WORD ON THE STREET

WORD ON THE STREET NEW ORLEANS 500 SURVEY

What’s Working and What Isn’t at NOLA Public Schools?

AMY COLLINS

CEO Gambel Communications

JON ATKINSON

I have one child in a public charter school and one in a private school to accommodate their individual needs. I have observed so far in the first few weeks of school this year that both schools are working hard on increased parent communication and engagement. Staffing seems to be the biggest challenge for public schools as teachers leave the classroom in droves.

CEO Idea Village

Alignment of admission timelines [would help] enable the comparison of options. [The system needs] better geographic coverage for early childhood education in MidCity, New Orleans East and downriver neighborhoods.

Justin Daffron

Interim President Select Loyola University New Orleans

Our teachers are working hard and for the good of our youth. We need to continue to invest in them. They serve the future promise of our city. We need to make sure that they are valued, recognized and compensated appropriately for their noble profession. God bless our teachers.

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

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

Jennifer Avegno

Director New Orleans Health Department

“I think the charter system can work. What I hear parents complain about is consistency in the schedules and fairness between the schools (‘A’ schools v. ‘F’ schools). There is also a disproportionate number of minority students in the ‘F’ schools. With the OneApp, that should not be the case. I realize that there are a lot of factors that go into being an ‘A’ school that the superintendent and/or school cannot control — like parental involvement, home life, mental and emotional capacity, etc. — but there are a lot of factors that can be controlled: teachers mentoring teachers at different schools, sharing successful curricula and sharing successful teaching techniques, and principals sharing knowledge with other principals.” [Schools need] more investment from the larger community, civic organizations and businesses. For New Orleans to succeed, we must have vibrant, robust public schools.

Do you have school-age children?

AMONG NEW ORLEANS 500 SURVEY RESPONDENTS 35% HAVE SCHOOL-AGE CHILDREN, A MAJORITY OF WHICH ATTEND PRIVATE SCHOOL.

Do they attend private or public school?

Michelle Craig, Owner of Transcendent Law Group and Prosquire

New Orleans is home to a diverse and active business community, and much of its energy comes from the top, the executives whose actions and decisions move companies forward despite some of the most challenging economic times in history. Biz New Orleans is diving into what drives those decisions and actions with this exclusive section, which asks local executives about how they arrived where they are today and what they believe drives company success.

Michelle & Scott Lovitt, PharmD

Owners Audubon Care Homes

Tucked away on a neighborhood street in Metairie, Audubon Care Homes’ Dreyfous House is providing a new caliber of residential assisted living (RAL). After witnessing his grandmother’s quality of life vastly improve in a small assisted living community, Scott Lovitt, PharmD and his wife Michelle founded Audubon Care Homes. Creating a true homelike, resident-centered environment, Scott and Michelle put an end to the anxiety and guilt families experience surrounding their loved one’s care.

“This isn’t just a business. It has a huge social impact on our community,” says Scott.

Providing one of the most robust activity programs in the country, Dreyfous House residents are visited five days a week by either advanced movement, music, family or speech therapists. When not engaged with therapists, Audubon offers the most cutting-edge patient engagement technology — IN2L. The only small RAL to offer IN2L in the region, residents enjoy virtual experiences suited to every unique interest, including museum tours, bingo, Mass, memory care games and painting.

This October, Audubon Care Homes is excited to open the doors to Phosphor House — its second assisted living residence in Metairie. Custom built from the ground up, Phosphor House residents will enjoy every luxury of Dreyfous House in addition to a custom landscaped outdoor space featuring walking paths, gardens, ponds and fountains.

“Michelle and I are passionate about changing the way we take care of the seniors in our community,” says Scott. “Living in Jefferson Parish, we’re connected to our residents in one way or another and we’re dedicated to giving them the best, most individualized care.”

Auduboncarehomes.com 504-290-1717 4713 Dreyfous Avenue, Metairie

IN THE BIZ

18

DINING What do vending machines and horror movies have to do with winemaking? Plenty, according to the new owners of the former Pontchartrain Vineyards.

20

TOURISM There’s nothing like a bad dining experience to make you realize the importance of good hospitality.

24

ENTREPRENEUR How to build your input circle

22

SPORTS

New Orleans football team’s estimated value has increased more than 190% over the last decade

IN THE BIZ DINING

POPPY TOOKER has spent her life devoted to the cultural

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

No Rules. No Limits.

What do vending machines and horror movies have to do with winemaking? Plenty, according to the new owners of the former Pontchartrain Vineyards.

BY POPPY TOOKER

Louisiana has never been a state known for producing fine wines, but Monica Bourgeois and Neil Gernon — owners of Vending Machine Wines and the new owners of Pontchartrain Vineyards — are out to change that. The homegrown oenophiles met almost 20 years ago when Bourgeois was a bartender at Mr. B’s and Gernon was the wine buyer at the nearby Bourbon House.

“I had been drinking inexpensive wines, choosing mostly from good labels and sticker bios,” Bourgeois said. Once Gernon introduced her to “Barolos and high-end, beautiful wines” she said she was “no longer a cheap date!”

The duo’s life work followed their wine passion as Gernon became a rep while Bourgeois managed bottle shops. By 2009, the pair had developed so many great relationships both in Napa and Oregon that they began to imagine a business of their own in a category they felt was lacking, specifically, “special blends with artistic and fun packaging offering great juice at reasonable prices.”

They found their perfect winemaking partner in White Rock Vineyard’s Christopher Vandendriessche, who just happened to be married to a New Orleanian. The Vandendrissche family have owned White Rock in Napa’s Stag’s Leap foothills for more than 40 of its 150-year history.

“Chris was making great, very Burgundian French-style wines,” Gernon said. “His Cabs are like Bordeauxs; his Chardonnays like Burgundies.”

Over an intimate New Year’s Eve dinner of blini with caviar and champagne, Vandendriessche and his wife, Sarah, agreed to Bourgeois and Gernon’s experiment and set out to make “unique blends with a Louisiana flair.”

The name they decided upon, Vending Machine Wines, reflected their desire for the freedom to experiment.

“You can get anything out of a vending machine,” Gernon said. “Our labels all say ‘Hey, look at me!’, like candy wrappers in a vending machine.” Gernon’s brother-in-law is Grant Schexnider, an artist and native of Arnaudville, Louisiana. Some of his work can be seen on Vending Machine’s earliest labels, “Loula’s Revenge” and “Crooked Mayor.” Schexnider remains the company artist.

Every angle of Vending Machine is designed to reflect its Louisiana home. “Loula” plays on two of Louisiana’s abbreviations, while “Shotgun” is a nod to our architectural style and was also their first blend.

After almost a decade of success with Vending Machine, in the summer of 2021, Bourgeois and Gernon heard Pontchartrain Vineyards in Bush, Louisiana, was for sale. They toured the 23-year-old property, but a return visit for the vineyard’s annual “Jazz’n The Vines” series sold them. That night, Charmaine Neville sang as stars twinkled overhead entertaining a field full of picnicking diners complete with candelabra. The sale was completed in November 2021. Unfortunately, Pontchartrain’s old Meritage vines are no longer viable, but Bourgeois and Gernon have big plans for what is now known as Wild Bush Farm + Vineyard. This spring, they planted 1,800 native rabbit-eye blueberries with a goal of crafting a sparkling blueberry wine in a dry style. Firmly believing that fruit wines are the future, they intend to experiment with natives like pawpaws, mayhaws, persimmons, pears and apples. Muscadines are a must, along with blanc de bois and other grape hybrids that can grow in Louisiana. “Wild Bush is going to push the envelope of what wine is — blending fruit and grape wines with no sugar added,” Gernon said. “We’re putting in hives so when we want a little sweetness, we’ll have our own honey.” His No. 1 credo is, “No rules, except to make some tasty adult beverages that go well with how we eat in Louisiana — like an adult Capri Sun.” Gernon said he imagines “fun fruit boxes with a little ‘hey-ho’ in there to make you feel good.” Much is happening at Wild Bush this fall with the release of new house wines in white, sweet white, rosé and red. Also arriving is the vineyard’s first sparkling wine, “Hot Biscuits in Love,” which borrows its name from a song written by Gernon and performed by guitarist Alex McMurray. Jazz’n the Vines will also return for fall Saturday evenings with artists like Christian Serpas and Grammy-winner Buckwheat Zydeco, Jr. on the schedule. There will also be a new regular event, “Friday Night Frights” where classic horror movies will be shown on a huge, inflatavle screen in the field. Bourgeois and Gernon are urging visitors to bring tents and sleeping

Catch Poppy bags to sleep under the stars. Tooker on her radio Whether you visit for the wine, show, “Louisiana the music, or the stars, once you

Eats!” Saturdays discover this Louisiana gem, you’re at 3 p.m. and Mondays at 8 p.m. sure to return again and again. T

on WWNO 89.9 FM.

IN THE BIZ TOURISM

JENNIFER GIBSON SCHECTER was once a tourist in New

Orleans herself and is now proud to call NOLA home.

