OCOG Implementation Tables



OCOG

Implementation Table

COMMUNITYWIDE PRIORITIES

Develop a globally renowned educational ecosystem.

Plan for and invest in intermodal transportation systems that anticipate the County’s long-term needs.

Build resources to support consistent, sophisticated international economic development marketing.

Become a vibrant entrepreneurial community.

Improve the availability of modern, high tech convention space.

Continue to improve Miami-Dade County’s Targeted Urban Areas (TUAs).

OCOG Recommendations Categories

A. EDUCATION AND WORKFORCE Page 1

B. PHYSICAL INFRASTRUCTURE Page 7

C. ENTREPRENEURSHIP AND INNOVATION Page 10

D. BUSINESS CLIMATE AND PUBLIC POLICY Page 12

E. ECONOMIC DEVELOPMENT MARKETING Page 15

F. TARGET INDUSTRIES Page 18

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| |A. UTILIZE EDUCATION AND WORKFORCE DEVELOPMENT RECOMMENDATIONS | |

| |Recommendations | | |

| |1. Business Leadership in Education | |

| |a) Education Committee comprised of Miami-Dade County | | |

| |business executives in target industries. | | |

| | | | |

| |-Committee will advocate for heightened involvement by the | | |

| |private sector in education. | | |

| |-Committee will represent the community's commitment to | | |

| |addressing the range of concerns across the talent pipeline| | |

| |and work directly with education institutions. | | |

| |b) Highlight and reward business engagement in education. | | |

| | | | |

| |-Recognition for firms that excel in building the workforce| | |

| |pipeline, high school engagement, internships and | | |

| |mentorships, scholarships for advanced specializations, | | |

| |speaking engagements at schools, and investing in the | | |

| |incumbent workforce. | | |

| |2. Economic Development | |

| |a) Form the OCOG Academic Leaders Council (ALC). | | |

| |-Comprised of Miami-Dade County Public Schools | | |

| |Superintendent and presidents of local higher education | | |

| |institutions. | | |

| |-Council will prioritize: Implementation (OCOG education and | | |

| |workforce curriculum development recommendations), Advocacy | | |

| |(State/Federal education policy, workforce investment, | | |

| |infrastructure issues, stable and sustainable funding), | | |

| |Fundraising (multi-institution research initiatives, joint | | |

| |academic programming, college/career readiness), and Economic | | |

| |Development (working with The Beacon Council in prospect | | |

| |interaction and responding to employers' talent needs). | | |

| |3. Digital Literacy | |

| |a) Ensure all Miami-Dade County Public Schools have high-speed| | |

| |Internet connections and current technologies. | | |

| |-Training students to use new technology. | | |

| |-Training teachers regarding new technology. | | |

| |4. Deepening the Impact of Career Academies | |

| |a) Continue to engage businesses in Miami-Dade County Public | | |

| |Schools career programs. | | |

| |-Business to Education committee can assist by reaching out to| | |

| |companies to serve on advisory committees, assisting with | | |

| |curriculum development, donating equipment and funding, | | |

| |serving as mentors, hosting internships, or advocating on | | |

| |behalf of the education system. | | |

| |b) Create high school – college hybrid programs in Miami-Dade | | |

| |County Career Academies. | | |

| |-Career Academies can expand their sector-specific learning | | |

| |programs beyond the high school level to further prepare | | |

| |students for target industry jobs with higher-level | | |

| |credentials. This will require new partnerships between the | | |

| |secondary system and institutions of higher education. | | |

| |5. Basic Work Skills Development | |

| |a) Prioritize the enhancement of basic skills training. | | |

| |-Promote current training and curriculum within basic skills | | |

| |areas to students and residents; Enhance existing training | | |

| |programs to emphasize business applications of workforce | | |

| |skills; Emphasize English speaking skills and multi-language | | |

| |capabilities; Promote the learning of formal written and | | |

| |foreign language skills for business purposes. | | |

| |6. Career Pathing | |

| |a) Build career awareness portals for each target industry. | | |

