Innovation District Concept Plan 2024

I N N O VAT I O N D I S T R I C T

CONCEPT

PLAN 2024

FUNDED BY:

EXECUTIVE SUMMARY An exciting new chapter is beginning in Northern Virginia as George Mason University, the City of Manassas, Prince William County, and their business community are collaborating to activate the area around George Mason’s SciTech Campus into an innovation district. The Innovation District will serve as an intentional response to the unique and critical opportunity presented by the impressive growth trajectory of this metropolitan area and the immense potential of this location and partnership.

INTRODUCING THE INNOVATION DISTRICT This transformative initiative will establish an

training programs that are responsive to

innovation district that is an interconnected hub

industry needs, accelerate emerging technology

of discovery, commerce, and community, and

start-ups, support businesses at all stages

home to world-leading researchers, innovative

of growth, attract young professionals with

companies, a highly trained workforce, and

dynamic spaces and opportunities, and

thriving residents.

ultimately build community by fostering connection, outreach, and inclusion.

By leveraging the status of the George Mason SciTech Campus as a cutting-edge research

Serving as a catalyst, convener, connector,

center and the welcoming, business-friendly

communicator, and capacity-builder, the

environments of Manassas and Prince William

Innovation District will be a destination for

County, the Innovation District will connect

ambitious minds to fuel lasting economic

ideas, industry, academia, and talent to create

growth and well-being in the City of Manassas,

lasting benefits for the community. The

Prince William County, and beyond.

Innovation District will work to strengthen industry-academic partnerships, offer workforce

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PILLARS TO ESTABLISH A STRONG FOUNDATION This concept development plan provides a

Biotechnology, and Forensics; Aerospace and

pathway for the Innovation District leaders to

Defense; Cybersecurity and Data Infrastructure;

bring this visionary initiative to fruition and

and Semiconductors and Electronics) and

sustainable success. Tactical recommendations

on leveraging assets in the enabling sectors

are organized around three pillars (Figure 1)

(Technology-Focused Areas and Foundational

to support the community in launching and

Sciences). Establishing this multi-sector focus

sustaining the Innovation District.

in the foundation of the Innovation District development ensures that resources are

Across recommendations in all three pillars,

maximized and results are accelerated, all the

there will be an embedded focus on the

while promoting interdisciplinary connections

identified priority sectors (Life Sciences,

and clustering opportunities.

Figure 1: Overview of pillars and strategic recommendations for the Innovation District, 20241

MARKETING AND BRANDING

INDUSTRY SUPPORT AND COLLABORATION

WORKFORCE PROGRAMMING

A strategic approach to

Focusing on strengthening

Developing intentional

marketing and branding

industry support and

and tailored workforce

will enable the District

collaboration will enable

programming will

to establish an identity,

the District to build a

strengthen the talent

attract businesses and

connected ecosystem

pipeline, supporting

stakeholders, and gain

where businesses, talent,

company growth

recognition and growth.

and the community thrive

and priority sector

together.

advancement.

Source: Stiletto Analysis

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THE TIME IS

NOW

With actionable recommendations and metrics to measure progress, every aspect of this plan focuses on advancing the Innovation District to establish a thriving innovation ecosystem.

This unique opportunity will put Northern

destination of choice for industry, workforce,

Virginia on the global map, establishing

students, and great minds in all stages of their

the community as an innovative, dialed-in

journey.

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TABLE OF CONTENTS II EXECUTIVE SUMMARY ii Introducing the Innovation District iii Pillars to Establish a Strong Foundation

1

BACKGROUND 1 1 2

Project Purpose Methodology About Stiletto

3 THE INNOVATION DISTRICT 3 3 4 5 7

Vision Mission Goals Generating Impact for All Partners Location

9 THE OPPORTUNITY 9 Why Here?

10 Why Now? 11 Building on Existing Strengths 15 Sector Focus

17 INNOVATION IN ACTION 18 STRATEGIC RECOMMENDATIONS 19 Marketing and Branding 19 Industry Support and Collaboration 20 Workforce Programming

22 MOVING TO IMPLEMENTATION 22 Options for Financial Sustainability 23 Common Revenue Sources for Innovation Districts 24 Tenant Principles and Guidelines 25 Governance Analysis

27 SUMMARY AND NEXT STEPS 28 Implementation Roadmap

33 APPENDIX I: COMPARATIVE MATRICES 43 APPENDIX II: DATA SOURCES AND METHODOLOGY 49 APPENDIX III: FINANCIAL MODEL ASSUMPTIONS 51 APPENDIX IV: INNOVATION DISTRICT GOVERNANCE OPTIONS 54 APPENDIX V: RECOMMENDED ORGANIZATIONAL STRUCTURE 55 ENDNOTES

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BACKGROUND PROJECT PURPOSE The purpose of this project is to develop the concept for an innovation district in partnership with George Mason University, the City of Manassas, and Prince William County and their business community. Within this report is a coordinated approach to leveraging the many regional assets to expand the area’s impact and reputation as a collaborator and leader in priority sectors including Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics. The vision for the Innovation District is supported by three pillars, each of which includes recommendations to achieve specific, measurable outcomes. This report positions the Innovation District to seize its potential and fulfill its role as a connector, convener, and catalyst for innovation.

METHODOLOGY The development of this plan is grounded

and inform the identification of key

in comprehensive market intelligence and

differentiator(s) for the proposed District

stakeholder engagement, including:

(Appendix I).

• Asset mapping: Inputs regarding the

• Comparator analysis: A total of 11

innovation ecosystem, educational

comparable hubs were scanned for

programming, research excellence,

key features (e.g., sector focus, size,

workforce and industry counts, and other

programming) to discern best practices

supporting data were collected.

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• SWOT analysis: Analyzing the data gathered

• Community outreach: To gather feedback

throughout the exercise, an assessment

from the broader community, focus

of strengths, weaknesses, threats, and

groups, industry roundtables, a survey, and

opportunities was conducted.

individual interviews were conducted.

• Sector analysis: The Stiletto Sector Identification Process was used to identify

A total of 722,155 data points were collected

priority sectors that will enable the Innovation

across these components and analyzed to

District to concentrate its efforts and resources

identify key strengths to leverage to address

in ways that produce maximum impact.

emerging challenges and inform the concept

• Real estate review: Stiletto reviewed the real

development. Appendix II contains additional

estate landscape in Prince William County

details on the data sources and methodology

and Manassas, including inventory and

used to inform the plan. A separate Data Input

occupancy levels for four primary types of

Summary document provides a summary

commercial properties: retail, flex, office, and

of insights and details from each of the

industrial. Some details were also provided

components that informed the plan.

for vacant land sales and wet lab space.

ABOUT STILETTO Stiletto: Make a Point is a strategic planning and market research firm that specializes in the development of innovation hubs and districts of all sizes. We are passionate about establishing and expanding communities of innovation and discovery. Working at the intersection of academia, industry, and government, we have developed evidence-based strategies that have accelerated success for more than 200 clients.

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MISSION VISION

THE INNOVATION DISTRICT

The Innovation District will be an interconnected hub of discovery, commerce, and community that is home to world-leading researchers, innovative companies, a highly trained, diverse workforce, and thriving residents.

Bringing together world-class facilities, expertise, and resources to accelerate economic impact for George Mason University, Manassas, and Prince William County.

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GOALS 1 2 3 4 5 6 7

Strengthen partnerships between industry and academic institutions to build a strong talent pipeline and attract, retain, and grow businesses.

Offer education and workforce training programs that meet industry needs.

Create an environment that enables the exchange of ideas between innovation generators in academia, industry, government, and health care.

Attract and retain young professionals with dynamic spaces, amenities, and exciting job opportunities.

Establish resources and support to accelerate emerging technology start-ups.

Offer programs and services to help businesses at all stages of growth prosper.

Build community by fostering connection, outreach, and inclusion.

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The Role of the Innovation District Catalyst: To be the catalyst in building

Connector: To facilitate and reinforce strategic

innovation ecosystem capacity in the priority

partnerships and networks between researchers,

sectors (Life Sciences, Biotechnology,

companies, entrepreneurs, and innovators.

and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and

Communicator: To champion and publicize the

Semiconductors and Electronics).

achievements, opportunities, and contributions of companies, entrepreneurs, and innovators in

Convener: To bring together academia, industry,

the District to raise visibility.

and government to maximize support and impact for companies, entrepreneurs, and innovators.

Capacity-builder: To work with existing educational assets to ensure the region develops and retains a highly qualified talent pipeline.

GENERATING IMPACT FOR ALL PARTNERS Creating the Innovation District aligns with

• Industry Sponsored Research, Collaboration,

the strategic priorities of partners George

and Joint Funding Opportunities: Attracts

Mason, Prince William County, and the City

industry research funding to enable stacking

of Manassas. It will also provide benefits to

funding opportunities.

Northern Virginia Community College and will help local businesses to thrive and grow.

• National Profile and Positioning: Positions George Mason to compete for large tech hubs and other large-scale proposal and

Benefits to George Mason University: • Perception and Profile: Increases George

program opportunities.

• Enhances Student Experience: Strengthens

Mason’s reputation as a leader in innovation,

experiential learning and opportunities for

attracting students and faculty.

students.

• Expand Impact: Expands the impact of

• Commercialization and Technology

George Mason’s research, scholarship, and

Transfer: Supports moving innovations

creative enterprise.

into market, accelerating and supporting technology transfer and commercialization.

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Benefits to Prince William County: • Economic Return: Grows jobs and increases the gross regional product (GRP).

• Economic Development: Supports business attraction and retention.

• Workforce Development: Increases workforce development and educational attainment.

• Identify Strategic Growth Opportunities: Leverages Innovation Park investment to support county strategic growth initiatives and priorities.

• Focus and Intentional Development:

• Increases Buy-Local Opportunities: Increased traffic in downtown Manassas will contribute to local business engagement for other service industries and sectors beyond the target ICT and high-tech sectors.

• Economic Return: Grows jobs and increases GRP. • Economic Development: Supports business attraction, expansion, and retention.

• Workforce Development: Increases workforce development and educational

Supports clarity and focus for intentional

attainment for under-served and under-

development aligned with the strategic

represented groups in STEM industries.

sectors within the District.

• Positioning: Positions the county as a leader in innovation and economic growth.

• Cluster Development and Collaboration:

Benefits to Industry: • Workforce: Increases access to a diverse, skilled workforce, which is needed to support

Provides a mechanism for bringing together

current needs and future growth.

industry partners for increased collaboration

• Collaboration: Provides additional

and potential growth opportunities.

opportunities to collaborate with other businesses and the university to drive

Benefits to the City of Manassas: • Positioning: Positions Manassas as a leader in innovation and economic growth.

• Cluster Development and Collaboration: Provides a mechanism for bringing together

innovation.

