Warnock, Wyden Open Senate Inquiry Into Possible Political Use of IRS Enforcement

Sens. Raphael Warnock and Ron Wyden opened an inquiry into reports that Trump administration officials may be influencing IRS enforcement against left-leaning nonprofit organizations.

By Milton Kirby | Washington, D.C. | September 5, 2026

More than a decade after the Internal Revenue Service came under fire for subjecting conservative organizations to improper scrutiny, two Democratic senators are asking whether political officials in the Trump administration are attempting to influence IRS enforcement against organizations on the political left.

U.S. Sens. Raphael Warnock of Georgia and Ron Wyden of Oregon have opened an inquiry into reports that senior Treasury officials are considering increased scrutiny of left-leaning tax-exempt organizations and potentially revoking their tax-exempt status.

Warnock is the ranking member of the Senate Finance Subcommittee on Trade, Customs, and Global Competitiveness. Wyden is the ranking member of the Senate Finance Committee.

Their inquiry does not establish that the IRS has improperly targeted any organization. Instead, the senators are seeking documents and answers to determine whether political considerations have influenced or are being used to influence federal tax enforcement.

At the center of the inquiry is a question that reaches beyond the organizations or political party involved: Can Americans trust the IRS to enforce the nation’s tax laws without regard to political ideology?

“Americans of every political persuasion must be able to trust that the IRS applies the tax code objectively under one set of rules,” Warnock and Wyden wrote to Treasury Secretary Scott Bessent and Frank Bisignano, acting head of the IRS.

A Reported ‘Blueprint’

The inquiry follows an Aug. 27 report by the New York Post that Treasury officials were reviewing the tax-exempt status of several organizations, including the Open Society Foundations, Southern Poverty Law Center and Council on American-Islamic Relations, as well as other left-leaning and labor-aligned organizations.

According to the report cited by the senators, members of Bessent’s “inner circle” were developing a “blueprint” that could lead to revocation of some organizations’ tax-exempt status. The newspaper also reported that administration officials wanted to complete “a good chunk of the crackdown” before the November midterm elections.

“If accurate, the New York Post report raises serious questions about whether political officials are influencing IRS decisions concerning particular taxpayers in ways prohibited by federal law,” Warnock and Wyden wrote.

“If accurate” is an important qualification.

The senators’ letter raises questions about what administration officials may be considering or doing. It does not establish that the IRS has been ordered to audit the organizations named in the report or that the agency has decided to revoke their tax-exempt status.

Tax-exempt organizations are not beyond federal enforcement. Organizations operating under Section 501(c)(3) must comply with federal requirements governing their tax-exempt status. Among those restrictions is a prohibition against participating or intervening in political campaigns for or against candidates for public office.

At the same time, IRS guidance allows 501(c)(3) organizations to take positions on public-policy issues, including issues that divide political candidates, as long as their communications do not favor or oppose a candidate.

The issue raised by the Senate inquiry, therefore, is not whether nonprofit organizations can be investigated. It is whether organizations are being selected for scrutiny based on evidence of violations or because of their ideological positions.

Federal Law Restricts Political Intervention

Warnock and Wyden point specifically to Section 7217 of the Internal Revenue Code.

The law makes it unlawful for certain executive branch officials to directly or indirectly request that an IRS employee conduct or terminate an audit or other investigation of a particular taxpayer.

IRS employees who receive prohibited requests are required to report them to the Treasury Inspector General for Tax Administration. A willful violation can result in a fine, imprisonment of up to five years, or both.

The law also contains limited exceptions, including certain requests by the Treasury secretary resulting from implementation of a change in tax policy.

The senators want to know whether Bessent, Treasury political appointees, White House employees or other covered officials communicated with IRS personnel about audits or investigations involving particular taxpayers.

If such communications occurred, they also want to know whether IRS employees reported them to the inspector general and whether Treasury contends any communication was permitted under the tax-policy exception.

Warnock and Wyden additionally raise questions under Section 6103 of the Internal Revenue Code, which generally protects the confidentiality of taxpayer returns and return information.

They ask whether President Donald Trump or White House personnel requested or received taxpayer information concerning tax-exempt organizations connected with the reported initiative and, if so, whether federal requirements governing access to that information were followed.

The letter does not establish that either law has been violated.

National Security Directives Enter the Inquiry

The senators place the reported nonprofit review within a broader series of administration directives.

Their letter points to National Security Presidential Memorandum 7, issued in September 2025, and an executive order directing federal agencies to target financial networks connected to Antifa and domestic terrorism.

Warnock and Wyden contend that those directives extend beyond violent conduct by incorporating ideological viewpoints.

“Rather than targeting actual violence, these directives explicitly conflate terrorism with subjective political viewpoints such as ‘anti-capitalism,’ ‘anti-Christianity,’ and views on race, migration, and gender,” they wrote.

The senators also cite a December 2025 memorandum from then-Attorney General Pam Bondi directing law enforcement to examine financial support for “Antifa-aligned extremists” and pursue applicable tax crimes.

Whether those national-security efforts resulted in improper IRS enforcement against tax-exempt organizations is among the questions the inquiry is seeking to answer.

Ten Questions for the Administration

Warnock and Wyden’s inquiry seeks considerably more than confirmation or denial of the reported “blueprint.”

The senators want the blueprint itself, along with policies, directives, guidance and criteria concerning the selection of tax-exempt organizations for examination or possible revocation.

They want to identify Treasury, IRS, White House and other executive branch officials who developed those policies or recommended particular organizations for review.

They ask whether Treasury, the White House or another executive branch office identified specific organizations for IRS examination, investigation, compliance review or possible revocation.

One question goes directly to the approaching election.

The senators ask whether any executive branch official requested that IRS personnel “accelerate, prioritize, complete, or take enforcement action” concerning particular tax-exempt organizations before the November 2026 elections.

Another asks whether political affiliation, ideological viewpoint, electoral timing or classifications such as “Antifa-aligned” have been used to identify organizations for IRS scrutiny.

The senators also want the administration to explain the legal and evidentiary standards used to determine when a tax-exempt organization has directly or indirectly financed political violence or domestic terrorism and what safeguards prevent officials outside the IRS from directing examinations over the objections of career IRS personnel.

One of their final questions concerns Bessent himself.

Because of Bessent’s previous senior roles at Soros Fund Management and its relationship with the Open Society Foundations, the senators are requesting information about any ethics review, recusal determination, waiver or other safeguards governing his participation in matters involving the foundation.

Warnock and Wyden also instructed Treasury and the IRS to preserve potentially responsive records, including emails, text and encrypted messages, memoranda, notes, calendar entries, meeting materials and draft documents.

They requested answers and documents by Sept. 15.

Echoes of 2013

The inquiry carries particular significance because Washington has confronted questions about political influence over IRS administration before.

In 2013, the Treasury Inspector General for Tax Administration found that the IRS had used inappropriate criteria to identify applications from Tea Party and other organizations for additional scrutiny.

The controversy led the Senate Finance Committee to conduct a bipartisan investigation lasting more than two years.

Republicans and Democrats did not agree on every conclusion. Republicans argued that conservative organizations had been unfairly targeted and that political bias contributed to their treatment. Democrats emphasized serious management failures and noted that the investigation did not establish criminal wrongdoing. The investigation also examined improper treatment and lengthy delays involving some progressive organizations.

But the episode established a broader principle: federal tax administration should not depend upon an organization’s political viewpoint.

Warnock and Wyden invoke that history directly.

“Republican leaders repeatedly argued that tax administration must never be influenced by political bias or viewpoint,” they wrote. “That principle should apply equally regardless of the political views of the organizations involved.”

The comparison provides a standard that does not depend on which political party controls the White House.

If conservative organizations should not face improper IRS scrutiny because of their political views, organizations on the left should receive the same protection.

Enforcement or Political Retaliation?

None of this means nonprofit organizations are immune from government scrutiny.

Organizations granted tax-exempt status must comply with the laws governing that status. Evidence that an organization violated federal tax law can legitimately trigger examination and enforcement.

Warnock and Wyden acknowledge that distinction.

“Organizations that violate section 501(c)(3) should face appropriate enforcement regardless of their politics,” they wrote, “and organizations should never face IRS scrutiny because political officials disapprove of their views.”

That distinction is at the center of the inquiry.

At this stage, publicly available information does not establish that political officials directed the IRS to investigate particular organizations. The inquiry is intended, in part, to determine whether such direction occurred.

It also gives Treasury and the IRS an opportunity to dispute the senators’ premise, explain the purpose of any review of tax-exempt organizations and describe safeguards intended to keep political considerations from influencing IRS enforcement.

The senators have requested answers by Sept. 15.

Those responses could provide the first opportunity to compare the allegations that prompted the inquiry with the administration’s account of what Treasury and the IRS are actually doing.

Until then, the central question remains unanswered: Are organizations being examined because there is evidence they violated federal law, or because political officials disagree with their views?

The answer could determine whether this remains a dispute over tax policy and political rhetoric or becomes a larger examination of the independence of the Internal Revenue Service.

Truth Seekers Journal thrives because of readers like you. Join us in sustaining independent voices.

Can a Black Veteran Farmer Win in Rural Georgia?

Shawn Harris’s grassroots campaign tests whether a Black Democrat can compete in deep red rural Georgia, leveraging biography, small dollar fundraising and growing support across northwest communities.

“This story was originally published by Barn Raiser, your independent source for rural and small town news.” 

Gap narrows in a district once held by Marjorie Taylor Greene

By Barn Raiser |  August 29, 2026

Lori and Scott Jordan were leaving the Kroger in Dallas, Georgia, on a rainy Tuesday afternoon. They were among the rare people willing to stop and talk politics while others hurried to their cars.

“I got plenty to say,” says Lori. They’ve seen the price of everything go up recently. “The sign right there tells a lot of it. $4.09,” says Scott, pointing to a nearby gas sign. “[The president’s] on TV saying it’s less than $2 per gallon.”

Democrat Shawn Harris speaks to supporters during townhall in Chatsworth, GA July 21, 2026 (Milton Kirby)

The Jordans, a white, middle-aged couple, say they are voting for Shawn Harris, a Black retired brigadier general running as a Democrat for Congress in Georgia’s sprawling 14th Congressional District. The couple frequently finished each other’s sentences while explaining that in the last two years, Scott, 63, who uses a pacemaker, lost his federal health coverage. After the One Big Beautiful Bill rolled back tax credits and imposed new requirements to the Affordable Care Act in 2025, their adult children no longer have access to health insurance, including their daughter, a recent cancer survivor. 

“She doesn’t have insurance now,” Lori says quietly. 

Dallas, a town of 15,000 more than 30 miles northwest of Atlanta, is the county seat of Paulding County, one of the most competitive parts of a congressional district that spans roughly 3,000 square miles along the northwest corner of Georgia’s state line. In previous years, the district held national attention because of its firebrand Republican representative Marjorie Taylor Greene. 

Greene rose to power in 2020, riding a wave of extreme right-wing reaction during the pandemic, during which she compared vaccine requirements to the yellow stars that Nazis forced Jews to wear during the Holocaust. Her unabashed promotion of Donald Trump’s false claims of a rigged 2020 election, QAnon conspiracy theories and Christian Nationalist views enabled her rapid ascent as a central figure of the MAGA movement. 

Yet Greene’s subsequent fall from grace in the Republican party has marked one of the more astonishing political reversals in recent memory. By 2025, tensions that emerged between Trump and Greene had turned into a full-blown rift as Greene criticized Trump for his opposition to the Epstein Files Transparency Act and ignoring an “America first” agenda with military interventions in Venezuela and Iran. In November 2025, Greene announced her decision to resign from Congress, leaving power up for grabs in her Georgia seat. 

14th US Congressional District

In a March special election to complete Greene’s unexpired term, Democrat Shawn Harris finished first in a crowded field of 17 candidates, 12 of them Republicans, receiving 37% of the vote. Republican Clay Fuller finished second with 35%.

In the April runoff, Fuller, who is white, defeated Harris, with 56% of the vote to Harris’s 44%, a difference of just over 15,000 votes. In Paulding County, population 191,000, Harris lost by just 273 votes, garnering 49.9% of the vote, a dramatic 9-point improvement over his previous run. 

Both men subsequently secured their parties’ nominations for the November election (Fuller also received Trump’s endorsement), setting up another Harris-Fuller contest, this time for a full two-year term.

The result could carry implications beyond northwest Georgia. In 2024, Harris challenged Greene and lost decisively, receiving just 36% of the vote. Harris’s 44% in the April runoff could either represent evidence of an electorate becoming more receptive to him or the ceiling for a well-funded Democrat in one of Georgia’s most Republican congressional districts.

At a time when Democrats nationally are searching for ways to compete outside major cities and suburbs, Harris is testing whether biography, small-dollar fundraising, local organizing and a deliberate appeal to independents and Republicans can overcome a district’s deeply established partisan identity.

Soldier, farmer and candidate

For Harris, a retired brigadier general and cattle farmer, places like Paulding may determine whether his latest campaign for Congress ends differently from the ones before it.

He is attempting something Democrats have been unable to accomplish in this deeply Republican corner of Georgia: win a seat in Congress. And he’s attempting it as a Black man in an 88% white district without an ounce of support from the Democratic Congressional Campaign Committee (DCCC). 

This time, however, his numbers show his effort is about more than making a statement.

Harris’s appeal to northwest Georgia voters begins with his biography.

He grew up on his family’s farm in southwest Georgia. After high school, he enlisted in the U.S. Marine Corps. He later earned a degree in agribusiness from Tuskegee University, where he met his wife, Karla. He transitioned to the U.S. Army, serving as a combat infantry commander in Afghanistan and rising to the rank of brigadier general before retiring. Today, Harris and his wife operate a first-generation grass-fed cattle farm near Rockmart, 50 miles northwest of Atlanta.  

Speaking before voters in rural Chatsworth in July, Harris presented himself as a politician focused on constituent service.

“When I get to D.C., my focus is one hundred percent you, your kids and your grandkids,” Harris told the audience. “I don’t need to be seen on TV. I’m not looking to be some celebrity.”

Shawn Harris speaks to voters at a campaign event in Chatsworth, Georgia, on July 21. (Milton Kirby)

For at least one voter in Chatsworth, that message strikes a chord. Peggy Hobgood voted for Trump 3 times. 

“Just seems like this time, I hate to say this, that man’s all about putting his name on a building or a boat or a dollar bill,” Hobgood says. “We don’t need a president like that and we don’t need another one falling in behind him either. I just hate to see people, older people who worked their whole lives and they’ve got nothing.” But Hobgood says she has no plans to vote again because “it’s crooked everywhere.” 