| |-Online website that clearly describes the target industries | | |

| |and the occupations and skills required by each. Will include | | |

| |representative Miami-Dade County companies, salary ranges, | | |

| |employment outlooks, and job postings. | | |

| |b) Update and enhance easy access to information on career | | |

| |programs available at the secondary level. | | |

| |-Review Miami-Dade County Public Schools available online | | |

| |sources of information. Identify conflicting information and | | |

| |inconsistencies. Update District and school-level websites | | |

| |accordingly. | | |

| |c) Utilize South Florida Workforce Career Centers to | | |

| |distribute target industry information. | | |

| |d) Ensure the South Florida Workforce Board has funding to | | |

| |increase programming and continue serving the region. | | |

| |-Advocate for increased funding (The Workforce Investment Act | | |

| |(WIA) is the primary source of funding for job training and | | |

| |labor exchange services. SF Workforce administers this | | |

| |funding, which includes ten one-stop career centers, and 45 | | |

| |education and training providers.) | | |

| |7. Informal, Experiential, and Non-Credited Learning | |

| |a) Expand Prior Learning Policies in disciplines related to | | |

| |the target industries. | | |

| |-Currently, many colleges' emphasis on credit for Prior | | |

| |Learning is concentrated among the private schools. By | | |

| |expanding promotion and use of Prior Learning Assessment at | | |

| |the larger institutions, the County will be better able to | | |

| |maximize its human capital. | | |

| |b) Map industry crosswalks. | | |

| |-Develop new ways of building on workers' existing skills and | | |

| |experience to facilitate career transition from stagnant or | | |

| |declining industries and occupations into growth areas. | | |

| |8. Talent Retention | |

| |a) Create a Miami-Dade County | | |

| |Virtual Alumni Club. | | |

| |-Using traditional and social media, the County and its target| | |

| |industries can communicate directly with those who are likely | | |

| |to have an interest in returning to the area. | | |

| |b) Link college students to civic and business activities. | | |

| |-By organizing efforts to deliberately link college students | | |

| |to civic and business activities, those students will be more | | |

| |likely to invest, work, and grow in the County. | | |

| |9. Basic Skills | |

| |a) Engage target industry representatives in mapping “on- | | |

| |ramps” to careers in their industries for adult workers. | | |

| |-Adult General Education (AGE) and Technical programming at | | |

| |Miami-Dade County Public Schools and Miami Dade College | | |

| |addresses basic skills in the context of target industries. | | |

| |OCOG leadership should help engage | | |

| |industry representatives to support the AGE effort through | | |

| |mapping on-ramps to careers in those industries. | | |

| |b) Develop a Center for Global Learning in Miami-Dade County. | | |

| |-A combined institution will draw focus to the County as a | | |

| |place for international studies, international business, and | | |

| |ensure firms of a continual flow of capable workers. | | |

| |10. Target Industry Alignment | |

| |a) Expand capacity and create new programming in target | | |

| |industry disciplines throughout education and training | | |

| |institutions. | | |

| |-Encourage education institutions to add training programs in | | |

| |those | | |

| |sectors that are underserved, such as life sciences, aviation | | |

| |and trade & logistics. | | |

| |B. PHYSICAL INFRASTRUCTURE RECOMMENDATIONS | |

| |Recommendations | | |

| |1. Coordinated Countywide Land Use | |

| |a) Utilize land use strategy to consider target industry | | |

| |needs. | | |

| |2. Urban Infrastructure Improvements | |

| |a) Implement The Beacon Council’s proposed Urban Initiatives | | |

| |Economic Development Plan priorities. | | |

| |-Advocate for the Florida enactment of new Enterprise Zone | | |

| |legislation, increasing resources to promote development | | |

| |opportunities in TUAs, evaluating and modifying zoning, etc. | | |

| |3. Anticipating Long-Term Transportation Needs | |

