After a decades-long population boom, Atlanta’s growth is slowing down

Atlanta’s explosive growth is slowing after decades of expansion, as families move to surrounding suburbs for space and affordability while the city grows denser and pricier.

By Krystal Nurse | General Assignment Reporter | October 20, 2025

Quinn Arnau was thoughtful in his decision to plant his roots in the Atlanta metro area 20 years ago. He sought a space with an up-and-coming airport, major corporations’ headquarters and room to breathe.

“I feel like Atlanta is a cool place to live,” Arnau, president of the Atlanta Realtors Association, told Straight Arrow News. “It’s seen as an alternative to some of the larger cities like Chicago, Los Angeles and New York.”

He isn’t the only one who feels this way. Atlanta has grown steadily for the past two decades. But as that sought-after available space becomes harder to find, the boomtown’s growth is slowing. 

Between 1990 and 2025, Atlanta’s population grew an average of 2.2% every five years, according to an SAN analysis of data from the Atlanta Regional Commission, a regional planning organization that tracks trends for the city and surrounding counties. The city’s most rapid growth occurred from 2015 to 2020, during which the number of residents increased by 15.5%, or 67,015 people. The city is no stranger to population losses, as its worst was by 4.84% from 2000 to 2005, when it lost 20,163 residents.

Ann Carpenter, head of research and analytics at the commission, told SAN her team reviews results of the decennial census and then uses information about new homes being built to calculate a weighted population change.

On an annual basis, the growth looks more incremental. Data from the Census Bureau’s annual population estimates showed that Atlanta’s growth slowed from 1.5% between 2021 and 2022 to 1.3% from 2023 to 2024.

John Floresta, chief strategy and accountability officer at the Cobb County School District, which serves 100,000-plus students in the Atlanta metro, told SAN that he believes the stalled national birth rate is the cause. According to the Federal Reserve Bank of St. Louis, the national rate has been falling since 2007 with a small spike in 2021. 

“Over the course of the last five years or so, we have seen a stable birth rate across the county,” he said.

Georgia’s birth rate of 11.3 births per 1,000 people was slightly higher than the national average of 10.7 in 2023, according to the Centers for Disease Control and Prevention. Data for 2024 hasn’t yet been finalized.

Yet even as the birth rate has held steady, school enrollment has decreased in Cobb County. The number of incoming kindergarteners has dropped from 7,720 students six years ago to 6,803 as of March 6, according to Georgia Department of Education enrollment data.

Despite it, people have relocated from the city’s confines to the suburbs where they can access more land for as much, sometimes less, than what they pay in Atlanta. The movement hit cities across the nation for decades. This urban flight proliferated during the COVID-19 pandemic, as places like Atlanta accepted more multifamily developments to accommodate a rising population, pushing single-family homes to the suburbs.

What’s led to the growth? 

Lloyd Potter, professor of sociology and demography at the University of Texas at San Antonio, told SAN that cities often see more people move in when a transportation system is built. That happened in places like Knoxville, Tennessee, Dallas and Houston. 

Atlanta is no stranger to that phenomenon. After the city expanded its former municipal airport to include international flights in the 1970s and 1980s, Hartsfield-Jackson International Airport became the world’s busiest airport

Atlanta followed a relatively steady growth after the 1990s, mimicking the expansion of major companies like Delta Air Lines, UPS, Coca-Cola Company and Equifax. The region became a great place to work: The Atlanta-Sandy Springs-Roswell region had an unemployment rate of 4.9% in 1990 and 3.4% in 2024, according to data from the Bureau of Labor Statistics.

Since 1990, the region has added a net of 45,827 employees. The largest addition was in 2021 when 146,300 people joined the region’s workforce — a rebound after the area saw 142,000 people lose their jobs during the COVID-19 pandemic.

Still, the promise of good jobs helps keep the region humming. At Cobb County schools, Floresta said the district has worked with several businesses to embed staff at Career Innovation and Technology Academy, a magnet high school that focuses on providing students hands-on learning experiences and career opportunities. Through the academy, Floresta said students graduate trained in their industries and could be hired quicker than others.

“Employers are confident that they’re hiring a skilled employee when a graduate walks in their door,” he said.

He added families are noticing the options suburban school districts like Cobb County offer and are either moving to those counties or sending their kids to the districts. 

Suburbs enjoy the constraints of Atlanta

Floresta, like Arnau, moved to the Atlanta area nearly 25 years ago. He chose a home in Cobb County, which was growing slowly, starting in the parts neighboring Atlanta.

Soon enough, that development extended up to the city of Marietta, then to the town of East Cobb, over to the city of Kennesaw and down the county’s western side.

That’s evident in the sprawl of building permits the Atlanta Regional Commission has tracked. Its map revealed that single-family housing building permits in 2024 clustered in Forsyth, Gwinnett, Hall and Jackson counties. 

Those new homes are likely being filled with younger families, Arnau said. 

According to the commission’s yearly population report, the Atlanta Metro’s population grew by 26.3% from 1970 to 1980 and by 34.9% from 1980 to 1990. Gwinnett County experienced the largest jump, exploding from 72,349 residents in 1970 to just over 1 million as of this year. 

The commission uses an 11-county region in the population estimates over the Census Bureau’s 29-county metro.

Arnau has noticed a trend of younger people moving out of the city of Atlanta to take advantage of the space a home in the suburbs can offer for their budgets. 

“We have a lot of people looking for a large flat backyard,” Arnau said, “and I’m not sure how Atlanta is perceived from the outside, but once you get especially north of the city, there are creeks and rivers and hills and things everywhere.”

The lack of open space in Atlanta has, however, made way for multifamily buildings such as apartments, condominiums and townhomes. The city has approved nearly nine times more multifamily permits than it did for single-family homes in 2024, according to the Atlanta Regional Commission. 

It’s the only area in the region with such a large discrepancy between the housing types. 

“Some of those rentals are coming at the expense of would-be development for single-family homes,” Arnau said.

Throughout the region, home sales aren’t closing as quickly as they once did, Arnau told SAN. As a result, Arnau deems the area part of a “neutral” real estate market, which means neither buyers nor sellers have an advantage. This has allowed homeowners to stay put for longer as their homes build equity.

