Tech and media entrepreneurial leaders are slated to speak at Sloss Tech
Telegraph Branding CEO Kevin McClendon discusses Sloss Tech. How Birminghams Sloss Festival is growing into large event like SXSW.
Telegraph Branding CEO Kevin McClendon discusses Sloss Tech. How Birminghams Sloss Festival is growing into large event like SXSW.
TUSKEGEE, Alabama – A startup, minority-owned organic farm in Macon County is expanding its crops and customer base, fueled by an ambitious vision to carry on the region’s rich history of agricultural innovation.
Lifetime Natural Organic Farm, which includes about 25 acres of raised-bed bio-intensive organic vegetables, this year invested an additional $500,000 to increase plantings and seek new business.
The move, which brought the farm’s total capital investment to $1 million, is paying off in a big way. Lifetime, already a supplier to Whole Foods stores in Alabama, recently began selling to the grocery chain’s Braselton, Georgia, distribution center that serves 400 locations.
The farm also is now selling to Albert’s Organics, one of the largest organic produce wholesale distributors in the U.S. It also supplies Publix stores and has begun supplying Alabama schools, with orders for nearly 30,000 heads of organic lettuce for Elmore County Schools’ summer feeding program over the next two weeks.
Lifetime is believed to be the largest USDA-certified organic farm in Alabama, and owner Nelson Wells wants to grow it even more, to the largest in the Southeast.
At the same time, he wants to deepen its roots in Tuskegee and Macon County. Wells was drawn to the area after one of his advisors invited him to Tuskegee University to watch a video about the institution’s history, its founder Booker T. Washington and the work of George Washington Carver.
Learning more about the famous African American scientist and inventor Carver – who developed hundreds of uses for peanuts, sweet potatoes and soybeans and transformed U.S. farming practices during his tenure at Tuskegee – struck a chord with Wells and his own biracial heritage.
“That changed my heart,” he said. “It made me want to be a part of the rich history of Macon County and Tuskegee, Alabama. I’m half black and half white, and I saw how important it was to continue the legacy of what George Washington Carver was to the world. He was at the forefront of modern agriculture.”
Wells isn’t your typical Alabama farmer. The 6-foot-6-inch California native is a vegetarian and former surfer who played football for the University of Southern California before he moved to Alabama to be closer to his family.
Promoting healthy living through clean eating has been a lifelong passion for Wells. He and his family have been involved in running another organic farm in Verbena, and he and his partners courted Tuskegee for several years with their plans for a commercial organic farm.
Carver’s imprint on the region was a big draw, as was the opportunity to collaborate with agricultural researchers at Tuskegee University. Wells has begun building relationships with professors and students.
Lifetime started last year as a joint venture with the Macon County Economic Development Authority. The MCEDA provided the land, a former hayfield purchased and owned by MCEDA as a potential industrial site, as a “proof of concept” farm.
That growing season went well, and this year, Lifetime expanded its farming area from 10 to 25 acres and tweaked its crop mix to match the demand of its existing and targeted customers. Products include all types of bell peppers, sweet peppers, watermelon, tomatoes and leafy greens.
Across Alabama, there are 20 to 25 certified organic farms and possibly another 100 or so that follow organic practices but are not certified organic, said Don Wambles, director of Agriculture Promotion for the Alabama Department of Agriculture and Industries.
To his knowledge, Lifetime is the largest USDA-certified organic farm in the state, he said.
Wambles and his office assisted Lifetime with gaining access to markets and also provided direction on applicable USDA programs.
The state offers many advantages for all types of farmers, he said.
“Alabama has a great climate and abundant water resources to allow agriculture to be bountiful. We are a very diverse state, which allows producers to choose whether they want to grow organically or conventionally. We have an abundance of customers for either production system the farmer chooses and we support all farmers.
“With Lifetime’s commitment to grow even larger, they will be able to meet the demand for locally grown organic produce while creating jobs and assisting the economic health of their community and surrounding communities,” he said.
NEW GROWTH SECTOR
An organic farm isn’t a typical economic development project, but it’s one that is well-suited for rural areas, said Joe Turnham, director of the MCEDA.
“As economic developers, we’re all so programmed to go out and get industrial sites, and we should, but very rarely do we think about going out and getting a tract for an ag startup,” he said.
Lifetime has provided new jobs for 20 to 30 people in the community, and it represents new business for utilities and other local services, Turnham said.
Another notable benefit is that the type of products and processes involved in organic farming are not common in the South, so Lifetime is helping to forge a new growth sector.
“Our strategic plan has always called for an agricultural component of economic development in Macon County,” Turnham said. “We’re the home of George Washington Carver, and we really wanted to have a purposeful, high-value project for that agricultural vision. This fits perfectly.”
