BIZ. BUSINESS JOURNAL FOR NWLA
INFRASTRUCTURE
Johnson: I-49 Inner-City Connector delayed The I-49 Inner-City Connector project is looking at a delay of at least 18 months, according to Congressman Mike Johnson. PAGE 6
June 2020
Innovation Collaboration Realization
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OPINION DAVID SPECHT q
Entitlements mean more political power DAVID SPECHT DSPECHT@BIZMAGSB.COM
BIZ. TEAM Editor & Publisher David Specht
dspecht@bizmagsb.com Chief Financial Officer Kelly May
Account Representatives Randy Brown Chris Sepeda Production Louis Mitchell Special Contributors Dr. Les Guice,
Lisa Johnson, Angie White
Dr. Rick Bateman Dr. Earl Meador Terri Haynes
Contact Website: bizmagsb.com Phone: 318-747-7900
I am not a conspiracy theorist. I leave that up to those who have the time to do such things. However, I am an observer of trends. What we all have witSPECHT nessed during this pandemic have been behavioral and political changes of epic proportions. As the outbreak spurred a government-led shutdown of the economy, many were left wondering how to make ends meet with no revenue, wages, etc. The merits of such a shutdown can be debated by those in health care and politics. Once the shutdown was a reality, the government came in with “help.” Trillions of dollars in spending resulted in grants, loans, unemployment benefits, and other entitlements. The number of first-time recipients of government assistance hit an all-time high. People who would never take a “handout” found themselves jumping through hoops to get in line for the funds. Some of us raised the question
about the long-term costs of such “generosity.” The answer coming from those holding the purse strings was the same. “We cannot do nothing.” Whether established with good intentions or not, the “funding of America” has created some interesting consequences. People on unemployment are refusing to return to work because they make more money at the house than at the job, thanks to federal stimulus. Businesses are paying people that aren’t working full time hours in order not to jeopardize the forgiveness of their Payroll Protection loans. State and local governments are all but begging Washington DC to help bail them out of financial straits. None of this makes financial sense, but it does make political sense. Ever since FDR’s “New Deal,” people in political circles have learned that once you “give” someone an entitlement, you can control them with the threat of taking it away. Each political cycle brings the same threats. Seniors are told if they vote a certain way, their Social Security,
Medicare, or other benefits are in jeopardy. The impoverished are told a wrong vote could eliminate welfare, food for their children, education opportunities, or worse. In a post-pandemic election cycle, is it possible the threat of losing additional stimulus could be aimed at small-to-medium-businesses, the middle class, and the like? Bill Clinton rode, “It’s the economy, stupid,” all the way to the White House. What happens when the government controls the economy instead of the free market? The government’s economic response to this pandemic may have been made with the best of intentions, but make no mistake, the effects of this response is a market that is now becoming more reliant on entitlements to function. As we attempt to bring our economy back to normal, whatever that means, we need to be wise in how much we turn to the government for assistance. At the end of the day, there is no such thing as a free lunch, and the borrower is always a slave to the lender. DAVID SPECHT IS EDITOR AND PUBLISHER OF BIZ. MAGAZINE
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NEWS
Public Service Commission approves SWEPCO wind project Southwestern Electric Power Co. (SWEPCO), an American Electric Power (NYSE: AEP) company, has received Louisiana Public Service Commission (LPSC) approval of its request to add 810 megawatts (MW) of wind energy. The LPSC approved the terms of a settlement agreement reached in March 2020 by all parties in the proceeding, including the LPSC Staff, the Alliance for Affordable Energy, Walmart, Inc. and SWEPCO. “This is an exciting opportunity to bring more low-cost renewable energy to our Louisiana customers,” said Malcolm Smoak, SWEPCO president and chief operating officer. “We appreciate the careful review by the Louisiana Public Service Commission for this plan to bring the benefits of resource diversity and long-term savings to the families, businesses and communities we serve. Clean and affordable energy helps customers meet their own renewable energy and sustainability goals, and makes our community more competitive
