15 MPA Technologies 3
Advanced Acoustic Concepts 15 Montana Microbial Products 3
Autopllot,Inc. 11 Integrated Engineering Software 3 i
Project WET 10 BloSurface Technologies 3
Microlab 10 Microbion 2
Hyperspectives 10 Hylitech 2 [
Arcomac 10 Gray Matter Research,LLC 2
Resonon 9 Big Sky Statistical Analysts,LLC 2 i
Quantum Composers 8 Unibest 1
GTC Technology 8 Safflower Technology Intl. 1
Altos Photonics 8 Pinyon Photonics 1
Reclamation Research Group 7 Image Labs/Aspect Components 1
Sensopath Technologies 5 Fractor Technologies 1 !
Montana Gluten Free Processors(IFP) 5 Chronochrome 1
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! 15
i Graduate Earnings
Montana State University provides access to education and development opportunities
to many state citizens. Graduates fill critical needs in communities across Montana,with
jspecialization in health professions,on all campuses; alternative energy,especially at
Northern and Bozeman;and distance education to serve all Montanans, most extensively
! through Billings and Great falls.
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I The value of a college education is well documented. Benefits range from increased
! earning potential to a more informed citizenry, better health choices and even a more
! politically engaged population. Evidence from the economic impact study suggests that
! college is critical for the future economic status of individuals. Using Montana data from
!
the most recent American Community Survey conducted by the U.S. Bureau of the
i Census, the Bureau of Business and Economic Research was able to estimate age-income
! profiles for Montana men and women for four basic educational attainment categories:
i high school education, those with some collcgc,those with a four-year college degree,and
The value of a college those with a graduate degree.
education is well 1 in all instances, earnings of workers rise rapidly early in their working years,peaking
! in middle age and declining as individuals cut back on hours or retire from the labor force,
documented. Benefits ! as shown in the figures. Yet the height of these earnings profiles clearlyshows the impact
range from increased ! g g g P
[ of education on earnings through all stages of working lives.
earning potential to a !
Since 1975, the average growth in inflation-adjusted wages for high school-educated
more informed citizenry, Montana workers has been 0.6 percent per year. Over this same period, average wage
better health choices growth for college-educated workers was 1.1 percent per year.Taking these differing
and even a more growth rates into account and recognizing that higher earnings that occur in the future
must be discounted to be comparable to dollars earned today,the Bureau of Business
politically engaged i and Economic Research has computed the lifetime earnings premium that a 25-year-old
population. man or woman can expect to enjoy as a result of educational achievements beyond a high
j school degree.
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! Age/Earning Profiles by Educational Attainment—Men
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! Earnings
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$100,000
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$80,000
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$60,000
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$40,000
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$20,000 B.A.
I Some College
High School
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16 Montana State University(Economic Impact Report 2010
Graduate Earnings
,
As shown in the figure, the payback to individuals for investments in educational
achievement is substantial.A 25-year-old Montana man with a four-year college degree
will enjoy, on average,earnings over his working life that are worth $814,318 more in pres-
ent dollars than those he would realize with only a high school degree.
The comparable figure for a 25-year-old woman with a four-year degree is$568,941. j
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But these additional earnings are not only a reward for the student—they are a gain for j
the state economy as well.An educated worker is a more productive worker, and increased
productivity raises the output and the competitiveness of the entire state economy. Higher
output levels and higher compensation reverberates throughout the economy with in-
creased spending,demand and state tax revenues. I
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Age/Earning Profiles by Educational Attainment—Women
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Earnings
$70,000 !
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$50,000 j
$40,000 I
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$30,000
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$20.000 —Grad 1
B.A. I
$10,000 Some College j
High School
20 25 30 35 40 45 50 55 60 65
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Lifetime Earnings Differential by Educational Status, Earnings i
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Relative to High School-Educated Workers
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■ $126,630 ■ Women i
Some College j
$239,108 Men
I
I
$568,941
4-year Degree j
$814,318 j
1
$804,636 j
Graduate Degree j
$1.552,835 j
I
i
0 $500,000 $1,000,000 $1,500,000 $2,000,000 1
i
I
j
I
j 17
j Visitors
i
1 Montana State University campuses generate significant visitor traffic,including visits by
friends and families of its students and faculty and by those attending academic, cultural,
i and athletic events hosted b the University.Spending b these visitors who are traveling
I Y Y p g Y g
through the state are another way that the presence of the University enhances the economy.
I
Only spending by out-of-state visitors who are visiting the campuses was accounted for
I in the economic impact Study,because it reflects the actual value added to the economy
j p Y Y
by MSU. A conservative estimate of this spending was constructed by considering only
one type of visitor-friends and families of out-of-state students.Based on a Bureau of
i Business and Economic Research student expenditure survey conducted with nonresident
UM students, it is estimated that visitors stay in Montana an average of 3.5 days. Based on
daily expenditure estimates of nonresident visitors seeing family and friends, it is cstimat-
ed that these trips generate spending of about$6.2 million within the state of Montana.