• Research and Development: Builds access to core research facility expertise, advanced technology, and equipment to support research and development.

large multi-national scale industry partners

• Talent Retention: Provides opportunities for

for increased collaboration and potential

mentorship and professional development

growth opportunities.

for workers from early career stages through

• Supports Density and Impact in Historic Downtown Manassas: The District will

to senior leadership.

• Brand Identity: Provides a distinct identity

create greater access to transportation and

to support branding and marketing efforts of

movement of people between the District

companies on a national and global scale.

and downtown Manassas.

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• Start-Up Programming: Increases access to

• Increased Student Enrollment: Helps

programming to support start-up and early-

drive student enrollment, including mature

stage company success.

students interested in upskilling or reskilling.

• New Programs: Supports the creation of new

Benefits to Northern Virginia Community College: • Experiential Learning Opportunities:

programs informed by industry demand.

• Industry Collaboration: Increased access to industry expertise and a pool of adjunct faculty.

Increases opportunities for students to engage in experiential learning opportunities with local companies.

LOCATION

Figure 2: Map of the Innovation District, 20242

The proposed Innovation District will be in the geography around George Mason University’s SciTech Campus in Prince William County and the city of Manassas, rooted in local culture and community.

Source: Stiletto Analysis

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Figure 3: Map of Innovation District location in county and state, 20243

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THE OPPORTUNITY The proposed Innovation District represents a unique and critical opportunity to capitalize on the immense potential of the Innovation District location, the partnership between George Mason, the City of Manassas, and Prince William County, and the current moment.

WHY HERE? Situated in a growing metropolitan area,

Prince William County and Manassas offer a

the Innovation District uniquely positions

welcoming, business-friendly environment. With

the partners at the nexus of innovation and

fast-track permitting, low taxes, and federal

economic growth. With access to D.C. and

incentives such as Opportunity and HUBZones

Northern Virginia’s thriving economy, this area

which facilitate business access to funding,

is strategically situated near federal agencies,

the region reduces barriers to companies to

research institutions, and private sector leaders,

establish and scale operations. This contributes

enabling collaboration on a national scale.

to an environment that will attract businesses and foster an entrepreneurial ecosystem, which

The District will foster collaboration among

the District will amplify.

the project partners, George Mason University, Prince William County, and the

The presence of high-quality educational

City of Manassas. It will also promote greater

institutions in the area, including George Mason

collaboration between these partners and

University and Northern Virginia Community

Northern Virginia Community College and the

College, ensures a steady talent pipeline to

business community.

support the local workforce. Programs like Grow Manassas and Mason ADVANCE exemplify a

George Mason University’s SciTech Campus

commitment to aligning education with workforce

already serves as a center for cutting-edge

needs and creating a future-ready workforce.

research in biomedicine, forensic science, nanotechnology, and serious gaming. This

Businesses in the proposed District have

foundation provides immediate value to

expressed a desire for increased coordination and

companies seeking partnerships by anchoring

highlighted the opportunity for a unified brand

the District with access to advanced technologies,

and marketing strategy to increase recognition

research capabilities, and a skilled workforce.

and impact.4 The District will serve as a unifying

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entity that contributes to meeting industry needs,

The post-pandemic economy has highlighted the

strengthening the local talent pipeline, and

importance of regional innovation ecosystems.

supporting local businesses and innovation.

Companies and individuals are increasingly prioritizing locations that offer a balance of

The Innovation District surrounding the SciTech

advanced research infrastructure, business-

Campus represents a unique opportunity to

friendly environments, and high quality of

harness the many strengths of this region. The

life. The District is poised to meet and exceed

District will provide opportunities for increased

these demands, and to position the region as a

collaboration, cohesion, and collision, resulting

leader in addressing these emerging priorities,

in outcomes that are greater than the sum of

ensuring it becomes a destination of choice for

their parts.

businesses, innovators, and workers.

WHY NOW?

Establishing the Innovation District now also

The region that will be home to the Innovation

aligns with broader state and federal priorities.

District is experiencing above-average workforce

Governments are prioritizing investments in

and population growth, with the City of

technology, STEM education, and workforce

Manassas and Prince William County outpacing

reskilling. Creating the District now positions

state and national population growth rates

the region as a frontrunner to secure these

by 6.9 percent and 3.5 percent respectively.

resources and to leverage them to catalyze

This impressive trajectory represents a unique

further economic growth. With its alignment

window of opportunity: establishing the

with key policy priorities, and readiness to

District now ensures the area can harness this

deliver tangible outcomes, the District is both a

momentum and transform this growth trend into

response to current trends and demands as well

long-term economic and innovation leadership.

as a proactive step toward future prosperity.

Fueling this potential is George Mason’s record-

In a rapidly evolving economic landscape,

high research expenditures, which highlight

seizing this moment ensures the region can

a surge in innovation-related activity from

move from being a fast-growing area to a

$149.1 million (2018) to $230.1 million (2022).5

globally recognized hub for innovation and

By aligning the District with this strength in

collaboration. This is the time to act—not only

research expenditures, the region can attract

to capitalize on existing momentum but to

companies and entrepreneurs seeking cutting-

solidify the region’s position as a leader in the

edge collaboration opportunities and drive

innovation economy for decades to come.

advancements and innovation.

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BUILDING ON EXISTING STRENGTHS

Growing and Highly Educated Community: From 2023-28, the populations of Manassas and Prince William County are expected to grow by 10.1 percent and 6.7 percent, respectively, a higher rate than that of the MSA (2.7%) and state (3.2%). During the same period, age groups 20-24 and 25-29 are projected to increase, signifying the presence of a growing workforce6. Prince William County and Manassas also have high rates of educational attainment: 43.9 percent of residents in Prince William County have a bachelor’s degree or higher, which is the third-highest percentage of attainment in the state and another strong workforce contributor.7 Prince William County also has a large veteran population (9.8%, about 10.0% higher than the rate in Virginia and 150.0% higher than the national rate), many of whom may be eligible for education benefits and well-suited to professions in the priority sectors.8

Maximizing Research Capabilities: An RI

against viral and bacterial infectious agents. The

research institution, George Mason University

campus also boasts an outdoor forensic research

was the highest-ranked university in Virginia

facility, one of only eight in the country, a Class

and eighth in the nation for innovation

1000 clean room facility open to internal and

(2024), embracing an inclusive approach

external users. Another distinguishing asset is

that encourages students and faculty to take

a Clinical Proteomics Laboratory (CPL) led by

intellectual risks and freely share ideas.9 In 2022,

CAPMM, accredited by the College of American

the university reported its highest research

Pathologists (CAP) and Clinical Laboratory

expenditures in the five-year period of 2018-

Improvement Amendments (CLIA). The CPL

22, totaling $230.1 million, indicating growth

enables the translation of groundbreaking

of 54.3 percent since 2018.10 George Mason

research into clinical applications.

University’s SciTech Campus includes premier research facilities such as the Biomedical

Business-Friendly Community: Prince

Research Laboratory, one of a dozen NIAID-

William County and the City of Manassas

funded regional biocontainment labs in the

offer business-friendly environments through

U.S., used to advance research and develop

numerous initiatives and policies. The City of

novel diagnostics, therapeutics, and vaccines

Manassas fast-tracks permitting and offers low

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business taxes and large incentive packages for

Innovation Park, a 1,500-acre corporate research

businesses, including facade and landscaping

park in Prince William County.13 Prince William

incentives.11 Manassas is home to a federally

County also established and manages the Prince

designated Opportunity Zone and federally

William Science Accelerator for life science start-

designated HUBZone. These two designations

ups and offers Ignite grants to qualifying start-

support businesses to access federal funding

ups. Step-up commercial wet lab space is available

toward continued job growth in the area.

in the Northern Virginia Bioscience Center,

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and co-working spaces are available in Manassas Jump Starting Commercialization and

at Center Fuse. The region is also home to the

Entrepreneurship: There are numerous assets

Virginia Serious Games Institute, the only institute

to support start-ups in the area, as indicated by

of its kind globally incubating and supporting

the growing ecosystem of biotech start-ups at

serious games start-ups.

Expanding Industry Collaboration: The SciTech Campus at George Mason University supports industry collaboration through programs focused on applied research and business development. Resources available through Mason Enterprise Center such as innovation commercialization assistance mentors, Mason Innovation Exchange incubator, APEX Accelerator, National Science Foundation I-Corps program, and the Office of Technology Transfer connect businesses with resources for research commercialization, mentorship, and access to capital.14 The SciTech Campus has a record of translating research into practical applications, with 15 start-ups, 145 patents, and 19 active licenses originating from the campus.15 Facilities such as the Institute for Advanced Biomedical Research and the Virginia Serious Games Institute collaborate on research translation with industry.16 In addition, regional organizations, including the Prince William County and City of Manassas Departments of Economic Development, play a key role in attracting businesses and fostering partnerships, aligning with SciTech’s focus on technology-driven industries and applied innovation.17 These programs provide a strong foundation that can be leveraged to support new and existing industries in the District.

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Excellent Workforce Training Available: The

Connectivity Near and Far: The Innovation

presence of excellent educational institutions

District is well connected to major cities and is

with successful industry partnerships positions

near to Washington, D.C.’s thriving economy. The

the District well to offer upskilling and reskilling

District also has access to two large airports as

training that is grounded in workforce needs.

well as the regional Manassas airport, providing

George Mason offers several experiential

several avenues for air travel into and out of the

learning opportunities to students (e.g., Aspiring

area. Virginia Railway Express provides commuter

Scientists Summer Internship Program and

rail service from the District to Washington, D.C.,

Early Identification Program) and the Governor’s

and two major interstate highways run through

School @ Innovation Park is located on the

the county, providing express routes to and from

SciTech Campus to contribute to developing a

Washington, D.C., enabling the District to better

strong talent pipeline.18 Furthermore, George

leverage this proximity.22

Mason and Northern Virginia Community College have partnered to offer ADVANCE, to

Expanding Industry Collaboration and

create an easy transition for students between

Partnerships: Both historical and forecasted

the institutions and successful attainment of a

industry growth in Prince William County and the

bachelor’s degree. In 2023, the City of Manassas

five-mile radius surrounding the SciTech Campus

and Northern Virginia Community College

demonstrate a strong foundation in science and

(NOVA) launched Grow Manassas, an innovative

technology-focused fields, as well as supporting

program that addresses career readiness

and foundational industries. Notable growth

and workforce development by offering free

is anticipated in computer systems design,

technical training and professional certifications

satellite telecommunications, biological product

to residents. These assets align strongly

manufacturing, transportation and warehousing,

with industry needs articulated by survey

and construction, both in the five-mile radius

respondents, who anticipated the need for

surrounding the SciTech Campus and Prince

skills related to artificial intelligence, technology

William County more broadly.23,24 This anticipated

hardware and equipment, and software and

growth signals forthcoming expansions in areas

computer skills to grow over the next five years

such as ICT, cybersecurity, software development,

(2024-29). Respondents also anticipated

communications, biotechnology life sciences,

needing project management, leadership, and

aerospace-related industries, and industries

communication skill development. Existing

that support the logistical needs of advanced

programs through George Mason and NOVA

and emerging priority sectors (Life Sciences,

offer an excellent foundation for the District

Biotechnology, and Forensics; Aerospace and

to expand programming that contributes to

Defense; Cybersecurity and Data Infrastructure;

building a future-ready workforce.

and Semiconductors and Electronics).

