Daily Archives: March 3, 2022

LANCASTER, Pa., March 02, 2022 (GLOBE NEWSWIRE) -- When the $65 million High Foundation Fund was established at Lancaster County Community Foundation last fall, it was truly extraordinary. That was just the beginning of S. Dale High's innovative plan to sustain his legacy of using business and philanthropy to contribute to the greater good of the community.

Today, S. Dale High and the High Family announce the transfer of family ownership of High Industries to High Foundation. This new structure, making High Foundation a major stakeholder of High Industries, will result in millions of dollars of profits being invested into the Lancaster community and other communities where High Industries provides economic investment and employment.

High Industries is a major force in building and rebuilding North Americas infrastructure. High companies employ nearly 2,000 coworkers in 11 businesses in 38 locations in six states. This new structure gives coworkers a direct line to creating more thriving, vibrant communities where they live and work. Profits will be invested into the High Foundation for the good of the community, toward initiatives that address poverty and community transformation, cultural and economic vibrancy, and collaboration and social innovation. High Foundation investments will be disbursed through:

Major partnerships and collaborationsThe grant application process on highfoundation.orgScholarships for children of High coworkersHigh Foundation Fund at Lancaster County Community Foundation

This is the creation of a new kind of company, said Dale High, where High Foundation has become the major shareholder and the community is the recipient of the profits of High Industries moving forward. This allows our coworkers the satisfaction of knowing that the profits they help generate will go back into the community. So, every day when they are building value, they are building it for the community.

A Higher Purpose

As he began to plan for the next chapter of High Industries, Dale High envisioned a change in the structure of the companyan inspired model that continues the companys legacy and work in the community. He asked the question, "What if we could create a company that directly benefits the community?" This shift continues the legacy of Dale Highs transformative and innovative leadership, which has guided High Industries in using business as a force for good in the community for decades, and High Foundation as a committed community partner for the past 40 years.

I am proud of Dale and our family for making this move, said Suzanne High. The High Family wholly supports this change as a continuation of its legacy and philosophy. While ownership of High Industries is changing to the High Foundation, the High Family will remain in the companies in a number of ways. For me, as Vice Chair of the High Foundation, I have seen firsthand the life-changing impact of our investments, and I am excited to see that continue to grow.

A Bridge to Opportunity

Since 1980, High Foundation has been a thought leader and community partner, contributing over $20 million to projects and initiatives that eliminate the cycle of poverty and enable the dignity, diversity, equality, and inclusion of all people. High Foundations 40year legacy of impact spans improvements in education, health and human services, arts and culture, historic preservation, environmental stewardship, and social enterprise in Lancaster City and beyond.

Robin Stauffer will continue to lead High Foundation as Executive Director and work with key community partners. High Foundation has put a strong governance structure in place to support future growth and collaboration. Additional Trustees have recently been added to the Board, and Committees have been created. High Foundation will be scaled appropriately to handle the growth that will occur as a result of the new structure, and the High Family has ensured that sufficient reserves are in place to maintain financial durability for years to come.

This is a remarkable gift from Dale High to High coworkers and our communities, said Robin Stauffer, Executive Director of High Foundation. This new structure multiplies the already generous impact High Foundation has had and emboldens the Foundation for even greater impact.

The Ultimate Example of Business for Good

Familyowned since 1931, Lancasterbased High Industries is a major force in building and rebuilding North Americas infrastructure. Since joining the family business in 1963, Dale has led High Industries to success through the thoughtful, intentional approach of putting people, community, and business for good above all else. Today, High companies employ nearly 2,000 coworkers in 11 businesses in 38 locations in six states.

High Industries will continue to thrive and grow under the leadership of its existing Board of Directors, CEO Mike Shirk, the High Executive Committee and High Industries leadership teams. High Industries will continue to maintain a healthy financial position and have the capacity to invest in its strategic plans.

The High Philosophy of building trustworthy relationships and being innovative leaders will continue to define corporate culture and values.

What will change is that profits from High Industries will be managed, grown, and distributed into the community through High Foundation under the leadership of the Board of Trustees and Executive Director Robin Stauffer. This means that profits will directly benefit the communities in which High companies provide economic investment and employment.

