What have been the most important achievements for Clayton State University in recent years?

Our dedicated faculty and staff here at CSU all play a part in shaping the student experience, an experience that ultimately leads to graduation and an improved social positioning. When I reflect on the award ceremonies and highlights of commencement, I can’t help but get excited, but more is taking place during these moments. Our students are breaking barriers and creating legacies for their family when they cross the stage. These barrier breaking moments are important to me. 

Furthermore, the contributions of our faculty, through teaching and research, help to provide solutions for real-world challenges via experiential learning. For example, the College of Arts & Sciences received funding to support the opening of a CSI Lab, while the College of Business is partnering with a local agency to enhance student engagement through a consulting internship program.

The institution continues to achieve notable milestones. These include, but are not limited to, enrollment growth and the rebranding of the College of Information and Mathematical Sciences to the newly named College of STEM, to better align with workforce needs. Our nursing students achieved a 100% pass rate in both Spring and Fall 2024.

Among the things that came along with the Strategic Plan was the development of our social mobility summit, which was a gathering of students, faculty, staff, thought leaders and community members. The purpose of that summit is to discuss what social mobility looks like in action, how we meet our students where they are, how we help them to be successful, and the many pathways to graduation and utilizing their college degree in the labor market. It’s workforce development, salaries, career, better healthcare, and access that we want for our students.

What key initiatives or changes in the university’s strategic plan stand out?

The plan is ultimately about student success. Our strategies approach this holistically; we consider key elements that can determine the success of a student while in college, and we allow those elements to inform our work. The institution is engaging with the National Institute of Student Success (NISS) and working with this group to receive value-based recommendations on implementing best practices to support increased student retention, success, persistence, and graduation. Engaging with NISS directly focuses on a recent change to the University’s strategic plan. We recognize the significance of our collaboration, and this partnership enables the University to come up with solutions that center our students and their success.

Another pillar of our strategic plan is academic and career pathways. From this, we are in the process of establishing new programs that are directly connected to workforce development. For example, we launched the Bachelor’s Degree in Cyber Security, an artificial intelligence certificate and a cybersecurity certificate, all in the Fall of 2025. These programs are intended to equip our students with high-demand skills to meet the needs nationally in the technology industry.

We value collaboration and partnership as it allows us to extend our reach and impact. This in mind, another pillar that guides the University’s work is Strengthening Reputation and Brand Awareness with a focus on corporate and community engagement. Last year we launched a series of presidential round tables to address local needs. Our discussions engaged health care professionals, K-12 educators, film industry professionals, and local legislators.

From a leadership perspective, how do you approach building institutional resilience and agility?

It is so important that we remain focused on purpose and outcomes. With the fast pace of our environment, it is easy to get distracted, but we want to be nimble, while remaining focused on our goals. This requires a level of flexibility and a willingness to augment goals as the needs change. One of our values that has come out of our strategic planning process is adaptability. It is a skill set that the campus community relies upon as things change within our academic and professional landscape. An example is artificial intelligence. We are embracing AI as a campus community and learning the many ways that it can contribute to student and university success.

We are intentional about remaining informed on the latest industry trends and standards; this includes technological changes, and the variety of ways that we can reach our students. In keeping our focus, there is a level of agility and adaptability that keeps us relevant. Just recently, we developed a new master’s program to address significant challenges that the local K12 school district was experiencing in identifying and retaining quality schoolteachers. Within a short amount of time, we created a master’s program to certify teachers and give them an advanced degree, if they already had their Bachelors. The program was directly connected to the school district, and our graduates found local employment. There was a need, the school system created this opportunity, and we adjusted one of our programs; it was quickly approved, and the courses are now widely available.

How are you working to ensure that student support systems remain responsive?

Being guided by our mission of Social Mobility, as an institution we prioritize understanding our students, their needs, and being able to identify when additional support is needed to keep them on track. The average age of our students is approximately 24 years old. Many of them work, take care of family members, or have their own family. As a result, we are constantly looking at ways to provide services that facilitate progress towards graduation.

For example, the institution’s grant funded childcare subsidy initiative addresses some of the particular hurdles that students with children face while trying to complete their degree. The childcare assistance program provides grants for students who have a need for childcare.

Looking ahead, what are your top priorities for Clayton State University over the near term?

Our “North Star” at Clayton State University is to earn the distinction of being the #1 University for Social Mobility in the state of Georgia. We plan to have record enrollment and student success, expand high demand academic programs, modernize campus facilities, strengthen our position as a top employer, and launch a capital campaign.

As an anchor institution in the south Metro of Atlanta, we are poised to be a catalyst for social mobility in the region and are laser-focused on these priorities.

In an interview with Focus:, Bennish Brown, president and CEO of Destination Augusta, noted that “Augusta is not a golf destination. We are a destination that happens to host the most revered and well-known golf tournament in the world,” as he emphasized the city’s rich musical heritage, culinary scene, and military ties.

Could you share an overview of the work that Destination Augusta does and what have been some key highlights over the past year?

I have been with Augusta for seven years now, and one thing that we have focused on is telling the great story of Augusta, especially with Augusta National Golf Course here. Since 2018, our work has really centered on how to tell the story of Augusta the other 51 weeks out of the year as we strive to get to the heart and soul of what Augusta is like outside of that huge global event we host.

I believe we have done a great job of speaking to our biggest asset, which is our people. In our marketing, you will see that we cannot tell Augusta’s story without highlighting the diverse population in both this city and the metro area. We are a city of about 200,000 people. Depending on the census, we are either the second or third largest city in Georgia, often competing with Columbus. We are the second oldest city in the state, and we carry a rich history of resilience and innovation. In a few years, Augusta will be nearly 300 years old, and so we are a city deeply rooted in history while always looking toward the next innovation.

This is why Augusta is not a golf destination. We are a destination that happens to host the most revered and well-known golf tournament in the world. In fact, we are anchored in music, as Augusta is the home of James Brown, the Godfather of Soul, and Jessye Norman, an opera superstar who sang for kings and queens. We are also the home of Hulk Hogan. 

How does the city balance honoring its traditions with positioning itself as a forward-thinking destination while enhancing its cultural and musical tourism?

We are working to amplify our live music scene. One exciting development involves James Brown. For years, people have wanted a deeper glimpse into his life. Primary Wave, a company based in New York, acquired his estate about three years ago. They own the estates of Whitney Houston, Prince, and other music legends. They are now exploring ways to open the house where James Brown lived when he passed, allowing the public to see the life of a man who rose from the cotton fields of Georgia and South Carolina to become a global icon.

