by SaportaReport Contributor Jamie Clements, a leader at Atlanta’s Alliance Theatre, recently shared his perspectives on the fascinating world of Broadway-bound productions and theatrical investing. Jamie, the Alliance’s director of development, brings both professional and personal passion and knowledge to theatre, and has watched numerous shows originally produced at the Alliance Theatre continue on to successful Broadway or off-Broadway runs. He generously fielded our questions to help others better understand this intriguing world. 1. Jamie, would you explain the Alliance’s history of sending productions to Broadway?  a. Since its founding in 1968, the Alliance has premiered more than 100 original productions, launching important American musicals to Broadway, including the Tony Award winners The Color Purple; Aida by Elton John and Tim Rice; and Alfred Uhry’s The Last Night of Ballyhoo. Because Atlanta has helped us create such a remarkable venue, and helped support us attracting and hiring incredibly talented designers, costume artisans, set builders and theater run-crews (the people who actually make the shows work each night behind the scenes), the Alliance is in an elite group of less than a dozen theaters nation-wide who specialize in large-scale, pre-Broadway, world premiere partnerships. We have sent nine shows to Broadway and have quite a few in the line-up for future projects, including two hopefuls (Becoming Nancy and Maybe Happy Ending) in our current season.  2. How does the Alliance Theatre partner with investors and producers? a. It is not common knowledge that every show on Broadway is actually a for-profit company, and like most successful companies, the producers who originate these shows like to have a “beta test” or trial run to test their product before scaling it up to Broadway. Your favorites – Wicked, Hamilton, The Color Purple, The Lion King, etc. – all had one of these “out of town try-outs,” as they are called in the theater business, in big regional, non-profit theaters like the Alliance. During these trial runs, the shows change dramatically in rehearsals, and as the producers and directors hear and see the reactions from the audiences during what are called “preview performances.” A pre-Broadway show will often have 10-12 previews before Opening Night at the Alliance, with the show changing every single night until it “locks in” on Opening and remains the same for the remainder of the run. Because of this iterative process in previews, the producers are every bit as interested in our audiences as they are in our staff. The Alliance is a standout in the competitive world of pre-Broadway partnerships because of our diverse, engaged and invested patrons.  3.  Does the Alliance Theatre profit when shows they produce go big? a. A wise Broadway investor once said “investing in a Broadway show is the most fun money you will ever lose!” When we enter into an agreement with Broadway-bound shows, the Alliance becomes an investor in that show, but we are most interested in sharing a great new story with Atlanta before the rest of the world sees it. Because we go to great expense to help build, costume and run a show, we do share in a small percentage of the profits after the show hopefully goes on to Broadway, national tours, and sometimes even when it is licensed to grace the stages of high schools, colleges, or community theaters around the country. Any money we receive in royalties is invested directly back into the work we do on our Atlanta stages and in hundreds of classrooms around the state of Georgia. We are always looking to be partners on high-potential shows, not only because they are great fun while they are in Atlanta, but also because we get to help export a great cultural product from Georgia that will then pay dividends we are able to reinvest in our city and community.  4. How have shows performed on Broadway? Any Tony Awards or other accolades? a. The Alliance has been incredibly fortunate with all of our Broadway-bound partnerships, but we are of course very proud of our three Tony Award winning shows (The Color Purple, Aida, and The Last Night of Ballyhoo). These shows were some of the reasons why The American Theatre Wing chose to award the Alliance Theatre itself with a Tony Award for artistic excellence in 2007. The Prom, which premiered at the Alliance in 2017, recently concluded 300+ performances on Broadway and received seven Tony nominations during this past awards season. In total, world premieres from the Alliance have garnered 30 Tony nominations and six Tony Awards. More than anything, the remarkable people attached to these shows – designers, actors, musicians, artists – all form incredible bonds with our patrons, staff and our city, so we see that as one of the best rewards each time we host a pre-Broadway partnership. 5. Have you seen any on Broadway? a. I was fortunate to see The Prom in the final week of previews on Broadway, just days before it had a fabulous Opening Night. It was the first show I’ve been able to see from “beta test” version here at the Alliance, all the way to scaled-up nationwide attention and fame. Selections from The Prom also kicked off 2018’s Macy’s Thanksgiving Day Parade, which was a proud moment to watch.   6. What’s your favorite thing about Becoming Nancy? a. One reviewer noted that this is a “life-positive” show, and I couldn’t agree more. It is alive and energetic and exhilarating and funny and heartwarming. Exactly what I want from a great night at the theater.  Becoming Nancy is currently running on the brand new Coca-Cola Stage at Alliance Theatre until Sunday, October 6. For more information, visit alliancetheatre.org. Featured photo: Jasmine Rogers, Nicole Medoro, Sally Ann Triplett, Zachary Sayle, Jessica Vosk, Lizzie Bea, and Matt Hetherington in the Alliance Theatre’s 2019/20 world premiere production BECOMING NANCY.  Photo by Greg Mooney. 

