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HomeMy WebLinkAboutMedical Innovation District PresentationMedical Innovation District Capacity Analysis, Success Factors and Growth Vision Brenda Hicks-Sorensen, Assistant Director Economic Development Department October 29, 2019 Representative Participants Background •Initial Meetings held with over 80 participants each meeting •Tours of Oklahoma City Innovation District and Cortex Innovation Community (St. Louis, Missouri) •University of Texas at Arlington –Institute of Urban Studies (UTA –IUS) Contracted for District Analysis •Schaefer Advertising Contracted by Near Southside Inc. for Messaging in Collaboration with UTA –IUS Research •Project for Public Spaces (PPS) engaged, in association with the Anne T. and Robert M. Bass Center for Transformative Placemaking •Core Team established and engaged 3 Core Team •Claire Aldridge, UT Southwestern and Sandhill Therapeutics •Hayden Blackburn, Tech Fort Worth •Rusty Bromley, TRA Consulting •Carolyn Cason, Cowtown Angels •Cameron Cushman, Innovation Ecosystems -UNTHSC •Albert (Ab) DeWeese, Good Automation •Dr. Stuart Flynn, TCU and UNTHSC Medical School •Rachel Miller, Bloodscore •Scott Rule, JPS Health Network •Harold Strong, Medical Innovation Collaborative •Janice Whitmire, Baylor Scott & White All Saints •Natalie Wilkins, Cook Children's Health Care System 4 Community Partners •Mike Brennan, Near Southside, Inc. •Darryl Brewer, Fort Worth Metropolitan Black Chamber of Commerce •Aura Recuero, JPS Foundation and Hispanic Chamber of Commerce Representative 5 • tvoI¶N1-xv syxI1 1O "4i15ti3A1Nn H.L2I0�03 pow � NOWWNI1UV IV SVX I130 AlIS J3/1INn S2ivTIOa aNV SNOISI33a 'AlInO3 NOI1V12iOdSNVU1 1:10I Ui31N3O 1N31/411:1vd30 1N3WdO13A3❑ OIWON003 HfiO/X111:1O1 JO A!IO '3NI '3aISH1fOS tIV3N say: se4♦Qe Ai*' Cii "* a • • uoiSurIJV 11 s1xal, Jo limJanrun atg1 saniiou pun suorspaU'irnbd uogniaodsunal, Jo; aawa3 `aopaJIQ kIisaaArun supidoH sutio j (gururoaur) aH aggnd 3o JossaJoJd lu1}srssV Siagtuoorg rpruieH nturtIS •a0 :aa4uasaad QC niLi» £fl1JLfli1 ao � e�ao DJiJ Hlaa� c) F Hag& EU% 0 OW,Erl ME©©ng VRA, AnnicIVO 0 0 }-1-W0A Flkn Shima Hamidi, PhD Director of CTEDD, Principal Investigator PROJECT TEAM Ahoura Zandiatashbar, PhD Research Associate, Co -Principal. Investigator & Project Lead Ladan MozafFarian, PhD Student Research Assistant, Research & Analysis AND Graphics & Production Samantha Anne Bradley, MUP Student Research Assistant, Policy Development Muhammad Arif Khan, PhD Student Research Assistant, Data Collection & SpatialAnalysis For more information on our data, methodology, analyses and also for the full references and citations please see volume (I) and (II) of the report. For questions and inquiries please contact Dr. Shima Hamidi shima,hamidi®a gmail.com Hayden Blackburn Executive Director, Tech Fort Worth CORE TEAM Cameron Cushman Director, Innovation Ecosystems UNTHSC Albert (Ab) DeWeese Primary Good Automation John Tepper Primary at John Tepper, LLC Carolyn Cason Former VPR at UT Arlington, board member and investor at Cowtown Angels Claire Aldridge Vice President of Commercialization Strategy, Medical Innovation Collaborative Remeditex Ventures Rusty Bromley COO atAyuVis Research, Inc. Rachel Miller CEO and Founder at Bloodscore Stuart Flynn Dean of TCU and UNTHSC Medical School Judy Bernas Associate Dean of TCU and UNTHSC Medical School Natalie Wilkins Chief of Staff to President and CEO at Cook Children's Health Care System Scott Rule Vice President and Administrative Chief of Staff atJPS Health Network Janice Whitmire COO at Baylor Scott & White All Saints Harold Strong Executive Director at Medical Innovation Collaborative JW Newman Chief Operations Officer at Medical City Fort Worth Introduction • The Opportunity • The Process Site Ov- Jobs/E• Alk.t,of feet\orkiJ1 !As.set5 Vision, Strategic Goals & Actions We obtained community input through the followings: • Community meetings and focus groups with the