patrickbdevaney/mia9 · Datasets at Hugging Face

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regulations, expedited permitting, low tax rates, and access to capital
and business assistance are components of creating a friendly business
climate that encourages and support entrepreneurs.
Civic and Governance Pillar – Creating orderly, ethical, and reliable
civic and governance structures are key to a prosperous society and
economic growth.
17 \| Page
Quality of Life & Quality of Place Pillar – The region’s unique natural
resources make it a great place to live, learn, work, and play but this is
not enough for future economic prosperity. The region must continue
to plan for a future that encourages and creates opportunities for
prosperity, healthcare, housing and livability, economic opportunity
and prosperity, families and children, safety and security, retirement
and lifelong engagement, and sense of place and community. These
opportunities are essential to creating and maintaining a quality and
competitive metropolitan area. Maintaining affordable housing and
smart land use planning in Florida’s communities is essential in
fostering thriving families and neighborhoods. As a primary building
block of prosperity, these factors impact the entire population from
very low-income, low-income, and middle-class residents to uppermiddle class and wealthy individuals and families, especially during
times of unemployment to economic downturn.
Florida Chamber Foundation Miami Metro Skills Report
In June 2021, the Florida Chamber Foundation released its Florida
Workforce Needs Study (2021)9 and accompanying Miami Metro Skills
Report10 which analyzes the Miami-Fort Lauderdale-Pompano Beach
MSA. In the Miami Metro Skills Report the Foundation identifies and
evaluates workforce skill gaps and opportunities that exist in the
Miami Metro.
Researchers divided the workforce into “Career Areas” which groups
workers by similarity of skills instead of industries. All career areas
were then evaluated and compared to display the gap between
workforce supply, employer demand, and deficiencies in skills training
and core competencies in jobs were advertised wages exceed state
averages. The criteria used to identify the target career areas include:
• High-volume shortages of in-demand competencies and skills
observed in the career area.
• Advertised wage rates significantly exceeding state averages.
• Very strong historical job growth and expectation for continued
growth as evidenced by high demand relative to supply.
• A wide array of career entry and growth opportunities
supporting workforce transitions, training, and
upskilling/reskilling initiatives.
Their research found that 433,313 net new jobs need to be created by
2030 to meet demand in four Career Areas identified as careers where
the demand for workers is greater than the supply. These are 1)
Education / Curation / Library Services; 2) Business / Finance; 3)
Healthcare; and 4) IT / Math. This information is provided courtesy of
the Florida Chamber Foundation.
Workforce Development
The core of workforce development is the provision of high quality and
targeted training for the workforce to match current and future business
needs. A successful strategy to build a competitive labor force requires
a comprehensive approach. The concept of workforce development is no
longer confined to diverse training programs or employment
opportunities. The ability of a region to offer connected, wellmaintained, and convenient transportation and transit systems to
enhance mobility; diverse and affordable housing; quality affordable
child-care; quality educational opportunities; and other amenities are an
important part of a successful and sustainable workforce development
strategy.
18 \| Page
Courtesy of the Florida Chamber Foundation, June 2021
19 \| Page
VISION STATEMENT
The SFRPC Comprehensive Development Strategy (CEDS) will inspire
and guide the region, its leaders, and the SFRPC Economic
Development District in creating a dynamic region that measures
economic resilience broadly to include, but not limited to, expanding
access to opportunity by all residents especially those in low-income
communities; business retention, attraction, and entrepreneurial
support; workforce development; mobility, access, and transit-oriented
development (TOD); clean environment and resilient infrastructure;
and regional collaboration. This strategy focuses on economic
resiliency and recovery while building regional capacity; creating a
stable and diversified economy; and improvements to the overall living
environment for our citizens to create a more resilient, vibrant,
equitable, and prosperous region.
IMPLEMENTATION ACTION PLAN
The South Florida CEDS provides a strategy for resilient regional
development aligning with other county, municipal, and state strategic
plans. Based upon their experience and analysis, the CEDS Strategy
Committee Members and Work Group Members developed robust,
detailed implementation action strategies that will address four
priority goals during the next five years. This is a plan for region-wide
collaboration, pulling together the Region’s diverse strengths and
united energy to build upon South Florida’s strengths and
opportunities and address weaknesses and threats to South Florida’s
future.
This implementation plan will be utilized to help guide the selection of
future economic development projects and investments as they are
created to address critical barriers to regional economic prosperity.
Each goal and objective are associated with tactics and specific actions
to provide accountability and performance measurements.
CEDS STRATEGY COMMITTEE AND
WORK GROUPS
The engagement of regional stakeholders played an integral role in the
CEDS process. Council staff developed the foundation for the 2022-
2027 CEDS update by comparing the approaches of other RPCs and
considering local economic development priorities to assemble a
highly qualified CEDS Steering Committee composed the region’s top
public, private, and non-profit leaders.

regulations, expedited permitting, low tax rates, and access to capital

and business assistance are components of creating a friendly business

climate that encourages and support entrepreneurs.

