•  Moving Florida forward

End Game
State government aligned to encourage economic development
through a better utilization of state economic development
resources, removal of duplicative resources and redirecting
state agencies so they facilitate economic development. "
 The Problems
  Economic Development at the state level is very difficult to
navigate. It is very decentralized without strong leadership at
the highest level of government, lacks strong policy and
strategic direction, is not appropriately focused on job creation
and results in local and state fragmentation that leads to
unnecessary intra-state competition. "
  Several state and local agencies are not tasked with being job
creators nor to not inhibit Economic Development within the
state and often are obstructions to Economic Development
efforts.
First 90 Days"
  ED Structure and Leadership – "
  Announce Governorʼs intention to be an active leader for Economic
Development by reaching out to key prospects and requesting that
one of his staff get routine reports on key prospects from ED
professionals for him to contact"
  Announce planned attendance at key Economic Development
events (e.g. Paris Air Show, Farnborough, BioTech conference)"
  Set up meetings with key ED professional around the state"
  Announce creation of Cabinet Level Officer who will lead and
coordinate all state wide ED efforts"
  State Agenciesʼ Support of Economic Development Efforts - Announce
intention to streamline responsibilities of DCA, DEP, WMD, FWC and
FDOT to remove duplication of efforts and align their missions with job
creation "
ED Structure and Leadership "
  Appoint Cabinet Level Officer located on the Plaza level and
empowered to provide direction to state ED efforts and to remove
obstacles to ED efforts without creating a new bureaucracy"
  Create one Strategic Plan in line with state objectives and goals for ED
aligned with the governorʼs plan"
  Empower one state agency to be the lead on ED and remove
duplicative efforts"
  State ED agency should connect with local and regional ED bodies"
  Invest state resources on agencies and activities that have the highest
return – job creation and economic growth"
  Pass legislation to appropriately structure ED and make sure itʼs the
first bill passed/bill signed by the Governor if possible"
State Agenciesʼ Support of Economic Development Efforts"

  Make job creation and the cost to business a consideration for all state
agencies"
  Assign an “expeditor” in the ED agency who will facilitate the permitting process
for prospects and work with agency “expeditors” and create expedited process
for qualified projects"
  Create “dashboard” for the Governor and state ED agency that regularly tracks
projects pending before state agencies and the job and economic impacts of
the projects"
  Someone at state level should evaluate issues involving state and local inter-
jurisdictional impacts with the goal of removing duplication and complications "
  Move agencies back to original mission and make mission consistent across
the state for agencies"
  Stop duplicative enforcement and regulatory efforts"
  Consider incentivizing local jurisdiction for adopting state policies"
  One Deputy Chief of Staff for agencies related to ED or who impact ED efforts
through regulation and permitting"
End Game

Opening Florida for

Business"
 Creating Jobs by Matching the Strengths
of Florida s Universities with the Needs
of an Innovation Economy
 The New Florida Initiative

•  Focusing SUS Resources on Florida s Economic Transformation

–  Double degree granting capacity
–  Utilize SUS teaching & research strengths
–  Build a workforce pipeline through applied research programs
–  Build entrepreneurial environment through incubation
•  Ensuring Accountability by Demanding Results-Oriented BOG
Oversight
–  BOG to define individual outcomes & responsibilities with
universities
–  Universities will be held to quality, effectiveness & efficiency
standards
–  Provide annual reports and university work plans to Legislature &
Governor
 The New Florida Initiative:
Address Critical State Needs

•  Doubling Capacity
–  Develop a pool of graduates with degrees needed for regional and
statewide development
•  Science, Technology, Engineering and Math (STEM)
•  Health & Life Sciences, Education, Business and More
•  Capital Improvements
–  Enhance labs, classrooms and office space
•  Attracting & Retaining
–  World-class faculty
–  Top students
 The New Florida Initiative:
Leverage University Strengths

•  Advance Cluster Development

–  Create a strategic research agenda built on the strengths of each
institution
–  Encourage collaboration among SUS Centers of Excellence
•  Create a Statewide Matching Grants Research Program
–  Modeled after Florida High Tech Corridor Council s program
–  Engage SUS faculty and industry partners in applied research
•  FHTCC MGRP Results Since 1996:
– 1,150 projects
– 330 companies, 2,200 students and 275 professors
– Contributed to 127 patents
 Creating a New Florida Economy:
Downstream Impact from FHTCC s Program

