BIZ. BUSINESS JOURNAL FOR NWLA
SPECIAL LIST
Introducing the 2020 honorees
After much delay, the 2020 honorees for BIZ. Magazine’s Best Places to Work are here. STARTING ON PAGE 13
August 2020
HEALTH & BUSINESS
THE GREAT
MASK DEBATE Mandates, lawsuits, and politics take center stage Feature | P.7 Does the SBC know your name? Join the Leaderboard. Submit your awards, promotions, new hires, etc. bizmagsb.com/leaderboard
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ELIZABETH G. KILLOUGH, CPA
Tax Director as of July 1, 2020
MALIA M. WOLLERSON, CPA
Tax Director as of July 1, 2020
Kathryn Gaiennie Fine Photography
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OPINION BOSSIER CHAMBER OF COMMERCE q
Separating the great from the good 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 Angel Albring Dr. Les Guice
Lisa Johnson
Dr. Larry Clark
Dr. Rick Bateman Terri Haynes
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You know what separates a GOOD employer/boss from a GREAT employer/boss? Trust. Positivity. F l e x i b i l i t y. During the COVID-19 pandemic, the need for these values has been amplified and has become a cornerstone for businesses that have been successful in keepJOHNSON ing operations and bottom lines steady. Many employers have made accommodations for employees to work from home, beginning with the stay-at-home orders in March. This setup works best when employees and bosses alike trust that they will reciprocate one another in this relationship – providing resources and possibly equipment, giving leeway, and producing the work that is needed. Trust also means being considerate of employees and coworkers. Follow CDC guidelines, have sanitation supplies readily available and work hard to ensure your workplace is a safe place for people to come. Help all employees realize that workplace practices – like breakrooms and visiting “the watercooler” may look different but encourage interaction through Zoom meetings and chat features through your in-house email systems. Positivity has been a MUST during the pandemic, especially since there are times when it has been hard to produce. We get it. But, making sure you are supportive of your employer as well as your employees and remaining positive about the outlook ahead is a great way to build loyalty and retention. There is no trait more important right now than
FLEXIBILITY! We have all been stretched, personally and professionally, during the COVID-19 pandemic. As businesses and employees, we have all had our own challenges with making changes, sometimes by the hour! But let’s talk about some ways we need to continue to be flexible to be successful. First, some people will continue to need to work from home – some examples include those with chronic or immune-compromised conditions, those who have anxiety about returning to work around others, and those with children at home learning virtually. As schools are set to reopen soon, we urge all employers to think about adjusting policies to allow parents flexibility during this new and uncertain time for their children. This could mean allowing parents to start their day later to take children to school and/or end it earlier to pick them up. We know that not all work duties can be performed from home but being flexible in any way will send a strong, positive message to employees. As some employees return to work for the first time, you may also need to be more encouraging to employees and coworkers alike. This could mean serving as a sounding board or counselor to employees who have anxiety about the coronavirus and public settings. We encourage you to find a balance to provide a listening ear. It’s best to remember the golden rule when thinking of any relationship, even employer to employee and vice versa – treat others the way you would want to be treated. LISA JOHNSON | PRESIDENT & CEO OF THE BOSSIER CHAMBER OF COMMERCE.
Best Places to Work inside this edition
After much delay, the 2020 honorees for BIZ. Magazine’s Best Places to Work are here. Beginning on page 13, readers will be introduced to six businesses that made this year’s list. “While a shorter list due to COVID19’s effect on local business, this year’s list is quite remarkable,” said BIZ. Publisher David Specht. Of the six honorees, four are multiyear recipients. Winners are chosen by: 1. Completing an online survey with statistics about their business as well
as testimonials about benefits, perks, culture, etc. 2. Completed surveys are then taken into consideration and analysis by the BIZ. editorial board. 3. Criteria considered include survey responses, whether the business is locally-based or headquartered, and reputation among the business community. 4. No priority is given to advertisers, current or past connections to BIZ. Magazine, or personal affiliations with nominated businesses.
Related Links Bossier Progress: bossierprogress.com Bossier Press-Tribune: bossierpress.com
Copyright © 2020 by Specht Newspapers Inc. All rights reserved. Information in this publication is gathered from sources considered to be reliable, but the accuracy and completeness of the information cannot be guaranteed. BIZ. Magazine is located at 6346 Venecia Dr., Bossier City, LA 71111.
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HIGHER EDUCATION LEADERBOARD q BAFB welcomes new commander BARKSDALE AIR FORCE BASE, La. — Team Barksdale welcomed the newest commander of the 2nd Bomb Wing, the host wing of Barksdale, during a change of command ceremony at Hoban Hall, July 23, 2020. Col. Mark C. Dmytryszyn assumed command from Col. Michael Miller in a ceremony officiated by 8th Air Force and Joint-Global Strike Operations Center commander, Maj. Gen. Mark E. Weatherington. “Airmen of the DMYTRYSZYN Mighty Deuce, you’re placing trust in me. I acknowledge the leap of faith that requires,” Dmytryszyn said to an audience of approximately 120 Airmen and civilian personnel, and to an additional audience of more than 150 people watching via video live stream as the wing continues following social distancing guidelines and preventative health measures in response to COVID-19. Dmytryszyn spoke extensively of the wing’s historical significance through past and present conflicts and challenged Airmen to continue contributing to Barksdale’s legacy by being effective leaders. ”To be ready for tomorrow, we — from me to and through you will need to lead. Fortunately, leadership generates leadership as it multiplies its way deeper into an organization,” Dmytryszyn said. “Our combined and cascading leadership will mobilize each other up and down the chain and laterally beyond our unit boundaries to our myriad mission partners. That leadership will mobilize us to embrace and exhibit our valued contributions enabling each of us to act upon our ownership in the mission, spring boarding us into making motivated, collaborative and innovative choices.” Weatherington said Dmytryszyn’s leadership is paramount toward guiding the 2nd BW into the future while continuing to enable the B-52H Stratofortress of providing the Department of Defense with long-range nuclear and conventional combat capabilities. He then spoke on the challenges and responsibilities entrusted with base commander’s such as Dmytryszyn.