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20

21

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Demand and Opportunities for Growth: As of August 2024, nearly all buildings in the District area were leased (98.1%).25 Such high occupancy rates are positive indicators of demand, which is expected to increase as many sectors in the area are poised for growth (e.g., government jobs by 40.3%, the information sector by 27.4%, and manufacturing by 11.3%).26,27 There is an opportunity for the District to support the area in meeting and capitalizing on this demand both through new developments (as of August 2024 there were 1,880 undeveloped acres available in the area)28 and through redevelopment (58.9% of inventory in the District area were Class B buildings, and 7.3% were Class C – both types that are often viewed as opportunities for investment).29 Through (re)development initiatives, the District can both support and benefit from expected sector growth.

Lifestyle Amenities: The area surrounding George Mason’s SciTech Campus is surrounded by various lifestyle amenities that cater to students, workers, faculty, and residents. These include the Innovation Town Center, a mixed-use development that creates a vibrant town center adjacent to the campus.30 Other highlights are the Hylton Performing Arts Center, Farm Brew LIVE, Sweeney Barn, and the Historic Downtown Manassas with boutique shops, diverse dining options, art galleries, and cultural events.

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SECTOR FOCUS A focused approach to strategy development will allow the Innovation District to maximize its resources and accelerate results. A sector focus will:

• Guide decision-making and resource planning; and • Promote the development of interdisciplinary connections that link priority sectors to various other strengths in

• Lay the groundwork for compelling and focused

the organization and community.

narratives about the aims of the District; • Establish the community as a premier

The sector identification process involved an in-

destination for researchers, faculty, students,

depth analysis of existing economic, education,

industry, and workers in the priority sectors;

physical, and networking assets and potential

• Provide the basis for clustering opportunities

for growth.

for industry, academia, and government; Figure 4: Stiletto sector opportunity analysis31

Source: Stiletto Analysis

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Four priority sectors have been identified

identified as pivotal to supporting these

as key focus areas for the District: 1) Life

priority sectors: Technology-Focused Areas

Sciences, Biotechnology, and Forensics; 2)

and Foundational Sciences. The District’s

Aerospace and Defense; 3) Cybersecurity and

multi-sector focus will inform programming

Data Infrastructure; and 4) Semiconductors

opportunities, the communication of the

and Electronics. Two additional sectors were

District’s focus, and future planning.

Figure 5: Innovation District priority sectors, 202432

LIFE SCIENCES, BIOTECHNOLOGY, AND FORENSICS

AEROSPACE AND DEFENSE

CYBERSECURITY AND DATA INFRASTRUCTURE

SEMICONDUCTORS AND ELECTRONICS

Source: Stiletto Analysis

Figure 6: Innovation District enabling sectors, 202433

TECHNOLOGY-FOCUSED AREAS

Advanced manufacturing Information and communication technology Artificial intelligence Analytical instruments Supply chain and logistics

Life Sciences, Biotechnology, and Forensics

Cybersecurity and Data Infrastructure

FOUNDATIONAL SCIENCES

Computer and information sciences Biology Health sciences Engineering Mathematics and statistics

Aerospace and Defense

Semiconductors and Electronics

Source: Stiletto Analysis

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INNOVATION IN ACTION Around the world, the interdependent nature of research, economic development, and learning is being harnessed by creating innovation ecosystems. Innovation districts, one example of this concept, are communities where people and resources are co-located in a shared geographic space with a shared goal: to transform ideas into real-world applications more efficiently to achieve greater community impact.

An innovation district around George Mason’s

national survival rate). From 2012-17, research

SciTech Campus will be a catalyst for driving

parks surveyed (n=82) experienced 23.0 percent

innovation, workforce readiness, and economic

job growth, compared to 8.0 percent job growth in

impact in Manassas, Prince William County, and

advanced industries, and for every one research

beyond.

park job, 1.34 additional jobs were created from indirect and induced impacts.34

The area has an abundance of educational, economic, physical, and networking assets

Innovation districts attract the workers of

that can become greater than the sum of their

tomorrow, offering students a wide variety of

parts when brought together by the Innovation

experiential learning opportunities and the

District. By enabling increased collisions and

possibility of long-term employment. With an

collaboration, the District will enhance discovery,

established talent pipeline, industries in these

economic activity, and human flourishing.

districts have an ideal opportunity to access workers and prepare them with the skills they

Data from national and international innovation

most need.

districts validates the economic impact these communities have on regional economies.

The Innovation District in Prince William County

Innovation districts are known to grow at a

and Manassas will position Northern Virginia

faster pace than the economy overall. A report

to 1) compete for funding opportunities like

published by TEConomy Partners, the Association

the EDA Tech Hubs and NSF Engines Programs,

of University Research Parks (AURP), and

2) attract new companies to the region, and 3)

Perkins&Will indicates that start-ups in research

ultimately, put the area on the global map as a

parks have a 75.0 percent survival rate after five

leader in innovation.

years in operation (outpacing the otherwise 49.0%

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STRATEGIC RECOMMENDATIONS This plan provides specific recommendations

around three pillars: marketing and branding,

and action steps to guide the launch of the

industry support and collaboration, and

District. These recommendations are organized

workforce programming.

Figure 7: Overview of Strategic Recommendations for the Innovation District, 202435

MARKETING AND BRANDING A strategic approach to marketing and branding will enable the District to establish an identity, attract businesses and stakeholders, and gain recognition and growth.

INDUSTRY SUPPORT AND COLLABORATION Focusing on strengthening industry support and collaboration will enable the District to build a connected ecosystem where businesses, talent, and the community thrive together.

WORKFORCE PROGRAMMING Developing intentional and tailored workforce programming will strengthen the talent pipeline, supporting company growth and priority sector advancement.

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MARKETING AND BRANDING A strategic approach to marketing and branding

development organizations to develop a

is essential for establishing an innovation

marketing and business development

district as a thriving hub for collaboration,

strategy and campaign for companies

investment, and growth. The Innovation District

in the identified priority sectors (Life

should have a unified identity that highlights

Sciences, Biotechnology, and Forensics;

the District’s key strengths, is anchored in the

Aerospace and Defense; Cybersecurity and

priority sectors (Life Sciences, Biotechnology,

Data Infrastructure; and Semiconductors

and Forensics; Aerospace and Defense;

and Electronics) to expand and establish

Cybersecurity and Data Infrastructure; and

operations within the Innovation District.

Semiconductors and Electronics) and amplifies

4. Develop targeted marketing materials

how enabling sectors can support priority

for the identified sectors to mobilize the

sector companies. Recommendations in this

community to champion the District internally

pillar support effective marketing and targeted

and on a national and international scale.

outreach to gain recognition, growth, and sustainable success for the Innovation District.

5. Share success stories, including case studies about partnerships and companies that incubated in the District.

1. Create a collective and unified name

6. Organize lectures and conferences

and brand for the Innovation District that

focusing on priority sectors (Life Sciences,

leverages existing strengths and showcases

Biotechnology, and Forensics; Aerospace

the potential for future growth.

and Defense; Cybersecurity and Data

2. Develop a social media campaign to build

Infrastructure; and Semiconductors and

awareness of the District among those in

Electronics) to position the District as a

the five-mile radius around the SciTech

leader in these areas.

Campus as well as with national and international audiences.

3. Collaborate with the local economic

7. Plan tours and events that encourage tenant recruitment, growth, and expansion in the priority sectors listed above.

INDUSTRY SUPPORT AND COLLABORATION A focus on industry support and collaboration

across the priority sectors (Life Sciences,

will enable the Innovation District to play a

Biotechnology, and Forensics; Aerospace and

critical role in bridging gaps between research

Defense; Cybersecurity and Data Infrastructure;

and commercialization. With an embedded

and Semiconductors and Electronics),

emphasis on support and collaboration

recommendations in this pillar will enable the

19

Innovation District to enhance the accessibility of its services and amenities and facilitate

4. Build an interactive online system of the existing assets in the region to support

collaborative relationships that drive impact.

1. Develop a matching program and system

companies at different stages of growth.

5. Develop programming related to innovation, commercialization, and

to connect companies with faculty with

productization to foster and mobilize new

relevant expertise and experience.

2. Develop a catalog of intellectual property (IP) within the community, encompassing

products and companies.

6. Leverage existing resources from Mason Enterprise Center to launch incubation and

research and innovations from academic

start-up programming to support emerging

institutions, government agencies, and other entities actively developing IP. The catalog will categorize and monitor available

companies.

7. Nurture funds / capital available to existing and emerging companies in the region for

research, making it easier to identify

scaling ventures in the priority sectors (Life

opportunities for commercialization.

Sciences, Biotechnology, and Forensics;

3. Create a comprehensive research database

Aerospace and Defense; Cybersecurity and

and inventory of faculty and research

Data Infrastructure; and Semiconductors and

capabilities at George Mason to better inform industry of the partnerships and resources available to assist them in their business.

Electronics) and clusters.

8. Leverage core research facilities to enable access to expertise and advanced technologies and equipment.

WORKFORCE PROGRAMMING A survey conducted by Stiletto with industry

region can equip professionals with the tools

from the District indicated that access to work-

and expertise needed to thrive.

ready graduates was the biggest need over the next five years (2024-29).36 The development of

1. Build out specialized and technical

intentional, tailored workforce programming

programs to support the advancement of

by the Innovation District will contribute to the

the priority sectors (e.g., best practices in cell

cultivation of a talent pipeline that supports

culture was identified as valuable training

growth and priority sector advancement. By

in the Life Sciences, Biotechnology, and

facilitating experiential learning opportunities

Forensics sector).

and technical and skill-building programs, the

20

2. Offer skill-building programs in collaboration

5. Facilitate networking opportunities and

with local educational institutions to provide

events for young professionals. ​

training on tools for digital transformation and

6. Implement a professional cohort

systems for needs capture and analysis. ​ 3. Expand experiential learning and internship opportunities for students

program that forms cohorts of interns or professionals at the same career stage to foster relationships. ​

through internships and co-op placements

7. Develop opportunities for employees to

with companies in the Innovation District.

receive mentorship across career levels

Collaborate with industry partners in the

(e.g., early-career, managers).

priority sectors (Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and

8. Develop programming focused on attracting new employees to companies in the District.

9. Ensure a robust pipeline of future STEM

Semiconductors and Electronics) to provide

workers through outreach and engagement

“real-world” experiences and retain talent

with K-12 schools.

within the region. ​ 4. ​Create a central job repository for businesses

10. Consider District expansion opportunities like leveraging the Potomac Science Center.

in the District to post job opportunities. ​

In addition to the strategic recommendations listed above, the District will play an important role in supporting initiatives from the City of Manassas and Prince William County related to attainable housing, public transportation infrastructure, trails and biking infrastructure, and lifestyle amenities.