Our culinary scene is another strength. Vera Stewart, a local culinary figure, represents the best of Augusta. She once beat Bobby Flay in a cook-off competition, which put her on the map. Originally a local caterer, she now has a syndicated TV show reaching 71 markets. Vera embodies Southern culture while constantly innovating.

Augusta is also a military community. Fort Eisenhower, formerly Fort Gordon, is home to the Army Cyber Headquarters and the Cyber Center of Excellence. This speaks to our future-oriented mindset as many modern battles are fought on computers rather than on the ground, and Augusta is at the center of that.

We are a university town with Augusta University, which includes the Medical College of Georgia. We produce many doctors who stay in the state, along with cutting-edge research in cancer, Alzheimer’s, and dementia. These are stories we do not always highlight enough, but we are proud to share them.

Returning to golf, a story that has resonated involves the Black caddies. We now share an experience called Black Caddies: Men on the Bag. No other destination has this story. For about 30 years, Augusta National operated with Black caddies from nearby communities who could not play the course themselves. They would sneak on after hours to study the greens, becoming experts who helped golf legends win green jackets. A few of these men are still alive to tell their stories firsthand, and we are diving deeper into this incredible history.

Have there been any significant shifts over the past year or two in terms of visitors coming to the Augusta region?

Let me provide some historical perspective. We continue to grow phenomenally within our visitor industry and tourism sector. In 2014, for example, total visitor spending in Augusta was approximately $400 million. Now, just over the past two years, that figure has surpassed $800 million in visitor spending, so I have made the bold prediction that within a few years we will become a $1 billion industry in terms of economic impact on our destination.

Tourism is alive and well here. We are a convention city with a convention center, and our team works to bring incremental business to support its operations year-round. This has allowed tourism to have an $800 million impact, and our infrastructure continues to expand. We have approximately 7,000 hotel rooms, and for many events, we sell out. Augusta serves as the regional hub, supporting adjoining counties. We are a border city, situated next to North Augusta in Aiken County, South Carolina, and we collaborate closely with our neighbors across state lines.

Additionally, we are a sports city beyond golf. For decades, we have hosted the Iron Man 70.3 event, as well as a Nike high school basketball tournament. We have hosted both the young men’s and young women’s tournaments in the past, but for nearly 30 years, we have continuously hosted the men’s tournament, known as the Nike Elite Youth Basketball League. 

In terms of employment, the travel and tourism sector supports between 26,000 and 30,000 jobs in the metro region. We have a small airport, but our primary visitor base comes from drive markets within a 250-mile radius of the southeastern United States. Augusta is an ideal three-day getaway, with numerous attractions for leisure travelers.

In seeking to diversify the economy, what are some industries that Destination Augusta is targeting to bring into the fold, or further enhance Augusta’s appeal?

The film industry is another focus for us. We serve as the film commission for Augusta, with a team dedicated in part to film recruitment. Georgia offers strong film incentives, and our role is to attract decision-makers to our destination. Several well-known films have been shot here, either entirely or in part. For example, The Hill, based on a true story about a baseball player, featured Dennis Quaid as the father and premiered here. Portions of Suicide Squad 2 were also filmed in Augusta.

Part of our focus is also on talent recruitment. We aim to make Augusta a vibrant city that appeals to professionals who can work remotely but seek an attractive place to live. There is a concerted effort to support entrepreneurs, particularly those transitioning from military service in their late 30s or early 40s. Many have innovative ideas and choose to start businesses here. Our technical college and economic development departments play key roles in fostering this ecosystem. Our goal here is to ensure Augusta is not only a desirable place to visit but also a great place to live and work.

Looking forward, how do you envision downtown Augusta, as well as the broader region, growing by 2030?

Downtown Augusta is currently undergoing highly visible improvements and upgrades. Citizens vote on a Special Local Option Sales Tax (SPLOST), which funds various projects, including road improvements and facility enhancements. One major transformation will be the renovation of Broad Street, our primary downtown thoroughfare. It is one of the widest streets in the country, and the redesign will honor our past while modernizing the area. 

Another key project focuses on our waterfront. Unlike Savannah, where the riverfront is easily accessible, we are working to better connect people to our river. 

In addition, we are excited about a major golf-related development. The Patch, a municipal course owned by the city, is being revitalized through a partnership between Augusta National, Augusta Technical College, the city, and Tiger Woods. Woods will design a new nine-hole course, and the facility will also serve as an educational hub for golf course management. 

In an interview with Focus:, Gary Wheat, president and CEO of Visit Macon, discussed projects that are in the works to help enhance tourism in the region, key drivers of fiscal growth, and events that have had a great economic impact on tourism in Macon. “We’ve evolved beyond a destination marketing organization into a destination development organization,” he said.

What have been the key milestones or achievements for Visit Macon over the past 12 months? 

As an organization, we’ve launched several impactful projects. One was acquiring a world-class tour company and bringing it in-house to enhance our tourism offerings and build on the legacy of that organization. More recently, we acquired a radio station, which strengthens our ability to promote Macon as a music destination — a central focus of our work. We also partnered on a culturally significant initiative to rename streets with translations that honor and include those displaced during the Trail of Tears, creating an educational opportunity for the community. Additionally, we’ve seen the positive impacts of the Atrium Health Amphitheater and the opening of the Otis Redding Center for the Arts. These developments pave the way for the next generation of musical talent from Macon and our next local legend.

Macon saw record hotel motel tax collections and increased fiscal spending. What have been the key drivers of this growth? 

One major shift has been in our approach to sales and market segmentation, which we’ve built into our strategic plan. We took a step back to reassess, and that reflection has helped us move forward effectively. Our visibility has grown, with national and international publications like Time, which listed Macon among the most exciting places to visit, amplifying our reputation. With the creation of America’s newest national park underway, the city is seeing a transformation: What used to be transient hotel stays have evolved into visits for concerts, tournaments, and longer stays.

What trends are you seeing when it comes to visitor preference in terms of amenities or visitor experience, and how is Macon adapting to meet those expectations? 

We’ve had to evolve intentionally and by design to meet changing visitor expectations. Today’s travelers are shifting from high-volume visits to experiences that are cultural, authentic, and immersive. They want to feel a connection to the communities they visit and ensure their travel gives something back. We’ve positioned Macon to deliver that kind of experience, and it’s paying off.

What events have had the greatest economic impact on tourism-related businesses, and what sets Macon apart as a vacation destination? 

Our events define us — we love our festivals. From the Christmas Light Extravaganza, which garnered national attention, including from ABC News, to the Cherry Blossom Festival, these anchor events draw massive crowds. This year, the Christmas lights event generated over $7 million in economic impact. 

