SPONSORED
BIZ FORWARD
BUS INE SS E S DI S CUSS TH EIR ROAD TO RECOV E R Y
UNPR ECEDENTED TI M ES CAL L FOR UNPR ECEDENTED M EASUR ES. As our city, our state and the world
adjust to ever-shifting standards of normalcy, businesses are finding innovative ways to adapt and position their teams for continued success. While the road to recovery may be paved with uncertainties and challenges unique to each industry, one thing is certain: New Orleans is no stranger to resiliency, and our professional community has all the expertise, prowess and determination needed to emerge stronger and more prosperous than ever. In this exclusive section, Biz New Orleans asked business leaders about their tactics for readjusting, working remotely and staying focused on their corporate missions during the historic COVID-19 pandemic.
SPONSORED BY
A Clear er Path
BIZNEWORLEANS.COM
41
SPONSORED
B I Z F O R W A R D : T H E R OA D TO R E COV E R Y
H E A LT H & F I T N E S S
Stretch, Strengthen, Live, Thrive High-level executive work doesn’t have to come with a physical cost
EX CEL L I NG AT ANY R OL E R EQUI R ES DEDI CATI ON
of the mind and spirit, but for executives who spend more than half of their days sitting hunched over a desk or keyboard, excellence can also take a physical toll. Recognizing the long-term effects that muscle imbalances and dysfunction could have not only on himself, but also on his peers and their employees, Matt Peale founded Athlete in the Game of Life, a customized program that that helps executives executives improve their health and quality of life. It’s not a weight loss program or sports performance training: instead, Athlete in the Game of Life enables participants to create healthy habits that will immediately benefit their range of motion and will stimulate neuroplasticity during the aging process. During the onset of COVID-19 and related stay-at-home orders, Peale’s program became more relevant than ever, as more and more people struggled to remain physically active while confined to their homes. Luckily, Peale was ready to adapt and make the most of the unexpected opportunity, allowing him to both expand his clientele and to help more professionals avoid the pains that come with extended work hours. In what ways are you thriv ing and pushing forward as a business during COVID-19? Athlete in the Game of Life was started partly as a response to the new environment of working from home on video conference calls. Business owners, executives and professionals were forced to transition into this new format of meetings, presentations and communications with their staff while running their companies. I saw an opportunity to provide a solution to pains in a person’s hips, lower
back, shoulders and neck caused by sitting for long hours. Staying constantly connected in your living room brings a whole new set of problems to life. You can’t truly ‘clock out’ and leave. By creating an online coaching program to work with successful executives and professionals on pain reduction and prevention, these people can work more effectively in their demanding careers. What has been your ex perience w ith the change to remote working? My usual method of working with clients is hands-on and face-to-face in a health club or gym. It’s been that way in the fitness industry forever. Only seeing someone through a screen and not having close contact is unusual for fitness sessions. An entrepreneur sees opportunity within a challenge and takes advantage of it. Now, I use this new platform to expand the number of clients I can make a positive impact on. I’m genuinely excited for this new venture and process in changing the lives of some of the most well-respected executives and professionals across New Orleans, Louisiana, and the nation. People overall are more open to video communications than ever before. As in other previous crises, the businesses and entrepreneurs who can pivot the fastest are the ones who become the leaders and trendsetters. Do you anticipate your business w ill change in any way when the community opens back up? If so, how ? An enhanced service level in my coaching program, Compete as an Athlete in the Game of Life, is to meet a few times in a year in small group settings. Being isolated and stuck behind a camera becomes stale for humans, and we crave face-to-face interaction. Having this option for those that seek a more VIP experience as we reopen adds more value to what the program already brings solely online. Having multiple options on how to interact and get the best results creates more opportunity and excitement for clients looking for that exclusive niche. I anticipate having all the options levels full by the end of summer. It starts with an online community of successful executives and professionals wanting a higher quality of life.
“ ”
An entrepreneur sees opportunity within a challenge and takes advantage of it.
MATT PEALE Founder
Your pain and productiv ity are my concerns. Go to mattpeale.com today, and receive your free report, 3 Tips to Reduce Back Pain Your Doctor Doesn’t Know, guaranteed to help you overcome the pain of long hours sitting at your computer.
