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

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

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

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

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

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

Photo by Milton Kirby – DeKalb CEO Lorraine Cochran-Johnson

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

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

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

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

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

The Town Hall Discussion: Experts, Residents & Real Questions

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

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

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

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

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

During the discussions, several clear benefits emerged.

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

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

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

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

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

The Concerns: Real Risks that Need Guarding Against

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

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

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

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

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

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

Pollution, noise and land-use impacts

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

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

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

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

What the Experts Emphasised: Keys for DeKalb County to Watch

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

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

Back to DeKalb: What Happens Next

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

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

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

Final Thoughts: A Balanced Outlook

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

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

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

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

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

Georgia Voters Head to the Polls as Early Voting Begins Statewide

Early voting in Georgia runs through November 1, with local and statewide races on the ballot, including mayoral and Public Service Commission elections.

By Milton Kirby | Decatur, GA | October 14, 2025

Early voting began today in Georgia and in several states across the country, marking the start of a critical three-week stretch before the November 4th General Election.

In DeKalb County, residents can now cast ballots for a range of key races — from statewide offices to local leadership posts that will shape the future of communities across metro Atlanta.

On the ballot this year is the Statewide Special Election for the Public Service Commission, along with municipal general elections in numerous cities, including Atlanta, Avondale Estates, Brookhaven, Chamblee, Clarkston, Decatur, and Doraville.

Atlanta voters will select a Mayor, City Council President, City Council members, Board of Education representatives, and Municipal Court Judges. These races are expected to draw strong turnout as city leaders continue to navigate housing affordability, infrastructure expansion, and public safety reform.

Election officials across Georgia are encouraging voters to take advantage of early voting to avoid long lines on Election Day. Polling places and sample ballots are available through the state’s My Voter Page.

Georgia’s 17-day early voting period will run through Friday, November 1, with mandatory Saturday voting in every county.

This year’s election season arrives as lawmakers and advocacy groups continue to debate possible adjustments to Georgia’s early voting laws — a discussion that could shape voter access and participation for years to come.

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

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

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

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

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

Photo by Milton Kirby Morris Brown College

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

Closing the Financial Gap

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

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

A Legacy of Giving

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

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

Broad Economic and Social Impact

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

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

Rooted in Values

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

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

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

Arthur M. Blank Family Foundation donating $50M to Black Atlanta colleges

Morehouse Picks Alumnus and National Scholar to Write Its Next Chapter

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

MARTA closes Five Points’ Peachtree entrance October 13 as part of its $230 million transformation to enhance safety, connectivity, and community space in downtown Atlanta.

By Milton Kirby | Atlanta, GA | October 12, 2025

The Metropolitan Atlanta Rapid Transit Authority (MARTA) will take another major step in its ongoing Five Points Station transformation project this Monday, October 13, as crews close the Peachtree Street entrance and the federal employee tunnel to prepare for demolition of the concrete canopy.

Starting October 13, all passengers will need to use the Forsyth Street entrance, which will serve as the only access point to the city’s central transit hub during this phase of construction.

What Riders Need to Know

The following service changes remain in place:

Alabama Street and Broad Street Plaza entrances remain closed.
Restrooms are closed.
Customer service offices have temporarily relocated and will eventually reopen at Ashby Station.
All bus routes continue boarding on Forsyth Street.
Rail service and transfers remain unchanged.
Elevators will stay open for passenger access and transfers.

While elevators will continue to operate, riders should expect temporary escalator and stair closures in the coming weeks as MARTA crews install scaffolding and overhead protection. Signs will be posted throughout the station to direct customers during the transition.

A $230 Million Rebuild in Motion

MARTA officials describe the closure as a key step toward transforming Five Points into a modernized, vibrant city center with improved transit connectivity, enhanced safety, and expanded community spaces.

The first phase involves removal of the aging concrete canopy, followed by the construction of a new, open-air canopy designed to brighten and expand the station. Later stages will include a centralized bus hub, a new pedestrian connection to Broad Street, and community-oriented features such as public art and urban agriculture spaces.

The total project cost is estimated at $230 million, funded primarily through the More MARTA Atlanta half-penny sales tax, with additional support from a $25 million Federal RAISE Grant, $13.8 million from the state of Georgia, and the MARTA core penny.

