• Home construction
• Real estate brokerage fees and commissions
• Mortgage lending
• Title insurance
• Rental and Leasing
• Home appraisal
• Home inspection
• Moving services

Consumer spending on real estate transactions generates related economic impact through:

• Remodeling expenses
• Furniture purchases
• Appliance purchases

Home sales also lead to new home construction. “Typically, one new home is constructed for every six existing home sales. Thus, for every existing home sale, 1/6 of a new home’s value is added to the economy,” according to NAR.

Less visible, but vitally important, is the impact of the “multiplier effect” – income earned in other sectors of the economy as a result of a home sale that is then re‐circulated into the economy. Restaurants, retailers, and service providers all benefit from real estate sales as more income allows customers to spend more.

Real estate sales also create a ripple effect for local communities, according to personal finance website The Balance. Higher sales prices increase the value of all homes – even those not on the market. In turn, more home equity is available to owners allowing consumer spending to rise. Consumer spending contributes to economic growth, employment and income.

The bottom line: A healthy real estate industry in Alabama significantly contributes to healthy overall state and local economies where businesses thrive and neighbors enjoy and contribute to their communities.

Here’s a snapshot of the economic impact made by a typical home sale in Alabama:

Total Economic Impact: $72,900

Income Generated from Real Estate Industries: $19,800 (27.1%)

Expenditures Related to Home Purchase: $4,700 (6.4%)

Multiplier of Housing Related Expenditures: $11,800 (16.1%)

New Home Construction: $36,700 (50.2%)

Downloadable Resources:

Download Infographic – PNG Image

Download Infographic – PDF

• Home construction
• Real estate brokerage fees and commissions
• Mortgage lending
• Title insurance
• Rental and Leasing
• Home appraisal
• Home inspection
• Moving services

Consumer spending on real estate transactions generates related economic impact through:

• Remodeling expenses
• Furniture purchases
• Appliance purchases

Home sales also lead to new home construction. “Typically, one new home is constructed for every six existing home sales. Thus, for every existing home sale, 1/6 of a new home’s value is added to the economy,” according to NAR.

Less visible, but vitally important, is the impact of the “multiplier effect” – income earned in other sectors of the economy as a result of a home sale that is then re‐circulated into the economy. Restaurants, retailers, and service providers all benefit from real estate sales as more income allows customers to spend more.

Real estate sales also create a ripple effect for local communities, according to personal finance website The Balance. Higher sales prices increase the value of all homes – even those not on the market. In turn, more home equity is available to owners allowing consumer spending to rise. Consumer spending contributes to economic growth, employment and income.

The bottom line: A healthy real estate industry in Alabama significantly contributes to healthy overall state and local economies where businesses thrive and neighbors enjoy and contribute to their communities.

Here’s a snapshot of the economic impact made by a typical home sale in Alabama:

Total Economic Impact: $72,900

Income Generated from Real Estate Industries: $19,800 (27.1%)

Expenditures Related to Home Purchase: $4,700 (6.4%)

Multiplier of Housing Related Expenditures: $11,800 (16.1%)

New Home Construction: $36,700 (50.2%)

Downloadable Resources:

Download Infographic – PNG Image

Download Infographic – PDF

• Home construction
• Real estate brokerage fees and commissions
• Mortgage lending
• Title insurance
• Rental and Leasing
• Home appraisal
• Home inspection
• Moving services

Consumer spending on real estate transactions generates related economic impact through:

• Remodeling expenses
• Furniture purchases
• Appliance purchases

Home sales also lead to new home construction. “Typically, one new home is constructed for every six existing home sales. Thus, for every existing home sale, 1/6 of a new home’s value is added to the economy,” according to NAR.

Less visible, but vitally important, is the impact of the “multiplier effect” – income earned in other sectors of the economy as a result of a home sale that is then re‐circulated into the economy. Restaurants, retailers, and service providers all benefit from real estate sales as more income allows customers to spend more.

Real estate sales also create a ripple effect for local communities, according to personal finance website The Balance. Higher sales prices increase the value of all homes – even those not on the market. In turn, more home equity is available to owners allowing consumer spending to rise. Consumer spending contributes to economic growth, employment and income.

The bottom line: A healthy real estate industry in Alabama significantly contributes to healthy overall state and local economies where businesses thrive and neighbors enjoy and contribute to their communities.

Here’s a snapshot of the economic impact made by a typical home sale in Alabama:

Total Economic Impact: $72,900

Income Generated from Real Estate Industries: $19,800 (27.1%)

Expenditures Related to Home Purchase: $4,700 (6.4%)

Multiplier of Housing Related Expenditures: $11,800 (16.1%)

New Home Construction: $36,700 (50.2%)

Downloadable Resources:

Download Infographic – PNG Image

Download Infographic – PDF

Kassouf & Co., PC is a full service accounting and advisory firm with locations in Birmingham, Orange Beach, Auburn and Baton Rouge, LA.  Learn more by visiting www.Kassouf.com.

Purchase tickets today and join the fun Saturday, June 26 from 4:00 – 8:00 p.m. Don’t forget to show up in green (of course) and bring your luck!

The Arc of Central Alabama serves people with intellectual and developmental disabilities (IDD) and their families through comprehensive and quality programming, advocacy efforts, education, and awareness, all in an effort to ensure each person affected by IDD has the opportunity to reach his or her fullest potential for the most independent life possible.

Kassouf & Co., PC is a full service accounting and advisory firm with locations in Birmingham, Orange Beach, Auburn and Baton Rouge, LA.  Learn more by visiting www.Kassouf.com.

While uncertainty became the norm in 2020, one thing is certain: The University of Alabama at Birmingham and UAB Medicine were uniquely prepared to help their students, employees and patients, as well as the city, state, nation and beyond, get through the pandemic.

UAB — and its people — responded quickly, strategically and emphatically. The result: During the worst pandemic in more than a century, Alabama’s largest single employer expanded each area of its mission to advance education, research, innovation and economic development, patient care, and community service. UAB also set a record high for enrollment, improved its S&P financial outlook, and became Forbes’ Best Large Employer in the United States, topping the list of more than 500 public and private corporations, hospitals, universities and Fortune 500 companies across dozens of industries and ahead of the likes of Amazon, Google, Mayo Clinic, Microsoft, NASA, Netflix and Yale University.

What made Forbes’ recognition so meaningful, says UAB President Ray L. Watts, is that it is based largely on whether UAB employees would recommend UAB to friends and family. Forbes honored UAB again in April by naming the university and UAB Medicine No. 4 among America’s Best Employers for Diversity and did so a third time in May with its selection as the No. 4 Best Employer for New Graduates 2021, which made it the top ranking institution in education.

