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Bradley steps down, but can Paine be saved?

URBANPROWEEKLY.COM

September 18 - 24, 2014 VOL. 4 NO. 3

‘the ship is running aloose’ Marion Williams

Photo by Vincent Hobbs

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FEATURE

Can Paine be saved?

The departure of Bradley may have stopped the bleeding, but Paine College, like many other HBCUs, is on a losing streak.

By Frederick Benjamin Sr. UrbanProWeekly staff writer

AUGUSTA The problems facing the nation’s historically black colleges and universities (HCBU) are not new. One can only marvel at the resilience of so many of them in the face persistent financial problems that dog just about every minority-based cultural institution from the Negro Leagues to most other post-segregation black businesses — including the black press.

While many of the state and federally funded public HBCUs still have a lifeline (albeit too slim), the nation’s private HBCUs like Paine College too often must fend for themselves.

While public and private HBCUs have differing institutional mandates as well as missions they share the fundamental problems created by declining enrollments and rising costs. Cash flow problems are right at the top of the list for most HBCUs whether public or private.

Too often people lose sight of the fact that all colleges and universities, whether public or private, have to attract students which they then have to house, feed, protect and educate. They face many of the problems that cities and towns face but without the ability to depend on tax revenue.

New buildings and other infrastructure look good to those on the outside looking in, but those buildings and infrastructure improvements have to be maintained, have to be kept clean.

Then there are the challenges posed by attempting to stay relevant in a world that is growing by leaps and bounds technologically.

It’s never enough just to say that we need institutions like Paine College.

That goes without saying. The most relevant question will always be, who is going to pay for Paine? The students don’t have the resources, the government is always in cutback mode, the alumni can help, but that’s hit and miss.

The millions of dollars in donations from athletes and celebrities are fine,

but, if the nation’s HBCUs are to survive, billions of dollars are needed.

A recent article by Ry Rivard entitled “Fighting for Survival” goes into much more detail of the plight faced by public HCBUs. What follows are some of the conclusions and insights highlighted in that article.

According to Rivard, revenue shortfalls have forced HBCUs to eliminate jobs and, in some cases, programs, which makes it more difficult to attract more students.

Enrollment declines, cuts to government financial aid, leadership controversies and heightened oversight are working together to threaten some HBCUs in new ways and perhaps even jeopardize their existence, according to people who study, work with and have led HBCUs. Some private black colleges, like other tuition-dependent private institutions, are also struggling, but public HBCUs are being tugged at by a variety of forces, old and new.

Black colleges were created as part of segregated higher education systems, were starved for resources for much of their history, and generally lack the academic facilities, faculty salary pools and other features found at top public universities. In an era when state leaders are talking about degree completion and speeding up graduation times, many public HBCUs remain proud of historic missions that include taking chances on students who went to poor high schools and who may face long odds.

The hits keep on coming.

Some obstacles faced by HBCUs are wholly new.

In 2011, the federal government limited the ability of students to use Pell Grants to a total of 12 semesters. Before, Pell had covered up to 18 semesters of college. The change was significant for HBCU students, who take longer on average to finish, and, in turn, HBCUs themselves, which lost tuition revenue because the students couldn’t afford to keep attending. About 85 percent of

HBCU students receive Pell Grants, and only about a third of HBCU students graduate within six years, said Marybeth Gasman, a professor of higher education at the University of Pennsylvania who studies colleges that educate minorities.

The federal government has also tightened eligibility for Parent PLUS loans, which were used by many HBCU students’ families to pay for college.

HBCU leaders have called the changes, also made in 2011, a “crisis” that limits students’ access to higher education.

Other accountability measures by states and the federal government could punish HBCUs that have low graduation rates or have students who do poorly after they graduate. While it may be too soon to tell, HBCU watchers warn the effects could be disastrous.

“It’s going to be ugly. It could be a bloodbath,” said Johnny C. Taylor Jr., the president and CEO of the Thurgood Marshall College Fund. Forty-seven HBCUs and predominantly black colleges are members of the fund-raising organization.

Taylor said HBCUs, sometimes with fewer resources than predominantly white publics, are trying to educate students with less preparation for college – and now they’re going to be punished for not getting great results.

“You’re asking me to do more with kids who have more need with less resources and then you’re going to hold me accountable if I don’t retain them and graduate them in a shorter period of time,” he said, referring in particular to the effects of the cuts to Pell.

Another rule that yanks federal financial aid from colleges with a high default rate has previously exempted HBCUs from punishment. That’s set to change.

Next year, HBCUs risk running afoul of federal borrowing thresholds. New standards would eliminate federal aid eligibility if a third of borrowers default within three years of when they begin to repay their loans.