As shown in the table,travel, accommodations and food services account for the majority
of expenditures.
i
j Without MSU,visitors'expenditures for accommodations,food,services, retail goads
and transportation would be lost to the state economy.
i
Visitor
I
Spending
i
Category Botteman Blllings Northern MSU Total
i Retail trade $333,000 $42,000 $16,000 $391,000
i
Transportation $1,269,000 $161,000 $63,000 $1,493,000
Rental and leasing services $52,000 $7,000 $3,000 $62,000
i
j Administrative and support services $86.000 $11,000 $4,000 $100,000
1 Performing arts and spectator sports 1 $83,000 $11,000 $4,000 $98,000
Amusement,gambling,and recreation $424,000 $54,000 $21,000 $499,000
i Accommodation $1,197,000 $152,000 $59,000 $1,408.000
i
Food services and drinking places $961,000 $122,000 $47,000 $1,130,000
Repair and maintenance $65,000 $8,000 $3,000 $76,000
1 Other $815,000 $103,000 $40,000 $958,000
I
Total $5.284,000 $671,000 $260,000 + +++
1 Source.Bureau of Business and Economic Research of The University or Montana based on 2009 data.
Note:A comparison of the date In this report and The University of Montana report Is not appropriate and may be misleading(see page 5).
MSU-Great Falls,due to Its primarily local student population,does not generate significant visitor spending.
1
1
Nonresident Student Expenditure
I Student spending plays a significant role in Montana State University's impact on the
economy,particularly the Bozeman campus. MSU draws in nonresident students to the
i state that, in the absence of the University,would locate and end their mane
I Y P Y elsewhere.
For example, the fall 2008 enrollment profile of MSU-Bozeman was 28 percent nonresi-
dent or 3,415 students paying nonresident tuition. Spending by these students for living
i expenses represents dollars added to the state economy.
i
f
I
i
f 8 I Montana State University I Ecnnomic Impact Report?010
Visitor •nresident Student Spending
To generate an estimate of nonresident student expenditures for the MSU campuses, j
the results of a student expenditure survey conducted by the Bureau of Business and Eco-
nomic Research were updated to 2008 using price information from the Bureau of Labor j
Statistic's Consumer Price Index.The results indicated that average non-housing cxpcndi-
Lures were:$892 per month. Based on this information, the direct impact of nonresident l
student spending on Montana's economy in 2008 was approximately$40.8 million. Con- I
sistent across all four campuses, retail sales accounted for the largest portion of student
spending, aside from housing,at$28.6 million annually. Aside from ruirion, nonresident j
students' expenditures are$67.3 million each academic year that they live in Montana.
I
Expenditures by Nonresident Students
i
1 Aside from tuition,
Category Bozeman Billings Northern MSU Total j j nonresident students,
Retail Trade Establishments $24,330,055 $3,082,509 $1.200,704 $28.613,268 j
Apparel and department stores $4,402,422 $557,767 $217.262 $5,177,451 j expenditures are$67.3
Bookstores $3,000,022 $380,089 $148,053 $3,528,164 i million each academic year
Vehicle purchases $130,336 $16,513 $6,432 $153,281 j that they live In Montana.
Gasoline and vehicle service $7,690,325 $974,330 $379,523 $9,044,178
Eating and drinking establishments $2,320,107 $293,947 $114,499 $2,728,553
Food and liquor stores $4,585.763 $580,996 $226,310 $5,393,069
Furniture and appliance stores $217,597 $27,569 $10,739 $255,905
Other retail stores $1,983,482 $251,298 $97,886 $2,332,666 1
Services $2,388,868 $302,659 $117,892 $2,809,419
Medical,dental and vision $282,084 $35,739 $13,921 $331,744 I
Auto,home,renters's health or other insur-
ance $211,208 $26,759 $10,423 $248,390
j
Beauty shops,barbers,laundries $414.557 $52,523 $20,459 $487,539 I
Theaters,golf courses and other recreation $1,187,555 $150,458 $58,607 $1,398,620 1
services 1
1
Hotels and lodging places $284,918 $36,098 $14.061 $335,077
Educational services,except MSU $8,546 $1,083 $422 $10,051 j
1
Utilities $1,412,072 $178,903 $69,687 $1,660,662 j
Water,gas and electric $258,234 $32,717 $12,744 $303,695
Telephone $652,916 $82.722 $32,222 $767,860
Garbage collection $46,253 $5,860 $2,283 $54,396
Cable television $454,669 $57,605 $22,438 $534,712
Housing $24,447,706 $3,097.415 $1,206,510 $28,751,631 j
1
Apartment or house rent $1,885.499 $238,884 $93,051 $2,217.434 [
MSU room and board $22,562,208 $2,858,531 $1,113,460 $26,534.199
I
Charitable Donations $108,553 $13,753 $5,357 $127.663 j
Transportation(bus,taxi,airline) $3,720.092 $471,319 $183.589 $4,375,000
Other County Expenditures j
(Gallatin,Yellowstone and Hill,respectively) $810,314 $102,663 $39,990 $952,967
I
Total $57,217,660 $7,249,222 $2,823,729
Total Spending less MSU Room and Board $34,655.452 $4,390,690 $1,710.269 $40,756,411
Source:Bureau of Business and Economic Research at The University of Montana based on 2009 data, j
Note:A comparison of the data in this report and The University of Montana report is not appropriate and may be misleading(see page 5).
