INNOVATION DISTRICT CONCEPT PLAN 2024



FUNDED BY:

FUNDED BY:
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.
This transformative initiative will establish an innovation district that is an interconnected hub of discovery, commerce, and community, and home to world-leading researchers, innovative companies, a highly trained workforce, and thriving residents.
By leveraging the status of the George Mason SciTech Campus as a cutting-edge research center and the welcoming, business-friendly environments of Manassas and Prince William County, the Innovation District will connect ideas, industry, academia, and talent to create lasting benefits for the community. The Innovation District will work to strengthen industry-academic partnerships, offer workforce
training programs that are responsive to industry needs, accelerate emerging technology start-ups, support businesses at all stages of growth, attract young professionals with dynamic spaces and opportunities, and ultimately build community by fostering connection, outreach, and inclusion.
Serving as a catalyst, convener, connector, communicator, and capacity-builder, the Innovation District will be a destination for ambitious minds to fuel lasting economic growth and well-being in the City of Manassas, Prince William County, and beyond.
This concept development plan provides a pathway for the Innovation District leaders to bring this visionary initiative to fruition and sustainable success. Tactical recommendations are organized around three pillars (Figure 1) to support the community in launching and sustaining the Innovation District.
Across recommendations in all three pillars, there will be an embedded focus on the identified priority sectors (Life Sciences,
Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics) and on leveraging assets in the enabling sectors (Technology-Focused Areas and Foundational Sciences). Establishing this multi-sector focus in the foundation of the Innovation District development ensures that resources are maximized and results are accelerated, all the while promoting interdisciplinary connections and clustering opportunities.
1: Overview of pillars and strategic recommendations for the Innovation District, 20241
A strategic approach to marketing and branding will enable the District to establish an identity, attract businesses and stakeholders, and gain recognition and growth.
Focusing on strengthening industry support and collaboration will enable the District to build a connected ecosystem where businesses, talent, and the community thrive together.
Developing intentional and tailored workforce programming will strengthen the talent pipeline, supporting company growth and priority sector advancement.
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 Virginia on the global map, establishing the community as an innovative, dialed-in
destination of choice for industry, workforce, students, and great minds in all stages of their journey.
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.
The development of this plan is grounded in comprehensive market intelligence and stakeholder engagement, including:
• Comparator analysis: A total of 11 comparable hubs were scanned for key features (e.g., sector focus, size, programming) to discern best practices
and inform the identification of key differentiator(s) for the proposed District (Appendix I).
• Asset mapping: Inputs regarding the innovation ecosystem, educational programming, research excellence, workforce and industry counts, and other supporting data were collected.
• SWOT analysis: Analyzing the data gathered throughout the exercise, an assessment of strengths, weaknesses, threats, and opportunities was conducted.
• Sector analysis: The Stiletto Sector Identification Process was used to identify priority sectors that will enable the Innovation District to concentrate its efforts and resources in ways that produce maximum impact.
• Real estate review: Stiletto reviewed the real estate landscape in Prince William County and Manassas, including inventory and occupancy levels for four primary types of commercial properties: retail, flex, office, and industrial. Some details were also provided for vacant land sales and wet lab space.
• Community outreach: To gather feedback from the broader community, focus groups, industry roundtables, a survey, and individual interviews were conducted.
A total of 722,155 data points were collected across these components and analyzed to identify key strengths to leverage to address emerging challenges and inform the concept development. Appendix II contains additional details on the data sources and methodology used to inform the plan. A separate Data Input Summary document provides a summary of insights and details from each of the components that informed the plan.
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.
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.
Build community by fostering connection, outreach, and inclusion. 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.
The Role of the Innovation District
Catalyst: To be the catalyst in building innovation ecosystem capacity in the priority sectors (Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics).
Convener: To bring together academia, industry, and government to maximize support and impact for companies, entrepreneurs, and innovators.
Connector: To facilitate and reinforce strategic partnerships and networks between researchers, companies, entrepreneurs, and innovators.
Communicator: To champion and publicize the achievements, opportunities, and contributions of companies, entrepreneurs, and innovators in the District to raise visibility.
Capacity-builder: To work with existing educational assets to ensure the region develops and retains a highly qualified talent pipeline.
Creating the Innovation District aligns with the strategic priorities of partners George Mason, Prince William County, and the City of Manassas. It will also provide benefits to Northern Virginia Community College and will help local businesses to thrive and grow.
• Perception and Profile: Increases George Mason’s reputation as a leader in innovation, attracting students and faculty.
• Expand Impact: Expands the impact of George Mason’s research, scholarship, and creative enterprise.
• Industry Sponsored Research, Collaboration, and Joint Funding Opportunities: Attracts industry research funding to enable stacking funding opportunities.
• National Profile and Positioning: Positions George Mason to compete for large tech hubs and other large-scale proposal and program opportunities.
• Enhances Student Experience: Strengthens experiential learning and opportunities for students.
