WORD ON THE STREET

WORD ON THE STREET NEW ORLEANS 500 SURVEY

NEWS FROM THE TOP Each month, we ask the top business

professionals featured in the New Orleans 500 to weigh in on issues impacting the New Orleans business community. Have an idea for a survey question for the New Orleans 500? Email rich@bizneworleans.com.

BACK AT IT

Half of this month’s respondents said they anticipate a rise in revenue with the return of festival season.

BY RICH COLLINS

IThe latest New Orleans 500 survey shows that the imminent return of New Orleans’ “festival season” is cause for celebration among the city’s hospitality executives — and also welcome news for many CEOs in others sectors of the economy. Half of the leaders who responded to the survey said these gatherings increased their company’s bottom line.

It goes without saying that operators of hotels, tour companies, restaurants and other visitor-dependent businesses are optimistic about the return of Jazz Fest, Essence Fest, French Quarter Fest, the NCAA Men’s Final Four and other events that attract paying customers. For many executives, in fact, the tourist influx can’t come soon enough, especially after the city has endured two years with far fewer visitors than normal.

“Our businesses — the Steamboat Natchez, Riverboat City of New Orleans, Gray Line Tours and Café Beignet Restaurants — all thrive on tourism,” said Gordon Stevens, president of New Orleans Steamboat Company. “We are part of the hospitality industry, which has suffered more due to COVID than any other segment of our economy. The return of festivals and events is a godsend.”

Michael Sawaya, Morial Convention Center president, agrees. For him, New Orleans festivals and events are the ultimate sales tool.

“Our reputation as a dynamic destination is critical to our ability to attract conventions and conferences to New Orleans,” he said. “The festivals showcase the best of what our city has to offer and visitors contribute enormously to our local and regional economy.”

The positive effects of festivals and events extend beyond the hospitality industry, however. As Mimi Dossett, president of the Money Hill golf community in Abita Springs, said: “A rising tide lifts all boats.”

“The hospitality market is a contributing part of our overall construction portfolio,” said Benjamin Gootee, owner of Gootee Construction. “With the return of festivals and events is the return of cash flow for the whole hospitality market. The fortunate owners with cash reserves were able to take advantage of the slow period to catch up on much-needed capital projects, but now they need to start seeing a ROI on the work completed. The less fortunate, who were still able to hang on, are desperately needing this revenue to keep operations going and to start on the long due capital projects that have been neglected.”

“We are more than excited to ramp up our hospitality division, which began in 1998,” she said. “Event staffing is a great business for our company. It provides a continuous applicant flow that allows us to vet for other industries. The return of festival season represents more than a 30% increase in our bottom line. … Whether you are a vendor or a supplier, nothing compares to the energy festival season brings back to our city.”

Economic development execs, like World Trade Center New Orleans CEO J. Edwin Webb, said big events create more opportunities for face-to-face meetings with potential investors. Buisson Creative founder Greg Buisson said they help his local clients grow their brands and gain visibility. And public relations pro Betsie Gambel said this year’s events have special significance because they mark a new beginning.

“People are ready to move forward from the pandemic,” she said, “and companies should benefit from that optimism and sense of confidence in getting back to normal.”

Tulane business professor Peter Ricchiuti might have summed it best when he said that the return of festivals bring a “feeling that we can sell New Orleans again. … For a town built on fun, we looked too much like every other city for the past two years.” T

New Orleans festivals and events are scheduled to return in a big way this spring. How do these events, and the visitors they bring, affect your organization’s revenue? (Chart shows result split among the approximately 50% of respondents that anticipated seeing a change).

IN THE BIZ

12

DINING Considered culinary royalty in New Orleans, the Brennan family continues to innovate

16

SPORTS Pels in the playoffs? It’s possible.

18

ENTREPRENEUR A new website launched by GNO Inc., aims to help entrepreneurs accelerate on the road to success.

14

TOURISM

NOMA mounts Queen Nefertari’s Egypt exhibition through July

IN THE BIZ DINING

POPPY TOOKER has spent her life devoted to the cultural

essence that food brings to Louisiana, a topic she explores weekly on her NPR-affiliated radio show, Louisiana Eats! From farmers markets to the homes and restaurants where our culinary traditions are revered and renewed, Poppy lends the voice of an insider to interested readers everywhere.

Being Brennan

Considered culinary royalty in New Orleans, the Brennan family continues to innovate.

BY POPPY TOOKER

Cousins Ralph, Dickie and Lauren Brennan (Brower) are watching closely as the next generation makes its mark on the family businesses. All have grown children involved in day-to-day operations at their respective companies.

When Ralph’s daughter, Kathryn Brennan MacLeod, was 5 years old, she loved working with Dad on Saturdays at Mr. B’s.

“My first job was napkin folding, but once Bacco opened I was old enough to help the hostesses. I would mark the tables off on the laminated dining room charts as they were seated,” she recalled. After graduation, Kathryn worked in banquet sales for famed New York chef Daniel Boulud, but the winters drove her south and her father welcomed her back into the family business.

“I did a bit of everything — sales, management, H.R. — wherever I was needed,” she said.

While Kathryn gravitated to the front of the house, younger brother Patrick found his home in the kitchen.

“The summer I was 8, I convinced the pastry chef at Redfish Grill to let me work there when I wasn’t at camp,” Patrick recalled. In high school, he worked as prep cook at Ralph’s on the Park, eventually moving up the line before heading to college. After graduation, he enrolled at the Culinary Institute of America at Greystone and planned to stay in Napa afterward. “Dad called to say we were taking over Brennan’s and he needed my help, so I came home.”

Ralph Brennan’s new commissary has rekindled his son’s love for baking. Aside from producing breads and pastries for the restaurants, the 2020 pandemic inspired a new king cake business.

“I ordered 5,000 pink boxes to start, but we ended up selling over 12,000 our first year,” he marveled. During Carnival, Kathryn splits her time between Ralph’s on the Park —where she serves as general manager — and king cake sales at the commissary. Both siblings have their own little ones who delight in “helping” with king cake decorations on Saturdays.

The way Dickie Brennan’s daughter Sara sees it, she and his first restaurant, Palace Café, are almost twins.

“We were both ‘born’ in 1991,” she laughed. “My parents tried to talk me out of the restaurant business, but it has always been my dream to contribute to the Brennan family legacy.” Sara credits the extravagant cakes at Dickie Brennan’s Steakhouse with sparking her passion for baking during high school. After completing a hospitality management degree in Charleston, she studied baking at Greystone’s C.I.A. and worked at San Francisco’s esteemed Tartine Bakery before returning home in 2019.

Geordie Brower, nephew of Dickie Brennan (his parents are Lauren and George Brower), treasures memories of his late grandfather, Dick Brennan.

“We’d walk to Commander’s on Sunday mornings and go down the line, tasting each soup and sauce before the restaurant opened but I didn’t eat there until my 8th birthday,” he said. It was a family rite of passage for each grandchild to have a special lunch at Commander’s with Dick Brennan to mark that milestone. Geordie pursued a culinary degree from Johnson and Wales in Denver before finding work as a line cook and butcher on the East Coast. His eyes really light up, however, when he talks about designing restaurant kitchens, something he discovered an affinity for during the buildout of Acorn in the Louisiana Children’s Museum. “Everyone teases me, if it’s stainless steel and has wheels, I’ll love it,” he laughed. He also helped plan Dickie Brennan & Co.’s commissary kitchen in the Lower Garden District. When the pandemic shuttered the family’s restaurants, the fourth generation quickly reimagined their Commissary, offering family-style prepared meals to-go and DIY kits for home cooks. Now that the restaurants are operational again, the 7,000-square-foot facility is supplying them with stocks, soups, gumbos, fresh pastas, breads and baked goods as originally planned. “All fish and meat butchery are done on site along with our entire charcuterie program,” Sara Brennan reported. “Whatever our chefs dream up, we’re doing.” The Commissary’s new retail market offers those same premium ingredients along with local produce and dairy. Fully prepared dishes make the home chef’s job easier and dine-in service is now available. “I see the Commissary as the beginning of our family’s next chapter,” Sara said. “It’s a hub for networking where we can be creative and innovate,” Speaking of the next chapter, the family is currently anxiously anticipating its fifth generation of cousins, with births expected this spring. Recently about 20 family members gath-

Catch Poppy ered at the Commissary for a Tooker on her radio communal bus ride to Mosca’s for show, “Louisiana dinner.

Eats!” Saturdays “We just love being together,” at 3 p.m. and Mondays at 8 p.m. on WWNO 89.9 FM. Patrick said. “It’s a great family to be part of.” T

IN THE BIZ TOURISM

JENNIFER GIBSON SCHECTER was once a tourist in New

Orleans herself and is now proud to call NOLA home.

River Delta Royalty

NOMA mounts Queen Nefertari’s Egypt exhibition through July

BY JENNIFER GIBSON SCHECTER

After years of planning, the New Orleans Museum of Art (NOMA) opened the Queen Nefertari’s Egypt exhibit last month, which will be on view until July 17. Queen Nefertari was the first wife of Pharoah Ramses II (reigned 1279-13 BCE) and is regarded as one of the most powerful women of the New Kingdom period of Egypt (c. 15391075 BCE). The traveling collection of the renowned Museo Egizio in Turin, Italy features 230 objects that combine to tell the story of royal women, artisans and the afterlife, and includes a model of Nefertari’s tomb.

“The many exceptional objects in Queen Nefertari’s Egypt, drawn from the collection of the Museo Egizio in Turin, will bring to life the role of Nefertari and other powerful women in ancient Egypt,” said Susan Taylor, NOMA’s Montine McDaniel Freeman Director. “NOMA is delighted to be able to present some of the priceless creations from Queen Nefertari’s tomb, where visitors can appreciate their great history up close.”