In the past, dividends distributed from High Industries went to the High Family. Now they will go directly to High Foundation for investment in the communities where our companies operate. This immediately grows the resources available to High Foundation. Its the ultimate commitment to social responsibility and doing business for good in an impactful and lasting way. Its a truly bold and unique move made possible through Dale Highs vision and dedication to making it happen, noted Mike Shirk, CEO of High companies.

To view Dale Highs announcement about this extraordinary gift to the Lancaster and High coworker communities, please visit http://www.highfoundation.org.

About High Foundation

High Foundation is a philanthropic nonprofit organization that is funded by members of the High Family, owners of High Companies. The Foundations overall mission is to align with community benefit organizations to support positive change within areas of identified need in communities in which High companies do business. The current focus of the Foundation is eliminating poverty and strengthening Lancaster City in Pennsylvania. In addition, the Foundation assists High coworkers in meeting the costs of a college education for their children through the High Foundation Scholarship Program.

About High Industries Inc.

High Industries Inc. is a Lancaster, Pa.based company with 2021 revenue of approximately $570 million. Its affiliates High Steel Structures Inc., High Concrete Group LLC, High Steel Service Center LLC, High Transit LLC, High Structural Erectors LLC, and High Construction Company deliver a wide range of products and services to customers across the East Coast and Midwest United States. These products and services include steel bridge superstructure fabrication and erection; precast concrete building systems; metal processing and distribution; heavyhauling transportation; steel and precast concrete erection services; general contracting and architectural design. More information is available by visiting http://www.high.net.

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Dave Nicholas High Companies 717-293-4545 dnicholas@high.net

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Envisioning a Higher Purpose, High Family Transfers Ownership of High Industries to High Foundation - The Bakersfield Californian

Over the past six months, one of the more interesting tensions to play out has been watching companies of all sizes try to figure out the best way to bring their employees back to the office. On the one hand, the pandemic has taught many of us that there are a lot of jobs that simply don't require being in an office. At the same time, there are real benefits to having everyone together--even if not all the time.

For example, teams develop relationships differently when they're together in person, compared to only connecting online. There are plenty of situations where that difference matters enough to a company that they want to getpeople together.

Google has invested a lot of work and resources into figuring out how to balance those needs, and how to create environments that facilitate both. I've paid close attention as the company has shared its plans--including when it announced dates for bringing everyone back to the office, only to push thembackas different waves of the pandemic surged throughdifferent communities.

In an interview with The Wall Street Journal, Google's CEO, Sundar Pichai, shared some of his thinking on returning to work, and how the office environment plays a role. His answer--one sentence, in particular--was the best I've heard yet:

The thing I'm most excited about is I think the future of work will be flexible... Specifically, we do think it's important to get people in a few days a week, but we are embracing all options. A set of our workforce will be fully remote, but most of our workforce will be coming in three days a week. But I think we can be more purposeful about the time they're in, making sure group meetings or collaboration, creative collaborative brainstorming or community building, happens then.I'm excited. I think people and teams are going to figure this out, but overall I feel energized that we get to rethink for the next 10 years.

The emphasis in that paragraph is mine because I want to highlight what I think is the best sentiment about bringing people back to the office that I've heard yet.The reason I think this is so important is that it articulates something that I think many people working remotely care about.

If you're going to have people come into the office, it should be for a reason. That reason shouldn't be only that you've spent a lot of money on a fancy workspace and you have to justify the expense. Having your team come in just so you can see them all sitting at tables with their laptops open isn't purposeful. It might make you feel better that they're all working in the same office, but it doesn't actually contribute anything to their individual work, or to your collaborative efforts.

If you're going to ask your team to come to the office a few days a week, you should be intentional about using that time for things you can't otherwise do virtually. If having an all-hands meeting is important, do it then. If working through hard problems would benefit from face-to-face conversations, do it while the stakeholders are together.

There's a flip side to this, which is that the rest of the time, you should let people focus on getting their work done. Don't fill their schedule with video meetings on days they aren't in the office. If you feel the need to constantly be meeting with your team to talk about what they're working on, you're doing it wrong. That's just basic people management, and it makes sense--if you make your team members spend all their time in meetings, they won't have any time to actually work.

Finally, I'll just call out one other thing from that part of the interview. "I think people and teams are going to figure this out," Pichai said. Google's CEO has faith that the best people to figure out how to get work done are the teams actually trying to get the work done. That's more important than you might think, and it isn't just Google that seems to be taking this approach.