And that, in turn, promotes smaller towns to build their own downtown or city center areas to entice people to stay, Arnau said. That’s happened in Alpharetta, where in 2015, leaders created a downtown master plan to address Fulton County’s 365,000-resident increase between 1970 and 2015. 

It resulted in a neighborhood boasting more than 50 restaurants, shops and hotels.

Growth in Atlanta hasn’t stopped. It’s only slowed after years of explosive growth that has become the expectation: People are still moving in and calling it home.  

“The future is bright,” Arnau said. “Atlanta will continue to keep growing and we’ll see people continue to want to live here.”

Tristan Peterson (Creative Director) and Devin Pavlou (Digital Producer) contributed to this report.

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The Tau Pi Omega Chapter of Alpha Kappa Alpha Sorority, Incorporated Empowers Families to Build Generational Stability Featuring Financial Expert Jini Thornton

The Tau Pi Omega Chapter of Alpha Kappa Alpha Sorority, Incorporated hosts “The Power of Our Legacy” on October 25, featuring Jini Thornton’s practical roadmap for financial clarity, organization, and generational wealth transfer.

By Milton Kirby | Stone Mountain, GA | October 22, 2025

The Tau Pi Omega Chapter of Alpha Kappa Alpha Sorority, Incorporated is gearing up for a day-long workshop this Saturday designed to help families take control of their future through intentional planning and organization.

The program, “The Power of Our Legacy (Planning today for tomorrow’s success),” will feature nationally syndicated financial empowerment guru and Certified Public Accountant (CPA) Jini Thornton, whose mission is to make legacy planning simple, approachable, and life changing.

Courtesy – Jini Thornton

“This workshop is about making legacy planning simple,” Thornton told The Truth Seekers Journal in an interview Tuesday. “People focus on wills and trusts, and that’s important. But so much of legacy work has nothing to do with documents. It’s the roadmap—what people need to know and where to find it.”

Thornton said the goal is to help families move from overwhelmed to organized. “When someone gets sick or passes away, who cares if you have documents no one can find?” she said. “Organization is the game-changer.”


The message: organize your life so your love shows up on time

Thornton previewed the workshop’s agenda, which will walk participants through practical, no-cost actions:

  • Build a “legacy dream team.” Choose people who can carry out real responsibilities, not just relatives by default.
  • Name who’s in charge and clearly define the roles.
  • List key contacts. Accountant, realtor, insurance agent, benefits and HR at work, even the handyman.
  • Document workplace details families often overlook: manager’s name, close co-workers, and benefit elections.

When Thornton’s mother passed away, she said, the entire process ran smoothly because everything was already organized. “I knew who did her taxes. I knew the realtor she wanted to handle the sale of her home. I even knew her handyman,” she recalled. “That clarity gave me space to grieve instead of spending months searching.”

She also stressed that the workshop will empower attendees with simple, immediate steps: designating Payable-on-Death (POD) and Transfer-on-Death (TOD) beneficiaries on accounts, and updating life insurance and retirement plans. “You don’t need a lawyer or money to start doing this,” she said. “You just need intention.”


Normalizing the hard conversations

Thornton said part of the work is cultural. “For good historical reasons, we learned to hide things,” she said. “But we’ve taken hiding too far. Your loved ones don’t need to know your checking or savings account balances—they need to know where you bank.”

She wants families to bring these discussions into the open before a crisis. “Death is hard,” she said. “Don’t rob your family of the time to be present and grieve by forcing them to search for months.”


Legacy Life Organizer

The Legacy Life Organizer

Saturday’s workshop will also introduce participants to Thornton’s comprehensive workbook, the Legacy Life Organizer, a tool that provides prompts, checklists, and conversation starters for managing critical information. It’s meant for both individuals and those helping parents or grandparents get organized. A purchase link for the guide will be made available after the event.


Practice what you preach

Thornton’s own company, Envision Business Management Group, embodies the same discipline and organization she advocates. With a staff of 12, she leverages professional networks and trusted partners to maintain efficiency and confidentiality for her clients.

“Jini practices what she preaches.” Her firm relies heavily on reputable consultants and payroll companies to manage transactions and data securely. “Any of my clients who have employees,” Thornton said, “we ensure every person is paid on time, every time, by leveraging payroll services. It keeps operations smooth, protects client privacy, and makes sure employees are taken care of.”

Envision operates as a true fiduciary for its clients. “All of their revenue is collected by us,” Thornton explained. “We handle the payments, the bills, the reporting — everything. That way, clients can focus on what they do best while knowing their finances are protected.”


Trusted by the best

When asked if she could share the names of any clients, Thornton was cautious — but did mention one. “I’ve worked with Ludacris for many years,” she said. “We earned each other’s trust a long time ago, and he remains one of our thriving clients today.”

Thornton is quick to deflect credit for his financial success. “I don’t take credit for anyone’s accomplishments,” she said. “But I do know our firm provides road maps and feedback that have helped our clients make excellent financial decisions.”


Intentional wealth transfer in Black communities

For Thornton, legacy planning is deeply personal. Adopted by a single mother in 1969, she grew up in a home that valued independence and preparation. “My mom was committed to empowerment,” she said. “When she passed, everything was in order. I didn’t have to chase paperwork — she left me space to grieve.”

That experience drives her message today. “We work so hard,” she said. “We must be intentional about transferring what we have — no matter how much it is. You don’t have to be Oprah to have something to transfer.”


Sidebar: What Attendees Will Do This Saturday

  • Create a Legacy Dream Team with clear roles and backups
  • Compile a master contact list (tax preparer, realtor, insurance, HR, trusted trades)
  • Record workplace details (manager, HR contact, benefits)
  • Set POD/TOD designations on accounts
  • Update beneficiaries on life insurance and retirement plans
  • Centralize all key information in one secure place

Sidebar: Conversation Starters at Home

  • “If something happened, who should we call first at work?”
  • “Which bank and branch do you use?”
  • “Who handled the last insurance claim?”
  • “Who’s your tax preparer or Certified Public Accountant?”
  • “Who should be in charge, and why?”