The Atrium Health Amphitheater is also proving to be a game-changer, turning concerts into weekend-long experiences and mini-festivals that highlight our musical roots, particularly southern rock. Seven years ago, we launched the Christmas lights event, and even named a section of a street in honor of the founder.

Looking forward, what are some emerging opportunities for Macon?

We’re committed to deepening cultural experiences, particularly those centered on African American history and heritage. We’re preparing the national park to accommodate growing visitor numbers, and continuing to lean into our music legacy, positioning Macon alongside cities like Nashville. Growing our tourism economy will also rely on hotel development and the construction of a new convention center and arena, which is a top priority for the mayor. Expanding airlift is critical — we currently only have one flight to Dulles, and we need more destinations to attract national groups.

What impact have groups and conventions had on tourism and Macon’s market position? 

On the group side, we’re targeting social, medical, educational, and religious organizations. Our central location within the state makes us a preferred meeting spot. We’re also working to modernize our arena and convention spaces, replacing historic buildings as necessary to remain competitive. Enhancing airlift remains a focus, and we expect to announce new flights and destinations soon, which will elevate our status in the market.

What final thoughts would you like to express or expand upon?

I’m proud of the incredible team we have — their vision, passion, and dedication to our destination are unmatched. I’m in my 26th year in this industry and my ninth here in Macon. We’ve evolved beyond a destination marketing organization into a destination development organization. The intentionality behind our work is refreshing and exciting. We’re doing things I haven’t seen others do like acquiring a radio station to promote our music heritage. These investments reflect our passion and allow us to redefine the future of our industry.

In an interview with Focus:, Allan Vella, president and CEO of the Fox Theatre, discussed rising demand for live entertainment, the theater’s role in regional revitalization, expanded educational outreach, and adapting to trends. “The theater turns 100 in 2029, and part of our legacy has been adjusting to changes. We intend to keep doing that,” Vella said.

What changes over the past year have most impacted the organization?

There haven’t been many significant changes. The economy has remained fairly steady, and demand for tickets has been consistent. If there has been a shift, it’s in the increased demand for entertainment options. Ticket sales have been very strong this year, and that’s certainly benefited the theater.

How do you sustain momentum, especially as audience behaviors evolve?
It has really been about the content. We’ve offered a wide and varied mix, from comedy to rock ’n’ roll, to classical music, Broadway, to book and even podcast tours. That range has helped us stay relevant and appealing.

Also, there’s a social aspect to it. People want to get together, especially after spending so much time working remotely, whether it’s from home offices or spare bedrooms. There’s a need to reconnect and to be with others who share the same appreciation for music, theater, or film.

How has Atlanta’s entertainment landscape evolved over the past few years?
Over the last decade, there’s been a noticeable expansion in the variety of genres available. Ten years ago, live podcasts didn’t exist; now they’re a regular part of programming. Ethnic programming has grown significantly, especially Latin and East Asian offerings, which have been great for both the market and its venues. The ecosystem for live entertainment in Atlanta is broad and strong, spanning family entertainment, sports, motorsports, Broadway, opera, symphony, and ballet.

How is the Fox enhancing the guest experience?

Guests increasingly expect higher levels of accommodation, and we’ve made that a priority, particularly through our Marquee Club presented by Lexus. When guests purchase one of our club seats, they gain access to the club before the show.

It includes a chef-prepared dinner, a selection of craft cocktails made with premium spirits, and unique wines and spirits that are exclusive to the Fox. We strive to scale up whenever possible to provide better service and menu options.

What role does the Fox play in regional economic development and arts revitalization?

The Fox has been a catalyst for Midtown Atlanta’s redevelopment. Along with the Woodruff Arts Center, the two are seen as the cultural bookends of Midtown, and we’ve helped make the corridor between them a vibrant and valuable area.

We’re also paying it forward through Fox Gives, which provides grants to historic theaters across Georgia. These theaters often serve as anchors in their downtowns, spurring broader growth. Last year, we awarded 12 grants totaling $500,000. We also pledged another $500,000 over four years to the Hart County Community Theatre to support its restoration and operation.

It’s rare for a nonprofit to fund other nonprofits in this way, but it reflects our belief in preservation and in the role these theaters play in Georgia’s cultural and economic landscape.

How does the Fox contribute to the local economy?
One key contribution is through our education programs, which are part of Fox Gives.

Fox in the Box, aimed at elementary students, is now offered in both English and Spanish. It’s accessible both online and in person and serves thousands of children.

We also launched a new initiative called the All-Access Pass Program for high-school students. We bring students, typically from drama programs in communities where we’ve provided theater grants, to see Broadway shows. Then we spend time introducing them to backstage careers in marketing, ticketing, production, lighting, and more. It’s important for them to see that there are many paths in the performing arts beyond being on stage.

What national trends are shaping the performing arts industry, and how is the Fox adapting?
Live events are performing exceptionally well. Concert ticket prices are at historic highs, yet people are still buying. Broadway has not only recovered from the pandemic but has surpassed 2019 sales trends, both in New York and on tour across North America. Here in Atlanta, our Broadway sales have exceeded expectations and budgets.

These trends reflect a continued desire for shared cultural experiences. People want to be part of audiences again, whether for music, drama, or fine arts.

At the Fox, we’re always ready to adapt. We stay current with technology, both backstage and in front-of-house, to meet production requirements and guest expectations. The theater turns 100 in 2029, and part of our legacy has been adjusting to changes. We intend to keep doing that.

What are your top strategic priorities for the Fox over the next few years?
We’ll continue to seek new types of programming to serve our diverse community.

Equally important is supporting our employees by making sure they’re satisfied with how we operate, and that we’re meeting their needs in terms of professional development, education, salaries, and benefits. When employees are happy and fulfilled, the business thrives. That’s a priority we’ll always focus on.

James Tsismanakis, executive director and CEO of Discover DeKalb, spoke with Invest: about preparing for the World Cup and using it as a catalyst for tourism in the region. “The world is looking at us, and the clubs are coming here. It’s about hitting all cylinders now and creating new reasons for people to come here.”

What changes over the past year have most impacted the county and Discover DeKalb?

One of the biggest changes is that we have a new CEO of DeKalb County, who is driven by economic development and quality of life. We are also focusing on Atlanta as a host of the FIFA World Cup in 2026, the FIFA World Cup in summer 2025, and Premier League events. We’re getting the word out internationally about DeKalb County. We are doing special activations in Latin America in Spanish and Portuguese. We are looking at activation in Europe with multiple languages. We are doing other promotions inside the metro area to draw attention to the county. Over the next two years, we’ll be highlighting what makes DeKalb stand out, including our international flair, amazing food, and how close we are to everything in Atlanta, from Mercedes-Benz Stadium to Centennial Park. 

