Genre analysisAnalysis of the genre
What do you notice about the
purpose of the text? Is the purpose
explicitly stated or is it implied? Is
the writer trying to inform, educate,
persuade, prove a point, describe,
narrate, or something else? Does
the text want the audience to do,
think, or understand something
specific?
What do you notice about the
content/message? Is the main
message directly stated or implied?
Is there an introduction and/or
conclusion? Is support/data
provided for the claims that are
made?
What do you notice about word
choice/language? Are there
context-specific words used? Is the
language advanced or is it able to
be understood by a general
audience? What sorts of transitions
or other signpost phrases are used?
Are there abbreviations used, and if
so, are they defined/explained? Is
first-person used (I or we)?
What do you notice about how the
audience is addressed? How does
the text engage with its target
audience? Is the audience directly
named? Is the audience directly
addressed with “you?” Is it clear
what the audience can be expected
to already know or believe? What
does the writer want the audience
to do, think, or feel as a result of
reading/viewing the text?
What do you notice about the
visual appearance and/or
organization? Are there
images/photos? If so, where are
they in relation to the alphabetic
text? Are there columns, bullet
points, or headings? Does the text
use sections and/or sub-sections?
Columns? Bullet points? Varying
font sizes? How does the text use
color?
Specific evidence from the genre
BUILDING
PROSPERITY
IN MIAMI
Successes and Challenges to Improving
the Employment Ecosystem
Dr. Howard Frank
Dr. Maria Ilcheva
Ms. Lilliam Jarquin
Resilient 305: The Miami Building Prosperity Collaborative
The Miami Building Prosperity Collaborative, led by the Miami Foundation, is a partnership between community-based organizations
working in small business development, workforce development, and general community development
Workforce
Development
Catalyst Miami
Miami-Dade College
identifies and solves issues
affecting low-wealth
communities.
The Medical Campus offers
the Pathways program,
where students graduate as
healthcare technicians
Florida Small Business
Development Center at FIU
offers no-cost consulting to
entrepreneurs and business
owners.
South Florida Anchor Alliance
The Miami Foundation
led by the Health Foundation of South Florida
A regional collective effort to build
community wealth through small business
development and supplier diversity
builds the philanthropic,
civic, and leadership
backbone for Greater Miami.
Support and
Wrap-around Services
Wrap-around Services
Collaborative members in the Workforce
Development arena offer emergency
assistance, financial literacy services, and
mental health counseling.
Small Business
Development
City of Miami
Prospera
The Opportunity Center
helps places Miami
residents in living-wage jobs
specializes in bilingual
business development to
Hispanic entrepreneurs.
Dade County Federal
Credit Union
Provides support through
the Payday Rescue Program
Introduction
December 31, 2022 concluded Miami’s Advancing Cities Project, awarded to the Miami Foundation by
the J.P. Morgan Chase Foundation in April 2019. The grant was for three years and $3 million. Miami
was one of five recipients out of 250 applications in the first-round awardees, also including Chicago,
Louisville, San Diego, and Syracuse. According to JP Morgan Chase, AdvancingCities is a $500 million,
five-year initiative to “invest in solutions that bolster the long-term vitality of the world’s cities”. The
first-round proposals focused on the strategic aims of workforce development, small businesses,
neighborhood revitalization, and financial health. Miami’s proposal was designed to harness the
collective efforts of the City of Miami, Miami-Dade County, the South Florida Anchor Alliance, Florida
International University, and others. In the words of the Miami Foundation’s then President, Javier Soto,
the project was designed to provide “…an opportunity to unite and create solutions that will connect
more people with jobs and small businesses and critical resources to prosper.” (Mantica, 2019: 3).
The program was intended to build an economic development ecosystem leading to community
prosperity. The design relied on inter-sectoral cooperation rather than a dedicated economic
development organization or institution. Program management within the Miami Foundation
incorporated participation from a cross-section of nonprofit, health, and educational partners. Using
the biological analogy, the Jorge Pérez Metropolitan Center (PMC) research team described this
arrangement as an “exoskeleton” rather than a spine-and-backbone, given the absence of direct
operational domicile or direction from a single participant.
This exoskeleton model framed JPMC’s program involvement. Nominally, we were the program
evaluator contracted by the Miami Foundation to serve as the local collaborator with Abt Associates, JP
Morgan Chase’s national project evaluator. This connoted a “bean counter” role in which the Center
was a passive observer. Over time, the JPMC’s role became increasingly active as staff at the Miami
Foundation acknowledged the Center’s expertise in data management and analysis. Equally important,
the project evaluation required the development of program goals and metrics and the structuring
program activities across organizational lines. Thus, early on the JPMC team became involved in
discussions and provided guidance on diverse subjects such as client intake, data collection methods,
and community demographics. Further, the JPMC served an important ambassadorial role between the
Miami Foundation and Abt Associates during the onset of COVID in 2020. Getting the program “up-andrunning” was particularly challenging, leaving the evaluators with little progress to report during the first
year. JPMC’s intercession with Abt allowed for mutual understanding of the Miami Foundation’s
predicament, leading to a six-month extension of the program from June to December of 2022. This
actively-engaged evaluator’s role has been a cornerstone of evaluation research since its inception
(Rossi & Freeman, 1983). The JPMC’s involvement facilitated and augmented program development
across Advancing Cities’ many actors.
The Intellectual Fulcrum—The Council on Adult Education and Learning 2020
Report
The Council for Adult and Experiential Learning (CAEL) was founded in 1974 with the vision that “Every
adult can navigate lifelong learning and career pathways that fuel economic mobility and community
prosperity.” In late 2019, the Miami Foundation contracted with CAEL to analyze Greater Miami’s job
creation and placement ecosystem and linkages to the educational sector. Their deep dive into this
ecosystem, entitled “The Greater Miami Workforce Asset Mapping Report,” was completed in February
2020. Their overall findings were distilled as follows:
1.
2.
3.
4.
5.
6.
7.
8.
Scattered and Inconsistent Small Business Engagement
No Region-Wide System of Pathways
Excellent Institutions of Higher Learning
Community Partnership Opportunities Abound
Confusion Around Career Awareness Initiatives
Soft Skills Training is Happening in Silos
Training Program Roadblocks for Employers
Absence of Talent Attraction & Retention Strategies
(CAEL, 2020: 5-6).
This assessment was grounded in the absence of a lead partner, such as a chamber of commerce, an
institution of higher learning, or a nonprofit, such as United Way, that typically plays a lead role in
workforce development in other communities. While the area’s schools and colleges train capable
graduates, CAEL observed few modalities to retain them. This absence of what the JPMC termed a
“centripetal force” on the job creation and placement front was a central finding that constitutes a
major stumbling block to economic development in the region.