To attract tourists to the exhibition, NOMA partnered with New Orleans & Company, the region’s destination marketing organization.

“We are happy to be partnering with New Orleans & Company to build excitement among culture seeking travelers around the arrival of Queen Nefertari’s Egypt, with the goal of converting interest to ticket and travel bookings,” said Margaux Krane, NOMA’s director of brand and communications.

“We know that locals and visitors alike are really excited about Queen Nefertari’s Egypt, and we expect that the visitation for this exhibition will surpass attendance records from the last ten years,” said Krane. “Due to the momentous nature of this exhibition and the anticipated increase in attendance, NOMA will be open seven days a week and will have special extended hours for Queen Nefertari’s Egypt. We highly recommend museum visitors book tickets in advance to guarantee entry at their preferred time.”

For many New Orleanians and longtime return tourists, the Queen Nefertari’s Egypt exhibit harkens back to a time when we were visited by another famous ancient Egyptian, Tutankhamun.

“Through the presentation of this exhibition, we hope to ignite the same sense of wonder that was sparked with NOMA’s 1977 exhibition Treasures of Tutankhamun, which visitors still reminisce about to this day,” said Taylor. “We look forward to welcoming longtime enthusiasts of this fascinating subject matter, as well as introducing the treasures of ancient Egypt to new generations of locals and visitors alike.”

The exhibit, which was most recently hosted at the Kimbell Art Museum in Fort Worth, Texas, is organized into featured themes. Primarily, it tells the story of Queen Nefertari who was regarded as a significant diplomatic and religious figure in her era. According to NOMA, she had many roles including queen, divine consort, diplomat, and queen mother. As a result, her tomb was one of the most richly decorated tombs in the Valley of the Queens.

Nefertari was lesser known until 1904, when Italian archaeologist Ernesto Schiaparelli — the director of the Museo Egizio at the time — brought the pieces back to Italy with him.

Other themes explore the roles of women in Ancient Egypt, particularly those affiliated with the royal family and those workers who supported the royal and religious leadership.

The craftmanship of Ancient Egypt is revealed with artifacts from Deir el-Medina, a planned community for the workers who constructed and decorated the royal tombs in the Valley of the Kings and the Valley of the Queens. NOMA said it is believed that Amenhotep I (c. 1541-1520 BCE) planned the site, which was continually occupied until the collapse of the New Kingdom in 1069 BCE. Residents of Deir el-Medina included masons, draftsmen, painters and other craftsmen, as well as scribes, administrators and service workers, such as washermen and midwives.

Of particular interest is recreated model of Queen Nefertari’s tomb. It was made to scale in the early 20th century with accurate details and a sense of immersion into ancient Egyptian life

Special events are being planned during the next few months, including a lecture on June 24 by Kara Cooney, professor of Egyptian art and architecture and chair of the Department of Near Eastern Languages and Culture, University of California at Los Angeles. Cooney will present “Women and Power in Ancient Egypt” based on the work she has done on social inequalities and how women negotiated their limited leadership roles.

The NOMA Museum Shop is working with local New Orleans artists and businesses to develop exclusive collections inspired by Queen Nefertari’s Egypt and the exhibition catalog is available for purchase with additional academic essays and details.

To purchase tickets in advance and for details on pricing, visit noma.org. T

IN THE BIZ SPORTS

CHRIS PRICE is an award-winning journalist and public

relations principal. When he’s not writing, he’s avid about music, the outdoors, and Saints, Ole Miss and Chelsea football.

Pels in the Playoffs?

It’s possible.

BY CHRIS PRICE

The New Orleans Pelicans have had a strange season, but it’s trending in the right direction. With six games left in the regular season, the Pels are fighting for playoff positioning, a point that was unthinkable at the beginning of the season.

Over the summer, forward Zion Williamson fractured the fifth metatarsal in his right foot. The team hoped he would be back in time for the regular season, but delays kept him sidelined. Then, shooting guard Brandon Ingram suffered a hip injury, and without their two best players, the Pels limped to a 3-16 start. The team struggled to develop chemistry until Ingram was able to return, at which point they were able to climb back with several wins.

Things were looking good for the team as Williamson was reportedly making progress. In mid-November, he began one-on-one workouts, and by the end of the month was cleared for full basketball activities. Five days later, he experienced soreness in his surgically repaired right foot and stopped participating in basketball activities to rehabilitate the injury. In early January, the team said Williamson was rehabbing away from the team in Portland, Oregon. By the end of February, there were thoughts that he might need a second surgery, which would keep him from hitting the court at all this season.

To improve their midseason prospects, the Pels made a trade with the Portland Trail Blazers for point guard CJ McCollum. Since the All-Star break, Head Coach Willie Green has leaned on starters McCollum and Ingram in the back court with small forward Herbert Jones, power forward Jaxson Hayes, and center Jonas Valanciunas in the front court. Point guard Devonte’ Graham, shooting guard Garrett Temple, and small forward Tony Snell have been steady off the bench. As Green has worked diligently to iron out the team’s depth and rotation, the Pelicans have taken flight, becoming one of the best offensive and rebounding teams in the NBA and regularly scoring nearly 120 points a game.

McCollum has been one of the hottest players in the league, averaging nearly 30 points per game since he came to the Crescent City. He and Ingram have shown signs of gelling. They have been getting more comfortable playing together every game, are able to exploit their matchups, and have lifted the Pelicans in the win column.

Jones, a rookie selected in the second round of the 2021 draft, has made an immediate impact. With his lockdown defense and improved scoring, he is being mentioned as a candidate for the league’s All-Rookie and All-Defense teams.

Valanciunas has been solid in the middle throughout the season, averaging double-doubles in points and rebounds. At 6 feet 11 inches, Hayes has caused matchup problems down low against a lot of teams whose players cannot match his height.

Even as February media reports said Williamson, the face of the franchise, had not reached out to welcome McCollum to the team, the Pelicans look like a postseason contender. Once on the outside looking in, and even in the face of potentially team-destroying personnel issues among the star players, the Pels continued to progress, climb in the Western Division rankings, and move into the playoff picture as a play-in tournament team.

Then, last month, as most had given up on the idea of Williamson playing at all during the season, he showed signs of proper healing and returned to New Orleans to gradually progress to full weight-bearing exercises and basketball activities. Now there is talk that he is on track to possibly get minutes before the end of the season.

Even though he hasn’t played since May 4, 2021, Williamson’s return couldn’t come at a better time for his team or his future. If Zion is able to come back, he’ll split time with Hayes and make the Pels an even more dangerous scoring and rebounding squad. It will also help his public image, as it will show his commitment to the team and its future.

If the Pelicans can finish in the top 10 in the Western Conference, they’ll qualify for the postseason Play-In Tournament, which will run April 12-15. According to the league, it will include the teams with the seventh-highest through the tenth-highest winning percentages in each conference. The 7th-ranked in each conference will host the 8th-ranked team (the “Seven-Eight Game”), with the winner earning the No. 7 playoff seed. The team with the 9th-highest winning percentage will host the team with the 10th-highest winning percentage in the “Nine-Ten Game.” The loser of the Seven-Eight Game will host the winner of the Nine-Ten Game with the winner earning the No. 8 seed. Following the Play-In Tournament, the NBA Playoffs will commence with the traditional 16-team, best-of-seven series structure on Saturday, April 16. T

IN THE BIZ ENTREPRENEUR

KEITH TWITCHELL spent 16 years running his own business

before becoming president of the Committee for a Better New Orleans. He has observed, supported and participated in entrepreneurial ventures at the street, neighborhood, nonprofit, micro- and macro-business levels.

Struggling to Make Connections?

A new website launched by GNO Inc., aims to help entrepreneurs accelerate on the road to success.

BY KEITH TWITCHELL

The entrepreneurial ecosystem has blossomed in the New Orleans region as trainings, mentorship programs, incubators and similar resources abound. Pitch contests, investors and financial institutions have provided a reasonable capital base and numerous national media have touted our area’s accomplishments and proclaimed us an entrepreneurial hotspot as last year bore the best fruit yet of these efforts, with major sales of local startups promising to infuse more capital into the ecosystem.

Still, knowing where to start, understanding the landscape, making those initial connections — especially for those with no inherent access — has remained a serious challenge. This is why GNO Inc., decided to launch a new website at the beginning of this year called StartUpNOLA. com. The site aims to address and improve connectivity issues.

“We thought, what if we could remove New Orleans Startup 101 from the conversation?” said Matt Wolfe, vice-president of communications for GNO Inc., “What if we could make the initial touchpoint more impactful? That would fast-forward that introductory process quite a bit.”

“It helps level the playing field,” added Grady Fitzpatrick, the organization’s senior vice-president of Business Development. “It’s not as much about who you know.”

StartUpNOLA.com targets three specific audiences within the entrepreneurial world. The first is startups, for whom the first step is simply registering with the system, getting on the map. From there, the site opens doorways toward funding opportunities, real estate and co-working spaces, and networking events and opportunities. The latter includes chances to interact with fellow entrepreneurs, as well as a wide range of support resources.

The second audience is investors, who are also offered the chance to register and connect with the system. Opportunities here include learning about potential investor tax credits, engaging with fellow investors, and of course identifying promising investment opportunities among the region’s startups.

A third audience is perhaps less obvious but equally vital: the startup workforce.