Harris calls himself a moderate, “common sense” Democrat and argues that his path to Congress requires a coalition of Democrats, independents and Republicans. He is running on bread-and-butter issues such as better roads, more mental health services, more health clinics, lower grocery prices, expanded broadband and a fully-funded farm bill. Fuller, his opponent, is an attorney who also serves in the Air National Guard. Fuller grew up in north Georgia and was the district attorney for a four-county circuit in northwest Georgia, according to his campaign website. Appointed by Trump as a White House Fellow during the president’s first term, he identifies himself as a Christian conservative who defends the unborn. He espouses America First policies including tougher immigration enforcement and mass deportation. 

Donald Trump carried the 14th District by roughly 37 percentage points in 2024. But the president’s polling numbers have sunk to new lows. Democratic candidates across the country are tapping into the economic hardship voters are facing from arbitrary on-and-off tariffs and an unprovoked war on Iran driving up prices while Republicans respond with cries of communism. 

Harris sees his campaign’s role in a larger Georgia political landscape where many key races are in play. 

Democrat Keisha Lance Bottoms, the former mayor of Atlanta, is in a statistical tie with billionaire newcomer Rick Jackson for the open governor’s seat, according to Georgia-based pollster InsiderAdvantage, WABE public radio reports. Jackson announced last week that he has allocated $87 million in advertising against Lance Bottoms, who has less than $1 million on hand. The same poll also showed Sen. Jon Ossoff, the Democratic incumbent, 7 points ahead of his challenger Mike Collins. Both candidates are multimillionaires, according to the Atlanta Journal Constitution

“If Jon Ossoff is still our senator, and Keisha Lance Bottoms is our governor, she just made history,” Harris tells Barn Raiser. “And then everybody else below me gets elected, all the way down to the lowest level you can come up with, and I lose, that is still a win.”

Measuring rural support

Harris Campaign Communications Representative Lauren Boone tells Barn Raiser that support is already developing across rural Northwest Georgia. 

Boone points to local volunteers, donors, people placing yard signs and residents attending events. The campaign says its volunteer operation extends throughout the district and includes people from rural and agricultural communities.

Boone also claims that campaign canvassing from the special and runoff elections indicated Harris received support from 65% of independents and 20% of Republicans.

Georgia does not register voters by political party, making crossover voting difficult to determine from election returns alone, so the campaign’s numbers do not prove Harris won 20% of Republican voters. But they reveal what Harris’s campaign believes its own voter contacts are telling it, and they help explain the campaign’s strategy.

A yard sign supporting Shawn Harris in Georgia’s 14th Congressional District. (Milton Kirby)

An analysis of the election results offers some insights, though. In more Democratic-leaning parts of the district, Harris was able to hold his own, garnering between 43% and 58% of the vote. 

But the numbers change considerably farther into the district’s Republican strongholds. In those areas, support for Harris ran between 24% and 36%, far behind Fuller. 

Perhaps most strikingly, Harris received only 31% of the vote in Polk County, where he lives and farms.

Those results show both the opportunity and the problem facing his campaign. Harris has demonstrated significant competitiveness in portions of the district, while a substantial Republican wall remains elsewhere.

Can Harris really win over Republicans?

The narrow margin in a Republican stronghold like Paulding does not mean that Paulding has suddenly become Democratic, nor does it establish that large numbers of Republicans crossed over to Harris.

It does demonstrate something more limited, but important: in at least one populous part of this overwhelmingly rural and Republican district, Harris was able to make the race essentially even. 

For Democrats looking nationally at whether deeply Republican territory can still be contested, Harris does not necessarily have to turn every red county blue. Neither does he have to persuade most Republicans to vote Democratic. He just needs enough of them, combined with Democrats and independents, to change the arithmetic in counties where Republican margins have traditionally been overwhelming.

Rural Georgians feeling the economic pain of the Trump administration’s policies combined with inaction by a Republican-led Congress might just tip the scale.

Paulding County offers a glimpse of what that would look like.

An $8 million question

Harris has demonstrated an extraordinary ability to raise money without party support.

Federal Election Commission (FEC) records show his campaign raised approximately $8.1 million from April 2025 through June 30, 2026, four times more than his opponent. 

Nearly all came from individual contributions. About $6.22 million of Harris’s individual contributions were reported as unitemized.

Communications Representative Boone says the average contribution is $22.02, although that figure cannot be independently verified by FEC reports. Fewer than 50 contributors have donated more than $3,000. Harris reported no candidate loans and no contributions from party committees.

Campaign records show that Harris hired a Massachusetts campaign consultant called Campaign Industries, founded by a veteran election campaign organizer Mac D’Alessandro and a veteran union organizer John Hennelly. It offers candidates complete campaign services from creating strategy to hiring, firing and managing field staff. 

The Harris campaign has dedicated more than $3.2 million to digital fundraising and social media, which explains, in part, the high number of small donors. 

Boone says the campaign maintains a small staff, with four regular staffers and several part-time consultants and support staff, allowing it to devote resources to direct voter contact.

“We are very focused on our field program, door knocking, phone calling, town halls, etc. throughout the district,” she says. “Our amazing volunteer corps has played a big part in allowing this model to work so successfully.”

Less than $1 million was spent on campaign staff during the 12-month period, according to Boone. The remainder went toward fundraising, voter contact and persuasion through field operations, social media and paid media.

Boone says that in addition to nearly 200 active volunteers inside the district, the campaign has more than 500 nationwide. Some of those volunteers, she says, are expected to travel to northwest Georgia during the closing days of the campaign. For a congressional candidate receiving no DCCC support, the nationwide volunteer network presents an unusual contrast. 

Republican Clayton Fuller’s financial operation looks considerably different.

Through June 30, Fuller reported approximately $1.85 million in receipts and $1.78 million in spending. About $1.08 million came from individuals, with his top donors contributing tens of thousands each and another $305,481 from other political committees. Fuller also loaned his campaign $450,000.

The Republican PAC Conservatives for American Excellence has spent nearly $500,000 opposing Harris. Additionally, more than $2.7 million in dark money is backing Fuller. 

Fuller’s donor list includes the American Israel Public Affairs Committee (AIPAC), the Koch Foundation, MAGA, Inc., Lockheed Martin and WinRed. His PAC donor list is more than 100 organizations long and totals an estimated $305,000. (By comparison, four PACs have donated just under $14,000 to Harris.)

Fuller has also spent the majority of his funds on media buys and digital strategy. His campaign consultant is Wiregrass Strategies, a firm run by Brandon Phillips, manager of Donald Trump’s 2016 Georgia presidential campaign. There is little indication of major expenditures on field staff in his FEC report. His campaign did not respond to requests for interviews.

The contrast shows Harris is attempting to finance a competitive campaign largely through individual contributions and an enormous small-dollar fundraising operation.

Fuller, on the other hand, is benefiting from a different financial ecosystem, including candidate financing, PAC contributions, major donors and outside spending.

A test bigger than GA-14

Harris frequently tells audiences that “leadership matters.” For him, the phrase extends beyond winning an election.

“Leadership means you know when to get the hell out of the way, so somebody else can get in the seats,” Harris told an audience in July.

He has also framed leadership as something extending beyond himself, talking about helping elect other candidates and building political participation throughout the ticket. 

His campaign expenditures show he means it. Not only is the Harris campaign not receiving funds from the Democratic Party, he is donating to them. Federal filings show the Harris campaign donating more than $27,000 to Georgia’s state Democratic party and multiple county Democratic parties in the district for event sponsorships and more.

Georgia’s 14th District is becoming a test of something larger: Can a Black Democrat compete in deep-red rural and white America without waiting for the national party to decide the race is winnable?

Harris is betting millions of dollars, hundreds of volunteers and yet another campaign that the answer is yes.

Valeria Howard Cunningham: From Preserving a Legacy to Building Her Own

Valeria Howard Cunningham’s Power 50 honor reflects her leadership in preserving Black Western heritage, expanding the Bill Pickett Invitational Rodeo, and creating generational opportunities through cultural stewardship.

By Milton Kirby | Washington, D.C. | September 4, 2026

When Valeria Howard Cunningham was recognized as one of the U.S. Black Chambers, Inc. 2026 Power 50 Women of Influence, she was being honored for more than the title she holds.

For Cunningham, president and CEO of the Bill Pickett Invitational Rodeo, the recognition represented something else: responsibility.

“Being named a U.S. Black Chambers Power 50 Woman of Influence is both a tremendous honor and a humbling reminder of the responsibility that comes with leadership,” Cunningham told The Truth Seekers Journal.

That responsibility will soon bring Cunningham back to the Washington, D.C., area.

Two months after receiving the Power 50 honor at a July 13 luncheon in Washington, Cunningham will lead the Bill Pickett Invitational Rodeo into its National Championship Finals Sept. 18 and 19 at The Show Place Arena in Upper Marlboro, Maryland.

The return offers a fitting connection between recognition and responsibility: Washington celebrated Cunningham’s influence. In Upper Marlboro, audiences will see the institution she leads in motion.

That responsibility did not begin when she assumed the top leadership role.

Cunningham helped build the Bill Pickett Invitational Rodeo alongside her husband, founder Lu Vason, becoming deeply involved in both its business operations and cultural mission. After Vason’s death in 2015, she stepped into the lead role, assuming full responsibility for protecting the institution while guiding it into a new era.

She inherited the responsibility for an institution she had already helped shape.

What followed was the challenge of preserving its history, expanding its reach and ultimately defining what the organization would become under her leadership.

Taking the Reins

Vason founded the Bill Pickett Invitational Rodeo in 1984 after recognizing how rarely the contributions of Black cowboys and cowgirls were reflected in popular portrayals of the American West.

His answer was to create a rodeo where Black competitors could showcase their skills while audiences learned about a history many had never been taught.

Cunningham was part of building that vision.

She understood the business of the rodeo, its relationships and the cultural purpose behind it. But after Vason’s death, the responsibility changed.

The decisions were now hers.

So was the future.

She faced questions about whether the organization could survive the death of its founder and whether she could carry it forward.

Cunningham did more than keep it alive.

The national tour continued. Corporate and community partnerships were strengthened. Educational and cultural programming expanded. The organization developed initiatives connecting Black Western heritage with music, health, youth development and community engagement.

Today, the Bill Pickett Invitational Rodeo describes itself as the world’s only touring African American rodeo association. In 2026, it is celebrating its 42nd year while continuing to present Black cowboys and cowgirls before audiences around the country.

That transition from helping build the institution to becoming the person responsible for its direction reshaped Cunningham’s understanding of leadership.

“Success isn’t measured by the titles you hold,” Cunningham told TSJ.

Her measure is what happens because someone held the position: the lives affected, opportunities created and doors opened for others.

That philosophy helps explain why the Power 50 recognition carries significance beyond another honor for Cunningham.

Preserving History by Keeping It Alive

The U.S. Black Chambers’ Power 50 Women of Influence recognizes women whose leadership contributes to economic growth, social progress and generational impact.

Cunningham’s work touches all three, but perhaps nowhere is her influence clearer than in cultural preservation.

The American cowboy occupies an almost mythical place in the nation’s history. Yet the image created by generations of movies and television often left Black cowboys outside the frame.

They were never outside the history.

Black men worked as cowboys, ranch hands, horsemen and cattle drivers across the West after the Civil War. Their contributions helped build the cattle industry and Western communities, even as popular culture largely failed to tell their stories.

The Bill Pickett Invitational Rodeo challenges that omission every time it enters an arena.

History there is not presented behind glass.

It rides through the gate.

Young people can see Black cowboys and cowgirls competing in real time while encountering a Western history that includes people who look like them.

For Cunningham, that connection between past and future is essential.

Her work is not only about preserving history but ensuring that Black communities participate in telling it.

That means introducing another generation to the people whose contributions might otherwise disappear from public memory.

Creating Something for the Next Generation

Cunningham’s leadership has also extended well beyond the rodeo arena.

Through the Bill Pickett Invitational Rodeo Foundation, the broader mission includes scholarships, mentorship, educational programming, community engagement and youth development.

Among its programs is Rodeo for Kidz Sake, which introduces young people to Black Western history while giving them an opportunity to experience the rodeo and see Black cowboys and cowgirls in the arena.

The Foundation’s work reflects a basic principle running through Cunningham’s approach to leadership: influence has little value if it ends with the person who possesses it.

That same philosophy can be seen in the organization’s expanding cultural reach.

Under Cunningham’s leadership, BPIR has developed initiatives connecting Black Western heritage with music, including programs that create opportunities for emerging Black country artists and broaden the cultural experience surrounding the rodeo.

Health initiatives, youth programs and community partnerships have further extended the organization beyond competition.

The rodeo remains the centerpiece.

But the institution surrounding it has grown.

That growth changes how Cunningham’s Power 50 recognition can be viewed.

The honor places her among accomplished women from business, media, entertainment, finance, public service and other fields.

But Cunningham’s path is unusual.

Her platform is a rodeo.

Her classroom can be an arena.

And the history she is working to preserve includes people who helped build America but were largely absent from the version of the West generations of Americans encountered in popular culture.

That gives Cunningham’s leadership both a cultural and generational dimension.

The goal is not simply for audiences to remember Bill Pickett or Lu Vason.

It is for young people to understand that there is a history preceding them, and a place for them in the history still being written.

From Stewardship to Leadership

When Cunningham assumed full responsibility for the Bill Pickett Invitational Rodeo after Vason’s death, it would have been easy to describe her role simply as preserving her husband’s legacy.

More than a decade later, that description is incomplete.

Cunningham had already helped build the institution.

What came afterward required leadership of her own.

She had to lead competitors, families, sponsors and audiences through a transition after the death of the organization’s founder. She had to protect the history at the center of the rodeo while positioning BPIR for another generation.

She also had to decide where the organization could go next.

The continued national tour is one measure of that work.

The expansion of corporate and community partnerships is another.

So are the scholarships, mentorship programs, educational initiatives, youth development efforts and cultural programming that have widened BPIR’s influence beyond the arena.

Its ability to introduce new audiences to Black Western culture may be the most visible measure of all.

But Cunningham appears to measure her impact differently.

Not by titles.

Not simply by recognition.

But by what remains after the recognition is over.

That may explain why she described being named a Power 50 Woman of Influence as both an honor and a responsibility.

The award recognizes what she has already accomplished.

The responsibility concerns what she does next.

For Cunningham, that means continuing to tell a history too important to lose, creating opportunities for those coming behind her and ensuring that the institution she helped build is strong enough for another generation to inherit.

That work will continue Sept. 18 and 19 in Upper Marlboro, where the Bill Pickett Invitational Rodeo National Championship Finals will bring Black cowboys and cowgirls from across the country to The Show Place Arena for three performances and competition for more than $200,000 in cash and prizes.

Lu Vason founded the Bill Pickett Invitational Rodeo.

Valeria Howard Cunningham helped build it beside him.

Then she accepted responsibility for leading it forward.

More than a decade later, she is no longer simply preserving his legacy.

She is building her own.

