Biz New Orleans April 2023

“Affordable” is Gone

Beyond

34 Battle Ready

How

Recent Travels

There’s nothing like getting out of your city and daily routine to gain a fresh perspective on things, and I’ve been fortunate to have done a little bit of that lately.

The first trip was with the whole family over Mardi Gras week to Nashville and the Smoky Mountains. We’d been to the latter, but it was my first time in Nashville. No slam on the city at all, but after seeing Music Row and comparing that to our Bourbon Street, when it comes to choosing a destination for a raucous night out — for, say, a bachelorette party — I’d say there’s no contest.

What did blow me away, however, was the Gaylord Opryland Resort and Convention Center. I’ve never been to anything like it. Since my husband was there for a conference, I had the task of entertaining two kids for three days. Luckily, with 20 places to eat and drink, an indoor/outdoor waterpark and acres of lush indoor gardens (including multiple waterfalls and even a boat ride through the resort), we never had to leave the resort. It definitely gave me a new appreciation for the importance of all the work that’s being done in and around our convention center in order to stay competitive with our neighbors.

And now I’ve just returned from a girls’ weekend to Austin. Last year, the city ranked as the second fastest-growing city in the country, driven in large part to a booming tech sector. Austin is home to offices of multiple tech giants, including Amazon, Apple, Facebook, Google, Oracle and SpaceX. According to PitchBook data, in 2021, VCs invested over $5.5 billion

across 412 deals in the city, more than double the amount of capital invested in 2020. The entire city felt young and vibrant — clean and functional. Experiencing the effect a booming tech scene can have on a city again made me appreciate the work being done in New Orleans. The music and bar scene was everywhere, and thanks to a uniquely designed bridge that has attracted millions of bats, the beautiful lake adjacent to the city is enjoyed all year long without any mosquitoes!

Austin was impressive, but it didn’t have the soul of New Orleans. The food was good, but our kayaking guide was quick to tell us he makes a trip at least every year to NOLA because the food and the city itself is like nowhere else. We definitely have no shortage of issues — which so many of the incredible nonprofits highlighted in this issue are hard at work to solve every day — but in seeing cities like Austin I can see a bit of how we could be better while still keeping the best parts of who we are that nobody else has, and that’s exciting to think about.

Also… we need to get one of those bridges. Thanks for reading,

KIMBERLEY SINGLETARY

Editor

Kimberley@BizNewOrleans.com

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EDITORIAL

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Contributors Ashley McLellan, Kenny Nguyen, Chris Price, Jennifer Gibson Schecter, Melanie Warner Spencer, Poppy Tooker, Keith Twitchell, Michael Williamson

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For

April Event Standouts

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Kate@BizNewOrleans.com

We are now in the full swing of spring with business professionals mixing festivals and events. As we come off great events in March — including New Orleans Entrepreneur Week, JEDCO Prosper Jefferson Series and the Jefferson Chamber Black & Gold Gala — April will not be disappointing

One event we look forward to each spring is the Burkenroad Reports Investment Conference, which is back for its 26th year at the Ritz Carlton on Friday, April 28. Tulane University’s Peter Ricchiuti and his staff and students host this excellent, in-depth, up-close look at dozens of small- and mid-cap companies with top management speakers providing investors with insight into their companies. It’s a great day of learning and discovering new investment opportunities.

As I wrote last month, do not forget about the New Orleans Chamber Power Up: Women’s Leadership Conference on April 19 at the New Orleans Ernest N. Morial Convention Center’s La Nouvelle Orleans second floor ballroom and foyer. This event always provides the women in our region with excellent networking and education opportunities.

Also happening this month on April 11 is the Hispanic Chamber Town Hall Roundtable and Luncheon at the Hyatt Regency New Orleans. This annual, day-long event features keynote speaker Ramiro Cavazos, president and CEO of the U.S. Hispanic Chamber of Commerce.

On April 13, our friends on the Northshore are pulling sport clays with the St. Tammany Chamber and Northshore Home Builders Association at the annual sporting clay shooting tournament. You can form a team of four and join them at Covey Rise Lodge for a day of networking and fun.

In St. Bernard Parish, the chamber is teaming up with parish government to host a State of the Parish luncheon at the Fredrick J. Sigur Civic Center on April 4. Parish President Guy McInnis will provide an update and a look at the future of the parish.

While you’re out attending all these excellent business networking and educational events, make sure you also have some fun: Don’t forget French Quarter Fest is April 13 to 16 and Jazz Fest starts April 28.

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TODD MATHERNE

JESSICA JAYCOX MAHL

THE BUSINESS COMMUNITY IS TALKING ON BIZNEWORLEANS.COM

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Risk Rating 2.0, which was rolled out a few years ago, just makes absolutely no sense. We’ve been trying to get them to explain it to the people who actually build levees — whether it’s in Jefferson, Terrebonne, Lafourche or other parts of my district — and if the hydrologists and engineers can’t make sense out of it, then there’s a serious problem.

BIZ TALKS PODCAST

State Sen. Gary Smith at the ribbon cutting ceremony on March 1 for the Port of South Louisiana’s new 30,000-square-foot headquarters in Reserve, La. The port stretches 54 miles along the Mississippi River between New Orleans and Baton Rouge, spanning the parishes of St. Charles, St. John the Baptist and St. James.

EPISODE 141

The Inside Scoop on This Year’s NOEW

Liz Maxwell, director of community and communications at the Idea Village — producer of the annual New Orleans Entrepreneur Week — shares how the event is growing and changing in tandem with the city’s entrepreneurial community.

EPISODE 140

Go For the Gold

Feb 17 marked the start of the sixth season of Nola Gold Rugby — one of 12 major league teams in the country. If you’re not yet a fan, new CEO Chase Langdon explains why it’s time you give rugby a “try.”

U.S. House Majority Leader Steve Scalise (R-La.) at the 2023 Jefferson Chamber Annual Meeting, held Feb. 16.

To be the jewel that is the Port of South Louisiana, you really have to have a masterpiece for the office. It’s something for the staff to be proud of, something to really showcase when you bring in international clients.

Playing Catch-up

Waguespeck, Hecht say Louisiana must innovate to stay competitive

BY RICH COLLINS

When Stephen Waguespack and Michael Hecht share the stage at the Jefferson Chamber’s annual legislative breakfast, it always feels like a combination of improv comedy and therapy session. It probably helps to maintain a sense of humor when you’re pitching a state that often ends up at the bottom of the good lists and at the top of the bad ones.

At the 2023 event (which took place on March 7 at the Airport Hilton), the two economic development executives discussed how Louisiana can catch up with other southern states experiencing a boom in economic and population growth.

Waguespack leads the Louisiana Association of Business and Industry. Hecht helms Greater New Orleans Inc.

According to the duo, virtually all of Louisiana’s southern neighbors are poaching people and businesses from other parts of the country, but Louisiana is missing out on the trend.

Waguespack’s team commissioned a study to find out why, and to help craft an economic development plan to help change that.

“We want to see if Louisiana can be the economic driver of the south by 2030,” he told the chamber crowd. “But I’ll be honest with you. If you’re looking for optimistic, fluffy reading, don’t read this stuff, because it’s sobering.”

Waguespack said the state’s challenge is to match the improvements to tax code, education,

public safety and quality of life that have taken place in Georgia, Florida, Tennessee, North Carolina and elsewhere.

He’s been traveling the state to connect with local leaders (and possibly preview a run for governor), and he said the good news is that Louisiana’s local leaders aren’t asking for a whole lot.

“The needs of the businesses in this state are very elementary,” he said. “We just need people that can work — and we need safety.”

Hecht said the state is in the midst of a schizophrenic moment.

“It’s the best of times and it’s the worst of times because if you look at the state level or at the local level, I would argue that there is more opportunity today than there was even post Katrina,” he said. “But the challenge is that crime and the insurance crisis are actually worse.”

Hecht said it’s not just as simple as lowering income taxes and luring more businesses to the state.

“We’re still obsessed about income tax, but the reality is that income tax is binary,” he said. “Only zero is zero. But getting to zero is going to be very difficult for us since it would involve significant property tax increases at a local level.”

Hecht said that low taxes don’t even necessarily correlate with economic growth. Texas has no individual income tax and high growth, for example. But South Carolina has higher taxes overall and high growth. Louisiana, unfortunately, has relatively low taxes and low growth.

“So what that really is about is a bigger issue than just taxes, this issue of opportunity. And so I’m hoping that we can begin to engage what’s fundamentally affecting opportunity for the state,” he said.

On the flip side, Hecht said new energy projects in Louisiana are something to get excited about. This includes Venture Global’s multibillion-dollar LNG plant in development in Plaquemines Parish.

“It’s currently the biggest finance project in the world this year and will eventually be the largest project financed in world history — over $22 billion,” he said. “And it not only is creating thousands of jobs, it’s keeping the world free from Putin and Russian oil.”

Hecht also bragged that Louisiana is becoming the manufacturing hub for offshore wind for the entire country. “We’re selling shovels to the gold miners,” he said, and it means more jobs for maritime companies like Harvey Gulf, Gulf Island Fabrication and Edison Chouest Offshore.

He’s also bullish about hydrogen projects under development in the state.

“We can produce green hydrogen using solar and wind and Louisiana and maintain all of our jobs in the industrial corridor and in Jefferson, but reduce emissions by 70%,” he said. “So it’s this weird schizophrenic moment that we’re in. To borrow a line from the old R&B song, we’ve just got to accentuate the positive, eliminate the negative.”

Also during the conversation, Waguespack praised Hecht for helping form the NOLA Coalition, an alliance of more than 500 organizations working to reduce crime and increase opportunity in New Orleans. And he said one way to address to the state’s insurance crisis, which includes rising costs of flood and homeowner’s insurance, is to fortify building standards to show insurers that the area “can take a punch.”

As far as the flood insurance crisis specifically, Hecht said that unfortunately it’s going to take another flood event somewhere else in the country to help galvanize support for changes to the program. In the meantime, some national politicians will continue to dismiss south Louisianans as “crazy Cajuns” living too close to the water and in the path of hurricanes. T

DID YOU KNOW? The Jefferson Chamber is five-star accredited by the U.S. Chamber of Commerce and was awarded the 2013, 2015, and 2019 “Chamber of the Year” award by the Louisiana Association of Chamber of Commerce Executives in the large chamber category.

IN THE BIZ

DINING

The multilayered and surprising story behind Debbie Does Doberge is a sweet one.

16

ENTREPRENUER

Area pros on what lessons nonprofits can learn from business

14 SPORTS

The story behind the new quarterback for the Saints

AP PHOTO/DAVID BECKER,

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.

First, There Is No Debbie

BY POPPY TOOKER

“Most people there avoided the job of stacking Doberge layers, but I discovered I loved the process,” she recalled.

Several years later, over late-night drinks at the Milan Lounge, McGehee impulsively shared her passion for Doberge with Amanda Toups, who insisted a business was in order and coined the unforgettable name Debbie Does Doberge. At the time, the two were employed at the Wine Institute of New Orleans, where owner Bryan Burkey welcomed McGehee’s innovative Doberge flavor experiments. Soon, orders were pouring in.

The Mid-City “craft cocktail dive bar” 12 Mile Limit provided the next home for the growing business.

“It was a natural fit,” owner T. Cole Newton said. “Charlotte was experimenting with petit fours she dubbed ‘Dobites.’ We offered shots with cake chasers that were quite popular — like, a shot of tequila with a lime Dobite.”

In 2016, McGehee and partner Charles Mary IV opened Bakery Bar in the Lower Garden District. “I never wanted a traditional bakery,” she insisted. “I love the restaurant/bar life. Instead of baking birthday cakes and sending them out, I wanted the parties right here at the bakery!”

And what a party it’s become! The everchanging cocktail menu by Vincent Heitz and Joseph Witkowski is designed to pair with Bakery Bar’s sweet and savory offerings, while Executive Chef Lydia Solano’s inventive brunch and dinner menus combine Latin American and Creole influences in unexpected ways. Moules mariniere with banana leaves and perfectly executed oxtail croquettes share the menu with bar fare like burgers and dumpster fries.

As longtime veterans of the hospitality industry, McGehee and Mary have very specific ideas about how to maintain a sustainable workplace for their loyal staff.

Doberge? Dobosh? How do you say it?

Charlotte McGehee of Debbie Does Doberge says “dobosh,” and in her hands it’s experiencing quite a renaissance.

