A company isn’t crowned “best place to work in the U.S.” for a third year in a row by chance. It takes intentionality, awareness, and commitment. From publicly dedicating $300-million-dollars to support social justice, to internally holding leaders accountable for sponsoring the next generation of diverse talent through The Multiplier Effect (TME)–Cisco’s dedication is always bold. And the accountability is always there.

To build on its purpose of Powering an Inclusive Future for All, Cisco offers nearly 20 diversity, equity, and inclusion (DEI) programs and events. Last fiscal year, more than 2,500 Cisconians accumulated almost 34,000 hours of structured DEI learning. Nakia Stringfield was one of them.

Owning your career takes initiative

Nakia is a director on Cisco’s Customer Experience team and has been a proud Cisconian for 23 years. However, there was a time earlier in her career where she contemplated resigning. This all changed when she attended a life-changing conference in 2008.

“The Simmons Women Leadership Conference was my first time going to a large professional event targeted at women, helping to empower and develop leaders,” Nakia says. She saw women of different backgrounds including some who looked like her, proudly speaking as their true selves. And this meant a lot. As a Black woman who grew up in the rural southern United States, Nakia went from sometimes being the only woman and/or person of color in the room, to being in a room filled with women of different backgrounds who were current or aspiring leaders. It was powerful.

“I got a booster shot of confidence and encouragement. It was empowering to see people who have been on the same journey as me and have navigated challenges. I realized I needed to stay in those spaces every so often to be inspired to keep going. If those women at Simmons can go from engineers, to leaders, to CEOs–why can’t I?”

Owning your career takes opportunity

Roughly half of Cisco’s DEI programs are available through strategic partnerships and conferences like Simmons. And Nakia has worked her way to attending many. In the years since Simmons, she’s also participated in the Executive Leadership Council, Information Technology Senior Management Forum, and Management Leadership for Tomorrow–programs all dedicated to developing leaders.

Through Cisco’s own learning and development solutions, Nakia has attended Next Generation Leaders, where managers and employees develop trust as a foundation for connecting across difference. She’s also been a sponsee and currently sponsors four people of different backgrounds through The Multiplier Effect (TME).

And, as a member of Connected Black Professional (CBP), Nakia participates in reverse mentoring which partners staff with senior executives to bridge gaps in differences and understanding. CBP is one of Cisco’s 28 Inclusive Communities where more than 30,000 employees can connect, develop leadership skills, and serve as change agents.

“These programs taught me more about showing up, networking strategically, and advocating for myself and others,” reflects Nakia. “They’re not the only reason I was promoted, but I know they were key factors in how I showed up as a leader in the organization and marketplace. They were transformational.”

Owning your career takes an investment

For years, companies treated DEI like leg day at the gym. They knew they should do it, skipped it anyway, and hoped it’d go unnoticed.

But jobseekers and current employees are more aware than ever. Today, DEI is a critical building block for a successful business, and the numbers back this up:

86% of job candidates globally say DEI in the workplace is important to them. [1]Diverse companies are 25% more likely to have above-average profitability. [2]Companies with inclusive cultures have 22% lower turnover rates. [3]

Creating spaces for DEI learning is a vital part of Cisco’s DNA. Leadership recognizes the need to foster a diverse and inclusive workforce to create a workplace where employees feel valued, respected, and empowered to reach their full potential. This also helps Cisco attract and retain the best talent possible–like Nakia–and is one reason why almost half of its workforce has been with the company for more than five years [4] despite the Great Resignation.

Nakia invested in herself by taking full ownership of her career journey through Cisco’s DEI programs. And these programs continue to provide a learning environment for her growth at every turn. It’s why she’s still here and plans to be for years to come.

Contact the DEI registrations team if you’re a Cisconian interested in learning more about how you can own your career through DEI programs and events.

For everyone else, learn more about Cisco’s commitment to DEI work and powering an inclusive future for all by reading the 2022 Purpose Report and Cisco’s 12 Social Justice Actions.

See what others are saying about DEI learning and development at Cisco!