Some HBCUs are looking to expand their enrollment base. Three public HBCUs – West Virginia State University,

Dr. George C. Bradley resigned his position as Paine College president this week.

Photo by Vincent Hobbs Bluefield State College in West Virginia and Lincoln University in Missouri – already have more white students than black students.

Other HBCUs have to deal with management issues. There are seven presidential vacancies at public HBCUs since August, according to Alvin J. Schexnider, a former public HBCU president and author of Saving Black Colleges, a book on HBCU leadership.

Schexnider, a former chancellor at Winston-Salem State University, a public HBCU in North Carolina, argues that black colleges now have little or no margin for error, so they need top-notch boards and presidents. He warns against trustees and governing boards fighting with presidents, failed HBCU presidents who have been recycled and hired by another HBCU, and HBCU leaders of all kinds who fail to adapt to a changing world.

Can Paine be saved? The jury is still out.

UrbanProWeekly • SEPTEMBER 18 - 24, 2014

CITY

UrbanProWeekly - SEPTEMBER 18 - 24, 2014

4

CITY

FEATURE

New city administrator plans to “hit the ground running”

By Frederick Benjamin Sr. UrbanProWeekly Staff Writer

Janice Allen Jackson learned that she had been selected as the new Augusta city administrator while on

AUGUSTA Janice Allen Jackson knew that the Augusta-Richmond board of commissioners was to take up the matter of selecting a new city administrator at Tuesday’s regular meeting, but she was unable to monitor the discussion in real time.

“I learned about the vote on Facebook,” the Charlotte, North Carolina resident told UPW a few hours after the vote.

Jackson, one of the two remaining finalists still in the running for the position, has been keeping abreast of Augusta goings on since the search was suddenly suspended in July following the rejection of Mayor Deke Copenhaver’s recommended candidate Oscar Rodriguez.

“I’ve been checking the Augusta media websites at least two times a week since July. I didn’t want to come in entirely cold,” she said.

Jackson said that she was aware of the recent tax hike, efforts of downtown redevelopment and other issues.

When asked how she felt when the commissioners stopped the search in July, Jackson said, “I was not terribly surprised. I’ve been around political bodies alot. If they felt as if they needed to suspend the search, I understood.”

By not following the discussion online word for word, Jackson was spared the uncertainty that was injected into the discussion when some commissioners sought to derail the process in favor of giving the position to interim administrator Tameka Allen.

She was delighted with the outcome, however.

“This has been the ideal situation,” Jackson said about the selection being made in September rather than waiting until January 2015. “Now I can get more familiar with the issues and can hit the ground running. Also, I have two teenagers that I have to get situated.

Hopefully, the new mayor and commissioners will understand why it was best for me to get the appointment early,” Jackson said.

Jackson said that she didn’t know Mayor-elect Hardie Davis, personally, but followed the mayoral election in May. “I’m familiar with his public positions,” she said.

Jackson sais that she will definitely be visiting Augusta before January.

Read Ms. Jackon’s leadership essay on the next page.

POLITICAL COMMENTARY

Selection process of new administrator went smoothly despite efforts to derail the process

By Frederick Benjamin Sr. UrbanProWeekly Staff Writer AUGUSTA The road toward hiring a new city administrator began very simply with a well-crafted motion by District 6 commissioner Ben Hasan.

Now while all votes begin with a motion, often times the motions are made up on the spur of the moment and often omit important procedural directives.

However, Mr. Hasan’s motion was crafted in such a simple manner as to be unambiguous and detailed enough to move the process forward without the need for amendments or further

tinkering.

Indeed, if the motion were voted on in its entirety, there would not even be any need to “go back to committee” to flesh it out even further.

In a word, it was a most elegant motion.

After a brief introduction Mr. Hasan put forth the following: I’d like to make a motion that the commission resume the recruitment process and I place in nomination Ms Janice Jackson from the mayor’s list of qualified candidates for the position of Richmond County administrator effective January 1 and also at the same time, together with the two super district commissioners allow someone to work with them, to

negotiate with Ms. Allen for a contract.

The motion was immediately seconded and then — the drama started.

Commissioner Bill Lockett, who knew what was up, attempted to get support for a substitute motion which would have derailed the intent of the Hasan motion. Lockett’s motion called for the process to be put on hold for 30 days until such time as the commission could discuss whether the interim administrator, Tameka Allen, was interested in the job.

Further, Mr. Lockett suggested that the motion was “half-cocked” and would lead to a fragmented outcome which would not be in anyone’s best

interests.

Further, he suggested that, not to offer the job to Ms. Allen would be an insult, not only to Allen, but to the city’s 2000+ employees who only stick with the city’s low-paying jobs because of some perceived opportunity to move up in the ranks.

