STRATEGY & ACTION PLAN
STRATEGIC DIRECTION
Background. As referenced in the SWOT analysis Puerto Rico has significant potential for economic growth through building economic development capacity. The following strategic direction and action plan is presented in order to achieve that goal. This process begins with the adoption of a vision statement and goals from which come exact objectives and specific action plans to implement each. This effort is designed to align with other regional and island wide economic development planning, including the southern Puerto Rico Chamber of Commerce and the Puerto Rico Planning Board. The latter has a said in place and has been given the authority to submit this CEDS as well.
Vision. The Southern Puerto Rico Economic Development District will position its six municipalities as leaders and building capacity, successfully implementing strategic initiatives, and improving the quality of life for all the region’s citizens.
Mission. The mission of SPREDD is to build economic development and economic growth capacity through a united regional effort centered around the five strategic initiatives developed by regional leaders and endorsed by EDA.
Goals. The following five strategic initiatives are to implement the goals stated above through detailed and prioritized action steps, developed with active input from stakeholders throughout the region and flowing from the SWOT analysis.
STRATEGY & ACTION PLAN
ACTION PLANS
GOAL 1 – BUILD ECONOMIC CAPACITY WITHIN THE REGION
Southern Puerto Rico has extraordinary potential to climb out of poverty and into prosperity. But to affectively do that it must build economic development capacity through establishment of a governing organization for SPREDD’s operations, professional education and training for economic development professionals, coupled with establishing an economic development department or organization in each municipality (currently only Ponce has such an entity), and developing relationships with national and international professional organizations.
TACTIC 1
ESTABLISH SPREDD AS A CATALYST FOR CAPACITY BUILDING THROUGHOUT SOUTHERN PUERTO RICO
Through successful submission of this document, and approval by EDA, SPREDD will be organized as a 501(c)6 nonprofit organization for the express purpose of improving the quality of life in southern Puerto Rico by increasing capacity for economic development.
TIMELINE: The following action items should be taken to accomplish this goal by September 30, 2021.
ACTION ITEMS:
- Establish an organizational structure from which SPREDD can successfully operate. SPREDD must file for incorporation as a registered nonprofit Puerto Rico corporation, and concurrently must apply for 501(c)6 designation by the Internal Revenue Service. This is a required for designation as an EDD.
- Appoint a board of directors comprised of leaders representing all six municipalities in the SPREDD region. A board of directors containing leaders in the private and nonprofit sectors must be appointed, and an initial training session must be held so that they may understand their duties.
- Secure office facilities and hire competent staff to manage the operation and oversee successful implementation of the initiatives and activities outlined in the CEDS.
PARTNERS FOR SUCCESS: NEED CONTENT HERE
FUNDING MECHANISMS: NEED CONTENT HERE
RECENT PROGRESS: NEED CONTENT HERE
METRICS TO MONITOR: NEED CONTENT HERE
TACTIC 2
DEVELOP PROFESSIONAL TRAINING, EDUCATION, AND INFORMATION FOR ECONOMIC DEVELOPMENT PROFESSIONALS THROUGHOUT THE REGION
The SPREDD region has a shortage of well-trained economic development professionals. To address this shortage, a robust economic development professional education system must be developed and implemented.
TIMELINE: The goal is to train 100 professionals by September 30, 2022.
ACTION ITEMS:
- Establish a relationship with the National Association of Development Organizations (NADO) and organize an initial site visit and workshops to train SPREDD board and staff on how EDDs operate.
- Develop and deliver a set of workshops on foundational principles and practices of economic development for both professionals and volunteer leaders in the region.
- Provide ongoing access to information and best practices through creation of a resource library within the eddpr.org website.
PARTNERS FOR SUCCESS: NEED CONTENT HERE
FUNDING MECHANISMS: NEED CONTENT HERE
RECENT PROGRESS: NEED CONTENT HERE
METRICS TO MONITOR: NEED CONTENT HERE
TACTIC 3
SUPPORT ESTABLISHMENT OF ECONOMIC DEVELOPMENT ORGANIZATIONS FOR EACH MUNICIPALITY, FOCUSED ON WORKFORCE EXPANSION/RETENTION, ENTREPRENEURSHIP AND ATTRACTION
TIMELINE: Do we have a timeline for this or should we just put “ongoing”?
ACTION ITEMS:
- Provide advice and counsel to help support establishment of either public, public private, or private economic development organizations in each municipality.
- Provide advice and counsel to help support establishment of either public, public private, or private economic development organizations in each municipality.
- These organizations would market their municipalities to attract jobs and investment, provide support to existing companies and either retaining existing jobs or creating new ones through expansion, and support entrepreneurship and small businesses. these are complementary activities that can be made more successful through spreads primary activities in building economic development capacity in the region.