A second component of the CAEL study was a drill down on 700 job classifications that would be in
demand throughout Miami-Dade for the foreseeable future, that would pay a living wage ($15.30 an
hour) and provide laddering into higher-paid jobs within their respective fields (e.g., an LPN becoming an
RN). After an initial culling to 70 professions, the
Table 1: Advancing Cities Key Occupations of Focus
nine occupations were targeted for project
Occupation
Hourly Wage
inclusion. (Table 1)
Electricians
$19.57
This roster would provide a focus on job training
and placement. CAEL, JPMC, and the Miami
Foundation agreed that professions selected should
require less than one year of training, ruling out AAor BA-level jobs. And while some government jobs
met the wage, laddering, and sustainability criteria,
the sector’s slow hiring processes precluded
inclusion.
Medical Secretaries
$15.62
Aircraft Mechanics
$30.53
Customer Service Representatives
$15.31
User Support Specialists
$21.53
Sales Representatives
$23.58
Maintenance and Repair
$16.57
LPNs/LVN
$22.18
Plumbers and Pipefitters
$19.39
CAEL, 2020: 13-14.
Overall, the CAEL study provided an intellectual frame confirming that the Miami-Dade workforce
development arena was lacking direction and organization found in other metropolitan areas. The
occupational drilldown provided guidance for training and placement undertaken in subsequent
Advancing Cities operations. More importantly, it established a critical program rubric: The creation of
well-paid, sustainable jobs, rather than broad job creation which did not meet those criteria.
2
Building and Sustaining a Project Ecosystem-The Miami Building Prosperity
Collaborative
Figure 1 presents a schematic of the seven major players in the project’s ecosystem. Project activities
were bundled into two components – Workforce Development and Small Business Development, and
the third, Support and Wraparound Services, was added on once the COVID-19 pandemic made clear
that progress in the initial areas would be absent without a more comprehensive support system.
Consistent with the exoskeleton noted earlier, the Miami Foundation’s involvement was principally that
of funding conduit rather than systems integrator or management. Similarly, as the JPMC noted in its
evaluations, there was no case management system wherein graduate trainees would be shepherded
through post-graduate job placement and follow-up. Thus, the collaboration could be viewed as a loose
confederation. In essence, the collaborative was not designed or intended as a miniature Department
of Labor that bonded prospective employers, employees, and workforce development under one roof.
The “LaborMiami” job website that emerged late in the Advancing Cities effort, discussed below, was a
possible “lite” substitute.
Workforce development was conducted by Miami-Dade College and the City of Miami. Small Business
Development was implemented under a partnership forged between FIU’s Small Business Development
Center, a partner of the Small Business Administration’s program dedicated to supporting small
businesses, and Prospera, a nationally-recognized nonprofit with an excellent record of assisting small
Hispanic-owned businesses. Wraparound services, which focused on career counseling, resume writing,
financial literacy, and job-seeking skills, were provided by Catalyst Miami and the City of Miami’s
Opportunity Center. During the program’s third year, Dade County Federal Credit Union assisted lowincome residents with decoupling from the pay-day loan cycle and integrating into the traditional
banking system.
It is worth noting that the Anchor Alliance, comprised of 19 universities, cities, and hospitals in Dade and
Broward Counties, was actively involved in the program throughout its three years. Its participation was
predicated on the assumption that members could use a streamlined procurement process to foster
small business development. This component of Advancing Cities proved difficult to implement but did
result in an investment in an Alliance platform, the Regional Marketplace, dedicated to small and
minority business development in late 2022.
After COVID-related delays, the Collaborative made significant progress in advancing program
objectives. By the project’s end, Advancing Cities partners undertook the following activities.
o
o
o
Miami-Dade College graduated 88 health technicians. These certificate earners could pursue
First Responder or Paramedic status, or with further credentialing, AA degrees in Dental
Hygiene, Respiratory Theory, or Surgical Technology. According to the U.S. Department of
Labor, the latter three professions earned entry-level salaries of $49,000, $54,000, and $31,000,
respectively.
Catalyst Miami completed three cohorts of clients with intensive career counseling. To its
credit, Catalyst made an almost immediate pivot to online instruction after the onset of COVID.
This had the ancillary positive of reducing commuting costs and time for its predominantly lowand moderate-income clientele, many of whom single parents.
The Prospera-SBDC partnership provided 2,045 counseling hours to 297 businesses. This
brought $13,006,427 in incremental revenue. This partnership catalyzed an investment of $2.5
3
o
o
million from the U.S. Small Business Administration to develop a Community Navigator Program
that links small businesses to potential customers while bolstering hiring in underserved
communities.
The Miami Foundation launched its LaborMiami portal, accessed by 7,114 residents and 372
businesses. The website emulates models in Denver and elsewhere and links prospective job
seekers—including recent high school and college graduates—with prospective employers.
The City of Miami’s Job Opportunity Center hired two dedicated staff members to commence
operations. The Center reported that $15 an hour was typically a floor for hiring; most
placements averaged $17-$18.
These efforts were not conducted under the aegis of a single agency. Nonetheless, the Collaborative
grew in scope and significance with limited direct supervision from its funder, the Miami Foundation.
Willingness to achieve common objectives, with occasional nudges from the Foundation and the FIU
evaluation team, provided sufficient organizational glue.
Taking Stock: Legacies and Lessons for Practice
Advancing Cities three+ years came and went quickly. The rollout was also severely impacted by COVID19, further compressing the time for completion. This duration is salient in assessing Advancing Cities’
stated objective of systems change in Greater Miami’s employment ecosystem. Changing any system is
a tall order. Nonetheless, the project achieved a degree of success in achieving its lofty (some might say
overstated) objectives. This section of the paper addresses the project’s legacies, both intangible and
tangible, and ends with some lessons for practice in Greater Miami, with grounding in a broader
intergovernmental and national setting.
Intangible Legacies
Miami-Dade Can Engage in Serious Workforce Development that Links Education and Employer
Need
A central tenet of the 2020 CAEL Report underscored the limited substantive linkages between the
region’s employers and educational institutions. In sum, CAEL found that Dade’s educational institutions
produce a bounty of qualified graduates. Whether they matched employers’ need was a different story.
The 88 graduates of Miami-Dade’s Medical Technician Program are few in absolute terms. But they
represent an important exemplar for future workforce development in Miami-Dade. These graduates
were in a profession with demonstrable short- and long-term demand and laddering potential, without
the need for AA- or BA-level education. This exemplar is an important cornerstone for future efforts at
building a higher-wage Miami-Dade.