“More than a year ago, we didn’t know what impact the COVID pandemic would have on each of us and the many people we serve,” Watts said. “Those were frightening times, but we rolled up our sleeves and adapted. Throughout a difficult year, the perseverance of our people and their dedication to our vision, mission and values — with the unwavering leadership and support from University of Alabama System Chancellor St. John, the System Office team and the UA System Board of Trustees — have been extraordinary. And the results — what we have been able to do for the UAB community and our city, state and beyond — speak for themselves.”

Fulfilling the mission

The pandemic put UAB’s commitment to its mission and the communities it serves on full display.

“UAB has been an international leader in keeping the public safe and informed throughout the pandemic,” said School of Medicine Dean and Senior Vice President Selwyn Vickers. “We answered the call when our institution’s collective knowledge and expertise was needed more than ever. I can’t thank our people enough for working together so selflessly and demonstrating just how outstanding UAB is as an academic medical center and institution of higher learning.”

UAB launched the state’s first appointment-based mass community COVID testing site in conjunction with the Jefferson County Department of Health. Student and employees from across UAB helped the Alabama Department of Public Health with contact tracing, calling upward of 4,000 cases a month by December 2020.

UAB vaccinated its first person on Dec. 18, 2020, and eventually opened five community-based, mass vaccination sites. By May 2021, UAB had administered approximately 200,000 doses of the vaccine to residents in 62 of Alabama’s 67 counties.

UAB’s Minority Health & Health Disparities Research Center worked with community leaders to reach out to educate underserved populations about the safety and efficacy of vaccinations. Those efforts, along with investing roughly $1.4 million a month to operate five community vaccine sites, including at Parker High School in downtown Birmingham, Cathedral of the Cross AOH church in Center Point and at the Hoover Met, enabled UAB to provide vaccines to racially diverse groups of Alabamians, far exceeding the national average of underserved populations vaccinated — bolstering Alabama’s effort.

The School of Medicine’s Fungal Reference Lab in the Department of Pathology has been a focal point for testing for the entire state throughout the pandemic. Because of the lab’s efforts, UAB was among the first academic medical centers in the country to offer in-house COVID-19 testing after it launched its own, extremely accurate laboratory-developed test in March 2020.

The lab, directed by Sixto M. Leal Jr., M.D., Ph.D., has been analyzing 100 COVID-positive samples a week for the Alabama Department of Public Health to help identify which variants are in Alabama. Leal’s lab also worked closely with UAB Hospital labs and private-sector biomedical companies to scale up and support the GuideSafe™ Entry Testing program in 2020. Free COVID-19 testing was made available to students at all Alabama colleges and universities in advance of the 2020 fall semester, resulting in the largest-scale higher-education testing initiative in the nation.

UAB research also played an important role. Remdesivir — widely used to treat COVID-19 — was developed through research conducted within the Antiviral Drug Discovery and Development Center, anchored at UAB. UAB was among the first U.S. sites chosen to conduct preclinical testing of an inhaled monoclonal antibody for COVID-19 that showed therapeutic efficacy in October. Monoclonal antibodies have been widely heralded for keeping high-risk patients out of the hospital and saving lives.

UAB researchers, led by Fran Lund, Ph.D., in collaboration with Altimmune, have found that a single intranasal dose of the COVID-19 vaccine candidate AdCOVID provides sterilizing immunity in the lungs of vaccinated animals. AdCOVID is currently in a Phase 1 clinical trial to test safety and immunogenicity in people, and Altimmune expects to report topline data in June.

UAB offered testing, patient care, and administrative expertise and support to hospitals and health systems across the state, improving outcomes for many Alabamians struck by COVID-19. UAB experts also collaborated with and provided critical public health and infectious disease insights to local and state officials, and also took a lead role in an aggressive public information campaign to increase knowledge and safety. UAB experts kept a high public profile throughout the pandemic, as they were featured in constant local media coverage and thousands of appearances in national and international outlets.

The patient care demands of UAB Medicine have been significant. UAB Hospital admitted its first COVID-positive patient in March 2020, starting multiple waves of patient surges that continued to stress the system and its clinical care and support teams. Early in 2021, more than 30 percent of patients in UAB Hospital — one of the largest hospitals in the nation — were people with an active case of COVID-19 or those who had recovered from COVID-19 but were still too sick from complications to leave the hospital.

“Our employees overcame great challenges and pushed through personal and professional anxiety and exhaustion to provide world-class care to thousands of patients throughout the pandemic,” said UAB Medicine CEO Reid Jones. “We continued to innovate to best serve patients and really demonstrated why UAB is so vital to all Alabamians.”

A new multidisciplinary Post COVID Treatment Program was developed to help evaluate patients still experiencing COVID-19 symptoms more than three weeks after a positive test to help them find appropriate specialized care.

A team led by Sue Feldman, Ph.D., professor in UAB’s schools of Health Professions and Medicine, developed the daily Healthcheck tool and worked with Google and Apple to develop the GuideSafe exposure notification app made available to all Alabamians. The anonymous app was designed to alert users if they had been exposed to someone diagnosed with COVID-19.

“With the great challenges we were facing as a university and health system, it would have been easy to turn inward and just try to solve our own problems,” Watts said. “But that’s not who UAB is. Improving outcomes for all Alabamians is our mission and responsibility, and the pandemic showed just how much that’s in our DNA with the high-impact programs we undertook.”

Meeting the needs of students, faculty and staff

A key tenet of UAB’s positive momentum before the pandemic was a shared commitment to shared governance, which only strengthened as the university shifted to remote learning in March 2020.

Students, faculty and staff — from the undergraduate and graduate student government associations to the faculty senate and staff council — were invited at the request of President Watts and Provost Pam Benoit to share important insights in key committees and workgroups.

The dialogue led to new and enhanced resources that helped members of the campus community safely continue their education and jobs — from a robust e-learning platform to guide remote learning to processing grants and other crucial university business.

Prior to the pandemic, UAB’s eLearning and Professional Studies office supported faculty and staff with instructional design services, media production services, academic technology tools and training, and continuing education/professional studies offerings. In March 2020, when UAB courses moved online in response to the pandemic, the eLearning team assisted faculty with course design and technology through online workshops and one-on-one assistance.

“Our eLearning and Professional Studies team developed a dynamic approach to helping students and faculty in the online learning environment,” Benoit said. “In partnership with talented faculty, this team designed quality face-to-face, hybrid and online courses and programs. The effort of the eLearning and Professional Studies team — and its collaboration with our dedicated faculty — was indicative of UAB’s efforts as a whole across our entire enterprise.”