Where do you see the greatest opportunities for growth in the Southeast tourism economy, and how is Discover DeKalb aligning with those trends?

We are working on establishing a new convention center, which is now entering its second phase. We are focusing heavily on sports. We’re increasing our exposure to soccer, rugby, lacrosse, swimming, and several boxing events that will bring in international boxers. Boxing is something we are pushing globally. We are looking at introducing drone soccer during the FIFA events. Our efforts are going toward building a convention center, growing sports, and taking advantage of the opportunity of international exposure to Atlanta during the World Cup. 

In the current economic landscape, what challenges are you facing and what strategies are helping to navigate potential headwinds?

Things have shifted. We used to get a lot of travel tied to the federal government, but that’s not happening as much anymore. Agencies like the CDC were huge for us, and that business is down. We are pivoting toward opportunities with direct bookings through promoting our hotels through a booking agency. We are looking at new creative activations to get internationally capable during the World Cup. We’ve started a podcast studio called “DeKalb Talks Tourism” to help push the message and highlight local events. We’re also going after motor coach groups, leisure travelers, and individuals. We’re working with MARTA to make it easy for people to come to events and stay in DeKalb. It’s about hitting all cylinders now and creating new reasons for people to come here.

How are you navigating the national drop in international travel to the United States?

We’re leaning hard into international because of the World Cup. The world is looking at us, and the clubs are coming here. Another market we are pushing is film. Big movie productions are down, but television and independent films are still strong. We are developing three films of our own, produced by Craig Miller Productions, to be used to advertise DeKalb. One is a documentary about Buford Highway and why it’s our international corridor. We are producing a drama that is based on refugee soccer players in DeKalb and looking to cast a big name to star. It’s a fictionalized story based on DeKalb County’s heritage. The third is a boxing documentary about a local fighter who became a star — we’re using that story to show how boxing helps change lives. We are launching the films in film festivals domestically and internationally, and also releasing shorter versions for wider promotion. 

What investments are being made to improve the visitor experience, infrastructure, digital engagement, or community partnerships?

Our new CEO is working on additional components to the DeKalb Peachtree Airport, the second busiest airport in Georgia. We’re working on improving signage and beautifying the entrances with new landscaping. It’s all part of a larger effort that ties into the convention center conversation. We support those building attractions and make sure we’re involved from the ground up in shaping what’s next.  

How does your organization work with local businesses, hospitality partners, and governments to achieve tourism goals?

We are a nonprofit, but we have contracts with multiple cities in DeKalb County. We work with individual partners on events and marketing individual cities. Our website has landing pages for each city with their events and hotels. We have a new booking engine that we just

launched. We’re working with our hotels, restaurants, and attractions to create packages for guests. Every other month, we bring together our tourism and hospitality partners to share ideas and provide education. We also run a Signature Series and host panels with national experts on key topics. We are working with a local chef and her education company to host a hospitality and culinary symposium to help educate high school students in the culinary departments on career and higher education opportunities. We are very hands-on, whether it’s with cities, hotels, restaurants, or education. We’re always trying to help connect the dots.

Looking ahead, what are your top priorities over the next two to three years?

Our top priority is developing a convention center, which will be a several-year process. We’re always working on new activations using technology or AI development. For example, WhatsApp is hugely popular globally, and we’re looking at how we can use it more in the United States for business communication, especially with international visitors. We are exploring AI as a tool, not a replacement for human contact. Human connection will always be key.

In an interview with Focus:, Hala Moddelmog, president of the Woodruff Arts Center, discussed the institution’s continued growth, focus on access, and community engagement through initiatives like NeuroArts and youth programming. “Art is more than entertainment. It’s not a luxury but an essential part of human well-being,” said Moddelmog.

What key changes over the past year have impacted the Arts Center, and how have those changes shaped your strategy and operations?

Over the past year, there have been some changes in federal funding for the arts. Fortunately, the Woodruff Arts Center receives less than 1% of its funding from government sources, so while we’re disappointed to see reductions in arts funding overall, our operations and mission have remained steady.

We’re proud to be home to the Atlanta Symphony Orchestra, the Alliance Theatre, and the High Museum of Art. Attendance has remained strong across all three. For example, we recently co-produced Fiddler on the Roof with the Atlanta Opera, which became the highest-grossing play in Alliance Theatre’s history. Some people came to see it three times. The Symphony is also having a great year, and the High continues to draw large crowds. For example, the new Viktor&Rolf exhibition curated by our new fashion curator has been especially well received.

Operationally, we’re stable and continue to expand our role as a host for major events. We’ve held Venture Atlanta here for the fourth year and Technology Association of Georgia events for multiple years. We’re also seeing increased interest from national organizations. For instance, a group from Los Angeles and New York is planning a three-day music festival here next May. 

And of course, we’re preparing for FIFA’s arrival next summer, working closely with the Argentinian Consul General and others to plan cultural events around the World Cup. Overall, we’re focused on continuing to grow, host, and collaborate across all our programs.

How is the center preparing to engage the community during the upcoming FIFA World Cup?

We’ve been in conversation with many of Atlanta’s consulates as part of our planning. While final match locations won’t be confirmed until early December, we know that the city will host multiple games, and we’re preparing accordingly.

We’re considering purchasing a license to stream matches across our campus. We have five indoor screening areas and a large outdoor space that can accommodate about 1,000 people on the piazza. Beyond screenings, we’re also working with companies and consulates to host VIP events, media receptions, and special dinners.

During that time, we’ll be showing a new musical, Basura, by Gloria Estefan and her daughter Emily Estefan, which will offer another cultural experience for visitors. The World Cup brings many people who want to be part of the atmosphere, even without tickets, and we see an opportunity to make the Woodruff Arts Center a gathering space for them. With our beautiful campus and range of venues, we’re well positioned to welcome both locals and international visitors.

Can you share more about the NeuroArts Blueprint Initiative and how the Woodruff Arts Center is involved? 

This is an exciting new collaboration. The NeuroArts Blueprint Initiative is a joint effort between Johns Hopkins University School of Medicine’s International Arts + Mind Lab Center for Applied Neuroaesthetics and the Aspen Institute’s Health, Medicine & Society Program. Its goal is to advance scientific research that demonstrates how the arts impact brain health and well-being.

Georgia launched its own community NeuroArts coalition last week, and we were officially announced as part of the new cohort. This builds on three existing pilot programs that have been running for several years.

