State of Good Repair Work Between Lindbergh Center, Buckhead, & Lenox Stations Enhances Safety & Extends Life of Rail System  MARTA has successfully completed the Track Replacement Project at Canterbury Junction, where the Red and Gold rail lines converge north of Lindbergh Center Station. The State of Good Repair work on the heavy rail lines that run between Lindbergh Center, Buckhead, and Lenox Stations began last Tuesday, Feb. 17 and concluded early this morning, Feb. 22. The Track Replacement Project is an approximately $225 million, multi-year effort that involves replacing track and switches throughout the rail system. These ongoing upgrades are designed to enhance the safety of the system and are federally required for MARTA to operate. “The entire MARTA team worked tirelessly to ensure this necessary work was completed safely and in a timely manner, and that the inconvenience to our customers was minimal,” said MARTA General Manager and CEO Jeffrey Parker. “This work will allow trains to travel through Canterbury Junction at an increased speed and reduce train delays. Riders should notice an immediate improvement.” MARTA provided free bus shuttles between Lindbergh Center, Buckhead, and Lenox Stations and approximately 40,000 people took advantage of this service during the project. MARTAConnect, a one-year pilot program with Uber, was also available to customers for travel through the area. The $10 Uber voucher was downloaded 552 times and 429 trips were taken at a total cost to MARTA of $4,270.90. Customers primarily used the vouchers for travel to and from the affected rail stations, rather than for travel between them. The Track Replacement Project is part of MARTA’s ongoing commitment to enhancing customer safety and experience. Also underway is a systemwide Station Rehabilitation Program that includes aesthetic and amenity upgrades, the Elevator and Escalator Restoration Program, the implementation of an improved audio-visual customer communication system (AVIS), and the largest capital project in MARTA’s history, the purchase of new railcars.   This is sponsored content.

Last week, the Metro Atlanta Chamber (MAC) announced ATL Action for Racial Equity, a multi-year, multi-step action plan designed to help address the ongoing effects of systemic racism impacting the Black community. In just a few days since launch, 30 additional metro Atlanta-based companies ranging in size and industry joined the initiative – to-date totaling more than 180 participating organizations. These companies and leaders will leverage the size, scale and expertise of the region’s business community to advance racial equity. Invitations to the initiative remain open, and MAC is inviting all businesses across metro Atlanta to sign on.  ATL Action for Racial Equity focuses on measurable actions across corporate policies, inclusive economic development, education and workforce development – critical areas in addressing the region’s immobility and inequity challenges. See quotes below from the region’s business leaders on why they chose to participate and why this initiative is important, now more than ever. Reach out to [email protected] to learn more. Ed Bastian, CEO Delta Air Lines and 2021 Board Chair, Metro Atlanta Chamber: “In metro Atlanta, our differences are our strength. We work together to make our community and the world better. We are not perfect, but we are committed to preserving and holding up this region’s legacy, especially now. As we tackle economic recovery, public health and the disproportionate impacts on our Black community, our business community must do its part. This is a moral and economic imperative as we work to grow our region’s competitiveness today and into the future.”   Jimmy Etheredge, CEO North America, Accenture: “Accenture is proud to collaborate with the Metro Atlanta Chamber and business leaders across Atlanta to take action on building a more equitable future for our community. Together, we are acting, we are leading, and we are driving change.”  Steve Koonin, CEO, Atlanta Hawks and State Farm Arena: “We proudly support ATL Action for Racial Equity and promise that our franchise will continue taking the steps and supporting the causes that lead to equity for all in our city.”  Rohit Malhotra, Founder and Executive Director, Center for Civic Innovation: “The Center for Civic Innovation mission and day to day operations are designed to fight for an equity-centered Atlanta. The business community in Atlanta has a long and complicated history with equity in our city— we’re glad to see the Metro Atlanta Chamber call on companies and institutions to take measurable actions that align with their publicly stated values and sentiments. It is in this city’s best interest for this effort to succeed.”  Jenna Kelly, President, Truist Northern Georgia Region, Truist Bank: “At Truist, we firmly believe in building more just, inclusive, and equitable communities by standing for social justice, denouncing racism in all forms, and partnering with people and organizations who are as committed to equity we are. As we continue to have intentional dialogue around the role we can play in advancing diversity, equity, and inclusion, we’re excited to join the ATL Action for Racial Equity to do our part in making a positive difference throughout Atlanta.”  Mary Schmidt Campbell, President, Spelman College: “If metro Atlanta is to close the region’s stark wealth gap, we all have to commit to bold innovative solutions. Spelman College, committed to the educational excellence of the 2000 Black women who attend the College, is also committed to the educational excellence of students in our neighborhood schools. For the past three years, our students have enjoyed major success in improving the reading scores of students in our neighborhood Washington Cluster Schools. We intend to launch a program that will accomplish improvements in math proficiency. This commitment to the improvement of K-12 education is aligned with the Metro Atlanta Chamber of Commerce’s business and community imperative to advance racial inclusion. We are proud to partner with MAC in their strategic approach to advocating for equity.”  