“NGL was/is one of the best programs for developing new leadership talent. NGL allowed me and my manager, Christopher Whittaker, to understand how one’s culture plays a major part in development. I was fortunate that my manager, Chris is African American, so we were able to understand our position on a unique level. Being able to communicate with other leaders while having disruptive/tough conversations was invaluable.” Bryan Stewart, Next Generation Leaders

“Lesbians Who Tech was the best conference I have been to. The opportunities to learn spanned multiple aspects of technology (to include data) and diverse possibilities on how to continue to evolve as a human being in the workplace. In my view, this is particularly vital for those of us who work in tech, which continues to dramatically shape the world in which we live.” – Anonymous, Lesbians Who Tech

“What a great conference! As usual, the HITEC conference is invigorating, and plants seeds for next wave of innovation.” – Sol Solorzano, Hispanic Information Technology Executive Council

[1] Diversity and Inclusion in Hiring (Hiring.Monster.ca)

[2] Diversity wins. How inclusion matters (McKinsey & Company – May 2020 – PDF)

[3] Inclusive Mobility: How Mobilizing a Diverse Workforce Can Drive Business Performance (Deloitte – PDF)

[4] Great Place to Work – Cisco – Certified Aug 2033 – Aug 2024 USA

View original content here.

Grants will provide storm kits for seniors, as well as equipment and training to aid in emergency preparedness and disaster response efforts 

ST. PETERSBURG, Fla., August 17, 2023 /3BL/ – As Duke Energy stands ready to respond to another active storm season in Florida, the company is investing $300,000 in grants to support emergency operation centers and nonprofits dedicated to helping residents prepare for and recover from severe weather events.

“Duke Energy is a company committed to improving reliability and resiliency for Florida customers and communities,” said Melissa Seixas, Duke Energy Florida state president. “Keeping Florida safe, resilient and strong starts with emergency preparedness. These grants will help provide the necessary support to ensure our customers and communities are ready to respond to whatever mother nature throws our way.”

The grants, funded by the Duke Energy Foundation and Duke Energy Florida, are designed to help organizations with key roles in emergency preparedness increase their ability to bounce back more quickly from major weather events through advanced preparation and planning. The funding will help local communities do everything from fund storm kits, new materials, equipment and workshops for local emergency operations centers and community agencies.

This year’s Duke Energy Foundation funding will allow the Florida Council on Aging to provide free storm kits to seniors in Duke Energy’s service territory. The statewide agency received $50,000 to distribute the kits through various organizations throughout the state.

“The Florida Council on Aging is honored to collaborate with Duke Energy to help seniors throughout Florida prepare for hurricane season,” said Margaret Lynn Duggar, executive director. “Many seniors live on a fixed income and wouldn’t otherwise be able to secure the supplies to be ready for impacts from severe weather. We are thankful to work with Duke Energy and know this effort will help bring peace of mind to thousands of seniors.”

A complete list of grant recipients and program details can be found here.

Duke Energy Florida

Duke Energy Florida, a subsidiary of Duke Energy, owns 10,500 megawatts of energy capacity, supplying electricity to 1.9 million residential, commercial and industrial customers across a 13,000-square-mile service area in Florida.

Duke Energy Foundation

The Duke Energy Foundation provides more than $30 million annually in philanthropic support to meet the needs of communities where Duke Energy customers live and work. The foundation is funded by Duke Energy shareholders.

Duke Energy (NYSE: DUK), a Fortune 150 company headquartered in Charlotte, N.C., is one of America’s largest energy holding companies. Its electric utilities serve 8.2 million customers in North Carolina, South Carolina, Florida, Indiana, Ohio and Kentucky, and collectively own 50,000 megawatts of energy capacity. Its natural gas unit serves 1.6 million customers in North Carolina, South Carolina, Tennessee, Ohio and Kentucky. The company employs 27,600 people.

Duke Energy is executing an aggressive clean energy transition to achieve its goals of net-zero methane emissions from its natural gas business by 2030 and net-zero carbon emissions from electricity generation by 2050. The company has interim carbon emission targets of at least 50% reduction from electric generation by 2030, 50% for Scope 2 and certain Scope 3 upstream and downstream emissions by 2035, and 80% from electric generation by 2040. In addition, the company is investing in major electric grid enhancements and energy storage, and exploring zero-emission power generation technologies such as hydrogen and advanced nuclear.

Duke Energy was named to Fortune’s 2023 “World’s Most Admired Companies” list and Forbes’ “World’s Best Employers” list. More information is available at duke-energy.com. The Duke Energy News Center contains news releases, fact sheets, photos and videos. Duke Energy’s illumination features stories about people, innovations, community topics and environmental issues. Follow Duke Energy on Twitter, LinkedIn, Instagram and Facebook.

Media contact: Audrey Stasko 
Media line: 800.559.3853 
Twitter: @DE_AudreyS

View original content here.

A repurposed area of downtown Dickinson, North Dakota, is providing the community with a central gathering space for outdoor movies, concerts, recreation and educational programs.Legacy Square opened recently after five years of planning and fundraising, including a $200,000 grant from Marathon Petroleum Corporation.The grand opening launched a summer concert series that continues into September.