core team • Survey (I) on capacity analysis (39 community participants) • Survey (II) on the culture of collaboration (36 community participants) • Survey of large representative stakeholder group at the kickoff of the FW-MID discussion. Data Driven Analyses 1. Micro LeveLfirm data set 2. Time -series data of residential jobs and employers profiles 3. ResidentiaLTraveL behaviors data 4. Field observations/data collection 5 Time -series data of R&D expenditures 6 Hotspot analysis Mt Community Input Analyses 1. Survey of GeneraLNeeds 2 SWOTWorkshop 3. Survey of Culture of Collaboration FW-MID Capacity & Challenges - Strategic Goals & Actions 1. Analysis of 15 Cases 2 Comparative analysis with three operational districts. Two operational medical innovation districts One operational non-med innovation district Case Study & Best Practices THE PROCESS Those providing input through this process include: • Near Southside, Inc.(NSI) • City of Fort Worth • Cook Children's Health Care System • JPS Health Network • Baylor Scott & White All Saints • Medical Innovation Collaborative • Medical City Fort Worth • Tech Fort Worth • UNTHSC • Good Automation • John Tepper, LLC • Cowtown Angels • SandhillTherapeutics • AyuVis Research, Inc • Bloodscore • TCU and UNTHSC Medical School • University of Texas at Arlington (UTA) Introduction • The Opportunity • The Process 7 021; .46 fortWorth Downtown i1so; I \ 1 r,_ ,.-..-._. - F., 30 The Near Southslde II' 20 Hill , THE OPPQRTUNITY The district's CENTRAL LOCATION provides a unique access to the thriving Fort Worth central business district's economic hub, and its event and entertainment amenities. The access to a network of highway system which cuts through the district as well as proximity to the Trinity Railway Express and TexRail provides a GREAT REGIONAL CONNECTIVITY to the DFW airport and other high tech zones in DFW Magnolia Avenue offers a WALKABLE, MIXED USE AND COMMUNITY DRIVEN URBAN LIFE which are among the most important attractions for creative class and knowledge skilled workers where according to D Magazine "the antique meets the modern." In 2018, Magnolia Avenue was named as one of the nation's Great Streets by the American Planning Association as part of their Great Places in America program. This also increase the likelihood of potential gentrification and requires specific attention to equity and affordable housing. The district offers a UNIQUE MIX OF HOUSING OPTIONS from single family housing to lofts and apartments, from historic to modern, as well as a number of mixed use buildings that include offices and retails with upstairs lofts. These features make the district one of the best places in the county with the OPPORTUNITIES TO LIVE, WORK AND PLAY. However, our analysis shows there is still a need for more housing with the variety of options to bring job -housing balance to the district. i �9 c J The District is home to more than 40,000 jobs which makes it Tarrant County's second F 3i___` 1-----: largest employment center. The district also enjoys the strong presence of bold creative .' pmindustries while possessing the HIGHEST DENSITY OF MEDICAL JOBS in a county, I., i�_ Tarrant County, with the highest number of medical jobs in the DFW region. However, er ,-�' I most of these jobs are service jobs, and there should be more emphasis on attracting i T Eurl:y.onf- i P ti^ ✓ R&D intensive businesses. THE BIO-TECH AND MEDICAL ANCHORS are tremendous assets with large stable operations that have grown across the US and the world yet, they are lead from their Fort Worth headquarters. These anchors have potential to attract TOP TALENT, TECH AND MEDICAL STARTUPS, and executive management into the district and city. Site Overview SITE LOCATION - Downtown Fort Worth Cluster of Institutional Medical Campuses rodi lee+ Oh Mixed Medical+Non-Medical & High -Density Residential toN. Low -Density Residential Institutiona Medical Campus The cluster of Large healthcare institutions