| |a) Improve intermodal capacity and connectivity. | | |

| |-Envision a 50-yr model for transportation infrastructure that| | |

| |interfaces with projected economic development prioritization.| | |

| |Ensure plans for development are coordinated among the various| | |

| |modes. Miami-Dade County Metropolitan Planning Organization | | |

| |(MPO) should serve this role and should add participation from| | |

| |the economic development organization. | | |

| |b) Increase the availability of distribution facility space. | | |

| |-Upgrade or redevelop older inventory; invest in larger, | | |

| |state-of-the- art facilities that have intermodal capacity; | | |

| |locate distribution and light assembly hubs in areas of the | | |

| |County with less traffic congestion to avoid creating even | | |

| |heavier traffic | | |

| |downtown. | | |

| |c) Continue investing in PORTMiami infrastructure to further | | |

| |increase competitiveness for post Panamax traffic. | | |

| |-Strategic planning to accommodate the growth associated with | | |

| |PortMiami is necessary for the region to maintain a | | |

| |competitive advantage and secure | | |

| |its place as a global trading center after 2014. | | |

| |d) Engage in a campaign aimed at improving external | | |

| |perceptions of PORTMiami and inform the world of recent | | |

| |improvements. | | |

| |-The improvements to PortMiami have been incredible, but | | |

| |external perceptions can still be improved. | | |

| |- Work in partnership with The Beacon Council and the Greater | | |

| |Miami Convention and Visitors Bureau. | | |

| |e) Increase funding for regional transportation improvements | | |

| |(e.g. a “bay link” from Miami to | | |

| |Miami Beach) | | |

| |-Support State Legislature initiatives | | |

| |to ensure that resources are available for infrastructure | | |

| |projects. | | |

| |4. Continued Enhancements to Air Service Capacity and Quality | |

| |a) Add non-stop flights to major international cities. | | |

| |-Continue to focus on developing ties to Asia (as well as | | |

| |other regions) for both passenger and cargo service. Market | | |

| |the County as a hub that connects Asia to the rest of the | | |

| |Americas. | | |

| |b) Engage in a campaign aimed at improving external | | |

| |perceptions of Miami International Airport (MIA) and inform | | |

| |the world of recent improvements. | | |

| |-The improvements to MIA have been substantial, but external | | |

| |perceptions can still be improved. | | |

| |- Work in partnership with The Beacon Council and Greater | | |

| |Miami Convention and Visitors Bureau. | | |

| |c) Maximize capacity of Miami International Airport (MIA) and | | |

| |other general aviation airports in Miami-Dade County. | | |

| |-Support the continued expansion of MIA and expand staff | | |

| |resources accordingly; Complete the Miami Intermodal Center | | |

| |(MIC) at MIA and the viaduct to connect MIA with an inland | | |

| |port. In addition, the County has several general aviation | | |

| |airports with potential cargo capacities that need to be | | |

| |utilized, including Opa-locka and Tamiami. | | |

| |C. ENTREPRENEURSHIP AND INNOVATION RECOMMENDATIONS | |

| |Recommendations | | |

| |1. Enhance Miami-Dade County's Entrepreneurship Support Infrastructure | |

| |a) Establish Miami-Dade County as a preferred location for | | |

| |international entrepreneurs seeking a foothold in the US and | | |

| |Americas; | | |

| |Provide easier access to loans for international entrepreneurs| | |

| |so they can tap into local resources. | | |

| |- Utilize Homegrown Entrepreneurship Council model. | | |

| |b) Create an Entrepreneurship Council to advise The Beacon | | |

| |Council and other organizations on steps to improve the local | | |

| |climate for growing small businesses. | | |

| |c) Create an Entrepreneurship Center for the Americas to serve| | |

| |as an incubator for international entrepreneurs seeking a | | |

| |foothold in the US market. | | |

| |d) Increase the availability and capacity of programs that | | |

| |educate and network entrepreneurs. | | |

| |-Integrating entrepreneurship curricula at all education | | |

| |levels; Mentoring startups and small businesses; Creating a | | |