MSU-Great Falls,due to Its primarily local student population,does not generate significant visitor spending, i
1
19
Statewide Economic Impact
The Montana State University campuses, county Extension offices and Montana Agricul-
Irural Experiment Station significantly enhance Montana's economy.The central contribu-
Lion is educated students who are prepared for careers.These graduates command higher
I salaries and help to make Montana competitive on a national scale.The results from the
economic impact study represent the net benefits of MSU to the state as a whole.For
details,see Appendix on pages 30-33.
Impacts Summary—Campuses
I
I Category Units Bozeman Billings NoKhertl Grant Falls Total
Total Employment Jobs 9,01.8 i 1,687 800 416 11,921
I Private Sector Jobs 6,043 1130 508 19T 7,878
I Personal income $Millions $723.3 $175.5 $82.4 I $36.9 $1,018.1
j Disposable Personal Income $Millions $596.2 $132 $64.8 $25.8 $818.8
j Population People 12,098 1371 995 397 14,861
The impact of Montana j State Tax Revenues $Millions $168.6 $36.5 $18.0 $7.9 $231.0
State University Is a Source:Bureau of Business and Economic Research at The University of Montana based on2009date.
Note:A comparison of the data In this report and The University of Montana report is not appropriate and may be misleading(see page 5),
state economy that Is
I
increased by 13,511 I
jImpacts Summary—Montana Agricultural Experiment Station
jobs, including 81891 ! Category Units MAES
additional jobs in the I Total Employment Jobs 11590
private sector.Those ': i Private Sector Jobs 1,013
jobs contribute more Personal Income $Millions $101.4
j Disposable Personal Income $Millions $78.9
than $1 billion in pre- I Population People 1,734
tax personal income to I State Tax Revenues $Millions $22.0
Montana households. j Source:Bureau of Business and Economic Research at the University of Montana based on2009date.
I Note:A comparison of the data in this report and The University of Montana report is not appropriate
and may be misleading(see page 5).
I
I
j The impacts reported represent the total contribution of the University to the state
economy.'lie tables detail the differences between an economy with,and an economy
I without,MSU.The analysis used the spending and enrollment levels as of fiscal year 2009
(July 2008—June 2009) as a baseline.The present impact of MSU is a state economy that
is increased by 13,511 jobs,including 8,891 additional jobs in the private sector.Those
I jobs contribute more than $1 billion in pre-tax personal income to Montana households
Iand result in nearly 15,000 more people living in the state.The accompanying tables show
many of the ways in which MSU contribures to the wealth and economic health of Mon-
tana.Among the highlights of the impacts arc:
i
• More than $1 billion of pre-tax personal income paid to Montana workers.
I
j • $253 million of additional state tax collections.
j • MAES is estimated to increase state agricultural output by 0.75 percent per year.
I
I
I
j
20 Montano State University I F.connmic Impact Report 20 10
Statewide1 1 11 Impact
Compensation p. i
Category Units Bozoman Billings Northern Great Falls Total j
I
Wage and Salary Disbursements $Millions 570.2 159.3 67.6 30.8 827.9 j
I
Compensation $Millions 688.7 191.9 80.8 36.3 997.7
Earrings by Place of Work $Millions 701.9 194.9 83.1 37.8 1017.7
Average Annual Wage Rate $Thousands 0.690 0.235 0.094 0.041
1
Average Annual Compensation i
$Thousands 0.831. 0.?.82 0.1]] 0.047
Rate
Average Annual Earnings Rate $Thousands 0.789 0.275 0.110 0.047 1
I
Source.Bureau of Business anti Economic Research at The University of Montana based on 2009(fate. j
Note;A comparison of the data in this report and The University of Montana report is not appropriate and may be misleading(see page 5). j
I
Compensation : I
Category Units MAES
Wage and Salary Disbursements $Millions 68.4
Compensation $Millions 87.2
Earnings by Place of Work $Millions 99.5 j
Average Annual Wage Rate $Thousands 0.027
A4L-
Average Annual Compensation Rate $Thousands 0.035
Average Annual Earnings Rate $Thousands 0.036
Source:Bureau of Business and Economic Research at The University of Montana based on 2009 date.
NOW A comparison o(the data in this report and The University o/Montana report is not appropriate and may
be misleading(see pope 5).
I
I
I
I
I
I
M j
1
A.'r
it T 1
i
i 21
Montana State University-Bozeman
MSU-Bozeman delivers undergraduate and graduate educational programs;engages schol-
its in cutting-edge research and creative projects;and provides service to the state, narion
and globe.
! Excellence in Education Montana State University-Bozeman was rcaccrcditcd in 2010 by
!
i the Northwest Commission on Colleges and Universities and commended for the"ex-
tremely high level of productivity and effectiveness"of its faculty. MSU-Bozeman is desig-
nated as one of 96 research universities with"very high research activity" by the Carnegie
Foundation for Elie Advancement of Teaching.This highest tier classification—out of
4,400 institutions—distinguishes MSU-Bozeman as the only instinition in a five-state
jregion to achieve this level of research prominence.