The New Orleans cake originated at Beulah Ledner’s small Uptown bakery in the 1930s, after Ledner adapted a family recipe for Hungarian Dobos Torte to better suit New Orleans’ climate. Substituting pudding for the buttercream filling, she finished the cake with a thin layer of buttercream topped with poured fondant.

Citing New Orleans’ love for everything French, she named her new version Doberge. Ledner later sold the recipe and the name to Joe Gambino, who continues to make the traditional lemon and chocolate flavors today.

McGehee’s passion ignited at a summer job at Ambrosia Bakery in Baton Rouge.

With no formal baker’s training, McGehee delved deeply into what she calls armchair food science.

“Doberge is so labor intensive. Traditionally, the sponge cake must be sliced by hand, layer by layer, as each is filled with pudding. As the cake is stacked, it gets very wiggly,” she cautioned. Seven layers of cake and six layers of pudding are iced with buttercream before the poured fondant finish.

Doberge became McGehee’s artistic medium, with unique variations like bright pink Nectar Cream, Sweet Potato Spiced Latte, Café Brulot, White Chocolate, Fig and Goat Cheese, and the engineering marvel “Rainbow Surprise.” All seven colors of the rainbow appear encased in pearly white almond fondant in a wedding cake favorite. In total, McGehee estimates she has created more than 70 different flavor combinations, including “boozy” versions with high proof fillings.

“From dishwasher to Debbie, we offer salaried positions paying a livable wage including paid sick leave, vacations and health insurance options,” Mary said.

That formula has allowed for expansion. In Kenner, the duo’s newest location, “Debbie on the Levee,” includes a commissary bakery that has increased production capabilities. McGehee continues to innovate, crafting stickless cake pops she laughingly calls, “Salty Balls,” and oversized cookies that are transformed into decadent sandwiches deservingly known as “Doozies.” McGehee’s genius for flavor shines with combinations like pistachio and dried cherry cookies filled with cherry buttercream and finished with a rolled edge of crushed, roasted pistachios.

Catch Poppy

Tooker on her radio show, “Louisiana Eats!” Saturdays at 3 p.m. and Mondays at 8 p.m. on WWNO 89.9 FM.

Through the online marketplace Goldbelly, Debbie Does Doberge cakes are now available nationwide — offering a sweet way to share a New Orleans culinary treasure. T

The multilayered and surprising story behind Debbie Does Doberge is a sweet one.

Baby, You Can Drive My Carr

The story behind the new quarterback for the Saints

BY CHRIS PRICE

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.

After a dismal 7-10 campaign, the New Orleans Saints need to make the right moves this offseason to return to their winning ways and keep fans happy.

Among a handful of changes, in March the team singled in on and signed free agent quarterback Derek Carr to a four-year contract reportedly worth up to $150 million.

Allen and the Saints are banking on the 31-year-old QB breathing life into a previously elite offense that has slumped to mediocrity after the retirement of sure bet first ballot NFL Hall of Famer Drew Brees after the 2020 season.

Carr, 6-3, 210, has started every game he has played in nine years in the NFL and made the playoffs in 2016 and 2021 and the Pro Bowl four times (2015-17, 2022). He was the 36th overall selection in the 2014 NFL Draft by the Oakland Raiders, but fell out of favor with the now Las Vegas-based team last season. In 142 career regular season games, he has completed 3,201 of 4,958 passes (64.6 percent) for 35,222 yards, 217 touchdown passes, 99 interceptions and a 91.8 passer rating. He’s also added 845 rushing yards and six touchdowns. Last year, he started 15 games for the Raiders and threw for 3,522 yards, completed 305 of 502 pass attempts (60.8 percent) for 24 touchdowns and an 86.3 passer rating. The team informed Carr they were going to move in a different direction and split with the player before the final two games of the season.

The New York Jets and division rival Carolina Panthers pursued Carr, but the Black and Gold won out. The team had to restructure several players’ contracts to create enough room under the salary cap to sign the QB. His deal is worth a reported $150 million, with a $28.5 million signing bonus, $1.5 million fully guaranteed salary in 2023, $30 million fully guaranteed in 2024; $40 million in 2025, and $50 million in 2026. Now, the 31-year-old will take the helm in the Big Easy, looking to return the Saints offense to the potency it had under Brees.

The move reunites Allen and Carr, who worked together previously as head coach and QB of the Raiders. Allen was the team’s coach from 2012-2014 and was at the helm when the team drafted Carr in 2014 from Fresno State and chose the rookie as the team’s starting quarterback. The duo only appeared in four games together; however, after the Raiders fired Allen weeks into the 2014 season.

“I had the opportunity to work with Derek at the start of his professional football career,” Allen said when the team signed Carr... “I saw Derek’s development into one of the most productive quarterbacks in the National Football League.”

Carr’s addition is expected to add some stability to the Saints offense, which has several question marks in regard to leadership and continuity.

His signing seemingly brings an end to the tenure of quarterbacks Andy Dalton and Jameis Winston. Dalton started 14 games for the Saints in 2022 and is a free agent. Winston is under contract for another year and set to earn a $12.8 million in base salary in 2023, but his release seems imminent. The former top overall pick started just 10 games over the past two seasons after winning the starting job in 2021. He tore knee ligaments seven games into the 2021 season and spent the rest of the year on injured reserve. He signed a new deal in 2022 but fractured his back and injured a foot in the first month of the season and never regained his starting job. It is expected the team will release Winston at the NFL June 1 deadline, which will save the team $12.8 million in money charged to their salary cap figure.

Additionally, the team will have to secure a leaky offensive line that was prone to injury and couldn’t provide as much pass protection as they would have liked.

For now, the Saints have their guy at the most important position on the field. Hopefully, the team can continue to bolster its roster through free agency and this month’s draft and reach playoff contention again.

Allen’s defense alone somehow kept New Orleans in the wild-card mix late in 2022. While Carr isn’t necessarily a massive upgrade on Andy Dalton, he’s got a superior ceiling. The fact he got a four-year contract from team brass suggests New Orleans, again, isn’t all that interested in a rebuild, meaning Allen won’t be immediately saddled with shepherding a totally overhauled roster.

Even with all the movement and some remaining question marks, the Saints may have the best roster in the NFC South, which mean winning the division and making noise in the playoffs again could be in the team’s future as soon as this year. T

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.

For Profit or Not, Entrepreneurism is Essential

Area pros weigh in on what lessons nonprofits can learn from business

BY KEITH TWITCHELL

While entrepreneurism often conjures images of innovative startups and visionary businesspeople, it is really a mindset that applies much more broadly. One clear example of this is the nonprofit world. And, while there are obvious distinctions between being for-profit and not-for-profit, the similarities may be greater than the differences.

“In the nonprofit world, you always have to maintain an entrepreneurial mindset,” stated Lisa Chmiola, owner of the consulting firm Fablanthropy. “There are a lot of parallels to what I’m doing right now in running a business. You have to be flexible. You honor your mission, but how you serve the people you serve may change over time.”

A prime example of this was offered by David Schlakman, experienced not-for-profit development professional and current executive director of Early Learning Focus. Schlakman recounted the story of an organization that began by serving children with various learning challenges. As the group’s clientele aged, its

services expanded into providing housing and jobs, and ultimately to operating small businesses that employ participants in its programs.

“Entrepreneurism is a huge part of whether a nonprofit will be successful,” observed Jonas Chartok, owner of Chartok Strategies, whose particular focus is social justice and education nonprofits. “An entrepreneur is someone who has an idea and builds a network of people to help bring it about. In the nonprofit setting, those people can be financial supporters or other partners who can help bring it to life.”

Chartok pointed out a key similarity between for-profit and not-for-profit enterprises.

“The person who gets it off the ground may not be the person who can take it to the next level. Just like a business, you need different skills at different organizational stages. Sometimes you have to let it go.”

Chartok cited a growing trend toward mergers and acquisitions in the nonprofit arena.

“Not every idea needs to be acted on independently,” he said. “Make it a natural step to look at partners. This can even be a potential exit strategy.”

Nonprofit consultant Chantalle Pierre also looks at the sector through the entrepreneurial lens.

“Entrepreneurism is a necessity for nonprofits, because entrepreneurism requires innovation, requires folks to be nimble,” she said. “You have to see obstacles as an opportunity to pivot, to be bold and consider other possibilities.”

In this vein, Pierre noted that typical nonprofit fundraising can be a rollercoaster, but an entrepreneurial approach can help smooth out the ups and downs.

“Nonprofits do certain things really well, and should consider fee-for-service partnerships with other organizations. What is it that you do well and can offer as a service? Perhaps you are really good at recruiting and training board members. Use your expertise to leverage a new revenue stream for your organization.”

Obviously there is a major underlying difference between nonprofit and for-profit entities, the focus, as Pierre put it, “on sustainability versus profitability. But you have to be entrepreneurial or you don’t sustain.”

Schlakman prefers the term “not-for-profit” to nonprofit, pointing out that “in a really bad year, IBM can be a nonprofit. The difference is that you are operating structurally not-for-profit. The focus is on the service side, not the revenue side.”

Still, in his view, making the business case is fundamentally the same as making the service case. “You have to have the ability to make people understand what the need is, how you can address the need, and how they can help you address the need.”

Despite the many similarities, and the imperative of thinking like an entrepreneur, a lot of nonprofits don’t really have the mindset or intention of taking this approach. Given the concurrence of the experts on the necessity of this for success — indeed, for survival — nonprofit staff and board leaders would be wellserved to adopt entrepreneurial outlooks.

“They should make sure they continue to expand their horizons,” urged Chmiola. “Read about entrepreneurship, make sure you are keeping your eyes on the trends.” T

New Orleans 500 Influential, Involved and Inspiring Executives

The New Orleans 500, an annual publication from Biz New Orleans magazine, profiles the business leaders who are driving the greater New Orleans economy today and making decisions that will shape the region’s future. The book is overflowing with details about regional CEOs, presidents, managing partners, entrepreneurs and other executives who are as devoted to their professions as they are to civic affairs. It’s a diverse group that includes fourth- and fifth-generation owners of family businesses as well as young, social media-savvy entrepreneurs building their brands one like or follow at a time.

PERSPECTIVES

18 LAW

Top legal advice for nonprofits

20 INSURANCE The pandemic brought changes to the life and retirement insurance marketplace.

24 ECONOMIC DEVELOPMENT

Nonprofits fighting poverty have an ally in the United Way of Southeast Louisiana.

26 GUEST

To maximize its talent, Louisiana must tear the paper ceiling.

22 REAL ESTATE + CONSTRUCTION

Habitat for Humanity’s work in Jean Lafitte is helping to bring the community back.

What’s your top legal advice for nonprofits?

MICHELLE CRAIG

Owner Transcendent Law Group

In my 20-plus years of experience, I have found that the three legal pillars of a thriving nonprofit are: 1) a strong unifying mission 2) an executive director who is committed to that mission and 3) a group of directors who are engaged, vocal and who enjoy a mutually trustworthy relationship with the executive director. To achieve those pillars, the organization should be built on a sound legal infrastructure supported by a strong commitment to legal and financial compliance, human resources policies and procedures, and board policies that inform their legal/fiduciary duties to provide oversight and governance. My most pressing advice would be to take these items seriously and adhere to them rigorously.

The most important personal skill for non-profit professionals is gratitude.  For example, Dr. Rochelle Ford, President of Dillard University, took the time recently to write a letter to the editor thanking the community for stepping up to help the university with its electrical problems.  Few non-profit leaders show such gratitude.   Another essential skill is the ability to raise money which is easier when you have passion for your cause.  This fund-raising skill usually originates from people with inter-personal skills and those who build personal relationships.

In this emerging era of artificial intelligence, new skills related to utilizing CHAT GPT and other similar platforms and communicating the message and passion online will become an important, but nonexclusive, as wealthy, large donors tend to prefer to connect on a personal level.

Court decisions have created protections for employers who can demonstrate their proactivity when it comes to compliance with employment discrimination and harassment laws. [As a result] even privately held entities (think NFL) got on board and developed compliance programs. Workplace codes of conduct are now commonplace. More and more nonprofits — wary of public scrutiny that might accompany unexpected misconduct within — are minimizing their risks by establishing, embracing and bolstering compliance programs.