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for economic development.” As part of the settlement agreement, SWEPCO also plans to issue a request for proposals for up to 200 MW of solar generation resources to be located in the company’s service territory with construction beginning in the next three years, pursuant to regulatory requirements and review. Significant increases in wind and solar energy are part of SWEPCO’s longrange Integrated Resource Plan. North Louisiana LPSC Commissioner Foster Campbell made the motion in favor of the SWEPCO wind and solar plan, and it was unanimously approved by the LPSC. “This is the largest renewable-energy project ever put forward by a Louisiana utility,” Campbell said. “I’m proud that the Louisiana Commission is making this move. And I’m happy that it has a Northwest Louisiana solar component to go along with the wind power.” “Wind and solar should no longer be called ‘alternatives’ – they
are now the first choice for many power companies. That’s because they are clean and often cheaper,” Campbell said. “We owe it to the 231,000-plus SWEPCO customers in Louisiana to make these investments.” SWEPCO’s wind project includes the acquisition of three wind facilities in north central Oklahoma – known as the North Central Energy Facilities – in conjunction with its sister company, Public Service Company of Oklahoma (PSO). Pending regulatory approvals, SWEPCO will own 810 MW, or 54.5% of the 1,485-MW project. SWEPCO and PSO will acquire the projects at their completion in 2020 and 2021. In addition to the environmental benefits of wind energy, SWEPCO customers will save an estimated $2 billion over the 30-year expected life of the new facilities. SWEPCO’s 810-MW proposal is scalable to align with regulatory approvals by state, subject to commercial limitations. Two states that approve the project would have the
ability to increase the number of megawatts allocated to them if one state does not approve the proposal. The LPSC approved an option that could increase Louisiana’s allocation to an estimated 464 MW from the original 268 MW. The Arkansas Public Service Commission also accepted an option to increase its allocation when it approved the project earlier this month. The project remains under regulatory review in Texas. PSO received final Oklahoma Corporation Commission approval Feb. 20, 2020, of a settlement agreement in its plan to add 675 megawatts of wind energy. The Federal Energy Regulatory Commission (FERC) has approved the acquisition of the wind facilities by SWEPCO and PSO. SWEPCO serves more than 536,300 customers in three states, including 231,000 in northwest and central Louisiana, 185,500 in Texas and 119,800 in Arkansas. FROM STAFF REPORTS
FEATURE
Photo by Stacey Tinsley Louisiana Governor John Bel Edwards offers words of congratulations during STRIKEWERX’ virtual ribbon cutting ceremony May 28.
Innovation, collaboration, realization STRIKEWERX to connect private industry with AFGSC needs
BY STACEY TINSLEY
A
ir Force Global Strike Command officially opened its new innovation center, STRIKEWERX, during a virtual ribbon cutting event May 28 at the Cyber Innovation Center. STRIKEWERX is the command’s official storefront to traditional and non-traditional industry partners, to include small businesses, startups, and academia. The innovation center will provide an “outside the fence” venue to engage and collaborate with non-DoD partners in new and efficient ways. These partnerships will be pivotal to finding unique solutions to the command’s challenges. During the event, patrons heard in-person comments from Craig Spohn, Executive Director of the Cyber Innovation Center. “In April of this year we marked the CIC’s 10th anniversary. Today is a celebration of effort over those past ten years to bring a
CLOSER LOOK q
WHAT IS STRIKEWERX? With thousands of square feet of collaboration space in the heart of the Ark-La-Tex and proximity to Barksdale Air Force Base, Louisiana Tech University, and LSU Shreveport, the STRIKEWERX Innovation Hub connects people and resources across government, industry, and academia to solve the most challenging problems faced by Air Force Global Strike Command.
space like this into existence. Over that period, we’ve strived to build transformative economic change in NWLA to improve the quality of life for all members of our community,” Spohn said. “This new state-of-the-art facility outside of Barksdale AFB will allow us to connect local businesses, entrepreneurs, academics, with AFGSC Headquarters. It is a “walkin” Innovation Hub to facilitate solutions to challenges Gen. Ray faces as commander of AFGSC and the US Strategic Command Joint Force Air Component Commander,” he added.
