Goodr has joined forces with Atlanta Public Schools to provide emergency food to APS students at five meal distribution sites during closure. Students will be able to access prepared meals from 10am-12pm Monday – Friday.

This includes: Douglas High, Cleveland Avenue Elementary, Bunch Middle, Sylvan Middle and Phoenix Academy at Crim. Goodr is also working closely with Atlanta Public School Board members to develop a plan that goes further to deliver food directly to apartment and housing communities thus eliminating any transportation barriers that will prevent students from accessing food during this closure.

  • Ready-to-eat meals will also be available at Loaves & Fishes at St. John Orthodox Church at 543 Cherokee Ave. SE Atlanta, GA 30312 from Monday – Friday from 9AM -10AM.
  • As of Monday, March 16th, all APS families can report to one of the five sites from 10AM-12PM to receive a bag of shelf stable grocery items from Atlanta Community Food Bank.

Goodr Founder and CEO, Jasmine Crowe said in a statement, “Goodr is experiencing a massive uptick in requests from nonprofits, families, and senior homes for food. At the same time, several of our client venues are having events and initiatives get canceled. What we know for sure is that with schools across the nation now closed, people being asked to work from home, and the growing number of people out of work – food is one resource that is critical at this time.”

On March 13th alone, Goodr was able to distribute over 90,000 pounds of food from three major sports arenas, event venues, schools and offices. They were able to deploy drivers in minutes, clearing refrigerators and freezers to feed the need. This rescued food served people in need across four counties. 

Building on that momentum, Goodr created a short list of ways you can help “Do Goodr:”

  • One-Time Pick-ups: They’ve enabled one-time pick-ups to help get food to more people. Don’t let good food go to waste. If your office or venue has food to donate – Goodr can pick it up today! Visit them online at www.goodr.co to get started.
  • Sponsor a Pick-up: Goodr serves a massive non-profit network nationwide and if you want to pitch in and help, you can sponsor a pick-up allowing them to do more good. Visit them online at www.goodr.co to get started.
  • Join us: Goodr will be hosting pop-up grocery stores in the Atlanta community over the next two weeks, you can join them as a volunteer. Text DOGOODR to 33777.
  • Spread the word: Please don’t let good food go to waste while our neighbors are hungry. Share Goodr’s services with your network and let them know how they can help!

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Goodr provides a secure ledger that tracks an organization’s surplus food from pickup to donation, delivering real-time social and environmental impact reporting analytics. The Goodr model aims to provide a triple-win solution by improving an organization’s bottom line through charitable tax donations, reducing its greenhouse emissions from landfills and getting its edible surplus food to local communities in need.

 

This post originally appeared on The Community Foundation for Greater Atlanta’s blog on March 17, 2020.

 

March 25, 2020

ATLANTA – With children out of school, businesses temporarily closing, performances shuttered and workers being laid off, there has never been a time where community support and financial resources have been more badly needed. United Way of Greater Atlanta and Community Foundation for Greater Atlanta are announcing the Greater Atlanta COVID-19 Response and Recovery Fund.

The new fund will support those most vulnerable to the economic and health-related impacts caused by the pandemic. The Community Foundation is committing $1 million and United Way of Greater Atlanta is contributing $500,000 to seed the fund. Additional dollars will be sought from individual donors, corporate partners and foundations.

Funds raised will focus on providing crucial services to high-risk audiences including seniors, families with children who normally receive free or reduced meals at school, families in need of childcare, homeowners and renters at risk for eviction, and hourly/low-wage workers.

“United Way and our partners at the Community Foundation are uniquely positioned to quickly and effectively identify areas with the greatest need, activate and connect people to resources,” said Milton Little, president and CEO of United Way of Greater Atlanta. “We are committed to securing and supporting the community safety nets needed for Child Well Being in these unprecedented times.”

“The Atlanta Regional Commission’s 2019 Metro Atlanta Speaks survey revealed that 46 percent of families in metro Atlanta do not have $400 on hand in case of an emergency and this crisis will only amplify that vulnerability,” said Lita Pardi, interim vice president at the Community Foundation for Greater Atlanta. “Bolstering support of our nonprofits addressing these needs is essential, and funders are working together to quickly support the residents and communities in our region.”

Individuals and families impacted and in need of support can contact United Way of Greater Atlanta’s 2-1-1 Contact Center. There are many ways to connect to 2-1-1 including by phone, chat, email or mobile app. 2-1-1 is a valuable resource that is available 24-hours and 7 days-a-week.

To donate to the COVID-19 Response and Recovery Fund, click here.

 

UPDATE: Since this article was posted, the COVID-19 Response and Recovery Fund has received an additional $10 million from two renowned Atlanta institutions: $5 million from The Coca-Cola Company and $5 million from the Robert W. Woodruff Foundation (read more here).