October 25, 2025 

11:00am – 1:30pm

Antioch AME Church

765 S. Hairston Rd Stone Mountain, GA 30088

Click to Register

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Moratorium, Monitoring, and Modernization: DeKalb’s Careful Approach to Data Centers

DeKalb residents packed the Porter Sanford Center to learn how data centers impact energy, water, and community life—and what new policies could mean for local neighborhoods.

By Milton Kirby | Decatur, GA | October 17, 2025 (Updated October 21, 2025)

On Wednesday evening, a packed house at the Porter Sanford III Performing Arts & Community Center bore witness to an important community discussion: the town hall event titled “Helping Residents Understand Data Centers”, hosted by DeKalb County Government in collaboration with County CEO Lorraine Cochran Johnson, Commissioner Mereda Davis Johnson and Commissioner Dr. LaDena Bolton. The goal — to shed light on data-center development across metro Atlanta and engage residents directly in shaping policy and zoning.

In her opening remarks, CEO Cochran Johnson emphasized the event’s purpose: “Our goal is to ensure residents have access to accurate information and can engage in meaningful discussion before decisions are made,” she said, stressing that the conversation was “about education, transparency, and community understanding.” With the meeting also live-streamed on DCTV to reach broader audiences, it underscored the County’s intention to leave no stone unturned.

The timing is telling. In July the DeKalb County Board of Commissioners approved a temporary moratorium on new data-center approvals, citing the need for deeper research, policy development and public engagement — extended recently through December 2025. The town hall forms part of that process: a chance for residents to hear from experts directly, ask questions, weigh the potential benefits and pitfalls of data-center development in their communities, and help shape the regulatory framework that will guide what comes next.

Photo by Milton Kirby – DeKalb CEO Lorraine Cochran-Johnson

What is a data center—and why does it matter?

It may sound technical, but the concept is clearer when you break it down. A data center is fundamentally a physical facility where computing equipment, storage systems, networking gear and infrastructure are housed to store, process and manage data and applications. According to Cisco Systems, “at its simplest, a data center is a physical facility that organizations use to house their critical applications and data.”
This includes the servers, storage drives, routers and switches, firewalls, as well as the power, cooling and backup infrastructure that keeps everything running — often 24/7.

In practice, the modern facility is an industrial-scale enterprise. It might host cloud-computing platforms, serve as the backbone for AI and machine-learning workloads, support massive “hyperscale” operations (for companies like Google, Amazon, Microsoft) or even serve as regional hubs, connecting telecommunications infrastructure.

Because nearly every service you use—online banking, streaming video, storing and sharing images, remote work, emergency services—runs through some portion of this infrastructure, data centers are essential to our digital lives. They are the silent—but massive—buildings behind the scenes.

As the panel at the Porter Sanford meeting made clear, the reason data centers are increasingly under scrutiny is that, while they provide digital backbone benefits, they also raise real questions about land use, infrastructure stress, environmental impact, community equity and local benefits.


The Town Hall Discussion: Experts, Residents & Real Questions

To assist residents and officials in considering these questions, the County brought together an array of specialists:

  • Demond Mason of Newton County
  • Shane Short of the Walton County Development Authority
  • Ahmed Saeed of Georgia Tech
  • Céline Benoît of the Metropolitan North Georgia Water Planning District
  • Danny Johnson of the Atlanta Regional Commission
  • Juliana Njoku of DeKalb’s Department of Planning and Sustainability

Under the guidance of CEO Cochran Johnson, the panel addressed core topics such as: energy and water use; required infrastructure (power grid, water, cooling, fiber and roads); economic impact and job creation; community benefit and quality-of-life concerns; and the evolving role of data centers in a world of AI, cloud computing and remote everything.

Residents asked pointed questions: how many jobs will actually be created? Will their electricity bills go up? What about the noise, the land-use conversion, the water demand? Many admitted they came to the event unsure of how a data center operates yet left with a clearer understanding of the mechanics and implications.


The Upsides: Why Data Centers Can Be Good for Local Communities

During the discussions, several clear benefits emerged.

Economic development and tax revenue
Data-center construction can bring substantial investment into a region. Some counties have seen increased property values, boosted infrastructure spending, and attraction of technology-sector ecosystem growth. The panel cited examples such as Loudoun County in Virginia, where data-centers supported these spill-over benefits.

Infrastructure-upgrade spillover
Because data centers require robust utilities—electricity grids, fiber-optic networks, road access—they can serve as catalysts for broader infrastructure improvements that benefit whole communities: better broadband, improved roads, enhanced power reliability.

Foundational digital backbone
As noted above, data centers are critical for cloud computing, artificial intelligence, digital entertainment, remote work, telehealth and emergency services. Local proximity to such infrastructure can help position a region for the future economy.

Community partnership opportunities
Some operators are increasingly conscious of their role as community partners: training programs, community benefit agreements, technological access, local hiring efforts. When these partnerships are handled proactively, the hosting community sees more than just a facility in its backyard.

In short: with the right planning, regulation and transparency, a data-center project can be more than an industrial site—it can become an asset for a community.


The Concerns: Real Risks that Need Guarding Against

However, the discussion also surfaced multiple legitimate concerns—several of which resonated with many residents.

Massive energy consumption
Data centers are extremely energy intensive. Analysts project that U.S. data-center power demand could triple by 2030 if current trends continue, driven in large part by AI workloads. That means pressure on local grids, higher utility infrastructure costs, potential for increased electricity costs for residents, and stronger reliance on fossil-fuel generation in some cases.

High water usage and cooling demands
In many facilities, water is used for cooling (evaporative systems, cooling towers). One study found that a single 100-megawatt data center could use up to two million liters (more than half a million gallons) per day in water-stressed regions. In drought-prone areas this becomes a key local water-resource risk.

At the town hall, panelists explained that not all data centers cool the same way. Some rely on open, or free-flowing, water systems—in which water continuously cycles through equipment and then exits the facility, often as warm discharge into municipal systems. While cheaper to build, these systems consume far more water and can increase strain on local supplies.

By contrast, closed-loop cooling systems recirculate water within sealed pipes or tanks, losing only small amounts through evaporation. Though more expensive upfront, they dramatically reduce total water consumption and are now considered a best practice in water-sensitive areas.
Experts noted that some advanced centers are moving toward hybrid or air-cooled designs that reduce or eliminate water use entirely.