“While we are a “brick and mortar” storefront to the local solution providers, we are a virtual connection nationwide for the business and education sectors to provide solutions to AFGSC’s challenges. We will transition these technologies, knowledge and expertise from the commercial world and apply them to Gen Ray’s mission set,” Spohn concluded. Patrons also heard from General Timothy Ray, Commander Air Force Global Strike Command. “We, as a very small command, but with a huge mission set we know that we’re going to have to
think about things differently. We are going to have to move faster,” Ray said. “What were able to see now is a chance to come up with great ideas and scale them quickly across our command.” “Our idea is to come into this facility with a clear picture of the gaps and the things that we need closed,” he added. Also during the event, patrons heard special video messages regarding the opening of STRIKEWERX from Congressman Mike Johnson; Senator Bill Cassidy; and Governor John Bel Edwards. “One of the most exciting aspects of this project is this walk in hub at the Cyber Innovation Center. We’re going to have the brightest minds from business and academia that will come together with General Ray and his team to solve some of the greatest challenges facing our military,” Johnson said. “Our community is going to be involved and be a integral part of maintaining what President Reagan used to say so well. “Peace through strength”. This truly is a special day for our community,” he added.
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Economic agencies BOSSIER CHAMBER OF COMMERCE q
New partnerships, new opportunities Partnerships are the cornerstone of our work at the Bossier Chamber. We partner with our members, JOHNSON to anticipate and find solutions for the needs of our industries. We partner with our education institutions to make sure the business community and educational entities are connected to build our workforce. We partner with our elected officials to meet needs at the legislative level to continue to grow our economy. We partner with other civic and professional organizations to complete the whole of what our community needs. As we work to advocate and educate our members to provide them with the most opportunities, we are adding a very important partnership to our repertoire - working with the Coordinating & Development Corporation to help implement WIOA (Workforce Innovation and Opportunity Act) in our community to connect dis-
“
BIZ. BITS q United Way of Northwest Louisiana receives grant from Kansas City Southern United Way of Northwest Louisiana (UWNWLA) has been awarded an $80,000 grant from Kansas City Southern to support the organization’s COVID-19 emergency response. The funds from Kansas City Southern will be split across UWNWLA’s emergency response efforts. $20,000 will go to the United for NWLA Fund, which provides direct financial assistance to ALICE (Asset Limited, Income Constrained, Employed) families currently struggling due to the pandemic. The remaining funds will underwrite United Way’s 211 Information and Resource Helpline, a program that connects callers to other nonprofit and governmental resources, such as food pantries, rental assistances, health and mental health care. The 211 Information and Resource Helpline also coordinates access to emergency and disaster resources during times of crisis. “The response from our corporate partners and their support for our COVID-19 pandemic and emergency efforts have been overwhelming,” says Dr. Bruce Willson, Jr., president and CEO of United Way of Northwest Louisiana. “The grant from Kansas City Southern will allow us to not only provide emergency assistance to those in need due to the pandemic, but it will also help increase access to many other community resources through 211for all residents in Northwest Louisiana. We are incredibly thankful to Kansas City Southern for their support of this community during this difficult time.”
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placed workers with jobs from our business community. As defined by the Department of Labor, WIOA is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global
are looking to join the workforce we are already supporting in so many ways. Running this program through the Chamber, in coordination with CDC, is just one more way we are serving as a catalyst to drive our community forward. In the midst of the COVID-19 pandemic and its coming aftermath, we anticipate In the midst of the will not only be more COVID-19 pandemic there dislocated workers in our and its coming after- community but also more opportunities. We are a math, we anticipate central location with strong there will not only transportation value at the crossroads of Interstates be more dislocated 20 and 49. We have great workers in our com- institutions who will create munity but also more training to meet the exact needs of our area. We have opportunities. strong businesses that are pivoting to be even stronger economy. during and after the pandemic. This partnership grows the We are ready to fulfill our vision of being the collaboration scope of work the Chamber hub for business in Northwest does as a connector within our Louisiana by connecting all of community and it was a natuthe dots to make sure we come ral next step for us. We already out of this stronger, better, more have great connections with nimble and better equipped. our businesses and education institutions, as well as our milLISA JOHNSON | PRESIDENT & itary community. Now we will CEO OF THE BOSSIER CHAMBER work directly with people who OF COMMERCE.
Mike Johnson: I-49 Inner-City Connector delayed The I-49 Inner-City Connector project is looking at a delay of at least 18 months, according to Congressman Mike Johnson, R-Dist. 4. He made the announcement during the Bossier Chamber of Commerce’s Chamber Chat May 19. “DOTD [Louisiana Department of Transportation and Development] has just informed us they are now an estimated 12 months from completing an environmental impact study,” Johnson said. He added that he estimates a time for public comment would
take a minimum of 6 months after the environmental impact study. “We are not expecting a Record of Decision until the end of 2021.” Johnson said it is important for DOTD and The North Louisiana Council of Governments [NLCOG] to be diligent in completing all necesJOHNSON sary tasks, as federal infrastructure investment is possible as part of ongoing stimulus or after the election in 2021.