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BOSSIER PARISH COMMUNITY COLLEGE q
BPCC Leading in efforts to Reskill, Reboot, & Recover A new initiative, the Reskilling and Recovery Network, is designed to bring state and community college leaders together to provide workers with programs and resources to reenter the workforce. Bossier Parish Community College is part of this effort launched by the National Governors Association and the American BATEMAN Association of Community Colleges to identify and arm workers with skills they need to succeed in a workforce reshaped by the pandemic. As Chancellor of BPCC, I have joined with state and community college leaders in this national network to collaborate on economic and workforce recovery solutions that give workers the opportunity to pursue well-paying careers. Supported by the Lumina Foundation and the Siemens Foundation, the network will strategize, share tools, learn from experts, and have access to technical assistance. Speaking about the network, former President of the Louisiana Community and Technical College System and current President and CEO of AACC, Walter G. Bumphus, said, “The nation’s community colleges are essential to developing a strong workforce. Working directly with government leaders to wholly address the needs of workers and businesses will benefit students, local economies and the nation’s workforce.” Louisiana has been particularly hard hit by the combined economic effect of the coronavirus and the resulting downturn in the oil and gas industry. The
two-year colleges in our State have responded with a plan to help the economy find its footing and get people back to work--“Reboot Louisiana”. Working closely with regional economic developing organizations and employer partners in northwest Louisiana, we’ve identified high-demand career pathways where accelerated training programs can reskill workers for jobs available in the State’s regional economies. BPCC and the North Louisiana Economic Partnership are working to respond with a collection of accelerated programs that result in a high-value, industry-based credential and are aligned to jobs in the region. The programs, once identified and approved, will be supported with CARES Act funds and the goal is to help 1,000 unemployed or under-employed citizens in our region to reskill, reboot, and recover with a job that has advancement potential in a high-demand field. Louisiana has a track record of responding to disasters and the resulting economic challenges. The work currently underway in our State will be shared with and influenced by the national Reskill and Recovery Network. When, not if, we are successful with this work… the investment in our own people will result in taxpayers who continue to contribute to our State’s economy well into the future. As your regional, comprehensive, community college, BPCC stands ready to lead nationally and work locally to address the economic impact of COVID-19 and prepare our citizens with the skills necessary to succeed in an economy reshaped by the pandemic. DR. RICK BATEMAN | CHANCELLOR, BOSSIER PARISH COMMUNITY COLLEGE
BIZ. NEWS q
Airport Authority: Two-year recovery likely
The Shreveport Airport took a step back in June as the airline industry continues to reel from the COVID-19 pandemic. During the July Shreveport Airport Authority Board meeting, Shreveport Airport Director Wade Davis noted a Reuters article that forecasts the airline industry is facing a two-year recovery cycle. Locally, Shreveport has seen flight reductions by all carriers. The airport had an average of 1,000 passengers per day and is only seeing 550 per day as of early July. That is a slight increase over June numbers that were just north of 500. Looking at the budget, 2020 is forecasted to be 53% of revenue levels from 2019, which is down a little from last month’s outlook at about 60%. That translates into 152,000 annual enplanements for 2020. Capacity changes show that Shreveport has seen a 37% decrease while other peer airports — Lake Charles; Longview, Texas; Monroe; Alexandria; and Tyler, Texas — have seen a 34% decrease. “You’d think ‘That’s a bad thing.’ It is and it isn’t — it’s bad that the overall numbers are down but the
frequency has been maintained at our airport at the expense of capacity. Other airports have lost flights entirely,” Davis explained. “That puts us in a better spot than our competition for corresponding recovery.” His report noted that the majority of changes at Shreveport are in American, United, and Delta reductions. The largest of those is Delta with its service to Atlanta. “That’s what is hurting us most,” Davis said. He noted that airlines are now scheduling month to month. “We’ve seen some degradation in schedules. American Airlines is posting September schedule at end of the month, confirms posting month to month.” Davis continued, “What that means is the post Cares Act’s October numbers are not out there at this point. If you look at the schedule beyond August, it means nothing. It’s a ghost schedule the airlines are putting out.” Flight capacity changes at the Shreveport Regional Airport for August saw no changes for American Airlines. There are no changes for United’s flights to Houston, although
Denver is shown but suspended. Delta increased from twice per day to three to four times per day. American is doing 14 per week to Charlotte, N.C. and 32 per week to Dallas-Ft. Worth. Delta is doing 26 flights to Atlanta. And, Allegiant is consistent with its Las Vegas and Destin, Fla. flights at two per week. United is conducting 13 per week to Houston. Davis noted that going into the budget season, there are no Denver flights for now. Davis pointed out it’s “not all doom and gloom.” He cited there’s still industry optimism from daily TSA checkpoint traveler numbers. July 4th had a peak of 36% of normal operations system wide, which then dropped back down to 28% overall. July 13 was the first time since March the airport saw more than 600 passengers in one day, thanks to Las Vegas and Destin flights. Davis said the bottom line is the Shreveport Airport has still not felt the full impact of what COVID-19 has done to the airline industry. He said the key metric is what that Oct. 1 schedule looks like.
HIGHER EDUCATION LEADERBOARD q
LOUISIANA TECH q
Volunteers of America North Louisiana announces new board members A partnership including the City Volunteers of America North Louisiana is pleased to announce eight new community leaders who will serve a three-year term on the 2020-21 Board of Directors. New members include Chase Burns, president of Xpress Car Wash; Rev. Chris Currie, pastor of First Presbyterian Church of Shreveport; John Frierson, partner in Chicot Bend Plantation; Ben Israel; president of Cypress Operating, Inc.; Curtis Joseph, partner in the Shreveport law firm, Winchell & Joseph, L.L.C; Lila Knicely, attorney at United Title of Louisiana; Lindsey Lewis, owner of The Festive Favor; and Carolyn Murphy Thompson, general counsel and human resources officer for First State Bank and Trust Co. in Carthage, Texas. Along with announcing the newly appointed board members, the organization is also pleased to announce the new Board of Directors chair, Robert Dean, managing partner at Heard, McElroy & Vestal, L.L.C. “It is my sincere pleasure as chair of the Board of Directors of Volunteers of America North Louisiana to welcome our new Board members,” said Dean. “We are not merely an advisory board, but a governing board with responsibility for setting strategic direction, engaging people so that Volunteers of America obtains needed resources, and providing oversight of the organization.” Dean replaces former Board chair, Jerry Edwards, who recently completed a six-year term on the Volunteers of America North Louisiana’s board. Below is a complete list of the 2020-21 Board of Directors. Charles Meehan, President Robert Dean, Chair Keith Evans, Vice Chair Dr. Sheyenne Carper, Secretary John Ponthie, Treasurer William C. Bradford, Jr. Chase Burns Tori Burns S. Patrick Crawford Rev. Chris Currie Cortez Davis Melissa Flores John Frierson Elizabeth Holtsclaw Whitney Howell Adam Hubble Ben Israel Curtis Joseph Lila Knicely Virginia Lamb Lindsey Lewis Jon Katz Peggy Murphy John Peak Michelle Q. Petersen Rev. Pike Thomas Carolyn Murphy Thompson Hank Ward Mike Whittenbarger