Besides which, Lockett said, Ms. Allen has been doing an outstanding job.

Lockett’s motion was supported by Commissioner Wayne Guilfoyle who suggested that the whole process was out of order because there were no discussions about salary, evaluations or the opportunity to “work as a unit.”

That was just about all that commisContinued on next page

Vote from page 4

My leadership journey

Everything I didn’t learn in kindergarten An essay by Janice Allen Jackson, Augusta’s city administrator

I

n 1988, Robert Fulghum released a bestseller entitled All I Really Need to Know I Learned in Kindergarten. It is a collection of essays about everyday life presented in a humorous and thought-provoking way. Fulghum is (or has been at various points) a minister, musician, painter, sculptor, teacher, and author, which qualifies him for insight if nothing else. While others have used his work as a leadership guide -- and I believe it has merit in that context -- I wish I could say leadership was that elementary. If it were, seems like all of us would be better at it.

It has taken me quite a few years beyond kindergarten to gain a good understanding of leadership, but now, after graduate school and 20 years of working, volunteering, on top of a lifetime of watching family and church dynamics, I’ve shaped my thoughts on what I really need to know about leadership.

My personal journey with what society refers to as formal leadership started in the 10th grade, when I sought to become secretary of the Student Council at the Academy of Richmond County (ARC), in Augusta, GA. I can’t tell you what motivated me to run: Boredom? Recognition of the need for diversity in student government? A nudge from a teacher? An opportunity to enhance my college applications?

Though it was a four-person race, my greatest competition came from Robin Dixon. We were always friendly, two genteel Southern ladies in training. I knew she had me on the ropes when she started handing out candy; everybody likes candy, and it was beyond my budget (and unoriginal) to do likewise. My response was to engage the “boys (and girls) in the hood.” Because registration was required to vote, I spent a lot of time talking to them about it -- in fact more time than I spent explaining my platform, whatever it was. And I developed an untested idea: Get posters, ask friends to sign them, and post them around the building as a demonstration of support for my campaign.

Rides to and fro on school bus #101 became my most fruitful campaigning time. I picked up some key leadership

skills on the way to a narrow victory: Planning; organization; mobilization; time management; public speaking in formal and informal settings; keeping an eye on the competition; identifying my core constituency; overcoming budgetary limitations.

Once in office, though, all I could see was the work. The Student Council planned events, but I can’t say we created anything new or different, or that our “leadership” resulted in anything that would not have happened anyway.

I learned much about the demands of service and commitment – two critical aspects of leadership. But I don’t recall much else. Were we poor leaders?

Did our constituents and faculty advisors not demand enough of us? Were service and commitment the primary things the experience was designed to teach us?

I left that experience feeling that the greatest real leadership we demonstrated was in the act of running for office. We had to stick our necks out, chancing a public defeat. We had to persuade others to see things our way, knowing all would not. We took on a considerable and somewhat complex challenge in a diverse student body of 1,600. Race was a factor. The population was roughly 50-50, black-white. Socio-economic status was also a factor: upper-crust old guard Augusta families, military brats, and public housing residents sat side-by-side in our classrooms, cafeteria, clubs, and athletic squads.

(Well, not exactly side-by-side, but that is another story.)

My search was on for the real meaning of leadership.

Upon graduation from ARC, I continued my academic and leadership journeys at the College of William and Mary. During my college years, I pledged a sorority, was active with the Black Student Organization, and was selected by the president of the college to be one of his Aides. I learned the fine art of graciousness in the presence of dignitaries, making small talk at cocktail receptions, exchanging ideas in a small group setting. Pledging a predominately African-American Greek letter organization, especially in those days, taught teamwork, division of labor, dedication to a purpose, democra-

cy/group decision-making, priority setting and ingenuity. I honed the mental toughness to function under hostile conditions. I learned that it is possible to work successfully with people you didn’t choose to be on your team if the objectives are clear. Later, I was inducted into Omicron Delta Kappa, in recognition of outstanding leadership, scholarship and service to the William and Mary community. While I certainly appreciated the recognition, I still wondered where the “leadership” was. Though participation with a few campus organizations was apparently enough to be considered a leader, I was not satisfied with that. Again, I felt the lessons learned were all useful for leaders, but, still, where was the leadership?

Since that time, I also have led in faith-based settings. The faith-based leadership opportunities taught me tough lessons regarding the need for structure, accountability, transparency and gaining buy-in on major activities. Most importantly, I learned that the ultimate management manual -- the Bible -- is readily available, if we’d ever think to use it as such.

