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East Point hears pitch for EPIC pilot to link youth and young professionals to jobs, housing and entrepreneurship
Summary
Nonprofit presenter Jamar Jeffers outlined a discovery‑phase East Point Impact Collaborative to build after‑school hubs, paid summer work and a young‑professional residency pipeline; council asked for more detailed budget asks and one‑on‑one briefings before any funding commitment.
Jamar Jeffers, presenting on behalf of the East Point Impact Collaborative (EPIC), asked the City Council on June 8 to consider a discovery‑phase pilot aimed at building workforce pathways, youth development and a young‑professional residency program centered near transit.
Jeffers said EPIC would organize after‑school hubs, paid summer employment for teens, career accelerators and entrepreneur microgrants. He described a two‑phase plan: youth programming for ages 13–18 and an ‘‘EPIC Launch’’ for ages 22–33 that would include 2–7‑year residency units near the MARTA station, career coaching and financial coaching. Jeffers estimated conservative economic impacts of $75 million to $150 million over five to ten years and described an initial capitalization need in the $250,000–$500,000 range, with the nonprofit sector expected to lead and the city providing a smaller “skin‑in‑the‑game” contribution.
Council members welcomed the goals but pressed for specifics. Councilwoman Cummings asked Jeffers to define “the ask” for the council; Jeffers said he wanted a budget line considered in the city’s budget process but did not expect a vote that evening. Council members repeatedly requested more detail on (1) the dollar amount the city would be asked to contribute, (2) proposed hub locations and space needs, (3) the relationship to existing providers (Urban League, Atlanta Technical College, Tri Cities/Promise Academy), and (4) the proposed governance and advisory board.
Jeffers said EPIC would not try to reinvent existing programs; rather it would coordinate and “borrow the recipe” from existing providers and align opportunities to local industry such as aviation, health care and film. He described philanthropic fundraising as the primary early funding source, with an expectation that early city investment would be used to leverage corporate and foundation support.
Nut graf: Council members said they were broadly supportive of the goals but asked for a clearer, itemized road map — including proposed dollar amounts, exact hub locations and memoranda of understanding with potential partners — before they would consider budgeting city funds. Several asked for one‑on‑one briefings with Jeffers to review details prior to any formal vote.
Council action and next steps: The council did not vote on funding. Members asked staff to place EPIC materials in the council packet and agreed that Jeffers should return with a more detailed budget and implementation roadmap; several members offered to meet individually with Jeffers to help refine program design.
Why it matters: EPIC targets workforce readiness, entrepreneurship and housing retention near major transit assets in East Point — issues tied to displacement, jobs and downtown economic activity. Council members signaled interest in a pilot but insisted on concrete cost, partner and site information before a city investment.