Our region was selected because of its strong academic base. Between Georgia Institute of Technology, Emory University, Georgia State University, the University of Georgia, Agnes Scott College, Spelman College, Brenau University, Morehouse College, and Morehouse School of Medicine, we have the research infrastructure needed to study how art functions as an intervention. For example, Your Brain on Art, co-authored by Susan Magsamen, co-founder of the NeuroArts Blueprint, explains the science behind this emerging field. She gave the keynote at our launch event.

One new study announced that evening involves The Howard School, a K-12 school for children with language-based neurodiverse needs. In partnership with Georgia Tech and our three resident arts organizations, they will study how artistic engagement can support self-regulation. We also have ongoing studies with the Atlanta Symphony Orchestra and the High Museum of Art working with people living with Alzheimer’s and their and caregivers.

This initiative helps validate what many in the arts already understand: Art is more than entertainment. It’s not a luxury but an essential part of human well-being. We’re wired for art, and this work helps build the scientific foundation for that truth.

How is the center engaging with Atlanta’s creative economy and supporting local talent development?

One strong example involves our collaboration with a group led by the University of Georgia and Georgia Tech’s ATDC, an incubator that serves the entire state. The group brings together a cohort of filmmakers and creative professionals at a time when the film industry in Georgia is facing new challenges.

Georgia has been a major film hub in recent years, but production activity has started shifting as costs rise in the U.S. and other states such as California introduce new tax incentives. Our goal, collectively as part of this cohort, is to help retain creative talent in Georgia and ensure that filmmakers, storytellers, and producers can continue their work here.

At the Woodruff Arts Center, this connects directly to the work we do across our divisions. The Alliance Theatre, for example, employs actors and other performing artists. One of the most meaningful initiatives there is a childcare program designed specifically for actors. Rehearsals happen during the day for about six weeks, and once the show opens, performances run at night. For parents with young children, that schedule makes childcare prohibitively expensive.

The Alliance Theatre developed a program that provides free childcare to actors working with us. The service is led by teaching artists trained to engage children from infancy to age 10 through art-based learning. Although some initial funding for the program was discontinued, the Alliance is committed to raising the resources needed to sustain it. It is a rare model nationally and makes it possible for more artists, especially parents, to continue working in their craft.

How has the center deepened its engagement with the Atlanta community, and what are your goals moving forward?
This is one of our most important priorities. We’ve been working on a major project called the , a $67 million campaign that’s now nearing completion. It will serve as a dedicated stage where the Alliance Theatre and the Atlanta Symphony Orchestra present youth and family programming throughout the year.

Right now, we simply don’t have enough space to meet the demand for children’s programming. Given that Georgia ranks 50th out of 50 states in arts funding, we feel a strong moral obligation to expand access. Schools bring busloads of students here every week, and this new stage will allow us to serve many more.

Alongside that, PNC is sponsoring the new PNC PlaySpace for children ages 0 to 5. It will be open six days a week, free of charge for children and their caregivers. It’s designed as a place for toddlers to engage with art in a joyful, enriching way. Demand is already expected to be so high that we’re planning to issue timed tickets to manage attendance, which is a good problem to have.

We haven’t slowed down our efforts to expand access. The NeuroArts initiative is also part of that mission, as it connects arts participation to mental health, empathy, and cognitive development. Art stimulates the neural pathways that help people learn, read, and connect emotionally. As one filmmaker told us recently, her film’s purpose was to increase empathy, and that’s what art does.

Live events have also played a key role in community engagement. Since the pandemic, there’s been a huge resurgence in demand for live music. People crave shared experiences, whether at the symphony or a popular concert. The sense of community around live art is something truly special, and it continues to grow.

What are your top priorities for the next few years? 

Our focus is to expand access to the arts and ensure that cost is never a barrier. We also want to change the perception that art is a luxury or purely entertainment. Part of our work with the NeuroArts Coalition is about raising awareness that art has measurable effects on health and well-being.

The coalition’s leaders tell us it takes about three years to fully embed this understanding into the community. People need to see the results and believe in the impact. Over that time, we’ll continue to build the research base, increase public awareness, and contribute to the literature on neuro arts.

At the same time, our three resident Art Partners are producing exceptional work. Maintaining that quality and supporting their continued excellence will remain a top priority. We’re in a fortunate position to have such strong leadership and creative talent across all our organizations.

In an interview with Focus:, Joseph Marinelli, CEO of Visit Savannah, discusses how today’s geopolitical climate is affecting international travel, how collaborating with local businesses and engaging in regional partnerships has helped the city flourish economically, and what he believes the future has in store for national and global tourism. “People want to know that they are visiting a city that cares about their residents, as well as their visitors,” said Marinelli.

What changes over the past year have most impacted the organization and in what ways?

Over the last 15 to 20 years, Savannah has continued to grow as a visitor destination both domestically and internationally. As a result, our organization has expanded in staff size, budget, and overall impact in terms of sales and outreach.

What trends are you seeing in today’s leisure travel? 

Today’s geopolitical climate, especially stemming from decisions being made in Washington, D.C., is affecting international travel to the U.S., and that includes Savannah. Organizations like ours must remain nimble and flexible with our marketing strategies to continue reaching audiences regionally, nationally, and globally. We want people to know that Savannah is a great place to visit and do business, and that everyone is welcome. But it’s also true that today’s global realities create concerns we can’t ignore.

How do you balance promoting Savannah’s historic charm with the more modern, elevated visitor experiences?

The natural beauty and historical significance of Savannah remain our core attractions. The city was founded in 1733, and its design is unlike any other in the country. Many other places do not have a city grid layout like ours. This gives us a unique product to offer visitors and something they can’t find anywhere else in the United States. At the same time, we are not a complacent city. Local universities, such as the Savannah College of Art and Design (SCAD) brings vibrancy and a lot of young people to our community. New boutique hotels are emerging, and dynamic restaurants help keep Savannah fresh and modern, while still continuing to respect the historical nature and the natural beauty of our city.

How is Visit Savannah collaborating with local businesses and regional partners to create an economically thriving tourist community?

A great example of collaboration is our partnership with the Savannah Economic Development Authority (SEDA). Over the last two years, we launched a mobile tour promoting Savannah in cities with nonstop flights to our airport — places like Boston, New York, and Chicago. SEDA has joined us on these trips to help market Savannah not just as a tourism destination, but as a great place to live and work. For those tired of the snow, cold, and gray skies up north and looking for a better lifestyle, Savannah offers a strong alternative. We’re promoting tourism, conventions, and economic development, including business and corporate relocations.