A Tale of Two Restaurants

There’s nothing like a bad dining experience to make you realize the importance of good hospitality.

BY JENNIFER GIBSON SCHECTER

New Orleans doesn’t draw visitors with sandy beaches, a bustling theater culture or a strip of high-end casinos. Instead, the year-round experience that guarantees a good time is our dining scene. We love food here, and we love to share it. New Orleans and Company, the regional destination marketing organization, touts on its website, “Every day, the city’s more than 1,000 eateries ready themselves to welcome their guests with a gusto.” For the most part, this is true. Regardless of the cuisine or whether the food is served on paper plates, our dining establishments are staffed by people who appreciate delicious meals and understand that dining out is a choice that deserves “the friendly and generous reception and entertainment of guests” – hospitality.

With generous hospitality so prevalent in our culture, it is especially jarring when the opposite happens.

Last month, I had the privilege to eat two meals out in two days – lunch at Commander’s Palace and dinner at a new pizza place. While it is fair to say you can’t expect high-end service like three waitstaff, fresh iced water glasses and lagniappe garlic bread from both places, it is also fair to expect basic hospitality from both.

The staff at Commander’s welcomed us in. And for those who have never dined at Commander’s, imagine that as you walk to your table, every staff person you pass pauses from their task to look you in the eye and say, “Welcome to Commander’s Palace.” We were literally welcomed by nine people by the time we sat down.

A few minutes after we were seated, the manager came over to confirm my last name. There may have been a mistake about our table placement. It was treated lightly, and the manager simply nodded, thanked me and walked away. Were we at the wrong table? We’ll never know, because the staff handled it — we remained where we were and didn’t hear another thing about it.

We took advantage of the Coolinary menu, which Commander’s participates in annually in August. The citywide program helps restaurants draw guests during the slowest month of the year by offering multi-course, prix-fixe menus. Start with the turtle soup, and end with the bread pudding souffle and you will have a perfect meal regardless of what is in between.

The following night, a group of friends gathered to celebrate a birthday. We were 14 people, all dressed nicely and excited to try a new restaurant. It’s a pizza place with a full bar that received good reviews by local press since it opened in the spring. It doesn’t take reservations, but when my friend called a week before to see if they could accommodate a large group, the restaurant advised us what time to arrive for the best odds of being seated. Since it wasn’t a guaranteed reservation, my friend told the staff she expected about 10 people.

That night, we squeezed in to fit at a table. No worries. More people arrived, so we asked if they could be seated at empty seats at the bar. Sure. The last two people came, we asked if they could sit at an empty two-top, and then we were verbally accosted by the manager. We were yelled at, told we misled the staff with our group size, and told he could no longer accommodate us.

At this point, we had all ordered our first round of drinks. We asked if we should just pay for our drinks and leave, and he said yes.

This group of New Orleanians stood outside of the building in shock. We had never in our lives been treated like that at a restaurant. And as we all checked in with each other, asking, “Did that really just happen?,” the hardest thing to comprehend was how that could happen in New Orleans.

Some of us have lived in other places, a few of us in New York and Chicago, and we all consider ourselves foodies. We’ve experienced snobby host staff, pushy wait staff and flippant bartenders, but never in New Orleans. Being a tourism writer, my immediate thought was, “What if a tourist tries to eat here, is treated like this and then judges our entire city on the actions of this man?” Our hospitality workers are critical to our reputation as a destination. They are ambassadors and culture bearers, and I have the utmost respect for them.

There are a few Yelp reviews of this place that call out some rude behavior. Most of them rave about the pizza, but I will never try it. I hope this restaurant finds a way to treat guests better, and ultimately finds success as a New Orleans dining destination. Until then, it won’t have a place on my list of recommendations. T

IN THE BIZ SPORTS

CHRIS PRICE is an award-winning journalist and public

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

Geaux Saints, Geaux!

New Orleans football team’s estimated value has increased more than 190% over the last decade.

BY CHRIS PRICE

Legendary NFL head coach Vince Lombardi, winner of the first two Super Bowls and namesake of the league’s championship trophy, was once quoted as saying, “Winning isn’t everything; it’s the only thing.”

But NFL owners, especially Dallas Cowboys owner Jerry Jones, may have something to say about that. While the Cowboys aren’t keen to point to the record book, Jones is more than happy to point to his checkbook and laugh all the way to the bank.

Dallas last won a Super Bowl following the 1995 season. At the time, Forbes valued the franchise at $238 million. In 2021, the team was estimated to be worth $6.5 billion, the highest-valued sports franchise in the world. In just over a quarter century, the Cowboys’ value has increased 2,631.1%, not a bad return on investment.

While every NFL owner hasn’t seen an increase like Jones, all have seen their team’s value increase substantially.

In 2012, Forbes valued the New Orleans Saints at $971 million. According to the company, the Black & Gold were worth $2.825 billion in 2021, an increase of 190.9% in a decade.

While Forbes had not released their 2022 rankings by the time the magazine went to press, Sportico, a sports business website launched in June 2020, released its 2022 NFL franchise valuation last month. It has the Saints valued at $3.26 billion. The site has the Cowboys valued at $7.64 billion.

Sportico’s drastic increases in NFL franchise values reflect this summer’s sale of the Denver Broncos. The team, which was purchased for $4.65 billion by a group led by Walmart heir Rob Walton, sold for 19.3% higher than Forbes’ $3.75 billion valuation of the team in 2021. When the Broncos sale price was made public, Forbes said it expects NFL teams to see a 12% increase in team values across the league as a direct result. Without taking any other factors into account, that would mean Forbes should value the Saints at $3.164 billion at a minimum when it releases its 2022 figures.

While it’s easy for the everyman to find themselves disgusted by such dramatic increases in the value of a sports franchise, New Orleanians should be happy to see their team rise in value. Ultimately, an increase in the Saints’ value will be a win for the Greater New Orleans community. Last September, Saints owner Gayle Benson announced Saints President Dennis Lauscha as executor of her estate. With no heirs to pass the team to, Benson, who also owns the NBA’s New Orleans Pelicans (valued by Forbes at $1.53 billion), plans for the teams to be sold to an owner who will keep them in the Big Easy. All proceeds from the sales — which, using Forbes’ current figures, is a combined $4.35 billion — will be given back to the community through donations from the Gayle and Tom Benson Foundation.

After the Broncos’ sale, however, financial experts are predicting the sale of the next NFL team will likely top $5 billion. Depending on when the Saints and Pelicans are sold, both the NFL and NBA could see massive, new broadcast deals worth billions of dollars, which will further increase the teams’ values.

As the city comes off a summer of scorching heat and rampant crime, the return of football season is being looked upon as a saving grace by New Orleanians. Monday mornings are different in New Orleans when the Saints win on Sunday. Fans are looking forward to the Black & Gold lifting their spirits over the next few months. Eyes are focused on a return to the playoffs and, hopefully, another Super Bowl run. But with Mrs. Benson’s pledge and the NFL’s ability to continually bring in more and more cash, even if the Saints don’t make the championship game, the city will be a winner in the long-term. T

NEW ORLEANS SAINTS ESTIMATED VALUE OVER LAST 10 YEARS

Recent sales of NFL teams and expected new multi-million to -billion-dollar media deals are pushing NFL team values to eye-popping heights. In 10 years, the New Orleans Saints value has increased 190.9%.

YEAR RANK VALUE % CHANGE 2012 23 $971 m 2013 23 $1.004 b 3.4 2014 23 $1.11 b 10.6 2015 23 $1.52 b 36.9 2016 29 $1.75 b 15.1 2017 27 $2.0 b 14.3 2018 26 $2.075 b 3.8 2019 25 $2.275 b 9.6 2020 24 $2.475 b 8.8 2021 25 $2.825 b 14.1

Source: Forbes

IN THE BIZ ENTREPRENEUR

KEITH TWITCHELL spent 16 years running his own business

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

Building Your Input Circle

Entrepreneurism doesn’t exist in a void, and neither should entrepreneurs.

BY KEITH TWITCHELL

At every stage of a business — from initial concept through startup to established enterprise, and even to selling the operation — a smart entrepreneur seeks input and advice. The question is, where do you turn to get good advice that is informed, objective and well-considered?

I’m not talking about professional resources that any business needs to have — like external accounting, legal, financial and so on — I’m thinking more like people who can brainstorm and offer reality checks and general guidance.

When assembling an advisory team, there are several choices to make; the first being how formally will it be structured. Larger, more established operations may organize official advisory boards and have structured meetings with regular meeting days and times and formal agendas.

At the other end of the spectrum, some entrepreneurs have an informal coffee-klatch group, where conversations flow freely, and subjects arise spontaneously. These can produce some very creative thinking but may overlook issues and questions of immediate importance. And if the faces around the table change considerably from session to session, valuable continuity gets lost.

Each entrepreneur must decide what type of advisory group s/he needs. However, some structure is generally useful, even if it is no more than setting up the discussion topics ahead of time and keeping the conversation substantially focused on them. Similarly, once the group has been assembled, the members should remain reasonably consistent.