“We have our partners in Washington ready,” Johnson said. - FROM STAFF REPORTS
LEADERSHIP DAVE RAMSEY q
Characteristics of a transformational leader Have you ever heard of transformational leadership? Simply put, it’s a style of leadership where the person in charge motivates their team to come together RAMSEY and work toward a common goal through their own actions and by being an example. It’s a lot more than just barking orders, and when done well it inspires and develops leadership potential in others. Transformational leaders look after the best interests of their team, and they make things happen by supporting everyone’s work. Now that you have a basic idea of what transformational leadership is, let’s look at some characteristics of those who do it well. Transformational leaders: Put the team first They look for every opportunity to show their team that everyone is in it together. They live out servant leadership through their actions.
They serve their team, and everyone else, by putting them first. Give their teams ownership What’s the quickest way to lower morale, stifle creativity, and generally make your team members miserable? Hover over everything they do. Transformational leaders don’t micromanage. Give praise Transformational leaders make a habit of catching people doing something right, and letting them know about it. A sincere compliment is so unusual that it immediately sets them apart. Influence As a leader, it’s not enough to be right. You need other people to buy-in, so the ability to influence others is important. Transformational leaders do this all day, and they’re good at getting their coworkers to participate. They take initiative, and step up to the plate when others don’t. Repeatedly cast their vision If you play for something bigger than yourself, you play harder and smarter. The same holds true for your team. They’ll work harder if there’s a sense of calling. Transfor-
mational leaders repeatedly show their team what they’re working for and why. Know the why The reason for being in business is the foundation for everything you do. It’s the DNA of your company, and it helps you focus on what matters most, creates your culture, drives decisions, and fires up your team. Winning companies know the why of their business, and they share it repeatedly with team members. Make the hard decisions One of the hardest parts of being a leader is making the tough calls. You know your decisions directly affect those around you, but transformational leaders don’t avoid difficult decisions. They face fear head on. Seldom use power A boss has an iron grip on his team, expecting every employee to jump at his or her command. A transformational leader realizes the only power they can use is persuasion. If you want employees, boss them around. If you want a team, explain why you do what you do, and invite input.
Shoot sacred cows This one might sound a little odd, but it’s a key core value at Ramsey Solutions. Shooting sacred cows means we stick by our principles, but we always challenge processes. Transformational leaders don’t do things “because we’ve always done it that way.” If something isn’t working, change it. If something is broken, fix it. The theory of transformational leadership isn’t anything new, but it’s still popular for a good reason—it works. Every leader at our company practices it. Maybe you should, too! LEADERSHIP AND SMALL BUSINESS EXPERT DAVE RAMSEY IS CEO OF RAMSEY SOLUTIONS. HE HAS AUTHORED NUMEROUS BEST-SELLING BOOKS, INCLUDING ENTRELEADERSHIP. THE DAVE RAMSEY SHOW IS HEARD BY 16 MILLION LISTENERS EACH WEEK ON MORE THAN 600 RADIO STATIONS AND MULTIPLE DIGITAL PLATFORMS.
We see extraordinary courage. We see a culture of resilience. We’ll make it through the tough times, we always do. And Blue Cross will always be here to support you. bcbsla.com 01MK7320 04/20
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WORKFORCE DEVELOPMENT NLEP q
Finding employees as you reopen Are you a business owner trying to ramp up operations after the statewide shutdown, or adding jobs due to new business created by COVID-19? WHITE You could get your jobs in front 326,504 Louisiana residents by posting your jobs on the HIRE website. Helping Individuals Reach Employment (HIRE) is the Louisiana Workforce Commission’s database of available jobs and job seekers, and it is free for both parties. All residents who have registered unemployment insurance claims are automatically enrolled in the HIRE system, and as of the week ending May 16, the last data available from the Louisiana Workforce Commission, that was the number of claims.