Kyle Porter, CEO, SalesLoft: “The social justice and equity issues facing our companies, city, and nation are complex and intense. At SalesLoft we are committed to the necessary introspection, self-reflection, and action to be a more inclusive company because we believe it’s the right thing to do for our team, customers, and marketplace. SalesLoft is joining the ATL Action for Racial Equity because our internal efforts will be magnified and our progress accelerated through collaborative community work. Our community will become our ally and accountability partner providing the space to heed best practices, share wisdom, and generate ideas that will positively impact us all.    Russ Torres, President, Kimberly-Clark Professional: “At Kimberly-Clark, we believe racial equity and justice are moral issues that must be addressed through comprehensive actions to enact meaningful and sustainable change. We are moving with urgency. Therefore, we are proud to partner with ATL Action for Racial Equity in this mission. Their disciplined, multi-year plan leverages the collective strength of metro Atlanta employers to support focused corporate policies that foster inclusive workforce and community development. With more than 1,500 Kimberly-Clark employees in the metro Atlanta area, this initiative is uniquely personal to us. We believe the success of our company depends on creating workplaces, communities, and experiences where inclusion and diversity are evident and thriving. Together with ATL Action for Racial Equity, we look forward to creating a vibrant and more inclusive region that offers opportunity, growth, and long-term value for all.”  Elie Maalouf, CEO, Americas, InterContinental Hotel Group: “We applaud the Metro Atlanta Chamber on this initiative and stand with our peers in the Atlanta business community to advance diversity and inclusion. This commitment and collaboration reflect IHG’s values and inclusive culture, and builds on our own efforts to bring lasting, sustainable progress for the region and our colleagues.”  Paul Bowers (Chairman and CEO) and Chris Womack (President), Georgia Power: “At Georgia Power, we deeply value the diversity of our team and the communities we serve. That’s why we are committed to creating an environment where employees and customers feel a sense of belonging and can be their true authentic selves.  We’re proud to be a part of the Metro Atlanta Chamber’s ATL Action for Racial Equity efforts to do the same here in Atlanta. We believe businesses working together to ensure equality is how we can make a collective impact, and we’re …

By Dan Hourigan, Director of Transportation and Sustainability, Midtown Alliance It’s unanimous!  Everyone is dissatisfied (for differing reasons) with what is happening at Atlanta’s curbs.  Drivers are frustrated when the delivery truck is blocking a travel lane; people on bikes fume about the frequency of vehicles parked in bike lanes; and the lack of consistent enforcement has everyone exasperated.  The term “wild west” has frequently been used to describe Atlanta’s curbside situation.   These issues are a byproduct of a number of things – the massive growth in online purchasing of goods; Uber and Lyft, the addition of new bike lanes; gaps in policy; and me-first decision-making just to name a few.  In a rapidly densifying mixed-use environment like Midtown, the demand on the curb is constant. Over the years, curbside activity has expanded and accelerated along our City’s busiest corridors. Keeping pace with Atlanta’s growth will require a block by block look at how we can make the best use of our curbsides.  That is why Midtown Alliance has partnered with Central Atlanta Progress and the City of Atlanta to develop the Atlanta Curbside Management Action Plan. This plan, shaped by public feedback over the next few months and implemented starting later this year, will identify a set of strategies and policies that align with the City’s larger goals around equity, mobility, and economic development. The Atlanta Curbside Management Action Plan will address all activities at the curb, including: Parking Commercial Loading Taxi, Uber, Lyft, and Food Delivery Use Transit Access Bike Activity Micromobility Activity (E-scooters and more) Pedestrian Access and adherence to ADA regulations Parklets Valet operations Taking a holistic and proactive approach to curb management can help promote safety, improve transit reliability and disabled access, reduce congestion, and support small business.  Not every curb can serve every need, but a plan developed with stakeholders at the table and with flexibility in mind can create a much more accessible and user-friendly city.   A steering committee made up of stakeholders from the City of Atlanta, Downtown, Midtown, transit agencies, delivery companies, micromobility companies and neighborhood organizations will help inform and guide the Curbside Management Action Plan.  We also invite everyone who spends time in Downtown and Midtown Atlanta to take part in our workshops to help identify our curbside issues and opportunities. During our first workshop on February 2021 attendees shared their biggest frustrations with the city’s current curbs, including lack of enforcement, unsafe conditions and conflicts with loading vehicles. They also ranked their top priorities for how curbs should be used, with walking, ADA access and transit ranking near the top and parking ranking at the very bottom. Hearing this feedback will ultimately help planners balance the city’s various demands for the curb, from public transit and cyclists to delivery drop-offs and parking. At our second workshop, happening this spring, we’ll share some initial recommendations for the area’s curb spaces and seek more feedback from attendees. Our goal is to test and evaluate a handful of strategies later this year in Midtown and Downtown and finalize the plan in late Fall. The outcomes from this plan have the potential to improve the curb for everyone and elevate the city as an example that other cities can follow. Sign up here to receive the latest updates help us develop the Atlanta Curbside Management Action Plan.   This is sponsored content.