21

MOVING TO IMPLEMENTATION OPTIONS FOR FINANCIAL SUSTAINABILITY A financial model for the District was developed

It is anticipated that the District will need an

to forecast the investment required to create

estimated $1.0 - $2.0 million per year to launch

a pathway for a financially sustainable district,

and sustain its annual operations. These

with internal capabilities and expertise to

financial resources would go towards marketing

meet the demand of industry and community.

and communications for the District, asset

The model accounted for market and

mapping, innovation and workforce programs,

relevant revenue assumptions and presented

staffing, and other administrative costs. A

possibilities that require further exploration

successful GO Virginia implementation grant of

and validation through the implementation

approximately $1.5 - $2.0 million would provide

process. Conservatively developed to be both

the District with funding to cover the first two

sustainable and flexible, the financial model

years, during which the District could establish

positions the implementation team to adapt

itself and demonstrate its value to industry

revenues and expenses as required in response

and the community while longer-term funding

to operational needs, market demand, and

sources are established.

fiscal constraints.

Figure 8: Projected Innovation District administration costs, USD, 202437 Innovation District Administration Costs Year 1 Cost per event

Year 2

Year 3

n/a

$40,000

$40,000

Marketing and communications

$75,000

$75,000

$75,000

Office and equipment

$30,000

$30,000

$30,000

Professional fees

$50,000

$50,000

n/a

Program development and delivery

$500,000

$500,000

$500,000

Salaries

$416,000

$578,500

$871,000

Travel Subtotal administration costs

$50,000

$50,000

$100,000

$1,121,000

$1,323,500

$1,616,000

Source: Stiletto Analysis

22

COMMON REVENUE SOURCES FOR INNOVATION DISTRICTS Innovation districts typically generate revenue

Campus. The goal in launching the District is

through a combination of public, private,

to further explore and validate the options

and community-driven mechanisms. Figure 9

identified as potentially applicable for this

provides an overview of common and potential

innovation district in the Implementation Phase

revenue sources and their applicability for the

for the project over the next 24 months.

proposed Innovation District around the SciTech Figure 9: Funding model options for innovation districts and parks, 202438 Funding Model Options

Not Applicable

Applicable Option

Leasing revenues from buildings and assets



The District will not be building its own buildings

Land rent



The District does not own the land

Participation fees



Participation fees apply to P3 arrangements for total square footage and revenue share of building leased on district lands

Details

Business improvement area levy



A Business Improvement Area (BIA) levy is a fee imposed on property owners and businesses within a designated BIA (in this case, the Innovation District).

This fee could be per square foot of space occupied by the property owner / business

Trust fund



Establish a fund that new companies pay into for current and future programming

Corporate sponsorships



Sponsorships from corporations for naming rights

Project sponsored revenues



Sponsorships for projects and deliverables for the District

Programming and service delivery revenues



Various programming such as accelerator programming fees per participant / company

Upskilling and block training revenues



Revenue generated from offering upskilling and reskilling in partnership with educational institutions within the District boundaries

Events



Events offered through Innovation District programming

Public / private / university partnership



Public sector commits funds to be matched by funds from the university and private sector on an annual basis

Source: Stiletto Analysis

23

Based on the financial model, the District

exploring longer term sources of funding,

should leverage the GO Virginia implementation

including some of the options listed in Figure

grant to establish a governance structure, and

9. The detailed financial assumptions can be

build capacity including the human resources

found in Appendix III.

necessary to deliver programming while

TENANT PRINCIPLES AND GUIDELINES A thriving and cohesive Innovation District

Guidelines

requires clear tenant principles and guidelines to

The recommended guidelines for tenants

align tenants with the District’s vision and mission.

within the District have been established on the

While “tenant” is often used to refer to companies

foundation of the principles identified.

leasing space, in this instance and below the word “tenant” refers to companies within the District.

1. Tenants must contribute to the District’s core mission of connecting ideas, industry,

Principles

academia, and talent to create lasting

Innovation: Tenants prioritize creativity, research,

benefits for the community, making

and risk-taking to drive new discoveries, products,

excellence accessible to all.

and solutions in their respective fields.

2. Priority will be given to businesses, research institutions, and organizations operating

Collaboration: Tenants commit to collaborating

in the priority sectors of Life Sciences,

with other businesses, educational institutions,

Biotechnology, and Forensics; Aerospace

government entities, and the broader

and Defense; Cybersecurity and Data

community within the District.

Infrastructure; and Semiconductors and Electronics.

Identity: Tenants align with the District’s vision and actively promote its unique identity.

3. Priority will be given to businesses in the enabling sectors including Technology-Focused Areas (e.g. advanced

Inclusion: The District is grounded in the belief

manufacturing, artificial intelligence), and

that excellence should be accessible to all and

the Foundational Sciences (e.g. computer

that the benefits of the District are for the

and information sciences, biology).

betterment of the entire community.

4. Tenants are encouraged to embrace and promote the District’s identity in their

Talent: Tenants create opportunities for

marketing, public relations, and external

students to join the workforce, and support

communications.

initiatives to build a strong talent pipeline.

24

5. Tenants are encouraged to participate

governance provides a framework for optimal

in District-wide initiatives, events, and

coordination and resource sharing. The

programs designed to promote networking.

proposed Innovation District governance

6. Tenants should demonstrate a willingness

structure will help individuals and groups

to collaborate with other tenants including

develop a shared understanding of how the

start-ups, universities, and government

District will be managed and how decisions will

entities to drive innovation.

be made.

7. Tenants should actively engage with local educational institutions to provide

The analysis revealed that a structure

internships, mentorships, and career

established as a formal collaboration between

opportunities.

George Mason University, Prince William

8. Participation in workforce development initiatives such as training or skill-building

County, and the City of Manassas would position the District well to meet its goals.

programming is highly encouraged.

9. Spaces should be used in ways that align with the District’s mixed-use environment.

10. Tenants must respect the intellectual

The entity would be overseen by an Innovation District Executive Board with members from the partnering entities (George Mason University,

property of other tenants and partners

Prince William County, City of Manassas) as

within the District.

well as the Prince William County Chamber

11. Sharing non-proprietary data, findings,

of Commerce, Northern Virginia Community

and insights within the community is

College, and industry representatives from the

encouraged to support collective innovation

priority sectors (Life Sciences, Biotechnology,

efforts.

and Forensics; Aerospace and Defense;

12. Collaborative branding opportunities,

Cybersecurity and Data Infrastructure; and

such as co-hosted events or co-branded

Semiconductors and Electronics). Developing a

programs are encouraged to strengthen the

full governance manual and templates including

District’s reputation.

memorandums of agreement will be part of the

13. Feedback and active involvement in

next phase of this initiative.

shaping district initiatives are expected from all tenants.

GOVERNANCE ANALYSIS

Given the complex interplay of various stakeholders’ resources, needs, and preferences, selecting and adopting an

An important role of innovation ecosystems

effective governance model is an essential

is facilitating the coordination of groups

step in assuring the initiative’s longevity and

and resources for shared success. Effective

success. There is precedent for a collaborative

25

governance structure among Prince William

Recommended Next Steps

County, the City of Manassas, and George

1. Adopt a 501(c)(3) governance structure for

Mason University as indicated by the Tripartite

the Innovation District to accelerate and

Agreement for the Hylton Performing Arts

maximize impact.

Center. This model provides a useful blueprint

2. Formalize the collaboration between

for establishing the governance structure of the

the City of Manassas, George Mason,

Innovation District.

Northern Virginia Community College, and Prince William County, with support from

To support the governance analysis process,

industry, to ensure the District’s sustained

Stiletto modeled best practice criteria based on

operations.

other innovation districts to assess the optimal governance structure for this initiative.

3. Develop a full governance manual and templates, including memoranda of understanding in the next phase, to finalize /

Several governance options were evaluated for

formalize details of the structure.

their applicability to the proposed Innovation District. Management structure capacities were ranked on a five-point scale, in which five represented a strong and enabling capacity to move strategic activities ahead and one represented a weak and restrictive capacity.

Governance options were ranked against criteria that covered areas including partnership building, decision-making, market reach, and capacity for financial sustainability (Appendix IV).

The most common ownership structures of innovation hubs and districts are independent, non-profit entities (501(c)(3)s), which is a model that should be explored in the next phase. In addition, the organization chart in Appendix V outlines the recommended human resources to launch programming and operate the District.

26

SUMMARY AND NEXT STEPS The proposed Innovation District is poised for

The immediate next steps for launching the

success, with strong partnerships with George

District following securing the GO Virginia

Mason University, the City of Manassas, Prince

Implementation Grant include:

William County, Northern Virginia Community College, and local industry. The region’s projected

1. Governance: Establish a governance

growth and multi-sector assets position it well

structure that formalizes the relationships

to become a national and international hub of

between George Mason University, the City

innovation. The Innovation District will harness

of Manassas, and Prince William County as

these assets, acting as a convener, connector,

they relate to the District.

communicator, and capacity-builder. District activities will fuel lasting economic growth and well-being in the City of Manassas, Prince William County, and beyond.

2. Branding: Develop a unified brand and name for the District.

3. Programming: Launch sector-specific programming to meet industry needs.

4. Funding: Explore short-term and longer-

The pillars and recommendations provided

term sources of funding to move the District

in this plan provide a framework to guide the

towards financial sustainability.

Innovation District as it moves forward. In conjunction with these activities, a successful

These and the other activities will support

GO Virginia grant will help the District establish

Innovation District partners in building

a strong foundation to develop and deliver

momentum and attracting wider interest in the

programming that is responsive to industry

initiative. Together, the efforts of partners will

needs and contributes to strengthening the

contribute to the Innovation District’s goals of

talent pipeline over the next 24 months.

becoming a landmark among communities of innovation, acting as both a destination and a launch pad for the discoveries and industries of tomorrow.

27

IMPLEMENTATION ROADMAP Figure 10 provides an overview of the recommendations and

recommendations for Year 6 and beyond. Example metrics are

proposed timelines for each. Short-term refers to years 1-2,

suggested to measure the progress and achievement of strategic

medium-term refers to years 3-5, and long-term refers to

actions.