• Commercialization and Technology Transfer: Supports moving innovations into market, accelerating and supporting technology transfer and commercialization.
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: Supports clarity and focus for intentional development aligned with the strategic sectors within the District.
• Positioning: Positions the county as a leader in innovation and economic growth.
• Cluster Development and Collaboration: Provides a mechanism for bringing together industry partners for increased collaboration and potential growth opportunities.
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 large multi-national scale industry partners for increased collaboration and potential growth opportunities.
• Supports Density and Impact in Historic Downtown Manassas: The District will create greater access to transportation and movement of people between the District and downtown Manassas.
• 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 attainment for under-served and underrepresented groups in STEM industries.
• Workforce: Increases access to a diverse, skilled workforce, which is needed to support current needs and future growth.
• Collaboration: Provides additional opportunities to collaborate with other businesses and the university to drive innovation.
• Research and Development: Builds access to core research facility expertise, advanced technology, and equipment to support research and development.
• Talent Retention: Provides opportunities for mentorship and professional development for workers from early career stages through to senior leadership.
• Brand Identity: Provides a distinct identity to support branding and marketing efforts of companies on a national and global scale.
• Start-Up Programming: Increases access to programming to support start-up and earlystage company success.
Benefits to Northern Virginia Community College:
• Experiential Learning Opportunities: Increases opportunities for students to engage in experiential learning opportunities with local companies.
• Increased Student Enrollment: Helps drive student enrollment, including mature students interested in upskilling or reskilling.
• New Programs: Supports the creation of new programs informed by industry demand.
• Industry Collaboration: Increased access to industry expertise and a pool of adjunct faculty.
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
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.
Situated in a growing metropolitan area, the Innovation District uniquely positions the partners at the nexus of innovation and economic growth. With access to D.C. and Northern Virginia’s thriving economy, this area is strategically situated near federal agencies, research institutions, and private sector leaders, enabling collaboration on a national scale.
The District will foster collaboration among the project partners, George Mason University, Prince William County, and the City of Manassas. It will also promote greater collaboration between these partners and Northern Virginia Community College and the business community.
George Mason University’s SciTech Campus already serves as a center for cutting-edge research in biomedicine, forensic science, nanotechnology, and serious gaming. This foundation provides immediate value to companies seeking partnerships by anchoring the District with access to advanced technologies, research capabilities, and a skilled workforce.
Prince William County and Manassas offer a welcoming, business-friendly environment. With fast-track permitting, low taxes, and federal incentives such as Opportunity and HUBZones which facilitate business access to funding, the region reduces barriers to companies to establish and scale operations. This contributes to an environment that will attract businesses and foster an entrepreneurial ecosystem, which the District will amplify.
The presence of high-quality educational institutions in the area, including George Mason University and Northern Virginia Community College, ensures a steady talent pipeline to support the local workforce. Programs like Grow Manassas and Mason ADVANCE exemplify a commitment to aligning education with workforce needs and creating a future-ready workforce.
Businesses in the proposed District have expressed a desire for increased coordination and highlighted the opportunity for a unified brand and marketing strategy to increase recognition and impact.4 The District will serve as a unifying
entity that contributes to meeting industry needs, strengthening the local talent pipeline, and supporting local businesses and innovation.
The Innovation District surrounding the SciTech Campus represents a unique opportunity to harness the many strengths of this region. The District will provide opportunities for increased collaboration, cohesion, and collision, resulting in outcomes that are greater than the sum of their parts.
The region that will be home to the Innovation District is experiencing above-average workforce and population growth, with the City of Manassas and Prince William County outpacing state and national population growth rates by 6.9 percent and 3.5 percent respectively. This impressive trajectory represents a unique window of opportunity: establishing the District now ensures the area can harness this momentum and transform this growth trend into long-term economic and innovation leadership.
Fueling this potential is George Mason’s recordhigh research expenditures, which highlight a surge in innovation-related activity from $149.1 million (2018) to $230.1 million (2022).5 By aligning the District with this strength in research expenditures, the region can attract companies and entrepreneurs seeking cuttingedge collaboration opportunities and drive advancements and innovation.
The post-pandemic economy has highlighted the importance of regional innovation ecosystems. Companies and individuals are increasingly prioritizing locations that offer a balance of advanced research infrastructure, businessfriendly environments, and high quality of life. The District is poised to meet and exceed these demands, and to position the region as a leader in addressing these emerging priorities, ensuring it becomes a destination of choice for businesses, innovators, and workers.
Establishing the Innovation District now also aligns with broader state and federal priorities. Governments are prioritizing investments in technology, STEM education, and workforce reskilling. Creating the District now positions the region as a frontrunner to secure these resources and to leverage them to catalyze further economic growth. With its alignment with key policy priorities, and readiness to deliver tangible outcomes, the District is both a response to current trends and demands as well as a proactive step toward future prosperity.