In addition to the farm’s land, MCEDA has provided in-kind services and also helped the farm’s operators make valuable connections, such as those with state agriculture officials and others at Tuskegee University.
“Last year, they hit every milestone and had beautiful crops. It wasn’t quite what buyers wanted, but they proved they could do it. This year, they are growing to meet the demand profiles of Whole Foods and Publix,” he said.
Turnham said he is excited about the farm’s growth potential.
“We have a gentleman’s agreement that once they’re really profitable, maybe there will be a small rent or royalty that comes back to MCEDA that we can put toward helping the next company.”
BUILDING ON A LEGACY
Along with expanding its existing customer base, Lifetime aims to do more in promoting organic farming from its home base in Macon County.
The farm is participating in Sweet Grown Alabama, a new marketing effort by the Alabama Department of Agriculture and Industries to promote farmers and products across the state.
“Our goal is to have a vegetarian restaurant here in Tuskegee, and we would also like to do farming and cooking demos here,” Wells said. “We want to increase the understanding of the importance of healthy eating and its effects on the body and mind.”
Beyond that, Wells wants to continue growing ties with Tuskegee University and collaborate on research involving organic farming.
“My dream is to continue the legacy of George Washington Carver and Tuskegee University that was the forefront of modern agriculture at one time,” he said.
“This could change the world in organics.”
(Courtesy of Made in Alabama)
Governments implemented strict policies to stem the spread of the novel coronavirus. The widespread response suggests that governors and presidents saw COVID-19 as an unprecedented public health threat. Or did it? The economics of herding suggests possibly not.
The “Wisdom of Crowds,” also the title of James Suroweicki’s excellent book on this subject, implies this interpretation. Experts in each state reviewed knowledge on the virus, its potential lethality, and vulnerabilities of their state. Each lockdown decision provides evidence of a perceived threat.
Independent, informed evaluations represent our best way to approach the truth. The argument is not that voting establishes truth; experts can be wrong even if they all agree. The consensus of experts is more likely to be correct.
The policy response could reflect other factors. We should remember that safety is a luxury good; as people and nations become wealthier, we spend more on safety. The potential for say 100,000 deaths from a pandemic will be far less acceptable today than 50 years ago. Yet crowds are not always wise; the “Madness of Crowds” is another possibility. The independence of expert judgments affects whether we gain wisdom or create a herd.
Training in public health affects experts’ independence. Experts in any field receive years of specialized, intensive training, in law school, graduate school, or medical school. Academic disciplines have a dominant paradigm or way of making sense of the world. Different public health experts may share the same way of thinking and make the same mistake on COVID-19.
“Information cascades” pose another problem, often seen in business. A group of managers assembles to discuss opening a new retail store. After independently assessing the merits and demerits, most of the managers see the new store as a mistake. Yet the first manager argues that the new store will be wildly successful, and the others agree. After the store fails, the managers all recall their initial misgivings.
What happened? Each manager knows her personal assessment of the venture could be wrong and revises her assessment based on others’ opinions. Managers do not want to appear incompetent – the only one unable to see the new store’s great value.
The visibility of errors also matters. There’s (allegedly) a saying among investment advisors that “no one ever got fired for recommending IBM.” Suppose an advisor recommends a stock no one else likes. If correct, the advisor’s clients make lots of money. If wrong, the advisor will need to find a new job. By making the same common recommendation, no advisor signals below average investment acumen.
An economy or business needs to encourage occasional deviations from the herd. We need contrarian investors and thinkers. In markets, profit rewards correct contrarians. And some people are naturally contrarian. As Henry David Thoreau wrote, “If a man does not keep pace with his companions, perhaps it is because he hears the beat of a different drummer.”
Does the policy response to COVID-19 reveal herding? The policies involved – business and school closings, stay-at-home orders – are called nonpharmaceutical interventions (NPI). NPI have their critics; a 2019 World Health Organization review found the evidence for the effectiveness most “limited.”
A divergence of opinion suggests herding was unlikely. If proponents of NPI won out in debate, this suggests that governors and presidents found them more promising. Vigorous debate usually improves decisions.
Our elected executives, I think, face a bias to action, worsened by the 24-hour news cycle and running tallies of COVID-19 cases and deaths. Yet the nearly 50 million jobs lost since March are also highly visible. Our inability to observe deaths without a lockdown ironically makes the benefits appear larger; perhaps millions have been saved.
Eight states never issued stay-at-home orders and nations like Sweden eschewed lockdown policies, so we have not witnessed complete herding. More likely the bias to take action resulted in excessive policies, and lockdowns imposed too early in some states.
Daniel Sutter is the Charles G. Koch Professor of Economics with the Manuel H. Johnson Center for Political Economy at Troy University and host of Econversations on TrojanVision. The opinions expressed in this column are the author’s and do not necessarily reflect the views of Troy University.