Discussion of Living-Wage Jobs Isn’t Taboo
Many project partners, including the FIU team, expressed concern early on that discussion of “living
wage” jobs earning $15.30 per hour, may have been unacceptable in the broadly defined Miami-Dade
political economy given the region’s traditional low-wage, service-based economy. This $15.30 figure
4
was derived from the United Way’s Asset Limited, Income Constrained, Employed (d/b/a “ALICE”)
survival budget methodology. Nonetheless, this nationally-deployed and time-tested model did little to
assuage partner consternation regarding the living wage.
The passage of Amendment 2 in November 2020, which established a $15.00 minimum wage in Florida
by 2026, legitimated the Living Wage discussion. Walmart, Target, and other large retail employers
established a $15.00 minimum. And as noted earlier, staff at the City of Miami’s Job Opportunity Center
have reported $17-$18 as the typical wage placement in 2022. At face value, many Miami-Dade
employers recognize the “Living Wage” as a floor if they are to attract and retain employees, particularly
in an era of heightened inflation. These living wage discussions are even more crucial in the context of
labor shortages, inflationary pressure, and the ever-present concern for housing affordability in the
context of Miami-s economic structure.
Tangible Legacies
Creation of the LaborMiami Portal
The early success of this portal resonated with the Miami Foundation, which pledged to serve as host
until a suitable partner was found for permanent domicile. As the project was closing, the Foundation
announced that Miami-Dade County would host the website as part of a new initiative to foster
enhanced workforce planning county-wide.
It is worth reiterating that the website is only a partial employment systems integrator. It is not designed
to provide job counseling. It is also not a “one-stop-shop” that links employees, employers, and policy
makers in the employment ecosystem. The digital divide is precluding potential job seekers from
utilizing this resource. However, it is still a powerful tool for job seekers and employers, particularly
smaller businesses that may lack the means to post broadly within the labor market. Most importantly,
housing the site countywide adds intergovernmental heft to workforce development by facilitating all
Miami-Dade’s residents and businesses.
Enhanced Small Business Development
The marriage of FIU’s Small Business Development Center and Prospera has begotten organizational
offspring. In October 2021, the SBDC and Prospera received a $2.5 million grant from the U.S. Small
Business Development Administration’s Community Navigator Pilot Program. Funds for this project are
earmarked to improve underserved entrepreneurs’ access to government capital for business launches,
expansion, or disruption. The Miami-Dade Small Business Resource Navigator Program focuses on small
businesses, including microbusinesses (fewer than 10 employees), owned by women, veterans, and
disadvantaged individuals.
Similarly, in February 2022, Wells Fargo announced a $20 million grant to the Miami Foundation to
support diverse small businesses and nonprofits through a combination of capital and technical
assistance. This effort will adopt the Advancing Cities framework in the small business arena, combining
small business services and capital investment in minority-owned businesses (Miami Foundation, 25
February 2022).
5
Also, in early 2022, JPMorgan Chase awarded a Miami-based collaborative of three nonprofits $5 million
over three years to support workers in the care economy. Nonprofits Neighborhood Housing Services of
South Florida, Miami Workers Center, and Catalyst Miami intend to help people doing childcare, home
health, cleaning, and other similar work.
Building Small Businesses Through Anchor Alliance Procurement
In what may become the project’s most significant tangible legacy, the South Florida Health Foundation
pledged $1.2 million to develop a “Marketplace Platform” to facilitate small and minority-business
procurement from the 19-partner Anchor Alliance (Cortina-Weiss, 8 June 2022). In addition to housing
the platform, the Health Foundation will create communications and marketing strategies aimed toward
the region’s small businesses to foster readiness for transacting with the Alliance’s partners. The Alliance
collectively procures $8 billion per annum. This could become a significant catalyst for small business
development in Miami-Dade and Broward Counties.
Advancing Cities’ intangible and tangible legacies may prove foundational to Miami-Dade’s economic
development efforts. The LaborMiami portal may be a “crossover hit.” It will be a tangible benefit to
prospective employees and employers. From a broader perspective, the portal is designed to overcome
the inadequacies of the employment ecosystem noted by CAEL in 2020. The countywide aegis of the
site elevates its salience and coverage. The business development work of SBDC and Prospera has
melded two nationally-recognized entities with significant results. Lastly, the Anchor Alliance’s
Marketplace Platform holds significant promise as a small business generator in South Florida’s
underserved communities.
Lessons for Practice—Miami-Dade and Beyond
Social scientists and public policy gurus like to speak of “lessons for practice,” particularly in the context
of single-jurisdiction case studies such as Advancing Cities. While Advancing Cities was Miami-Dadebased, this experience has parallels that reflect larger trends in governance nationwide. Thus, the
experience provides guidance for local decision-makers while validating contemporary models of local
economic development. Our six lessons are not presented in order of importance. All are intertwined in
the local economy.
Lesson 1: Developing Human Capital is Part of the New Normal for Local Governments.
In Unlocking the Potential of Post-Industrial Cities (2021), Matthew Kahn and Mac McComas posit that
in a globally competitive economy, human capital is the ultimate secret sauce of economic development
in local government. In prior generations, sticking to the basic knitting of maintaining infrastructure,
providing police and fire, and administering parks and recreation, among others, were the cornerstones
of local governance. In contemporary public management, these traditional public services are essential
building blocks. But development and retention of skilled labor is the central determinant of economic
growth and well-being. From this vantage, the Advancing Cities agenda is innate not only for Greater
Miami, but for any community seeking to grow inflation-adjusted wages and affordability for its
residents.
6
Lesson 2: In an Era of “Bottom-Up Federalism,” Local Manpower Training and Development is Unlikely
to Benefit from Intergovernmental Largesse
The election of Ronald Reagan in 1980 brought an end to extensive state and federal assistance to local
governments in the generally defined health, education, and welfare arenas (Gamkhar and Pickerill
(2012). The devolution trend has accelerated in recent years (Daguerre & Conlan, 2020; Dilger, 2000).
The programmatic “exoskeleton” that designed and delivered Advancing Cities was a model for
workforce development in the new fiscal era. Program stakeholders effectively served in lieu of old-line
Departments of Labor or Commerce, without federal or state funding. The Advancing Cities policy
network was locally created and managed, making it a model for our governance era.
Lesson 3: Creating Well-Paid Jobs, Not Just Any Jobs, Is What Matters
Elected officials often crow about low unemployment and the number of jobs created on their watch.
But low unemployment and upbeat job creation can mask unpleasant truths about the jobs created.