In a rapidly evolving economic landscape, seizing this moment ensures the region can move from being a fast-growing area to a globally recognized hub for innovation and collaboration. This is the time to act—not only to capitalize on existing momentum but to solidify the region’s position as a leader in the innovation economy for decades to come.
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 research institution, George Mason University was the highest-ranked university in Virginia and eighth in the nation for innovation (2024), embracing an inclusive approach that encourages students and faculty to take intellectual risks and freely share ideas.9 In 2022, the university reported its highest research expenditures in the five-year period of 201822, totaling $230.1 million, indicating growth of 54.3 percent since 2018.10 George Mason University’s SciTech Campus includes premier research facilities such as the Biomedical Research Laboratory, one of a dozen NIAIDfunded regional biocontainment labs in the U.S., used to advance research and develop novel diagnostics, therapeutics, and vaccines against viral and bacterial infectious agents. The campus also boasts an outdoor forensic research facility, one of only eight in the country, a Class 1000 clean room facility open to internal and external users. Another distinguishing asset is a Clinical Proteomics Laboratory (CPL) led by CAPMM, accredited by the College of American Pathologists (CAP) and Clinical Laboratory Improvement Amendments (CLIA). The CPL enables the translation of groundbreaking research into clinical applications.
Business-Friendly Community: Prince William County and the City of Manassas offer business-friendly environments through numerous initiatives and policies. The City of Manassas fast-tracks permitting and offers low
business taxes and large incentive packages for businesses, including facade and landscaping incentives.11 Manassas is home to a federally designated Opportunity Zone and federally designated HUBZone. These two designations support businesses to access federal funding toward continued job growth in the area.12
Jump Starting Commercialization and Entrepreneurship: There are numerous assets to support start-ups in the area, as indicated by the growing ecosystem of biotech start-ups at
Innovation Park, a 1,500-acre corporate research park in Prince William County.13 Prince William County also established and manages the Prince William Science Accelerator for life science startups and offers Ignite grants to qualifying startups. Step-up commercial wet lab space is available in the Northern Virginia Bioscience Center, and co-working spaces are available in Manassas at Center Fuse. The region is also home to the Virginia Serious Games Institute, the only institute of its kind globally incubating and supporting 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.
Excellent Workforce Training Available: The presence of excellent educational institutions with successful industry partnerships positions the District well to offer upskilling and reskilling training that is grounded in workforce needs. George Mason offers several experiential learning opportunities to students (e.g., Aspiring Scientists Summer Internship Program and Early Identification Program) and the Governor’s School @ Innovation Park is located on the SciTech Campus to contribute to developing a strong talent pipeline.18 Furthermore, George Mason and Northern Virginia Community College have partnered to offer ADVANCE, to create an easy transition for students between the institutions and successful attainment of a bachelor’s degree. In 2023, the City of Manassas and Northern Virginia Community College (NOVA) launched Grow Manassas, an innovative program that addresses career readiness and workforce development by offering free technical training and professional certifications to residents.19 These assets align strongly with industry needs articulated by survey respondents, who anticipated the need for skills related to artificial intelligence, technology hardware and equipment, and software and computer skills to grow over the next five years (2024-29).20 Respondents also anticipated needing project management, leadership, and communication skill development.21 Existing programs through George Mason and NOVA offer an excellent foundation for the District to expand programming that contributes to building a future-ready workforce.
Connectivity Near and Far: The Innovation District is well connected to major cities and is near to Washington, D.C.’s thriving economy. The District also has access to two large airports as well as the regional Manassas airport, providing several avenues for air travel into and out of the area. Virginia Railway Express provides commuter rail service from the District to Washington, D.C., and two major interstate highways run through the county, providing express routes to and from Washington, D.C., enabling the District to better leverage this proximity.22
Both historical and forecasted industry growth in Prince William County and the five-mile radius surrounding the SciTech Campus demonstrate a strong foundation in science and technology-focused fields, as well as supporting and foundational industries. Notable growth is anticipated in computer systems design, satellite telecommunications, biological product manufacturing, transportation and warehousing, and construction, both in the five-mile radius surrounding the SciTech Campus and Prince William County more broadly.23,24 This anticipated growth signals forthcoming expansions in areas such as ICT, cybersecurity, software development, communications, biotechnology life sciences, aerospace-related industries, and industries that support the logistical needs of advanced and emerging priority sectors (Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics).
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.
A focused approach to strategy development will allow the Innovation District to maximize its resources and accelerate results. A sector focus will:
• Lay the groundwork for compelling and focused narratives about the aims of the District;
• Establish the community as a premier destination for researchers, faculty, students, industry, and workers in the priority sectors;
• Provide the basis for clustering opportunities for industry, academia, and government;
• Guide decision-making and resource planning; and
• Promote the development of interdisciplinary connections that link priority sectors to various other strengths in the organization and community.
The sector identification process involved an indepth analysis of existing economic, education, physical, and networking assets and potential for growth.
