JAX2025 Oct 2013 Quarterly Update

Imagine it. Build it. Reach it.

V

Work in ProgressOctober 2013 Update

Imagine it. Build it. Reach it.2

Build It. How you get involved and make JAX2025 Real...When Visioneers imagined Jacksonville in 2025, they divided plans for action amongst three kinds of change agents: organizations, individuals, and the Visioneer…him or herself! These became the three levels of JAX2025 strategies in the Build It phase:

• They Should [Organizations] What key organizations, institutions, government agencies and coalitions need to do to help move JAX2025 forward.

• You Can [Individuals] What are individuals doing to implement the Target vision?

• I Will [Builder] What will I do over the next six months to reach the Targets?

ACTION STAGESThis document offers THEY SHOULD Strategies as well as baseline indicator data for tracking progress. Information on You Can opportunities is available at www.JAX2025.org, where you can share your I Will pledge as well. They Should Strategies require residents to advocate to institutions in our city, such as schools, hospitals, and local governments. We know change takes time and different types of work. The icons below will help you identify the stage of each JAX2025 They Should strategy.

MONITORINGThis strategy is “on track” for 2025 and moving the Target forward. Currently, Builders can monitor progress online, ensuring leaders and projects

remain On Target.

VOLUNTEER or ADVOCATEAn organization has taken the

lead and is already at work, making this strategy real.

Individuals take action to move the Target forward.

Check JAX2025.org for volunteer or advocacy opportunities.

FOCUSCurrent focus of volunteer

teams starting on the ground floor to build advocacy and prioritize volunteer efforts.

ON DECKTiming is the key to these strategies. Not quite ready for individual action - these

will most likely be Focus strategies in the future.

More than 50 key strategies have been identified by JAX2025, and each will be addressed over the next 12 years. Impactful community change does not happen overnight, and we have to start somewhere. Four key strategies are being worked on right now. A set of three criteria were used to prioritize these strategies.

• Timeframe for improvement. The selected strategies can achieve a measure of success in the short term, providing a dynamic platform for community engagement as well as a solid foundation for long term strategies to build upon.

• Community momentum/interest. Based on community conversations and media attention, these strategies already have gained a healthy level of community interest. Instead of starting from scratch, these strategies build on existing momentum.

• Overlapping Targets. Selected strategies work to implement the vision statement of more than one Target. This allows for greater community engagement and captures the spirit of JAX2025; cross-sector collaboration is essential to building cooperation and making meaningful change.

What does this mean for Action? Act right now to move a Target forward.You decide where to get involved....and move your passion On Target. Are you ready to volunteer? Do you want to start from scratch with a Task Force? Look for the issues and icons to find the best place for your time, talent and treasure. Jacksonville needs you! No matter the type of action these strategies need now, you can monitor progress online at JAX2025OnTarget.org.

JAX2025 3

About the Numbers

Measurements tell stories. Many of us grew up in a home with little marks on the wall next to the kitchen door that document the height of children from year-to-year. Those marks capture what happens right before everyone’s eyes but isn’t visible from day-to-day. Those precious years of growth are important and also a point of pride. Just like the little marks by the kitchen door, the growth of Jacksonville is apparent over time when we look at various measures.

This report, which will be updated annually, keeps track of the results of our community life. Like proud parents, residents and community leaders influence Jacksonville’s growth. We steer and shape the shared life by influencing policy, investments, elections, and community decision-making. Because this is happening all the time, we often don’t take a step back to see what has changed. This report is your chance to take an objective look at Jacksonville’s growth.

JAX2025 measures track progress toward a better city. In the pages that follow are questions from Visioneers that ask about our progress toward the Vision Targets, and data that answer those questions.

Data in these pages are just the beginning. These measures are one-third of the 150 indicators of Jacksonville and Northeast Florida’s quality of life. These data are available online at Community Snapshot, an interactive mapping tool that offers you access to far more information than can be included in these pages. www.jcci.org/indicators

Most of the measures come from public sources in the community. Some of the measures are from an annual survey conducted for JCCI by American Public Dialogue using a geographically stratified listing of telephone and cell phone numbers. More information about the survey methodology is

available by visiting the interactive mapping tool, Community Snapshot. More information about Community Snapshot is available on page 18 of this report.

Each measure points to a condition of our lives here in Jacksonville. Each measure is a clear picture of one specific aspect of our lives—like a snapshot at one point in time. As a picture, it removes extra information or distracting elements. On page 9, Energy Use is calculated by kilowatts per person because a rate filters out the effects of population growth. On the other hand, raw numbers are sometimes ideal because the total number shows the magnitude of what is happening. For example, did you know that there are nearly 1.5 million attendees at downtown Jacksonville special events each year?

