Location: New Orleans, LA
Website: www.silenceisviolence.org
SilenceIsViolence is a campaign for peace in New Orleans, founded following the murders of musician Dinerral Shavers (December 28, 2006) and filmmaker Helen Hill (January 4, 2007). Dinerral and Helen were beloved friends, neighbors, and artists of New Orleans’ Bywater-Marigny district.
Following these tragedies, Ken Foster, Helen Gillet, and Baty Landis organized a march to New Orleans City Hall to express dismay at the silence of city leadership on the issue of violent crime. The January 11, 2007 March For Survival was attended by 5,000 concerned citizens. On that day, citizens from all parts of the city spoke directly to our leaders and each other about their fears and hopes for a safer and more equitable city—and SilenceIsViolence was founded.
The mission of the Silence is Violence is to call upon both citizens and public officials to achieve a safe New Orleans across all communities. We engage youth in positive expressions and actions to counter the culture of violence. We demand respect for every life, and justice for every citizen in our city.
Wednesday, June 4, 2014
Catapult Fund
Location: New Orleans, LA
Website: www.jazzandheritage.org
The New Orleans Jazz and Heritage Foundation is partnering with four organizations to create a new program that will provide opportunities for business training and access to funding for entrepreneurs in the arts.
Catapult Fund seeks applications from arts- and culture-based businesses in Louisiana. Applicants tell us about their businesses idea, explain why it fills a void in our cultural economy and show why they need the training and access to funding.
We’ll review the applications, and nine to 12 business owners will be accepted into the “Catapult Boot Camp” – a nine-session program, over an eight week period, of business development training that will include instruction in:
- Credit
- Budgeting
- Marketing
- Social Media
- Financing
- Accounting
- Bookkeeping
- Networking
- Insurance
And more.
Participants will learn to write and produce a high-quality business plan that is suitable for seeking investments or loans. Those who complete the program will also have the opportunity to earn up to $1,000 in matching funds toward their business’ saving. Finally, those who complete the training will submit their business plans to us for funding consideration. We will award a total of $50,000 in grants to the best plans.
The Catapult Fund is a program of the Jazz and Heritage Foundation, which is providing the funding and overall coordination. The project is in some ways a successor to an older program called S.E.E.D. (Supporting and Enfranchising Economic Development), which gave micro-loans to businesses in partnership with a local bank from 1994 to 2005.
"The Jazz and Heritage Foundation has over the years provided millions of dollars in grant funding to nonprofits and education programs through our Community Partnership Grants,” said Executive Director Don Marshall. "With the explosion of entrepreneurship in our region, we also want to support those businesses working in the arts that are contributing to the development of a sustainable cultural industry."
The Catapult fund is an example of how we're continuing to find ways to support our community with innovative new programs. Our partners in the Catapult Fund are:
The Louisiana Cultural Economy Foundation, which will oversee the online application process;
Capital One, which programs and operates the Getting Down to Business “boot-camp” workshops in partnership with the Louisiana Small Business Development Center and;
The Ashe Cultural Arts Center, which will assist with community outreach.
Both the Louisiana Cultural Economy Foundation and the Ashé Cultural Center will provide help with the application process, including instructional online “webinars” and in-person help with understanding the program guidelines and completing applications. We wanted to distinguish ourselves from other entrepreneurship assistance programs by reaching deep into the grass-roots community, and making sure everyone knows about this opportunity,” Marshall said.
Website: www.jazzandheritage.org
The New Orleans Jazz and Heritage Foundation is partnering with four organizations to create a new program that will provide opportunities for business training and access to funding for entrepreneurs in the arts.
Catapult Fund seeks applications from arts- and culture-based businesses in Louisiana. Applicants tell us about their businesses idea, explain why it fills a void in our cultural economy and show why they need the training and access to funding.
We’ll review the applications, and nine to 12 business owners will be accepted into the “Catapult Boot Camp” – a nine-session program, over an eight week period, of business development training that will include instruction in:
- Credit
- Budgeting
- Marketing
- Social Media
- Financing
- Accounting
- Bookkeeping
- Networking
- Insurance
And more.
Participants will learn to write and produce a high-quality business plan that is suitable for seeking investments or loans. Those who complete the program will also have the opportunity to earn up to $1,000 in matching funds toward their business’ saving. Finally, those who complete the training will submit their business plans to us for funding consideration. We will award a total of $50,000 in grants to the best plans.