MARTA to Invest Additional $250 Million in DeKalb Transit Improvements By MARTA MARTA General Manager and CEO Jeffrey Parker has announced a renewed commitment to the Authority’s customers in DeKalb County with a pledge to DeKalb County CEO Michael Thurmond that MARTA will make good on its promises, investing approximately $250 million in transit improvements countywide, including: Bus-to-bus transit centers at South DeKalb Mall and Stonecrest Mall by 2023 350 new bus shelters and amenities in DeKalb County by 2024 Rehabilitation of all 8 DeKalb County rail stations by 2025 Maintenance of the existing rail, bus and paratransit system (State of Good Repair) 58 new Gillig buses are already operating out of Laredo Bus Garage The first of 254 new rail cars will be placed in service in 2023 “CEO Thurmond was the first elected official I met with when I joined MARTA two years ago,” said Parker. “He told me then that MARTA had not kept its promises to DeKalb County and that needed to change. I have been focused on fixing this relationship with one of our founding counties since and remain committed to delivering on the transit needs of our valued DeKalb County customers. Our DeKalb County board members, Jim Durrett, Bill Floyd, Rod Frierson, and Rita Scott have been instrumental in forging this new path forward and I am grateful for their hard work and leadership.” “MARTA CEO Jeffrey Parker has kept every promise he has made to DeKalb County since he was appointed two years ago,” said DeKalb County CEO Thurmond. “Investments have already been made and with a strategic transit plan in place, MARTA is positioned to improve the rider experience for all of DeKalb’s citizens.” Passage of the 15th amendment this month incorporates the DeKalb County Transit Master Plan into the Authority’s engineering report. With the existing one penny sales tax, MARTA has agreed to a $20 million investment in bus-to-bus transit centers at South DeKalb Mall and Stonecrest Mall to be completed by 2023. These transit hubs will make travel easier for customers, providing a consolidation of stops and amenities such as first- and last-mile transportation options, with the possibility of expansion into community centers that offer Fresh MARTA Markets and other conveniences. MARTA will continue to advance new modes of bus service, implementing Arterial Rapid Transit (ART) bus routes on Buford Highway and Candler Road and supporting planning studies for Bus Rapid Transit (BRT) along I-20 and I-285. Additionally, over the next five years, the eight rail stations within DeKalb County, Indian Creek, Brookhaven, Chamblee, Decatur, Avondale, Dunwoody, Kensington, and Doraville, will be rehabilitated as part of MARTA’s systemwide Station Rehabilitation Program. The estimated $100 million in improvements include new floors, walls, ceilings and benches, enhanced lighting, landscaping, and murals. These upgrades are in addition to the $244 million in State of Good Repair work happening continually throughout the rail system such as traction and auxiliary power upgrades, tunnel ventilation improvements, and elevator and escalator refurbishment. Further transit expansion plans identified in DeKalb County’s Transit Master Plan, such as the Clifton Corridor, are not currently funded. MARTA will work with DeKalb to identify funding sources to support the completion of these capital programs.

By Metro Atlanta Chamber the Metro Atlanta Chamber announced the 12 grant recipients joining the 2020 Atlanta Metro Export Challenge (Atlanta MEC) cohort. The Atlanta MEC is a regional grant program designed to challenge small- to medium-sized companies in metro Atlanta to explore international expansion efforts. Each grant recipient receives a reimbursement grant of $5,000 that can be used for expenses related to growing international sales. Grant recipients also benefit from a series of workshops and meetings throughout the year that assist in the development of global sales plans. The Metro Atlanta Chamber, Delta Air Lines, Decide DeKalb, District Export Council, Georgia Department of Economic Development, Forward Forsyth, City of Atlanta Mayor’s Office of International Affairs, Partnership Gwinnett, Select Cobb and U.S. Commercial Service all contribute financial or programmatic resources to the initiative. Selected from across the 29-county metro Atlanta region by an independent panel of judges, the 12 grant recipients represent a wide array of industries, including advanced manufacturing, bioscience & healthcare, sports and entertainment, education and more. They are: 2020 Atlanta MEC Cohort 360 Network Solutions, LLC Axion BioSystems CloudFish First Performance Futurus Poly Tech Industries, Inc. Quantum Aviation Solutions Revenue Analytics Sigma Thermal Stallings Industries Tripwire Interactive Zyrobotics “Metro Atlanta is home to an ever-growing international business community. The real value of a program like the Metro Export Challenge is in supporting these diverse, innovative companies doing work at a global scale,” said Metro Atlanta Chamber President and CEO Hala Moddelmog. “Their success abroad leads to job creation here in our region, and they serve as ambassadors for Atlanta around the world. I would like to congratulate the 2020 cohort and thank our partners in the region for their continuous support. Their commitment to the program is a testament to collaboration toward a greater goal.” In November, there will be a Pitch Day in which five grant recipients of the 2020 cohort will pitch their export plans in front of a live audience and panel of judges for a chance to win an additional $20,000 in grant funding. ### About the Metro Atlanta Chamber  The Metro Atlanta Chamber (MAC) serves as a catalyst for a more prosperous and vibrant region. To advance economic growth and improve metro Atlanta’s quality of place, MAC is focused on starting, growing and recruiting companies to the 29-county metro Atlanta region. The Chamber is also focused on growing the region’s innovation economy by promoting and strengthening connections to drive Atlanta’s innovation and entrepreneurial culture. MAC is committed to being an active voice for the business community, serving as an advocate for a competitive business climate and telling Atlanta’s story. For more information, visit www.metroatlantachamber.com. MEC FACTS Between 2016 and 2019, the Atlanta MEC has supported 96 companies with over $400,000 to grow their international sales. These 12 additional companies will be part of the 2020 cohort. The past MEC grant recipients employ more than 2,300 employees in metro Atlanta, the 2020 cohort employs 459 employees. In a survey of former grant recipients, 97% indicated they are planning to add new jobs in the next 24 months. The grant recipients (2016-2020) represent 13 counties in metro Atlanta. Grant recipients attended 52 trade shows in 22 unique markets to showcase their products and services and served as ambassadors of metro Atlanta. Four grant recipients have been acquired since the implementation of the MEC program.

