Atlanta Business League Celebrates 42 Years of Women’s Leadership at Super Tuesday Conference

Atlanta Business League’s 42nd Annual Super Tuesday Conference celebrated women leaders, honored trailblazers, and equipped entrepreneurs with strategies for innovation, business growth, and lasting success.

Annual gathering honors trailblazers, celebrates emerging entrepreneurs and prepares business leaders for the future.

By Milton Kirby | Atlanta, GA | October 25, 2026

For more than four decades, the Atlanta Business League has brought women together to celebrate achievement, strengthen business relationships and create opportunities for the next generation of entrepreneurs.

That tradition continued October 20 with the 42nd Annual Super Tuesday Conference, bringing together entrepreneurs, corporate executives, elected officials and community leaders for a day focused on leadership, innovation and economic opportunity.

The conference, held under the theme “One Great Day: Power Requires Action,” combined recognition of accomplished women with workshops addressing artificial intelligence, business growth, financial sustainability and the challenges facing entrepreneurs.

Since its founding in 1984, Super Tuesday has become one of the Atlanta Business League’s signature programs. Its mission has remained consistent: increasing the visibility and success of African American women in business.

In their welcome message, Atlanta Business League Board Chair Andrelia Kenner and President and CEO Leona Barr-Davenport emphasized the importance of preparing entrepreneurs for new opportunities while recognizing women who have helped shape Atlanta’s business community.

Their message encouraged participants to build meaningful relationships, strengthen their businesses and embrace opportunities for professional and personal growth.

The conference reflected both the history of that mission and the changing demands of today’s business environment.

A Legacy Built on Opportunity

Super Tuesday was established in 1984 by the Atlanta Business League’s Women in Business Committee under the leadership of Dr. Alice White Bussey.

With early support from civic and business leaders, including Shirley Franklin and Michael Lomax, the conference developed into an annual gathering focused on entrepreneurship, professional development and economic advancement.

Over the years, it has provided a platform for women to connect with established business leaders, learn about emerging opportunities and receive recognition for their accomplishments.

The program’s continued growth reflects the importance of creating spaces where African American women can exchange ideas, build professional networks and strengthen their businesses.

Honoring a Business Legacy

Among this year’s major honorees was Donata Russell Ross, former chief executive officer of Concessions International, LLC, who was inducted into the Atlanta Business League Women’s Hall of Fame.

Ross is the daughter of the late Atlanta entrepreneur Herman J. Russell, whose business ventures helped expand opportunities for African American ownership and participation in major commercial enterprises.

During a career spanning more than four decades, Ross helped guide Concessions International into a nationally recognized airport food and beverage concessions company.

The family-owned business established operations in airports across the United States and the U.S. Virgin Islands, building relationships with major transportation facilities and hospitality partners.

Ross retired as CEO in October 2025 but has continued her involvement in business leadership and community service.

Her recognition highlights both her individual accomplishments and the importance of sustaining family-owned enterprises across generations.

The conference also recognized three women through its Lottie H. Watkins Female Firsts Awards, which honor women who have achieved historic milestones in their professions.

Donata Russell Ross, husband Michael Ross, sister-in-law, Susan Ross & two sons (Milton Kirby)

Celebrating Women Who Broke Barriers

DeKalb County Chief Executive Officer Lorraine Cochran-Johnson was recognized as the first African American woman elected to lead the county.

Before entering public office, Cochran-Johnson built a career in media, publishing and entrepreneurship. She later served as a DeKalb County commissioner before becoming the county’s chief executive officer.

According to the conference materials, her responsibilities include oversight of a county government with a multibillion-dollar budget and thousands of employees.

Sheriff Melody Maddox – Courtesy photo

DeKalb County Sheriff Melody M. Maddox was also honored for becoming the first woman to lead the DeKalb County Sheriff’s Office.

Maddox has more than three decades of law enforcement experience. Earlier in her career, she became the first female chief of police at Georgia Piedmont Technical College.

Her work has included public safety initiatives, community engagement and programs supporting young people and families.

Another Female Firsts honoree, Dionne Moore Peasant, is the chief executive officer of Meat Masters, Inc.

Peasant made history as the first woman and first African American in Georgia to own and operate a USDA federally inspected meat processing facility, according to the conference program.

Her business has expanded into food processing and distribution, serving government agencies, institutions, restaurants and other customers.

She has also been recognized for breaking barriers in military food distribution contracting, an industry where minority-owned businesses have historically faced significant challenges.

Together, the three honorees represent different professions but share an important distinction: each reached leadership positions where women, particularly African American women, previously had limited representation.

Recognizing the Next Generation

The conference also honored four entrepreneurs as its 2026 Businesswomen to Watch.

Subena Colligan, founder and CEO of EHS Transformation Consultants, provides environmental, health and safety management services. Her company helps organizations strengthen workplace safety, regulatory compliance and operational practices.

Priscella Grant, founder and CEO of Atlanta Pediatric Healthcare, leads a company providing skilled in-home nursing services for medically fragile children across Georgia.

Sandy L. Poag, founder and CEO of Unique Southern Foods, has developed a business centered on Southern food traditions, demonstrating how entrepreneurs can turn cultural products into commercial opportunities.

Nancy President, CEO of Commercial Quality and Food Safety Solutions, works with food and beverage manufacturers to improve food safety, regulatory compliance and operational performance.

The four women represent industries ranging from healthcare and environmental safety to food production and business consulting.

Their recognition reflects the Atlanta Business League’s commitment to supporting entrepreneurs at different stages of business development.

Preparing Businesses for a Changing Economy

While the awards celebrated achievement, the conference workshops focused on preparing entrepreneurs for future challenges.

One session, “AI, Innovation & the Future of Business,” examined the growing role of artificial intelligence in business operations.

The workshop addressed opportunities to improve productivity, support decision-making and strengthen customer engagement, while also recognizing concerns about data privacy, information security and responsible technology use.

Another session, “Scale Smart: Building Capacity for Growth,” focused on the challenges business owners face when expanding their companies.

The program emphasized the importance of developing operational systems, strengthening leadership teams and building the capacity needed to support larger contracts and additional customers.

“Protect Your Brand: Trademarks, Intellectual Property & Your Business” addressed the importance of protecting business names, creative products and intellectual property.

A separate session, “The Next Generation of Entrepreneurs: Are You Really Ready?” examined how experienced business owners can prepare future leaders and create opportunities for younger entrepreneurs.

The conference concluded with “Succeed on Purpose: Building Businesses That Last,” a session focused on building sustainable enterprises.

The program identified Ryan Wilson of The Gathering Spot as moderator, with business leaders including Jesseca Harris-Dupart of Kaleidoscope Hair Products, Dave Moody of C.D. Moody Construction and Dr. Joy Rohadfox of Rohadfox Construction Control Services among the participants.

The session brought together leaders from different industries to address business sustainability, leadership development and the importance of building organizations capable of continuing beyond their founders.

Collectively, the workshops reflected a central message: starting a business is only the beginning. Long-term success also requires planning, financial discipline, adaptability and leadership development.

Recognizing Women of Influence

Beyond the individual award recipients, the conference also recognized Atlanta’s 100 Women of Influence and its Women of Influence Tenured honorees.

The recognition highlights women whose work has shaped business, government, education, media, nonprofit organizations and civic institutions throughout metropolitan Atlanta.

The tenured recognition acknowledges women whose leadership and contributions have continued over time.

Together, these honors reflect the range of professional and community leadership represented within the Atlanta Business League’s network.

They also reinforce the organization’s longstanding emphasis on visibility, mentorship and opportunities for African American women.

Leadership Measured Through Service

Yvonne Bryant Johnson (Milton Kirby)

Among the conference’s honorees was Yvonne Bryant Johnson, recipient of the Dr. Alice White Bussey Engagement Award. The recognition came as a complete surprise.

“It is a tremendous honor especially because of who it is named for,” Johnson told The Truth Seekers Journal during the conference.

Johnson reflected on the time leaders devote to encouraging others, opening doors, building relationships and helping organizations succeed. She also expressed appreciation to Atlanta Business League leadership, including Leona Barr-Davenport and Eric Pinckney, along with family members and colleagues who have supported her work.

Her recognition underscored a central message of the conference: leadership is measured not only by personal achievement but also by the opportunities created for others.

Continuing the Mission

The 2026 Super Tuesday Conference was supported by a planning committee co-chaired by Brigitte Broyard McGhee, vice president of Business and Workforce Opportunity at Centennial Yards; Davonne Reaves, president of Vesterr; and Carol Waddy, director of Global Impact at Chick-fil-A.

In their welcome message, the co-chairs emphasized the importance of resilience, opportunity and building relationships that help women succeed.

Their message encouraged participants to use the conference as a place to exchange ideas, develop connections and prepare for new challenges.

Forty-two years after its founding, Super Tuesday continues to connect established leaders with emerging entrepreneurs.

The industries have changed. Technology has transformed business operations. New challenges have emerged around access to capital, competition, workforce development and business expansion.

Yet the conference’s underlying purpose remains much the same.

By recognizing women who broke barriers, celebrating entrepreneurs building successful companies and providing tools for the next generation, the Atlanta Business League continues a tradition that extends beyond a single annual event.

The achievements celebrated at Super Tuesday tell the story of progress already made. The workshops, mentorship and business relationships point toward the work that remains.

And after 42 years, the message remains clear: opening doors matters, but helping the next generation walk through them is what makes that progress last.

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Mayor Dickens Names Doug Voss Permanent Parks Commissioner as Atlanta Expands Greenspace Access

Mayor Andre Dickens appoints Doug Voss permanent parks commissioner as Atlanta improves national park rankings, expands youth programs and strengthens access to neighborhood greenspaces.