Civic and Governance Pillar – Creating orderly, ethical, and reliable

civic and governance structures are key to a prosperous society and

economic growth.

17 | Page

Quality of Life & Quality of Place Pillar – The region’s unique natural

resources make it a great place to live, learn, work, and play but this is

not enough for future economic prosperity. The region must continue

to plan for a future that encourages and creates opportunities for

prosperity, healthcare, housing and livability, economic opportunity

and prosperity, families and children, safety and security, retirement

and lifelong engagement, and sense of place and community. These

opportunities are essential to creating and maintaining a quality and

competitive metropolitan area. Maintaining affordable housing and

smart land use planning in Florida’s communities is essential in

fostering thriving families and neighborhoods. As a primary building

block of prosperity, these factors impact the entire population from

very low-income, low-income, and middle-class residents to uppermiddle class and wealthy individuals and families, especially during

times of unemployment to economic downturn.

Florida Chamber Foundation Miami Metro Skills Report

In June 2021, the Florida Chamber Foundation released its Florida

Workforce Needs Study (2021)9 and accompanying Miami Metro Skills

Report10 which analyzes the Miami-Fort Lauderdale-Pompano Beach

MSA. In the Miami Metro Skills Report the Foundation identifies and

evaluates workforce skill gaps and opportunities that exist in the

Miami Metro.

Researchers divided the workforce into “Career Areas” which groups

workers by similarity of skills instead of industries. All career areas

were then evaluated and compared to display the gap between

workforce supply, employer demand, and deficiencies in skills training

and core competencies in jobs were advertised wages exceed state

averages. The criteria used to identify the target career areas include:

• High-volume shortages of in-demand competencies and skills

observed in the career area.

• Advertised wage rates significantly exceeding state averages.

• Very strong historical job growth and expectation for continued

growth as evidenced by high demand relative to supply.

• A wide array of career entry and growth opportunities

supporting workforce transitions, training, and

upskilling/reskilling initiatives.

Their research found that 433,313 net new jobs need to be created by

2030 to meet demand in four Career Areas identified as careers where

the demand for workers is greater than the supply. These are 1)

Education / Curation / Library Services; 2) Business / Finance; 3)

Healthcare; and 4) IT / Math. This information is provided courtesy of

the Florida Chamber Foundation.

Workforce Development

The core of workforce development is the provision of high quality and

targeted training for the workforce to match current and future business

needs. A successful strategy to build a competitive labor force requires

a comprehensive approach. The concept of workforce development is no

longer confined to diverse training programs or employment

opportunities. The ability of a region to offer connected, wellmaintained, and convenient transportation and transit systems to

enhance mobility; diverse and affordable housing; quality affordable

child-care; quality educational opportunities; and other amenities are an

important part of a successful and sustainable workforce development

strategy.

18 | Page

Courtesy of the Florida Chamber Foundation, June 2021

19 | Page

VISION STATEMENT

The SFRPC Comprehensive Development Strategy (CEDS) will inspire

and guide the region, its leaders, and the SFRPC Economic

Development District in creating a dynamic region that measures

economic resilience broadly to include, but not limited to, expanding

access to opportunity by all residents especially those in low-income

communities; business retention, attraction, and entrepreneurial

support; workforce development; mobility, access, and transit-oriented

development (TOD); clean environment and resilient infrastructure;

and regional collaboration. This strategy focuses on economic

resiliency and recovery while building regional capacity; creating a

stable and diversified economy; and improvements to the overall living

environment for our citizens to create a more resilient, vibrant,

equitable, and prosperous region.

IMPLEMENTATION ACTION PLAN

The South Florida CEDS provides a strategy for resilient regional

development aligning with other county, municipal, and state strategic

plans. Based upon their experience and analysis, the CEDS Strategy

Committee Members and Work Group Members developed robust,

detailed implementation action strategies that will address four

priority goals during the next five years. This is a plan for region-wide

collaboration, pulling together the Region’s diverse strengths and

united energy to build upon South Florida’s strengths and

opportunities and address weaknesses and threats to South Florida’s

future.

This implementation plan will be utilized to help guide the selection of

future economic development projects and investments as they are

created to address critical barriers to regional economic prosperity.

Each goal and objective are associated with tactics and specific actions

to provide accountability and performance measurements.

CEDS STRATEGY COMMITTEE AND

WORK GROUPS

The engagement of regional stakeholders played an integral role in the

CEDS process. Council staff developed the foundation for the 2022-

2027 CEDS update by comparing the approaches of other RPCs and

considering local economic development priorities to assemble a

highly qualified CEDS Steering Committee composed the region’s top

public, private, and non-profit leaders.