Louisiana Tech gears up for fall quarter At Louisiana Tech University, we’re getting ready for the Fall 2020 Quarter and our Return to Campus. In Fall 2020, we will continue to focus on two objectives for our University – keeping our campus community healthy and safe, and ensuring our students meet their academic goals. Our protocols for GUICE community health and safety include a focus on: • Wearing masks, • Maintaining appropriate physical distance, • Washing hands regularly, • Using safety shields in classrooms, • Helping maintain clean academic and office areas, and • Monitoring for symptoms of COVID-19. We will offer face-to-face classes where possible according to guidelines and restrictions issued by federal, state, and local authorities and health professionals. Classes that need to be larger than the state limits on gathering size, which is now 50 people, will be delivered in larger classrooms, online, or by breaking the class into smaller groups. In addition to the faceto-face and online course delivery, Louisiana Tech will offer hybrid courses, where students will meet in person for some classes and online for others. Each of these options is designed to make the best use of the University’s classroom space and respond to the needs of each class, professor, and academic program. In addition, there may be times when an in-person class will have to pivot online, and we know from our work this spring that our Tech Family is ready to face that challenge. Louisiana Tech is also modifying campus spaces to ensure our students, faculty, staff, and visitors are safe. Academic leaders in each college have defined safe ways to enter and exit – and safe occupancy levels – for each classroom, lab, and studio. Classrooms will be modified to accommodate for delivery methods
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as needed, and training will be provided for faculty to ensure quality courses are delivered no matter the way our students will learn. If you visit campus, you’ll notice enhanced cleaning and sanitizing of academic and shared office spaces, conducted according to recommendations from the Centers for Disease Control. We’ve placed plexiglass shields in areas where our staff interact with students and members of the public on a regular basis. Throughout campus, you’ll also see signage and visual cues to note room occupancy limits, to remind community members about physical distancing, and to encourage good hygiene practices. Face masks or coverings will be worn in public – both indoors and outdoors. They must be worn in classrooms and building hallways, as well as in shared office space. Students, faculty, and staff are being asked to clean shared spaces before and after use, and cleaning supplies will be available in those spaces for this purpose. This cleaning is in addition to the enhanced cleaning and sanitizing measures our essential workers engage in. Occupancy in residence halls will maintain appropriate levels for physical distancing. In addition, a special section of housing will be used if students who live on campus need to be quarantined. Finally, we’ll ask each of our campus community members to monitor their health for symptoms of COVID-19 like cough, shortness of breath or difficulty breathing, fever or chills, muscle pain, sore throat, or a new loss of taste or smell. Our faculty members will work with students to ensure they’re not penalized for prioritizing health and safety for themselves and our entire Tech Family. Visit latech.edu/return-to-campus to learn more about our Return to Campus.
We will offer face-toface classes where possible according to guidelines and restrictions issued by federal, state, and local authorities and health professionals.
DR. LES GUIDE | PRESIDENT, LOUISIANA TECH UNIVERSITY
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HIGHER EDUCATION LEADERBOARD q LSU Shreveport announces Dr. Kenna Franklin as Assistant Provost of Diversity, Inclusion, & Community Engagement Louisiana State University in Shreveport is proud to announce Dr. Kenna Franklin as the new Assistant Provost of Diversity, Inclusion, and Community Engagement. The Assistant Provost for Diversity, Inclusion, and Community Engagement will lead and coordinate university-wide initiatives fostering and sustaining a diverse, inclusive, and welcoming environment for all students, staff, faculty, alumni, and community partners. The Assistant Provost will report to the Provost and Vice Chancellor for Academic Affairs FRANKLIN and will serve as a member of the Chancellor’s senior Administrative team. Dr. Franklin will assist the Provost in ensuring a culture of equity, access, and inclusion by collaborating with the Office of Student Affairs and the academic Deans and Chairs in offering resources and programming both on and off campus that promote diversity, respect, and openness. The Assistant Provost will be responsible for strategic planning, diversity education and training for students, faculty, and staff, community outreach and relationship management, policy development, and campus climate issues. “The Chancellor and I discussed creating a new position for diversity and inclusion back in September 2019, right after I was named as Provost,” said Dr. Helen Taylor, Provost and Vice Chancellor for Academic Affairs. “While we have had a Director of Multicultural Affairs for a number of years, we felt that it was time for the campus to do more and do better, and to elevate the position to its rightful place and scope.” Dr. Dereck Rovaris, Vice Provost for Diversity at LSU A&M, was instrumental in the process of developing the title and outlining the job description of the new position. This collaborative approach underscores an ongoing commitment to diversity and inclusion across all LSU campuses. The search process, which was originally scheduled to conclude in early March, was delayed due to COVID-19.
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LOUISIANA STATE UNIVERSITY - SHREVEPORT q
LSUS: Planning for an uncertain future The year 2020 has brought about changes that no one expected. A deadly virus has burdened our nation with uncertainty and fear for the future. Every family, business and government entity has been forced to adapt their day-to-day practices for greater health and safety for all. Louisiana State University ShreveCLARK port is no different than any other institution. With growing COVID-19 numbers, the state shutdown loomed large for higher education. How would our students continue their education? How could we as a university adapt and serve our students amidst this crisis? For years, we have worked diligently to carve out a strong foothold in the online learning market with a strategic approach to curriculum development, course delivery and student support. These programs are outcome-focused, with the primary goal of preparing our students for the ever-evolving technology-driven workplace. Additionally, LSUS’s online programs are consistently ranked nationally, with our online MBA program being ranked number one by Study.com for 2020. Because of this expertise, we were able to quickly pivot in the spring when the shutdown was announced. LSUS already possessed the infrastructure and institutional knowledge for delivering online instruction. Faculty who were adept at teaching online were able to coach those with no prior experience on the platform, allowing our students across campus to still receive instruction. To characterize the transition as seamless, however, would be inaccurate. Across the country, COVID-19 has exposed challenges in higher education models, leaving some student populations behind. Despite our best efforts, many LSUS students faced those same challenges. Our faculty and staff are still strategizing and working toward continued improvement in those areas. We recognize that we cannot predict what will happen over the coming months, but our goal is to provide the best possible learning opportunities for our students in the safest environment we can provide. We developed a Pandemic Action Team that has worked closely with Ochsner Health System to develop plans based on Governor John Bel Edward’s recommendations, public health directives, and the unique needs of the LSUS family. By necessity, our plan is still evolving, but here are a few examples of campus-wide precautions we will be taking in the fall:
Health and Safety Practices • Wellness checks – We will have drive-by wellness checks for all students, staff, faculty and guests as they come onto campus. An LPN will offer wellness checks in the University Center. • Face coverings – All students, faculty, staff, and visitors to campus will be required to wear face coverings inside all buildings. • Physical distancing – Physical distancing practices will be in place across campus. Campus spaces, including classrooms and common areas, are being reconfigured to implement capacity limits and require at least 6 feet of distance between individuals.
• Enhanced cleaning and disinfecting – Campus protocols for cleaning and disinfecting have been enhanced, especially areas of high touch surfaces and common spaces. • Signage – Campus-wide signage is being installed to inform the community of guidelines.