By S. Kelley Henderson, Chief Executive Officer, Action Ministries According to recent headlines from popular business sites, the United States is currently experiencing the longest period of economic growth in history at over 122 months.  The last stretch of similar proportion was from March 1991 – Mar 2001 (CNBC). This expansion has created wealth, jobs, and massive GDP growth over the past decade. This is clearly a feat unmatched in our country, and one that assumes everyone has benefited. Unfortunately, a higher tide is not raising all boats in our harbor of prosperity.  This week we will look beyond the numbers to see who might be left behind and explore opportunities to remedy the imbalance. In May of this year the non-partisan Brookings Institute reviewed the economic expansion in depth, across the globe with some interesting findings. Overall income equality has improved since 2000, with significant upward mobility being recognized by the 50 poorest countries. The opposite was true in 34 of the most advanced economies, United States included, where income inequality worsened (Brookings, Is inequality really on the rise?, May 2019). Income inequality is measured by something called the Gini Coefficient or Gini Index, where 0 is perfect equality and 1 is perfect inequality. According to the Census Bureau, who has been tracking the index since 1912, we are at 0.4845 as a country…Georgia is 0.4822, and Atlanta at an alarming 0.5728 as a comparison. Over the same 10 year period of economic growth, this index actually worsened by 3% in Georgia (US Census Bureau, Data Table B19083).  It can be tempting to conclude that the economic expansion only benefited the top earners, and perhaps some exploration into a disproportionate benefit is needed. Income concentration is only one factor, although it does make for a good headline. One culprit that often gets away without penalty is our “point of view.” We live in a world of instant data, instant decisions, and unfortunately an insatiable demand for instant solutions. The reality is that income inequality is not a new phenomenon and it continues to worsen due to an infatuation with policy solutions that are are more concerned with a big splash during the next election cycle, without consideration of the investment needed to sustain upside for the next generation. Rhetoric that offers “free _____ for _____”, or “universal ______” (fill in the blanks) does little to address the systemic challenges facing families living in poverty. At that same time, cuts to social safety net programs for the sake of saving a few bucks in taxes are equally misguided. Some how we must find a way to meet immediate needs as a first step, without ignoring the structural reforms that empower opportunity at a longer trajectory point. Poverty and income inequality are related, and we can say that income inequality is a factor in poverty. Balancing the proverbial ledger may not be the lasting solution we need to address all of the long-term struggles though. Shifting our “point of view” to look beyond the numbers may reveal some real, albeit not headline worthy, solutions that begin to address the inequalities naturally developing in our community. Perhaps it is time we find a measure that helps define success with “human development” in addition to economic development.  The United Way of Greater Atlanta is attempting to tackle this for our region with its Child Well Being Index, using data to determine where we should focus our efforts. This has been a valuable tool for my organization, as we work smarter to address the inequalities and systemic challenges facing our community.  At Action Ministries, we try to work to address both immediate and long-term needs, with a focus on engaging families for the future. Where we provide food resources to communities, trust is established, leading to financial literacy programs involving the entire family. Rental assistance may offer a budget reboot for a family, but community is built through workshops that introduce families to each other and repair the social safety nets lost during displacement. None of this work is flashy, or will break in the evening news, but it is worthy.  Taking the long view means that we may not witness the real impact of the work on the next generation, but we just might change the trajectory of a family’s future for the good.  To learn how you can help, go to https://actionministries.net/ehp/

By Bruce Katz* Over the past twenty years, U.S. cities have experienced a remarkable resurgence after decades of decline. From Boston and New York to Phoenix and Pittsburgh to Seattle and San Francisco, the growth has been centered in the cores of cities around advanced research institutions, innovative companies and talented workers. And this growth has been led from the bottom up, by networks of public, private and civic leaders and institutions which have stepped up while the federal government and many states have drifted, what Jeremy Nowak and I labeled “The New Localism” in a book by the same name. The rebirth of Atlanta in general and Midtown in particular is emblematic of this profound reversal in fortune. In twenty years, what was a blighted and disinvested part of Atlanta has become a globally significant innovation district, home to corporate headquarters and research and development arms of some of the world’s most innovative and powerful companies. These firms have flocked to Midtown Atlanta partly because of the exceptional institutions that have concentrated in the city’s core – the Georgia Institute of Technology, the Savannah College of Art and Design, Emory University Hospital Midtown, the