| |marketing platform that informs entrepreneurs about available | | |

| |resources; Rewarding and recognizing successful entrepreneurs.| | |

| |- Put the resources together from all education partners. | | |

| |e) Ensure that Miami-Dade County has physical spaces dedicated| | |

| |to start up firms. | | |

| |-In addition to the Entrepreneurship Center of the Americas | | |

| |(mentioned previously), further invest in and expand | | |

| |incubators across the County that are focused on nurturing the| | |

| |County's target industries. | | |

| | | | |

| | | | |

| |D. BUSINESS CLIMATE AND PUBLIC POLICY RECOMMENDATIONS | |

| |Recommendations | | |

| |1. Streamlined Government | |

| |Processes | |

| |a) Continue to improve the | | |

| |County’s processing of comprehensive plan amendments, zoning | | |

| |applications and permits. | | |

| |-This is the number one priority for enhancing Miami-Dade | | |

| |County's business climate. In the past, the permitting process| | |

| |was bureaucratic and time consuming. It has been streamlined | | |

| |to eliminate redundancies. It is anticipated that this new | | |

| |process will embrace the fast pace of business. | | |

| |- Address any issues of redundancy (for example, asbestos | | |

| |removal) | | |

| |2. Increased Incentives for Target | |

| |Industry Projects | |

| |a) Advocate for more competitive, targeted Miami- Dade County | | |

| |incentives. | | |

| |-Initiatives could include: Creating a local closing fund for | | |

| |economic development to entice major target industry projects;| | |

| |Considering lowering minimum capital investment to qualify for| | |

| |a County Targeted Jobs Incentive Fund (TJIF) incentive; | | |

| |Utilizing The Beacon Council's project tracking systems to | | |

| |report on performance measurements developed to monitor | | |

| |success of targeted incentives. | | |

| |b) Advocate for more competitive State economic dev. | | |

| |incentives. | | |

| |-Utilize findings from Enterprise Florida 2012 Target Industry| | |

| |Competitiveness Study to advocate for increased incentives. | | |

| |-The Beacon Council has led the initiative and drafted | | |

| |legislation to improve the current State Enterprise Zone | | |

| |model. Continue to work with Enterprise Florida and Florida | | |

| |economic developers to advocate legislative approval. | | |

| |3. Elevated Competitiveness as a Hub for Global Trade | |

| |a) Support the approval and the implementation of an expanded | | |

| |Miami-Dade County Foreign Trade Zone. | | |

| |-Target business in target industries, both domestic and | | |

| |international, that would be economically advantaged utilizing| | |

| |Foreign Trade Zone benefits. | | |

| |b) Advocate for the expansion of the Visa Waiver Program (VWP)| | |

| |to countries in this hemisphere. | | |

| |-Continue to advocate for VWP, especially with Brazil. | | |

| |c) Create an Entrepreneurship | | |

| |Center for the Americas. | | |

| |-The Center will serve as an incubator for international | | |

| |entrepreneurs | | |

| |seeking a foothold in the US market. | | |

| |d) Establish Free Trade Agreements with additional countries. | | |

| | | | |

| |-Encourage the Federal government to establish Free Trade | | |

| |Agreements with other countries. | | |

| |4. Expanding Miami-Dade County's Existing Employers | |

| |a) Further expand The Beacon Council’s Local Business Local | | |

| |Jobs program for retention and expansion. | | |

| |-Prioritize visitation to target industry companies in the | | |

| |County; Continue the County Mayor's and County Commission | | |

| |Visitation Program focused on new target industries; Ensure | | |

| |existing employers know about the ability to access the same | | |

| |incentives opportunities offered to newly recruited | | |

| |businesses; Utilize and engage target industry leaders of | | |

| |County businesses in the new OCOG Target Industry Committees. | | |

| |E. ECONOMIC DEVELOPMENT MARKETING RECOMMENDATIONS | |

| |Recommendations | | |

| |1. Miami-Dade County's Business Brand is as Strong as its Tourism Brand. | |

| |a) Educate Miami-Dade County’s leaders and residents about One| | |

| |Community One Goal’s importance to the future of the | | |

| |community. | | |

| | | | |