MARTA says the upgrades are aimed at strengthening the system’s role in downtown revitalization while improving daily experiences for thousands of riders.

For updates and construction details, visit itsmarta.com.

National Black Farmers Association Sets Course for 2025 Birmingham Conference

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

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

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

Prominent Voices in Attendance

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

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

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

Conference Highlights

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

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

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

Opportunities and Deadlines

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

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

Farming Justice: John Boyd’s 35-Year Fight for Land, Legacy and Equality

The National Black Farmers Association Sets Course for 2025 Birmingham Conference

“Our Soul Is Not for Sale” – Big Bethel Rally Draws Atlanta Together

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

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

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

A French Estate on the Market

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

Domaine Saint Martin Signature – Beverage Journal

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

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

The Numbers Behind a Billion-Dollar Brand

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

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

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

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

Photo by Milton Kirby Uncle Nearest Trio

Receivership and Race: What the Data Show

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

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

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

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

Disparities in Access to Capital

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

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

General Outcomes in Receivership and Bankruptcy

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

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

Assets Under Scrutiny

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

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

What the Receiver Did Not Investigate

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

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

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

Who We’re Asking Next

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

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

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

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

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

This article was originally published on The Truth Seekers Journal.

Uncle Nearest at Legal Crossroads

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

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

Atlanta to Celebrate a Legacy of Leadership

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

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

Program Highlights

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

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

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

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

Continuing a 36-Year Tradition

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

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

Event Details

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

About the Council for Quality Growth

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

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Mayor Dickens Names New Housing Leadership Team to Drive Atlanta’s Affordable Housing Vision

Mayor Andre Dickens appoints Amanda Rhein as Chief Housing Officer and Chatiqua Ellison as Deputy, strengthening Atlanta’s affordable housing and homelessness response.

By Milton Kirby | Atlanta, GA | October 9, 2025

Mayor Andre Dickens has announced a new housing leadership team that is committed to shaping the City’s next chapter in affordable housing, homelessness response, and community development, instilling hope for a better future.

At the top of that team is Amanda Rhein, appointed Chief Housing Officer, effective January 2026. Rhein currently serves as Executive Director of the Atlanta Land Trust, where she has built one of the nation’s most successful community land trust models. Under her leadership, the organization has placed more than 100 homes into trust and has 100 more under development.

Rhein brings over two decades of experience in equitable development, affordable housing, and community revitalization. She previously led transit-oriented development (TOD) at MARTA, where she redeveloped more than 35 acres of underused surface parking at eight rail stations. Before that, she spent nearly a decade at Invest Atlanta, managing more than 30 projects that generated $3.5 billion in investment for underserved neighborhoods.

A native of Cincinnati, Ohio, Rhein earned a Bachelor’s degree in Sociology from Boston College and a Master of City and Regional Planning from the Georgia Institute of Technology.

“Amanda is a nationally respected leader whose experience, innovation, and track record of execution will serve the city well,” said Mayor Dickens. “With her leadership, we will continue to set national standards for how cities can tackle housing affordability with innovation and compassion.”

Strengthening the City’s Homelessness Response

Joining Rhein is Chatiqua Ellison, appointed Deputy Chief Housing Officer and Senior Advisor to the Mayor on Homelessness. An Atlanta native, Ellison has led several of the City’s most transformative housing efforts — including the Forest Cove Relocation, which successfully moved 193 families into safe, stable homes.

Chatiqua Ellison – Courtesy City of Atlanta

She also oversees the Rapid Housing Initiative, which has already created more than 300 of a targeted 500 quick-delivery homes for unhoused residents, including The Melody, Atlanta’s first container home community.

Ellison earned a Bachelor’s degree in Political Science from Spelman College and a Master of Public Policy in Urban Planning and Policy from Georgia State University’s Andrew Young School of Policy Studies.

Her leadership extends to chairing the City’s Homelessness Taskforce, where she helped establish coordinated encampment closure policies, and to partnering with Invest Atlanta to launch the Grocery Initiative, which expands access to fresh food in underserved neighborhoods and supports projects like The Azalea Market.

A Comprehensive Housing Leadership Team

The new housing leadership team will report directly to Chief of Staff Courtney English, aligning the City’s affordable housing, homelessness, and revitalization goals.