Republic Services Charitable Foundation announces $105,000 grant to support critical repairs to locally owned Westside businesses The Atlanta Neighborhood Development Partnership, Inc. (ANDP) has received a grant from the Republic Services Charitable Foundation to support the revitalization of locally owned small businesses disrupted during the COVID-19 pandemic. The $105,000 grant is part of Republic Services’ Committed to Serve initiative, which was launched last spring to help support the Company’s employees, customers and communities through the pandemic. “Our Committed to Serve initiative is giving us another avenue to support local communities,” said Gator Hodges, general manager of Republic Services of Atlanta South. “For years, Republic Services has supported neighborhoods through grants and volunteer opportunities, but now we have the opportunity to amplify our impact by supporting nonprofit projects that help local businesses. It’s been a hard year for many small businesses. We hope this funding and support will make a difference in our community’s ability to move forward.” With the help of this funding, ANDP, Inc. will be providing critical support and repairs to two minority-owned restaurants in the underserved Westside neighborhood. Marddy’s Kitchen: Marrdy’s Kitchen is more than a restaurant; it’s a community hub connecting people to fresh food, learning opportunities and economic momentum. Through a holistic approach to food and neighborhoods, Marrdy’s kitchen is moving a community forward. EDC Kitchen: EDC Kitchen builds on the historic Westside’s legacy of chefs selling their goods locally by helping food entrepreneurs organically scale their businesses via access to affordable, shared commercial kitchen facilities and retail space. EDC Kitchen will further enrich the local community through a training program for Booker T. Washington High. ANDP will be helping both businesses with repair and ventilation projects to help mitigate risks posed by the COVID-19 virus. “As we work to address the homeownership gap and wealth gap in communities of color, we’re proud to partner with Republic Services to provide critical resources to small businesses that are essential to strengthen Atlanta’s Westside neighborhoods. This investment from Republic Services enables us to support the revitalization efforts of Westside Future Fund,” said John O’Callaghan, ANDP President and CEO. “We’ve seen firsthand the work of Kietra and her team at Marrdy’s and know that this support will help her and EDC Kitchen strengthen their presence on the Westside and beyond.” Projects at the two businesses will be completed in 2021. “The Republic Services team looks forward to working with the Atlanta Neighborhood Development Partnership to help build back our community by providing assistance to the businesses that power our local economy,” Hodges said. Atlanta Neighborhood Development Partnership, Inc A Chartered Member of NeighborWorks, ANDP develops, finances and advocates for affordable housing at scale that promotes racial equity and healthy communities where families thrive. Now in its 30th year, the organization has impacted more than 11,500 homes in metro Atlanta. About Republic Services Republic Services, Inc. is an industry leader in U.S. recycling and non-hazardous solid waste disposal. Through its subsidiaries, Republic’s collection companies, transfer stations, recycling centers, landfills and environmental services provide effective solutions to make responsible recycling and waste disposal effortless for its customers across the country. Its 36,000 employees are committed to providing a superior experience while fostering a sustainable Blue Planet® for future generations to enjoy a cleaner, safer and healthier world.   This is sponsored content.   Featured Photo: Chefs and business partners Calvin Rouse and Brett Smith are building out a Westside space for EDC Kitchen – a shared commercial kitchen and restaurant. The two plan to leverage the operation as an opportunity to build entrepreneurial skills in local Westside youth and young adults.

Congress has passed another round of the Paycheck Protection Program (PPP). Many minority business owners were left out of the first round of funding due to insufficient “back office” paperwork and employee requirements that aren’t typical of minority-owned businesses. The new 2021 version of PPP expands the eligibility requirements for a number of business owners and contract workers who may not have been previously covered. Operation HOPE’s President and Chief Financial Officer, Brian Betts, gives an in-depth look at the new PPP and gives guidance on the distinctions between First and Second Draw PPP, and who is eligible to apply for both. Applications for a First Draw PPP loan close March 31, 2021. Watch the video below to learn more. If you would like to connect with an Operation HOPE financial wellbeing coach to assist you with your application, find the coach nearest you at operationhope.org/our-locations     This is sponsored content.