•� Revolutionary Research Although the core focus continues to be the education of students,
•� research and education at MSU-Bozeman are inextricably linked. Faculty experts men-
tor students from field work and lab analysis to publication of findings. In addition to
enhancing student learning, research produces new discoveries that lead to improvements
_ 1 in quality of life, positively impacts the economy through the creation of new companies
and jobs,and explores opportunities and challenges unique to the region.
t Scholars at MSU-Bozeman set a new record in fiscal year 2010,boosting the Univer-
sity's research expenditures to $109.5 million—making it the state's leading research and
development enterprise.Approximately two-thirds of this amount is expended for salaries,
making the research activities of the campus one of the state's leading employers. Research
money is critical to providing students and faculty with cutting-edge technology and re-
sources to make breakthrough discoveries. Major sources of federal funding in fiscal year
t2009 were the National Institutes of Health, the National Science Foundation, the U.S.
Department of Energy, the U.S. Department of Agriculture, NASA and the U.S. Depart-
ment of Transportation.Areas of research expertise include:biomedical sciences, energy,
environment, solar physics,agriculture,optics,cold regions sciences,Yellowstone studies,
1 earth sciences and transportation.
! Economic Impact New research findings at MSU-Bozeman lead to advances that can be ap-
plied to global challenges.In addition,these new discoveries have a significant impact on the
state and local economy. Marry of the discoveries that have commercial potential are licensed
ro Montana companies.MSU-Bozeman contributes to Montana's econotnic development in
! five major ways:
i
• Business Assistance MSU-Bozcman houses a number of business assistance pro-
grams that range from manufacturing expertise to help businesses maximize profit-
ability and efficiency; to access to premier R&D facilities and resources to facilitate
business innovation;and assistance for businesses pursuing Small Business Innova-
tion Research(SBIR) funds.
!
• Workforce Development Research participation provides students practical, hands-
i on experience,better preparing them to compete for jobs and make an immediate
1 impact when they enter die workforce.
i
• Technology Transfer MSU-Bozcman has nearly 200 active technology licenses for
i
discoveries and more than 100 patents have been issued for discoveries.
i
i
22 Montana State University I Economic Impact Report 2010
Close-ups
-----------------------------
Montana State Universlty-Billings
Measuring the overall impact of a university in Montana's largest city can be done on a
variety of levels. As a vibrant institution serving a diverse constituency with varied needs j
and expectations, MSU-Billings has grown into its role as a conduit to educational oppor-
tunity, not only for Billings, but also for the entire state.
1
With traditional undergraduate education as its core,the university also embraces j
alternative pathways for student success.MSU-Billings has become a leader in providing
educational opportunities in areas of two-year education,distance learning and outreach.
i
Two-year education As one of five academic colleges at MSU-Billings, the College of j
Technology is the point of access for many students in the region who are seeking general
education or specific workforce skills in high-demand areas. Enrollment at the two-year j
campus has grown from/82 in the fall of 2001 to 1,531 in the fall of 2010.More than j r -
61 percent of the students at the CUT are from Yellowstone County,with an increasing
number of Hispanic and American Indian students.
j u
Graduates in those programs have a major impact on the economy by filling jobs in the
healthcare,energy,automotive technology, and computer networking and business sectors,
About 95 percent of those graduates remain in Montana to work and raise their families.
Through a unique partnership with Billings School District 2, the COT also provides I
Adult Basic Education and GED access.
Distance education Recognized as a statewide leader in distance education, MSU-Billings
is committed to integrating technology and teaching in new formats for the next genera- I
tion of students.Because 40 percent of MSU-Billings' student body is over 25 years old,
and many attend part-time, the flexibility provided through an online format is critical to j
their success as they juggle education,work and family responsibilities.
About 16 percent of MSU-Billings students in fall 2010 were online-only students,
taking classes from their homes in nearly every county in Montana. Producing more than j
just an a la carte menu of courses, the distance education portfolio includes 21 fully online
degree programs and 275 fully online unique courses. In fiscal year 2010, MSU-Billings'
online programs produced 29,997 student credit hours, the most in the Montana Univer-
sity System.
i
The strength and reach of the distance education program at MSU-Billings also I
provides for important system collaborations.Those include engineering with MSU- i
Bozeman;health informatics with Montana Tech of the University of Montana;and j
surgical technology with the University of Montana's College of Technology. j
I
I
Outreach As part of its public service and with the assistance of federal funding, j
MSU-Billings has built programs to address needs of underserved populations:
• The Pathways to Self-Sufficiency program at the Montana Women's Prison has pro- j
vided about 70 women with academic and workforce training in an effort to reduce j
recidivism and increase overall educational attainment. I
i
• The Garfield Community Outreach Center, providing free or inexpensive access to
basic skills training on the city's South Side.
j
i
23
1 Montana State University-Northern
1 MSU-Northern was founded in 1929 and has served Havre as an academic hub for the
Hi-Line and north central Montana for more than 80 years.The town's dedication to
j MSU-Northern and the campus'commitment to the Hi-Line has always been the founda-
tion to every program offered..
I
1 i Distance Education MSU-Northern has longbeen a pioneer in distance education. The
NorthNet system was one of the largest interactive television networks in the U.S.,which
l reached 52 high schools across the state.These innovations and transition to the Internet
i
l has made it possible for students to access a MSU-Northern education from home.
l
1 Three Campuses MSU-Northern has campuses in Havre, Great Falls and Lewistown.
I These facilities make it possible for MSU-Northern to offer on-site instruction in practical
programs like nursing, education and business.