Academic Practices • Fall semester – The academic calendar for the fall semester remains the same. • Classroom configurations – Classroom capacities are being reduced to comply with physical distancing recommendations. Seating will be spaced apart. Plexiglass partitions may be in place at podiums. • Course delivery – Some classes will be held in person. Others will be delivered remotely. Still others will be a combination of both. • Technology – Classrooms are being equipped with new technology to enable flexible course delivery. Despite the challenges we are all facing, Louisiana State University Shreveport is committed to putting our students’ safety and education at the forefront of what we do. We are hopeful that despite the obstacles, LSUS will still be able to provide an award-winning education for students across the country. We cannot predict what will happen next, but our goal is to be prepared to adapt quickly and safely when changes in our city and state occur. LARRY CLARK | CHANCELLOR OF LSU SHREVEPORT.
COVER STORY
To mask or not to mask?
ANGEL ALBRING
Special to BIZ. Magazine
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he United States has reported more than 4 million confirmed cases of COVID 19, and Louisiana has contributed to over 104,000 of those, making it the 12th (and least populated) state to report more than 100,000 cases. Louisiana’s COVID numbers have risen 45 percent since July 8. Despite the drastic rise in confirmed cases, however, the debate over face masks rages on, becoming a hot topic that has spilled over into court, with area businesses suing over face mask mandates. In an effort to decrease COVID numbers, Shreveport Mayor Adrian Perkins issued a face mask mandate that went into effect on July 8. The mandate required anyone aged two years and older entering an establishment to wear a mask or face covering, and it placed the responsibility on businesses to ensure that patrons had face coverings. Businesses that violated the order would be subject to penalties, ranging from fines up to $500 to the elimination of city services, such as water. The mandate was to remain in effect until Aug. 8. At the time Perkins issued his order, there were 3,740 reported COVID- 19 cases in Caddo Parish, with 221 hospitalizations and 243 deaths. Perkins said that 11 of those deaths occurred in a week, keeping a pace of almost two deaths per day. Almost immediately, area businesses protested. On July 10, attorney Glenn Langley represented Celcog LLC, Brain Train LLC, Bearing Service & Supply Inc. and Air U Shreveport LLC. in a lawsuit filed against Mayor Perkins. The complaint said the mayor’s order was not enforceable and alleged that the order violated the Shreveport City Charter. It also stated that the mayor does not have the power to “command any conduct by citizens.” The suit went on to imply that wearing or not wearing a face mask had become political in recent weeks, and that Mayor Perkins was using this mandate as a political statement. While Perkins has repeatedly denied that his order was political, on July 22, less than two years after being elected mayor of Shreveport, he announced his bid for U.S. Senate, vying for Republican Sen. Bill Cassidy’s seat. The plaintiffs in the suit against Perkins celebrated a very short-lived victory, however. On July 11, the day after they were granted a stay on the face mask mandate, Gov. John Bel Edwards held a special Saturday press conference where he issued a statewide mask mandate that went into effect on July 13. The Shreveport City Council met July 14, and on the agenda was an amendment to the mayor’s mask mandate. The council voted unanimously to amend the original mandate, which
File Photo Restaurants, and their patrons , have been affected by the statewide mask mandate. The mandate is the subject of much political debate in Shreveport-Bossier.
was stricter than the governor’s mandate, and have it align with the state’s order. But even with the new amendments, Caddo District Judge Craig Marcotte granted a preliminary injunction to the order on July 20, and ruled that Perkins did not have the authority to make this executive order. Even the governor’s mandate has come under fire from the Louisiana State Attorney General Jeff Landry, who issued an advisory opinion that the governor’s mandate is “likely unconstitutional and unenforceable.” Landry issued this opinion while he was in quarantine after testing positive for coronavirus. While both Edwards and Landry have gone back and forth over the legalities behind enforcing the order, at least two local parishes issued statements that they would not enforce the mask mandate. Livingston Parish President Layton Ricks, a Republican, and the Ouachita Parish Sheriff’s Office both said they would not enforce the mandate at the local level, even though the Louisiana State Fire Marshal would largely be responsible for enforcing the order. Livingston Parish has recorded more than 2,200 confirmed COVID-19 cases, with 47 deaths, and Ouachita Parish has recorded nearly 4,000 cases, with 97 deaths. Still, other parishes and cities do plan to enforce the mandate. In Lafayette, the fire department received nearly 50 complaints within the first week of the governor’s order being in effect. While no citations were issued, the businesses and complaints against them were listed in a public report.
And while local business owners made claims that a face mask mandate would hurt their business, most major retailers, such as Walmart, McDonald’s, Target, and Kroger decided to issue their own face mask mandates, requiring customers to wear a face covering while inside their businesses. Failure to comply and leave the property could result in the shopper being reported to law enforcement for trespassing, which is an enforceable offense. Many of these retailers made their face mask mandate announcements just days after the Louisiana state-wide order went into effect, and yet even these orders are arbitrary and rely on individual stores for enforcement. Walmart, Lowes, Walgreens and others say they won’t prohibit customers who refuse to wear a mask from shopping in stores, citing a desire to avoid confrontations between angry customers and employees. Over the last few weeks, shoppers who refuse to wear masks because they feel it infringes on their personal freedoms have had altercations with store employees, other shoppers, and even law enforcement. In Shreveport, two hours after Mayor Perkins’s face mask mandate went into effect on July 8, a Circle-K employee was arrested for shooting at a customer who refused to wear a mask inside the convenience store. While the debate continues on whether or not the mandates are enforceable, COVID-19 cases are climbing and the United States is the world leader in both the number of confirmed cases See, MASKS, Page 18
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2020 HONOREES
ABOUT THE BUSINESS q CEO OR PRESIDENT: Dana Hayes CURRENT EMPLOYEES: 220 COMPANY CULTURE: Everyone working for Keller Williams has a mentality of their colleagues truly being an extended
Keller Williams
member of their family. Having operated
795 Brook Hollow Dr | Shreveport, La 71105-5636 318-213-1555 | nwlouisiana.kw.com
an organization like this. Keller Williams
K
eller Williams NWLA was founded in 2007 and has grown to over 210 of the finest real estate professionals in the industry, making it the largest local real estate company in northwest Louisiana. Our mission is simple: to build careers worth having, businesses worth owning, lives worth living and legacies worth leaving, all while maintaining a culture founded in God, family and then business. At the core of Keller Williams Realty is a conviction that who you are in business with matters. Whether it’s serving each other, serving our communities, or serving our planet, a culture of doing more than just selling real estate defines us as a company. From classroom training and online programs, to award-winning coaching and events, we provide the most advanced and comprehensive learning opportunities in real estate. Our associates actively participate in building the dominant real estate company in their market, and have the opportunity to reap the accompanying financial rewards. Our technology and marketing are among the most innovative in the real estate industry, with a complete focus on driving your business and saving you time and money. Our unique culture creates a sense of family and community that is rare and unique in the real estate industry. When you’re here, you’re family. What the employees have to say: KW allows me to run my business freely and with complete AGENT
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based signage and marketing. We brand OURSELVES while sporting the BEST brokerage in the WORLD. Hayli Cagle, Hayli Cagle & Assoc.