PARTNERS FOR SUCCESS: NEED CONTENT HERE
FUNDING MECHANISMS: NEED CONTENT HERE
RECENT PROGRESS: NEED CONTENT HERE
METRICS TO MONITOR: NEED CONTENT HERE
TACTIC 3
SUPPORT/PARTNER WITH THE SOUTHERN PUERTO RICO CHAMBER OF COMMERCE TO BUILD CAPACITY
TIMELINE: Ongoing.
ACTION ITEMS:
- The southern Puerto Rico Chamber of Commerce should be viewed as a valuable partner in all these efforts. Establishing an ongoing relationship with the southern chamber is critical to the success of all initiatives spread is undertaking.
- Through memoranda of understanding and other connections through both formal and informal agreements, establish and maintain a close working relationship with the Southern Chamber.
PARTNERS FOR SUCCESS: NEED CONTENT HERE
FUNDING MECHANISMS: NEED CONTENT HERE
RECENT PROGRESS: NEED CONTENT HERE
METRICS TO MONITOR: NEED CONTENT HERE
TACTIC 4
SUPPORT THE EXISTING THIRD SECTOR CAPACITY BUILDING LABF3S INITIATIVE
TIMELINE: Ongoing.
ACTION ITEMS:
-
LabF3S is an initiative of the Titin Foundation, supported by the EDA Economic Recovery Support Function, designed to increase capacity of the nonprofit sector. The initiative focuses on ensuring nonprofits obtain 501c3 or 1101 designation from the PR Treasury and/or IRS for grant eligibility, providing information on philanthropic and federal grant opportunities, and training in grant application, administration, and post award management. SPREDD will support this initiative both as an economic capacity initiative and a component of the Ocean Economy Resilience Strategy initiative.
- Develop and deliver a set of workshops on foundational principles and practices of economic development for both professionals and volunteer leaders in the region.
- Provide ongoing access to information and best practices through creation of a resource library within the eddpr.org website.
PARTNERS FOR SUCCESS: NEED CONTENT HERE
FUNDING MECHANISMS: NEED CONTENT HERE
RECENT PROGRESS: NEED CONTENT HERE
METRICS TO MONITOR: NEED CONTENT HERE
Goal 1
Metrics to Monitor
- Key cluster occupational growth
- Population change components
Partners for Success
- Workforce Boards; Lumina Foundation;
- Chambers of Commerce; Community
- Colleges and Universities; Centralina
- Foundation; K-12 Institutions; and
- Economic Development Corporations
Funding Mechanisms
Efforts to recruit, prepare, and retain a world-class workforce require a vision implemented through regional cooperation. And if we want to compete for talent globally, we need to enhance and promote the international diversity of existing regional businesses.
Recent Progress
Efforts to recruit, prepare, and retain a world-class workforce require a vision implemented through regional cooperation. And if we want to compete for talent globally, we need to enhance and promote the international diversity of existing regional businesses.
GOAL 2 – MAXIMIZE BENEFIT OF PORT OF AMERICA IN PONCE
Efforts to recruit, prepare, and retain a world-class workforce require a vision implemented through regional cooperation. And if we want to compete for talent globally, we need to enhance and promote the international diversity of existing regional businesses.
TACTIC 1
INCREASE COLLABORATION BETWEEN EDUCATIONAL INSTITUTIONS
- Develop regional system for promoting and tracking career pathway training and attainment.
- Promote educational opportunities for defined career paths in high-growth industries.
- Develop an outreach campaign targeting middle and high school students that promotes middle-skill career opportunities.
- Develop materials that promote the value of universal career pathway systems.
TACTIC 2
IMPROVE UNDERSTANDING OF ALL ETHNIC CULTURES THAT LIVE/WORK WITHIN OR VISIT THE REGION
- Promote a diverse workforce by attracting talent and creating a more inclusive environment.
- Support and encourage the formation and expansion of multi-national cultural groups, networks, organizations and schools.
- Create materials that explain how cultural outreach and inclusion can benefit businesses in the region.
TACTIC 3
CREATE AWARENESS OF THE VALUE OF LIFELONG LEARNING
- Support communication campaigns, through webpages and CEDD quarterly newsletter, that promote career opportunities and the requisite training to K-12 students, university graduates and adult workers.
- Continuously promote workforce initiatives that align education options with in-demand occupations.
- Reach out to local businesses and use networks like chambers of commerce, trade groups and human resources to identify specific workforce shortages and incumbent workforce training needs.
- Develop communication materials to advocate for incumbent workforce resources with state and federal agencies.
Goal 2
Metrics to Monitor
- Key cluster occupational growth
- Population change components
Partners for Success
- Workforce Boards; Lumina Foundation;
- Chambers of Commerce; Community
- Colleges and Universities; Centralina
- Foundation; K-12 Institutions; and
- Economic Development Corporations
Funding Mechanisms
Efforts to recruit, prepare, and retain a world-class workforce require a vision implemented through regional cooperation. And if we want to compete for talent globally, we need to enhance and promote the international diversity of existing regional businesses.