ATHLETE IN THE GAME OF LIFE (985) 377-9892 • ATHLETEINTHEGAMEOFLIFE@GMAIL.COM • MATTPEALE.COM 42
BIZ NEW ORLEANS
JULY 2020
SPONSORED
B I Z F O R W A R D : T H E R OA D TO R E COV E R Y
H E A LT H C A R E
Care at a Distance In times of need, healthcare providers are finding new ways to support patients
W I T H F O U R L O CAT I O N S A CR O S S T H E S TAT E ,
InclusivCare is built on the principle of providing excellent healthcare for all, a mission made all the more difficult by the COVID-19 pandemic. Providing primary medical services to underserved and low-income families became more essential than ever, and for guidance on how to assess and act, InclusivCare relied on its own core values: excellence, integrity, professionalism, diversity and teamwork. By embracing new and emerging technologies and relying on the tenacity and diligence of their care team, InclusivCare was able to not only continue service but to expand their reach and accessibility with long-term measures. The situation might have been unexpected and unprecedented, but Dr. Shondra Williams, CEO of InclusivCare, made sure that she and her team met this new challenge head-on. In what ways are you thriv ing and pushing forward as a business during COVID-19? InclusivCare has never closed its doors for business since the pandemic began and has made several pivots. We mobilized quickly since many of our patients could be impacted, and we responded to their needs. Patients were concerned about access to information, so we developed a hotline that remains in place today for direct access to information. Patients were concerned about access to testing, and hence, weekly testing drives were erected and are still happening today. Patients were concerned about maintaining their healthcare but were afraid to come out; hence, we pivoted to telemedicine during week two of the pandemic. All of these measures allowed us to engage with our patients and the community to foster safety and to address exposure. Are there any lessons you have learned? Any new technology you’ ve embraced? We learned that our team was fit to handle a crisis. They responded with compassion, unity and
dedication. Our Board and Management Team developed policies that were employee-centered even before the CARES Act. We remained engaged with our team members and provided lots of information to ease their fears. We embraced telemedicine and mobilized the entire team to embrace the new way of serving patients. The next charge was to get patients used to seeing their doctors virtually. For some, it was and still is a challenge. Telemedicine is here to stay, and we are now getting our patients adapted to taking their vital signs at home. This is the wave of the future in healthcare. How hav e you maintained a sense of company culture? Company culture is a full-time responsibility with a lot of intentionality. We don’t let up. We live our core values daily, and that consequently allows our team members to adapt even in a crisis. We treat our employees well. We listen to them, and we give them a voice. They are our healthcare heroes. Communication is also critically important, especially as the pandemic presented different and often unpredictable circumstances. With a committed team, we have not experienced any negative impacts in terms of operational efficiencies. Do you anticipate your business w ill change in any way when the community opens back up? If so, how ? We have opened a new in-house pharmacy that will deliver high-quality and affordable medications right to the home. We are redesigning to avoid waiting rooms, incorporating touchless devices, and reducing fixtures and décor that can be cumbersome with maintaining infection control. We are stocking up on Personal Protective Equipment (PPE) and engaging new vendors who are reliable in a crisis. We are expecting to see patients in the clinics as required for direct observation and care in addition to telemedicine. We are finding that scheduling challenges are lessened with telemedicine, as patients are more apt to keep their appointments. We are anticipating that not only will COVID-19 testing be crucial for vulnerable communities, but we are also gearing up for vaccination once available. We continue to find ways to collaborate with our partners and are even identifying new partners. We are here for our patients. We will meet their needs no matter what. In fact, it’s our goal to become even better than we were before.
DR. SHONDRA WILLIAMS, CEO
“ ”
It’s our goal is to become even better than we were before.