What’s not to love about KW? I love that I can run MY business the way I want and have the support and training to grow exponentially. Michelle Savage The Real Estate Savage Keller Williams NWLA Provides an atmosphere for growth and opportunity to build a phenomenal real estate business; branding me and my business to my local market, all in a culture of teamwork, education and fun! -Chris Hayes, Chrishayesteam.com I moved to KW in 2014 after many years at another franchise. The culture and the family atmosphere is what drew me. I had no idea of the things I would learn about branding myself instead of the brokerage and about running MY business, like a business. We have awesome support from our leadership team which makes my job so much easier. The education is top notch! Lisa Allen The Queen of Real Estate I love Keller Williams NWLA because KW as an international company and Keller Williams NWLA as a local brokerage, both provide great support to help real estate agents become entrepreneurs and business owners, encouraging agents to develop their own
in commercial real estate and finance for nearly 20 years, I’ve never worked for NWLA is truly a top place to work in SBC, as well as one of the most well run real
brand identity and business culture. – Charlotte Russell R & R Property Partners
estate companies (commercial or residential) in the region. That’s why Keller Williams NWLA deserves to be at the top of your list.
Keller Williams NWLA has so many wonderful things to offer, from the culture to the training programs. I have been lucky enough to witness the benefits of the training programs and resources for our associates, taking their businesses to the next level and achieving success beyond measure. Being able to watch someone achieve their goals is rewarding and exciting. The life skills and business knowledge I have learned from here will serve me for the rest of my life. – Chelsie Seebohm July 1st, 2017 was the day that my world changed! After many years of real estate at other brokerages, KW changed it all. I decided this is where I now wanted to “hang my hat” if you will. I wanted to be in an encouraging, family environment, where growth & success are celebrated. KW gave me that & so much more! I was able to brand myself as “Your Veteran Real Estate Agent,” getting my passion & who I truly am out to my community. It has helped me to reach my military family at a much higher level so I can serve them. My business has grown to a level I never dreamed imaginable, & I am now able to serve many more through the growth of my team. I love my KW family & can’t see myself anywhere else! Stacy Berry Your Veteran Real Estate Team
BUSINESS OUTLOOK: We have grown to 220 agents in a very short period of time for a reason, as well as the top performing residential real estate firm. EMPLOYEE INCENTIVES: Keller Williams Realty provides every agent the opportunity to earn a profit share. COMPANY MISSION: To build careers worth having, businesses worth owning, lives worth living, experiences worth giving, and legacies worth leaving.
CNBe Better Together
BUILDING A STRONGER COMMUNITY.
Join us as we work together to strengthen the community by volunteering for local nonprofits, supporting small businesses and paying it forward.
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. 01MK7330 04/20
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YOU ARE WHY WE
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COMING TO WORK
Origin has been proud to support our customers and communities through everyday business and unexpected challenges for more than 100 years. Your trust in us is something we never take for granted, and we look forward to opportunities to build even greater relationships over the next hundred years.
www.Origin.bank
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Good Health Needs Great Partners Like You If you feel driven to serve seniors and are passionate about delivering exceptional
care, we want you on our team. Partners in Primary Care is Shreveport-Bossier City’s new partner in good health, delivering Senior-focused Primary Care at dedicated
medical centers designed to meet the unique needs of patients 65 and older. Join
our Care Team today and make a transformative impact on the lives of local seniors.
We Are Hiring Today
• Primary Care Physicians – Sign-on Bonus • Advanced Practice Professionals • Medical Assistants
3 centers opening in Louisiana! Bossier City - Winter 2020 Shreveport – Early 2021 Lafayette – Early 2021
Change the lives of Shreveport-Bossier
City-area seniors! Learn more about us, view
open positions and apply to join our team at
patientfocusedcareers.com
• Registered Nurse Care Coaches • Licensed Clinical Social Workers
Partners in Primary Care does not discriminate on the basis of race, color, national origin, age, disability or sex. ATENCIÓN: Si habla español, tiene a su disposición servicios gratuitos de asistencia lingüística. Llame al 1-877-320-2188 (TTY: 711). 注意：如果 使用繁體中文， 可以免費獲得語言援助服務。請致電 1-877-320-2188 (TTY: 711). GCHKU3WEN
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increase your pay advance your career register now
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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2020 HONOREES
ABOUT THE BUSINESS q CEO OR PRESIDENT: Steve Boutwell, COO
3X
WINNER
Kean Miller LLP
2020
333 Texas Street, Suite 450 | Shreveport, LA 71101 (318) 562-2700 | www.keanmiller.com/shreveport
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ean Miller serves as legal counsel to the people and industries that drive the regional economy. From Fortune 1000 companies to local and regional businesses, we provide efficient and effective legal services in a cost-efficient manner. In the courtroom and the boardroom, Kean Miller attorneys create unique solutions, practical strategies, and unparalleled value that allow our clients to perform at the highest level.
Whether we are helping clients defend lawsuits, raise capital, comply with regulatory requirements, enter new markets, obtain or defend intellectual property rights, develop and distribute products and services, or acquire or divest businesses, we understand it is the client’s goals that are paramount. Kean Miller has a particular dedication to working closely with local businesses and Fortune 1000 companies with significant operations in our region - ensuring that they
have the people, resources, and legal talent required to grow into leaders in the region. What the employees have to say: “I’ve been an employee with Kean Miller for five-years and truly enjoy all aspects of my job. Kean Miller values their employees by offering superb benefits while providing a culture of care and commitment to its employees and clients. We have an effective leadership team that promotes diversity, growth, and employee recognition. It’s an honor to be a part of such an outstanding company.” Shelly Thornton, Legal Secretary “I truly enjoy coming to work every morning because the atmosphere is friendly and fun, but also challenging and engaging. We are a team
and we do what is necessary to get the job done as a whole. Kean Miller is innovative and I love how we always strive to stay a step ahead! I appreciate all of the firm’s fantastic benefits, but the culture of “People First” to its employees, clients and their contributions to charitable organizations and the community top my list. I’m proud to tell people I work at Kean Miller!” Kim Gipson, Legal Secretary Kean Miller is truly a wonderful place to work. There is a sincere sense of unity and camaraderie with my co-workers because we honestly care about one another and our jobs. Management encourages that mentality and that aides in supporting our team efforts. Kean Miller’s mantra is People First; and we live that day in and out. Mandy Lennon
CURRENT EMPLOYEES: 13 in Shreveport COMPANY CULTURE: Kean Miller was established on Valentine’s Day 1983 when nine attorneys in a well-respected and successful law firm announced they were departing to begin anew. The inspiration for this new law firm was the passion to create a positive culture, wherein the attorneys enjoyed working together for the benefit of the client and the community; a place where the attorneys were friends first and business partners second; a place where partners did not compete with one another; and an environment where the client came first. Today, this vision remains a fundamental building block of our business and our relationships. Our firm continues to grow with new offices and legal resources serving the Gulf South; our relationships with our clients are stronger than ever; and our core philosophy that puts people first is very much alive – from the people we represent, to the people we employ, to the people we help support through our civic, charitable, and community leadership. RECRUIT AND/OR RETAIN EMPLOYEES OF VARYING ETHNIC AND CULTURES/ DISABLED COMMUNITY/ VETERANS: From our inception, Kean Miller has recognized the value of diverse ethnic, cultural and racial backgrounds. We are committed to promoting a culture of inclusion, not only within the firm, but in the communities where we live and work. The best evidence of this commitment is found in our statistics. Kean Miller has one of the highest percentages of women attorneys and women partners of any major law firm, and we rank among firms having the highest percentages of minority attorneys. BONUS OR INCENTIVE PROGRAMS: Associate attorneys are eligible for performance bonus programs and new client origination credits. SUPPORT HEALTH AND EXERCISE: Kean on Wellness is our wellness program. ENCOURAGE COMMUNITY SERVICE: Each partnership-track attorney is required to serve on a community, civic, or charitable board to be considered for partnership in the firm.