By Dr. Kashef Ijaz, Vice President-Health, The Carter Center The recent observance of the second annual World Neglected Tropical Diseases Day (Jan. 30) prompted me to reflect on my good fortune in overseeing the Carter Center’s tireless work to free people from an array of illnesses that cause untold misery and perpetuate the cycle of poverty. This work started 35 years ago, in 1986, with former President Jimmy Carter’s decision to take on leadership of the worldwide Guinea Worm Eradication Program, well before the broader movement to eliminate neglected tropical diseases (NTDs) developed.  In the 1990s, building on the success and lessons of the Guinea worm campaign, The Carter Center added programs to eliminate several other NTDs regionally in Africa and Latin America, including the bold effort to eliminate transmission of river blindness in the Americas. With our partners, we have assisted in eliminating transmission of river blindness in Colombia, Ecuador, Guatemala, and Mexico; in the Americas, river blindness transmission continues only among the indigenous Yanomami people deep in the Amazon rainforest along the Brazil-Venezuela border. With the help of indigenous health workers, we are reaching them, too.  Carter Center-trained community volunteers and health workers have distributed more than 800 million doses of medicines to prevent river blindness, trachoma, lymphatic filariasis (aka elephantiasis), schistosomiasis (snail fever), and soil-transmitted helminths (intestinal worms). We have assisted more than 800,000 eyelid surgeries to reverse the effects of advanced trachoma, and we have supported the construction of more than 3.6 million household latrines to enhance sanitation and prevent disease. Further, Ghana has eliminated trachoma as a public health problem, and numerous focus areas have been able to stop mass drug administration for some of these diseases because it’s not needed anymore.   During my almost 19 years in responsible roles at the CDC, I observed with admiration as The Carter Center forged strong, long-standing, mutually respectful and trusting partnerships with national governments, local communities, committed individuals, and other organizations. The Center has worked in some countries (Nigeria, Sudan, Ethiopia) for 30 years or more and has earned the trust of many local elected officials, traditional leaders, and communities to assist them in implementing efforts that harness the power of ordinary people to reduce disease.   Of course, our flagship NTD program is the Guinea Worm Eradication Program. When President Carter chose to take on that Herculean effort, an estimated 3.5 million cases occurred every year in 21 countries in Africa and Asia. Without a vaccine or a drug, eradication seemed like a wild dream. But, with the synergistic power of determination, hard science, innovation, and enthusiastic community trust and buy-in, the Guinea worm is being vanquished: Just 27 human cases were reported in six countries last year, half the number from 2019.  Furthermore, despite the worldwide disruption caused by COVID-19, the program remained up to 95% operational in 2020, and heroic work continues to be done to eradicate Guinea worm and eliminate other NTDs. The pandemic has been a challenge for us as it has for everyone, but our resilient staff and partners have adroitly factored it into their work. Practically all organizations’ NTD work in the field halted for safety’s sake, but in August, following World Health Organization guidance, we assisted Uganda in carrying out one of the world’s first large-scale mass drug administration resumptions. This reflects Uganda’s determination to stay on track in eliminating transmission of river blindness from its final two focus areas.  We are taking every precaution, but COVID cannot stop us. It is vitally important that we in the NTD community understand the importance of how the pandemic has exacerbated longstanding social and health disparities. This knowledge must inform current and future activities for disease elimination and eradication.  These successes and the many others I haven’t mentioned are what drew me to join The Carter Center in October and what inspire all of us to keep pushing, keep working, keep believing that we can go the last mile to eradicate Guinea worm disease and make a difference in people’s lives in positive ways. We remain committed to innovating and collaborating with governments, partners, other agencies, and the smallest and most forgotten of communities to recover from the effects of the pandemic and defeat NTDs for the benefit of humanity. May it be so.  The Carter Center is a member of the Georgia Global Health Alliance.   This is sponsored content.

The Way Forward is Made Clearer for Gwinnett Place and North Point Malls By Kate Sweeney Shopping malls. They’re not what they used to be. This is true, both in terms of the decline in indoor shopping centers’ success and popularity, and in that some malls are truly dramatically evolving to fit today’s more pedestrian-friendly, mixed-use-oriented lifestyles, and to better serve the shifting populations around them. Here in metro Atlanta, redevelopment dreams of two local malls, Gwinnett Place Mall in Duluth and North Point Mall in Alpharetta, recently received shots in the arm. Read on, for the new details on both.   This is sponsored content.