Most of the baseline data here is from 2011, before the JAX2025 process began. However, because Visioneers added new measurements that weren’t already being tracked, some of the measures start with 2012 or 2013, and they are noted with an asterisk.

Look through all the measures and choose the measures that you find most compelling.

Is it because you care about that specific condition? Do you know what needs to be done to change that baseline? Familiarize yourself with these numbers and become better informed about your city. The stories here might confirm what you already know and think. Or, these numbers might surprise you. Your reactions and opinions matter. More importantly, keep in mind that each one of these numbers can improve through public decision making and community action. Your voice, your action, is needed to make it happen.

Join JAX2025 now.


Thank you to our Innovators

VISION In 2025, Jacksonville’s creative community fuels a vibrant arts and entertainment scene.

Target ARTS & ENTERTAINMENT

Measuring Progress2011 Baseline Data

Are we a vibrant community of artists? Measured by:

Average Annual Wage in the Arts, Entertainment, and Rereation Sector

$44,657

Number of Fine Arts Degrees Awarded by Local Colleges

170 degrees awarded

Is there an abundance of options to participate in the arts? Measured by:Number of Venues for Participation in the Arts 48 venues*

Public Performances at Selected Facilities 505 performances

*2013 data

Is there an audience for the arts? Measured by:Number of Art Classes Offered in Duval County Public Schools

1188 classes

Attendance at Musical Performances per 1,000 people 237 attendees

Does creativity and innovation contribute to the economic vitality of the city? Measured by:Economic impact (dollars spent in local economy) by Jacksonville’s Cultural Services Grant Recipients

$66 million

Are we an entertainment destination? Measured by:Full Service Restaurants per 1,000 population 2.14 restaurants

Museum Attendance per 1,000 people 375 attendees

They Should... Key strategies include:

Improving opportunities to participate in arts education in public schools; and

Connecting arts students in high school and local colleges and universities to local career opportunities in the arts.

Expanding opportunities for participation in the arts, from increasing the quantity and quality of performances to greater promotion of existing shows and events through a comprehensive information hub and broad marketing

Strengthen the artist community through active collaboration and cross-promotion, as well as increasing venues, workspaces, and residential opportunities in an identifiable arts district

Focus on the Creators Economy, with targeted economic development efforts to encourage the growth of arts employment and economic impact

Along with the arts, support entertainment venues in Jacksonville with a wide variety of sports, concerts, and other entertainments to create destination experiences in Jacksonville, with the associated transportation, restaurants, and other infrastructure to support increased attendance and participation. Interested in becoming an Innovator and supporting

the efforts to make JAX2025 real? Contact us for more information at (904) 396-3052.

Use JCCI’s Community Snapshot to find additional measures, including:

• Sports Attendance per 1,000 Population

• Number of professional artistsLearn more online at www.jcci.org/indicators.

JAX2025 5


VISIONTarget CLEAN & GREEN CITY

In 2025, Jacksonville is a clean and green city.They Should...

Key strategies include:

Strengthen community education on the importance of water conservation, energy conservation, and recycling

Improve access to green spaces, including parks and conservation lands, and increase recreational access to the River and its tributaries

Encourage carpooling, bicycling and pedestrian-friendly modes of transportation

Reduce littering and encourage cleanup of our roadways, public spaces, River and creeks. Strengthen enforcement of pollution and littering violations

Emphasize the value of the St. Johns River in Downtown by continually maintaining pedestrian access through the Riverwalk

Incentivize permeable hardscapes, xeriscaping, and reclaimed water usage

Encourage development of Hogans Creek Greenway and similar projects that restore natural beauty, clean up the environment and re-establish neighborhood pride

Increase use of renewable energy and improve air quality in the community


How clean is the air we breathe? Measured by:Days Air Quality is “Good” 305 days

Daily Vehicle Miles Traveled per Capita 32.1 miles

Are we protecting and preserving our water? Measured by:Average Daily Water Consumption 205 gallons per day

Frequency St. Johns Tributaries Meet Dissolved Oxygen Standards

47%

Are we protecting and preserving our land? Measured by:Residential Recycling in pounds per person 54 lbs/person

Population Density 1134.4 people per square mile

Are we preserving energy resources? Measured by:Annual Energy User per Person 15042 kWh per

person

Percent of Energy coming from Renewable Resources 1.03%

How much are we engaging with our natural environment? Measured by:Survey: Percent who attended a park at least once a month

53.9%*

Survey: Percent who participated in recreational activity on the St. Johns River

26.4%

*2013 data


• New Septic Tank Permits Issued • Frequency St. Johns Tributaries meet Bacteria StandardsLearn more online at

www.jcci.org/indicators.



VISIONTarget DIVERSE & INCLUSIVE

In 2025, Jacksonville is renowned as a diverse and inclusive community.They Should...