shape the MEDICAL zones of the area. Jobs/Economic Anchor Audit • Overview of Existing Anchors • Job Breakdown Analysis • Residential Profile OVERVIEW OF EXISTING ANCHORS Downtown Fort Worth r vMedical Headquarters vMedical Centers 9 Non -Medical Centers 9 Downtown Fort Worth The NearSouthside Medical Specialty GeneraL hospitaL/CLinic Children's hospitaL/CLinic SpeciaLized hospital/ CLin is ID # 2, 3, 5, 8, 9, 17 1 4,15,16, 20 Cancer Treatment Ctr 6,10,18 R&D 19 The major institutions and organizations are specialized in delivering healthcare and treatment services to patients. CENTER FOR TRANSPOR UITY DECISIONS AND Jobs/Economic Anchor Audit • Overview of Existing Mnchgr1 • Job Breakdown Analysis • Residential Profile Medic Medic 9Non-N 9 Down' The N an ailmistratan audiologvICID Iocaa icinerca yna �u rhos° GD 72000 & � �� ce opt d � urolo9Y a n%Ili ce As I Ism!kcIon� Fricidgndeens nue =CID I 10:0 apt :mawm= — r SC radiatio on 90 u r e stl e id e i in hp ritherapwro,ncIal hioloe b hauaral i■■c�irome -- providing clicu a ru riate pmanageme t np p s�d am `lr1a1Vs1stlieddCA s Sinology an = roIJoic mr.Uzi = esm.1 en co meal Plizusalp enter mentorshin r ca go�CViiii1ar eevn ceachingimmunolon lnn nities CENTER FOR TRANSPOR UITY DECISIONS AND All Jobs in Near Southside Medical Jobs in Near Southside Jobs/Economic Anchor Audit • Overview of Existing Anchors • Job Breakdown Analysis • Residential Profile ■ Non -Medical Medical • 73% of jobs in the Near Southside are medical, • 60 % of medical, jobs are in hospitals or healthcare providers • The other major sectors are foods & accommodation and business operation support. l 60% • Non -Hospital Jobs Hospital Jobs Med-Diagnostic Labs Assistance Care Facilities Non-hospitalmedicaljobs are mostly patient care services, which involve very minimum R&D activities necessary for innovation. Medical R&D 7000 6000 5000 4000 3000 2000 1000 2 Medical Education Offices of HeaIth Practitioners CENTER FOR TRANSPOR UITY DECISIONS AND Outpatient Clinics Jobs/Economic Anchor Audit • Overview of Existing Anchors • Job Breakdown Analysis • Residential Profile lcw% 00% 80Ye 70% 60% 50% 41216 30% 20% 10% 0% ae O'C% %O e& e+ `moo\G cc` e cp �,°� ea.'` Offices of Health Practitioners Medical R&D Medical Education The medicaL service jobs in the Near Southside are dominant compared to peers whiLe medicaL education and R&D jobs are the major missing sectors. ▪ Medical/Diagnostic Laboratories ▪ Assistant Care Facilities ▪ Outpatient Clinics Jobs/Economic Anchor Audit • Overview of Existing Anchors • Job Breakdown Analysis • Residential Profile The missing piece in the Near Southside is the presence of R&D jobs which are the jobs dominating in the peer districts (e.g., medical & non -medical). 4 e 44 - �r 1 • i 0° ✓ Professional Services ▪ Medical R&D ■ Non -medical R&D a\C) • \ o IT &Analytical Instruments Communication Equipments & Services Bio-pharmaceutical Production R&D Expenditure; Breakdown By Field, in Million Dollars (NSF We bca s pa r 2016) Southern Methodist University University of North Texas (UNT) UNT-Health Science Center The University of Texas at Arlington The University of Texas at Dallas University of Texas Southwestern Medical Center 0 50 100 150 200 250 300 350 400 450 :1•12Unireraity of North Texas +$557M spent in Medical and Life Sciences R&D in DFW L4-IJntvereity of North Texas Health &skin.. Center •--:i.hle. T-The University of Texas al Arrington Legend Tr Near.oull,sitle • v-Ohl001 Una. • Basic Sciences • Engineering Life & Medical Science Others 14'-The University of I ex?s at Dams i'=----Southern Methodist University 11L-Universily of Texas Southwestern Motheal Center 0 2.25 4.5 0 9 13.5 NI 18 filde z o a 1—• O (CS N z 1- O CC 1- z U z a z 0 U 0 >- 1- C7 W Jobs/Economic Anchor Audit • Overview of Existing Anchors • Job Breakdown Analysis • Residential Profile In both the Near Southside and the extended areas, the portion of residents with STEM or medical science related