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National Marine Sanctuaries ;
Marine debris is a significant challenge facing our ocean and marine wildlife, and it is an ongoing challenge in Florida Keys National Marine Sanctuary.Marine debris, including lost or abandoned fishing gear and trash, entangles stony corals, sea fans, sponges, sea turtles, manatees, and other marine life. It also degrades seagrass, hard bottom, coral reef, and mangrove habitats, and detracts from the natural beauty of the islands.Established in May 2018, the Goal: Clean Seas Florida Keys initiative aims to remove underwater marine debris from Florida Keys National Marine Sanctuary and educate the public about its role in marine debris prevention. Goal: Clean Seas Florida Keys partners work with sanctuary-recognized Blue Star Dive Operators to educate dive professionals and recreational divers on best practices for removal of marine debris; perform scoping dives to identify debris hotspots; remove, dispose, and recycle underwater debris; conduct post-removal data reporting and analysis; and engage the public in marine debris awareness and prevention through education and outreach.In the first year of Goal: Clean Seas Florida Keys efforts, National Marine Sanctuary Foundation-funded divers conducted 49 cleanup trips, engaged 450 volunteer divers, and spent nearly 900 hours underwater removing 78 intact lobster traps, hundreds of pieces of lobster trap debris, 16,369 feet of line, and 14,693 pounds of debris from Florida Keys National Marine Sanctuary.
National Marine Sanctuary Foundation;
The National Marine Sanctuary System, a network of underwater parks encompassing more than 600,000 square miles of marine and Great Lakes waters. The National Oceanic and Atmospheric Administration's (NOAA) Office of National Marine Sanctuaries and the National Marine Sanctuary Foundation ("Foundation") work with local industries, government, and communities to sustain healthy ecosystems, habitats, and aquatic nurseries in the 13 sanctuaries and two National Marine Monuments that make up the system. Sanctuaries support an environment, rich in biodiversity, that, in turn, supports local coastal and ocean economies. Visitors spend money on sanctuary-supported activities such as fishing, beach visits, boating, snorkeling, diving, research, and education activities, and other tourism-related expenditures such as travel, food, and lodging.
Preservation Green Lab of the National Trust for Historic Preservation;
Jacksonville is rediscovering the value of its older urban core. This report from the Preservation Green Lab of the National Trust for Historic Preservation highlights how Jacksonville's older buildings and blocks are already outperforming newer areas of the city across many sustainable development metrics. But they can become even stronger. Analysis of data from city, state, and national sources points to numerous areas of the city with high potential for successful reinvestment and revitalization. Unlocking this potential requires stronger incentives, innovative new policies, and increased awareness and capacity in the nonprofit, government, and private sectors. Using a methodology developed by the Preservation Green Lab, this study includes an analysis of all of Jacksonville's existing structures to assess the connections between the character of the city's building stock and more than 30 measures of neighborhood livability, economic vitality, and diversity.
Jacksonville Community Council, Inc.;
The Great Recession of 2007-09, as pundits are now calling it, hit Northeast Florida brutally. A regional economy that had been fueled by population and construction growth, consistently doing better than the national average, saw unemployment skyrocket when the housing market collapsed, the economy retracted, and population growth slowed to a trickle.Jacksonville Community Council Inc. (JCCI) surveyed the community to identify residents' top priority for in-depth study. Job growth far surpassed any other regional issue. Volunteers and partner organizations from the seven-county region came together to explore new ideas for retaining existing jobs, rapidly creating new jobs, and for positioning the region for long-term economic growth.The study committee visited the seven partner counties (Baker, Clay, Duval, Flagler, Nassau, Putnam, and St. Johns), examined existing job development plans and economic development strategies for the region, and explored promising practices from other regions that were achieving success despite the national economic climate.The resulting recommendations are designed to enhance economic development and job creation, signaling to the state and nation that Northeast Florida is open for business.Implementation of these recommendations will highlight Northeast Florida's existing assets and strengthen its competitive advantages in the economic world. Most significantly, action will build on Northeast Florida's successes and enhance the combined regional approach to competing in the global marketplace.First, the region must focus on its key regional growth industries. The primary immediate opportunities for substantial job creation in the region are in the areas of:* port logistics and associated industries* health and medical sciences* aviation/aerospace and defense contracting* financial servicesSecond, the region must bring its business and education sectors together in a shared emphasis to build and maintain an educated and skilled workforce. Shifting economic realities, along with the skill sets required for job growth, necessitate the training (or re-training) of local workers and the retention of these skilled local workers in their employment positions. It also prescribes the need for attracting talented workers from around the world.Third, economic success will require even more emphasis on encouraging the growth of small businesses. Enhancing the region's entrepreneurial spirit is critical to sustaining a vibrant economy. Improving access to support for small business development and expansion holds the potential for creating more jobs and more business owners.Fourth, the region requires both a vibrant urban heart and an expanded vision of its assets and aspirations – unfettered by current boundary definitions. The outsider's view of Northeast Florida often begins with Jacksonville and its downtown core. A good first impression of the city, along with having strong economic development partners with a variety of different attributes, can have long term positive implications. Successful regional economic development also means rethinking the regions boundary lines and embracing all the potential Northeast Florida has to offer – such as the research capacities demonstrated by the University of FloridaFifth, regional leadership must come together to encourage economic growth and enhance the business-ready environment of Northeast Florida. Regional leadership (political, business, and community) must maintain focus on reducing issues that unnecessarily add roadblocks to sustainable economic growth, by streamlining regulation and permitting processes, in order to improve Northeast Florida's competitiveness and economic success.Together, the implementation of these recommendations can accelerate short-term job creation and, more significantly, strengthen the region's ability to sustain economic growth for years to come.