Figure 10: Implementation roadmap, with recommended strategic actions, metrics, and timelines, Innovation District, 202439 Timeline Recommendation

Example Metrics

ShortTerm (Years 1-2)

Create a collective and unified name and brand for the Innovation District that leverages existing strengths and showcases the potential for future growth

Completed brand, name, logo and tagline



Develop a social media campaign to build awareness of the District among those in the five-mile radius around the SciTech Campus as well as with national and international audiences

# of followers # of likes, comments, shares # of mentions and tags



Collaborate with the local economic development organizations to develop a marketing and business development strategy and campaign for companies in the identified priority sectors (Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics) to expand operations within the Innovation District

# of impressions on digital platforms # attendees at sector specific events # of website visits from companies in the priority sectors



Develop targeted marketing materials for the identified sectors to mobilize the community to champion the District internally and on a national and international scale

# of marketing materials created and distributed # of re-shares on social media



MediumTerm (Years 3-5)

LongTerm (Year 6 and Beyond)

28

Timeline Recommendation

Example Metrics

ShortTerm (Years 1-2)

Share success stories, including case studies about partnerships and companies that incubated in the District

# of case studies created and distributed # views, shares, and interactions # of inquiries or business leads generated



Organize lectures and conferences focusing on priority sectors (Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics) to position the District as a leader in these areas

# of lectures or conferences organized # of attendees of the lectures or conferences



Plan tours and events that encourage tenant recruitment, growth, and expansion in the priority sectors (Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics)

# of tours and events # of inquiries or business leads generated as a result of attending the tours and events



Develop a matching program and system to connect companies with faculty with relevant expertise and experience

# of companies participating in the program # of successful matches resulting in collaboration on projects, funding applications

Develop IP within the community, encompassing research and innovations # of researchers and organizations from academic institutions, government agencies, and other entities captured in the catalog actively developing IP. The catalog will categorize and monitor available # of visits to the catalog research, making it easier to identify opportunities for commercialization

MediumTerm (Years 3-5)

LongTerm (Year 6 and Beyond)







29

Timeline ShortTerm (Years 1-2)

MediumTerm (Years 3-5)

LongTerm (Year 6 and Beyond)

Recommendation

Example Metrics

Create a comprehensive research database and inventory of faculty and research capabilities at George Mason to better inform industry of the partnerships and resources available to assist them in their business

# of visits to the research database # partnerships formed





Build an interactive online system of the existing assets in the region to support companies at different stages of growth

# of visits to the online system





Develop programming related to innovation, commercialization, and productization to foster and mobilize new products and companies

# of programs created # of participants # of new products and companies resulting from the programs





Leverage existing resources from Mason Enterprise Center to launch incubation and start-up programming to support emerging companies

# of start-ups participating in programs Range of companies participating







Nurture funds / capital available to existing and emerging companies in the region for scaling ventures in the priority sectors (Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics) and clusters

Level of support available for companies # of companies funded % increase in revenue of companies post-funding





Leverage core research facilities to enable access to expertise and advanced technologies and equipment

# of researchers, students and external partners accessing the facilities % of users who return to the facilities Average wait time to access facilities or equipment



30

Timeline ShortTerm (Years 1-2)

MediumTerm (Years 3-5)

LongTerm (Year 6 and Beyond)







Recommendation

Example Metrics

Build out and maintain specialized and technical programs to support the advancement of the priority sectors (e.g., best practices in cell culture was identified as valuable training in the Life Sciences, Biotechnology, and Forensics sector)

# of programs developed # of participants across priority sectors # of companies sponsoring employees or partnering in program delivery # of jobs added

Offer skill-building programs in collaboration with local educational institutions to provide training on tools for digital transformation and systems for needs capture and analysis

# of programs developed # of participants across priority sectors # of companies sponsoring employees or partnering in program delivery # of jobs added





Expand experiential learning and internship opportunities for students through internships and co-op placements with companies in the Innovation District. Collaborate with industry partners in the priority sectors (Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics) to provide “real-world” experiences and retain talent within the region

# of opportunities offered # of successful job placements resulting from the experiential learning opportunities # of jobs added





Create a central job repository for businesses in the District to post job opportunities

# of businesses engaging with the job repository # of successful job placements from the repository



31

Timeline ShortTerm (Years 1-2)

MediumTerm (Years 3-5)

LongTerm (Year 6 and Beyond)

Facilitate networking opportunities and events for young professionals

# of opportunities offered # of attendees # of new collaborations







Implement a professional cohort program that forms cohorts of interns or professionals at the same career stage to foster relationships​

# of participants # of matches completed





Develop opportunities for employees to receive mentorship across career levels (e.g., early-career, managers)

# of participants # of successful mentorship matches





Develop programming focused on attracting new employees to companies in the District

# of programs developed # of new employees attracted to the District through the programs





Ensure a robust pipeline of future STEM workers through outreach and engagement with K-12 schools

# of STEM related events conducted for K-12 students # of schools participating in outreach programs # of K-12 students reached by outreach programs



Work with the City of Manassas and Prince William County on initiatives related to active and public transportation infrastructure, attainable housing, and lifestyle amenities

Plans created related to active and public transportation infrastructure, attainable housing, and lifestyle amenities





Consider district expansion opportunities like leveraging the Potomac Science Center

Explore feasibility of expanding the District





Recommendation

Example Metrics

Source: Stiletto Analysis

32

APPENDIX I: COMPARATIVE MATRICES The following tables offer a high-level snapshot

• Innovation as a leading means toward a

of comparative regions and organizations for

selection of goals including increased economic

George Mason University and for Manassas more

development, partnership opportunities, and

generally. Each of the comparative locations was

infrastructure development.

chosen based on the following criteria:

• Leveraging priority sectors (Life Sciences, Biotechnology, and Forensics; Aerospace

• The size (acres) of the innovation district

and Defense; Cybersecurity and Data

• The local industry strengths

Infrastructure; and Semiconductors and

• The existence of university partnerships or

Electronics) for strong growth.

affiliations • Programming and initiatives • Lifestyle amenities

• Strong stakeholder engagement and community buy-in to the innovation district’s success.

INDUSTRY MATRIX

The matrices aim to provide an overall

The Industry Matrix details George Mason’s

understanding of each comparative location’s

positioning for a selection of key criteria

strengths, gaps, and key information. The

including the size of each innovation district,

matrices highlight several key indicators for

postsecondary affiliation, partnerships, and

George Mason:

key local industries. The matrix also outlines key information for each organization and their

• University partnerships, branding, and

respective municipalities.

amenities.

• Location within urban settings, suburban locations, and rural settings.

33

Corporate HQs

Life Sciences and Biotechnology

Supply Chain and Logistics

Information Communication Technology

Government Contracts

Cybersecurity

Size (Acres)

Key Industries

BSL 3 Lab

Location

Postsecondary Partnerships

Institution / Organization

Postsecondary Affiliation

Figure 11: Industry comparative matrix, George Mason University and comparator institutions, 202440

Key Information

• • George Mason University

Manassas, VA

~3,931



















•

•

Georgia’s Innovation Corridor

• Athens, GA

2,000







 •

George Mason University is Virginia’s largest public university The school is widely recognized for its focus on innovation, high-level programming, and inclusivity The university’s new Innovation District will leverage partnerships and economic development opportunities toward becoming a leading innovation ecosystem41 Georgia’s Innovation Corridor is a multicounty organization focused on biotechnology development The group’s mandate is to bring high-tech, high-paying jobs to along the GA 316 highway development The Innovation Corridor was developed based on the success of North Carolina’s Research Triangle Park42

34

Corporate HQs

Life Sciences and Biotechnology

Supply Chain and Logistics

Information Communication Technology

Government Contracts

Cybersecurity

BSL 3 Lab

Size (Acres)

Postsecondary Partnerships

Location

Postsecondary Affiliation

Institution / Organization

Key Industries

Key Information

•

Kendall Square

Cambridge, MA

26











• •

•

Pegasus Park

Dallas, TX

23







•

• • ION District

Houston, TX

16









•

Kendall Square is an innovation district focused on life sciences and information technology organizations The Square is next to MIT and benefits from the work of researchers at the university The Kendall Square Association supports the innovation district growth and partnership developments43 Pegasus Park offers over 750,000 square feet of collaborative space focused predominantly on life sciences and biotechnology The Park’s aim is to be a global leader for innovation in life sciences, business, and social impact A new building is scheduled for opening in 202444 Houston’s Ion District is an innovation district focused around three pillars: opportunity, ingenuity, and community ION aims to be a job-creating, forward-thinking, engaging environment for entrepreneurs and businesses45

35

Corporate HQs

Life Sciences and Biotechnology

Supply Chain and Logistics

Information Communication Technology

Government Contracts

Cybersecurity

BSL 3 Lab

Size (Acres)

Postsecondary Partnerships

Location

Postsecondary Affiliation

Institution / Organization

Key Industries

Key Information

• Pittsburgh Innovation District

• Pittsburgh, PA

1,088















•

• NC State Centennial Campus

• Raleigh, NC

1,105







 • • •

Richardson IQ

Richardson, TX

1,200







 •

The Pittsburgh Innovation District is central hub for research, entrepreneurship, and collaboration The District has prioritized strategic partnerships as a primary means of growth and innovation The Innovation District is the home of several postsecondary institutions who produce more than $1.0 billion USD annually in research and development46 The NC State Centennial Campus is a leading American research institution The campus has established a large number of partnerships including over 70 industry, government, and non-profit partners The campus has also facilitated the start-up of over 190 new companies47 Richardson IQ is a hub for innovation, collaboration, and business start-ups The Innovation Quarter has worked with over 1,000 companies and is responsible for over 20.0 percent of all jobs in Richardson, TX The IQ established a partnership in 2021 with the City of Richardson toward an extension of UT Dallas’ Venture Development Center48

36

Corporate HQs

Life Sciences and Biotechnology

Supply Chain and Logistics

Information Communication Technology

Government Contracts

Cybersecurity

BSL 3 Lab

Size (Acres)

Postsecondary Partnerships

Location

Postsecondary Affiliation

Institution / Organization

Key Industries

Key Information

•

St. Petersburg Innovation District

St. Petersburg, FL

• 640







 •

• University of Southern Florida

• Tampa, FL

1,600















•

• Tech Parks Arizona

Tucson, AZ

1,344













• •

St. Petersburg Innovation District was established with the goal of supporting science and technology research and development The District is a public-private partnership that has over 50 memberships from companies within the life sciences, marine science, and technology sectors The District works to leverage three assets toward the creation of an ecosystem – institutions, infrastructure, and networking49 The University of Southern Florida is a top research institution with multiple campuses The university has a large student population at just over 50,000 Leading goals for the university include student success, excellence in research and innovation, and the establishment of partnerships locally and globally50 Tech Parks Arizona is a research hub that specializes in commercialization and technology transfer opportunities The park is a key piece of the University of Arizona’s research and innovation ecosystem The park has continued to expand over the past decade, adding new campus locations51 37

Corporate HQs

Life Sciences and Biotechnology

Supply Chain and Logistics

Information Communication Technology

Government Contracts

Cybersecurity

BSL 3 Lab

Size (Acres)

Postsecondary Partnerships

Location

Postsecondary Affiliation

Institution / Organization

Key Industries

Key Information

•

Innovation Quarter

Winston-Salem, NC

• 330











 •

The Innovation Quarter is an innovation district based on a series of public-private partnerships in Winston-Salem The District offers over 1.7 million square feet of mixed-use space The Innovation Quarter is focused on becoming a leading high-tech ecosystem for businesses, entrepreneurs, academics, and their local community52

