South Miami Dade Economic Development Strategy Community Meeting #3

June 2020

1 Introductory Comments

Steve Losner, Mayor, City of Homestead Dennis C. Moss, Miami-Dade County Commissioner, District 9 Daniella Levine Cava, Miami-Dade County Commissioner, District 8 Greg Vaday, Economic Development Administration

2 SOUTH DADE

ECONOMIC DEVELOPMENT

3 • Built on information drawn from South Dade community since 2016. • Seeks additional information directly from the local constituency. • Driven from information from community Implementation meetings, Top Employer Survey, Industry Discussions and Review of pertinent local plans Plan Structure and studies. • Vetted information from meetings by comparing to The Process hard data to ensure that the recommendations are supported by the realities not just sheer opinion. • Sought input of economic development professionals within the State of Florida who shared their experience as to what works and what doesn’t • Plan has been peer reviewed by representative of the International Economic Development Council

4 • Economic and Demographic Basis for Implementation Recommendations • Marketing Strategy Plan Structure • Evaluation of Opportunity and Constraints • Implementation Considerations & Budget The Plan • Strategic Action Plan • Implementation Matrix

5 • Community Meeting #1 (ZooMiami: 11-20-2019) • Review of Past South Dade Economic Development Efforts • SWOT breakout session by major economic development category • Community Meeting #2 (Evelyn Greer Park: 1-30-2020) • Model Economic Development Entity Panel • Overview of Economic & Demographic factors that will Community drive South Dade economic development • Preview of Economic Development Strategy Meeting • Audience Participation Memory Lane • Community Meeting #3 (Virtual Meeting: Today) • Recommended Covid-19 recovery measures • Review of longer term strategy based upon analysis and prior input • Organizational Recommendations • Emerging and Traditional South Dade Industry Specific Recommendations 6 Bridge to the New Normal COVID-19 Economic Recovery

7 Circumstances which have made the South Dade Economy Particularly Vulnerable to Impacts of COVID-19

• Employment in Miami-Dade dependent on small businesses • 141,154 firms employing 667,814 employees. • Represents approximately 2/3 of total employment in Miami-Dade. • South Dade has very limited number of large employers • The pandemic is severely impacting Tourism, Retail, Agriculture and Healthcare – industries that represent the core South Dade’s traditional economy

8 COVID-19 Response: Recommended Strategies

• Local Economic Development Organization referred to in South Dade Strategy should start convening, in partnership with the cities in South Dade and Miami-Dade County, a South Dade Covid-19 Recovery Working Group. • Miami-Dade County file an application for EDA funding through the newly released CARES Act EDA funding opportunity specifically to fund South Dade economic recovery implementation.

9 COVID-19 Response: Strategy #1

• South Dade Covid-19 Recovery Working Group • Miami-Dade County • 5 South Dade Municipalities (Pinecrest, Palmetto Bay, Cutler Bay, Homestead, & Florida City) • Greater Miami Convention and Visitor’s Bureau • The Beacon Council • Chamber South • South Dade Chamber • Local Banks • Miami-Dade College • Baptist Hospital • Public Health System • Community Health, Inc. • Farm Bureau • FPL • University of Florida TREC 10 COVID-19 Response: Strategy #1 (cont.)

• Goals of the COVID-19 Working Group should include: • Assessing the state of the South Dade economy post COVID-19 • Identify specific tactics for assistance to local business • Develop program that focuses specifically on microbusinesses (firms that employ up to 20 employees) and start-up’s which may thrive and grow in the future and, • Identify economic development policies that help replace jobs/industries lost in South Dade economy as result of pandemic.

11 COVID-19 Response: Strategy #2

• Miami-Dade County should file an application for EDA funding through the newly released CARES Act EDA funding opportunity specifically to fund South Dade economic recovery implementation. • The CARES Act allocated $1.47B for economic development assistance grants of which $247 million is allocated to the Atlanta Region which includes Florida. • Grants can be used for implementation of economic development strategies • Matching funds required in the amount of 20% of requested funds

12 Background to the Market Review

13 Geographic Context

South Dade contains five municipalities although vast majority of land area is within unincorporated Miami-Dade County. A substantial portion of the planning area is outside of the Urban Development Boundary (UDB).