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Though all residents with an unemployment insurance claim are automatically enrolled in HIRE, how much they stand out to employers depends on the degree to which they complete their online profile, with education, training, work history and industry credentials such as professional degrees and technical certificates. An employer can search the database of job seekers within a given geography that have noted in their profile they are looking for a job. Likewise, job seekers can search for jobs using a wide variety of sorting and filtering paths, such as geography, industry, occupation or keyword. When they find a job they are interested in, they can pull up the job description, see what type of training, experience or other criteria are required and salary offered if it is published. When a job seeker finds a job they like, they apply through the website or the em-
ployer can direct them to apply using their standard channels (e.g. corporate careers page). Employers can post one job on HIRE or 200 jobs and there is no cost to the employer, except the time it takes to fill out the job notice. This is not a recommendation that employers stop using their standard methods of recruitment, but given that an unprecedented number of Louisiana residents is currently captured within the HIRE system, it is a way to dramatically increase the number of job seekers that may see a job notice. For employers interested in posting jobs on HIRE who have never used the system before, visit www.louisianaworks.net and near the top of the page click the option to “Register for your hire account.” On the next screen, scroll to Option 3 “Create a User Account” and select the Employer tab. From here, it will ask you for information
about your business such as you Federal Employer Identification Number (EIN) or Tax ID number (FEID) and your Unemployment Insurance Employer Account number. It should be self-explanatory from there, but if you need assistance getting jobs posted contact Jacques Lasseigne, Industry Sector Coordinator for the Louisiana Workforce Commission at JLasseigne@lwc.la.gov. There are many organizations around the state focused on getting Louisiana companies safely back in business and residents back to work. The North Louisiana Economic Partnership will be regularly sharing tools that can help you through this process. ANGIE WHITE, CECD | EXECUTIVE VICE PRESIDENT AND WORKFORCE INITIATIVES DIRECTOR AT THE NORTH LOUISIANA ECONOMIC PARTNERSHIP.
CAREER & TECHNICAL CERTIFICATES in as few as 4 classes BOSSIER PARISH COMMUNITY COLLEGE
BPCC.edu
Bossier Parish Community College is accredited by the Southern Association of Colleges and Schools Commission on Colleges to award associate degrees, diplomas, and certificates. Contact the Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4500 for questions about the accreditation of Bossier Parish Community College. • Bossier Parish Community College does not discriminate on the basis of race, color, national origin, gender, age, religion, qualified disability, marital status, veteran’s status, or sexual orientation in admission to its programs, services, or activities, in access to them, in treatment of individuals, or in any aspect of its operations. Bossier Parish Community College does not discriminate in its hiring or employment practices. • Coordinator for Section 504 and ADA: Angie Cao, Student and Disability Services Specialist - Disability Services, 6220 East Texas Street, Bossier City, LA 71111 - (318) 678-6511 - acao@bpcc.edu - 8:00 a.m.–4:30 p.m. M-F, excluding holidays and weekends. • Equity/Compliance Coordinator: Teri Bashara, Director of Human Resources - Human Resources Office, 6220 East Texas Street, Bossier City, LA 71111 - (318) 678-6056 - 8:00 a.m.–4:30 p.m. M-F, excluding holidays and weekends.
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HIGHER EDUCATION RICK BATEMAN q
BPCC This Fall: On-campus, Online, & On Pace Henry Ford once said, “Obstacles are those frightful things you see when you take your eyes off your goals.” The COVID-19 pandemic may BATEMAN have challenged us, but it has not distracted us from our vision or our strategic goals. BPCC continues to strive to be America’s premier two-year college committed to excellence in service to our students and support for our faculty and staff. Despite the challenges this spring, a record number of students graduated from BPCC in May. Now, we are looking into the future with a laser-focus to ensure that our students continue their studies in a safe, healthy environment and that they stay on pace through completion. And to an increasing degree, graduating seniors and others attending four-year universities are taking another look at continuing their studies at BPCC this fall. The COVID-19 pandemic has defined our lives by phases, with Phase I of the Open Safely LA plan currently being implemented. Summer courses at BPCC began on May 12 and additional terms will launch in June and July. In adherence to safety guidelines and protocols, BPCC decided to offer studies online for the summer and we have seen a 5% increase in enrollment compared to last summer. The beginning of Phase II will permit colleges and universities to reopen and BPCC is preparing for the fall 2020 semester with a plan for flexibility that ensures we continue to allow the health, safety, and well-being of our students, faculty, and staff to drive the decision-making process. In early June, Governor Edwards will determine if Louisiana is ready to enter Phase II; for fall 2020, BPCC’s leadership has developed a proactive plan to return essential faculty, staff, and administrators to a campus