Key strategies include:

Address and eliminate the disparities people face in all aspects of life in Jacksonville due to race, ethnicity, gender, or other human differences

Improve inclusion of individuals living with mental illness or other disabilities in our community

Increase opportunities for community conversation and understanding around human differences, as was done recently through the Museum of Science and History’s Race: Are We So Different? exhibit and programming

Collapse the silos between organizations that are working on similar diversity issues

Advocate for a community-wide adoption of comprehensive anti-discrimination policies that protect all citizens of Jacksonville, regardless of sexual orientation and gender identity/expression.

Interested in becoming an Innovator and supporting the efforts to make JAX2025 real? Contact us for more information at (904) 396-3052.


What are our Demographics? Measured by:Male Population 48%

Female Population 52%

Hispanic Population 7%

White Population 62%

Black Population 29%

Do our policies and laws protect individual rights? Measured by:Is discrimination on the basis of sexual orientation and gender identity prohibited in areas of employment, housing, and public accommodations?

No

Do our government leaders represent the diversity of the community? Measured by:Percent of Elected Officials Who Are People of Color 24%

Percent of Elected Officials Who Are Female 21%

Have we successfully eliminated disparities throughout our community? Measured by:Median Earnings for Males 25 Years and Over with a Bachelor's Degree

$53,691

Median Earnings for Females 25 Years and Over with a Bachelor's Degree

$39,440

Percent of Adults 25 and Over with Bachelors Degrees or Higher - Black

4.1%

Percent of Adults 25 and Over with Bachelors Degrees or Higher - White

20.0%

Do all members of the community feel respected and included? Measured by:Survey: Is Racism a Problem? Black respondents 69%

Survey: Is Racism a Problem? White respondents 41%

Learn more online at www.jcci.org/indicators.

JAX2025 7


VISION In 2025, Jacksonville’s distinctive neighborhoods flourish, along with our urban heart.

Target NEIGHBORHOODS & URBAN HEART


Encourage, incentivize, and simplify the process for downtown business development, including both large corporations and small business development, coordinating efforts to streamline the permitting and regulatory process

Develop the connections and feel of downtown as a neighborhood, with neighborhood associations, neighborhood lifestyle amenities, and increased residential opportunities

Improve transit connectivity between Downtown and other neighborhoods, improving access not only to employment centers but also entertainment spots and popular destinations

In master plan for Downtown, establish the Downtown core as the standard of quality and aesthetic vibrancy to give a unique identity to Jacksonville

Assist neighborhood associations and neighborhood residents with improved responsiveness and follow-through from local government on reported resident concerns to enhance both communications and action improvement efforts

Create walkable, pedestrian- and bicycle-friendly neighborhood streets, maintaining or enhancing the infrastructure necessary to create safe, enjoyable streetscapes


Are local neighborhoods livable, walkable, and safe? Measured by:Number of Active Neighborhood Associations 596 associations

Survey: Percent Who Feel Safe Walking in Their Neighborhood

61%

Are local neighborhoods thriving? Measured by:Percent of Owner-Occupied Housing Units 62.3%

Median Household Income $45,958

Is Downtown growing as a business powerhouse? Measured by:Downtown Jacksonville Office Vacancy Rate 24.3%

Total Downtown Employment 51,048 people

Is Downtown growing as a residential neighborhood? Measured by:Number of Downtown Residents 3,266 people

Number of Neighborhood Retail and Service Establishments in Downtown

48*

*2012 data

Is Downtown an epicenter of arts, culture, sports, and shopping experiences? Measured by:Estimated Annual Attendance at Major Downtown Special Events

1,401,300 attendees


• Percent of Vacant Housing Units • Domestic violence crime reports




VISION In 2025, Jacksonville is a place where people matter.

Target WHERE PEOPLE MATTER


Orient all funding of assistance and subsidies toward collaboration, and especially the expansion of public-private partnerships

Expand participation in mentoring programs, including encouraging our elder population to serve as mentors

Foster community-wide awareness of overall effects of the most recent economic recession on children, youth, and older adults

Strengthen Jacksonville’s nonprofit sector by emphasizing the social value of services: solving community problems resulting in improved quality of life for the entire city

Increase opportunites for work, education, entertainment, creativity, and physical activity for people with disabilities

Reduce stigma around mental illness through increased community education

Establish Jacksonville as a child friendly city, in which all babies are born into a community that is ready to support and nurture their potential and success through childhood and youth


How giving are we as a community? Measured by:Survey: Did you volunteer in the past year? Yes - 68%

Philanthropic Giving to Federated Campaigns $26.82 million

Are we meeting the needs of infants, children, and youth? Measured by:Number of children on wait list for childcare assistance