Related articles

Beyond the Title: USBC Power 50 Celebrates Black Women Who Turn Influence Into Impact

Truth Seekers Journal thrives because of readers like you. Join us in sustaining independent voices.

Beyond the Title: USBC Power 50 Celebrates Black Women Who Turn Influence Into Impact

The U.S. Black Chambers 2026 Power 50 Women of Influence honors Black women whose leadership, entrepreneurship and impact are shaping business and communities nationwide.

By Milton Kirby | Washington, D.C. |August 30, 2026

Inside The Ritz-Carlton in Washington, D.C., accomplished Black women from across the country gathered Monday, July 13th to be recognized for their influence.

They were executives and entrepreneurs, filmmakers and advocates, corporate leaders and community builders. Their professions differed, as did the paths that brought them into the room.

But throughout the U.S. Black Chambers, Inc. 2026 Power 50 Women of Influence luncheon, conversations kept returning to a larger question: What makes someone influential?

Nicole Parker had a straightforward answer.

“How you give, how you serve, how you show up.”

Parker, a member of the inaugural Power 50 class, was describing qualities behind an annual recognition of Black women whose leadership and impact extend across business, government, healthcare, finance, entertainment, technology, nonprofit leadership and other sectors.

Some of the women honored have names recognized far beyond their industries. Others have spent years doing consequential work with considerably less public attention.

That distinction is part of why the Power 50 exists.

Looking Beyond Familiar Names

Tiffany Murphy, who works with the Power 50 program, said its beginnings grew partly from noticing who was, and was not, receiving recognition.

“We realized the same Black female executives were getting recognized, but there were so many that were doing wonderful things,” Murphy said. “And that’s what essentially became the Power 50.”

The response to the program suggests just how many women fit that description.

Murphy said USBC received nearly 1,000 nominations for the 2026 class.

Organizers then faced the difficult task of narrowing that pool to the women who would receive the annual recognition. Despite the Power 50 name, Murphy acknowledged that organizers have found it difficult to limit the final class to exactly 50.

The number of nominations points to something larger than an awards program. There is no shortage of Black women leading companies, building organizations, influencing industries and serving communities. The challenge is making sure more of that work is seen.

Murphy believes the program itself is beginning to reach another stage.

“I think this is the first year it’s really kind of did its own thing,” Murphy said. “We’re five years in. It’s getting buzz. People are learning more about it.”

The 2026 class included women from a broad range of professions and experiences.

Cheryl Boone Isaacs, former president of the Academy of Motion Picture Arts and Sciences, was named Global Trailblazer of the Year. U.S. Rep. Jasmine Crockett was named Woman of the Year.

Isaacs made history in 2013 when she became the first African American to serve as president of the Academy. She now serves as founding director of the Sidney Poitier New American Film School at Arizona State University.

But national name recognition is not what defines a Power 50 honoree.

The class also includes women building businesses, creating nonprofits, opening professional pathways and working in communities where their names may never regularly appear in national headlines.

“How You Give, How You Serve, How You Show Up”

Parker has watched the Power 50 develop from its early years.

A small-business owner and USBC board member, she returned for the 2026 luncheon as a previous honoree supporting a new class of women.

“The Power 50 is just about women leading the movement, from women entrepreneurs to C-suite executives in all industries,” Parker said.

Asked what goes into identifying a Woman of Influence, Parker did not begin with titles, money or celebrity.

“They look at community,” she said. “They look at the impacts that you’ve done in your industry or in the community, how you give, how you serve, how you show up.”

Inside the luncheon, those qualities took different forms.

For one woman, influence meant turning a missing pathway into an opportunity for others.

For another, it meant recognizing the collective economic and creative power of Black women.

And for another, being honored for decades of work became a reminder that there was still more to do.

Creating the Opportunity She Once Needed

Agnes Moss knows what it is like to search for a professional pathway and not find one.

Moss, founder and president of the National Black Movie Association, once dreamed of working in film.

Agness Moss – Photo by Milton Kirby

While attending North Carolina Central University, she could see successful Black filmmakers such as Spike Lee and John Singleton. What she could not see was a clear path from college into a sustainable career in the industry.

“We didn’t have social media, so there was no direct path to get to a viable career in the film industry,” Moss said.

Her professional journey eventually took her into news, education, public relations and other fields. Still, the desire to tell stories through film remained.

Years later, Moss began asking herself what might have changed her own journey.

“How could my trajectory have been different?” she recalled. “What did I need?”

The answer helped shape the National Black Movie Association, a nonprofit that champions Black stories, promotes equity in film education and works to connect aspiring filmmakers, including students at historically Black colleges and universities, with opportunities in the industry.

Moss summarized the evolution of that work in one sentence.

“We used to advocate for opportunities in the film industry, but now we create them.”

Her experience offered one answer to the question of what influence can accomplish.

It can make sure someone coming behind you does not encounter the same closed door.

Kyra Hardwick – Photo by Milton Kirby

“We’re All Impact Makers”

Kyra Rénel Hardwick saw another kind of power in bringing accomplished Black women together.

Hardwick, founder of The Kyra Company, works with small businesses and corporations on operations and business development.

“Black women coming together and being honored for being amazing is top tier,” Hardwick said. “But the fact that we know we’re all impact makers is what makes this amazing.”

For Hardwick, the significance was not simply that individual women were receiving awards. It was what their collective presence represented.

“You get us in the same room and all this good energy, regardless of what our economic status is, regardless of what our economy is saying, we are innovators. We’re creators.”

The room represented women who had accumulated experience, relationships, resources and influence in different corners of American life.

Bringing them together created the possibility that individual influence could become collective impact.

Beth Powell – photo by Milton Kirby

Recognition Without Arrival

Beth Powell offered perhaps the clearest example of why recognition matters even to someone who has already accomplished much.

Powell is a Boeing 737 captain with American Airlines, as well as an author, emerging filmmaker and longtime community advocate.

She described being selected for the Power 50 as “incredible, humbling and, at the same time, inspirational.”

Her reaction also illustrated Parker’s earlier description of the qualities behind the recognition.

Powell said her community work spans more than 26 years. Yet when she looked around the gathering, she did not describe herself as someone who had arrived.

She saw women she admired.

“I see the vision, and that they believe in me, and that I will be like my heroes and sheroes someday,” Powell said.

It was a striking observation from a woman who had already been selected to stand among those she admired.

Recognition can acknowledge a body of work. But it can also tell recipients that others see something in them that they may still be working to see fully in themselves.

For Powell, selection to the Power 50 did not sound like an endpoint.

It sounded like another reason to keep going.

The Work That Remains

The Power 50 luncheon was built around recognition, but the conversations surrounding it repeatedly returned to responsibility.

Murphy talked about women whose work deserved to be seen.

Parker talked about giving, serving and showing up.

Moss talked about creating opportunities.

Hardwick talked about impact.

And Powell talked about work.

Together, their voices offered a definition of influence considerably broader than a job title or a place on an annual list.

Influence meant having enough experience to create a pathway for someone else.

Enough visibility to bring attention to work that matters.

Enough access to open a door.

And enough humility to recognize that receiving an honor does not mean the work is finished.

Powell returned to that idea as she reflected on what the gathering represented.

“We’re celebrating tenacity,” she said. “We’re celebrating the work. We’re celebrating the work within the community I’ve done over 26 years, and there is work that still remains to be done.”

For an event honoring some of the nation’s influential Black women, it was a fitting reminder of what the Power 50 recognition can mean.

Not merely reaching the room. But remembering who still needs a door opened.

Truth Seekers Journal thrives because of readers like you. Join us in sustaining independent voices.

Atlanta, MARTA Reach $52 Million Settlement to End Years-Long More MARTA Dispute

Atlanta and MARTA reached a $52 million settlement ending their More MARTA funding dispute, shifting attention from competing audits to promised transit improvements.

By Milton Kirby | Atlanta, GA | August 28, 2026

The City of Atlanta and MARTA have reached a $52 million settlement ending a years-long dispute over how money collected through the voter-approved More MARTA Atlanta sales tax was allocated for enhanced bus service.

The agreement resolves a disagreement that produced dramatically different conclusions about how much money should have been returned to the More MARTA account.

A city-commissioned audit concluded that MARTA had overcharged the program by approximately $70 million. MARTA disputed that finding, and a later assessment by accounting firm KPMG calculated the amount at approximately $865,630.

The final settlement landed between those figures, but considerably closer to the city’s calculation.

MARTA has already transferred $19.37 million from the MARTA Reserve Account to the More MARTA Atlanta Reserve Account. Under the settlement, MARTA will transfer another $32.63 million in monthly installments, with the full amount transferred no later than Aug. 31, 2028.

The $52 million represents the full and final resolution of the disputed amounts involving More MARTA sales-tax proceeds used for enhanced bus service.

“This agreement puts a long-running dispute behind us and allows us to put our full focus where it belongs, delivering the transit investments Atlantans voted for,” Mayor Andre Dickens said in announcing the agreement.

Dickens credited MARTA General Manager and CEO Jonathan Hunt, MARTA Board Chair Jennifer Ide, Atlanta City Council Transportation Committee Chair Alex Wan and the staffs of both organizations with reaching the settlement.

“We can disagree, work through difficult issues and still find a way forward,” Dickens said. “This resolution protects Atlanta’s investment and gives us a stronger foundation to work together on the transit system our residents and region deserve.”

How Did $70 Million Become $865,630?

At the center of the dispute was not an allegation that MARTA spent More MARTA money on something unrelated to transit.

It was an accounting disagreement over how much of Atlanta’s More MARTA sales-tax revenue should have been charged for operating enhanced bus service and how much should have remained available for capital projects.

Atlanta voters approved an additional half-penny sales tax in 2016 to expand and improve transit within the city. Collections began supporting enhanced service in 2017.

As the program developed, MARTA charged More MARTA for service improvements above an established baseline, including increased frequency on bus routes.

Questions about those calculations eventually led the Atlanta City Council in 2023 to seek an audit of the program.

Accounting firm Mauldin & Jenkins examined More MARTA from its inception through June 30, 2023. Its report concluded that MARTA had charged approximately $70 million more than it should have for enhanced bus service.

MARTA strongly disputed the finding.

The transit agency argued that the methodology used to reach the $70 million figure failed to properly account for changes in transit service, particularly when MARTA reduced service throughout the system during the COVID-19 pandemic.

A subsequent KPMG assessment examined the competing methodology.

KPMG concluded that the original approach to allocating enhanced-service costs worked during the program’s early years, when service was primarily being added in Atlanta. But that methodology became less appropriate after service reductions occurred throughout MARTA’s larger system.

Under the earlier approach, reductions elsewhere in the MARTA system could affect calculations involving Atlanta’s More MARTA operating fund even when those reductions were not caused by changes to Atlanta service.

KPMG recommended a proportional methodology designed to distribute service changes more broadly across the transit system.

Using that approach, the amount calculated as due to the More MARTA capital fund was approximately $865,630.

That left Atlanta and MARTA tens of millions of dollars apart.

City officials continued to stand behind the original audit.

MARTA maintained that the city’s calculation was based on a flawed methodology.

The settlement announced Thursday resolves that argument at $52 million.

No Declaration of a Winner

The numbers make the agreement noteworthy.

The settlement is approximately $18 million below the nearly $70 million identified in Atlanta’s audit.

But it is more than $51 million above the approximately $866,000 calculated under the later KPMG methodology.

The agreement does not say MARTA admitted that Atlanta’s audit was correct.

Nor does the settlement erase the competing conclusions reached during the dispute.

Instead, the city and MARTA describe the $52 million as the full and final resolution of all disputed amounts related to More MARTA sales-tax proceeds allocated for enhanced bus service.

That distinction is important.

The settlement resolves what MARTA will transfer to the More MARTA account. It does not necessarily resolve which accounting methodology should be considered correct.

Disagreement Spilled Into Public View

What began as an accounting dispute eventually contributed to broader tension between Atlanta City Hall and MARTA.

One of the most visible flashpoints involved the planned transformation of Five Points Station, the downtown hub connecting MARTA’s north-south and east-west rail lines.

In June 2024, Dickens asked MARTA to pause work on the approximately $230 million Five Points project while questions surrounding More MARTA and other concerns were being addressed.

Although MARTA and the city later announced plans to move the project forward, disagreement developed over permits needed for construction.

Records later reported by The Atlanta Journal-Constitution showed city officials telling MARTA representatives that resolving the More MARTA audit and moving the permits forward were linked. Dickens publicly denied that his administration was withholding permits because of the audit.

By March 2025, the disagreement had become unusually public.

Dickens appeared before MARTA’s board as city and transit officials offered conflicting accounts about permits, meetings and communications between the organizations.

The new settlement provides an opportunity to change that relationship.

“Resolving this matter provides greater certainty for both MARTA and the City and allows us to continue moving the More MARTA Atlanta program forward,” Hunt said.

Hunt was named MARTA’s permanent general manager and CEO earlier this month after serving approximately a year in the position on an interim basis.

“Our customers are best served when MARTA and the City are working together in a collaborative fashion,” Hunt said. “This agreement gives us an opportunity to turn the page, strengthen that partnership and focus on making meaningful improvements to our system while delivering safe and reliable transit for the people of Atlanta.”

Where Does the $52 Million Go?

Despite the size of the settlement, MARTA is not writing Atlanta a $52 million check for the city’s general budget.

The money is being transferred between MARTA-administered accounts.

MARTA previously moved $19.37 million from the MARTA Reserve Account into the More MARTA Atlanta Reserve Account. The remaining $32.63 million will be transferred through monthly installments by Aug. 31, 2028.

Those funds will then be available for future More MARTA projects and other program priorities.

The distinction matters because the settlement is ultimately about transit money and where within MARTA’s financial structure that money belongs.

It also raises a broader question.

Moving $52 million into More MARTA means those dollars will not be available for other MARTA purposes.

MARTA officials have indicated the agreement is not expected to affect the agency’s operating expenses, but it could reduce money available for systemwide state-of-good-repair projects. The agency could have to defer or reduce some projects, identify savings or consider financing alternatives.

Those decisions have not been finalized.

A Promise Made by Voters

For Atlanta residents, the larger issue extends beyond the accounting disagreement.

In 2016, voters approved the half-penny More MARTA sales tax to make a substantial long-term investment in the city’s transit system.

The program was envisioned as a way to expand transit and improve mobility throughout Atlanta. An initial collection of dozens of possibilities was eventually narrowed to 17 projects approved by MARTA’s board in 2018.

Those plans have changed over time as construction costs increased, priorities shifted and projects were reconsidered.

Progress has also been uneven.

The Summerhill Bus Rapid Transit project and the NextGen Bus Network have been among the most visible More MARTA initiatives moving toward delivery, while several other projects originally envisioned under the program remain years away or have changed significantly from their original concepts.