The Catapult Fund is a program of the Jazz and Heritage Foundation, which is providing the funding and overall coordination. The project is in some ways a successor to an older program called S.E.E.D. (Supporting and Enfranchising Economic Development), which gave micro-loans to businesses in partnership with a local bank from 1994 to 2005.
"The Jazz and Heritage Foundation has over the years provided millions of dollars in grant funding to nonprofits and education programs through our Community Partnership Grants,” said Executive Director Don Marshall. "With the explosion of entrepreneurship in our region, we also want to support those businesses working in the arts that are contributing to the development of a sustainable cultural industry."
The Catapult fund is an example of how we're continuing to find ways to support our community with innovative new programs. Our partners in the Catapult Fund are:
The Louisiana Cultural Economy Foundation, which will oversee the online application process;
Capital One, which programs and operates the Getting Down to Business “boot-camp” workshops in partnership with the Louisiana Small Business Development Center and;
The Ashe Cultural Arts Center, which will assist with community outreach.
Both the Louisiana Cultural Economy Foundation and the Ashé Cultural Center will provide help with the application process, including instructional online “webinars” and in-person help with understanding the program guidelines and completing applications. We wanted to distinguish ourselves from other entrepreneurship assistance programs by reaching deep into the grass-roots community, and making sure everyone knows about this opportunity,” Marshall said.
Tuesday, May 20, 2014
Southeast Food Access Working Group
Location: San Francisco, CA
Website:
SEFA is a collaborative of residents, community based organizations, city agencies, and others working on food access and food systems. SEFA’s goal is to leverage similar efforts and encourage partnerships and collaboration in order to achieve a vibrant and robust food system for all in Bayview Hunters Point (BVHP). As such, SEFA has identified three pillars that are integral to a robust food system and which guide our work: Food Access, Awareness/Education, and Urban Agriculture.
SEFA has been particularly focused on bringing healthier food retail and grocery options to the neighborhood. In 2007, SEFA members conducted and released a resident food preferences survey which was instrumental for efforts by the Mayor’s Office of Economic and Workforce Development to recruit a new food retailer, Fresh and Easy to the neighborhood. And, we continue to work with BVHP food retailers to increase their offerings of fresh, affordable and healthy foods.
SEFA and the Food Guardians are key partners in the Bayview HEAL Zone initiative, funded by Kaiser Permanente, to promote healthy eating and active living.
The Southeast Food Access (SEFA) Working Group evolved out of the April 2006 Shape Up San Francisco Summit where community food justice organizations and city agencies identified the need for regular communication among all entities working on food issues in the BVHP. In January 2007, the first SEFA meeting was held and the group has met monthly since to address food systems in the Southeast sector.
Website:
SEFA is a collaborative of residents, community based organizations, city agencies, and others working on food access and food systems. SEFA’s goal is to leverage similar efforts and encourage partnerships and collaboration in order to achieve a vibrant and robust food system for all in Bayview Hunters Point (BVHP). As such, SEFA has identified three pillars that are integral to a robust food system and which guide our work: Food Access, Awareness/Education, and Urban Agriculture.
SEFA has been particularly focused on bringing healthier food retail and grocery options to the neighborhood. In 2007, SEFA members conducted and released a resident food preferences survey which was instrumental for efforts by the Mayor’s Office of Economic and Workforce Development to recruit a new food retailer, Fresh and Easy to the neighborhood. And, we continue to work with BVHP food retailers to increase their offerings of fresh, affordable and healthy foods.
SEFA and the Food Guardians are key partners in the Bayview HEAL Zone initiative, funded by Kaiser Permanente, to promote healthy eating and active living.
The Southeast Food Access (SEFA) Working Group evolved out of the April 2006 Shape Up San Francisco Summit where community food justice organizations and city agencies identified the need for regular communication among all entities working on food issues in the BVHP. In January 2007, the first SEFA meeting was held and the group has met monthly since to address food systems in the Southeast sector.
Saturday, May 17, 2014
Conserving Modern Architecture lnitiative
Location: Nationwide
Website: http://www.getty.edu/conservation/our_projects/field_projects/cmai/
The Conserving Modern Architecture Initiative (CMAI) is a comprehensive, long-term, and international program of the Getty Conservation Institute (GCI). The goal of the CMAI is to advance the practice of conserving twentieth-century heritage, with a focus on modern architecture, through research and investigation, the development of practical conservation solutions, and the creation and distribution of information through training programs and publications. The CMAI will work with international and local partners, including professional and organizational networks focused on modern architecture conservation, to expand the existing knowledge base.