5,865

Verified Abuse Reports per 1,000 children 9.3 reports

Are we meeting the needs of our aging population? Measured by:Number of Nursing Home Beds per 1,000 Population Age 65 and Over

40.3 beds

Percent of age 65+ living below poverty level 10.3%

Are we meeting the needs of people with disabilities or mental illness? Measured by:Percent of all Disabled People Living in Poverty 25.8%

Suicide Rates - Total per 100,000 People 14.2

How safe are we? Measured by:Murder Rate per 100,000 people 8.8

Survey: People Report Being Victims of Crime 16%


• Youth and older adult suicide rates • Verified Child Abuse Reports per 1,000 children

• Juvenile alcohol/drug arrests per 1,000 youth


JAX2025 9


VISIONTarget WHERE PEOPLE MATTER

In 2025, Jacksonville thrives due to exemplary governance.

Target EXEMPLARY GOVERNANCE


Increase public outreach to engage citizens in civic issues, from voter registration and voter turnout to well-informed participation at City Council and CPAC meetings

Expand civic education and leadership training in the community to better prepare people to serve in community governance functions

Develop and publish performance measures for government functions, openly reporting on effectiveness and efficiency of local government

Improve responsiveness and follow-through from local government on reported citizen concerns so that the public can more easily know the results of local government action

Institute annual budget workshops conducted to fully acquaint citizens with the anticipated budget priorities

Encourage more frequent town hall conversations hosted by elected officials and civic organizations to encourage a more informed and engaged electorate and better public decision-making



Are we engaged in community governance? Measured by:Percent of population registered to vote 78.6%

Voter Turnout (2011 - local election) 37.1%

Do we have outstanding elected officials? Measured by:Survey: Elected Leadership is Good or Excellent 46%

Do we feel heard by local government? Measured by:Survey: Can You Influence Government? 32%

Are local government services delivered efficiently and effectively? Measured by:Survey: Satisfaction with City Services 83%

Survey: Satisfaction with Public Safety Services 88%

Are we encouraging further civic participation? Measured by:Number of Public Administration and Political Science Degrees Awarded by Local Colleges

119 degrees awarded


• Per pupil expenditures • Recreation Expenditures per person for Activities & Maintenance




VISIONThey Should... Key strategies include:

Make transit more accessible, with buses running later and more often, and improve access not only to employment centers but also to entertainment spots and popular destinations

Explore all means of public transportation, including streetcars, rail, and buses, and better coordinate transportation options and modes for an integrated transportation experience

Create a transportation hub connecting major neighborhoods

Support regional transportation within the metro area as well as rail transportation routes connecting Jacksonville to other cities in the Southeast, such as Atlanta or Tampa

Provide for transportation needs of the growing senior population

Focus on improving access to public transportation options for those who reside in remote and/or rural portions of our community

Increase safety for all transportation, including vehicles, public transit, bicycles, and pedestrian-friendly walkways


Are we growing as a logistics hub? Measured by:Number of Container Units at the JAXPORT marine terminal

900,433 containers

Gross tonnage handled at JAXPORT marine terminal 8.128 million

Do our transportation systems function smoothly throughout the region? Measured by:Percent of Workers 16 Years and Over that Work Outside of Duval County

5.3%

Survey: Percent commute times of 25 minutes or less 65%

Are our roadway systems meeting our transportation needs? Measured by:Daily vehicle miles traveled per person 32.1

Hours wasted by commuters in traffic congestion annually (Duval County)

13.3 hours

Does our mass transit system support our transportation needs? Measured by:Average weekday JTA bus ridership per 1,000 people 43 riders

Percent of JTA Bus Headways within 30 Minutes during Peak Hours

41%

Are we supporting other transportation options? Measured by:Percent of Workers 16 Years and Over who Commute to Work by Bicycle

0.6%

Serious bicycle accidents per 100,000 persons 26.0

In 2025, Jacksonville is a regional hub of smooth transportation.

Target HUB OF SMOOTH TRANSPORTATION


• Average weekday miles of JTA bus services

• Skyway average weekday ridership • Percent workers who commute to work by public transit


JAX2025 11


VISIONThey Should... Key strategies include:

Focus on health as a central aspect of community wellbeing, and include health in all transportation, neighborhood, economic development, and community planning

Increase coordination among community organizations so that healthy lifestyle opportunities and choices are part of all community services

Improve health education and physical education programs in schools, and improve walkability and safety for children to walk to school

Incentivize grocery stores in current food deserts in the community

Promote wellness initiatives in local businesses, government agencies, and nonprofit organizations


What is the community impact of our health research and delivery industry? Measured by:Percent employment growth in healthcare sector 3.0%

Survey: Local Health Care Seen as Good or Excellent 77%

Do we have access to affordable healthcare? Measured by:People without Health Insurance 17.1%