Last fall, I wrote about an email from Amazon's new CEO, Andy Jassy, in which he told employees that "instead of specifying that people work a baseline of three days a week in the office, we're going to leave this decision up to individual teams." The people who are in the best position to figure out how to get work done are the people you trusted enough to hire for that purpose.

It's encouraging to see this mentality, even at giant tech companies. The good news is, it's something every manager, CEO, team leader, and entrepreneur can copy. Let your team figure out the best way to work, and whether they're in the office or not, be intentional and purposeful with their time.

The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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With One Sentence, Google's CEO Just Shared the Best Plan for Returning to the Office I've Heard Yet - Inc.

March 2, 2022

It developed in response to the inordinate number of industrial facilities and contaminated sites located near underrepresented or overburdened communities, which adversely and disproportionately affected the health and well-being of those communities. With the change in federal administrations and intense global discourse on climate change, EJ has now evolved and matured into concrete requirements to be considered in the realm of environmental permitting. Considering EJ concerns in permitting decisions gives affected communities a voice in the process for projects planned near them.

President Biden began his term by addressing the climate crisis head-on. Among his early Executive Orders, he created the Environmental Justice Interagency Council. The Council is comprised of 15 federal agencies, including the United States Environmental Protection Agency ("EPA"), which chairs the Council, and the Department of Justice. The EPA has had an EJ Strategic Plan since 1994 when President Clinton directed federal agencies to develop EJ strategies to address the disproportionately high and adverse human health or environmental effects of federal programs on minority and low-income populations. Now, EJ principles are to be implemented in projects, initiatives, and enforcement actions across all federal agencies, using metrics of the affected population's exposure to pollution, to provide an opportunity for community involvement in the project process.

The EPA, now led by Administrator Michael S. Regan, former Secretary for the North Carolina Department of Environmental Quality ("DEQ"), describes EJ as "the fair treatment and meaningful involvement of all people regardless of race, color, national origin, or income, with respect to the development, implementation, and enforcement of environmental laws, regulations, and policies." Every four years, it establishes a strategic plan to: (1) communicate priorities and strategies that serve as a planning and budgeting framework; and (2) provide the regulated community a glimpse of where the EPA's focus will be. The draft 2022-2026 Strategic Plan was published in October 2021 and is expected to be finalized by the second quarter of 2022. One of four overarching principles in the Plan is "Advance Justice and Equity"defined as taking decisive action to advance EJ and civil rights at the federal, state, local, and tribal level by embedding EJ and civil rights in all EPA work and strengthening civil rights enforcement in EJ communities.

The EPA plans to narrow its focus from the broader concept of EJ by vigorously enforcing civil rights protections within its programs. Under Title VI of the Civil Rights Act of 1964 ("Title VI"), federal agencies like the EPA can issue rules and regulations to ensure that no person is unlawfully discriminated against, or excluded from protection by, any of its programs or activities. Title VI states that "no person shall, on the grounds of race, color, national origin, sex, age, or disability be excluded from participation in, be denied the benefits of, or be subjected to discrimination." Section 601 of that Act prohibits intentional discrimination and disparate adverse impacts resulting from what may appear to be a neutral decision by entities that receive federal funds. Disparate adverse impacts are the most common violation in an environmental setting. Although there is no private right of action against an offending agency, Section 602 enables affected EJ communities to file an administrative complaint with the EPA. When the EPA receives such a complaint alleging prohibited disparate impacts, it investigates the permitting process of the project at issue. If the agency overseeing the project has not sufficiently considered impacts on an EJ community in its decision-making process, it risks losing its federal funding.

To assist in its investigations, the EPA has developed a color-coded mapping tool known as the EJSCREEN. This tool collects environmental and demographic indicators for a nationally consistent dataset and approach for environmental decision-making. The EJSCREEN: Environmental Justice Screening and Mapping Tool | US EPA is publicly available, and users can input a geographic location to identify demographic and environmental conditions within a certain distance of an industrial facility.