The next big question is, who are the people who become your advisory group?

There are several obvious talent pools that virtually all of us have to draw on. Each has its advantages – and its caveats.

Many people launch businesses with input and support from immediate family members. As advisors, obviously you know them and they know you, and (hopefully) you trust each other implicitly. However, family dynamics are invariably complex, and none of your family members can possibly be unbiased. Whether it’s your mother who has doted on you forever or your brother with whom you competed constantly, everyone has a personal filter influencing their input.

Even more challenging is bringing your life partner into the equation, for all the same reasons. So, you have to ask yourself if the deep knowledge of your strengths and weaknesses is a good enough reason to risk the biases and even potential damage to the relationships. What if you don’t like the advice you get? Or you decide not to follow it? Are you going to create problems by asking some family members but not others? There are a lot of mines in this particular minefield. The next circle of possibilities is close friends. You again get the advantages of trust and personal knowledge. You almost certainly have a wider circle to choose from and can invite people whose viewpoints you particularly value and perhaps even have relevant experience and expertise. There are still risks to the relationships, but most people are less emotionally invested in their friendships than their family ties. Mentors such as professors or leaders at businesses where you previously worked are another potential source. They likely have relevant business knowledge, and you have previously had an advisory relationship with them. As long as you are not treading too close to any professionally competitive lines, people from this sphere can be excellent assets. Other possibilities include additional professional contacts, people you volunteer with (proven givers!), and others you know well enough to trust with your inside business information. Ultimately, some mix of people from these various circles, ideally a diverse set in every way, will give you the best set of advisors. The final — and also first — person to consider in this is yourself. Do you trust people to tell you the truth? Are you willing to listen to, and can you consider objectively, things you may not want to hear? Can you compartmentalize relationships when needed? Remember, the best advice in the world is useless if it falls on Keith Twitchell’s blog, deaf ears. T

“Neighborhood

Biz,” appears every Thursday at BizNewOrleans.com.

New Orleans 500 Influential, Involved and Inspiring Executives

2022 EDITION

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PERSPECTIVES

30

FINANCE What are some tips/advice on investing when interest rates go up?

32

HEALTHCARE Local healthcare practitioners share their thoughts on the explosion of telehealth

38

GUEST Cryptocurrencies are more speculation than investment.

34

REAL ESTATE + CONSTRUCTION

The New Orleans residential real estate market requires long-term solutions.

PERSPECTIVES FINANCE

What are some tips/ advice on investing when interest rates go up?

MIKE ECKERT

Chairman NO/LA Angel Network

While I’m not an investment advisor and loathe providing investment advice, given these inflationary times, among the key questions to ask are: How long do we think this inflationary period will last? How severe do we think it will be? And, do we think the recovery will be a soft landing or hard landing? The answers may drive one’s investment strategy, as there are many choices for an investor during these periods: tangible assets like real or commodities (precious metals), inflation indexed bonds, high-yield bank loans, and cyclical stocks, among others. The best advice I can give is talk to a professional and factor the decisions into your broader investment objectives. EMMETT DUPAS

Lead Partner Northwestern Mutual

The toughest part of investing can be the emotional rollercoaster portfolio swings can bring. Statements with negative returns are unwelcoming for those that review them. Rising interest rates can have both positive and negative impacts on the financial markets… Understanding the symbiotic relationship between interest rates and the stock market can help investors understand how changes may impact their investments and thus be better prepared to make better financial decisions. Higher interest rates can negatively affect earnings as well as stock prices, depending on a company’s balance sheet and debt obligation… In the end, investors need to assess their risk tolerance, as well as their objectives. 2022 has been a unique year for rising interest rates. If your portfolio isn’t already hedged, proactive sector and stock selection is critical. Active managers that can capitalize on the unique challenges this market has created are key. More importantly, these market conditions emphasize the need to engage in comprehensive, ongoing financial planning. A good financial planner recognizes that the unexpected can happen and will ensure that your plan will stay the course.

P. David Soliman,

managing partner at Faubourg Private Wealth

SUZANNE MESTAYER

Managing Principal ThirtyNorth Investments

With rising rates, our thoughts turn to higher quality stocks with strong balance sheets, solid cash flow and pricing power. Growth stocks are generally vulnerable to rate hikes, as we have seen this year. Through July, though, prices for growth stocks seem to be rebounding. We lean toward shorter maturity with additions to fixed income to benefit from rising rates. Cash management should not be overlooked as interest rates begin to increase on short-term reserves and savings. Overall, we continue to rely on diversification to power long-term results and ease the transition from one economic cycle to another. FRANK TORO

Financial Advisor Edward Jones

The Federal Reserve raising interest rates to fight inflation can cause the value of your existing bonds to drop, because investors will want to buy the newly issued bonds that pay the higher rates. Still, bonds continue to offer you some key benefits. For one thing, if you hold your bonds until maturity, you’ll continue to receive the same interest payments. Bonds can also help reduce the effects of market volatility on a stock-heavy portfolio. And if you own a mix of short-, intermediate- and long-term bonds, you’ll likely always have some bonds maturing. When they do, you can reinvest the proceeds into the new, higher-paying bonds.

St. Denis “Sandy” Villere III

Partner and Portfolio Manager Villere & Co.

The Fed is raising rates to essentially throw a cold towel on an overheating economy, which consists of 9.2% inflation that we haven’t seen in 40 years. We were cautious on longer duration bonds — since bond prices fall as rates go higher — and the technology sector — since it suffers as the present value of technology companies future earnings decrease — but we believe much of this is in the market as the U.S. Aggregate Bond Index is down almost 9% year-to-date and growth stocks are down 23%. We would use weakness to buy these beaten-up sectors.

PERSPECTIVES HEALTHCARE

The Doctor Will Virtually See You Now

Local healthcare practitioners share their thoughts on the explosion of telehealth.

BY DREW HAWKINS

While virtual healthcare, also known as telehealth, existed long before COVID-19, it greatly expanded during the pandemic, and it looks like it’s here to stay. While some aspects of healthcare require in-person treatment and evaluation, the convenience and ease of access provided by telehealth benefits both patient and provider.

Dr. Cherie D. Bragg, medical director for West Jefferson Medical Center Primary Care, said telehealth makes it easier to reach patients where they are without risking exposure to potentially harmful diseases. She added that before March 2020, telehealth access was very limited within the regional market, but that West Jeff “went from zero telehealth visits to 100% utilization within the first month of the pandemic.” Bragg said that as time went on, and patients began to come back to the office, they’re still able to offer this service to patients who are home-bound due to COVID-19 or other illnesses that make travel to the doctor difficult.

“Telehealth has become an integral part in the way we practice,” she said.

Smaller practices are also using telehealth services to reach patients. Dr. Lana Ford, founder and CEO of High Level Speech & Hearing Center, noted that while some of her patients prefer in-person treatment, almost half of them choose telehealth — and many actually seem to do better in a virtual environment. As a healthcare provider, Ford said that telehealth has also helped reduce the impacts of “no shows” by making it easier for people to make their appointments. “We’ve utilized telehealth to increase access to speech and hearing services particularly for working people,” she said.

Telehealth can also save patients time and money. For Dr. MarkAlain Déry, who works with people living with HIV, that’s one of the biggest benefits of telehealth.

“I would say 95% of my patients are working, and for them, [telehealth] has been the greatest thing because they’re able to not only see their doctor and have a meaningful doctor’s visit, they’re also able to not have to take time off work.”

While the way it’s implemented or offered as an option varies from provider to provider, health system to health system, telehealth appears to be here to stay. There are some treatments, however, that will always require an in-person visit.

“Although we’ve done a great job incorporating the personal touch into our telehealth practices, there’s still nothing like the actual human touch,” said Ford. “In a world of automation and bots, the human touch just cannot be replaced.” T Telehealth makes it more convenient for us to provide services to our patients at their convenience. Travel time and unexpected inconveniences are no longer a barrier. In the past, expensive medical software was required for telehealth appointments. Now, with commonly used software platforms such as Zoom and Google Suite, it makes it much easier for health care providers to provide best practice healthcare from anywhere.”

Dr. Lana Ford,

Founder and CEO of High Level Speech & Hearing Center

DR. CHERIE D. BRAGG

Medical Director West Jefferson Medical Center Primary Care, LCMC Health

I think telehealth will continue to grow and expand. I like the ability to care for patients who might not otherwise get the best care by being handled over the phone. Having video capability also gives me the ability to still have that personal interaction with patients, even though they are not in the room with me. In the future, patients will have more access to an “on-demand” visit. It will be just like ordering online! You can do your visit at home in your PJs, which is very convenient, especially if you do not feel well.

DR. MARKALAIN DÉRY

Access Health Louisiana

Telehealth has just been a tremendous addition and aid in my practice. During the pandemic, without it, my practice would have crumbled. As an infectious disease doctor, taking care of people with COVID-19 keeping people at home was incredibly important.