bachelor's degrees are relatively low. Compared to its peers, the percentage of residents with 4-year and higher education in the Near Southside district is much Lower than Cortex's Innovation Percentage of residents with Percentage of residents with a 4 year and higher education STEM bachelor's degree m PCT 4-YR AND MORE PCT 4-YR AND MORE (EXPANDED AREA) (DISTRICT) 1 PCT STEM DEGREE (EXPANDED AREA) 4l N ■ Percentage of residents with a medical science -related bachelor's degree 1 PCT STEM DEGREE PCT HEALTH DEGREE (DISTRICT) PCT HEALTH (EXPANDED AREA) DEGREE(DISTRICT) CENTER FOR TRANSPOR QUITY DECISIONS AND Cortex Innovation Community Buffalo Niagara Medical Campus The Near Southside Jobs/Economic Anchor Audit Overview of Existing Anchors • Job Breakdown Analysis • Residential Profile RESIDENTIAL PROFILE WORK♦LIVE: JOB -POPULATION BALANCE IN THE NEAR SOUTHSIDE VS. PEERS White there is a high concentration of medical jobs in the Near Southside (over 70 percent), the district has a relatively Low concentration of health employees Living within the Near Southside boundaries compared to its peer groups. riEALTH EMPLOYEES LIVING CONCENTRATION uffalo NJlagara Medical Campus Buffalo Niagara Medical Campus Cortex Innovation Community The Near Southside Z O � 1-• 0 Z a Z 0 0 0 1- Jobs/Economic Anchor Audit Overview of Existing Anchors • Job Breakdown Analysis • Residential Profile 4egend rzj. von Hoor 9004141. The Neal Suuthside Legend r---- 1 — Hot Spot: High Value Houses Lewisville 1 4 I htle'-4 e' Mod rid L. Arling ton 520C 3189 5150 510 513. IF Cedar Hill Plano McKinne[l Garland 0 2.75 5.5 11 16. HOUSING AFFORDABILITY HOME VALUE There is a potential for gentrification and displacement in the district. Median Housing Values (Owner occupied units In $000) 2010 2017 • The Near Southside • City of Fort Worth Audit of Physical Assets • Competitive Advantages • Transportation WALKABILITY North of Pennsylvania Ave. where Some of the anchors are Located, is not in a walkable distance to amenities in the Magnolia corridor. District 9 Anchor r.A°aye ian worn ri10N.,tNm1nve 1I Jain, 600 a.46. ■ - MN "T „ L ne Hin.�v¢ P-s:en:nIn- d Businesses i II ..11. Businesses `1 twl 4' ;,_ s - •l- ei , m. •`ter. *40 •.� :."I am 11+ _■rs-�� ,}ys Residential ai �'� a Sr r M r. :'f`' 3�s �. if, al 'e:. • 1. I• { 111 w • WaLkscore Residential ° :'I re •� . 1 The concentration of residents in the Fairmount and Magnolia Village area in the district enjoy walking access to the district's amenities while the business corridors do not. z oa 1-0 ce 0 z 1- ce ce W z 0 z a z 0 0 1- 25 Wakscore Audit of Physical Assets • Competitive Advantages • Transportation Audit of Networking Assets Audit of Peer Innovation Districts Vision, Strategic Goals & Actions PUBLIC TRANSIT Anchors could reach a bus station in a 5 minute walking distance; however, the residentiaL areas and other businesses do not have the same transit connectivity. District Bus Station 9 Anchor Transit Score In generaL the district experiences a Low Transit Quality due to Low transit frequency and its bus -only service Limitation. Audit of Physical Assets • Competitive Advantages • Transportation Audit of Networking Assets BIKE FRIENDLINESS The Near Southside's concentration of residents in the Fairmount and Magnolia Village area overlaps with one of the five bike friendly zones in Fort Worth which shows the high demand and adequate bike infrastructure. r QAnchor District • Bike Commuters` .w District 9 Anchor """""On St Bike -Off 5t Bike CONCENTRATION OF BIKE COMMUTERS The district has good coverage of on and off street bike Lanes; however, there is a need for a bike Lane network to connect residents to jobs and anchors to amenities. Audit of Networking Assets • Survey Key Findings PHYSICAL SPACE NECESSARY FOR INNOVATION 1' Most agree that the Near Southside has the social capacity for collaboration but needs more physical spaces necessary for innovation. I The most needed physical asset is a cooperative Lab facility, followed up by a business incubator. The existing Lab spaces are privatized (such as Tech FWand Accelerate DFW) and not shared nor available for co -working. 