Percent of Adults who Could Not see a Doctor at least once in the Past Year Due to Cost

11.3%*

*2010 data

Do we have positive health outcomes? Measured by:Percent of Adults with Diagnosed Diabetes 11.4%*

Infant Mortality rate 7.3% *2010 data

Do we maintain a healthy liefstyle? Measured by:Packs of cigarettes sold per person annually 58 packs

Percent of Adults who are Obese 28.4%*

*2010 data

Do we have access to healthy food, safe housing, and neighborhoods built for active lifestyles? Measured by:Percent of the population that live within a ten minute walk (1/2 mile) of a park

45.2%*

Percent of population that is low income and has limited access to grocery store

6.9%*

*2010 data

In 2025, Jacksonville is among the healthiest communities in the country.

Target HEALTHIEST COMMUNITY


• Percent youth who are obese • Percent adults with good mental health

• Survey: Seniors who feel safe in their neighborhood




VISIONMeasuring Progress

2011 Baseline Data

Are we preparing children for school? Measured by:Percent of children ready for kindergarten 88.2%

Are our children succeeding in school? Measured by:3rd Graders Reading at Grade Level 69%

High School Graduation Rate 63.3%

Are we successfully preparing people for the workforce? Measured by:Percent of High School Students who Continue on to College

28.6%

Number of Vocational Training Certificates Awarded 1,333

Are we embracing lifelong learning? Measured by:Higher Education Academic Degrees Awarded 10,906 degrees

Public Library Circulation per Person 10.12 items

Are we caring for the whole child? Measured by:Percent of Students who are Homeless 0.9%

Percent of High School Students who did Not Attend Physical Education Classes in an Average Week

55.2%

In 2025, Jacksonville prioritizes excellence in education at every age.

Target EXCELLENCE IN EDUCATION


Communicate to parents and primary caregivers about early childhood development services available to optimize children’s developmental potential as infants and toddlers

Create a closer connection between schools and libraries for tutoring, computer-based schoolwork, and afterschool programs and activities

Coordinate economic development and workforce needs with secondary and post-secondary education to create quality learning experiences that have career and training rewards

Improve connections between students and families to opportunities eliminating barriers to student academic success

Strengthen early childhood education to better prepare children to enter school, with quality learning experiences in preschool and early education programs

Encourage greater business and community involvement in the school system to support parental engagement, mentoring, volunteering, and adopt-a-school programs



• Exceptional education students completing high school

• Number of mentor-mentee matches in Duval County

• Survey: Satisfaction with the quality of Jacksonville’s public education


JAX2025 13


VISIONMeasuring Progress

2011 Baseline Data

Are we attracting and retaining high-paying jobs? Measured by:Total Employment Growth 0.8%

Average Annual Wage $46,352

Are individuals and families becoming financially secure? Measured by:Number of Home Purchase Loan Applications 6,547 applications

Recipients of SNAP Benefits per 1,000 189.6 recipients

Do we have an innovative and well-educated workforce? Measured by:Percent of Adults 25 and Over with Bachelors Degrees or Higher

25.5%

Percent employment growth in information, professional, and technical sector

-0.5%

Are we growing our targeted industries? Measured by:Percent employment growth in transportation and warehousing sector

-1.2%

Are we keeping our cost of living low and quality of life high? Measured by:Survey: Respondents who were Satisfied or Very Satisfied with the quality of life in Jacksonville

83.4%*

*2013 data

Target EXCELLENCE IN EDUCATIONIn 2025, Jacksonville’s vibrant economy is a global magnet for new business.

Target VIBRANT ECONOMY


Align all efforts to market Jacksonville to corporations, prospective employees, and tourists by focusing on the strengths and civic pride in Jacksonville

Streamline government processes in all Northeast Florida counties to save businesses time in their startup, expansions, and relocations

Strengthen the small business development initiatives and funding initiatives for entrepreneurial growth

Coordinate economic development and workforce needs with secondary and post-secondary education to better prepare students for the workplace

Support collaborative strategies strengthening families in financial literacy, family earnings, and financial stability to reduce poverty and housing instability in Jacksonville



• Per capita income • Percent of adults paying 30% or more of income for housingLearn more online at

www.jcci.org/indicators.


In order to become the city we want Jacksonville to be, we have to start with Knowledge of where we are, and a Vision for the future.

Imagine it.

Thousands of Jacksonville residents have come together at the JAX2025 community meetings to become Visioneers for their community. They worked to envision a shared future for the city, and decided at round-table discussions which issues they felt are most important to focus on as well as why and how to carry out that focus.

Why was a community visioning process chosen as the way to ensure success for JAX2025, and in turn, the city itself? The key to the whole operation lies in the first word of that phrase: community.