1
V► ��' Transferability Most of MSU.Northern's programs have a two-year associate's degree that
1 leads to a four-year bachelor's degree.This approach makes it possible for a student to start
by getting the two-year associate's degree and enter the workforce sooner. It also gives its
1 students the opportunity to go back to college at a future date and seamlessly finish their
►' 1� 1 bachelor's degree.This approach to education makes MSU-Norrhern very unique and
�.� appealing. Out of the 22 bachelor degrees offered, 18 of them have a two-year associate's
-r I degree option.The University also has many articulation agreements with other two and
Four-year institutions to make it possible to continue education without starting over.
i Innovative Programs MSU-Nortltern's diesel program is in high demand because it is one
of only a handful of four-year diesel degrees in the country.This puts students in high
1 demand for management positions in major companies like BNSF,General Electric, Cat-
1 erpillar, Kiewit and Tractor&Equipment. Northern is also the hub for many state pro-
grams like the Montana Motorcycle Safety program,Montana's Veteran Upward Bound,
1 Montana Environmental Training Center and nine Educational Opportunity Center sites.
i
I
I Blodlesel Research MSU-Northern's Bio-Encrgy Center has a strong focus on biofuels
1 and heavy duty diesel engines.This internationally recognized center is able to conduct
l comprehensive studies on biofuels, from the seed to fuel processing, fuel testing, engine
testing and real-time emissions monitoring. Recently, the center partnered with Burling-
ton Northern Santa Fe Railway(BNSF) to conduct a comprehensive test to utilize 20
percent biodicsel blend for fuel in a switcher engine. BNSF is the second largest diesel fuel
user in the United States and consumes 30 million gallons a year in Havre alone.This is a
i year-long project that will demonstrate the performance of biodiesel under adverse weather
1 conditions in Montana.
I
1 Unmanned Aerial System (UAS)Testing MSU-Northern, MSU-Bozeman,Mississippi
i
1 State University and Rocky Mountain College are exploring the possibility of conducting
1 research and testing on UAS's. MSU-Northern is located in the middle of a large,sparsely
jpopulated, military operations airspace(MOA) that is conducive to drone testing. Re-
search possibilities include MSU-Northern examining aspects of biofucl use for the drones.
I The College of Engineering at MSU-Bozeman could potentially do research in design and
jengineering and the aviation program at Rocky Mountain College could handle the avia-
tion simulations.
1
24 Montana State University I Economic Impact Report to 10
Campus Close-ups
Montana State University-Great Falls
i
MSU-Great Falls is a community asser—serving the educational and career goals of more
than 2,500 individual students. Partnerships with key employers in north central Mon-
tana ensure that student learning specifically meets workplace needs. 1
• MSU-Grear Falls celebrated a record number of graduates in 2010 as 301 degrees and
certificates were earned by 278 students. I
• The total number of high school students enrolled in college courses with MSU- j
Great Falls increased 15 percent in Fiscal Year(FY) 2010 over FY2009.
!
• For its service to military students and families, the college was designated as a Mili-
tary Friendly School for 2010 and ranked in the top 15 percent nationwide. Service
to these students and others has resulted in a retention rate increase of 6 percent in
I
2009-10 and 16 percent since 2008.
i
Fiscal Stewardship Although it has some of the most expensive programming,spending at '
MSU-Great Falls is less per student than nearly all other institutions in the Montana Uni-
versity System.The state funding received for each student in FY2010 was$4,731, repre- I
scnting an annual savings to the state of Montana of$2,201 for each student who chooses 1
to begin college at MSU-Great Falls rather than a public four-year college in Montana.
• The total annual expenditure per student at MSU-Great Falls is approximately
$2,000 less than the average for the Montana University System ($7,924 compared
to$10,134). /
• Annual tuition at MSU-Great Falls averages$2,997 compared to$3,821 at Mon- I
tana's four-year public colleges.
I
Workforce Development Montana students earning a certificate or associate degree are
more likely to stay and work in Montana than those earning bachelor or master degrees. !
Workforce development statistics from the Office of the Commissioner of Higher Educa-
tion,show that 82.5 percent of resident Associate of Applied Science graduates entered
Montana's workforce within one year of graduation.
• Students earning an associate degree in FY2009 earned an average salary of$29,098 I
in FY2010.
i
• MSU-Great Falls offers 14 of the 19 healthcare occupations offered by colleges
within the Montana University System.The average salary of healthcare graduates, I
regardless of degree level,was$39,400, 35 percent higher than the average Montana 1
University System graduate. i
• Despite the recession, in-field job placement for graduates has remained strong with
76 percent of graduates reporting employment the fall after they graduate. I
i
Of the FY2009 graduates, those in dental hygiene started at the highest pay rate with an I
average hourly salary of$27.89. Physical therapy assistants,practical nurses, radiology
technicians,and respiratory care graduates earned a starting hourly of salary averaging j
$18.28 to$20.67. In the past year,students achieved 100 percent pass rates on national I
exam for respiratory care,dental hygiene,surgical technology,practical nurse,and physi-
cal therapist assistant. j
I
I
I 25
Montana Agricultural Experiment Station
I
I 'he Montana Agricultural Experiment Station is a vibrant and high impact research and
i outreach program with statewide impacts to agriculture and natural resource communi-
ties. MAES is a programmatic and financial partnership between the State of Montana
1 and federal U.S. Department of Agriculture (USDA).The primary focus of MAES is
research,which complements agricultural undergraduate,graduate and outreach educa-
tion through split appointments with MASS-supported faculty,staff and facilities.This
arrangement allows MAES and the College of Agriculture at MSU to leverage and maxi-
mize efficiencies with scarce resources.