CHRIS KANE

Partner

Global Trade, Transportation and Logistics Team Leader at Adams and Reese

Corporate governance hygiene is critical for nonprofits to operate efficiently and effectively. Know and follow your bylaws, maintain corporate minutes, obey tax laws, safeguard charitable assets and donor funds, practice transparency through independent auditing, uphold accountability among staff and board, and train board members for success to carry out the mission. Organizations are stronger with a wellrun board. Nonprofits rely on volunteer board members; the more engaged they are, the more you get out of them.

PATRICK H. WILLIS

Associate Baker, Donelson, Bearman, Caldwell & Berkowitz

Mark N. Mallery, Founding

Shareholder at Ogletree Deakins

Review your governance documents. Articles, bylaws, and policies should provide both stability and flexibility for ease of management. Understand state and federal law. Tax-exempt nonprofits are regulated not only at the federal level, but most states impose regulations that impact your organization’s operations as well. Look into all tax options. While federal tax-exempt status is often the focus, organizations may also benefit from state and local tax exclusions and exceptions. Consult legal counsel. While there are many opportunities for nonprofits, there are also many pitfalls. Engage your attorney early and often to avoid any problems.

E. FREDRICK PREIS, JR.

Senior Partner Breazeale Sachse & Wilson, Labor & Employment Law Section

The major best practice for a nonprofit to reduce the risk of claims, charges and lawsuits is to comply with the same legal requirements that cover a for-profit business, unless their exemption is a core building block such as a religious belief. This means a legal review of personnel policies and documents, providing training on legal issues for management and obtaining legal advice prior to implementing decisions that may cause legal or employee relations problems.

LEON RITTENBERG III

Shareholder Liskow & Lewis

FIDELITY BANK’S P.O.W.E.R.FUL WOMAN OF THE MONTH

CHERI CARRERE HARRIS

Q: WHAT IS YOUR BIG FOCUS RIGHT NOW?

A: To gain access to additional funding to assist more families during the holidays and to start a “Christmas in July” scholarship. This scholarship would help a student going to college in the fall.

Q: WHAT IS THE BEST ADVICE YOU EVER RECEIVED?

A: Work smart, Not hard. Do something right the first time and you’re done.

Q: WHAT SUCCESS HAVE YOU HAD IN THE LAST YEAR?

A: I was able to assist 5 additional families, as well as generated a new community partner.

Q: WHAT HAS BEEN THE BIGGEST BENEFIT OF BEING A FIDELITY P.O.W.E.R MEMBER?

A: P.O.W.E.R means empowerment. Empowering women to have a place to network amongst other women who are like minded and goal oriented.

FOUNDER, THE HARRIS CHRISTMAS PROJECT @THE HARRIS CHRISTMAS PROJECT | SLIDELL, LA

The Other Insurance

Along with flood and home insurance, the pandemic has brought changes to the life and retirement insurance marketplace.

BY DREW HAWKINS

growth potential,” said Frank Toro, a financial advisor at Edward Jones.

But Toro said recent legislation has greatly limited the stretch IRA strategy, which may push people to look for alternatives.

“For example, you could convert your traditional IRA to a Roth IRA during your lifetime,” Toro said. “By doing so, you would pay taxes on the amount converted, so your heirs could generally take withdrawals tax-free.”

Another option is to purchase life insurance to ensure a specific dollar amount is passed on or to help your heirs cover taxes on their inheritance. But as we head into a period where there will be inflation, at least in some form, it’s important for people to assess and reassess their goals and priorities.

José S. Suquet, chairman of the board and CEO of Pan-American Life Insurance Group, said the effects of the pandemic shifted the way people think about insurance — especially younger families.

“We have paid over $134 million (2020 and 2021) in life and health insurance claims during that time,” Suquet said. “This period also showed an increase demand for our products as families re-examined the need for life insurance coverage.”

FRANK TORO Financial Advisor

Edward Jones

Which policy is best for you? There’s no one right answer for everyone. A financial professional can help you evaluate all your options within the context of your overall investment and protection strategies. But keep in mind that all long-term care policies tend to get more expensive as you get older, so if you’re considering this type of coverage, you may want to get started sooner rather than later.

The insurance industry in Louisiana has been getting a lot of attention. But while flood and home insurance have dominated the headlines (and the Legislature) lately, life and retirement insurance can be just as important for securing a future for yourself and your loved ones.

On that note, there are some important changes that have been made recently.

For instance, investing in an IRA has long been a great way to save for retirement, and even provide for beneficiaries upon your death. Until recently, your beneficiaries could “stretch” required withdrawals over their life expectancies.

“These required withdrawals were generally taxable, so this ‘stretch IRA’ was a good way to reduce the annual taxes due and benefit from longer tax-deferred

Both Suquet and Toro also addressed long-term care insurance, which helps cover a variety of health-related expenses ranging from occasional visits from a home health aide to full-time residency in a nursing home.

“These types of care [home health aides and nursing homes] may vary in duration and intensity, but they all have one thing in common — they’re expensive,” Toro said. Genworth, an insurance company, reports median annual costs of over $100,000 for a private room in a nursing home and over $60,000 for the services of a home health aide.

One option to help meet these potential challenges is to add long-term care coverage through a “rider,” or optional add-on to a life insurance. With this type of policy, you can use some of the death benefit to pay for long-term care needs.

“We all want to stay healthy and live independently throughout our retirement years,” Toro said. “Unfortunately, that won’t be possible for some of us, so it’s a good idea to be prepared for health-related challenges” T

JOSÉ S. SUQUET Chairman of the Board and CEO Pan-American Life Insurance Group

Our industry is coming into a very bright time. The effects of the pandemic have brought on a new awareness of the needs for life insurance. This is especially true for younger families. This, coupled with the benefits of cash value life insurance as part of a wellrounded portfolio, combine to give the industry a bright future.

Here’s what you need to know.

PERSPECTIVES

REAL ESTATE + CONSTRUCTION

COMMUNITY RISING

DID YOU KNOW? The town of Jean Lafitte (named for a famous pirate) lies along Bayou Barrataria. The name Barrataria is French and means “dishonesty at sea.”

When Marguerite Oestreicher arrived in the town of Jean Lafitte just a few days after Hurricane Ida devastated the region, the damage was so severe she didn’t know where to begin.

For more than 12 hours on August 29, 2021, the small town was blasted by Category 4 winds and — unlike many other places the storm hit — high water surges. More than 90% of the homes were damaged or destroyed.

The massive storm pushed water over levees and into homes, businesses and schools. When it finally receded, a thick layer of black, tar-like mud covered nearly every road and yard.

“We first started doing mucking and gutting work, so I had staff members down here walking down the street knocking on doors, talking to people like construction teams, or people at the churches asking, ‘Who do you know that needs help?’”

Oestreicher is the executive director of the New Orleans Habitat for Humanity, which has a service area that includes Orleans, Jefferson, St. Charles, St. Bernard, St. John, and Plaquemines parishes. She said everywhere she went, people told her the same thing: “Go down to the marina.”

Like the infamous pirate the community is named after, residents of Jean Lafitte are self-sufficient and like to keep to themselves. As part of Louisiana’s working coast, the seafood industry is huge here, and many residents work on the water in one way or another.

So Oestreicher headed to the marina and followed the chain of connections that make up a small, resilient community. She spoke to some fisherman at the launch who told her to talk to the owner of the marina, who told her to talk to a man named Timmy.

“I was like, ‘Timmy who?’ and she said Timmy Kerner, the mayor,” Oestreicher said.

Kerner’s office had already started the preliminary case management work, identifying the neediest cases.

BY DREW HAWKINS

PHOTOS BY EDMUND D. FOUNTAIN

“That gave us a huge help,” said Oestreicher, who quickly formed a partnership between Habitat and the community. “He gave us a list

Habitat for Humanity’s work in Jean Lafitte is helping to bring the community back.

of people, notes about their status, how many people in their household, if they were elderly or had special needs. We looked at that and then we just started talking to people.”

GETTING TO WORK

Founded in 1983, the New Orleans Area Habitat for Humanity has built more than 750 homes in the region, and the nonprofit pledged to spend $4.5 million over the next two years to help build more than 40-60 homes in Lafitte for residents who lost everything. Many don’t have the income to rebuild—this is their only option.

With Mayor Kerner’s help, Oestreicher was able to identify the neediest cases, and they started building as soon as they could. Habitat homebuyers are true partners in the process, not just volunteering 250 hours of “sweat equity” in lieu of a down payment but completing mandatory financial literacy and home maintenance classes as part of the program. In addition to financing the homes they build, Habitat helps people apply for firsttime homebuyer programs through the city or state, which can provide up to $55,000 in down payment assistance.

New homes aren’t cheap to build, especially with rising material and labor costs. Depending on the floor plan, Habitat homes cost about $160,000 to $180,000 to build, which accounts for land, materials, and full-time Habitat construction staff, as well as licensed electricians, plumbers and HVAC.

The heavy price tag makes it important for Habitat to choose designs that call for affordable materials and focus on sustainability. As such, Habitat has partnered with the Front Porch Initiative from Auburn University’s Rural Studio, which aims to develop a scalable and sustainable process for delivering homes in under-resourced communities like Lafitte.

“We work to ensure that homes are designed for energy and water efficiency; are durable, maintainable, and resistant to storm damage; promote the health and well-being of the occupants, the builders, and the fence line communities around where building materials are produced; and that they positively influence the surrounding community,” said Mackenzie Stagg, assistant research professor at Auburn University Rural Studio.

Stagg said rural communities are frequently communities of extraction — in which natural resources have been removed with few resources put back in — but that they have consistently proven to also be extraordinarily resourceful and resilient.

“We have found this to be true in Lafitte, and we are honored to be able to contribute to the

she said.

According to Rural Studio’s blueprints, the new homes Habitat builds in Lafitte are energy-efficient, elevated and reinforced with hurricane straps and other features to make them less vulnerable to wind, flooding and other severe weather events. They use roughly twice as many straps, nails, pilings, flooring structures and special taping to seal roof decking in order to make it more impermeable to rain and water.

They’re also both ENERGY STAR 3.0 and FORTIFIED Gold certified — meaning not only will the homes be able to withstand high winds, but homeowners will also be able to insure them. Savings in energy use — and potentially in insurance premiums — should result in savings over the life of the home.

“The partnership with Rural Studio allows Habitat to offer a slightly smaller footprint that is incredibly energy efficient that will be affordable to own and maintain,” Oestreicher said.

RESTORING HOPE

On Ash Wednesday 2023, Oestreicher stood in front of the project’s first completed home,

shielding her eyes from the sun as a strong wind blew across the lawn.

“The family that lived here before had a doublewide trailer,” she said, sweeping her hand over the landscape. “So, it was completely flooded and destroyed. We’ve been working in partnership with them throughout this entire process.”

That process can be extensive and involve things like clearing land titles to figure out true ownership, negotiating with a bank for a mortgage, and navigating endless forms to apply for government assistance. It’s often confusing, at times labyrinthine.

“Family by family, it’s like, ‘OK, let’s piece together their finances. Let’s apply for a program.’ But wait, you can’t add the state or parish first-time homebuyer program on top of FEMA, you can get one or the other. But in order to apply for either one, you have to have plans and your building permits, and it’s like a 30-page application,” Oestreicher said, nearly out of breath. “We learned a lot through this.”

And while Habitat can’t complete applications for people, their family service staff can help make sure they’re completed and submitted properly. All of these steps can slow the process down, but standing in the kitchen of the first finished home, Oestreicher said it’s all worth it.

“That looks perfect for hollering out at someone on the porch,” she said with a laugh, pointing to a kitchen window that looks out onto a back deck. “This really is a great home, and this family deserves it. They’ve been through so much and have a little grandchild that lives with them.”

For Corrine and Darel Percle, the couple soon to move into the home, it almost seems too good to be true.

“I had to see it to believe it,” Corrine said with a laugh.

After her son checked on their property following the storm, he told Corrine the water came up to the windowsill. When she and her husband finally made it back home weeks later, they’d lost everything. “It was molded all the way to the ceiling,” she said. “And everything in the house was moved. The washers and dryers were laying down. It looked like a tornado hit it.”

After more than a year of navigating red tape, putting in their sweat equity, and waiting — “I’m patient,” Corinne said — the couple got a sneak preview of their new home a couple of weeks before Mardi Gras, when one of the contractors texted them saying he had a key and he’d let them take a peek. Walking through her future home, Corrine nearly broke down in tears.

She said she just kept thinking one word over and over: “Wonderful.” T

“

We work to ensure that homes are designed for energy and water efficiency; are durable, maintainable, and resistant to storm damage; promote the health and well-being of the occupants, the builders, and the fenceline communities around where building materials are produced; and that they positively influence the surrounding community.