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About United Way of Greater Atlanta
United Way of Greater Atlanta, the largest United Way chapter in the nation, focuses on ensuring that every child in Atlanta has the opportunity to reach his or her full potential. The organization invests in more than 200 programs in 13 counties through the Child Well-Being Impact Fund and works to help children succeed in school, improve financial stability of families, provide affordable and accessible healthcare and end homelessness. For more information, visit: unitedwayatlanta.org or FacebookLinkedInTwitter and Instagram.

About the Community Foundation for Greater Atlanta
Since 1951, the Community Foundation for Greater Atlanta has been leading and inspiring philanthropy to increase the vitality of our region and the well-being of all residents. With nearly 70 years serving the 23-county Atlanta region and a robust team of experts, the Community Foundation expands its philanthropic reach and impact by providing quality services to donors and bold, innovative community leadership. The Community Foundation is a top-20 community foundation among 750 nationally, with approximately $1.2 billion in current assets, and is Georgia’s second largest foundation. For more information, visit: cfgreateratlanta.org or connect with the Foundation via FacebookLinkedIn and Twitter.

 

UPDATED: Friday, April 3 at 3:30 pm

With so many concerns about the impact of isolation amidst the current COVID-19 crisis, we thought it would be helpful to roundup what resources are available today. We’ve pulled this list from our partners at ACE, AWBI, CCI, Invest Atlanta, Start:ME and others. Thank you to everyone working so hard to support small businesses in our community! 

A summary of where we find ourselves: “50% of Americans work for or own a small business. Many of these are local face-to-face Main Street services — restaurants, bars, coffee shops, barbershops, hair salons, auto repair shops, and dry cleaners that are living on the brink. The average small business has 27 days of cash flow and for many restaurants, it’s more like 16 days. For these businesses, shutting down operations for even a few days risk running out of cash. And, “when you run out of cash, as a small business you’re dead,” says Karen Mills, former Administrator of the SBA.” (The New Localism) 

We’ll try to keep it updated but things are moving so quickly, that we need your help! If you hear of anything not on this list, please email [email protected] and we’ll update it as quickly as possible. 

To stay updated on COVID-19 news:

 

PUBLIC SECTOR PROGRAMS

The Coronavirus Aid, Relief, and Economic Security (CARES) Act

The President signed the CARES Act into law on March 27, 2020. The law created two new SBA loan programs:

  • Paycheck Protection Program: Provides cash-flow assistance through 100 percent federally-guaranteed loans to employers who maintain their payroll during this emergency. Loans are eligible for forgiveness. Application forms, which you can submit with a participating SBA 7(a) lender starting on April 3, came out on April 1. If you think you are eligible (run a for-profit or non-profit with fewer than 500 employees) and interested, contact your bank or qualified lender as soon as possible; these funds are available on a first come, first served basis and are likely to be exhausted quickly. If you do not currently have a banking relationship or your bank is not participating in the program, Heavy.com is maintaining is a list of banks currently participating in the program.
  • Small Business Debt Relief Program:  Provides immediate relief to small businesses with non-disaster SBA loans and microloans for six months.

The CARES act created a new payroll tax credit up to $5,000 per employee who earns at least $10,000, the Employee Retention Credit, to encourage employers to encourage eligible employers to keep employees on their payroll, despite experiencing economic hardship related to COVID-19. Find more information on the IRS website.

The act also provides for an advance of funds through the Economic Injury Disaster Loan (EIDL) program, which is listed below.

For more information, please review this resource from the U.S. Senate Committee on Small Business and Entrepreneurship. Nonprofits are also eligible for the programs included in the CARES Act; you can find a guide on how to access these funds through the National Council of Nonprofits.

SBA Economic Injury Disaster Loans (EIDL)

Working capital loans available to small businesses, small agricultural cooperatives, small aquacultural businesses and most private non-profit organizations.  Through the CARES Act, businesses can request an advance of $10,000 after completing an EIDL application.

Applicants can apply online, where they can find additional disaster assistance information and download applications. To get more information, applicants can contact SBA’s Customer Service Center at 800.659.2955 or [email protected]. Individuals who are deaf or hard-of-hearing may call 800.877.8339. Completed applications can be mailed to U.S. SBA, Processing and Disbursement Center, 14925 Kingsport Road, Fort Worth, TX 76155. 

The University of Georgia Small Business Development Center (SBDC) at Kennesaw State University is available to answer questions and help address any concerns about cash flow, payroll, marketing, the effect of the COVID-19 virus business and keep you up-to-date on the latest on the SBA Economic Injury Disaster Loan Program. To schedule a teleconference appointment with one of our consultants, email us at [email protected] or call 470.578.645 

SBDC also produced a Guide to Conquering a Business Crisis that could be helpful in cash management, pricing and cost containment, supply chain management, and marketing.