After 15 years with the City, Voss takes permanent leadership of Atlanta’s parks and recreation system as national rankings improve and youth programs grow.

By Milton Kirby | Atlanta, GA | October 21, 2026

Mayor Andre Dickens has appointed Doug Voss as permanent commissioner of Atlanta’s Department of Parks and Recreation, placing a longtime city official in charge of efforts to improve neighborhood parks, expand recreation programs and increase access to greenspaces.

Voss, who has served as interim commissioner, assumes the permanent position following a national search and a multi-stage selection process. His appointment, announced October 19, is effective immediately.

The decision comes as Atlanta reports improvements in its national parks ranking and increased participation in recreation programs for young people.

“Doug knows this Department, the people who work here and the communities we serve,” Dickens said in announcing the appointment.

“Our parks, greenspaces and recreation centers are an important part of our neighborhoods, and one of our Administration’s missions is to ensure every resident has access to safe, quality spaces and programs.”

The mayor said Voss understands the importance of directing investments toward communities throughout Atlanta.

Doug Voss – Courtesy photo City of Atlanta

Fifteen Years of City Service

Voss joined the City of Atlanta in 2011 and has held several leadership positions within the Department of Parks and Recreation, including director, deputy commissioner and interim commissioner.

His responsibilities have included park operations, recreational programming, natural resource management and improvements to public spaces.

Voss previously served as deputy commissioner under Justin Cutler, who became commissioner in August 2022 and announced his departure in May 2026.

After Cutler’s departure, Voss assumed interim leadership of the department before being selected for the permanent position.

His experience includes helping advance Atlanta’s Park Ranger program, strengthening the department’s Natural Resources team and supporting efforts to acquire land for additional greenspace.

These responsibilities are central to the city’s efforts to maintain existing parks while creating new recreational opportunities.

Atlanta Climbs in National Park Rankings

One measure of Atlanta’s progress is its standing in the Trust for Public Land’s annual ParkScore rankings.

In 2026, Atlanta moved from 21st to 18th nationally, according to the city.

The ParkScore system evaluates the park systems of the nation’s 100 most populous cities using measures that include park access, acreage, investment, amenities and equity.

Atlanta’s improvement reflects continued investment in public parks, recreational facilities and access to greenspace.

However, the ranking also raises an important question for city leaders: How can Atlanta ensure that improvements reach neighborhoods where residents have historically had fewer recreational resources?

A city’s overall ranking does not necessarily mean every neighborhood enjoys the same access to well-maintained parks and facilities.

For Voss, maintaining Atlanta’s progress while addressing differences in neighborhood access will remain an important part of the department’s mission.

Recreation Programs Reach Thousands

Beyond maintaining parks, the department provides recreation programs for children, teenagers, adults and seniors.

One of its largest initiatives is Camp Best Friends, which served more than 4,000 young people and seniors across 17 locations in 2026.

The city reported that teen participation increased 52 percent over the previous year.

That growth suggests increased interest in programs designed to provide structured activities, recreation and opportunities for young people to connect with their communities.

Recreation centers also serve as gathering places where residents can participate in sports, fitness activities and other community programs.

For working families, accessible recreation programs can provide important opportunities for children and teenagers outside the classroom.

For older adults, these facilities can offer opportunities for physical activity, social interaction and community engagement.

Protecting Atlanta’s Greenspaces

Another responsibility facing Voss is protecting Atlanta’s natural areas while responding to continued development and population growth.

The department oversees public parks, recreation centers and other facilities throughout the city.

Its work includes maintaining existing properties, improving recreational amenities and supporting the acquisition of land for future parks.

Atlanta’s greenspaces serve several purposes beyond recreation. Trees and natural areas can help reduce summer heat, absorb stormwater and provide habitat for wildlife.

Parks also give residents places to exercise, gather with neighbors and spend time outdoors.

These benefits make access to quality parks an important part of neighborhood health and quality of life.

The city’s stated goal is to provide equitable access to recreational, natural and cultural experiences that improve the health, happiness and well-being of Atlanta residents.

Achieving that goal requires more than opening new parks. It also involves maintaining facilities, ensuring public safety and providing programs that residents can afford and use.

What Comes Next

With his permanent appointment, Voss will continue overseeing the department’s daily operations while helping guide future investments in parks and recreation.

His priorities will include maintaining public spaces, supporting recreation programs, protecting natural resources and improving access to parks across Atlanta.

The appointment also provides leadership continuity at a time when the city is working to expand recreational opportunities and improve its national standing.

For Atlanta residents, the success of those efforts will ultimately be measured closer to home.

A well-maintained neighborhood park, a safe playground, an accessible recreation center or a summer program that gives a teenager a positive place to spend time can have a direct impact on daily life.

Voss inherits a department that has reported measurable progress in several areas.

His challenge now is to build on that progress and help ensure Atlanta’s investment in parks and recreation benefits residents across the city. For more information about city parks, facilities and programs, visit the Atlanta Department of Parks and Recreation

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Resilient DeKalb Looks Beyond the Next Emergency to Build a Stronger County

DeKalb County launches Resilient DeKalb, a long-term strategy addressing infrastructure, energy, tree canopy and economic resilience while targeting net-zero county operations by 2040.

By Milton Kirby | Decatur, GA | October 6, 2026

A storm can arrive in a matter of hours.

A power outage can last for days.

Extreme heat can push temperatures to dangerous levels, while flooding can overwhelm streets and neighborhoods with little warning.

DeKalb County officials call those events shocks.

But some of the problems that determine how well a community withstands an emergency develop much more slowly.

Aging buildings. Rising utility bills. Lost tree canopy. Deferred maintenance. Household energy costs that leave families with less financial room when something goes wrong.

DeKalb calls those stresses.

A new countywide initiative called Resilient DeKalb is designed to address both.

Supported by DeKalb County Chief Executive Officer Lorraine Cochran-Johnson and led by Chief Resilience Officer Liza Milagro, Resilient DeKalb brings energy, water, buildings, transportation, tree canopy, workforce development and other areas under a long-term strategy aimed at making county operations and communities better able to withstand disruption.

Its goal is ambitious: move DeKalb County operations toward net-zero emissions by 2040 while strengthening the systems residents rely on every day.

The initiative carries the theme: “Reimagine. Regenerate. Restore.”

But underneath the branding is a larger question.

How does a county prepare not only for the emergency it can see coming, but also for the everyday pressures that make recovery harder when the emergency arrives?

Resilience Before the Emergency

At its core, resilience is about preparation.

But under DeKalb’s approach, preparation does not begin when a storm appears in the forecast.

A county building that wastes energy costs taxpayers money every day.

A neighborhood that has lost tree canopy can become hotter during the summer before an extreme heat event arrives.

Deferred maintenance can eventually turn an ordinary repair into an emergency.

Families already struggling with high utility bills may have fewer resources available when a prolonged outage or other disruption occurs.

That is why operational efficiency is central to the county’s approach.

“Every dollar taken out of a utility bill is a dollar available when conditions turn,” the initiative’s planning materials state.

The argument is straightforward: efficiency can reduce everyday operating costs while creating additional financial capacity when something unexpected happens.

In that sense, Resilient DeKalb is attempting to define resilience as more than emergency preparedness or environmental policy.

It is also about how the county manages money, buildings, infrastructure and other resources before the emergency arrives.

A Roadmap to 2040

Resilient DeKalb is the county’s first coordinated resilience program and is organized around the 2040 Resilient Management Plan.

The plan serves as a roadmap for projects involving environmental stewardship, operational efficiency, infrastructure, economic sustainability and community well-being.

Its long-range goal is net-zero county operations by 2040.

The work is organized through a series of themed “flagships,” each beginning with “Re.”

They include ReNew for energy, ReFlow for water, ReBuild for buildings, ReForest for tree canopy, ReSkill for workforce development and ReInvest for financing.

Other areas address emissions, waste, materials, mobility, electric-vehicle charging and storage, equity and health.

Together, the framework illustrates how broadly DeKalb is defining resilience.

A resilience project could involve solar energy or LED streetlights.

It could involve water systems, electric-vehicle infrastructure or a county building in need of improvements.

It could also involve workforce training or efforts aimed at making environmental and economic investments more accessible across the county.

The plan is intended to track projects from planning through implementation.

But a long-range plan is not the same thing as a completed project.

Some initiatives remain in development, and funding, schedules, baseline measurements and approval by the Board of Commissioners will help determine which proposals move forward and how quickly residents see results.

12,000 Trees — and the Cost of Planting Them

One of the most tangible examples is ReForest DeKalb.

The plan calls for planting at least 1,000 trees annually for 12 years, creating a goal of 12,000 additional trees across DeKalb County.

Tree canopy provides more than aesthetics.

Trees can reduce summer surface temperatures, slow stormwater before it reaches drainage systems and help filter air along heavily traveled corridors.

But ReForest also demonstrates the financial challenge of turning a long-term goal into reality.

The program is expected to draw on the DeKalb County Tree Fund, which receives money under the county’s tree ordinance for planting and tree care, along with philanthropic contributions and other program revenue.

Since 2018, the Tree Fund has received $1,282,696 and invested $440,170 in planting and tree care, according to information provided with the resilience plan. That leaves a reported balance of $842,526.

At the same time, planting costs are increasing.

The price of a 15-gallon tree is expected to rise from $300 to $375 for the 2026-27 planting season, with another increase proposed for the following season.

That means the same amount of money will buy fewer trees.

The math illustrates one of the central challenges facing the entire resilience plan.

Setting a goal is one step.

Paying for it year after year is another.

Milagro Takes the Lead

Responsibility for turning the broader vision into measurable projects falls largely to DeKalb’s Office of Resilience and Milagro, the county’s first Chief Resilience Officer.