Source: Stiletto Analysis
Four priority sectors have been identified as key focus areas for the District: 1) Life Sciences, Biotechnology, and Forensics; 2) Aerospace and Defense; 3) Cybersecurity and Data Infrastructure; and 4) Semiconductors and Electronics. Two additional sectors were
identified as pivotal to supporting these priority sectors: Technology-Focused Areas and Foundational Sciences. The District’s multi-sector focus will inform programming opportunities, the communication of the District’s focus, and future planning.
LIFE SCIENCES, BIOTECHNOLOGY, AND FORENSICS
Source: Stiletto Analysis
CYBERSECURITY AND DATA INFRASTRUCTURE
TECHNOLOGY-FOCUSED AREAS
Advanced manufacturing
Information and communication technology
Artificial intelligence
Analytical instruments
Supply chain and logistics
FOUNDATIONAL SCIENCES
Computer and information sciences
Biology
Health sciences
Engineering
Mathematics and statistics
Source: Stiletto Analysis
AEROSPACE AND DEFENSE
SEMICONDUCTORS AND ELECTRONICS
Life Sciences, Biotechnology, and Forensics
Cybersecurity and Data Infrastructure
Aerospace and Defense
Semiconductors and Electronics
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 SciTech Campus will be a catalyst for driving innovation, workforce readiness, and economic impact in Manassas, Prince William County, and beyond.
The area has an abundance of educational, economic, physical, and networking assets that can become greater than the sum of their parts when brought together by the Innovation District. By enabling increased collisions and collaboration, the District will enhance discovery, economic activity, and human flourishing.
Data from national and international innovation districts validates the economic impact these communities have on regional economies. Innovation districts are known to grow at a faster pace than the economy overall. A report published by TEConomy Partners, the Association of University Research Parks (AURP), and Perkins&Will indicates that start-ups in research parks have a 75.0 percent survival rate after five years in operation (outpacing the otherwise 49.0%
national survival rate). From 2012-17, research parks surveyed (n=82) experienced 23.0 percent job growth, compared to 8.0 percent job growth in advanced industries, and for every one research park job, 1.34 additional jobs were created from indirect and induced impacts.34
Innovation districts attract the workers of tomorrow, offering students a wide variety of experiential learning opportunities and the possibility of long-term employment. With an established talent pipeline, industries in these districts have an ideal opportunity to access workers and prepare them with the skills they most need.
The Innovation District in Prince William County and Manassas will position Northern Virginia to 1) compete for funding opportunities like the EDA Tech Hubs and NSF Engines Programs, 2) attract new companies to the region, and 3) ultimately, put the area on the global map as a leader in innovation.
This plan provides specific recommendations and action steps to guide the launch of the District. These recommendations are organized
around three pillars: marketing and branding, industry support and collaboration, and workforce programming.
Figure 7: Overview of Strategic Recommendations for the Innovation District, 202435
A strategic approach to marketing and branding will enable the District to establish an identity, attract businesses and stakeholders, and gain recognition and growth.
Focusing on strengthening industry support and collaboration will enable the District to build a connected ecosystem where businesses, talent, and the community thrive together.
Developing intentional and tailored workforce programming will strengthen the talent pipeline, supporting company growth and priority sector advancement.
A strategic approach to marketing and branding is essential for establishing an innovation district as a thriving hub for collaboration, investment, and growth. The Innovation District should have a unified identity that highlights the District’s key strengths, is anchored in the priority sectors (Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics) and amplifies how enabling sectors can support priority sector companies. Recommendations in this pillar support effective marketing and targeted outreach to gain recognition, growth, and sustainable success for the Innovation District.
1. Create a collective and unified name and brand for the Innovation District that leverages existing strengths and showcases the potential for future growth.
2. 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.
3. 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 and establish operations within the Innovation District.
4. Develop targeted marketing materials for the identified sectors to mobilize the community to champion the District internally and on a national and international scale.
5. Share success stories, including case studies about partnerships and companies that incubated in the District.
6. 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.
7. Plan tours and events that encourage tenant recruitment, growth, and expansion in the priority sectors listed above.
A focus on industry support and collaboration will enable the Innovation District to play a critical role in bridging gaps between research and commercialization. With an embedded emphasis on support and collaboration
across the priority sectors (Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics), recommendations in this pillar will enable the
Innovation District to enhance the accessibility of its services and amenities and facilitate collaborative relationships that drive impact.
1. Develop a matching program and system to connect companies with faculty with relevant expertise and experience.
2. Develop a catalog of intellectual property (IP) within the community, encompassing research and innovations from academic institutions, government agencies, and other entities actively developing IP. The catalog will categorize and monitor available research, making it easier to identify opportunities for commercialization.
3. 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.
4. Build an interactive online system of the existing assets in the region to support companies at different stages of growth.
5. Develop programming related to innovation, commercialization, and productization to foster and mobilize new products and companies.
6. Leverage existing resources from Mason Enterprise Center to launch incubation and start-up programming to support emerging companies.
7. 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.