Invest Atlanta Continuity Loan Fund 

To ensure the viability of city businesses and to help sustain employment, Invest Atlanta has established a Business Continuity Loan Fund (BCLF) with $1.5 million of funding from the City of Atlanta. The fund will offer small businesses zero-interest loans to address a lack of working capital and cash flows as a result of reduced consumer demand, the ability to fulfill product or service orders and other economic conditions. If you have immediate questions, please contact [email protected] or visit their website. 

SBA Counseling and Training 

If you need a business counselor to help guide you through the current uncertainty, contact our regional Small Business Development Centers (SBDCs), Women’s Business Centers (WBCs) or SCORE membership chapter.

To find a local resource partner, visit the SBA website.

UGA’s SBDC has put together a fantastic page outlining the resources above, which you can find on their website.

 

NONPROFIT SECTOR PROGRAMS

Small Business Assistance Corporation (SBAC) COVID-19 Recovery Loan Program

To assist small businesses impacted by the current outbreak, SBAC, a Savannah-based CDFI, is offering 3-year, 6% debt of up to $50,000 to businesses that have lost revenue due to COVID-19. Visit their website for more information.

ACE Small Business Loans

Currently available only to existing borrowers, ACE is offering payment deferments on existing debt and has opened up applications to access additional capital to get through the next few months. See their CEO’s letter to the small business community on their website.

Kiva 0% Loan Program

As always, global micro-lending platform Kiva is offering 0% loans up to $15,000 to U.S.-based small businesses. While Kiva is rather industry-agnostic, they will look to have you fundraise for the loans first from your network over a 15-day period and then their wider circle over a 30-day period. For more information, visit their website.

LiftFund Grants for Small Businesses (Due to high demand, the application has closed.)

The past few weeks have been uncertain and difficult. Supported by the Truist Foundation, LiftFund is offering grants to small businesses. Find more information on their website.

LISC Grants for Small Businesses

The LISC Rapid Relief and Resiliency Fund will inject much-needed, flexible resources into historically under-invested communities. These are the places that are suffering most from the economic fallout gripping our nation due to the COVID-19 pandemic. LISC aims is to raise up to $100 million in grants, loans and other investments for the Fund.

The application is available via Survey Money.

Please visit their website for further information or sign up for updates and notices here or email [email protected] to sign up.

The Red Backpack Fund

The Spanx by Sara Blakely Foundation is opening up a grant application for female entrepreneurs. The Foundation will make 1,000 grants valued at $5,000 each. Applications open on April 6. Check out their website for more information.

Seed Commons COVID-19 Worker Response Fund

An organization that supports co-operative financial intermediaries, Seed Commons is raising funds to support worker owned businesses affected by the current COVID-19 crisis. For more information, please visit their website.

Georgia COVID-19 Emergency Relief for Farmers

A joint effort from Georgia Organics, the Food Well Alliance, Community Farmers Markets, Wholesome Wave Georgia, Global Growers and The Common Market Southeast, The Farmer Fund was created to support farmers in need. While originally created to address natural disasters, stakeholders have activated the Fund to support farmers affected by COVID-19. Find more information at their website.

Sweet Relief COVID-19 Fund

While they usually provide grant funds to musicians struggling with illness, disability and age-related problems, Sweet Relief launched a COVID-19 Fund with the support of a generous donor. Funds are limited but available to musicians struggling to make ends meet due to illness or lost revenue due to cancellations. Visit their website for more information.

The Giving Kitchen COVID-19 Fund

A James Beard-award winning organization for its humanitarian work providing financial assistance to food industry workers struggling with illnesses, The Giving Kitchen started a COVID-19 Fund to provide financial assistance to food service workers either diagnosed with COVID-19 or under mandatory quarantine. Learn more.

With so many restaurants laying off staff due to lost revenue, The Giving Kitchen has a list of resources for those facing non-medical emergencies. You can find more information on their website.

Regional Grants for Nonprofits 

The National Center for Family Philanthropy (NCFP) put together this helpful map that can help nonprofits source local COVID-19 funding. So far in Georgia, several foundations have announced COVID-19 recovery funds: 

Check out this map to see which counties each community foundation covers.

PRIVATE SECTOR PROGRAMS

The Small Business Relief Initiative

A partnership between GoFundMe, Intuit and Yelp (and individual small donors!), the initiative will be issuing $500 matching grants to qualifying businesses that raise at least $500 on GoFundMe. To increase their available matching capital, which is at $1.5M at 3pm on 3/27, go to their website. To set up a page for your business, you can sign up on GoFundMe’s website.

Facebook Grants for Small Businesses 
Facebook for Business knows that businesses may be experiencing disruptions resulting from the global outbreak of COVID-19. They know that a little financial support can go a long way, so they are offering $100M in cash grants and ad credits to help during business during this challenging time. Click here for additional information. 

JPMorgan Chase & Co. Grants and Loans

JPMC has made commitments totaling $50M in grants and $50M in lending, with several pledges to nonprofits (such as Feeding America) and investment theses (such as zero interest loans for Entrepreneurs of Color Fund and Ascend participants) announced. For more information, visit JPMC’s Impact page or contact [email protected].