•  $54 Million in FHTCC Funds

•  $880 Million in Company Match and Downstream Value to Companies

and Universities

•  $34 Million in State and Local Tax Receipts

•  $1.3 Billion in Combined Economic Impact

•  3,200+ Jobs
 Creating a New Florida Economy:
Matching Grants Research Program

Program Funding Model:

• Up to $50 million recurring per year
for statewide university-based Matching Grants
Research Program
•  Utilize experienced FHTCC team to share
program with remaining universities as a
template to creating Matching Grant
Research Programs
 Creating a New Florida Economy:
Matching Grants Research Program

Implementation and Outcomes:

• Competitive Program
–  Technology sectors match university research strengths
–  Require 2:1 match from industry partner

•  Job Creation Estimate:

–  Conservative modeling demonstrates the potential
for 3,000 jobs per year

–  Five-year potential of 15,000+ jobs

 Creating a New Florida Economy:
University-based Incubation Programs

Fostering Start-Up Business Growth:

–  Accelerates the successful development and increases the

success of entrepreneurial companies
–  Utilizes targeted business support resources and services
–  Develops and recruits talent and opportunities for SUS graduates
–  Enables a robust innovation-based economy from research to
innovation to commercial success
 Creating a New Florida Economy:
University-based Incubation Programs
Business Incubation Works!

• Increase Chances of Success

–  87% of incubator graduates still in business after 5 years
•  Home-Grown Companies
–  84% of graduates stay in the community (NBIA survey)
•  Good Investment of Public Funds
–  Generates more tax revenue than it costs
–  Technology incubators lead to cluster creation
•  Florida Ranked 47th in Number of Incubators per 10,000 Business
Establishments (Milken Institute Report)
 Creating a New Florida Economy:
University-based Incubation Programs
Demonstrated Incubation Success:

•  UCF Business Incubator •  UF Sid Martin Biotech Incubator

–  Created 1,650 jobs by 2009
–  Generated $70 million in
earnings and $200 million in
total annual economic output
•  In 2009 UCF s Program Created:
–  $4.5 million in revenues for local
government
–  ROI of $5.25 for every $1.00
invested by local governments
–  40 companies admitted
–  75% success rate
–  More than 550 jobs
–  Cluster creation
•  Client Companies Attracted:
–  $330 million investment
–  $150 million grant & contracts
–  40+ Investment funds
 Creating a New Florida Economy:
University-based Incubation Programs
Funding Model for Statewide Incubation:

•  Build Incubation Facilities ($50 MM per Year)

–  State-of-the-art facilities to foster Innovative companies
–  Attract seed and other funds to enhance existing facilities
–  Prototyping labs, test beds, wet labs
–  Up to $5 million per project
•  Enhance Operational Capabilities ($12 MM per Year)
–  Incubate new incubators to develop effective high performing
programs, capitalizing on FHTCC team experience
–  Enhance existing programs to reach next level
–  Provide up to $600,000 per year for up to 20 incubators
 Creating a New Florida Economy:
University-based Incubation Programs
Implementation and Outcomes:

•  Competitive Program
–  Require 1:1 match from local government or private sector
–  Target high-impact or high-technology ventures
–  Sound plan required, not limited to universities
•  Job Creation Estimate:
–  Year one: 2,500
–  Year two: 3,500
–  Year three: 4,500
–  Year four: 5,500
–  Year five: 6,500
–  Total: 22,500
 The New Florida Initiative:
Funding

2011-12 Recurring Funding Request:

•  SUS Capacity Enhancement - $150 million*

•  Matching Grants Research Programs - $50 million

•  Statewide University-based Incubator Network - $62 million

* Goal is to double SUS funding over 5-7 years

 The New Florida Initiative:
Return On Investment

•  Increased Annual Degree Production by 15,000

•  $500 Million in New Corporate/Federal Funding
•  Increased Annual Patent Awards by 100
•  Total Job Creation: 40,000+
•  2,500 from University Enhancements (faculty)
•  15,000 from Matching Grants Research Programs
•  22,500 from Statewide Incubation Network

(ROI based on $262 million recurring investment)

 The New Florida Initiative

Florida Becomes …
•  More attractive for high-tech, high-wage industry
•  More likely to increase entrepreneurial startups