14 South Dade and County Employment 2011-2017 Employment Sector % Growth/Loss -17.8% Public Administration -50.6% 5.8% Other Services (excluding Public Administration) -10.7% 25.6% Accommodation and Food Services 32.0% 11.6% Arts, Entertainment, and Recreation -13.0% 9.3% Health Care and Social Assistance 14.1% -7.5% Educational Services -64.3% 25.3% Administration & Support, Waste Management and Remediation 6.7% 3.8% Management of Companies and Enterprises -42.2% 20.4% Professional, Scientific, and Technical Services 24.8% 33.8% Real Estate and Rental and Leasing 17.3% 14.7% Miami Dade Finance and Insurance 25.2% County 7.5% Information -13.4% 21.2% Study Area Transportation and Warehousing 53.5% 10.3% Retail Trade 10.9% 2.3% Wholesale Trade 4.2% 12.0% Manufacturing 18.5% 53.5% Construction 41.5% -10.3% Utilities -4.4% 36.6% Mining, Quarrying, and Oil and Gas Extraction 11.1% -9.6% Agriculture, Forestry, Fishing and Hunting -9.0% -80.0% -60.0% -40.0% -20.0% 0.0% 20.0% 40.0% 60.0%

Source: Census On 15the Map Miami Dade County Employment Projections by Sector (2019 to 2027) Employment Industry Percent (Highlighted industries demonstrate potential for significant growth) 2019 2027 Growth Growth

Total All Industries 1,292,693 1,389,390 96,697 7.5 Agriculture, Forestry, Fishing and Hunting 8,410 8,413 3 0.0 Mining 517 531 14 2.7 Construction 53,079 57,314 4,235 8.0 Manufacturing 41,604 41,221 -383 -0.9 Wholesale Trade 73,949 75,591 1,642 2.2 Retail Trade 149,877 157,041 7,164 4.8 Transportation and Warehousing 76,800 84,089 7,289 9.5 Information 20,355 19,829 -526 -2.6 Finance and Insurance 51,512 53,793 2,281 4.4 Real Estate and Rental and Leasing 28,993 31,261 2,268 7.8 Professional, Scientific, and Technical Services 85,317 97,214 11,897 13.9 Management of Companies and Enterprises 10,471 11,624 1,153 11.0 Administrative and Support and Waste Management and Remediation Services 91,289 99,700 8,411 9.2 Educational Services 36,120 40,047 3,927 10.9 Health Care and Social Assistance 153,136 175,318 22,182 14.5 Arts, Entertainment, and Recreation 16,587 17,417 830 5.0 Accommodation and Food Services 128,045 138,937 10,892 8.5 Other Services (except Government) 43,155 45,402 2,247 5.2 Government 143,175 147,895 4,720 3.3 16 Self Employed and Unpaid Family Workers, All Jobs 77,879 84,579Source: FDEO 6,700 8.6 South Dade Primary & Secondary Schools

• Miami-Dade County Public Schools • Private Schools • K-8 Centers – 24 • Gulliver • Elementary Schools – 53 • Palmer Trinity • Middle Schools – 17 • Westminster Christian • Senior High Schools – 12 • St. Thomas Episcopal • Combination - 2 • Montessori • Alternative/Specialized Centers – 6 • Charter High Schools - 10

17 South Dade Higher Education

• University of Florida Tropical Research and Education Center - mission is to develop solutions for Florida farmers by applying trade policy analysis and related production and marketing issues. • Florida International University - FIU, Zoo Miami and the ZooMiami Foundation are teaming up to expand conservation research opportunities for undergraduate college students. • Miami Dade College Kendall and Homestead Campuses – A full range of educational programs. In addition, to academic programs that include entertainment technologies, nursing, and the arts and sciences, the Homestead Campus is home to the Eig-Watson School of Aviation.