38

STRUCTURE AND PROGRAMMING MATRIX The Structure and Programming matrix highlights George Mason’s

strengths, wellness supports, and access to various streams of

strengths in programming and ecosystem supports. Key categories

funding, office space, and lab space.

for the matrix include an established branding plan, real estate Figure 12: Structure and programming comparative matrix, George Mason University and comparator institutions, 202453

Technology Innovation

Housing Strategy

Commercial and Retail Spaces

Community Wellness

Fellowships and / or Internships

Federal Funding

State Funding

Community Buy-In

Start-Up Supports

Office Space

Lab Space

Ecosystem Supports

University-Campus Initiative

Urban, Rural, or Suburban

Established Branding Plan

Programming and Initiatives

























Institution / Organization

Location

George Mason University

Manassas, VA

Suburban

Georgia’s Innovation Corridor

Athens, GA

Urban



Kendall Square

Cambridge, MA

Urban



Pegasus Park

Dallas, TX

Urban







ION District

Houston, TX

Urban























  































39

Richardson IQ

Richardson, TX

Suburban



St. Petersburg Innovation District

St. Petersburg, FL

Urban

University of Southern Florida

Tampa, FL

Urban

Tech Parks Arizona

Tucson, AZ

Suburban

Innovation Quarter

WinstonSalem, NC

Suburban



































 







































































Federal Funding



Lab Space





Office Space

Suburban



Start-Up Supports

Raleigh, NC



Community Buy-In

NC State Centennial Campus



Ecosystem Supports

State Funding



Fellowships and / or Internships

Urban

Community Wellness

Pittsburgh, PA

Commercial and Retail Spaces

Pittsburgh Innovation District

Housing Strategy

Urban, Rural, or Suburban

Technology Innovation

Location

University-Campus Initiative

Institution / Organization

Established Branding Plan

Programming and Initiatives























Source: Stiletto Analysis

40

LIFESTYLE MATRIX The Lifestyle Matrix offers an overview of amenities for each

For lifestyle amenities:

comparator region. Key highlights for the matrix include housing units, unemployment rate, and commute time. The matrix also

• Green shading indicates substantive evidence

spotlights the strengths of each community as a hub for lifestyle

• Yellow shading indicates moderate evidence

benefits – the local arts and culture industry, tourism and access

• Orange shading indicates no evidence

strengths, outdoor recreation opportunities, and the location’s historical significance within the U.S. Figure 13: Lifestyle comparative matrix, George Mason University and comparator institutions, 202454

Number of Housing Units

Unemployment Rate (%)

Average Commute Time (Mins)

Strong Access to Large Municipality

Strong Arts and Culture Industry

Strong Historical Significance

Excellent Family Neighborhoods

Natural Tourism Destination

Excellent Outdoor Recreation

Lifestyle Amenities

George Mason

Manassas, VA

42,77255

14,36556

2.157

3458













Georgia’s Innovation Corridor

Athens, GA

96,12559

41,35360

2.561

2062













Kendall Square

Cambridge, MA

117,962

53,907

2.8

66

26.2











Pegasus Park

Dallas, TX

2,613,53967

1,038,65668

3.669

26.970









ION District

Houston, TX

2,304,580

998,195

4.0

27.3



Institution / Organization

Location

Population

63

71

64

72

65

73

74



41

Number of Housing Units

Unemployment Rate (%)

Average Commute Time (Mins)

Strong Access to Large Municipality

Strong Arts and Culture Industry

Strong Historical Significance

Excellent Family Neighborhoods

Natural Tourism Destination

Excellent Outdoor Recreation

Lifestyle Amenities

Pittsburgh Innovation District

Pittsburgh, PA

302,97175

157,69576

3.277

21.678













NC State Centennial Campus

Raleigh, NC

467,66579

195,41480

3.181

21.982













Richardson IQ

Richardson, TX

119,46983

49,26784

3.685

23.186









St. Petersburg Innovation District

St. Petersburg, FL

258,30887

134,7388

3.089

26.390









University of Southern Florida

Tampa, FL

384,95991

170,96492

3.093

25.294









Tech Parks Arizona

Tucson, AZ

542,649

242,798

3.1

98

21.8









Innovation Quarter

Winston-Salem, NC

249,54599

112,140100

3.5101

23.1102









Institution / Organization

Location

Population

95

96

97

 

Source: Stiletto Analysis

42

APPENDIX II: DATA SOURCES AND METHODOLOGY Research Scope

Data Approach

The purpose of this research was to conduct

The research conducted was through a

an environmental scan of the George Mason

mixed-source approach, incorporating both

University SciTech Campus and geographic

quantitative and qualitative data to provide a

regions to identify regional strengths, gaps, and

holistic understanding of the regional landscape.

opportunities in key areas such as education,

Validation steps ensured data accuracy and

research, workforce, industry, and innovation.

consistency across research inputs.

This comprehensive analysis informed the concept development for the proposed

Data Sources (detailed in Figure 14):

innovation district, ensuring alignment with

• Publicly available datasets, including those

the region’s potential as a growing center for

from the Census Bureau, Bureau of Labor

innovation, research, education, and industry.

Statistics (BLS), and the National Science

The geographic scope of the study included:

Foundation (NSF).

• Proprietary datasets from Lightcast, including

City: Manassas

economic, workforce, and industry-specific

Campus Radius: Five-mile radius around 10900

forecasts and projections.

University Blvd, the George Mason University Science and Technology Campus

• Regional data from educational institutions, research organizations, and local publications.

County: Prince William County MSA: Washington-Arlington-Alexandria, DC-VA-

Methodology:

MD-WV

• Validation: Data was cross-referenced

State: Virginia

between publicly available government sources and proprietary tools to ensure

This scope ensured the study captured not only the local assets but assets in the greater

consistency.

• Projections: Workforce and population

region (MSA) and state, critical to positioning

forecasts used advanced economic modeling

the proposed innovation district as a regional

provided by Lightcast to anticipate future trends.

leader.

• Community Input: Stakeholder interviews and surveys were conducted to capture local insights and priorities.

43

Research Input Area

Figure 14: Overview of primary data sources and details, Innovation District Concept Plan, 2024103 Scope Research Input

Primary Source

Source Details

Geography

Time Frame

City: Manassas

Community Demographics

Population (Age, Ethnicity, Educational Attainment)

Census Bureau’s Population Estimates Program American Community Survey (ACS)

Demographic data largely comes from the Census Bureau’s Population Estimates Program and are published by the Census down to the county level.

Lightcast creates estimates at the ZIP code level by using American Community Survey (ACS) data to model down to the Census Tract level, then using a tract-to-ZIP code mapping from the Department of Housing and Urban Development (HUD) to map from tracts up to ZIP codes.

Campus Radius: 5-mile radius around 10900 University Blvd, the George Mason University Science and Technology Campus County: Prince William County

2019-23 (historical)

MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV State: Virginia City: Manassas

Cost of Living

The Council for Community and Economic Research (C2ER)

The Council for Community and Economic Research (C2ER) is a non-profit organization that collects, analyzes, and disseminates cost-of-living data to provide a comprehensive understanding of economic conditions across different regions in the United States. The cost-of-living data is compiled through the Cost of Living Index (COLI), which relies on data collection from participating local chambers of commerce, economic development organizations, and research entities across the country.

Campus Radius: 5-mile radius around 10900 University Blvd, the George Mason University Science and Technology Campus

2023

County: Prince William County MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV State: Virginia

44

Research Input Area

Scope Research Input

Primary Source

Source Details

Geography

Time Frame

Research

Education

City: Manassas

Graduate / Student Completions

Research Expenditures

The Integrated Postsecondary Education Data System (IPEDS) Survey

The Integrated Postsecondary Education Data System (IPEDS) is a system of surveys conducted annually by the National Center for Education Statistics (NCES) under the U.S. Department of Education. IPEDS collects a wide range of data from every college, university, and technical and vocational institution that participates in federal student financial aid programs. The data includes information on enrollment, program completion, graduation rates, faculty and staff, finances, institutional prices, and student financial aid.

The Higher Education Research and Development (HERD) Survey is an annual survey conducted by the The Higher National Science Foundation (NSF) that collects data on Education Research research and development expenditures from U.S. higher and Development education institutions. The survey provides comprehensive (HERD) Survey information on spending across different fields of science and engineering, sources of funding, and the allocation of funds toward various types of R&D activities.

Campus Radius: 5-mile radius around 10900 University Blvd, the George Mason University Science and Technology Campus County: Prince William County

2019-23 (historical)

MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV

2023-24

State: Virginia Institutions: • George Mason University (Main campus) • George Mason University (SciTech Campus)

Institutions: • George Mason University (Main campus) • George Mason University (SciTech Campus)

2017-22 (historical)

45

Research Input Area

Scope Research Input

Job Counts

Primary Source

The Quarterly Census of Employment and Wages (QCEW)

Workforce and Industry

County Business Patterns (CBP)

Source Details

The Quarterly Census of Employment and Wages (QCEW), managed by the U.S. Bureau of Labor Statistics (BLS), dataset provides detailed employment counts and earnings information for 95 percent of the employed workforce in the United States, broken out by industry. QCEW data is gathered through employer-reported information.

The County Business Patterns (CBP) program, produced by the U.S. Census Bureau, provides detailed annual data on business establishments, employment, and payroll at the national, state, county, metropolitan, and ZIP code levels.

Data for the CBP is collected primarily through business tax filings, including payroll tax records, and supplemented by data from surveys such as the Economic Census and other administrative records. The CBP includes information on the number of business establishments, total employment, and total payroll, classified by the North American Industry Classification System (NAICS).

Geography

Time Frame

City: Manassas Campus Radius: 5-mile radius around 10900 University Blvd, the George Mason University Science and Technology Campus

2019-23 (historical)

County: Prince William County

2023-28 (projected)

MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV State: Virginia

City: Manassas

Occupations

The Quarterly Census of Employment and Wages (QCEW)

The Quarterly Census of Employment and Wages (QCEW), managed by the U.S. Bureau of Labor Statistics (BLS), dataset provides detailed employment counts and earnings information for 95 percent of the employed workforce in the United States, broken out by industry. QCEW data is gathered through employer-reported information.

Campus Radius: 5-mile radius around 10900 University Blvd, the George Mason University Science and Technology Campus

2019-23 (historical)

County: Prince William County

2023-28 (projected)

MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV State: Virginia

46

Research Input Area

Scope Research Input

County Business Patterns (CBP)

Workforce and Industry

Business Counts

Primary Source

Source Details

The County Business Patterns (CBP) program, produced by the U.S. Census Bureau, provides detailed annual data on business establishments, employment, and payroll at the national, state, county, metropolitan, and ZIP code levels.

Data for the CBP is collected primarily through business tax filings, including payroll tax records, and supplemented by data from surveys such as the Economic Census and other administrative records. The CBP includes information on the number of business establishments, total employment, and total payroll, classified by the North American Industry Classification System (NAICS).