“Talent is so key,” Fitzpatrick emphasized, “retaining our talent and attracting new talent. Someone who knows how to work at a startup, that’s a skill that has developed over the last 20 years.” “There are far more people that work for startups than have founded startups,” Wolfe observed. “People really have pride in working for them. You can work a different set of hours, have more flexibility in what work looks like. The last two years have made people rethink where home should be, and we’ve had a lot of people move to New Orleans. This helps them find jobs here.” While StartUpNOLA.com is first and foremost a resource for the region, the GNO Inc., team is very intentional about reaching people from further afield. While the workforce is one example, Wolfe noted that “we’re asking people to buy into the notion that if you have an idea for a company, New Orleans is the place to do it. We’re also working to attract investment from outside the area that wouldn’t otherwise come here.” In terms of where in the startup process a company should plug in, the answer is pretty much at any stage. As Wolfe put it, “It’s not about defining what stage you’re in, it’s about what type of company you are. We’re really looking for that rapid growth, scalable type of startup.” While the emphasis is indeed on for-profit entities, Fitzpatrick pointed out that “a nonprofit startup can access a lot of support resources.” Of course, many of the resource organizations are themselves nonprofits, and the site has proven useful in strengthening connections among these groups too. Despite being in existence for only three months, StartUpNOLA.com has already served as a connecting force. “We have been bombarded with people adding their information,” Fitzpatrick said.

Writer Keith “The entrepreneurial ecosystem

Twitchell’s blog, here has had a lot to celebrate

“Neighborhood recently,” concluded Wolfe.

Biz,” appears every Thursday on “People are energized and wanting BizNewOrleans.com. to do more.” T

PERSPECTIVES

20

LAW How have you and your office changed its operations to adapt to the pandemic?

24

INSURANCE Expert advice on actions you can take now to lower your flood insurance premiums

26

GUEST Musings on the strengths and struggles of our nonprofit community

22

REAL ESTATE + CONSTRUCTION

Short-term rental companies shift focus to commercial areas

PERSPECTIVES LAW

How has your office changed its operations to adapt to the pandemic? Do you plan to continue those changes going forward?

MAGDALEN BICKFORD

Managing Member McGlinchey Stafford

We’re proactively driving change through our #McGlincheyForward initiative. We implemented a permanent remote work policy almost two years ago that many employees nationwide participate in. We’re focusing on employees as people, not just workers, through our “Wellness Works” and “Ministry of Fun” programs. We offer progressive parental leave, transgender and fertility health benefits, student loan repayment assistance and expanded retirement options. Finally, we’ve named a chief diversity officer (here in New Orleans) and enrolled in the Mansfield certification program in our commitment to foster inclusion at work and equity in our communities. CHARLINE K. GIPSON

Co-founder and Partner Davillier Law Group

We employ a more intentional analysis of when in-person meetings are required, rather than that being the default. How we choose to interact with clients and colleagues in the context of this ongoing public health challenge is even more of a consideration when a large gathering is contemplated with participants holding differing perspectives on COVID restrictions and safety requirements. We will likely maintain this thoughtfulness going forward to address internal and external stakeholder concerns and comfort. Our office lease came up for renewal during the pandemic and we opted to maintain a larger footprint to reduce personnel density. Like everyone, we relied more on technology and on creative ways to keep in contact. We had more extensive Zoom and phone check-ins and developed more online systems. I became a serious student of the new and imaginative ways that remote law firms were thriving. We learned a lot. We implemented a lot. Going forward, our plan is to continue to refine our remote capabilities. We currently have staff living internationally in Spain and the Philippines. We will continue to offer the remote work opportunity as a part of our strategy and our way of life.

Michelle Craig,

Owner, Transcendent Law Group

TIM GRAY

Partner Forman Watkins & Krutz

We now have a formal policy where staff members in certain positions can request a permanent hybrid work schedule, which typically involves one to three set work-from-home days per week. Nearly all staff can ask for a workfrom-home day on an ad hoc basis to deal with personal matters, such as attending to a sick child or a parent-teacher conference. The policies have been well received and we have not seen any resulting drop in productivity. However, we have worked hard to develop a positive work culture, to include a culture of flexibility.

Bill Hines

Managing Partner Jones Walker

LINDSEY HORTENSTINE

Director of Communications and Development Orleans Public Defenders

OPD shifted to remote work early in the pandemic and continues to have a hybrid structure as COVID-19 concerns persist. Our work is largely correlated with the courts; proceedings immediately ceased two years ago and have gone through variations of virtual and in-person ever since. The safety, health and well-being of our staff, clients and the community-at large is our first priority.

The most significant change was adapting to new technology to conduct virtual meetings, conferences and social events. The firm made a deliberate and substantial investment in new technology. Interestingly, a number of clients now prefer to meet virtually and courts continue to hold virtual hearings. Through technology, we can now move seamlessly with confidence into a remote working scenario in the event of severe weather, pandemic or any other serious business interruption. This was proven true when Hurricane Ida hit New Orleans last August.

PERSPECTIVES REAL ESTATE+CONSTRUCTION

DID YOU KNOW? Following New Orleans’

lead, on July 8, 2021 St. Tammany Parish essentially banned short-term rentals from single-family residential areas of the parish.

OUT OF YOUR BACKYARD

Short-term rental companies shift focus to commercial areas

BY DREW HAWKINS

Rather than buying homes and operating them as STRs, Sextant purchases vacant historic buildings and refurbishes them as STR units.

If you’re looking for a surefire way to start an argument in New Orleans, try bringing up short-term rentals (STRs). If you’ve never heard of them, an STR is a furnished room or living space that’s available to rent for short periods of time (like for a Jazz Fest weekend or over Carnival). For many residents, STRs can be a great source of extra income. By and large, most folks don’t have a problem with homeowners renting out the other side of their double shotgun or a spare room to tourists or visitors coming to town for a weekend. But

when outside investors and companies scoop up properties in historic places like the French Quarter or historically Black neighborhoods like Treme, it can push out working families and residents, raise rents and property taxes, and alter the fabric of a neighborhood for the people who live there.

Until recently, Peter Bowen was the head of the city’s Office of Business and External Services and in charge of regulating short-term rentals. Before he was appointed to the role by Mayor LaToya Cantrell, Bowen was the general manager of the STR company Sonder New Orleans, raising concerns about potential conflicts of interest.

In order to mitigate the concerns of residents, the New Orleans City Council and the mayor’s office enacted ordinances that aim to rein in bad actors and stop harmful practices in the local STR industry. For example, city law requires operators of STRs in residential districts to live onsite, places a cap on rentals in nonresidential districts, and requires short-term rental platforms like Airbnb and HomeAway to secure permits from the city in order to operate.

The ordinances and permitting process have led to STR companies shifting their focus away from residential neighborhoods to commercial zones like the CBD. A case in point is Heirloom, which owns more than 300 properties across the country. The company recently announced it would be relocating its headquarters to New Orleans. Heirloom also plans to invest $30 million

“I think short-term rentals don’t belong in residential neighborhoods. That’s ”why all our buildings are located in the CBD with hotel permitting.

Andreas King-Geovanis, CEO and founder of Sextant Stays

in local development products and pledged to hire 30% more New Orleans-based employees.

Interestingly, Heirloom is part of the reason why STR regulations have become much more actively enforced. Back in 2019, the company allowed the short-term-rental permits of many of its properties in the city to expire while still operating them as STRs, violating the city’s rules. Heirloom says they’ve since addressed the problems, and the company has shifted to focusing on developing properties in commercial zones rather than neighborhoods. But some

Short-term rental property owners protest restrictions outside City Hall in New Orleans on Thursday, Jan. 10, 2019.

housing rights advocates are hesitant to trust companies with a history of flouting the rules and say that even their branding as a “luxury accommodations provider” is suspicious.

“If the current short-term rental permitting structure is working as designed, luxury shortterm rental companies should not have a great impact in New Orleans’ residential neighborhoods since commercial short-term rental owner permits are only allowed in areas zoned commercial or mixed-use,” said Russell Moran, advocacy manager at Jane Place Neighborhood Sustainability Initiative, a community land trust that opposes STRs in residential neighborhoods

Some STR companies agree that STRs can negatively impact local communities and have exclusively focused on developing properties outside the residential zones.

“I think short-term rentals don’t belong in residential neighborhoods,” said Andreas King-Geovanis, CEO and founder of Sextant Stays, a company with more than 500 spaces across South Florida and New Orleans. “That’s why all our buildings are located in the CBD with hotel permitting.”

Rather than buying homes and operating them as STRs, Sextant purchases vacant, historic buildings and refurbishes them as STR units about four times the size of a typical hotel room, complete with amenities like a washer, dryer and fully stocked kitchen.

“Since we control the entire property, we eliminate the friction between long-term tenants who have work the next day and the revelers coming back from Bourbon Street,” King-Geovanis said.

King-Geovanis also points to Sextant’s history of stepping up during times of crises as evidence of the company’s commitment to the city. In the aftermath of Hurricane Ida, Sextant housed displaced families, as well as more than 1,000 volunteers and workers from Salvation Army, Cox and Amazon. The company also paid its employees four times their normal wage as hazard pay and provided free housing to their families while the company worked to get back online.

The truth is that New Orleans needs hospitality: The taxes that hotels, bars, and restaurants pay are what help pave our roads and improve our schools. But the city has a checkered past when it comes to STRs, which have created legitimate cause for concern, especially as new developers and companies are investing millions of dollars to expand the industry here. But as long as the current permitting process is followed and enforced, there’s plenty of room for everyone, tourists and residents alike. T

PERSPECTIVES INSURANCE

Flood Insurance: It Pays to Think Ahead

Expert advice on actions you can take now to lower your premiums

BY DREW HAWKINS

If you own property in South Louisiana, chances are you’ve noticed that your flood insurance rates keep getting higher and higher. While some of the causes behind the increases are no secret, understanding how and why rates are going up, and what you can do to help reduce your premiums, may be useful tools to have in your property insurance toolbox. We reached out to a few experts in the industry to get some of their insight (and tips).