“We are fortunate to work with a faculty body so adept and creative,” said Pam Paustian, Ph.D., associate provost for Academic and Learning Technologies. “It was an incredible team effort based on a shared commitment to our students.”

In July, an Incident Command Committee was established to monitor data and how effective UAB was in implementing operational and safety strategies. “The idea was to bring together campus leaders with access to resources and people to address any areas where additional support may be needed,” said Katie Crenshaw, J.D., UAB chief risk and compliance officer, who chairs that committee.

UAB increased and promoted mental health resources, provided free personal protective equipment, made childcare options available to employees and subsidized it, made vaccines available to employees and the community within Alabama Department of Public Health guidelines, and made COVID-19 testing free and conveniently available to employees. The UAB-developed sentinel testing program developed with GuideSafe was also made available to other institutions across the state.

Ultimately, Watts says, UAB’s efforts saved lives and livelihoods.

“We have worked tirelessly to leverage our resources, expertise and talent and made a big difference in safeguarding the health of people and our economy,” Watts said. “It is incredibly humbling and gratifying to talk to people who continue to thank me for all UAB has done. It is equally gratifying to know the UAB family is proud of what we have all been able to do together for each other and our community.”

Photography and videography: Andrea Reiber, Laura Gasque, Jeff Myers, Carson Young, Andrea Mabry, Steve Wood, Lexi Coon and Amanda Chambers

Purchase tickets today and join the fun Saturday, June 26 from 4:00 – 8:00 p.m. Don’t forget to show up in green (of course) and bring your luck!

The Arc of Central Alabama serves people with intellectual and developmental disabilities (IDD) and their families through comprehensive and quality programming, advocacy efforts, education, and awareness, all in an effort to ensure each person affected by IDD has the opportunity to reach his or her fullest potential for the most independent life possible.

While uncertainty became the norm in 2020, one thing is certain: The University of Alabama at Birmingham and UAB Medicine were uniquely prepared to help their students, employees and patients, as well as the city, state, nation and beyond, get through the pandemic.

UAB — and its people — responded quickly, strategically and emphatically. The result: During the worst pandemic in more than a century, Alabama’s largest single employer expanded each area of its mission to advance education, research, innovation and economic development, patient care, and community service. UAB also set a record high for enrollment, improved its S&P financial outlook, and became Forbes’ Best Large Employer in the United States, topping the list of more than 500 public and private corporations, hospitals, universities and Fortune 500 companies across dozens of industries and ahead of the likes of Amazon, Google, Mayo Clinic, Microsoft, NASA, Netflix and Yale University.

What made Forbes’ recognition so meaningful, says UAB President Ray L. Watts, is that it is based largely on whether UAB employees would recommend UAB to friends and family. Forbes honored UAB again in April by naming the university and UAB Medicine No. 4 among America’s Best Employers for Diversity and did so a third time in May with its selection as the No. 4 Best Employer for New Graduates 2021, which made it the top ranking institution in education.

“More than a year ago, we didn’t know what impact the COVID pandemic would have on each of us and the many people we serve,” Watts said. “Those were frightening times, but we rolled up our sleeves and adapted. Throughout a difficult year, the perseverance of our people and their dedication to our vision, mission and values — with the unwavering leadership and support from University of Alabama System Chancellor St. John, the System Office team and the UA System Board of Trustees — have been extraordinary. And the results — what we have been able to do for the UAB community and our city, state and beyond — speak for themselves.”

Fulfilling the mission

The pandemic put UAB’s commitment to its mission and the communities it serves on full display.

“UAB has been an international leader in keeping the public safe and informed throughout the pandemic,” said School of Medicine Dean and Senior Vice President Selwyn Vickers. “We answered the call when our institution’s collective knowledge and expertise was needed more than ever. I can’t thank our people enough for working together so selflessly and demonstrating just how outstanding UAB is as an academic medical center and institution of higher learning.”

UAB launched the state’s first appointment-based mass community COVID testing site in conjunction with the Jefferson County Department of Health. Student and employees from across UAB helped the Alabama Department of Public Health with contact tracing, calling upward of 4,000 cases a month by December 2020.

UAB vaccinated its first person on Dec. 18, 2020, and eventually opened five community-based, mass vaccination sites. By May 2021, UAB had administered approximately 200,000 doses of the vaccine to residents in 62 of Alabama’s 67 counties.

UAB’s Minority Health & Health Disparities Research Center worked with community leaders to reach out to educate underserved populations about the safety and efficacy of vaccinations. Those efforts, along with investing roughly $1.4 million a month to operate five community vaccine sites, including at Parker High School in downtown Birmingham, Cathedral of the Cross AOH church in Center Point and at the Hoover Met, enabled UAB to provide vaccines to racially diverse groups of Alabamians, far exceeding the national average of underserved populations vaccinated — bolstering Alabama’s effort.

The School of Medicine’s Fungal Reference Lab in the Department of Pathology has been a focal point for testing for the entire state throughout the pandemic. Because of the lab’s efforts, UAB was among the first academic medical centers in the country to offer in-house COVID-19 testing after it launched its own, extremely accurate laboratory-developed test in March 2020.

The lab, directed by Sixto M. Leal Jr., M.D., Ph.D., has been analyzing 100 COVID-positive samples a week for the Alabama Department of Public Health to help identify which variants are in Alabama. Leal’s lab also worked closely with UAB Hospital labs and private-sector biomedical companies to scale up and support the GuideSafe™ Entry Testing program in 2020. Free COVID-19 testing was made available to students at all Alabama colleges and universities in advance of the 2020 fall semester, resulting in the largest-scale higher-education testing initiative in the nation.

UAB research also played an important role. Remdesivir — widely used to treat COVID-19 — was developed through research conducted within the Antiviral Drug Discovery and Development Center, anchored at UAB. UAB was among the first U.S. sites chosen to conduct preclinical testing of an inhaled monoclonal antibody for COVID-19 that showed therapeutic efficacy in October. Monoclonal antibodies have been widely heralded for keeping high-risk patients out of the hospital and saving lives.

UAB researchers, led by Fran Lund, Ph.D., in collaboration with Altimmune, have found that a single intranasal dose of the COVID-19 vaccine candidate AdCOVID provides sterilizing immunity in the lungs of vaccinated animals. AdCOVID is currently in a Phase 1 clinical trial to test safety and immunogenicity in people, and Altimmune expects to report topline data in June.