It was once a banking center. Now, it serves to bring together a city as an open-air, central gathering space for concerts, educational programs, outdoor movies and a variety of other activities. Legacy Square, a repurposed area in downtown Dickinson, North Dakota, recently opened after five years of planning and fundraising.

“We are proud to support this project because it is focused on building thriving communities, which reflects one of Marathon’s community investment priorities, and provides another true destination in this region of the state,” said Chris Staats, General Manager of Marathon Petroleum Corporation’s (MPC) Mandan refinery and Dickinson renewable diesel facility.

“This site is a new focal point for social activity, allowing families and residents to come together while providing expanded opportunities to local businesses.”

MPC provided a $200,000 grant as one of the first private-sector contributors to this city-managed project. The new site incorporates native plants and grasses, a stage with a large digital screen, pergolas for shade, a covered pavilion with retractable walls and a play-and-splash area for children. Beyond the site’s amenities, events also often involve the closure of adjacent streets to allow for local food trucks, bounce houses and other attractions.

Legacy Square’s grand opening at the end of June launched a free summer concert series that continues into September with a variety of local, regional and national recording artists. City representatives noted there has been discussion of possibly adding other features to the square in the future to accommodate activities during colder months of the year.

“This site is a new focal point for social activity. It allows families and residents to come together downtown in ways that didn’t exist before, which also creates expanded opportunities for local businesses,” Dickinson Renewable Diesel Facility Manager Steve Schram said. “Legacy Square is an amazing asset that is likely to be a place where lasting memories are created for years to come.”

NEW YORK and LONDON, August 16, 2023 /3BL/ – AccountAbility, a trusted global ESG Consulting and Standards firm with a three-decade history in guiding leaders to build better companies, is pleased to announce that for a second consecutive year it has been recognized by Forbes as one of the World’s Best Management Consulting Firms, this time for 2023. AccountAbility’s inclusion among this year’s Top Management Consulting Firms is based on the Company’s continued commitment to innovate and advance the global Sustainability / ESG agenda by improving the practices, performance, and impact of organizations.

“AccountAbility is grateful to Forbes, Statista, our Clients, and our Peers to be recognized for a second time as one of Forbes World’s Best Management Consulting Firms 2023 – and we remain most appreciative for this distinction. AccountAbility is an expert, global ESG advisory firm that provides objective counsel to CEOs, Boards and Executives on how to improve their business performance and build a sustainable competitive advantage. As ESG pioneers, our centered purpose is to assist organizations across sectors and geographies in making well-informed sustainability choices that align with their business goals.” Said Mr. Sunil (Sunny) A. Misser, CEO of AccountAbility.

“We focus on delivering practical, effective, and enduring results that enable our clients to succeed. It is through our Clients and our People that we have received this recognition, and it is through our Clients and our People that we continue to have a meaningful global impact and advance the Sustainability agenda.” Continued Mr. Misser.

To determine the World’s Best Management Consulting Firms 2023 list, Forbes, together with Statista conducted an independent evaluation of thousands of multinational management consultancies across 13 industries and 14 functional areas. These firms were then evaluated based on survey results of more than 9,000 peers, including partners and executives from the management consultancies, as well as large global clients, to identify and recommend the World’s Best Management Consulting Firms 2023. 

This latest recognition adds to a growing list of multi-year global business awards for AccountAbility, including a three-time winner of the Best ESG Strategy Development Partner from Capital Finance International (2021-23), and a six-time Leading Management Consultant recipient from the Financial Times (2018-23). 

Please see the full Forbes World’s Best Management Consulting Firms 2023 list here.

About AccountAbility

AccountAbility is a global Consulting and Standards firm that works with businesses, investors, governments, and multilateral organizations to innovate and advance the global Sustainability / ESG agenda by improving the practices, performance, and impact of organizations. The firm focuses on delivering practical, effective, and enduring results that enable our clients to succeed. AccountAbility is a Public Benefit Corporation, operating globally through a highly qualified team from offices in New York, London, Riyadh, and Dubai. The firm is the recipient of multiple business awards from the Financial Times, Forbes, and Capital Finance International. Learn more at www.accountability.org.

Contact: 
Mr. Jon Packer 
AccountAbility 
Head of Marketing & Communications 
+1 416 543 9179 
Email: jon.packer@accountability.org 
Web: www.accountability.org 
 

ST. PAUL, Minn., August 16th, 2023 /3BL/ – Antea Group is honored to have been awarded the Operational Excellence Leader award from Avetta! This award recognizes organizations that have demonstrated the ability to drive operational excellence in supply chain risk management and those that have used Avetta’s products to operate their business more efficiently. 