Other key appointments include:

William Tucker, Director of the Housing Innovation Lab, leading creative housing affordability strategies.
Katie Molla, Director of Special Projects, overseeing food access programs and Tax Allocation District implementation.
Colin Delargy, Assistant Director, focusing on housing finance, planning, and policy.
Carolyn Kovar, Assistant Director of Housing Delivery, coordinating affordable housing projects on public land.
Matt Delicata, Senior Real Estate Advisor, specializing in large-scale real estate development.
Chanel Ziesel, continuing as Director of Housing Policy, leading anti-blight and downtown revitalization initiatives.

“This team represents the best housing leadership in the country,” said Dickens. “Together, we’re not just building housing — we’re building pathways to stability, dignity, and opportunity for all.”

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Denied Care, Divided Nation: How America Fails Its Sickest Patients—and the People Fighting Back

By Stacy M Brown | BlackpressUSA Newsiwre | October 9, 2025

Across America, families are being broken not by illness alone, but by the quiet cruelty of denial letters from insurance companies. Patients in crisis are told their care is not medically necessary. Others learn too late that their coverage has been canceled. The denials come swiftly, the appeals take months, and the system often feels rigged against the very people it was built to protect.

A ProPublica investigation revealed just how devastating those denials can be. In North Carolina, Teressa Sutton-Schulman and her husband, identified as “L” to protect his privacy, endured escalating mental health crises. After two suicide attempts in 11 days, Highmark Blue Cross Blue Shield repeatedly denied payment for psychiatric treatment. Hidden on page seven of a denial letter was a single line about a right to an external review. Desperate, Sutton-Schulman filed for that review. An independent physician overturned the insurer’s decision and forced the company to pay for more than $70,000 in care, ProPublica reported. “Appeal, appeal, appeal, appeal,” said Kaye Pestaina, a vice president at the nonprofit health policy group KFF, who has studied external appeals. “That’s all you have,” she told ProPublica.

The right to an external appeal was expanded by the Affordable Care Act in 2010, but the protections are uneven. Karen Pollitz, who helped draft the federal regulations under the Obama administration, told ProPublica that insurance lobbyists weakened the process. She said only a fraction of denials are eligible for external review and, in most cases, insurers still choose the reviewers who decide the fate of patients’ appeals. “There are all kinds of ways they could strengthen the laws and the regulations to hold health plans more accountable,” she said. Even when laws exist, few Americans know where to turn. That is why state-based consumer assistance programs, established under the Affordable Care Act, have become a vital safety net — though many states never created them, and others have defunded theirs. About 30 states still operate programs that guide patients through internal and external appeals, while the rest leave families largely alone.

“Every state needs one of these programs,” said Cheryl Fish-Parcham, director of private coverage at Families USA. “Health care is so complicated, and people really need experts to turn to,” she told ProPublica. Those experts are often housed in attorney general offices, state insurance departments, or nonprofit agencies. Maryland’s Health Education and Advocacy Unit, for example, has been a lifeline for residents struggling with denied care. “The numbers are low because some people just give up. They’re frustrated. They’re tired. They’re battling cancer,” said Kimberly Cammarata, the unit’s director. “And sometimes the information about why the claim was denied or about how to appeal is terribly unclear. A lot of these outcome letters will say you have a right to an external appeal, but they don’t exactly tell you where to go,” she told ProPublica.

In New York, the Community Service Society operates a similar program, where advocates draft detailed appeals on behalf of patients. “We can help people write their appeals,” said Elisabeth Benjamin, vice president of health initiatives at the Community Service Society. “We write appeals for them, sometimes going through thousands of pages of medical records and writing 15- to 20-page appeals,” she told ProPublica. Across the nation, CMS documents show an uneven patchwork of help. In California, consumers can call the Department of Insurance Ombudsman at 1-800-927-4357 for help with denied claims. In Georgia, the Office of Insurance and Fire Safety Commissioner fields appeals and complaints from residents at 1-800-656-2298. In Illinois, the Department of Insurance maintains a consumer hotline at 1-866-445-5364. New York’s Department of Financial Services handles cases through its consumer division, while Pennsylvania residents can reach the state Insurance Department at 1-877-881-6388. Maryland, Virginia, and the District of Columbia all continue to run active programs through their respective attorney general or ombudsman offices.