DR. SHONDRA WILLIAMS CEO
INCLUSIVCARE CORPORATE OFFICE, 4028 US HWY 90, AVONDALE, LA 70094 • (504) 341-4006 • INCLUSIVCARE.COM BIZNEWORLEANS.COM
43
SPONSORED
B I Z F O R W A R D : T H E R OA D TO R E COV E R Y
ADVERTISING & D I G I TA L M A R K E T I N G
A Perfect Pivot JB Communications creates website to support local-owned businesses
DUR I NG THE 25 YEARS THAT JB COMMUNI CATI ONS
has been in operation, JBC has helped countless local, out-of-state, and national clients improve their efficiency, visibility, and branding. Jacquie Bonano and her team offer integrated marketing, creative content, digital marketing, public relations, and web design services as prime mechanisms to help companies tell their unique stories, further positioning clients in the public eye and ensuring their long-term sustainability and growth. As they guided their clients through the murky marketing waters of COVID-19, they realized that there was more that they could do to help provide all local businesses with resources that support their Public Relations Crisis Management Plans and brand visibility. JB Communications is launching ShopLocalNOLA.com, an innovative, free database of verified local-owned businesses in the Greater New Orleans area. Their goal is to aid locally owned businesses in their recovery efforts with a free verified listing. In what ways are you thriv ing and pushing forward as a business during COVID-19? Our focus has always been on supporting businesses that need guidance while strengthening their brand and improving their visibility. Our digital portfolio has grown during this shutdown. We wanted to take it a step further to do our part to help the local economy by using what we know about our industry to create ShopLocalNOLA.com, a comprehensive directory that will help shoppers identify locally owned businesses in an easily navigable format. One of the things we worked really hard to accomplish during COVID-19, was keeping our clients visible through search engines, social media, and local resources. During our
research, we discovered that it is not easy to find an extensive list of verified locally owned businesses to patronize in the Greater New Orleans area. During times of crisis, it is imperative that businesses have more resources at their disposal to stay visible in the public eye. ShopLocalNOLA.com launched with over 1,000 listings, and local owned businesses can claim or add their listing for free. Are there any lessons you have learned? Many of the important lessons we learned during Katrina were useful for JB Communications and our clients as we navigated COVID-19. When the state governments began to announce closures, we went into overdrive and contacted our client base to assist with their communications and crisis plans. The most successful clients were those who had a predetermined Public Relations Crisis Management Plan in place beforehand. These clients were those who prioritized their digital presence, social media, and access to predetermined communication channels. This strategy includes making sure customer lists are updated and easily accessible. Those who did not plan ahead inevitably ran into roadblocks with internal and public communication. Disorganization, as we’ve observed, can be crippling to a business that is unprepared for the worst. The crisis has opened a lot of business owner’s eyes and has given us the opportunity to refine the crisis management plans and digital assets for clients who did not initially make it a priority. Do you anticipate your business w ill change in any way when the community opens back up? If so, how ? Since our inception, JB Communications has stayed ahead of the curve with modern marketing advancements. We started when traditional media was the primary means of business promotion and adapted as the marketing industry expanded tremendously by way of digital marketing. ShopLocalNOLA.com is a product of this knowledge and passion for advanced marketing. Our team had the ability and tools to create a resource that everyone can use during and after the reopening of the Greater New Orleans area. Shopping local is going to be so important to the recovery of our local economy, and we are so excited about the opportunity to support our local-owned businesses by developing a free, comprehensive directory. For us, the takeaway is that if you see a need for change in your industry, it is entirely possible to help implement that change. All you need is a little creativity and a lot of elbow grease.
“
Shopping local is going to be so important to the recovery of our local economy.