Jacksonville Community Council, Inc.;
Around the world, communities are working to take advantage of the technology revolution now propelling the global shift toward an information-based society, in which knowledge is the new capital and higher education is the new machine. Jacksonville, even with some of the necessary machinery in place, needs to build its intellectual infrastructure, which includes everything from improving high school graduation rates to attracting more research dollars into the local economy. Despite the recent rapid growth of the community and its higher education institutions, neither the community nor its colleges and universities have worked together in a strategic, comprehensive way to position Jacksonville for the future.The Town and Gown study committee began by identifying current and potential roles for both the community and higher education institutions in building the intellectual capacity of Jacksonville. In doing this, the committee reviewed the historical growth of higher education in the community. The committee then examined how higher education institutions were meeting the needs of the local community, and whether the community was supporting those endeavors. Lastly, the study committee identified successful efforts in other communities where strategic collaborations between institutions of higher education and the community have produced tangible results.The committee found that Jacksonville has reached a critical juncture in its history. Nothing less than the future of the community is in question. On the one hand, the future can be shaped through a deliberate, thoughtful, and intentional focus on building a community that recognizes knowledge and the acquisition of knowledge as a valuable local commodity beneficial to every resident's quality of life. On the other hand, the community (town) and its colleges and universities (gown) can continue growing along separate paths and Jacksonville may lose the opportunity to own its destiny in a world increasingly driven by intellect, ideas, and innovation.To compete globally and improve its quality of life, the Jacksonville community has to work locally with its higher education institutions to: develop sustained leadership in every sector of the community, including government, business, and higher education, to work towards building Jacksonville's intellectual infrastructure; create and implement a strategic vision that improves the quality of life in all areas of the community by co-opting the teaching, research, and service roles of universities for the betterment of Jacksonville as a whole; and build active collaborations between higher education and community institutions to carry out that vision as well as prepareJacksonville and its residents for meeting the opportunities and the challenges of the 21st century and beyond.
The Foundation Review;
This article examines two philanthropic responses to the mass shooting at the Pulse nightclub in Orlando, Florida, on June 12, 2016, a tragedy that particularly impacted the region's growing Latinx LGBT community.The Central Florida Foundation's Better Together Fund and the Our Fund Foundation's Contigo Fund, while organized and operating in different ways, looked to best practices in crisis philanthropy and, in the wake of the massacre, provided the region with resources to address both short- and longer-term needs.Better Together practiced strategic philanthropy focused on addressing systemic issues. Contigo lifted up new and diverse leadership from the grassroots. Each learned from the other while responding to the Pulse tragedy in ways that adhered to their distinct missions and values. In doing so, they made important contributions to their community and, in planning and implementation, to the field of crisis philanthropy.
Giffords Law Center ;
This year, America's young people are demanding change and building a movement for gun safety reform. We have watched in awe as young students emerged from bullet-ridden classrooms in Parkland, Florida, and exclaimed Never again. We have witnessed their courage and eloquence as they stood up on national television to US Senators and NRA celebrities, demanding action, answers, and accountability. This generation—the future leaders of our country—understands that gun violence is not inevitable. And they know that the Second Amendment is not under threat. We are.Giffords Law Center to Prevent Gun Violence presents this report as a tool for this new generation of activists. It provides data about the scope of the gun violence problem facing America's youth and offers concrete recommendations for evidence-based policies that save lives. Our goal is to support the Parkland students and the thousands of young people they have inspired, as well as the lawmakers who hear their call for action and want to work together to make a change. Despite the brutal pain that follows each tragic shooting in our country, the courage of our nation's youth shines a brighter light on our future.