Milagro brings more than 15 years of experience in sustainability, resilience, climate initiatives and environmental programs across the public and private sectors.

Before joining DeKalb County, she held leadership positions at Hartsfield-Jackson Atlanta International Airport, worked with the Georgia House of Representatives and served with international sustainability organizations.

Her experience at Hartsfield-Jackson is particularly relevant to her new assignment.

An airport operates much like a small city, with buildings, transportation systems, energy demands, waste streams, infrastructure and millions of people moving through it.

At Hartsfield-Jackson, Milagro created the #GreeningATL initiative. According to DeKalb County, programs developed during her tenure helped the airport achieve a 58 percent waste-diversion rate and redirect more than one million meals to families in need.

Her work also included energy performance, emissions reduction, renewable energy and infrastructure planning.

Now the scale is different.

Instead of applying those principles to an airport, Milagro is helping apply them across a county of neighborhoods, government buildings, roads, utilities and public services.

She presented the 2040 Resilient Management Plan to the DeKalb County Board of Commissioners’ Committee of the Whole on Sept. 10.

One Name, an Important Distinction

The name Resilient DeKalb predates the current countywide rollout.

Earlier in 2026, Commissioner Ted Terry introduced an initiative under the Resilient DeKalb name that grew from work associated with the DeKalb Green New Deal.

That effort emphasized environmental justice, sustainable land use, utility protections and community participation.

The countywide program now being advanced through the Office of the CEO and Office of Resilience reaches more directly into county government operations and infrastructure while also incorporating environmental, economic and equity goals.

The relationship between those efforts deserves clarification as the new program develops.

That distinction matters because residents trying to follow Resilient DeKalb should be able to understand who is responsible for individual projects, where funding comes from and which proposals have received county approval.

Resilient DeKalb

From Vision to Results

Resilient DeKalb presents an expansive vision.

The harder work comes next.

Over the coming years, residents will have ways to judge whether that vision is becoming reality.

How many trees actually get planted?

How much money does DeKalb save through energy efficiency?

Which county buildings are upgraded?

How much do those improvements cost?

Where will new infrastructure be located?

Who receives workforce training?

Which neighborhoods receive investments first?

And how will the county pay for it?

Those questions are particularly important for a plan extending to 2040.

Administrations will change. Commissioners will change. Economic conditions will change. Technology will change.

The resilience plan will have to survive those changes if its long-term goals are to be reached.

That may ultimately be the most meaningful test of Resilient DeKalb.

A storm, flood, heat wave or prolonged outage will eventually test the county’s physical systems.

Long before that happens, however, budgets, implementation decisions and measurable results will test the plan itself.

Resilience is difficult to measure when nothing has gone wrong.

Its value becomes clearer when something does.

DeKalb County’s premise is that the work required to withstand that moment should begin long before it arrives.

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From AI Curiosity to Digital Mastery: Atlanta Entrepreneurs Put Artificial Intelligence to Work

Atlanta entrepreneurs move from AI curiosity to practical application through the Atlanta Business League’s Digital Mastery program, learning technology, strategy, security and business growth.

By Milton Kirby | Atlanta, GA | September 22, 2026

By the time a group of Atlanta-area entrepreneurs gathered at the Russell Innovation Center for Entrepreneurs on July 31, artificial intelligence was no longer simply something to ask questions.

It had become something they were expected to put to work.

For months, participants in the Atlanta Business League’s Digital Mastery program had worked through online visibility, email marketing, social media, automation, data management, cybersecurity, business expenses and artificial intelligence.

Now came the harder question: What were they going to do with it?

The final session was designed to bring the lessons together as participants developed 30-day, 90-day and year-long AI plans for their businesses.

It was the culmination of a 10-session program called “Digital Mastery for Small Business Growth: From Online Presence to AI-Powered Success,” sponsored by Comcast and taught by Dr. Kimberly N. West, founder of Magnum Opus Consulting and an Atlanta Business League board member.

Fifty-three people registered for the 2026 program, following more than 35 business owners and professionals who received certificates of completion in 2025.

Atlanta Business League President CEO Leona Barr Davenport, who attended most of the sessions, said the commitment required from the entrepreneurs was itself significant.

“These are entrepreneurs who, despite being busy, took the time to learn,” Davenport said.

She credited Comcast, West and the participants with making the experience “both valuable and enjoyable.”

The course promised practical instruction aimed at helping entrepreneurs strengthen their online presence, streamline operations and use digital tools and AI to improve visibility, automate workflows and increase revenue. Each session was structured around instruction, hands-on implementation, questions and real-world application.

But learning artificial intelligence turned out to involve considerably more than learning how to write a good prompt.

For some participants, it meant reconsidering how customers find their businesses. For others, it meant discovering where important company information was stored, who had access to it or how much money was disappearing each month into software subscriptions.

And for at least one participant, it began with a more basic question:

What does any of this have to do with running a newspaper?

Learning From Inside the Classroom

Disclosure is important here.

I was not an outside observer of Digital Mastery. I was a participant.

Comcast asked me to document the cohort’s journey in a feature for The Truth Seekers Journal. When I invited classmates to share their experiences, I told them the story would not be written “from the outside looking in,” but from “right here in the trenches” with them.

That gave me an unusual position from which to report the story.

Dr, Kimberly N. West 7-31-26 session – (Milton Kirby)

I was simultaneously learning the material and evaluating whether it had practical value for the newspaper I publish.

Halfway through the course, I wasn’t convinced.

During a May conversation with fellow participant Delphyne Lomax Taylor, we talked about having to go back and watch the Zoom sessions again to fully absorb the material.

“My intentions was to apply the class to the newspaper,” I told her, according to a recording of the conversation. “And so far not much has been covered that actually applies to the newspaper.”

I had asked West for at least “one nugget” each week that could specifically apply to a newspaper because I saw publishing as different from many of the other businesses represented in the class.

Taylor was wrestling with the material in her own way.

She was already using ChatGPT for practical business tasks. She described writing proposals and emails herself and then putting them into AI to have the language tightened. At one point, she said she began paying for ChatGPT after reaching a usage limit while trying to complete her work.

The conversation captured something that could easily be lost in all the excitement surrounding AI.

Using it is one thing.

Understanding how it fits into an actual business is another.

More Than ChatGPT

That distinction was central to West’s approach.

Her course did not treat AI as a stand-alone technology that business owners needed to bolt onto their companies.

In one session, West urged participants to think about technology they were already using. AI capabilities were increasingly appearing inside existing business software, she explained.

Delphyne Lomax Taylor 7-31-26 session (Milton Kirby)

“The question is not which shiny tool you should chase,” West said. Instead, businesses should ask whether they are using the AI capabilities already available inside their existing tools.

“Because that’s really where the work is actually happening.”

That approach matters at a time when entrepreneurs can be bombarded with new AI applications promising to write, design, automate, analyze or otherwise transform their businesses.

West’s advice was to begin with the business problem.

When one participant asked how many AI tools a business should use, West said there was no universal answer.

“What you need to do is you have to look at your business and look at what the business needs are and then find the tool or tools that are going to satisfy the needs of your business,” she said.

It was a less glamorous lesson than simply demonstrating the newest AI product.

But it may have been one of the course’s most useful.

Getting the House in Order

That became particularly apparent during the May 14 session.

West called it “Get Your House in Order.”

The subjects were money, data and security.

“This is not the sexiest module that we have,” West told the class. “It’s a little boring sometimes. But it is probably one of the most important modules that we will have.”

One exercise was what West called the “seven day disappearance test.”

Suppose the owner became completely unavailable for seven days.

What would break?

What would stall?

What would become confusing?

Participants were told to think about passwords, backups, systems, vendors, approvals, money, data, security and operations. Some said payroll or operational decisions could suffer. Others said their businesses could continue. Taylor said her business partner could step in, but if both were unavailable, most or all of the business could be affected.

Then West turned to data.

“Data is the asset that most business owners do not realize that they own,” she said.

Customer records. Contracts. Vendor records. Receipts. Reports. Standard operating procedures. Content libraries. Training materials.

“Data is business memory.”

For a newspaper publisher wondering how this course applied to journalism, that was one of those nuggets I had been asking for.

A newspaper’s memory is its reporting.

Recordings. Transcripts. Photographs. Source documents. Research. Contacts. Drafts. Published articles.

Lose control of those assets and AI is the least of the problem.

The session also pushed participants to examine recurring technology expenses and security practices. West encouraged them to know what they were paying for, whether tools were actually being used and whether critical accounts had backups, multifactor authentication and recovery plans.

Suzanne Forte, senior director of public relations for Comcast’s Big South Region, said business owners are confronting economic uncertainty, rising costs and a technology environment moving faster than many can track.

At the same time, they are increasingly expected to understand cybersecurity, digital operations and customer experience while still operating their businesses.

The cohort was intended to help entrepreneurs apply technology to customer engagement, operations and business decisions.

“Technology and digital skills help people connect, learn, work, and thrive,” Forte said in written responses to questions from The Truth Seekers Journal.

She said Comcast’s support was intended to help entrepreneurs “access tools and knowledge they can use to adapt, grow, and participate more fully in the digital economy.”

But Forte’s definition of success did not stop at completing a class or receiving a certificate.

“When participants apply what they learn, share those skills, and strengthen their businesses and networks, that demonstrates meaningful progress,” she said.

By that measure, the question becomes not what was taught during the 10 sessions, but what participants did afterward.

From Understanding to Execution

Dr. Patricia Kelly Marsh came to Digital Mastery with a considerable head start.

Marsh is a physician and CEO of Ask Me Your MD, Inc., or AMY MD. Her company was already using AI to support what she described as a scalable telechat care model.

She joined the program because she wanted a better understanding of available AI and digital tools and how they could be strategically applied to healthcare delivery, technology development and company growth.