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that is thoroughly sanitized. The College is also partnering with a healthcare provider to help coordinate health screenings and to provide on-site tele-health for employees. Returning and new students will find that BPCC has taken every precaution, followed the guidelines of the CDC, and students can have confidence that their college is a healthy, safe, secure, and caring learning environment. On the instructional front, implementation of the Phase II plan will involve courses that are offered via online, on campus, and hybrid approaches. Courses will be delivered in ways that maintain social distancing while focusing on competency development, enriched learning experiences, and quality outcomes. Students at BPCC this fall will find that our plan for providing instruction is tri-fold: Courses will be delivered in a variety of ways: Many courses will be available via instruction that takes place entirely online; Other courses will be delivered through a hybrid approach which means that the instruction is delivered face-to-face and online; Some hybrid courses will be online dominant while others will see instruction delivered on campus; the development of course and program outcomes will determine the modality used by faculty members. Courses with hands-on components delivered on campus will follow strict health and safety guidelines. Being attuned to the needs of our communities is critical, and to that end, we are providing opportunities for learning that are responsive to the needs of our students while also understanding that some of our students, faculty, and staff will remain vulnerable to this coronavirus. The commitment to multi-modal delivery of instruction will provide us with the flexibility needed to ensure a safe environment for those unique classes in which faculty and students require access to specialized equipment
and laboratories. We understand that there must be this type of flexibility in our offerings to accommodate all our students, and we are committed to high-quality instruction in a variety of ways while remaining committed to our mission to provide caring learning environments for all in our care. Implementation of Phase II will also require excellence in developing operational processes that embrace new safety and sanitation standards and serve to protect those who come to our campus. Our return to campus under Phase II will coincide with the attainment of the following expectations: Having adequate PPE supplies for employees and students on campus; Identifying the number of essential personnel who will return and on what schedule; Planning for areas that may be closed or partially re-opened to maintain social distancing; Identifying essential services to be re-established at specified buildings and on specified floors; Identifying key access points and the flow of traffic in buildings (and on specific floors); Identifying capacity for classrooms and labs that permit the maintenance of social distancing guidelines; and Providing professional development and training related to safety and sanitation protocols. Planning is an essential part of meeting these expectations. Therefore, we have established a taskforce whose mission is to outline the requirements for returning to the campus and for implementing the approved protocols once Phase II begins. Members of the team include, but are not limited to, leadership from the Physical Plant, Purchasing, Student Services, Computer Services, Public Relations, Institutional Effectiveness Initiatives, and Innovative Learning offices. An important element of implementing Phase II is that departmental supervisors will present a plan to the appropriate Vice Chancellor that identifies sup-
port staff and administrators who are necessary to provide essential services on campus. It is understood that Phase II will continue to see a significant amount of remote work and that this will allow us to maintain operations with everyone’s safety as a priority. With COVID-19 continuing to be a threat to our people, making decisions as to how to proceed has been challenging for higher education leadership. However, BPCC has developed concrete solutions for a successful fall 2020 semester. It is important that our students have clarity on what they can expect from BPCC this fall and we want students to know that the way we will operate, though not ideal, is designed with them and their academic goals in mind. Our plans for Phase II may limit some of the traditional engagement with students—an engagement that gives us energy and is a key element of BPCC culture—but our faculty will be practicing a high level of engagement through the remote learning environments they create for their courses. Health and safety guidelines in place will provide for monitored access of hands-on learning opportunities for some classes on campus as well. But whether it is online or on-campus, this fall, BPCC will keep students on pace to complete their studies. For those who might otherwise leave home to attend a four-year university but wonder if this is the right time… consider attending BPCC in the fall. We will take great care of you and keep you on pace as well. We see the obstacles before us but we also remain focused on our goals—world class service to our students and commitment to supporting our faculty and staff who innovate solutions every day with students in mind. DR. RICK BATEMAN | CHANCELLOR OF BOSSIER PARISH COMMUNITY COLLEGE.