In the late 1980s and early 1990s, new conservation challenges emerged as the seminal works of the Modern Movement reached fifty years of age and became eligible for heritage protection. Many of these buildings have not aged well. The new and innovative construction methods and materials that typify the era challenge traditional conservation approaches and raise new methodological and philosophical issues. Despite increased recognition of modern architecture's cultural significance, there is a lack of practical conservation knowledge that addresses the many complex challenges. Effectively tackling these issues demands leadership, strategic research, and brokering with industry to develop appropriate repair techniques that translate research into practice and achieve conservation aims. A concerted effort to bring together and distribute existing information as well as identify and fill information gaps is also needed.
Website: http://www.getty.edu/conservation/our_projects/field_projects/cmai/
The Conserving Modern Architecture Initiative (CMAI) is a comprehensive, long-term, and international program of the Getty Conservation Institute (GCI). The goal of the CMAI is to advance the practice of conserving twentieth-century heritage, with a focus on modern architecture, through research and investigation, the development of practical conservation solutions, and the creation and distribution of information through training programs and publications. The CMAI will work with international and local partners, including professional and organizational networks focused on modern architecture conservation, to expand the existing knowledge base.
In the late 1980s and early 1990s, new conservation challenges emerged as the seminal works of the Modern Movement reached fifty years of age and became eligible for heritage protection. Many of these buildings have not aged well. The new and innovative construction methods and materials that typify the era challenge traditional conservation approaches and raise new methodological and philosophical issues. Despite increased recognition of modern architecture's cultural significance, there is a lack of practical conservation knowledge that addresses the many complex challenges. Effectively tackling these issues demands leadership, strategic research, and brokering with industry to develop appropriate repair techniques that translate research into practice and achieve conservation aims. A concerted effort to bring together and distribute existing information as well as identify and fill information gaps is also needed.
Tuesday, May 6, 2014
Straphangers Campaign
Location: New York, NY
Website: www.straphangers.org
The campaign was founded in 1979 by the New York Public Interest Research Group at a critical time for New York City transit: By the late 1970s, the city's subways had become unreliable and decrepit. Graffiti covered every car and station. Transit fires and derailments hit record levels.
Crime steadily worsened. Ridership plummeted to the lowest level in 80 years. Businesses cited poor transit as a leading reason for moving out of New York. The system had become a symbol of the decline of the city itself.
There's been great progress since then. Today, trains are nearly ten times more reliable. Ridership has bounced back. Transit crimes, fires, derailments—all have been greatly reduced in the last two decades.
In 1997, the transit system started offering free transfers between subways and buses. In 1998, riders received the first fare decrease in the history of the system in the form of unlimited-ride transit passes. As a result, ridership has soared. By 2007, ridership was at its highest level since 1952!, These improvements didn’t happen by accident.
The Straphangers Campaign played a leading role in building a consensus for scores of billions of dollars in new investments in metropolitan transit—through our rider organizing, coalition building, research, reports, and media savvy.
At neighborhood forums, we ask whether people think the transit system has gotten better, worse, or stayed the same. The majority always respond "better." How many New Yorkers would say that about our other key institutions, from schools to health care?
Although much more remains to be done, the campaign is proud of our role in turning around transit. The campaign had many achievements in our advocacy for decent, safe, and affordable transit.
Website: www.straphangers.org
The campaign was founded in 1979 by the New York Public Interest Research Group at a critical time for New York City transit: By the late 1970s, the city's subways had become unreliable and decrepit. Graffiti covered every car and station. Transit fires and derailments hit record levels.
Crime steadily worsened. Ridership plummeted to the lowest level in 80 years. Businesses cited poor transit as a leading reason for moving out of New York. The system had become a symbol of the decline of the city itself.
There's been great progress since then. Today, trains are nearly ten times more reliable. Ridership has bounced back. Transit crimes, fires, derailments—all have been greatly reduced in the last two decades.
In 1997, the transit system started offering free transfers between subways and buses. In 1998, riders received the first fare decrease in the history of the system in the form of unlimited-ride transit passes. As a result, ridership has soared. By 2007, ridership was at its highest level since 1952!, These improvements didn’t happen by accident.
The Straphangers Campaign played a leading role in building a consensus for scores of billions of dollars in new investments in metropolitan transit—through our rider organizing, coalition building, research, reports, and media savvy.
At neighborhood forums, we ask whether people think the transit system has gotten better, worse, or stayed the same. The majority always respond "better." How many New Yorkers would say that about our other key institutions, from schools to health care?