Date and time: Start: February 26, 2021, 3:00 PM EST End: February 26, 2021, 4:00 PM EST Location: Via Zoom Dentons’ Public Policy practice is excited to invite you and your colleagues to the next edition of Dentons Dialogue: a series of dynamic conversations breaking down front burner policy issues around the US. Join us for our upcoming segment, where members of Dentons’ Public Policy and Energy practices will discuss the latest policy developments surrounding smart cities and infrastructure. Our experienced speakers, also leaders in Dentons’ Global Smart Cities & Connected Communities Think Tank, will share their unique perspectives and examine the practical implications and considerations for businesses going forward. Speakers Michael E. Drobac | Principal, Public Policy (Washington, DC) Jennifer Morrissey | Counsel, Energy and Co-Editor in Chief of Dentons Global Smart Cities & Connected Communities Think Tank (Washington, DC) Michael Nutter | Former Mayor of Philadelphia and Senior Advisor, Public Policy (Washington, DC) Clint Vince | Chair of Dentons US Energy Practice, Co-chair of Dentons Global Energy Sector, and Co-chair of the Dentons Global Smart Cities & Connected Communities Think Tank (Washington, DC) Gregory S. Walden | Partner, Public Policy (Washington, DC) Moderator Eric J. Tanenblatt | Global Chair, Public Policy and Regulation (Atlanta/Washington, DC) About Dentions Dialogue: US Policy Perspectives Launched by Dentons’ Public Policy practice, Dentons Dialogue provides fast-paced perspectives that combine policy viewpoints with practical implications to keep clients up-to-speed on key sectors and issues. Dentons Dialogue follows the release of our annual US Policy Scan report, a clear, comprehensive and reader-friendly view of what US public policy will look like in 2021 and the people who will be driving change. Join us for our upcoming Dentons Dialogue policy segments. Date Time Topic 3/5/2021 3 – 4 pm ET Financial Services and Housing Click here to learn more. Global Smart Cities & Connected Communities Think Tank The Dentons Global Smart Cities & Connected Communities Think Tank is comprised of more than 500 legal, business, academic and policy thought leaders from all segments of the economy. Think Tank members can advise public and private stakeholders from start to finish on virtually all aspects of a Smart Cities and Connected Communities program. There is an Editorial Board producing thought pieces, newsletters, and industry and policy insights. The Think Tank hosts roundtables for members to exchange information on a global scale on innovations, challenges and best practices related to modernization of digital, physical and social infrastructure. For more information, please contact [email protected] We want to hear from you We hope to see you during future installments in the Dentons Dialogue series. To receive updates directly to your inbox and to submit topics of interest for future programs, please click here. Questions Please contact Maddie Holihan at [email protected]   This is sponsored content.

By Bradley Roberts, United Way of Greater Atlanta Melissa says she didn’t know 2-1-1 even existed before taking a job as a Community Connection Specialist just over three years ago. “I went to Georgia State University, and I had heard of United Way [of Greater Atlanta] in the years prior, but I had no idea that 2-1-1 was a thing and I never knew of the need for something like that,” she says. Melissa was born in Puerto Rico and moved to the Greater Atlanta area when she was 10 years old. She grew up in Atlanta, a bilingual student who earned a bachelor’s degree in psychology, blocks away from an organization she would later work for answering dozens of calls daily in service to a community that had once given her so much. She wanted to use her knowledge to help relate to and empathize with people who would likely be calling her on one of the most difficult days of their life. “I think for me the biggest factor that helped me a little bit was my background in psychology, and a lot of it has to do with empathy,” she says. “In the beginning, we did a few months of training, and it’s about learning the systems and the information that we need to know to keep our resources current. “But we have such a wide span of things that we cover.” The 2-1-1 Contact Center is an information and referral system connecting people to essential services they need—access to food, help paying electrical bills, access to shelter and clothing. Each call to 2-1-1 is filtered to a trained specialist who provides information on services that align to a person’s specific needs. 2-1-1 is available 24 hours a day to offer assistance online—Melissa is one of the agents who answers live calls during the week. “We take calls from metro Atlanta, but we also do for Columbus, Augusta, Athens, Macon—we cover a wide range of things, but in the past year the most in-demand thing has been financial help and housing,”she says. The COVID-19 pandemic over the past 11 months has put an even greater stress on the need for programs such as 2-1-1. About two weeks into March 2020, cities across the United States began shutting down restaurants, bars, gyms and schools in an attempt to stem the spread of the novel coronavirus. The infectious disease, COVID-19, has infected millions, killed hundreds of thousands and has contributed to mass unemployment across Greater Atlanta and the United States. With multiple COVID-19 vaccines now in the works, and the distribution of those vaccines yet to be determined, there’s still a large amount of stress put on nonprofits, the private sector and government as we look to provide aid to those families in need. The need has grown, the calls keep pouring in to 2-1-1, but Melissa says it’s important at the end of the day to disconnect and focus on your own mental health. “In the beginning it was weighing heavy on me,” Melissa says. “You have to find a way to disconnect and manage the stress of calls related to homelessness, suicide or people who are just at the lowest of their low.” She likes to use aromatherapy, take time to tend to her plants or play with her dog. “I feel like there’s a couple little things we can do to manage the stress and pull back from it,” she says. Each year, on Feb. 11 we recognize our 2-1-1 Agents with a National 2-1-1 Day celebration. It’s a time to honor the efforts of the agents in more than 200 locations in all 50 states and Puerto Rico. The 2-1-1 program started more than two decades ago as “First Call to Help” in Atlanta. Melissa’s job on the frontlines offering help is to provide necessary resources to those who need it, but she offers so much more. “There’s some situations where you just really feel for them [callers],” she says. “It’s very easy in that moment when you’re talking to them to forget the script and let people vent. “Sometimes people are skeptical or embarrassed to call and spill their problems, but a lot of people need help—this pandemic was completely unexpected. It’s all about reassuring them and making them feel like I’m here to help and then give them options and let them know what resources are out there.” Learn more about 2-1-1 here.   This is sponsored content.