Midtown Arts District (including the Woodruff Arts Center) — and an incomparable startup ecosystem including innovation labs and the region’s largest inventory of coworking space. Just one remarkable fact: The Advanced Technology Development Center (ATDC) at Georgia Tech is celebrating its 40th anniversary this year; since its inception a combined $3 billion has been raised by graduate companies. These firms and their talented workers have also come to Midtown due to the “city-feel” of this community. On a recent visit to Midtown, I was struck by the commitment to quality design, the breadth of amenities, the mix of land uses, the convenience of the transportation choices and the juxtaposition of human scale, tree-lined streets amidst high rise buildings. The evolution of Midtown shows that the magic of 21st Century innovation districts lies as much in the quality of the places they make as the innovations they spawn. The quality of place, in short, is both the magnet that attracts talented individuals and the stage for the seamless exchange of ideas and the creation of new products, films and technologies.  The impact of this remarkable growth has been astounding. In the end, Midtown is a small place, occupying less than one percent of the land area of Atlanta. But urban and metropolitan economies are often driven by small geographies. The Peachtree Corridor Economic study released back in 2014 showed that Atlanta’s three nodes – Downtown, Midtown and Buckhead – are situated on only 3.7 percent of the city’s land, but harbor 40 percent of the city’s real estate value and contribute one-third of the city’s tax revenues, including 27 percent of the budget for the Atlanta Public Schools. In sum, for every $4 raised in taxes from these nodes of growth, $3 goes to fund services in other parts of the city.  Continued public investment in these areas is a good deal.  This growth and impact might lead some to grow complacent. But innovation districts, like the cities they inhabit, are not a static, linear phenomenon. They are, in fact, entering a new phase of metamorphosis, driven in-part by the negative externalities of their own growth (e.g., worsening traffic, rising housing prices) and broader societal and environmental dynamics (e.g., growing income inequality, climate change). But innovation districts are also on the cutting edge of the technological innovation that is altering things like the buildings we develop, the sources of energy we use, our modes of transportation and the way we live and experience our daily lives. There lies the promise.  Successful Innovation Districts circa 2030 will be different than they are today. What might this look like for Midtown Atlanta? First, working closely with the City of Atlanta, Midtown and other parts of the City could be national vanguards of innovative inclusion, using mixed-use development and the purchasing power of its firms and anchor institutions to grow minority owned businesses in multiple sectors. Cincinnati’s Minority Business Accelerator is the nation’s leading model and could be adapted to Atlanta’s already strong ecosystem of universities, companies, philanthropies and public sector institutions.  Second, Midtown could be a global node for “smart cities,” the application of technological advances to meet tomorrow’s challenges while improving livability today. The innovative planning underway in Toronto’s waterfront area by Google’s Sidewalk Labs, controversial at times due to concerns over data privacy, shows how the interface of next generation technologies and urbanization drives new possibilities, particularly around climate-friendly development.  Third, Midtown could explore the outer boundaries of quality place-making and urban transportation. The transformation of Hamburg’s HafenCity in the old port offers one idea. HafenCity has introduced an e-mobility carsharing system, which allowed the number of parking spaces to be reduced from 0.8 to 0.4 per residential unit. This has the benefit of freeing up additional building space and public road space for other purposes, all of which could be managed by a local company pursuing inclusive goals. Finally, Midtown Atlanta could help invent 21st century governance in cities that not only creates value but captures value for reinvestment in the public realm. Copenhagen’s City & Port Development Corporation, for example, not only has driven the regeneration of Copenhagen’s historic harbor and the near downtown Orestad district, but used a portion of the revenues generated by revitalization to finance public transit in the broader city.  The future of Midtown Atlanta, in short, is not yet written. Just imagine what the combination of companies, churches, hospitals, universities and intermediaries that make up Midtown and other growing districts in Atlanta, with their critical partner in local government, can invent and deploy in the next decade. New technologies to drive down carbon emissions and new building models to drive up housing affordability. New social enterprises to reduce health disparities and improve educational outcomes. New businesses of scale owned by people of color, occupying all sectors of the …