For Marc Eagan, president of Eagan Insurance, five factors play a role in affecting pricing and availability for both commercial and personal homeowners in South Louisiana, including:

1Our exposure to hurricanes, which is becoming more frequent and severe;

2The higher costs of construction on materials like lumber and steel, along with fuel costs, and overall inflation;

3Challenges in valuing the estimated costs to repair or replace a damaged home or business (also known as insurance-to-value);

4The security, or ability of the insurance company to pay claims after a catastrophe; and

5The fact that flood insurance on commercial buildings and homes is provided by the federal government which, come this April, will move toward a new rating basis for building and contents insurance renewals.

That last point is a big one. For decades, the National Flood Insurance Program (NFIP) rates have been based on the location, or “zone” of a property. Michael Hecht, president and CEO of Greater New Orleans, Inc., said the new rating system includes risk factors that could drive up a lot of premiums.

“Under the new Risk Rating 2.0 formula, rates for NFIP policies are now based on an individual property’s risk factors,” Hecht said. “That includes things like the distance from water, rainfall and costs to rebuild the home.”

So, what can you do about it? To start, if you’re buying a home, try to assume (take over) the previously existing NFIP policy, if there is one. “That’s the best thing you can do,” Hecht said. “It’ll help ensure that any rate increases are limited to 18% per year.”

Additionally, because we can expect more frequent and severe catastrophic weather events in the future, risk mitigation measures regarding windstorms may prove to be beneficial in the long run. Your property may receive premium discounts or credits for protective measures such as installing impact-resistant windows and/ or adding screws between roofing nails, which can provide more reinforcement. Small measures taken today could pay off tomorrow. T Taking steps to “disaster proof’’your home is definitely a way for a homeowner to actively upgrade their property in a way that can potentially directly affect their premium. Invest in doublepane windows with tempered glass, install rolldown or folding storm shutters, upgrade your garage door to a wind-rated door with steel mounting plates, air seals, specialty locks, or high wind rating, and consider how your landscaping may either add to or detract from your home’s potential for damage. Overgrown trees, uneven yards and poor maintenance can all lead to conditions that make your property more disaster prone.

Marcus Dempsey,

Owner/Operator Crescent City Home Inspection

MICHAEL HECHT

President and CEO Greater New Orleans, Inc.

Get an elevation certificate for your property. We’ve seen many examples of policyholders with a certificate receiving some benefits under Risk Rating 2.0.

MARC EAGAN

President Eagan Insurance

Continue to monitor your property insurance situation with respects to insurance-to-value, market availability, deductibles, terms and conditions, mitigation efforts, etc.. These actions are vital.

PERSPECTIVE GUEST

The View from A Volunteer Veteran

Musings on the strengths and struggles of our nonprofit community

BY RONNIE SLONE

Iam no stranger to the nonprofit world.

In fact, I have worked in a wide array of capacities, including actively participating on numerous boards, facilitating board retreats and staff professional development, and even creating my own nonprofit. As a community volunteer, I have served the Jefferson Chamber of Commerce, Jefferson Community Foundation, GNO, Inc., New Orleans City Park, CASA Jefferson, The Center for Literacy and Learning, River Region Chamber of Commerce, United Way of Southeast Louisiana, Louisiana Board of Commerce and Industry, Trinity Community Center in Hollygrove and several others.

Between my passion for nonprofits and my work as a consultant on organizational development and training, I’d like to share some of my thoughts about this critical part of our community.

FIRST, THANK YOU FOR WHAT YOU DO. Nonprofit organizations are crucial because they are often the last resort for people in need. So many provide essential services to those who

RONNIE SLONE is founder and president of The Slone Group,

a consulting firm offering organizational development and training in the Greater New Orleans area. Slone has over 35 years of operations management, human resources, training and professional staffing experience with Fortune 500 companies and small businesses. Ronnie@TheSloneGroup.com.

cannot afford them and help fill a social void. They are able to do this important work thanks to financial support from donations, grants and corporate sponsorships as well as countless hours of support from volunteers who fill so many different roles. In a world where we tend to spend so much time and energy focused on our own situations, nonprofits allow each of us to be a part of something outside of ourselves. Our unique and individual diversity can come together to positively impact the equity needed to help those who are different from us pursue lives that are full and healthy.

SECOND, I SEE YOUR CHALLENGES, AND THEY ARE MANY. Many nonprofits are challenged with delivering desperately needed services to their target audiences, who have a variety of needs. Are there too many nonprofits pulling from the same sources of support? The number of nonprofits has grown exponentially post-Hurricane Katrina. Does that mean Greater New Orleans now has too many? I think the only real way to know would be to develop an asset map of all of our nonprofits, broken down into categories, in an effort to evaluate their success. Should there be some consolidations? Should there be a bit more collaboration? Should the larger nonprofits be the structured back-office/conveners to the smaller ones? Maybe.

THIRD, ONE NEED IS REALLY STANDING OUT RIGHT NOW AND WOULD BENEFIT FROM US ALL COMING TOGETHER. If we don’t advocate and fund early childhood education, we will miss an opportunity to positively impact the future of Greater New Orleans and one of its most vulnerable populations. Science has informed us of this valuable timeframe in the development of our children’s lives. We need “all hands on deck” for this one. Sure, everyone/every entity plays a role; however, nonprofits are uniquely positioned to help guide this effort. Equity is about making sure everyone has what they need to participate and be successful. Early childhood education is an equity issue.

FOURTH, NO MATTER THE MISSION OF A NONPROFIT, THERE ARE SOME THINGS THEY SHOULD ALL HAVE IN COMMON. From the seat of this volunteer every nonprofit should be doing these five things:

1Examining the systems that don’t work and dismantling them. It’s not about the people, it’s about the systems that set everything in motion.

2Basing any solutions on what is best for all people, not just some.

3Seeking the lived experiences of those who haven’t traditionally been at the table. Just because you don’t see it, doesn’t mean it doesn’t exist.

4Using the data, tracking the data and seeking the most impactful ways to plug it in.

5Creating SMARTIE© goals (Strategic/ Measurable/ Ambitious/Realistic/Timebound/Inclusive/Equitable) grounded in results to effectively assess the impact on minority groups (race, gender, abilities/disabilities, etc.)

SOME FINAL THOUGHTS: Who are we, the public? Years ago, I came across the writings of David Mathews, president and CEO of the Kettering Foundation, and he defined “public” as “a diverse body of people joined together in ever-changing alliances to make choices about how to advance their common well-being.” I like this clear and concise definition. We all need to be an engaged public. Through our nonprofit community, we as citizens working together as the public can enable our governments and other community institutions to do their jobs.

Let’s all celebrate the purpose of our nonprofit organizations. Let’s create lived experiences connected to the advancement of public interest. Together we can create what we desire — an equitable region where everyone can live, be healthy and educated, experience economic prosperity, and raise our families. T

FUNDRAI$ ING

WHEN ST. LOUIS, MISSOURI NATIVE TORIE KRANZE

became CEO of the National Kidney Foundation of Louisiana in 2004, she was the youngest person, and one of the only females, to hold the title in the nonprofit’s 53-year history. Twenty-six years later, she’s not only led the Louisiana branch of the national nonprofit through a global pandemic, she’s done so in a way that has made the organization more profitable and more effective than ever before.

The National Kidney Foundation of Louisiana focuses on detection, awareness, prevention and treatment of kidney disease, a disease whose main causes include high blood pressure and diabetes. The organization, like many nonprofits, is tasked with trying to accomplish a lot with a small staff of four based out of New Orleans. Louisiana ranks No. 1 in kidney disease per capita in the country.

“We have over 16,000 people on dialysis, another 460,000 residents that have kidney disease, and about 1,800 waiting for a kidney transplant. So, we definitely have our work cut out for us,” said Kranze. “We are constantly looking for strategies to help us find the best ways to educate people about stopping the progression of kidney disease, which is kind of a tough sell. You know, try telling a person from Louisiana that red beans and rice are not allowed on a kidney diet. It doesn't go over well at all.”

Like many nonprofits, the foundation scrambled early in the pandemic to make necessary changes to some of its programming. Due to the cost of treatment (dialysis costs about $78,000 per year, per person) much of the organization’s focus has switched to prevention, which starts at a young age. For over two decades the organization’s Kidneys in the Classroom program, for example, has been reaching out to area third- through sixth-graders to teach them healthy habits, including how to prepare meals without salt and healthy activities their families can do.

Before COVID-19, the program was conducted in a gymnasium setting for hundreds of kids at a time. When schools went virtual, the organization worked with the Louisiana Department of Education to bring it up to the necessary standards that allow teachers to insert it into their virtual lesson plans. It was also expanded to seventh- and eighth-graders. The new digital version was designed as an interactive PowerPoint, like an Xbox game that kids play on a big whiteboard or on their computers from home.

To meet new demands brought on by the pandemic, the organization also started a mental health program that helps patients — whether they’re dialysis, transplant or kidney patients — adjust to life after a disaster by managing depression and lowering stress. Another program, Safe Rides with Uber Health, provides emergency transportation for patients to and from dialysis.

But changing and adding programs wasn’t the only challenge of the pandemic. Again, like many nonprofits, the National Kidney Foundation of Louisiana received a majority of its funding (about 75%) from in-person events. With lockdowns and restrictions, that funding disappeared overnight.

Unlike many organizations, however, two years into the pandemic, the National Kidney

Foundation of Louisiana is not only surviving, it’s thriving. In fact, Kranze reports that 2021 was financially the organization’s best year ever. How is this possible? I sat down, virtually, of course, with Kranze recently to find out and ask her what advice she would give for other nonprofits right now.

HOW QUICKLY WERE YOU AFFECTED IN TERMS OF EVENT REVENUE WHEN COVID-19 HIT? COVID hit in March and our annual big gala was scheduled for April. So cross that out.

