patrickbdevaney/mia9 · Datasets at Hugging Face

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The CEDS Strategy Committee developed the plan’s vision statement
and strategies and identified potential implementation partners that
will assist in the accomplishment of regional goals. Four subject matter
expert Work Groups were created to address challenges and
opportunities for economic diversification and develop strategies for
training and shifting displaced tourism / leisure and hospitality
workers into existing and emerging, higher wage industry clusters.
These Work Groups tackled 1) Economic Diversification; 2) Business
Attraction and Workforce Development; 3) Mobility and Access; and
4) Environment and Resilient Infrastructure.
Each Work Group conveyed their category’s highest priority issues and
strategies, identified priority projects, identified resource gaps, and
VISION STATEMENT
Increase regional prosperity by building economic resilience,
fostering equitable job creation, increasing local collaboration, and
building a more diversified economy and a connected
environmentally sustainable vibrant region.
20 \| Page
collaborated with their staff to return to the SFRPC a list of projects,
challenges, and outcomes for success. The CEDS Committee and Work
Group recommendations and action steps follow below. On the
following pages please find the “Priority Goals for the South Florida
Region” as identified by the Committee and Work Group members.
21 \| Page
1.1. Maintain a Competitive Edge
a. Support business incentives and programs to
advance traditional and emerging industries,
create local jobs, and increase competitiveness in
a global marketplace.
b. Routinely review and update current and nascent
cluster analyses to identify workforce needs.
c. Support high quality early childhood education
(including family support services) and life skills
trainings.
d. Recruit top-notch faculty to higher education
institutions and market the region to relocating
firms.
e. Enhance and support the regional airports and
seaports.
1.2. Boost Entrepreneurial Development
a. Invest in small business and scalable startup
training incubators and accelerators.
b. Integrate entrepreneurship into the K-12
curriculum at a young age to encourage
entrepreneurship and development of an
innovation mindset over time.
c. Support existing entrepreneurial programs
offered by academic institutions and other
partners.
d. Encourage new businesses, job creation, and
investment within low-income communities to
reverse negative trends, create equity,
opportunity, and a more positive future for
residents.
e. Educate the community about the importance of
attracting entrepreneurs and instilling an
entrepreneurial mindset.
PRIORITY GOAL 1: CULTIVATE A COMPETITIVE ECONOMY AND FOSTER ECONOMIC MOBILITY
f. Engage with the entrepreneurial population
directly to create business events to retain them
in the region.
g. Market and prepare missing entrepreneurial
resources including access to community-based
funding, angel investment, venture capital, and
ecosystems
h. Collaborate and educate local municipalities to
expedite new business permits
1.3. Invest in Workforce Development
Workforce development is a high economic development
priority in South Florida. As noted in the Florida Chamber
Foundation’s 2021 Florida’s Workforce Needs Study, a
skilled and competitive labor force is key to the prosperity
and sustainability of the economy.
If a region cannot offer a good quality of life for its
workforce, workers may choose to relocate, especially
those in high-skilled, high-demand fields. Likewise,
increasing postsecondary education attainment without
sufficiently increasing the jobs that require advanced
talent simply furthers brain drain into regions and states
where college-level and higher-skilled jobs are available.
a. Support and invest in apprenticeship, internships,
youth employment, existing educational
credentials, micro credentials, and on-the-job
training programs to create high paying jobs and
address future building trade labor shortages.
b. Connect the region's labor force with the necessary
skills and trainings to create pathways for quality
career opportunities in targeted industries of the
region to fill in the workforce gap for high paying
jobs.
c. Connect existing workforce needs with upskilling
opportunities of underemployed workers.
d. Develop strategies to help close the gap between
the region's employer needs and education.
e. Create and build upon strategies that lead to a
more inclusive labor market that support the
growth of quality jobs.
f. Strengthen resources and partnerships that
support pathways to 21st century jobs.
g. Expand programs that build soft skills alongside

The CEDS Strategy Committee developed the plan’s vision statement

and strategies and identified potential implementation partners that

will assist in the accomplishment of regional goals. Four subject matter

expert Work Groups were created to address challenges and

opportunities for economic diversification and develop strategies for

training and shifting displaced tourism / leisure and hospitality

workers into existing and emerging, higher wage industry clusters.