UAB offered testing, patient care, and administrative expertise and support to hospitals and health systems across the state, improving outcomes for many Alabamians struck by COVID-19. UAB experts also collaborated with and provided critical public health and infectious disease insights to local and state officials, and also took a lead role in an aggressive public information campaign to increase knowledge and safety. UAB experts kept a high public profile throughout the pandemic, as they were featured in constant local media coverage and thousands of appearances in national and international outlets.

The patient care demands of UAB Medicine have been significant. UAB Hospital admitted its first COVID-positive patient in March 2020, starting multiple waves of patient surges that continued to stress the system and its clinical care and support teams. Early in 2021, more than 30 percent of patients in UAB Hospital — one of the largest hospitals in the nation — were people with an active case of COVID-19 or those who had recovered from COVID-19 but were still too sick from complications to leave the hospital.

“Our employees overcame great challenges and pushed through personal and professional anxiety and exhaustion to provide world-class care to thousands of patients throughout the pandemic,” said UAB Medicine CEO Reid Jones. “We continued to innovate to best serve patients and really demonstrated why UAB is so vital to all Alabamians.”

A new multidisciplinary Post COVID Treatment Program was developed to help evaluate patients still experiencing COVID-19 symptoms more than three weeks after a positive test to help them find appropriate specialized care.

A team led by Sue Feldman, Ph.D., professor in UAB’s schools of Health Professions and Medicine, developed the daily Healthcheck tool and worked with Google and Apple to develop the GuideSafe exposure notification app made available to all Alabamians. The anonymous app was designed to alert users if they had been exposed to someone diagnosed with COVID-19.

“With the great challenges we were facing as a university and health system, it would have been easy to turn inward and just try to solve our own problems,” Watts said. “But that’s not who UAB is. Improving outcomes for all Alabamians is our mission and responsibility, and the pandemic showed just how much that’s in our DNA with the high-impact programs we undertook.”

Meeting the needs of students, faculty and staff

A key tenet of UAB’s positive momentum before the pandemic was a shared commitment to shared governance, which only strengthened as the university shifted to remote learning in March 2020.

Students, faculty and staff — from the undergraduate and graduate student government associations to the faculty senate and staff council — were invited at the request of President Watts and Provost Pam Benoit to share important insights in key committees and workgroups.

The dialogue led to new and enhanced resources that helped members of the campus community safely continue their education and jobs — from a robust e-learning platform to guide remote learning to processing grants and other crucial university business.

Prior to the pandemic, UAB’s eLearning and Professional Studies office supported faculty and staff with instructional design services, media production services, academic technology tools and training, and continuing education/professional studies offerings. In March 2020, when UAB courses moved online in response to the pandemic, the eLearning team assisted faculty with course design and technology through online workshops and one-on-one assistance.

“Our eLearning and Professional Studies team developed a dynamic approach to helping students and faculty in the online learning environment,” Benoit said. “In partnership with talented faculty, this team designed quality face-to-face, hybrid and online courses and programs. The effort of the eLearning and Professional Studies team — and its collaboration with our dedicated faculty — was indicative of UAB’s efforts as a whole across our entire enterprise.”

“We are fortunate to work with a faculty body so adept and creative,” said Pam Paustian, Ph.D., associate provost for Academic and Learning Technologies. “It was an incredible team effort based on a shared commitment to our students.”

In July, an Incident Command Committee was established to monitor data and how effective UAB was in implementing operational and safety strategies. “The idea was to bring together campus leaders with access to resources and people to address any areas where additional support may be needed,” said Katie Crenshaw, J.D., UAB chief risk and compliance officer, who chairs that committee.

UAB increased and promoted mental health resources, provided free personal protective equipment, made childcare options available to employees and subsidized it, made vaccines available to employees and the community within Alabama Department of Public Health guidelines, and made COVID-19 testing free and conveniently available to employees. The UAB-developed sentinel testing program developed with GuideSafe was also made available to other institutions across the state.

Ultimately, Watts says, UAB’s efforts saved lives and livelihoods.

“We have worked tirelessly to leverage our resources, expertise and talent and made a big difference in safeguarding the health of people and our economy,” Watts said. “It is incredibly humbling and gratifying to talk to people who continue to thank me for all UAB has done. It is equally gratifying to know the UAB family is proud of what we have all been able to do together for each other and our community.”

Photography and videography: Andrea Reiber, Laura Gasque, Jeff Myers, Carson Young, Andrea Mabry, Steve Wood, Lexi Coon and Amanda Chambers

While uncertainty became the norm in 2020, one thing is certain: The University of Alabama at Birmingham and UAB Medicine were uniquely prepared to help their students, employees and patients, as well as the city, state, nation and beyond, get through the pandemic.

UAB — and its people — responded quickly, strategically and emphatically. The result: During the worst pandemic in more than a century, Alabama’s largest single employer expanded each area of its mission to advance education, research, innovation and economic development, patient care, and community service. UAB also set a record high for enrollment, improved its S&P financial outlook, and became Forbes’ Best Large Employer in the United States, topping the list of more than 500 public and private corporations, hospitals, universities and Fortune 500 companies across dozens of industries and ahead of the likes of Amazon, Google, Mayo Clinic, Microsoft, NASA, Netflix and Yale University.

What made Forbes’ recognition so meaningful, says UAB President Ray L. Watts, is that it is based largely on whether UAB employees would recommend UAB to friends and family. Forbes honored UAB again in April by naming the university and UAB Medicine No. 4 among America’s Best Employers for Diversity and did so a third time in May with its selection as the No. 4 Best Employer for New Graduates 2021, which made it the top ranking institution in education.

“More than a year ago, we didn’t know what impact the COVID pandemic would have on each of us and the many people we serve,” Watts said. “Those were frightening times, but we rolled up our sleeves and adapted. Throughout a difficult year, the perseverance of our people and their dedication to our vision, mission and values — with the unwavering leadership and support from University of Alabama System Chancellor St. John, the System Office team and the UA System Board of Trustees — have been extraordinary. And the results — what we have been able to do for the UAB community and our city, state and beyond — speak for themselves.”

Fulfilling the mission

The pandemic put UAB’s commitment to its mission and the communities it serves on full display.

“UAB has been an international leader in keeping the public safe and informed throughout the pandemic,” said School of Medicine Dean and Senior Vice President Selwyn Vickers. “We answered the call when our institution’s collective knowledge and expertise was needed more than ever. I can’t thank our people enough for working together so selflessly and demonstrating just how outstanding UAB is as an academic medical center and institution of higher learning.”

UAB launched the state’s first appointment-based mass community COVID testing site in conjunction with the Jefferson County Department of Health. Student and employees from across UAB helped the Alabama Department of Public Health with contact tracing, calling upward of 4,000 cases a month by December 2020.