DID YOU KNOW? Dr. Alton Ochsner — founder of what would become Ochsner Medical Center — was an integral part of the creation of the Louisiana chapter of the National Kidney Foundation and served for a year as its first president.

DID YOU KNOW? We had a walk scheduled Kidney disease for April, three golf tournaaffects 37 million people in the United States ments in May and June, and bingo three times a week. and is one of the All of that was suddenly leading causes of gone. I had to really think, death in the nation. how are we going to keep this foundation running? How are we going to continue to make money and do programs, keep our stuff together and help the patients that we found out very early on that were most impacted by COVID? It really pushed me out of my comfort zone.

The first thing I did was get together with my board with other top leaders in the community and said, ‘OK, let's look at this as an opportunity.’ I think ‘Don't panic’ was the mantra of almost all nonprofit leaders at that time and honestly, I was surprised. There were so many new opportunities that just presented themselves. We dusted off our mental health program, a journaling program that patients do with their social worker and family members that was first introduced around Katrina. Our Safe Rides, Uber Health program came about because of all the patients we have that were using public transportation and were scared of the exposure risks from that or even riding with a family member.

On the funding side, I realized I get emails every week talking about grants, but I never had the time to look at them. It wasn't a priority because all my thinking for the previous years was about special events.

DID YOU LOOK AT WHAT KIND OF GRANTS WERE OUT THERE AND THAT HELPED SPUR IDEAS FOR PROGRAMS, OR WAS IT THE OTHER WAY AROUND, YOU HAD THE SET PROGRAMS AND WERE LOOKING FOR GRANTS TO FUND THEM? We worked to find grants to support the programs we had or wanted to have, and luckily, we had the money to self-fund those programs, at least at the beginning. It wasn’t something where I threw spaghetti on the wall to see what stuck, it was very calculated how I did it. I would talk to the funders before we went through writing the grant, just making sure that it aligned with their giving priorities at the time, and then we would proceed.

WHAT ABOUT THE SPONSORS YOU ALREADY HAD? HOW DID YOU HANDLE THAT? We went to our sponsors who had already given us money for events, and we just asked them, instead of refunding that money, if we could use it to fund a certain patient program. If they would continue to support the foundation, just in a different way.

KIDNEY DISEASE AND COVID-19

A new link has the Kidney Foundation of Louisiana springing into action

Chronic kidney disease is the most common risk factor for death in patients with COVID-19 worldwide, but the relationship has also been found to work in the other direction. According to recent research published in the Journal of the American Society of Nephrology, those who have had COVID-19 — even a mild case — have an increased risk of kidney damage.

The study found that those who had COVID-19 and did not require hospitalization had a 15% higher risk of suffering from a major adverse kidney event, such as chronic kidney disease, a 30% risk of an acute kidney injury and a 215% higher risk of suffering from end-stage kidney disease. For those who had to be treated in an intensive care unit, the risks of kidney problems increased to seven times greater for a major adverse kidney event, eight

DID YOU KNOW? High risk groups for chronic kidney disease include individuals with diabetes, hypertension and a family history of the disease. Seniors, Native Americans, African Americans, Hispanics and Pacific Islanders are also at increased risk.

times greater for acute kidney injury and a 13 times greater risk of end-stage kidney disease.

“Anybody who gets COVID needs to have their kidneys checked,” said Torie Kranze, CEO of the National Kidney Foundation of Louisiana. “If that doesn’t happen, there’s going to be hundreds of thousands of more people who have no idea that their kidney function has declined due to the virus.”

Kranze said the foundation is currently conducting a targeted program focused on addressing vaccine hesitancy in kidney patients and reinforcing how important it is for kidney and transplant patients to get the vaccine to lessen risk of additional kidney damage.

“This is something we are monitoring closely with doing a lot of educational outreach to our healthcare professionals,” said Kranze, “so that they can educate their patients and encourage them to get vaccinated in the hopes that they do not end up needing access to our services.”

For more information on this, and all of the National Kidney Foundation of Louisiana’s services, visit KidneyLA.org.

MANY BUSINESSES HAVE BEEN HIT HARD DURING THE PANDEMIC. HAVE YOU SEEN CORPORATE SPONSORSHIP DROP OFF AT ALL? No, we really haven't.

WHAT ABOUT YOUR IN-KIND DONORS FOR EVENTS? HOW DID YOU KEEP THAT RELATIONSHIP GOING? Our in-kind donors were restaurants, hotels, shops — businesses that were definitely impacted by the pandemic, and I'm going to credit one of my colleagues for giving me this idea. When we were able to start doing some small events again, we gave them a stipend to come out and participate in the event. It was a way for us to pay it forward for the 20 years that they've been supporting us and giving back to the community.

HOW HAVE THESE TWO YEARS COMPARED TO YEARS PAST? Last year we raised over $247,000 over the year before, and the year before that we were almost $70,000 ahead. Again, I'm going to say that's because our organization has really looked at different funding opportunity entities. We've also increased our staff size, so our capacity for delivering programs and writing grants has increased. We capitalized on the fact that we weren't doing events and shifted the duties of the staff and different strengths of our staff members and put that to work.

All in all, financially, patient- and programwise, community involvement-wise, professional health- and education-wise, all those service services and programs have increased in the past two years because we haven't had to focus on the color of napkins for our gala or signs on a walk route.

YOU MOVED SO MUCH TOWARD GRANTS. ANY ADVICE ON HOW TO DO THAT? Definitely. Look at the Greater New Orleans Foundation, and other similar community foundations. They'll list their funding opportunities, their deadlines for applications, the review period, and then when the award is made. Look at TechSoup.org, which often offers discounts to nonprofits, on certain programs, like Grantwatch.com, for which nonprofits can purchase a yearly subscription. Also look to your city government. We were fortunate enough to have teamed up with NORD to do our Kidneys in the Classroom as part of their programming.

DO YOU EVER SEE YOUR ORGANIZATION GOING BACK TO HOSTING EVENTS LIKE BEFORE THE PANDEMIC? I definitely think the hybrid event model is here to stay, there's a couple things to that. One is to make sure that a person watching an event on a screen has the same experience as someone attending the event. On the flip side, that may mean — and this is how events will change — maybe eliminating award speeches and pre-recording events to watch or put into any part of your social media.

Auctions are going to online experiences, which actually helps an organization raise more money because technology allows you to share the auction with all of your supporters, not just those in a room attending the event. I think we're going to see a lot of smaller events with a more targeted audience. Probably not the 500 people at a gala-style event, I don't think we'll see that for quite some time.

During the pandemic, we've really learned to have more individual conversations with our funders, our constituents and people that could be our contributors. These moments, for me, are more meaningful than mingling in a room full of 500 people trying to get my message across, or me standing at a podium trying to get everyone's attention.

On the corporate side, I’ve found that sponsors that used to send employees to events they are sponsoring are changing their policies. They'll continue to financially support the organization; however, they really have to assess what their liability and risk exposure is in sending employees to events. That’s one of the reasons you’re not going to see big galas again, for a while at least.

Basically, you're going to have more targeted, smaller events. I’ve seen a lot of dinner parties, a lot of house parties, a lot of very small cocktail parties.

IF YOU’RE THINKING SMALLER WITH EVENTS, HOW DO YOU ENTICE SPONSORS? Through the magic of the internet, and websites and social media, a sponsor’s ROI is so much stronger now than having a logo in a program book 500 people get on their chair at a gala. And usually, 410 of those people will leave that program there when they go home.

We're now able to offer our corporate donors more exposure —highlighting them on certain days on social media, creating links to their company on our website. I've got 15,000 people on my mailing list, so if I've got an event that's happening in New Orleans — like the giveback night Kendra Scott is going do in March in Baton Rouge — we don’t just have that as an in-person event at the store, people also have the option to purchase something online to support the organization and the business is receiving much more exposure, and revenue, than a traditional event.

WHAT IS YOUR BIGGEST ADVICE GOING FORWARD TO OTHER NONPROFIT LEADERS? My biggest advice would be to look at COVID as an opportunity to retool, update and broaden the way you do events and the audiences you're targeting for your events. Look to do more outdoor events for the younger population. Look at the leadership that's in your organization and target certain people to reach out to smaller groups. If one of your board members works for XYZ company and they usually sponsor a table at your gala, ask them instead if they would host a small dinner party where someone from the organization — or themselves particularly — would like to talk about how the organization has changed and pivoted during these past two years, and how their gift is still meaningful and still needed.

Finally, invest and respect your staff. They are on your side. They want the organization to thrive. Use this as an opportunity for them to attend training sessions, learn a new skill, teach you a new skill. Recognize that they have fears. Reassure them by including them in planning for the future and you’ll build morale rather than fear. T

W

WHILE SPECIFIC AMOUNTS have not yet been determined, estimates suggest that Louisiana will soon be receiving between $6 and $9 billion to spend on infrastructure.

The federal Infrastructure Investment and Jobs Act (IIJA) that passed through Congress and was signed by President Biden last year includes massive funding for state and local projects and programs. The legislation will send the funds to several different federal agencies, such as the departments of the Interior and Transportation, as well as the Environmental Protection Agency, for distribution.

Some of this the state will spend itself, and some will flow to local jurisdictions. Local governments can also apply directly for funding. Approximately half the money will come in the form of outright grants, while the other half will be in the form of low-interest loans.

The allocation process has not been finalized, but not surprisingly, various interests are already lining up and making their case for how the dollars should be spent. In the Greater New Orleans area, a significant push is underway to make sure investing in “green infrastructure” is a top priority for local officials because this type of construction is an important tool used in service of the larger and ultimate objective.