JustCapital

Many corporations are changing internal policies, such as adjusting hours of operations, sick leave, and customer accommodations. Others are providing funds to community relief funds. To view what Fortune500 companies are doing, check out their website.

Independent Contractor Assistance

Google Tips on Working from Home 

The Grow with Google Remote Work hub includes resources and free tools to help your teams works smoothly, and help you stay connected to the communities you serve. Google built a new helpful site for small businesses with additional tips and recommendations to navigate during this time of uncertainty for their employees and customers. You will find information on how to: 

  • Work from anywhere: Best practices for effective communication and collaboration while working remotely and meeting via video conferencing. 
  • Teach from anywhere: Support virtual learning and host workshops from anywhere using collaborative tools. 
  • Learn from anywhere: Share training content through digital resources so that the people in your community can access online courses and curriculum. 

 

Ways Atlanta-based Businesses are Responding to COVID-19 

  • Rimidi: Launching a new app to accelerate patient screenings for COVID-19 
  • ExamMed: Offering its telemedicine platform services for free for 3 months to healthcare providers 
  • Physician 360: Providing on-demand video consults with doctors 
  • Jigsaw Interactive: Giving its intelligent virtual classroom software to schools 
  • Kabbage: Launched an effort to help any small business register to sell e-gift certificates 
  • Valor Ventures: Launching a 3-week virtual pitchfest, which kicks off Friday, March 20 
  • Goodr: Partnered with APS and several corporations to facilitate food donations to those in need

 

By: Ian Cohen, TARA Education Technologies

March 4, 2020

 

“Data in education.” Whether you are an experienced educator or just an average community member, when you hear that phrase, I am willing to bet that only a single thing comes to mind – test scores. Standardized tests, SATs and ACTs, unit tests, end of course tests and so on and so on.

And now that I have listed those few examples out, you are likely thinking about how you either hated those tests, how education is ruined by those tests, or how the rest of the post is going to be about the ills of testing overall, as if no one has argued that ever before. Truth be told, a simple Google search of “testing is bad” produces >1,000,000,000 results in 0.63 seconds – so maybe that topic is a little tired.

But I don’t want to talk about testing. I want to talk about data.

And specifically, how little data is actually gathered and leveraged when it comes to teaching and learning in our current education system.  

When I began my career as a high school teacher, my job was to teach 180 9th grade students World Geography over the course of a semester. The information to be covered is determined by the state department of education and is broken down into, in this instance, 6 standards with various elements for each. And conveniently, the state even goes further to provide teachers with “Teacher Notes” which dive deeper into what needs to be taught. My job as the teacher was to ensure that students “mastered” this material as evidenced by the assessments, or tests, they take throughout and at the conclusion of our semester. These assessments yield are coveted test scores.

But here is the challenge. None of those resources help me – or any other teacher for that matter – figure out how to teach the subject. I can break down content and information as well as the next person, but how do I actually engage students in a learning experience that enables them to develop and maintain an understanding of that information or skill and its significance?  

That is teaching – having a diverse arsenal of strategies (i.e. discussions, simulations, experiments, exercises, etc.) is critical to being an effective educator. And understanding which students will respond to which strategies and having the ability to apply them when needed is what makes a master educator.

So – in addition to a strong grasp of subject content – it would seem that two critical components to teaching must be:

  1. Possessing and implementing a wide variety of engagement strategies effectively.
  2. Understanding your students to the degree at which you can apply a variety of strategies most effectively.

This brings us back to our original problem around data and mistakenly assuming that “test scores” are the only type and form in which data can and should present itself within education.  

For example, one of the greatest shortcomings of test scores is that they are lagging indicators, meaning they only can tell us what already happened, as opposed to leading indicators which can help us predict success. Sure, many places have benchmark assessments and “checks for understanding” throughout a course to check progress and effectiveness – but all of those “checks” are lagging indicators as well.  

But herein lies the opportunity.  

As a local friend and teacher coach recently told me, “you have to plan for data,” meaning that you have to understand what data you want and then ensure that you use the tools and methods that will enable you to capture that data. If we shift the paradigm about what data we want, then we may be able to truly revolutionize education.

What if every teacher had a tool – a kind of virtual assistant – that could do this for them?

And that is where TARA comes in. On the surface, we address a fairly simple problem – improving the lesson planning process that teachers and schools use to ensure alignment, rigor, and accountability. We replace document-based processes with an interconnected platform that assists teachers while they create a lesson by providing them with a bank of engagement strategies, best practices, and resources to choose from. The interface is simple – just click, drag, and drop – and saves teachers anywhere from 30-60 minutes per plan.