What role do digital marketing and social media play in your outreach strategy and how are you leveraging these tools to attract more visitors?

In 2011, we crossed a major threshold: for the first time, we invested more in digital marketing than in print. Since then, our reliance on digital platforms has grown significantly. Today, we focus heavily on content creation, social media, streaming video, and staying up-to-date with modern marketing tools.

As a destination marketing organization, our job still involves traditional marketing methods, but we also have to engage with content creators to reach younger audiences. Our internal structure has changed dramatically. Twenty years ago, our focus was mainly on print advertising and convention sales. Now, we have a 15-person marketing department dedicated to social media and content creation. And with the exploding advent of artificial intelligence (AI), marketing is changing every day.

How have visitor expectations changed in recent years, and how has Visit Savannah been adapting to these evolving preferences?

More than ever, travelers to a destination want to feel welcome and safe. Given the number of tragedies that have occurred both in the U.S. and globally, people are more cautious and deliberate about attending events or traveling, whether that be to a concert or a destination.

Visitors today are looking for destinations that are socially conscious and care about both residents and visitors. Clean hotels, quality food, and good retail matter, but feeling safe and genuinely welcomed matters most. People want to know that they are visiting a city that cares about their residents, as well as their visitors. In Savannah, our elected officials and business and civic leaders recognize how important “welcoming and safe” is to locals and visitors alike.

What are some of the most promising national or global tourism trends that you are seeing? 

Because of what is going on in the world these days, travelers are planning their trips much closer to the date of their visit. The booking window has shortened significantly. Travelers are now planning trips a week in advance, rather than months or a year ahead. Their decisions are often influenced by weather or events and festivals taking place in a given city. This has forced us to shift our marketing efforts. Instead of worrying about what is happening six months from now, we have to be focused on what is happening this weekend.

What are your strategic priorities for Visit Savannah and where do you see the greatest opportunities for growth or reinvention? 

As North America prepares for hosting the World Cup in 2026, with nearby Atlanta set to host eight games, we expect many international visitors to come through Georgia. Our goal is to attract their attention and encourage them to either extend their stay by visiting Savannah, or learn more about our destination for future visits to America. Whether the visitors are coming from Europe, or whether they are coming from South America, we work hard to find ways to get their attention and encourage them to extend their stays or visit us during their next visit to the States. At the same time, America will soon celebrate its 250th anniversary, and we are actively considering what role Savannah can play in that celebration, both domestically and internationally.

At Visit Savannah, our annual business plan is always designed to lay the groundwork this year, while setting the table for the next two years. And in today’s ever-changing climate, that strategy has never been more important.

A heightened atmosphere of political and social division over the past year has spurred the High Museum of Art to rededicate itself as an essential civic space for unity and dialogue in Atlanta, the museum’s Director Rand Suffolk told Focus:. “In a world grappling with division, institutions like ours play a crucial role,” Suffolk said.

What changes or developments over the past year have most influenced the High Museum?

The changing global landscape has dramatically impacted the context of our work, intensifying the urgency and necessity of our mission. While our core purpose remains the same, we are increasingly focused on unifying Atlanta and celebrating diverse perspectives. In a world grappling with division, institutions like ours play a crucial role. We have rededicated ourselves to this purpose, both programmatically and otherwise.

This sentiment resonates with our partners in research, higher education, and the arts. Despite the challenges, there’s a shared belief in the power of these institutions to drive change and foster unity. While challenging, this period presents interesting opportunities.

How has the audience’s demographic profile continued to evolve?

Over the past eight years, the High Museum of Art has significantly increased its young audience. Now, approximately 65% of visitors are under 55, and 51% are under 35, excluding the 40,000 schoolchildren who visit annually. Although we have been successful in attracting younger audiences, the current focus is on reaching other community segments through new programmatic approaches. In the initial six to seven years of my decade-long tenure, the museum concentrated on attraction, aiming to become a different kind of magnet and earn credibility among new visitors.

More recently, over the last two to three years, the museum has transitioned from the “attraction phase” to the “affiliation phase.” This means visitors are not just attending but are actively engaging, becoming members and supporting the institution. Membership numbers reflect this success: from approximately 26,000 member households eight years ago (and a low of 23,000 during the pandemic), the museum reached more than 46,000 member households this past year, a 78% increase. Having successfully navigated the attraction phase, the museum is now deeply entrenched in fostering affiliation.

What do you think is the next target audience for the museum?

We recognized several years ago that empty nesters and retirees represented a significant growth opportunity for us. This demographic is expanding as Atlanta, Georgia, and the country as a whole is aging. Our environmental scan of peer institutions revealed that this demographic was not being consistently and deeply engaged by other museums. To address this, we established a dedicated division within our learning and civic engagement department. This division’s sole focus is to develop a range of sophisticated and engaging programs tailored to serve this growing population in novel and compelling ways.

What role do community partnerships play in shaping the museum’s long-term direction?

Collaboration is a cornerstone of our organization’s identity and a primary ambition. On average, we partner with approximately 30 different nonprofit organizations annually. Our efforts are largely focused in this area, working with a diverse range of nonprofits, not exclusively cultural institutions. This approach offers several benefits: it challenges us to view our mission in innovative ways and connects us with segments of our community that we might not otherwise reach. A recent example of this is our extensive collaboration with local Korean-American organizations. This partnership supported programming for an exhibition showcasing contemporary Korean artist Kim Chong Hak. These initiatives included monthly discussions with spiritual leaders as part of our “Oasis” wellness program, and other events. This is a good illustration of our recent collaborative work.

How are you positioning the museum’s value in conversations with funders, civic stakeholders, and other organizations that could support the museum?

Our unique position allows us to unite people, a capability we’ve consistently demonstrated. We leverage this strength to create a positive, inclusive environment, striving daily to impact Atlanta and our community positively. We recognize the escalating needs within our community, and as an art institution, we must address the perception of being a luxury item. Our goal is to compellingly communicate our daily contributions and the positive change we bring to individuals’ lives and the community. This narrative is crucial for securing the continued support that is vital to our work. Our membership base is fundamental. Each member, regardless of their contribution level, acts as a philanthropist. Securing even a dollar from every household is philosophically and practically significant. We want our community to be proud of our work and our role within it.

What are your organization’s priorities for the next three to five years?

Over the next three to five years, our immediate focus will be on celebrating our centennial next year. We are determining the most appropriate ways to share this milestone with the community. Strategically, we aim to build on the momentum of community engagement, especially given the significant growth in our membership. A key objective is to deepen their connection with us and foster a greater sense of connectivity. This focus will influence how we develop our programming and communicate with our members. This will be a substantial undertaking over the next three years.