In 2021, at least six Title VI complaints and investigations were initiated. Of note, one of these complaints involved the DEQ's issuance of three swine waste management and treatment system permits for farms in Duplin County. The complaint asserted that Black and Latino communities near the farms would be disproportionately impacted by the pollution and adverse health effects caused by the hog farms' operation. On January 13, 2022, the EPA agreed to investigate the DEQ's issuance of these permits.

During his tenure at the DEQ, former Secretary Regan raised the profile of EJ by creating an Environmental Justice and Equity Advisory Board and prioritizing efforts to enhance the state's Environmental Justice Program. This Program "works to ensure the fair treatment and meaningful involvement of all people regardless of race, color, national origin, or income with respect to the development, implementation and enforcement of environmental laws, regulations and policies." The EJ Program uses public data and tools to determine if the location of a proposed project is in an area populated by underrepresented communities that the project may disproportionately impact. It uses a Community Mapping System similar to the EPA's EJSCREEN. This System gathers and uses location, demographics and health, and permit or incident information for nearby projects to inform DEQ decisions to implement specific plans for local outreach and accessibility for public participation in meetings and the permitting process. An online comment tool the public to provide information or complaints anonymously about an environmental concern or an incident of discrimination involving an environmental concern. If the DEQ determines the project location is in an EJ community, it will initiate enhanced public outreach to determine if the community is interested or concerned, and will facilitate ways for the community to participate in the permitting process.

At the legislative level, House Bill 784 was introduced in early 2021 to statutorily address EJ considerations. The bill proposes revisions to several enabling statutes (such as those covering solid waste management, actions involving expenditures of state money or use of public land, water quality permits, and animal waste management systems) to incorporate Title VI requirements considering disproportionate adverse impacts to minority or low-income communities. In addition, a new statute section has been proposed to address permit applications for new or expanded facilities in an overburdened community by including public hearings within the community as part of the particular permitting program. While it is unlikely that this particular bill will be addressed in the upcoming term, given DEQ Secretary Biser's emphasis on EJ following Administrator Regan's efforts, there remains a possibility of further administrative action.

EJ should become part of any diligence review and project planning. Expect that project permitting will require EJ assessments. Meeting the applicable statutory health standards will no longer suffice. The EPA has been clear in expressing its view that compliance with environmental laws does not equal compliance with Title VI. Here are some factors to consider under this new EJ landscape.

First, owners and managers should identify EJ communities early in the planning process by utilizing the EJSCREEN or DEQ's community mapping system to understand how the agency will be viewing the neighborhood and proposed facility. Since there are not sufficient statutory or regulatory structures in place to follow, each project will proceed on a case-by-case basis, considering how the community's health in that particular location has been affected by historical environmental decisions. Applicants will need to anticipate more community engagement and public scrutiny of a project during the permitting process. Engaging with local communities before and outside of the formal permitting and environmental review process will serve the project well.

A recent federal appellate court decision is informative. In Friends of Buckingham v. State Air Pollution Control Board, 947 F.3d 68 (4th Cir. 2020), the Virginia permit-issuing authorities approved an air emissions permit for a natural gas pipeline compressor station planned for construction in a predominantly Black community. In doing so, they relied predominantly on a proposed design intended to exceed national requirements for ambient air standards. The Fourth Circuit, which covers North Carolina, vacated the permit decision and remanded the case for further proceedings because the permit-issuing authorities failed to properly conduct the EJ analysis required by Virginia's statute. In its analysis, the Fourth Circuit noted that the purpose of an EJ analysis is to determine whether a project will have a disproportionately adverse effect on the minority or low-income population in the proposed project's location. The court found the underlying pipeline permit analysis lacked factual findings on the character of the local community population when considering the potential injury to the health of that population, independent of national and state emissions standards under the Clean Air Act. Thus, meeting statutory health standards will not create a rebuttable presumption that no adverse impact will arise from a project; it's only part of the analysis.

Second, prepare for increased federal enforcement of activities in disadvantaged or overburdened communities. The EPA has increased its review of state-delegated permitting matters that normally would only involve the DEQ. Implementing proactive compliance measures, including self-audits and community outreach or engagement, can aid in staying ahead of potential friction points.

Third, expect enhanced regulatory scrutiny for projects, sites, operations, and cleanups. Facility inspections in burdened communities may increase; thus, implementing facility compliance programs and personnel training can manage issues before complaints are made.