”
JACQUIE BONANO Owner
JB COMMUNICATIONS 3331 SEVERN AVE., SUITE 204 • METAIRIE, LA 70002 • (504) 644-6288 • JBCOMMUNICATIONS.NET • SHOPLOCALNOLA.COM
SPONSORED
B I Z F O R W A R D : T H E R OA D TO R E COV E R Y
R E A L E STAT E
Closing the Digital Deal An industry built on in-person interactions embraces technological change
I NV ESTI NG I N COM M ER CI AL R EAL ESTATE I S ONE
of the most important decisions a company can make, which is why RE/MAX Commercial Brokers, Inc. is dedicated to helping clients navigate the process with the finest brokerage services and expertise available. Whether selling/purchasing or leasing a property, clients have turned to and trusted RE/MAX agents for their timely, responsive and professional service. The coronavirus pandemic left virtually no industry untouched, but the real estate business faced a unique set of challenges. How do you show and sell a property when you can’t see a client face to face? For RE/ MAX Commercial, the answer was to embrace their existing culture of sharing and learning and, in doing so, pushing themselves and their industry to become stronger than ever before. Are there any lessons you have learned? Any new technology you’ ve embraced? Necessity is the mother of invention. As an industry, real estate is not necessarily the first to adopt a change, and we tend to go with the times. This situation forced us to adapt more quickly, and every step of our process has been pushed into automation. There are three parts to the commercial real estate process. First, there’s Interest, which is the process of the client collecting information on the property. This is followed by Inspection, which is when the client wants to see and tour the property. Finally, there’s Investment, which is solidifying and closing the deal. On all three aspects, we learned we have to find a way to get the customer “in the space” without physically walking them inside. There were already some existing technologies and
there’s even more innovation now, which has necessitated the change from, “This tech might be nice to have,” to, “This is a must-have.” That includes technology like drone photography, high-end photography of floor plans and 3D walkthroughs. They’ve just become exponentially more important. How have you maintained a sense of company culture? Actually, we are communicating now more than ever. We previously had a monthly company-wide meeting that has become weekly. Those informal meetings that happen in the hallway aren’t possible anymore, so those conversations had to be restructured. The interesting thing is that the physical separation didn’t stop the need to communicate, and it all comes back to adaptation. The industry changed, so we changed as quickly as we could, too. Our profession was deemed essential in the CARES Act and we kept our offices open and tried to stagger employee time, we bought additional laptops and equipment, and we set up remote access to computers. Our staff and agents reacted as positively as possible and kept moving toward the light at the end of the tunnel. We’ve been extremely fortunate with our agents and staff, and I’m extremely proud of how they took on the task. Do you anticipate your business w ill change in any way when the community opens back up? If so, how ? We are a “traditional” company that values the importance of giving personalized, face-to-face experiences while embracing technological and industry advancements. During COVID-19, we had the opportunity to embrace technology that drastically improves the user experience. These technical and virtual enhancements are post COVID-19 assets that are already making the commercial real estate leasing and buying process quicker and more convenient. It has forced the hands of the real estate community to explore opportunities that were not previously in our immediate focus. The catalyst, for me, was a telemedicine visit I attended early in the pandemic. It was eye-opening to watch the efficient and straightforward process. Virtual touring makes it easier to receive and distribute information and has streamlined the process for owners, sellers, brokers, and clients. We anticipate that there will be a lasting, positive impact from the technological transition that will make the process easier for all involved.
“
We are a “traditional” company that values the importance of giving personalized, face-toface experiences while embracing technological and industry advancements.
”
RICHARD JUGE, CCIM, SIOR Owner
RE/MAX COMMERCIAL BROKERS 3331 SEVERN AVENUE SUITE 200 • METAIRIE, LA 70002 • (504) 838-0001 • NOLACOMMERCIAL.COM BIZNEWORLEANS.COM
45
SPONSORED
B I Z F O R W A R D : T H E R OA D TO R E COV E R Y
H E A LT H C A R E
Patient-Centered Excellence Continuous commitment to provide safe, high quality care delivered with compassion
THI BODAUX R EGI ONAL HEALTH SY STEM I S THE
most preferred and trusted health care provider in the Bayou Region. Their patient-centered approach puts your care and safety first. They are continuously increasing the scope of services they provide, investing in state-of-the-art buildings and facilities, and providing the latest and safest medical technologies. From cancer care and heart care to sports medicine, rehabilitation, and much more, Thibodaux Regional’s award-winning care sets the standard for care, patient experience, innovative wellness services, community involvement and outreach. While COVID-19 presented a wide range of challenges to hospitals and care providers worldwide, Thibodaux Regional once again demonstrated the focus, care and compassion that have earned them numerous awards and honors, in addition to establishing them as one of the most renowned healthcare providers in Louisiana.