Geography

Time Frame

City: Manassas Campus Radius: 5-mile radius around 10900 University Blvd, the George Mason University Science and Technology Campus County: Prince William County

2019-23 (historical)

MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV State: Virginia City: Manassas

Gross Regional Product (GRP)

Combination of Sources

Primarily, The Quarterly Census of Employment and Wages (QCEW), and BEA Gross State Product (GSP) dataset, supplemented with Lightcast’s national Input-Output model and the BEA National Income and Product Accounts (NIPA).

Campus Radius: 5-mile radius around 10900 University Blvd, the George Mason University Science and Technology Campus

2023

County: Prince William County MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV State: Virginia

47

Sector Identification The priority sector focus areas for the proposed

and hiring trends showed where demand

Innovation District were identified through the

is growing and where there is potential to

research inputs featured in Figure 15 through

create new opportunities.

in-depth data analysis. The process relied on

• Industry: Business data, including the

understanding key factors that drive business

number and size of companies, revealed

success and economic development.

strong existing sectors and emerging industry clusters.

Key research inputs are visualized in Figure 15 and included:

• Research: Information on research centers, funding, and labs identified areas where the region is leading in innovation and

• Education: Data on local graduates,

technology.

workforce training programs, and talent

• Ecosystem Support: Infrastructure, key

pipelines highlighted where the region excels

players, and innovation networks helped

in preparing skilled workers.

map out how businesses and industries can

• Workforce: Analysis of jobs, industries,

collaborate and thrive.

Figure 15: Research inputs for sector strength identification, 2024104

EDUCATION Talent pipeline • Graduates • Programs WORKFORCE Jobs and occupations • Job posting analytics RESEARCH Centers and institutes • Labs and facilities • Expenditures / funding

SECTOR STRENGTH

INDUSTRY Business counts • Industry clusters • Companies

ECOSYSTEM Infrastructure • Key stakeholders • Innovation support TRENDS Growth and decline • Client input • Stakeholder engagement

Source: Stiletto Analysis

48

APPENDIX III: FINANCIAL MODEL ASSUMPTIONS The financial model for the Innovation District was based on the following assumptions: 1. An estimated annual and ongoing investment of $1.0-$2.0 million is required to launch and sustain the Innovation District.

2. A $1.5-$2.0 million implementation grant from Go Virginia, requiring a match of $750,000 $1.0 million, is expected to cover the following for the first two years: • Marketing and branding development; • Strategic program development initiatives; • Validation of sustainable funding model and revenue sources from Year 3 and onwards; • Overall program development; and • Governance structure package and implementation.

3. The primary expenses for the District are estimated in Figure 16.

Figure 16: Innovation District administration costs, USD, years 1-3105 Administrative Item Cost per event

Year 1

Year 2

Year 3

n/a

$40,000

$40,000

Marketing and communications

$75,000

$75,000

$75,000

Office and equipment

$30,000

$30,000

$30,000

Professional fees

$50,000

$50,000

n/a

Program development and delivery

$500,000

$500,000

$500,000

Salaries

$416,000

$578,500

$871,000

Travel

$50,000

$50,000

$100,000

Renderings of the District

$150,000

n/a

n/a

$1,271,000

$1,323,500

$1,616,000

Subtotal administration costs Source: Stiletto Analysis

49

4. Potential sources of revenue for the District are estimated in Figure 17.

Figure 17: Potential revenue sources, Innovation District, USD, years 1-10106 Revenue Source Sponsorship revenue

Year 1

By Year 5

By Year 10

$250,000

$775,000

$1,125,000

Memberships and short-term rentals

n/a

$345,000

$432,500

Events revenue

n/a

$160,000

$200,000

$35,000

$274,615

$1,717,049

n/a

$8,000

$8,000

$285,000

$1,562,615

$3,482,549

District programming and professional development Talent acquisition supports Total revenue Source: Stiletto Analysis

50

APPENDIX IV: INNOVATION DISTRICT GOVERNANCE OPTIONS Color and Grade Legend Figure 18 ranks management structure capacities on a five-point

move strategic activities ahead without significant barriers and one

scale, in which five represents a strong and enabling capability to

represents a weak and restrictive capability.

Weak and Restrictive 1

2

3

4

Strong and Enabling 5

The analysis assumes the creation of a separate non-profit (such

The analysis also assumes ideal conditions where the operation

as a 501(c)(3)) that operates outside of / at arm’s length from

and management of the non-profit is staffed by highly qualified

government or higher education and is generally accountable

professionals with established track records of securing funding,

to a Board of Directors (unless otherwise stated in the analysis).

managing, and operating a non-profit.

Figure 18: Innovation District governance options analysis, 2024107 PWC Chamber of Commerce Scale 1 To 5 (5 = Strong and Enabling)

University Affiliated Non-Profit

Joint Separate Entity 501(c)(3)

Owner Consortium

Mason Enterprise (University Research Foundation)

Existing

New Structure 501(c)(6)

Autonomy to build relationships and partnerships

3

5

3

4

5

5

51

PWC Chamber of Commerce University Affiliated Non-Profit

Joint Separate Entity 501(c)(3)

Owner Consortium

Mason Enterprise (University Research Foundation)

Existing

New Structure 501(c)(6)

Flexibility to build and modify programming

4

5

2

4

4

5

Capacity to create an environment to support entrepreneurs

3

5

5

4

4

5

Flexibility and autonomy to support short-term and longterm tenant growth

2

5

5

3

3

5

Autonomy to conduct outreach and collaborate with existing partners within the innovation ecosystem

4

5

3

5

5

5

Capacity to champion the innovation ecosystem

4

5

4

5

4

5

Passion and commitment to be a catalyst in the innovation ecosystem

4

5

4

5

4

5

Strong relationships with multiple levels of government

4

5

3

4

3

5

Level of operational restructuring needed and resulting delay in improved operations and impact

2

1

1

3

2

1

Ability to generate long term revenue

2

5

5

2

2

5

Established community trust

4

2

2

4

5

2

Broad market reach

2

5

3

2

2

5

Scale 1 To 5 (5 = Strong and Enabling)

52

PWC Chamber of Commerce University Affiliated Non-Profit

Joint Separate Entity 501(c)(3)

Owner Consortium

Mason Enterprise (University Research Foundation)

Existing

New Structure 501(c)(6)

Mechanisms for development and (re)development

2

5

5

2

2

5

Autonomy to build industry relationships

3

5

5

5

5

5

Speed for decision making

2

5

2

2

4

5

Recognition as a center of training excellence

5

4

3

5

2

2

Autonomy to engage directly in private sector agreements

2

5

5

5

5

5

Position to access funding

4

5

4

4

2

4

Connection to postsecondary (universities or colleges)

5

5

2

5

3

3

Sustainable financial revenue stream

2

5

5

3

2

5

Established track record of performance and results (publicly available metrics of success)

1

4

1

5

1

4

Clear governance structure already in place

1

1

1

4

5

1

Total

65

97

73

85

74

92

Scale 1 To 5 (5 = Strong and Enabling)

53

APPENDIX V: RECOMMENDED ORGANIZATIONAL STRUCTURE A new organizational structure for the

the financial model. This structure will support

Innovation District has been proposed based

meeting the immediate needs for activating the

on the governance analysis and findings from

District.

Figure 19: Proposed organizational structure for the Innovation District, 2024108

Executive Director, Innovation District

Director, Finance

Administrative Coordinator

Marketing and Communications Coordinator

Manager, Programming

Source: Stiletto Analysis

54

ENDNOTES All hyperlinks have been verified as of the date of this report.

Stiletto Analysis, 2024 Stiletto Analysis, 2024 3 Stiletto Analysis, 2024 4 Stiletto Stakeholder Data, 2024 5 “Higher Education Research and Development (HERD) Survey” National Center for Science and Engineering Statistics, 2023, https://ncses.nsf.gov/surveys/higher-education-research-development/2023 6 Lightcast, 2024; Virginia Employment Commission 7 Lightcast, 2024; Virginia Employment Commission 8 “Prince William County, VA” Census Reporter, 2023, https://censusreporter.org/profiles/05000US51153-prince-william-county-va/ 9 “George Mason University,” U.S. News, 2023, https://www.usnews.com/best-colleges/gmu-3749 10 Higher Education Research and Development (HERD) Survey, 2023,” National Center for Science and Engineering Statistics, https://ncses.nsf.gov/surveys/higher-education-research-development/2023 11 “Incentives,” Choose Manassas, 2024, https://choosemanassas.org/incentives/ 12 “Incentives,” Choose Manassas, 2024, https://choosemanassas.org/incentives/ 13 “Innovation Park,” George Mason University Institute for Biohealth Innovation, 2024, https://ibi.gmu.edu/innovation-park/ 14 Internal data, George Mason University, 2024 15 Internal data, George Mason University, 2024 16 “Partnerships,” Virginia Serious Games Institute, 2024, https://vsgi.gmu.edu/partnerships/ 17 “About,” Prince William County Economic Development, 2024, https://www.pwcded.org/about 18 Internal data, George Mason University, 2024 19 “City of Manassas Economic Development 2023 Annual Report,” City of Manassas Economic Development, https:// choosemanassas.org/wp-content/uploads/Manassas2023AnnualReport.pdf 20 Stiletto Stakeholder Data, 2024 21 Stiletto Stakeholder Data, 2024 22 “Infrastructure,” Prince William Economic Development, 2021, https://www.pwcded.org/infrastructure 23 “Industry Table: All Industries in Prince William County (in Virginia), 2023; Lightcast Q4 2024 Data Set,” Lightcast, 2024 24 “Industry Table: All Industries in the 5-mile radius from 10900 University Blvd, the George Mason University Science and Technology Campus (in Virginia), 2023; Lightcast Q4 2024 Data Set,” Lightcast, 2024 25 “Commercial Real Estate Analytics, Innovation District (Manassas (VA), Prince William County (VA)),” CoStar, 2024, available through private subscription 26 These projections are based on analyses of historical job data, performed by Lightcast data platform.