•  More valuable to industry by retaining SUS graduates to build a

world-class workforce
•  More inviting to investors and venture capitalists
Economic Development
Transition Team
Economic
Incentives
Economic Incentives
General Overview

  Florida
– Coherent / Aggressive
Economic Development Strategy
•  Centralized Structure at State Level
•  Clear Leader with Decision Making
Authority
•  Comprehensive and Ongoing Internal/
External Analysis
Economic Incentives
General Overview
  Internal Analysis
•  Centralized Information/Data Hub
•  Types of Industries/Jobs We Have and Want
• Retention of Current Businesses
• Expansion of Current Businesses
• Recruitment of New Business
•  Competitive Advantages/Disadvantages
• State / Regional / Local
•  Current Tax Policy and Incentives
• What is Working/What is Not - Max Effectiveness
Economic Incentives
General Overview

  External Analysis - Comparative

•  What Advantages/Disadvantages Do
Our Competitors Have?
• Geographic
• Demographic
• Infrastructure
• Tax Policy and Incentives
Economic Incentives
Recommendations

  Governor’s Closing Fund

•  Increase Funding to Sufficient Level
•  Develop Dynamic Scoring Model

  Capital Investment Tax Credit

•  Lower Capital Investment/Job Creation
Threshold from $25 million/100 Jobs
to $2 million/20 Jobs.
Economic Incentives
Recommendations
  Sales Tax Exemption
•  Eliminate 10% Productivity Showing
Requirement for Machinery/Equipment

  Research and Development

•  Tax Credits/Matching Funds for R&D at
Companies and Universities

  Payroll Tax Rebate

•  5-10% Rebate for New Jobs > 200% of
Average State Wage
Economic Incentives
Recommendations
  Impact Fees
•  Moratorium on Impact Fees (1-2 Years)
•  Limit Usage to Directly Affected Infrastructure

  Ad Valorem Tax Exemptions

•  Expand Exemption Beyond Manufacturing to
Other Targeted Industries
•  Consideration of All Relevant Business Factors
Hoerbiger Corp. of America, Inc.
A Case Study

  World-Wide Leader in High Performance Compressor Parts

•  9 of 10 US Manufactured Compressors Have Hoerbiger Valves
•  US Plants: Florida - 300 Employees and Texas - 100 Employees
•  2007: 3-Year Plan to Achieve $125M / Exceeds Floor Space Capacity
•  10-Year Plan to Achieve $250M-$300M / Growing to 1,000 Employees

  Consolidation/New Facility Required (Economy of Scale)

•  2007: Hired Site Selection Company /Analyzed 10 Metro Areas
(including Fort Lauderdale, Orlando) – All Right-To-Work States
•  Critical Success Factors: Workforce Availability and Cost, Business
Climate and Incentives, Air Access and Quality of Life
•  Greenville NC / Houston TX # 1/2 – Orlando/Ft. Lauderdale # 9/10
Hoerbiger Corp. of America, Inc.
A Case Study

  Houston TX Chosen for New Facility

•  Based on Metro Site Analysis/Existing Location/O&G Business Hub
•  Jan-Oct 2008: Review/Selection/Detailed Planning for New Location

  Jacksonville Mayor / Haskell Company / Enterprise Florida

•  Potential Second Alternative

  Project Temporarily Suspended / Economic Conditions

•  Will Become Viable Project Within Three Years

  Hoerbiger Corp. to Stay in Florida? - Focus Unchanged

•  Workforce Availability and Cost
•  Business Climate and Incentives
•  Air Access and Quality of Life
Economic  Development  Transi2on  
Team  Proposal  
Tourism  Industry  S2mulus  
December  22,  2010  
 Florida Tourism by the Numbers
(CY2009)  

•  80.9 million visitors

•  16.8 million in-state visits
•  $60.9 billion in travel spending
•  Average domestic visitor stays 5 nights and spends $1,548 per trip
1

•  Average international visitor stays 10.7 nights and spends $3,260

per trip 2

•  $3.65 billion in sales tax collections

•  21% of total state sales tax collected
•  968,400 Floridians employed

1  Source:    D.K  Shifflet  &  Associate      

2  Source:    US  Department  of  Commerce  
 Competitive Tourism Office Budgets
State Budget (in millions)* Country Budget (in millions)*