In what ways are you thriv ing and pushing forward as a business during COVID-19? Our staff and care providers are continuously engaged, and all leaders are focused on both shortterm and long-term planning. We have continued recruitment of key physician specialties to meet the healthcare needs of the region, and also pushed for continuation of construction, so we’ve been able to make significant progress on building our four-story Cancer Institute. Additionally, we instituted leadership in several key areas of our organization to help us continue operating effectively and efficiently. Are there any lessons you have learned? Any new technology you’ ve embraced? We’ve learned that certain organizational initiatives that we have implemented in the past have
prepared our entire organization to perform well in unexpected situations, like pandemics or other disasters. Also, we learned that expertise (24/7) can be brought to support your experience. As for technology, we’ve embraced telehealth, which has emerged as a sound means of connecting and communicating with patients. How have you maintained a sense of company culture? We’ve maintained our culture by remaining calm, focused and reassuring. Many of our team members worked long hours, and cooperation amongst the staff was exemplary. Providing positive feedback has been essential for showing our appreciation for our staff and frontline workers. We placed positive signage throughout our hospital facilities and videoed messages of gratitude and support. We’ve tried our best to recognize the efforts and impact of our staff however we can, through gestures as simple as providing snacks and distributing thank you notes. Overall, continuous communication with all team members has been key. Communication has been extensive and ongoing to ease the concerns of our team members and keep them informed. We’re utilizing many different methods such as Zoom meetings and social media. We’ve also established a feedback mechanism for staff to easily ask questions and offer suggestions. We’re staying connected to the community as well by proactively keeping them informed. Do you anticipate your business w ill change in any way when the community opens back up? If so, how ? We certainly expect changes as we adjust to a new normal. Although we can’t know for sure what those changes will be, we are confident that we will be able to adapt. The volume of patients and the number of people utilizing our Wellness Center and Fitness Center may change. Some patients may still have inhibitions and concerns over visiting COVID-19 “places” like hospitals. Protocols and procedures will change as we continue to prioritize the safety of our patients and staff while maintaining our standard of excellence. We know that patients need to receive timely care for underlying illnesses or they may put themselves in a compromising position or at further risk. Moving forward, we will continue to embrace telehealth and remain deliberate and careful in our strategies. Our focus will always be patient-centered excellence.
“
Our agility and ability to adapt to disasters or other unprecedented events, such as COVID-19, enables us to remain focused on our mission.
”
GREG STOCK CEO
THIBODAUX REGIONAL HEALTH SYSTEM 602 NORTH ACADIA ROAD • THIBODAUX, LA 70301 • (985) 447-5500 • THIBODAUX.COM 46
BIZ NEW ORLEANS
JULY 2020
SPONSORED
B I Z F O R W A R D : T H E R OA D TO R E COV E R Y
A CCO U N T I N G
Growth and Guidance Embracing change can lead to long-term success
FINANCIAL DECISIONS OF ANY MAGNITUDE
bring with them a series of complex, oftenintimidating questions that can leave anyone feeling unsure and overwhelmed. Shirley “Toni” McCord, CPA, APAC has offered clients peace of mind and trusted expertise for more than 20 years, whether clients own and operate small to midsize businesses or whether they simply need advice on handling household finances. The full-service public accounting firm provides a full range of consulting and advisory services to help clients navigate their most important decisions with ease and efficiency. Such guidance has become even more important as companies and families alike adjust to ever-changing business and financial situations in the wake of the COVID-19 pandemic — so McCord and her team want to make sure that no one has to do it alone. In what ways are you thriv ing and pushing forward as a business during Cov id-19? Forward is the only way to go! With tax filings due and clients needing assistance with their PPP applications, our team has been continually working. I fully expect the need for professional guidance will continue as clients tackle the Loan Forgiveness process. Our current business environment is “make or break” for small to mid-sized businesses right now…and we’re here to not only help businesses survive, but also thrive.