By The Wilbert Group We spoke with Calloway about his home in East Point, his path to local government and his involvement with ULI’s UrbanPlan for Public Officials. He may not wear a cape or cool costume, but Thomas Calloway is a modern-day superhero for Atlanta’s  East Point community.  By day, the small business owner does residential construction and interior remodels. On nights and weekends, Calloway shifts focus to help the greater good as Councilmember for Ward B.  “Being an elected official is part-time pay with full-time responsibility,” Calloway said about juggling the two roles.  And as the comic books say, great responsibility and great power go hand in hand. Since being elected into his position by local residents, Calloway has helped East Point take great strides towards stabilizing the city through advocating for safe, viable neighborhoods, efficient government services and smart economic growth. Simply put, Calloway believes East Point doesn’t only have a lot to offer, but that it continues to evolve. The same could be said for Calloway and his career. Friendly Neighborhood Councilmember While Calloway didn’t set out to work in local government — or construction, for that matter — the move was kismet for this East Point native. Although he grew up in Atlanta’s northern suburbs and studied chemical engineering at Georgia Tech, the opportunity to buy a house brought Calloway home in 2007.  After spending much of his 20s working as an equity trader for a thousand-member brokerage firm, Calloway was burnt out and looking for a career change. “I quit my job to take a gap year before I turned 30,” he said. “I wasn’t sure that I wanted to be in an office building my whole life. I was trying to figure things out.” His plan was to spend the year fixing up his recently purchased home. Soon, his new neighbors took notice and asked Calloway if he could help them with some work on their houses, too.  “Before I knew it, I was learning the construction business and doing interior remodels,” he said. Over time, his small business, Atlanta Custom Tile and Construction, grew into his full-time gig. As he was spending a lot of time in other peoples’ houses, his personal investment in the community grew as well.    “I often joke that the two happiest days when someone is getting work done on their house is the day I show up and the day I leave,” Calloway said. “It is deeply personal work when I’m in others’ homes. You get folded into their daily routine, for better or worse.” At the time, there was a 23% vacancy in the East Point neighborhood — despite its close proximity to Atlanta’s growing metropolis — and there were a lot of issues related to people walking away from their homes. Attendance at the neighborhood association meetings had dwindled to about five people and the group was in need of a president. Calloway decided to step up and serve. He had been bit by the local government bug.  “I took the role to make my neighborhood better, however I realized there was a lot of disconnect between what the city government was doing and what individuals really needed,” he said. “At this point in our city, the environment was really contentious.”  For the local 2013 election, Calloway became more involved as an advocate for close friends who were running for mayor and a city council seat. “That year, every single incumbent was voted out,” he said. “The new leaders were people who shared my ideals and who I thought had a good, clear vision for our city.” Then in 2015, the Councilmember seat in Calloway’s district opened up for election and he decided to run. It was a five-way race, but Calloway won with 52% of the vote.  “I think the overwhelming response from voters was a direct result of my prior involvement on the policy side and advocating for positive changes in the community for several years,” he said. “People had a chance to get to know me on a personal level and know what I stood for before I asked for the honor to represent them as a decision maker.” Superhero Courage In some ways, Calloway may be braver than fictional superheroes in comic books because he doesn’t wear a mask or hide his identity. He is accountable to people he sees every day. With help from Calloway’s leadership, East Point has become financially stable and seen great progress in infrastructure while staying focused on the community, inclusion and intentional development. “We are at a transition point and are able to deliver many of the things that people have waited a long time for,” he said. “Now we are actually tackling some new challenges head on when it comes to affordable housing, gentrification and equity.” By applying his financial background, Calloway said he is proud of turning around the city of 35,000 people and 500 employees with a $150-million a year budget.  “When I came on board, we were borrowing money in January against taxes in December and were at about 50% funded on our pension obligations,” he said. “We didn’t even have a place for our city government. We were renting space for our offices to run the city out of.” Fast forward four years, East Point has a credit rating of AA, one level below AAA rated bonds. “Our pension is funded at 96% and we were the top-performing pension in the state of Georgia last year,” Calloway said. “We have a new 35,000-square-foot government facility that is energy efficient and a beautiful splash pad for kids. We also just finished our first streetscape project from a Georgia Department of Transportation (GDOT) grant from 2001.” Now that the grant money has been spent, Calloway can look ahead to East Point’s next GDOT grant application — several million dollars of improvements for the downtown, widening the sidewalks, beautification projects, and installing pedestrian traffic signals near a MARTA station. “We just purchased the 8 …