Australia $106.7
Hawaii $71.8
Austria $ 72.8
California $50.0 Bahamas $ 79.4
Illinois $48.9 Belgium $ 89.3
Texas $34.3 Brazil $ 72.0
Florida $29.4 Canada $ 65.3
Michigan $18.7 Cyprus $142.3
Colorado $18.3 France $113.3
Greece $138.1
New Mexico $17.4
Ireland $111.6
Missouri $16.7 Korea $ 82.9
Louisiana $15.9 Malaysia $113.5
Portugal $ 69.7
50 states collectively invest $663 million per Romania $128.9
year in destination marketing South Africa $100.0
Spain $121.3
Switzerland $ 74.4
UK $135.7

57 countries from Argentina to Yemen invest $2.6

*U.S. Travel Association Survey of U.S. State billion per year in destination marketing
& Territory Tourism Office Budgets
*World Tourism Organization
 Economic Development Proposal  
•  PROPOSAL:
–  Market Florida as the #1 business and leisure travel destination in the World

–  Fully fund VISIT FLORIDA® with an annual investment of $62.5 million by the
State – matched $1 to $1 by the Florida tourism industry

•  OUTCOME:
–  Additional investment will allow VISIT FLORIDA® to reach new markets and
add tourism jobs

–  100% of additional funding will be allocated to incremental marketing efforts

 Economic Development Proposal  
•  The expanded and new campaigns will generate:
–  1.6 million incremental visits
–  $3.6 billion in direct spending
–  $225 million incremental state sales tax collections
–  35,500 jobs annually

•  These new jobs will help the state regain the 138,000 jobs lost from it’s pre-
recession peak of 1,007,000 employed Floridians

•  Research shows VISIT FLORIDA® marketing efforts significantly influenced

26.7% of all Florida visitors

•  The Florida Tourism Industry has invested over $2 in VISIT FLORIDA®

cooperative marketing programs for every $1 in state funding since 1996
Governor-elect Rick Scott
Transition Team Proposal
“Port Investment”
December 22, 2010
Florida’s ports are threatened by obsolescence

  Post-PANAMAX port
competitiveness requires:
  Water depth of at least 48 feet
  Multi-modal supporting
infrastructure

Mission Statement:
Ensure Florida’s key ports remain
competitive in an evolving global
containerized trade market

> 48’ Water Depth

45’ - 48’ Water Depth
< 45’ Water Depth
Discretionary Markets

Note: Both Miami and Savannah are authorized for > 48’ water depth;
Discretionary Markets are beyond 250 miles from the ports
Florida ports have lost market share since 2000

East Coast Container Market Share   Other ports have developed and
2009 versus 2000 are executing strategic plans
—  Land plans
—  Multi-modal infrastructure plans
—  Dredging plans

  These plans are supported by

substantial public investments
—  Georgia spent over $270M in 2009
—  Port of NY/NJ has spent over $1.3B
between 2004 and 2009

Florida spent $36 million

in 2009 for 14 ports

Source: American Association of Port Authorities

Note: Tampa excluded due to relative size
 Competitive assessment of key Eastern ports

NY & NJ 50’ -- 54.9M Yes

Savannah 42’2 $551M 18.8M Yes

Norfolk 50’ -- 27.4M Yes

Charleston 45’ $300M 16.1M Planned

Jacksonville 40’ $600M 14.3M

Planned &
Miami 42’2 $150M 12.7M
Funded

Port Everglades 42’ $255M 13.1M No

Tampa 43’ $310M 15.8M No

1 Consumptive Base = population within 250 miles of the port;

2 Miami is authorized for up to 50’ and Savannah has preliminary authorization for 48’
Infrastructure capital needed at key ports as well

Port Investment1   Average 5-year annual capital

Annual Average 2011 – 2015
investments of $273M required
—  Excludes dredging and multimodal
investments

  Internally generated cash flows

by the ports are insufficient

  Competition receives significant

portion through various public
funding sources
—  Direct allocations
—  Bonding capabilities
—  Tunnel & Bridge fees

1Annualinvestments exclude dredging costs & multimodal capital (source: Florida Seaport Transportation
& economic development council)
Additional funding required for port competitiveness

  Increase state funding to a minimum of $50 million for

state ports annually
—  Allocate based on ports percentage of total economic impact
—  Or prioritize based on ports best positioned to compete for
containerized cargo growth