From the beginning, JAX2025 has been based upon the wants and needs of Jacksonville citizens. After all, JAX2025 is a community-owned and –driven initiative, so the best way to involve and engage the community as a whole is to focus on what Jacksonville wants and needs. In addition, the process, as facilitated through JCCI, takes place outside of any political agenda, allowing for continual, incremental growth, regardless of leadership turnover.

The idea that Jacksonville has progress to make, and problems to solve, is not new. Thanks to the Vision Scan, with the click of a button, everyone can view over 200 different visions created over the last twenty years for our city (see www.JAX2025.org). Some of the visions from the Scan have come to fruition, while others may have not passed the implementation phase or may have lacked a sustained focus.

The results of the Vision Scan and the need to hear the community’s voice led to the creation of a Community Survey, which garnered over 14,000 responses, and became the basis for the Visioneers of JAX2025 to choose focus areas for change in Jacksonville.

All of these initial steps followed the JCCI Model for Community Change, which is the model for the JAX2025 process as a whole. This process model has been tested by JCCI in terms of its effectiveness in enacting change in the community for many years and many other communities. To learn more about the JCCI Model for Community Change, see page 16 of this report.

Can change happen without Vision or Knowledge? Whether it is by happenstance or simple time lapse, change occurs all the time, and many times without Vision or Knowledge. The JAX2025 vision provides Jacksonville with a plan for successful, sustained change - the kind of change that the city really needs. Inherent in this proven method is that constructing a shared vision and collecting current knowledge is indispensable to the outcomes. Efforts of every citizen who completed the Community Survey or attended one of the JAX2025 meetings are essential to the process. The vision must come from within the city itself in order for the JAX2025 movement to blossom, and turn Jacksonville into the fantastic community we Imagine It to be.

Following the flow plan of this model, the JAX2025 process has made it through the Vision and Knowledge steps. Our Knowledge is comprised of the past work of other visions and reports through the Vision Scan, as well as current community indicator data.

The Vision is comprised of Ten Targets, their Vision Statements, the chosen indicators to track, and the identified strategies for implementing the Vision through individual action, institutional advocacy, and connecting to what’s happening.

JAX2025 15

Build it.Now that we have a shared vision for the future, it’s time to make it our reality as we move from Imagine It to Build It. The Build It phase of JAX2025 takes the work of our Visioneers and moves the identified ideas and strategies into action. Taking place from June 2013 to September 2025, the Build It phase has three types of action:

Institutional Advocacy: They ShouldThe Visioneers identified key institutions in each Target that implement the Vision, as well as how they can be involved in the form of “They Should.” All of these named businesses, institutions, agencies, and coalitions, as well as those that have yet to be identified, have a shared responsibility to work On Target over the next twelve years. Beginning in June 2013, JAX2025 develops Focus Task Forces to ensure that organizations are aligning their goals within the Ten Targets as well as with each other. A huge part of holding institutions accountable is the Builders who advocate that these institutions gear themselves towards the vision. Builders can get involved by attending Focus Task Force meetings. For more information about these meetings and to register to attend, stay tuned to www.JAX2025.org/events.

Individual Action: I WillWhat separates JAX2025 from past initiatives for community change is that individuals make the vision a reality—and that includes everyone. Each of us must hold ourselves personally responsible for staying On Target; these are the “I Wills.” Visioneers who made a personal pledge on a Commitment Card promise to work towards the vision. Builders can create their own “I Will” pledge towards a Target they care about; that’s how each of us finds his or her passion and gets involved. For more ways to connect to action, visit the www.JAX2025.org website to find engagement opportunities and connect through our partner, HandsOn Jacksonville.

Communication of What’s Happening: You CanIn order to know how we are doing and if we are Reaching It, stay connected to what’s going on in Jacksonville.

Builders stay tuned in to social media outlets and news media– staying informed is key. Additionally, the JAX2025 team is committed to reporting out the great ways that individuals and organizations across our community are staying On Target and moving the needle. Builders can Like JAX2025 on Facebook, follow @JAX2025 on Twitter, and check the www.JAX2025.org website to receive updates on community progress. Furthermore, the JAX2025 team releases quarterly reports as progress updates. All of this reporting includes ways to engage and get involved – these are the “You Cans.” A neighbor might say to you: “JAX2025 huh? I’ve heard of it, but how can I get involved?” As a Builder, you’ll be able to show them what’s already accomplished and what “you can” do to help make our vision a reality by 2025.

Your Organization can be a JAX2025 PartnerIt takes all of us, working together, to make JAX2025 real. We invite your business, nonprofit, school, club or group to become a Partner today. 1. Choose a Target you’re passionate about. 2. Choose a They Should Strategy you want to take action towards. 3. Let us know what you’re doing at [email protected] and 4. Tell others about JAX2025 and the vision we all want for our community.