“This award recognizes clients who have embraced Avetta’s products to streamline their business operations and have reduced their administrative burdens,” shared Arshad Matin, CEO of Avetta. “Through their efficient use of our tools, they have demonstrated exemplary operational excellence.” 

Avetta, the leading provider of supply chain risk management software, chose Antea Group as a winner of the prestigious award from a list of 36 finalists across six categories. The award was announced at the 2023 Avetta Summit in Houston where 11 companies were recognized for their outstanding work. 

The 2023 Avetta Awards-winning companies and individuals represent global leaders that have prioritized a culture of safety and sustainability across multiple operating sites in numerous countries. The Avetta Awards are based on a set of objective criteria and judged by Avetta safety and compliance experts in addition to a rotating panel of industry compliance experts, executives, entrepreneurs, and innovators.  

Thank you to Avetta for the recognition! 

Learn more about the awards and view all 11 winners.

About Avetta 

The Avetta supply chain risk management SaaS platform helps clients manage supply chain risk and their contractors to become more qualified for jobs. For hiring clients in our network, we offer the world’s largest supply chain multi-risk management network to manage contractor safety, sustainability, worker competency and performance, and business and financial risk. We perform contractor prequalification and worker competency management across major industries, all over the globe, including construction, energy, facilities, high tech, manufacturing, mining and telecom. 

For contractors in our network, our audit and verification services help lower their safety incidents rate by 47%. As a result, nearly 50% of members find additional job opportunities within the first year of joining. In addition, our contractors receive privileged access to the Avetta Marketplace, where dozens of partners offer special discounts for business services like insurance and work gear. Avetta serves 500+ enterprise companies and 125,000+ contractors across 120+ countries. 

About Antea Group 

Antea®Group is an environment, health, safety, and sustainability consulting firm. By combining strategic thinking with technical expertise, we do more than effectively solve client challenges; we deliver sustainable results for a better future. We work in partnership with and advise many of the world’s most sustainable companies to address ESG-business challenges in a way that fits their pace and unique objectives. Our consultants equip organizations to better understand threats, capture opportunities and find their position of strength. Lastly, we maintain a global perspective on ESG issues through not only our work with multinational clients, but also through our sister organizations in Europe, Asia, and Latin America and as a founding member of the Inogen Alliance.   

New facility to double local water treatment capacity, helping city provide increasing population with a safe, reliable and clean water supply

PITTSBURGH, August 16, 2023 /3BL/ – Intelligent power management company Eaton today announced a contract valued at approximately $6M to provide the city of Georgetown, Texas, with turnkey electrical engineering services, power distribution, control and protection equipment to help establish its new South Lake Water Treatment Plant. With construction expected to be complete in 2026, the water treatment facility will process more than 44 million gallons per day to double local capacity for the growing community. The project is entirely funded by City of Georgetown water customers.

In addition to energizing the new water treatment facility, the new power system will support reliable electrical service for a secondary control facility, process control labs and administrative spaces.

“We’re applying our engineering expertise and market-leading power management solutions so the City of Georgetown can focus on its core mission for this project: delivering safe drinking water to the community,” said Jeremy Novotney, vice president and general manager for Eaton’s Industrial Control Division. “We have a proven record working with the city to help preserve the uptime of its water treatment operations.”

For decades, U.S. government agencies have relied on Eaton to advance sustainable, resilient electrical infrastructure projects. Today, Eaton is ready to accelerate federal initiatives with its longstanding government taskforce and more than 26,000 U.S.-based employees located across 253 facilities. Steady investments in our U.S. operations and manufacturing base support have increased demand for the company’s solutions powering federal electrification projects. Learn more about the company’s electrical solutions for water and wastewater treatment plants.

Eaton is an intelligent power management company dedicated to improving the quality of life and protecting the environment for people everywhere. We are guided by our commitment to do business right, to operate sustainably and to help our customers manage power ─ today and well into the future. By capitalizing on the global growth trends of electrification and digitalization, we’re accelerating the planet’s transition to renewable energy, helping to solve the world’s most urgent power management challenges, and doing what’s best for our stakeholders and all of society.

Founded in 1911, Eaton is marking its 100th anniversary of being listed on the New York Stock Exchange. We reported revenues of $20.8 billion in 2022 and serve customers in more than 170 countries. For more information, visit Eaton.com. Follow us on Twitter and LinkedIn.

