State of Business magazine, fall 2008
  vol. XX no. 2
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FALL 2008 CONTENTS
Dean's Letter
Building Atlanta
Growing, Growing
A Guiding Force
Global Connections
Mutual Influence
The Man
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DEPARTMENTS
The Pulse
In the News
Faces
Wheresoever
First Person
Rajeev Reports
As I See It
State of Business Information

Building Atlanta from Bottom to Top | by Rhonda Mullen

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Restoring faith

However, before Franklin could take any part of her wish list to Atlanta’s public, she had to restore face to and faith in the mayor’s office. The administration of the previous mayor, Bill Campbell, came under investigation for corruption, and he was convicted on tax evasion charges. Franklin started cleaning house with a new ethics reform program that set standards for conduct and transparency in government. She set out to show she was running a trustworthy operation, opening an ethics hotline for the public and employees to anonymously report illegal activity of any city worker.

Franklin knew she needed public backing to go forward with big-ticket items like overhaul of the water system. In 2004, when she convinced the General Assembly to allow Atlanta to place a municipal option sales tax before voters, they overwhelmingly passed the measure to help pay for repair of the antiquated water and sewer system.

Other major accomplishments of her administration have needed public backing. For example, a sustainability initiative has led to Atlanta becoming one of the cities with the highest percentage of LEED-certified green buildings in the United States. Franklin also is administering a $150 million Quality of Life Bond Program that has undertaken almost 1,200 projects to add sidewalks, beautify roads, enhance pedestrian and vehicle safety, and reconstruct and resurface damaged streets and bridges. Most recently, she has led community and city efforts to successfully acquire Martin Luther King Jr.’s personal papers for Morehouse College, King’s alma mater.

And as much as anything, Franklin is proud of the completion of a fifth runway of Hartsfield-Jackson International Airport. The airport is a good model for investment from both government and business. It was upgraded in 1980 to accommodate 55 million passengers a year, at a time when Atlanta was a mid-sized, regional city. With continued investment, today it has grown to the undisputed busiest airport in the world, serving 89 million passengers a year, and it recently won accolades as the world’s most efficient airport from the Air Transport Research Society, for the third year in a row.

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