Mackenzie Stagg, assistant research professor at Auburn University Rural Studio rebuilding and strengthening of this community,”

PERSPECTIVE ECONOMIC DEVELOPMENT

MICHAEL WILLIAMSON has served as the CEO of United Way of Southeast Louisiana for the past 10 years. He may be reached via email at MichaelW@UnitedWaySELA.org.

United for Change

Nonprofits fighting poverty have an ally in the United Way of Southeast Louisiana.

BY MICHAEL WILLIAMSON

The sustained success of United Way-led programming, like the IDA Project, Louisiana Prisoner Reentry Initiative, Kay Fennelly Literacy Institute and our Prosperity Centers, demonstrates our ability to develop and execute high-quality programs. We also provide critical support in times of disaster, responding at the speed of need to help neighbors recover.

Our responsive grant-making — rooted in equity, community voice and data — provides direct financial support to trusted organizations and collaborations aligned with our blueprint.

United Way of Southeast Louisiana began a journey in 2014 to renew our approach to creating lasting change. We began with a listening process, featuring community conversations across our service area, including Jefferson, Orleans, Plaquemines, St. Bernard, St. Tammany, Tangipahoa and Washington parishes.

Participants discussed their aspirations and the challenges they face. Some emerging barriers included low wages, limited education, inadequate health care and unaffordable housing.

Through research and engagement, it became clear that poverty is the fundamental issue in the region.

In the pandemic’s wake, we hosted more conversations to refine each parish’s pressing issues and pathways to maximize impact.

We heard that the shortage of high-quality youth programming and educational opportunities, economic instability, and unaddressed behavioral and mental health challenges are the unfortunate reality of our region.

While many nonprofits and programs exist to support the health and vibrancy of local communities, they reported often lacking the

funding and coordination needed to drive systemic change.

Additionally, community members said they are frequently unable to access or navigate available high-quality programs due to the daily challenges of living in or near poverty.

Enter United Way, a historic institution with a sweeping vision and framework to address society’s most persistent inequities.

Driven by the “Blueprint for Prosperity” — our strategic plan to end poverty — United Way tackles poverty head-on, taking a holistic approach to addressing its root causes and residents’ emerging needs.

The blueprint provides the foundation for our collective impact model, in which we serve as a backbone organization that drives work forward. We help the community and nonprofit ecosystem solve the problems no individual organization can solve alone.

History tells us that nonprofits are essential to Southeast Louisiana’s architecture. For nearly a century, the community has embedded United Way of Southeast Louisiana in its foundation. From our early days as the Community Chest, to the United Fund, and today, we’ve always worked collaboratively to solve the toughest issues.

At the local, state and federal levels, we work collaboratively to advocate for systemic change on the issues that matter most in Southeast Louisiana.

The bottom line is investments in our approach go further because of our ability to see the bigger picture and understand the realities of those living in or near poverty.

But it has never been just United Way.

We are committed to the idea that it takes all of us — working together with shared goals and a unified approach — to create more change collectively than on our own.

We know challenges will persist, but the continued support of United Way and our partners will provide the region with the tools, systems, processes and resources to tackle these issues.

As a result, nonprofits will be able to build capacity and create impact more effectively, and residents will have the supports and opportunities necessary to be healthy, educated and financially stable.

We call Southeast Louisiana home and have built our reputation on sustaining its future. We believe this region can be a standard-bearer for equitable, thriving communities, and we will continue to be a guiding pillar, shaping residents’ experiences as we work to eradicate poverty and create a place that we’re all proud to call home. T

PERSPECTIVE GUEST

It’s Time to Think Outside the Degree

To maximize its talent, Louisiana must tear the paper ceiling.

BY KENNY NGUYEN, CEO AND CO-FOUNDER, THREESIXTYEIGHT

leads a nonprofit, and invests in restaurants. I just happen not to have a college degree. But far too many other Louisiana residents have backgrounds similar to mine, only their stories aren’t nearly as happy.

According to the nonprofit Opportunity@ Work, 1.1 million workers across the state — 60% of our total workforce — are STARs: Skilled Through Alternative Routes, rather than through a bachelor’s degree. These STARs have gained skills and experience not from bachelor’s degree programs but from on-the-job training, the military, community college and other pathways. The majority of them (54%, according to Opportunity@Work’s statewide data) have transferable skills sought after by much higher-paying occupations.

But most STARs will never get the opportunity to succeed in those roles. In fact, most of them wouldn’t get a second look if they even applied for those roles — simply because they don’t have the right piece of paper.

nors — in Maryland, Pennsylvania, Utah and elsewhere — who are supporting STARs by removing degree requirements from most or all of their public sector jobs. And it’s not just state governments: private companies such as IBM, Accenture and Bank of America are popping the balloon of chronic degree inflation by dropping degree requirements for entry-level and even some middle-tier jobs. Between 2017 and 2019, according to a 2022 study of 51 million job postings, companies across the country relaxed degree requirements for a substantial number of jobs at varying skill levels. Over the next five years, the study’s authors say that 1.4 million jobs could open up to STARs.

The best career advice I ever got was to drop out of college. But I certainly didn’t expect that advice to come from someone who worked for the university I attended.

As an undergraduate at LSU, I founded a company that helped people give better public presentations. We did so well, so quickly that my grades started to slip, and I was at risk of being expelled. It was an advisor at LSU who encouraged me to follow my passion and build on the success of my startup — even if that meant leaving college without earning my degree.

I’m grateful — and lucky — that my story has a happy ending. Today, I’m a successful entrepreneur who leads a creative agency in Baton Rouge with employees across multiple states,

Estimates suggest that the majority of jobs in Louisiana require a four-year degree. At the same time, we rank close to the bottom of the country in education attainment. Barely 30% of residents have earned an associate’s degree or higher. For decades, we’ve argued that the only solution is to help more Louisianans go to college.

There’s no doubt that college can be a powerful pathway to economic opportunity. But it shouldn’t be the only pathway — particularly for the thousands of workers who already have the skills to succeed in higher-earning, family-sustaining jobs.

If we want to tap into the abundant potential that exists throughout Louisiana, employers and policymakers need to tear the paper ceiling. That means removing the degree requirement for jobs that don’t really need it and embracing the potential of the many STARs who are too often stuck in low-wage jobs.

Leaders throughout Louisiana can follow the example of a growing number of gover-

Louisiana businesses can do what I have done: hire, recruit, and train talented and motivated people rather than screening them out because they learned their skills outside of the traditional college experience. Stories like that of my own colleague Justin — who has lent his story to Opportunity@Work’s national campaign to tear the paper ceiling — are proof of the amazing things STARs can do if we just give them the chance to succeed.

This isn’t just the right thing to do: It’s the smart thing. With unemployment in Louisiana at historic lows, every business knows how hard it is to find talent today. Louisiana is so often the last state to innovate. Why not let this be an opportunity for us to lead?

It also isn’t about casting college as the enemy. Far from it. A four-year degree can be a ticket to the middle class, as it was for so many of my classmates at LSU. The point is that there should be multiple paths to the middle class, and millions of Louisianans have the skills and talent to be there. Let’s start by recognizing the potential of 1.1 million Louisianans who have the skills businesses are looking for, then begin building a labor market that works for everyone.

To learn more and sign the pledge, visit tearthepaperceiling.org. Our work to build a stronger and more equitable labor market in Louisiana starts now. T

KENNY NGUYEN is the CEO and co-founder of ThreeSixtyEight, an award-winning marketing and innovation agency. He may be reached at kenny.n@threesixtyeight.com.

“AFFORDABLE” IS GONE

Beyond hurricanes, another type of storm is on the horizon, says New Orleans Area Habitat for Humanity

Executive Director Marguerite Oestreicher, and it’s going to take area businesses, nonprofits and government all working together to stop it.

By KEITH TWITCHELL

Photos By EDMUND D. FOUNTAIN

SINCE TAKING OVER as executive director of New Orleans Area Habitat for Humanity in 2009, Marguerite Oestreicher has led the 40-year-old organization through multiple hurricanes and a global pandemic. One of the first affiliates of the national organization, the New Orleans Habitat, however, is no stranger to storms. In fact, it was essentially reborn following the costliest natural disaster in U.S. history.

“We were a small- to moderate-sized affiliate, doing eight to, in a good year, 10 or 12 houses a year,” said Oestreicher. “When Katrina hit, everything changed. The crisis that we had in terms of housing, and poverty, transportation and disaster response, it was all out in full display for the world to see, and the world responded. They showed up in the form of thousands of volunteers and incredibly generous donations. That generosity right after Katrina is what laid the groundwork for everything we are able to do now.”

In the early years following Katrina, Habitat was building over 100 houses a year.

“We’ve now built more than 700 houses in the Greater New Orleans area,” said Oestreicher, “and we’ve done storm cleanup on about 2,500 to 3,000.

Habitat is far more than just a homebuilder. The organization is also a lender, runs a robust home repair program and an internship and apprentice building program, organizes around 1,000 volunteers every year and runs advocacy campaigns. Habitat also operates two ReStores — resale stores stocked with donated furniture, appliances, home goods and construction materials, which has kept more than 1 million tons of waste out of area landfills, the organization boasts.

After a slowdown, she says the organization is now back on track — building about 25 houses a year and getting ready to launch a substantial new project on the Westbank that will result in the construction of about 150 homes over four years.

The pandemic’s effects, however, are far from over. In fact, Oestreicher says it has helped bring about a crisis unlike any the organization has seen before — one that threatens the very fabric of our region.

What are some of the major obstacles and challenges in creating workforce housing right now?

What we are seeing across the country is that there is nothing that people can build that is truly “affordable.” Everything is expensive.

Inflation aside, when you add the complexities of supply chain interruptions from the pandemic, and you add increased interest rates, suddenly you have this perfect storm of a housing crisis, which has been building for a very long time.

For employers, if there’s nowhere for people to live within a reasonable distance of where they work, they’re not going to take that job. And what happens when prices are out of sync, people are forced to buy farther and farther away from services, places of employment, schools, health care, libraries, recreation activities, not to mention their favorite coffee shops and restaurants and a grocery store.

As people get farther and farther out, you then have to buy a car, because there tends to be less public transportation the farther out you go. You are then trading one set of expenses for another.

What needs to be done?

We’ve got to figure out how to build to a little bit greater density, closer to transportation, beefing up our public transportation systems, and none of these things can happen in a silo, you have to integrate them.

As part of that mix, you will continue to hear me go back to the home repair program. The most affordable housing that exists is the housing stock that is already there. But you have to maintain it, and in many cases, people are not able to afford what it costs to make repairs, or they may not know how to do it. They may lack expertise in dealing with contractors and subcontractors. We spend a lot of time trying to help people stay in the homes they’re already in. That’s important especially for those who are older and can’t just move or go get a second job. We did over 120 significant home repair projects last year. That’s a growing piece of our operation.

How are you building to specifically suit today’s needs?

Housing is expensive and complicated. We need to look at the way we think about home ownership. What does it mean, what does it represent? We have to do that through the lens not just of affordability and proximity to where someone works, but to the shifting demographics. Families are smaller. We are older. Family makeups, you have more divorce, you have remarriage, you have blended families, you have people taking care of other family members. Designing ahead for changing demographics and family situations is a long-term strategy that we all need to get better at.

For Habitat, that means we are building doubles that we will sell to a qualifying partner family where they can live in half and rent the

“I haven’t had much normal since I’ve been here.”

other half out. We will teach them how to be landlords, and we will manage the property for them over a three-year period, so it’s a learning and a handing-off process.

The way the building is designed, it’s configured so that it’s very easy to convert it from a two-bedroom, one bath on each side to a three-one. So, a young couple might buy the house, and they might have children, where they’re going to need that extra bedroom, so the double can be configured one way. Then, as the children get older, go off to school, then maybe it goes back and becomes an income-producing unit. We’re designing for flexibility.

We’re also looking at things like, should we be building condominiums, because you have to ask, “Whose American dream is it? Is it necessarily a single-family, freestanding home?”

And we need to have a broader range of price points. In New Orleans right now, we are top-heavy with luxury properties — there’s not much out there for starter homes.

How are insurance costs impacting your work?

Right now, we have families that have been in our pipeline for over a year who qualified a year ago. They’ve saved up their escrow, and their home has been built, and then they no longer qualify because insurance has become so expensive.

