1. One Community One Goal Update
Doral Business Council
December 13, 2011
Frank R. Nero, President and CEO, The Beacon Council

2. Misconceptions About Miami-Dade
• The average resident’s age is 65
• Home of Miami Vice
• Lots of hurricanes
• We only have beaches and not much else to do
• People only speak Spanish
• There are too many insects
• We are only a tourist based economy
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3. What is Miami-Dade County Today?
What is our vision for
our community in the
future?
Community at the
“Crossroads”
3

4. Trends in Unemployment
and
Job Creation
4

5. Miami-Dade County's Unemployment Rate (1996 – 2010)
14.0%
12.4%
12.0%
10.7%
10.0%
7.8%
8.0% 7.3% 7.1% 7.2%
6.9%
6.4%
5.8% 5.6%
6.0% 5.3% 5.3%
4.3%
3.8% 3.8%
4.0%
2.0%
0.0%
96
97
98
99
00
01
02
03
04
05
06
07
08
09
10
19
19
19
19
20
20
20
20
20
20
20
20
20
20
20
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6. Jobs Created or Lost from 2008 - 2011
30,000
20,000 18,900
15,900
11,900
10,000
7,200 4,900
3,700
0
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Ap
Ju 8
O 8
Ja
Ap y '0
Ju 9
O 9
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Ap y '1
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O 0
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Ju 1
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ly
nu 08
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nu 09
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nu 10
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-10,000
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-20,000 -20,600
-23,700
-30,000 -33,100
-31,200
-36,400
-40,000
-50,000 -50,000
-60,000
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7. Current Employment in Miami-Dade
County
October 2011
Industry Title # of Emp % of Total
Total Employment 1,013,210 100.00%
Trade, Transportation, and Utilities 254,000 25.07%
Retail Trade 126,200 12.46%
Wholesale Trade 69,100 6.82%
Transportation, Warehousing & Utilities 58,700 5.79%
Education and Health Services 166,900 16.47%
Hospitals 45,200 4.46%
Total Government 153,500 15.15%
Professional and Business Services 136,800 13.50%
Leisure and Hospitality 109,300 10.79%
Financial Activities 60,600 5.98%
Other Services 40,400 3.99%
Manufacturing 33,700 3.33%
Construction 31,400 3.10%
Information 17,000 1.68%
Agriculture 9,310 0.92%
Source: Florida Department of Economic Opportunity, Labor Market Statistics, Census of Employment Statistics & Quarterly Census of Employment and
Wages, 2011
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8. Miami-Dade County Targeted
Industry Strategic Plan -
Background
•1984 - The Beacon Council was founded and developed
business retention, expansion and recruitment strategies
•1996 - One Community One Goal initiative identified
Targeted Industries
•Given extreme changes in global economy and competition
from cities throughout the world for new investment and job
creation – a comprehensive update on strategic
opportunities was needed
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9. Current Miami-Dade County Targeted
Industries
• Aviation • International Commerce
• Fashion-Lifestyle • IT/Telecom
• Life Sciences • Film & Entertainment
• Financial Services • Visitor Industry
The Beacon Council has partnered with the County to incorporate Target
Industries into the Economic Element portion of the Comprehensive
Master Plan and the Economic Development component of the County’s
Strategic Plan.
9

10. What will the One Community One Goal
Targeted Industry Strategic Plan do?
Identify strengths and challenges of Miami-Dade County’s
economy
Identify and refine Target Industries for future economic
development efforts
Identify education and training requirements
Provide an economic development marketing plan of action
that will create new jobs and investment in those industries
and across the economy
10

11. What is a Targeted Industry?
Selected industries with the highest potential for
increased wages, new investment and new jobs
To ensure success:
1. Local strengths and assets must match selected
industries’ specific requirements
2. Economic development strategies and resources
must yield the highest ROI
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12. Once the new OCOG Targeted Industries
are selected, strategies will be created for:
•New Recruitment
•Retention and Expansion
•Marketing strategies for Economic Development
Missions, Trade
Shows, Communications, Contacts and Outreach
12

13. Education and training are the
foundation of the program
1) Different approach than first OCOG
2) All University Presidents and Superintendent of Miami-
Dade County Public Schools serve on OCOG Steering
Committee
3) Developing an inventory of Education Assets and Training
Programs that is aligned with the proposed Targeted
Industries
13