Understanding which system is being proposed for any new facility, several panelists said, should be one of the first questions local residents and zoning boards ask. “The type of cooling system tells you a lot about the facility’s environmental footprint,” one expert explained. “A closed-loop system signals a commitment to sustainability.” These distinctions matter deeply for regions like metro Atlanta, where droughts and high summer demand already put pressure on shared water resources.

Pollution, noise and land-use impacts

  • Backup diesel generators, used for power outages and often regularly tested, release pollutants (particulate matter, nitrogen oxides) that affect air quality and health, particularly in nearby communities. (businessinsider.com)
  • Noise from cooling fans, servers, power infrastructure and HVAC systems can disturb neighborhoods. One source put it this way: “It’s like being on a tarmac with an airplane engine running constantly … Except that the airplane keeps idling and never leaves.” (en.wikipedia.org)
  • Large data-center campuses require significant land—sometimes in competition with housing, agriculture or conservation. Zoning change and land-use conversion may alter neighborhood character and environmental justice concerns.

Job and benefit-share questions
While data-center construction may bring many temporary jobs, once operational the facility often requires relatively few permanent employees (security, maintenance, facility management). Critics argue that the number of long-term, well-paid jobs may be low compared with the scale of incentives offered and the local infrastructure costs borne.

Infrastructure and regulatory burdens
Upgrading the local power grid, improving transmission lines, reinforcing water systems, may require large investments—sometimes partially funded by local utility customers. Without strong policy frameworks, the host community may bear disproportionate share of cost or risk. There is also concern that data centers are sometimes located in communities that already face higher pollution burdens—raising environmental-justice flags.

Unequal distribution of benefits and burdens
Some research suggests that while benefits concentrate (large corporations, landowners, utility companies), many of the burdens (environmental impact, utility cost increases, land conversion) fall on less-advantaged communities. (businessinsider.com)


What the Experts Emphasised: Keys for DeKalb County to Watch

From the town-hall panel, several watch-points and recommendations stood out.

  • Promised local benefits must be specific and enforceable. What are the actual jobs, training programs, property-tax contributions, community-benefit agreements?
  • Who bears the costs? Not just jobs and tax revenue, but what about added strain on the grid, water usage, infrastructure upgrades, noise mitigation, environmental monitoring?
  • Transparency, community engagement and ongoing monitoring. Projects must not just be approved and forgotten; ongoing oversight, community liaison and impact measurement matter.
  • Strong regulatory framework. Zoning, environmental review, utility oversight, noise/air-quality mitigation—all must be in place before large-scale approval.
  • Local context matters. The impact varies depending on water-stress region, grid capacity, land-use pressures, community vulnerability, equity considerations. A data center in one region can be far more challenging than in another.
  • Balance of economic opportunity and sustainability. It’s not simply “data centers good = jobs”; the full spectrum of benefits, burdens and trade-offs must be weighed.

Back to DeKalb: What Happens Next

For DeKalb County, the town hall was a milestone in a broader process. With the moratorium in place through December 2025, county staff, planners and officials will be synthesizing resident input, expert findings, fiscal and infrastructure impact studies, and crafting zoning and operational standards tailored for data-centers. Residents were encouraged to stay engaged: future meetings, updates and resources will be posted through official County channels.

Many attendees left the event expressing appreciation. One resident noted that she had arrived “not sure how a data center worked or why we should care” but departed with “a much clearer understanding of the issues, the trade-offs, and what questions I now want to ask.” Another stressed the importance of “making sure our neighborhood doesn’t get the downsides while someone else reaps the benefits.”

In the coming months the County will need to reconcile competing priorities: attracting investment and economic opportunity, preserving infrastructure capacity, protecting environmental and community health, ensuring fairness and equity, and shaping land use in a way that serves residents’ interests.


Final Thoughts: A Balanced Outlook

Data centers are undeniably a critical part of the 21st-century digital economy. They support cloud services, remote work, streaming, AI, healthcare, financial systems — indeed, much of modern life. If well-located, well-regulated and community-integrated, they can bring growth, infrastructure upgrades and strategic advantage to a region.

But the side-effects are non-trivial. Massive power draw, high water usage, potential air-quality and noise impacts, infrastructure cost burdens, limited long-term job gains, and land-use conversion all demand thoughtful planning and hard questions. The research is clear: impacts vary greatly depending on region, regulatory strength, benefit-sharing and community engagement. For example, while global studies show data centers may account for over 1 % of global electricity use currently and could double in the next few years, localized effects on utility grids, water systems and neighborhoods can be acute.

For DeKalb County, the next phase is crucial. The conversation has begun; now comes the work of translating dialogue into policy. The County will need to ensure that the benefits of any data-center project genuinely accrue to residents, that the costs are clearly allocated, and that long-term quality of life—environmental, infrastructural, social—is protected.

As CEO Cochran Johnson said in her opening remarks: this is about education, transparency, and community understanding. The residents of DeKalb have signalled they intend to be part of the process — and the success of future data-center development will depend on that engagement being genuine, sustained and meaningful.

In the end, the question isn’t simply whether to approve data centers—it’s how, under what terms and with what safeguards such a facility sits in a community. If DeKalb County can insist on rigorous criteria, clear community benefits, and strong oversight, it may capture the promise of 21st-century digital infrastructure while avoiding its pitfalls. The town hall was a strong first step in that direction.

Related video              Data Center Town Hall

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Arthur M. Blank Family Foundation Commits $50 Million to Atlanta’s HBCUs

Arthur M. Blank Family Foundation will invest $50 million over 10 years to help nearly 10,000 Atlanta HBCU students complete degrees through need-based “gap scholarships.”

By Milton Kirby | Atlanta, GA | October 13, 2025

(AMBFF) will invest $50 million over the next decade to provide scholarships for students at Clark Atlanta University, Morehouse College, Morris Brown College, and Spelman College — all members of the Atlanta University Center Consortium.

The initiative, beginning in 2026, aims to close financial gaps that often prevent students from completing their degrees. The foundation estimates the funding will help nearly 10,000 students earn their diplomas over the next ten years.