Whatever the cause, climate change is happening, so we have begun building with fortified roofs, which will make a tremendous difference in terms of affordability of insurance.

There’s been a fair amount of media locally around FEMA 2.0 and flood insurance. But even though it has gone up in cost, that still is a smaller percentage of the total cost of ownership than the homeowner’s insurance. That’s where we’re seeing the exponential increase in rates. Even though the Legislature has just voted to approve funds to recruit insurance companies to write business in Louisiana, it’s going to take some time for market forces to stabilize those rates, and we have no guarantees around that.

But in the interim, let’s assume we have no major hurricanes for another year or two or three, and rates can really settle back down, what happens before the rates settle? You have people who were already struggling, and then they got these radically increased premiums. If you are a household of modest means, working on a very tight budget month to month, and suddenly, your insurance costs have doubled, you are at risk of losing your home. You have hard-working people who’ve been in their homes for years who are suddenly unable to afford the biggest asset they have.

People are faced with impossible choices right now. It’s pay your mortgage, but they have to eat, they have to take the car get to work, they might need medication, they may have childcare expenses. It’s a band-aid, but we need a time-limited program of at least a year, where families could apply for some relief on homeowner’s insurance premiums.

If we fail to get creative on a solution for this, we’re going to see a lot of people moving into foreclosure, and that ripple effect is much larger

and far more costly for us as a society than the cost of those insurance premiums, particularly if you made it needs-based.

It’s going to take a combination of government, nonprofits and businesses. It’s a greater problem than any single entity can manage alone, so we’re going to have to operate cooperatively and creatively. If we fail to act with urgency around this, we’re going to have a much bigger problem.

How is the supply chain situation for you right now?

For the most part, things have settled, but even though the price of lumber has come down from its peak, it’s still higher than it was pre-COVID. There are certain things that are very difficult to obtain, like windows. You are looking at eight to 12 weeks for windows.

The market is more unpredictable now than it was before, so we’re having to build far more contingencies into our program management, because you can’t just have a Plan A and a Plan B, you now have to have a Plan C and a Plan D.

If you’re building five houses at any given point in time, and they’re all at different stages, and you’ve planned your work and your construction teams and your volunteers, and then you can’t get what you need, construction and operations have to completely reshuffle. I asked the construction director how many times he had to rewrite the schedule on a

particular house, and he just started laughing. He said, “I don’t know, probably twice a week.”

What do the next two years look like for Habitat and your work?

I am a clear-eyed optimist. I believe profoundly in the importance and relevance of the mission of this organization, which is to responsibly build communities where families can thrive in homes they can afford.

In our world, community building is not just the sticks and bricks, it’s creating opportunities. It’s our internship and apprenticeship programs, where we can create a true path to a wonderful career that pays well with stability for young people from our community. You can literally start as a paid intern and become a paid apprentice, plus benefits, and ultimately be earning a solid living within a year.

With our newest Westbank project, we just broke ground on 45 acres on what used to be a

golf course. The land had been sitting there for 20 years, and we will be building 150 homes. We’ll have a component of smaller, age-qualified housing for people 55 and up, and the rest will be a mix of two-, three- and four-bedroom single-family homes. We also have some mixed-use fronting Belle Chasse (Highway) and Behrmann.

One of the things we’re super excited about is that when you build housing to be affordable, very often you’re acquiring land that may not be close to grocery stores and schools and health care. This parcel of land on the Westbank is close to everything. There are two grocery stores, two drugstores, three schools, churches and major health care, all in walking distance.

As wonderful as the Musician’s Village we created is, this is the next step. We’re building on that knowledge and experience. We’re able to say now, “What can we do next that’s bigger and bolder and will make a bigger difference?”

“We spend a lot of time trying to help people stay in the homes they’re already in.”

T

HOW EIGHT LOCAL NONPROFITS ARE TAKING ON THEIR BIGGEST CHALLENGES

BATTLE READY

BY RACHEL BURCHFIELD ILLUSTRATIONS BY DONOUGH O’MALLEY

FFrom the pandemic to hurricanes to trouble raising awareness, lack of staffing, and the ups and downs of fundraising, common challenges persist in the world of nonprofits.

Yet, through any hardships the past few years have presented — and there have been many — area nonprofits remain firmly inspired and motivated by their respective missions. The following is a look at the efforts some are taking to turn their weaknesses into strengths.

STANDING OUT FROM THE CROWD City Year New Orleans

Across the state of Louisiana, there are 2,500 certified teacher vacancies. In New Orleans this school year, approximately 30% of the city’s teachers didn’t return to their jobs. City Year New Orleans is helping to address this teacher shortage — the national service program takes young adults from diverse backgrounds and puts them inside classrooms across the U.S., including at six underserved elementary schools across New Orleans. Each year, between 20% and 30% of City Year New Orleans alums become teachers immediately after graduating from the program, filling the teacher shortage at a more critical time than ever.

“They help supplement teachers in the classroom,” said board member Donna Whalen. “With 25 to 30 kids in the classroom, it’s hard to give everybody the attention they need. Teachers love having City Year in their schools — they love the support from a young person like that. [To students], they’re more of a peer than an authority figure. They can relate to them.”

City Year New Orleans relies in part on large grants to help keep its momentum going, but Whalen said that when it comes to private fundraising in a market like New Orleans, the market is so truncated that many nonprofits pull from the same pool of donors.

“The market is so small and there are so many worthwhile nonprofits in town that everyone is looking for the same donors and the same money,” she said. “It is a very small pot that gets divided lots of ways. In New Orleans, you depend more on local people and investors rather than corporations.”

To tackle this, City Year New Orleans largely keeps fundraising efforts very personal, having cocktails at a home and inviting neighbors to hear from corps members themselves. Corps members keep a daily journal of life impacting the youth of the city in their schools. At these fundraisers, corps members read excerpts from their journals and share the experiences they’ve had impacting lives in such a profound way.

“There’s hardly a dry eye in the house,” Whalen said. “People realize what impact they’re making; it makes you want to give. When we get in front of people one-on-one or in small groups — that’s what works for City Year. The stories are so compelling from individual corps members.”

Their year of service in New Orleans is hopefully the first of many, Whalen said. “It’s a perfect pipeline for teachers to get committed to the system,” she said. “They love the kids — all of the kids.”

REACHING UNDERSERVED COMMUNITIES

National Kidney Foundation of Louisiana

Torie Kranze, CEO of the National Kidney Foundation of Louisiana, sums up working in the nonprofit sector this way: After 27 years in the industry, she’s never been bored because the organization stays relevant — immersed in its work preventing kidney disease across Louisiana while simultaneously improving the health and well-being of those who have it.

From their home office in New Orleans, four staff members face a hardy challenge statewide: Louisiana ranks No. 1 per capita for kidney patients in the U.S.

Armed with that knowledge, the organization’s work has shifted toward prevention, early detection and preemptive transplantation. Kidney disease is heavily influenced by an individual’s diet and lifestyle and the presence of high blood pressure or diabetes. Among their services, the foundation offers free kidney health screenings — which normally cost about $400 — in various locations across Louisiana. After the screening, individuals can speak with a healthcare professional about their results.

“We go into rural areas with no access to healthcare like many of us would have — healthcare deserts,” she said. “That time with a medical professional is really important.”

The National Kidney Foundation of Louisiana also promotes organ donations — including living donations — and, in doing so, addresses fears people may have about donating a kidney.

Over the summer, the foundation hosts a summer camp for children with kidney disease who, for the first time in their young lives, are given the opportunity to meet others just like them and to feel seen.

The organization is also taking its awareness campaign into food banks, aiming to meet people where they are. The foundation is training volunteers and workers at food banks across Louisiana to be comfortable talking about chronic conditions like high blood pressure and diabetes, since many Louisianans may not have regular access to a healthcare professional.

“The staff and volunteers want to feel empowered to help clients make better choices, educate them, and have an impact on the health of individuals of Louisiana,” Kranze said.

WE ARE HERE! RAISING AWARENESS

Community Sailing New Orleans

Think sailing is just for the rich, elite upper crust? Think again, said Jacob Raymond, executive director of Community Sailing New Orleans.

“We are demolishing the concept that sailing is only for the elite few,” he said. “We’re demolishing the perspective that [sailing is] an elitist, affluent sport.”

To do so, the organization offers a multitude of programs that are either affordable or free of charge, seeking to make sailing on Lake Pontchartrain accessible, approachable, and affordable to everyone — all ages, backgrounds, and abilities — in the Greater New Orleans area.

“We want to eliminate physical, economic, and social barriers to the waterfront that exist,” Raymond said.

In addition to providing youth of New Orleans an after-school opportunity free of charge, Community Sailing New Orleans also introduces young people to a career they may not have thought about through its Crew to Captain maritime career development course — one in New Orleans’ local maritime industry. Over three years, students learn to sail and work towards instructor certification while also opening their eyes to a potential career post-high school career.

“One of five jobs in Louisiana is in the maritime industry,” Raymond said. “We

show kids different career pathways in the maritime industry that are approachable. There’s a lot of cool opportunities that I don’t think kids know about.”

Armed with a fleet of 55 boats, Community Sailing New Orleans offers programs not just for youth but for adults, as well; its adaptive sailing programs cater to people of all abilities. Seven of its boats are custom-built for differently abled individuals, and its docks are customized towards inclusivity. The organization also offers programming geared towards veterans, free of charge, and thrives on partnerships, Raymond said.

“We love collaboration,” he said. “There are a lot of cool ways to connect with organizations that share our vision and our values.”

Though COVID-19 wreaked havoc on many, if not all, New Orleans nonprofits, Community Sailing New Orleans in particular is impacted by hurricanes when they reach New Orleans. Despite the one-two punch of the pandemic and Hurricane Ida, the organization continues to thrive, and it hopes to increase awareness throughout the city, said development director Margi Sunkel.

“We want to get word out that we’re here on Lake Pontchartrain in the West End neighborhood,” she said. “A lot of people who even grew up here have never been out here. We’re always working to get the word out that we’re here and that there’s a program for you.”

It’s all in the hope that the organization will become as much a part of the city as Lake Pontchartrain, available and accessible to all New Orleanians.

“When you look around Lake Pontchartrain, it’s a beautiful city resource that belongs to everyone,” Raymond said. “To everyone. Not just the affluent few.”

REEVALUATING THE MESSAGING

Special Olympics Louisiana

Nationwide, the Special Olympics was founded 55 years ago, in 1968; Louisiana’s branch of the Special Olympics came onboard three years later, in 1971. Despite its longstanding and successful history, the COVID-19 pandemic caused the organization to take a pause and reevaluate, said president and CEO John Guzzardo, reassessing how to best serve the state.

“While we hated [COVID], it allowed us to take a step back and look at what we were doing and didn’t need to continue doing — what we needed to improve on,” he said. “We refined a lot of different parts of the program. We are really trying to get out in the community more than we were before. Being a 50-year-old organization, it’s really easy to sit back and rest on our laurels.”

To refine itself, Special Olympics Louisiana — which provides year-round sports training and athletic competition for children and adults with intellectual disabilities—is now getting out as much as it can in the community, specifically doing more networking in the business community than it was doing just a few years ago, Guzzardo said.

“We are telling our story and letting athletes tell their story,” he said. “It’s a huge shift we’re working through right now, organization-wide. We’re rebuilding and rebranding our marketing to put our athletes first, out front of everyone else. They have the best stories, and there’s been a huge shift in that regard.”

Shockwaves from the pandemic continue to reverberate: Special Olympics’ athlete numbers have dipped from pre-COVID highs of 12,000 to 3,000 in 2021. Volunteer numbers have also gone down, specifically when it comes to coaches. As athlete numbers continue to climb back up, recruiting volunteers is the organization’s biggest challenge right now, Guzzardo said. The organization is also committed to reaching the corporate community, telling businesses about the work it does and why it matters.

“There’s so much opportunity,” Guzzardo said. “[Special Olympics Louisiana] is one of the few [organizations] where you can come out and see the impact your dollars or volunteerism has.”

And, to that impact, it’s so much more than sports, he said.

“That’s the best-kept secret about our organization,” Guzzardo said. “Special Olympics is every day of the year. A lot of people think it’s just a once a year event. In Louisiana, we actually conduct about 120 to 130 sports competitions a year, and that’s just sports, in addition to an array of health programs, fitness programs, working with schools across the state with inclusion programs, athlete leadership trainings. Sports, while at the core of what we do, is just one piece of the puzzle. That makes the organization really cool, when you can get in and learn different facets of what we offer to athletes.”