8. Leverage core research facilities to enable access to expertise and advanced technologies and equipment.
A survey conducted by Stiletto with industry from the District indicated that access to workready graduates was the biggest need over the next five years (2024-29).36 The development of intentional, tailored workforce programming by the Innovation District will contribute to the cultivation of a talent pipeline that supports growth and priority sector advancement. By facilitating experiential learning opportunities and technical and skill-building programs, the
region can equip professionals with the tools and expertise needed to thrive.
1. Build out 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).
2. 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.
3. 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.
4. Create a central job repository for businesses in the District to post job opportunities.
5. Facilitate networking opportunities and events for young professionals.
6. Implement a professional cohort program that forms cohorts of interns or professionals at the same career stage to foster relationships.
7. Develop opportunities for employees to receive mentorship across career levels (e.g., early-career, managers).
8. Develop programming focused on attracting new employees to companies in the District.
9. Ensure a robust pipeline of future STEM workers through outreach and engagement with K-12 schools.
10. Consider District expansion opportunities like leveraging the Potomac Science Center.
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.
A financial model for the District was developed to forecast the investment required to create a pathway for a financially sustainable district, with internal capabilities and expertise to meet the demand of industry and community. The model accounted for market and relevant revenue assumptions and presented possibilities that require further exploration and validation through the implementation process. Conservatively developed to be both sustainable and flexible, the financial model positions the implementation team to adapt revenues and expenses as required in response to operational needs, market demand, and fiscal constraints.
It is anticipated that the District will need an estimated $1.0 - $2.0 million per year to launch and sustain its annual operations. These financial resources would go towards marketing and communications for the District, asset mapping, innovation and workforce programs, staffing, and other administrative costs. A successful GO Virginia implementation grant of approximately $1.5 - $2.0 million would provide the District with funding to cover the first two years, during which the District could establish itself and demonstrate its value to industry and the community while longer-term funding sources are established.
Source: Stiletto Analysis
Innovation districts typically generate revenue through a combination of public, private, and community-driven mechanisms. Figure 9 provides an overview of common and potential revenue sources and their applicability for the proposed Innovation District around the SciTech
Campus. The goal in launching the District is to further explore and validate the options identified as potentially applicable for this innovation district in the Implementation Phase for the project over the next 24 months.
Figure 9: Funding model options for innovation districts and parks, 202438
Leasing revenues from buildings and assets
Business improvement area levy
Trust fund
Corporate sponsorships
Project sponsored revenues
Programming and service delivery revenues
The District will not be building its own buildings
The District does not own the land
Participation fees apply to P3 arrangements for total square footage and revenue share of building leased on district lands
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
Upskilling and block training revenues
Events
Public / private / university partnership
Source: Stiletto Analysis
Establish a fund that new companies pay into for current and future programming
Sponsorships from corporations for naming rights
Sponsorships for projects and deliverables for the District
Various programming such as accelerator programming fees per participant / company
Revenue generated from offering upskilling and reskilling in partnership with educational institutions within the District boundaries
Events offered through Innovation District programming
Public sector commits funds to be matched by funds from the university and private sector on an annual basis
Based on the financial model, the District should leverage the GO Virginia implementation grant to establish a governance structure, and build capacity including the human resources necessary to deliver programming while
A thriving and cohesive Innovation District requires clear tenant principles and guidelines to align tenants with the District’s vision and mission. While “tenant” is often used to refer to companies leasing space, in this instance and below the word “tenant” refers to companies within the District.
Innovation: Tenants prioritize creativity, research, and risk-taking to drive new discoveries, products, and solutions in their respective fields.
Collaboration: Tenants commit to collaborating with other businesses, educational institutions, government entities, and the broader community within the District.
Identity: Tenants align with the District’s vision and actively promote its unique identity.
Inclusion: The District is grounded in the belief that excellence should be accessible to all and that the benefits of the District are for the betterment of the entire community.
Talent: Tenants create opportunities for students to join the workforce, and support initiatives to build a strong talent pipeline.
exploring longer term sources of funding, including some of the options listed in Figure 9. The detailed financial assumptions can be found in Appendix III.
The recommended guidelines for tenants within the District have been established on the foundation of the principles identified.
1. Tenants must contribute to the District’s core mission of connecting ideas, industry, academia, and talent to create lasting benefits for the community, making excellence accessible to all.
2. Priority will be given to businesses, research institutions, and organizations operating in the priority sectors of Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics.
3. Priority will be given to businesses in the enabling sectors including Technology-Focused Areas (e.g. advanced manufacturing, artificial intelligence), and the Foundational Sciences (e.g. computer and information sciences, biology).
4. Tenants are encouraged to embrace and promote the District’s identity in their marketing, public relations, and external communications.
5. Tenants are encouraged to participate in District-wide initiatives, events, and programs designed to promote networking.
6. Tenants should demonstrate a willingness to collaborate with other tenants including start-ups, universities, and government entities to drive innovation.
7. Tenants should actively engage with local educational institutions to provide internships, mentorships, and career opportunities.