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2020 HONOREES
ABOUT THE BUSINESS q CEO OR PRESIDENT: Stephanie Murray CURRENT EMPLOYEES: 9 HOW WOULD YOU DESCRIBE YOUR CULTURE: Our environment is so welcoming and laid back. I love the employees I work with and love the people I work for. They are down to earth and will do anything for you. Our group is close knit and we all get along. This is the best place to work, because if you have to be at work, may as well be somewhere you enjoy being at. And Murray’s Diesel is definitely it. I can’t tell you how many customers we have that will just stop by and hang out just to visit with us. This place just has a wonderful atmosphere. WHAT DO YOU DO TO IMPROVE THE HEALTH AND WELLBEING OF EMPLOYEES? We do safety meetings once a week to ensure a safe work environment, verify technicians are working safely with the correct protective equipment, and remind them to drink plenty of water. We also offer fresh fruit as snacks for the employees to have to eat throughout the day.
Murray’s Diesel Repair 528 Mt. Zion Rd Shreveport, LA 71106 318-683-0800 www.MurraysAutoGroup.com
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or over 5 years, Murray’s has provided customers all over the Shreveport - Bossier City areas with the very finest in automotive/ diesel repairs. We are proud to offer highly qualified services to you with our automotive service experts in a friendly, kind and helpful atmosphere. Give us a try and you’ll be glad you found us! Trucking services Family-owned-and-operated since 2011, Murray’s offers a full line of auto services. Automotive repair Our certified technicians are natural-born mechanics with a passion for fixing anything with wheels and an engine. Diesel repair We repair brakes, shock and
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strut to tune-ups, tire rotations, and engine repair. We offer superior service at competitive prices. What the employees have to say: I love working at Murray’s because of the family atmosphere. We have great customers that we take great care of! All of our technicians are hard workers and team players. But the best part of working at Murray’s is our owner — she is the best boss anyone could ask for. She takes great care of her employees. She is always willing to help and make sure we have everything we need to get the job done. She loves our customers and is always available. Murray’s Diesel Repair is a great place to work! I love working here! The best job I’ve ever had. Amber Bailey
Operations Director Murray’s Diesel Repair has exceeded my expectations for being an awesome place to work. We are a close knit group that works on keeping customers first. We strive for excellence in every aspect. We have safety meetings weekly which are usually catered by parts house customers. Murray’s diesel includes two locations, one in south Shreveport and the other is north Shreveport. It is a family run business for the past four years, our north Shreveport location has been open for over 6 years. Not only do our customers love our generosity and friendly atmosphere but they also love how we complete each job with integrity and have them completed in a timely manner. Justin Brown Service Manager
WHAT COMMUNITY SERVICE PROJECTS DO YOU DO? We make donations of food to families in need. Offer payments for families in need. We purchase Christmas gifts for children that may not receive any presents.
OTHER NOMINEES q BIZ. Magazine would like to thank all those who nominated their business for the 2020 Best Places to Work honors. Other nominees were: Allegiance, LLC Argent Financial Blue Cross/Blue Shield of Louisiana CyberReef Solutions Winners were chosen by 1. Completing an online survey with statistics about their business as well as testimonials about benefits, perks, culture, etc. 2. Completed surveys are then taken into consideration and analysis by the BIZ. editorial board. 3. Criteria considered include survey responses, whether the business is locally-based or headquartered, and reputation among the business community. 4. No priority is given to advertisers, current or past connections to BIZ. Magazine, or personal affiliations with nominated businesses.
2020 HONOREES
ABOUT THE BUSINESS q CEO OR PRESIDENT: Drake Mills CURRENT EMPLOYEES: 42
3X
WINNER 2020
Origin Bank 308 Market St., Shreveport 800-255-2053 | www.origin.bank
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rigin Bank is a 108 year old, Louisiana chartered bank which provides not only traditional banking services, but also a unique, relationship-driven brand of service. The bank’s history and success are based on the simple premise that relationships matter. The team at Origin is committed every day to earning trust and providing an unparalleled banking experience. Origin places a tremendous emphasis on its culture, which defines all the bank does. It’s through this culture that it attracts the best employees in its markets and how those employees deliver superior customer service. The bank’s culture is also one of giving back. Through its Project Enrich program, full time employees are given up to 20 hours of paid time off per year to volunteer for charitable community causes. Since the program’s inception in 2013, Origin employees have volunteered more than 7900 hours through Project Enrich. At Origin Bank, the team understands that time is a person’s most precious commodity. Innovative, flexible and forward thinking is one of the bank’s core values, and it lives out that value by striving to
maintain a banking platform that allows a person to bank when and how he chooses. In today’s banking landscape, technology is the rule; human interaction and genuine relationships are the exception. Origin Bank delivers on both. Through investments in technology and people, Origin succeeds in making banking simple and providing a service experience that meets personal financial needs. They call this the Origin Experience. It’s an original way of banking, and one that satisfies the bank’s mission to passionately pursue ways to make banking more rewarding for its customers, employees, shareholders and communities. To learn more about Origin, visit www.origin. bank. What the employees have to say: Origin Bank cares a lot about their employees and customers. Origin has truly shown me what teamwork means. Everyone in this organization works well together; this is what makes us the best place to work. Not only do employees see it, the customers do as well. Karen Rogers Banking Center Manager.
