jax2025 work in progress june 2013 update

Imagine it. Build it. Reach it.

V

Work in ProgressJune 2013 Update

Imagine it. Build it. Reach it.2

About JAX2025

In Jacksonville, we aren’t what we were, and we don’t yet know what we’ll become. But we do know this: we 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. What are our collective aspirations for our city which we leave for our children and grandchildren?

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 through a slow economic recovery. No matter the choices made, they will have consequences for Jacksonville residents. Corporate and nonprofit leaders, public officials, and other decision-makers find the easiest solution, a solution from another community, the least expensive solution, or they get public opinion on a specific issue. Decision-makers don’t always have access to an agreed-upon set of priorities, values, and ideals based on a broad, community-wide consensus. Now they do.

And now you do, 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.org

JAX2025 3

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.


Advocacy

How you get involved and make JAX2025 Real...When we Imagined the Jacksonville we want in 2025, Visioneers divided their plans for action between three kinds of change agents: organizations, individuals, and the Visioneer…him or herself! These became the three levels of JAX2025 strategies:

• They Should [Organizations] Steps that key organizations, institutions, government agencies and coalitions that can move JAX2025 forward.

• You Can [Individuals] Actions that individuals can take to implement the Target Vision?

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

ACTION STAGESThis document focuses on THEY SHOULD Strategies. (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. The one thing 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 new

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.

No matter the type of action these strategies need now, you can monitor progress online at JAX2025OnTarget.org.

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!

How do you eat an elephant? One bite at a time.How do you transform a community? One action at a time.Find your place to connect and join us in building the JAX2025 Vision.

JAX2025 5

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 were selected to focus community efforts over the next three to six months. 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 works to implement the vision statement of more than one Target. This allows for greater community engagement and depicts the spirit of JAX2025; cross-sector collaboration is an essential component to build cooperation and make meaningful change.

Beginning June 2013, Focus Task Forces are working on the following themes and strategies:Encouraging Bicycle and Pedestrian Transportation – a theme that appears in the Clean & Green, Hub of Smooth Transportation, Healthiest Community, and Neighborhoods & Urban Heart Targets.

• Clean & Green: Encourage carpooling, bicycling and pedestrian-friendly modes of transportation • Neighborhoods & Urban Heart: Create walkable, pedestrian- and bicycle-friendly neighborhood streets,

maintaining or enhancing the infrastructure necessary to create safe, enjoyable streetscapes • Hub of Smooth Transportation: Increase safety for all transportation, including vehicles, public transit, bicycles,

and pedestrian-friendly walkways • Healthiest Community: Increase coordination among community organizations so that healthy lifestyle

opportunities and choices are part of all community services.

Working Together for People – a theme that appears in the Place Where People Matter and Diverse & Inclusive Community Targets.

• Diverse & Inclusive Community: Collapse the silos between organizations that are working on similar diversity issues

Distinctive Neighborhoods – a theme that appears in Arts & Entertainment, Neighborhoods & Urban Heart, and Vibrant Economy Targets.

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

• Neighborhoods & Urban Heart: 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

• Neighborhoods & Urban Heart: Develop the connections and feel of downtown as a neighborhood, with neighborhood associations, neighborhood lifestyle amenities, and increased residential opportunities

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

Government Openness and Responsiveness – a theme in Exemplary Governance and Neighborhoods & Urban Heart Targets.

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

• Exemplary Governance: 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

We need your help to move these strategies forward!

Focus Strategies


Thank you to our Innovators

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

Art and culture are integrated into the fabric of Jacksonville, with creativity and innovation contributing to the economic vitality of our city. Jacksonville teems with artists and active audiences alike, with an abundance of options to experience and participate in the arts community. Jacksonville is known as a destination for international arts festivals, major sporting events, and world-class entertainment.

Target ARTS & ENTERTAINMENT

Measuring ProgressAre we a vibrant community of artists? Measured by:

• employment and wages in the arts sector

• retention of graduates of local high

school and college arts programs

Is there an abundance of options to participate in the arts? Measured by:

• number of venues

• numbers of shows and

performances

Is there an audience for the arts? Measured by:

• attendance at shows, museums, and other venues

• arts education opportunities in our

education system

Does creativity and innovation contribute to the economic vitality of the city? Measured by:

• economic impact of the arts and festivals

• economic impact of sporting events

• economic impact of other events

and activities

Are we an entertainment destination? Measured by:

• full service restaurants per 1,000 population

• sports and entertainment offerings

• attendance by venue

They Should... The arts enhance the quality of community life, enriching both financially and creatively. A vibrant entertainment mix adds to the pulse and connection of the community. To improve both the arts and entertainment scenes in Jacksonville, Visioneers identified a series of strategies to build the Vision.