!
Montana Agricultural j Essential Research MAES conducts research in agricultural and natural resource systems
Experiment Station from multiple Montana locations: the main station (Bozeman),seven research centers
economic benefits (Conrad,Corvallis, Creston, Havre, Huntley,Moccasin,Sidney) and allied farm/ranch
properties. Research results provide short- and long-term impacts throughout Montana by
• MAES research focusing on key challenges that food producers face and additional future discoveries that
programs add nearly 1 will maintain Montana's agricultural competitiveness in a global market. Selected rescarch
1,600 jobs, $22 I themes encompass small grain and livestock production; food biosecurity;sustainability,
million in stare tax j stewardship and management; bioenergy; integrated pest management; infectious disease;
revenue and more than trade and policy analysis; and environmental science. State and local citizen-based adviso-
$100 million in per j ry groups provide guidance for MAES research activities to address future challenges from
sonal income,accord- 1 Montana's largest natural resource industry.
ing to the Economic I
Impact Report. I Examples of vital rescarch projects impacting Montana agriculture include wheat stem
• MAES employs 160 I sawfly and noxious weeds.Wheat stem sawfly is the major pest to Montana crops. Re-
search has created new solid stem varieties in spring and winter wheat,developed alterna-
faculty and staff FTE. i rive management strategics to combat losses, reduced fuel and chemical costs and in-
• MAES-sponsored 1 creased yield.The research improves income to producers by at least$10 million annually.
research expenditures Integrated noxious weed rangeland research has led to: a reduction in herbicide use which
total more than $22 saves at least$4 million ($4 per acre); an increase in forage production through manage-
million over the last ( ment based upon Animal Unit Months,an increase of at least$5 million ($5.20 per acre);
three years from public I and prevention of current spread and future invasions, a savings of$10 million per year
and private external i ($20 per acre over 10 years) for a total of$19 million a year.
funds. In addition i
to job creation, these 1 Economic Impacts MAES research supports the Statc's primary industry—agriculture.
discoveries result in 1 Cash receipts from the marketing of agricultural commodities were$1.72 billion for crops
numerous licenses and ! and$1.18 billion for livestock products and the total value of agriculture to the State's
patents. j economy is$3.8 billion (in 2008). Revenue from diverse agricultural activities fuels the
! Montana economy across all economic sectors and sustains rural and urban communities.
I
! While an integral part of Montana State University's land grant mission, MAES does
! not receive an funding from tuition, fees,or other sources.The State General Fund su
I Y g P-
ports 84 percent of the MAES appropriated base budget through House Bill 2 and serves
! as a required match to the federal capacity funding(16 percent of MAES'budge[) ap-
propriated through the USDA National Institute for Food and Agriculture (NIFA). NIFA
i provides program funding and research program direction.Additional funding for MAES
facility repair, renovation and new construction has been supported through the State
jLong Range Building Program(LRBP) with many projects leveraging state appropriations
1 through private giving.
i
I
26 I Montana State University I Economic Impact Rnpnrt;to 10
Close-upsMAES and MSU Extension
Montana State University Extension
The mission of Montana State University Extension is to share research-generated knowl-
edge throughout the state by making it accessible and useful to individuals,families and I
communities,empowering them to improve their quality of life and strengthen agricul-
ture, forestry and other businesses.To meet the educational needs of Montanans,Exten-
sion coordinates all appropriate educational and research resources in the region through i
campus-based specialists and county and reservarion agents.
i
MSU Extension has 188 FTE that includes 80 campus-based specialists and staff and 108
county-based faculty/staff located at 62 offices across the state serving all 56 counties and
five reservations.To deliver the practical advice and information needed by Montana's
agricultural community, Extension taps into the resources of the entire university system.
Primary concerns related.to agricultural sustainability and profitability, natural resources
and the environment, and technology transfer/value-added opportunities arc addressed �.