BIRMINGHAM, Ala. – Regions Bank and the nonprofit Regions Foundation on Tuesday announced a $12 million commitment to advance programs and initiatives that promote racial equity and economic empowerment for communities of color while creating more inclusive opportunities for success.
“At Regions, we are committed to serving others to make life better, and we stand together with our communities in addressing the systemic racism and bias that impact so many people in our society,” said John Turner, Regions President and CEO. “As a financial organization, it is our responsibility to use our resources and expertise in ways that address disparities and create positive change. In 2018, we updated our approach to community investments by prioritizing initiatives that create more inclusive prosperity. While we have made significant progress, much more work remains to be done. The financial commitment we are announcing today represents another important step in our path toward advancing racial equity and economic empowerment.”
The $12 million commitment will be allocated by Regions Bank, the Regions Foundation and the Regions Community Development Corporation over the next two years. Initial allocations will include:
- $1,000,000 from the Regions Foundation for the National Urban League: The National Urban League and its local affiliates work to empower African Americans and underserved residents in urban areas by securing economic advancements, parity, power and civil rights. Regions is a longtime supporter of the Urban League and works closely with affiliates to address community needs.
- $2,000,000 allocated through deposits in Minority-Owned Banks and investments in Community Development Financial Institutions (CDFIs): The Regions Community Development Corporation, a wholly owned subsidiary of Regions Bank, will set aside $2,000,000 to support the services of minority-owned banks as they help clients achieve financial goals, including homeownership, and CDFIs that work with minority-owned businesses to support their growth and success.
- Additional portions of the $12 million will be allocated based on needs identified in conjunction with community partners. Regions will focus on three key areas to address underlying factors associated with racial disparities and economic empowerment. Specifically, these investments will seek to:
- Advance minority business development
- Increase minority homeownership rates
- Reduce the digital divide by increasing web accessibility in underserved communities
- Investments will also be based on input from Regions associates gathered through listening tours conducted by company leadership during the month of June. These tours provided an opportunity for associates to share ideas, observations and feedback on ways Regions can address social needs.
- Regions will continue its financial support and collaboration with organizations including Operation HOPE, the Inner City Capital Connections program,Historically Black Colleges and Universities (HBCUs), and other organizations that work daily to foster and promote economic empowerment.
“By making significant investments through our financial resources, as well as through volunteerism and community involvement, Regions is working to advance racial equity, help create greater social justice, and deliver meaningful benefits across the communities we serve,” said Leroy Abrahams, head of Community Affairs for Regions Bank. “Our teams have deep relationships with organizations on the front lines of moving our communities forward. We are working hand-in-hand with these organizations and will develop additional community partnerships to achieve our shared goals of racial equity, expanded opportunities, and a more just society where everyone can prosper.”
Regions maintains an extensive, year-round program encouraging associate volunteerism and community support. For additional details on programs and initiatives championed by Regions and its associates, visit the Community Engagement section of Regions.com.
(Courtesy of Regions)
The Salvation Army on June 29 announced that three Alabama locations have new leadership as part of the routine appointment changes made every few years throughout the international philanthropic organization.
The new appointees will lead the Salvation Army Coastal Alabama Area Command, the Salvation Army of Dothan and the Salvation Army of Gadsden, said Media Relations Specialist Karyn Lewis of the Alabama, Louisiana, Mississippi Division.
Former Lynchburg, Virginia, officers Captains Trey and Sheri Jones will head the Coastal Area with facilities in Mobile and Foley. Former commanders Majors Thomas and Jennifer Richmond have begun new roles in the Kentucky and Tennessee Division as secretary for Personnel and Social Services and as secretary for Women’s Ministries.
The Joneses grew up in the Salvation Army as fifth- and sixth-generation Salvationists. They have been commissioned as officers for nine years through appointments in Alexandria, Fredericksburg and Lynchburg, Virginia. He has served in many disaster relief efforts in the aftermath of tornadoes, wildfires and hurricanes, including Lily, Ivan, Dennis, Katrina and Harvey.
“We are excited about the new ministry opportunities and challenges that God has for us,” he said. “We are eager to join the work that the Army is doing in coastal Alabama.”
The Salvation Army of Dothan is now led by Captains Nathan and Deanne Jones, who are former officers of the Chattanooga Area Command. They have served with the Army for 12 years in Owensboro, Kentucky, and Knoxville and Chattanooga, Tennessee. He assisted in every recent major disaster recovery in the Southern Territory, and both captains served during Hurricane Katrina.
“We are excited to become a part of Dothan and make it our home,” he said. “We look forward to getting to know the community and continuing the mission of the Salvation Army.”
The Salvation Army of Gadsden is now under the leadership of Majors Jim and Amy Edmonds, who came from the Louisville Sanders Mission Corps in Kentucky. Former Gadsden Captains Dennis and Armandina Hayes have entered early retirement and remain in Gadsden.