8. Participation in workforce development initiatives such as training or skill-building 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 property of other tenants and partners within the District.
11. Sharing non-proprietary data, findings, and insights within the community is encouraged to support collective innovation efforts.
12. Collaborative branding opportunities, such as co-hosted events or co-branded programs are encouraged to strengthen the District’s reputation.
13. Feedback and active involvement in shaping district initiatives are expected from all tenants.
An important role of innovation ecosystems is facilitating the coordination of groups and resources for shared success. Effective
governance provides a framework for optimal coordination and resource sharing. The proposed Innovation District governance structure will help individuals and groups develop a shared understanding of how the District will be managed and how decisions will be made.
The analysis revealed that a structure established as a formal collaboration between George Mason University, Prince William County, and the City of Manassas would position the District well to meet its goals.
The entity would be overseen by an Innovation District Executive Board with members from the partnering entities (George Mason University, Prince William County, City of Manassas) as well as the Prince William County Chamber of Commerce, Northern Virginia Community College, and industry representatives from the priority sectors (Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics). Developing a full governance manual and templates including memorandums of agreement will be part of the next phase of this initiative.
Given the complex interplay of various stakeholders’ resources, needs, and preferences, selecting and adopting an effective governance model is an essential step in assuring the initiative’s longevity and success. There is precedent for a collaborative
governance structure among Prince William County, the City of Manassas, and George Mason University as indicated by the Tripartite Agreement for the Hylton Performing Arts Center. This model provides a useful blueprint for establishing the governance structure of the Innovation District.
To support the governance analysis process, Stiletto modeled best practice criteria based on other innovation districts to assess the optimal governance structure for this initiative.
Several governance options were evaluated for 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.
1. Adopt a 501(c)(3) governance structure for the Innovation District to accelerate and maximize impact.
2. Formalize the collaboration between the City of Manassas, George Mason, Northern Virginia Community College, and Prince William County, with support from industry, to ensure the District’s sustained operations.
3. Develop a full governance manual and templates, including memoranda of understanding in the next phase, to finalize / formalize details of the structure.
The proposed Innovation District is poised for success, with strong partnerships with George Mason University, the City of Manassas, Prince William County, Northern Virginia Community College, and local industry. The region’s projected growth and multi-sector assets position it well to become a national and international hub of innovation. The Innovation District will harness these assets, acting as a convener, connector, communicator, and capacity-builder. District activities will fuel lasting economic growth and well-being in the City of Manassas, Prince William County, and beyond.
The pillars and recommendations provided in this plan provide a framework to guide the Innovation District as it moves forward. In conjunction with these activities, a successful GO Virginia grant will help the District establish a strong foundation to develop and deliver programming that is responsive to industry needs and contributes to strengthening the talent pipeline over the next 24 months.
The immediate next steps for launching the District following securing the GO Virginia Implementation Grant include:
1. Governance: Establish a governance structure that formalizes the relationships between George Mason University, the City of Manassas, and Prince William County as they relate to the District.
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 longerterm sources of funding to move the District towards financial sustainability.
These and the other activities will support Innovation District partners in building momentum and attracting wider interest in the initiative. Together, the efforts of partners will contribute to the Innovation District’s goals of becoming a landmark among communities of innovation, acting as both a destination and a launch pad for the discoveries and industries of tomorrow.
Figure 10 provides an overview of the recommendations and proposed timelines for each. Short-term refers to years 1-2, medium-term refers to years 3-5, and long-term refers to recommendations for Year 6 and beyond. Example metrics are suggested to measure the progress and achievement of strategic actions.