In an interview with Focus:, Ivy Mpofu, general manager of the Embassy Suites by Hilton Atlanta at Centennial Olympic Park, is leading with innovation and resilience as the hotel embraces AI to enhance service and efficiency ahead of major events like the World Cup. “Hospitality is one of the few industries where you can work your way up without prior experience or book knowledge. I came in with no background and was welcomed,” Mpofu added.

What major challenges have impacted your hotel?

The biggest challenge has been uncertainty. The decline of the economy and staffing shortages have been a challenge this last year. This same uncertainty has also extended to travelers—both foreign and domestic. Reports of hostility at certain ports of entry, along with rising trade tensions, have contributed to a noticeable decline in international visitors, influencing occupancy rates across the industry.

Currently, at our property, we are preparing for a major renovation. Although planning has been completed, funds allocated, down payments made for furniture, fixtures, and equipment, an unexpected increase in projected costs has created new complications. Uncertainty around tariffs has made it difficult to accurately estimate total expenses. In our line of business—and in most businesses, for that matter — stability and predictability are essential. Any uncertainty presents a significant challenge, especially when it affects nearly every aspect of operations.

How is the hotel adapting to evolving guest expectations in 2025?

Right now, we’re focused on how to stay ahead, especially with high-profile events like the FIFA World Cup coming to town. This is an exciting opportunity to showcase our readiness and ability to provide a world-class experience to guests from all corners of the globe.

One of the key areas shaping our strategy is Artificial Intelligence (AI). As with most companies striving to survive and remain competitive in a rapidly evolving landscape, it’s imperative that we find ways to leverage the benefits of AI to the best of our ability. 

Initially, conversations around AI focused on the sensationalized idea of machines replacing many functions currently performed by humans. There was real fear and apprehension about what that might mean for the future of work, especially in our industry, where there was concern that jobs could be lost. However, today we’re embracing AI as a tool to help us become more efficient and better support our teams, particularly when staffing is limited. Hospitality is about the human touch, and that is not going away. 

Examples of optimization opportunities include enhancing our guest texting systems, improving revenue management, and elevating in-room experiences. 

This is not just about efficiency; it’s about improving the guest experience while easing the burden on our staff. With the right tools, fewer team members can still deliver exceptional service. That’s where our focus is now.

What role does the hotel play in the city’s tourism and events ecosystem?

We like to say we’re a beachfront property right in the heart of downtown Atlanta. There’s no major event in the city that we’re not a part of. We’re within walking distance of 12 key attractions, including Mercedes-Benz Stadium and State Farm Arena.

Events like concerts and conventions drive demand. We recently hosted guests for Beyoncé’s four-night show at Mercedes-Benz Stadium, and it was amazing. Atlanta is considered the capital of the South, and as such, we welcomed guests not only from the city itself but also from many surrounding states. That speaks to the strength of our location and our role in the city’s tourism infrastructure.

What makes Atlanta such a compelling destination to live and do business?

Atlanta stands out because of its diversity and inclusiveness. The city welcomes people from all walks of life. Whether you’re into music, sports, art, culture, or cuisine, Atlanta has something to offer.

It’s also a great place for families. No matter where you live in the metro area, you’ll find high-performing schools, programs, and community services available. From a business perspective, the city is actively investing in state-of-the-art development and competing with other major metros for conventions, talent, and growth.

We’re adding more hotel inventory — around 5,000 additional room keys are on the way — which positions Atlanta to compete with cities like Las Vegas and Dallas in the convention space. And of course, having the world’s busiest airport just minutes away gives Atlanta a major advantage in accessibility. It’s truly a global gateway.

How is the hotel engaging with the local business and community ecosystem?

Hilton, as a brand, places a strong emphasis on community involvement, and we take that commitment seriously at our property. Every quarter, we participate in outreach and service projects, whether it’s volunteering with organizations like Open Hand Atlanta or supporting initiatives through MedShare.

We’re also actively involved in Hilton’s small business initiative. This program helps local businesses, large or small, gain access to corporate rates and benefits. In the past, only major corporations like Coca-Cola or Home Depot could access those perks. Now, even a neighborhood hair salon with just five or six employees can set up a local account and receive the same advantages. It helps them save money, grow their business, and feel more connected to the broader business community.

How are you supporting workforce development, especially with young professionals entering the industry?

We’re working closely with local universities and schools, such as Georgia State University and Kennesaw State University, to engage students before they graduate. We offer internships and entry-level opportunities so they can experience hospitality firsthand and gain a clear understanding of what the industry has to offer.

Beyond that, we’re advocating at the policy level. Every year, I travel to Capitol Hill to meet with senators and representatives. We advocate for reforms that impact staffing in our industry, particularly policies that expand the pool of prospective employees, whether through immigration and visa programs like J-1 and H-2B, or through industry incentives aimed at attracting local talent. These policies have a direct effect on our ability to hire and retain qualified staff, and we want lawmakers to understand the real-world implications of their decisions.

What led you to pursue a career in hospitality, and what makes it such an accessible industry?

Hospitality wasn’t my original path. In university, I majored in chemistry and biochemistry and worked as an analytical chemist for many years. Over time, I found the work too isolating. I’d be in a lab from 8 a.m. to 7 p.m., alone, analyzing materials, with limited interaction with colleagues. Some days, I’d have as few as one or two conversations.

I knew I needed something different, and hospitality offered the human connection I was missing. Once I transitioned into the field, I was able to move up the ranks quickly. My analytical background helped me understand systems and solve problems more efficiently.

Hospitality is one of the few industries where you can work your way up without prior experience or formal education in the field. I came in with no background and was welcomed. Hotels are willing to train committed, passionate individuals. Maturity helped, too; I knew what I wanted. I worked my way up from front desk agent to supervisor, then manager, and eventually director, all in under two years.

I truly love what I do. Hospitality has given me purpose, connection, and a clear path forward. After COVID, many people left the industry, and it’s been a challenge bringing them back. But there are so many opportunities here. This work matters, and there’s a place for anyone who wants to grow.

What are your top priorities for the next few years?

First, stabilizing our workforce. That means gaining a clear understanding of the evolving economic and policy landscape and finding effective ways to attract, develop, and retain the best available talent.

Second, ensuring that our property remains competitive and relevant in a rapidly changing industry. That means adapting to guest expectations and leading through innovation.

We’re already phasing out the traditional front desk. Guests will soon be able to check in using their phones as they walk through the lobby, eliminating lines and streamlining the arrival process. That’s just one example of how we’re working to enhance the guest experience.