Origin Bank is a great place to work because they truly care about their employees, customers and community. Once a year they invite all employees to come together (by region) to update employees on how the bank is doing and what we can look forward to in the upcoming year. During this time, they acknowledge individuals and departments who have excelled, as well as individuals voted on by peers for different recognition awards. I love how they involve the employees in these awards. Origin Bank has a GREAT vision and EXCELLENT core values. Margaret Bartsch Loan Documentation Specialist Loan Operations Origin is a wonderful place to work for. I’ve never worked for a company that cares so much about me, the employee. I feel they care about my well-being, my future, my goals in life, and help me to achieve those goals. You can’t beat that! Nathon Harkins Personal Banker III
AVERAGE TIME EMPLOYEES SPEND W/COMPANY: 4 years RECRUIT AND/OR RETAIN EMPLOYEES OF VARYING ETHNIC AND CULTURES/ DISABLED COMMUNITY/ VETERANS: Origin Bank Human Resources attends job fairs that attract ethnically and culturally diverse employees. The bank also has a job posting partnership with American’s Job Exchange, who posts our positions with numerous minority organizations. Additionally, all employees participate in diversity training. Managers have additional, in-depth training on recognizing unconscious biases. SUPPORT HEALTH AND EXERCISE: The bank offers discounted gym memberships for employees and families, on-site health fairs, health screenings and flu shots. HR publishes a virtual “Healthy Life @ Origin” newsletter, which includes employee healthy living success stories, quarterly focus topics, healthy tips, recipes, articles, and photos of employees exercising. We also have a wellness points program where employees are awarded gift cards for gym memberships, wellness visits, participating in a 5K, etc. HOW WOULD YOU DESCRIBE YOUR CULTURE: Origin Bank does not just talk about culture but exemplifies and defines it. With a mission that focuses on employees, customers, communities and shareholders, Origin has been passionately committed to a high level of service for over a century. Through in-depth training, Culture Day for new hires, annual Culture Celebrations, PTO for employees to volunteer, frequent employee recognition programs and more, Origin consistently lives out its culture in dynamic ways. The vision of Origin encompasses all that they do, “To combine the power of trusted advisors with innovative technology to build unwavering loyalty by connecting people to their dreams.” Origin is in the dream business and its engaged employees are committed to that vision.
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2020 HONOREES
ABOUT THE BUSINESS q CEO/PRESIDENT: Barry Regula, Sr., VP and GM
5X
WINNER
Margaritaville
2020
77 Margaritaville Way, Bossier City (855) 346-2489 | www.margaritavillebossiercity.com
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argaritaville Resort Casino Bossier City is a full-service gaming, hotel, dining and nightlife facility located on the banks of the Red River in Bossier City. Opened in June 2013, Margaritaville is now owned and operated by Penn National Gaming, Inc., a nationwide gaming organization operating 41 facilities in 18 jurisdictions. In total, Penn National facilities feature over 50,200 gaming machines, 1,250 table games and approximately 9,400 hotel rooms. Margaritaville Bossier City offers a wide array of amenities, including an 18 story, 395 room hotel with 36 luxurious suites, the Margaritaville Retail Store, and 5 award-winning dining options. The 30,000 squarefoot gaming area features stateof-the-art slot machines and table games, as well as the Players Club. Margaritaville also has three bars: the 5 O’Clock Somewhere Bar, the Center Bar on the casino floor, and The Busted Coconut, located next to the tropical pool complete with Jacuzzi, entertainment area, and outdoor dining venue. In addition, Margaritaville is home to the Paradise Theater, which hosts a variety of musical, comedy, and community events throughout the year. Margaritaville offers the premier gaming experience in Northwest Louisiana with over 1,200 of the industry’s most exciting slot ma-
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chines. From penny slots to high limit, there is a game for every player at every denomination. Margaritaville also offers over 50 action-packed table games including craps, blackjack, roulette, mini baccarat, and many more. Free cocktail service is available to all customers playing. Within the last two years, Margaritaville has continued to improve with a brand-new High Limit area, featuring 100 high limit slots, 6 high limit black jack tables, a private cage and cash center, and much more. In addition, a new Baccarat room was opened offering 4 mini-bac and 2 midi-bac tables. Exquisite dining is an important part of Margaritaville’s culture. Whether guests prefer coffee and a snack from Banyan Tree Café, tasting menus from around the world at The World Tour Buffet, Asian fusion at Bamboo Asian Café, or fresh-from-the-gulf seafood and perfect steaks with a river view at the award-winning Jimmy’s Seafood & Steak, the food will always be extraordinary. Since opening in March 2017, Riverview Restaurant and Brewhouse has gleaned rave reviews and high demand. Riverview offers tapas, sharing plates, brick oven pizza, a huge variety of craft beer, premium liquors, and wines, as well as an adults-only upstairs game room featuring billiards, shuffleboard, Golden Tee, and more. Giving back to the community
is a high priority for Margaritaville and its crew members. In 2018, the company proudly supported numerous charities and community events, like Paws in Paradise, supporting area animal shelters, and the Second Annual SIP UNLIMITED benefiting two deserving families from the local service industry. Employees donated over 6,000 logged volunteer hours throughout the year. What the employees have to say: “Margaritaville has a fun environment. Fellow employees aren’t just your coworkers, but your friends and family. Being a single mother, I’ve never worked for another company that created an environment for work and family balance like Margaritaville does.” — Brandy Ball Database Coordinator “The friendliness, cleanliness and fun environment is what makes Margaritaville the best place to work. We have great customer service and a great host team.” — Harvey Washington, Executive Casino Host “It is fun to work at Margaritaville because we can actually be ourselves and have fun at work!” — Stacey Williams, Revenue Auditor
CURRENT NUMBER OF EMPLOYEES: 1,000 MALE: 41% FEMALE: 59% AVERAGE TIME EMPLOYEES SPEND WITH THE COMPANY: 1-6 years PRE-EMPLOYMENT SCREENING TOOLS USED IN HIRING PROCESS: We conduct “Auditions” attended by hourly crew members, hiring managers, Directors and the General Manager, we are able to see the real personality of the individual, which allows us the opportunity to select those who will compliment our culture BENEFITS PROVIDED: Retirement/ investment/stock options, medical, dental, vision and 401k, PTO/Vacation. BONUS OR INCENTIVE PROGRAMS: Individual departments to develop and implement incentive programs. FLEX HOURS OR TELECOMMUTING OPTIONS: Flexible schedules to those attending college or have a second job. EVALUATION & RECOGNITION OR SUPPORT: We have an excellent kudos system. HOW WOULD YOU DESCRIBE YOUR CULTURE: A combination of fun, excitement and opportunity. STRESS RELIEF, TEAM BUILDING ACTIVITIES: We provide opportunities that allow our crew to “escape” while at work thru events such as employee appreciation day to our annual Halloween Costume contest.