18 Education and Economic Development

• Education is of equal importance to infrastructure as it relates to an area’s economic development • Availability of strong local schools and higher education resources is continually citied as a principal driver of business location decisions and the economic health and welfare of a region. • Beyond basic English, Math, Social Studies, and Science skills and knowledge, targeted curriculum for area businesses is important in secondary, adult, and university programs

Only by providing leading-edge human capital and knowledge capital can America continue to maintain a high standard of living including providing national security for its citizens. - Norman Augustine 19 2019 to 2027

Scenario A Scenario B Scenario C Historic Moderate Significant All Sectors Trend Intervention Intervention

NAICS 2-Digit Employment Code Net New Jobs Net New Jobs Net New Jobs Agriculture, Forestry, Fishing and Hunting 3 3 4 Mining, Quarrying, and Oil and Gas Extraction 2 2 2 Construction 690 690 690 Manufacturing (68) (68) (68) Wholesale Trade 274 274 274 Retail Trade 1,252 1,252 1,252 Future Transportation and Warehousing 398 547 802 Information (70) (70) (70) Finance and Insurance 519 769 1,026 Growth Real Estate and Rental and Leasing 119 119 119 Professional, Scientific, and Technical Services 1,595 2,391 3,188 Scenarios Management of Companies and Enterprises - - - Administration & Support, Waste Management and Remediation 300 300 300 Educational Services - - - Health Care and Social Assistance 4,690 7,021 9,361 Arts, Entertainment, and Recreation - - - Accommodation and Food Services 1,481 2,222 2,963 Other Services (excluding Public Administration) - - - Public Administration 482 482 482 Total 11,666 15,934 20,325

20 Opportunity Sites Evaluation and Recommendations

21 There is area inside the UDB in South Dade to accommodate new employment growth (although not all connected to the utility grid)

• Biomedical corridor • Miami Executive Airport • ZooMiami • South Dade Government Center • Homestead Air Reserve Base Surplus Property • Homestead Park of Commerce • Enterprise Zone • Various vacant commercial properties in excess of 10 acres

22 Evaluation Criteria Criterion Sub-criterion Points Infrastructure exists 12 Infrastructure is or may be lacking but capital improvements are ongoing or planned 1 - Infrastructure Availability 6 Infrastructure is or may be lacking and no capital improvements are planned 1 Highly accessible (within 0-1.0 of an access ramp to Turnpike, Palmetto, Don Shula or US-1) 10 Accessible (within 1.0-3.0 miles of an access ramp to Turnpike, Palmetto, Don Shula or US-1) 5 2 – Highway Accessibility (for movement of goods) (Fig. 10) Low accessibility (more than 3.0 miles of an access ramp to Turnpike, Palmetto, Don Shula or US-1, or within 1 mile of a major intersection of Krome Avenue)* 1

Vacant 5 3 – Site Vacancy Not vacant 2 High transit accessibility (within ¼-mile from a busway stop or proposed SMART Plan stop, or multiple bus route stops) 4 4 – Transit Access (for worker mobility) (Fig. 11) Low transit accessibility (more than ¼-mile from a busway stop or proposed SMART Plan stop; or access only to limited number of bus routes) 1

No land assembly (single site, 10+ acres) 3 5 – Need for Land Assembly Some land assembly (adjacent sites between 5-10 acres) 2 Major land assembly (adjacent sites including sites >3 acres) 1 Suitable FLU and zoning are in place 3 6 – Future Land Use and Zoning Designations Suitable FLU is in place, but not zoning 2 Suitable FLU and zoning are not in place but are amendable 23 1 • High potential opportunity areas • The Falls • Southland Mall • Florida City • Homestead (Reserve Air Force Base and Speedway), • Princeton Conclusions • Naranja • Integrate development recommendations of the SMART Plan study for the South Dade corridor for those areas which align to the South Dade corridor to the extent possible. • Specific Policy Recommendations by Jurisdictions to be included in final report

24 Strategic Plan Summary

25 SWOT Strengths • Diverse community • Affordably priced housing Analysis • Availability of lower cost land • Strong sense of community • Good quality of life

Weaknesses Threats • Lack of • Covid-19 infrastructure • Lack economic • Negative perception of development focused effort the area • Perceived lack of • “Brain Drain” skills in the workforce

Opportunities • Young, well trained workforce • Strong sense of entrepreneurship • Building on continued strength of higher wage industries

26 A community where people desire to live, work and play; Where sustainability is a guiding principle and not an afterthought; Where the traditional industries of agriculture, military, health care, tourism, and retail can be maintained and otherwise thrive Vision for South to the level which the global market Dade allows; and, where establishing the foundation for newly growing industries by making better use of existing and expanded infrastructure becomes a reality.