| |-Energizing and updating the local community, increasing | | |

| |awareness of OCOG, and reaching out to as many community | | |

| |groups as possible; Clarifying roles and responsibilities of | | |

| |the various involved organizations; Tracking metrics annually;| | |

| |Working with local media to showcase OCOG. | | |

| |b) Further establish The Beacon Council’s brand as Miami-Dade | | |

| |County’s official economic development organization. | | |

| | | | |

| |-Enhance The Beacon Council's visibility in the community; | | |

| |Create more awareness of The Beacon Council's services. | | |

| |2. Global Marketing and Public Relations Build Miami-Dade County's Brand as a Top Destination for | |

| |Business | |

| |a) Generate national and worldwide publicity related to | | |

| |Miami-Dade County economic development. | | |

| | | | |

| |-Create new PR campaign for economic development targeting | | |

| |global media and target industry trade | | |

| |b) Continue to build relationships with site consultants and | | |

| |executives in Miami-Dade County’s target industries and host | | |

| |Consultants Showcase. -Host site location consultant event in | | |

| |Miami; Continue attendance of CoreNet and add new trade shows | | |

| |such as Site Selectors Guild and the publications. | | |

| |c) Launch One Community One Goal $15 million Five Year Future | | |

| |Fund dedicated exclusively to a global economic development | | |

| |marketing campaign. | | |

| | | | |

| |-Developing target industry marketing tracks (strategy and | | |

| |tools) within The Beacon Council’s overall ED marketing | | |

| |campaign | | |

| |-Retaining a world-class Public Relations agency | | |

| |-Conducting marketing missions to target geographies across | | |

| |the globe | | |

| |-Traveling to and establishing a visible presence at target | | |

| |industry events | | |

| |-Marketing Miami-Dade County ED at target industry events | | |

| |hosted in the County | | |

| |-Participating in select Enterprise Florida marketing | | |

| |activities | | |

| |-Maintaining a creative, current, and highly active online | | |

| |marketing campaign, including a current website, social media | | |

| |marketing, online advertisements, and microsites as needed | | |

| |-Investing in Contact and Customer | | |

| |Relationship Management Software | | |

| |-Maintaining up-to-date research, target industry business | | |

| |databases, and capabilities | | |

| |-Support for implementation of workforce development, | | |

| |education, infrastructure, business climate, entrepreneurship,| | |

| |and target industry recommendations | | |

| |d) Target Industry Marketing and tracking | | |

| | | | |

| |-Develop a business recruitment and expansion marketing plan | | |

| |for each Target Industry which will include dedicated space on| | |

| |The Beacon Council's website, industry specific marketing | | |

| |videos, public relations plan with industry related media | | |

| |contact lists, economic development | | |

| |missions to target industry geographies, participation and | | |

| |sponsored events at industry trade shows and local FAM tours | | |

| |and recruitment | | |

| |events. Track communitywide job creation and new local and | | |

| |expansion projects, prospects and marketing leads by each | | |

| |Target Industry | | |

| |utilizing The Beacon Council's performance metrics systems. | | |

| |3. OCOG has the Proper Implementation Tools for Success | |

| |a) Expand and promote communications about OCOG implementation| | |

| |and add Target Industry updates on The Beacon Council website.| | |

| |b) Develop system for recognizing and celebrating success of | | |

| |an individual or organization that is making progress with | | |

| |OCOG implementation. | | |

| |d) Expand Beacon Council's Beacon Awards to honor OCOG Target | | |

| |Industry business and education partners and promote OCOG | | |

| |successes. | | |

| |e) Submit OCOG Plan and program for national awards and in | | |

| |presentations for Best Practices. | | |

| |F. TARGET INDUSTRY RECOMMENDATIONS | |

| |Develop a business recruitment and expansion marketing plan for each Target Industry which will include dedicated space on The Beacon Council’s website, industry |