Sign up as a Partner today! Email [email protected] or call 904-396-3052.


About JAX2025

In Jacksonville, we now have a shared vision for the future!JAX2025 reached the broadest community-wide consensus Jacksonville has ever known. The four community visioning events drew over 2,000 residents together for a comprehensive discussion about what the people of Jacksonville say they want to see by the year 2025.

Between now and 2025, there will be a lot of ‘forks in the road.’ Decisions, investments, and policies will be made in every area touched on by JAX2025 Visioneers. Decisions will be made in neighborhood meetings, at schools, workplaces, or as members of planning committees, nonprofit boards, as well as at City Hall and in corporate boardrooms. Now those decisions will be made with high-level input from citizens: their aspirations for their children and grandchildren. And that is what JAX2025 is all about.

We must collectively decide what is important as an entire city. We must have a shared sense of our priorities because there are many hard choices ahead as we move toward a bright future. We can now make decisions based on an agreed-upon set of priorities, values, and ideals resulting from a broad, community-wide consensus.

And you can, too. You have the results of an exercise that began with a survey asking 14,000 of your neighbors, co-workers, and fellow residents what they like about Jacksonville, what they are concerned about, and finally, what they are going to do about it. Then your friends and neighbors came together to define their top priorities, create Vision Targets, and identify strategies for institutional and individual action to reach that Vision.

This report gives shape to the efforts, projects, and initiatives of Jacksonville’s community life. The Targets will influence the many ‘forks in the road’ ahead. That’s because advocates, citizens, moms, dads, shopkeepers, pastors, teachers, and you will use it to establish which fork to take in the road ahead.

Unlike other reports, JAX2025 belongs to you, and the outcomes of the report belong to you. Use it to demonstrate where Jacksonville wants to go, what we value, and what our stated priorities are. It’s your roadmap to a great city, one that your children and grandchildren will love as much as you do.

JCCI Model for Community Change

JAX2025 17

JAX2025 GlossaryAdvocate An individual who works on behalf of JAX2025 to implement the vision.Ambassador An individual that volunteers to speak to organizations and at functions to educate the public about

JAX2025, as well as a facilitator at meetings and events.Builder Anyone and everyone who cares about the future of Jacksonville. An active participant in JAX2025,

connecting with others in building the imagined Jacksonville in 2025. An engaged implementation participant.Community Vision Both the collective desires of a community and the definition of and means to reach our actual

success. It’s the common language that we speak to reach our common goals.Facilitator Volunteer who helps bring about an outcome by providing indirect or unobtrusive assistance, guidance,

or supervision. Our facilitators kept conversations on topic at JAX2025 visioning meetings. (see Ambassador)Focus Task Force Task force of volunteers, starting on the ground floor to determine how best to move the strategy

forward.Funder A financial supporter, either individual or organization, of JAX2025. Funders are essential, as JAX2025 is

privately funded. Every dollar donated helps ensure success and make the vision real.‘I Will...’ The individual action portion of implementation. I Will is a personal commitment that an individual will

accomplish to make the JAX2025 vision become real.Implementation The “build it” section of JAX2025. Implementation involves the tracking of metrics, volunteering for

projects, and alignment of action with JAX2025 Targets.Indicator Specific data sets used to measure change. Indicators give the community an idea of where we were,

where we are, and where we are going. Many different types of indicators are used in relation to JAX2025 to track the progress the city is making. (see Metric)

Innovator A foundation, business, public institution, or civic organization that financially supports JAX2025 and strategically aligns its philanthropic, volunteer and advocacy efforts to advance specific goals in an identified JAX2025 Target.

JCCI Jacksonville Community Council, Inc. The nonprofit community organization that facilitates JAX2025.Metric A measure for something; a means of deriving a quantitative measurement or approximation for otherwise

qualitative phenomena. A metric in JAX2025 may be, for example, the high school graduation rate to track the Education Target. (see Indicator)

Nonprofit No hyphen necessary. Non-governmental, 501(c) organization that works to improve our community.On Target Signifier that an individual or organization is working to make our vision become reality - aligning their

priorities with JAX2025 and positively affecting the metrics and indicators.Opportunity An opportunity is an event or a volunteer position that allows individuals or groups to contribute their

time and talent to a JAX2025 cause. An opportunity may or may not be limited to one of the following:• Formal volunteer occasions (one-time events or an ongoing service) where direct action through a service

program allows the volunteer in some way to affect one or more of the metrics in a JAX2025 Target (examples: mentoring with a literacy advocate group, planting a community garden)

• An opportunity may also be a participatory event or activity that, while not asking for direct volunteer efforts, allows the individual to engage in a way that promotes JAX2025 goals (i.e. attending an arts event, going to a fitness event, etc.).