By Operation HOPE Chairman John Hope Bryant sits with Comptroller of the Currency, Joseph Otting, and senior executives of the Office of the Comptroller of the Currency, to discuss CRA reform. What’s CRA Reform? The Community Reinvestment Act of 1977 is like the Civil Rights Movement for the 21st century, with a lot of money attached. It’s important that we help the Federal Government get this right. Click above to watch the video and lean in to learn about this $400 BILLION TOOL FOR OUR GENERATION. This is OUR time to help frame the financial literacy, economic empowerment, wealth building, and uplift policy for our generation. This is the first time since the Office of the Comptroller of the Currency (OCC) was founded in 1863, that the leaders are participating in a lightning round discussion. We encourage you to share your thoughts and be heard along with many others in the community. Stay tuned for Part 2 of this discussion. Add your comments and let your voice be heard. Comments will be accepted until March 9, 2020, 11:59 PM EST: https://www.regulations.gov/docket?D=OCC-2018-0008

By Charles Redding, MedShare CEO & President By now we have all heard of the devastating impact of the Novel Coronavirus (2019-nCoV) spreading throughout China and other parts of the world. As of February 19, 2020, the World Health Organization estimates that there are over 73,000 confirmed cases globally with over 72,000 cases being reported in China.  The number of deaths associated with this virus is now at 1,870. Many organizations around the world are rallying to send Personal Protective Equipment (PPE) to China to help reduce the spread of this deadly virus.  In fact, MedShare has sent over 2.6 million surgical masks to China, thanks to the generous support of organizations like The Coca-Cola Foundation, UPS & UPS Foundation, Henry Schein and countless individuals who are volunteering and providing monetary support.  We are also gearing up to send additional PPE to China thanks to the generosity of the Herbalife Foundation and others that desire to help. However, what China needs most right now is not just PPE, but global understanding.  I am deeply disturbed by the stories I hear about kids being bullied because they are Chinese or of Asian descent.  Even in the media I hear the Coronavirus being referred to as a “Chinese Disease,” and criticism of how the Chinese are managing this global crisis. What’s more, the current price gouging of the critical medical supplies needed to combat this outbreak raises deep ethical concerns given the severity of the current situation and the potential devastating global impact if not controlled. Stereotyping and negatively categorizing large groups of people only leads to resentment, hatred and cultural misunderstanding.  We must resist the temptation to devalue people or overly criticize without full knowledge of the situation. MedShare continues to stand by its mission to improve the quality of life of all people and our planet. We continue to be in awe of the compassion and resilience of the people we partner with throughout the world, including China. We stand by our core values, which include Quality, Dignity and Respect for all of the communities we serve and support. MedShare has worked with remarkable people in 100 countries around the world for over 20 years to bring healing and hope for a better future. We recognize that we all belong to a global community and must work together to develop global solutions to the challenges we face today. This can only happen if we set aside our biases. By working together and sharing information, we can stop the spread of this deadly disease and help heal humanity.

By Junior Knox Applications are now being accepted for the Atlanta Regional Commission’s 2020 Regional Leadership Institute (RLI). Respected for both its network- and knowledge-building approach, RLI exposes a diverse group of participants to the issues, challenges, and opportunities facing metro Atlanta, such as equity, housing, transportation, and water resources. The 2020 RLI program will be held from September 20-25 in Savannah. The application period closes on March 23, 2020. Aimed at both established and emerging leaders, the week-long program invites participation from the 10-county metro area and features subject-matter experts, panel discussions, and interactive sessions focused on critical issues like housing affordability, education, and economic competitiveness. These issues require skilled leadership, and RLI is designed to convene metro Atlanta’s leaders to build an intersectional and regional approach to solving them. But perhaps the most important thing people take away from RLI is the network they build with fellow participants. Since 1991, RLI has engaged 50 leaders each year from a variety of sectors and throughout the 10-county Atlanta region — building an alumni network of more than 1,500. “Leadership can be a lonely place,” said David Hartnett, Chief Economic Development Officer with the Metro Atlanta Chamber, who participated in RLI last year. “The biggest benefit of RLI is learning who the other leaders are, and who you are as a leader. It’s a challenge, but it opens you up to others’ experiences that can help make your leadership even stronger.” RLI’s alumni network is critical to the success of the Atlanta region’s development. These leaders work together to help local governments, businesses, and nonprofits collaborate around important issues that cross sectors and political boundaries. “RLI breaks down siloes, setting the stage for fresh connections and deep collaboration that would be unlikely to take place otherwise,” said Stephen Causby, Manager of ARC’s Community Partnerships Group. The 2019 RLI class included topics such as the roots and outcomes of systemic inequality, understanding key performance indicators of critical community issues, innovations in smart cities and mobility, and the economics of education, among others.