2 Some missing physical spaces are: Wet Lab space, especially those with a cooperative model. Collaboration spaces Shared event spaces or other forms of shared event facilities Startup incubators More hotels Conference centers An outdoor community meeting place such as a central plaza SURVEY KEY FINDINGS CIC 4240 St Louis More than 77 % Of respondents stated that they usually choose local restaurants around the Near Southside to coordinate lunch meetings. J Z 0� 1-0 0 Z 4 1- 0 ce Z 0 Z 4 z 0 0 0 1- Audit of Networking Assets • Survey Key Findings SURVEY CONCLUSIONS & NEXT STEPS Next Steps Based on the Survey: • Secure additional collaborative wet lab spaces and make readily accessible to the medical community in the Near Southside. • Create additional event space with accommodations that can be used by the business community. • Start an organization/ support division that can help with mentorships, partnerships, grant support, resource identification, and other administration support. • Consider the creation of a business incubator related to medical research and development. • Increase conferences and events that focus on R&D, Science or Medical. Industry and Trade. • Develop a start-up fund for research and businesses in the area. • Implement a transit option to connect the medical district to the rest of the Near Southside to reduce parking needs. • Work with other Near Southside leaders to enhance the district with more outdoor public spaces and other attributes that create a sense of place. AUDIT OF PEER INNOVATION DISTRICTS 9 Ann Audit of Peer Innovation Districts ••• P1!I•1!L•lIllil=p1!I!1ii!IL j Private • Adaptive Reuse of Historic Node (o ■ ■ Transit -Oriented Development Attrib • Enhanced Access via Transit Line (non- • Open space for work & entertainment pur plazas, co -working shells, public Library) • Active transportation infrastructure for internal • circulation (Walk, bike, trails) `• • • • • `• ■ City Branding streetscape, signage, wayfinding, etc. ■ ■ Design Elements Inspire Technology Advancement (HD screens, digital elements, structural elements Like tensile) ■ ■ Mixed -use, compact residential Developments • Educational/cultural community function (Museums, Botanical garden) ■ ■ Urban Vitality Amenities ■ ■ Visitor Accommodations (Hotel, etc.) • • • • • • •'• • • • ;`•.•••••`' nnovation Drivers nnovation Cultivators ►lal•.)uPl•Jrrl•1•1•LI!lglike IIIUj=llll=Arll4l 'a ■ ■ EducationaL Institutions ▪ Medical Institutions ▪ R&D Organization (Non -Medical) • Private Mega-firm/HQ • Art/Civic Center • • Industry Cluster .$ LocationaLAssets (Proximity to CBD) • 41 A New Multi -Purpose Innovation Hub ▪ Grassroot Efforts Regular Business Incubator/Accelerator ▪ Airport Adjacent District ▪ Mixed -use: Live, work, dine, play, businesses •_ • • • • • • • • • 4 Innovation Districts pLi11 C IU 1 LK•1! I 1 ULa f•a •JlIMAIt41001!I1M,ia1J • Physical placemaking strategies (Co -working spaces, open space for events and networking) • VirtuaL Elements (Online social media, webs ite) ▪ Frequent Events for Informal Interactions (Venture Cafe) Design -code Elements (density and transparency are prioritized) • Industry Clustering Enforcement Activities (Focus on Specific Industry) CENTER FOR TRANSPOR UITY DECISIONS AND Vision, Strategic Goals &Actions VISION The FW-MID is a regional and eventually national nexus of Med-Tech innovation, aspires to be an inclusive and integrated community of talent, world -class scientists, entrepreneurs, companies, investors and community organizations in medical, biotech and healthcare sectors that will advance groundbreaking research, commercialization, foster frequent exits and acquisitions of life science companies and start-ups, and develop an inclusive system of success investing in and supporting the