But the true innovation of what TARA is – and will become – is centered around the data we are gathering for our teachers and schools. Over time, as we amass more and more leading indicators and incorporate greater levels of research and machine learning, TARA will become every teacher’s best friend. A true smart assistant that can analyze a class roster (i.e. student learning styles, past success, student responses, etc.) and teacher style to suggest the most effective learning experience.  

And this will go well beyond just what strategies to utilize. We will enable schools to entirely reimagine their operations – everything from student groupings and teaching assignments to teacher coaching and professional development to room temperature, lighting, and layouts.

With TARA, we can truly realize the vision of a “smart school.” And not a one-size-fits-all approach like many current school models and platforms. A school shaped by on the ground context and stakeholders that maximizes the potential of our human capital instead of replacing it – while maintaining the highest possible expectations and support for our kids and the future.

 

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Ian Cohen is the founder and CEO of TARA Education Technologies based in Atlanta, GA. TARA recently completed a school pilot program and is available for free trial at www.taraedtech.com. The company is actively seeking school and organization partnerships for the 2020-21 school year. Please reach out to them at [email protected] for more information.

 

By: Sydney Hulebak, WoodLeaf Partners

February 28, 2020

 

From February 23rd to 25th, the Intentional Endowments Network (IEN) hosted its annual Higher Education Climate Leadership Summit in partnership with Second Nature in Atlanta. 

IEN is a peer learning network of colleges, universities, and other mission-driven institutional investors working together to achieve their risk and return objectives through investment actions that create a thriving, sustainable economy. They have nearly 160 network members including endowments, asset managers, investment consultants, nonprofit partners and individuals.  

This broad-based, collaborative network focuses on creating:

  1. Intentionally designed endowments, aligned with institutional mission, that will become the norm in higher education and other tax-exempt organizations, evidenced by growth in policies, practices and actions.
  2. Improved sustainability performance by businesses in response to investor concerns, evidenced by changes in corporate practices and actions.

The Higher Education Climate Leadership Summit is the premier gathering of a select group of higher education leaders committed to driving our nation’s climate action. As the world looks to 2020 to update emissions reductions targets under the Paris Climate Agreement, the Summit stood as an opportunity for the higher education sector to take stock of its own progress and explore ways to scale local climate leadership to meet the global goals by working across institutions and across sectors.

At the 2020 Summit, Georgia institutions shared their successes:

  • Committed to being “the little engine that could” of sustainability, Agnes Scott College, led by the Executive Director of the Center for Sustainability Susan Kidd, has achieved several milestones. They opened the first LEED-certified building in Decatur and implemented single-stream recycling and composting, taking waste diversion rates from 24% in 2008 to 75% in 2012. Agnes Scott is a national pioneer in creating Green Revolving Funds through donor support, and was the only non-profit in Georgia to install a solar array through Georgia Power’s Advanced Solar Initiative.
  • Emory University, led by Director of Sustainability Initiatives Ciannat Howett, is creating a culture of sustainability, and it shows. Since 2005, Emory has reduced its energy use by over 25% per square foot, saving over $25 million. 40% of the food served in Emory Dining locations is sourced locally and/or sustainably. Emory’s Cliff shuttle system transports millions of riders annually using biofuel from recycled cooking oil, and the WaterHub continues to win awards for its water conservation and recycling.

Both schools set goals to become carbon neutral in the next 30 years and both are considering the carbon footprint associated with their growing campuses. With the knowledge that buildings are responsible for 40% of global CO2 emissions, Emory announced that all of their new construction will be carbon neutral by 2025.

As institutions that put people first – their current and future students, alumni, faculty, researchers, staff, neighbors, and partners – colleges and universities in Georgia and beyond are well placed to accelerate a just transition to a carbon-free economy and healthy, sustainable society. The 2020 Higher Education Climate Leadership Summit was able to fuel that acceleration by fostering conversations and networks of climate action.

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By: Stacy Funderburke, Assistant Regional Counsel & Conservation Acquisition Associate, The Conservation Fund

February 26, 2020

In January, Atlanta Mayor Keisha Lance-Bottoms and Department of Parks & Recreation announced a new 12-acre park in one of the most under-parked areas of the city. This large greenspace will create a new park and recreational amenities for neighborhood residents, while protecting a tributary of the Utoy Creek Watershed and conserving almost 10 acres of Atlanta’s tree canopy. A week later the Beltline and Parks Department announced the acquisition of a property that will allow critical expansion of Boulevard Crossing Park on the Beltline, setting the stage for an expansive new vision and design for one of the largest parks along the future Southside Trail.

Believe it or not, these important park acquisitions were made possible by one of the longest standing impact investments in Atlanta – the Metropolitan Atlanta Parks and Greenspace Acquisition Revolving Fund. The Metro Atlanta Revolving Fund was originally created by a $2 million philanthropic gift from the Arthur M. Blank Family Foundation to The Conservation Fund, a national non-profit dedicated to land and water conservation. It operates with a unique model for sustainably financing conservation outcomes – a revolving fund fueled by grants committed to land and water conservation.