UAB vaccinated its first person on Dec. 18, 2020, and eventually opened five community-based, mass vaccination sites. By May 2021, UAB had administered approximately 200,000 doses of the vaccine to residents in 62 of Alabama’s 67 counties.

UAB’s Minority Health & Health Disparities Research Center worked with community leaders to reach out to educate underserved populations about the safety and efficacy of vaccinations. Those efforts, along with investing roughly $1.4 million a month to operate five community vaccine sites, including at Parker High School in downtown Birmingham, Cathedral of the Cross AOH church in Center Point and at the Hoover Met, enabled UAB to provide vaccines to racially diverse groups of Alabamians, far exceeding the national average of underserved populations vaccinated — bolstering Alabama’s effort.

The School of Medicine’s Fungal Reference Lab in the Department of Pathology has been a focal point for testing for the entire state throughout the pandemic. Because of the lab’s efforts, UAB was among the first academic medical centers in the country to offer in-house COVID-19 testing after it launched its own, extremely accurate laboratory-developed test in March 2020.

The lab, directed by Sixto M. Leal Jr., M.D., Ph.D., has been analyzing 100 COVID-positive samples a week for the Alabama Department of Public Health to help identify which variants are in Alabama. Leal’s lab also worked closely with UAB Hospital labs and private-sector biomedical companies to scale up and support the GuideSafe™ Entry Testing program in 2020. Free COVID-19 testing was made available to students at all Alabama colleges and universities in advance of the 2020 fall semester, resulting in the largest-scale higher-education testing initiative in the nation.

UAB research also played an important role. Remdesivir — widely used to treat COVID-19 — was developed through research conducted within the Antiviral Drug Discovery and Development Center, anchored at UAB. UAB was among the first U.S. sites chosen to conduct preclinical testing of an inhaled monoclonal antibody for COVID-19 that showed therapeutic efficacy in October. Monoclonal antibodies have been widely heralded for keeping high-risk patients out of the hospital and saving lives.

UAB researchers, led by Fran Lund, Ph.D., in collaboration with Altimmune, have found that a single intranasal dose of the COVID-19 vaccine candidate AdCOVID provides sterilizing immunity in the lungs of vaccinated animals. AdCOVID is currently in a Phase 1 clinical trial to test safety and immunogenicity in people, and Altimmune expects to report topline data in June.

UAB offered testing, patient care, and administrative expertise and support to hospitals and health systems across the state, improving outcomes for many Alabamians struck by COVID-19. UAB experts also collaborated with and provided critical public health and infectious disease insights to local and state officials, and also took a lead role in an aggressive public information campaign to increase knowledge and safety. UAB experts kept a high public profile throughout the pandemic, as they were featured in constant local media coverage and thousands of appearances in national and international outlets.

The patient care demands of UAB Medicine have been significant. UAB Hospital admitted its first COVID-positive patient in March 2020, starting multiple waves of patient surges that continued to stress the system and its clinical care and support teams. Early in 2021, more than 30 percent of patients in UAB Hospital — one of the largest hospitals in the nation — were people with an active case of COVID-19 or those who had recovered from COVID-19 but were still too sick from complications to leave the hospital.

“Our employees overcame great challenges and pushed through personal and professional anxiety and exhaustion to provide world-class care to thousands of patients throughout the pandemic,” said UAB Medicine CEO Reid Jones. “We continued to innovate to best serve patients and really demonstrated why UAB is so vital to all Alabamians.”

A new multidisciplinary Post COVID Treatment Program was developed to help evaluate patients still experiencing COVID-19 symptoms more than three weeks after a positive test to help them find appropriate specialized care.

A team led by Sue Feldman, Ph.D., professor in UAB’s schools of Health Professions and Medicine, developed the daily Healthcheck tool and worked with Google and Apple to develop the GuideSafe exposure notification app made available to all Alabamians. The anonymous app was designed to alert users if they had been exposed to someone diagnosed with COVID-19.

“With the great challenges we were facing as a university and health system, it would have been easy to turn inward and just try to solve our own problems,” Watts said. “But that’s not who UAB is. Improving outcomes for all Alabamians is our mission and responsibility, and the pandemic showed just how much that’s in our DNA with the high-impact programs we undertook.”

Meeting the needs of students, faculty and staff

A key tenet of UAB’s positive momentum before the pandemic was a shared commitment to shared governance, which only strengthened as the university shifted to remote learning in March 2020.

Students, faculty and staff — from the undergraduate and graduate student government associations to the faculty senate and staff council — were invited at the request of President Watts and Provost Pam Benoit to share important insights in key committees and workgroups.

The dialogue led to new and enhanced resources that helped members of the campus community safely continue their education and jobs — from a robust e-learning platform to guide remote learning to processing grants and other crucial university business.

Prior to the pandemic, UAB’s eLearning and Professional Studies office supported faculty and staff with instructional design services, media production services, academic technology tools and training, and continuing education/professional studies offerings. In March 2020, when UAB courses moved online in response to the pandemic, the eLearning team assisted faculty with course design and technology through online workshops and one-on-one assistance.

“Our eLearning and Professional Studies team developed a dynamic approach to helping students and faculty in the online learning environment,” Benoit said. “In partnership with talented faculty, this team designed quality face-to-face, hybrid and online courses and programs. The effort of the eLearning and Professional Studies team — and its collaboration with our dedicated faculty — was indicative of UAB’s efforts as a whole across our entire enterprise.”

“We are fortunate to work with a faculty body so adept and creative,” said Pam Paustian, Ph.D., associate provost for Academic and Learning Technologies. “It was an incredible team effort based on a shared commitment to our students.”

In July, an Incident Command Committee was established to monitor data and how effective UAB was in implementing operational and safety strategies. “The idea was to bring together campus leaders with access to resources and people to address any areas where additional support may be needed,” said Katie Crenshaw, J.D., UAB chief risk and compliance officer, who chairs that committee.

UAB increased and promoted mental health resources, provided free personal protective equipment, made childcare options available to employees and subsidized it, made vaccines available to employees and the community within Alabama Department of Public Health guidelines, and made COVID-19 testing free and conveniently available to employees. The UAB-developed sentinel testing program developed with GuideSafe was also made available to other institutions across the state.

Ultimately, Watts says, UAB’s efforts saved lives and livelihoods.

“We have worked tirelessly to leverage our resources, expertise and talent and made a big difference in safeguarding the health of people and our economy,” Watts said. “It is incredibly humbling and gratifying to talk to people who continue to thank me for all UAB has done. It is equally gratifying to know the UAB family is proud of what we have all been able to do together for each other and our community.”