Partner Organization that plays a key role in the success of JAX2025 through service and outreach, sharing opportunities and progress.

Target One of the ten focus areas of JAX2025. Each represents an area that Jacksonville citizens identified as important to address in order to transform the city.

‘They Should...’ The institutional and organizational portion of implementation. They Should identifies which leaders and organizations in the community need to be a part of the JAX2025 strategic alignment, and what they can do to make the vision real.

Visioneer Anyone and everyone who cares about the future of Jacksonville. Active participant in JAX2025, connecting with others in imagining Jacksonville in 2025. An attendee at a community-visioning event.

‘You Can...’ The communicative “call to action” portion of implementation. You Can is a message to the community that provides opportunities for individuals to get involved making the vision real.


About Community SnapshotData in these pages are just the beginning. These measures are one-third of the 150 indicators of Jacksonville and Northeast Florida’s quality of life. These data are available online at Community Snapshot, an interactive mapping tool that offers you access to far more information than can be included in these pages. www.jcci.org/indicators

Data in these pages are just the beginning. The measures in this document make up only about a third of the indicators of progress for Jacksonville and Northeast Florida that can be found online at Community Snapshot. This website has an interactive mapping tool that offers you access to far more information than can be included in these pages.

On Community Snapshot you can choose the measure that you’re interested in, view the trend line (some of the indicators have data stretching back 30 years!), and find out more information about the data -- how it’s calculated, where the data come from, links to the source, and more. All sixty-seven Florida counties are mapped on Community Snapshot so that you can see Northeast Florida’s progress within a statewide context.

You also have the ability to see the relationships among two or more indicators, design your own graphics, and print or save the customized information for inclusion in reports, grant applications, and more.

Not a computer whiz and want to use Community Snapshot? We have you covered. While the mapping tool is designed to be intuitive, some of us may need a little more assistance to get the most out of it. Join us for a Community Snapshot Training (see www.jcci.org for scheduled events) or call our offfice at at 904.396.3052 with your questions. We’ll be happy to help you get the most out of the data. JCCI is committed to making Community Snapshot the go-to resource for local community indicators for all students, grant writers, evaluators, small business, and researchers.

As you explore the data, you’ll see patterns emerge and stories unfold. Behind every data point are stories of people trying to build a better community and the impacts their efforts have on all of us. The data mark our progress forward as well as the priority areas that need more attention if we are to build the Vision and reach our Targets.

Community Snapshot

JAX2025 19

About JCCI

2013-14 JCCI Board of Directors

PresidentJoshua B. Lief

President-ElectJames Stevenson

Secretary/TreasurerPeter O’Brien

Immediate Past PresidentJF Bryan IV

Martha Barrett

Lee R. Brown III

JF Bryan IV

Leah Donelan

Anne Egan

Angelia Hiers

Kevin Hyde

Coley Jones

Ben WarnerPresident & CEO

Laura LaneVice President & COO

JCCI Staff

Daniel AustinCommunications Coordinator

Susan Cohn Director of Research

Matthew Kane

Jennifer Mansfield

David Meyer

David Pizzi

Stephen Pollan

Crystal Rountree

Derrick Smith

John Thompson

Candace LongAdministrative Assistant

Steve RankinDirector of Implementations &

Special Projects

Michelle SimkuletDirector Forward & CFO

Molly WahlDirector of Development &

Community Outreach

JCCI - Jacksonville Community Council Inc.(904) 396-3052 | www.jcci.org | www.JAX2025.org

Engaging People for Community ChangeEvery day, JCCI is driven by the bold idea that together we can build a better community. We bring people together to learn about our community, engage in problem solving, and act to make positive change.

JCCI was created in 1975 as a result of the Amelia Island Community Planning Conference to examine community issues by bringing together a broad cross-section of the population. In its 38 years, JCCI has provided a forum and a structure through which groups of informed, concerned citizens have made a difference in public policy decisions. When enough people care to act, the course of an entire city can change.

Community Works, the consulting arm of JCCI, has 15+ years of experience working with individuals and organizations around the world replicating our local successes.

For more information about JCCI or Community Works, visit www.jcci.org.

JAX2025.org

This project would not be possible without the support of our Funders - generous advocates of a shared vision for Jacksonville. While many of our

city’s elected leaders are lending their time and talent, no public dollars are being used for this project because of our Funders’ support.

Jay and Deanie Stein Unrestricted Fund

Peggy and J.F. Bryan, IV

JAX2025 Funders

Date post:	30-Mar-2016
Category:	Documents
Upload:	jcci
View:	214 times
Download:	0 times

JAX2025 Oct 2013 Quarterly Update

Documents