success for all. To achieve this, the district will need to focus on increasing research and development using the existing extensive patient base and hospital networks, increasing investment dollars for start-ups and those in medical research, attracting talent to live and work, partnering with top - research university, and branding itself to be nationally and internationally known for Med-Tech innovation while proactively plan for equity and affordability to minimize the potential risks of rising prices, unafordability and displacement. Vision, Strategic Goals &Actions Strategic Goal a Strategic Goat 0 Strategic Goat El Strategic Goat Strategic Goat a Strategic Goat, ' LI 4 Y A. STRATEGIC GOALS Anchoring Research & Development (R&D) for Med- a Tech Innovation & Commercialization Transforming the Near Southside into a Talent Magnet for the Med-Tech Industry Increasing Physical, Networking & Visual Connectivity to Enhance the Innovative Ecosystem Creating a Transformative Placemaking Plan for Developing a Live -Work- Play Community Developing the Fort Worth Health & Inclusion Innovation District: Prioritizing the Community's Health & Wellness and Targeting Inclusivity Attracting Anchors and Improving Investment Plan for Developing a Successful FW-MID r r A Z 4 h O a 1-0 Oc, cn Z Za 4y z ix ON K W LLI in Z )- U W Vision, Strategic Goals &Actions I. ANCHORING R&D FOR MED-TECH INNOVATION & COMMERCIALIZATION The first step Should aim to plan for the Med-Tech Research & Innovation Park to establish partnerships with adequately funded universities and their R&D activities. It would need to support technology translation from the lab to the marketplace and finally, focus on technology -led economic development. Establishing a Bio-Business Center Establishing Partnerships with Universities that Have Strong R&D Activities Creating a Master Plan a Plan Planning for a FW Med-Tech Research & Innovation Park Introduction Site Overview Jobs/Economic Anchor Audit Audit of Physical Assets Audit of Networking Assets Vision, Strategic Goals &Actions The multi -block Med-Tech Research & 1 Innovation Park, could bring all private and public development attempts in line and strengthen partnership with the public infrastructure to support mutual goals. The Med-Tech R&D park would also serve as a national branding asset for the district. J West part of the Near Southside (Potential Site for a FW Med-Tech Research & Innovation Park) s PARK PLACE ILLAGG I. ANCHORING RESEARC DEVELOPMENT (R&D) FOR MED-TE IN • A FW Med-Tech Research & Innovation Park TechnoLogy Square- AtLanta- Georgia BuffaLo Niagara MedicaLCampus- BuffaLo - New York Partnership with Universities The Near Southside Area Introduction Site Overview Jobs/Economic Anchor Audit Vision, Strategic Goals &Actions I. ANCHORING RESEARCH & DEVELOPMENT (R&D) FOR MED-TEC INNOVATION & COMMERCIALIZATIO Establishing a Bio-business Center The bio-business center also provides coworking spaces, shared conference rooms, networking events, and connections with local universities. A wet lab space, in particular, will be a helpful amenity as the equipment tends to be very expensive, so sharing it among biotech startup companies is the most logical approach. Minnesota Biobusiness Development Center, Rochester Minnesota Biobusiness Development Center, Rochester Tech Center - Newport News- Virginia Vision, Strategic Goals &Actions II. TRANSFORMING THE NEAR SOUTHSIDE INTO A TALENT MAGNET FOR THE MED-TECH INDUSTRY � 1 Access to human capital is a critical factor for a thriving innovation districtwhich was also mentioned by the community as an area in which the district needs to pay specific attention. Talent will not show up overnight; a plan will be needed to target those that the district wants and needs. LocaL Labor Empowerment PLan TaLent Attraction & Retention PLan Talent attraction and retention in Fort Worth is one of the major priorities for the Fort Worth Chamber of Commerce