Although much more remains to be done, the campaign is proud of our role in turning around transit. The campaign had many achievements in our advocacy for decent, safe, and affordable transit.
Seattle Process
Location: Seattle, WA
Website: n/a
The Seattle process as an informal method values study, discussion and civic engagement. It will involve numerous stakeholder groups. It requires the community to present effective data, and for organizers to translate data from different constituencies into useful reports for decision makers.
Using process to seek out consensus and hearing all opinions even extends to the corporate boardroom, not just government.
Methods of participation typically include council meetings, neighborhood forums, ballot measures, and marches. Stakeholder groups are all-inclusive and usually include citizens, corporations, non-profits, neighborhood representatives, and advocacy groups.
Despite being called a "process" there is no definitive methodology to the Seattle process; in fact, while writing about Seattle taking four decades to build a light-rail line, the New York Times called it a "mysterious and maddening phenomenon".
Website: n/a
The Seattle process as an informal method values study, discussion and civic engagement. It will involve numerous stakeholder groups. It requires the community to present effective data, and for organizers to translate data from different constituencies into useful reports for decision makers.
Using process to seek out consensus and hearing all opinions even extends to the corporate boardroom, not just government.
Methods of participation typically include council meetings, neighborhood forums, ballot measures, and marches. Stakeholder groups are all-inclusive and usually include citizens, corporations, non-profits, neighborhood representatives, and advocacy groups.
Despite being called a "process" there is no definitive methodology to the Seattle process; in fact, while writing about Seattle taking four decades to build a light-rail line, the New York Times called it a "mysterious and maddening phenomenon".
Sunday, May 4, 2014
Greater New Orleans Foundation
Location: New Orleans, LA
Website: www.gnof.org
Our mission is to create a thriving community for all. At the Greater New Orleans Foundation, we look to create a resilient, sustainable, vibrant community in which individuals and families flourish and the special character of our region is preserved, celebrated, and supported.
At the Greater New Orleans Foundation, we look to create a resilient, sustainable, vibrant community in which individuals and families flourish and the special character of our region is preserved, celebrated, and supported.
Recognizing that New Orleans is more than a city–it is an interconnected region–we serve the surrounding parishes of Assumption, Jefferson, Lafourche, Orleans, Plaquemines, St. Bernard, St. Charles, St. James, St. John the Baptist, St. Tammany, Tangipahoa, Terrebonne, and Washington.
Recognizing that New Orleans is more than a city–it is an interconnected region–we serve the surrounding parishes of Assumption, Jefferson, Lafourche, Orleans, Plaquemines, St. Bernard, St. Charles, St. James, St. John the Baptist, St. Tammany, Tangipahoa, Terrebonne, and Washington.
Like other community foundations, the Greater New Orleans Foundation serves both donors and recipients–linking philanthropists with the needs and aspirations of the greater community. We pull together people, ideas, and resources; we serve as a champion of civil society and civil solutions; and we help the effectiveness of nonprofit leaders and organizations.
Like other community foundations, the Greater New Orleans Foundation serves both donors and recipients–linking philanthropists with the needs and aspirations of the greater community. We pull together people, ideas, and resources; we serve as a champion of civil society and civil solutions; and we help the effectiveness of nonprofit leaders and organizations.
By partnering with donors, we help them achieve their charitable goals–whether that means starting a fund, creating an endowment, leaving a legacy, or just making a gift.
By partnering with donors, we help them achieve their charitable goals–whether that means starting a fund, creating an endowment, leaving a legacy, or just making a gift.
Since our founding by forward-looking community leaders in 1983, the Foundation has grown from scarcely $4 million in assets to more than $275 million in assets under management–and 700 donor funds–today. Hurricanes Katrina and Rita devastated the region, but also prompted an outpouring of generosity from long-time supporters and new donors from around the world.
The Foundation played a key role in the region’s recovery, coordinating donor efforts and rallying support for the Unified New Orleans Plan–which made possible the release of hundreds of millions of dollars in federal aid.
Since our founding by forward-looking community leaders in 1983, the Foundation has grown from scarcely $4 million in assets to more than $275 million in assets under management–and 700 donor funds–today. Hurricanes Katrina and Rita devastated the region, but also prompted an outpouring of generosity from long-time supporters and new donors from around the world. The Foundation played a key role in the region’s recovery, coordinating donor efforts and rallying support for the Unified New Orleans Plan–which made possible the release of hundreds of millions of dollars in federal aid.