Jefferson Community Foundation

Jefferson Community Foundation serves one of Louisiana’s largest parishes, working as the hub of the wheel that is Jefferson Parish to connect dollars to the greatest need. With core focus areas including senior initiatives, transit, race and equity, education, neighborhood support and revitalization, and health and wellness, the organization relies heavily on partnerships to help make as much positive change in the parish as possible.

“We realize we can’t do everything, so we try to work with different organizations and groups,” said Christine Briede, executive director of the Jefferson Community Foundation. “We work best when we partner up.”

The organization was founded after Hurricane Katrina in order to facilitate funds for Jefferson Parish, and was fully volunteer led until March 2020, when Briede was hired. (She is still the organization’s only full-time staff member.)

“I agreed to take the position and set my start date right as everything was shutting down,” she said. “It was kind of crazy, but it allowed us to really dig into the COVID-19 pandemic and help with vaccines. Working through that, we built on what the foundation should look like in the community, and narrowed our focus areas where we would support projects in Jefferson Parish.”

Various programming dots the foundation’s annual calendar, including a leadership program for high school juniors and seniors and monthly race and equity discussions. The problems the organization tackles are large and vast — when compared with homelessness and mental health initiatives, just to name two issues the foundation tackles, building an aquatic center for the parish, a heavy lift in and of itself, seems minuscule in comparison. (Briede said that there is only one public pool in Jefferson Parish, while other municipalities its size have anywhere from 18 to 20.) Because of the scope of work the organization does — and because Briede, as the foundation’s lone staff member, can’t possibly do it all alone — volunteers remain critical and crucial.

“The challenges of a parish community are great, and you want to do as much as you can to help, but you are really limited as to how much you can do,” she said. “All volunteers make a difference.”

CONNECTING WITH THE TARGET AUDIENCE

Northshore Food Bank

Founded in 1984, Northshore Food Bank will celebrate its 40-year anniversary this coming year — a celebration that kicks off in May.

“We want to recognize all of our stakeholders who have helped us get here,” said CEO Yvette Roussel. “Where we’ve come from, we’ve developed and grown to get to where we are today and what we’re able to do. We have a very limited staff, but 100 regularly scheduled volunteers come and help us throughout the week. We would not be able to sustain what we do on a daily basis without volunteers.”

The organization provides nutrition support and assistance for a number of different programs, ranging from children to seniors to those with special dietetic needs and more.

“We provide a number of different food assistance programs, all to meet and support the needs of a food-insecure area,” Roussel said.

As with many nonprofits, awareness remains a key issue the Northshore Food Bank is tackling. In St. Tammany Parish, the food insecurity is 11.6%, Roussel said — but the Northshore Food Bank last year served 16% of that.

“Where are those other individuals?” she said. “We know they are struggling. Why are they not coming to us? We need to figure out how to provide access to our mission and provide [further] access to the food insecure. What do we need to do to find them and make them aware of who we are and what we’re offering? We want to provide access and a way to get to it.”

To help do this, said development director Ginger Kunkel, the organization hopes to end the stigma and be a comfortable and welcoming environment. Kunkel also said the organization is sending out mailers to low-income households and is tackling problems with transportation to the food bank.

“We are trying to look at rural areas and food deserts that might be 10 to 20 miles to the closest supermarket or accessibility to nutritious food,” Roussel said. “We are trying to identify those areas and do research. If it takes us bringing our truck filled with boxes of food to them to make them aware of us and give us access, we want to look at doing those things.”

DONATION DECREASE AMIDST RISING NEED Second Harvest Food Bank

The numbers are staggering: One in seven people in South Louisiana are food insecure, and one in five children are food insecure.

Second Harvest Food Bank is looking to change that. By providing food access, advocacy, education, and disaster response, the organization supports over 700 community partners and programs across 23 parishes through its food distribution programs, community kitchen meal services, and nutrition education. The organization annually secures millions of pounds of food that otherwise would have been discarded, making sure food makes it to the one in seven South Louisianans that are hungry.

“We have a multitude of things that we’re doing,” said Brittany Taylor, director of marketing and public relations. “We provide food in the form of food pantry donations and meals. A lot of the food [is made] here in our own kitchen — a lot of meals are prepared here and distributed to all of the parishes, every day.”

One initiative the organization is a part of is Nourish Louisiana, which helps create a long-term, resilient food supply chain that brings together local growers, food banks and communities that need healthy food. Through this initiatives, over $4.8 million of locally grown food will be purchased over the next two years from local, regional, and underserved producers — namely Black and Brown.

“Food donations are way down due to supply chain logistics happening across the nation for many of our large food donors,” Taylor said. “We are coming up with creative ways for how we source food, including our latest initiative, Nourish Louisiana.”

HELPING DONORS SEE THE BIG PICTURE Made in New Orleans Foundation

New Orleans is known around the world for its hospitality, and rightfully so. The work of the Made in New Orleans Foundation supports the hospitality industry, and specifically the Black, indigenous, and people of color (BIPOC) who work within it, making sure the city’s hospitality industry meets the world in growing, supporting, and financing the success of BIPOC people in the culinary field. The organization’s support is two-pronged, said Executive Director Lauren Darnell: investing in these individuals as well as offering equity coaching to the hospitality industry at large and advocating for and addressing equitable policies and practices.

“Lots of individuals are facing barriers to advancement in the industry,” she said. “Here in New Orleans, there is a very old and very rich history of culinary traditions, music, culture and food. We’re really known around the world for our hospitality. My work is centered on bringing the invisible to the visible. When you look at the ownership of restaurants and businesses in the marketing of New Orleans, it’s unequal. If you Google ‘New Orleans chefs,’ you’ll see a lot of white faces — and that’s unfair.”

The organization seeks to do deeper work about diversifying the industry, as well as tackling wage equity. Through fundraising in the city, Darnell said she has encountered many loyal individual donors but has found it more difficult to secure larger funding. The work, like many other nonprofits, is long; tangible, visible results won’t happen overnight, or possibly even in a year.

“We are investing in people’s lives and livelihoods,” Darnell said. “Our results are when workers themselves and professionals themselves feel seen, heard and acknowledged. Those are intangible results that are hard to demonstrate.”

Wins for the organization include more BIPOC leadership in kitchens, as well as supporting BIPOC-owned restaurants.

“We make sure people are aware and are going to support [BIPOC]-owned businesses, as well as help provide support for resources for white-owned businesses with BIPOC staff inside the business,” Darnell said. “We also tackle it by being a resource for individuals calling out and drawing attention to challenges within the industry. We are the go-between in order to make sure people are seen, heard, and acknowledged for their work.” T

Gallo Mechanical

504-944-6736 • gallomechanical.com

MISSION Gallo’s President, JP Hymel states, “Our people and our families are what makes us special – by attracting, hiring, and retaining the best, we can deliver for our clients. Empowering our teams to give back in their local communities is very important to our Culture. It’s something we have done in New Orleans for generations, and we don’t want to lose what makes us special as we continue to expand!”

Founded and headquartered in New Orleans, Gallo Mechanical provides mechanical construction services through its offices in Baton Rouge, Lafayette, the Carolinas, Mississippi, Texas and Florida.

WHY THEY GIVE

At Gallo “giving back is an expectation.” Gallo’s commitment to supporting the organizations and causes that matter most to its employees shows with its consistent charitable contributions to its employees’ communities. Giving back and inspiring employees to get involved with their communities is not an option for Gallo’s leadership, it is the expectation.

DONATIONS

Wounded Warrior Project

In 2022, Gallo Mechanical hosted the Wounded Warrior Charity Golf Tournament in Panama City, raising $15000. This tournament was organized and executed by Gallo employees - some of whom are veterans themselves. This team included: Joe Manning (Panama City Project Manager), Danny Lindsey (Panama City Superintendent, veteran), Jacob Verzwyvelt (Panama City Assistant Superintendent, veteran), Kalei Bressler (Panama City Assistant Project Manager), Travis Carter (New Orleans Safety Manager) and Richard Hyde (Panama City General Superintendent, veteran).

Gallo’s team worked with the national Wounded Warrior Project and all funds raised from this event went directly towards lifesaving programs and services that empower wounded warriors as they take on their next mission in life.

For more information call 877-832-6997 or visit Woundedwarriorproject.org.

Steelhorse Strangers

Cherie Hatley, a Gallo Project Manager in Raleigh, NC is also the VP of Steelhorse Strangers, an organization whose purpose and mission are supporting the Children of Person County, NC.  Each year Steelhorse Strangers organizes a toy run benefitting Santa’s Helpers of Person County.  In 2022, Cherie and 3 other riders participated in the “Iron Butt Challenge” to ride 1000 miles in 24 hours, raising additional funds.

According to Cherie “this year, we provided a 10x19 pod full of toys and raised $62,000.00.  This amount gave Santa’s Helpers enough to provide toys for children ages 0-12, clothes to the children 13-18 and a Christmas meal for each of the families.”  Gallo is proud of our employees like Cherie who work hard to help others and Gallo was honored to contribute to this meaningful cause.

For more information contact, Cherie Hatley by email, Cherie.hatley@gallomech.com.

Fore!Kids

Gallo’s partnerships have a direct impact in the communities where we started and where we continue to thrive.  Since 2000, Gallo has been a significant partner and leader in the Fore!Kids organization, raising money to fund children’s service organizations through the Zurich Classic gold event. Our legacy with Fore!Kids started with David Gallo (Chief Executive Officer) and has continued with David Gallo Jr. (BIM/VDC Engineer), Chris Cali (VP of Operations) and Keith Deshautreaux (Director of Preconstruction).

Fore!Kids has raised over $45 million to date, providing healthcare, education and hope for over 200,000 children each year. Locally, Fore!Kids funds programming at Children’s Hospital, Educare, Boys & Girls Club of Metro Louisiana, and St. Michaels School, along with 60 other charities local to southeastern Louisiana.

For more information visit zurichgolfclassic.com.

(Left:) Steelhorse Strangers Motorcycle Club presents a check to Santa’s Helpers of Person County, NC at the annual toy run. (Above:) Gallo Presents a check to the Wounded Warrior Project at the Panama City Golf Tournament. From Left to right: Danny Lindsey (Project Manager), Danielle Green (Spokesperson for WWP), JP Hymel (President), and David Gallo (CEO).

New Orleans Area Habitat for Humanity

504-861-2077 • habitat-nola.org

New Orleans Area Habitat for Humanity (NOAHH), a 501(c)(3) nonprofit organization incorporated in 1983 as an independent affiliate of Habitat for Humanity International, has been a local leader in home-building and disaster recovery work for 40 years. NOAHH works in partnership with hard working, low-income families to build and finance new, affordable homes. The program makes homeownership possible for families who are unable to qualify for traditional home loans but have a stable

income, good or no credit, and the willingness to contribute sweat equity volunteer hours with Habitat.

After Hurricane Katrina, New Orleans Habitat built Musicians’ Village, a 72home community focused on affordable homes for local musicians and culturebearers, with the Ellis Marsalis Center for Music and a toddler-friendly pocket park. Now, NOAHH has started work on Rising Oaks, a 150-home community in Terrytown on the Westbank that will feature public green spaces and everything a community needs within walking distance.

NOAHH’s Habitat Home Repair program has helped over 350 homeowners with remain in homes they have owned for decades. The program is central to our Disaster Relief and Recovery work as well as support for elderly, disabled, and low-income homeowners.

NOAHH has two ReStores where donated furniture, appliances, and construction materials are sold to the general public, providing affordable home improvement to the local community.

NOAHH has an Internship and Apprenticeship program that provides paid job opportunities to local youth. Through hands-on learning opportunities, they gain experience on build sites, which better prepares them for their future careers. You can email interns@habitat-nola.org for more information.

DONATIONS

NOAHH partners with hard-working, low-income families and thousands of volunteers, donors, and businesses to build and finance new, safe, affordable homes for 40 years In that time, over 700 partner families have become

homebuyers, and NOAHH has helped repair over 300 homes and aided thousands more through disaster relief and recovery work.

You can choose to support NOAHH’s general operations, helping to build or repair homes through our programs, or you can donate directly to our Disaster Relief and Recovery Fund to support families in need after floods, tornados, or hurricanes. We also have special funds for our rebuilding efforts in Jean Lafitte, which was hard-hit during Hurricane Ida, and our upcoming community Rising Oaks. To make a donation, visit www.donatenola.org.