PERSPECTIVES REAL ESTATE + CONSTRUCTION

DID YOU KNOW? The percentage of Americans

who own a home has stayed approximately the same since the 1960s — about 64%.

UGLY FIX

Strengthening New Orleans’ new-home market requires long-term solutions.

BY DREW HAWKINS

Over the past two years, despite massive growth in the valuation of new residential housing units nationwide, new residential values in New Orleans metro area saw a 10.7% decline. The value of new residential units has been on a steady upward trajectory since the collapse of the housing bubble in the mid-2000s, and the number of units currently

under construction is at its highest level since the 1970s.

A new report that studied the periods of January through April for 2022 and 2021 found that across the United States, the average value of new residential housing units rose 8.4%, but in New Orleans metro they saw a 10.7% decline. Experts say addressing the issue may require “unattractive,” but necessary, long-term solutions.

Some of the reasons for the explosion in new residential real estate values are simple: with low interest rates, homebuyers were able to borrow more money and pay more for new homes, sending prices to record levels. And with values rising quickly, builders rushed to build more housing.

With mortgage rates on the rise and applications for home loans down year-over-year, the market nationwide is showing signs of slowing down this spring and summer. Additionally, as housing inventory for sale is increasing, sellers are showing more of a willingness to lower their asking prices, thereby lowering values even further.

But despite the recent signs of the market evening out, the growth it’s seen over recent years is still unprecedented. Here are some numbers to paint the picture: After bottoming out around $95 billion in 2009 after the housing bubble crash and the Great Recession, the annual value of new housing units nearly tripled over the next decade to $280 billion in 2019. The COVID-19 pandemic was like adding gasoline to an already roaring fire — new units were values at $307 billion in 2020 and jumped to $380 billion last year.

Because residential housing construction is expensive and time-consuming, large changes in the value of new residential housing units can give experts and analysts insight into local markets. More specifically, changes can signal shifts in local economics, evolving social trends, or a glut of overinvestment — which some experts say may be what’s happening here.

Some factors can help explain why the New Orleans market is lagging behind. For context, the U.S. Census Bureau’s Building Permits Survey considers the the valuation of a new residential housing unit based on the value of the new construction itself, specifically omitting the value of the land where it’s built.

“We have an old housing stock. Most of the homes on the market must be renovated. Most homes in New Orleans were purchased as a

”fixer-upper — that’s just our culture.

Earl Mackie, executive managing director of Mackie One Construction

“While there are certainly other factors involved, I think the potential overinvestment, combined with the demand for lower-density housing, could be strong drivers behind this trend we’re seeing in New Orleans,” said Michael Strombert, CTO at Lattice Publishing, a research company of data journalists that analyzes and collates public data.

Strombert said that on the state level, Louisiana has experienced a rapid rise in residential housing investment in the calendar years 2020 and 2021, after a half-decade of stagnant investment. In order to catch up, he said the city of New Orleans should continue to work with community, political, and business leaders to invest in financially sound, far-sighted economic expansion in order to boost new home values. But that takes time and commitment. And because of the slowmoving, reactive nature of residential housing, it’ll take time to tell if the policies are working.

There also may be cultural aspects at play here as well. Some local builders say that New Orleans shouldn’t be compared to other cities when it comes to new home values because, historically, they’ve never matched national trends.

“We have an old housing stock. Most of the homes on the market must be renovated,” said Earl Mackie, executive managing director of Mackie One Construction, a local company. “Most homes in New Orleans were purchased as a fixer-upper — that’s just our culture.”

The COVID-19 pandemic was a traumatic shockwave to the residential housing market. Analysts say we’re still sorting through all of the changes to see if they’ll stick, so New Orleans should stay optimistic and focus on stable growth. But it can be tough to persuade political leaders to stick with long-term solutions. They aren’t flashy or headline-grabbing actions, but are often in reality just bandages over a deeper wound.

“It’s human nature to overreact and overcorrect where there are insufficiencies,” said Strombert. “The residential housing market is no different. While it’s never an attractive solution, focusing on long-term, consistent growth is an effective way to smooth out these volatile swings that can occur.” T

PERSPECTIVE GUEST

FRANK TORO is a financial advisor at Edward Jones.

He may be reached by calling (504) 341-9854 or by email at frank.toro@edwardjones.com.

Should You Go Crypto?

Cryptocurrencies are more speculation than investment.

BY FRANK TORO

With cryptocurrencies so much in the news, you might be wondering if you should invest in them. But “invest” may not be the right word because, in many ways, cryptocurrencies, or “crypto” for short, are more speculation than investment.

But what’s really the difference between a speculator and an investor? Probably the main factor is the differing views of time. A true investor is in it for the long term, building a portfolio that, over many years, can eventually provide the financial resources to achieve important goals, such as a comfortable retirement. But speculators want to see results, in the form of big gains, right now — and they’re often willing to take big risks to achieve these outcomes.

There’s also the difference in knowledge. Investors know that they’re buying shares of stock in a company that manufactures products or provides services. But many speculators in cryptocurrency don’t fully comprehend what they’re buying — because crypto just isn’t that easy to understand. Cryptocurrency is a digital asset, and cryptocurrency transactions only exist as digital entries on a blockchain, with the “block” essentially being just a collection of information, or digital ledgers. But even knowing this doesn’t necessarily provide a clear picture to many of those entering the crypto world.

In addition to time and understanding, two other elements help define cryptocurrency’s speculative nature: • VOLATILITY Cryptocurrencies are subject to truly astonishing price swings, with big gains followed by enormous losses – sometimes within a matter of hours. What’s behind this type of volatility? Actually, several factors are involved. For one thing, the price of Bitcoin and other cryptocurrencies depends heavily on supply and demand — and the demand can skyrocket when media outlets and crypto “celebrities” tout a particular offering.

Furthermore, speculators will bet on crypto prices moving up or down, and these bets can trigger a rush on buying and selling, again leading to the rapid price movements.

And many purchasers of crypto, especially young people, want to see big profits quickly, so when they lose large amounts, which is common, they often simply quit the market, contributing to the volatility. • LACK OF REGULATION When you invest in the traditional financial markets, your transactions are regulated by the Securities and

Exchange Commission (SEC), and the firms with which you invest are typically overseen by the Financial Industry Regulatory

Authority (FINRA). Other agencies are also involved in regulating various investments.

These regulating bodies work to ensure the basic fairness of the financial markets and to prevent and investigate fraud. But cryptocurrency exchanges are essentially unregulated, and this lack of oversight has contributed to the growth of “scam” exchanges, crypto market manipulation, excessive trading fees and other predatory practices. This “Wild

West” scenario should be of concern to anyone putting money in crypto.

The cryptocurrency market is still relatively new, and it’s certainly possible that in the future crypto can become more of an investment and less of a speculation. In fact, Congress is actively considering ways to regulate the cryptocurrency market. But for now, caveat emptor — “let the buyer beware.” T

PERSPECTIVE A FRESH

BY CHRIS PRICE PORTRAITS BY GREG MILES

During its almost 50-year history, few, if any, years have been as transformative for the Downtown Development District of New Orleans as this past year, which included turnover in four of the organization’s five top executive roles. Who are Downtown’s new champions and what are their goals for the future of the city?

ASK

what New Orleans needs to be a successful, worldclass destination for residents and visitors, and you’re likely to get a range of responses from lifetime locals, transplants, expatriates and visitors. But for a handful of New Orleanians, they not only get to propose ideas that could transform the city, they also work to implement them. ¶ The Downtown Development District of New Orleans (DDD) is an assessment-based business improvement district (BID) with a mission to “drive the development of Downtown New Orleans and be the catalyst for a prosperous, stimulating, innovative heart of the Crescent City.”

DAVON BARBOUR PRESIDENT & CEO

Created by the Louisiana Legislature in 1974 as the nation’s first BID, the DDD services the area bounded by Iberville Street, the Pontchartrain Expressway, Claiborne Avenue and the Mississippi River and includes the Central Business District, Caesars Superdome and Smoothie King Arena, the Warehouse District, Canal Street and part of the French Quarter.

Since Hurricane Katrina, there has been an explosion of activity Downtown, including new apartments and condominiums, expanded museums, new hotels, renovated theaters, unprecedented retail expansion, and a revitalized Superdome and convention center. The DDD has invested $6.5 billion since 2005 and has seen its year-over-year operating revenues increase 16.65% from $7.34 million in 2021 to $8.55 million in 2022.

The organization has undergone many changes in the past year, including turnover in four of its top five executive positions. With new leadership has come a renewed focus on improving economic development, cleaning and safety in the Downtown area in hopes that it can be a catalyst for improving the entire city.

The DDD has a romantic vision for what the city could be: “Downtown New Orleans will be celebrated as

the vibrant hub of America’s beloved city and the engine for the region’s economy. Historic and contemporary buildings glow with new residences and retail as streets bustle with neighbors and visitors alike participating in the arts, music, dining, shopping and daily business of downtown. People from around the world are drawn to a dynamic, seductive Downtown where the unique cultural mosaic of New Orleans comes into focus.”