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.

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VISIONTarget CLEAN & GREEN CITY

In 2025, Jacksonville is a clean and green city.

Jacksonville is a national leader in sustainability, stewardship, preservation and conservation by integrating environmental ethics in our everyday life. Our naturally lush environment is preserved, as the St. Johns River and its tributaries, the ocean and beaches, and Jacksonville’s green spaces are accessible, interconnected, and interwoven into the fabric of our community.

Measuring ProgressHow clean is the air that we breathe?Measured by:

• air quality index

• vehicle miles driven per capita

Are we protecting and preserving our water? Measured by:

• water consumption

• river water quality and salinity

• septic tank permits and conversion to city sewer

• xeriscaping

Are we protecting and preserving our land? Measured by:

• recycling

• acres of conservation land

• acres of wetlands

• infill development and density

Are we preserving energy resources? Measured by:

• energy use per capita

• percent of energy coming from renewable resources

• gallons of motor fuels sold per

capita

How much are we engaging with our environment? Measured by:

• attendance and usage of parks

• percent of population who engage in recreational activity on the St. Johns River

They Should... The beauty of the natural environment named the state, and the richness of natural beauty continues to enhance the quality of life. To protect and preserve the environment, Visioneers identified a series of strategies to build the Vision.

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



VISIONTarget DIVERSE & INCLUSIVE

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

Jacksonville welcomes all residents and visitors with dignity and respect. Ours is a diverse community in many dimensions that carefully protects the rights of all its citizens, regardless of gender, gender identity and expression, faith, race, ethnicity, age, disability, national origin, socioeconomic status, sexual orientation, or marital or family status.

Measuring ProgressWhat are our demographics? Measured by:

• demographic profile of the

community

Do our policies and laws protect individual rights? Measured by:

• breadth of policies protecting

indivudal rights

Do our government leaders represent the diversity of the community? Measured by:

• demographic profile of elected

officials Have we successfully eliminated disparities throughout our community? Measured by:

• educational attainment and outcomes

• housing cost and accessibility

• average income and employment status

• health

• our criminal justice system

Do all members of the community feel respected and included? Measured by:

• perception surveys

They Should... Jacksonville is diverse in many dimensions, but together we form a single community. To ensure that we reach our 2025 target of being known for our diversity and inclusion, Visioneers identified a series of strategies to build the Vision.

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.


JAX2025 9


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

Jacksonville’s rich array of distinctive neighborhoods, each with its own historic character and irresistible experiences, are livable, walkable, and safe. They converge in the city’s dynamic central neighborhood, Downtown, which is a business powerhouse fostering an entrepreneurial spirit and our community’s 24-hour epicenter of first-class arts, culture, sports, and unique shopping opportunities.

Target NEIGHBORHOODS & URBAN HEART

Measuring ProgressAre local neighborhoods livable, walkable, and safe? Measured by:

• number of active neighborhood associations

• crime statistics and perception surveys

• WalkScore

Are local neighborhoods thriving? Measured by neighborhood rates for:

• home vacancy

• median household income

• percent owner-occupied housing

• percent paying more than 30 percent of household income for housing

• unemployment

Is Downtown growing as a business powerhouse? Measured by:

• office occupancy rates

• downtown employment rates

Is Downtown growing as a residential neighborhood? Measured by:

• number of downtown residents

• community lifestyle amenities like

grocery stores, childcare locations

Is Downtown an epicenter of arts, culture, sports, and shopping experiences? Measured by:

• number of events downtown

• number of retail establishments

They Should... Jacksonville is a city of neighborhoods, extending through a multi-county metropolitan region. At the heart is Downtown, the central neighborhood for the region and locus for commercial and entertainment opportunities. To strengthen all of our neighborhoods and connect them to thriving Downtown, Visioneers identified a series of strategies to build the Vision.

Key strategies include: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



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

Jacksonville welcomes all residents and visitors with dignity and respect. Ours is a diverse community in many dimensions that carefully protects the rights of all its citizens, regardless of gender, gender identity and expression, faith, race, ethnicity, age, disability, national origin, socioeconomic status, sexual orientation, or marital or family status.