For Marsh, one of the most significant changes involved digital visibility.

Before the course, she said, digital visibility seemed important but broad. The program helped her become more deliberate about brand awareness, online engagement and the company’s digital footprint.

Marsh reported that after applying lessons from the program, AMY MD experienced more than a 400% increase in engagement across its social media platforms. She also said website events per session increased and the site’s key-event rate nearly tripled.

Those results were reported by Marsh and were not independently verified by The Truth Seekers Journal.

She described the experience as taking her “from basic understanding to bold execution.”

The program, she said, gave her the tools and confidence to use AI and digital strategy to help grow and scale the company.

When the Person Outranks the Business

Yvonne Bryant Johnson found a different lesson.

Johnson said an AI and strategic branding exercise revealed that her own name had greater online visibility and recognition than her company, Bryant & Associates..

“That realization was both humbling and transformational,” Johnson wrote.

It made her reconsider the relationship between her personal brand, the company’s identity and her long-term business strategy.

Johnson said assignments that initially felt like homework became opportunities to sharpen her thinking about branding, search-engine optimization, visibility and trust.

She also praised West’s ability to turn complicated concepts into “practical tools and actionable frameworks.”

Johnson’s perspective comes with relevant context: she has longstanding ties to the Atlanta Business League. She described herself as a founding faculty member of ABL’s Take Your Business 2 the Next Level program and a past ABL board member.

Still, her experience illustrates one of the course’s broader lessons.

AI does not necessarily have to invent something new for a business.

Sometimes its value comes from revealing something about the business that was already there.

Owning the Audience

West also repeatedly pushed participants to distinguish between digital platforms they use and digital assets they own.

After a session devoted to email systems, she reminded participants that social media companies can come and go and algorithms can change.

An email list, however, belongs to the business.

“If you walked away understanding that one thing, Session 2 did its job,” West wrote afterward.

Another session dealt with finding where an audience actually lives online and using AI to create content that sounds like the business rather than like everyone else using the same technology.

For small businesses, those lessons can be easy to overlook amid fascination with generative AI.

The technology may be new.

The underlying business questions are not.

Who are your customers?

How do they find you?

What information do you own?

What are you paying for?

Who has access to your systems?

What happens if you disappear tomorrow?

And what problem are you actually trying to solve?

Consumers or Creators?

By the final session, the conversation had moved beyond simply learning to operate AI tools.

West challenged participants to think about their relationship to the technology itself.

“We are consumers, right?” she said, according to a recording of the session. “We need to be creators or producers.”

She continued: “We need to be decision makers about the data and where it’s used and how it’s used.”

The recording is imperfect, but the larger point is clear: learning to use AI should eventually mean understanding enough to make informed choices about how it fits into a business.

That is a considerably higher standard than learning how to ask ChatGPT a question.

And it helps explain why the final assignment mattered.

Months of individual exercises were supposed to become an operating plan.

Thirty days.

Ninety days.

A year.

The participant now had to decide what deserved to be implemented.

The Work Begins After the Certificate

There is no single way to measure what 53 registrants took away from Digital Mastery.

The written participant responses available to The Truth Seekers Journal do not support claiming that every member of the cohort experienced the same transformation.

They clearly did not enter the program at the same place.

Marsh was already incorporating AI into a healthcare company.

Johnson discovered a branding issue.

Taylor was using AI to tighten proposals and emails while acknowledging that she needed to revisit some of the classes to fully absorb the material.

And I spent part of the program asking how lessons designed for conventional businesses applied to an independent newspaper.

That diversity may be one of the most useful things about looking at the program from inside the classroom.

“AI mastery” does not necessarily mean mastering the same tool.

It can mean understanding which technology a business needs, and which it does not.

It can mean discovering that information scattered across computers is an asset that needs to be organized.

It can mean realizing that another monthly subscription is not automatically an investment.

It can mean securing an account, owning an email list, understanding an audience or recognizing that the business cannot function for seven days without its owner.

And sometimes it can mean recognizing that the best use of artificial intelligence is not allowing it to make a decision, but becoming better prepared to make the decision yourself.

Davenport said the sessions challenged participants to reconsider how they operate their businesses and where new opportunities might exist.

“They challenged our thinking, broadened our perspectives, and opened our eyes to new opportunities for growth and innovation,” she said. “The experience encouraged us to think differently, embrace change, and explore new ways to stay current, strengthen, and grow our businesses.”

For Davenport, that willingness to change may ultimately matter more than mastering any particular technology.

“The future belongs to entrepreneurs who are willing to pivot, learn, adapt, and grow,” she said.

Comcast’s Forte said she hopes participants leave with the confidence to use technology more strategically to reach customers, streamline operations and identify new paths for growth.

The certificates can show that the participants completed the program.

They cannot show whether Digital Mastery worked.

That test began when the laptops closed, the participants left the Russell Innovation Center and returned to their businesses.

What they do differently next will provide the answer.

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Why Atlanta Business Owners Still Need Strong Networks

Atlanta business owners can strengthen their companies through meaningful relationships, shared knowledge and opportunities available through professional networks such as the ICAN Alumni Network.

By Milton Kirby Publisher of The Truth Seekers Journal, President of Allied Logistics Inc. and Member of the ICAN Atlanta Steering Committee | Atlanta, GA | September 18, 2026

As business owners, we spend a great deal of time focused on operations, customers, contracts, cash flow, technology, and growth. Those things matter. But after years in business, I’ve learned that some of the most valuable opportunities don’t come from a marketing campaign or a proposal.

They come from relationships.

Many of us can point to a conversation, introduction, mentor, or referral that changed the trajectory of our businesses. I certainly can. During my journey building Allied Logistics, some of the most valuable opportunities came not from advertising or cold calls, but from relationships developed through trusted introductions and professional networks.That is why professional networks matter.

Atlanta is one of the nation’s most dynamic entrepreneurial ecosystems. We have innovators, contractors, consultants, logistics firms, professional service providers, manufacturers, technology entrepreneurs, and community leaders building remarkable businesses every day. Yet many business owners continue to operate in silos, carrying challenges and pursuing opportunities without a strong network of peers around them.

My experience with ICIC’s Alumni Network (ICAN) reinforced something I have always believed: business growth is accelerated when entrepreneurs have access to a community that shares knowledge, resources, and opportunities. ICIC works to support business growth and inclusive economic prosperity through programs and initiatives that serve entrepreneurs across the country.

As an alumnus and member of the Atlanta Steering Committee, I have seen firsthand how meaningful connections can lead to collaborations, partnerships, mentorship opportunities, and long-term business relationships.

That is one reason I am excited about the upcoming 2026 ICAN Business Mixer, which will be held in Atlanta on Thursday, September 24 at 6:00 p.m. ET. The event is designed to bring together small business owners, ICIC alumni, and ecosystem partners for authentic conversations and meaningful relationship-building.

What I appreciate most is that these gatherings are not simply about exchanging business cards. They are about engaging with people who understand the challenges and opportunities that entrepreneurs face every day. They are about learning from others, sharing experiences, and discovering ways to help one another succeed.

Whether you are an established business owner, a growing entrepreneur, or someone seeking to expand your professional circle, I encourage you to invest in relationships. The return on that investment is often difficult to measure at first, but it can be transformative over time.

Strong businesses help build strong communities. Strong networks help build strong businesses.

I hope you’ll consider joining us and becoming part of the conversation.

Event Information

Event: 2026 ICAN Business Mixer

Date: Thursday, September 24, 2026

Time: 6:00 p.m. ET

Registration: Available through the official ICIC event page.

Disclosure: The author is Publisher of The Truth Seekers Journal, President of Allied Logistics Inc., an alumnus of ICIC’s Alumni Network (ICAN), and a member of the ICAN Atlanta Steering Committee. This commentary reflects the author’s personal views. Neither the author nor Allied Logistics Inc. has received compensation for promoting this event.

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DeKalb Small Business Summit Returns With Focus on Capital, Contracts and Growth

DeKalb County’s 2026 Small Business Summit will connect entrepreneurs with capital, county contracting opportunities, business resources and a live pitch competition on October 14.

By Milton Kirby | Decatur, GA | September 15, 2026

For a small-business owner, knowing that a government contract exists and knowing how to compete for it can be two very different things.

DeKalb County wants to narrow that gap.

The 2026 DeKalb County Small Business Summit and Pitch Competition will bring entrepreneurs, government officials and business-support organizations together October 14 at the Emory Conference Center Hotel in Atlanta.

The day will focus on issues organizers say DeKalb business owners have identified as priorities: access to capital, county contracting, tools that save time and straightforward information about operating a legitimate business.

The summit is sponsored by the DeKalb County Office of the CEO, the DeKalb Chamber of Commerce and the Decide DeKalb Development Authority.

Organizers are making a simple promise to business owners: access.

“You will spend the day with the people who make those decisions, not a list of links to call later,” organizers said in announcing the summit.

Familiar Challenges for Small Businesses

The priorities outlined for this year’s summit are familiar.

At the 2025 gathering, county officials, business leaders and entrepreneurs spoke about many of the same challenges: access to capital, government contracting, business resources, networking and keeping small companies growing during uncertain economic conditions.

Frankie Atwater Sr., president and CEO of the DeKalb Chamber of Commerce, said small businesses make up 99 percent of the businesses in DeKalb County.

“It’s our job at the Chamber to continue to provide that support that they need — that network for them to continue to grow,” Atwater said.

He also emphasized the importance of giving entrepreneurs information they can use.

“Knowledge is power,” Atwater said, pointing to panels, workshops and networking as ways to help business owners build connections and position their companies for growth.

For business owners, the need can be even more immediate.

Dontricia Dunnum, who attended the 2025 summit, said she came looking for both information and connections that could help her business navigate a difficult economic period.