27 • How do we make South Dade a stronger community where more people can work and not only live and play? • What industries should be targeted which create the greatest opportunity for growth both in terms of number of jobs and wages? • How do we try to ensure that good jobs, means good Guiding jobs for people at every income level? Questions • What needs to be done to attract targeted industries? • What is/are the organization(s) responsible for attracting and supporting the needs of companies within the target industries?

28 • Number of jobs created (or loss mitigated) by Industry • Increase the growth in number of jobs in Emerging Industries by 1.5 times the recent historic ratio of South Dade vs. countywide jobs in that industry. • For Traditional Industries, maintain South Dade employment at current levels through Economic 2025. • Currently approximately 175,000 workers live Development in South Dade who travel outside of the region every day for work. Strategies should be designed in a way to enhance the percent Strategy Goals of workforce that lives in the region also work in the region • Promote general wage growth among South Dade workers • Support small business creation and enhance the 2-year survival milestone 29 • The ratio of jobs per resident within South Dade is under 55% of the ratio of jobs per resident countywide. • Natural tendency of large businesses to think Rationale for a of Miami as a highly urban center and in turn orient targeted business attraction efforts to South Dade Specific the urbanized areas of the County • South Dade is unique in a Miami Dade context Local Economic given its mix of suburban and exurban areas • South Dade’s business community requires an organization to advocate for its needs with Development government which are somewhat unique • Continued Infrastructure investment and Organization (LEDO) expansion • Continued improvement to transportation network • Support for the Agriculture and Military industries

30 • Although largely voluntary, EDC has become the ‘go to’ group for economic development policies and outreach in South Miami-Dade • Strong advocacy for businesses and building of awareness of South Dade Success of the economic opportunities and constraints at a countywide level and beyond • Increased coordination with other EDC of South economic development oriented groups including specific industry groups (SFDA, chambers, etc.) Miami-Dade is a • Core role in developing this Economic Development Strategy Foundation to • Increasingly diverse participation in EDC activities by a variety of industries and various sized businesses thorough EDC Build Upon Board and Advisory Council • Has been able to conduct business with limited to no funding

31 • Despite success of the EDC depth of resources doesn’t currently exist • Dedicated and forward-looking board and team within the EDC of South Miami-Dade but virtually Implementation no sustained funding source, challenges of Considerations: attracting large businesses to be involved • Chambers of Commerce likewise do not have the Implementation capacity or mandate • Need a LEDO/reinvigorated EDC which has a very Capacity targeted role, objective and goal, rationalized funding, large and small business involvement, and buy in and ongoing participation from municipal and county government

32 Implementation Considerations: Who does what?

South Dade Economic County & Municipal Beacon Enterprise Florida & EDA & Regional Responsibility Development Organization/Business Government Council State Partners Community Large Business Attraction & Retention

Determining Qualifying Businesses for Incentives Provision of Incentives

Infrastructure Investment

Small Business Development Support

South Dade Targeted Marketing Material

South Dade Data & Information

Local Industry Advocacy

Funding of Economic Development Effort 33 • Timeline for Implementation • Structure in place by year end 2020 • Team and initial funding in place by South Dade summer 2021 Economic • Develop collateral material and fully functional web-based presence by Development late 2021 • Fully functioning South Dade Strategy Timeline economic development effort by mid-2022

34 Strategies/Actions by Emerging & Traditional Target Industries

35 Introduction

• Specific Strategies to Expand Emerging Industries • Specific Strategies to Maintain Traditional Target Industries • Emerging Industries • Health Care • Professional Services • Tourism • Insurance • Logistics • Aviation • Traditional Target Industries • Agriculture • Defense • Retail