I could certainly go on about particular experiences and which leadership skills I gleaned from them, as well as my doubts about whether those experiences represented true leadership. But I hope by now you are getting my point: There are a lot of things we call “leadership” that I am not sure meet the standard.

The key points in my evolution as a leader were when I witnessed things happen such as the construction of a new edifice in the face of many obstacles, or maintaining calm during a natural disaster, that might not have happened had I not put various leadership skills to work.

Opportunities abound to learn good leadership skills, but simply learning those skills doesn’t make anyone a true leader. Leaders shape new realities, usually by making the unexpected happen; better leaders shape better realities, sometimes by making the inconceivable happen.

No, I didn’t learn all I needed to know about leadership in kindergarten, so thankfully, my learning didn’t stop there.

UrbanProWeekly • SEPTEMBER 18 - 24, 2014

sioner Williams could stand.

After blasting the rationale of the Lockett-Guilfoyle gambit, Williams wound up and let loose with a torrid attack aimed at no one in particular.

“I don’t know what kind of games we are playing. The ship is running a loose.

There is nobody directing the ship . . .

I appreciate Ms. Allen sitting in her seat . . . she said she didn’t want the job . . .she wanted to go back to IT . . . now we want to act like we don’t know what we’re doing . . . you’re not lying to me you’re lying to yourself!”

Commissioner Mary Davis seemed appalled at the outburst from Williams and appeared to be dismayed. After apologizing to Ms. Allen and decrying the whole process which she suggested should have been done in executive session, she called on the city attorney to comment on whether the process was being handled properly.

City attorney MacKenzie ruled that the entire process was in order and even Mayor Deke Copenhaver suggested that the commissioners had every right to consider the appointment of Ms. Jackson.

Things might have gone on to a vote right then and there, but Commissioner Alvin Mason had something he wanted to expound upon.

Mason said that it had always been his recollection that Ms. Allen didn’t want the city administrator’s job. In fact, Ms. Allen had not applied for the job when given the opportunity to do so.

He then asked her — point blank — if she was interested in the position.

Immediately, the mayor told her that she didn’t have to answer that if she didn’t want to.

Ms. Davis appeared aghast, embarrassed.

But Allen didn’t hesitate to answer.

However, she didn’t answer Mason’s direct query. It was clear that she was still chafing over Marion Williams comment that “the ship is running a loose.”

Allen said, “Let me assure you that there is someone running the ship.”

She then proceeded to defend her 20 years of dedicated service to the city ­ — “at times doing two jobs” — and declared that things can’t change in eight months that have been set in stone for 10 years.

She the pledged that she would continue to be committed to the city and then the vote was taken.

Lockett’s motion to delay the process for 30 days failed 3-6.

The motion to hire Jackson passed 7-2. Mary Davis and Wayne Guilfoyle voted against it.

5

UrbanProWeekly - SEPTEMBER 18 - 24, 2014

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By Ben Sisario When it was introduced by Clear Channel Communications in 2008, the iHeartRadio app had a humble job as an online outlet for the radio giant’s 800-plus stations.

Now iHeartRadio has become such a central part of Clear Channel’s efforts to remake itself as a multiplatform media company that “iHeart” has become the new identity of the entire operation.

On Tuesday, Clear Channel — by far the largest operator of radio stations in the United States — renamed itself iHeartMedia, in recognition of what Robert W. Pittman, the company’s chief executive, says is how thoroughly the iHeartRadio franchise has become incorporated into virtually everything Clear Channel does.

For Clear Channel, the rebranding is also an effort to reshape perceptions of the company for the digital age, when radio’s dominance is being challenged by digital newcomers like Pandora and Spotify. The company began in the 1970s and was taken over as part of a $17.9 billion private

equity deal that was completed at the peak of the market in 2008 — and which saddled the company with a mountain of debt.

As Clear Channel’s all-purpose audio brand, the iHeartRadio name is attached to a new awards show and multiple live events around the country. Those events include the annual iHeartRadio Music Festival, which returns to Las Vegas for a fourth time on Friday and Saturday, with performances by Taylor Swift, Coldplay, One Direction, Iggy Azalea and many other pop acts eager to curry favor with the country’s most powerful broadcaster.

Across the country, listeners to Clear Channel’s various radio stations, like the popular Top 40 outlets Z100 in New York (WHTZ, 100.3 FM) and KIIS in Los Angeles (102.7 FM), can scarcely listen to an hour of music without having disc jockeys exhort them to try the app and interact with them on “iHeart”-themed websites and social-media channels — making iHeartRadio a valuable national brand in what is largely a local radio business.

“To capture all these concepts and still call it the legacy name,” Mr. Pittman said in an interview, “really is a disservice to what we are and what people here have built. So we’ve taken our biggest national brand, our newest brand, our most digital brand, and made that the name of the company.”