Our housing and community development efforts since Katrina included the Economic Opportunity community revitalization Community Revitalization Fund, a five-year, $25 million initiative to support the organizations, people, and systems that produce affordable workforce housing in the City of New Orleans. Since 2007, the Community Revitalization Fund has made 63 grants and other investments to 51 organizations, supporting the development of nearly 9,500 housing units.
Our housing and community development efforts since Katrina included the Economic Opportunity Community Revitalization Fund, a five-year, $25 million initiative to support the organizations, people, and systems that produce affordable workforce housing in the City of New Orleans. Since 2007, the Community Revitalization Fund has made 63 grants and other investments to 51 organizations, supporting the development of nearly 9,500 housing units.
We also worked with the City of New Orleans Center for Community Progress to reduce the city’s number of vacant, abandoned, and blighted properties in the city. We also worked with the New Orleans Redevelopment Authority, and the Center for Community Progress to reduce the city’s number of vacant, abandoned, and blighted properties in the city.
Southeast Louisiana faced another unprecedented disaster when the Deepwater Horizon oil rig exploded on April 2010, causing the largest oil spill in the nation’s history. The Foundation responded within days by opening the Gulf Coast Oil Spill Fund, designated for projects that would restore and strengthen the communities and environments affected by the disaster. Donations poured in from around the world and were channeled into millions of dollars in grant assistance over the next three years.
Southeast Louisiana faced another unprecedented disaster when the Deepwater Horizon oil rig exploded on April 2010, causing the largest oil spill in the nation’s history. The Foundation responded within days by opening the Gulf Coast Oil Spill Fund, designated for projects that would restore and strengthen the communities and environments affected by the disaster. Donations poured in from around the world and were channeled into millions of dollars in grant assistance over the next three years.
Recognizing that a full 44 percent of our region’s residents live in threatened coastal parishes, addressing both the short-term and long-term needs of these residents–and the environment upon which we all depend–is one of the Foundation’s top priorities.
Most recently, the Foundation’s Coastal 5+1 Initiative has been helping the region’s coastal parishes and the City of New Orleans identify and implement immediate, concrete solutions to long-term problems created by marginalized economies, poor planning, and environmental degradation.
Recognizing that a full 44 percent of our region’s residents live in threatened coastal parishes, addressing both the short-term and long-term needs of these residents–and the environment upon which we all depend–is one of the Foundation’s top priorities.
Most recently, the Foundation’s Coastal Issues - Coastal 5+1 Initiative has been helping the region’s coastal parishes and the City of New Orleans identify and implement immediate, concrete solutions to long-term problems created by marginalized economies, poor planning, and environmental degradation.
Today, GNOF manages more than 700 funds devoted to charitable, environmental, cultural, and economic development purposes. As one of the oldest and largest philanthropic organizations in the region, we’re proud of our investments in creating a thriving community for all.
Today, GNOF manages more than 700 funds devoted to charitable, environmental, cultural, and economic development purposes. As one of the oldest and largest philanthropic organizations in the region, we’re proud of our investments in creating a thriving community for all.
Website: www.gnof.org
Our mission is to create a thriving community for all. At the Greater New Orleans Foundation, we look to create a resilient, sustainable, vibrant community in which individuals and families flourish and the special character of our region is preserved, celebrated, and supported.
At the Greater New Orleans Foundation, we look to create a resilient, sustainable, vibrant community in which individuals and families flourish and the special character of our region is preserved, celebrated, and supported.
Recognizing that New Orleans is more than a city–it is an interconnected region–we serve the surrounding parishes of Assumption, Jefferson, Lafourche, Orleans, Plaquemines, St. Bernard, St. Charles, St. James, St. John the Baptist, St. Tammany, Tangipahoa, Terrebonne, and Washington.
Recognizing that New Orleans is more than a city–it is an interconnected region–we serve the surrounding parishes of Assumption, Jefferson, Lafourche, Orleans, Plaquemines, St. Bernard, St. Charles, St. James, St. John the Baptist, St. Tammany, Tangipahoa, Terrebonne, and Washington.
Like other community foundations, the Greater New Orleans Foundation serves both donors and recipients–linking philanthropists with the needs and aspirations of the greater community. We pull together people, ideas, and resources; we serve as a champion of civil society and civil solutions; and we help the effectiveness of nonprofit leaders and organizations.