You can give back by donating new or gently used materials to one of our ReStores (www.restorepickup.org). Shop at either location - 2900 Elysian Fields in New Orleans and 2425 Williams Blvd. in Kenner - or you can shop online at shopnolarestore.com or shopkennerrestore.com

MISSION To responsibly build communities where families can thrive, in homes they can afford.

NOAHH’s work would not be possible without volunteers. You can sign up to build homes with our Construction team or help out in either of our ReStores on our volunteer calendar (noahhvolunteer.org), or you can take part in one of our signature events (habitatnola.org/give/special-events), such as Women Build, Pride Build, Unity Build, Bench and Bar Build, or the Larry Palestina Golf Classic. To apply for the First-Time Homebuyer Program, visit nolahomebuyer.org, and to apply for the Habitat Home Repair program, visit abwk.org

(Left) Arial photo of a New Orleans Habitat home under construction for a new Habitat partner family. (Right) A Mount Carmel Academy volunteer, NOAHH’s longest serving volunteer partner, painting at a Habitat home in Musicians Village.

Jefferson Community Foundation

3908 Veterans Blvd., Suite A • Metairie 504-264-1237 • jeffersoncommunity.org

Founded in 2008 following Hurricane Katrina, JCF continues to lead the way in providing resources in the aftermath of disasters. Working in collaboration with local nonprofit, faith-based, and volunteer agencies, funding was provided to help support those affected by the COVID-19 pandemic, as well as disaster relief for Hurricane Ida and residents affected by the December 14 tornadoes.

DONATIONS

Through the power of collective giving, community members can support programs and projects that provide essential services in education, health and wellness, race equity, neighborhood revitalization, senior initiatives, as well as transit.

In addition to grant making and hosting donor advised funds, JCF convenes people, resources, and ideas to develop strategies and solutions to meet the parish’s greatest challenges. JCF’s programs include Jefferson Community Youth Leadership, Jefferson Ready Start Network, Jefferson Parish Quality of Life survey, Jefferson Parish Senior Expo, and Race Equity monthly dialogue and recommendations. Jefferson Parish has the highest senior population, highest Hispanic population, and largest school district in the state of Louisiana.

MISSION The Jefferson Community Foundation (JCF) is the nonprofit, community foundation for Jefferson Parish dedicated to improving the quality of life for residents, visitors, and businesses in Jefferson Parish by focusing on the needs of the community and power of philanthropy.

DePaul Community Health Centers

depaulcommunityhealthcenters.org

DePaul Community Health Centers (DCHC) carries on the mission and legacy of its founders, the Daughters of Charity, who have provided compassionate health care to the New Orleans community and for nearly two centuries. Since 1992, the Daughters have focused their efforts on addressing the health of the whole person – mind, body and spirit. DCHC operates 11 community health centers in Algiers, the Bywater, Carrollton, Gentilly, Harvey, Kenner, Lakeside, Desire, Metairie, New Orleans East, and Prytania. DCHC pro-

MISSION DePaul Community Health Centers strives to provide high quality, comprehensive, affordable health care for all members of the community, regardless of ability to pay.

vides care for all, with a special emphasis on the most vulnerable members of our community.

Giving special attention to the poor and vulnerable members of the New Orleans community, DCHC seeks to address disparities in health care equity and access by breaking down barriers that interfere with positive health outcomes and expanding health center locations to be a medical home for traditionally underserved communities. These centers offer an array of primary and preventive services for all ages, optometry, dental, pharmacy, and behavioral health.

DONATIONS

A charitable gift will directly impact patients in their mission to invest in their health, and it will help DCHC preserve its role in providing much needed services to the New Orleans community. Funds raised help to defray the cost of health screenings, services, and medications for patients, helping DCHC serve all patients regardless of their ability to pay.

National Kidney Foundation of Louisiana

kidneyla.org

For over 50 years, the efforts of selfless volunteers and medical professionals have given hope to thousands of patients and families dealing with kidney disease. In 1969, physicians and volunteers banded together to fight the former deadly disease by creating the National Kidney Foundation of Louisiana. The NKFL provides vital patient care and community services; conducts extensive public and professional education; advocates for legislative action; and supports local kidney research in finding new treatments.

MISSION The National Kidney Foundation of Louisiana is the major statewide voluntary non-profit health organization dedicated to preventing kidney disease, improving the health and well-being of individuals affected by this disease and increasing the availability of all organs for transplantation.

DONATIONS

To fund NKFL’s cause, it relies on individual donations, corporate charitability, as well as business partnerships for special events. With these acts of kindness, the National Kidney Foundation of Louisiana provides emergency financial assistance to patients in need, as well as needed training for medical professionals. NKFL’s programs and services also include: “Safe Rides with Uber Health” for patients who need transportation to and from dialysis, “Kidneys in the Classroom” a classroom curriculum for 3rd – 6th graders, and a online database of informative resources on kidney disease and organ donation.

Louisiana Children’s Museum

15 Henry Thomas Drive • New Orleans 504-523-1357• lcm.org

Located in the heart of City Park, the Louisiana Children’s Museum is a vital non-profit institution providing families, a safe space to learn and play. With 8.5 acres of indoor/outdoor play for children, newborn to 8 years, families can enjoy 5 interactive galleries focusing on life in Southeast Louisiana in 4 major impactful areas: Sustainability, Early Learning and Literacy, Arts and Culture, and Health and Wellness. Inspired by the Reggio Emilia Approach to Childhood Education, the Museum’s exhibits and educational

programming are designed to spark curiosity and promote creativity.

In their efforts to impact the greater New Orleans community, the Museum participates in the Museums for All program, offering reduced admission to families receiving food assistance (SNAP benefits). In 2022, LCM’s outreach programs, such as such as Play Power and First 1000 Days, impacted over 12,000 students, educators, and caregivers.

DONATIONS

Every investment – from admission tickets to donations – helps LCM thrive and continue its efforts. Corporate partners and businesses help further LCM’s mission through sponsorship of outreach programs and special events such as LCM’s annual fundraising gala, planned to be held on September 23, 2023.

Opportunities to support LCM include hosting a company meeting or event at its facilities and booking an interactive field trip or educators’ workshop. Make your mark and continue the legacy and mission of the Louisiana Children’s Museum.

MISSION Louisiana Children’s Museum (LCM) envisions a world where communities value children, strengthen and support families, and improve life outcomes by ensuring access to safe, innovative play experiences.

The New Orleans Mission

1130 Oretha Castle Haley Blvd. • New Orleans 504-523-2116 • neworleansmission.org

Founded in 1989, the New Orleans Mission is the largest service provider to the homeless population of the Greater New Orleans Metro area helping many of the city’s hungry and hurting population.  The Mission serves over sixthousand individuals by providing nearly two-hundred fifty thousand hot meals and distributing two and a half million pounds of food, per year.  The Mission’s campuses, encompassing two Northshore locations, the Giving Hope Retreat for men, and the Lynhaven Retreat for women,

MISSION The New Orleans Mission’s core value is changing lives. The Mission focuses on rescuing hurting people from some of life’s greatest challenges by walking them through recovery, assisting their re-engagement to society as healthy individuals, and reunification with their families.

is dedicated to transforming men and women’s lives through recovery, whether that’s from homelessness, food insecurity, trafficking, physical and sexual abuse, addiction, mental illness, PTSD, or poverty.

DONATIONS

The New Orleans Mission receives no federal funding. The organization relies heavily on monthly donations from individuals, businesses, churches, and foundations to continue providing its essential services to the public.  Helpful donations include community service, hygiene items, vehicles, in-kind donations, and capital.

Donations allow the Mission to host annual events dedicated to fundraising and raising awareness for important causes.  Upcoming events include Rescue NOLA, at the Lynnhaven Retreat on March 31s to raise money for victims of human trafficking; the Big Easy Heart 5K race, in July; and New Orleans Mission’s Annual Gala, at the Hyatt in November.

TEXT TO GIVE: TEXT “MISSION” TO 77948

A MESSAGE FROM THE CEO

United Way Of Southeast Louisiana

unitedwaysela.org

Across Southeast Louisiana, residents lack the opportunities and support to be healthy, educated, and financially stable. United Way understands poverty is one of the biggest issues facing many communities. The only way to combat poverty is by working together to create change—together, people accomplish more than they ever could alone.

For nearly a hundred years, United Way of Southeast Louisiana has been a part of the fabric of its community. United Way shares the resources, knowledge, and relationships to further develop and

implement community-specific solutions for vulnerable residents.

United Way’s presence in Louisiana, with its Blueprint for Prosperity initiative, and collective impact donation model creates a community where everyone has the resources needed to lead a fulfilling, meaningful life.

DONATIONS

United Way knows you want to give to organizations that provide a sense of personal fulfillment while understanding the full impact your investment provides to the community. At United Way, it makes sure your dollar goes further by taking a collective impact approach, meaning your donation will work at all levels of society to create a significant impact, while meeting the community’s specific needs.

Simply put, United Way helps people make meaningful change through charitable donations, volunteerism, and advocacy. United Way believes working together with you can transform the community and build a stronger, more equitable Southeast Louisiana that we’re all proud to call home.

For more information, visit UnitedWaySELA.org or call (504)-822-5540.

MISSION

To eradicate poverty in Southeast Louisiana.

(Left) United Way of Southeast Louisiana was boots on the ground helping our communities affected by the tornados in 2022. (Above) United Way of Southeast Louisiana’s J. Wayne Leonard Prosperity Center Grand Reopening on Canal Street.

FROM THE LENS

58

WHY DIDN’T I THINK OF THAT?

The New Orleans Public Library’s new streaming music platform seeks to promote local artists.

22

NEIGHBORHOOD GEM

64

NEW ORLEANS 500

Kelisha Garrett, Vice-President for Operations and Governmental Relations, Louisiana Chamber of Commerce Foundation and Principal Consultant, Gen-X Consulting Group

54 GREAT WORKSPACES

Spruce wallpaper and fabric showroom on Magazine Street gets a makeover and looks forward to new offerings, openings

Ahead of the French Quarter Festival, Biz takes a closer look at the gem that is the New Orleans Jazz Museum.

CREATIVELY COVERED

Spruce wallpaper and fabric showroom on Magazine Street gets a makeover and looks forward to new offerings, openings

BY MELANIE WARNER SPENCER

PHOTOS BY SARA ESSEX BRADLEY

Tucked into a circa-1850s American townhouse-style building in the Lower Garden District, Spruce is a textile lovers’ wonderland. Downstairs, consumers and design industry professionals shop wallpaper, while upstairs the specialty is fabric.

Opened in 2008, Spruce is the brainchild of licensed and registered interior designer Nomita Joshi-Gupta, who studied architecture at LSU and urban planning at UNO. She counts her architect father, her native city of Bangalore, India and New Orleans among her design inspirations. Joshi-Gupta added the fabric

Spruce is the brainchild of licensed and registered interior designer Nomita Joshi-Gupta, who studied architecture at LSU and urban planning at UNO. She counts her architect father, her native city of Bangalore, India, and New Orleans among her design inspirations.

showroom in 2020 and late 2021, and became a retailer for the high-end British line of wallpaper and paint Farrow & Ball in 2020.

This spring, Joshi-Gupta has plans to open her design offices and gallery next door to the showroom. She recently took time out to visit with Biz New Orleans about the newly renovated textiles showroom, her business challenges and plans for the future.

What were your goals for the design and why?

Nomita Joshi-Gupta: The goal was to showcase wallpaper and fabric in a showroom setting.

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

Space, but we designed clever bookcases and hanging systems to house our samples. I used an armoire to house my trims and low bookcases that serve as landing spots. The fabric samples hang on the walls on custom rods.

What is the standout feature of the design?

On our fabric showroom floor, we have a kitchen that was camouflaged with a glass enclosure so that no one realizes there is an ugly kitchen behind it! In our wallpaper showroom, we wallpapered large squares to show our clients scale and repeat, which helps in visualizing our product.

How would you describe Spruce and its core clientele?

Spruce is the go-to destination for wallpaper, fabric and specialty paint. Our showroom is both to-the-trade, as well as retail. Our core demographic is 35 to 65, worldly and traveled, and have a love for color and pattern. Our trade clients purchase from us on wholesale terms. We carry 40-plus unique lines from all over the world.

How do you set yourselves apart from others doing similar work?