“Green infrastructure is a main staple of water management,” explained Jessica Dandridge, executive director of the Water Collaborative, who cites other aspects such as pollution control, building codes and other government policies, levees and drainage, climate control measures, and preventing coastal erosion as additional components of water management. The collaborative is something of an umbrella organization in the water management field, bringing together a broad spectrum of people, businesses and organizations working in the sector to share best practices, collaborate on projects and programs, and develop and advocate for appropriate policies.

Green infrastructure takes many forms, on scales from large to very small. On the larger end of the spectrum there is the use of permeable paving of roads and parking lots (which allows water to seep through instead of runoff); the development of concave neutral grounds and rights-of-way, planted with native, water-absorbent plants and trees; the creation of low-lying areas in parks and other green spaces designed to hold rainwater; and the installation of green roofs and walls on buildings.

So, where does New Orleans stand in terms of obtaining these federal infrastructure dollars and applying them to green infrastructure?

While the process itself has yet to be fully defined, a guidance book from the federal government is on its way, and the fact that former New Orleans Mayor Mitch Landrieu will oversee the funding rollout on a national level should be helpful to Louisiana and New Orleans.

At the state level, Kim Doley, policy and advocacy coordinator for Water Wise, noted that “green infrastructure aligns with Gov. Edwards’ task force on controlling emissions,” which should bode well for drawing on state funds.

“The state will name an infrastructure czar,” said Rebecca Malpass, policy coordinator for the Water Collaborative, “and that person will create the allocation process. It’s really important who that person is.”

Dandridge expressed concern that the city’s efforts may be hampered because the Office of Resilience and Sustainability, which is the logical coordinator for the work, is presently not staffed.

“We will be starting behind,” she said.

On the plus side, according to Dana Eness, executive director of the Urban Conservancy, “We’ve given a lot of thought to this, after Katrina and in the Urban Stormwater Plan. We have a lot of shovel-ready projects. Hopefully we will see an acceleration of those projects that are already in the pipeline.”

What is clear is that obtaining as much funding as possible and allocating the greatest possible amount of that funding to green infrastructure will require a collaborative effort. These nonprofits are committed to engaging in, and even driving, that collaboration.

“We will be advocating with the city, talking to the Department of Public Works and Sewerage

and Water Board, working to get those agencies to advocate for green infrastructure projects,” said Dandridge. “We all need to work together to get the mayor to understand and prioritize green infrastructure, because we will be competing with other priorities, like grey infrastructure, city operations and tourism.”

“This will require government, universities, industry, all the pieces coming together in a unified vision for our community,” concurred Ryan Mattingly, executive director of Louisiana Green Corps.

Also vital will be engaging the community in advocating for green infrastructure funding and in considering specific projects. This component is a major focus for Water Wise.

“We are training community members to engage and advocate with elected officials,” said Doley. “Our goals are aligned if we can just figure out how to come together and work together.”

“We have to create the spaces for these conversations,” added Eness, noting that the Urban Conservancy will be hosting briefings and similar gatherings for elected officials and the public. “We have to build this into something we are discussing regularly.”

“Ramping up the training and building up the [green infrastructure] sector in places where it is thin is critical. The demand is there but the workforce resources are not.”

Dana Eness, executive director of the Urban Conservancy

WHAT BUSINESS CAN DO

GREEN INFRASTRUCTURE-FOCUSED

NONPROFITS see a vital role for the business community in their efforts.

“Businesses often set the tone for the community with their actions,” said Mattingly.

“[They] can invest their own money, be an example of what green infrastructure can do on their own properties,” agreed Raymond Sweet, a volunteer member of Water Wise’s Policy and Advocacy Committee, citing as an example several local businesses that have recently installed permeable parking lots.

In turn, observed Eness, “Business owners who incorporate green infrastructure on their properties can be voices in the advocacy work. Other businesses will hear what they have to say, understand the value of that in their business case.”

“They can be thinking sustainably in their business models,” echoed Dandridge, “recycling, reducing their carbon footprint. Business owners can volunteer in this work. They can support the nonprofits by providing products and services, helping with the education, co-hosting events that generate donations, and they can support elected officials that support these initiatives.”

There are business-to-business opportunities as well, said Eness.

“Putting green infrastructure on your property provides work opportunities for the companies that are doing the installations.”

Obtaining funding for green infrastructure in New Orleans on the federal level is going to be an all-hands-on-deck effort, but local industry professionals say the potential benefits are enormous, and the costs of failure could be catastrophic.

“I’ve never seen a problem whose solution is so beneficial in so many ways,” said Mattingly. “There is huge potential for economic growth and equity in our communities. But without a focus on green infrastructure, we don’t survive as a region. It’s a unique opportunity to build a more sustainable region. It would be shameful if we wasted it.”

BUILDING FOR THE FUTURE

NO MATTER THE SIZE OF THE EFFORT, the goal is the same — to reap the benefits of green infrastructure, which include:

REDUCED FLOODING The primary purpose of green infrastructure is to either store or slow the flow of rainwater during major rainfall events. Every single drop that avoids the drainage system or is held back until after the peak of the rainfall, reduces the likelihood of flooding.

“The benefits of green infrastructure start with having a city that doesn’t flood with every rainstorm,” said Ryan Mattingly, executive director of Louisiana Green Corps, a nonprofit whose largest focus is workforce development for the water management sector. “It gives us a preventive system instead of a reactive system.”

Not that green infrastructure eliminates the need for strong levees and robust drainage systems. “It’s not an either-or between [this kind of] grey infrastructure and green infrastructure,” said Dana Eness, executive director of the Urban Conservancy. “Both are essential, but green infrastructure slows down the water before it hits the grey infrastructure or holds it out completely. This is really critical in times of inundation.”

The Urban Conservancy serves local businesses, including many in the water sector, as well as offering programs like those that support removing unnecessary paving to reduce rainwater runoff. REDUCED SUBSIDENCE Most of the soils in our area need water to stay moist and supple, or they dry out like a sponge. Decades of pumping rainwater out of the city as fast as possible is the major reason we have high levels of subsidence, which in turn causes streets, sidewalks and building foundations to crack and buckle (hello potholes!) and makes the city more vulnerable to flooding and climate change.

ECONOMIC OPPORTUNITY The water management sector is a vital and growing economic engine in Southeast Louisiana. Many new businesses have emerged in this field, including entrepreneurial ventures based on innovative new technologies and processes that are applicable globally in places that face threats from water and flooding. Just as the Netherlands is the global leader in water management — exporting expertise, technologies and implementation around the world — our region has the opportunity to be the national leader in this field.

“Green infrastructure creates jobs — high wage, high demand jobs — that should be filled by local residents,” said Mattingly. “Many of these jobs fall into the ‘earn and learn’ model. People are getting paid a good wage while earning credentials and certifications. This eliminates the barriers that exist for many around the costs of accessing better jobs.”

“Many of these jobs fall into the ‘earn and learn’ model. People are getting paid a good wage while earning credentials and certifications. This eliminates the barriers that exist for many around the costs of accessing better jobs.”

Ryan Mattingly, executive director of Louisiana Green Corps

Green Corps pays all participants in its workforce training programs, and trains them for what are considered to be sustainable jobs: most green infrastructure projects must be maintained over time.

“Ramping up the training and building up the sector in places where it is thin is critical,” added Eness, who anticipates that some of the IIJA funds that come to the region will be applied to workforce development. “The demand is there but the workforce resources are not.”

As an example, the Sewerage and Water Board currently faces ongoing challenges replacing its aging workforce, especially given the new skillsets required to enable employees to deal with updated technologies and equipment.

Reducing flooding comes with its own economic benefits, according to Kim Doley, policy and advocacy coordinator for Water Wise, a community organization working to connect people and neighborhoods to the issues and benefits of water management.

“Flood insurance costs for businesses are reduced when we have less flooding,” she noted. “Employee productivity goes up when they don’t have to deal with flooded homes or can’t get to work because of flooded streets. Businesses don’t have to close down because of floods or flood damage.”

In the course of its community work, Water Wise has trained more than 500 people in various aspects of green infrastructure and informed an additional 5,000 residents about related issues. In tandem with residents, the organization has implemented more than 150 green infrastructure projects in neighborhoods around the city, helping to manage over 100,000 gallons of rainwater.

Part of the work involved in this kind of infrastructure is educating homeowners on its benefits, which include the fact that property values go up where water management has been installed.

REDUCED URBAN “HEAT ISLAND” EFFECT

Dense, paved urban areas become considerably hotter than the countryside in summer, which leads to higher cooling bills and other expenses. Increased heat generation in cities also contributes to overall global warming. Green infrastructure installations can reduce this effect by up to 10%.

RECREATION AND BEAUTIFICATION Creating green spaces makes for a more beautiful city, and also provides new places where people can exercise and play. Overall environmental quality is improved — “It creates more habitats for pollinators and birds,” explained Eness — and even adds to economic opportunities. Imagine turning some of the current grey infrastructure drainage ditches into Bayou St. John-like waterways, which could be lined by restaurants and coffee shops, and served by canoe and kayak companies. All water that is retained within green infrastructure installations instead of flowing over paved areas into the drainage system is water that does not gather pollutants that ultimately end up in Lake Pontchartrain.

INCREASED MENTAL HEALTH When people do not have to worry about their lives and property every time there is a major summer storm, or deal with the often-devastating consequences of flooding, their stress levels go down considerably. Spending more time outdoors amid beautiful landscaping also has calming effects.

“Also, you get a feeling of control over your environment,” noted Eness. “We are not at the mercy of whatever is falling out of the sky. We’re telling the water where we want it to go.”