That history makes Atlanta City Council Transportation Committee Chair Alex Wan’s emphasis on accountability particularly relevant.

“Atlanta voters made a significant investment in the future of transit when they approved More MARTA, and we have a responsibility to make sure those dollars are accounted for and deliver the improvements residents were promised,” Wan said.

“This settlement provides needed resolution and allows all of us to move forward with greater accountability, transparency and focus on delivering projects.”

MARTA Board Chair Jennifer Ide similarly described the settlement as an opportunity to rebuild the working relationship between MARTA and the city.

“This settlement reflects the kind of responsible governance our customers and taxpayers should expect,” Ide said.

“The Board appreciates the work by both parties to reach a resolution that provides clarity, closes this chapter and creates an opportunity for a stronger working relationship between MARTA and the City of Atlanta.”

From Accounting to Accountability

The settlement answers a question that has followed MARTA and Atlanta for more than two years.

The amount is $52 million.

But resolving the accounting dispute creates another test for both organizations.

The settlement announcement does not specify which More MARTA projects will receive the additional money now being committed to the program.

That means the next phase of the story will not be decided by auditors.

It will be measured by what gets built.

Nearly a decade after Atlanta voters approved an additional sales tax to expand and improve transit, MARTA and the city have agreed on how much money will resolve their dispute.

Now they must show Atlantans what that $52 million will deliver.

Support open, independent journalism. Your contribution helps us tell the stories that matter most.

Jonathan Hunt Earns MARTA’s Top Job. Now Comes the Test of “Routine Excellence

MARTA names Jonathan Hunt permanent CEO after a national search, placing safety, transparency, accountability and his promise of “routine excellence” at center stage.

By Milton Kirby | Atlanta, GA | August 14, 2026

Jonathan Hunt did not initially want the job.

When Hunt stepped into the role of interim general manager and CEO of MARTA in August 2025, following the departure of Collie Greenwood, he said he was not interested in becoming the permanent leader of one of the nation’s largest public transit systems.

A year later, Hunt had changed his mind.

After a national search that reached across the transportation industry and identified and contacted more than 250 candidates, the MARTA Board of Directors narrowed the field to three finalists. On Thursday, Aug. 13, it selected the man who had spent the previous year doing the job.

Jonathan Hunt – General Manager & CEO – Photo by Milton Kirby

Hunt is now MARTA’s permanent general manager and chief executive officer.

“To be named general manager and CEO of MARTA is an incredible, incredible honor,” Hunt said following the decision.

But neither Hunt nor MARTA Board Chair Jennifer N. Ide used the occasion simply to celebrate.

Both acknowledged that MARTA still has work to do.

“I think that we are in a much better place than we were a year, 18 months ago,” Hunt said. “But we still have, you know, a ways to go.”

Ide was even more direct.

“How MARTA is operating today is good,” Ide said. “What we expect with Jonathan as the permanent CEO is we expect great. We expect exceptional.”

Then she raised the bar higher.

“Where we are today isn’t good enough for the city of Atlanta.”

For Hunt, the year-long audition is over. The challenge now is turning the accomplishments of his interim tenure into the everyday service riders expect from MARTA.

A National Search Ends at Home

Hunt’s selection followed what MARTA described as an extensive national search.

The Board retained Diversified Search Group following a competitive selection process. According to Ide, the firm and MARTA’s search committee cast a wide net across public transit, airports and airlines, freight and passenger rail, port authorities and logistics.

More than 250 potential candidates were identified and contacted.

Board members representing MARTA’s major jurisdictions participated in the process, developing the position description, screening and vetting candidates and conducting structured interviews.

Three finalists emerged.

Hunt was joined by Cleveland Ferguson III of the Jacksonville Transportation Authority and Leroy Jones of Washington’s Metro system.

The candidates brought different experiences to the competition.

Jones came from one of the nation’s largest transit systems, with extensive bus and rail operations in the Washington metropolitan area.

Ferguson came from Jacksonville, a smaller transit operation without a heavy-rail system comparable to MARTA.

Hunt brought something neither outside candidate could offer: more than a decade inside MARTA and nearly a year already sitting in the chief executive’s chair.

Ide emphasized that the selection was not an indictment of the other finalists.

“The process gave us three exceptional finalists, and I didn’t say that lightly,” she told the Board. “Cleveland Ferguson, Leroy Jones, and Jonathan Hunt each brought something real to the table, and any one of them could have led MARTA well.”

But after final interviews and deliberations, the Board chose Hunt.

Jennifer Ide – MARTA Board Chair – Courtesy Photo

Ide explained why.

“What ultimately made Jonathan the most qualified candidate was not a single credential,” she said.

Instead, she pointed to Hunt’s leadership and the Board’s belief that MARTA is moving in the right direction under him.

Over the past year, Ide said, Hunt strengthened relationships with MARTA’s jurisdictional partners, business community, employees, stakeholders and riders.

His knowledge of the agency also mattered.

“He understands our operations, our finances, our capital program, and the complicated web of government and community interests that we answer to,” Ide said.

The Candidate Who Initially Didn’t Want the Job

Hunt’s path to the permanent position was unusual because he initially indicated he wasn’t seeking it.

But something changed during his year at the top.

Hunt has described the interim assignment as the most rewarding and purposeful experience of his professional career. He also said people within and around MARTA encouraged him after watching his leadership.

Eventually, the reluctant interim leader became a candidate for the permanent position.

The Board’s decision suggests his year in the job became something few outside candidates could duplicate: a real-world audition.

Hunt took over MARTA during a period of significant change.

During his interim tenure, the agency launched a redesigned bus network, replaced its Breeze fare-payment system and implemented Atlanta’s first bus rapid transit line.

He also oversaw MARTA’s operations, safety and customer experience during the FIFA World Cup, when the region’s transit system faced extraordinary demand.

Ide pointed specifically to the World Cup as evidence of Hunt’s leadership.

“For those few months, all eyes were on MARTA and on Jonathan, and he met the moment and delivered,” she said.

But Hunt’s permanent tenure will not be judged solely by how MARTA performed during a global sporting event.

The more difficult test may be what happens on an ordinary Monday morning.

From World Cup Success to “Routine Excellence”

Hunt has repeatedly used a phrase to describe what he wants MARTA to become: “routine excellence.”

His goal, he says, is a transit system that is safe, clean and reliable every day.

That distinction matters.

Moving huge crowds successfully during the World Cup demonstrated what MARTA can do when the system, its employees and the region are focused on a major event.

The challenge now is delivering that level of reliability when there are no international television cameras and no global event underway.

Ide made clear that the Board shares that expectation.

“We have a unique opportunity to carry the momentum of the World Cup into our everyday routine excellence of service,” she said.

Then she added an important promise.

The Board, she said, will hold Hunt to that standard.

That standard comes as MARTA continues to manage major projects and challenges.

The agency is rolling out a redesigned bus system, transitioning riders to a new Breeze fare system, implementing bus rapid transit and preparing new rail cars for passenger service.

At the same time, riders judge MARTA by more immediate concerns: whether the bus arrives, whether the train is on time, whether stations and vehicles are clean and whether they feel safe while using the system.

Those everyday experiences may ultimately determine whether Hunt’s “routine excellence” becomes more than a phrase.

Safety and Trust Remain Challenges

Safety remains particularly important.

During coverage of the CEO search, riders repeatedly raised security as one of their concerns for MARTA’s next leader.

That concern exists alongside MARTA statistics showing improvements in overall crime.

The distinction between statistics and perception is important.

An agency can report declining crime while riders still feel unsafe. A new CEO must address both.

Hunt appears to recognize that rebuilding confidence will require more than operational improvements.

In his remarks following his selection, he repeatedly returned to three ideas: transparency, accountability and trust.

He pledged greater collaboration across MARTA’s jurisdictions, with businesses and with community leaders.

He also called for “additional transparency as much as we possibly can in order to build back trust.”

“We started doing that in a major way this year,” Hunt said, “but we still have a long way to go.”

He described accountability as good for MARTA and good for rebuilding regional trust.

That acknowledgment may prove important.

Hunt is not taking over an agency that he describes as having completed its transformation. He is taking permanent responsibility for an agency whose shortcomings he openly acknowledges.

From Lawyer to Transit CEO

Hunt’s route to MARTA’s top job differs from the traditional image of a transit executive who spent an entire career running buses and trains.

He joined MARTA in 2014 and spent more than a decade in its legal department, serving as Chief of Corporate Law and Real Estate, Deputy Chief Counsel and ultimately Chief Legal Counsel.

But his professional background extends beyond law.

Earlier in his career, Hunt served as a Senior Assistant City Attorney for the City of Atlanta, handling aviation matters involving Hartsfield-Jackson Atlanta International Airport. He practiced law at Dentons and BakerHostetler and previously worked as a project engineer with Gilbane Building Company.

He also serves on the national board of the American Public Transportation Association and chairs its Legal Affairs Committee.

Hunt holds a bachelor’s degree from Hampton University and a Juris Doctor from Case Western Reserve University School of Law.

Ide emphasized that Hunt’s years inside MARTA have given him an understanding that extends well beyond the legal department.

“He understands our operations, our finances, our capital program, and the complicated web of government and community interests that we answer to,” Ide said.

“He has been in the ring for all of it.”

A Leadership Transition MARTA Did Not Expect

Hunt’s rise began with an unexpected leadership transition.

Greenwood, originally from Canada, joined MARTA in 2019 and became CEO in 2022. He left the agency in 2025 in what MARTA described as an early retirement connected to immigration and personal matters.

MARTA said at the time that the immigration process had affected Greenwood’s personal and professional progress. Greenwood said he and his wife had decided it was a good opportunity to retire early and spend more time with family and friends.

His departure created the opening that eventually placed Hunt in the interim role.

There is also a historical similarity.

Greenwood served as interim CEO before receiving the permanent job. Hunt has now traveled a similar path.

But MARTA’s Board stressed that Hunt did not simply inherit the permanent position.

He had to compete for it.

The national search ultimately brought MARTA back to the executive already inside the building.

The Patron Experience

Perhaps the clearest indication of where Hunt intends to place his attention came near the end of his Board remarks.

He promised to work with MARTA’s leadership team to improve the agency and, “most importantly,” improve the experience MARTA provides its patrons.

That is where the Board’s decision will eventually be judged.

Not in the executive suite.

Not in a press release.

Not simply by the successful handling of one major international event.

But on buses, trains and station platforms across the region.

Can MARTA improve reliability?

Can it increase ridership?

Can riders feel safer?

Can major projects be delivered successfully?

Can the agency become more transparent and accountable?

And can the system provide the safe, clean and reliable service Hunt says riders deserve every day?

Ide has already made clear that “good” will not be enough.

Hunt appears to agree.

“I truly believe we do have the best transit agency in the nation,” he said, “and we need to live up to that mantra.”

For the past year, Jonathan Hunt had the opportunity to show MARTA’s Board what he could do as an interim leader.

The Board liked what it saw enough to give him the job permanently.

Now comes the harder part.

Delivering what Hunt calls “routine excellence,” not for a few extraordinary weeks, but every day.

Support open, independent journalism. Your contribution helps us tell the stories that matter most.

When the Seasons Stop Making Sense: Climate Change Is Rewriting the Rules for Black Farmers

Black farmers across the South confront climate change, shifting growing seasons, drought, flooding and rising costs while fighting to protect land and livelihoods.

By Milton Kirby | Atlanta, GA | August 8, 2026

This reporting was made possible thanks to a grant from Grist.

For generations, farming required knowing the land and learning the seasons.

Farmers knew when the ground was usually ready. They knew when to plant, when rain normally came, when temperatures should begin to fall and how much grass cattle could expect from a pasture.

Weather was never completely predictable. Farming has always required risk.

But Black farmers interviewed across Alabama, Mississippi, Louisiana, Georgia, North Carolina and Virginia describe something different happening now.

The old assumptions are becoming less dependable.

They describe warmer temperatures, shifting planting dates, drought, intense rainfall, flooding, unexpected freezes and changing growing conditions. Some have altered what they plant. Others have changed when they plant. Cattle producers are watching pastures and hay supplies more carefully. Crop farmers are investing in irrigation, drainage, high tunnels and soil conservation.

And sometimes, after making all those adjustments, they still lose the crop.

Taken together, their experiences reveal something larger than a collection of bad weather events.

The U.S. Department of Agriculture’s Southeast Climate Hub describes agriculture in the region as operating under “increasing weather variability.” The Hub identifies drought, heat stress, excessive moisture and changing pest pressures among the risks confronting Southeastern producers.

The U.S. Environmental Protection Agency similarly identifies changing temperature and precipitation patterns, changes in extreme weather and shifts in growing seasons among the evidence of a changing climate.

For the farmers visited, those scientific descriptions have practical meanings.

Climate change is a decision about whether to put seed in the ground.

It is a field planted twice.

It is a pasture without enough grass.

It is hay that has to be purchased.

It is soil washed away by heavy rain.

It is produce that never reaches market.

And for Black farmers, those pressures are landing on top of a much older struggle over land, capital and survival in American agriculture.

The Calendar Is Moving

Bobby Wilson has spent decades working in Georgia agriculture.

Long before Metro Atlanta Urban Farm took root in College Park, Wilson spent years in agricultural extension, learning how to help farmers succeed. Today, he and his wife, Margarett, are reshaping five acres into an urban agricultural campus, producing food, training families, and cultivating a new generation of growers.

The farm grows more than two dozen crops across warm and cool seasons and is Certified Naturally Grown.

Wilson has watched something fundamental change over the course of his agricultural career.

The planting calendar.

Dates farmers once regarded as relatively safe are no longer necessarily the dates they use today. Warmer conditions can tempt a farmer to plant earlier, creating the possibility of getting produce to market ahead of competitors.

But warmth in early spring does not guarantee that winter is finished.

A late cold snap can turn that advantage into a loss.

USDA says growing seasons are changing as temperatures rise. Earlier spring conditions and later first frosts can lengthen growing periods, but earlier plant development can also leave crops vulnerable when damaging cold arrives after growth has begun.

That is the contradiction farmers are learning to manage.

Dennis Dahmer Sr. has confronted it in Mississippi.

An unexpected freeze damaged sugarcane on his farm, forcing him to reconsider when he should plant.

But changing a planting date after one bad season does not eliminate the risk.

Next year may be different.

That uncertainty is becoming part of farming itself.

In New Orleans, Ashley Webb and her husband, Andres Barcelo-Sanchez, have learned a similar lesson.

They operate Barcelo Gardens in the Ninth Ward, where what began as a community garden grew into an urban farm, farmers market and fresh-produce operation serving an area with limited access to fresh food.

Webb teaches gardening according to growing zones and seasons, but New Orleans presents another complication: the city’s heat-island effect can create conditions different from surrounding areas.