  Develop bonding capacity at the State level for each of

the key containerized cargo ports
—  For dredging and on-dock infrastructure improvements including
intermodal container transfer facilities (ICTF)
  Dredging required for the larger ships
  On-dock ICTF required to compete for discretionary traffic
Florida has to invest in key ports to succeed

  Without investment, Florida ports will continue to lose

market share to Georgia, South Carolina and Virginia
—  Without 50 foot water depth at Miami, Florida will lose over 30,000 jobs1

  Historically, there is an estimated economic impact of

$6.90 for every $1.00 invested in port infrastructure2

  Florida chamber study indicates targeted port investments

could create up to 143k jobs for the state

Florida must take bold action to create world class

container port facilities, which will stimulate job growth

1 Martin Associates’ The Economic Value of the 50 Foot Channel at the Port of Miami - June, 2010
2 Florida Seaport Transportation and Economic Development Council’s A Five-Year Plan to Achieve the Mission of Florida’s Seaports - March, 2009
Governor-elect Rick Scott
Transition Team Proposal
“Port Investment”
December 22, 2010
   Florida’s climate and geography favor large-scale
solar and biomass energy development
  Florida’s universities are creating the enabling
technologies for current and future renewable
energy platforms and new industries
  Floridians strongly support renewable energy
  Government Commitment is needed
  Florida’s energy companies are poised to invest
hundreds of millions of dollars in renewable
energy and hire thousands of workers
  A market-driven expansion of Florida’s renewable
energy would encourage a new energy economy
69
  Florida has potential for high
solar penetration and export
 PV industry is the fastest
growing in world for 6 years
 Clean, free fuel, mitigates risk

 Florida has 7% of U.S.

biomass resources
 9.5 million tons of biomass
available each year (1)
 Potential for energy generation
of 1,900 MW

70 (1)  h&p://www.ci.zensforcleanenergy.com/facts.html  
   Florida universities are national leaders in next-
generation solar and biomass technologies
  Thin-film photovoltaics that are lowest cost and can be
integrated into building materials
  Biofuels from organic waste, energy crops and algae
  Batteries
  University technologies result in spin-off companies
  Last year, 7 business start-ups in Florida, 16 new
technologies were licensed
  Universities leverage state investment for federal and
private funding and create new jobs
  $38 million investment was leveraged
  Received $84.4 million federal and private funding during
last fiscal year
71
   Over 80 percent of Floridians believe that investing
in renewable energy is important to:
  Reduce dependence on foreign oil and make the U.S.
more secure
  Create jobs for Floridians and improve the state’s
economy
  More than 70 percent of Floridians believe that
paying a dollar or more on their monthly utility bill is
reasonable for renewable energy generation
  FPL’s original 110 MW of solar was installed for less
than $0.25 per month on a typical customer bill

72 (1)  Source:  Florida  TaxWatch  statewide  survey  conducted  by  McLaughlin  &  Associates  
   A regulatory cap is the only barrier to hundreds of
megawatts of new generating capacity
  Public Service Commission approved 110 MW in 2008
  Florida Power & Light invested $600 million in two
years and created 1,500 direct jobs quickly
  Government commitment to renewable energy by
increasing the regulatory cap creates confidence
in the market to attract industry to Florida
  Need regulatory authority for energy companies to
build more renewable energy
  The market must be sustainable over time to create an
environment for manufacturing jobs

73
   FPL has identified sites for more than 500 additional
MW of solar power
  Two projects totaling 60 MW are fully permitted and
construction can be initiated within 30 days of approval
  An additional 450 MW of projects are in late stage
permitting and can begin construction before the first
two projects are completed
  Other Florida investor owned utilities have pursued
renewable projects
  700 MW of renewables could expand Florida’s economic
activity by $8.1 billion and add 40,000 new jobs (1)

74 (1)  Source    -­‐-­‐  Washington  Economic  Group  

   If the market is sustainable over time, new
manufacturing and assembly jobs will come
  Universities will develop new renewable
technologies and spin off companies for
commercialization
  In addition to construction jobs, solar and biomass
energy expansion would bring thousands of
permanent, high-wage manufacturing, assembly,
R&D and other jobs
  With a sustainable market for renewables, Florida
is poised to be the gateway to other markets,
including the SE U.S., Caribbean and beyond
75
FLORIDA  DEPARTMENT  OF  
TRANSPORTATION    

Transition  Brie,ing    
December  2010  
FDOT  Agency  Review  Team  
Team  Members    
  Doug  Callaway,  President,  Floridians  for  Better  Transportation  (FBT)  