“I’m trying to expand my network, gain more knowledge and insight on how to still keep my business steady and afloat during this economic season,” Dunnum said.

She also hoped to make connections and gain insight into growing the business.

Those concerns help explain why organizers are again emphasizing practical assistance rather than simply networking.

DeKalb Wants More Businesses Competing for County Work

One of the clearest opportunities involves government contracting.

During the 2025 summit, DeKalb County CEO Lorraine Cochran-Johnson emphasized the purchasing power of county government and the wide range of services it requires.

“Governmental entities are the number one procurer of services in the world,” Cochran-Johnson said. “So there’s nothing you can imagine. There’s no business services provided that, in most instances, we don’t need.”

Her message to entrepreneurs was equally direct.

“The doors for business are open in DeKalb County,” Cochran-Johnson said.

She encouraged business owners interested in county opportunities to use DeKalb’s purchasing and contracting system to find solicitations and begin the process of competing for government work.

The 2026 summit returns to that theme by promising business owners a clearer path into county contracting and access to people involved in making business decisions.

For entrepreneurs unfamiliar with government procurement, however, finding an opportunity is only the beginning.

Businesses may have to understand certification requirements, purchasing rules, insurance requirements, bidding procedures and other parts of the procurement process before they can successfully compete.

That makes the value of the summit potentially less about one day of meetings and more about whether entrepreneurs leave knowing what to do next.

Five Businesses Will Take the Stage

The 2026 summit is also adding a competitive element designed to move selected entrepreneurs from instruction to presentation.

Five DeKalb businesses will pitch their companies live during the summit.

The first-place winner will receive a business growth package valued at $16,500.

The competition includes training before finalists reach the stage.

Semifinalists will participate in a two-week Pitch Academy. The five finalists will then participate in a four-week Growth Incubator designed to help prepare them for the competition and continued business development.

Applications for the pitch competition closed September 11.

While the competition will put five companies in the spotlight, the larger summit is designed for a much broader segment of DeKalb’s small-business community.

From Access to Opportunity

Last year’s summit carried a message that DeKalb County was changing the way it worked with local entrepreneurs.

One speaker described the gathering as evidence that county government was “reimagining how business is done” by connecting entrepreneurs with resources intended to help them succeed regardless of the economic climate.

The 2026 summit gives the county another opportunity to demonstrate what that means.

Panels, workshops and networking can introduce entrepreneurs to resources. A pitch competition can put promising companies in front of decision-makers. Procurement sessions can teach business owners where county opportunities exist.

The longer-term measurement will come after the conference.

Do more DeKalb businesses become qualified to compete for county work? Do more submit bids? Do entrepreneurs find financing? And do more locally owned companies ultimately win contracts and grow?

Those outcomes will determine whether access provided during a one-day summit becomes lasting economic opportunity.

The 2026 DeKalb County Small Business Summit and Pitch Competition will be held October 14 at the Emory Conference Center Hotel, 1615 Clifton Road NE in Atlanta. Registration and breakfast begin at 7:30 a.m., with the program scheduled from 9 a.m. to 4 p.m.

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Atlanta Launches $500 No-Interest Rent Loan Program to Help Prevent Evictions

Atlanta launches a $500 no-interest rent loan pilot aimed at helping vulnerable households address temporary financial hardships before they lead to eviction

By Milton Kirby | Atlanta, GA | September 15, 2026

A few hundred dollars can sometimes separate a family from paying the rent on time and beginning a slide toward eviction.

Atlanta Mayor Andre Dickens is betting that intervening before that happens can help more residents remain in their homes.

The City of Atlanta has launched a two-year pilot program offering eligible renters $500 loans with no interest, fees or penalties. The program is part of the Dickens administration’s broader Neighborhood Reinvestment Initiative and is designed to help households facing a temporary financial hardship before they miss a rent payment.

The Flagstone Initiative, a nonprofit organization founded in 2022, will administer the program.

Under the program, an eligible household can receive a $500 Rent Loan that is applied toward rent. The borrower then repays $20 a week for 25 weeks.

There is no collateral, credit check, credit reporting or collection activity associated with the loan, according to the City. Borrowers also pay no interest or fees.

“The Neighborhood Reinvestment Initiative is about investing in communities while making sure the people who have called them home can stay and benefit from that progress,” Dickens said in announcing the program.

“Sometimes the difference between stability and crisis is a few hundred dollars at the wrong time,” he continued. “This pilot gives us another tool to step in early, help families stay in their homes and prevent a temporary setback from becoming an eviction.”

Intervention Before an Eviction

The approach differs from many eviction-prevention programs because assistance is intended to arrive before a renter falls significantly behind.

Flagstone describes its model as “upstream” eviction prevention. Its $500 Rent Loans are intended for residents who are less than a month behind on rent and encounter relatively small financial emergencies, such as a car repair, illness or loss of work hours.

The organization says it currently reaches more than 19,000 households in seven states, with a particular focus on Georgia, Alabama and Kentucky. The City says Flagstone has made more than 1,700 microloans.

Flagstone works with affordable housing providers to make the loans available to residents. In Atlanta, participating housing organizations include PadSplit, Open Doors Atlanta, Golden Door, LDG, Gateway, BDP, TI Management and OaksATL, according to the City.

The Atlanta pilot comes as the Dickens administration moves deeper into its Neighborhood Reinvestment Initiative, a broader effort announced in September 2025 to direct public and private investment toward historically underserved communities, particularly on Atlanta’s South and West sides.

The City has framed keeping existing residents in their neighborhoods as an important part of that effort.

$400,000 Committed to the Pilot

Four public, nonprofit and private-sector sources are contributing a combined $400,000 toward the program.

The City of Atlanta is providing $50,000 in pilot funding. Airbnb is contributing $50,000 toward loan costs.

The Community Foundation for Greater Atlanta and the William Josef Foundation are each providing $150,000 in loan capital.

The William Josef Foundation had previously announced support for Flagstone’s work with Atlanta-area families vulnerable to eviction.

The City’s announcement does not specify how many Atlanta households are expected to receive loans during the two-year pilot or provide detailed income requirements for borrowers.

Those details will be important in measuring the program’s reach.

The $500 loan is not designed to resolve long-term housing unaffordability or months of unpaid rent. Instead, the program is built around a narrower proposition: a relatively small amount of money delivered early may prevent an unexpected expense from becoming a housing crisis.

That makes the pilot one piece of a much larger challenge facing Atlanta as the city directs billions of dollars in planned public and private investment toward neighborhoods that have historically received less investment.

For Dickens, the goal is not simply improving those neighborhoods. It is also making it possible for the people already living there to remain long enough to benefit from the investment.

Households seeking information about the Rent Loan program can contact the City of Atlanta Housing Help Center or the Flagstone Initiative. Housing providers can also apply to participate in the program.

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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.

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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.

In the Bronx, Finding Cancer Early May Begin With Finding Each Other

Bronx residents and lung cancer survivor Colette Smith show why community trust, early detection and access matter ahead of a September cancer health conversation.

By Milton Kirby | Bronx, NY | August 31, 2026

Along a Bronx street lined with apartment buildings, Colette Smith tends flowers growing in beds along the sidewalk.

She is quick to correct anyone who calls it her garden.

“It’s our garden,” Smith said.

The flowers have grown from seeds. Solar lights illuminate the beds after dark. Trees provide shade on hot days, when neighbors sometimes bring out lawn chairs.

For Smith, working in the soil provides something more.

She is a lung cancer survivor.

Colette Smith The Bronx, NY (Milton Kirby)

Cancer, she said, “can live in your head if you let it.” Even years after treatment, an upcoming scan or unexpected reminder can bring the anxiety rushing back.

“When I come out here and I play in the dirt and the soil, it quiets that,” Smith said. Working with something living and beautiful, she said, gives her a feeling of control.

These days, Smith is cultivating more than flowers.

She is trying to grow awareness about lung cancer in a borough where residents face significant health disparities, and where getting potentially lifesaving information to the people who need it can be a challenge.

On Sept. 19, HEAL Collaborative, with support from Amgen, Merck and Commonpoint Bronx, will hold a community conversation at Commonpoint Bronx, 1665 Hoe Ave. The program is scheduled from 9 a.m. to 12:30 p.m..

The gathering will focus on lung cancer screening and treatment while also addressing patient navigation, mental wellness, financial health literacy, medical debt and access to care.

But before residents walk through the doors, another part of the work is already taking place outside them.

It is happening on sidewalks, beneath elevated subway tracks and at bus stops.

Sometimes the conversation begins with a simple question:

Do you know someone who could benefit from this information?

Sometimes the answer is no.

Sometimes there are only minutes to discover that the answer is yes.

A Cancer She Wasn’t Expecting

Smith did not fit the image many people still associate with lung cancer.

She did not smoke.

Her cancer was discovered after an unrelated medical procedure. Smith said an elevated heart rate eventually led her to an emergency room, where doctors performed a CT scan while looking for blood clots.

Instead, they found nodules in her lungs.

Smith recalls being told that because she did not smoke, she should not worry about the nodules and should follow up in six months.

She didn’t wait.

Smith went to her primary-care physician. Another scan was performed about four months later, but questions remained.

Finally, Smith asked her doctor a different kind of question.

“If this were your wife, what would you do?”

She was referred to a cardiothoracic surgeon.

That encounter did not satisfy her either.

Smith eventually sought another surgeon and continued asking questions, including whether a biopsy could be performed before major surgery. The process ultimately confirmed lung cancer at an early stage, and surgery followed.

The Lung Cancer Foundation of America identifies Smith’s diagnosis as Stage 1A adenocarcinoma in 2015 and describes her as a never-smoker.