The couple also learned quickly that crops they had grown in Los Angeles did not necessarily perform the same way in Louisiana. Corn and carrots struggled. They adjusted, turning toward crops including okra, long beans, cucumbers and hot peppers.

Adaptation began with paying attention.

Crate of vegetable from the Barcelo Gardens – Photo by Milton Kirby

Too Little Water. Then Too Much.

Water may be the clearest example of the contradictions farmers described.

Harry McCoy raises cattle at McCoy Ranch in Pell City, Alabama.

When rainfall declines, pasture suffers.

Cattle still have to eat.

When the pasture no longer supplies enough grass, it must be replaced with purchased feed or hay, turning a weather problem into an economic one.

Anson County, North Carolina, cattle farmer Keith Crawford understands that equation.

Crawford raises Black Angus and Hereford-cross cattle. He has watched the availability and cost of hay become a critical issue for livestock producers.

Crawford cuts hay and watches weather forecasts closely because producing feed requires its own set of weather calculations. Hay needs the right window for cutting, drying and baling. Rain arriving at the wrong time can damage what a farmer has already spent time and money producing.

Crawford described neighboring cattle producers selling animals when hay became difficult or too expensive to obtain.

For a cattle farmer, drought doesn’t just strike once. It can strike two or even three times. It begins with shrinking ponds and water sources, leaving livestock without reliable drinking water. Then it hits again when pastures wither, forcing farmers to buy hay or feed at inflated prices and driving up the cost of keeping cattle alive. By the time the third blow lands, through reduced weight and lower market value, the damage is already deep.

USDA’s Southeast Climate Hub notes that climate conditions can weaken both pasture and feed resources, pushing feed costs higher. Heat stress can also reduce livestock productivity.

Shawn Harris, a cattle farmer in Rockmart, Georgia, has built a sophisticated underground maze of pipes to keep water flowing to his herd when the pond runs low, a climate adaptation strategy born from necessity.

But several hundred miles away, other farmers are confronting the opposite problem.

Too much water.

At Belle’s Barn & Garden in Mississippi, the Rev. D’Andre Miles described periods of dry conditions followed by intense rainfall.

When large amounts of rain fall quickly, the water does not always soak gently into the soil.

It moves.

And when it moves, soil can move with it.

Miles’ approach is to work with the landscape. Vegetation around vulnerable areas can slow water and help hold soil in place rather than leaving the ground exposed.

That philosophy reflects Belle’s broader approach to agriculture: working with natural systems instead of constantly trying to overpower them.

Jesse Buie of Ole Brook Organics in Brookhaven, Mississippi, has also had to think carefully about water.

Buie has more than three decades of farming experience and grows certified organic vegetables, melons, ginger, turmeric, wheatgrass and microgreens.

Heavy rain can saturate growing areas and threaten crops.

His response has included changing how growing areas are configured so water can move more effectively through the farm.

USDA’s research helps explain how both stories can be true at once.

The Southeast can experience substantial rainfall and still suffer drought. Rainfall variability, heat and increased water loss through evaporation and plants can produce dry conditions, while rainfall concentrated into fewer, heavier events can create flooding and runoff.

For farmers, the question is not simply how much rain falls.

It is when it falls, where it falls and how quickly it arrives.

Foot Print Farm vegetables – Photo by Milton Kirby

When One Planting Becomes Two

Few interviews illustrate the economics of climate risk more clearly than Kara Boyd’s.

Boyd Farms operates about 1,500 acres across three farms in Virginia, giving this investigation a view of climate pressures on a substantially larger Black farming operation.

Boyd described having to replant roughly 200 to 300 acres after conditions contributed to poor germination.

Consider what that means economically.

The farmer pays for seed.

The farmer pays for fuel.

The farmer pays for equipment.

The farmer pays for labor.

The crop goes into the ground.

Then enough of it fails to emerge.

The farmer starts again.

But the second planting does not merely repeat the first expense. It also begins later, potentially shortening the crop’s growing window and affecting eventual yield.

Crop insurance can soften the loss.

It does not necessarily erase it.

USDA’s Southeast Climate Hub says changes in the timing and amount of precipitation can contribute to short-term crop failures and longer-term declines in production. Higher temperatures can also reduce yields, while climate variability can expose crops to damaging temperature fluctuations.

Boyd’s experience turns those scientific findings into a balance-sheet problem.

A failed planting has a price.

Metro Atlanta Urban Farm – Photo by Milton Kirby

The Same Storm Does Not Mean the Same Loss

Boyd’s operation also exposes one of the central questions in this investigation.

Climate does not distinguish between a Black farmer and a white farmer.

But farmers do not encounter climate risk with equal resources.

A large operation may have more acreage over which to spread costs, greater access to equipment, stronger cash flow and more ability to absorb a failed field.

For a small farmer, one failed crop can represent a much larger percentage of annual production.

Boyd described that difference vividly, saying an event that feels like a relatively small storm to a large operation can feel like a hurricane and an earthquake to a smaller Black farmer.

That is where a climate story becomes an economic story.

And where an economic story becomes a story about history.

A Crisis Built on an Older Loss

Black farmers did not enter today’s climate challenges on equal footing.

In 1920, USDA recorded more than 925,000 Black farm operators, representing roughly 14 percent of the nation’s farmers.

What followed was one of the most dramatic agricultural declines in American history.

Over subsequent generations, Black farmers lost millions of acres of farmland while the number of Black farmers fell sharply.

A USDA historical review, Black Farmers in America, 1865-2000, documents the racial discrimination and social and institutional barriers that restricted Black farmers’ ability to acquire land, operate independently and retain farms.

Discriminatory lending was part of that history.

So were foreclosures, unequal access to agricultural institutions and land passed between generations without clear title.

The consequences of that history remain part of today’s agricultural landscape. In a 2026 policy resolution, the National Black Caucus of State Legislators noted that Black farmers held more than 16 million acres of farmland in 1910, but just 4.7 million acres by 2017, a loss of more than 70 percent of Black-owned agricultural land.

The resolution identifies discriminatory lending, unequal access to credit and crop insurance, exclusion from grant opportunities and inequities in agricultural subsidies and assistance as continuing barriers facing Black farmers. NBCSL called on Congress, state legislatures and USDA to expand access to grants and loans, strengthen civil rights enforcement, provide legal assistance to protect inherited farmland and invest in food infrastructure and markets that can help Black producers remain economically viable.

Heirs’ property remains part of the discussion today.

When land passes to multiple descendants without a will or clear title, ownership can become fragmented. That can make property vulnerable and complicate efforts to borrow against the land or participate in programs requiring proof of control.

But Boyd cautions against making heirs’ property the entire story.

From her perspective, access to capital, participation in federal crop insurance and the ability to navigate agricultural programs can be equally important, if not more important, to the survival of Black farms.

Her argument adds an important complication.

The problem is not simply whether Black families own land.

It is whether they possess the financial tools needed to keep farming it.

Foot Print Farms – Photo by Milton Kirby

Who Can Afford to Adapt?

Dennis Dahmer knows irrigation could help protect crops during dry periods.

But knowing what would help and being able to justify the investment are different things.

For a farmer working a relatively small number of acres, a major irrigation system may never generate enough additional farm income to recover its cost.

For a producer farming hundreds or thousands of acres, the same investment can produce an entirely different calculation.

That exposes one of the most important climate-justice questions raised by this reporting.

Adaptation costs money.

Irrigation costs money.

Wells cost money.

High tunnels cost money.

Drainage costs money.

Replacing seed costs money.

Buying hay costs money.

Even participation in crop insurance requires farmers to understand the system, maintain records, meet reporting requirements and pay premiums.

Boyd said those requirements can become barriers for smaller producers unfamiliar with federal crop insurance or reluctant to enter a system they may not trust.

That distrust did not emerge from nowhere.

It exists against the historical record of discrimination Black farmers experienced within American agricultural institutions.

Learning to Work the System

Dr. Cindy Ayers-Elliott has taken a different approach.

At Foot Print Farms in Jackson, Mississippi, Ayers-Elliott operates a 68-acre farm producing specialty crops, vegetables and livestock while using agriculture as a tool for community and economic development.

Her farm trains young people and adults.

It also works with USDA and the Natural Resources Conservation Service.

Ayers-Elliott believes farmers must learn how the system works.

That means obtaining a USDA farm number, understanding conservation programs, keeping records and identifying resources that can help pay for infrastructure or improve production.

Her farm uses adaptation and conservation tools that include irrigation and protected growing.  But her larger contribution may be education.

A federal program is of little value to a farmer who does not know it exists, does not understand the paperwork or cannot determine whether the farm qualifies.

That gap between the existence of assistance and the ability to access it remains one of the central policy questions raised by this investigation.

One proposal before Congress attempts to address some of those structural barriers.

The Black Farmers and Socially Disadvantaged Farmers Increased Market Share Act, introduced in the U.S. House by the late Georgia Rep. David Scott and other lawmakers, would create a USDA grant program supporting food hubs designed to increase market access for socially disadvantaged farmers and ranchers. The legislation would authorize $100 million for the program in fiscal year 2026, with grants available for infrastructure, processing, storage, transportation, equipment and marketing. Recipients would not be required to provide federal matching funds.

The bill would also direct USDA to prioritize purchases from socially disadvantaged producers for domestic food assistance programs and strengthen accountability for discrimination and other civil rights violations within the department.

The legislation does not solve the climate problem confronting farmers. But it speaks directly to another question raised repeatedly during this reporting: whether farmers already absorbing greater weather risk will have the capital, markets, infrastructure and institutional support necessary to adapt.

Rev. D’Andre Miles – Bells Barn & Garden – Photo by Milton Kirby

Building Resilience From the Ground Up

The farmers interviewed are not waiting passively for someone to rescue them.

They are experimenting.

They are adapting.

And in many cases, the techniques they are using mirror practices recommended by USDA.

At Metro Atlanta Urban Farm, Wilson emphasizes the soil itself.

Cover crops, compost and organic matter help restore nutrients and improve the ground rather than simply extracting from it season after season.

At Belle’s Barn & Garden, Miles emphasizes natural systems and protecting the landscape.

At Ole Brook Organics, Buie adapts drainage and production methods to conditions on his particular farm.

At Foot Print Farms, Ayers-Elliott combines infrastructure, conservation and education.

Ricky Davis, founder of Sowing Seeds Farms in Bessemer, Alabama, incorporates water conservation, controlled growing systems and agricultural education into the operation.

The operation was established not simply to grow food but to create a community gathering place for farmers and entrepreneurs, promote economic development and teach healthier and more sustainable ways of living.

USDA identifies many of the same approaches, including cover crops, conservation tillage, efficient irrigation, improved soil-water retention, erosion control and water-management infrastructure.

The important lesson is that adaptation is not one machine, one crop or one federal program.

It is local.

What works on one farm may not work five miles away.

Boyd sees that even across her own acreage. Rain can fall on one section of a farm while missing another.

A county line cannot tell a farmer whether enough rain fell on a particular field.

The land itself decides.

When Farming Is the Paycheck

At Fountain Heights Farms in the Birmingham area, climate risk carries another dimension.

Farming is not supplemental income.

It is the livelihood.

That distinction matters.

Many small farmers maintain outside employment because the farm alone cannot consistently support the household. Fountain Heights does not have that secondary income cushion.

A lost crop is therefore not merely a disappointing harvest.

It is lost household income.

The operation also exists within a larger community food system, making affordability and access part of the farm’s mission.

That means climate pressure can travel beyond the property line.

When a community farm produces less food, the people depending on that farm can feel the loss too.

Climate Change Does Not Stop at the Farm Gate

Barcelo Gardens demonstrates that connection particularly clearly.

Webb and Barcelo-Sanchez began growing food after realizing their Ninth Ward neighborhood lacked convenient access to fresh produce.

Their garden eventually grew into a market that also obtains food from other producers.

Among them is Jubilee Justice, a Black-led agricultural organization based near Alexandria, Louisiana, that works on sustainable farming practices.

Ricky Davis – Sowing Seeds Farm – Photo by Milton Kirby

That creates a chain.

A farmer loses a crop.

A market has less produce.

A neighborhood already lacking grocery options has fewer sources of fresh food.

The climate event may happen in a field miles away.

Its consequences arrive in the city.

The same principle applies elsewhere in this investigation.

Metro Atlanta Urban Farm teaches families how to produce food.

Foot Print Farms trains future farmers and entrepreneurs.

Sowing Seeds combines food production with community education.

Fountain Heights works to keep food available and affordable.

These operations are more than businesses occupying acreage.

They are pieces of community infrastructure.

Protecting the farm can therefore mean protecting more than the farmer.

Science Catches Up With What Farmers See

The experiences documented across these farms are consistent with risks identified by the USDA Southeast Climate Hub.

When I described the farmers’ observations to Dr. Mac Callaham Jr., director of the Hub, including warmer conditions, changing growing seasons, flooding and precipitation problems, his initial response was direct.

“Yeah, absolutely.”

Callaham pointed specifically to shifting growing seasons, variability in precipitation and increasing temperatures among the issues agricultural producers are confronting.

His program’s public materials go further.

The Southeast Climate Hub says farmers and land managers are dealing with drought, heat stress, excessive moisture, changing pest pressures and increasing weather variability.

Its crop research warns that changes in temperature and the timing and amount of precipitation can affect yields and contribute to crop failure.

Its livestock research identifies heat stress and changes in pasture and feed resources as risks to producers.

Its growing-season research describes earlier spring conditions, later frosts and the possibility that earlier plant development can leave crops exposed to damaging cold.

The science does not mean every failed crop, flooded field or expensive roll of hay can individually be blamed on climate change.

Weather still varies naturally.

But taken across regions and over time, the conditions farmers described fit a larger pattern agricultural scientists are already studying.

Callaham also acknowledged that the language surrounding the federal government’s work has changed.

He said his program previously focused more explicitly on climate literacy and climate education, but priorities shift between presidential administrations.

The current emphasis, he said, remains on helping farmers, forest landowners and grazing-land managers improve productivity and resilience to risk.

The terminology may change.

The farmer still has to plant.

Mother Nature Has the Final Say

Kara Boyd summed up the limits of adaptation in a few words.

“We’re trying to adapt to Mother Nature,” she said. “But she has the final say.”

That may be the central truth running through every farm visited.

Farmers can move planting dates.

They can build high tunnels.

They can improve drainage.

They can install irrigation.

They can rebuild soil.

They can capture rainwater.

They can buy crop insurance.

They can change crops.

They can study forecasts.

They can learn government programs.

But none of those decisions gives them control over the weather.

For Black farmers, the question is not whether they know how to adapt.

They have been adapting for generations.

The harder question is how many additional costs, failed plantings, droughts, floods, freezes and changing seasons a farmer can absorb before adaptation is no longer enough.

Across the South, the farmers interviewed are still planting.

Still raising cattle.

Still rebuilding soil.

Still feeding communities.