HIGHER EDUCATION LES GUICE q
Louisiana Tech moving through Phase 1 and beyond As the State of Louisiana moves through Phase One of its reopening plan, Louisiana Tech University is continuing its work to provide GUICE unparalleled educational opportunities for the people of our region, state, and nation. COVID-19 has changed things for many of us, and higher education is no different. In accordance with our state’s plan, Louisiana Tech has been bringing a limited number of essential employees back onto campus, and we plan to have students, faculty, and staff all back on campus beginning in the Fall 2020 quarter. We continue to have two commitments as we move through –
and out of – this crisis: Caring for the health and safety of our students, faculty, and staff Ensuring our students continue to make progress toward their academic goals Our staffing priority during Phase One has been to return employees whose roles are essential to safety and preparing campus for the Fall 2020 Quarter as well as those who cannot effectively perform their roles from home and are critical to ongoing operations. Teleworking remains mandatory for those whose work can be effectively completed at home and for those who are considered high-risk or who live with high-risk family members. During Phase One, we are observing the following best practices to continue to focus on safety and health for all our students, faculty, and staff:
Physical distancing – individuals should stay at least six feet apart and be mindful of enclosed spaces. Hand washing – individuals should wash their hands often. Face covering – people should wear masks or face coverings on campus in public and when physical distancing is not possible. Cleaning – the University will increase cleaning and disinfection frequently touched surfaces. Common areas – the University will keep common areas closed. Monitor health – employees should ensure they do not have fever or COVID-19 symptoms before reporting to work. All current phases of the Louisiana Tech plan are available online. This plan will likely change as we adapt to the changing situation with the virus, state
mandates, and federal requirements. For our summer classes, those scheduled for the first half and complete term will be delivered online, and we will make a decision on the second half of the summer term as we move through the summer. We look forward to sharing the next phases of our own plan for returning to campus as we adapt to the requirements Gov. John Bel Edwards has set forth. I am so appreciative of the patience and perseverance of our Tech Family this spring, and I speak for everyone when I say we are ready to have our students back on campus – they are the reason we exist. DR. LES GUICE | PRESIDENT OF LOUISIANA TECH UNIVERSITY.
Salutes
● Faculty on the front lines of caring for COVID-19 patients in Shreveport, Monroe and the Strike Team to New Orleans ● Faculty contributing the following significant measures in testing and treatment of COVID-19 patients Creation of the Emerging Viral Threat (EVT) Testing Lab — a CLIA/CMS/CDC approved lab yielding high volume and reliability Creation of a serology testing lab critical to optimizing convalescent plasma therapy success and a “return to work” pathway Creation of lab producing 3D nasal swabs critical to expanding COVID testing due to national swab shortage Delivering the first convalescent plasma therapy in Louisiana to a critically ill COVID-19 patient Delivering the first inhaled nitric oxide therapy in Louisiana and the second in the US following Harvard Delivery of COVID-19 testing in medically underserved and rural areas
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OPINION BIZ, BITS q BPCC offers Google IT Support Professional certificate training Bossier Parish Community College’s Division for Economic & Workforce Development launched Google’s IT Support Professional Certificate training this month (May 2020). This course will be offered for $55 for a limited time and scholarships may be awarded. BPCC’s Google IT Support Professional Certificate brings together Google’s curriculum on the Coursera platform with live support from faculty experts. This hybrid-online format allows students the flexibility to complete lectures and labs at home while providing them with the availability and expertise of an on-campus instructor. “Bossier Parish Community College looks forward to offering our students and local businesses with the training needed to earn Google’s IT Support Professional certification,” said Dr. Gayle Flowers, Vice Chancellor for Economic & Workforce Development. “We are grateful to be collaborating with Jobs for the Future and Google on this new initiative in Louisiana. We also appreciate that the Louisiana Community and Technology College System added this credential to their approved IBC list in recognition of its value to our state’s cyber/IT infrastructure.” BPCC is one of the 100 community colleges to offer the IT Support Professional Certificate from “Grow with Google” to entry-level learners in several states on the Coursera learning platform. Google’s IT Support Professional Certificate trains learners with no prior experience to be IT support professionals in less than six months with a course commitment of about five hours per week. Since its inception, more than 40,000 learners have enrolled in the online program. “This initiative reflects JFF and Google’s belief in the transformative—and often untapped— potential of community colleges across the nation,” said Maria Flynn, president and CEO, JFF. “It’s about building powerful connections between educators and employers—and leveraging technology in targeted ways—to build a stronger workforce.” For more information about the Google IT Support Professional Certificate and dates for the training, contact Beonica Rutherford-Frazier, BPCC’s WorkBased Learning Project Director, at email: bfrazier@bpcc.edu or call 318-678-6015.