Contact: 
Hilary Spittle 
+1.216.712.2005 
hilaryspittle@eaton.com

Regina Parundik 
Cobblestone Communications 
+1.412.559.1614 
Regina@cobblecreative.com

New facility to double local water treatment capacity, helping city provide increasing population with a safe, reliable and clean water supply

PITTSBURGH, August 16, 2023 /3BL/ – Intelligent power management company Eaton today announced a contract valued at approximately $6M to provide the city of Georgetown, Texas, with turnkey electrical engineering services, power distribution, control and protection equipment to help establish its new South Lake Water Treatment Plant. With construction expected to be complete in 2026, the water treatment facility will process more than 44 million gallons per day to double local capacity for the growing community. The project is entirely funded by City of Georgetown water customers.

In addition to energizing the new water treatment facility, the new power system will support reliable electrical service for a secondary control facility, process control labs and administrative spaces.

“We’re applying our engineering expertise and market-leading power management solutions so the City of Georgetown can focus on its core mission for this project: delivering safe drinking water to the community,” said Jeremy Novotney, vice president and general manager for Eaton’s Industrial Control Division. “We have a proven record working with the city to help preserve the uptime of its water treatment operations.”

For decades, U.S. government agencies have relied on Eaton to advance sustainable, resilient electrical infrastructure projects. Today, Eaton is ready to accelerate federal initiatives with its longstanding government taskforce and more than 26,000 U.S.-based employees located across 253 facilities. Steady investments in our U.S. operations and manufacturing base support have increased demand for the company’s solutions powering federal electrification projects. Learn more about the company’s electrical solutions for water and wastewater treatment plants.

Eaton is an intelligent power management company dedicated to improving the quality of life and protecting the environment for people everywhere. We are guided by our commitment to do business right, to operate sustainably and to help our customers manage power ─ today and well into the future. By capitalizing on the global growth trends of electrification and digitalization, we’re accelerating the planet’s transition to renewable energy, helping to solve the world’s most urgent power management challenges, and doing what’s best for our stakeholders and all of society.

Founded in 1911, Eaton is marking its 100th anniversary of being listed on the New York Stock Exchange. We reported revenues of $20.8 billion in 2022 and serve customers in more than 170 countries. For more information, visit Eaton.com. Follow us on Twitter and LinkedIn.

Contact: 
Hilary Spittle 
+1.216.712.2005 
hilaryspittle@eaton.com

Regina Parundik 
Cobblestone Communications 
+1.412.559.1614 
Regina@cobblecreative.com

International Olympic Committee news

Anticipation and trepidation – in equal measures – pump through my synapses in preparation for any visit to London 2012’s Olympic Park. Why such strange chemistry prompted by mundane journeys across the Central Line train to Stratford over the last decade? The reasons are both deeply personal and now academic. In each case they relate to long-term impacts of the Olympic Games on this world city, and any city as it addresses the profound issues of sustainable urban development.

For thousands who worked on the London Games (and, I suspect, any Olympic Games), our experiences – challenging, exhausting and euphoric – are seared forever into our DNA, life-changing, career-defining, and deeply engrained with the physical space of the Olympic Park. So it is that with every return to the stadium that hosted Danny Boyle’s extraordinary Opening Ceremony, the sporting triumphs that followed and an even more remarkable festival of benign, neo-national pride, I worry.

If, emerging from Stratford Station into the Park, I were ever to find it windswept, unloved, lonely and gathering tumbleweed, imagine the personal grief – the deflation and rupture of so much London 2012 human capital.

If that’s a profoundly human emotional equation, it’s also the capsule version of proper evaluation of the lasting impact of an Olympic Games on its urban community – an evaluation I have been fortunate to explore in recent years. An Oxford University post-graduate research project, and my role as a commissioner on the United Kingdom’s National Inquiry into the social impact of events, provided the vehicles to ask if global mega events cannot just be more sustainable, but also spearhead social and physical sustainability for their host communities.

For Oxford University I took the Games of London and Rio as primary case studies, while also running a rule over plans for Paris, LA and Brisbane. Mixed method research, grounded in a review of extant evidence, featured 36 in-depth interviews with leaders from all perspectives of hosting, mounting and evaluating Olympic Summer Games.

In parallel, the National Inquiry (sponsored by “The Spirit of 2012 Trust”) spent 14 months exploring the impacts of events, large and small in all corners of the UK, taking witness from participants, communities, experts and academics. It looked not just at sporting events, but the UK’s “City of Culture” programme and galvanising national events such as the Royal Jubilee celebrations. The question in common was how to optimise positive lasting value from the high-octane catalyst of all mega events and, particularly the biggest of all, the Olympic Games.