  Tom  Conrecode,  Vice  President,  Collier  Enterprises  

  Gow  Fields,  Mayor,  City  of  Lakeland  

  Mike  Horan,  President,  Ajax  Paving  

  Robert  Poole,  Transportation  Director,  The  Reason  Foundation  

  Bob  Porteus,  Ring  Power,  Retired  Executive  

  Joe  Waggoner,    Director,  Tampa/Hillsborough  Expressway  Authority  

  Janet  Watermeier,  Director,  Bay  County  Economic  Dev.  Alliance  

78
FDOT  Agency  Review  
  Outreach  to  Transportation  Stakeholders  
  Agency  Brie,ings  
  Transition  Team  Expertise  
  Core  Findings  
1.  FDOT  is  well  run                                                                                                                        
–  minor  tweaks  &  ef,iciencies  
2.  Positioned  to  be  a  job  creation  tool  
3.  Strong  Agency  leadership  is  crucial  
4.  Decision  making  should  be  de-­‐politicize  
5.  Make  better  use  of  the  FTC  
79
FDOT  Structure  
1.  Run  like  a  business  
 Has  a  business  plan  
 Uses  ,inancial  models  &  cash  forecasting                                                  
to  support  production  
 Uses  private  sector  expertise  
 Produces  tangible  
products                                                                                                            .  .  .    a  
production,  not  an  oversight  agency  
 Requires  talented  and  experienced  leadership  
2.  Unique  state  agency    
 Operates  on  a  “cash  ,low”  commitment  based  budget  
3.  Double  jeopardy  problem  
 Gets  hit  twice  .  .  .    Billions  moved  or  deleted  from   80

                                                                     work  program  since  2006  

Transportation  Funding  
1.  Trust  Fund  “sweeps”    
  Over  $3  billion  since  1998  
2.  Federal  funding  “Donor  State”  status    
  86  cents  
3.  Declining  gas  tax  revenues    
  Good  news  &  bad  news  story  
4.  Funding  shortfalls  
  SIS  needs  $2  billion  more  annually  
5.  Missed  opportunity  
   Tag  &  title  fees,  turnpike  options  
81
Tip  of  the  Spear
Job  Creation,  Mobility  &  Economic  Recovery  
 Each  $1  Billion  Investment  in  Transportation  
  =  27,000  to  30,000  Jobs  
 Each    $1  Invested  in  Transportation    
=    $5  Bene,it  to  the  Economy  

Dual  Economic  BeneIit  

  Job  creation  and  retention  now  plus  .  .  .  
Improved  mobility  and  economic  prosperity  
Use  transportation  funding  as  a  tool  for  
.  .  .  job  creation  &  global  competitiveness     82
 Average  Annual  Funding     Highly  Privatized  
  $7.2  Billion    (FY  2011-­‐15)   100%          Construction  
   99%          Toll  Collection  
 Decentralized  Agency  
   80%          Design  
  Seven  Districts      80%          Maintenance    
  Turnpike  &  Rail  Enterprises      70  %        Planning  

 Positions     Adopted  Work  Program  

     7,443    .  .  .  Currently    9,244    Projects  
  10,354  .  .  .    In  2001      Since  2001  
  32%  Position  Reductions                          67%  Production  Increase        
   
$7.2  Billion  Funding  =  215,000  private  &  public  jobs  
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   Review  Operating  Procedures                                                      
For  effectiveness  and  ef,iciencies  
  Cost  savings  potential  
  Project  priority  funding  analysis  (and  payoff)  
New  FDOT  Secretary  
  Turnpike  Enterprise  and  FDOT  toll  roads  
 Competitive  Compensation  
 Visionary  Leadership  
  Review  Financial  Tools                                                                          
 Experience   For  most  effective  use  of  funds  and  leveraging  
  Highest  and  best  use  of  funds  policies  
  Project  priority  funding  procedures  
  Cash  leveraging  and  bonding  rules  for  highest  
Internal  Management   production  capacity  
Recommendations  for  
New  FDOT  Secretary     Review  Legislative  Policies                                                
Prepare  a  list  of  legislation  that  limits    
  Funding  ,lexibility  
  Rapid  capacity  project  deployment  
  Innovative  practices  