Still, millions of Americans remain in states without fully funded consumer assistance programs. For those individuals, even knowing that an external appeal exists is a struggle. ProPublica found that the process is buried under jargon, hidden in small print, or placed deep within denial letters that few patients have the time or emotional strength to decode. Experts say one step can make a difference: persistence. “Appeal, appeal, appeal” has become a mantra not only for patients but for advocates who have watched insurers exploit confusion and fatigue to wear people down.

For urgent cases, the law allows expedited reviews that must be resolved within 72 hours. If the independent reviewer overturns the denial, the insurer is required by law to pay. When that happens, the victory is binding. But the system was never designed for easy victories. Most patients never reach that point. Many die waiting. And yet, despite the exhaustion and the heartbreak, people keep fighting. From North Carolina to California, from New York to Georgia, they continue to challenge billion-dollar corporations that have learned to profit from denial. What unites them is not just the pursuit of care, but a demand for fairness — a demand that too often goes unanswered. “Every state needs one of these programs,” Fish-Parcham said again. “Health care is so complicated, and people really need experts to turn to.”

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Mayor Dickens Strengthens Leadership Team with Key Appointments

Mayor Andre Dickens appoints Courtney English as permanent Chief of Staff, names Greg Clay and Gabrielle Slade deputies, and launches a national search for Chief Policy Officer.

By Milton Kirby | Atlanta, GA | October 9, 2025

Mayor Andre Dickens has appointed Courtney English as the permanent Chief of Staff for the City of Atlanta, solidifying leadership within his administration as it advances major housing, infrastructure, and equity priorities. English, who had served in the role on an interim basis, will now officially oversee operations of the Mayor’s Executive Office, intergovernmental coordination, and the strategic rollout of citywide initiatives.

English has been a key architect of several high-impact programs under Mayor Dickens. He led the $5 billion Neighborhood Reinvestment Initiative, a sweeping plan to strengthen housing, infrastructure, and community development across Atlanta. He also helped secure the $60 million Homeless Opportunity Bond—Atlanta’s largest-ever investment in homelessness solutions—and spearheaded the Affordable Housing Strike Force, credited with delivering nearly 12,000 affordable units in less than four years.

Under his direction, the city launched Azalea Market, Atlanta’s first municipal grocery store, expanding access to healthy food and stimulating neighborhood revitalization. English also helped shape rapid housing projects such as The Melody and Ralph David’s House, providing critical shelter and stability for unhoused residents. His leadership on the Year of the Youth initiative expanded programs that have already reached more than 30,000 young Atlantans.

“Courtney English has consistently demonstrated exceptional leadership and a steadfast commitment to the residents of Atlanta,” said Mayor Dickens. “His strategic vision and dedication to public service will continue to guide this administration as we advance our mission of building a City of Opportunity for All.”

Alongside English’s appointment, Dickens named Greg Clay and Gabrielle Slade as Deputy Chiefs of Staff.

Clay, an Atlanta native and former Executive Director of Constituent Services, brings decades of experience as a nonprofit executive, community advocate, and public administrator. His past leadership includes service in five Georgia municipalities, including East Point and College Park. A graduate of Florida A&M University and the University of Kansas, Clay has earned recognition including the Atlanta Business Chronicle’s 40 Under Forty Award and President Obama’s Drum Major for Service Award.

Slade, a 19-year veteran of Atlanta city government and Spelman College graduate, most recently served as Deputy Chief Equity Officer in the Mayor’s Office of Equity, Diversity, and Inclusion. Her tenure includes five years in legislative affairs, 20 successful city annexations, and leadership in the Department of Parks and Recreation, which achieved national accreditation under her guidance.

“With the addition of Greg and Gabrielle to our leadership team, Atlanta is well-positioned to advance our mission of building a city that works for everyone,” said English. “Their expertise and commitment will ensure residents and neighborhoods remain at the heart of everything we do.”

A national search is now underway to fill the Chief Policy Officer position previously held by English. The new role will report directly to the Chief of Staff and help coordinate the administration’s policy and strategic initiatives across departments.

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