The Edmonds have served throughout Texas, Virginia, Maryland, Oklahoma, Arkansas, Tennessee and Kentucky. Both have worked in disaster relief efforts, including after hurricanes Fredrick, Harvey and Katrina and following floods in West Virginia. He was part of the disaster relief team deployed in New York after 9/11.
“It is such an honor to have the opportunity to serve in Gadsden, Alabama,” he said. “We know the Lord will lead us as we share God’s love and strive to impact the men, women and children that we are fortunate to meet here in Gadsden.”
The Salvation Army annually helps more than 23 million Americans overcome poverty, addiction and economic hardships through a range of social services, Lewis said. It provides food for the hungry, emergency relief for disaster survivors, rehabilitation for those suffering from drug and alcohol abuse, and clothing and shelter for people in need at 7,600 centers of operation around the country.
For more information or to give to the Salvation Army, go to https://salvationarmyalm.org/.
(Courtesy of Alabama NewsCenter)
Uncertainty can be crippling. In many, it turns an energetic “can-do” spirit into a cautious “wait and see” mentality.
In 2011, more than half of small businesses surveyed by the US Chamber of Commerce said they were holding off on hiring new employees largely because of uncertainty about the economy.
That was in 2011. What about in 2020, with the coronavirus and the government’s response to it, at least for a time, laying waste to the stock market and much of the economy? How much does certainty matter now?
Take Tuscaloosa, for example. Just last week Mayor Walt Maddox said that a lack of a football season, or even a mitigated season with less fans, would be “catastrophic” for the city. How catastrophic? A $131.5 million-in-lost-revenue kind of catastrophic.
So what do the restaurants, bars, and other businesses that rely on football-related revenue do while they wonder if this economic doom is heading their way? Do they hire and train employees? Do they stock up on inventory? How exactly do they plan for two extremely different potential realities?
Those answers are not clear. What is known, however, is that Tuscaloosa is not used to this uncertainty. And neither is our state.
Much of the unpredictability that the coronavirus has brought with it is not easily controlled or minimized. We can’t exactly make college football come back. And even the government cannot regulate the virus away.
We are not, however, entirely powerless in the COVID-19 era. Some uncertainty can be reigned in with action by the state legislature.
On April 2nd, Governor Ivey suspended the licensure and certificate of need requirements for medical practitioners and first responders, which enabled them to more readily come to Alabama’s assistance during the pandemic.
This action made it significantly easier for healthcare professionals from other states to come to Alabama and treat our sick. It’s also made quick and necessary expansions of healthcare facilities possible, since providers no longer have to jump through regulatory hoops governing whether or not the government thinks a new healthcare facility, or even an expansion of an existing facility, is needed.
The certificate of need process does just this. It forces healthcare providers to seek government approval before they can build a new facility or even increase the amount of beds in an existing facility. For many, this is a lengthy and costly process.
For this reason, the suspension of these regulations is good and necessary. It encourages healthcare providers to increase the availability of medical care in our state by offering a break from weighty government restrictions.
The problem, however, is that the April 2nd suspension is not permanent. In fact, Governor Ivey can only suspend these regulations for sixty days at a time.
Is it worth it for a nurse to pack up and move to Alabama to work with coronavirus patients if the order allowing her easy transfer ends in September (when the state of emergency is set to expire as of this writing)?
Is it worth it for healthcare facilities, likewise, to plan for new capacity if they don’t know for sure whether they’ll find themselves ensnared in government regulations once again in a couple months?
Again, it is a good thing that Governor Ivey suspended these regulations. In fact, the very absence of these regulations provides more certainty for our medical practitioners as they are less dependent on the decisions of bureaucrats in Montgomery. The uncertainty which comes with the temporary nature of the suspension, however, can inhibit the very healthcare providers we need most from proactively planning for the state’s health in the near future.
In short, healthcare providers need to know that if they come to Alabama or begin plans to expand medical facilities within our borders, the state won’t spring costly and time-prohibitive regulations on them. They need the certainty that only legislative action, in the form of a 12-month suspension of these requirements as suggested by API in the RESTORE Alabama Plan, can provide.
This, of course, depends on the Governor calling a special session of the state legislature to address the coronavirus and its effects. And if she does, this issue will not likely be a controversial one. In fact, over 70% of Alabamians support this idea, according to a recent Cygnal poll.
Even so, it is an important move. The state government has the ability to inject some stability into a healthcare field riddled with questions. Doing so is in the best interest, not only of our healthcare system, but of our state as a whole.
Parker Snider is the Director of Policy Analysis for the Alabama Policy Institute (API).
API is an independent, nonpartisan, nonprofit research and educational organization dedicated to free markets, limited government, and strong families, learn more at alabamapolicy.org.