According to Clear Channel, more than 50 million people have registered for the iHeartRadio app. And the larger iHeartRadio Network,

which includes the broadcast station websites, is visited by 97 million people each month. Yet online listening — and the advertising revenue it brings — is still small compared with traditional broadcast radio.

Clear Channel says it reaches 245 million people in the United States each month through its various platforms, but according to Mr. Pittman, less than 5 percent of the listening to the company’s programming is digital.

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Clear Channel renames itself iHeartMedia in nod to digital

UrbanProWeekly - SEPTEMBER 18 - 24, 2014

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IMAGES

EDUCATION

CSRA COLLEGE NIGHT

Thousands of high school seniors and juniors throughout the region crowded into the James Brown Arena recently to get information for college admissions.

Morehouse College graduate Titus Nichols (R), an assistant district attorney in the Augusta Judicial Circuit, talks to students and parents attending CSRA College Night, held at the James Brown Arena.

Photo by Vincent Hobbs

Chyna James, a “Southern Ambassador� from Georgia Southern University, talks to a group of parents and students attending CSRA College Night, held at the James Brown Arena.

Photo by Vincent Hobbs

Grovetown High School senior Jen-Liz Maldonado and her father Joel (R), share a laugh with a recruiter from the US Air Force Academy during CSRA College Night, held at the James Brown Arena.

Photo by Vincent Hobbs

SPORTS

UrbanProWeekly • SEPTEMBER 18 - 24, 2014

IMAGES

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Paine College head volleyball coach Kisha Lucette instructs her team during a timeout in a game against GRU at Christenberry Fieldhouse.

The Lady Lions fell to the Lady Jags with a final score of 3-0 at the GRU Augusta Invitational.

Photo by Vincent Hoobbs

GRU defeats Paine 3-0 GRU Lady Jaguars volleyball player Kailla Baptiste (L) gets the ball over the net as Paine College’s Kayla Lewis (center) and Tiera Daughtery (R) jump for the block during the last game of the GRU Augusta Invitational, held at Christenberry Fieldhouse. The Lady Jags prevailed against the Lady Lions with a final score of 3-0.

Photo by Vincent Hobbs

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UPW FORUM COMMENTARY

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Rethinking football

By Kristie Robin Johnson It is not uncommon for many southern mothers, like myself, to spend the first weeks of September adjusting their schedules to accommodate little league football games, hauling sweaty school-aged boys with wide toothless grins to and fro evening practices, and searching the internet to find the best ways to eradicate grass stains from white padded pants and brightly colored jerseys.

Some of us do it to serve tradition.

Our dads or brothers played and we want to continue the custom with our sons. Others do it because they believe that it teaches children sought-after values like teamwork and discipline. They say that it builds character. Others will tell you they do it because football is just plain, hard-hitting fun. Nothing more, nothing less. No matter what reason we give for putting our most precious possessions in the hands of

often high-strung coaches week in and week out, if we are being really honest with ourselves, many moms are beginning to have second thoughts about letting our kids play following the recent horrendous news surrounding the National Football League.

Without a doubt, the Ray Rice and Adrian Peterson sagas have caused me to wonder whether I am preparing my son to be a standout athlete or a barbarous brute. The stories really made me consider if violent behavior is symptomatic of football, or is it the other way around? Is the game of football the creation of a society obsessed with violence?

No matter where you stand on the Rice and Peterson situations, you have to know that domestic violence is not just a problem for the families of football players. It’s a problem that exists in one out every four American households.

Ray Rice wasn’t the first person to

attack his partner and most certainly won’t be the last. And truthfully speaking, if I pass judgment on Peterson, I’d have to pass that same judgment on my own grandmother and great-grandmother. Both players were wrong (as were my beloved matriarchs, as much as I hate to admit it). Nevertheless, a small part of that guilt has to rest on the hands of a society where the victimization of women and children (especially women and children of color) is not only commonplace, but expected in some cases.

Think about it. When you see a mom in the mall or grocery store trying desperately to deal with a clearly unruly child, there are still a good number of folks who will conclude that the child needs to be spanked, whooped, smacked, hit or whatever you prefer to call it. Like it or not, that’s how many of us have been conditioned. It’s a holdover from our slave-based society of the past. The best way to control

a person’s behavior is to inflict pain upon them until they submit. That is the crux of corporal punishment and that particular way of thinking has invaded the subconscious of our culture in almost every perceivable way.

It’s an unhealthy cycle that every one of us must learn to first recognize, then eliminate within our own lives.