Figure 10: Implementation roadmap, with recommended strategic actions, metrics, and timelines, Innovation District, 202439
Recommendation
Create a collective and unified name and brand for the Innovation District that leverages existing strengths and showcases the potential for future growth
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
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
Develop targeted marketing materials for the identified sectors to mobilize the community to champion the District internally and on a national and international scale
Completed brand, name, logo and tagline
# of followers
# of likes, comments, shares
# of mentions and tags
# of impressions on digital platforms
# attendees at sector specific events
# of website visits from companies in the priority sectors
# of marketing materials created and distributed
# of re-shares on social media
Recommendation
Share success stories, including case studies about partnerships and companies that incubated in the District
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
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 case studies created and distributed
# views, shares, and interactions
# of inquiries or business leads generated
# of lectures or conferences organized
# of attendees of the lectures or conferences
# of tours and events
# of inquiries or business leads generated as a result of attending the tours and events
# of companies participating in the program
Develop a matching program and system to connect companies with faculty with relevant expertise and experience
Develop IP within the community, encompassing research and innovations from academic institutions, government agencies, and other entities actively developing IP. The catalog will categorize and monitor available research, making it easier to identify opportunities for commercialization
# of successful matches resulting in collaboration on projects, funding applications
# of researchers and organizations captured in the catalog
# of visits to the catalog
Recommendation
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
Build an interactive online system of the existing assets in the region to support companies at different stages of growth
Develop programming related to innovation, commercialization, and productization to foster and mobilize new products and companies
# of visits to the research database
# partnerships formed
# of visits to the online system
# 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
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
# of start-ups participating in programs
Range of companies participating
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
Recommendation
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
# of programs developed
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
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
Create a central job repository for businesses in the District to post job opportunities
# of participants across priority sectors
# of companies sponsoring employees or partnering in program delivery
# of jobs added
# of opportunities offered
# of successful job placements resulting from the experiential learning opportunities
# of jobs added
# of businesses engaging with the job repository
# of successful job placements from the repository
Recommendation
Facilitate networking opportunities and events for young professionals
Implement a professional cohort program that forms cohorts of interns or professionals at the same career stage to foster relationships
Develop opportunities for employees to receive mentorship across career levels (e.g., early-career, managers)
Develop programming focused on attracting new employees to companies in the District
# of opportunities offered
# of attendees
# of new collaborations
# of participants
# of matches completed
# of participants
# of successful mentorship matches
# of programs developed
# of new employees attracted to the District through the programs
# of STEM related events conducted for K-12 students
Ensure a robust pipeline of future STEM workers through outreach and engagement with K-12 schools
# 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
Consider district expansion opportunities like leveraging the Potomac Science Center
Source: Stiletto Analysis
Plans created related to active and public transportation infrastructure, attainable housing, and lifestyle amenities
Explore feasibility of expanding the District
The following tables offer a high-level snapshot of comparative regions and organizations for George Mason University and for Manassas more generally. Each of the comparative locations was chosen based on the following criteria:
• The size (acres) of the innovation district
• The local industry strengths
• The existence of university partnerships or affiliations
• Programming and initiatives
• Lifestyle amenities
The matrices aim to provide an overall understanding of each comparative location’s strengths, gaps, and key information. The matrices highlight several key indicators for George Mason:
• University partnerships, branding, and amenities.
• Location within urban settings, suburban locations, and rural settings.
• Innovation as a leading means toward a selection of goals including increased economic development, partnership opportunities, and infrastructure development.
• Leveraging priority sectors (Life Sciences, Biotechnology, and Forensics; Aerospace and Defense; Cybersecurity and Data Infrastructure; and Semiconductors and Electronics) for strong growth.
• Strong stakeholder engagement and community buy-in to the innovation district’s success.
The Industry Matrix details George Mason’s positioning for a selection of key criteria including the size of each innovation district, postsecondary affiliation, partnerships, and key local industries. The matrix also outlines key information for each organization and their respective municipalities.
Figure 11: Industry comparative matrix, George Mason University and comparator institutions, 202440
• 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
Organization
• 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
• 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
• 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
Winston-Salem, NC
• 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
The Structure and Programming matrix highlights George Mason’s strengths in programming and ecosystem supports. Key categories for the matrix include an established branding plan, real estate strengths, wellness supports, and access to various streams of funding, office space, and lab space.
Figure 12: Structure and programming comparative matrix, George Mason University and comparator institutions, 202453
Source: Stiletto Analysis
The Lifestyle Matrix offers an overview of amenities for each comparator region. Key highlights for the matrix include housing units, unemployment rate, and commute time. The matrix also spotlights the strengths of each community as a hub for lifestyle benefits – the local arts and culture industry, tourism and access strengths, outdoor recreation opportunities, and the location’s historical significance within the U.S.
For lifestyle amenities:
• Green shading indicates substantive evidence
• Yellow shading indicates moderate evidence
• Orange shading indicates no evidence
Figure 13: Lifestyle comparative matrix, George Mason University and comparator institutions, 202454
Source: Stiletto Analysis
The purpose of this research was to conduct an environmental scan of the George Mason University SciTech Campus and geographic regions to identify regional strengths, gaps, and opportunities in key areas such as education, research, workforce, industry, and innovation. This comprehensive analysis informed the concept development for the proposed innovation district, ensuring alignment with the region’s potential as a growing center for innovation, research, education, and industry. The geographic scope of the study included:
City: Manassas
Campus Radius: Five-mile radius around 10900
University Blvd, the George Mason University Science and Technology Campus
County: Prince William County
MSA: Washington-Arlington-Alexandria, DC-VAMD-WV
State: Virginia
This scope ensured the study captured not only the local assets but assets in the greater region (MSA) and state, critical to positioning the proposed innovation district as a regional leader.
The research conducted was through a mixed-source approach, incorporating both quantitative and qualitative data to provide a holistic understanding of the regional landscape. Validation steps ensured data accuracy and consistency across research inputs.
• Publicly available datasets, including those from the Census Bureau, Bureau of Labor Statistics (BLS), and the National Science Foundation (NSF).
• Proprietary datasets from Lightcast, including economic, workforce, and industry-specific forecasts and projections.
• Regional data from educational institutions, research organizations, and local publications.
• Validation: Data was cross-referenced between publicly available government sources and proprietary tools to ensure consistency.