I
through outreach efforts across the state.
i
Extension's Family& Consumer Sciences program area serves people and families of all
shapes and sizes—from the elderly to kids,from single parents to stepfamilies.Topics
include food and nutrition,housing, health, family issues, personal finance,environmen-
tat health and many other subjects useful to Montanans. One such program emphasizes j
nutrition education for families with limited resources. ! �~
Montana 4-H annually reaches 23,332 Montana youth,ages 6-19.About 49 percent of
these youth are involved in year-long community clubs,while the rest arc active through a
variety of short term and special interest education programs.These youth are supported
by 4,551 trained adult and youth volunteers who lead local programs and activities. j
i
Community and Economic Development Programs focus on addressing the needs of i
communities throughout Montana. Thirty--five communities have completed the Hori-
zons program,an 18-month comprehensive process to address local needs for leadership
development,asset development and strategic planning.The Local Government Center
provides certification and training for county commissioners, clerks/recorders and mayors
and workshops for locally elected and appointed boards.
i
The strategic plan for Extension outlines strategies and action plans for meeting the i
challenge of helping Montana families and communities thrive through practical applica-
tion of research-based information. It is based on the integration of extensive input and
advice from Montana citizens,advisory boards and Extension personnel.Working groups j
of Extension staff,an overall planning committee and the Montana Extension Advisory
Council chart annual progress in achieving the goals and objectives for each major issue !
identified in the plan. j
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9 Conclusions
Montana State University impacts every part of the state,providing education, research
i and outreach that drives creativity,productivity and economic activity.
With campuses in all regions of the state, Extension presence in all 56 counties,Mon-
tana Agricultural Experiment Station main campus and seven research centers and the
largest distance learning system in the state,MSU reaches all Montana communities.
MSU plays a critical role j
I While it is impossible to measure all of the benefits of Montana State University, this
in Montana's economy. i report underscores several key areas which can be quantified.The economic impact analy-
The University will sis only measures revenue that is added to the state because of the University; no Montana-
continue to be a major based funds,such as state-appropriations or resident tuition are included in the figures.
educational leader and Based on 2008-2009 data, MSU adds 13,511 public and private jobs to the state's
powerful economic economy.This generates more than$1 billion in personal income from the four campuses
engine for the state, i and MASS,which equates to$897.7 million in after-tax income and$253 million in state
i tax revenue.
Improving the quality of
life for all Montanans. MSU's research innovation has led to the creation and growth of businesses throughout
the state,providing employment opportunities in industries such as agriculture, energy,
i
construction, healthcare and technology.
MSU plays a critical role in Montana's economy.The University will continue to be a
major educational leader and powerful economic engine for the state, improving the qual-
ity of life for all Montanans.
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28 Montana Stan University I Economic Impact Report 2010
Conclusions
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Appendix: Statewide Economic Impacts
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Employment
1 Industry Bozeman Billings Northern Great Falls Total
Forestry,Fishing,Related Activities,and Other 1* 1 0 0 0
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j Mining -5* 0 0 1 -4*
Utilities 14 5 2 1 22
1
i Construction 740 143 46 22 951
i Manufacturing 236 2 1 0 239 .
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i Wholesale Trade 119 30 10 4 163
I Retail Trade 1,084 251 119 50 1,504
jTransportation and Warehousing 23 7 2 0 32
1 Information 221 13 4 2 240
i Finance and Insurance 115 41 12 4 172
Real Estate and Rental and Leasing 216 40 15 5 276
1 Professional and Technical Services 1,143 109 60 20 1,332
Management of Companies and Enterprises 12 1 1 0 14
Administrative and Waste Services 322 76 27 11 436
i Educational Services 1,406 392 167 161 2,126
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i Health Care and Social Assistance 960 184 108 40 1292
i Arts,Entertainment,and Recreation 214 47 23 9 293
I
Accommodation and Fnod Services 561 98 49 21 729
i Other Services,except Public Administration 719 139 67 26 951
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State Government 476 25 37 18 556
Local Government 445 85 50 23 603
f
Total 9,018 1,687 800 418
i Source:Bureau of Business and Economic Research at The University of Montano based on 2009 data,
i Note:A comparison of the data In this report and The University of Montana report is not appropriate and may be misleading(sea pare 5).
E -Negative jobs can occur because of the impact MSU has on wages.Asa large employer,the presence of MSU makes wages higher which
may,marginally,discourage some companies from expanding/operating,
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30 1 Nlantina Staie University Economic Impact Report 2010
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Appendix
1
Employment Impacts—Montana Agricultural Experiment Station
Industry MASS
Forestry,Fishing,Related Activities,and Other 293 j
j
Mining 0 j
Utilities 7 j
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Construction 152
Manufacturing 2 j
j
Wholesale Trade 49
Retail Trade 86 j
Transportation and Warehousing 1 j
i
Information 2 i
Finance and Insurance 11
Real Estate and Rental and Leasing 1.05
Professional and Technical Services 232 I
Management of Companies and Enterprises -1•
Administrative and Waste Services 41 j
Educational Services 10
Health Care and Social Assistance 77 4
Arts,Entertainment,and Recreation 19
Accommodation and Food Services 67
Other Services,except Public Administration 47
i
State Government 149
Local Government 242 j
Total 1,590
Source:bureau of Business and Economic Research at the University of Montana based on 2009 data.