These Work Groups tackled 1) Economic Diversification; 2) Business

Attraction and Workforce Development; 3) Mobility and Access; and

4) Environment and Resilient Infrastructure.

Each Work Group conveyed their category’s highest priority issues and

strategies, identified priority projects, identified resource gaps, and

VISION STATEMENT

Increase regional prosperity by building economic resilience,

fostering equitable job creation, increasing local collaboration, and

building a more diversified economy and a connected

environmentally sustainable vibrant region.

20 | Page

collaborated with their staff to return to the SFRPC a list of projects,

challenges, and outcomes for success. The CEDS Committee and Work

Group recommendations and action steps follow below. On the

following pages please find the “Priority Goals for the South Florida

Region” as identified by the Committee and Work Group members.

21 | Page

1.1. Maintain a Competitive Edge

a. Support business incentives and programs to

advance traditional and emerging industries,

create local jobs, and increase competitiveness in

a global marketplace.

b. Routinely review and update current and nascent

cluster analyses to identify workforce needs.

c. Support high quality early childhood education

(including family support services) and life skills

trainings.

d. Recruit top-notch faculty to higher education

institutions and market the region to relocating

firms.

e. Enhance and support the regional airports and

seaports.

1.2. Boost Entrepreneurial Development

a. Invest in small business and scalable startup

training incubators and accelerators.

b. Integrate entrepreneurship into the K-12

curriculum at a young age to encourage

entrepreneurship and development of an

innovation mindset over time.

c. Support existing entrepreneurial programs

offered by academic institutions and other

partners.

d. Encourage new businesses, job creation, and

investment within low-income communities to

reverse negative trends, create equity,

opportunity, and a more positive future for

residents.

e. Educate the community about the importance of

attracting entrepreneurs and instilling an

entrepreneurial mindset.

PRIORITY GOAL 1: CULTIVATE A COMPETITIVE ECONOMY AND FOSTER ECONOMIC MOBILITY

f. Engage with the entrepreneurial population

directly to create business events to retain them

in the region.

g. Market and prepare missing entrepreneurial

resources including access to community-based

funding, angel investment, venture capital, and

ecosystems

h. Collaborate and educate local municipalities to

expedite new business permits

1.3. Invest in Workforce Development

Workforce development is a high economic development

priority in South Florida. As noted in the Florida Chamber

Foundation’s 2021 Florida’s Workforce Needs Study, a

skilled and competitive labor force is key to the prosperity

and sustainability of the economy.

If a region cannot offer a good quality of life for its

workforce, workers may choose to relocate, especially

those in high-skilled, high-demand fields. Likewise,

increasing postsecondary education attainment without

sufficiently increasing the jobs that require advanced

talent simply furthers brain drain into regions and states

where college-level and higher-skilled jobs are available.

a. Support and invest in apprenticeship, internships,

youth employment, existing educational

credentials, micro credentials, and on-the-job

training programs to create high paying jobs and

address future building trade labor shortages.

b. Connect the region's labor force with the necessary

skills and trainings to create pathways for quality

career opportunities in targeted industries of the

region to fill in the workforce gap for high paying

jobs.

c. Connect existing workforce needs with upskilling

opportunities of underemployed workers.

d. Develop strategies to help close the gap between

the region's employer needs and education.

e. Create and build upon strategies that lead to a

more inclusive labor market that support the

growth of quality jobs.

f. Strengthen resources and partnerships that

support pathways to 21st century jobs.

g. Expand programs that build soft skills alongside