Her experience now informs one of the messages she carries into her community: lung cancer is not only a smoker’s disease, and patients sometimes have to push for answers.

“But I Don’t Smoke”

That message remains necessary.

During conversations with Bronx residents about the upcoming program, questions about lung cancer sometimes produced an immediate response:

They didn’t smoke.

In one encounter, two women responded that way after hearing about the Sept. 19 program.

The conversation turned to something they had not necessarily considered: people who have never smoked can develop lung cancer.

That does not mean every nonsmoker should receive routine lung cancer screening. Current screening recommendations generally target people at high risk based largely on age and smoking history.

But Smith’s experience illustrates why lung cancer cannot be viewed exclusively as a smoker’s disease.

One of the women described keeping up with other preventive health care, including mammograms and gynecological visits.

Another woman encountered during the outreach said she had been screened and was approaching her 50th birthday.

These encounters were not a scientific survey and cannot establish what Bronx residents generally know about lung cancer.

But they offer a glimpse of the challenge facing organizations trying to increase awareness.

Before someone can decide whether screening or additional information might be relevant, that person first has to understand why it could matter.

Smith has seen what can happen when that connection is made.

She recalled meeting a man during a neighborhood block party where she shared her cancer story.

Later, he returned with news.

“I heard your story and I went and got screened,” Smith recalled him saying.

According to Smith, doctors at Mount Sinai found a lung nodule and began monitoring it. The man smoked, she said, but Smith believes another part of their encounter was important.

He trusted her.

He heard the information from someone in his community and acted on it.

For Smith, that is what impact looks like.

“There are more stories out there like that,” she said. “We just need to find them or they need to find us.”

Ishawna Bridges, The Bronx, NY (Milton Kirby)

Ten Minutes at a Bus Stop

Under elevated subway tracks in the Bronx, the roar overhead and noise from the street made conversation difficult.

Ishawna Bridges was waiting for a bus.

There were perhaps 10 minutes before it arrived, only a brief window to tell her about the Sept. 19 community conversation on lung cancer screening and treatment.

Then the conversation changed.

Bridges said her mother has Stage 4 kidney and lung cancer.

“My mom’s has stage four kidney and lung cancer,” Bridges said during a brief recorded statement. “And I think this will be a good result and good information for me and my mom.”

She wanted to attend the Sept. 19 gathering and hoped her mother could attend as well.

Bridges discussed trying to get her mother there and possibly enlisting her brother’s help.

She carries other family responsibilities as well. Bridges said she has a nonverbal son with autism and another son with multiple sclerosis.

“I have a lot going on,” she said.

Then the bus came.

A woman who had been waiting for public transportation was gone.

But in those few noisy minutes beneath the elevated tracks, what began as an effort to tell a stranger about a community health program had connected with a family already confronting advanced cancer.

For Bridges, questions about cancer treatment were not theoretical.

They were already inside her family.

Her encounter illustrated something easily lost when community health is discussed in terms of programs, initiatives and statistics.

People have to be reached in the middle of their lives.

They are catching buses. Going to work. Caring for children and parents. Managing illnesses. Paying bills.

Sometimes there may be only 10 minutes to make the connection.

Lung Cancer and the Bronx

Traveling along the Bruckner Expressway offers another view of the Bronx.

Older brick apartment buildings line portions of the roadway, many with window air-conditioning units jutting from window after window. From the expressway, parts of the borough can appear caught between eras.

The view does not tell the whole story of the Bronx. But it offers a visible reminder that New York’s prosperity and modernization has not reached every neighborhood in the same way.

At the street level, however, another Bronx emerges.

People tend flowers along the sidewalk. They wait beneath elevated subway tracks for buses. They care for children and aging parents. And community advocates such as Colette Smith work to make sure their neighbors have information that could someday save a life.

It is against that backdrop that the Sept. 19 community conversation will take place.

The Bronx had an estimated 1.38 million residents in 2024. About 55% were Hispanic and nearly 30% were non-Hispanic Black, according to the New York State Department of Health. More than one in five Bronx families lived below the poverty line during the 2020-2024 period, and nearly 36% of children were living in poverty.

Lung cancer also cuts across racial and ethnic lines.

From 2020 through 2022, the age-adjusted lung cancer incidence rate in the Bronx was 38.5 cases per 100,000 residents, according to state health data.

The rate was highest among non-Hispanic White residents, at 53.6 per 100,000. It was 43.8 among non-Hispanic Black residents, 34.4 among Asian and Pacific Islander residents and 30.6 among Hispanic residents.

Those numbers are important because they prevent an oversimplification of the story: Black Bronx residents do not have the borough’s highest lung cancer incidence rate.

But incidence is not the only measure of disparity.

Across New York, Black people with lung cancer are less likely than White patients to have their disease diagnosed early, according to the American Lung Association’s State of Lung Cancer report.

The report also identifies disparities in survival and treatment among Black patients. Those findings provide a broader context for Smith’s concerns about the experiences of Black women with lung cancer.

Smith belongs to an affinity group of Black women who have experienced the disease. She said the group once included 32 women and that three have since died. Many, she said, experienced later-stage disease.

“We don’t get believed when we go to doctors’ offices and we describe symptoms,” Smith said. “We are not given diagnostic measures. We just get ignored.”

Smith’s experience cannot establish how frequently that happens throughout the health-care system.

But independent health data show that disparities in lung cancer diagnosis, survival and treatment exist.

The numbers and Smith’s experience arrive at the issue from different directions.

Together, they raise a question central to the Sept. 19 gathering: How do communities make sure people receive useful cancer information, and can act on it, before opportunities for early intervention disappear?

Four Organizations Behind the Conversation

That challenge is bringing together HEAL Collaborative, Amgen, Merck and Commonpoint.

Their support of the Sept. 19 community conversation brings health advocacy, private-sector resources and an established community presence together in one place.

But the larger question is not simply who supports a Saturday health event.

It is what happens afterward.

A community conversation can provide information for several hours.

Improving health outcomes requires people to know what to do with that information after they leave, where to go, whom to call and how to navigate the barriers between learning about screening and actually receiving appropriate care.

Smith believes part of the answer is trust.

She wants health outreach to happen in ways that feel natural to the community, including conversations and activities where residents feel comfortable asking questions. She has discussed bringing screening resources directly into neighborhoods.

She knows what can happen when people feel comfortable enough to listen.

One man heard her story.

Then he got screened.

Cancer Doesn’t End With Treatment

Smith’s advocacy did not end when doctors removed her cancer.

She said other lung nodules have been monitored for roughly 11 years. Some have disappeared or calcified.

Neither did her experience navigating the health-care system end after surgery.

Smith said an insurance company denied coverage for one of her surveillance CT scans about two years ago.

She challenged the decision.

“We got to fight them,” she said.

There was also the financial side of cancer.

Her husband’s earlier experience with prostate cancer prompted Smith to obtain disability and catastrophic-illness insurance and think more seriously about how the family would manage if she became seriously ill.

Two or three years later, she said, she received her own lung cancer diagnosis.

Because those protections were already in place, Smith said she was able to spend months recovering at home without the same fear about what she calls “financial toxicity.”

That experience helps explain why the Sept. 19 conversation extends beyond screening and treatment to mental wellness, financial health literacy and medical debt.

Cancer can begin with an abnormal scan.

Its consequences can spread into employment, household finances, transportation, caregiving and mental health.

Smith knows that.

So does Bridges.

But the two women stand at very different places in the cancer journey.

One is years beyond an early-stage lung cancer diagnosis and now spends part of her life encouraging others to seek information, ask questions and advocate for themselves.

The other is a daughter whose mother is confronting Stage 4 disease and who hopes a Saturday morning community conversation might provide information her family can use.

Between those experiences are Bronx residents whose relationship with cancer may not yet be known.

Some may be caring for someone with cancer.

Some may qualify for lung cancer screening.

Some may need help navigating treatment.

Some may be worried about what medical care will cost.

Some may simply hear something on Sept. 19 that becomes important later.

And others may never walk through the door unless somebody reaches them first.

Finding Each Other

Back on her Bronx block, Smith continues tending the flowers.

The garden gives her somewhere to put some of the anxiety cancer left behind. Her advocacy gives her somewhere to put the experience.

Smith believes there are other people who need to hear what she and other survivors have learned.

“We just need to find them or they need to find us,” Smith said.

A short distance away, beneath the elevated subway tracks, that challenge became literal.

Bridges was waiting for a bus.

The trains and traffic made it difficult to hear. Her mother has Stage 4 cancer. She had other family responsibilities waiting for her.

And there were perhaps 10 minutes to make a connection.

Then the bus came.

On Sept. 19, HEAL Collaborative, Amgen, Merck and Commonpoint Bronx, will try to bring more of those connections under one roof.

But the work of reaching people will continue after the chairs are put away.

Because somewhere in the Bronx, another person may be waiting for a bus, walking home, sitting beneath a shade tree or simply going about an ordinary day unaware that a conversation they have not yet had could someday matter.

Smith put the challenge more simply.

“We just need to find them or they need to find us.”

In the Bronx, perhaps they need to find each other.

The HEAL Collaborative is based in Atlanta, GA. To learn more, please visit: www.healcollaborative.org.

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Six Blocks That Changed the Conversation About Lung Health

A Celebration of Hope Inspires Birmingham’s Community Conversation on Lung Cancer

Part I – “Anyone With Lungs”: Understanding the Hidden Realities of Lung Cancer

Part II – “Your Lungs Are Talking”: How the Respiratory System Works – and What It Tells Us

Part III – “From Awareness to Action”: Communities Confront Lung Cancer Together

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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.

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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.

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One Small Card, One Big Question That Changed a Life

A lung cancer summit taught Jacqui and Donel King about biomarker testing, helping them

By Milton Kirby | Old Hickory, TN | August 25, 2026

Jacqui and Donel King were attending a lung cancer summit in New Orleans when, near the end of the event, Jacqui stopped at an information table.