Davon Barbour, the DDD’s president and CEO, joined the organization in January. He said he envisions “a world-class Downtown that leverages its assets to create prosperity in New Orleans.”

“We are focused mainly on growing the economy,” Barbour said. “We want Downtown to be a magnet for a population involved in industries of the mind, such as biosciences, the arts and digital media. Tourism certainly has been the bedrock for New Orleans’ economy, but we think there’s a real opportunity to grow our economy by leveraging emerging industries of the future, particularly healthcare and life sciences technology. The biomedical district within Downtown is a priority focus for us. We’ve

T. TRENT DANG DIRECTOR OF MARKETING & COMMUNICATIONS

got incredible assets throughout Downtown. That’s something that’s really exciting to me.”

While headline-making economic development is the goal, Barbour said he measures success by how the organization impacts small businesses, the backbone of the economy.

“Success, at the end of the day, is when someone is saying, ‘I opened a business in New Orleans and received stellar services’ or ‘I moved Downtown, and it’s been great. The DDD, the city — they were great to work with. They’re an incredible partner.’ That’s successful.”

To get there, he says the DDD is taking a renewed focus on fighting crime and blight to create an environment that is safe and attractive.

“It’s important to address the challenges so that we can maximize the opportunities,” he said. “We certainly understand that curb appeal is important. We’re making sure that we’re directing resources to tackle some of those impediments, because at the end of the day, we want people to be excited to be here. We don’t want tourists and businesses turned away by unsightly conditions, such as graffiti or crime. We have many programs to help our property owners. We have a solid track record, and we’re looking forward to growing these programs and deploying more resources.”

Biz New Orleans held a Q&A with each executive to learn more about their role with the DDD and their vision for New Orleans’ future.

DDAVON BARBOUR PRESIDENT & CEO

What work have you done that prepared you for your role with

the DDD? My entire career has been dedicated to improving quality of life and economic vitality in urban communities. Of relevance to New Orleans, I have led economic development in major tourism markets including Miami, Orlando and Hollywood.

What is your role with the DDD?

While my title is president and CEO, I’m really the biggest cheerleader for Downtown. I work with the public and private sector to untap our city’s great potential.

What attracted you to New

Orleans? I grew up in Baltimore, a city that shares similar socioeconomic challenges with New Orleans. Despite current chal-

lenges, New Orleans is an ideal location for economic growth that benefits all residents.

What was your opinion of New Orleans before you arrived?

I perceived the city as a place of “fun.” I have been an economic development practitioner for more than 20 years. Unfortunately, the city’s name did not appear among the ranks of other traditional business centers for corporate site selectors in a sustained manner. After? I have enjoyed learning more about the community. One lesson that was so enlightening was the discovery of the NASA Michoud Assembly Facility in New Orleans East. I had no idea that rockets were made here. As our friends at New Orleans Business Alliance say, “Come for the culture. Stay for the commerce.” We are so much more than fun.

What would you say if you were to give a “state of the city”

address? A key theme of my state of Downtown address is conveying the pillars for achieving economic development success in our community: 1) ensuring a safe environment, 2) providing an attractive realm, and 3) delivering consistent and reliable infrastructure. Achieving confidence in these pillars is paramount to attracting and sustaining investment in Downtown.

What strengths and opportunities does Downtown New

Orleans have? One of the biggest strengths is the residents and businesses who believe in it and only want its best. We must be willing to acknowledge what is not working and develop solutions that address these destabilizing influences in collaboration with these stakeholders.

I remain very bullish on the future of the biomedical district. “Eds and meds” is an economic development strategy based on leveraging higher education institutions and healthcare. Downtown is fortunate to be home to the New Orleans Bio Innovation Center, Tulane medical campus, Tulane Innovation Institute and more. What weaknesses and threats does the area face? I think our greatest threat is ourselves. We must fundamentally recognize that as a community we are competing for talent and must adapt accordingly. Great cities do not come to fruition by happenstance. They result from bold vision, sound public policy and accountability. Where do you hope to see the city in 10 years? In 10 years, I hope to experience a city with improved neighborhood connectivity. In the future, residents and visitors alike will experience a seamless journey characterized by thriving neighborhood retail commercial corridors, attractive public spaces, and a robust transit network that strengthens connections to employment centers throughout the region. 20? In 20 years, New Orleans is a highly sought residential and business address. We are a city that supported its residents to create new companies that helped address community challenges. We are a city that embraced mixed-income housing that reflects the rich cultural diversity of our past. What does the city need to have in place to get there? Ongoing public/private partnerships; clear, economic-development-focused public policy, and a responsive business/regulatory climate.

AANTHONY G. CARTER DIRECTOR OF FINANCE & ADMINISTRATION

With four of the top five positions at the DDD held by relative newcomers, how does it feel to be the “veteran” of the

team? It has been a unique experience. As some are also new to New Orleans, one of my responsibilities is to assure that they are aware of the culture of New Orleans.

How has the DDD changed in your time with the organiza-

tion? The DDD has changed in very significant ways over the last 15-plus years. When I first arrived, we were still in the early stages of recovery from Hurricane Katrina. We have since gotten past recovery and moved into a growth mode.

What does the addition of new leaders bring to

the DDD? It has brought new ideas and new energy. The new leaders bring different experiences and how other BIDs have resolved similar situations.

What does the city need to have in place to

succeed? We will need much more emphasis on workforce development, quality education and opportunities for our youth and underserved population. T T. TRENT DANG DIRECTOR OF MARKETING & COMMUNICATIONS

What work have you done that prepared you for your role with

the DDD? I started my professional career as an opening team member at Harrah’s New Orleans in 1999 and have loved spending time Downtown ever since! I have worked my way up the ranks of various marketing teams since then, including managing the marketing departments of the Fair Grounds.

DARREN HARRIS DIRECTOR OF ECONOMIC DEVELOPMENT

HUNTER HEBERT DIRECTOR OF OPERATIONS

What attracted you to New Orleans?

I grew up in Bossier City but have had family and friends in New Orleans all my life. My grandmother worked at the Katz & Besthoff on Canal Street and their offices on Camp Street, so you could say Downtown even has a place in our family’s history!

What strengths and opportunities does Downtown New Orleans

have? Downtown is one of the few places in New Orleans where you can work, live and play, all within walking distance. Our opportunity is to further that message to make it even more vibrant than it already is.

What weaknesses and threats does

the area face? We need to diversify our industry base. We need to invest more time and money to help those in need. Turning a blind eye or simply complaining about things is not going to make them go away.

Where do you hope to see the

city in 10 years? A vibrant city on the brink of greatness, whose NFL team also has 10 more Super Bowl championships. 20? The great city we all know New Orleans can be, who also has 20 more Super Bowl championships.

What does the city need to have in place to

get there? A solid infrastructure and diversified economy with New Orleanians continuing to believe in their great city.

DDARREN HARRIS DIRECTOR OF ECONOMIC DEVELOPMENT

What work have you done that prepared you

for your role with the DDD? I previously served as a business development specialist, city planner, senior economic development specialist for the cities of Las Vegas and Cleveland, focused on workforce development, business incubation, retention and expansion. What is your role with the DDD? I am responsible for new business development and business retention and expansion. I also lead the advancement of the master planning and implementation, facilitation of public policies, program development and advocacy of the DDD’s agenda. What attracted you to New Orleans? The culture and opportunity to make a positive impact and improvement in a city that deserves the investment.

If you were to give a “state of the city” address, what would

you say? New Orleans is a city ready to be “resurrected” for its greatness. It has great bones that are fractured but on the mend.

What strengths and opportunities does Downtown New

Orleans have? New Orleans has numerous anchoring institutions such as universities, healthcare systems and community stakeholders/organizations that we can partner with to continue positive growth and development of the overall city and well-being of its residents and visitors.

What weaknesses and threats does the area face? Retaining residents and students who attend the local universities here. The goal is to strengthen and create better opportunities for succession with competitive and equitable pay and resources that would assist us with making New Orleans the best city ever. Where do you hope to see the city in 10 years? I see the city as a great place to live and work. Everything you need is here in some unique way, we just need to reveal those hidden treasures. 20? The sky is the limit for New Orleans. It will be a draw for Millennials, Generation X and Z, Baby Boomers, corporate headquarters and entrepreneurs looking for a live/work balance that can be enjoyed day in and day out. What does the city need to have in place to get there? The city will have to have equitable changes in politics, education and wages. No longer can it be allowed that the few make changes for the masses without any substantial input.

HHUNTER HEBERT DIRECTOR OF OPERATIONS

What work have you done that prepared you for your role

with the DDD? I started my career in Lafayette as a city planner with Lafayette Consolidated Government, which consisted of zoning compliance inspection and commercial plan reviews. Most recently I held the position of operations manager with the Downtown Development Authority (DDA) in Lafayette. What is your role with the DDD? I’m tasked with working toward a safe, sanitary and sensational Downtown New Orleans. This includes working with our Public Safety Rangers, Downtown Clean Team, and stakeholders and government organizations on safety and beautification efforts. What attracted you to New Orleans? Like many others I couldn’t stay away for too long. So, this is my second time around in New Orleans. I was anxious to move back and be a part of the team working to improve the world-class city we all love.