Still teaching the next generation.

But they are doing so while some of the seasonal assumptions inherited from previous generations become less dependable.

Climate change is altering the conditions under which they farm.

History has shaped the resources they have available to respond.

The future of Black farming may depend on whether the institutions surrounding these farmers can adapt as quickly as the farmers themselves already have.

Support open, independent journalism. Your contribution helps us tell the stories that matter most.

Unapologetically Influential

Atlanta’s most influential Black women in television, radio, print, and digital media reflected on leadership, legacy, and mentorship during the “Unapologetally Influential” panel discussion.

The Women Who Built Atlanta’s Black Media Legacy

By Milton Kirby | Atlanta, GA | July 7, 2026

Atlanta’s rise as the nation’s capital of Black culture did not happen by chance. While the city’s influence is often measured through politics, business, music, film, and professional sports, another force quietly helped shape its identity for generations: Black women in media.

Long before podcasts, livestreams, and social media influencers, pioneering women walked into television stations, radio studios, and newspaper offices where few people looked like them and even fewer expected them to succeed. They earned the public’s trust one broadcast, one headline, and one interview at a time. In doing so, they helped transform not only Atlanta’s media landscape but also the way an entire city saw itself.

That extraordinary legacy came into focus during the Atlanta Cultural Exchange’s “Unapologetically Influential” panel discussion, a gathering that celebrated the women whose careers helped define Atlanta’s media culture while inspiring those who will carry it into the future.

The panel brought together legendary broadcaster Monica Kaufman Pearson, veteran radio personality Joyce Littel, multimedia journalist Rashan Ali, Atlanta Voice Publisher Janis L. Ware, media strategist and journalist Dawn Montgomery, and award-winning broadcaster Liz Smith, who served as moderator.

Although each woman followed a different professional path, together they represented more than two centuries of journalism, broadcasting, publishing, entrepreneurship, and community leadership.

The conversation quickly became about something much larger than careers.

It became a conversation about legacy.

Building Atlanta’s Media Legacy

Throughout the afternoon, panelists reflected on how dramatically Atlanta has changed during their careers.

Today’s Atlanta is home to nationally recognized news organizations, influential Black-owned media companies, syndicated radio personalities, digital content creators, filmmakers, and cultural commentators whose work reaches audiences across the country.

But those opportunities were built by pioneers who entered an industry where few opportunities existed for women, particularly Black women.

Rather than focusing on personal accomplishments, the discussion repeatedly returned to a common theme: every generation has a responsibility to leave the profession stronger than it found it.

Atlanta’s Media Trailblazers

Monica Kaufman Pearson – Broke barriers in 1975 as the first woman and first African American to anchor the evening news at WSB-TV, becoming one of Georgia’s most trusted journalists over a 37-year career.

Jocelyn Dorsey – One of Atlanta television’s pioneering Black journalists whose work helped open newsroom doors for future generations while setting a standard for public affairs reporting and community engagement.

Joyce Littel – A respected Atlanta radio personality whose decades behind the microphone have informed, entertained, and mentored aspiring broadcasters.

Janis L. Ware – Publisher of The Atlanta Voice, preserving one of the nation’s historic Black-owned newspapers while leading its transformation into the digital age and championing community development throughout Atlanta.

Rashan Ali – A multimedia journalist whose career spans sports broadcasting, television, radio, acting, and digital media, reflecting the versatility of today’s media professionals.

Dawn Montgomery – A journalist, strategist, and cultural commentator whose work demonstrates the expanding role of storytelling across journalism, marketing, podcasting, and social commentary.

Liz Smith – An award-winning multimedia journalist and executive producer representing Atlanta’s next generation of influential media leadership across radio, television, streaming, and live events.

Jovita Moore – Remembered as one of Atlanta’s most beloved television anchors, whose professionalism, compassion, and community commitment inspired viewers and young journalists alike.

Remembering Those Who Opened the Door

One of the afternoon’s most meaningful moments came when Monica Kaufman Pearson reminded the audience that history is never created by one person alone.

She acknowledged veteran journalist Jocelyn Dorsey as the first Black news anchor in the Atlanta television market, recognizing one of the women whose groundbreaking work helped expand opportunities for those who followed.

It was a fitting reminder that Atlanta’s media story has always been one of shared progress rather than individual achievement.

The recognition also underscored an important truth often overlooked in conversations about success: every trailblazer once followed another pioneer.

“When I Started, I Didn’t See Black Anchors”

Following the panel discussion, The Truth Seekers Journal spoke with Pearson about the remarkable gathering of women whose careers collectively span nearly every chapter of modern Black media in Atlanta.

Reflecting on the beginning of her own career, Pearson recalled entering an industry where representation was almost nonexistent.

“When I started, I didn’t see Black anchors,” she said.

Rather than accepting those limitations, she chose to become the example she never had.

In 1975, Pearson made history when she became the first woman and the first African American to anchor the evening news at WSB-TV, beginning a remarkable 37-year career that would earn the trust of viewers throughout Georgia.

Her success demonstrated that excellence has the power to change institutions.

Knowing When to Go

Pearson also shared one of the most profound lessons she learned during her decades behind the anchor desk.

“Know when to go.”

The audience grew quiet.

Her advice was not about retirement.

It was about leadership.

Pearson explained that truly effective leaders understand that their responsibility extends beyond personal success. They must also create opportunities for those who follow.

By recognizing when it was time to leave the anchor desk, Pearson helped create space for another respected journalist to become a familiar face in Atlanta homes.

That opportunity allowed viewers to embrace the late Emmy Award-winning anchor Jovita Moore, whose warmth, professionalism, and deep commitment to community made her one of Atlanta’s most beloved broadcasters before her passing in 2021.

Pearson’s lesson extended far beyond journalism.

Leadership is measured not only by the barriers we break, but by the doors we leave open for others.

Every Platform, One Purpose

Although their careers developed in different decades and across different media, each panelist illustrated how journalism continues evolving while remaining grounded in the same core values.

Joyce Littel built one of Atlanta’s most respected careers in radio, using her voice to entertain audiences while encouraging and mentoring young broadcasters.

Janis L. Ware demonstrated that community journalism remains one of democracy’s most important institutions. Under her leadership, The Atlanta Voice has successfully evolved from a traditional newspaper into a modern multimedia news organization while remaining deeply rooted in serving Atlanta’s Black community. Her work in affordable housing, economic development, healthcare, and civic leadership reflects the belief that publishers should help strengthen the communities they cover.

Rashan Ali showed how modern journalists successfully move between television, sports broadcasting, acting, podcasting, and digital media without sacrificing credibility. Her career reflects the versatility demanded of today’s media professionals.

Dawn Montgomery offered another example of journalism’s evolution. Her career has crossed modeling, sports journalism, marketing, strategic communications, podcasting, and cultural commentary. Throughout those transitions, she has remained committed to authentic storytelling and using media as a vehicle for meaningful conversation.

Moderating the discussion was Liz Smith, whose own career represents the next chapter of Atlanta media. As an executive producer, radio personality, television host, and multimedia journalist, Smith embodies an industry where storytellers increasingly move seamlessly across radio, television, streaming platforms, podcasts, and live events.

Together, the women demonstrated that while technology changes, the mission of journalism remains remarkably consistent.

Serve the audience.

Tell the truth.

Earn trust.

More Than Media Personalities

One of the strongest themes to emerge from the discussion was that influence is not measured solely by ratings, readership, or followers.

Each woman described careers deeply connected to community service, mentorship, nonprofit leadership, civic engagement, and advocacy.

Their influence extends well beyond the newsroom.

Collectively, they have served on nonprofit boards, supported educational initiatives, championed healthcare awareness, mentored aspiring journalists, promoted economic development, strengthened neighborhoods, and used their platforms to elevate voices often overlooked by mainstream media.

For these women, journalism has never been simply a profession.

It has been public service.

The Legacy Reached Beyond the Stage

The conversation resonated just as strongly among those seated in the audience.

As attendees gathered following the discussion, many reflected on lessons that reached beyond media careers.

Taylor Dunn summed up the afternoon simply.

“It was an amazing panel, and I really enjoyed it.”

For Atlanta licensed esthetician Tasha, one lesson stood above all the others.

“Know when it’s time to go. Know when it’s your time to leave.”

Moments earlier, Pearson had offered nearly identical advice while describing her own career.

For Tasha, the message applied as much to business and life as it did to broadcasting.

Great leaders do not simply achieve success.

They prepare others to succeed after them.

A Legacy Still Being Written

Looking across the stage, it became clear that this was far more than another panel discussion.

These were not simply accomplished broadcasters, publishers, radio personalities, journalists, and media strategists.

They were women who helped shape how Atlanta tells its own story.

Individually, each forged a unique path through television, newspapers, radio, and digital media.

Collectively, they built something much larger than themselves.

They helped establish Atlanta as one of America’s most influential centers of Black journalism and media excellence.

The applause that filled the room at the close of “Unapologetically Influential” was not merely recognition of distinguished careers.

It was gratitude for doors opened.

Barriers broken.

Communities served.

And generations inspired.

As Atlanta’s media landscape continues to evolve, the technology will change. New platforms will emerge. Different voices will capture public attention.

But the standard established by these pioneering women remains unchanged.

Tell the truth.

Serve the community.

And never forget to leave the door open for the woman coming behind you.

Truth Seekers Journal thrives because of readers like you. Join us in sustaining independent voices.

Kaiser Permanente Expands ‘Building for Impact’ in Atlanta, Connecting Minority Contractors to Growing Healthcare Projects

Kaiser Permanente’s “Building for Impact” initiative is reshaping Georgia’s construction market, signaling major healthcare expansion and new opportunities. Industry leaders stress that strategic preparation, strong relationships, and operational excellence will determine which contractors are ready to compete as demand and investment accelerate across the region. themselves for long term success.

By Milton Kirby | Atlanta, GA | July 6, 2026

Earlier this spring, at The Gathering Spot in Atlanta, Kaiser Permanente convened contractors, developers, business leaders, and community partners to discuss what it will take to compete for more than $70 million in current and projected investments across Georgia. Although the meeting has ended, the message remains timely as healthcare construction and supplier opportunities continue to expand across the state.

As Kaiser Permanente grows its footprint in Georgia, its Building for Impact initiative is preparing businesses for more than the next construction project. It is challenging contractors to think strategically, strengthen their operations and position themselves for long-term success in one of the state’s fastest-growing sectors.

The central question echoed throughout the program was straightforward: Who will be ready when opportunity arrives?

According to speakers, the answer depends less on access and more on preparation.

A Growing Market with Real Stakes

Marc A. Love, Vice President of National Contracting Strategy for Kaiser Permanente, outlined more than $70 million in active and projected investments tied to construction, supplier development and facility expansion throughout the Atlanta region.

With more than 466,000 members in Georgia and continued growth expected, Kaiser Permanente signaled a steady pipeline of work tied to healthcare infrastructure and modernization. The organization is now serving the largest membership base in its Georgia history, driven by continued demand for its integrated model of care.

But speakers emphasized that access to those opportunities is not automatic.

“People buy from people,” consultant Reggie Williams told attendees. “They buy from those who bring value and meet performance expectations.”

Strategy, Not Just Survival

Earnest Ellis – Todd Gray – Jamila Veasley

Keynote speaker Earnest Ellis, president of the National Association of Minority Contractors (NAMC) and CEO of FS360, challenged attendees to rethink how they approach the construction business.

Ellis grounded his message in personal experience -growing up in an entrepreneurial family shaped by resilience and work ethic. His father, who lost his right arm in a farming accident and could not read or write, still outworked everyone around him. That example, Ellis said, removed any excuse to avoid hard challenges.

After careers at IBM, Verizon, and MCI, Ellis founded FS360 in 2008, his sixth entrepreneurial venture. Today, the firm operates in Atlanta, GA and Dallas, TX, generating $35 million in net revenue in 2025 and delivering more than $270 million in completed work.

“Too many small businesses think tactically, just chasing the next contract,” Ellis said. “You have to think strategically. Pick your markets. Build expertise. Develop relationships that last.”

He underscored the urgency with industry realities:

  • 50% of businesses fail within five years
  • 65% fail within ten years
  • Underrepresented firms account for just 21% of construction companies despite representing 42% of the population

Still, Ellis framed the moment as one of opportunity.

“This is a $1.3 trillion industry,” he said. “And right now, it’s short more than 500,000 workers. There is more work than people to do it.”

He also emphasized purpose over pay, sharing that his Yale-educated son turned down a high-paying corporate career in favor of work he found meaningful.

“Excellence is what keeps us in business,” Ellis said.

Healthcare Construction Requires Precision

Elise Webster, Preconstruction Manager, WEBMyers Construction emphasized that healthcare construction carries a higher level of complexity than traditional projects.

“You’re building while people are being treated,” she explained. “That changes everything your schedule, your safety protocols, your coordination.”

Firms that can manage phased construction, infection control standards, and off-hour work schedules are better positioned for long-term opportunities in the healthcare sector.

Relationships Still Drive Opportunity

Despite formal initiatives like Building for Impact, speakers repeatedly stressed that relationships remain the foundation of the industry.

“It takes seven interactions to make an impression,” Ellis said. “One meeting won’t do it.”

Contractors were encouraged to stay engaged, complete Kaiser’s prequalification process, and remain visible even when contracts are not immediately awarded.

Persistence, not proximity, often determines success.

Community Impact Beyond Contracts

Kaiser leaders emphasized that the initiative extends beyond construction projects to broader community outcomes.

Jamila Veasley, Senior Director of Program Management and Strategy Execution, reinforced that vision.

“Who we build with and who we work with matters,” Veasley said. “What we do with Building for Impact supports more than individual projects – it supports economic empowerment, workforce development, and stronger communities.”

One example highlighted a project where a construction team used a local church as its operations base, renovating the space and paying above-market rent, leaving lasting value behind.

“This is what building for impact means,” Todd Gray said. “Not just projects, but community investment.”

Be Ready or Be Left Behind

The closing message was consistent across speakers: opportunity is expanding, but readiness will determine who benefits.

Contractors were urged to:

  • Strengthen internal systems and financial controls
  • Focus on specific market segments
  • Build relationships intentionally
  • Deliver consistent, high-quality work

Kaiser’s long-standing partnership with NAMC—spanning more than 15 years reflects a continued commitment to building capacity among minority contractors through training, networking, and strategic development.

As Georgia’s healthcare sector continues to grow, speakers agreed that success will belong to contractors who invest in relationships, build strong internal systems, and prepare long before opportunities arrive. For minority-owned businesses, the message was clear: the next major project may already be on the horizon, but readiness begins today.

Support open, independent journalism, your contribution helps us tell the stories that matter most.

How a Town of 5,000 Stopped a 10,000-Bed Detention Center

Sen. Raphael Warnock celebrates the Trump administration’s decision to abandon planned ICE detention centers in Social Circle and Oakwood after months of local opposition.