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  Transportation  Public  Oversight  Body    
  9  Members  –  5  Staff  
  Private  sector  appointments  by  the  Governor  
  Advisory  to  the  Governor  &  Legislature  
  Currently  2  appointments  to  be  ,illed  
  FDOT  Reviews  
  Annual  work  plan  and  operations  
  Sets  performance  criteria    
  FDOT  Secretary  Selection  
  Provides  3  quali,ied  candidates  to  the  Governor  for  selection  
  16  Independent  Transportation  Authorities  Reviews  
  Operating  procedures  and  ,inancial  structure  
  No  regulatory  authority  –  just  reporting  
  Santa  Rosa  Bridge  Authority   85
  Transportation  Funding  

  Legislative  Issues  

  Focus  on  the  Future  

  Top  10  “To  Do”  Items  

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Transportation  Funding  
Action  Items  
1. Stop  future  raids  on  the  Trust  Fund  
2. Restore  funds  slated  for  transportation  to  the      
Transportation  Trust  Fund  
  Tag  &  Title  Fees  
  Stop  Turnpike  “giveaways”  and  index  tolls    

3. Plug  the  $2  billion  annual  shortfall  for  the  SIS  

  60,000  new  jobs  

4. Advocate  for  a  new  predictable  federal  funding  

formula  with  use  of  funds  ,lexibility    
  Enhance  “Donor  State”  status  (86  cents)  
  Explore  alternatives  to  the  Gas  Tax  
  Engage  in  Federal  Reauthorization  process   87
Legislative  Issues  
Action  Items  
1. Federal  Reauthorization  
  Leverage  Florida’s  political  position  
  Fully  utilize  the  Florida  Washington  Of,ice    
  MPO  Structure    &  regionalization  
2. Ports  &  Security  
  Reduce  Federal-­‐State  duplication  and  cost  competitiveness  
issues  –  FS  311.12  
3. Santa  Rosa  Bridge  Authority  
  Determine  if  action  should  be  taken    
4. Re-­‐examine  legislation  and  regulations  to  .  .  .  
  Set  bonding  capacity  and  improve  operating  ,lexibility  
  Allow  permitting  and  concurrency  requirements  that    
accelerate  the  project  approval  process.      
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 Focus  on  the  Future  .  .  .  
Global  Competitiveness  
1.  Strategic  Intermodal  System  (SIS)  
  Maintain  a  SIS  priority  funding  focus  –  Florida’s  highest  
priority  system  for  movement  of  people  and  freight  
2.  Florida’s  Future  Corridors  (a  50  Year  Vision)  
  Re-­‐energize  Florida’s  visionary  multimodal  regional  connector  
initiative    
3.  Innovative  Funding  Opportunities  
  Tolling  –  Hot  Lanes,  Open  Road  Tolling    &  Toll  Indexing    
  Private-­‐Public  Partnerships  (P3s)  –  I-­‐595,  I-­‐75,  Miami  Tunnel  
  Federal  re-­‐authorization  shifts  
  Leveraging  high  speed  rail  stops  for  funding  opportunities    
4.  Freight  &  Logistics  Opportunity  
  Florida  Trade  &  Logistics  Study  (FL  Chamber  –  143,000  jobs)  
  Panama  Canal  widening    -­‐  global  competitive  opportunity  
  New  Florida  Target  Industry  
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1.  Take  advantage  of  the  unique  opportunity  FDOT  
offers                                                                          .  .  .  to  get  the  economy  going  
2.  Hire  the  right  person  to  lead  FDOT  .  .  .    and  let  them  do  it  
3.  STOP  Raiding  the  Transportation  Trust  Fund!  
4.  Declare  “State  of  Economic  Emergency”  and  do  work  faster  
5.  Focus  on  Congestion  Relief  
6.  Maximize  Existing  Funding  Options  
  Recapture  tag  &  title  fee  dollars  for  transportation-­‐-­‐“user  fees!”  
  Stop  Turnpike  “giveaways”  and  index  tolls    
7.  Get  More  of  OUR  MONEY  Back  from  D.C  
  Capitalize  on  Florida’s  position  in  Washington    
8.  Seize  the  opportunity  of  a  “buyers  market”  in  construction  
9.  Stop  the  Double  Jeopardy  “hit”  on  FDOT  
10. Use  innovative  ,inance  –  when  it  makes  good  business  
sense                            .  .  .  Adds  money  and  capacity  
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Questions?