Although several studies have documented the effects of statewide private school choice programs on student test scores, this report is the first to examine the effects of one of these programs on college enrollment and graduation. Using data from the Florida Tax Credit (FTC) Scholarship program, we find that low-income Florida students who attended private schools using an FTC scholarship enrolled in and graduated from Florida colleges at a higher rate than their public school counterparts.
W.K. Kellogg Foundation;
As the country becomes more diverse, schools that successfully engage all families will transform learning and leadership. This executive summary captures "takeways" from partnerships forged by the W.K. Kellogg Foundation (WKKF) to create environments where teachers, families and community members can effectively collaborate and share power.
Jessie Ball duPont Fund;
This report is focused on the heart of Downtown: Jacksonville's Northbank from the Prime Osborne Convention Center to the Stadium, from the St. Johns River to State Street.We did not include Brooklyn and the Southbank –two areas that are sometimes included in definitions of "downtown." Neither of those areas faces the level of development challenges that confront the heart of downtown.The report draws on data from a number of resources:Duval County Property Appraiser's records as of August 2017;Duval County property value data from 2017 preliminary tax roll;JEA;Duval County Tax Collector;Walker Parking Consultants Study.In addition, the study author made extensive on-site validation of property conditions.The report uses multiple measures to quantify downtown. Downtown Acres:An acre is a standard unit of measure equal to 4,840 square yards. An acre is about ¾ the size of an NFL football field.Downtown Parcels:A parcel is the unit by which properties are valued. It is a highly variable unit of measure. A parcel can be a piece of land of any size that is either "improved" (meaning it has structures on it or it has a designated use, such as a park) or vacant (meaning it has no structures nor any designated use). A parcel also can be a building of any size, even an entire city block, i.e. City Hall; or it can be a single residential or office condo unit within a building.Downtown Buildings:Though highly variable as a unit of measure, buildings are more familiar to most readers than "parcels."
Jacksonville Community Council, Inc.;
For more than 30 years, JCCI has partnered with major Jacksonville stakeholders and organizations like United Way of Northeast Florida and JAX Chamber to bring our community this report. Its purpose is to give residents, leaders, and decision-makers a comprehensive look at the quality of life in Jacksonville. It uses numbers and trends to tell a story about how we live and what is changing. Some changes are welcome and are the result of focused community investment over many years, which is the case with the graduation rate. Other trend line changes are short and sharp, as seen in the two-year spike in serious bicycle accidents from 2010-12.While priorities of what to track have changed since JCCI's beginnings, some of the indicators have been maintained for three decades. The JAX2025 visioning project organized these indicators into ten targets of focus, narrowing in on goals for specific indicators to reach. For this year's progress report, we've included the longest trend lines possibleto reflect the longtime look that JCCI's indicator tracking provides.Very few communities in the U.S. have access to such long trend lines. Taken as a whole, these long-term trends show how our city has changed. Perhaps more exciting, they paint a picture of how social conditions improve, or worsen, in relation to other conditions. For example; a common belief is that crime will increase as poverty increases. This report shows that in our community, this is not so.
The Intensive Partnerships for Effective Teaching initiative, designed and funded by the Bill & Melinda Gates Foundation, was a multiyear effort to dramatically improve student outcomes by increasing students' access to effective teaching. Participating sites adopted measures of teaching effectiveness (TE) that included both a teacher's contribution to growth in student achievement and his or her teaching practices assessed with a structured observation rubric. The TE measures were to be used to improve staffing actions, identify teaching weaknesses and overcome them through effectiveness-linked professional development (PD), and employ compensation and career ladders (CLs) as incentives to retain the most-effective teachers and have them support the growth of other teachers. The developers believed that these mechanisms would lead to more-effective teaching, greater access to effective teaching for low-income minority (LIM) students, and greatly improved academic outcomes.Beginning in 2009–2010, three school districts -- Hillsborough County Public Schools (HCPS) in Florida; Memphis City Schools (MCS) in Tennessee (which merged with Shelby County Schools, or SCS, during the initiative); and Pittsburgh Public Schools (PPS) in Pennsylvania -- and four charter management organizations (CMOs) -- Alliance College-Ready Public Schools, Aspire Public Schools, Green Dot Public Schools, and Partnerships to Uplift Communities (PUC) Schools -- participated in the Intensive Partnerships initiative. RAND and the American Institutes for Research conducted a six-year evaluation of the initiative, documenting the policies and practices each site enacted and their effects on student outcomes. This is the final evaluation report.