organization. II. TRANSFORMING THE NEAR SOUTHSIDE INTOATALENT MAGNET FOR THE MED- Vision, Strategic Goals &Actions Talent retention should begin with attracting students from local universities well before graduation. This can best be achieved by weaving them into the community while they are still students through professional networking and mentorship programs. Internships and cooperative education programs are the most effective in converting students to residents. Immigrants are an important sector of the highly -skilled workforce and help create jobs and fill employment shortages for many cities. In addition to coming directly from other countries, many universities have increased their international student population, creating a prime talent pool for sectors that cannot be filled with thecurrentU.S. population alone. Early Student/ Pre -graduation Integration 1. Talent Attraction & Retention Plan Three-way Partnerships Talent Attraction Retention Pillars Welcome Immigration Advance & Promote the Brand Universities, local companies and the City should all work together in talent retention. Universities provide the talent pool and training, FW can assist in student housing and neighborhood improvement plans, and companies create the jobs for graduating students. The city leadership must create a unifiedmessagethatpushesthebrand' of the city and the assets of itself and the region. This branding must be genuine and more than just a motto. Thelocaluniversitiescanassist,bothas an asset and as a promoter to increase talent attraction and retention. Introduction Site Overview Jobs/Economic Anchor Audit Audit of Physical Assets Vision, Strategic Goals &Actions 1 To promote hiring locally and ensuring there is a diverse workforce presented with equal opportunities. J II. TRANSFORMING THE NEAR SOUTHSIDE INTO A TALENT MAGNET FOR THE M ED- ECH INDUSTRY 2. Local Labor Empowerment Plan Local Labor Empowerment Principles Expand Worker Power Worker power can be expanded with multi -employer bargaining, urban innovation to increase quality of life for workers and to build support for unions. There should be enforcement to ensure that workers are being treated fairly. Expand Worker Power Ensure residents profit from wealthcreatedbypublidy-funded ventures The City can facilitate providing good jobs to low-income residents, particularly to minorities, through tax -funded or subsidized economic development projects. This can be achieved by allowing the public to profit when the government spends money, mandating inclusion on these projects, connecting community -based institutions to unions involved in the projects, and using government contract power to push policy that supports low - wage workers. Support Care Workers With 5.5 million care workers in the country, and a large proportion being women of color, it is important to consider if these women are paid fairly, have a positive work environment, and have a way to voice their concerns on the job. Since the Near Southside employs many caregivers, it is important to not overlook. Z� 0a 1-0 cci6_ Z a 1- 0 W Z W 0 Z a Z 0 0 W 1- Vision, Strategic Goals &Actions III.INCREASING PHYSICAL, NETWORKING & VISUAL CONNECTIVITY TO ENHANCE THE INNOVATIVE ECOSYSTEM Networking and Mentorship Events & Programs Enhance ExternaL Connectivity AdditionaL BikeabLe and WaLkabLe Connectivity C7 W Introduction Site Overview Jobs/Economic Anchor Audit Audit of Physical A Audit of Networking Vision, Strategic Goals &Actions III. INCREASING PHYSICAL, NETWORKING &VISUAL CONNECTIVITYTO ENHANCE THE INNOVATIVE ECOSYSTEM connectivity from anchors to the amenities and residential areas suture ' EXRaiI Station We also recommend to Leverage the existing potentials to increase the external connectivity to regional anchors through advocating for the Mistletoe/Medical train station for the TEXRail. Mixed Medical+Noit-Medical & High -Density Residential Cluster of R R Institutional � for idor `. i Me ti 'torrid: i 0. Campus V