Approximately 60,000 Americans are diagnosed with Parkinson’s disease every year, and more than 10 million people worldwide are living with the disease, according to the Parkinson’s Foundation. Researchers at the Georgia Institute of Technology and Emory University have received a landmark commitment to accelerate the scope and impact of Parkinson’s disease studies and to position Georgia as a hub for collaborative research on this and other neurological diseases. The multiyear commitment from the McCamish Foundation will drive transformational research that harnesses science, engineering, and technology at Georgia Tech and Emory to better analyze the complexities of the brain and transform the treatment of Parkinson’s and other disorders of the nervous system. The Wallace H. Coulter Department of Biomedical Engineering (BME), an academic collaboration between Georgia Tech and Emory, is uniquely positioned to lead this new kind of translational neuroscience discovery driven by engineering innovation. “This generous commitment will enable Emory and Georgia Tech to build on our powerful biomedical partnership as we work to combat Parkinson’s and other devastating neurological diseases,” Emory President Gregory L. Fenves says. “New treatments and cures require a deep commitment — I am grateful for our friends at the McCamish Foundation who will help us make the progress and find the answers that patients and families so urgently need.” Georgia Tech President Ángel Cabrera adds, “For 22 years, Georgia Tech and Emory University have collaborated to improve the lives of individuals diagnosed with many of the world’s most challenging diseases. Through the sustained support of transformational philanthropy, the Coulter Department of Biomedical Engineering has become a national model for academic partnerships. This visionary and generous commitment from the McCamish Foundation will allow us to expand and accelerate collaboration and discovery to the point that an exciting new treatment for Parkinson’s disease and other neurological disorders could be within our reach.” Gordon Beckham Jr. has felt the impact of Parkinson’s personally, with the loss of his father, Hank McCamish, to the disease. Beckham now sits on the board of directors of the Parkinson’s Foundation and works to raise awareness to beat the disease. He says his goal is to build a strong research community in Georgia that will create new frontiers in the treatment of the degenerative disease. “The McCamish Foundation has been in discussions on and off with Georgia Tech, since my dad’s passing, about innovative approaches to dealing with Parkinson’s,” says Beckham, CEO of the Atlanta-based McCamish Group LLC and president of the McCamish Foundation. “We have always been impressed by the amazing depth of talent at Tech.” The McCamish name is well-known at Georgia Tech. Alumnus Hank McCamish, class of 1950, is the namesake of Tech’s basketball arena, McCamish Pavilion. Over the years, the family has supported numerous causes at Georgia Tech. This commitment is one of the largest in the Institute’s history and is the first of its kind for the Institute.  “More recently, we met Susan Margulies and learned of the formal biomedical engineering collaboration between Tech and Emory, two of the top institutions in the country in their respective fields,” Beckham says. “At the same time, the University of Georgia (UGA) is making major investments in Parkinson’s research. Given all this momentum within the state of Georgia, with BME as a nexus, the McCamish Foundation felt the timing was right to try something new at Tech and Emory while also leveraging the existing powerful collaboration between Tech, Emory, and UGA.” “We already participate in robust research collaborations with Georgia Tech and Emory,” says UGA President Jere W. Morehead. “We look forward to expanding our partnerships in order to leverage the complementary strengths of our three institutions to bring new hope to those who suffer from this terrible disease.” Beckham says The McCamish Foundation dreams of a day when all Parkinson’s related conversations begin with, “Remember when.” The McCamish commitment will support faculty research on neurological diseases, including establishing a seed fund to support high-risk, high-reward research ventures. It will also provide fellowships for graduate students and create regular interactions among researchers at Tech, Emory, and UGA, including an annual national conference focused on Parkinson’s disease. The idea is to give researchers space to collaborate and brainstorm unconventional ideas that hold the greatest promise for significant discoveries. “Our vision is to create the next frontier in neuroscience and neurotechnology by confronting the enormous complexities of the dynamic brain and nervous system,” says Susan Margulies, the Wallace H. Coulter Professor and Chair in the Coulter Department of Biomedical Engineering. “Our brains engage with, adapt to, and are influenced by the world around us. Studying the changing chemical and electrical brain dynamics is a direct path to detecting and treating Parkinson’s disease and other neurological disorders.” About the Wallace H. Coulter Department of Biomedical Engineering The Wallace H. Coulter Department of Biomedical Engineering is a partnership between Georgia Tech and Emory University. Combining the best of research and education, the department is dedicated to improving health and well-being by creating medical breakthroughs driven by engineering innovation and translational research.    This is sponsored content.