In a world where public funding for parks, trails, greenspace often lags the immediate capital needed to acquire priority park lands when available, particularly when real estate is booming, the quickest, nimblest partners with ready capital are the ones who can make these acquisitions happen. The Conservation Fund has a long track record of bridging that capital need, stepping out to acquire those highest priority conservation lands for local, state and federal partners, and holding those lands until public funding comes available.

We have worked with partners for over 15 years, continually revolving that original $2 million investment to turn underused land into parks, greenspace and trail corridors in Atlanta. While the total fair market value of the acquired land was approximately $34 million, we were able to acquire it at a total cost of approximately $30 million, passing along significant savings to our public partners. Through the revolving fund we have been able to add 506 acres of greenspace in 45 parks across the Atlanta, many of which would not have happened without The Conservation Fund’s real estate expertise and ready access to this revolving fund capital. Those acquisitions often leveraged other philanthropic funding for capital improvements or buildout of parks and trails.

Danforth Road Park 2

The impacts of this revolving fund model are not limited to the City of Atlanta. At the state level an $8 million revolving fund we manage has leveraged significant state, federal and philanthropic funding and supported approximately $285 million in conservation acquisitions with a total fair market value over $360 million. Nationally, we have acquired over 8.3 million acres with a fair market value of over $7 billion at a total acquisition cost of approximately $5.2 billion. And these revolving funds can be scaled in a variety of ways. Most recently, we announced our first ever public issuance of a green bond, leveraging impact capital for an additional $150 million in revolving funds for our Working Forest Fund program, which aims to protect 5 million acres of the most critical forest land under threat across the country over the next 15 years.

There are many different definitions of impact investing. But it’s important for us to embrace the variety of investment models that allow us to achieve outsized impacts for our communities, understanding there are myriad ways to make investments go farther for a particular impact. Our Atlanta revolving fund is just one example of how non-profit partners can utilize revolving funds to marry philanthropic investments with public sector priorities to scale outcomes and impact for communities – adding parks, trails and greenspace that improve quality of life for area residents and protect the amazing natural areas we have access to in our city. If you overlooked this model as part of the broader impact investing universe, your next outing in your neighborhood park or stroll along the Atlanta Beltline should help jog your memory!

The Conservation Fund works with public, private and nonprofit partners, to protect America’s legacy of land and water resources through land acquisition, sustainable community and economic development, and leadership training, emphasizing the integration of economic and environmental goals. Top-ranked for efficiency and effectiveness, The Conservation Fund has worked in all 50 states to protect over 8 million acres of land since 1985.

This post originally appeared on Boardwalk Capital Management.

By: Scott Sadler, CFA

February 23, 2020

Investors may not think of affordable housing as an “impact” investment, but without question some opportunities in this sector have measurable environmental and social impacts while also offering the potential for handsome financial returns.

Case in point is a recent acquisition by Jonathan Rose Companies (JRC) in the rapidly-gentrifying Edgewood community of Atlanta, Georgia for their Affordable Housing Preservation Fund V. The fund’s name “preservation” reflects the need to revitalize the existing stock of multifamily housing. It is estimated that the US has a deficit of more than 7 million units of affordable housing. Preserving and expanding what we already have is a good start, but keeping existing housing affordable is not always a developer’s first choice. Preservation of affordable housing is a team effort, with financing provided by portfolio investors and loans from Fannie Mae, the Georgia Department of Community Affairs and tax-exempt bonds issued by Invest Atlanta.

Jonathan Rose is often a preferred buyer of affordable properties given their decades long history of being a responsible operator and a pioneer in urban revitalization. Management of their $18 million renovation and expansion in Edgewood showed particular attention to tenant needs, providing affected tenants with alternate accommodations and even buses to shuttle their children to their existing schools to avoid disruption during the renovation. Despite gentrification that has seen home prices in the area triple over the past five years, 100 percent of units in the development will remain affordable.

JRC proudly reports the environmental impact that they make when acquiring a new neighborhood. Typically, the firm can implement upgrades that cut energy consumption by 20% and water use by a similar amount. And in fact, the company’s acquisition of Edgewood Court (now named Amani Place) has achieved both environmental certification under Enterprise Green Communities, and for health and well being measures, as the first complex in the Southeast certified under Fitwel. The firm’s dedication to making a social impact is well documented. Nearly all of their neighborhoods have areas that are dedicated to community gardens, after school programs, computer labs or medical screening rooms.

From a financial standpoint, environmental upgrades reduce costs, while the social programs often result in a more stable tenant base, reducing the expense of on-boarding new renters. As with almost every real estate investment, investors can expect strong cash flows each year. Affordable housing adds an additional measure of stability, with a large portion of rental income coming from government subsidies. Historically, real estate has appreciated at a pace above the rate of inflation with the potential of higher valuations when properties improve their profitability.