Finally, the DEQ views its EJ Program as promoting a good neighbor policy as much as a constitutional requirement, and it expects regulated parties to participate. Legal counsel familiar with the EPA's and DEQ's requirements can assist early in the process.

-- 2022 Ward and Smith, P.A. For further information regarding the issues described above, please contact Amy P. Wang.

This article is not intended to give, and should not be relied upon for, legal advice in any particular circumstance or fact situation. No action should be taken in reliance upon the information contained in this article without obtaining the advice of an attorney.

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Environmental Justice 101: Leveling the Playing Field in the Permitting Process - Ward and Smith, PA

Sponsored content: Community initiatives in Kenya and Bangladesh are helping girls to resist the pressures of child marriage and forge their own paths

Climate change presents unique challenges for teenage girls, especially in rural places where livelihoods depend on the weather and gender norms are often very traditional.

Around the world, severe weather increasingly threatens the livelihoods and security of communities that rely on farming, fishing, hunting, or herding. When parents are not able to make ends meet, it is common to pull their young daughters from school and marry them off for a dowry. In both Kenya and Bangladesh, the Climate Justice Resilience Fund is supporting organisations that are creating other options for girls and their families.

Supporting Young Feminist Leaders

Divya Sooryakumar leads MADREs VIVA Girls Initiative, which provides grants to support community-based, girls-led work that protects girls rights and strengthens their roles in social movements. Their programs center on ending gender violence, building a just peace, and advancing climate justice. The VIVA Girls Initiative has a three-prong approach to this, which includes making large and small grants to support community-based, girls-led work; training and providing mentorship to girls; and creating opportunities for girls to advocate for themselves in spaces where decisions are being made about them and their well-being.

The lived experiences of girls are not included in the conversations around climate change, said Sooryakumar. We are very intentional about making sure our resources go directly to young feminist leaders in these communities who can carry out their vision and take their activism forward.

This intentionality has led to a partnership between MADRE and Indigenous Information Network (IIN) that has lasted more than 20 years. Together, the two groups continue to advance grassroots womens and girls solutions for climate change in Kenya. For example, they support girls resilience to their environment through training programs that allow girls to develop strategies to adapt and mitigate the effects of climate change.

For girls, climate change means that they are given away for marriage, when they are very young, Executive Director of IIN Lucy Mulenkei explained. Our program teaches girls about their rights, sexual reproductive health, and climate change.

IIN and MADRE also train young women to conduct research in communities regarding climate change, as well as take active roles in community climate projects. Girls are becoming active leaders in climate justice, working collectively to identify solutions of climate justice that centre the rights and traditional knowledge of Indigenous women and girls in their communities.

Mulenkei said, Since this research project started, weve seen these women use their skills and knowledge gained from training to help their communities adapt to climate change by planting a certain kind of tree on their farms or sharing knowledge about what kinds of foods to plant.

Resilience in the Face of Climate Change and the Covid-19 Pandemic

In the Maasai Mara section of Kenya, many landowners have organised themselves into conservancies, to manage grasslands to support both wildlife tourism and traditional herding, even as the climate and land begin to change. Unfortunately, women and girls have often been excluded from both livelihoods and often are marginalised in traditional Maasai culture. The Maasai Mara Wildlife Conservancies Association (MMWCA) seeks to change the situation and has instituted measures to support girls education, womens business development, and inclusion of women in running conservancies. But when it comes to the rights of teenage girls, they are having to grapple not only with traditional culture and climate change, but also with the Covid-19 pandemic.

Covid-19 had the potential of overruling the meaningful impact that MMWCA has made, explained MMWCAs Youth and Gender Officer Angela Sanau. For instance, prolonged school closure meant that children were at home and no longer had the safety of a supervised school environment to socialise. As a result, we saw so many teenage pregnancies. Teenage pregnancies were already on the rise, so you can only image how it was made worse by the pandemic.

The lack of education and subsequent rise of adolescent pregnancies is also concerning for IIN, especially when Covid-19 first emerged.

There was a lot of abuse happening, so we tried to prevent teenage pregnancies, Mulenkei said. There was also a lot of substance abuse in the community because people were desperate.

To continue their efforts, IIN relied on women in their network to serve as ambassadors.

Those women are the ones who were going over to teach the community. They have already gone through the process of learning womens rights, so it was still possible to get the message out there. Mulenkei said.