GREATER EQUITY “Green infrastructure is a way that we can create safer, healthier, more sustainable living conditions for those living in communities that are most vulnerable to climate change,” Eness added. Those communities most often are populated by low-wealth people and people of color. In addition, the higher wages and accessible job training in this sector provide new wealth-building opportunities in such communities. T

NONPROFIT

Community Sailing New Orleans

101 N. Roadway Street • New Orleans 504-233-3292 • nolacommunitysailing.org ABOUT

Community Sailing New Orleans (CSNO) eliminates the economic and physical barriers to sailing, offering programs for youth, adults, and people with disabilities. The organization’s programs are much more than recreational—they teach Soft & Technical Skills, STEM Education, Vocational Training, and provide Therapeutic Recreation.

Built to serve over 2,300 individuals annually, CSNO utilizes the sport of sailing to develop independence and self-confidence, improve communication, foster teamwork, and acquire deep respect for the marine environment. Its programs also provide rehabilitation support and build additional workforce readiness skills such as focus, goal setting, problem solving, and conflict resolution.

DONATIONS

CSNO invests in the future of New Orleans by building on the diversity and distinctive cultures that make the city unique. Sailing together creates a greater understanding of similarities and an appreciation of differences, keeps people safer in times of disaster, promotes confidence in young people, and opens minds to new possibilities.

In addition to increasing community unity and strength, donations help CSNO provide people the opportunity to enjoy the amazing resource that is Lake Pontchartrain. CSNO participates in Give NOLA Day, Mid-year Appeal, Navigator Circle Appeal (Major Donors), and End of the Year Appeal. To learn more or make your donation, visit nolacommunitysailing.org/donate.

MISSION Community Sailing New Orleans positively impacts lives by providing accessible educational and recreational opportunities on Lake Pontchartrain for all in the region regardless of age, background, and abilities. Core to its mission is serving the low and moderate income and minority communities in metro New Orleans by providing access to a community asset that has been historically inaccessible to those large segments of the population.

BUSINESS

(left) A 2021 Home Bank Helps grant recipient was James Samaritan, which supports families and children in foster care.

Home Bank

504-378-3190 home24bank.com ABOUT

Founded in 1908, Home Bank has been a part of the economy of South Louisiana for 114 years. Serving businesses and families, Home Bank prides itself on community banking that is rooted at home—local decisions and local service. Home Bank recently announced plans to expand into Texas. In 2022, the bank

MISSION Home Bank’s focus is: “One Team: Creating exceptional customer experiences.” will finalize a merger with Houston-based Texan Bank, adding five new Home Bank locations for customers.

WHY THEY GIVE

Serving as volunteers and on boards and committees, the Home Bank team is invested in local giving. Causes important to Home Bank include affordable housing and financial literacy, and you’ll often find employees working as volunteers in those areas. However, their bankers also support a variety of nonprofits and causes that lead them to serve.

METHODS

Giving back is part of Home Bank’s core values and culture, whether the method is financial support or volunteerism. Their bankers find unique ways to give, creating donation drives, helping after natural disasters, and more.

Home Bank has reimagined workplace giving, putting employee dollars to work with local schools and nonprofits, while also deepening its involvement and impact in the communities it serves. Through its small grant program called Home Bank Helps, the bank makes impactful donations to local organizations. The program is 100% employee funded and directed. In addition to grant-giving, team members look for ways to partner on projects. Local 501 (c) (3) nonprofits, private schools, and public schools are eligible to apply for funds. Interested nonprofits can apply for a 2022 grant through April 15 online at home24bank.com. Search keyword “grant” for more information.

BUSINESS

(left) Hancock Whitney associates volunteer regularly at Café Reconcile in Central City to ensure students in the program have a good financial education foundation as they begin their careers. (right) Hancock Whitney and Second Harvest work hand-in-hand to fight food insecurity in communities across South Louisiana.

Hancock Whitney

504-586-7272 • hancockwhitney.com More than 175 financial centers across the Gulf South Hancock Whitney Bank, Member FDIC ABOUT

Hancock Whitney’s commitment to South Louisiana and the City of New Orleans began more than 120 years ago. Today, that pledge to help people achieve their financial goals and dreams continues as Hancock Whitney grows and advances along with the people and communities of our region.

MISSION Each day, Hancock Whitney reaffirms their mission to help people achieve their financial goals and dreams and to help communities thrive by providing financial solutions delivered with expertise and warm 5-star service. The Core Values of Honor & Integrity, Strength & Stability, Commitment to Service, Teamwork and Personal Responsibility on which the company was built have carried them through more than a century. WHY THEY GIVE

Serving local communities is at the core of Hancock Whitney’s dedication to philanthropy and volunteerism. As a hometown financial institution, Hancock Whitney team members live and work in our area so the partnerships they establish with local communities and non-profits create opportunities for people down to the neighborhood level.

METHODS

In 2021, Hancock Whitney invested $5 million in philanthropic donations and community sponsorships to empower communities across the Gulf South. Their team members performed thousands of hours of community service with a focus on expanding financial education in local neighborhoods. Across South Louisiana, they support hundreds of non-profits working to make the region a better place. Hancock Whitney spearheads a partnership with Café Reconcile in Central City to ensure students in the program have a strong base of financial education as they graduate from the program. They also work hand-in-hand with Second Harvest Food Bank of Greater New Orleans and Acadiana to address food insecurity challenges across South Louisiana.

FROM THE LENS

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WORKSPACES St. Joseph Rebuild Center provides services and safe haven to New Orleans’ unhoused neighbors.

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NEW ORLEANS 500 Adrinda Kelly, executive director of BE NOLA (Black Education for New Orleans)

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WHY DIDN’T I THINK OF THAT?

Are you serious about creating a diverse and equitable company? Thanks to a local nonprofit, there’s an app for that.

FROM THE LENS GREAT WORKSPACES

ST. JOSEPH REBUILD CENTER // 1803

Gravier St. // harrytompsoncenter.org // Facebook: facebook.com/Harrytompsoncenter // Instagram: @theharrytompsoncenter

BUILT TO SERVE

St. Joseph Rebuild Center is a tailor-made safe haven for New Orleans’ homeless

BY MELANIE WARNER SPENCER PHOTOS BY SARA ESSEX BRADLEY AND JEFFERY JOHNSTON

In 2007, the St. Joseph Rebuild Center opened to serve unhoused individuals in New Orleans. Three agencies comprise the center, which provides shelter, health, hygiene, hospitality and housing services. Recently, we visited with Mary Baudouin, Harry Tompson Center board president; Emily Bussen Wain, Harry Tompson Center executive director; Kenitha Grooms-Williams, executive director, Lantern Light Ministry; and Paisleigh Kelley, communications director for the

Harry Tompson Center Board President Mary Baudouin says the mural was designed and painted by a volunteer artist, from the East Coast. “She painted it on the front entrance of St. Joseph Church, in honor of her mother, who had been homeless for a period of time in her life,” says Baudouin. “It was her gift to the Center.”

Harry Tompson Center, to learn more about the center, its work and what it is striving to achieve in 2022.

Biz New Orleans: What were your goals for the design and why?

Mary Baudouin: Primarily, we wanted a structure which could be built quickly after Hurricane Katrina, that’s why it is built around trailers, which could be put in place quickly. Second, we didn’t want a “permanent” structure, even though it became permanent. At the time, we didn’t know if homeless people would return to New Orleans after Hurricane Katrina, so we didn’t want to invest a huge amount of money into a facility that might not be needed. Third, we wanted a space that was specifically built for the population we were serving, primarily “chronically homeless” people. The outdoor design was conceived to serve those who often have difficulty spending longer periods of time in enclosed spaces.

“The outdoor design was conceived to serve those who often have difficulty spending longer periods of time in enclosed spaces,” says Mary Baudouin, Harry Tompson Center board president.

What was the biggest design challenge and how was it overcome?

Baudouin: One of the biggest challenges that we faced was the building timeline. Initially we wanted to use trailers so that we could get the center up and running as quickly as possible. We did not anticipate that it would take so long to get the permits, electrical work, plumbing and even the trailers themselves, so our initial goal of getting into operation within six months was not met. If we had known that it would take so long, we might have used more permanent and hurricane-proof designs that were still less expensive but that could be constructed quickly. Along those same lines, the price of building the center in the post-Katrina economy was about four times what we initially anticipated, even with the volunteer assistance provided by UDM and other groups. This price was high for

QUICK LOOK

Date of opening

September 2007

Persons in Charge

Jessica Lovell, director of DePaul USA, New Orleans; Kenitha GroomsWilliams, executive director, Lantern Light Ministry; Emily Bussen Wain, executive director, Harry Tompson Center

Architect

The center was designed by The University of Detroit Mercy School of Architecture Collaborative Design Center (UDM). The late Wayne Troyer was the New Orleans architect who oversaw the building of the center. what was designed to be a temporary facility. Our board and staff are concerned about how long the facility can actually last since it is built around trailers. At the rate that they are being used, the shower, laundry and bathroom trailers are showing wear, and we could be left with well-built decks leading to rotting trailers, especially if we have hurricanes in the future. With the amount of money that we spent (and the time that it took to build), we should have considered alternatives to trailers, such as the simple buildings (medical and multipurpose room) designed and built by UDM.

What is the standout feature of the design and why?

Emily Bussen Wain: Every person may have a different answer, which is an amazing thing about our center. I have heard people describe it as an oasis in the middle of the city. Although I love our whole courtyard space, personally, for me it is our jasmine wall and overhang. What started 15 years ago as a couple vines has planted its roots and makes for a beautiful wall and overhang. It is so thick now that it offers protection from the rain. In the spring, the smell can overtake your senses in the most wonderful way.

How would you describe St. Joseph Rebuild Center and its core clientele?