| |specific marketing videos, public relations plan with industry related media contact lists, economic development missions to target industry geographies, participation|

| |and sponsored events at industry trade shows and local FAM tours and recruitment events. Track communitywide job creation and new local and expansion projects, |

| |prospects and marketing leads by each Target Industry utilizing The Beacon Council’s performance metrics systems. |

| |Recommendations | | |

| |1. Aviation | |

| |a) Ensure that Miami-Dade County has a sufficient base of | | |

| |aviation skills to serve current and future employers. | | |

| | | | |

| |-Promote and expand current aviation vocational education | | |

| |programs such as George T. Baker School of Aviation; Expand | | |

| |programming and aviation-related education beyond the | | |

| |Associate level; Specify niche targets to guide educational | | |

| |emphasis and | | |

| |new program development; Develop a composites simulation | | |

| |laboratory at Miami Dade College. | | |

| |b) Maintain Miami-Dade County infrastructure to encourage | | |

| |growth of Aviation firms. | | |

| | | | |

| |-Continue to invest and improve airports in County, and | | |

| |continue to prepare industrial sites adjacent to airports in | | |

| |County (especially general aviation airports); Promote | | |

| |Homestead as an additional aviation center for all aviation | | |

| |niche sectors - continue to pursue the opportunity to convert | | |

| |Homestead into a dual-use airport. | | |

| |c) Promote Miami-Dade County as a global hub for the aviation | | |

| |industry. | | |

| |2. Creative Design | |

| |a) Generate a highly networked creative design workforce that | | |

| |draws other creative design professionals to Miami-Dade | | |

| |County. | | |

| | | | |

| |-Collaborate with local arts organizations and venues to | | |

| |market and expand Creative Design industry; Expand and improve| | |

| |opportunities for design students to increase | | |

| |knowledge of business skills; Increase availability of degree | | |

| |programs; Provide cross training between Engineering and | | |

| |Design programs. | | |

| |b) Organize Miami-Dade County’s Creative Design initiative. | | |

| | | | |

| |-Create a formal creative design network led by one | | |

| |organization consisting of business leaders from across all | | |

| |niche sectors; Develop programs capitalizing on strengths in | | |

| |business consulting and philanthropy; Create a brand identity | | |

| |for Creative Design and strengthen locally. | | |

| |c) Significantly improve entrepreneurial infrastructure across| | |

| |the County for creative enterprises. | | |

| |-Establish additional creative co- working spaces in the | | |

| |County; Expand and market the Design District and other | | |

| |Creative Design areas; Develop permanent production houses and| | |

| |locations in the County. | | |

| |d) Promote Miami-Dade County as an international location for | | |

| |creative design firms and entertainment productions. | | |

| |3. Hospitality & Tourism | |

| |a) Build greater capacity to host high-end target industry | | |

| |conferences. | | |

| | | | |

| |-Upgrading the Miami Beach Convention Center is critical to | | |

| |make it more competitive with other destinations; Continue to | | |

| |invest in improvements at Miami International Airport, | | |

| |PortMiami, MetroRail and other major infrastructure efforts to| | |

| |ensure increased connectivity. | | |

| |b) Connect hospitality career pathways with other target | | |

| |industries. | | |

| | | | |

| |-Increase digital competency in hospitality education so that | | |

| |hospitality workers can transition into other target industry | | |

| |careers if needed; Enhance short-term training on software | | |

| |applications specific to hospitality and tourism. | | |

| |c) Closely align Miami-Dade County’s economic development and | | |

| |hospitality and tourism marketing efforts. | | |

| | | | |

| |-Focus the Greater Miami Convention and Visitors Bureau | | |

| |Meetings and Conventions marketing on recruiting target | | |

| |industry associations' meetings and conferences; Continue to | | |

| |support and expand the Miami - Where | | |

| |World's Meet marketing partnership to further showcase the | | |