Like nearly everyone in our Atlanta community, YWCA of Greater Atlanta closed its doors last March when we were made aware that we were in a global pandemic. As an agency that has been in Atlanta since 1902, serving women and children through various programs, we were stunned and unsure of how we could continue to deliver services that were all face-to-face. How could we provide for our clients’ needs in the areas of education and empowerment, health and safety and advocacy and social justice?  As we lived through last year, taking inventory of all that transpired, we realized that we were not faced with just one pandemic, but two. As an organization that is on a mission to “eliminate racism, empower women and promote peace, justice, freedom and dignity for all” we knew we had much more to overcome than just the COVID-19 Pandemic. Together with YWCA USA, we took a deeper dive into the pandemics. Ultimately, we came to realize that we are living through our nation’s first female-driven recession, and it is of pandemic proportions. Fueled by disappearing service-sector jobs and a lack of childcare options, the COVID-19 public health and economic crises triggered a nationwide “shecession,” a word coined by YWCA USA.  When women joined the workforce during World War II, the need for childcare was apparent. Working moms became the backbone of the economy. The nation developed comprehensive and affordable childcare solutions to meet the needs. Unfortunately, we did not keep pace. Women of color lift the heaviest burden of the nation’s systemic failures and inequities. There is much opportunity for us as we journey back from this period of our lives.  We know that women need well-paying, stable jobs and comprehensive childcare solutions to achieve economic security. Women can no longer continue to carry the burden of the workforce support crisis.  Like everyone else, we took a day—maybe two—to catch our breath, determine where we were and what it would take to move forward. We looked hard at the ways we were delivering services and asked the question: how can we continue to deliver and what would that look like? How can we pivot? What will this new normal look like?  While our doors were closed, we found innovative ways to continue to connect with the children of our Early Learning Academy. Our teachers creatively met with the children for anywhere from 15-30 minutes a day using smartphones and computers. Some loaded up stories they could read to the youngest children using YouTube, keeping the littles ones familiar with their voices. Others took their smartphones outside and walked around in their gardens to help the children experience Earth Day and share other activities. Our childcare providers wanted to stay connected to the children so the children would remember them—and this was an opportunity to give moms a short break during the day, even virtually. We found ways to continue to serve.  Our doors remained shut for nearly four months, and just after the 4th of July holiday, we found our own independence and with a carefully crafted plan in place, we opened-up our facility on North Highland. We provided much needed daycare and child development services to our children and their parents who desperately needed to get back to work. Some of our parents were first responders in the healthcare field, others needed our help so they could go back to work or work effectively from home. Our children, ages 0-5 needed us, and we wanted to be there to support our mothers and families by providing Quality-Rated childcare.  When we learned that most elementary schools were going to be virtual classrooms for the first semester, we offered virtual learning in our facility as an addition to our usual childcare and Pre-K classes to a limited number of elementary-aged students.  We set up new protocols to keep our staff and students safe that we follow strictly every day. We temperature check everyone who comes into the building and ask series of questions provided by the CDC. Parents drop off their children outside of the building. We practice the three W’s—Wear a Mask, Wash your hands, and Watch your distance. Internal meetings are mostly virtual. Classroom sizes are smaller.  We knew it was important to get our doors open so we could resume in-person learning as soon as possible. Experts agree that early childhood care and education is much more than preparing children for primary school. It aids in the development of a child’s social, emotional, cognitive and physical needs that together build a solid foundation for lifelong learning and total wellbeing of that child. Early Learning is our commitment to the future of our community, state, nation and the world—one child at a time. We are committed to helping every child who comes through our doors to see the world through the lens of our mission, building a better, more inclusive and equitable world.  ********** The Early Learning Academy at YWCA of Greater Atlanta is just one of four programs that we provide. We look forward to sharing more with you in this column over the course of this year.  Sharmen May Gowens CEO/YWCA of Greater Atlanta [email protected]  www.ywcaatlanta.org This is sponsored content.