So I will remain on the sideline this season, cheering for my son as he enjoys what’s sure to be one of the best times of his life, playing the game that he has grown to love. As he plays, I’ll be praying—praying for my child’s safety and praying that we as a nation can get to a place where violence is a rare, last resort and that we can learn to leave the aggression where it belongs—on the field.

KristieRobinJo@gmail.com @KristieRobinJ on Twitter http://kristierobinspeaks.wordpress. com/

Another election year – another sneak attack

By Al M. Gray

Four years ago last month, in the middle of the last gubernatorial election, the people of Augusta were victimized by the Georgia Special Council on Tax Reform and Fairness when it met in Augusta. The media, pubic, and officialdom had their attention on Georgia football and scandalous revelations about candidate for governor Nathan Deal, not boring tax reform. What came out of that meeting mostly became law during the closing days of the next legislative session and it will cost Augusta $6 million to $8 million a year in LOST, ELOST, SPLOST and TSPLOST money by the time it is fully implemented in 2016.

Your humble scribe was the only person to voice opposition and, presumably, the only person to alert an Augusta Commissioner.

Testimony by one manufacturing plant’s accountant revealed that her facility alone would save $2 million a year in sales tax revenues.

What she left out was that her gain would be Augusta’s loss. Recently Augusta Commissioner Bill Lockett

explained, correctly, that the necessity to raise property tax was the direct result of the losses to Local Option Sales Tax component of the general fund from that 2011 “Tax Reform” bill’s exemptions to manufacturing plants.

Today citizens had better act fast, for the Gold Dome Cowboys of the Georgia legislature are sending out something called the Joint Study Committee on Critical Transportation Infrastructure Funding JSCOCTIF around the state with a meeting set for Augusta on Tuesday, September 30. With only two weeks left until the meeting is held, the time and place for the meeting has not been set! Why would the Gold Dome politicians want to hide the date for this important Augusta meeting? Why are the meetings coming under the cover of furious political contests for the US Senate, US House 12th District, and the office of Governor of Georgia? Why should we citizens be concerned?

The purpose of the meeting is to discuss transportation funding in Georgia. Augusta and 12 adjoining CSR A counties have already

stepped to the plate to fund additional transportation by passing the TIA 2010 regional referendum, something that 75% of the rest of Georgia rejected!

At the first meeting in Columbus, Department of Transportation Board member Sam Wellborn testified in favor of raising the STATEWIDE gasoline tax! What this means is, if that happens, that WE WILL GET TA XED NOT TWICE, BUT THREE TIMES FOR TR ANSPORTATION! Prior to passage of the regional TIA 2010 referendum, Augustans and other Georgia CSR A were already paying motor fuel taxes that went to transportation, other than about $140 million per year that these same legislators keep diverting to non-transportation spending. In addition, most of the legislative leaders behind these meetings are supporters of scandal-ridden Governor Nathan Deal, a man who pushed the failed TIA 2010 program while assuring voters that funding would be “guaranteed” for the investment list projects in the program. Now, after the

Metro Atlanta area rejected TIA 2010, the possibilities of Governor Deal mentioning making Augusta whole on TIA funding in an election year are slim and none. His supporters are cringing at being confronted with that. The people have come to expect nothing honest from the Gold Dome in Atlanta.

Hiding meetings from irate voters has become routine.

The recent furor over the property tax increase in Augusta was unlike any uprising in recent memory.

When the Joint Study Committee on Critical Transpor tation Infrastructure Funding finally exposes the time and place of their hearing, let us give them a hearing that deafens them to where they fear tripling the number of transportation taxes we have to pay on top of the property tax increases that their last deception cost.

Al M. Gray is a CSR A political activist with a background in Cost Recovery Accounting and a frequent speaker to the Augusta Commission on public policy reform

13

The leader Augusta deserves

By Earl Ford Last week’s commentary on the issues faced by Augusta’s Disadvantaged Business Enterprise (DBE) program, while rooted in understandable impatience with the government’s ability to find a solution, seemed to be entirely one-sided. There’s a lot more to the problem than what the program’s director, Ms. Yvonne Gentry, is willing to discuss with the media—or with Augusta’s elected officials.

Let’s look at the length of Ms. Gentry’s tenure with the DBE program. She was hired in 2005 to develop policies that would favor both local businesses in general and those owned by minorities. Since then, she has added approximately only 45 businesses to a list of local vendors, under the Local Small Business Opportunity Program (LSBOP). The LSBOP is a race/gender neutral program developed as a result of the enjoinment which initially prohibited Augusta, Georgia from implementing a race/gender-conscious program; based on the results of the 2009 Disparity Study which identified discrimination in the awards of city bids and contracts.

