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Green City, Clean Waters represents the City of Philadelphia's (City) commitment to the protection and enhancement of our regional watersheds by managing stormwater with innovative green stormwater infrastructure (GSI), while also helping to revitalize the City. The Philadelphia Water Department (Water Department) developed Green City, Clean Waters to provide a clear pathway to a sustainable future while strengthening the utility, broadening its mission, and complying with environmental laws and regulations. As the City agency charged with ensuring compliance with the Federal Clean Water Act, the Water Department developed an infrastructure management program intended to protect and enhance our region's waterways by managing stormwater runoff in a way that significantly reduces reliance on construction of additional underground infrastructure. At the close of the 25 year implementation period, the Water Department will have invested more than $2 billion on the largest green stormwater infrastructure program ever envisioned in the United States.
When it comes to waste, our choice is simple: Every day we get either closer to or further from a Zero Waste future. We can choose to sustainably use our limited resources, so we can support future generations. We can choose to reduce our climate impact and build resilient communities. We can choose to invest in green jobs and our local economy. Or, we can continue to throw away our "trash" and with it all these opportunities for positive change. That is the essence of the journey and the choices we have to make.
The goal of this introductory implementation guide is to provide practical guidance for designing, implementing, and managing a green revolving fund (GRF) at a college, university, or other institution. The GRF model is widespread in higher education, with at least 79 funds in operation in North America representing over $111 million in committed investment as of late 2012. GRFs have proven their ability to reduce operating costs and environmental impact while promoting education and engaging stakeholders.
Nationally, the arts industry generated $135.2 billion of economic activity - $61.1 billion by the nation's nonprofit arts and culture organizations in addition to $74.1 billion in event-related expenditures by their audiences. This economic activity supports 4.1 million full-time jobs. Our industry also generates $22.3 billion in revenue to local, state, and federal governments every year - a yield well beyond their collective $4 billion in arts allocations.
If ecologies evolve through diversification, cities mature through aggregation of talent and resources. The Creative Corridor Plan is premised upon the aggregation of complementary creative organizations currently scattered throughout Little Rock. Some of these groups exist at the financial margin and struggle to stay alive. Their ability to secure greater visibility and support will likely be amplified through new synergies from aggregation. Facilities slated to anchor The Creative Corridor include instruction and production spaces for the symphony, ballet, arts center, visual artists, theater, and dance, as well as a culinary arts economy that triangulates restaurants, demonstration, and education.
With concerns over job creation and business growth holding a prominent - and persistent - position on policy agendas today, governors are increasingly calling on state agencies to support economic growth. It's not just economic and workforce development agencies that governors want on the case. Some governors are including state arts agencies in this all-hands-on-deck approach and are putting in place policies and programs using arts, culture, and design as a means to enhance economic growth.
The global oil market has undergone profound structural changes in the last decade that have now culminated in a capex crisis for the industry, particularly the oil majors.
These are uncertain times. As the country barely inches its way out of the Great Recession, its economic future is unclear. The growth model of the past decade - based on a housing bubble, creditfueled consumption, and a deregulated financial industry - is failing nearly everyone. This model was not only unsustainable, but it also did not deliver on the American promise of shared prosperity. A few at the very top ran away with nearly all of the gains, and almost everyone else lost: Their wages stagnated, their assets evaporated, their jobs disappeared, and their safety net unraveled. The most vulnerable - low-income people and people of color - were hit first and worst. They are still waiting for a recovery that continues to sputter along and is at risk of "double-dipping" into another recession. At the same time, a major demographic transformation is well underway. The very same racial and ethnic groups who have long been left behind in America are quickly growing in number and population share. By the end of this decade, the majority of youth will be people of color. By 2030, the majority of workers under age 25 will be people of color. And by 2042, the majority overall will be people of color. To secure the future in the face of such economic and demographic upheaval, this nation needs a new growth model - one that builds on our assets, leaves the generations to come with a strong foundation for the future, and brings us closer to the ideal of American prosperity. Like California in the 1950s and '60s, under both Republican Governor Earl Warren and Democratic Governor Pat Brown, the nation's public- and private-sector leaders need to recognize that preparing the changing population for the needs of the modern economy is the key to our future; they must make investments that allow all people to maximize their potential. This new growth model must be driven by equity - just and fair inclusion into a society in which everyone can participate and prosper. Achieving equity requires erasing racial disparities in opportunities and outcomes. Equity is not only a matter of social justice or morality: It is an economic necessity.
The situation of high unemployment for black men is not new. It has persisted for decades, and scholars, sociologists, economists, policy makers, and advocates have brought attention to various aspects of this challenge and put forth solutions. Yet, it is seemingly an intractable situation. In 2012, three years after the end of the recession, the black male unemployment rate was in the double digits for every age category up to age 65. This was not the case for any other racial group. In 2010, half of working black men were employed in the two occupational clusters with the lowest average earnings. The situation was the same in 2000, and in 1990. In addition to being disproportionately represented in low-wage occupations, black men are much more likely than white men to be working part-time and to experience longer durations of unemployment.
The Social and Behavioral Sciences Team 2016 Annual Report highlights SBST's progress implementing the President's directive over the past year in eight key policy areas: promoting retirement security, advancing economic opportunity, improving college access and affordability, responding to climate change, supporting criminal-justice reform, assisting job seekers, helping families get health coverage and stay healthy, and improving the effectiveness and efficiency of Federal Government operations.