Bureau of Labor Statistics projections for 2030 show that only three of the top thirty fastest growing
professions will earn over $30,000. As Alan Ehrenhalt (2022) notes, “We all want the economy to keep
growing jobs…we need to pay attention to where the jobs are and what they are paying. If you need two
or three of them to make ends meet, the big number isn’t much to write home about” (p.10). Martha
Ross and Nicole Bateman of the Metropolitan Policy Program at Brookings reported that 44% of the
American labor force aged 18-69 earns a median wage of $10.22, with median annual earnings of
$17,950 (2019: 10-11). Most of these jobs are in retail, food preparation and serving, cleaningmaintenance, and personal care – all typical of Miami-Dade County’s labor market. The Advancing Cities
mindset of creating well-paid jobs that are sustainable and laddered is an antidote to the “every job
counts” policy frame.
Lesson 4: Focusing on Sustainable Job Creation Is an Inclusive Approach that Appeals to a Broad Crosssection of Stakeholders.
Advancing Cities was not a comprehensive economic development plan like the Beacon Council’s One
Community One Goal Strategic Plan (2012). But in retrospect, the narrow focus of the CAEL report,
centered on the job creation ecosystem, was a strength. Focusing on well-paid, sustainable job growth,
rather than the development of specific economic sectors, is readily assimilable to a broad cross-section
of public, private, and nonprofit stakeholders. Long-term observers (Dluhy and Frank, 2002) of the
Miami-Dade development scene can argue that sector-based economic development strategies may
lead to a perception that growing the economy is zero-sum—focus on one sector will leave another
behind. Ultimately, this has created an economic base in Dade that is low-paid and less resilient to
economic downturns than comparable metropolitan areas (Murray and Greiner, 2016). Focusing on
sustainable job growth obviates the zero-sum mentality by minimizing potential inter-sectoral tradeoffs.
Lesson 5: Procurement as an Engine of Small Business Development May Be Easier Said than Done
Procurement is an integral part of small business development. It is central to the SBA’s business
development toolkit (Small Business Administration (2022) in its current five-year strategic plan.
Nonetheless, building the contracting capacity of small and minority businesses can be a daunting task.
Snider and Rendon (2012) note that procurement is a complicated process with legal, technical, social,
7
and operational constraints. Contractors need to decide on the common goods and services for which
they will vend. Potential vendors frequently need significant technology upgrades. Lastly, contractors
and vendors need to set realistic expectations about the goods and services for which they will compete.
Taking these factors into account explains the long gestation of the Advancing Cities’ procurement
component. The Anchor Alliance and the Health Foundation of South Florida took three years to roll out
their procurement portal, with several years of discussions preceding the commencement of the
AdvancingCities work. This prolonged birthing is unsurprising, considering procurement complexity.
Hence the Miami-Dade experience is a “heads-up” to other jurisdictions deploying procurement with
similar aims and clients.
6. Large Forces Will Impact Attachment to the Labor Force, Regardless of Well-Intentioned Job
Training and Counseling
Transcripts of Catalyst Miami client intake interviews were poignant and revealing. Decades-old felony
convictions continue to be a barrier to labor market access for some job seekers. Limited public
transportation is a serious deterrent to job training or the pursuit of well-paid jobs. So is the absence of
affordable daycare, particularly for women. The high cost of housing crowds out savings and other basic
needs. Limited financial literacy compounds the difficulties faced by unbanked low-earnings residents,
who may get trapped in the pay day loan cycle. Job training and career counseling may mitigate these
issues. But they can only do so much to move low- and moderate earners out of a paycheck-topaycheck existence.
Concluding Thoughts
Greater Miami will be a better place to live and work because of Advancing Cities. Project interventions,
individually and collectively, focused on the creation of sustainable jobs. The project spawned
innovative relationships in the small business development arena. After a long lead time, procurement
for small and minority businesses received a major boost through the development of an online
marketplace. The job portal was created under the project’s auspices and will have to find a new home
with a county-wide audience. Perhaps most importantly, data-driven assessment of the employment
ecosystem led to formalized training and career counseling that fostered living-wage careers. Greater
Miami poses many challenges to upward social mobility, such as sky-high housing costs and limited
public transportation. But Advancing Cities has proved to be an innovative, productive collaboration in
an era of “Bottoms-up Federalism.”
8
REFERENCES:
Avalanche Consulting, McCallum Sweeney Consulting, and the Council for Adult and Experiential
Learning. (2012). One Community One Goal Strategic Plan Report 1: Comparative Assessment.
Miami: The Beacon Council.
Council for Adult & Experiential Learning. (2020). The Greater Miami Workforce Asset Mapping Report.
Indianapolis, Indiana.
Cortina-Weiss, Betty. (2022, June 8). Health Foundation of South Florida Announces Investment in AIPowered Platform Designed to Drive Millions in Institutional Spending to Local and Minorityowned Small Businesses. Miami: The Health Foundation of South Florida.
Daguerre, Anne, & Conlan, Tim. (2020). Federalism in a Time of Coronavirus: The Trump Administration,
Intergovernmental Relations, and the Fraying Social Compact. State and Local Government
Review, 52 (4): 287-297.
Dilger, Robert J. (2000). The Study of Federalism at the Turn of the Century. State and Local
Government Review, 32 (2): 98-107.
Dluhy, Milan J., & Frank, Howard A. (2002). The Miami Fiscal Crisis: Can a Poor City Regain Prosperity?
Westport, CT: Praeger.
Ehrenhalt, Alan. (2022, August 12). It’s Not Just the Number of Jobs. It’s What They Are—and What They
Pay. Governing: pp. 1-10.
Gamkar, Shama, & Pickerill, J. Mitchell. (2012). The State of American Federalism 2011-2012: A Fend for
Yourself and Activist Form of Bottom Up Federalism. Publius: The Journal of Federalism, 42 (3):
357-386.
Kahn, Matthew E., & McComas, Mac. (2021). Unlocking the Potential of Post-Industrial Cities.
Baltimore: Johns Hopkins.
Mantica, Ana. (2019, April 18). Miami Received $3 Million Investment from JPMorgan Chase’s Advancing
Cities Challenge. The Miami Foundation press Release.
Murray, Edward, & Greiner, Kevin T. (2016). Miami-Dade County Prosperity Study. Florida International
University Metropolitan Center: Miami.
Ross, Martha, & Bateman, Nicole. (2019, November). Meet the Low-Wage Workforce. Metropolitan
Policy Program. Washington: Brookings.
Rossi, Peter H., & Freeman, Howard E. (1983). Evaluation: A Systematic Approach (2nd). Beverly Hills:
Sage.
Snider, Keith F., & Rendon, Rene G. (2012). Public Procurement: Public Administration and Public
Service Perspectives. Journal of Public Administration Education, 18 (2): 327-348.
United States Small Business Administration. (2022). Enterprise Learning Agenda: Fiscal Years 20222026. Washington: SBA.