Photography and videography: Andrea Reiber, Laura Gasque, Jeff Myers, Carson Young, Andrea Mabry, Steve Wood, Lexi Coon and Amanda Chambers

While uncertainty became the norm in 2020, one thing is certain: The University of Alabama at Birmingham and UAB Medicine were uniquely prepared to help their students, employees and patients, as well as the city, state, nation and beyond, get through the pandemic.

UAB — and its people — responded quickly, strategically and emphatically. The result: During the worst pandemic in more than a century, Alabama’s largest single employer expanded each area of its mission to advance education, research, innovation and economic development, patient care, and community service. UAB also set a record high for enrollment, improved its S&P financial outlook, and became Forbes’ Best Large Employer in the United States, topping the list of more than 500 public and private corporations, hospitals, universities and Fortune 500 companies across dozens of industries and ahead of the likes of Amazon, Google, Mayo Clinic, Microsoft, NASA, Netflix and Yale University.

What made Forbes’ recognition so meaningful, says UAB President Ray L. Watts, is that it is based largely on whether UAB employees would recommend UAB to friends and family. Forbes honored UAB again in April by naming the university and UAB Medicine No. 4 among America’s Best Employers for Diversity and did so a third time in May with its selection as the No. 4 Best Employer for New Graduates 2021, which made it the top ranking institution in education.

“More than a year ago, we didn’t know what impact the COVID pandemic would have on each of us and the many people we serve,” Watts said. “Those were frightening times, but we rolled up our sleeves and adapted. Throughout a difficult year, the perseverance of our people and their dedication to our vision, mission and values — with the unwavering leadership and support from University of Alabama System Chancellor St. John, the System Office team and the UA System Board of Trustees — have been extraordinary. And the results — what we have been able to do for the UAB community and our city, state and beyond — speak for themselves.”

Fulfilling the mission

The pandemic put UAB’s commitment to its mission and the communities it serves on full display.

“UAB has been an international leader in keeping the public safe and informed throughout the pandemic,” said School of Medicine Dean and Senior Vice President Selwyn Vickers. “We answered the call when our institution’s collective knowledge and expertise was needed more than ever. I can’t thank our people enough for working together so selflessly and demonstrating just how outstanding UAB is as an academic medical center and institution of higher learning.”

UAB launched the state’s first appointment-based mass community COVID testing site in conjunction with the Jefferson County Department of Health. Student and employees from across UAB helped the Alabama Department of Public Health with contact tracing, calling upward of 4,000 cases a month by December 2020.

UAB vaccinated its first person on Dec. 18, 2020, and eventually opened five community-based, mass vaccination sites. By May 2021, UAB had administered approximately 200,000 doses of the vaccine to residents in 62 of Alabama’s 67 counties.

UAB’s Minority Health & Health Disparities Research Center worked with community leaders to reach out to educate underserved populations about the safety and efficacy of vaccinations. Those efforts, along with investing roughly $1.4 million a month to operate five community vaccine sites, including at Parker High School in downtown Birmingham, Cathedral of the Cross AOH church in Center Point and at the Hoover Met, enabled UAB to provide vaccines to racially diverse groups of Alabamians, far exceeding the national average of underserved populations vaccinated — bolstering Alabama’s effort.

The School of Medicine’s Fungal Reference Lab in the Department of Pathology has been a focal point for testing for the entire state throughout the pandemic. Because of the lab’s efforts, UAB was among the first academic medical centers in the country to offer in-house COVID-19 testing after it launched its own, extremely accurate laboratory-developed test in March 2020.

The lab, directed by Sixto M. Leal Jr., M.D., Ph.D., has been analyzing 100 COVID-positive samples a week for the Alabama Department of Public Health to help identify which variants are in Alabama. Leal’s lab also worked closely with UAB Hospital labs and private-sector biomedical companies to scale up and support the GuideSafe™ Entry Testing program in 2020. Free COVID-19 testing was made available to students at all Alabama colleges and universities in advance of the 2020 fall semester, resulting in the largest-scale higher-education testing initiative in the nation.

UAB research also played an important role. Remdesivir — widely used to treat COVID-19 — was developed through research conducted within the Antiviral Drug Discovery and Development Center, anchored at UAB. UAB was among the first U.S. sites chosen to conduct preclinical testing of an inhaled monoclonal antibody for COVID-19 that showed therapeutic efficacy in October. Monoclonal antibodies have been widely heralded for keeping high-risk patients out of the hospital and saving lives.

UAB researchers, led by Fran Lund, Ph.D., in collaboration with Altimmune, have found that a single intranasal dose of the COVID-19 vaccine candidate AdCOVID provides sterilizing immunity in the lungs of vaccinated animals. AdCOVID is currently in a Phase 1 clinical trial to test safety and immunogenicity in people, and Altimmune expects to report topline data in June.

UAB offered testing, patient care, and administrative expertise and support to hospitals and health systems across the state, improving outcomes for many Alabamians struck by COVID-19. UAB experts also collaborated with and provided critical public health and infectious disease insights to local and state officials, and also took a lead role in an aggressive public information campaign to increase knowledge and safety. UAB experts kept a high public profile throughout the pandemic, as they were featured in constant local media coverage and thousands of appearances in national and international outlets.

The patient care demands of UAB Medicine have been significant. UAB Hospital admitted its first COVID-positive patient in March 2020, starting multiple waves of patient surges that continued to stress the system and its clinical care and support teams. Early in 2021, more than 30 percent of patients in UAB Hospital — one of the largest hospitals in the nation — were people with an active case of COVID-19 or those who had recovered from COVID-19 but were still too sick from complications to leave the hospital.

“Our employees overcame great challenges and pushed through personal and professional anxiety and exhaustion to provide world-class care to thousands of patients throughout the pandemic,” said UAB Medicine CEO Reid Jones. “We continued to innovate to best serve patients and really demonstrated why UAB is so vital to all Alabamians.”

A new multidisciplinary Post COVID Treatment Program was developed to help evaluate patients still experiencing COVID-19 symptoms more than three weeks after a positive test to help them find appropriate specialized care.

A team led by Sue Feldman, Ph.D., professor in UAB’s schools of Health Professions and Medicine, developed the daily Healthcheck tool and worked with Google and Apple to develop the GuideSafe exposure notification app made available to all Alabamians. The anonymous app was designed to alert users if they had been exposed to someone diagnosed with COVID-19.

“With the great challenges we were facing as a university and health system, it would have been easy to turn inward and just try to solve our own problems,” Watts said. “But that’s not who UAB is. Improving outcomes for all Alabamians is our mission and responsibility, and the pandemic showed just how much that’s in our DNA with the high-impact programs we undertook.”