It has been exciting to move back and see how much development has taken place over the last decade. Much more work had been taking place than I ever realized.

What strengths and opportunities does Downtown New

Orleans have? The strength of the entertainment and hospitality industry has long been the bedrock of local industry. I think we have the opportunity to add another professional sports franchise to the area, preferably a sport with a heavier schedule that can help sustain the local service industry. What weaknesses and threats does the area face? Affordable housing is a major challenge. People are spending a greater percentage of their income on rent than ever before. What does the city need to do to improve? It is going to take coordination across many public and private entities to get our problems addressed, but I believe the people of New Orleans share these desires and are willing to work toward solutions. T

NO CAPES REQUIRED

CRIME, GRAFFITI, INFRASTRUCTURE ISSUES —DOWNTOWN NEW ORLEANS FACES MANY CHALLENGES, BUT MORE AND MORE PEOPLE AND BUSINESSES ARE STEPPING UP TO BE PART OF THE SOLUTION.

By KEITH TWITCHELL Illustrations by BEN TALLON

IT’S CLEAR NEW ORLEANS is struggling right now. Where perspectives differ are on the causes, priorities and solutions. While everyone agrees that crime is a core issue, that problem – and its solutions – are interwoven with a surprising number of additional concerns.

From economic stressors to COVID-19, the problems facing Downtown New Orleans are not unique.

“No doubt the issue of having downtowns feel clean, safe and beautiful is a problem across many cities in America today,” said Michael Hecht, CEO of GNO, Inc. “Most of our challenges and most of our opportunities are generic ones with a little bit of a local twist. Solutions that will work elsewhere will work here.”

“Downtown is in an interesting moment postCOVID,” added Davon Barbour, who stepped into the role of CEO for the Downtown Development District (DDD) last December. “We have to restore confidence in downtown and attract workers back to the core. Downtown is the city’s largest employment center, and we have to improve occupancy in the buildings to support the retail in the area, especially the small businesses.”

The good news is that New Orleans is better positioned than some other cities in this regard, thanks to the exponential population growth in Downtown and the Warehouse District over the past decade.

“The fact that Downtown is a true live-work mixed area is very positive,” noted Hecht. “This creates activity on the street 24 hours a day. The more we can get apartments and even short-term rentals on the upper floors on Canal Street, the more positive it will be.”

“Downtown has all the amenities, like dining, museums, performances and other attractions,” concurred Barbour. “People can walk to work, and really abandon their car altogether.”

Some of the area’s residents are now taking a proactive approach to being part of the downtown solution, according to Lesli Harris, councilmember for District B, which includes Downtown. A recently formed group called United for New Orleans is bringing new ideas and energy to crime fighting and other issues.

“Any time neighborhoods and neighbors can get their voices united, they can contribute to the solutions,” said Harris, who added that her office is working actively to get residents involved. “Providing those engagement opportunities is critical at a time like this.”

Of course, not everyone living downtown is housed, and tackling the homelessness issue is a top priority for Harris. This has been an intractable problem for years, and she noted the increasing costs

of living in New Orleans are only making the situation worse. Lack of mental health care access remains a major issue. Even such services as are available are often not reaching those most in need, and Harris feels that one important step toward resolving the problem is more effective publicity and outreach.

A more innovative approach she is looking into is increasing the number of “tiny houses” available.

“What if we took a vacant parcel and put a hundred tiny houses on it?” she asked. Harris said she feels this option would both provide a stable living environment and recreate the sense of community that can draw people into encampments over other housing options.

One Out of Three

THE CHALLENGE OF ANY DOWNTOWN AREA is to uphold three qualities: to be clean, to be safe and to be beautiful,” noted Hecht. “Our downtown is already beautiful and acclaimed.”

Some of the so-called “parklets” that were installed during the pandemic will be retained, along with some of the additional outdoor seating for restaurants; both add to the beauty and character of the downtown area. However, cleanliness and safety remain major concerns, along with infrastructure issues such as nonfunctioning street and traffic lights, flooding problems, and crumbling streets and sidewalks.

Harris said the city’s Department of Public Works has signed an emergency contract to complete street and traffic light repairs. She noted that the contract will remain in place through the current hurricane season in order to expedite repairs if another damaging storm should strike. Given that there are lights Downtown that have been out since Hurricane Ida last year, this is definitely a plus.

Speaking of extreme weather, Hecht noted that safety Downtown includes addressing flood threats.

“Our infrastructure challenges, and specifically our vulnerability to stormwater, seem to ebb and flow in the public consciousness,” he said. “The levee upgrades mean that storm surge protections are largely handled, but now the existential threat is from above, in terms of heavy rainfalls. We need to pick up the pace on addressing this and not get lulled into a false sense of complacency.”

If You Clean It, They Will Come

ONE AREA that has received some attention lately is in general Downtown cleanup. The city recently announced the creation of a “Strike Force” to focus on keeping downtown cleaner, with a team of 50 new workers to be hired. This will augment ongoing DDD efforts to combat litter, graffiti and other eyesores.

“An attractive public realm is essential for a successful downtown,” said Barbour, whose DDD Clean Teams work around the clock on pressure washing, litter removal, graffiti abatement and even landscaping. While their work is restricted to public property, Barbour noted that the DDD offers grants of up to $2,500 for graffiti removal and other cleanup efforts on private properties in the Downtown area.

Which, more directly than many people might think, leads to the big, underlying problem: crime and public safety.

DID YOU KNOW? Violent rime rates have increased dramatically in American cities since the pandemic. According to the Council on Criminal Justice, the number of homicides in cities studied rose 44% from 2019 to 2021. Rates rose from 2020 to 2021 for violent crimes like aggravated and gun assaults, and domestic violence, but dropped slightly nationwide for burglary, larceny and drug offenses.

“We believe in the broken windows theory,” Barbour said, alluding to the premise that areas that are unclean and/or in disrepair attract undesirable activity. DDD cleanup grants can also be used in part to install observation cameras. A separate grant program provides up to $3,000 in reimbursement for businesses that increase their exterior lighting. Barbour pointed out that graffiti itself is a criminal activity, and that all of these components impact Downtown safety.

“We take a holistic approach to public safety,” he continued. “More businesses mean more lighting and more activity, which means safer streets.”

Hecht agreed with the connect-the-dots approach.

“Creating more of a sense of order, more beauty at the eye level, will enhance the experience and bring more people to downtown, and thereby create more safety.”

Super Civilians

WHILE THESE MEASURES make valuable contributions, the same underlying causes that are driving increases in crime throughout New Orleans are key factors Downtown. Top of mind, of course, is the tremendous shortage being experienced by the New Orleans Police Department.

City officials such as Harris are working on officer recruitment and retention, with incentives ranging from increased pay to perks such as free or low-cost education at the local colleges and universities, and restoring blighted houses and flipping them to first-responders at greatly reduced prices. Harris also believes that providing NOPD officers with take-home cars is not only an appreciated benefit, it adds to the aura of safety in the neighborhoods. Lastly, she is supporting more funding for additional crime cameras, and encouraging private citizens to install cameras and link them to the city’s network.

This last component is an aspect of what is increasingly being called “civilianization” of crime fighting. Recognizing that getting NOPD’s force numbers up to acceptable levels is going to be a multi-year endeavor, many people are now looking for force multipliers to help fill in the gap. While private security guards are an obvious aspect of this, they are typically hired to protect a specific property and contribute little to overall safety.

To serve the larger district, the DDD has Public Safety Rangers — an unarmed civilian group that

patrols Downtown streets. They perform tasks such as assisting tourists with directions and providing a safe-walk program to escort people from buildings to cars, all the while serving as extra eyes and ears for NOPD.

A newer, private-sector example of this is provided by On Scene Services, a local company that has been augmenting police responses to traffic accidents since 2018. The service, and the theory behind it, are pretty simple and straightforward, as explained by OSS founder and CEO Ethan Cheramie.

“The average car accident call ties up an officer for two and a half hours, so if we answer 10 calls, we are freeing up 25 hours of officer time,” Cheramie said. “We are working to expand capacity to where we are handling 10,000 calls per year. That would equal 25,000 more NOPD hours, which is the equivalent of adding 13 full-time officers.”

Cheramie was careful to note that “we don’t want to convey to people that we are the police. Our people are unarmed, and they don’t write tickets. We get written consent from all parties on the scene to proceed with our work.”

However, OSS does hire retired NOPD officers who have experience with handling traffic accidents. The company then provides specialized training in incident de-escalation, and it reports directly to the NOPD lieutenant who oversees traffic incidents within the department.

Given that there are approximately 27,000 annual calls to 911 reporting traffic accidents, with a full 10% of them occurring Downtown, this approach has high potential to reduce officer time spent on these types of minor incidents, while correspondingly increasing NOPD’s capacity to respond to, solve and hopefully prevent more serious crimes.