14. OCOG Initiative Focus
1) Identifying the Threats is the best way to find solutions and
strategies on how we will address the issues
2) None of the issues identified are insurmountable
3) OCOG is a unified community effort to address the potential
threats and continue to attract new jobs to Miami-Dade County.
4) Unprecedented cooperation between public sector, education
and private sector to develop and implement the necessary
actions.
5) Wake-up Call/Call To Action
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15. 15

16. Deliverables
Competitive Evaluation Report Completed
Detailed examination of Miami-Dade’s economy, its strengths, challenges, opportunities
and threats.
Education Assets Inventory
Inventory of PreK-12, college, university, postsecondary, workforce development and
training infrastructure. Includes interviews with area employers about their workforce
needs. Recommend educational programming to fill gaps between what is offered and
what employers and target industries need.
Target Profiles Report
In-depth profiles of the target industries and subsectors that will be the
targets of future economic and workforce development activities.
Target Industries Strategies and Implementation Plan
Economic development, workforce development and marketing action plans for each
target industry. Detailed step-by-step program of work, including an implementation
timeline, task assignments, and performance metrics.
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17. OCOG Timeline Update and Deliverables
1) Completed Competitive Assessment Report released on
December 6, 2011
2) Final Target Industry Clusters will be announced on
January 12, 2012
3) Education Assets Inventory aligned with Target Industries
completed in January, 2012
4) BLUEPRINT: Final Report, Marketing Plan and
Recommendations for Implementation in March, 2012
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18. Co-Chairs of One Community One Goal
Mayor Carlos A. Gimenez
Miami-Dade County
Alexandra Villoch
Senior Vice President, Advertising and Marketing
Miami Herald Media Company
Adolfo Henriques
Vice Chairman, President and COO
Gibraltar Private Bank & Trust
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19. One Community One Goal has a one year
time frame – April 2011 to March 2012
Major Elements Completed
1. Steering Committee – 55 Community, Business, and Education Leaders
2. OCOG Survey – 4,100 Responses in Three Languages
3. Seven Focus Groups Convened and Additional Input Sessions
• Aviation/Aerospace • Tourism/Hospitality
• Banking/Professional Services • Special Group: New Leaders
• Design/Creative/Fashion-Lifestyle • GMCC Goals Conference
• IT/Telecom • Community Breakfasts
• Logistics/Trade
4. SWOT Sessions and Interviews
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20. Who is funding One Community One Goal?
Present Contributors
- BlueCrossBlueShield
- Dosal Family Foundation
- Greater Miami Convention and
Visitors Bureau
- John S. and James L. Knight
Foundation
- Miami Downtown Development
Authority
- Ryder Charitable Foundation
- The Beacon Council
- The Beacon Council Economic
Development Foundation
-The Miami Foundation
-The Miami Herald and El Nuevo
Herald
-Wells Fargo
-World Trade Center Miami
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21. One Community One Goal Partners
The Beacon Council Foundation is working in partnership with many
community and business organizations who have provided continued
assistance and involvement in One Community One Goal
One Community One Goal partners have:
• Hosted OCOG reporting events
• Distributed and promoted OCOG surveys and Focus Groups
• Provided input, research, and data for analysis
• Served on the One Community One Goal Steering Committee
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22. OCOG Partners List Continues to Expand
American Airlines Miami-Dade Chamber of Commerce
Baptist Health South Florida Miami-Dade County
Barry University Miami-Dade County Board of County Commissioners
Becker & Poliakoff, P.A. Miami-Dade County Cultural Affairs
BlueCrossBlueShield Miami-Dade County League of Cities
CAMACOL (Latin Chamber of Commerce of the U.S.A.) Miami-Dade County Public Schools
Catalyst Miami (Human Services Coalition) Miami-Dade County Sustainability, Planning, and Economic Enhancement
Coalition of Chambers Miami Downtown Development Authority
Coral Gables Chamber of Commerce Miami International Airport
DelancyHill North Dade Regional Chamber of Commerce
Doral Business Council Perry Ellis International, Inc.
Esslinger-Wooten-Maxwell Realtors Port of Miami
Flagler Real Estate Services Sandler, Travis & Rosenberg, P.A.
Florida International Bankers Association Sant La Haitian Neighborhood Center
Florida International University Seaboard Marine
Florida Memorial University South Florida Hospital & Healthcare Association
Florida Power and Light South Florida Workforce
Gibraltar Private Bank and Trust Co. St. Thomas University
Goldfarb Management Services The Beacon Council
Greater Miami Chamber of Commerce The Miami Foundation
Greater Miami Convention & Visitors Bureau The Miami Herald and El Nuevo Herald
HEICO Corporation United Way of Miami-Dade
Homestead/Florida City Chamber of Commerce University of Miami
MCM Corp. Wells Fargo
Miami Dade College World Trade Center Miami
Miami Free Zone
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23. OCOG Survey Questions
and Results
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24. How well does Miami-Dade County satisfy your
needs in the following areas?
1 = Very Dissatisfied
2 = Dissatisfied
3 = Average
4 = Satisfied
5 = Very Satisfied
Most Satisfied
Colleges and Universities
Climate
Image of region as destination
Least Satisfied
Government Leadership
Job Growth
Mass Transit
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25. What are Miami-Dade’s top three strengths?
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26. What are Miami-Dade’s top three weaknesses?
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27. How would you grade Miami-Dade County’s
