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The Fulton-DeKalb Hospital Authority, in Partnership with Local Organizations and Ministries, Launches a New Food Security Collaborative with an Initial $150,000 Investment 

Volunteers sort and pack food donations at tables inside a large warehouse, surrounded by stacked boxes and packaged bread.

 ATLANTA — [Dec. 15, 2025] — The Fulton-DeKalb Hospital Authority (The FDHA), along with a coalition of community organizations and ministries, announces today the formation of a Fulton/DeKalb Food Security Collaborative, an area network designed to strengthen the coordination and long-term impact of addressing food insecurity across Fulton and DeKalb counties. 

Backed by an initial $150,000 investment from The FDHA, the collaborative will support organizations with proven track records of serving food-insecure residents. Short-term grants will be distributed and used now through January 31, 2026, and have been awarded to the following organizations to boost their reach and efforts: 

  • SCLC W.O.M.E.N., Inc. 
  • Big Bethel AME 
  • First African Community Development Corporation 
  • South Atlantic Conference, Seventh Day Adventist Church 
  • New Life Community Alliance/ATL 
  • Antioch Urban Ministries Inc. 

“We care about food security, because access to food directly impacts health. It’s hard to be healthy if you’re hungry,” said Jevon Gibson, CEO, The Fulton-DeKalb Hospital Authority. “At its core, this collaborative is about working together—pooling insight, boots-on-the-ground experience, and gaining a deeper understanding of the needs of our communities to make sure people don’t fall through the cracks. We’ve seen that the food security safety nets in Fulton and DeKalb counties have holes in them, and we are not interested in seeing band-aids put over holes. We need new nets.” 

The newly formed collaborative reflects a shared belief that sustainable solutions require intentionality, forward-thinking, and true collaboration. During the initial convening, partners worked collaboratively to identify gaps and opportunities, emphasizing the role of pride, stigma, transportation, and awareness in providing access to food to those in need. With a diverse group of voices at the table, the collaborative network aims to stay closely informed about community needs while improving alignment, reducing waste and the duplication of services. 

“The recent SNAP funding issues have reminded us that the time to act is now, but many of our organizations have been committed to this work for years,” said Rev. Terry L. Hightower, Executive Director of Antioch Urban Ministries, Inc. “What also concerns us is the real impact of new SNAP requirements that could cause some of the people we currently serve to lose benefits. For families already working hard to stay afloat, even a small disruption in support can create a serious gap. That’s why it’s encouraging to sit at the table with organizations willing to share knowledge, align resources, and reduce duplication. We’re grateful to be part of a collaborative effort focused on sustainable solutions that strengthen access to food for Atlanta residents now and in the future.” 

To further strengthen food security efforts across Fulton and DeKalb counties, The FDHA, the collaborating partners mentioned above, in addition to The Atlanta Community Food Bank, Southwest Atlanta Cares, and the City of Clarkston, will explore innovations that enhance communication and coordination among food security partners in an effort to more effectively source and distribute food. They are also eager to invite other organizations to join this group to enhance coordinated efforts throughout the region. 

According to Gibson, The FDHA will continue to facilitate and convene partners in the community to most effectively and efficiently fill the gaps in care and services regarding various community issues by: 

  • Curating best practices and evidence-based strategies 
  • Convening partners to share knowledge and eliminate silos 
  • Collaborating to strengthen systems and reduce duplication 
  • Tracking outcomes and measuring progress 
  • Documenting lessons learned and refining approaches 
  • Creating a repeatable model—learn, improve, and “rinse and repeat” 

In 2026, The FDHA will introduce a multi-year food security funding opportunity through a competitive and cooperative agreement process. 

About The Fulton-DeKalb Hospital Authority 

The FDHA was established to ensure that all residents of Fulton and DeKalb counties have fair and equitable access to quality health care regardless of their social and/or economic condition. Our mission is through collaboration with Grady Health System and innovative strategies; we will improve health outcomes in Fulton and DeKalb counties. We strive to promote health and wellness by actively seeking opportunities to strengthen the continuum of prevention and care resources available to residents of Fulton and DeKalb counties Working collaboratively with Grady and a cadre of committed community partners, we are focused on closing the gaps in our health ecosystem. As a hospital authority, a large subset of our efforts centers around ensuring that the under resourced and underserved residents of Fulton and DeKalb are connected to quality prevention and care services and resources. 