How have you maintained a sense of company culture? I believe company culture defines our work environment and our work ethic, especially during challenging times like this. Our services are essential and that makes each of our employees essential. As COVID-19 descended, I had the foresight to see both the needs of our team members and the needs of our clients. Making sure team members were paid so they could take care of their families, adapting to their remote locations so they could continue working, and giving balanced consideration with input from the team as we re-opened for face-toface meetings with clients…every step was created based on our company culture that values employees and clients alike. Do you anticipate your business w ill change in any way when the community opens back up? If so, how ? With any disaster, a vibrant and relevant accounting firm must pivot, not only for our on-going success, but as a model for many of the companies we serve. But change must be strategic, well executed and focused on attainable goals that are designed for growth. Embracing change is part of the new way of doing business. While it can be challenging, it can also cultivate answers to questions we haven’t even asked yet. It should add up to success and happiness for everyone including our employees, our existing clients and our future clients. I choose to be optimistic.
PICTURED LEFT TO RIGHT: LESLEY-ANNE FRANKLIN; TERRY VIAL; TONI MCCORD, CPA; CHERYL MCGOVERN; BABETTE GRIFFIN; MELANIE FERGUSON
“ ”
We’re here to not only help businesses survive, but also thrive. SHIRLEY “TONI” MCCORD
SHIRLEY “ TONI” MCCORD, CPA, APAC 2908 HESSMER AVE. • METAIRIE, LA 70002 • (504) 888-8333 • TONIMCCORDCPA.COM BIZNEWORLEANS.COM
47
SPONSORED
B I Z F O R W A R D : T H E R OA D TO R E COV E R Y
LAW
Finding Power in Perspective The importance of staying focused and “reading the Zoom”
WHEN MI CHELLE D. CR AI G FOUNDED
Transcendent Law Group in 2014, she did so with a mission to provide the knowledge and expertise of a large law firm on a smaller, more personal scale. With innovation, flexibility and diversity, Michelle and her team have successfully helped small and medium-sized companies throughout the Gulf South Region solve complex problems with creative, high-level solutions. Transcendent’s leadership is experienced with am-law firms, trained in project management, and is armed with the tools to efficiently and effectively attack a problem from a legal and business perspective. The unique environment Michelle established from Transcendent’s early days left them prepared and poised for immediate action when COVID-19 interrupted day-to-day operations. In that way, Transcendent has served to not only counsel their clients through difficult and unprecedented decisions, but it has also become a shining example of how embracing modern business practices can yield outstanding results. In what ways are you thriv ing and pushing forward as a business during COVID-19? Transcendent has always been on the cutting edge of law firms. We pride ourselves on being modernized, and we’ve always had a flexible work environment. That has helped us to continue communicating seamlessly with clients without any break in service. Because we deal primarily with general counsel and labor and employment services, we’ve had a lot of questions about new laws and how they relate to business: questions about PPP, unemployment issues, return to work
issues, and liabilities associated with returning to work. So, we’ve been an asset to our clients by helping them navigate these new and tricky topics. There’s no rule book out there telling you what to do when there’s a pandemic, so we help with advising on safety in the office and employee concerns. We’re already capable of working in this manner, and we help our clients thrive by giving them the support and partnership they need to do the same. Are there any lessons you have learned? Every business is in varying phases of being able to go remote. A part of the service we provide is not only giving clients advice about employee relationships and litigation matters, but also giving them advice about what needs to happen next in the business to stay in the game. Some employers want this digital shift to be temporary. The first question should be: why? If employees are being productive and getting the job done, and you trust them to do so, why not implement a new model for the company that may be better for you long term? This can even help employers reduce overhead costs associated with office spaces. I’ve definitely learned that my role as a business partner involves helping clients push through these types of questions and find creative solutions. How have you maintained a sense of company culture? Regardless of where we are, Transcendent has always put people first. I never go into a conversation, whether it’s with my employees, assistants or lawyers, without saying, “How are you? Are things okay?” I make sure to read the room, so to speak, only now it’s reading the Zoom. The fact is that this is a hard situation not just because of the remote nature, but because we are in a pandemic, and there’s unrest in the nation over issues that must be addressed. All those things are going on at the same time and it is mentally and emotionally taxing for everyone. Our company culture has always been to take care of one another, pick up each other’s slack and give each other the space and time we need to be the best version of ourselves. We stay connected and keep each other on track. People also stagger going into the office, so if somebody needs or wants to go in, we make sure everyone has the space they need to get the job done safely. I want everyone to take care of themselves, live the flexible life they want to live while getting exceptional work done for the clients we serve.