“OSS is a very good example of how civilianization can be a force multiplier,” said Hecht, who called on city officials and other stakeholders to be creative in finding additional opportunities to define and implement methods of augmenting NOPD crime-fighting capacities.

Safety (and Power) In Numbers

Bringing a wide consortium of people together to address the Downtown issues seems to be the only viable path to resolving them.

“It’s crunch time,” said Lacy Conway, president and CEO of Latter & Blum. “A safe city and Downtown are important not just for attracting tourists, but also for keeping our residents and businesses here.”

Conway and her firm just stepped up significantly in this regard, committing $500,000 to the newly formed NOLA Coalition. Currently a collaboration of some 350 businesses, nonprofits and individual community leaders, the NOLA Coalition is taking a two-track approach, advocating both for immediate, short-term actions to enhance public safety while also pushing for systemic reforms in areas such as mental health and increasing support and opportunities for young people.

Hecht and GNO, Inc. are taking a lead role in the NOLA Coalition, along with the United Way of Greater New Orleans.

“What’s new about the coalition is the breadth of the organization,” said Hecht. “There are businesses large and small, Black and white. The composition truly looks like New Orleans, while previous efforts were less inclusive, less representative.”

Hecht also emphasized the now-and-later focus.

“In the immediate term it’s about paying attention to the details, like litter, signage, missing bricks, vagrancy, and of course adding more police patrols on the street. But it’s also about the root causes, creating opportunity for everyone. We are advocating for simultaneous actions for safety today and generational change for tomorrow.”

“What gets me excited about the coalition is that it is such a mix of businesses and nonprofits,” agreed Conway. “It’s going to be a group effort with all hands on deck, it’s going to take the whole community investing to change the current course.

We have to recognize the importance of youth and families, and end the cycles of violence. This is such a great vehicle to make an impact.”

That this type of effort seems necessary reflects the occasionally apocalyptic conversations being heard around the city and the region. Even Hecht, who described himself as an

“honest optimist” said he’s “not going to deny the challenges even as I believe we can solve them.” Hecht called the NOLA Coalition was formed from “the closest thing to the post-Katrina spirit that I’ve felt in a long time.”

Perhaps it’s because of those types of past recoveries that the overriding sense among all parties is that ultimately downtown New Orleans will rise and thrive again.

“I’m really optimistic that we are going to make a difference in the city,” Conway stated firmly.

“There is so much opportunity here,” exclaimed Hecht. “It’s not a question of are we heading in the right direction, because we are, but a question of pace.”

“We want Downtown to be a sensational environment,” concluded Barbour, “with safe streets, reliable infrastructure, and an overall attractiveness. We want to be sure that the city continues to grow.”•

FROM THE LENS

56

GREAT WORKSPACES LCMC Health’s new Downtown headquarters centered on health and wellness

64

NEW ORLEANS 500 Jim Cook, General Manager of Sheraton New Orleans Hotel

60

WHY DIDN’T I THINK OF THAT?

A year after bringing the first self-serve wine bar to Old Gretna, the owners are already looking at ways to expand.

FROM THE LENS GREAT WORKSPACES

LCMC HEALTH 1100 Poydras Street,

Suite 2500 (Energy Center in the Central Business District) // lcmchealth.org // Facebook: facebook.com/LCMCHealth

COMMUNITY CONNECTION

LCMC Health’s new Downtown headquarters centered on community and wellness

BY MELANIE WARNER SPENCER PHOTOS BY SARA ESSEX BRADLEY

In 2021, LCMC Health’s corporate offices moved from the former New Orleans Adolescent Hospital building, a historic property at State and Tchoupitoulas streets. The move takes LCMC’s executive, finance, legal, marketing, and population health and supply chain departments from Uptown to Downtown where it now calls the 24th and 25th floors of the Energy Centre home.

“As our health system continues to grow, our new corporate office gives us the exciting opportunity to be part of the resurgence of Downtown New Orleans, bringing our spirit of ‘little extras’ to the Central Business District,” said Greg Feirn, CEO of LCMC Health. “It should be an extraordinary time in our region’s history as we return to a semblance of a new normal in healthcare and business.”

Feirn — along with Jill Traylor, principal and director of interior design at EskewDumezRipple, and Ryan Kovalak, executive director at Monigle — recently shared details about the new headquarters, its design, and how LCMC is positioning itself for the future of healthcare in New Orleans.

What were your (or your design team’s) goals for the design and why?

Greg Feirn: LCMC Health’s brand is centered around the idea of ‘celebrating the extraordinary in a world of ordinary’ and this mantra was instilled in the design of our corporate headThe LCMC Health quarters. Our workspace corporate offices were housed in the historic property at State and reflects our brand strategy, brought to life through Tchoupitoulas streets until human-centered environ2021, when the healthcare mental design — warm, company took over the welcoming, colorful and 24th and 25th floors of the Energy Centre. connected to the community. We leaned into vibrant colors and maximized natural light that made the space warm and open, and we mixed and matched décor, pairing together modern and vintage furniture in a way that looked more like a living room than a lobby — all while integrating health and wellness cues through light-colored wood and pops of greenery. We also reconfigured the shared areas in the office — the lobby, hallways

and corridors, and breakrooms — to foster a sense of community, encourage casual interactions and enable collaboration.

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

Jill Traylor: Our biggest challenge was a compressed design and construction schedule. Having Impetus, the general contractor, and AOS, [responsible for the] DIRTT system, at the table early in the process proved to be essential in meeting LCMC Health’s goals and deadline. Feirn: LCMC Health also wanted to reduce our impact on the environment, so we made an investment in sustainability and chose to build with manufactured construction. We created a beautiful, functional, resilient space while reducing our environmental impact with positive outcomes. For example, we were able to divert over 12,000 pounds of drywall waste that would have ended up in a landfill if we had built the space in a conventional manner.

What is the standout feature of the design and why?

Feirn: Throughout the space, we incorporated small details and accents to help highlight the humanity and originality of LCMC Health.

The team’s design goals were to create a homey, open and light-infused atmosphere with eclectic décor employing a mixture of modern and vintage furniture.

Graphics with positive affirmations, stylized lettering and cheerful drawings line the walls, creating moments of storytelling around our organization’s hospitals and staff. We also honored our rich New Orleans heritage with artwork showcasing the city, alongside unexpected touches like lighting fixtures made from musical instruments like trombones, for extra moments of delight. Traylor: LCMC Health’s commitment to include local artwork in the project really added a special detail that not only tells their story of being rooted in New Orleans, but also provides a very welcoming quality to the space.

How would you describe LCMC Health and its core clientele or audience?

Feirn: LCMC Health is a New Orleans-based, nonprofit health system on a mission to provide the best possible care for every person and parish in Louisiana and beyond, and to put a little more heart and soul into healthcare along the way. Our expert team of healthcare professionals is dedicated to leading Gulf Coast communities to better outcomes by creating a culture of wellness.

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

Feirn: Treating people like family is the LCMC Health way, and it always has been. Founded by Louisiana’s first freestanding children’s hospital, we’ve grown into a healthcare system that’s built to serve the unique needs of our communities and families across New Orleans. We deliver exceptional care close to home at our six hospital locations and network of urgent care centers and physician practices. With over 2,800 board-certified physicians specializing to treat the whole patient, our

community can count on us to provide extraordinary care right where they need it.

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

Kovalak: Ultimately, we designed each area of LCMC Health’s headquarters to create a sense of belonging and drive a connection with the brand — an approach that enabled us to build a place people are proud to visit every day. When brand is seamlessly ingrained into a workplace, it can bring your team together and cultivate an authentic atmosphere rooted in shared values and culture.

What are your biggest challenges?

Feirn: Like so many healthcare providers across the country, our biggest challenge at LCMC Health has been the labor shortage. The ongoing pandemic and Hurricane Ida have created staffing challenges in almost every role, but especially bedside nursing. Because of that, addressing staff burnout and fostering a culture of wellness is a top priority. Several spaces include wellness areas for staff to take moments to decompress and there are several open areas for group celebrations. Our welcoming environment creates a physical space that supports our employees as we continue to position our system and our people for long-term success.

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

Feirn: As a new system, LCMC Health is committed to better serving the needs of the greater New Orleans community, and we continuously strive to enhance the patient experience, both inside and outside of hospital walls. Our goal is to provide the best possible care and expertise for every person and every parish in Louisiana and beyond. T

“Graphics with positive affirmations, stylized lettering and cheerful drawings line the walls, creating moments of storytelling around our organization’s hospitals and staff,” said Greg

Feirn, CEO of LCMC Health.

QUICK LOOK

Years in Operation

LCMC Health was formed in 2009 when Children’s Hospital partnered with Touro Infirmary.

New Offices Opening

July 2021

Square footage

41,000 square feet on 24th and 25th floors

Persons in charge

Alison Anderson, chief of staff, and Scott Landry, senior vice president of facilities and support services of LCMC Health, led the renovation of the new corporate space.