All of which takes me back to London’s East End. As the train doors open on a vista of the Queen Elizabeth Olympic Park (as it is now known), there is a sea of diverse humanity – shoppers crowding the vast mall; office workers, armed with oat milk lattes, heading for the freshly gleaming corporate towers; youthful urbanistas on a beeline for the new galleries and cultural centres; families – picnics in hand – eyeing up the prime spots among the wildflower meadow parkland; and athletes, fans and volunteers on well-trodden paths to famous sports venues.

Once again, my worries are groundless. The park is humming with life, cherished and punctuated with cranes that promise yet more development. The 2012 urban planners located this new community at the nexus of a remarkable public and active transport system, regenerated long-abandoned and deeply poisoned brown-field sites, built social as well as market housing (much of it for rent), mixed employment, education, retail, technology, culture, sport and health around London’s first major urban park for decades. Most (though not all) observers and academics concur that the QE Park is working and offers a model of urban sustainability.

Sadly this is not the common media image associated with all major event impacts, so what are the lessons to be drawn from London’s QE Park? Firstly, it is the result of a clear, long-term vision. At the turn of the new millennium, London’s Mayor only supported a London Olympic bid because he saw the opportunity for a 30-year regeneration programme for the city’s impoverished East End. The need was profound and he judged that hosting a global mega event was his only way to secure commitment and resources.

Next was the requirement for appropriate, dedicated governance structures, exhibiting clear ownership and accountability for the project – not just in first-phase construction, but for long-term development. The Olympic Development Authority and LOCOG (the Games Organising Committee) ran the first shift, handing over neatly, post-Games, to the London Legacy Development Corporation, which remains as the planning and oversight body more than a decade later. Built into the structure was a model that provided hypothecated funding and a modicum of insulation from the hurly-burly of party political vacillation.

Based on this and other testimonies in my own research and the findings of the UK National Inquiry, what advice should be shared with future Games and other mega-event hosts?

Look well ahead to the long-term sustainable development needs of your community (whether physical, social or economic) and carefully assess the extent to which event hosting could be the catalyst you need. If so, see the Games not just as an event, but as the pivot point for a 20- or 30-year sustainable development programme.The Olympic Games (and other mega events) cannot be a panacea, so pick a realistic shortlist of major sustainability targets (public health, climate change/ net-zero, public transport, social equity or others drawn from the United Nations’ Sustainable Development Goals, all spring to mind) and forge consensus around the main focus.Build governance structures for the long term, balancing and integrating the needs of event delivery with long-term planning and social cohesion.Ensure that funding streams and political consensus are in place for the long haul – not just the event.Don’t forget that the main event has to be successful to drive any lasting impacts. Long-term planning should help this too.

My research was independent of the IOC, but it bodes well that the Olympic Movement is showing a lead by adopting many of these principles not just in advice to future potential hosts, but in its own vision and planning for future Olympic Games. Seeing such events carefully curated as potent catalysts for sustainable communities is not only good news for cities, but will facilitate a further era of Olympic success and more sustainable Games.

By way of post-script, sharp-eyed readers may have noticed a gap in my musings – the absence of the word “legacy”. While the concept around legacy has never been more pertinent, there was consensus among interviewees in my research that the term itself is beyond its “use-by date” – not reflective of the extended planning period before as well as after Games, and too often deployed as ill-defined, post-hoc, virtue-signalling. Discuss…

And while that debate begins, I will gird my emotional loins for the next visit to London’s QE Olympic Park.

Bill Morris was the Director of Ceremonies, Culture, Education and Live Sites for London 2012. He has been a Senior Advisor to the IOC for the last decade. He is a Trustee of Spirit of 2012 and recently completed a Masters Degree in Sustainable Urban Development at the University of Oxford.

The findings of the UK National Inquiry into the social impact of events can be found at www.spiritof2012.org.uk. A copy of Morris’s Oxford research can be accessed at the Olympic Studies Centre.

This article is an edited version of a third-party contribution that first appeared in the Olympic Review. The articles published in the Olympic Review do not necessarily reflect the opinions of the International Olympic Committee.

International Olympic Committee news

Anticipation and trepidation – in equal measures – pump through my synapses in preparation for any visit to London 2012’s Olympic Park. Why such strange chemistry prompted by mundane journeys across the Central Line train to Stratford over the last decade? The reasons are both deeply personal and now academic. In each case they relate to long-term impacts of the Olympic Games on this world city, and any city as it addresses the profound issues of sustainable urban development.

For thousands who worked on the London Games (and, I suspect, any Olympic Games), our experiences – challenging, exhausting and euphoric – are seared forever into our DNA, life-changing, career-defining, and deeply engrained with the physical space of the Olympic Park. So it is that with every return to the stadium that hosted Danny Boyle’s extraordinary Opening Ceremony, the sporting triumphs that followed and an even more remarkable festival of benign, neo-national pride, I worry.