We are a consultancy and a one-stop-shop open only by appointment. When a client comes in

for their appointment, we sit with them for an hour or two, determine what they need — paint colors, wallpaper or fabric for their space based on their pictures and design taste and budget. If needed, we have our own painters for our Farrow & Ball paint. We also install our own wallpaper, and our fabric workrooms produce drapery, bedding and upholstered goods. We even design and produce furniture pieces.

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

Spruce is a joyous place to work. What we do is gratifying, and it is nice to help clients make overwhelming choices. I keep saying, ‘We are not saving lives, but we are saving your soul!’ That’s what creativity is all about, right? My staff is immensely adept at their jobs. We function like a family with an open, fair and transparent workplace. I have a review every six months to assess their individual goals and performance. I am very flexible with their

“When a client comes in for their appointment, we sit with them for an hour or two, determine what they need — paint colors, wallpaper or fabric for their space based on their pictures and design taste and budget,” said Joshi-Gupta. “We carry 40-plus unique lines from all over the world.”

Joshi-Gupta said to help maximize space in the showroom, she employed various storage solutions, such as custom bookcases and hanging systems, as well as using an armoire for trims.

QUICK LOOK

Date of opening 2008

Size

2,000 square feet

Persons in Charge

Nomita Joshi-Gupta, proprietor, and Ericka Moreira, showroom manager

Interior Design

Nomita Joshi Studio & Gallery, Nomita Joshi-Gupta principal and Sarah Allee Walsh, senior interior designer

requests for time off and personal needs. We also stock enough tea, coffee treats and ice cream for long, challenging days.

What are your biggest challenges?

The biggest challenge is keeping up with social media marketing. I tend to be a word-of-mouth and pick-up-the-phone kind of person. Posting your product on Instagram and making it ‘fun’ is challenging, and in addition to the actual work we do, it is exhausting, and frankly I find it un-authentic. The other challenge we are facing is finding more wallpaper installers — it is a dying art and needs to be addressed with training for young adults via vocational schools like Delgado.

What goals are you looking to meet in the next 12 months?

In addition to making sales, we hope to educate our clientele on the art of wallpaper via thoughtful messaging. My goal is to introduce at least 10 more unique boutique lines to our collection.

Are you planning to expand?

I believe in slow, directed growth. After 14 years, I am finally opening my design office next door. Spruce will remain as is, and I am trying to keep my footprint as small as possible. I think businesses should take up as little space as possible and maximize impact through efficient staffing and client services. T

FROM THE LENS

WHY DIDN’T I THINK OF THAT?

CHECK IT OUT!

The New Orleans Public Library’s new streaming music platform seeks to promote local artists.

BY ASHLEY MCLELLAN

PHOTOS BY EDMUND D. FOUNTAIN

As the busy music festival season descends upon New Orleans, the New Orleans Public Library is set to release its latest lineup of artists on Crescent City Sounds, a streaming music platform the library launched in October 2022. The platform exclusively features up-and-coming local New Orleans artists and works to preserve and create a curated collection of music available to stream commercial free for all members.

NOPL Library Associate Joshua Smith came up with the idea for Crescent City Sounds after learning about Rabble, a software company dedicated to helping libraries across the country build free streaming platforms to serve their communities.

The project was the brainchild of New Orleans Public Library Associate Joshua Smith, who was inspired by a similar program launched in Texas.

“I found out about Rabble, the folks who build the software, while visiting a friend in Austin,” Smith said. “He had just set up Electric Ladybird at Austin Public Library and I thought that it was super cool, and that New Orleans of all places deserved its own collection. I just felt like I needed to do something for the community after years of seeing free shows.”

Crescent City Sounds currently has a collection of 30 artists in a wide range of genres including brass band, soul, hip hop, jazz, rock and more, with an additional 50 being added from this spring’s annual call for submissions. Each artist will be featured on the platform for five years and will be paid for their non-exclusive licensing rights, according to a library press release.

“Crescent City Sounds is a way for us to spur economic development for our city’s beloved and celebrated musicians while simultaneously providing a unique service to our patrons,” Executive Director and City Librarian Emily Painton said. “New Orleans is practically synonymous with music, and we’re thrilled to be launching a free, one-stop-shop to listen to and support local artists.”

Requirements for application are two-fold: artists must have recorded music and primarily perform locally, according to Smith. Applications will be open to all local musicians each spring. Fees for the platform and artist honorariums are included in the library’s yearly budget.

The music streaming platform Rabble, based in Wisconsin, works with libraries across the country and Canada to build similar streaming collections such as PlayBack in Seattle, Tracks Music Library in Chapel Hill, North Carolina, BoomBox in Nashville, and Stacks in Pittsburgh.

ACCORDING TO MUSICALPURSUITS.COM:

Global music subscribers surged 26.4% to 523.9 million during the COVID pandemic. Music streaming makes up 84% of the U.S. music industry revenue.

82.1 million Americans are paid subscribers to on-demand music streaming.

Americans stream on average 75 minutes of music per day.

According to their website, Rabble’s motto is “We are developers, innovators, and humanists who believe libraries are forces for good.” The company’s open-source code works to help libraries design software and platforms that work for each community’s needs.

Music streaming technology has become an increasingly popular way to reach library patrons and new members, with the number of online music subscribers increasing during the COVID-19 pandemic’s lockdown. Listeners transitioned from radio to online streaming as time spent at home increased and drive times decreased.

According to a December 2022 report, “Digital audio streaming has taken off in a big way in the past 10 years. According to Statista’s Digital Music Outlook, the music streaming market size increased to US$30.33 billion in 2022, reaching a total of 776.2 million users.”

Smith worked with a collaborative team of curators, including music journalist and WWOZ DJ Alison Fensterstock, Jazz Museum Curator David Kunian, music consultant and ethnomusicology expert Holly Hobbs, co-founder of New Orleans-based management company MidCitizen Entertainment Tavia Osbey, and award-winning local rapper Alfred Banks.

“It was great to meet new people. It was really cool to have everyone’s background influence their choices, the team had so many good takes,” Smith said.

For New Orleans Jazz Museum Curator David Kunian, working with Crescent City Sounds and the New Orleans Public Library was a great way to connect more of New Orleans with the music that comprises the soundtrack of the city.

“The New Orleans Public Library may be the best civic and city agency,” he said. “They bend over backwards to help people find books, music, and information. Helping them to recommend local music and musicians was really fun. It was great to hear new music and discover new music with the help of the other curators. Now we can hopefully expose library patrons to more of the great music and musicians here in New Orleans and maybe make those musicians some extra money.”

In addition to music, Crescent City Sounds has a unique collection of historic concert and gig posters from Jazz Fest 1969 (and more Jazz Fest years) to a St. Augustine High School annual concert in 1977, a 1983 gospel concert featuring the Rev. James Cleveland and many more.

Crescent City Sounds currently has a collection of 30 local artists ranging in genre from soul, hip hop, gospel, rock and more. Additional artists are being added this spring.

“The poster collection is one of my favorite aspects of this project,” Smith said. “Our starting collection is scans from posters that we had in our archives. We will accept poster images from anyone that has them. I think the posters are valuable as a sort of alternative way to track the history of the music scene. Our collection of music is all very current, but the posters give us a way to look back at the past and see who was gigging around town. It is also a nice window into venues that no longer exist. I’d really love it if we could give a glimpse into forgotten scenes like the post-punk scene that happened in the ‘80s, mostly in uptown bars that no longer exist, like Jimmy’s Music Club and Jed’s University Inn. The posters really are a good way to feel a sense of time and place even if the time is over and the place is gone. All that being said, getting current posters is also super valuable because it gives us a chance to build a real time history while we are in the midst of it.”

For Smith, the experience of putting together Crescent City Sounds has been, and continues to be, a rewarding way to connect his own love of local artists while connecting library patrons with a unique listening and learning experience.

“I hope people walk away knowing that there is more to what makes the local scene than they may think,” he said. “We are trying our best to cast the net wide and get some attention to the less widely thought of corners of the local scene.” T

MOST

POPULAR PURCHASED MUSIC STREAMING SERVICES, ACCORDING TO STATISTA, DECEMBER 2022

1. Amazon Music –45%

2. Spotify – 40%

5. Pandora – 25%

*Number of respondents that had purchased music Oct. 2021Sept. 2022

3. Apple Music –40%

4. YouTube Music –39%

“

”

New Orleans is practically synonymous with music, and we’re thrilled to be launching a free, one-stop-shop to listen to and support local artists.

Emily Painton, executive director and city librarian

FROM THE LENS NEIGHBORHOOD GEM

ALL THAT JAZZ

NEW ORLEANS JAZZ MUSEUM

400 Esplanade Ave., New Orleans 504-568-6993 // nolajazzmuseum.org

In a region graced with many museums, there is still nothing like the New Orleans Jazz Museum at the Old U.S. Mint.

“We have this amazing collection, more than 30,000 items relating to New Orleans music,” explained Museum Director Greg Lambousy. “Our location is great, near the French Market, Frenchmen Street and the river. Parking is pretty easy around here.”

Among the many highlights are sheet music from the earliest days of jazz, extraordinary photographs of performers and venues, and the cornet on which Louis Armstrong learned how to play.

Like an itinerant musician, the Jazz Museum has traveled quite the path to its current home. The original concept was launched in 1961 by members of the New Orleans Jazz Club, with items displayed in various locations over the years. Ultimately, the collection grew to 20,000 items, and the original group simply could not manage the operation. In 1978, the collection was donated to the Louisiana State Museum system, which was then renovating the Old U.S. Mint building at the end of Esplanade Avenue.

BY KEITH TWITCHELL

Also part of the museum’s repertoire are special exhibitions, a research component and even its own record label, Gallatin Street Records, which releases recordings by an eclectic mix of local artists. The facility presents frequent live music performances, most of which have free admission. Rounding out the lineup are some 20 festivals per year, including Satchmo Fest, Danny Barker Banjo & Guitar Festival, and NOLA River Fest.

While the building subsequently exhibited some of the collection, it housed other uses as well, a situation that continued until Hurricane Katrina. The storm damaged the building — though thankfully not the artifacts — which led to a rethinking of its use. Lambousy, who had previously worked in the State Museum system before migrating to The National World War II Museum, was brought back to redevelop the facility into its current iteration.

“We are now one of the busiest museums nationally from a programmatic standpoint,” Lambousy reported. “By 2019, we were hosting 200,000 visitors per year, and we think we are on pace to exceed that this year.”

Programs are often presented with a variety of partners, ranging from NOCCA to French Quarter Fest to the Trombone Shorty Foundation. The museum has a staff of about 30 employees, although only four are full-time. The work is augmented by a cohort of volunteers and 10 to 15 interns, drawn from as close as Southern University and as far as France.

While being part of the State Museum system provides some stability, it also creates its own set of challenges. For example, the $8 admission fee goes into the system’s coffers rather than to the museum. Rather than be susceptible to the vagaries of the state budget, the Jazz Museum draws on a public/private partnership with the Louisiana Museum Foundation, which supports salaries, programs and the music presentations, among other operational aspects. This is augmented by still other revenue sources, such as the record label and the festivals.

New Orleans holds a unique place in the world of music, and the New Orleans Jazz Museum is equally unique in its creative, multifaceted approach to presenting and continuing this great story. T

Ahead of this year’s French Quarter Fest, Biz takes a closer look at the New Orleans Jazz Museum — one of the busiest museums in the nation.

FROM THE LENS NEW ORLEANS 500

DID YOU KNOW?

Garrett is on a mission to drive economic industry growth, performance and operational efficiencies through Gen-X Consulting Group, a boutique businessdevelopment firm. The licensed real estate agent also sits on the board of directors for the UNO Research and Technology Foundation and is the vice president and chief operating officer for the Louisiana Chamber of Commerce Foundation.

Education: University of Phoenix (MBA)

What’s your favorite New Orleans restaurant? Clesi’s

What’s your favorite festival? Jazz Festival

What’s your favorite “hidden gem” bar, restaurant, or business? The Delachaise

What’s something exciting on the horizon for your company/ organization? The design and construction of multiple business innovation centers across Louisiana

What’s the best advice you’d give to others? Visualize things in completeness

What’s your hobby or passion? Landscape photography

What do you love about your job? Ensuring equality and equity across systems

Who do you admire? My parents

Kelisha Garrett

Vice-President of Operations and Governmental Relations for the Louisiana Chamber of Commerce Foundation and Principal Consultant for Gen-X Consulting Group

PHOTO BY MIKE LIRETTE