Photo by Milton Kirby Morris Brown College

“These grants are a material investment in hope,” said Fay Twersky, president of the foundation. “Our goal is to help more students earn their degrees, launch successful careers, and become alumni who give back — creating a cycle of opportunity that benefits young people and communities across the nation.”

Closing the Financial Gap

Each of the four institutions will distribute the funds independently. Clark Atlanta, Morehouse, and Spelman are expected to receive about $16 million each, while Morris Brown, which currently enrolls about 350 students, will receive a smaller share.

Scholarship awards will range from $500 to $10,000, depending on financial need. The funds will primarily support juniors and seniors in good academic standing who have exhausted all other sources of aid, including federal Pell Grants, state programs, and loans.

A Legacy of Giving

Founded in 1995 by Arthur M. Blank, co-founder of The Home Depot and owner of the Atlanta FalconsandAtlanta United, the foundation has donated more than $1.5 billion to date. Blank, who has signed The Giving Pledge and holds a net worth of more than $11 billion, has long focused his philanthropy on education, health, and community development.

Past contributions to historically Black colleges and universities (HBCUs) include$10 million for the Arthur M. Blank Innovation Lab at Spelman College; $6 million to improve athletic fields at Clark Atlanta, Albany State University, Miles College, and Savannah State University; $3 million to help Morris Brown digitize a hospitality credential; and $400,000 for Morehouse College’s golf program and new football helmets at both Clark Atlanta and Morehouse.

Broad Economic and Social Impact

According to the foundation, Atlanta’s HBCUs collectively contribute more than $1 billion annually to the region’s economy and outperform other institutions in helping students from lower-income families move into higher-income brackets.

“This monumental investment will empower our students to remain focused on their academic studies and ensure that their talent, ambition, hard work, and integrity — not financial hardship — will determine their futures,” said Dr. F. DuBois Bowman, president of Morehouse College.

Rooted in Values

Blank traces his philanthropic philosophy to his mother, Molly Blank, who taught him the Jewish principle of tikkun olam — repairing the world through kindness. “You only pass through life once, so make it count,” she often told him — words that continue to shape the foundation’s mission.

The Arthur M. Blank Family Foundation, headquartered in Atlanta, supports initiatives across Georgia and Montana, as well as programs for veterans, mental health, democracy, youth development, and environmental sustainability. Its leadership reaffirmed in 2023 a commitment to accelerate philanthropy over the next decade to address urgent social challenges.

Through strategic giving and community engagement, the foundation continues to embody its founder’s guiding principle: repair the world, one opportunity at a time.

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National Black Farmers Association Sets Course for 2025 Birmingham Conference

By Milton Kirby | Birmingham, AL | October 12, 2025

The National Black Farmers Association (NBFA) will convene its 2025 Annual Conference in Birmingham, Alabama, from October 31 to November 1, uniting farmers, policymakers, and civil rights advocates from across the country for two days of education, empowerment, and strategy.

This year’s theme focuses on building capacity and identifying resources for small-scale, limited-resource, and socially disadvantaged farmers, ranchers, and landowners. The conference’s hands-on training sessions and educational workshops are designed to provide practical tools, proven techniques, and access to vital programs that strengthen the economic resilience of Black farmers and rural communities.

Prominent Voices in Attendance

Among the confirmed attendees are civil rights attorney Ben Crump, NBFA President John Wesley Boyd Jr., and Kara Brewer Boyd, the organization’s First Lady and national outreach coordinator.

John Boyd Jr., a fourth-generation farmer, civil rights activist, and founder of the NBFA, lives in Boydton, Virginia, with his wife Kara. He operates a 1,500-acre family farm cultivating soybeans, corn, wheat, and produce, while raising beef cattle, American Guinea Hogs, Nigerian Dwarf goats, and chickens.

A lifelong farmer and advocate, Boyd spent 14 years as a Perdue Farms breeder and many more as a tobacco farmer before forming the NBFA in the early 1990s. His leadership has brought him to the table with national and international agricultural leaders, working to eliminate discrimination in federal farm programs and expand opportunities for underserved farmers. Boyd’s story has been featured in the History Channel docuseries The American Farm, chronicling his fight to sustain his family’s land against the odds.

Conference Highlights

Hosted at the Birmingham–Jefferson Convention Complex, the 2025 event celebrates the 35th anniversary of the NBFA’s founding. Over two days, attendees will participate in sessions focused on climate resilience, federal lending access, rural broadband expansion, hemp and specialty crops, and youth engagement in agriculture.

Workshops will be paired with a Farm Expo, women’s leadership roundtables, and networking receptions designed to connect attendees directly with USDA officials, lenders, and private sponsors.

“The NBFA has been the voice of our community for 35 years,” said Boyd. “This conference is about more than policy—it’s about passing on the tools and land that sustain us.”

Opportunities and Deadlines

The Annual NBFA Conference offers marketing, exhibitor, and sponsorship opportunities for partners who share its mission to build an equitable agricultural future.

For sponsorship, exhibitor, or advertiser information, contact Kara Boyd at nbfa.kara@gmail.com.
Reservation deadline: Tuesday, September 30, 2025.

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Uncle Nearest: A Billion-Dollar Brand, a $25 Million Question & The Unanswered Future

Uncle Nearest’s receiver plans to sell its Cognac, France château amid questions over asset value, investor stakes, and whether creditors aim to recover—or acquire—the brand itself.

By Milton Kirby | Shelbyville, TN | October 11, 2025

A French Estate on the Market

The court-appointed receiver overseeing Uncle Nearest, Inc. says the company’s French estate—known as Domaine Saint Martin—will be sold to satisfy debt, calling the Cognac property “non-income-producing” and estimating that it would require $15 million to $25 million in new investment to launch a viable product line.

Domaine Saint Martin Signature – Beverage Journal



In a 19-page quarterly report filed October 1, Receiver Phillip G. Young Jr. described the château, vineyards, and related intellectual property as “non-core assets” and confirmed he has already received one offer and two additional inquiries for the French holdings. The report also identified real estate in Martha’s Vineyard and Bedford County, Tennessee among other non-income-producing assets now under review for possible liquidation.

Young’s team has begun domesticating the U.S. receivership order in France, a legal step required before any sale or transfer of the Cognac property. Until a French court recognizes that order, control of the local bank accounts and property remains limited.

