Florida International University (FIU) President Dr. Mark Rosenberg speaks on the role of public-private partnerships in enhancing higher education and workforce development
What are the most urgent priorities when it comes to workforce development?
Miami has historically been a net importer of talent from either the northeastern U.S. or the Southern Hemisphere. While this is a competitive advantage, we also need to establish our own talent base. The Beacon Council’s One Community One Goal Academic Leaders Council, which I chair, is focusing on developing internship programs in conjunction with private sector employers. Because of the velocity of change in the occupational spectrum, universities are limited in their ability to train graduates into the specific niches this global economy is creating; the applied dimension can come only through the internship modality. Improving the level of talent in the workforce is a shared responsibility between the universities and the private sector.
How would you comment on the university’s ability to attract talent – faculty, fellows, researchers, etc.?
We have hired 500 new faculty in the last five years, across all departments, but the issue is not talent acquisition; it is talent retention. Maintaining laboratories and infrastructural support to retain the best talent is a costly enterprise and we are becoming more competitive in those areas. This is why we have been building so much – we’ve either finished or started roughly $349 million worth of construction projects in the past five years.
Can you speak to the funding landscape for public universities in Florida?
We created a forefront funding offensive that maximizes the state support we receive, while more aggressively fundraising through philanthropy, establishing private sector partnerships and competing for federal research dollars. Our budget has grown by about 25 percent in the last five years. We supported that through tuition increases in recent years, but that era is largely over. Additionally, we have benefitted from the enrollment of 14,000 new students and the savings from efficiencies we have been able to drive, particularly in the area of energy.
In which programmatic areas does FIU excel?
Academically, we have identified four strategic thematic areas to focus on: international/global studies, environment, health and the arts. In those areas, we are strong, as well as in hospitality, accounting, management, and liberal arts. Moreover, our geography and our demography are our destiny. As such, we have a strong international element. FIU has the second-largest number of foreign students in Florida. We have worked in Latin America for over 40 years, and have a strong name in the region for our administration of justice and democracy initiatives. We also have a campus in Tianjin, China, which awards FIU degrees to 1,100 Chinese students and focuses largely on hospitality and tourism management.
Swire Properties President Stephen Owens discusses the evolution of the urban retail experience in Miami-Dade
How will Brickell City Centre contribute to Miami-Dade’s retail landscape?
Brickell City Centre will transform the retail industry in Miami by offering something that does not yet exist. Currently, there is no place downtown where young people can come together and get a full retail experience that includes shopping, dining and nightlife. Brickell City Centre will introduce an urban mall to the area.
Another innovation we are bringing is integrating our building with public transportation. With Brickell City Centre, we are developing three blocks of retail and connecting all of it using bridges above and below the street that allow people to move more easily within the area, without taking any land away from the public or blocking any streets. At the same time, we keep consumers immersed in the retail experience as we will be placing different vendor experiences those walkways. We have also utilized underground parking, which will be well-lit so shoppers feel safe, and situated the project next to the Metromover to facilitate easy access. Our goal is to make the retail experience a positive one that seamlessly integrates with the urban lifestyle.
Swire Properties is based in Hong Kong. What features of the Asian retail experience is Swire bringing to Miami?
Hong Kong is similar to Miami in that both cities are high-density and nearly all development happens near the water. We have applied a number of features prominent in our Hong Kong and mainland China developments, particularly when it comes to our focus on vertical transportation (elevators) and integrating retail and commerce with public transit. We have one of the highest ratios of vertical transportation of any project ever built in the U.S. – and that is about getting people up and down quickly, safely and comfortably.
How will mixed-use developments contribute to the evolution of Miami-Dade’s retail landscape?
In the U.S. mixed-use developments have been around for 30 to 40 years, but are taking off in Miami recently, as witnessed by the emergence of Brickell City Centre. One factor is simply the population growth of downtown – more and more young professionals have moved in and they tend not to use cars. The current retail centers in the county are in suburban malls; there is nothing to speak of within the urban centers. In part, this gap existed because of the relatively low number of residents in the urban core. Eventually, we had Bayside Marketplace – though that catered primarily to tourists – and then Aventura Mall, Lincoln Road and Bal Harbour Shops started to take off, as well, bringing luxury brands into this market. Yet we were still lacking a strong retail offering in the center of the urban core and because of the density, a mixed-use development made the most sense.