We’re also investing in engineering and back-of-house systems that leverage AI to optimize maintenance and efficiency, improving overall responsiveness. Whether it’s operations, guest service, or building management, if there’s a tool that improves performance and elevates the guest experience, we want to be among the first to adopt it.

In an interview with Focus:, Sheffield Hale, president and CEO of Atlanta History Center, discussed the institution’s evolving exhibits and community engagement strategies. “We strive to present history in a straightforward, fact-based manner,” he said, emphasizing the importance of inclusive storytelling supported by innovative technological uses.

What have been the significant milestones and achievements for the Atlanta History Center over the last 12 to 18 months?

One of the most impactful developments has been the opening of the Goizueta Children’s Experience in January 2025. This addition to our campus has been extraordinary, driving membership and visitor growth in a dramatic upward trend. The months of January, February, and March were particularly remarkable in terms of visitor numbers and new memberships. The exhibit has been a tremendous success, offering an engaging and interactive experience for children between the ages from crawlers to eight-year-olds. 

The current theme, Our Great Big City, allows children to explore Atlanta through hands-on activities, including a section featuring the Fox Theater and The Varsity, where they can even smell distinct aromas like French fries or frosted oranges. In May 2026, the exhibit will transition to a new theme, Atlanta Sports, featuring our city’s favorite sports teams, ensuring fresh and relevant content for young learners.

Simultaneously, we are preparing to reimagine our other exhibits in 2026. Our Civil War exhibit closed in May 2025 to make way for a completely redesigned 9,000-square-foot presentation. This new exhibit will expand into an additional 6,000-square-foot gallery called the Goldstein Gallery, showcasing a broader range of artifacts, including uniforms and equipment, to illustrate the Civil War as the first truly industrial conflict. The new exhibit will span from the 1840s through the 1880s, examining the causes, events, and lasting consequences of the war, many of which remain relevant today. In the fall, we are also presenting a new exhibition focused on the forced removal of the Cherokee and Muscogee Nations from Georgia.

What kind of capital campaign is necessary for these exhibit changes, and what progress has been made toward that goal and the milestones anticipated in the coming year?

Thanks to the generosity of the Atlanta community, foundations, corporations and individuals, we are celebrating the conclusion of our Future Atlanta Campaign, raising more than $60 million for key exhibits, special projects, and our endowment.

Next year marks our 100th anniversary, a monumental occasion that will see the entire institution revitalized. The capital campaign supports this transformation, ensuring that our exhibits, facilities, and programming reflect our approach to history as outlined in our Guiding Principles.

How has the role of cultural institutions like the Atlanta History Center evolved in recent years, particularly in a city experiencing rapid growth and demographic shifts?

Several years ago, we adopted guiding principles to broaden our outreach and engagement efforts. In today’s polarized climate, where discourse is often fragmented and contentious, we strive to present history in a straightforward, fact-based manner. Our approach emphasizes evidence-backed narratives, offering perspective without editorializing.

We believe it is essential to bring diverse voices to the table, fostering mutual understanding through shared history. Rather than segmenting history into isolated narratives, we emphasize its interconnectedness, ensuring that all visitors feel seen and represented. This commitment requires careful language and presentation, avoiding inflammatory rhetoric while still addressing difficult truths. In a time of cultural flux, we remain steadfast in our mission to provide a space for dialogue, education, and reflection.

How is Atlanta History Center using technology to ensure people can engage with the center at home or at schools?

Currently, schoolchildren and anyone who is interested can see some of the video from our exhibitions, such as a 12-minute illustration of the Civil War in Georgia. We also released our first podcast as an institution in partnership with local NPR affiliate WABE. The podcast is called 1912: The Forsyth County Expulsion and Its Aftermath and details the history of the expulsion of Black residents from Forsyth County in the early 1900s. It is a fascinating and tragic story, which also myth-busts long-held beliefs about a haunted Lake Lanier. Those are the kinds of things we want to make available to people whether they visit or not, because we think it is important to our mission. Additionally, if they experience it, they might want to come and see the rest of it. We are very excited about this. 

I also visit museums around the world and the country, asking, “What can we do? What is the next thing?” We are not getting rid of the artifacts, that is what we have, but how do we show them more fully? Why are they important? Recently, I went to the Grand Egyptian Museum, which just opened in Cairo, and they have some very impressive interactive exhibits. Our new exhibitions are incorporating similar immersive technologies which make the history even more impactful for visitors.

What role do partnerships play in your success and growth strategy, and how do you leverage them?

There are a couple of ways we do partnerships. Our biggest partnership right now is with an organization called Made By Us, which is actually an LLC operated by Atlanta History Center. It is a cooperative effort with hundreds of history museums around the country. The leadership of this group includes a number of the biggest museums, including the Smithsonian, the National Archives Foundation, History Miami, the New York Historical and the Wright Museum in Detroit. We have a volunteer board running the program, but we are reaching out to hundreds of museums about how to approach the 250th anniversary of the country this year. We are particularly focused on engaging people between 18 and 30 years old, helping them become civically active. This partnership has given us a lot of insight into how to reach that cohort of young adults.

Locally, we work with everybody we can. We collaborate a lot with the National Center for Civil and Human Rights on programming. We have also set up something called the Atlanta Civic Collaboratory, which brings in people from all over the community to explore how we can make Atlanta a better place. We also receive calls from people asking for help with exhibits, archives, or historical documentation.

Looking ahead, what are your top priorities for the Atlanta History Center over the next couple of years?

We want to be in the best fiscal and physical position we have ever been. Attendance has gone up, driven largely by families. We want to continue that and broaden it, reaching more people so they discover what we have here on our 33 acres.

We also reopened the Margaret Mitchell House in Midtown last year with a great exhibit that has received a lot of praise. That was a hard exhibit to do without becoming a target from one side or another. I think we threaded that needle very well, telling that story in an authentic way where people can understand it. We are good at telling difficult history, and we are trying to get better at it because times are more fraught, and it is harder to reach people when they are polarized.

Lastly, one of the key things we are doing, and plan to continue to do, which has nationwide importance, is our approach to history and our methodology. In this time, with people reacting negatively to history or saying they do not want to hear anything unpleasant, the way you tell history is very important. We are going to stay the course and do what we have always done, just trying to do it better. In 2026, when we reopen the other exhibits, they will be of equal quality to the children’s experience, and you will see that come to fruition. We are bringing in children, their parents, caregivers, and grandparents. I have talked to so many grandparents who are thrilled to have this opportunity to take their grandchildren to a place that is a lot of fun. They can also climb on a locomotive and then go outside, see the animals, and run around. It is a best-of-both-worlds opportunity.