As a quasi-governmental agency, The FDHA provides oversight and support for Fulton and DeKalb counties’ interests in the provision of quality healthcare through the Grady Health System. The FDHA is the material owner of Grady facilities and has a vested interest in the overall performance of the health system and its responsiveness to the healthcare needs of the residents of Fulton and Dekalb counties. 

MEDIA CONTACT 

Betsy Helgager Hughes 
BLH Consulting, Inc. on behalf of The Fulton-DeKalb Hospital Authority 
404-771-9793 
betsy@blhconsulting.net 

The FDHA Announces the FultonDeKalb Food Security Collaborative – Press ReleaseDownload

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Quick Look

Asset Management

The Lease Transfer Agreement clearly states The FDHA’s responsibility for ensuring that all facilities currently operated by Grady are properly maintained and operated. This mandate goes beyond functioning as a landlord, but rather speaks to an expected standard of care for all. The FDHA and Grady must work collaboratively to ensure that all Grady facilities go beyond the minimum standard of “fit for use” so that the quality of Grady facilities is consistent with that of any other high-functioning hospitals.

Innovative Strategies and Initiatives

The most recent pandemic brought gaping healthcare disparities to light. As Georgia’s larg- est safety net hospital (and only safety net hospital in Metro Atlanta due to the closure of Wellstar Atlanta Medical Center), Grady continues to see increased service demands. Often, the medically indigent and underserved use the emergency room for primary care services. Issues like housing insecurity and poverty place additional strain on the Grady Health System, particularly when other factors (outside of the hospital walls) inform one’s overall wellbeing. As Grady continues to seek ways to improve health outcomes in the community, The FDHA is tasked with identifying innovative ways to support Grady’s efforts and broaden its reach into targeted sectors of the community. This pillar also speaks to The FDHA’s efforts to work collaboratively through grantmaking with organizations whose mission, vision, and work align with The FDHA’s priorities and goals. Through structured strategic partnerships, focused and aligned grant making, and ongoing community engagement, The FDHA will assume a leadership role in the health ecosystem.

Stakeholder Engagement

There are many stakeholders within the Fulton/DeKalb health ecosystem. Stakeholders can be characterizedas individuals, groups, or organizations whose efforts either inform healthcare outcomes or are impacted by healthcare outcomes. Grady remains The FDHA’s most important partner in this effort and a key stakeholder in the health ecosystem. As the daily operators of all of Grady’s health facilities, hundreds of thousands of patients per year (more than 700,000) are impacted. Maintaining consistent communication and collaboration with Grady’s Executive Leadership Team and staff is central to the success of The FDHA.

 

Similarly, The FDHA’s alignment and support of Grady’s population health and community engagement efforts are invaluable. As a grantor, The FDHA has an extensive network of community-based partners that work daily to provide direct services and/or support various health priorities. Many of these organizations provide services directly related to social determinants of health (i.e., housing, education, transportation, etc.) thereby adding value to the continuum of care. As The FDHA seeks to embrace a more prominent role as a convener, organizer, and facilitator in the health ecosystem, engaging stakeholders with purpose and intentionality becomes increasingly important.

Organizational Capacity & Accountability

The FDHA’s obligations, relative to its role as owners of the facilities operated by Grady and stewards of county resources entrusted to Grady, require the requisite skills of staff to execute key administrative and regulatory functions. Establishing and maintaining a staffing model that adequately responds to the needs of the agency is vital. Of equal importance is the establishment and maintenance of high-functioning financial management systems and general operations controls. Critical front and back-office functions should be insulated from staff turnover or shifts in organizational priorities. The provision of ongoing staff development opportunities will ensure that team members stay abreast of industry standards, best practices, and leading-edge opportunities. In addition, the curation and maintenance of financial management best practices ensure organizational accountability and responsiveness.

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