Target WHERE PEOPLE MATTER

Measuring ProgressHow giving are we as a community? Measured by:

• volunteer activity

• philanthropic giving

Are we meeting the needs of infants, children and youth? Measured by:

• waiting lists for early learning slots

• children in poverty

• child abuse reports

• youth suicides

Are we meeting the needs of our aging population? Measured by:

• waiting lists and availability of assisted care facilities

• seniors in poverty

• senior suicides

Are we meeting the needs of people with disabilities or mental health issues? Measured by:

• percent of the population with disabilities

• people with disabilities in poverty

• number of Baker Acts

• suicide rates

How safe are we? Measured by: • crime statistics

• perception surveys

They Should... To be a place where people matter means meeting the needs of all our residents, from earliest childhood through the golden years. Visioneers identified a series of strategies to build the Vision.

Key strategies include: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

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VISIONTarget WHERE PEOPLE MATTER

In 2025, Jacksonville thrives due to exemplary governance.

Well-informed citizens actively engage to solve problems together with outstanding elected officials. Jacksonville’s diverse representative leadership is accessible, fiscally responsible, and accountable for delivering public services in a cost-efficient manner. Our transparent, ethical public policy reinforces effective financial investment in common goods.

Target EXEMPLARY GOVERNANCE

Measuring ProgressAre we engaged in community governance? Measured by:

• voter registration

• voter turnout

Do we have outstanding elected officials? Measured by:

• perception survey of the quality

of local elected officials

Do we feel heard by local government? Measured by:

• perception survey: can you influence

local government?

Are local government services delivered efficiently and effectively? Measured by:

• cost of local government services

• activity-based accounting benchmarks against other municipalities

• perception survey of quality of local

government services

Are we encouraging further civic participation? Measured by:

• graduates of public service programs (Chamber, Leadership Jacksonville)

• civics courses offered in local public schools

• local graduates with public administration/public policy degrees

They Should... The success of the community in 2025 will be due, in large part, to excellence in the community’s governance structure, which includes strong partnerships between engaged citizens and extraordinary public servants. To ensure that governance supports all the other Targets, Visioneers identified a series of strategies to build the Vision.

Key strategies include: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




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

Our region is a recognized leader in our commitment to unrestricted movement, utilizing smart technology and connectivity to move people and cargo safely and efficiently. Sustainable multi-modal mass transit reliably connects the region’s unique neighborhoods, suburbs, downtown and the beaches, and is part of a network of transportation options including walking, biking, driving, and riding.

Target HUB OF SMOOTH TRANSPORTATION

Measuring ProgressAre we growing as a logistics hub? Measured by:

• JAXPORT tonnage

• JAXPORT containers

Do our transportation systems function smoothly throughout the region? Measured by:

• regional mass transit services

• regional commuting patterns

• commute times

Are our roadway systems meeting our transportation needs? Measured by:

• commute times

• congestion index

• vehicle miles per capita

Does our mass transit system support our transportation needs? Measured by:

• ridership

• miles of service

• headways

Are we supporting other transportation options? Measured by:

• WalkScore

• bicycle and pedestrian safety

• miles of safe or dedicated bike lanes

• miles of pedestrian-safe roadways

(sidewalks)

They Should... Jacksonville will be a leader in transportation opportunities for both people and cargo. To make that future real, Visioneers identified a series of strategies to build the Vision.

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

JAX2025 13


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

Our region’s health research and delivery industry catalyzes the economy and provides high quality and accessible healthcare to all, emphasizing prevention and wellness. Jacksonville residents have affordable care, including mental health, vision, and dental, and maintain a healthy lifestyle, with access to healthy food, safe housing, and neighborhoods built for active lifestyles.

Target HEALTHIEST COMMUNITY

Measuring ProgressWhat is the community impact of our health research and delivery industry? Measured by:

• economic impact of the health sector

• growth in employment

• healthcare perceptions survey

Do we have access to affordable health care? Measured by:

• people with health insurance

• number of visits to ER

Do we have positive health outcomes? Measured by:

• infant mortality rate

• cancer and heart disease death rates

• diabetes rates

Do we maintain a healthy lifestyle? Measured by:

• obesity rates (adult and youth)

• adults with good behavioral health

• percent who had teeth cleaned

• packs of cigarettes sold per person

Do we have access to healthy food, safe housing, and neighborhoods built for active lifestyles? Measured by:

• park acreage

• food deserts, produce and farmers markets and community gardens

• miles of running and walking trails

• perceptions of neighborhood safety

•

They Should... Transforming our community into one of the healthiest communities in the country will require both individual behavioral changes and new community structures that shape behaviors. Visioneers identified a series of strategies to build the Vision.