36 Agriculture – Significant Existing Assets

• Atlantic Sapphire Salmon Farm • Production of tropical vegetables, tropical fruits and ornamental nurseries • Ranks second in the production of winter vegetables and ornamental fish. • Total economic impact of $2.7 billion • Approximately 20,000 persons are directly or indirectly employed by agricultural industry. • Brooks Tropicals Holding, Inc. • Costa Farms • R.F. Orchids • Gulf Stream Tomato Packers • Dade County Farm Bureau • UF Tropical research and Education Center 37 Agriculture - Implementation Strategy

• Advocate for UF Tropical Research and Education Center grad student housing • Assist the farm community strengthen the supply chain for the production of new products resulting from new agricultural crops • Work with farm bureau to expand knowledge of innovation efforts in Agriculture through transfer of knowledge • Encourage changes to rules which will allow the continued evolution of farms to provide facilities to support agritourism in the region

38 Health Care – Significant Existing Assets

• Baptist Hospital South Florida • Baptist Hospital • Homestead Hospital • West Kendall Baptist Hospital • Miami Cancer Institute • Miami Cardiac and Vascular Institute • Jackson South Medical Center • Community Health, Inc. South Florida • Noven Pharmaceuticals • Preferred Care Partners, Inc. • American Care, Inc.

39 Health Care - Implementation Strategy

• Continue support current hospital expansion plans • Develop collateral material to market South Dade housing and office space to higher wage medical professionals • Work and advocate with county transit to ensure bi- directional headways and feeder system headways are aligned with South Dade hospital shifts • Provide support and coordinate with Baptist Hospital in its continued expansion as a center for ‘medical tourism’ • Commence marketing of biomedical corridor through the Beacon Council and Enterprise Florida

40 Defense – Significant Existing Assets

• Homestead Air Reserve Base • Special Operations Command South Headquarters • U.S. Coast Guard Engineering Unit (in support of U.S. Coast Guard District 7) • Luis Martinez Army Reserve Unit

41 Defense - Implementation Strategy

• Beacon Council should treat defense related industries as a targeted industry in order to capture rising Defense expenditures, especially in the State of Florida. Areas of focus should include • Cybersecurity • Health IT • Aircraft MRO and Parts • Logistics IT • Strengthen the relationship with the South Florida Defense Alliance • Strengthen relationships with military installations located in Miami-Dade County and especially, South Dade • Advise Miami-Dade County regarding this effort through the County’s Military Affairs Advisory Board. • Advocate for F-35 squadron 42 Retail – Significant Existing Assets

• Dadeland Mall • The Falls Miami • Southland Mall • Florida Keys Outlet Marketplace • Retail Corridor along US 1 corridor • The Palms at Town and Country • Interfoods of America, Inc. (fast food restaurants) • Sailormen, Inc. (fast food restaurants) • Pollo Operations, Inc. (fast food restaurants) 43 Retail - Implementation Strategy

• Work with local mall owners and real estate professionals to assist marketing of available retail spaces • Encourage more community use of existing malls • Develop site selector tours (virtual and in- person) of retail properties available for re- development • Support land use, zoning and incentives to support repositioning of malls and retail centers which are transitioning as a result of major market shifts • Work with local programs to encourage more soft-skills training for retail personnel

44 Professional Services – Significant Existing Assets

• Cole, Scott & Kissane, P.A. • Professional Management, Inc. • Metric Engineering, Inc. • Matrix Construction Group, Inc. • Existing Office Space

45 Professional Services – Implementation Strategy

• Direct mail/email campaign to all attorneys, registered architects, professional engineers, etc. which have their home address south of Kendall Drive • Maintain updated information through CoStar on the available office buildings, rents, and available space in South Dade • Work with County and municipalities to identify funding to extend water/sewer infrastructure to key commercial sites • Work with Miami-Dade College, FIU, MDCPS, and UM to identify programs which could be strengthened to meet needs of the professional services industry • Work with real estate industry to establish a shared workspace facility in South Dade targeted to small business start ups and larger companies which desire to be in proximity to small businesses • Coordinate with Chamber South and South Dade Chamber to survey firms in the Professional Services to understand challenges and growth potential • Whenever possible, highlight professional service availability as an asset for attracting new business to South Dade 46 Tourism – Significant Existing Assets