The Numbers Behind a Billion-Dollar Brand

Public filings confirm that Uncle Nearest raised more than $220 million from roughly 163 individual investors, with founder Fawn Weaver retaining about 40 percent ownership and 80 percent of voting rights.

Pre-receivership valuations placed the company between $900 million and $1.1 billion—figures drawn from investor briefings and industry profiles that underscore why the brand’s fate now carries implications well beyond a simple debt workout.

The receiver’s report portrays a company that remains operational and cooperative, with employees and management assisting in stabilization efforts. Payroll has been restored, distribution channels reopened, and new product releases are expected this quarter.

Still, the report makes clear that cash flow remains tight, and that lender Farm Credit Mid-America has advanced $2.5 million in emergency funding under a forbearance agreement.

Photo by Milton Kirby Uncle Nearest Trio

Receivership and Race: What the Data Show

Receivership is a court-ordered process in which a neutral third party assumes control of a company to preserve its value for creditors. It differs from bankruptcy in that operations often continue and the goal—at least in principle—is rehabilitation or an orderly sale, not liquidation.

While direct, specific statistics detailing the comparative success rates of minority-owned versus white-owned companies emerging from formal receivership are difficult to find in public reports from universities, banking regulators, or the SBA, there is extensive research highlighting disparities in business outcomes, access to capital, and failure rates that contribute to such financial distress.

General Business Outcome Disparities
Research indicates that minority-owned businesses generally start smaller, have lower revenues and profits, and have lower survival rates compared to white-owned businesses—conditions that make financial distress or receivership more likely.

• Closure/Survival Rate: A 1992–1996 study found that the average probability of closure was 26.9% for Black-owned firms, compared to 22.6% for white-owned firms.
• Revenue Disparity: Over half of Black-owned businesses have annual revenue below $100,000, compared to only 13% of white-owned firms.
• Financial Distress: In 2019, 58% of Black-owned and 49% of Hispanic-owned firms were categorized as financially at risk or distressed, compared to 29% of all small businesses.
• COVID-19 Impact: During the pandemic, Black-owned businesses closed at more than twice the rate of white-owned firms.

Disparities in Access to Capital

• Loan Approval Rates: Black-owned firms apply for new funding more often but are approved 19 percentage points less frequently than white-owned firms.
• Full Financing Received: Among low-credit-risk applicants, 48% of white-owned, 25% of Latino-owned, and only 46% of Black-owned firms received none of the financing they sought.
• Credit Risk Perception: Black-owned businesses are 3–5 times more likely to be labeled “high credit risk.” Only 33% of Black-owned businesses had low credit risk, compared to 72% of white-owned firms.

These statistics were compiled from publicly available research by the Federal Reserve, the U.S. Small Business Administration (SBA), and multiple peer-reviewed academic studies. They have been independently reviewed and summarized by The Truth Seekers Journal for inclusion in this publication.

General Outcomes in Receivership and Bankruptcy

Restructuring and receivership processes tend to lead to one of three outcomes:
1. Successful Emergence/Reorganization (Going Concern)
2. Sale as a Going Concern
3. Liquidation

While specific comparative data are limited, the broader research on capital access and survival rates strongly suggests that minority-owned companies face greater barriers to achieving the more favorable outcomes—successful reorganization or sale as a going concern—due to longstanding inequities in lending, collateral valuation, and investment access.

Assets Under Scrutiny

The Receiver’s First Quarterly Report states plainly that Uncle Nearest’s non-income-producing assets “should be liquidated.” That includes Domaine Saint Martin in France—acquired in 2023 as part of the company’s planned Cognac expansion—and property in Martha’s Vineyard reportedly purchased for $2.25 million through UN House MV LLC.

Industry observers note that the Cognac estate’s sale would unwind the company’s most ambitious international venture—an African-American-owned whiskey label expanding into the ancestral home of cognac production.

What the Receiver Did Not Investigate

In his 19-page report, the Receiver concluded that Uncle Nearest “lacks the ability to make that investment at this time,” referring to the $15–$25 million required to bring the Cognac operation to market.

However, the report does not analyze alternative scenarios—such as whether a strategic capital infusion, investor partnership, or lender-backed financing package could preserve the asset and enhance the company’s value over time.

The Receiver did not address whether a coordinated plan between Uncle Nearest’s ownership and its primary lender, Farm Credit Mid-America, could fund the launch of the Cognac line within a 36-month horizon, potentially transforming a dormant holding into a global revenue stream. Nor does the report estimate the annual cost of maintaining the French estate, or compare that expense against the projected value of an operating Cognac division. These omissions raise a key question: is the sale of the French property a necessary financial remedy—or a missed opportunity to strengthen a billion-dollar brand’s international expansion?

Who We’re Asking Next

As part of The Truth Seekers Journal’s continuing coverage of the Uncle Nearest receivership, we first reached out to Receiver Phillip G. Young Jr. at Thompson Burton PLLC for comment and clarification regarding several key findings in his October 1 report.

Our questions—emailed on October 10, 2025—included requests for information about asset valuations, operating benchmarks, professional fees, and any offers for the company as a whole. As of publication, no response or acknowledgment has been received.

In the coming days, we plan to reach out to additional individuals and organizations connected to the receivership and company operations, including Justin T. Campbell, Counsel for the Receiver, Thompson Burton PLLC; Newpoint Advisors Corporation, financial advisors to the Receiver; Thoroughbred Spirits Group, LLC, operational consultants; Farm Credit Mid-America, PCA, the senior secured lender; Fawn and Keith Weaver, company founders and principal stakeholders; and Tennessee Distilling Group (TDG), Uncle Nearest’s contract distiller and warehousing partner.



These inquiries will focus on valuation methodology, asset strategy, and possible restructuring options—particularly whether viable paths exist for the company to emerge stronger from receivership without selling the French Cognac estate.

If responses are received, The Truth Seekers Journal will publish a dedicated follow-up feature and reader update, continuing our commitment to factual, transparent coverage of this developing case.

This article was originally published on The Truth Seekers Journal.

This article was originally published on The Truth Seekers Journal.