| |County as a business location. | | |

| |4. Information Technology | |

| |a) Network IT professionals across the County. | | |

| | | | |

| |-Create a Software or IT Leadership | | |

| |Council; Engage local IT professionals in solving community | | |

| |problems; Convene dialogues with startups in the IT field. | | |

| |b) Expand IT infrastructure across the County. | | |

| | | | |

| |-Pursue Countywide broadband coverage; Promote a physical | | |

| |concentration of IT firms in the County. | | |

| |c) Increase financial resources for homegrown IT companies. | | |

| | | | |

| |-Explore creating a local seed capital fund; Convene | | |

| |discussions with local banks to find solutions for roadblocks | | |

| |that impact funding and speed entrepreneurial start-ups to | | |

| |market. | | |

| |d) Expand local IT educational offerings and retain graduates.| | |

| | | | |

| |-Increase digital competency in hospitality education so | | |

| |hospitality workers can transition into other target industry | | |

| |careers if needed; Involve local companies in mentoring area | | |

| |students seeking IT degrees and working with educators to | | |

| |enhance IT- related programs. | | |

| |e) Promote Miami-Dade County to information technology | | |

| |companies and talent across the globe. | | |

| |f) Work with local partners to bring new technology | | |

| |conferences to Miami-Dade | | |

| |County. | | |

| |5. International Banking & Finance | |

| |a) Improve the readiness of Miami-Dade County’s workforce for | | |

| |jobs in financial and international fields. | | |

| | | | |

| |-Expand international business education at the secondary | | |

| |level; Develop career ladder information and guidance for | | |

| |residents interested in pursuing careers in International | | |

| |Banking & Finance; Develop bridge programs for less advanced | | |

| |learners and employees to engage in more advanced learning in | | |

| |this field. | | |

| |b) Create a business environment conducive to expanding and | | |

| |recruiting international banking and finance firms. | | |

| | | | |

| |-Examine the County's current business climate for | | |

| |International Banking & Finance; Connect information | | |

| |technology professionals with finance professionals. | | |

| |c) Promote Miami-Dade County as an international hub for | | |

| |banking and finance. | | |

| |6. Life Sciences & Health Care | |

| |a) Build a workforce of life science and health care | | |

| |professionals. | | |

| | | | |

| |-Continue to increase programming in Life Sciences & Health | | |

| |Care; Collaborate with other South Florida training providers | | |

| |and educational institutions to provide a seamless pipeline of| | |

| |learning opportunities in this field; Partner with tourism | | |

| |leaders and health care providers to expand Health Tourism | | |

| |promotion. | | |

| |b) Create a highly innovative and entrepreneurial environment | | |

| |for life sciences and health care. | | |

| | | | |

| |-Act regionally. Continue participating in Life Sciences South| | |

| |Florida (LSSF); Ensure that intellectual property policies at | | |

| |Florida International University and University of Miami | | |

| |inspire researchers to seek commercial applications for their | | |

| |discoveries; Increase endowments at universities in the County| | |

| |to bring leading scientists and their research | | |

| |to the County. | | |

| |c) Increase financial resources for homegrown life sciences | | |

| |and health care companies. | | |

| | | | |

| |-Explore creating a local seed capital fund; Convene | | |

| |discussions with local banks to find solutions for roadblocks | | |

| |that impact funding and speed entrepreneurial start-ups to | | |

| |market. | | |

| |d) Promote Miami-Dade County to life sciences and health care | | |

| |companies. | | |

| |7. Trade & Logistics | |

| |a) Foster a strong logistics workforce. | | |

| | | | |

| |-Continue to increase educational programming in Trade & | | |

| |Logistics; Further emphasize logistics at the secondary level.| | |

| |b) Improve intermodal capacity and connectivity. | | |

| | | | |

| |-Envision a 50-yr model for transportation infrastructure that| | |

| |interfaces with projected economic development prioritization,| | |