By Milton Kirby | Social Circle, GA | June 20, 2026

For months, residents of Social Circle feared their small town would become home to one of the largest immigration detention facilities in the nation.

Now, after a sustained campaign by local officials, community members, and U.S. Senator Reverend Raphael Warnock, those plans appear to be dead.

The Department of Homeland Security has reportedly abandoned plans to convert warehouses in Social Circle and Oakwood into massive immigration detention centers and instead plans to sell or give away the properties. The decision marks the end of a months-long battle that pitted two small Georgia communities against a federal proposal they believed would overwhelm local infrastructure, strain public services, and fundamentally change the character of their towns.

For Social Circle, a city of roughly 5,000 residents, the stakes could hardly have been higher. Federal officials had planned to convert a one million square foot warehouse on East Hightower Trail into a detention center capable of housing as many as 10,000 detainees, effectively creating a population larger than the town itself.

“Today is a victory for the people of Georgia,” Warnock said following reports that DHS had reversed course. “When we stand up and speak out, the power of the people is more powerful than the people in power.”

The victory did not come easily.

A Plan Discovered After the Fact

One of the most controversial aspects of the proposal was how local leaders learned about it.

According to Warnock, even Social Circle’s mayor first learned of the project through a newspaper article rather than direct communication from federal officials.

“They tried to do this quietly,” Warnock said during a Friday press conference. “Imagine being the mayor of a city of 5,000 and learning the federal government is about to double the size of your town without telling you.”

The proposal immediately raised concerns among residents and local officials who questioned how a small community could absorb a detention center of such magnitude.

Those concerns intensified when ICE purchased the warehouse and surrounding 235 acres for $128 million.

Warnock said the federal government paid approximately twice the property’s market value.

“The Trump-Vance administration likes to talk about waste, fraud and abuse,” Warnock said. “Well, they paid twice the market rate for this facility. They wasted $128 million of taxpayers’ dollars. And now they have an empty building. This is what I call waste, fraud and abuse.”

Infrastructure Concerns Spark Resistance

As details of the project emerged, city officials began sounding alarms about Social Circle’s limited infrastructure capacity.

In March, Warnock traveled to Social Circle to meet with Mayor David Keener, City Manager Eric Taylor, school officials, and concerned residents. During the visit, local leaders outlined the challenges the city would face if the detention center became operational.

According to city officials, Social Circle is permitted to use one million gallons of water per day. During the hottest months of the year, residents already consume between 80 and 90 percent of that capacity.

The city’s wastewater system also operates near its limits, processing about 660,000 gallons per day. Officials estimated that the proposed detention center could require an additional one million gallons daily.

Local leaders warned that the project could lead to boil-water advisories, sewer overflows, and costly infrastructure upgrades that the city was not prepared to fund.

The location of the proposed facility also raised concerns among parents because the warehouse sits near Social Circle Elementary School.

“Folks in Social Circle voted for this president overwhelmingly,” Warnock said during his March visit. “But they didn’t vote for a 10,000-person detention center that will triple the size of their town. They didn’t vote for potential boil-water advisories or sewer overflows because this administration has overstrained their city’s resources.”

Local Voices Reach Washington

As opposition grew, Warnock brought the concerns of Social Circle and Oakwood to Washington.

In February, he filed an amendment that would have prohibited federal funds from being used to acquire, construct, renovate, or expand detention facilities in the two communities. He also sent letters to DHS officials, publicly challenged the proposal, and met with local leaders to highlight their concerns.

At Friday’s press conference, Warnock said he would continue pushing for safeguards to prevent similar situations in the future.

“I offered an amendment during the continuing resolution that would have halted this kind of construction,” he said. “And I’ll continue to make that case.”

The senator repeatedly emphasized that his opposition was driven by the concerns of local residents rather than partisan politics.

“The people of Georgia want secure borders; they do not want massive immigration detention centers in their backyards,” Warnock said earlier this year.

“The Trump-Vance administration likes to talk about waste, fraud and abuse,” Warnock said. “Well, they paid twice the market rate for this facility. They wasted $128 million of taxpayers’ dollars. And now they have an empty building. This is what I call waste, fraud and abuse.”

Relief for Social Circle and Oakwood

The reported DHS decision to dispose of the warehouses effectively ends plans for both detention centers.

For Social Circle, the reversal also preserves future economic opportunities. Local officials had worried that dedicating the property to a detention center would remove valuable commercial land from future development and reduce potential tax revenue for the city.

“This would have taken a whole lot of opportunity off of a potential tax revenue for that very small town,” Warnock said.

Questions remain about what DHS will ultimately do with the properties, but local leaders have expressed hope that the sites can now return to productive commercial use.

For many residents, however, the larger significance lies in the outcome itself.

The battle over the detention center became a test of whether a small community could influence decisions being made hundreds of miles away in Washington.

In the end, Social Circle’s residents proved that they could.

“The people of Social Circle and Oakwood didn’t vote for me,” Warnock said. “But I still fought for them because I was elected to serve all Georgians.”

As the controversy comes to a close, the outcome stands as a reminder that local voices can still shape national decisions, even when those decisions originate at the highest levels of government.

As Warnock put it, “When the people raised their voices, the administration backed down.”

Truth Seekers Journal thrives because of readers like you. Join us in sustaining independent voices.

MARTA Partners With Big Boi to Launch “Let MARTA Drive” Campaign Ahead of FIFA World Cup 2026

MARTA and Atlanta music legend Big Boi launch the “Let MARTA Drive” campaign ahead of FIFA World Cup 2026 matches beginning June 15.

By Milton Kirby | Atlanta, GA | June 11, 2026

As Atlanta prepares to welcome soccer fans from around the world for FIFA World Cup 2026™, MARTA has partnered with Atlanta music icon Big Boi to encourage residents and visitors to use public transit during the global event.

The Metropolitan Atlanta Rapid Transit Authority announced Wednesday the launch of its “Let MARTA Drive” campaign, featuring the Grammy Award-winning artist, entrepreneur, philanthropist, and Rock & Roll Hall of Fame inductee.

MARTA officials say the campaign is designed to encourage riders to use the transit system to attend World Cup matches, fan festivals, concerts, and other events throughout downtown Atlanta while promoting the agency’s Ride with Respect initiative.

As one-half of the legendary hip-hop duo OutKast, Big Boi has helped shape Atlanta’s cultural identity and international reputation. MARTA leaders say his deep roots in the city make him a natural choice to help welcome visitors arriving from across the globe.

“Big Boi’s music is deeply embedded in the culture of Atlanta, making him the perfect person to help us welcome soccer fans from around the globe,” said MARTA Interim General Manager and CEO Jonathan Hunt. “We look forward to bringing his unmistakable voice directly to our riders through exclusive station announcements and digital content. This partnership is an exciting way to showcase our world-class transit network while reminding everyone to ride safely and with respect.”

Through the campaign, Big Boi will encourage riders to take MARTA to major events across downtown Atlanta, helping reduce traffic congestion and parking challenges while creating a more convenient travel experience.

“Atlanta has always been a city that moves people and sets trends,” Big Boi said. “When the world comes here, I want everyone to feel that energy without the stress. MARTA makes it easy to get downtown, to the events, and everywhere in between. I’m proud to be part of what keeps Atlanta moving and shows the world how we do it.”

Atlanta is scheduled to host multiple FIFA World Cup 2026 matches and related events beginning June 15. Officials anticipate increased demand on transportation systems as fans travel between matches, fan festivals, concerts, hotels, restaurants, and attractions throughout the city.

The campaign also highlights MARTA’s Ride with Respect initiative, which encourages passengers to treat fellow riders, MARTA employees, and public spaces with courtesy and consideration.

For longtime Atlantans, the partnership brings together two institutions closely associated with the city. MARTA has served as the region’s transit backbone for decades, while Big Boi and OutKast helped elevate Atlanta’s influence on music and popular culture around the world.

MARTA is also encouraging riders to take advantage of its Rider Tools platform, which provides trip planning assistance, real-time train and bus tracking, service alerts, route information, and accessibility resources.

With the world’s largest sporting event set to arrive in Atlanta next week, MARTA leaders hope visitors and residents alike will choose transit as they travel throughout the city.

For more information about MARTA services and rider resources, visit MARTA’s website.

Related articles

MARTA Launches “Better Breeze” Fare System, Begins Five-Week Transition Period

New Year, New MARTA: 2026 Upgrades Aim to Boost Safety, Reliability, and the Rider Experience

MARTA rolls out Big Changes with New Fare System Upgrades

MARTA Unwraps the Holidays with Free Rides, Festive Buses, and Gifts for Riders

From Tokens to Tap-to-Pay: MARTA Unveils Better Breeze

World-Class Transit for World-Class Soccer: MARTA Steps Up

MARTA rolls out Big Changes with New Fare System Upgrades

MARTA Unwraps the Holidays with Free Rides, Festive Buses, and Gifts for Riders

MARTA Rolls Out an Outkast Tribute Across Atlanta

MARTA Completes Garnett Station Platform Renovation

From Tokens to Tap-to-Pay: MARTA Unveils Better Breeze

MARTA to Close Five Points Peachtree Entrance as Next Phase of Transformation Begins

Truth Seekers Journal thrives because of readers like you. Join us in sustaining independent voices.

Warnock Challenges Americans to Imagine What $70 Billion Could Buy Beyond Immigration Enforcement

Sen. Raphael Warnock is challenging Americans to consider what $70 billion could fund in education, housing, health care, and food assistance.

By Milton Kirby | Washington, D.C. | June 4, 2026

How much is $70 billion?

For most Americans, the number is so large that it is difficult to comprehend. U.S. Senator Raphael Warnock is attempting to make that figure more tangible as Congress debates a Republican-backed proposal to provide an additional $70 billion in funding for Immigration and Customs Enforcement (ICE) and U.S. Customs and Border Protection (CBP).

Rather than focusing solely on the immigration debate itself, Warnock is asking Americans to consider an alternative question: What else could that money accomplish?

“The $70 billion that Senate Republicans will force through this week could fund universal pre-K for all 3-and 4-year-olds in this country for two years,” Warnock said in a statement released Thursday. “It represents the annual cost of groceries for nearly 11 million American households. Our government doesn’t suffer from a lack of resources. We suffer from a lack of imagination.”

The Georgia Democrat has emerged as one of the Senate’s most vocal critics of expanding ICE and CBP funding under the Trump administration. According to Warnock’s office, Congress approved approximately $75 billion for the agencies in July 2025. If the additional funding package passes, total funding would reach roughly $145 billion.

To illustrate the scale of the proposed spending, Warnock’s office released a series of comparisons spanning education, food security, health care, and housing.

Education and Child Care

According to the senator’s analysis, $70 billion could fund universal pre-kindergarten programs for all 3- and 4-year-old children in the United States for two years.

The same amount could provide free childcare for approximately 1.3 million children through September 2028 or cover two years of community college tuition for roughly 2.2 million students through September 2029.

Warnock’s office also estimates the funding could be used to double Pell Grants for undergraduate students, potentially expanding college affordability for millions of families.

Food Security

The comparisons extend beyond education.

The senator’s office estimates that $70 billion could cover the annual cost of groceries for approximately 10.7 million American households.

The funding could also provide free school lunches to an additional 22.7 million children through fiscal year 2029 or fund one year of Supplemental Nutrition Assistance Program (SNAP) benefits for approximately 31 million Americans.

For rural communities, the office notes the same amount could provide more than two years of direct payments to American farm producers.

Health Care Implications

Health care is another area highlighted in Warnock’s proposal.

According to the analysis, $70 billion could extend Medicaid coverage to approximately 2.2 million additional Americans through September 2029. The funding could also support an extension of Affordable Care Act premium tax credits for at least one year.

Perhaps most striking, the senator’s office estimates that the same amount would cover all annual insulin expenditures in the United States three times over.

The analysis further suggests $70 billion could address nearly one-third of Americans’ outstanding medical debt.

Housing and Homelessness

Housing affordability remains a growing concern across much of the nation, including Georgia.

Warnock’s office estimates that $70 billion could cover one year of rent for approximately 4.25 million Americans.

The same funding could provide $40,000 in down-payment assistance to every first-time homebuyer this year or support housing assistance for 2.4 million additional Americans through the Section 8 program through September 2029.

Perhaps the most ambitious comparison offered by the senator’s office is that the funding could support efforts sufficient to end homelessness nationwide for nearly eight years.

A Debate Over Priorities

The release comes as Congress continues debating immigration enforcement, border security, and federal spending priorities.

Supporters of increased ICE and CBP funding argue that additional resources are necessary to strengthen border security, enforce immigration laws, and support federal law enforcement operations.

Critics, including Warnock, contend that the proposed spending reflects misplaced priorities at a time when many Americans continue to struggle with rising housing costs, health care expenses, childcare costs, and food insecurity.

While lawmakers remain divided on the policy question, Warnock’s comparisons underscore a broader debate unfolding in Washington: not simply how much government should spend, but where those resources should be directed.

For voters trying to understand the implications of trillion-dollar budgets and billion-dollar appropriations, the senator’s challenge may be the most relevant question of all.

If $70 billion is available, what should America buy?

Support open, independent journalism. Your contribution helps us tell the stories that matter most.

Global Grub Alley to Turn Walton Street Into a World Cup Food Haven

Atlanta’s Global Grub Alley turns Walton Street into a vibrant food truck corridor for FIFA World Cup 2026™, spotlighting local flavors and small business culture.

By Milton Kirby | Atlanta, GA | May 31, 2026

When the FIFA World Cup 2026™ arrives in Atlanta, the city’s streets will serve up more than soccer fever. They’ll serve food — and plenty of it.

Showcase Atlanta and the Food Truck Association of Georgia (FTAG) have announced Global Grub Alley, a pedestrian‑only food truck corridor that will transform Walton Street into a culinary destination for every match day and the day before each game. The activation will feature 20 to 30 Atlanta‑area food trucks operating daily from 11 a.m. to 7 p.m., stretching a quarter‑mile between Centennial Olympic Park Drive and Broad Street.

The corridor, just steps from the official FIFA Fan Festival at Centennial Olympic Park, will be free and open to the public — no ticket required. Fans walking between the park and Mercedes‑Benz Stadium will pass directly through the food truck zone, creating a seamless connection between the city’s global celebration and its local flavor.

“Atlanta food trucks have been asking for this kind of moment for years,” said Kelsey Maynor, Director of Small Business Engagement for Showcase Atlanta. “Global Grub Alley puts our small business owners and our food culture on the street, next to the biggest stage in the world. You will not need a ticket to be a part of it. You will just need to be hungry.”