27 “Industry Table, Manassas City (VA), 2023-34,” Lightcast, accessed on July 10, 2024 28 “Commercial Real Estate Analytics, Innovation District (Manassas (VA), Prince William County (VA)),” CoStar, 2024, available through private subscription 29 “Commercial Real Estate Analytics, Innovation District (Manassas (VA), Prince William County (VA)),” CoStar, 2024, available through private subscription 30 John Hollis, “Mason’s Science and Technology Campus Is About to Be Transformed,” George Mason University April 25, 2022, https://www.gmu.edu/news/2022-04/masons-science-and-technology-campus-about-be-transformed 31 Stiletto Analysis, 2024 32 Stiletto Analysis, 2024 33 Stiletto Analysis, 2024 34 “Communities of Innovation: A State of the Practice,” Association of University Research Parks, 2018, https://www.aurp. net/assets/publications/2018_AURP_Benchmarking-FINAL2_rev.pdf 35 Stiletto Analysis, 2024 1 2

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Stiletto Stakeholder Data, 2024 Stiletto Analysis, 2024 38 Stiletto Analysis, 2024 39 Stiletto Analysis, 2024 40 Stiletto Analysis, 2024 41 “We Welcome Different,” George Mason University, 2024, https://www.gmu.edu/about 42 “About Georgia’s Innovation Corridor,” Georgia Innovation Corridor, 2024, https://georgiainnovationcorridor.org/aboutgeorgias-innovation-corridor/ 43 “About,” Kendall Square, 2024, https://kendallsquare.org/about/ 44 “About,” Pegasus Park, 2024, https://pegasuspark.com/about/ 45 “Hou Knew,” Ion District, 2024, https://iondistrict.com/about/ 46 “About the District,” Pittsburgh Innovation District, 2024, https://pittsburgh.id/about-the-district/ 47 “NC Centennial Campus,” NC Centennial Campus, 2024, https://centennial.ncsu.edu/ 48 “About the IQ,” Richardson IQ, 2024, https://richardsoniq.com/about-the-iq/what-is-the-iq/ 49 “About the SPID,” St. Petersburg Innovation District, 2024, https://www.stpeteinnovationdistrict.com/about 50 “About USF,” The University of Southern Florida, 2024, https://www.usf.edu/about-usf/index.aspx 51 “Technology’s Best Address,” The University of Arizona – Tech Parks Arizona, August 2023, https://techparks.arizona.edu/ sites/default/files/file_attach/Tech%20Parks%20Brochure_Aug2023_FINAL_Digital_reduced.pdf 52 “About the Innovation Quarter,” Innovation Quarter, 2024, https://www.innovationquarter.com/mission/about/ 53 Stiletto Analysis, 2024 54 Stiletto Analysis, 2024 55 “Manassas City, Virginia,” United States Census Bureau, 2020, https://data.census.gov/profile/Manassas_city,_Virginia?g=0 50XX00US51683#families-and-living-arrangements 56 “Manassas City, Virginia,” United States Census Bureau, 2020, https://data.census.gov/profile/Manassas_city,_Virginia?g=0 50XX00US51683#families-and-living-arrangements 57 “Regional Comparison Table; Manassas, Virginia,” Lightcast, 2024 58 “Manassas City, Virginia,” United States Census Bureau, 2020, https://data.census.gov/profile/Manassas_city,_Virginia?g=0 50XX00US51683#families-and-living-arrangements 59 “Athens CCD, Clarke County, Georgia,” United States Census Bureau, 2020, https://data.census.gov/profile/Athens_CCD,_ Clarke_County,_Georgia?g=060XX00US1305990138#employment 60 “Athens CCD, Clarke County, Georgia,” United States Census Bureau, 2020, https://data.census.gov/profile/Athens_CCD,_ Clarke_County,_Georgia?g=060XX00US1305990138#employment 61 “Athens CCD, Clarke County, Georgia,” United States Census Bureau, 2020, https://data.census.gov/profile/Athens_CCD,_ Clarke_County,_Georgia?g=060XX00US1305990138#employment 62 Athens CCD, Clarke County, Georgia,” United States Census Bureau, 2020, https://data.census.gov/profile/Athens_CCD,_ Clarke_County,_Georgia?g=060XX00US1305990138#employment 63 “Cambridge City, Massachusetts,” United States Census Bureau, 2024, https://data.census.gov/profile/Cambridge_city,_ Massachusetts?g=160XX00US2511000 64 “Cambridge City, Massachusetts,” United States Census Bureau, 2024, https://data.census.gov/profile/Cambridge_city,_ Massachusetts?g=160XX00US2511000 65 “Economy At a Glance: Boston-Cambridge-Quincy, MA,” 2024, https://www.bls.gov/eag/eag.ma_boston_nd.htm 66 “Cambridge City, Massachusetts,” United States Census Bureau, 2024, https://data.census.gov/profile/Cambridge_city,_ Massachusetts?g=160XX00US2511000 67 “Dallas City, Texas,” United States Census Bureau, 2024, https://data.census.gov/profile/Dallas_city,_ Texas?g=160XX00US4819000 68 “Dallas City, Texas,” United States Census Bureau, 2024, https://data.census.gov/profile/Dallas_city,_ Texas?g=160XX00US4819000 69 “Unemployment Rate in Dallas-Fort Worth-Arlington, TX (MSA),” FRED Economic Data, 2024, https://fred.stlouisfed.org/ series/DALL148URN 70 “Dallas City, Texas,” United States Census Bureau, 2024, https://data.census.gov/profile/Dallas_city,_ Texas?g=160XX00US4819000 36 37

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“Houston City, Texas,” United States Census Bureau, 2024, https://data.census.gov/profile/Houston_city,_ Texas?g=160XX00US4835000 72 “Houston City, Texas,” United States Census Bureau, 2024, https://data.census.gov/profile/Houston_city,_ Texas?g=160XX00US4835000 73 “Monthly Update: Unemployment,” Greater Houston Partnership, 2024, https://www.houston.org/houston-data/ monthly-update-unemployment 74 “Houston City, Texas,” United States Census Bureau, 2024, https://data.census.gov/profile/Houston_city,_ Texas?g=160XX00US4835000 75 “Pittsburgh City, Pennsylvania,” United States Census Bureau, 2024, https://data.census.gov/profile/Pittsburgh_city,_ Pennsylvania?g=160XX00US4261000 76 “Pittsburgh City, Pennsylvania,” United States Census Bureau, 2024, https://data.census.gov/profile/Pittsburgh_city,_ Pennsylvania?g=160XX00US4261000 77 “Economy at a Glance: Pittsburgh, PA,” U.S. Bureau of Labor Statistics, 2024, https://www.bls.gov/eag/eag.pa_pittsburgh_ msa.htm 78 “Pittsburgh City, Pennsylvania,” United States Census Bureau, 2024, https://data.census.gov/profile/Pittsburgh_city,_ Pennsylvania?g=160XX00US4261000 79 “Raleigh City, North Carolina,” United States Census Bureau, 2024, https://data.census.gov/profile/Raleigh_city,_North_ Carolina?g=160XX00US3755000 80 “Raleigh City, North Carolina,” United States Census Bureau, 2024, https://data.census.gov/profile/Raleigh_city,_North_ Carolina?g=160XX00US3755000 81 “Economy at a Glance: Raleigh-Cary, NC,” U.S. Bureau of Labor Statistics, 2024, https://www.bls.gov/eag/eag.nc_raleigh_ msa.htm 82 “Raleigh City, North Carolina,” United States Census Bureau, 2024, https://data.census.gov/profile/Raleigh_city,_North_ Carolina?g=160XX00US3755000 83 “Richardson City, Texas,” United States Census Bureau, 2024, https://data.census.gov/profile/Richardson_city,_ Texas?g=160XX00US4861796 84 “Richardson City, Texas,” United States Census Bureau, 2024, https://data.census.gov/profile/Richardson_city,_ Texas?g=160XX00US4861796 85 “Unemployment Rate: Richardson City, TX,” U.S. Bureau of Labor Statistics, September 2024, https://data.bls.gov/ dataViewer/view/timeseries/LAUCT486179600000003 86 “Richardson City, Texas,” United States Census Bureau, 2024, https://data.census.gov/profile/Richardson_city,_ Texas?g=160XX00US4861796 87 “St. Petersburg City, Florida,” United States Census Bureau, 2024, https://data.census.gov/profile/St._Petersburg_city,_ Florida?g=160XX00US1263000 88 “St. Petersburg City, Florida,” United States Census Bureau, 2024, https://data.census.gov/profile/St._Petersburg_city,_ Florida?g=160XX00US1263000 89 “Economy at a Glance: Tampa-St. Petersburg- Clearwater, FL,” U.S. Bureau of Labor Statistics, 2024, https://www.bls.gov/ eag/eag.fl_tampa_msa.htm 90 “St. Petersburg City, Florida,” United States Census Bureau, 2024, https://data.census.gov/profile/St._Petersburg_city,_ Florida?g=160XX00US1263000 91 “Tampa City, Florida,” United States Census Bureau, 2024, https://data.census.gov/profile/Tampa_city,_ Florida?g=160XX00US1271000 92 “Tampa City, Florida,” United States Census Bureau, 2024, https://data.census.gov/profile/Tampa_city,_ Florida?g=160XX00US1271000 93 “Economy at a Glance: Tampa-St. Petersburg- Clearwater, FL,” United States Bureau of Labor and Statistics, 2024, https:// www.bls.gov/eag/eag.fl_tampa_msa.htm 94 “Tampa City, Florida,” United States Census Bureau, 2024, https://data.census.gov/profile/Tampa_city,_ Florida?g=160XX00US1271000 95 “Tucson City, Arizona,” United States Census Bureau, 2024, https://data.census.gov/profile/Tucson_city,_ Arizona?g=160XX00US0477000 96 “Tucson City, Arizona,” United States Census Bureau, 2024, https://data.census.gov/profile/Tucson_city,_ Arizona?g=160XX00US0477000 71

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“Economy at a Glance: Tucson, AZ,” U.S. Bureau of Labor Statistics, 2024, https://www.bls.gov/eag/eag.az_tucson_msa.

htm “Tucson City, Arizona,” United States Census Bureau, 2024, https://data.census.gov/profile/Tucson_city,_ Arizona?g=160XX00US0477000 99 “Winston-Salem City, North Carolina,” United States Census Bureau, 2024, https://data.census.gov/profile/WinstonSalem_city,_North_Carolina?g=160XX00US3775000 100 “Winston-Salem City, North Carolina,” United States Census Bureau, 2024, https://data.census.gov/profile/WinstonSalem_city,_North_Carolina?g=160XX00US3775000 101 “Winston-Salem City, North Carolina,” United States Census Bureau, 2024, https://data.census.gov/profile/WinstonSalem_city,_North_Carolina?g=160XX00US3775000 102 “Winston-Salem City, North Carolina,” United States Census Bureau, 2024, https://data.census.gov/profile/WinstonSalem_city,_North_Carolina?g=160XX00US3775000 103 Stiletto Analysis, 2024 104 Stiletto Analysis, 2024 105 Stiletto Analysis, 2024 106 Stiletto Analysis, 2024 107 Stiletto Analysis, 2024 108 Stiletto Analysis, 2024 98

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The Innovation District planning study was

Commerce, Micron, ATCC, MAG Building, LLC,

funded by a $75,000 GO Virginia Region 7

and George Mason University. We are grateful

Enhanced Capacity Building grant, which was

for the financial contributions that funded

awarded in May 2024. $75,000 in matching

this study and for the tremendous time our

funds for the study were provided by Prince

academic, government, and industry partners

William County, City of Manassas, Employment

committed to contributing ideas and feedback,

Enterprises, Inc., Prince William Chamber of

which shaped this study.

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