By Bradley Roberts, Content Manager  Try to picture this for a second. You’re peering out over an 18-story building — your heart rate increases and the blood rushes to your face as you’re faced with the reality of what sits below you.  You’re strapped into a harness; the belay device is secured with a carabiner that’s locked into place and your helmet’s strap clicks against the bottom of your chin — a professional has run through the entire process through with you by now. In a few moments, you’re going to descend this building overlooking downtown Atlanta and the corners of Courtland and Edgewood Avenue. You try to pay attention, but, honestly, it’s just not happening right now. The time is up, though. There’s nothing else for you to do.  You have to go out and Over The Edge.  The idea may bring a mix of fear, anxiety or pure excitement for you. People across Atlanta now have the opportunity to go through that experience, and for a good cause, too.  United Way of Greater Atlanta is hosting a fundraising event that allows donors a chance to rappel the 18-story, historic 100 Edgewood Avenue building in downtown Atlanta.  You’ve participated in runs, walks, galas and golf tournaments, but now it’s time to try something different. The event is aptly named “Over The Edge,” and it’s April 29.  Over The Edge is an organization formed in Canada that goes around the world creating these urban rappelling fundraising events for local nonprofit agencies. From small teams to national organizations, Over The Edge has helped raise millions of dollars to support these causes. Since 2008, they’ve helped nonprofits raise more than $100 million, according to overtheedgeglobal.com. The event offers a life-changing experience to participants, Director of B2B Marketing at United Way Sara Fleeman says.  “This organization has rappelled down that wall [100 Edgewood Avenue] before in 2015, and they’ve done several events for Special Olympics Georgia,” Fleeman says. “They’ve decided to work with us. This is perfect for people that like an adrenaline rush.” According to Over The Edge CEO Paul Griffith, the company started out of his love for adventure sports.  “Over The Edge [started] to give back to three local nonprofits in Nova Scotia, Canada,” Griffith says on his website. “With a background in adventure sport, I thought it would be fun to invite my friends and the Halifax business community to the roof of the tallest building, charge them $1,000 and get them to climb down it. So, we did, and we raised almost $70,000 for local charities.” There are 76 open slots for people who would like to go Over The Edge, and there are several different ways you can do that, Fleeman says.  The first is to raise $1,500. You can solicit funds from family, friends, acquaintances, business partners — but the $1,500 secures your spot.  The second way to go Over The Edge is to sponsor a spot for $2,500. You can also raise $2,500 to “Toss Your Boss.” Not literally “toss,” of course, but you can raise the money and force your boss’ hand. They can either succumb to the pressure or match the amount for a total of $5,000 to send anyone they choose in their spot.  Finally, maybe you’re more comfortable on the ground. You’re secure and “grounded” and want to stay that way — raising $1,500 will make sure you stay on the ground.  There’s already a lot of interest in the event around Atlanta, Fleeman says. So, act now if you’re interested.  “People are talking about it, and they are excited about it,” she says. “It’s unique enough and because United Way has so many friends and partners, we’re sure we’re going to make this successful.”  When you decide to rappel, you can designate the cause for which you want to raise money.  Rappellers will be raising money to improve overall child well-being in Greater Atlanta, through the cause of their choice: Create stronger readers and ensure all third graders are reading proficiently Ensure our youth are college and career-ready Help families and individuals become more economically stable On the ground throughout the day, people can come watch some of their favorites rappel and enjoy some food, games and live music — United Way President and CEO Milton J. Little Jr. will be rappelling at 10 a.m. on April 29.  “I think that this is a really great cause, and it’s a fun way to give back and support our children, families and communities in Greater Atlanta,” Fleeman says. “This is an awesome way to support your cause and help raise awareness.” Want to raise awareness and rappel a building in Atlanta? Click here.

By Atlanta Technical College The Atlanta Technical College Foundation has received a historic and institutionally transformative gift from Mr. Henry Louis “Hank” Aaron.  This gift will be used to establish the Henry “Hank” Aaron Endowed Gap Fund, which will support academic and non-academic student success needs.  To commemorate this very generous gift and his status as a supporter of education in the City of Atlanta, Atlanta Technical College has renamed the Academic Complex in honor of Mr. Aaron.  The building is now named the Henry Louis “Hank” Aaron Academic Complex.   Hank Aaron has always made an impact in Atlanta, whether it is as a Hall of Fame baseball player or as an advocate for change and social empowerment.  A gift of this nature makes a generational difference for the Atlanta Technical College students and Metro Atlanta, creating an opportunity for real change to be made through the College’s commitment to technical education.  This is only the latest example of the generosity and dedication to higher education that has cemented Mr. Aaron’s place as a pillar within the broader Atlanta community. The purpose of the Gap Fund program is to satisfy students’ needs or unexpected expenses that financial aid does not always cover.  These funds will positively affect the students who need help with resources to cover tuition, books, supplies, childcare, or public transportation.  This serves as a continuation of the mission of the Hank Aaron Chasing the Dream Foundation to promote youth development by providing funding to programs to develop their talents and pursue their dreams. Henry Louis “Hank” Aaron began his baseball career playing in the Negro Leagues before moving to the Minor and Major Leagues of the MLB.  Mr. Aaron played for the Braves franchise for the majority of his career, and during his tenure in the MLB, he established himself as one of the best home-run hitters of all-time, culminating in his surpassing MLB legend Babe Ruth’s then record of total home-runs hit.  Throughout his career and after retiring, Mr. Aaron has been a supporter of civil rights and educational empowerment, co-founding the Hank Aaron Chasing the Dream Foundation with his wife, Mrs. Billye Aaron. He has been extremely active in the Fulton and Clayton County communities as well as a member of the Atlanta Technical College Local Board, making his patronage of higher education opportunities even more important for the surrounding area.   Student Success Story: Kevin Little Born in Brooklyn, New York, Kevin Little decided to move to Atlanta with his sister in order to pursue a change in his environment and gain a fresh start.  Finding employment with the Georgia Aquarium after it first opened in 2005, Mr. Little worked in multiple roles during his time, gaining many new skills but never finding a passion. He decided the time had come to find a new path, and began his search in his neighborhood of East Point and the surrounding areas.    Choosing to attend Atlanta Technical College, Mr. Little found a commute that worked for him, a cost efficient option to gain an education, and a support system that made him feel welcome from the moment he walked onto campus.  Receiving a scholarship from the Hank Aaron Chasing the Dream Foundation and developing a connection with the Hank Aaron 4 for 4 Organization, Mr. Little developed a relationship with Mr. Hank and Mrs. Billye Aaron that has continued to this day, including them in his ever-growing network of supporters.   “Atlanta Technical College gave me confidence, a large network, and helped me be a leader in a lot of ways.  I was a member of Phi Beta Lambda and worked in Hospitality and Marketing Management, and I had an amazing experience.  I was even nominated for the GOAL Student of the year in 2016 and 2017!” Mr. Little is currently serving as the General Manager of the Stockbridge branch of Chicken Salad Chick, a restaurant chain focusing on healthy eating options which started in Mobile, AL.  At the recent opening, members of the Stockbridge City Council and Chamber of Commerce were present. Mr. Little feels that his impact is best represented in the positive changes he has made in his community and in his life. 