9
Genre analysis
Analysis of the genre
What do you notice about the
purpose of the text? Is the purpose
explicitly stated or is it implied? Is
the writer trying to inform, educate,
persuade, prove a point, describe,
narrate, or something else? Does
the text want the audience to do,
think, or understand something
specific?
What do you notice about the
content/message? Is the main
message directly stated or implied?
Is there an introduction and/or
conclusion? Is support/data
provided for the claims that are
made?
What do you notice about word
choice/language? Are there
context-specific words used? Is the
language advanced or is it able to
be understood by a general
audience? What sorts of transitions
or other signpost phrases are used?
Are there abbreviations used, and if
so, are they defined/explained? Is
first-person used (I or we)?
What do you notice about how the
audience is addressed? How does
the text engage with its target
audience? Is the audience directly
named? Is the audience directly
addressed with “you?” Is it clear
what the audience can be expected
to already know or believe? What
does the writer want the audience
to do, think, or feel as a result of
reading/viewing the text?
What do you notice about the
visual appearance and/or
organization? Are there
images/photos? If so, where are
they in relation to the alphabetic
text? Are there columns, bullet
points, or headings? Does the text
use sections and/or sub-sections?
Columns? Bullet points? Varying
font sizes? How does the text use
color?
Specific evidence from the genre
BUILDING
PROSPERITY
IN MIAMI
Successes and Challenges to Improving
the Employment Ecosystem
Dr. Howard Frank
Dr. Maria Ilcheva
Ms. Lilliam Jarquin
Resilient 305: The Miami Building Prosperity Collaborative
The Miami Building Prosperity Collaborative, led by the Miami Foundation, is a partnership between community-based organizations
working in small business development, workforce development, and general community development
Workforce
Development
Catalyst Miami
Miami-Dade College
identifies and solves issues
affecting low-wealth
communities.
The Medical Campus offers
the Pathways program,
where students graduate as
healthcare technicians
Florida Small Business
Development Center at FIU
offers no-cost consulting to
entrepreneurs and business
owners.
South Florida Anchor Alliance
The Miami Foundation
led by the Health Foundation of South Florida
A regional collective effort to build
community wealth through small business
development and supplier diversity
builds the philanthropic,
civic, and leadership
backbone for Greater Miami.
Support and
Wrap-around Services
Wrap-around Services
Collaborative members in the Workforce
Development arena offer emergency
assistance, financial literacy services, and
mental health counseling.
Small Business
Development
City of Miami
Prospera
The Opportunity Center
helps places Miami
residents in living-wage jobs
specializes in bilingual
business development to
Hispanic entrepreneurs.
Dade County Federal
Credit Union
Provides support through
the Payday Rescue Program
Introduction
December 31, 2022 concluded Miami’s Advancing Cities Project, awarded to the Miami Foundation by
the J.P. Morgan Chase Foundation in April 2019. The grant was for three years and $3 million. Miami
was one of five recipients out of 250 applications in the first-round awardees, also including Chicago,
Louisville, San Diego, and Syracuse. According to JP Morgan Chase, AdvancingCities is a $500 million,
five-year initiative to “invest in solutions that bolster the long-term vitality of the world’s cities”. The
first-round proposals focused on the strategic aims of workforce development, small businesses,
neighborhood revitalization, and financial health. Miami’s proposal was designed to harness the
collective efforts of the City of Miami, Miami-Dade County, the South Florida Anchor Alliance, Florida
International University, and others. In the words of the Miami Foundation’s then President, Javier Soto,
the project was designed to provide “…an opportunity to unite and create solutions that will connect
more people with jobs and small businesses and critical resources to prosper.” (Mantica, 2019: 3).
The program was intended to build an economic development ecosystem leading to community
prosperity. The design relied on inter-sectoral cooperation rather than a dedicated economic
development organization or institution. Program management within the Miami Foundation
incorporated participation from a cross-section of nonprofit, health, and educational partners. Using
the biological analogy, the Jorge Pérez Metropolitan Center (PMC) research team described this
arrangement as an “exoskeleton” rather than a spine-and-backbone, given the absence of direct
operational domicile or direction from a single participant.
This exoskeleton model framed JPMC’s program involvement. Nominally, we were the program
evaluator contracted by the Miami Foundation to serve as the local collaborator with Abt Associates, JP
Morgan Chase’s national project evaluator. This connoted a “bean counter” role in which the Center
was a passive observer. Over time, the JPMC’s role became increasingly active as staff at the Miami
Foundation acknowledged the Center’s expertise in data management and analysis. Equally important,
the project evaluation required the development of program goals and metrics and the structuring
program activities across organizational lines. Thus, early on the JPMC team became involved in
discussions and provided guidance on diverse subjects such as client intake, data collection methods,
and community demographics. Further, the JPMC served an important ambassadorial role between the
Miami Foundation and Abt Associates during the onset of COVID in 2020. Getting the program “up-andrunning” was particularly challenging, leaving the evaluators with little progress to report during the first
year. JPMC’s intercession with Abt allowed for mutual understanding of the Miami Foundation’s
predicament, leading to a six-month extension of the program from June to December of 2022. This
actively-engaged evaluator’s role has been a cornerstone of evaluation research since its inception
(Rossi & Freeman, 1983). The JPMC’s involvement facilitated and augmented program development
across Advancing Cities’ many actors.
The Intellectual Fulcrum—The Council on Adult Education and Learning 2020
Report
The Council for Adult and Experiential Learning (CAEL) was founded in 1974 with the vision that “Every
adult can navigate lifelong learning and career pathways that fuel economic mobility and community
prosperity.” In late 2019, the Miami Foundation contracted with CAEL to analyze Greater Miami’s job
creation and placement ecosystem and linkages to the educational sector. Their deep dive into this
ecosystem, entitled “The Greater Miami Workforce Asset Mapping Report,” was completed in February
2020. Their overall findings were distilled as follows:
1.
2.
3.
4.
5.
6.
7.
8.
Scattered and Inconsistent Small Business Engagement
No Region-Wide System of Pathways
Excellent Institutions of Higher Learning
Community Partnership Opportunities Abound
Confusion Around Career Awareness Initiatives
Soft Skills Training is Happening in Silos
Training Program Roadblocks for Employers
Absence of Talent Attraction & Retention Strategies
(CAEL, 2020: 5-6).
This assessment was grounded in the absence of a lead partner, such as a chamber of commerce, an
institution of higher learning, or a nonprofit, such as United Way, that typically plays a lead role in
workforce development in other communities. While the area’s schools and colleges train capable
graduates, CAEL observed few modalities to retain them. This absence of what the JPMC termed a
“centripetal force” on the job creation and placement front was a central finding that constitutes a
major stumbling block to economic development in the region.