Shifting Norms to Support Girls and Prevent Early Childhood Marriage

In Bangladesh, climate change is bringing rising seas and flooded terrain, but girls on the coast face similar challenges to girls in Kenyas drylands.

Syed Aminul Hoque is the director of monitoring, evaluation, and internal audit at The COAST Foundation. COAST works with some of the most climate-vulnerable people in the Bay of Bengal and supports efforts to end domestic violence and early child marriage. Hoque noted increases in child marriage and teen pregnancies are a consequence of Covid protections such as closing labor markets and schools during the pandemic. In fact, he says one international survey points out that up to 10 million more girls will become at risk of becoming child brides because of the pandemic worldwide.

Our social accountability system was weakened during Covid, Hoque explained. Parents were worried about their children and saw marriage as a safer option.

To combat the rise in child marriage, COAST set up a series of community meetings in 2021. Despite pandemic restrictions, these meetings brought together parents, adolescents, and COAST staff in support of education and development of girls. COAST also opened an informal adolescent school to allow girls whose families could not afford to send them to formal school to continue their education.

Supporting women to build businesses and earn income is another way COAST is shifting gender norms. Hoque says it is all connected supporting education for adolescent girls and helping women to generate income is how they can gain respect in their communities. When they have income, they can contribute to the family, Hoque said. As a result, respect for women increases.

This post was sponsored by theClimate Justice Resilience Fund.See oureditorial guidelinesfor what this means.

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Defending girls' rights at the intersection of the climate crisis and Covid-19 - Climate Home

Since 2002, the Alumni of Color Conference (AOCC) has been a signature event that cultivates conversations from HGSE alumni across the country. Through their unique perspectives, expertise, and research, HGSE alums hope to inspire students with current and timeless topics, with a specific focus on the educational experience of learners of color. Although past conferences have been in-person to celebrate a time for hundreds of students, alumni, and the HGSE community to come together, this year will follow a hybrid format following Harvards COVID-19 guidelines.

For its 20th anniversary, AOCC's theme, Passing the Torch of Knowledge: Movements Toward Liberation Through Education, will honor historical movements such as No Child Left Behind and the Every Student Succeeds Act and prepares the HGSE community to launch into the future toward social justice, equality, and liberty for a more equitable and just world.

"Being Navajo, we have a philosophy that when you climb the educational ladder, you must help those behind you," says masters student Loyola Rankin, one of the conferences student tri-chairs. "This is my way of giving back to the larger HGSE community. AOCC is a moment to honor and acknowledge those that came before us who may not have had the opportunities and resources we have today. It is one of the brightest parts of the HGSE experience."

With fellow tri-chairs, masters students Troy Lewis and Sai Somboon, Rankin believes that the torch of education has been passed on to them to lead the event's organizational efforts in its milestone year. In addition to honoring the social justice movements in education for marginalized communities, this years presentations will also talk about how physical movement can invigorate classrooms through kinesthetic activities and play after two strenuous and stagnant years of pandemic. Among this year's 50 diverse presentations will be explorations of current and timeless topics in education, including redlining, faith education, mental health, urban school reform, and undocumented experiences.

On Friday, March 4, the conference will kick off with a keynote panel with members of the HGSE Alumni Council and AOCC co-founder Daren Graves, Ed.D.'06. After a full day of breakout sessions and workshops, the conference will culminate on Saturday with a "global shakeout" an experiential mindfulness movement using dance to reduce stress and build community, followed by dinner and mingling. The detailed schedule can be found here.

"The work of educators is heavy," Lewis says. "It's important for folks to understand that education is fragile and systematic against a lot of people's progress. If you're in this field and you want to be intentional about doing work in education, it's critical that you're able to refocus, reset, recharge, refresh so that you can be not only current about what's going on but also find new ways to invest your time, money, and energy. Events like AOCC are necessary for helping us refocus at the same time."

AOCC will be taking place virtually and is open to all with some in-person components for current Harvard students, faculty, staff, and HGSE Class of 2021 alumni. The deadline to register for in-person events has passed; registration will remain open for virtual attendees until Thursday, March 3 at 11:59 p.m. (EST).

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Passing the Torch of Knowledge | Harvard Graduate School of Education - Harvard Graduate School of Education