economic performance over the past five years?
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28. To better serve your business, Miami-Dade County needs to increase education
and training of individuals with the following skill sets: Top Responses
All Companies 250+ Employee Companies
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29. In the next five years, my business expects to:
All Companies 250+ Employee Companies
Business owner and manager responses only
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30. Compared to the past five years, I predict that my company’s
ability to fill job vacancies in the next five years will be:
All Companies 250+ Employee Companies
Business owner and manager responses only
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31. Competitive Assessment
Findings
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32. Competitive Assessment Findings:
Strengths and Opportunities
•International community with global brand recognition
•Education community involved
•Information Technology
•Tourism
•Downtown Miami
•Quality of Life amenities
•Geographic Location and Logistics Infrastructure
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33. Competitive Assessment Findings:
Weaknesses and Threats
• High levels of unemployment
• Low wages
• “Transactional economy” – not fully leveraging commerce flowing through economy
• Talent retention
• Local government, regulations and permitting
• Entrepreneurship
• Strained ground transportation options
• Limited legacy of major corporate involvement in economic development
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34. Research Funding
• Universities in Miami-Dade received
nearly $400 million in research funding
in 2009.
• This is more than Raleigh-Durham
(Research Triangle) and Phoenix.
• As % of economy, Miami’s research
economy is average among
benchmarks.
• Good news: Research funding grew
40% (Greater Miami) and 35% (Miami-
Dade) over the previous 5 years, at
the top of the benchmark list
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35. Infrastructure
• Excellent assets Airport Cargo Traffic, 2010
• Port Miami 6,905
Chicago (O'Hare) 4,896
• Airports Los Angeles 3,955
New York (JFK) 3,900
• Rail Dallas 3,032
Atlanta 2,628
• Visionary projects currently being Houston (Intercon) 1,526
developed Seattle 1,394
San Francisco 1,304
• Weak roadway infrastructure Phoenix 1,213
Boston 817
• High congestion index Ft. Lauderdale 476
Raleigh 460
• Employer frustration with Charlotte 404
accessing labor across region San Jose 311
Avg. = 2,090
Norfolk 215 U.S. = 1,084
0 2,000 4,000 6,000
Landed weight (million lbs.)
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36. Exports
•The $20 Billion of exports originating in South Florida in Exports as a Share of GDP
2009 accounted for 3% of all exports from the United States 2009
Houston 18.1%
Seattle 16.1%
•South Florida’s exports accounted for 12% of local San Jose 14.5%
GDP, the 4th highest share among benchmark regions and a South Florida 12.3%
greater share than larger exporters such as New York City
Los Angeles 7.0%
and Los Angeles
Boston 6.4%
New York 5.8%
Dallas 5.6%
Chicago 5.5%
Atlanta 5.1%
San Francisco 4.8%
Phoenix 4.2%
Charlotte 3.7%
Raleigh 3.4%
Norfolk 2.5%
0% 5% 10% 15% 20%
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37. Exports
•Exports originating in South Florida grew 53%, the 3rd Export Growth, 2005-2009
highest among benchmark regions and significantly greater
than the benchmark and US average of 17%.
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38. College Enrollment
•Miami-Dade’s concentration of 77 enrolled college students College Enrollment, 2010
per 1,000 population Is exactly the benchmark average and (Students Per 1,000 Pop.)
above South Florida’s 73 students per 1,000 population.
•Miami Dade College has the highest enrollment of any
public community college system in the nation.
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39. College-educated Young Professionals
• Is Miami-Dade retaining its college Young Professional Education, 2009
(Pop. 25-44 with a Bachelorʼ or Higher)
s
graduates? San Francisco 56.8%
• College-educated are just 28% of all Boston
San Jose
50.6%
47.0%
YP’s in Miami-Dade Raleigh 46.6%
New York 42.0%
• Many more choose Broward and Seattle 40.3%
Palm Beach counties Chicago 38.5%
Charlotte 37.5%
• Growth in college-educated YP’s in South Florida 36.8%
Atlanta 36.8%
Miami-Dade grew 6% over the recent Dallas 31.7%
5 year period (2004-2009), versus 8% Los Angeles 30.1%
for the rest of the population Houston 28.1%
Miami-Dade 28.0%
Norfolk 27.1%
Avg. = 38.4%
Phoenix 26.7% U.S. = 30.9%
0% 20% 40% 60%
Percentage of population aged 25-44
with a Bachelorʼ degree or higher
s
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40. Housing Affordability
•Miami-Dade County has the lowest median home sales Median Home Sales Price,
prices among benchmarks outside the region. 1st Quarter 2011
•With median home sales at $125,000 in the first quarter of
2011, Miami-Dade County’s home prices are well below the
benchmark average of $237,000 and United States average
of $165,000.
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41. Competitive Assessment Findings:
Assets for Industry Growth
WORKFORCE
 Education leaders engaged in the community and economic development
 High concentration and volume of college students and graduates
 Significant number of technical degrees awarded, particularly in health fields
 High concentration of regional medical workers
 Highly rated programs, positive perception, and increasing prestige of all area
colleges and universities – a higher education destination
 Strong expansion of higher education R&D
 Culturally diverse, multi-lingual workforce
 Major strides are being taken to improve Miami-Dade County schools
 Culture of population is historically entrepreneurial-minded
 Education faculty are experienced in multi-cultural education
 Success in leveraging state Incumbent Worker funding
 Small business
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41