Note:A comparison of the data in this report and The University of Montana report is not appropriate and
may be misleading(see page 5). i
'Negative jobs can occur because of the impact MSU has on wages.As a large employer,the presence or
MSU makes wages higher—whtch may,marginally,discourage some companies from expanding/operating. f
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Gross Domestic Product
i Industry Bozeman Billings Northern Great Falls Total
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i Forestry,Fishing,Related Activities,and Other -0.3 0 0 0 .0.3
Mining .0.8 •0.4 0 0 -1.2
Utilities 9.4 2.2 1.1 0.5 13,2
Construction 35.8 8.1 2.2 1 47.1
I Manufacturing 59.2 0.3 0,1 0 59.6
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i Wholesale Trade 21.3 5.8 1.9 0.8 29.8
i Retail Trade 103.9 20 10.5 4.4 138.8
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i Transportation and Warehousing 2.5 0.8 0.1 0 3.4
€ Information 57.7 2.5 1.1 0.5 61.8
,
i Finance and Insurance 18.1 6.2 2.2. 0.8 27.3
1 Real Estate and Rental and Leasing 30.7 5.2 1.8 0.6 38.3
j Professional and Technical Services 67.6 6.3 3.4 1.1 78.4
i Management of Companies and Enterprises 1.4 0.1 0.1 0 1.6
Administrative and Waste Services 13.2 2.9 1.1 0.5 17.7
( Educational Services 17.3 6.2 3 2.9 29.4
Health Care and Social Assistance 56 13.5 7 2.7 79.2
Arts,Entertainment,and Recreation 8.7 1.8 1 0.4 11.9
! Accommodation and Food Services 12.9 2.3 1.1 0.5 16.8
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Other Services,except Public Administration 16.3 3.5 1.6 0.6 22
Source:Bureau of Business and Economic Research at the University or Montana based on 2009 date.
i Note:A comparison of the data in this report and the University of Montana report is not appropriate and may be misleading(seepage 5).
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32 Montana State University Economic Impact Report 2010
Appendix
Gross Domestic ProductSector.
Montana Agricultural Experiment Station
Industry MAES
Forestry,Fishing,Related Activities,and Other 2.4 j
Mlnhlg 0.0
Utilities 4.9 j
Construction 13.5
Manufacturing 1.0
Wholesale Trade 15.2
I
Retail Trade 10.0
Transportation and Warehousing 0.4
Information 1.4 I
I
Finance and Insurance 4.9 1
Real Estate and Rental and Leasing 17.0
Professional and Technical Services 19.4
Management of Companies and Enterprises •0.1
Administrative and Waste Services 2.5 i
Educational Services 0.1
Health Care and Social Assistance 6.8
Arts,Entertainment,and Recreation 0.4
Accommodation and Food Services 1.9
I
Other Services,except Public Administration 1.5
Source:Bureau or Business and Economic Research at The University of Montana based on 2009 data. I
Note:A comparison of the data In this report and The University of Montana report Is not appropriate and I
may be misleading(see page 5). I
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t 33
MONTANA STATE UNIVERSITY
BOZEMAN I BILLINGS I NORTHERN I GREAT FALLS
MSU Extension
Montana Agricultural Experiment Station
This publication was prepared by MSU Creative Services and produced with non-state funds.
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EXHIBIT G
LEGAL DESCRIPTION OF
SOUTH BOZEMAN TECHNOLOGY
TIF DISTRICT
Tract C-lA of Minor Subdivision 195A situated in the north 1/2 of Section 14,T2S,RSE, P.M.,Gallatin
County,Montana,and being further described as follows:
Beginning at the southwest corner of Tract C-IA of Minor Subdivision 195A;
Thence along the west line of said tract NO'12'32"W a distance of 935.69 feet,
to a point on the south line of Tract I of Minor Subdivision 195;
Thence along said line N75°14'50"E a distance of 280.20 feet;
Thence along said line N89°57'48"E a distance of 30.00 feet;
Thence along the west line of Tract C-IA NO"I O'17"W a distance of 259.99 feet,
to a point on the south right-of-way of West College Avenue;
Thence along the said right of way N89°58'42"E a distance of 1156.13 feet,
to the northeast corner of said tract;
Thence along the east line of said tract S14°46'22"E a distance of215.13 feet;
Thence along said line S39°37'32"W a distance of 307.89 feet;
Thence along said line S49°45'54"E a distance of 387.53 feet,
to the northwest right-of-way of Technology Boulevard;
Thence along said right-of-way on a non-tangent arc to the left with a radius of 270.00 feet,
a central angle of 6°27'39"a distance of 30.45 feet,chord bearing N49°22'20"E and chord length
of 30.43 feet;
Thence S46°43'30"E a distance of 60.06 feet,
to the southeast right-of-way of Technology Boulevard;
Thence on a non-tangent are to the right with a radius of 330.00 feet,central angle of 2092'11"a
distance of 118.28 feet,chord bearing S55°53'18"W and chord length of 117.65 feet;
Thence S00°10'16"E a distance of 475.74 feet,
to the southeast corner of Tract C-IA;
Thence along the south line of said tract S89150'45"W a distance of 1311.69 feet;
Thence along said line S89°34'27"W a distance of 270.56 feet to the Point of Beginning.
The land described herein contains +/-41.97 acres.
SEE EXHIBIT B.
1, Hans J. StreufeM Montana Professional Land Surveyor License No. 16971 LS,hereby certify that
I have prepared Exhibit A and Exhibit B for the Proposed Montana State University Innovation Campus
TIF District.
�NTgil/
Hans J. Streufert,PLS Date f HAMS JON
STREUFERT
16971
N:\9099\MSU Tiff District\lo1612 Updated Legal Description SURv "
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