A second component of the CAEL study was a drill down on 700 job classifications that would be in
demand throughout Miami-Dade for the foreseeable future, that would pay a living wage ($15.30 an
hour) and provide laddering into higher-paid jobs within their respective fields (e.g., an LPN becoming an
RN). After an initial culling to 70 professions, the
Table 1: Advancing Cities Key Occupations of Focus
nine occupations were targeted for project
Occupation
Hourly Wage
inclusion. (Table 1)
Electricians
$19.57
This roster would provide a focus on job training
and placement. CAEL, JPMC, and the Miami
Foundation agreed that professions selected should
require less than one year of training, ruling out AAor BA-level jobs. And while some government jobs
met the wage, laddering, and sustainability criteria,
the sector’s slow hiring processes precluded
inclusion.
Medical Secretaries
$15.62
Aircraft Mechanics
$30.53
Customer Service Representatives
$15.31
User Support Specialists
$21.53
Sales Representatives
$23.58
Maintenance and Repair
$16.57
LPNs/LVN
$22.18
Plumbers and Pipefitters
$19.39
CAEL, 2020: 13-14.
Overall, the CAEL study provided an intellectual frame confirming that the Miami-Dade workforce
development arena was lacking direction and organization found in other metropolitan areas. The
occupational drilldown provided guidance for training and placement undertaken in subsequent
Advancing Cities operations. More importantly, it established a critical program rubric: The creation of
well-paid, sustainable jobs, rather than broad job creation which did not meet those criteria.
2
Building and Sustaining a Project Ecosystem-The Miami Building Prosperity
Collaborative
Figure 1 presents a schematic of the seven major players in the project’s ecosystem. Project activities
were bundled into two components – Workforce Development and Small Business Development, and
the third, Support and Wraparound Services, was added on once the COVID-19 pandemic made clear
that progress in the initial areas would be absent without a more comprehensive support system.
Consistent with the exoskeleton noted earlier, the Miami Foundation’s involvement was principally that
of funding conduit rather than systems integrator or management. Similarly, as the JPMC noted in its
evaluations, there was no case management system wherein graduate trainees would be shepherded
through post-graduate job placement and follow-up. Thus, the collaboration could be viewed as a loose
confederation. In essence, the collaborative was not designed or intended as a miniature Department
of Labor that bonded prospective employers, employees, and workforce development under one roof.
The “LaborMiami” job website that emerged late in the Advancing Cities effort, discussed below, was a
possible “lite” substitute.
Workforce development was conducted by Miami-Dade College and the City of Miami. Small Business
Development was implemented under a partnership forged between FIU’s Small Business Development
Center, a partner of the Small Business Administration’s program dedicated to supporting small
businesses, and Prospera, a nationally-recognized nonprofit with an excellent record of assisting small
Hispanic-owned businesses. Wraparound services, which focused on career counseling, resume writing,
financial literacy, and job-seeking skills, were provided by Catalyst Miami and the City of Miami’s
Opportunity Center. During the program’s third year, Dade County Federal Credit Union assisted lowincome residents with decoupling from the pay-day loan cycle and integrating into the traditional
banking system.
It is worth noting that the Anchor Alliance, comprised of 19 universities, cities, and hospitals in Dade and
Broward Counties, was actively involved in the program throughout its three years. Its participation was
predicated on the assumption that members could use a streamlined procurement process to foster
small business development. This component of Advancing Cities proved difficult to implement but did
result in an investment in an Alliance platform, the Regional Marketplace, dedicated to small and
minority business development in late 2022.
After COVID-related delays, the Collaborative made significant progress in advancing program
objectives. By the project’s end, Advancing Cities partners undertook the following activities.
o
o
o
Miami-Dade College graduated 88 health technicians. These certificate earners could pursue
First Responder or Paramedic status, or with further credentialing, AA degrees in Dental
Hygiene, Respiratory Theory, or Surgical Technology. According to the U.S. Department of
Labor, the latter three professions earned entry-level salaries of $49,000, $54,000, and $31,000,
respectively.
Catalyst Miami completed three cohorts of clients with intensive career counseling. To its
credit, Catalyst made an almost immediate pivot to online instruction after the onset of COVID.
This had the ancillary positive of reducing commuting costs and time for its predominantly lowand moderate-income clientele, many of whom single parents.
The Prospera-SBDC partnership provided 2,045 counseling hours to 297 businesses. This
brought $13,006,427 in incremental revenue. This partnership catalyzed an investment of $2.5
3
o
o
million from the U.S. Small Business Administration to develop a Community Navigator Program
that links small businesses to potential customers while bolstering hiring in underserved
communities.
The Miami Foundation launched its LaborMiami portal, accessed by 7,114 residents and 372
businesses. The website emulates models in Denver and elsewhere and links prospective job
seekers—including recent high school and college graduates—with prospective employers.
The City of Miami’s Job Opportunity Center hired two dedicated staff members to commence
operations. The Center reported that $15 an hour was typically a floor for hiring; most
placements averaged $17-$18.
These efforts were not conducted under the aegis of a single agency. Nonetheless, the Collaborative
grew in scope and significance with limited direct supervision from its funder, the Miami Foundation.
Willingness to achieve common objectives, with occasional nudges from the Foundation and the FIU
evaluation team, provided sufficient organizational glue.
Taking Stock: Legacies and Lessons for Practice
Advancing Cities three+ years came and went quickly. The rollout was also severely impacted by COVID19, further compressing the time for completion. This duration is salient in assessing Advancing Cities’
stated objective of systems change in Greater Miami’s employment ecosystem. Changing any system is
a tall order. Nonetheless, the project achieved a degree of success in achieving its lofty (some might say
overstated) objectives. This section of the paper addresses the project’s legacies, both intangible and
tangible, and ends with some lessons for practice in Greater Miami, with grounding in a broader
intergovernmental and national setting.
Intangible Legacies
Miami-Dade Can Engage in Serious Workforce Development that Links Education and Employer
Need
A central tenet of the 2020 CAEL Report underscored the limited substantive linkages between the
region’s employers and educational institutions. In sum, CAEL found that Dade’s educational institutions
produce a bounty of qualified graduates. Whether they matched employers’ need was a different story.
The 88 graduates of Miami-Dade’s Medical Technician Program are few in absolute terms. But they
represent an important exemplar for future workforce development in Miami-Dade. These graduates
were in a profession with demonstrable short- and long-term demand and laddering potential, without
the need for AA- or BA-level education. This exemplar is an important cornerstone for future efforts at
building a higher-wage Miami-Dade.