| |from both a resident and a trade and logistics point of view. | | |

| |Ensure plans for development are coordinated among the various| | |

| |modes. Miami-Dade County Metropolitan Planning | | |

| |Organization (MPO) should serve this role and should continue | | |

| |outreach to receive input from the economic development | | |

| |perspective. | | |

| |c) Increase the availability of distribution facility space. | | |

| | | | |

| |-Upgrade or redevelop older inventory; invest in larger, | | |

| |state-of- the-art facilities that have intermodal capacity; | | |

| |locate distribution and light assembly hubs in areas of the | | |

| |County with less traffic congestion to avoid creating even | | |

| |heavier traffic downtown. | | |

| |d) Continue investing in PORTMiami infrastructure to further | | |

| |increase competitiveness for post Panamax traffic. | | |

| |-Strategic planning to accommodate the growth associated with | | |

| |PortMiami is necessary for the region to maintain a | | |

| |competitive advantage and secure | | |

| |its place as a global trading center after 2014. | | |

| |e) Continue to work with South Florida seaports and airports | | |

| |to expand geographic coverage. | | |

| | | | |

| |-Promote airport and seaport connections among all South | | |

| |Florida airports and seaports. Identify gaps in coverage and | | |

| |develop a joint approach to filling those gaps. | | |

| |f) Increase funding for regional transportation improvements. | | |

| | | | |

| |-Support State Legislature incentives to ensure resources are | | |

| |available for infrastructure projects. | | |

| |g) Create a business climate that continues to encourage the | | |

| |growth of logistics companies. | | |

| | | | |

| |-Advocate for the expansion of the Visa Waiver Program (VWP) | | |

| |to countries in this hemisphere; Examine ways to make import | | |

| |duties more competitive; Support the Florida Legislature's | | |

| |initiatives related to this area. | | |

| |h) Promote and expand logistics companies in Miami-Dade | | |

| |County. | | |

| |GOVERNANCE AND LEADERSHIP RECOMMENDATIONS | |

| |Recommendations | | |

| |A. Governance | |

| |1) Establish a One Community One Goal Coordinating Council. | | |

| | | | |

| |-Council will include all organizations charged with the | | |

| |implementation of OCOG recommendations. The Council's members | | |

| |will be from the OCOG Steering Committee. The Council will be | | |

| |charged with the responsibility to direct and assist the | | |

| |implementation of the OCOG Strategic Plan. | | |

| |2) Form an Academic Leaders Council comprised of the Miami | | |

| |Dade Public Schools Superintendent and the presidents of the | | |

| |County’s colleges and universities. | | |

| | | | |

| |-Council will help with: Implementation (OCOG education and | | |

| |workforce development recommendations), Advocacy | | |

| |(State/Federal education policy, workforce investment, | | |

| |infrastructure issues, stable and sustainable funding), | | |

| |Fundraising (multi-institution research initiatives, joint | | |

| |academic programming, college/career readiness), and Economic | | |

| |Development (working with The Beacon Council in prospect | | |

| |interaction and responding to employers' talent needs). | | |

| |B. Advisory Committees | |

| |1) Education Committees comprised of Miami- Dade County | | |

| |business executives. | | |

| | | | |

| |-Committee will advocate for heightened involvement by the | | |

| |private sector in education. | | |

| |-Committee will represent the community's commitment to | | |

| |addressing the range of concerns across the talent pipeline. | | |

| |-Utilize existing community committee. | | |

| |2) Revise and/or create Target Industry Committees | | |

| |Aviation | | |

| |Creative Design | | |

| |Hospitality & Tourism | | |

| |Information Technology | | |

| |International Banking & Finance | | |

| |Life Sciences & Health Care | | |

| |Trade & Logistics | | |

| |3) Create Entrepreneurship Council or collaboration model | | |

| | | | |

| |-Council will track community resources, inventory current | | |

| |programs and advise on future requirements and support needed | | |

| |to promote entrepreneurship in Miami-Dade County. | | |

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