Design Teams

Design concept and branding, Denver-based Monigle: Design by EskewDumezRipple (Mark Ripple, principal; Jill Traylor, principal and director of interior design; Kristin Henry, senior interior designer; Phoenix Montague, designer); general contractor, Impetus (formerly Palmisano)

Furnishings and art

Furnishings specified by EskewDumezRipple, provided by AOS. Artwork selected by EskewDumezRipple, provided by Where Y’Art.

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

STAINED GLASS WINE HOUSE 201 Huey P. Long

Ave. // Suite A, Gretna // Stainedglasswinehouse.com @stainedglass_winehouse

WINE ALL YOU WANT

A year after bringing the first self-serve wine bar to Old Gretna, the owners are already looking at ways to expand.

BY ASHLEY MCLELLAN PHOTOS BY EDMUND D. FOUNTAIN

Located just across the river from New Orleans in Old Gretna, Stained Glass Wine House is a first-of-its-kind in the area — a café-style, self-serve wine bar. Opened Nov. 20, 2021, Stained Glass embraces the wildly popular self-serve bar trend that has taken on new relevance in the past few years with COVID-19 safety precautions.

The idea came about during what Kyle Gregore and his close-knit group of co-business owners — spouses Tasha and Rich Davis and friend Gary Lipkos — call “Free-Thinking Friday.”

“We are all members of the Louisiana Air National Guard,” said Gregore. “The desire to start a business together is something that we have discussed for the last few years. Initially, we wanted to open a brewpub in the city, but a few of us were deployed overseas and as such we had to put those plans on hold. While Tasha was on assignment in Europe, she was exposed to earlier generations of the [selfserve] machines that we are using and thought that they would be a unique way to contribute to the growing wine and craft beverage experience in the city. When she came back to work, she met with Gary and myself on what we call ‘Free-Thinking Friday,’ which is basically when we have a couple drinks after work and just talk about random things.”

Self-serve café bars — while popular in Europe and other large cities in the U.S. — have not yet developed a business following locally. It was then that the light bulb moment happened for Gregore and his colleagues.

“No [neighborhood wine bar] existed at that moment in Gretna,” said Gregore. “The timing was just perfect as I was in a class that required me to submit a business plan. With each passing week, we kept brainstorming, and finally I submitted the business plan. It ended up getting a very good grade, so we figured, ‘Screw it, let’s do this.’”

While the group was excited about the idea of developing the business, creating the right welcoming environment, and providing easy access to a variety of beverage options, all while also balancing the challenges of navigating the new pandemic “normal” were key components to Stained Glass.

“We wanted to create an establishment that felt like the coffee shop of the evening, a place

Friends turned co-business owners Kyle Gregore, Gary Linkos, and Tasha and Rich Davis, along with team members Sean Moppert and Alicia Perry, opened Stained Glass Wine House in Old Gretna as a place for the community to relax, have a glass of wine or beer and connect. (Pictured left-right, Rich Davis, Kyle Gregore, Tasha Davis, Alicia Perry and Gary Linkos.)

that someone could go to for good wines and not feel judged because they didn’t know the difference between a Pinot Noir or a Cabernet Sauvignon, they just know what they like,” Gregore said. “The reason for self-serve was a multi-pronged decision: First, we wanted to take the one thing we hated about bars the most and remove it: lines. Second, we felt that COVID-19 would fundamentally change the way people would choose to interact, and the idea of people crowded together around a bar top would not be as prevalent as it used to be. Finally, we wanted to remove the perceived barrier of entry into wine. It can sometimes be hard to try new wines as the cost can get up there and you do not know if you will like the product, so we decided that the best way to resolve this was to offer the option of having 1-, 3- or 6-ounce pours.”

The new bar concept relies heavily on technology.

“The self-serve technology is super userfriendly,” he said. “When you come into the winehouse, you link the access card to your credit card and create a tab-type system. Our wines are set at [the] 1-, 3- and 6-ounce pours, so you can sample a wide variety of wines or choose to stick with your preference. For our liquor, it is dispensed in a single or double, while our beer is a traditional free flow beer tap. This allows you to sample as little as 1 ounce of beer all the way up to 16 ounces.”

Gregore said creating a new way of serving also included creating solid partnerships.

“For our system to work, we had to work with multiple vendors, as not only is there the side that our guests see (the machines) but there is an in-depth IT infrastructure that allows for everyone to have a seamless experience.”

Beyond happy customers, self-serve bars also offer restaurateurs and bar owners the ability to carefully manage their inventory in a new

In an effort to make trying new wines and beers easy and economical, Stained Glass offers a self-serve setup where customers can choose what they’d like to try and how big of a pour they want, from 1 to 6 ounces for wine and 1 to 16 ounces of beer.

way. According to a March 2019 article in FSR Magazine, “Because the machine is logging every ounce that leaves the tap, there is no money lost on samples or tastings. The [setup] also allows the facility to track consumption, making sure no guest is overserved.”

The article also cites a report by PourMyBeer, estimating that the automated draft system can save up to a 23% loss per keg, while providing a way to track customer trends on consumption and saving money and time spent on labor. “In a recent stress test between a high-volume draft system with four bartenders and the same amount of drafts with self-serve technology with two supervisors, it was found that the self-serve system outsold the traditional draft 4 to 1 over the course of three days. This is a 400% increase in sales, plus 50% saved on labor costs. There is no wait time, allowing for more consumption and more sales. Additionally, the freedom to self-serve gives guests the opportunity to find something they truly enjoy, so they’re more likely to refill.”

While the self-serve delivery system is part of the success behind Stained Glass, Gregore also credits the bar’s experienced team members, Sean Moppert and Alicia Perry, with managing the day-to-day activities that keep everything running smoothly.

“We personally do not have any experience in the hospitality/bar industry so we felt it was important to hire a team of people that could make up for our inexperience, and between Sean and Alicia they have over 20 years of experience,” said Gregore. “They really do run this business for us in a way that we could only dream of.”

Gregore added that sales have remained relatively consistent overall and that the wine bar is on pace to exceed its first-year expectations, “which is great because we all thought what we aimed for was a pie-in-the-sky goal.”

The team rotates wines and foods throughout the year to provide guests with new beverage and light dining selections.

“Every quarter, we sit down with our distributors and staff and look to change out at least 25% of our wines in order to keep it fresh and new each season,” Gregore said. “It truly is a collaborative event when we all get together to do group tastings. We score each and every wine we taste and go from there. Our staff keeps us informed if one of our selections is not a popular one and we don’t hesitate to move on it to meet customer demands; that is the biggest benefit to having these machines.”

In order to be able to focus on the wine and atmosphere of the bar, the owners decided to work with Westbank Shark Coochie Boards, a local company that makes charcuterie boards.

Stained Glass’ Old Gretna location was key to the partners’ business plan, which includes an emphasis on community and personal connection with local businesses and customers.

“We cannot thank the community of Gretna enough, from the business community, government officials and our neighbors we couldn’t be luckier. As first-time business owners, we have had the opportunity to meet many experienced business owners who have started to serve as mentors to us and

”helped to ingrain us into the community. Kyle Gregore, co-owner

“In addition to our boards,” said Gregore, “we also work with local pop-ups to introduce different flavors and styles of food to the Gretna community ranging from dim sum all the way to Birria.”

Maintaining a connection to the surrounding community has been critical to Stained Glass and its owners from the beginning.

“Tasha made it a point from the very beginning that this idea does not work anywhere else but in Gretna,” said Gregore. “And Rick — being the artist and carpenter out of the group — was able to see this blank slate and the potential for what this physical construct of the space could be.”

In less than a year in business, Stained Glass has already offered a range of events, including a wine education tasting, a whiskey tasting, teacher appreciation nights, a community plant exchange social and a weekly yoga class. Gregore said the team is currently focused on plans for some to-be-announced new additions.

“We do have plans to add more self-serve options, but I don’t want to give away too much yet,” he said. “At this location we are pretty much land-locked and cannot expand our space; however, we are working on ideas on how to grow our company so that we can bring the unique experience of Stained Glass Wine House to many, many more future guests.” T

FROM THE LENS NEW ORLEANS 500

DID YOU KNOW? Since 2012, Jim Cook has led all aspects of business at Sheraton New Orleans Hotel, a 1,100-room business hotel on Canal Street opened in 1982. The Massachusetts native says he fell in love with “the people, culture and the vibrancy of New Orleans’’ when he arrived in town.

Jim Cook

General Manager of Sheraton New Orleans Hotel

What’s your favorite

festival? Jazz Fest

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

Bourrée Cajun Smokehouse on Carrollton Avenue

What’s something exciting on the horizon for your

company/organization? We are in the design phase for a renovation that will change the way our guests interact with our public spaces.

What’s the best advice

you’d give to others? If you believe others are trying to do their best, you will listen better to their perspective and learn along the way.

What do you love

about your job? I get to interact with people who are engaged in all the activities our lives offer. We host people from around the world whose interests vary as much as their personalities. I also love to see people who realize they have skills and potential they didn’t see in themselves until we pushed them a little out of their comfort zone.