Atlanta will host eight World Cup matches, meaning sixteen days of Global Grub Alley activity spread across the tournament. The initiative is part of Showcase Atlanta’s broader strategy to ensure that major global events — including the 2026 World Cup and the 2028 Super Bowl — leave lasting opportunities for local entrepreneurs.

FTAG will manage vendor selection and compliance through Street Food Finder, the industry‑standard scheduling platform.

“Our members are some of the most resilient small business owners in this state,” said Montrella Rhodes, FTAG Administrator. “A truck on Walton Street in front of a global audience is a truck whose phone keeps ringing in 2027 and 2028.”

Among the early participants is Wing Kingh Food Truck, whose owner Sherman Gartrell sees the event as more than a business opportunity.

“For us, this is about bringing people together through great flavors, culture, and hospitality,” Gartrell said. “Global Grub Alley helps food truck businesses gain valuable exposure and build lasting relationships.”

Vendor applications are now open, with priority given to FTAG members. Trucks must meet Georgia permitting and compliance requirements. A full lineup will be released closer to match dates at streetfoodfinder.com/global-grub-alley.


If You Go

  • Location: Walton Street between Centennial Olympic Park Drive and Broad Street
  • Hours: 11 a.m. – 7 p.m., all match days and the day before each match
  • Cost: Free entry; pay per item at each truck
  • Accessibility: Street‑level access, portable restrooms on site
  • Transit: MARTA’s GWCC/CNN Center and Five Points stations within walking distance

Global Grub Alley promises to be more than a food event — it’s a statement of Atlanta’s identity: a city where global celebration meets local flavor, and where small businesses stand shoulder‑to‑shoulder with the world’s biggest stage.

Truth Seekers Journal thrives because of readers like you. Join us in sustaining independent voices.

Crime Down, Investment Up: DeKalb CEO Highlights Transformation Strategy

DeKalb CEO Lorraine Cochran-Johnson outlines $4.7B infrastructure plan, housing initiatives, WRAP assistance program, and crime reductions as county addresses growth and affordability challenges.

By Milton Kirby | Doraville, GA | May 8, 2026

More than 800 business leaders, elected officials, and residents gathered at Assembly Studios on Thursday as Lorraine Cochran-Johnson delivered her annual State of the County address an event that underscored both the scale of DeKalb’s ambitions and the complexity of its challenges.

Hosted by the Council for Quality Growth in partnership with DeKalb County Government and the DeKalb Chamber of Commerce, the annual address serves as a key forum connecting the county’s business community with public leadership and regional stakeholders.

Before taking the stage, Cochran-Johnson was introduced through a short, high-energy video inspired by the film Mission: Impossible, featuring the CEO and members of her cabinet as part of a team navigating challenges and “completing the mission” for DeKalb County. The presentation reinforced the administration’s message that progress is intentional, coordinated, and action-driven.

“You cannot build a thriving county on a failing system,”

Former DeKalb CEO Liane Levetan & Former Atlanta Mayor Shirley Franklin – Photo by Milton Kirby

Cochran-Johnson also paused to recognize the legacy of those who previously led the county, acknowledging former CEOs including Manuel Maloof, Liane Levetan, Vernon Jones, Burrell Ellis, Lee May, and Michael Thurmond—a moment that underscored continuity as the county charts its next phase.

In her remarks, Cochran-Johnson outlined an aggressive agenda centered on public safety, infrastructure, housing, and government reform while acknowledging the work ahead.

“We are not just reimagining what’s possible – we are delivering,” she said.


Crime Down as Public Safety Investments Expand

Comcast & CERM Teams – Photo by Milton Kirby

Public safety remains a cornerstone of the administration’s strategy.

DeKalb County has invested more than $30 million into crime prevention through its “Digital Shield Initiative,” which includes a Real-Time Crime Center, drone first responder program, and expanded camera integration.

According to the county:

  • Police staffing has increased more than 300 percent since Cochran-Johnson took office
  • Violent crime is down 11 percent
  • Overall crime has dropped 25 percent

The county has also focused resources on high-crime areas, often working in partnership with local businesses to deploy surveillance technology and targeted enforcement.

“Public safety affects economic development, property values, and quality of life,” Cochran-Johnson said.


Historic $4.7 Billion Infrastructure Investment

The CEO announced a $4.7 billion water infrastructure plan—the largest in county history—aimed at addressing years of underinvestment.

Imani Barnes GA House District 86 – Photo by Milton Kirby

Cochran-Johnson acknowledged that raising water rates to fund improvements was a difficult but necessary decision.

“You cannot build a thriving county on a failing system,” she said.

To support residents, the county launched the Water Rate Assistance Program (WRAP) in partnership with the Urban League of Greater Atlanta, providing relief to households struggling with rising water costs. The county also conducted outreach to more than 250,000 residents.

Officials say the investment will stabilize the system while supporting long-term growth.


Housing Crisis Drives New Policy Direction

Housing affordability has emerged as one of the most urgent challenges facing the county.

A study cited during the address found that a minimum-wage worker in metro Atlanta would need to work 140 hours per week to afford a two-bedroom apartment.

In response, DeKalb County has elevated housing as a central policy priority under Dr. Alan Ferguson Sr., the county’s first Chief Housing Officer.

Key initiatives include:

  • Expansion and preservation of affordable housing
  • Activation of underutilized land
  • Programs to prevent displacement and homelessness

Through a partnership with Neighborhood Assistance Corporation of America, the county has processed more than 7,000 applications and helped create over 900 new homeowners.

Additional actions include:

  • A 400-bed emergency shelter
  • A 60-unit rapid housing initiative

In July 2025, the DeKalb County Board of Commissioners approved an $8 million investment to secure 60 units at the Park 500 apartment complex, expanding the county’s capacity to provide stable housing.

“Housing will not be an afterthought in DeKalb County,” Cochran-Johnson said.


Economic Development Focused on Equity

County leaders say economic development must reach every part of DeKalb not just high-performing areas.

Former DeKalb CEO Michael Thurmond & Dr Alieka Anderson-Henry, Chairwoman Clayton County Board of Commissioners – Photo by Milton Kirby

Recent actions include:

  • Strategic purchase of county property at 4380 Memorial Drive in Decatur, now serving as a central government and tax operations hub
  • Investment in key redevelopment corridors
  • Support for mixed-use projects like Kensington Crossing

The acquisition of the Memorial Drive site marks a shift toward long-term asset ownership after decades of leasing, positioning the county to shape future development along a key corridor.

Cochran-Johnson emphasized that DeKalb’s assets including a strong workforce, proximity to Hartsfield-Jackson Atlanta International Airport, and the presence of DeKalb-Peachtree Airport one of the nation’s busiest general aviation airports along with nine colleges and universities, position the county for continued growth.


Blight Removal and Quality of Life Improvements

Efforts to improve neighborhood conditions are accelerating.

The county reports:

  • More than 30,000 illegally dumped tires removed
  • Over 240 blighted properties demolished
  • Expanded code enforcement operations, now averaging more than 200 cases per month

Road resurfacing, park investments, and extended library hours are also part of broader quality-of-life improvements.


Modernizing Government Operations

Cochran-Johnson said internal reform is critical to sustaining progress.

The county has:

  • Conducted a comprehensive operational assessment
  • Implemented performance dashboards across departments
  • Invested in upgraded 911 systems and enterprise technology

Officials also rebuilt the county’s website, eliminating more than 14,000 outdated pages to improve accessibility and transparency.

“You cannot deliver exceptional results without strong systems,” she said.


What Stakeholders Want Next

DeKalb Chamber Board Member Glenn Wallace – Photo by Milton Kirby

While many attendees expressed support for the county’s direction, conversations at the event revealed areas where residents and stakeholders want more clarity.

Glenn Wallace, a business stakeholder, said small business growth and homelessness remain top concerns.

“I would like to hear more about how we’re going to help small businesses,” Wallace said.

Other attendees pointed to emerging issues such as data center development and infrastructure.

Herb McCoy, a DeKalb resident and former library board member, said he wants a clearer understanding of those developments.

“I’d like to get a better sense of where the county stands,” McCoy said.

At the same time, McCoy expressed confidence in the CEO’s leadership.

“She showed up to practically every board meeting,” he said. “I think we’re in good hands right now.”


Residents Express Cautious Optimism

Among residents, the tone was largely supportive but measured.

Dorothy Anderson, a longtime DeKalb County resident, said she has seen progress but understands the timeline required for change.

“I believe in what she’s done and what she says she’s going to do,” Anderson said. “I know it can’t all be done in one day, but I see her making steps forward.”

She also pointed to the importance of community engagement moving forward.

“People have got to get out there,” she said.


A County in Transition

The address made clear that DeKalb County is actively reshaping its future through investment, policy shifts, and structural reform.

But it also highlighted a central reality: progress is uneven, and the success of these initiatives will ultimately be measured by how broadly they are felt.

“We are not waiting for what’s possible,” Cochran-Johnson said. “We are building it.”

Related articles

DeKalb County Shows Unified Vision at Capitol, Elevates Students and Legislative Priorities

DeKalb County Pioneers Long-Term Housing Solution with $8M Investment

DeKalb Reimagined: CEO Lorraine Cochran-Johnson Charts New Path Forward

DeKalb County Launches Real Time Crime Center, Marking Major Shift Toward Technology-Driven Public Safety

DeKalb County Approves $78 Million Contract to Improve Ambulance Response and Expand EMS Coverage

DeKalb County, Urban League Launch Water Rate Assistance Program to Support Families

Support open, independent journalism, your contribution helps us tell the stories that matter most.

Insurance Reform Takes Center Stage as DeAndre Mathis Pushes Consumer-Focused Agenda in Georgia Race

Georgia Insurance Commissioner candidate pushes reforms to end credit-based premiums, strengthen consumer protections, and hold insurers accountable while promoting fairness and transparency statewide.

By Milton Kirby | Decatur, GA | May 2, 2026

DeAndre Mathis, candidate for Georgia Insurance Commissioner is building his campaign around a simple but forceful message: the system is not working for everyday policyholders and it needs to change.

Drawing on more than two decades of experience in the insurance industry, Mathis is calling for sweeping reforms aimed at transparency, fairness, and consumer protection. His platform focuses on eliminating what he describes as systemic inequities in how insurance rates are determined, while restoring accountability to both insurers and the regulatory office itself.

At the core of his campaign is a push to end the use of credit scores in determining insurance premiums. He argues that credit-based pricing unfairly penalizes working families, particularly those in historically underserved communities.

“Your premiums should be based on your safety record, not your bank account or ZIP code,” he said, framing the issue as a form of “modern-day redlining.”

Mathis also plans to prioritize enforcement against what he calls “bad faith” practices within the insurance industry. He says the current system too often targets individual policyholders for minor infractions while failing to hold large insurance companies accountable.

“The office should work for the people, not just the providers,” he said, emphasizing the need to rebalance the role of the Insurance Commissioner toward consumer advocacy.

Another key component of his platform is increasing oversight of mutual insurance companies—firms that are technically owned by their policyholders. He argues that many of these companies are not operating in the best interest of those stakeholders, particularly when it comes to sharing profits.

“If companies are profitable, those gains belong to the policyholders—not just executives,” he said.

Beyond financial reforms, Mathis is also highlighting public safety concerns tied to insurance regulation. His campaign includes proposals to modernize fire safety standards across the state, particularly for multi-family housing and high-rise developments. He points to gaps in statewide fire code enforcement as a risk to both urban and rural communities.

“Safety is more than a policy—it’s prevention,” he said, adding that rural fire departments and emergency infrastructure need stronger support.

The campaign’s broader message is rooted in a belief that the Insurance Commissioner’s office has lost critical authority over time. Mathis has pledged to push for legislative changes that would restore regulatory power, including greater oversight of rate increases.

He also plans to use existing enforcement tools—such as fines and investigations—more aggressively, arguing that consistent oversight can deter unfair practices even before new laws are passed.

As the race develops, DeAndre Mathis positions himself as both an industry insider and a reformer—someone who understands the system from within but is willing to challenge it.

“Our priorities are about fairness,” he said. “That means putting people first.”

Support local journalism. Subscribe to The Truth Seekers Journal and help us continue telling the stories that matter.

Dickens Administration Expands Blight Tax to Revitalize Neighborhoods

Atlanta proposes stronger blight tax law, increasing penalties on neglected properties up to 25 times, aiming to revitalize neighborhoods and hold absentee property owners accountable.

By Milton Kirby | Atlanta, GA | April 30, 2026

The administration of Andre Dickens has introduced new legislation aimed at strengthening Atlanta’s fight against blighted properties, expanding enforcement tools and increasing pressure on negligent property owners across the city.

The proposed legislation, sponsored by Atlanta City Councilmember Byron D. Amos, builds on the city’s existing “blight tax,” formally known as the community redevelopment ad valorem tax. The measure is part of the mayor’s broader Neighborhood Revitalization Initiative, which seeks to reverse long-standing disinvestment in Atlanta communities.

Under current law, properties deemed blighted—based on criteria outlined in O.C.G.A. 22-1-1—can face steep financial penalties. The updated legislation strengthens that framework, allowing the city to more aggressively apply a tax increase of up to 25 times the standard rate on qualifying vacant properties.

“Neglected properties drain the vitality from our neighborhoods,” Dickens said in a statement. “This legislation sends a clear message: if you own property in Atlanta, you have a responsibility to maintain it.”

City leaders say blighted properties often trigger a ripple effect in surrounding communities, lowering home values, attracting crime, and increasing strain on public services. The enhanced legislation aims to interrupt that cycle by accelerating enforcement and expanding accountability.

Amos emphasized the urgency of the issue, noting that many residents have endured deteriorating properties for years. “Let this legislation be a message to delinquent property owners throughout the City that their behavior will no longer be tolerated,” he said.

The strengthened blight tax is one of several legal tools available to the city. Officials say it will be used alongside judicial in rem actions, nuisance prosecutions, condemnation authority, and traditional code enforcement measures.

Raines Carter, who serves as the city’s designated Public Officer for blight enforcement, said the city plans to focus on the most severe cases. Once a property is officially designated as blighted, owners are given a limited window to correct violations before the increased tax penalty takes effect.

“The City will strategically deploy the blight tax and all other remedies available to hold delinquent property owners responsible,” Carter said, urging residents to report problem properties through Atlanta’s 311 system.

The legislation follows the Atlanta City Council’s 2024 passage of Ordinance 24-O-1370, which authorized the initial use of the blight tax and set the groundwork for implementation. Since then, multiple city departments have coordinated to develop enforcement procedures and identify eligible properties.

City officials say they will monitor the program’s outcomes during its first year, with plans to refine and potentially expand enforcement to additional neighborhoods. The move signals a more aggressive posture by Atlanta leaders in addressing blight—one that combines financial penalties with legal enforcement in an effort to stabilize communities and restore long-neglected areas.

Support open, independent journalism—your contribution helps us tell the stories that matter most.

Exit mobile version