Meeting the needs of students, faculty and staff

A key tenet of UAB’s positive momentum before the pandemic was a shared commitment to shared governance, which only strengthened as the university shifted to remote learning in March 2020.

Students, faculty and staff — from the undergraduate and graduate student government associations to the faculty senate and staff council — were invited at the request of President Watts and Provost Pam Benoit to share important insights in key committees and workgroups.

The dialogue led to new and enhanced resources that helped members of the campus community safely continue their education and jobs — from a robust e-learning platform to guide remote learning to processing grants and other crucial university business.

Prior to the pandemic, UAB’s eLearning and Professional Studies office supported faculty and staff with instructional design services, media production services, academic technology tools and training, and continuing education/professional studies offerings. In March 2020, when UAB courses moved online in response to the pandemic, the eLearning team assisted faculty with course design and technology through online workshops and one-on-one assistance.

“Our eLearning and Professional Studies team developed a dynamic approach to helping students and faculty in the online learning environment,” Benoit said. “In partnership with talented faculty, this team designed quality face-to-face, hybrid and online courses and programs. The effort of the eLearning and Professional Studies team — and its collaboration with our dedicated faculty — was indicative of UAB’s efforts as a whole across our entire enterprise.”

“We are fortunate to work with a faculty body so adept and creative,” said Pam Paustian, Ph.D., associate provost for Academic and Learning Technologies. “It was an incredible team effort based on a shared commitment to our students.”

In July, an Incident Command Committee was established to monitor data and how effective UAB was in implementing operational and safety strategies. “The idea was to bring together campus leaders with access to resources and people to address any areas where additional support may be needed,” said Katie Crenshaw, J.D., UAB chief risk and compliance officer, who chairs that committee.

UAB increased and promoted mental health resources, provided free personal protective equipment, made childcare options available to employees and subsidized it, made vaccines available to employees and the community within Alabama Department of Public Health guidelines, and made COVID-19 testing free and conveniently available to employees. The UAB-developed sentinel testing program developed with GuideSafe was also made available to other institutions across the state.

Ultimately, Watts says, UAB’s efforts saved lives and livelihoods.

“We have worked tirelessly to leverage our resources, expertise and talent and made a big difference in safeguarding the health of people and our economy,” Watts said. “It is incredibly humbling and gratifying to talk to people who continue to thank me for all UAB has done. It is equally gratifying to know the UAB family is proud of what we have all been able to do together for each other and our community.”

Photography and videography: Andrea Reiber, Laura Gasque, Jeff Myers, Carson Young, Andrea Mabry, Steve Wood, Lexi Coon and Amanda Chambers

Take it slow
When it comes to homeownership, impulse buys are ill-advised. In Alabama’s real estate market, low inventory levels can create great urgency for buyers eager to pounce. Urgency doesn’t have to be a problem once potential buyers have taken the time to prioritize needs over wants and thoughtfully consider what the best next step in their home journey should include. As in most aspects of life, preparation is key to making the most of opportunities when they present themselves.

Size does matter, but why?
Often when the desire to upsize begins to move homeowners to consider larger options, size can be the only thing people focus on. Size does matter, but the purpose behind the upsizing matters more. Think through what exact types of spaces your current home is lacking, and more importantly, the purpose behind those spaces.  Is there a need for greater storage, more personal space, more room to gather, more room to work, more room to entertain? Start with the functional space you’re seeking, then make a list of exactly what you need more of and why.

Do the math
Larger home size typically equates to increased expenses. The most obvious is the associated mortgage payment, but homeowners should also gather information on a handful of other expenses to avoid surprises and ensure a larger home stays a happy home. Costs such as increased property tax payments, homeowners insurance, utilities, home repairs and upkeep, lawn maintenance and added costs of furnishings can all be estimated accurately and conservatively before upsizing options are considered.

Don’t neglect what you already have
Be sure to protect your current investment even when you’re focused on finding your dream home. Upsizing usually includes using the equity in the home you own now, so be sure to stay on top of routine maintenance and repairs. Keep your home in good condition to ensure top value for your sale.

Learn more about upsizing opportunities in your real estate market by contacting a REALTOR® today.

Alabama REALTORS® is the largest statewide organization of real estate professionals and the official advocate of Alabama’s multifaceted real estate industry. Subscribe to our newsletter and stay up to date on real estate news in Alabama.

Take it slow
When it comes to homeownership, impulse buys are ill-advised. In Alabama’s real estate market, low inventory levels can create great urgency for buyers eager to pounce. Urgency doesn’t have to be a problem once potential buyers have taken the time to prioritize needs over wants and thoughtfully consider what the best next step in their home journey should include. As in most aspects of life, preparation is key to making the most of opportunities when they present themselves.

Size does matter, but why?
Often when the desire to upsize begins to move homeowners to consider larger options, size can be the only thing people focus on. Size does matter, but the purpose behind the upsizing matters more. Think through what exact types of spaces your current home is lacking, and more importantly, the purpose behind those spaces.  Is there a need for greater storage, more personal space, more room to gather, more room to work, more room to entertain? Start with the functional space you’re seeking, then make a list of exactly what you need more of and why.

Do the math
Larger home size typically equates to increased expenses. The most obvious is the associated mortgage payment, but homeowners should also gather information on a handful of other expenses to avoid surprises and ensure a larger home stays a happy home. Costs such as increased property tax payments, homeowners insurance, utilities, home repairs and upkeep, lawn maintenance and added costs of furnishings can all be estimated accurately and conservatively before upsizing options are considered.

Don’t neglect what you already have
Be sure to protect your current investment even when you’re focused on finding your dream home. Upsizing usually includes using the equity in the home you own now, so be sure to stay on top of routine maintenance and repairs. Keep your home in good condition to ensure top value for your sale.

Learn more about upsizing opportunities in your real estate market by contacting a REALTOR® today.

Alabama REALTORS® is the largest statewide organization of real estate professionals and the official advocate of Alabama’s multifaceted real estate industry. Subscribe to our newsletter and stay up to date on real estate news in Alabama.

Take it slow
When it comes to homeownership, impulse buys are ill-advised. In Alabama’s real estate market, low inventory levels can create great urgency for buyers eager to pounce. Urgency doesn’t have to be a problem once potential buyers have taken the time to prioritize needs over wants and thoughtfully consider what the best next step in their home journey should include. As in most aspects of life, preparation is key to making the most of opportunities when they present themselves.