Discussion of Living-Wage Jobs Isn’t Taboo
Many project partners, including the FIU team, expressed concern early on that discussion of “living
wage” jobs earning $15.30 per hour, may have been unacceptable in the broadly defined Miami-Dade
political economy given the region’s traditional low-wage, service-based economy. This $15.30 figure
4
was derived from the United Way’s Asset Limited, Income Constrained, Employed (d/b/a “ALICE”)
survival budget methodology. Nonetheless, this nationally-deployed and time-tested model did little to
assuage partner consternation regarding the living wage.
The passage of Amendment 2 in November 2020, which established a $15.00 minimum wage in Florida
by 2026, legitimated the Living Wage discussion. Walmart, Target, and other large retail employers
established a $15.00 minimum. And as noted earlier, staff at the City of Miami’s Job Opportunity Center
have reported $17-$18 as the typical wage placement in 2022. At face value, many Miami-Dade
employers recognize the “Living Wage” as a floor if they are to attract and retain employees, particularly
in an era of heightened inflation. These living wage discussions are even more crucial in the context of
labor shortages, inflationary pressure, and the ever-present concern for housing affordability in the
context of Miami-s economic structure.
Tangible Legacies
Creation of the LaborMiami Portal
The early success of this portal resonated with the Miami Foundation, which pledged to serve as host
until a suitable partner was found for permanent domicile. As the project was closing, the Foundation
announced that Miami-Dade County would host the website as part of a new initiative to foster
enhanced workforce planning county-wide.
It is worth reiterating that the website is only a partial employment systems integrator. It is not designed
to provide job counseling. It is also not a “one-stop-shop” that links employees, employers, and policy
makers in the employment ecosystem. The digital divide is precluding potential job seekers from
utilizing this resource. However, it is still a powerful tool for job seekers and employers, particularly
smaller businesses that may lack the means to post broadly within the labor market. Most importantly,
housing the site countywide adds intergovernmental heft to workforce development by facilitating all
Miami-Dade’s residents and businesses.
Enhanced Small Business Development
The marriage of FIU’s Small Business Development Center and Prospera has begotten organizational
offspring. In October 2021, the SBDC and Prospera received a $2.5 million grant from the U.S. Small
Business Development Administration’s Community Navigator Pilot Program. Funds for this project are
earmarked to improve underserved entrepreneurs’ access to government capital for business launches,
expansion, or disruption. The Miami-Dade Small Business Resource Navigator Program focuses on small
businesses, including microbusinesses (fewer than 10 employees), owned by women, veterans, and
disadvantaged individuals.
Similarly, in February 2022, Wells Fargo announced a $20 million grant to the Miami Foundation to
support diverse small businesses and nonprofits through a combination of capital and technical
assistance. This effort will adopt the Advancing Cities framework in the small business arena, combining
small business services and capital investment in minority-owned businesses (Miami Foundation, 25
February 2022).
5
Also, in early 2022, JPMorgan Chase awarded a Miami-based collaborative of three nonprofits $5 million
over three years to support workers in the care economy. Nonprofits Neighborhood Housing Services of
South Florida, Miami Workers Center, and Catalyst Miami intend to help people doing childcare, home
health, cleaning, and other similar work.
Building Small Businesses Through Anchor Alliance Procurement
In what may become the project’s most significant tangible legacy, the South Florida Health Foundation
pledged $1.2 million to develop a “Marketplace Platform” to facilitate small and minority-business
procurement from the 19-partner Anchor Alliance (Cortina-Weiss, 8 June 2022). In addition to housing
the platform, the Health Foundation will create communications and marketing strategies aimed toward
the region’s small businesses to foster readiness for transacting with the Alliance’s partners. The Alliance
collectively procures $8 billion per annum. This could become a significant catalyst for small business
development in Miami-Dade and Broward Counties.
Advancing Cities’ intangible and tangible legacies may prove foundational to Miami-Dade’s economic
development efforts. The LaborMiami portal may be a “crossover hit.” It will be a tangible benefit to
prospective employees and employers. From a broader perspective, the portal is designed to overcome
the inadequacies of the employment ecosystem noted by CAEL in 2020. The countywide aegis of the
site elevates its salience and coverage. The business development work of SBDC and Prospera has
melded two nationally-recognized entities with significant results. Lastly, the Anchor Alliance’s
Marketplace Platform holds significant promise as a small business generator in South Florida’s
underserved communities.
Lessons for Practice—Miami-Dade and Beyond
Social scientists and public policy gurus like to speak of “lessons for practice,” particularly in the context
of single-jurisdiction case studies such as Advancing Cities. While Advancing Cities was Miami-Dadebased, this experience has parallels that reflect larger trends in governance nationwide. Thus, the
experience provides guidance for local decision-makers while validating contemporary models of local
economic development. Our six lessons are not presented in order of importance. All are intertwined in
the local economy.
Lesson 1: Developing Human Capital is Part of the New Normal for Local Governments.
In Unlocking the Potential of Post-Industrial Cities (2021), Matthew Kahn and Mac McComas posit that
in a globally competitive economy, human capital is the ultimate secret sauce of economic development
in local government. In prior generations, sticking to the basic knitting of maintaining infrastructure,
providing police and fire, and administering parks and recreation, among others, were the cornerstones
of local governance. In contemporary public management, these traditional public services are essential
building blocks. But development and retention of skilled labor is the central determinant of economic
growth and well-being. From this vantage, the Advancing Cities agenda is innate not only for Greater
Miami, but for any community seeking to grow inflation-adjusted wages and affordability for its
residents.
6
Lesson 2: In an Era of “Bottom-Up Federalism,” Local Manpower Training and Development is Unlikely
to Benefit from Intergovernmental Largesse
The election of Ronald Reagan in 1980 brought an end to extensive state and federal assistance to local
governments in the generally defined health, education, and welfare arenas (Gamkhar and Pickerill
(2012). The devolution trend has accelerated in recent years (Daguerre & Conlan, 2020; Dilger, 2000).
The programmatic “exoskeleton” that designed and delivered Advancing Cities was a model for
workforce development in the new fiscal era. Program stakeholders effectively served in lieu of old-line
Departments of Labor or Commerce, without federal or state funding. The Advancing Cities policy
network was locally created and managed, making it a model for our governance era.
Lesson 3: Creating Well-Paid Jobs, Not Just Any Jobs, Is What Matters
Elected officials often crow about low unemployment and the number of jobs created on their watch.
But low unemployment and upbeat job creation can mask unpleasant truths about the jobs created.