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BUSINESS INTERACTIONS q
Teamwork = Synchronicity Several years ago, the Rotary Club of Shreveport held dragon boat races on the Red River. My business friend, Tom Arceneaux, a Director of the HAYNES Blanchard, Walker, O’Quinn & Roberts law firm, writes a business development article. In a recent post, Tom mentions the dragon boats. Following is an excerpt from his article. “…Admiral McRaven … describes the SEAL boat crews on small rubber boats to fight the waves, get through the surf zone, and paddle several miles down the California coast. What matters most is not strength, but teamwork.” “This reminds me of the several years when the Rotary Club of Shreveport sponsored a dragon boat tournament on the Red River. Dragon boats are slim boats with 20 paddlers, one person to steer, and a drummer or caller. I was part of a couple of dragon boat teams, and what we learned quickly was the synchronization of the crew was the most important thing, not how strong the paddlers were.” “Really great teams are in sync with each other, not competing with each other.”
The Caddo Parish Fire Department’s team won the dragon boat races several times. Although they had some strong individuals, they won because they practiced as a TEAM, both for work and in race preparation. Their synchronicity was obvious when you watched them paddle their boat. In the 1990’s, the Chicago Bulls were a team of highly strong, talented, and big-ego players. Yet, Coach Jackson kept them in check, providing each player with separate and distinct coaching based on their individual personalities. This kept the team working in sync toward the common goal while keeping egos in check. Are your team members in sync with each other, working toward a common goal? Chances are, you did not choose the people on your teams; you inherited them. You may also have at least 1 strong and 1 weak team member. How can you get your team working in sync toward the department and organization goals? Below are some ideas. Revisit or determine new goals as needed for your area. How will you measure the steps to reach the goals? (What gets measured gets managed. – Peter Drucker) Share the goal(s) with your team in an energetic manner. Energy
from a manager is highly contagious. Work with each individual, providing guidance, coaching, encouragement, and even correction. Have regular check-ins to review the numbers together. Encourage teammates to help each other reach the goal. Celebrate successes. Celebrations can be quick 5-minute team meetings announcing the success and high-fiving, or a batch of home-made cookies to share as you verbally acknowledge their excellence. Just celebrate TOGETHER. If your team is performing subpar, start with a small, easy to obtain goal. Once accomplished, celebrate, then move to the next goal. Remember, people want to be part of a winning team. And, a winning team is always in sync. As we move toward normalcy, take advantage of your fresh start. Provide your team the vision and inspiration to work in sync, accomplishing goals together. Efficient, successful teams save time, money, enjoy work, and provide a better service to your customers and clients. TERI HAYNES | BUSINESS INTERACTIONS, LLC | IMPROVING HUMAN INTERACTIONS IN BUSINESS
Campbell: $600 million coming for rural broadband The big shift to home-based work and schooling during the coronavirus means Louisiana more than ever needs to bring internet service to all parts of the state, according to Public Service Commissioner Foster Campbell. “Nothing is more important for rural parts of our state than highspeed internet,” Campbell said. “It’s just like the telephone used to be before we had telephones.” Louisiana is in line to receive an estimated $600 million in federal government aid over the next 10 years to spread broadband to “unserved and underserved” rural areas. Campbell said the aid is coming from the Federal Communications Commission’s Rural Digital Opportunity Fund.
“The Public Service Commission does not regulate the internet, so I can’t magically wave a wand and get it to everybody. And the internet companies want to go where the population is. I’m saying, ‘If you’re going to get into this (FCC) program we’re going to serve some unserved places.’ “High-speed internet is my number-one priority for North Louisiana,” Campbell said. The FCC has allocated $20.4 billion to be spent nationwide over the next 10 years, with the first phase beginning in October of this year. Phase 1 calls for 627,000 new internet locations in 45 states including 182,458 in Louisiana. Of the state’s allotment, more than 79,000
new locations will be in the 24 parishes of North Louisiana that make up Campbell’s LPSC District 5. “The addition of 79,000 new broadband locations will be welcome news for North Louisiana,” Campbell said. “Nothing is more important for businesses, hospitals, lawyers’ and doctors’ offices, any kind of retail business. They have to be able to get on the internet.” These new internet locations are in addition to the nearly 55,000 homes and businesses in North Louisiana made internet-accessible in 2016-2020 by the FCC Connect America program. That earlier FCC effort helped fiber, wireless and satellite internet providers bring broadband to many unserved areas of America.