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



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

Jacksonville challenges, prepares, and actively engages learners at every stage in life. We are a community of teachers who infuse learning and a sense of discovery in everyday activities within Jacksonville. Our schools and libraries are a hub, connecting caregivers with community resources so that the whole child thrives, competes in the global economy, and contributes fully here at home.

Target EXCELLENCE IN EDUCATION

Measuring ProgressAre we preparing children for school? Measured by:

• kindergarten readiness rates

• children enrolled in high-quality

early learning

Are our children succeeding in school? Measured by:

• reading proficiency

• graduation rates

• post-secondary readiness rates

• satisfaction with public schools

Are we successfully preparing people for the workforce? Measured by:

• college continuation

• college graduation rates

• vocational certifications

• educational attainment

Are we embracing lifelong learning? Measured by:

• college degrees awarded

• library usage

Are we caring for the whole child? Measured by:

• child homelessness

• children in foster care

• number of mentors

• youth Baker Acted

• participation in arts education

• amount of physical activity

They Should... Educational excellence begins before a child enters school and continues through a lifetime of learning. To prioritize excellence in education at every age, Visioneers identified a series of strategies to build the Vision.

Key strategies include: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


JAX2025 15


VISIONTarget EXCELLENCE IN EDUCATION

In 2025, Jacksonville’s vibrant economy is a global magnet for new business.

Government and civic leadership actively promote the growth of diversified industry that keeps our cost of living low and quality of life high. We work together to reduce poverty and promote financially secure families and individuals in stable and affordable housing. Our quality of life, business environment, and innovative, well-educated workforce foster an economically resilient community.

Target VIBRANT ECONOMY

Measuring ProgressAre we attracting and retaining high-paying jobs? Measured by:

• job creation

• average wage

Are individuals and families becoming financially secure? Measured by:

• unemployment and underemployment rates

• poverty rates

• households paying more than 30 percent for housing

• foreclosure rates

Do we have an innovative and well-educated workforce? Measured by:

• educational attainment

• new tech jobs

• employment in creative occupations

Are we growing our targeted industries? Measured by:

• job creation in each of the targeted

industry sectors

Are we keeping our cost of living low and quality of life high? Measured by:

• cost of living

• perception surveys of the quality of

life

They Should... The goal is for both increased economic growth as well as more financially prospering families. To accomplish both these aims, Visioneers identified a series of strategies to build the Vision.

Key strategies include: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



In order to become the city we know Jacksonville can 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 would lie in the first word of that phrase: community.

From the beginning, we knew the JAX2025 movement would have to be based upon the wants and needs of Jacksonville citizens in order for it to be successful; after all, 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 the community itself wants and needs. In addition, the process as facilitated through JCCI would take 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 they 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, visit www.jcci.org/how.

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 the work of the Visioneers, culminating in this report itself: the 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.

Can change happen without Vision or Knowledge? The answer to that question is obvious. Whether it is by happenstance or simple time lapse, change is occurring around us without Vision or Knowledge all the time. However, what the vision provides us with is a plan for successful, sustained change; the kind of change that Jacksonville really needs. It is inherent in this proven method that constructing a shared vision and collecting current knowledge is indispensable to the process. Efforts of every citizen who completed the Community Survey or attended one of the JAX2025 meetings are so 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.

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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 will take the work of our Visioneers and move the identified ideas and strategies into action. Taking place from June 2013 to September 2025, the Build It phase can be broken down into three sections:

Institutional Advocacy: They ShouldThe Visioneers identified key partners in each Target that can help 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, 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 start by attending the Implementation Kick-Off in June at WJCT, as well as attending advocacy trainings in July. 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 we each hold ownership in making the vision a reality – and that includes everyone. Each of us must take individual action and hold ourselves personally responsible for staying On Target; these are the “I Wills.” For Visioneers that made a personal pledge on a Commitment Card, they must work to hold themselves to that promise as they become Builders of the vision. Additionally, there are several examples of “I Wills” listed in this report to work off of – but that’s not all! Builders can create their own “I Will” to work towards a Target they care about; that’s how we each find our passion and get involved. For more ways to connect to action, visit the www.JAX2025.org website to find engagement opportunities and connect through our partner, HandsOn Jackonville, to discover On Target volunteer projects.