Recent Progress
Efforts to recruit, prepare, and retain a world-class workforce require a vision implemented through regional cooperation. And if we want to compete for talent globally, we need to enhance and promote the international diversity of existing regional businesses.
GOAL 3 – PROVIDE TARGETED SUPPORT FOR MOST PROMISING INDUSTRY SECTORS/CLUSTERS
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TACTIC 1
INCREASE COLLABORATION BETWEEN EDUCATIONAL INSTITUTIONS
- Develop regional system for promoting and tracking career pathway training and attainment.
- Promote educational opportunities for defined career paths in high-growth industries.
- Develop an outreach campaign targeting middle and high school students that promotes middle-skill career opportunities.
- Develop materials that promote the value of universal career pathway systems.
TACTIC 2
IMPROVE UNDERSTANDING OF ALL ETHNIC CULTURES THAT LIVE/WORK WITHIN OR VISIT THE REGION
- Promote a diverse workforce by attracting talent and creating a more inclusive environment.
- Support and encourage the formation and expansion of multi-national cultural groups, networks, organizations and schools.
- Create materials that explain how cultural outreach and inclusion can benefit businesses in the region.
TACTIC 3
CREATE AWARENESS OF THE VALUE OF LIFELONG LEARNING
- Support communication campaigns, through webpages and CEDD quarterly newsletter, that promote career opportunities and the requisite training to K-12 students, university graduates and adult workers.
- Continuously promote workforce initiatives that align education options with in-demand occupations.
- Reach out to local businesses and use networks like chambers of commerce, trade groups and human resources to identify specific workforce shortages and incumbent workforce training needs.
- Develop communication materials to advocate for incumbent workforce resources with state and federal agencies.
GOAL 4 – ADDRESS SPECIFIC ISSUES/OPPORTUNITIES TO BUILD ADDITIONAL ECONOMIC DEVELOPMENT CAPACITY
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TACTIC 1
INCREASE COLLABORATION BETWEEN EDUCATIONAL INSTITUTIONS
- Develop regional system for promoting and tracking career pathway training and attainment.
- Promote educational opportunities for defined career paths in high-growth industries.
- Develop an outreach campaign targeting middle and high school students that promotes middle-skill career opportunities.
- Develop materials that promote the value of universal career pathway systems.
TACTIC 2
IMPROVE UNDERSTANDING OF ALL ETHNIC CULTURES THAT LIVE/WORK WITHIN OR VISIT THE REGION
- Promote a diverse workforce by attracting talent and creating a more inclusive environment.
- Support and encourage the formation and expansion of multi-national cultural groups, networks, organizations and schools.
- Create materials that explain how cultural outreach and inclusion can benefit businesses in the region.
TACTIC 3
CREATE AWARENESS OF THE VALUE OF LIFELONG LEARNING
- Support communication campaigns, through webpages and CEDD quarterly newsletter, that promote career opportunities and the requisite training to K-12 students, university graduates and adult workers.
- Continuously promote workforce initiatives that align education options with in-demand occupations.
- Reach out to local businesses and use networks like chambers of commerce, trade groups and human resources to identify specific workforce shortages and incumbent workforce training needs.
- Develop communication materials to advocate for incumbent workforce resources with state and federal agencies.
GOAL 5 – SUPPORT CREATION OF A REGIONAL RESILIENT SUSTAINABLE DEVELOPMENT INITIATIVE CENTERED ON BLUE AND GREEN INFRASTRUCTURE AS A GLOBAL BEST PRACTICE
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Vivamus sollicitudin arcu neque, sed molestie felis vulputate a. Nulla congue nec leo in sodales.
TACTIC 1
INCREASE COLLABORATION BETWEEN EDUCATIONAL INSTITUTIONS
- Develop regional system for promoting and tracking career pathway training and attainment.
- Promote educational opportunities for defined career paths in high-growth industries.
- Develop an outreach campaign targeting middle and high school students that promotes middle-skill career opportunities.
- Develop materials that promote the value of universal career pathway systems.
TACTIC 2
IMPROVE UNDERSTANDING OF ALL ETHNIC CULTURES THAT LIVE/WORK WITHIN OR VISIT THE REGION
- Promote a diverse workforce by attracting talent and creating a more inclusive environment.
- Support and encourage the formation and expansion of multi-national cultural groups, networks, organizations and schools.
- Create materials that explain how cultural outreach and inclusion can benefit businesses in the region.
TACTIC 3
CREATE AWARENESS OF THE VALUE OF LIFELONG LEARNING
- Support communication campaigns, through webpages and CEDD quarterly newsletter, that promote career opportunities and the requisite training to K-12 students, university graduates and adult workers.
- Continuously promote workforce initiatives that align education options with in-demand occupations.
- Reach out to local businesses and use networks like chambers of commerce, trade groups and human resources to identify specific workforce shortages and incumbent workforce training needs.
- Develop communication materials to advocate for incumbent workforce resources with state and federal agencies.