• Everglades National Park • Biscayne National Park • Redland Fruit and Spice Park • Deering Estate • Fairchild Tropical Gardens • ZooMiami • Pinecrest Gardens • Coral Castle • Monkey Jungle • MDM Hotel Group, LTD • Schnebly Winery • Robert is Here

47 Tourism - Implementation Strategy

• Continue coordinate with Greater Miami Convention and Visitors Bureau (GMCVB) to implement the “MiamiLand” & “More to Explore” marketing campaigns • Whenever possible, participate with GMCVB in sales trips that promote South Dade • Advocate for zoning and other land use changes which allow lower density hospitality and low impact touristic activities outside of the UDB

48 Insurance - Significant Existing Assets

• AvMed • Assurant (American Bankers) • Baptist Health South Florida • Existing Office Space

49 Insurance - Implementation Strategy

• Engage Insurance executives to participate in Economic Development efforts • Offer support in efforts in Tallahassee to strengthen Insurance industry’s position in Florida and development of incentives for new companies which are seeking to relocate to the State • Develop unique marketing package for insurance providers including available land and large block of office space in South Dade which might accommodate needs • Work with Miami-Dade College, FIU, MDCPS, and UM to identify programs which could be strengthened to meet the needs of the insurance industry 50 Logistics – Significant Existing Assets

• Miami Executive Airport • Homestead General Airport • FedEx South Dade

51 Logistics - Implementation Strategy

• Work with County and municipalities to identify funding to extend water/sewer infrastructure to key commercial/industrial sites not yet served • Prepare package which shows available land and pricing of land in South Dade vs. other parts of Miami-Dade region • Build strategy to work with federal, State and local government to transition HARB to a joint use facility • Work and advocate with county transit to ensure that bi- directional headways and feeder system headways are aligned with South Dade logistic company shifts • Work with Miami-Dade county to extend Foreign Trade Zone (FTZ) 281 to cover all of Miami-Dade County • Designate key development zones in South Dade principally in Homestead area which are designated for warehouse/logistics development and would have priority for infrastructure improvement 52 Aviation – Significant Existing Assets

• Miami Executive Airport • Homestead General Aviation Airport • Homestead Air Reserve Base • Multiple localized landing strips

53 Aviation - Implementation Strategy

• Work with MDAD and Beacon Council’s Aviation Committee to further market Miami Executive Airport • Coordinate with South Florida Defense Alliance team to engage USAF associated with private MRO opportunities for local companies at HARB • Support and advocate for a modification to the record of decision which allows an evolution of HARB into a joint use base • Organize and provide information on South Dade aviation training programs for MRO companies which could be South Dade candidates • Engage with MDAD, MDC, FIU and Beacon Council over long term to determine the viability of establishing a similar center to the Georgia Center of Innovation for Aerospace in and around either Miami Executive Airport or HARB 54 • LEDO Participation in local resiliency efforts such as Resilient 305, HARB and agricultural efforts coordinated through the TREC Center • Advocacy by LEDO to increase funding and support for local resiliency efforts • Military Specific Efforts • Join with Beacon Council and South Florida Defense Alliance to stand up national Center of Addressing Excellence for Climate Change in Miami Climate • Work with HARB to address off-base sea level rise and climate change issues which impact Change/Sea Level operations on base • Agricultural Specific Efforts Rise • Coordinate with TREC Center Agriculture climate change initiatives including: • Agricultural Innovation • Natural Resource conservation, including sustainable management of the Biscayne Aquifer • Climate and Environmental Stewardship 55 Next Steps

• Produce final narrative report taking into account input from today • Begin implementation of Covid-19 recommendations • Identify and obtain commitments for source(s) of funding for implementation of strategy • Structure governance and team for LEDO

56 Thank you to all of the partners

57