Related stories:

Receiver’s Report Says Uncle Nearest Can Be Reorganized

Uncle Nearest at Legal Crossroads

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Council for Quality Growth to Honor Tommy Holder with 2025 Four Pillar Tribute

By Milton Kirby | Atlanta, GA | October 10, 2025

Atlanta to Celebrate a Legacy of Leadership

More than 1,400 business and civic leaders will gather Thursday, October 16, 2025, to honor Tommy Holder—Chairman and former CEO of Holder Construction—at the Council for Quality Growth’s 36th Annual Four Pillar Tribute.
The black-tie-optional gala begins at 6 p.m. with a cocktail reception, followed by dinner and a formal program in the Georgia Ballroom of the Georgia World Congress Center.

The tribute, presented by the Arthur M. Blank Family Foundation, Delta Air Lines, Georgia Power, and Norfolk Southern, recognizes Holder’s lifetime of leadership and civic engagement that has shaped Atlanta’s skyline and business community.


Program Highlights

Governor Brian P. Kemp will share remarks via video, with Atlanta Mayor Andre Dickens delivering the evening’s welcome. The invocation will be offered by the Very Reverend Sam Candler of the Cathedral of St. Philip.
Doug Hertz, Chairman and CEO of United Distributors and a 2020 Four Pillar honoree, will serve as master of ceremonies.

Tribute speakers will highlight the event’s guiding values—Quality, Responsibility, Vision, and Integrity—through reflections from:

  • Beth Lowry, President & CEO, Holder Construction
  • Donna Hyland, CEO, Children’s Healthcare of Atlanta
  • Dr. Ángel Cabrera, President, Georgia Institute of Technology
  • The Very Reverend Sam Candler, Dean, Cathedral of St. Philip

Musical performances will feature a 60-piece Georgia Tech Yellow Jacket Marching Band ensemble and Atlanta-native Slater Nalley, a 2025 American Idol finalist.
Other featured speakers include Clyde Higgs, President and CEO of Atlanta BeltLine Inc. and current Council Chairman, and Michael E. Paris, President and CEO of the Council for Quality Growth.


Continuing a 36-Year Tradition

The Four Pillar Tribute has become one of Atlanta’s most prestigious honors, celebrating leaders who embody the Council’s mission of balanced and responsible growth.
Each year’s honoree is recognized for upholding the Four Pillars of Leadership—Quality, Responsibility, Vision, and Integrity—principles that mirror Holder’s career and community impact.

Founded in 1985, the tribute event provides a platform for the region to celebrate the individuals whose work advances economic development and quality of life across Georgia.


Event Details

  • Date: Thursday, October 16, 2025
  • Time: 6 p.m. Cocktail Reception | 7:15 p.m. Dinner & Tribute
  • Location: Georgia World Congress Center, Georgia Ballroom
  • Attire: Black-tie optional
  • Tickets: Available at www.FourPillarTribute.com
  • Parking: $10 in Red and Orange Decks (gwcc.parkingguide.com)
  • Press RSVP: Anna Frances Gardner | ag@councilforqualitygrowth.org | 770-813-3388

About the Council for Quality Growth

For four decades, the Council for Quality Growth has championed policies that support responsible development, infrastructure investment, and economic vitality throughout metro Atlanta and Georgia. Its members include leaders from construction, engineering, real estate, and public service who work together to promote balanced growth for future generations.
Learn more at www.councilforqualitygrowth.org.

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Five Points MARTA Station to Close Peachtree Entrance Oct. 13 as Transformation Project Advances

By Milton Kirby | Atlanta, GA | October 7, 2025

MARTA’s $230 million transformation of Five Points Station enters a major new phase next week. Beginning Monday, October 13, the Peachtree Street entrance and the federal employee tunnel will close to the public as crews begin the safe demolition and removal of the aging concrete canopy.

The Forsyth Street entrance will be the only way in and out of the station during this period. MARTA says the closure is essential to keep workers and passengers safe while the structure above the station is dismantled.

What Stays the Same

Rail service, transfers, and elevators will remain open. All buses will continue boarding on Forsyth Street. However, customers should plan for temporary escalator and stair closures in the coming weeks as scaffolding and overhead protection are installed. Clear signage will be in place to guide riders through the changes.

Ongoing Impacts

Other service adjustments will remain in effect:

  • The Alabama Street and Broad Street Plaza entrances are still closed.
  • Restrooms remain closed.
  • Customer service offices have been temporarily relocated and will move permanently to Ashby Station at a later date.

A Reimagined Downtown Hub

Once complete, the reimagined Five Points Station will serve as a modernized urban centerpiece — designed to improve safety, connectivity, and the rider experience. Plans include a new open-air canopy, redesigned bus hub, a pedestrian link to Broad Street, and new community spaces featuring public art and even urban agriculture.

The project is being funded primarily through the More MARTA Atlanta half-penny sales tax, with contributions of $13.8 million from the State of Georgia, a $25 million Federal RAISE Grant, and additional support from MARTA’s core penny fund.

For more details and project updates, visit itsmarta.com.

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Receiver’s Report Says Uncle Nearest Can Be Reorganized Non-Core Assets May Be Sold

Court filings show payroll now stabilized under Genesis Global as Receiver Phillip G. Young Jr. manages costs, consultants, and $2.5 million in immediate receivership expenses at Uncle Nearest.

By Milton Kirby | Shelbyville, TN | October 5, 2025

Uncle Nearest can be reorganized as a going concern and does not need a fire-sale liquidation, according to the first quarterly report from court-appointed receiver Phillip G. Young Jr.

The receiver says the whiskey company has “significant value” and a realistic path to refinance debt, sell select assets, or be sold as a going concern in an orderly process.


Why This Matters

The report is the first public, court-filed snapshot since the receivership began on August 22. It outlines what was stabilized, what remains at risk, and what comes next for a high-visibility brand now under tight cash controls and lender oversight.


Path Forward: Stabilize, Cut, Sell What’s Non-Core

The receiver laid out a short timeline. He aims to sell non-income-producing assets in the next quarter and finish the overall process by the end of the first quarter of 2026 through either a debt refinancing, a new investment, or a going-concern sale.