Size does matter, but why?
Often when the desire to upsize begins to move homeowners to consider larger options, size can be the only thing people focus on. Size does matter, but the purpose behind the upsizing matters more. Think through what exact types of spaces your current home is lacking, and more importantly, the purpose behind those spaces.  Is there a need for greater storage, more personal space, more room to gather, more room to work, more room to entertain? Start with the functional space you’re seeking, then make a list of exactly what you need more of and why.

Do the math
Larger home size typically equates to increased expenses. The most obvious is the associated mortgage payment, but homeowners should also gather information on a handful of other expenses to avoid surprises and ensure a larger home stays a happy home. Costs such as increased property tax payments, homeowners insurance, utilities, home repairs and upkeep, lawn maintenance and added costs of furnishings can all be estimated accurately and conservatively before upsizing options are considered.

Don’t neglect what you already have
Be sure to protect your current investment even when you’re focused on finding your dream home. Upsizing usually includes using the equity in the home you own now, so be sure to stay on top of routine maintenance and repairs. Keep your home in good condition to ensure top value for your sale.

Learn more about upsizing opportunities in your real estate market by contacting a REALTOR® today.

Alabama REALTORS® is the largest statewide organization of real estate professionals and the official advocate of Alabama’s multifaceted real estate industry. Subscribe to our newsletter and stay up to date on real estate news in Alabama.

According to the latest data, both metropolitan and micropolitan areas have seen significant declines in joblessness in recent months. For many employers, the task now is finding qualified, willing workers for vacant positions.

Currently, there are over 66,500 job openings in Alabama, and many employers predict their workforce needs to continue to increase.

“Chamber of commerce members throughout the state have indicated immediate hiring needs as well as planned employment increases throughout the remainder of 2021,” stated Chamber of Commerce Association of Alabama (CCAA) President and CEO Paige Hutto. “CCAA represents our “boots on the ground” local chambers and through them we know that their members are actively looking for qualified workers. Through our partnership with the Business Council of Alabama, we are working with state and local leaders to assist our members with the resources they need for continued growth.”

“BCA is proud to continue offering unparalleled support and resources for our member businesses as they look to put the pandemic in the rear view mirror,” added Britt. “From advocating for pro-jobs policies to delivering innovative tools, the forward-thinking team at BCA is thrilled to help foster a climate in which businesses of all sizes and sectors can thrive far into the future.”

BCA is firmly committed to continuing to offer unmatched expertise and assistance to Alabama businesses. Visit our website to learn more about what BCA can do for you.

The Business Council of Alabama is the state’s largest business association representing nearly one million working Alabamians to ensure that businesses of all sizes can grow and flourish in our state.

“Across Alabama, the demand for short-term, customized, non-credit training for business and industry continues to exceed the state’s current training capacity,” said Alabama Community College System Chancellor Jimmy H. Baker. “Alabama’s community colleges across the state are at the table with business and industry leaders to identify solutions to the state’s workforce needs.”

Alabama’s community colleges have served hundreds of companies with non-credit training programs and job attainment skill delivery. But there is more work to be done when it comes to fulfilling Alabama industry’s workforce preparedness needs.

That’s why ACCS has developed Regional Rapid Training Centers (RRTCs) in strategic locations across the state.

RRTCs will focus on rapid, industry-required, non-credit training determined by the region’s workforce needs.

Expanding this needed training will also help the state more easily meet its attainment goal of adding 500,000 newly credentialed employees to the workforce by 2025.

Successfully meeting a need
To find an example of a solution-based approach, look no further than the Heavy Equipment Operator program at Jefferson State Community College.

Conversations with industry leaders identified that often new equipment operators took up to two weeks of on-the-job training to learn basic operations before being able to learn company-specific skills.  With industry leaders at the table helping to design curriculum, the Heavy Equipment Operator program was customized to ensure students completing the program would enter the job market with mastery of basic safety and operation skills in addition to 8 hours of ‘seat time’ or actual operation time with the equipment.

“The Heavy Equipment Operator program at Jefferson State is a prime example of identifying a need and working with industry to address it in a timely manner through a short-term training solution yielding qualified, certified students who are ready to work on day one,” said Baker.

Demand for more
Job-seeking Alabamians have a myriad of options when searching for a well-paying career, but industry-recognized credentials are often necessary for high-demand occupations.  Short-term, trade-specific training can open employment options for job seekers in a matter of weeks.

Rapid, customizable training can be used to up-skill Alabamians as well as re-train those who have lost their jobs.  The workforce demands of business and industry are dependent upon the future growth of training solutions that work.

Alabama’s community colleges will continue to partner with private sector employers to ensure Alabama can meet its workforce goals. Funding and support for short-term, industry-specific training is vital for the current and future growth of Alabama’s economy.

“Across Alabama, the demand for short-term, customized, non-credit training for business and industry continues to exceed the state’s current training capacity,” said Alabama Community College System Chancellor Jimmy H. Baker. “Alabama’s community colleges across the state are at the table with business and industry leaders to identify solutions to the state’s workforce needs.”

Alabama’s community colleges have served hundreds of companies with non-credit training programs and job attainment skill delivery. But there is more work to be done when it comes to fulfilling Alabama industry’s workforce preparedness needs.

That’s why ACCS has developed Regional Rapid Training Centers (RRTCs) in strategic locations across the state.

RRTCs will focus on rapid, industry-required, non-credit training determined by the region’s workforce needs.

Expanding this needed training will also help the state more easily meet its attainment goal of adding 500,000 newly credentialed employees to the workforce by 2025.

Successfully meeting a need
To find an example of a solution-based approach, look no further than the Heavy Equipment Operator program at Jefferson State Community College.

Conversations with industry leaders identified that often new equipment operators took up to two weeks of on-the-job training to learn basic operations before being able to learn company-specific skills.  With industry leaders at the table helping to design curriculum, the Heavy Equipment Operator program was customized to ensure students completing the program would enter the job market with mastery of basic safety and operation skills in addition to 8 hours of ‘seat time’ or actual operation time with the equipment.

“The Heavy Equipment Operator program at Jefferson State is a prime example of identifying a need and working with industry to address it in a timely manner through a short-term training solution yielding qualified, certified students who are ready to work on day one,” said Baker.

Demand for more
Job-seeking Alabamians have a myriad of options when searching for a well-paying career, but industry-recognized credentials are often necessary for high-demand occupations.  Short-term, trade-specific training can open employment options for job seekers in a matter of weeks.

Rapid, customizable training can be used to up-skill Alabamians as well as re-train those who have lost their jobs.  The workforce demands of business and industry are dependent upon the future growth of training solutions that work.

Alabama’s community colleges will continue to partner with private sector employers to ensure Alabama can meet its workforce goals. Funding and support for short-term, industry-specific training is vital for the current and future growth of Alabama’s economy.