Bureau of Labor Statistics projections for 2030 show that only three of the top thirty fastest growing
professions will earn over $30,000. As Alan Ehrenhalt (2022) notes, “We all want the economy to keep
growing jobs…we need to pay attention to where the jobs are and what they are paying. If you need two
or three of them to make ends meet, the big number isn’t much to write home about” (p.10). Martha
Ross and Nicole Bateman of the Metropolitan Policy Program at Brookings reported that 44% of the
American labor force aged 18-69 earns a median wage of $10.22, with median annual earnings of
$17,950 (2019: 10-11). Most of these jobs are in retail, food preparation and serving, cleaningmaintenance, and personal care – all typical of Miami-Dade County’s labor market. The Advancing Cities
mindset of creating well-paid jobs that are sustainable and laddered is an antidote to the “every job
counts” policy frame.
Lesson 4: Focusing on Sustainable Job Creation Is an Inclusive Approach that Appeals to a Broad Crosssection of Stakeholders.
Advancing Cities was not a comprehensive economic development plan like the Beacon Council’s One
Community One Goal Strategic Plan (2012). But in retrospect, the narrow focus of the CAEL report,
centered on the job creation ecosystem, was a strength. Focusing on well-paid, sustainable job growth,
rather than the development of specific economic sectors, is readily assimilable to a broad cross-section
of public, private, and nonprofit stakeholders. Long-term observers (Dluhy and Frank, 2002) of the
Miami-Dade development scene can argue that sector-based economic development strategies may
lead to a perception that growing the economy is zero-sum—focus on one sector will leave another
behind. Ultimately, this has created an economic base in Dade that is low-paid and less resilient to
economic downturns than comparable metropolitan areas (Murray and Greiner, 2016). Focusing on
sustainable job growth obviates the zero-sum mentality by minimizing potential inter-sectoral tradeoffs.
Lesson 5: Procurement as an Engine of Small Business Development May Be Easier Said than Done
Procurement is an integral part of small business development. It is central to the SBA’s business
development toolkit (Small Business Administration (2022) in its current five-year strategic plan.
Nonetheless, building the contracting capacity of small and minority businesses can be a daunting task.
Snider and Rendon (2012) note that procurement is a complicated process with legal, technical, social,
7
and operational constraints. Contractors need to decide on the common goods and services for which
they will vend. Potential vendors frequently need significant technology upgrades. Lastly, contractors
and vendors need to set realistic expectations about the goods and services for which they will compete.
Taking these factors into account explains the long gestation of the Advancing Cities’ procurement
component. The Anchor Alliance and the Health Foundation of South Florida took three years to roll out
their procurement portal, with several years of discussions preceding the commencement of the
AdvancingCities work. This prolonged birthing is unsurprising, considering procurement complexity.
Hence the Miami-Dade experience is a “heads-up” to other jurisdictions deploying procurement with
similar aims and clients.
6. Large Forces Will Impact Attachment to the Labor Force, Regardless of Well-Intentioned Job
Training and Counseling
Transcripts of Catalyst Miami client intake interviews were poignant and revealing. Decades-old felony
convictions continue to be a barrier to labor market access for some job seekers. Limited public
transportation is a serious deterrent to job training or the pursuit of well-paid jobs. So is the absence of
affordable daycare, particularly for women. The high cost of housing crowds out savings and other basic
needs. Limited financial literacy compounds the difficulties faced by unbanked low-earnings residents,
who may get trapped in the pay day loan cycle. Job training and career counseling may mitigate these
issues. But they can only do so much to move low- and moderate earners out of a paycheck-topaycheck existence.
Concluding Thoughts
Greater Miami will be a better place to live and work because of Advancing Cities. Project interventions,
individually and collectively, focused on the creation of sustainable jobs. The project spawned
innovative relationships in the small business development arena. After a long lead time, procurement
for small and minority businesses received a major boost through the development of an online
marketplace. The job portal was created under the project’s auspices and will have to find a new home
with a county-wide audience. Perhaps most importantly, data-driven assessment of the employment
ecosystem led to formalized training and career counseling that fostered living-wage careers. Greater
Miami poses many challenges to upward social mobility, such as sky-high housing costs and limited
public transportation. But Advancing Cities has proved to be an innovative, productive collaboration in
an era of “Bottoms-up Federalism.”
8
REFERENCES:
Avalanche Consulting, McCallum Sweeney Consulting, and the Council for Adult and Experiential
Learning. (2012). One Community One Goal Strategic Plan Report 1: Comparative Assessment.
Miami: The Beacon Council.
Council for Adult & Experiential Learning. (2020). The Greater Miami Workforce Asset Mapping Report.
Indianapolis, Indiana.
Cortina-Weiss, Betty. (2022, June 8). Health Foundation of South Florida Announces Investment in AIPowered Platform Designed to Drive Millions in Institutional Spending to Local and Minorityowned Small Businesses. Miami: The Health Foundation of South Florida.
Daguerre, Anne, & Conlan, Tim. (2020). Federalism in a Time of Coronavirus: The Trump Administration,
Intergovernmental Relations, and the Fraying Social Compact. State and Local Government
Review, 52 (4): 287-297.
Dilger, Robert J. (2000). The Study of Federalism at the Turn of the Century. State and Local
Government Review, 32 (2): 98-107.
Dluhy, Milan J., & Frank, Howard A. (2002). The Miami Fiscal Crisis: Can a Poor City Regain Prosperity?
Westport, CT: Praeger.
Ehrenhalt, Alan. (2022, August 12). It’s Not Just the Number of Jobs. It’s What They Are—and What They
Pay. Governing: pp. 1-10.
Gamkar, Shama, & Pickerill, J. Mitchell. (2012). The State of American Federalism 2011-2012: A Fend for
Yourself and Activist Form of Bottom Up Federalism. Publius: The Journal of Federalism, 42 (3):
357-386.
Kahn, Matthew E., & McComas, Mac. (2021). Unlocking the Potential of Post-Industrial Cities.
Baltimore: Johns Hopkins.
Mantica, Ana. (2019, April 18). Miami Received $3 Million Investment from JPMorgan Chase’s Advancing
Cities Challenge. The Miami Foundation press Release.
Murray, Edward, & Greiner, Kevin T. (2016). Miami-Dade County Prosperity Study. Florida International
University Metropolitan Center: Miami.
Ross, Martha, & Bateman, Nicole. (2019, November). Meet the Low-Wage Workforce. Metropolitan
Policy Program. Washington: Brookings.
Rossi, Peter H., & Freeman, Howard E. (1983). Evaluation: A Systematic Approach (2nd). Beverly Hills:
Sage.
Snider, Keith F., & Rendon, Rene G. (2012). Public Procurement: Public Administration and Public
Service Perspectives. Journal of Public Administration Education, 18 (2): 327-348.
United States Small Business Administration. (2022). Enterprise Learning Agenda: Fiscal Years 20222026. Washington: SBA.
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