• Projections: Workforce and population forecasts used advanced economic modeling provided by Lightcast to anticipate future trends.
• Community Input: Stakeholder interviews and surveys were conducted to capture local insights and priorities.
Figure 14: Overview of primary data sources and details, Innovation District Concept Plan, 2024103
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.
City: Manassas
Campus Radius: 5-mile radius around 10900
University Blvd, the George Mason University Science and Technology Campus
County: Prince William County
MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV
State: Virginia
City: Manassas
2019-23 (historical)
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
County: Prince William County
MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV
State: Virginia
2023
Graduate / Student Completions
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.
City: Manassas
Campus Radius: 5-mile radius around 10900 University Blvd, the George Mason University Science and Technology Campus
County: Prince William County
MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV
State: Virginia
Institutions:
• George Mason University (Main campus)
• George Mason University (SciTech Campus) 2019-23 (historical) 2023-24
The Higher Education Research and Development (HERD) Survey
The Higher Education Research and Development (HERD) Survey is an annual survey conducted by the National Science Foundation (NSF) that collects data on research and development expenditures from U.S. higher education institutions. The survey provides comprehensive 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.
Institutions:
• George Mason University (Main campus)
• George Mason University (SciTech Campus) 2017-22 (historical)
Job Counts
The Quarterly Census of Employment and Wages (QCEW)
County Business Patterns (CBP)
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).
City: Manassas
Campus Radius: 5-mile radius around 10900
University Blvd, the George Mason University Science and Technology Campus
County: Prince William County
MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV
State: Virginia
2019-23 (historical)
2023-28 (projected)
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.
City: Manassas
Campus Radius: 5-mile radius around 10900
University Blvd, the George Mason University Science and Technology Campus
County: Prince William County
MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV
State: Virginia
2019-23 (historical)
2023-28 (projected)
Business Counts
County Business Patterns (CBP)
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).
City: Manassas
Campus Radius: 5-mile radius around 10900
University Blvd, the George Mason University Science and Technology Campus
County: Prince William County
MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV
State: Virginia
City: Manassas
Campus Radius: 5-mile radius around 10900
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).
University Blvd, the George Mason University Science and Technology Campus
County: Prince William County
MSA: Washington-ArlingtonAlexandria, DC-VA-MD-WV
State: Virginia 2023
The priority sector focus areas for the proposed Innovation District were identified through the research inputs featured in Figure 15 through in-depth data analysis. The process relied on understanding key factors that drive business success and economic development.
Key research inputs are visualized in Figure 15 and included:
• Education: Data on local graduates, workforce training programs, and talent pipelines highlighted where the region excels in preparing skilled workers.
• Workforce: Analysis of jobs, industries, and hiring trends showed where demand is growing and where there is potential to create new opportunities.
• Industry: Business data, including the number and size of companies, revealed strong existing sectors and emerging industry clusters.
• Research: Information on research centers, funding, and labs identified areas where the region is leading in innovation and technology.
• Ecosystem Support: Infrastructure, key players, and innovation networks helped map out how businesses and industries can collaborate and thrive.
Source: Stiletto Analysis
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.
Source: Stiletto Analysis
4. Potential sources of revenue for the District are estimated in Figure 17.
Figure 17: Potential revenue sources, Innovation District, USD, years 1-10106
Source: Stiletto Analysis
Figure 18 ranks management structure capacities on a five-point scale, in which five represents a strong and enabling capability to
move strategic activities ahead without significant barriers and one represents a weak and restrictive capability.
The analysis assumes the creation of a separate non-profit (such as a 501(c)(3)) that operates outside of / at arm’s length from government or higher education and is generally accountable to a Board of Directors (unless otherwise stated in the analysis).
The analysis also assumes ideal conditions where the operation and management of the non-profit is staffed by highly qualified professionals with established track records of securing funding, managing, and operating a non-profit.
A new organizational structure for the Innovation District has been proposed based on the governance analysis and findings from the financial model. This structure will support meeting the immediate needs for activating the District.
Figure 19: Proposed organizational structure for the Innovation District, 2024108
All hyperlinks have been verified as of the date of this report.
1 Stiletto Analysis, 2024
2 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
36
Stiletto Stakeholder Data, 2024
37 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
71 “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
97 “Economy at a Glance: Tucson, AZ,” U.S. Bureau of Labor Statistics, 2024, https://www.bls.gov/eag/eag.az_tucson_msa. htm
98 “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
The Innovation District planning study was funded by a $75,000 GO Virginia Region 7 Enhanced Capacity Building grant, which was awarded in May 2024. $75,000 in matching funds for the study were provided by Prince William County, City of Manassas, Employment Enterprises, Inc., Prince William Chamber of
Commerce, Micron, ATCC, MAG Building, LLC, and George Mason University. We are grateful for the financial contributions that funded this study and for the tremendous time our academic, government, and industry partners committed to contributing ideas and feedback, which shaped this study.