One card remained on the table.

It looked ordinary, about the size of a business card, folded like a small tent. There was nothing about its appearance to suggest that the information inside would soon become worth its weight in gold to the Kings.

Inside was information about biomarkers associated with lung cancer and questions patients could take to their doctors to get answers.

Jacqui picked up the last card brought it home and then took it to her husband’s next appointment with his oncologist.

What happened next helped change the conversation surrounding Donel King’s Stage 4 lung cancer diagnosis.

The Kings walked into the appointment prepared to ask whether biomarker testing had been performed.

It had.

They just didn’t know it.

The testing had identified a KRAS G12C mutation in Donel’s cancer, a molecular characteristic for which a targeted treatment was available.

For Jacqui, the moment demonstrated something she now believes every patient and caregiver needs to know and understand.

“You don’t know how to advocate for yourself if you don’t know what it is that you’re looking for,” she said.

Before Cancer Took Center Stage

Cancer is now part of the Kings’ daily lives.

But that’s not where their story began.

Donel and Jacqui met in Houston more than three decades ago. Both were single parents, and their marriage brought together a blended family.

Jacqui’s life became increasingly centered on ministry and leadership in the United Methodist Church. Donel describes his role throughout much of their marriage as supporting that calling while pursuing his own entrepreneurial interests.

Their life together took them through Texas, Tennessee and Illinois.

They also endured major events long before lung cancer entered their lives.

While serving in Port Arthur, Texas, the Kings experienced the devastating 2005 hurricane season. Their church and community dealt with families displaced by Hurricane Katrina and then faced hurricanes that affected their own area.

Jacqui remembers the period as one of ministry, survival, rebuilding and prayer.

Donel brought another life experience to the marriage.

He is an Air Force veteran who served in air traffic control.

Donel would learn much later in life that he was dyslexic, finally putting a name to difficulties he had experienced years earlier. Decades later, cancer would confront him with another lesson about the power of knowing exactly what you are dealing with.

He also spent years as an entrepreneur and describes himself as someone who enjoys technology, business, gardening and community service.

He calls himself a “Renaissance man.”

And cancer was not completely new to him.

Donel was diagnosed with prostate cancer in 2009 and underwent removal of his prostate.

They were unaware that years later, another cancer was growing inside him.

A Fall Changes Everything

By 2025, Donel had experienced pain in his shoulder and hip. A simple X-ray had not revealed the cause.

He underwent regular physical examinations and was frustrated that nothing had identified the cancer earlier.

Then, in October 2025, while the Kings were living in Springfield, Illinois, Donel’s leg gave way while walking down a flight of stairs.

He fell. The fall fractured his femur and badly damaged his hip.

Further medical evaluation revealed something far more serious.

Stage 4 lung cancer.

The cancer had spread beyond his lung, metastasizing to his hip and shoulder. Donel could no longer walk.

Their lives changed almost immediately.

Physicians in Illinois told the couple Donel needed specialized orthopedic oncology care that was not available locally. They worked to get him back to the Nashville area, where he could receive care through the VA and other specialists.

After returning home, Donel entered rehabilitation while doctors simultaneously confronted the cancer and the severe damage to his hip.

The first biopsy in Illinois failed to provide enough tissue for all of the testing doctors needed, Jacqui said.

Then came major surgery.

Rebuilding a Hip While Fighting Cancer

On February 18, 2026, Donel underwent an operation to reconstruct his hip and pelvis.

He remembers an eight-hour surgery that would begin rebuilding the structure of an extensively damaged hip that might allow him to walk again.

Doctors also obtained additional tissue. That tissue would later become important to Donel’s cancer story

Meanwhile, Donel begin cancer treatment that consisted of radiation, chemotherapy and infusion therapy. Donel remembers what chemotherapy did to him physically.

His hair disappeared.

So did the black beard he loved.

Jacqui looked at him during the interview and offered a reminder of what mattered more.

“But he’s still here.”

Donel responded:

“I’m still here.”

But the treatments were difficult the cancer was not responding as they had hoped.

Jacqui was began her search for treatment options, something she knows how to do.

Jacqui Starts Looking for Answers

Jacqui had previously researched lung cancer resources after the wife of a colleague was diagnosed with lung cancer.

When Donel was diagnosed, she returned to that research.

This time, she searched specifically for organizations working with African Americans and lung cancer.

She found the HEAL Collaborative.

HEAL focuses on health education and advocacy, including efforts to provide patients and caregivers with information they can use to navigate cancer care. Its lung cancer resources include information about screening, treatment, clinical trials, biomarker testing and self-advocacy.

Jacqui contacted the organization and learned about HEAL’s annual Lung Cancer Patient & Caregiver Summit.

The Kings registered and began planning their trip to attend HEAL’s 2026 3rd Annual Summit in New Orleans.

The 2026 gathering was designed specifically to address the needs of Black communities affected by lung cancer. HEAL brought patients and caregivers together with healthcare professionals, researchers, advocates and community leaders for discussions about early detection, personalized treatment, clinical trials and patient advocacy.

For Donel and Jacqui, those subjects were not theoretical.

They were living them.

Getting to New Orleans was not automatic.

Donel had recently undergone major surgery and needed medical clearance to travel.

They got it.

And they went.

That trip would introduce the Kings to a word that would become central to their cancer journey:

Biomarker testing.

What Is a Biomarker?

Cancer is not necessarily the same disease in every person who receives the same broad diagnosis.

A biomarker is a biological characteristic that can provide doctors with information about a cancer. In some cancers, testing can identify specific molecular changes that may help physicians determine whether a targeted treatment is appropriate.

For a patient, the distinction can be simplified.

Biomarker Individual Results

A cancer diagnosis identifies the disease.

Biomarker testing tells doctors more about the particular characteristics of that patient’s cancer.

And targeted therapy acts against a particular target or characteristic.

The Kings did not understand that distinction before New Orleans.

The Last Card on the Table

At the Summit, the Kings attended a breakout session about biomarker testing.

The message they carried away was direct: patients with lung cancer should ask for a biomarker test that will provide information about the specific characteristics of their cancer, so their doctor can consider more personalized treatment options.

That was what sent Jacqui to the Amgen table, one of the pharmaceutical companies supporting the Summit.

There she found the wallet-sized card containing information about biomarkers associated with non-small cell lung cancer. Jacqui took the last one on the table.

She decided that when they returned home, the card was going with them to Donel’s next oncology appointment.

They were going to ask questions.

But the story took an unexpected turn.

The Kings did not return home, request biomarker testing and then wait for a laboratory to perform it.

The testing had apparently already been done.

They simply did not know it.

“An Awakening on Both Sides”

Additional tissue obtained during Donel’s hip surgery had been sent for laboratory analysis.

By the time the Kings walked into the oncology appointment with their card, biomarker testing had identified KRAS G12C in Donel’s cancer.

Jacqui remembers putting the card into the conversation and learning that the result was already there.

She called the moment “an awakening on both sides.”

NSCLC – Results

The Kings had arrived intending to ask whether the test should be performed.

Instead, the conversation became about what the completed test had found and what could be done with that information.

The KRAS gene helps regulate cell growth. Some cancers carry a particular alteration known as KRAS G12C.

That distinction mattered because medicines have been developed to target KRAS G12C.

One of those targeted treatments is Lumakras, or sotorasib, manufactured by Amgen.

The U.S. Food and Drug Administration approved Lumakras in 2021 for certain adults with KRAS G12C-mutated locally advanced or metastatic non-small cell lung cancer who have received at least one prior systemic therapy. The FDA labeling calls for patients to be selected based on the presence of the KRAS G12C mutation determined by an FDA-approved test.

That is the type of targeted treatment Donel’s biomarker result made possible for his physicians to consider.

The medication is not a cure.

Donel understands that.                                                                                                                     

But to him, it represented another option.

The “Silver Bullet”

Donel has his own name for the treatment.

He calls it his “silver bullet.”

He is quick to explain what he means.

He does not believe the pill simply makes Stage 4 cancer disappear.

His hope is that the therapy can stop the cancer from progressing or cause tumors to shrink.

Donel says he feels much better since moving away from chemotherapy and beginning the targeted treatment.

He is also being monitored.

Blood work is part of his routine. CT scans will help his physicians determine whether the tumors are shrinking, remaining stable or progressing.

Asked what he wants those scans to show, Donel did not give a complicated answer.

“My hope is that it’s not moving,” he said. “That’s my goal.”

Caregiving Wasn’t in the Retirement Plan

The story is not Donel’s alone.

Cancer changed Jacqui’s life too.

Her retirement was supposed to begin a different season.

Instead, she became caregiver, researcher, medical navigator, household manager and advocate while simultaneously dealing with grief and a major move.

Her mother had been ill and died during the same larger period of upheaval.

The Kings were also moving back from Illinois to Tennessee.

Donel was in hospitals and rehabilitation facilities.

Jacqui dealt with packing, moving, selling a house, setting up their Tennessee home, arranging medical equipment and keeping track of appointments.

“Caregiving wasn’t on my retirement,” she said.

At another point she summed up the experience even more simply:

“There’s no script for this.”

Yet sitting with the Kings revealed something that a list of caregiving responsibilities could not.

After more than 30 years of marriage and 33 years as a couple, Donel and Jacqui still displayed the easy affection of people discovering each other. They finished each other’s sentences and sometimes started the same thought at the same time. They gazed at one another as the other spoke. More than once, Jacqui looked at Donel, smiled and seemed, for a moment, almost giddy.

It was an unexpected sight in an interview about Stage 4 lung cancer.

