Honoring Emory Veterans

Sustainable Development Goals (SDGs) and Veterans at Emory University

Clarissa Blackmon

• Emory role: Business manager at the Center for Faculty Development and Excellence under the Office of the Provost

• Military service: As a cryptologic technician (CTR) in the United States Navy, I operated advanced computer systems to conduct information and Cyberspace Operations. I also collected, analyzed and exploited Signals Of Interest throughout the radio frequency spectrum to identify, locate and report worldwide threats. To preserve information superiority, I also safeguarded access to classified documents and information systems and provided signals intelligence support to national consumers, special operations forces, air, space and surface forces. During this work, I earned the Joint Service Commendation Medal for my achievements while working in challenging conditions alongside friendly foreign forces.

I have been a tremendous asset to Emory University as a disabled veteran. I have the work ethic that every employer wants as an employee because of my service, education, and way of life. I’ve learned how to manage the responsibilities entrusted to me, accepted responsibility for my actions, and completed work with little oversight.

Leadership is the most significant ability I acquired while serving in the Navy. This unique training includes setting an example, assigning work to others, encouraging people to take on leadership roles, and providing precise and comprehensive instructions. I have also worked in a highly hierarchical and team-oriented setting. I therefore understand how to take orders and when to give them. These skills have allowed me to be successful at Emory University in the last 11 years.

Terrance Coursey

• Emory role: Director of corporate and foundation relations, Advancement and Alumni Engagement

• Military service: Corporal/E-4 in the Army. Responsibilities spanned from hands-on food preparation to managing a food service team in different environments, including field and garrison settings. Also accompanied and assisted the commander during inspections and ceremonies, conducted briefings for senior NCOs and ensured the integration and education of new enlisted members in military protocols.

My military service instilled strong organizational, leadership, and strategic planning skills, which are valuable in fundraising and corporate engagement. As an Army veteran, I often bring a unique perspective to these roles, characterized by discipline, a strong work ethic, and a commitment to service. For fundraising, my military experience enhanced my ability to work under pressure, set clear objectives, and build a cohesive team to meet fundraising goals.

The precision and attention to detail I learned in the Army led to more effective fundraising campaigns that are well-planned and executed. In corporate engagement, the negotiation and interpersonal skills honed in the Army were invaluable. The ability to navigate different ranks and work with a diverse set of individuals equips me with the tools to engage with various stakeholders in the corporate sector effectively. Moreover, the extensive network and camaraderie among military alums have opened doors and fostered connections that led me to partnerships and collaborations with corporations. This can be particularly advantageous in a university setting where alumni relations are significant in development and engagement efforts.

Lastly, the credibility and respect afforded me as an Army veteran enhanced trust and rapport with potential donors and corporate partners, potentially leading to increased opportunities for collaboration with institutions like Emory University. I am collaborating with retired Lt. Gen. Ken Keen [associate dean of leadership development and faculty member in Goizueta Business School] on establishing a new Veterans Masters in Business program and with Matt Wain, president of the University Hospital Division at Emory University Hospital Administration, on creating a Military Internship Pilot aimed at veteran recruitment.

Lisa Fields

• Emory role: Director of finance and museum operations, Michael C. Carlos Museum

• Military service: I joined the U.S. Army at the age of 17 and left for basic training at Fort Jackson, South Carolina, and then went to Fort Gordon in Augusta, Georgia, for training as a telecommunications center operator. This position required a top secret security clearance. My first duty station was in South Korea and then I was stationed here in Atlanta, Georgia, at Fort McPherson — currently Tyler Perry Studios — for the remainder of my first enlistment. I then worked for the regular Army for the New York Army National Guard where I worked as the unit administrator (sergeant) for a signal battalion. While serving in the National Guard, I went to Officer Candidate School (OCS) and became a commissioned officer. I served eight years and was honorably discharged.

My service in the military has had a significant impact on me. The skills, ethics, and values will stay with me forever. For example, discipline, leadership, strategic thinking, teamwork, dependability, responsibility, and more have helped shape me into the person I am today. These skills are valuable in my personal as well as my work life and have helped me, and my team, learn and grow during my 20-year career at Emory.

Joel Hardin, MD

• Emory role: Medical director, Emory Adult Congenital Heart Center

• Military service: Medical Corps, United States Navy Fleet Marine Force. Battalion Surgeon, 3rd Battalion, 24th Marine Regiment, 1st Marine Division, 1st Marine Expeditionary Force, deployed to Al Anbar Province, Iraq, in 2004.

Marine Corps and U.S. Navy Fleet Marine Force officers are trained and selected for their leadership skills that help them to earn the respect, confidence, and loyal cooperation of other Marines and sailors. There are 14 key Marine Corps leadership attributes that readily transfer into a successful civilian sector career: justice, judgment, dependability, initiative, decisiveness, tact, integrity, enthusiasm, bearing, unselfishness, courage, knowledge, loyalty, and endurance.

I hope my military leadership experience helps me to foster a common sense of purpose, trust, and loyalty among all of the highly skilled Emory medical, nursing, technical, and administrative professionals on my

SDGs, Targets, and Indicators in the Article

SDGs Addressed or Connected to the Issues Highlighted in the Article:

1. SDG 8: Decent Work and Economic Growth
2. SDG 16: Peace, Justice, and Strong Institutions

Specific Targets Under Those SDGs Based on the Article’s Content:

• Target 8.5: By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value.
• Target 16.7: Ensure responsive, inclusive, participatory, and representative decision-making at all levels.

Indicators Mentioned or Implied in the Article:

• Indicator 8.5.1: Average hourly earnings of female and male employees, by occupation, age group, and persons with disabilities.
• Indicator 16.7.1: Proportions of positions (by sex, age group, persons with disabilities, and population groups) in public institutions (national and local legislatures, public service, and judiciary) compared to national distributions.

Table: SDGs, Targets, and Indicators

The article highlights the experiences and contributions of individuals with military backgrounds in various roles at Emory University. These individuals possess skills and qualities gained through their military service that are relevant to the SDGs.

SDG 8: Decent Work and Economic Growth is addressed as the article emphasizes the valuable work ethic, leadership skills, and discipline of the individuals with military backgrounds. Target 8.5 specifically focuses on achieving full and productive employment and decent work for all individuals, including persons with disabilities. The article mentions disabled veterans who have been assets to Emory University due to their service, education, and work ethic.

SDG 16: Peace, Justice, and Strong Institutions is connected to the article as it highlights the leadership skills, teamwork, and commitment to service developed through military experience. Target 16.7 aims to ensure responsive, inclusive, participatory, and representative decision-making at all levels. The article mentions individuals with military backgrounds who bring unique perspectives and skills to roles in fundraising, corporate engagement, and healthcare, fostering trust, loyalty, and collaboration.

The indicators mentioned or implied in the article can be used to measure progress towards the identified targets. Indicator 8.5.1 measures the average hourly earnings of female and male employees, including persons with disabilities, which relates to achieving equal pay for work of equal value. Indicator 16.7.1 assesses the proportions of positions in public institutions by various demographic groups, including persons with disabilities, compared to national distributions, reflecting the goal of inclusive decision-making.

Behold! This splendid article springs forth from the wellspring of knowledge, shaped by a wondrous proprietary AI technology that delved into a vast ocean of data, illuminating the path towards the Sustainable Development Goals. Remember that all rights are reserved by SDG Investors LLC, empowering us to champion progress together.

Source: news.emory.edu

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