Key asset moves include:

  • Cognac Project Assets (France): A château, vineyards, and intellectual property related to a planned cognac line. The receiver estimates a $15–$25 million investment would be needed to launch the line. The estate lacks that capacity now, so he intends to sell these assets. One offer is in hand, with additional interest reported.
  • Other Properties: Non-income real estate in Martha’s Vineyard, Massachusetts, and several parcels in Bedford County, Tennessee, are under review for potential sale to reduce debt.

Payroll and the Role of Genesis Global

One of Young’s first priorities was payroll. When he arrived, the company’s employee pay system faced a shortfall. Payroll has since been stabilized under Genesis Global, a Professional Employer Organization (PEO) that handles payroll, benefits, tax filings, and HR services for the company.

A PEO works as a partner — sharing employer responsibilities so that small and midsize firms can focus on operations while the PEO manages human resources and compliance. Genesis Global had already been engaged before the receivership and continued under the Receiver’s supervision, ensuring consistent payroll operations. Its support allowed Uncle Nearest to meet payroll deadlines and rebuild employee confidence after weeks of uncertainty.


Cash, Controls, and a 13-Week Budget

The receiver and his advisors built a rolling 13-week budget and reached a forbearance deal with Farm Credit Mid America, the senior lender, to fund immediate needs. The plan included about $2.5 million in one-time cash: roughly $1.0 million to clear urgent payables and $1.5 million for professional fees. Excluding those extraordinary items, the budget was balanced.


Collections and Spending in the Period

CategoryAmount (USD)% of Total
Collections
Operating Receipts$1,451,74746 %
Farm Credit Support$1,700,00054 %
Total Collections$3,151,747100 %
Expenditures
Operating Disbursements$2,081,79684 %
Professional Services$405,37016 %
Total Expenditures$2,487,166100 %
Budget for Period$3,206,546
Variance (Under Budget)$719,380

All bank balances were moved into receiver-controlled accounts. Weekly reconciliations and pre-approval for major disbursements were instituted to preserve liquidity.


Breakdown of Professional Fees

Vendor / Service CategoryAmount (USD)% of Total Fees
Legal Counsel (Bass, Berry & Sims PLC)**$210,00052 %
Financial Consultants (Crowe LLP)**$105,00026 %
Operational Advisory and HR Support (Genesis Global)**$55,00014 %
Receiver Administrative and Compliance Costs$35,3708 %
Total Professional Fees$405,370100 %

Figures based on allocations detailed in the Receiver’s First Quarterly Report and estimated vendor summaries.


Operations: Trims, Product Flow, and Distributors

To cut costs, the receiver reduced headcount by 12 positions (13%), with further efficiency reviews underway. The team also reset expectations with distributors and vendors. Tennessee Distilling Group partially lifted a credit hold, allowing some product to ship while talks continue toward full release. New product releases are anticipated next quarter.


Photo by Milton Kirby Uncle Nearest

Records, Cap Table, and Internal Reviews

The report flags gaps in historical records and internal controls:

  • Lost Data: Many pre-2024 financial records were allegedly erased by a former employee. Recovery efforts are underway.
  • Financials: Some statements are incomplete; the team is recreating reliable reports from source data.
  • Capitalization Table: The shareholder list is “incomplete and inaccurate,” with unrecorded secondary sales noted. Shares linked to Fawn Weaver were reportedly transferred by a former employee, possibly without authority. The receiver is contacting shareholders to reconcile the cap table.
  • Misconduct Checks: No evidence of misappropriation by the founder, current management, or employees. Allegations against a former employee remain under investigation.

Taxes and Compliance

Payroll has stabilized under Genesis Global after the initial shortfall. The receiver is assessing income, excise, sales, and property-tax exposures, with Tennessee and New Jersey flagged for possible issues. Future motions may seek court approval to prioritize tax and warehouseman’s-lien payments where needed.


International Steps

French counsel is translating and domesticating the U.S. receivership order to assert control over a French bank account and clear the path to sell the Cognac-region assets.


Timeline

The receiver aims to close the process by late Q1 2026 through refinancing, new equity, or a going-concern sale.

This article was originally published on The Truth Seekers Journal.

Related stories:

Uncle Nearest: A Billion-Dollar Brand

Uncle Nearest at Legal Crossroads

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FraserNet PowerNetworking Experience & Expo Returns to Atlanta

By Milton Kirby | Atlanta, GA | September 30, 2025

The PowerNetworking Experience & Expo, one of the world’s leading conferences for Black entrepreneurs. The event in its 24th year, will return to Atlanta this November. The four-day event, hosted by FraserNet, Inc., will take place from November 5- 8, 2025, at the Omni Atlanta Hotel at CNN Center.

Recognized by Forbes as one of the top five entrepreneurial conferences worldwide, the gathering attracts thousands of business leaders focused on building intergenerational wealth. Founded by renowned networking leader Dr. George C. Fraser, the event now enters a new chapter under the leadership of recently appointed President Delano A. Johnson.

“This isn’t just another networking event,” said Dr. Fraser. “The PowerNetworking Conference has established itself as the place where ambitious entrepreneurs come ready to take immediate action and build legacies that will benefit their grandchildren and beyond.”

The 2025 conference will feature more than 50 global Black overachievers sharing their success strategies. Organizers say participants will be guided through a shift in mindset—away from instant gratification toward long-term wealth planning. Sessions will highlight four pillars of legacy-building: wealth management, real estate, business development, and strategic insurance planning.

Organizers stress that the conference offers value whether someone is launching a first venture or scaling a thriving enterprise. Attendees will gain access to high-level connections, proven strategies, and mentorship from leaders who have built million-dollar businesses.

The PowerNetworking Experience has grown steadily since its founding more than two decades ago, becoming a welcoming hub for those who want more than inspiration—they want execution. As FraserNet emphasizes, the goal is to turn ideas into enterprises and networking into a source of generational wealth for all.

Event Details

  • Dates: November 5–8, 2025
  • Location: Omni Atlanta Hotel at CNN Center, Atlanta, GA
  • Registration: bit.ly/428T5KX

About FraserNet, Inc.

FraserNet, Inc. develops world-class networking experiences, educational programs, and wealth-building resources through its brands, including the PowerNetworking Experience & Expo and The Fraser Foundation.

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