For the impact investor, this unique combination of environmental and social impact, operating stability and attractive projected returns is an attractive mix that is hard to ignore. Contact us for more information on how to incorporate sustainable and impact investments into your retirement plan or investment portfolio.

By: Zeb McLaurin VI

January 24, 2020

Globally, there are 821 million people who are hungry. That’s 1 in 9 people on the planet. Every year, nearly 40 million people experience hunger in the United States, including more than 11 million children who go to bed hungry every single night. Yet, we’re wasting more food than ever before— 80 billion pounds a year to be exact.  According to the EPA, food waste has increased by 50% since the 1970s and is now the largest solid waste contributor to landfill. And as this food sits, it gradually rots and produces harmful methane gas, a leading contributor to global climate change.

Not only is this bad for the environment, it’s bad for the bottom line and our communities. There’s the waste of the food itself, the waste of producing the now wasted food, the waste of labor, the social inequity between people who really need food but can’t get it — and those who have too much and just trash it.

This is where Goodr comes in. We realized that hunger was not an issue of scarcity but rather a matter of logistics. In 2017, we set out to end hunger by using technology as we believe that technology and innovation have the power to solve big problems and especially hunger.

Goodr developed an app that would inventory everything a business sells and, at the end of each night, donate surplus food (that would normally go to waste) to food insecure communities. The app allows businesses to simply click on items, tell us how many they have and request a pick-up. Our platform then calculates the tax value of items being donated as well as analytics on metrics like most wasted items. The app then connects with local drivers to get this food picked up from businesses and delivered right to the door of nonprofits and people in need.

We provide data and analytics to help businesses reduce their food waste and even save millions of dollars. Our mission was simple: Feed More, Waste Less and by 2018, our clients included the world’s busiest airport, Atlanta’s Hartsfield Jackson airport, and major companies and brands like Hormel, Papa John’s, Chick-fil-a, the NFL for Super Bowl 53 and more than 200 businesses. We diverted more than 2 million pounds of food from landfills to people. This accounted for about 1.7 million meals and then we started to expand our reach to other cities like Washington, DC, Chicago, Miami, Philadelphia and more.

In 2019 we decided to take things a step further by collecting organic waste (nonedible food scraps), so we developed our Organics Recycling division where we either compost, feed animals, feed insects that produce fertilizer, and more! Once we collect, we take it to one of our partners who utilize the scraps in their operations. As conversations around sustainability continues to grow, we hope that both people and businesses keep Goodr in mind when they decide to embark on their journey to 0 waste.

Hunger and food waste doesn’t sleep and neither do we. Contact Goodr at [email protected] to join the fight!

By: Jane Curth, Co-Founder & CEO, FitFixNow

January 21, 2020

 

I’ve been a health and wellness professional for my entire adult life. I know firsthand how working on one’s own health dramatically improves quality of life, and have always looked for ways to make a real difference in the lives of others.

When we started FitFixNow, there was an obvious issue. The industry of providing continuing education to fitness professionals was almost completely offline. And the companies that did offer these products and services to fitness professionals weren’t all that different.

They had webinars at particular times, or if they offered an online course, you still had to wait to enroll, and attend at certain times. So it was technically online, but in the end, all that they gained from “online” was saving a commute. It still wouldn’t fit neatly into their busy lives.

So we decided to put together an option that would absolutely fit into any schedule. Then, they could attack the course work on any device, anywhere — and, most importantly, anytime.

But it had to go further. We wanted to rethink the nature of what we were teaching our customers.

Turning Fitness Professionals Into Entrepreneurs

 

The fitness industry has exploded in the past decade. You can see it in everything from gym attendance to standing desks at work, and everything in between.

But fitness professionals still struggle to make a living. Many opportunities for trainers and group fitness instructors are only within an existing system. Fitness professionals have largely been “gig economy” members long before the term was popularized.

So we asked the question, if fitness is booming, why aren’t fitness professionals reaping the benefits? That’s when we realized that fitness entrepreneurship was an essential component of becoming successful in the industry.

Seeing this need, we put together a suite of professional development courses that give fitness professionals the roadmap to success, whether they’re working at a big box gym or training clients out of their garage.

Turning Fitness Professionals Into Quality Of Life Heroes

 

Another need we discovered within the industry is with special populations, especially with seniors. Fitness becomes more important as we get older and experience more significant health conditions.

As such, we’ve developed courses that specifically will help trainers improve the quality of life for their clients within special populations, like those living with autism, Parkinson’s, or even teen athletes.

We think success isn’t measured in a bottom line, but rather how we empower our customers to make their own positive change in the world. 

Purpose Must Drive What You Do

 

When it comes to making something work as an entrepreneur, at every step of the way, it’s our values and purpose that act as the compass to finding our way in the dark uncertainty of the market. And it acts as a check on our decision making.