Last week’s article references a history of benign neglect of the DBE program by Augusta officials—but a quick look at Augusta records will reveal to anyone interested that even

LETTERS

as recently as 2010, the makeup of the Commission was vastly different than it is now. The Commission has been a variable in this equation. The constant over the last ten years has been Ms. Gentry herself. And as for Ms. Geri Sams—her tenure with Procurement began in 1996. Ms. Sams has had years to push for DBE to come under the purview of her office; if she’s doing it now, there might be a reason. Plus, consider this—Ms. Sams was on the panel that interviewed Ms. Gentry for the DBE position and voted in favor of her getting the job! It is obvious Ms. Sams’ agenda is not personal.

Second, Ms. Gentry is paid a handsome salary as the DBE Coordinator.

Why does she need to rely on the advice of an outside consultant, namely Ms. Colette Holt, to tell her how to do her job? Ms. Gentry required Ms. Holt to tell her that it was time to implement a true DBE Program that is race/gender-conscious. Ms. Gentry should have developed the minority program when the modified court order was implemented back in 2011. The original court order and the modification are posted on the Procurement website.

Furthermore, Ms. Holt advised Ms. Gentry to initiate an electronic form of data collection. In the 21st Century, that should seem like an obvious answer—but not to Ms. Gentry. Ms. Gentry has been collecting data going

back to 2008 to support a new disparity study. One would assume she been doing this electronically all along; however, this is not the case. Ms. Sams is aware that Ms. Gentry’s data collection will not withstand “strict scrutiny” and therefore cannot be used to support a new disparity study at this time, which is the reason Ms. Sams is suggesting delay in initiating the new study.

Ms. Sams wisely advises correcting the data from 2008 through 2012 first and of course she plans to oversee and take accountability for the rectification by moving DBE under Procurement.

Providing complete and valid data will ensure the results of the disparity study are accurate and will help offset the cost of $548,000. It’s entirely possible that Ms. Holt isn’t even aware that the data in its current state is incomplete and lacks integrity.

Ms. Gentry has informed several Commissioners there is a “risk of losing federal dollars” if DBE is moved under Procurement. Ms. Gentry claims 49 CFR Part 26.25 requires the DBE Liaison to have “direct and independent access to the Chief Executive Officer” (Mayor and Commission).

She leaves out the rest: “concerning DBE Program matters.” Moving DBE under Procurement won’t violate this regulation, because Ms. Gentry would have “dotted line reporting” to the Mayor and Commissioners “con-

cerning DBE Program matters.” Mr. Brian Lee, FTA Civil Rights Officer, Washington D.C. can corroborate there is no risk to losing federal funds as long as the organizational structure is revised.

The problem doesn’t rest with Ms. Sams, or with the law department, but with Ms. Gentry’s inability to competently administrate the DBE program. Ask yourselves this: what measurable results has Ms. Gentry produced? Has the LSBOP increased business opportunities and award of city contracts for Local AND Minority business owners? If so, by how many dollars? Has Ms. Gentry made a significant impact on decreasing discrimination identified by the 2009 disparity study? If so by what percentage? These are concrete measurements that should be used to determine Ms. Gentry’s performance for the past 9 years. Who’s going to evaluate Ms. Gentry’s performance though? She answers to no one.

To borrow from the most recent franchise of Batman movies, Yvonne Gentry is not the DBE leader Augusta needs. However, if the Commission doesn’t finally take decisive action— either by providing administrative oversight of Ms. Gentry’s work, placing her office under the direction of Procurement, or by relieving Ms. Gentry of her position—she just might be the leader Augusta deserves.

READER TAKES ISSUE WITH RADIO HOST’S STANCE

This is in response to the Austin Rhodes’ Metro Spirit article titled, “An Open Letter to Augusta’s New School Superintendent.” In the words of Solomon, there is nothing new under the sun. Likewise, Austin’s letter is a retread of the same drivel offered up to the previous Richmond County School Superintendent. After welcoming Dr. Pringle to Augusta, Rhodes attempts to establish himself worthy of offering advice to a highly educated school system superintendent. As usual, Rhodes touts his wife’s educational accomplishments as if through osmosis her educational credentials are now applicable to him.

Next, Rhodes goes on to fix blame on certain parents and students for

the shortcomings of the Richmond County school system. He believes the administrators and faculty are not culpable. Obviously, Austin does not understand the meaning of leadership. Ralph Waldo Emerson said, “The speed of the leader determines the rate of the pack”.

As a parent, Rhodes should know it takes a village and lots of money to raise a child. The child is influenced by the activities of the village, whether good, bad, positive or negative.

Therefore, the success or failure of a child is a reflection on the village, not just the parents. The village must accept responsibility for both. Ms. Jessye Norman is a native Augustan and Grammy award-winning opera

singer. Charles Walker is former state senator and also a convicted felon.