By Tony Hilliard, Atlanta Market Executive of Global Commercial Banking at Bank of America While many companies are still dealing with the acute impacts of the economic and social disruption of 2020, innovative companies can apply what they’ve learned to excel in 2021. Here are five ways that companies can build resilience, and weather future challenges, while being better positioned to capitalize on emerging opportunities.  Financial discipline isn’t just for hard times  A thorough, proactive review of internal processes and key relationships can help protect your company. For example, cash flow issues are a common source of business failure, so it’s important to examine your supply chain and customer base for vulnerabilities that could impact your business and review customer payments to identify issues before they become larger problems. Cutting expenses in a defensive and reactive posture can have unintended consequences. Instead, create “what if” scenarios now and plan allocations for each. If the time comes, you can respond with a thoroughly vetted plan. Don’t let uncertainty deter you from growth The M&A market shifted in 2020 due to the impact of the coronavirus and widespread digital transformation. Companies with strong working capital and cash reserves could have a significant opportunity to put that to work through a merger or acquisition, especially if they have limited debt.  If your company is not in a position to pursue M&A activity, develop a strategic plan for future growth. Start by identifying the top opportunities facing your company right now, whether it’s market expansion, reaching a new customer segment or digitizing more of your business model. Consider potential hurdles you’ll face in pursuing these opportunities as it will help you formulate an actionable, prioritized plan specific to your situation.  Make cybersecurity a business-critical priority Cybercrime is more of a risk in today’s remote work environment, so companies must prepare themselves. Criminals realize that workers are less protected when working remotely and are launching malware campaigns targeting people with insufficiently secured devices. To reduce vulnerable attack surfaces in your company, look to strengthen mobile device management, ensuring security tools and protocols are in place.  Companies should also update and enforce a security policy for remote connectivity. Policies should provide guidelines on the safe use of public Wi-Fi, prohibit workers from transmitting sensitive information and require the use of VPNs and well-protected home routers. Finally, cybersecurity training can teach employees how to put essential safeguards in place while keeping cybersecurity top of mind across the company. ESG strategy is no longer just for the big guys Focus on environmental social and governance (ESG) is far from a feel-good, concessionary strategy – it creates a culture of responsibility, sustainability and innovation and can be directly linked to a company’s long-term outlook.  Best practices for strengthening your company’s ESG commitments include disclosing comprehensive ESG information, and helping investors understand how to interpret it, having a diversity and inclusion program, and ensuring diverse representation on the board of directors, particularly as a strategy for attracting top talent. Employers surveyed in our 2020 Workplace Benefits Report cite diversity and inclusion programs as essential for retaining talent (73 percent) and something that builds a strong company culture (76 percent). Along with the social benefits these actions bring, looking out for the good of society is good for companies, too. During the market fall in March 2020, $8.2 billion was pulled out of equity ETFs while ESG funds tracked by BofA Global Research continued to attract inflows, suggesting that fund managers faced less pressure to sell stocks with strong ESG characteristics. Invest in your employees  Just as you’re taking steps to safeguard cash flow and business operations, it’s essential to protect the wellbeing of your employees. Management should support employees even more holistically and proactively than before. Leaders can schedule more frequent communications with staff and play an active role in broader wellness areas like financial stability and mental health. Comprehensive wellness programs that support employees’ physical, mental and financial health are more important than ever today. The percentage of employees who rate their financial wellness as good or excellent declined from 61 percent in 2018 to 49 percent in 2020, and as many as 57 percent of employees feel their well-being has a great impact on their productivity, which could have major ripple effects on a company’s health. Financial wellness tools and education should cover a range of needs including saving for retirement, planning for healthcare costs, budgeting, saving for college and managing debt.  Coronavirus created unprecedented challenges for companies, and executives bravely faced new trials. While no one can predict what’s to come in the remaining months of 2021, these lessons from 2020 can help companies reignite growth and plan for financial success this year.    © 2021 Bank of America Corporation   Anthony (Tony) Hilliard is a Global Commercial Banking Market Executive for Bank of America.  He leads a team of commercial banking professionals that delivers integrated banking solutions to commercial banking clients in Georgia. Based in Atlanta, he and his team are responsible for delivering the full capabilities of the bank to current and prospective clients, helping them meet their financial goals.  This is sponsored content.