It’s this fundamental philosophy that pushes us to do more, to go further, and to make a positive difference in the lives of the people we touch.

Originally posted by The World Economic Forum

By: Judy Oh, Global Shaper, Atlanta Hub, BrightHouse

January 15, 2020

 

  • Millennials and Gen Z will be the majority of the workforce in 2020.
  • For younger generations, workplace purpose must be reflected by authentic actions.
  • Companies can examine purpose through the lens of humans’ innate psychological needs.

We are entering a new era in which the purpose of a corporation is evolving from the shareholder-centric model to one that serves to benefit all stakeholders. Corporations looking to thrive in this beyond-shareholder world must focus first on creating a purpose-driven employee experience, as employees have the potential to be a corporation’s strongest advocates and champions.

Specifically, corporations that want to succeed must engage millennials and Gen Z, as their presence in the global workforce will represent 59% in 2020.

For this new generation, it is not enough for their employers to simply have a compelling purpose. They want to see purpose lived out authentically through bold actions. As evidenced by the 32,000 French students from over 300 universities who have signed a pledge to only work for environmentally conscious companies and more than 1,000 Google employees across the world who staged a walk-out in protest of sexual harassment, misconduct and lack of transparency, they are emboldened to hold their companies accountable to their purpose.

Understanding the new generation of talent

To understand how to engage and motivate this new generation of talent, corporations need to examine their needs through a human lens. Motivation psychologists Edward Deci and Richard Ryan found that all humans have three innate psychological needs essential for well-being: autonomy, sense of belonging and mastery.

While these needs are universal, they have new timely meaning and implications for millennials and Gen Z in the workplace.

1. Autonomy

Younger workers are looking for more decentralized environments where they can decide how work gets done. A Gallup study of the American workforce finds that 42% of millennials would switch to a job that allows them to work independently on a project of their choosing and 63% to a job that allows them flextime.

2. Belonging

Newer generations are looking for a deeper sense of connection in the workplace. A study by BridgeWorks shows that millennials and Gen Z consider their work a reflection of their identities, while a study by American Express shows that 75% of millennial leaders prefer to work with people and organizations that share their values.

3. Mastery

The new generation of talent is prizing employability above long-term employment. They seek continuous skills development and want to find meaningful growth opportunities at work. A global study by Manpower Group indicated 93% of millennials want lifelong learning, and four out of five said the opportunity to learn new skills is a top factor when considering a new job.

The lens of purpose

Purpose, which is the company’s reason for being, is the most powerful tool companies have at their disposal to meet the intrinsic needs of new talent. Purpose guides culture – providing a framework for consistent decision-making, creating connection through shared values and inspiring employees to reach their unique mastery. In order to fulfill the intrinsic needs of the new generations, companies must use purpose to reimagine the employee experience in three ways:

1. Purpose and autonomy

While the new generations crave expanded notions of autonomy, organizations cannot simply extend it without a mechanism for alignment. Purpose is the single most powerful edit point that aligns the organization. By clearly articulating and embedding the organizational purpose and the principles that uphold it, employees will be empowered with guardrails to make decisions at any level.

For example, Delta Airlines’ purpose harkened back to its founder’s philosophy of “customer service and hospitality from the heart” and inspired the “flat tire” policy, in which service agents were empowered with the autonomy to waive fees for fliers delayed by unforeseen circumstances.

2. Purpose and belonging

Purpose is a rallying cry that drives employees to emotionally connect to the company and to each other. When fully leveraged, purpose is not a static statement, but a powerful unifier and foundation for employees to understand and live their shared values.

KPMG, the international audit, tax and advisory firm, reinforced a sense of belonging within the organization through purpose-driven storytelling. In 2014, KPMG unveiled the Higher Purpose initiative, where the firm invited employees to share their own stories of purpose-driven work. It started a movement within the organization where more than 40,000 stories were shared across their 29,000 employee base, and key metrics, such as level of engagement, retention and pride, increased.

3. Purpose and mastery

To help employees prepare for the Fourth Industrial Revolution, companies will not only need to upskill and reskill employees to meet market demand, but also personalize their learning journeys to align with their personal purpose. This means fostering a growth-mindset culture and creating opportunities for employees to elevate their strengths and passions in their day-to-day.

Under Satya Nadella’s leadership, Microsoft has used purpose to create a continuous learning culture. Microsoft’s purpose “to empower every person and every organization on the planet to achieve more” has helped embed a growth mindset in performance and development processes, shifting their focus from being a group of “know-it-alls” to a group of “learn-it-alls.”

To win in this next era, corporations must pay close attention to the unique needs of younger workers and reimagine the employee experience through the lens of purpose to deliver on those needs. Corporations that choose to act swiftly and deliberately in engaging this new generation stand to reap significant performance gains. By fulfilling the intrinsic needs of the new generations of talent, companies will enable them to unleash their full potential and be in a position to benefit from greater creativity, productivity and commitment.