Both were products of the same village. The school system is a component of the village. Its success or failure is everyone’s responsibility, especially those in positions of leadership.

Leaders must be solution seekers, not faultfinders. Russell Ewing said, “A leader does not fix blame, but corrects mistakes”.

Austin Rhodes is a successful radio personality who commands a large, diverse listening audience. He has tremendous influence. Hence, Rhodes is a leader. Therefore, instead of being overly critical and fixing blame, he should use his vast influence to encourage educators, under-

performing students, and their parents. Abraham Lincoln said, “If you have a mind to criticize, have a heart to help”.

Dr. Angela Pringle symbolizes a new beginning for the Richmond County school system. She is the first female school superintendent.

As such, she is living the words of Ralph Waldo Emerson who said, “Do not follow where the path may lead.

Go, instead, where there is no path and leave a trail”. It will be up to the citizens of Augusta whether it’s a trail of high achievement and success or mediocrity and failure. That includes Austin Rhodes.

Kevin Palmer, Martinez, GA

UrbanProWeekly • SEPTEMBER 18 - 24, 2014

UPW FORUM COMMENTARY

14 UrbanProWeekly - SEPTEMBER 18 - 24, 2014

POL COM

A postcard from London from Dr. Martin Luther King Jr., top right, and a rosary, bottom right, are two of more than 8,000 items in the Rosa Parks collection at Guernsey’s Auctioneers in New York. Detroit Free Press

Rosa Parks’ heirs gain from estate sale

By Bill Laitner Detroit Free Press DETROIT It has been hidden from view since her death in 2005 at age 92.

But this week’s sale of the estate of civil rights icon Rosa Parks — including her Congressional Medal of Freedom — was a relief to lawyers and family members locked in an eight-year court fight, said the attorney for Parks’ heirs.

The sale had two Detroitarea museum directors hopeful that the collection might soon be available to scholars and the public. The owner of the New York auction house that sold the collection said the buyer was seeking a museum or college that would house the collection.

One of Parks’ nieces said she and family members shared that hope that scholars and the rest of the public will be able to view the collection.

Sheila Keys, 55, of Northville and other heirs met with the attorney Friday to confirm their expected inheritance of shares in the sale to a foundation endowed

by Omaha billionaire Warren Buffett for $4.5 million.

“It has been a long, long road,” Keys said.

“We’re really pleased that the

Buffett Foundation purchased it.

They do some good things,” she said, adding: “Our feeling is that this was priceless, and our aunt was priceless.”

“And we know that the check won’t bounce,” quipped the heirs’ attorney, Larry Pepper.

Qualifying as heirs are Parks’ 13 surviving nieces and nephews, plus two children of a nephew who is deceased, Pepper said.

After the auctioneer’s commissioner of 12.5%, Pepper said 20% of the remaining proceeds of the sale was to be split among the heirs — resulting in shares of various amounts averaging around $50,000. Parks and her husband, Raymond Parks, had no children.

The remaining 80% is to go to the Rosa and Raymond Parks Institute for Self Development, which has operated for years on a shoestring budget of donations from an office on Griswold in downtown Detroit, said the institute’s attorney, Steve Cohen.

“It’s not a lot, individually, but we’re all pleased the way this has concluded,” Pepper said.

The Buffett Foundation “has no real place to exhibit this,” he added. So, family members hoped that Buffett’s son Howard, who runs the foundation, would donate the collection to a college or museum, Pepper said.

upw.grfx “You fasten the triggers for others to fire, then sit back and watch when the death count gets higher.” — Bob Dylan

U.S.A Mastery of War Come you masters of war You that build all the guns You that build the death planes You that build the big bombs You that hide behind walls You that hide behind desks I just want you to know I can see through your masks

You fasten the triggers For the others to fire Then you set back and watch When the death count gets higher You hide in your mansion As young people’s blood Flows out of their bodies And is buried in the mud

You that never done nothin’ But build to destroy You play with my world Like it’s your little toy You put a gun in my hand And you hide from my eyes And you turn and run farther When the fast bullets fly

You’ve thrown the worst fear That can ever be hurled Fear to bring children Into the world For threatening my baby Unborn and unnamed You ain’t worth the blood That runs in your veins

Like Judas of old You lie and deceive A world war can be won You want me to believe But I see through your eyes And I see through your brain Like I see through the water That runs down my drain

How much do I know To talk out of turn You might say that I’m young You might say I’m unlearned But there’s one thing I know Though I’m younger than you Even Jesus would never Forgive what you do ­— Bob Dylan, “Masters of War”

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