Like other community foundations, the Greater New Orleans Foundation serves both donors and recipients–linking philanthropists with the needs and aspirations of the greater community. We pull together people, ideas, and resources; we serve as a champion of civil society and civil solutions; and we help the effectiveness of nonprofit leaders and organizations.
By partnering with donors, we help them achieve their charitable goals–whether that means starting a fund, creating an endowment, leaving a legacy, or just making a gift.
By partnering with donors, we help them achieve their charitable goals–whether that means starting a fund, creating an endowment, leaving a legacy, or just making a gift.
Since our founding by forward-looking community leaders in 1983, the Foundation has grown from scarcely $4 million in assets to more than $275 million in assets under management–and 700 donor funds–today. Hurricanes Katrina and Rita devastated the region, but also prompted an outpouring of generosity from long-time supporters and new donors from around the world.
The Foundation played a key role in the region’s recovery, coordinating donor efforts and rallying support for the Unified New Orleans Plan–which made possible the release of hundreds of millions of dollars in federal aid.
Since our founding by forward-looking community leaders in 1983, the Foundation has grown from scarcely $4 million in assets to more than $275 million in assets under management–and 700 donor funds–today. Hurricanes Katrina and Rita devastated the region, but also prompted an outpouring of generosity from long-time supporters and new donors from around the world. The Foundation played a key role in the region’s recovery, coordinating donor efforts and rallying support for the Unified New Orleans Plan–which made possible the release of hundreds of millions of dollars in federal aid.
Our housing and community development efforts since Katrina included the Economic Opportunity community revitalization Community Revitalization Fund, a five-year, $25 million initiative to support the organizations, people, and systems that produce affordable workforce housing in the City of New Orleans. Since 2007, the Community Revitalization Fund has made 63 grants and other investments to 51 organizations, supporting the development of nearly 9,500 housing units.
Our housing and community development efforts since Katrina included the Economic Opportunity Community Revitalization Fund, a five-year, $25 million initiative to support the organizations, people, and systems that produce affordable workforce housing in the City of New Orleans. Since 2007, the Community Revitalization Fund has made 63 grants and other investments to 51 organizations, supporting the development of nearly 9,500 housing units.
We also worked with the City of New Orleans Center for Community Progress to reduce the city’s number of vacant, abandoned, and blighted properties in the city. We also worked with the New Orleans Redevelopment Authority, and the Center for Community Progress to reduce the city’s number of vacant, abandoned, and blighted properties in the city.
Southeast Louisiana faced another unprecedented disaster when the Deepwater Horizon oil rig exploded on April 2010, causing the largest oil spill in the nation’s history. The Foundation responded within days by opening the Gulf Coast Oil Spill Fund, designated for projects that would restore and strengthen the communities and environments affected by the disaster. Donations poured in from around the world and were channeled into millions of dollars in grant assistance over the next three years.
Southeast Louisiana faced another unprecedented disaster when the Deepwater Horizon oil rig exploded on April 2010, causing the largest oil spill in the nation’s history. The Foundation responded within days by opening the Gulf Coast Oil Spill Fund, designated for projects that would restore and strengthen the communities and environments affected by the disaster. Donations poured in from around the world and were channeled into millions of dollars in grant assistance over the next three years.
Recognizing that a full 44 percent of our region’s residents live in threatened coastal parishes, addressing both the short-term and long-term needs of these residents–and the environment upon which we all depend–is one of the Foundation’s top priorities.
Most recently, the Foundation’s Coastal 5+1 Initiative has been helping the region’s coastal parishes and the City of New Orleans identify and implement immediate, concrete solutions to long-term problems created by marginalized economies, poor planning, and environmental degradation.
Recognizing that a full 44 percent of our region’s residents live in threatened coastal parishes, addressing both the short-term and long-term needs of these residents–and the environment upon which we all depend–is one of the Foundation’s top priorities.
Most recently, the Foundation’s Coastal Issues - Coastal 5+1 Initiative has been helping the region’s coastal parishes and the City of New Orleans identify and implement immediate, concrete solutions to long-term problems created by marginalized economies, poor planning, and environmental degradation.
Today, GNOF manages more than 700 funds devoted to charitable, environmental, cultural, and economic development purposes. As one of the oldest and largest philanthropic organizations in the region, we’re proud of our investments in creating a thriving community for all.
Today, GNOF manages more than 700 funds devoted to charitable, environmental, cultural, and economic development purposes. As one of the oldest and largest philanthropic organizations in the region, we’re proud of our investments in creating a thriving community for all.
Subscribe to:
Posts (Atom)