If, emerging from Stratford Station into the Park, I were ever to find it windswept, unloved, lonely and gathering tumbleweed, imagine the personal grief – the deflation and rupture of so much London 2012 human capital.

If that’s a profoundly human emotional equation, it’s also the capsule version of proper evaluation of the lasting impact of an Olympic Games on its urban community – an evaluation I have been fortunate to explore in recent years. An Oxford University post-graduate research project, and my role as a commissioner on the United Kingdom’s National Inquiry into the social impact of events, provided the vehicles to ask if global mega events cannot just be more sustainable, but also spearhead social and physical sustainability for their host communities.

For Oxford University I took the Games of London and Rio as primary case studies, while also running a rule over plans for Paris, LA and Brisbane. Mixed method research, grounded in a review of extant evidence, featured 36 in-depth interviews with leaders from all perspectives of hosting, mounting and evaluating Olympic Summer Games.

In parallel, the National Inquiry (sponsored by “The Spirit of 2012 Trust”) spent 14 months exploring the impacts of events, large and small in all corners of the UK, taking witness from participants, communities, experts and academics. It looked not just at sporting events, but the UK’s “City of Culture” programme and galvanising national events such as the Royal Jubilee celebrations. The question in common was how to optimise positive lasting value from the high-octane catalyst of all mega events and, particularly the biggest of all, the Olympic Games.

All of which takes me back to London’s East End. As the train doors open on a vista of the Queen Elizabeth Olympic Park (as it is now known), there is a sea of diverse humanity – shoppers crowding the vast mall; office workers, armed with oat milk lattes, heading for the freshly gleaming corporate towers; youthful urbanistas on a beeline for the new galleries and cultural centres; families – picnics in hand – eyeing up the prime spots among the wildflower meadow parkland; and athletes, fans and volunteers on well-trodden paths to famous sports venues.

Once again, my worries are groundless. The park is humming with life, cherished and punctuated with cranes that promise yet more development. The 2012 urban planners located this new community at the nexus of a remarkable public and active transport system, regenerated long-abandoned and deeply poisoned brown-field sites, built social as well as market housing (much of it for rent), mixed employment, education, retail, technology, culture, sport and health around London’s first major urban park for decades. Most (though not all) observers and academics concur that the QE Park is working and offers a model of urban sustainability.

Sadly this is not the common media image associated with all major event impacts, so what are the lessons to be drawn from London’s QE Park? Firstly, it is the result of a clear, long-term vision. At the turn of the new millennium, London’s Mayor only supported a London Olympic bid because he saw the opportunity for a 30-year regeneration programme for the city’s impoverished East End. The need was profound and he judged that hosting a global mega event was his only way to secure commitment and resources.

Next was the requirement for appropriate, dedicated governance structures, exhibiting clear ownership and accountability for the project – not just in first-phase construction, but for long-term development. The Olympic Development Authority and LOCOG (the Games Organising Committee) ran the first shift, handing over neatly, post-Games, to the London Legacy Development Corporation, which remains as the planning and oversight body more than a decade later. Built into the structure was a model that provided hypothecated funding and a modicum of insulation from the hurly-burly of party political vacillation.

Based on this and other testimonies in my own research and the findings of the UK National Inquiry, what advice should be shared with future Games and other mega-event hosts?

Look well ahead to the long-term sustainable development needs of your community (whether physical, social or economic) and carefully assess the extent to which event hosting could be the catalyst you need. If so, see the Games not just as an event, but as the pivot point for a 20- or 30-year sustainable development programme.The Olympic Games (and other mega events) cannot be a panacea, so pick a realistic shortlist of major sustainability targets (public health, climate change/ net-zero, public transport, social equity or others drawn from the United Nations’ Sustainable Development Goals, all spring to mind) and forge consensus around the main focus.Build governance structures for the long term, balancing and integrating the needs of event delivery with long-term planning and social cohesion.Ensure that funding streams and political consensus are in place for the long haul – not just the event.Don’t forget that the main event has to be successful to drive any lasting impacts. Long-term planning should help this too.

My research was independent of the IOC, but it bodes well that the Olympic Movement is showing a lead by adopting many of these principles not just in advice to future potential hosts, but in its own vision and planning for future Olympic Games. Seeing such events carefully curated as potent catalysts for sustainable communities is not only good news for cities, but will facilitate a further era of Olympic success and more sustainable Games.