Academic enrichment and rigor in the classroom are just as important as preparing students for the workplace and beyond. Internship programs for high school students are no longer an option, but a necessity if students are to thrive in their chosen careers. Increasingly, employers want to hire recent graduates with workplace experience.
Miami-Dade County Public Schools (M-DCPS) working collaboratively with the Beacon Council, has recognized this trend and has made preparing students for the workforce a priority. As part of the Beacon Council’s One Community One Goal (OCOG) Target Industry Strategic Plan, M-DCPS has worked to align student coursework, training and internship programs that target seven professional industries – aviation, creative design, hospitality and tourism, information technology, international banking and finance, life sciences and health care, and trade and logistics.
M-DCPS Career Technical Education (CTE) ensures students are college and career-ready through programs aligned to career clusters. CTE students graduate with world-class academic and technological skills, and industry-recognized certifications critical to their transition to higher education and careers, giving them an edge in the career and college application process. Recognized by the National Academy Foundation, the district’s industry-themed career academies – which support skill development and career awareness related to OCOG target industries – are a model for the nation. Stu-dents participate in summer internships; network with business and community leaders; participate in community service projects, and are eligible for dual enrollment courses and college scholarships.
Initiatives like the Superintendent’s Business Advisory Council encourage school/business partnerships that expand the conversation around creating a roadmap to success for students. These and other district initiatives have made M-DCPS a national leader and among the highest performing districts in the nation as evidenced by the district’s 2012 Broad Prize recognition and the College Board AP Equity and Excellence District of the Year.
Miami Dade College President Dr. Eduardo Padron discusses the triumphs and challenges of creating a competitive workforce in today’s economy
What niche does Miami Dade College (MDC) occupy in the educational landscape of South Florida?
In Miami-Dade County, it is hard to find a household that has not been touched by this college. Like myself, many of this county’s leaders – the mayor, commissioners, 17 bank presidents – are MDC graduates. They are also immigrants, and when they first arrived to Miami, MDC was the only college accessible to them, the only means for them to realize their American dream.
We have also played a key role in building Miami-Dade’s cultural infrastructure. Miami used to be referred to as a “cultural wasteland.” We came here and started the Miami Book Fair International, the Miami International Film Festival, MDC Live Arts – these were the precursors to the big developments in the arts that have taken place in recent years. We take a great deal of pride in this institution being a real community anchor.
What is MDC’s strategy for workforce development?
We have clustered our programs around the target industries identified by the Beacon Council. We have strong linkages with the business community, with over 700 local business leaders serving as advisors for our programs. If a program does not exist, we work hand in hand with business and industry to develop it.
Like much of the U.S., Miami is a predominantly small business community. As such, we cultivate entrepreneurship and innovation to give SMEs the tools to bring their business to the next level.
To further identify gaps, we conducted an exhaustive survey of collegiate programs in the U.S. to learn which programs we needed to either create or enhance to better serve the local community. This is how we created the biotechnology, biopharmaceutical and bioinformatics programs, as well as the robotics engineering, data analytics, cybersecurity, animation and game development programs.
How do you envision the local workforce evolving?
Our goal is to ensure that the local talent are equipped to meet the rapidly changing needs of industry. For instance, the county is looking to grow its film industry. In response, we created a film school, so that if a production company wanted to shoot here, they would only need to call us and we would provide them with everything they needed, from equipment to personnel. If production companies had to bring their own personnel here, it would make the process more expensive for them, and Miami less attractive as a filming destination.
That said, technical competence, while necessary, is not sufficient to developing a competitive workforce. Soft skills are critical too. What really helps students succeed is to be able to engage in critical thinking – we place great value on liberal arts for this reason. We work to develop students who can adapt to a rapidly changing workforce, contribute to their society and become lifelong learners.