r • •'- Low -Density 4. al Residential Tnstitutional Medical Campus Active Transportation Corridor Enhancing internal circulation & the connection between medical anchors, urban villages & residential areas via multi -modal active transportation infrastructures III. INCREASING PHYSICAL, NETWORKING &VISUAL CONNECTIVITY TO ENHANCE THE INNOVATIVE ECOSYSTEM Vision, Strategic Goals &Actions 3. Increasing networking and mentorship events and programs ti • The district could benefit from an open access event calendar that includes programming that the medical community wants and needs. • Startup -focused events can provide more opportunities for entrepreneurs and innovators to collaborate and cross pollinate. • We also recommend Joint events with the healthcare providers and professionals from local and regional anchors. • The governing board of the innovation district has a critical role in maintaining ongoing programs. Open Street Event ArtsGoggle CIC, as 4240 St Louis Venture Cafe event as CIC 4240 St Louis Vision, Strategic Goals &Actions IV. TRANSFORMATIVE PLACEMAKING PLAN FOR IMPROVING PHYSICAL DEVELOPMENT, PUBLIC SPACES AND WORK -LIVE -PLAY SENSE. Work-Live-PLay Development and Adaptation of a PoLicy Map r PLan for Improvement o1 the Streetscape Supportive PubLic Spaces for Innovation. r 0 Vision, Strategic Goals &Actions V. DEVELOPING THE FW HEALTH & INCLUSION INNOVATION DISTRICT: PRIORITIZING THE COMMUNITY'S HEALTH & WELLNESS AND TARGETING INCLUSIVITY Promote Diversity and IncLusion Brand the District as a "HeaLth + Innovation District" Leverage Existing Initiatives & Capacities C7 W Vision, Strategic Goals &Actions VI. ATTRACTING ANCHORS AND IMPROVING INVESTMENT PLAN FOR DEVELOPING A SUCCESSFUL FW-MID Capital Investment Plan Jobs/Economic Anchor Audit Audit of Physical Assets Vision, Strategic Goals &Actions The FW-MID is a regional and eventually national nexus of Med-Tech innovation, aspires to be an inclusive and integrated community of talent, world -class scientists, entrepreneurs, companies, investors and community organizations in medical, biotech and healthcare sectors that will advance groundbreaking research, commercialization, foster frequent exits and acquisitions of life science companies and start-ups, and develop an inclusive system of success investing in and supporting the success for all. (Strategic Goal j Strategic Goal j I Strategic Goal Strategic Goal j Strategic Goal j Strategic Goal j Anchoring Research & Development (R&D) for Med-Tech Innovation & Commercialization Transforming the Near Southside into a Talent Magnet for the Med-Tech Industry Increasing Physical, Networking & Visual Connectivity to Enhance the Innovative Ecosystem Creating a Transformative Placemaking Plan for Developing a Live -Work - Play Community Developing the Fort Worth Health & Inclusion Innovation District: Prioritizing the Community's Health & Wellness and Targeting Inclusivity Attracting Anchors and Improving Investment Plan for Developing a Successful FW-MID Project for Public Spaces Peer Review & Key Recommendations •Build district governance and management capacity. •Collaborate with underserved communities. •Makes places for innovation. 40 41 42 43 44 45 46 1.Governance: Establish a strategy and entity to facilitate success. 2.Anchor Coalition: Drive investment in the bio-med and tech sectors through strong involvement of a coalition of anchor institutions. Champion: Judy Bernas, TCU and UNTHSC School of Medicine 3.Med-Tech Innovation and Commercialization: Establish a med-tech research and innovation hub and bio-business center. Champion: Hayden Blackburn, TechFW 4.Spaces & Places: Prioritize walkability, connectivity, and placemaking to strengthen our community of engagement and social exchange. Champion: Mike Brennan, Near Southside, Inc. 5.Marketing: Develop strategic awareness among the health innovation ecosystem locally, regionally, and nationally. Champion: Ken Schaefer, Schaefer Ad. Co. 47 Thank you