Communication of What’s Happening: You CanIn order to know how we are doing and if we are Reaching It, we must 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 will release quarterly reports as progress updates. All of this reporting will include 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 being accomplished and what “you can” do to help make our vision achievable by 2025.


The journey is ahead - It’s ours. It’s yours. We’ve all had “Aha!” moments in our lives. The moments when something clicks, things fall into place, and past hurdles become less of a factor. Think of a painting composed of tiny, individual dots of color. Close up, it’s difficult to see what the image is, but step back and a vivid scene becomes clear.

We are experiencing an “Aha!” moment in Jacksonville. We see that it’s time for a new era, marked by real and lasting change, and a shift in how we, as Jacksonville residents, view ourselves and our city.

When a community sees itself as a unit, the possibilities are endless. That is the driving force behind JAX2025. We have come together with energy and optimism. Skepticism has been swept aside in favor of imagining what’s possible for our city.

But we are not done. The Targets and their vision statements outlined in this report are yours. They are ours.

To look back in 2025 and see a well educated and prosperous big city with a small town feel, you must own the vision in this document. It cannot be solely left to policy makers at City Hall, Tallahassee, or Washington D.C. To get where you’ve expressed we should go, you must continue to be an active participant in the JAX2025 effort. We must build it together.

Together, we have imagined a better Jacksonville. Together, we must now build a path to achieve that greater destiny. Together, we can reach it by 2025.

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.

Reach it.

About JCCI

JAX2025 19

About JCCI

2012-13 JCCI Board of Directors

PresidentJF Bryan IV

President-ElectJoshua B. Lief

Secretary/TreasurerLee R. Brown III

Immediate Past PresidentJohn Hirabayashi

Jennifer Chapman

Jarik Conrad

Rena Coughlin

Anne Egan

Broderick Green

Angelia Hiers

Kevin Hyde

Coley Jones

Matthew Kane

Jennifer Mansfield

William C. Mason

Ben WarnerPresident & CEO

Laura LaneVice President & COO

JCCI Staff

Daniel AustinCommunications Coordinator

Susan Cohn Director of Research

David Meyer

Jeanne Miller

Peter O’Brien

Amanda Patch

Lee Poechmann

Stephen Pollan

Crystal Rountree

Derrick Smith

James Stevenson

Candace Thompson

John Thompson

Candace LongAdministrative Assistant

Steve RankinDirector of Implementations &

Special Projects

Michelle SimkuletDirector JCCI Forward & CFO

Molly WahlDirector of Development &

Community Outreach

JCCI - Jacksonville Community Council Inc.2434 Atlantic Boulevard | Jacksonville, Florida 32207 | (904) 396-3052 | www.jcci.org | www.JAX2025.org

Tri ChairsJAX2025 Steering Committee

Carl Cannon

Michael BoylanMichelle Braun

JF Bryan, IVYank CobleTrey Csar

Ennis DavisDawn Emerick

Fionnuala GeogheganAngela GierasPaul Harden

John Hirabayashi

Ju’Coby Pittman-Peele

Committee MembersConnie Hodges

Jan KorbMichael Korn

Al LetsonTerry Lorince

Eric MannPaul Martinez

William “Bill” MasonJimmy Midyette

Gene MontgomeryMark Nusbaum

Oliver Barakat

Marcelle PolednikBill Prescott

Lisa RinamanEmily RobinsonCrystal RountreeStacey Roussel

Sheriff John RutherfordKerri StewartJim Van VleckNina Waters

Robert Arleigh White

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

T-Shirts Provided By:FIONNUALA R. GEOGHEGAN, CPA PLLC

CERTIFIED PUBLIC ACCOUNTANT

Volunteer T-Shirt Sponsor

Peggy and J.F. Bryan, IV

JAX2025 Funders

jax2025 work in progress june 2013 update

Documents

jacksonville residents

community changejax2025

behalf of jax2025

jax2025 visioneers

people of jacksonville

jax2025in jacksonville

community visioning

vision targets