Jessica Lovell: I always have described the

Rebuild Center as a magical place. It has been difficult in ways to adapt to operations since COVID-19 because a drastic shift was necessary to keep everyone safe. Pre-COVID, Rebuild was a community center, a home, a place filled with art, music, laughter, hugs, and people — lots of people. Guests of the center are our homeless brothers and sisters who visit for services. Many services are offered, but the most popular are showers, phones, case management, and meals. Sometimes at the center you might see someone talking to themselves or someone others can’t see; sometimes you might see someone sleeping under a shade of jasmine; sometimes you may see someone helping another shave or cut their hair; sometimes you might see someone having an overdose or getting revived with Narcan, or possible someone having an outburst. There are always people talking about life and love, and often chatter about baseball or football. It is a place where people come together, some in need of the services offered, and some blessed to be able to help provide the services. It is a place

The Rebuild Center is made up of three partner agencies, the Harry Tompson Center, Lantern Light Ministry and DePaul USA. Together, they provide shelter, health, hygiene, hospitality and housing services.

Harry Tompson Center Board President Mary Baudouin describes the space as “functional yet beautiful, open yet private — a tranquil

site in the midst of where people learn an urban area.” about resilience and survival, and God is present every day. Whether guest, volunteer, staff, or visitor, you will see people helping people — love in action.

How do you set yourselves apart from organizations doing similar work in the city?

Bussen: I think our design does help set us apart from other agencies. Many social service agencies have their mission and services and have to fit it into a space that already exists. We are fortunate enough to have a space that was built for our exact purpose. Something as simple as having the restrooms separate from the sinks separate from the showers, actually allows us to serve more people at any given time. I remember at the old HTC (located in the parish center of Immaculate Conception Church), people would have to wait for someone to finish shaving before they could use the restroom or vice versa. Also, our open-air concept has been extremely beneficial these past couple of years, offering the protection of being outside during COVID.

How do you promote a positive work atmosphere for the staff?

Kenitha Grooms-Williams: [We work] to promote a positive work atmosphere for staff by engaging them in the decision-making process of how services are provided. The organization fosters open communication in order that staff members understand how their roles contribute to the success of the agency, as well as the guests that receive services.

What are your biggest challenges?

Jessica Lovell: There are so many needed updates that will allow for better services and a safer work environment. We need to raise over a million dollars for this, and it has to happen while we all have to fundraise for our individual organizations in order to keep them operational. There is so much that happens in one day, fundraising alone is a gigantic task. Fundraising to improve the center will be monumental for us.

What goals do you hope to meet in the next 12 months?

Paisleigh Kelley: At present, Harry Tompson Center’s operations are still limited in capacity due to COVID-19. The center looks forward to increasing capacity for its guests in our courtyard and working to establish a new normal for operations as COVID-19 moves from a pandemic to endemic stage. We are excited to host our annual fundraising event at the Rebuild Center in April, welcoming back our supporters to mix, mingle and celebrate the good work we do for our unhoused neighbors. We are in the nascent stages of embarking on a capital campaign to work toward the eventual renovation of our facility. T

FROM THE LENS WHY DIDN’T I THINK OF THAT?

WALK THE WALK

Are you serious about creating a diverse and equitable company? Thanks to a local nonprofit, there’s an app for that.

BY ASHLEY MCLELLAN PHOTOS BY EDMUND D. FOUNTAIN CONNECT WITH AWA BY BELOVED

awabybeloved.com

More than ever before, companies are seeing the value of creating a diverse and equitable work environment isn’t just the right thing to do, it’s a solid business practice.

According to a February 2021 article in Forbes, diverse teams innovate faster, diverse cultures reach a wider audience, and inclusion can help combat work-from-home burnout. When it comes to ROI, according to a LinkedIn August 2021 report, “Research by McKinsey shows that companies that actively promote diversity and inclusion strategies are 35% more likely to achieve above-average returns — with business performance increased by 31%.

A separate 2018 Deloitte study found that businesses with an inclusive culture were twice as likely to meet or exceed their financial targets.

To help organizations of all types realize these benefits and more, New Orleans-based nonprofit Beloved Community — whose goal is to provide structural support in areas of diversity and inclusion to organizations across the area — launched their latest initiative last October, an innovative software program called Awa that offers “equity audits” via a free app.

“The equity audit is a tool to assess what is

Beloved Community founder and CEO Rhonda Broussard worked with her team of professionals to create an app that streamlines a company’s efforts to bring diversity, equity and inclusion

going on in your practices to everyday business. organization from an equity lens,” said Rhonda Broussard, founder and CEO of Beloved Community. “Once you create a profile on Awa, you are guided through a series of questions that examine the internal structure and culture of your organization. You should be prepared to dive deep. The Beloved Community

Equity Audit is a practice-based self-study that measures DEI (diversity, equity and inclusion) indicators across all functional areas of an organization’s operations and stakeholders.”

So far, nearly 300 organizations, schools and businesses have completed an equity audit and 2,766 employees have completed a professional development assessment. The new tool has also garnered the support of business and community leaders including the Bill and Melinda Gates Foundation, the Chan Zuckerberg Initiative, and Bridgespan.

According to Lesley Brown Rawlings, vice president of strategy, Beloved Community not only provides equity audits to companies of all sizes, it then provides the tools to make changes to a company’s culture, including workshops, leadership initiatives, equity planning and “trainthe-trainer support.” The Awa app can help to streamline this process at all levels of a business, from small startups to corporations.

“If a company or organization is ready to make a DEI commitment, Awa will empower the organization to assess individual and organizational DEI capacity, set priorities, and build plans for sustainable, long-term change,” Broussard continued. “We support the organization in understanding the results of their assessment. When an organization requests

“DEI” Defined

According to the Extension Foundation at Tuskegee University:

D

DIVERSITY is the presence of differences that may include race, gender, religion, sexual orientation, ethnicity, nationality, socioeconomic status, language, (dis)ability, age, religious commitment, or political perspective.

E

EQUITY is promoting justice, impartiality and fairness within the procedures, processes and distribution of resources by institutions or systems. Tackling equity issues requires an understanding of the root causes of outcome disparities within our society.

I

INCLUSION is an outcome to ensure those that are diverse feel and/or are welcomed. Inclusion outcomes are met when you, your institution and your program are truly inviting to all.

personalized support, our team first determines if we are a good fit; if so, we provide full access to our team of equity experts to meet whatever goals and needs our client partner may have.”

Within Awa by Beloved, organizations can access additional reports and assessments, whose costs start at $1,000. Fees for trainings and facilitations begin at $5,000 and vary based upon topic, length and number of participants. Deep dive consulting services — which typically represent projects that span 12 or more months — are customized based upon organizational needs and goals and start at $75,000.

For Broussard, building the Awa app became a true team effort within her Beloved Community staff, now numbered at more than 25 members and growing.

“In transparency, I didn’t know the first thing about building a tech tool,” she said. “A few years ago, [our director of data and analysis] Lauren Young and I started building the equity audit in our free time with [no] funding behind us. I was fortunate to find a team of ‘Beloveds’ who answered my calls, told me what questions to ask and what foundational resources we would need — from staffing and timelines and legal representation and business model implications, [including] the Chan Zuckerberg Initiative and Bill and Melinda Gates Foundation, and more specifically our program officers Gabriela Lopez and Titilola Harley. We worked with a team of tech advisors to amplify our existing Equity Tools suite and we took our time to make sure it was done right.”

Beloved Community is committed to creating real change for companies that are serious about creating a truly equitable workplace.

“We designed Awa to make it easier for large, complex entities — from school districts to multinational companies — to diagnose their diversity, equity and inclusion needs,” said Broussard. “Awa is more than a measurement tool. It is an opportunity for leadership teams to deepen their community of practice and design a more equitable future.”

For Broussard, having a DEI policy and culture is not about what’s on paper in a company’s policies, it’s about the actions, intent and practice in the everyday culture throughout the business.

“There are many organizations that speak about equity and don’t live it,” she said. “... It’s easy to say you can be a more equitable company, but do you follow through on that? At Beloved, we’re honest about our own growth needs. We deeply believe that everyone has work to do, regardless of where you are on your professional or equity journey. We don’t trust people who struggle to name growth areas. This loops back to being self-aware. You’re going to get constant feedback from partners and teammates at Beloved. This collective awareness supports us in constantly getting closer to our ideal workplace.”

According to Broussard, New Orleans is the perfect birthplace for work of this kind.

“The depth of lived experiences in our New Orleans community informs a great deal of my work — there really is no better place for us to be,” she said. “We recently found a new home for our office in the Tate, Etienne, Prevost (TEP) Center, that is inside of the old McDonogh 19 school, integrated by the center’s founders. I’m proud to be leading in this work surrounded by the stories, places and people that helped raise me.” T

REAL ESTATE

FROM THE LENS NEW ORLEANS 500

DID YOU KNOW? Adrinda Kelly is committed to transforming structural relationships of inequity affecting marginalized populations. In her current role, she supports Black educators and Black-led schools in New Orleans through community engagement and fundraising, while her past achievements include bringing the first college guide for LGBTQ+ students to publication. She is a former diversity studies fellow at the University of Cape Town in South Africa.

Adrinda Kelly

Executive Director of BE NOLA (Black Education for New Orleans)

BY RICH COLLINS PORTRAIT BY GREG MILES

What’s your favorite

festival? The new NOLA Zydeco Festival that my friend Gabrielle Deculus puts on in March is fast becoming one of my faves! Can’t beat the music, and love that she created the festival as an homage to her family.

What’s the best advice

you’ve received? Don’t chase title, position or money. Chase purpose. The rest will come.

What’s something exciting on the horizon for your company/

organization? We’re about to launch a fellowship for Black educators in New Orleans called the Black Is Brilliant Institute. We’re excited about what a space focused on the holistic support of New Orleans Black educators will contribute toward advancing educational excellence for all children in our city.