42. Competitive Assessment Findings:
Assets for Industry Growth
BUSINESS CLIMATE
 Hub of global business between the US, Latin America, and the Caribbean
 No personal income tax and competitive corporate income tax rates
 Competitive sales tax rates
 Nearly $400M in research activity at local universities and growing fast
 Global economy with strong international connections
 Strong cultural, business, and infrastructure assets for global trade
 NAP of the Americas and other data centers
 Market-adjusted real estate costs, housing and office
 Strong and growing healthcare and life sciences sector, international banking
 Emerging and energized IT sector
 Tradition of robust small business community
 Multi-lingual business community
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42

43. Competitive Assessment Findings:
Assets for Industry Growth
INFRASTRUCTURE
 Excellent diverse distribution infrastructure
 Competitive airfares
 MIA with high passenger traffic, cargo activity, and $6+ billion in recent
upgrades
 5 regional airports
 Port of Miami – greatly increasing capacity to handle international trade and is
#1 cruise port
 NAP of the Americas and other data centers
 Expanding mass transit from MIA to downtown
 Strong medical community
 Creative traffic management
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43

44. Competitive Assessment Findings:
Assets for Industry Growth
QUALITY OF LIFE
 Beautiful climate and natural environment
 Outdoor recreation
 Ethnic diversity
 Robust cultural opportunities
 Moderate housing affordability relative to other global metropolises
 High quality healthcare
 Creative approaches to city development that reflect Miami-Dade County’s
character
 Continued investment in world-class arts and cultural facilities and events
 Professional sports teams
 International visitor destination and visibility
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45. Highlights:
Education Assets as Target Drivers
• Trade
– Formidable array of International Business, Marketing and Law programming
– Airport and Port Partnerships with area schools
• Information Technology
– UM Center for Computational Science enabling Genomics and Bioinformatics capabilities
– Center for Southeastern Remote Tropical Advanced Sensing (CSTARS) enables advanced GIS for
a variety of applications
• Bioscience
– UM Life Science and Technology Park, Miami-Dade College partnership along with broad strength
in biology, chemistry and healthcare (clinical and administrative) offerings
– Life Tech Florida collaboration among area institutions
• Education
– Miami’s strength and diversity of public and private educational opportunities is itself a draw
• Existing Hospitality Workforce
– Strength in hospitality programs provide foundation from which graduates can bridge to further
learning in Trade, Finance, Healthcare and Medical Tourism
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46. One Community One Goal
For further information go to
www.onecommunityonegoal.com to access:
• Project Updates
• OCOG Competitive Assessment Report
• Additional OCOG documents
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