By Frank Brown, Esq. CEO, Communities in Schools of Atlanta You’re nothing but a poverty pimp!  That’s not an attack I would expect to be leveled against me, much less at a gathering of metro Atlanta leaders. While said in a moment of anger, it was a teachable moment for me and others who witnessed the ill-informed outburst.  What’s the lesson? Fighting for yourself and for those not in the room is a constant battle against the soft bigotry of low expectations. And the fight is tougher, the work compounded if you’re a minority, yes, even for a non-profit executive working in the heart of the Black Mecca.  This struggle cannot be ignored.  At Communities in Schools of Atlanta, we pour our hearts and souls into the very children society is waiting to write off as inevitable statistics in the making. Students like Antonio, a young man who for much of his youth was raised in the state’s foster care system. Underneath his hardened veneer was a soul in desperate need of someone to help him beat the odds. Through effective case management, one-on-one mentorship, and meeting basic needs like food and clothing, we have been able to help Antonio set his sights on a life where he can break the cycle of his surroundings.  An alumnus of our program, Antonio enrolled in a four-year college in neighboring South Carolina. While on a hiatus this semester, the CIS Atlanta family continues to support this first-generation student. With a spirit of resilience and the support of a village that continues to stand up for him, Antonio is bravely writing a new future for himself and his younger siblings.  Our work is difficult and emotional, not bound by office hours or job descriptions. It’s about doing whatever is necessary so these children have the mindset and the playbook to succeed.   Last year, the Chronicle of Philanthropy published a poignant piece that unmasked what leaders of colors face in the world of philanthropy. Their struggles mirror mine – the tasking effort required to make people aware of their bias (particularly those who identify themselves as progressives), fundraising and volunteering (especially to take on the effort to help the Antonios, not just the Ivy League-ready student in need of a gentle push), and the braveness required to practice radical honesty.  Atlanta-based Partnership for Southern Equity’s Nathaniel Smith, featured in the article, noted, “If we want to see a new world, we have to be willing to speak it into existence ­— and talk about what we don’t want to see in this world.” What would a new world look like for metro Atlanta? For non-profit leaders of color, for students like Antonio, for educators, for employers, for you and me?  We have the power to create the possibilities we seek. An Atlanta child born into poverty today ought to have a village surrounding them throughout their life to cultivate their elevation to run any of the dozens of Fortune 500 companies headquartered in this region. Better yet, a child born into poverty in Atlanta should be an anomaly, not a common acknowledgment often greeted with apathy or resignation.  Sure, the path of least resistance is easy but transformational change requires exposing and addressing hard truths. It’s not something we often embrace in Atlanta.  More than 100 years ago, Dr. W.E.B. Du Bois published his essay “The Talented Tenth,” a call to build a brighter future for all Black people through education and the elevation of exceptional Black leadership.  In a speech, he remarked, “If anywhere there are efforts tending to curtail the fullest growth of the Negro, let these efforts be turned into stimulating, encouraging, and making him the most useful and intelligent citizen. Effort or means so invested will pay a thousand per cent interest. These efforts will be twice blessed—blessing him that gives and him that takes.” Du Bois challenged Atlanta’s power structure to bank the city’s future on investing in those omitted from the narrative of a welcoming city. Indeed, it is the ethos of the Alpha Phi Alpha fraternity, of which Du Bois was a member, as am I, to use intellectual activism to challenge the indifference we see and give Black and brown Atlantans the resources and support to soar. At last year’s State of the Region breakfast hosted by the Atlanta Regional Commission, one of the speakers remarked that today’s decision-makers look much like the ones there at the start of her career 30 years ago. This static leadership approach must change now. The longer we kick the can of hard conversations and new actions down the road, the longer we deprive our region of undiscovered talent and heart.  It’s time Atlanta’s leaders coalesce around a 21st-century approach to Du Bois’ call to action so we may comprehensively and fervently address head-on the inequities we all see on display from the homeroom to the boardroom and beyond.   Photo Caption: CIS Atlanta’s CEO Frank Brown shares with Antonio the joys and struggles of being a first-generation college student.