PICTURED LEFT TO RIGHT: LIUTING CHEN, RUBI BROWN, RICHARD MONTGOMERY, DANIELLE PATRICE PAYNE, MICHELLE CRAIG - FOUNDER AND MANAGING ATTORNEY PHOTO CREDIT: EZZIE SMITH, PROTOCOL PHOTOGRAPHY @EZZIESPROTOCOL
“ ”
There’s no rule book out there telling you what to do when there’s a pandemic. MICHELLE CRAIG Founder and Managing Attorney
TRANSCENDENT LAW GROUP 1441 CANAL STREET, SUITE 317 • NEW ORLEANS, LA 70112 • (504) 459-4557 • WWW.TLG.LAW 48
BIZ NEW ORLEANS
JULY 2020
SPONSORED
B I Z F O R W A R D : T H E R OA D TO R E COV E R Y
NONPROFIT
Making a Difference, Even at a Distance YEP continues to provide education, mentoring and job training to local youth
I M AGI NE A COM M UNI TY WHER E EV ER Y CHI L D HAS
access to the opportunities, education, mentoring and skills necessary to achieve their goals and reach their potential. Youth Empowerment Project works to make that world a reality. Since 2004, YEP has led local efforts to provide youth with the support and resources they need to strengthen their family and community ties and, ultimately, to help them actualize the full scope of their abilities. Now more than ever, that mission has become even more important, as the disparities that vulnerable youth face every day are heightened by the current coronavirus outbreak. And while they may have to adjust their approach, YEP remains steadfast in its drive and commitment to creating a better world for young people everywhere. In what ways are you thriv ing and pushing forward as a business during COVID-19? Youth Empowerment Project engages young people through community-based education, mentoring, employment readiness and enrichment programs. In these extraordinary times, we have adjusted our service delivery and operating procedures in order to respond to the pandemic. We have three priorities: protecting our participants and staff, continuing to provide essential services to the most vulnerable youth and families in our community, and ensuring organizational continuity. We are currently coordinating home internet access and online high school equivalency instruction for our students. Our instructors are offering online classes each week. Our staff mentors are providing phone and video mentoring services for each of their mentees. Enrichment staff will be offering two four-week virtual camp
sessions via Zoom, and our workforce development staff are connecting out-of-work youth to companies that are currently hiring. In addition to remote programming, our staff have been putting together individualized care packages for youth and their families since stay at home orders went into effect. We have also been helping families apply for critical social services like food stamps and unemployment. How have you maintained a sense of company culture? YEP has a really relationship-based organizational culture. In the office, we’re always checking in with one another. Because we’re a community-based nonprofit, the connections with other staff and with youth participants are really important to us, so the transition to remote work has been difficult for a lot of people. Now, we spend a lot of time on the phone and on Zoom calls. Ensuring that our participants have the technology at home to engage with staff and other youth online has been a really important focus. Many of us take an internet connection and a laptop or iPad for granted, but access has been a real issue for many of our participants. One of the first things we did was put a call out to our partners and supporters to get as many Chromebooks and prepaid hotspots as we could so that we could distribute them to families who didn’t have reliable home internet access. Do you anticipate your business w ill change in any way when the community opens back up? If so, how ? The way we operate has changed dramatically over the last couple of months. We quickly shifted to remote work and online service delivery in order to continue to serve our community’s most vulnerable youth and families. We will continue to serve as many of our program participants as possible through online services for as long as necessary and plan to resume in-person services as soon as it is safe to do so. Even after this first wave is past, we know that the social and economic fallout from this event will continue for many months to come. We expect that even more individuals and families will have need of our mentoring, education, employment readiness, and enrichment programming. And we are doing everything we can to ensure that we’re ready to respond and continue to fulfill our core purpose, which is to empower young people to improve their lives and the lives of others.
“
We are doing everything we can to fulfill our core purpose, which is to empower young people to improve their lives and the lives of others.
”
DARRIN MCCALL Director of Programs
YOUTH EMPOWERMENT PROJECT (504) 522-1316 • YOUTHEMPOWERMENTPROJECT.ORG BIZNEWORLEANS.COM
49