By way of post-script, sharp-eyed readers may have noticed a gap in my musings – the absence of the word “legacy”. While the concept around legacy has never been more pertinent, there was consensus among interviewees in my research that the term itself is beyond its “use-by date” – not reflective of the extended planning period before as well as after Games, and too often deployed as ill-defined, post-hoc, virtue-signalling. Discuss…

And while that debate begins, I will gird my emotional loins for the next visit to London’s QE Olympic Park.

Bill Morris was the Director of Ceremonies, Culture, Education and Live Sites for London 2012. He has been a Senior Advisor to the IOC for the last decade. He is a Trustee of Spirit of 2012 and recently completed a Masters Degree in Sustainable Urban Development at the University of Oxford.

The findings of the UK National Inquiry into the social impact of events can be found at www.spiritof2012.org.uk. A copy of Morris’s Oxford research can be accessed at the Olympic Studies Centre.

This article is an edited version of a third-party contribution that first appeared in the Olympic Review. The articles published in the Olympic Review do not necessarily reflect the opinions of the International Olympic Committee.

Virginia early childhood education leader Kathy Glazer has joined the PNC Grow Up Great Advisory Council. As president of the Virginia Early Childhood Foundation (VECF) since January 2012, Kathy promotes innovative partnerships to ensure that children enter kindergarten healthy and ready to succeed in school, the workforce and life.

“Kathy brings a wealth of knowledge from a career devoted to early childhood education policy and advocacy, both in her current nonpartisan, public-private role, as well as previous government positions,” said Sally McCrady, chair and president of the PNC Foundation. “She deeply understands that the prosperity of our communities hinges on access to high-quality early education, and her expertise will help us ensure that children and families across PNC’s footprint can thrive.”

PNC Grow Up Great was established in 2004 as PNC’s signature philanthropic initiative. Nearly 20 years later, the now $500 million comprehensive, bilingual program helps prepare children, particularly underserved children, from birth to age 5 for success in school and life. It has supported more than 8 million children and provided $225 million in grants to nonprofits to advance high-quality early childhood education.

At the heart of PNC Grow Up Great, since its inception, has been the Advisory Council. Comprised of experts who influence the field of early childhood education, the Council provides ongoing strategic direction and guidance for PNC Grow Up Great. The Council offers insight that positions PNC Grow Up Great as a leader in advocating for early childhood education, identifying opportunities for strategic partnerships, tracking progress and ensuring that all efforts reach, resonate with and benefit young children in their early development phases.

Previously, Kathy worked with the national BUILD Initiative as director of state services, providing strategic advice to states advancing their early childhood policies and agendas. From 2005 to 2009 she served in Virginia state government positions including executive director of the governor’s office for Early Childhood Policy and director of the Office of Early Childhood Development, an office created to span early childhood programs, staff and funding streams across state agencies. She served on the National Academies’ committee to develop the Transforming the Financing of Early Care and Education report. Kathy earned a bachelor’s degree from the University of Georgia and a master’s from Virginia Commonwealth University.

“Kathy is well-known to everyone in the commonwealth of Virginia and throughout the early childhood education community, thanks to her work to build a sustained focus on school readiness and ensure that high-quality early education is accessible to every family,” said PNC Chief Corporate Responsibility Officer Richard Bynum, who also serves as chair of the board of VECF. “Her work to create equity and opportunity is transformative, and we’re thrilled to have her expertise on the PNC Grow Up Great Advisory Council.”

Kathy joins an accomplished group of national early education experts spanning a wide variety of industries.

PNC Grow Up Great Advisory Council Members 
Barbara A. Wasik, Ph.D. 
PNC Endowed Chair in Early Childhood Education, Temple University 

Maureen Barber-Carey, Ed.D. 
Barber National Institute 

W. Steven Barnett, Ph.D. 
National Institute for Early Education Research 

Barbara Bowman, M.A. 
Erikson Institute 

Jerlean E. Daniel, Ph.D. 
Early Childhood Consultant 

Robert DeHaas, Ed.D. 
Dallas College 

Marcia Egbert 
The George Gund Foundation 

Deforia Lane, Ph.D. 
Early Childhood Consultant 

Wendy Lewis Jackson 
The Kresge Foundation 

Michael L. López, Ph.D. 
NORC at the University of Chicago 

Michèle M. Mazzocco, Ph.D. 
University of Minnesota 

Felicia Cumings Smith, Ed.D. 
National Center for Families Learning 

Ex Officio Advisory Council Members 
Jeanette Betancourt, Ed.D. 
Sesame Workshop 

Paul Siefken 
Fred Rogers Productions 

Yasmina S. Vinci 
National Head Start Association

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