Their story was about biomarker testing, targeted therapy and caregiving. But sitting across from the Kings, another story was unfolding in plain sight.

This was also a love story.

The couple learned to accept help.

Friends and colleagues organized meals.

Neighbors helped with equipment.

The VA helped with transportation to medical appointments.

Their church and broader community prayed.

And Jacqui learned something caregivers sometimes resist.

“You can’t do it by yourself,” she said.

Information Is Only Half the Job

The Kings credit HEAL Collaborative with putting information in front of them that they did not previously understand and how to be your own advocate.

But Jacqui believes attending a conference is not enough.

“If you get the information, that’s half of the game because then you’ve got to follow through,” she said.

In the Kings’ case, the chain is unusually clear.

HEAL created the setting where they learned why biomarker testing mattered.

At an Amgen table, Jacqui picked up the last card explaining what they should ask about.

Back home, that question led them into a conversation about a KRAS G12C result already in Donel’s medical record.

And that result helped identify a targeted treatment option.

 But none of those steps happened in isolation.

Information had to reach the patient.

The patient and caregiver had to understand why it mattered.

They had to take that information back to the people providing Donel’s medical care.

And physicians had to determine the appropriate treatment.

That may be the central lesson of the Kings’ experience.

The laboratory had information about Donel’s cancer.

His medical team had access to that information.

The Kings had attended appointments.

What changed after New Orleans was their ability to participate in the conversation differently.

They knew the word biomarker.

They had a card.

They had questions.

And they knew they were supposed to ask them.

There is an important nuance.

The Kings’ account does not establish that Donel’s physicians had overlooked the biomarker result or would not have discussed targeted therapy without the card. Jacqui said the medical team appeared to be preparing to talk with them about what could come next.

What the Summit and the card clearly changed was the Kings’ understanding of the conversation.

They arrived knowing what to ask.

Tennessee Expands Biomarker Coverage

The Kings’ experience comes as Tennessee is changing its insurance rules surrounding biomarker testing.

Tennessee enacted legislation in 2026 requiring specified health plans to provide biomarker-testing coverage beginning with plans issued, amended or renewed on or after January 1, 2027. The law includes TennCare coverage when biomarker testing is medically necessary.

The law does not mandate biomarker testing to screen people without symptoms. Its coverage provisions address testing used for diagnosis, treatment, disease management or monitoring when applicable requirements are met.

The distinction is important.

Lung cancer screening and biomarker testing are not the same thing.

Screening is intended to identify lung cancer in people who meet established eligibility criteria before symptoms develop.

Biomarker testing can help physicians make treatment decisions after cancer is identified.

For the Kings, understanding those differences has become part of learning to navigate cancer.

The Losses Cancer Creates

Stage 4 cancer has taken more from Donel than hair.

It took mobility.

For months he could not walk.

It interrupted his businesses.

It pulled him away from volunteer work, gardening and the other activities of a man who describes himself as hands-on.

Donel calls those losses a form of grief.

He had been an active man.

Suddenly, much of his life required other people to do things for him.

“For the moment, I just said, well, I just got to step back and take my hands off of them and just kind of go with the flow,” he said.

Still, optimism comes easily to him.

He calls himself a “perpetual optimist.”

“When I see manure, I’m looking for the pony,” he said.

That optimism now has specific goals.

One is walking again.

Donel continues physical therapy and believes he is getting closer.

Another is traveling.

During one appointment, someone asked him a question he was not expecting:

What are you going to do with the time you have?

It stopped him.

Now he has answers.

He wants to take a train across the country.

He wants to travel.

He talks about Egypt.

Cancer has forced him to think about time differently.

Faith, Medicine and the Road Ahead

Faith runs through nearly every chapter of the Kings’ story.

Jacqui is a minister.

Donel speaks openly about God.

They describe prayer surrounding his surgery, treatment and recovery.

But their faith has not meant waiting passively.

Jacqui searched.

They traveled.

They listened.

They carried information home.

They asked questions.

Donel continued treatment.

Jacqui continued caregiving.

And both continued learning.

They see no contradiction between prayer and medicine.

For Jacqui, vulnerability also became part of the lesson.

When people ask how things are going, caregivers do not always have to say everything is fine.

Sometimes, she said, the answer needs to be:

Not great today.

I need help today.

Healing, she believes, sometimes requires letting other people into the struggle.

For Donel, the future remains uncertain.

Stage 4 lung cancer is still Stage 4 lung cancer.

The next CT scan matters.

So does the next physical therapy session.

So does the possibility of taking another step without assistance.

But he is no longer talking only about treatment.

He is talking about where he wants to go.

What he wants to see.

What he wants to do with the days in front of him.

Cancer has forced Donel King to surrender control over much of his life.

It has not taken his sense of possibility.

“I’m alive,” he said. “God has spared me another day. And I’m just going to get up and do the best I can with that day.”

And for now, he is waiting for the next scan with one straightforward hope:

“My hope is that it’s not moving.”

The HEAL Collaborative is based in Atlanta, GA. To learn more, please visit: www.healcollaborative.org.

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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.

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BronzeLens Enters a New Era with Expanded Festival, New Leadership and a Focus on Building Black Cinema

By Milton Kirby | Atlanta, GA | August 12, 2026

For 16 years, the BronzeLens Film Festival has served as a cultural cornerstone for filmmakers of color, bringing together artists, auFor more than a decade, the BronzeLens Film Festival has served as a cultural cornerstone for filmmakers of color, bringing together artists, audiences and industry professionals in Atlanta to celebrate stories that are often overlooked by mainstream Hollywood. This year, the Oscar-qualifying festival enters a new chapter—one marked by growth, transition and an expanded vision for the future.

Kathleen Bertrand – Courtesy Photo

At the center of that continued growth is Executive Producer Kathleen Bertrand, one of the driving forces behind the festival’s mission to celebrate stories created by and about people of color. Based in Atlanta, BronzeLens was founded to share and applaud the many stories of people of color told through digital moving images. Since its founding, the organization has screened films from creators across the African diaspora and beyond, building a reputation as both a cultural institution and an advocate for diverse storytelling. Bertrand has emphasized BronzeLens’ commitment to educating, enlightening and entertaining audiences while providing a platform for filmmakers whose voices deserve greater visibility.

For the first time in its history, BronzeLens will unfold across two weekends, providing festivalgoers with additional opportunities to experience screenings, professional development workshops, networking events and special programs. The expanded format reflects the festival’s continued evolution and growing impact within Atlanta’s thriving film community.

The festival also enters a period of transition. The 2026 event marks the first since the retirement of Founding Artistic Director Deidre McDonald, whose curatorial vision helped shape BronzeLens into one of the nation’s premier showcases for diverse storytelling. Under McDonald’s leadership, the festival became known for presenting films that explored culture, identity, social justice and the shared experiences of communities around the world.

As BronzeLens moves forward, Jason Gregory assumes the role of Interim Director of Programming, helping guide the festival through its next phase while maintaining the organization’s commitment to elevating underrepresented voices.

A Fashion Icon Takes Center Stage

The festival opens with the world premiere of Love, Patrick: Nothing is Impossible directed by The Horne Brothers. The documentary chronicles the extraordinary life of fashion designer Patrick Kelly, the first American admitted to the prestigious Chambre Syndicale du Prêt-à-Porter in Paris.

The film explores Kelly’s groundbreaking impact on the fashion industry while examining themes of race, identity and perseverance. In tribute to the celebrated designer, festival organizers are encouraging attendees to arrive “Runway Ready” for opening night, creating a fitting celebration of a man whose bold creative vision reshaped the fashion world.

Spotlighting Emerging Voices

While marquee premieres help attract attention, BronzeLens has long built its reputation on supporting independent filmmakers and emerging talent.

Among this year’s notable selections is “The Text,” a short film written and directed by Kareemah, founder of Rare Maven Media. The film follows Tanya, an aspiring DJ who returns home for her best friend’s engagement party and finds herself facing a life-altering decision: remain in a troubled relationship or pursue the future she truly desires.

Produced by Rare Maven Media, “The Text” stars Zora Imani as Tanya and Cameron Bhola as Taj. The film is scheduled to screen Aug. 23 at the Tara Theatre, where audiences will have an opportunity to experience one of the independent projects representing the next generation of storytellers.

Projects such as “The Text” exemplify the role BronzeLens continues to play as a launchpad for creatives seeking visibility, industry access and meaningful audience engagement.

Building Careers Behind the Camera

BronzeLens has long distinguished itself by investing not only in completed films but also in the professional development of the people who make them. That commitment is reflected in this year’s Craft Day programming, designed to equip creatives with practical tools and industry knowledge.

Among the highlights is an Acting Master Class and Workshop led by acclaimed actress, director and producer Jasmine Guy.

Additional sessions include:

  • Get Funded: Producing, Financing and Crowdfunding
  • Blindsides, a blind table read presented by Black Script
  • Below the Line: Careers That Build Black Cinema
  • The ATL Effect: Capital, Culture and Craft
  • From Page to Screen: The Writers and the Crew Who Build Black Cinema

Together, the programs emphasize the collaborative nature of filmmaking while exploring everything from financing and production to writing, acting and crew development.

Looking Ahead

As BronzeLens embraces its first two-weekend format and navigates a significant leadership transition, its core mission remains unchanged. Under the continued leadership of Executive Producer Kathleen Bertrand, and with new programming leadership in place, the festival remains dedicated to creating opportunities for filmmakers of color to tell stories that inspire, challenge and connect audiences.

In a city that has emerged as a major center for film and television production, BronzeLens continues to offer something unique: a space where culture, creativity and community intersect. With expanded programming, industry-focused workshops, major premieres and emerging voices all sharing the spotlight, the festival appears poised to begin its next chapter while remaining true to the vision that has sustained it for years.

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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.

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