2020 HONOREES
ABOUT THE BUSINESS q CEO OR PRESIDENT: Jason Smith CURRENT EMPLOYEES: 202
4X
WINNER
Citizens National Bank
2020
2711 E. Texas St., Bossier City (318) 747-6000 | www.citizensnb.com
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ince our founding, the goal of Citizens National Bank has been to be a bank that is sound, profitable and to be a bank that will continue to grow. All while providing a personal banking experience for our customers and engaging in the communities we serve. It was an ambitious enterprise back in 1985 when the first Citizens National Bank opened for business especially since the local and national economies were in a downturn. The bigger, stronger institutions were acquiring many of the smaller banks while other banks were facing closure by the regulatory authorities. But that first group of local businessmen believed their concept of a locally owned and managed bank was viable. A bank that provided modern banking services with a personal, one-on one connection to financial expertise was, at this time, a rarity. Their sharp instincts and business insights proved them right. We can be proud of the fact that our values and purpose have stayed just as strong as they were the day we opened our doors. Today, Citizens National Bank has 13 locations in Caddo, Bossier, Desoto, Claiborne and Webster Parishes. Our dynamic growth enables us to serve more communities by offer-
ing a wide range of banking products and services backed by capital strength to our market areas. Because we are locally owned and managed, Citizens National Bank will continue to maintain a strong presence in our communities. With the implementation of an Executive Management Team, consisting of 7 Executive Vice Presidents reporting to the President and Chief Executive Officer, Citizens National Bank stands poised for future growth and acquisitions. Is there a reason for our success? The answer is a resounding “Yes.” It goes back to the people. Those dedicated, experienced and responsible local people with a vision of having a local bank in strong hands. That same level of integrity is realized in Citizen National Bank’s President and Chief Executive Officer, Jason Smith’s vision for the bank. That vision is for our shareholders, employees and clients to realize their shared potential and maximize the potential of the communities we serve. What the employees have to say: Q: What does CNB do for its employees that sets them apart? “Citizens engages and empowers their employees. Our opinions are
valued.” — Melinda “CNB invests in their employees. They tell them that they matter, that they are valued, and how they look forward to having them at CNB for years to come. Also, one of the things that’s great about CNB is that they’re focused on their clients.” — Angela
Q: What is your favorite or the best thing about working for CNB? “There seems to be more emphasis on employees than on the bottom line. That is refreshing and it makes me want to come to work every day and be a part of such a great team.” — Kyle “It’s an incredibly passionate place with a very clear sense of purpose, and that goes from our CEO to everyone else in the company. It’s pretty special in that it doesn’t feel like a place where people are just doing their jobs. Instead, we’re heavily oriented toward constantly innovating. The people are heavily focused on the bank and it’s not just about their individual accomplishments. It’s not a place for egos. We have company principles that we have built into everything we do.” — Angela
MALE: 50% FEMALE: 50% AVERAGE TIME EMPLOYEES SPEND W/COMPANY: 5+ years RECRUIT AND/OR RETAIN EMPLOYEES OF VARYING ETHNIC AND CULTURES/ DISABLED COMMUNITY/ VETERANS: We use a wide variety of recruiting tools to attract applicants from diverse backgrounds. Our ads resemble our community. We strive to keep our web site ADA compliant and are sensitive to access issues for disabled staff members. FLEX TIME AND OR TELECOMMUTING OFFERED: Employees whose jobs lend themselves to remote work are allowed to work 9/9 or 10/4. BENEFITS PROVIDED: Health, life, disability, 401k Match, vacation and sick time BONUS OR INCENTIVE PROGRAMS: Every employee received a minimum of $1,200 in Christmas or performance bonus for last year. SUPPORT HEALTH AND EXERCISE: Gym memberships are reimbursed. ENCOURAGE COMMUNITY SERVICE: Company-wide staff volunteered in excess of 2,500 hours in 2019. HOW WOULD YOU DESCRIBE YOUR CULTURE: Focused on success of employee, company and community. As the CEO of the company, I am expected to be a cheerleader for our employees. However, our goals for our company include creating an environment where employees realize they are making a difference and they share in the success of the organization. I want our employees to look forward to coming to work each day. STRESS RELIEF, TEAM BUILDING ACTIVITIES: Jean days, monthly birthday breakfast, annual close the bank early employee meeting.
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YOUR BIZ. BIZ, BITS q
BUSINESS INTERACTIONS q
National corporations donate to Shreveport’s Providence House Providence House received over $26,000 in donations from local branches of four national corporations to support homeless families with children in Northwest Louisiana. The four corporations who contributed to the fight against homelessness were Walmart Inc., ADT Security, Enterprise Holdings Foundation, and BancorpSouth Bank. On Thursday, June 11, 2020, three local Walmart pharmacies donated $10,000 to Providence House to help with general operating expenses during the COVID-19 pandemic. Walmart stores #3746 and #5204 donated $2,500 each, while store #3752 contributed $5,000 leading to a combined $10,000 from the corporation. ADT Security donated $5,000 to Providence House to aid the shelter’s fight against the pandemic on Tuesday, July 7, 2020. The donation comes through their “ADT Always Cares” program which is designed to assist community nonprofits in their fight against COVID-19. As Shreveport saw a rise in coronavirus cases, ADT Security took the initiative to make sure the local homeless families did not go unprotected. Enterprise Holdings Foundation joined the list of donors the following Monday, July 13, 2020 by providing $1,500 to the homeless shelter nonprofit. The Enterprise Holdings Foundation is Enterprise’s private foundation created specifically to give back to local communities where it’s partners and employees reside and work. Rounding off the recent list of donors is BancorpSouth Bank who plans to make a generous donation of $10,000 in the coming month. The funding from this grant will go towards the education programs and opportunities that Providence House currently has in place. Additionally, it will allow room for growth in this area. Specifically, the donation will be used to acquire computer equipment and other technical supplies that will allow students of all ages to learn from a distance. Providence House is honored and grateful to receive these incredibly generous donations. Without these forms of contributions, Providence House would not be able to fulfill the needs and means of the homeless population in Shreveport and Bossier City. With the help from these corporations and a multitude of community engagement, Providence House is able to break the homeless cycle one family at a time.
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Color My World
Ending racism begins with a honest conversation, understanding Decades ago, while working in the personnel department at a large company, I did what I was instructed to do with incoming resumes. These HAYNES instructions were neither written not explicitly stated; they were demonstrated. The demonstration included a finger pointing to a name, address, or school on the resume. The resumes were then separated into two stacks. At the time, it never occurred to me what was actually transpiring. Oh, I knew what I was doing, yet separation of people was such a common practice in every part of my life that it seemed the correct thing to do. I lived in a white world and everyday actions at home, school, and work saw to it that it stayed that way. Years later, through a service organization, I began having deeper conversations with two black gentlemen. They bravely shared their stories with me. These stories included harassment, embarrassment, fear, cruelty, shunning, physical abuse, exclusion, and much more, only because of their skin color. Their conversations with me
in. If you have watched television in the last few years, you know what sometimes happens next. My journey started with conversations. I continue my journey by enabling other people to have conversations through a program that brings blacks and whites together. This program enables both to really see, hear, and understand each other. The blinders come off, we have new friends, and together we begin working to eliminate racism and increase the economic opportunities for our entire community. TERI HAYNES | BUSINESS INTERACTIONS, LLC | IMPROVING HUMAN INTERACTIONS IN BUSINESS
Masks: Many states have not issued mandates Continued from Page 7
and deaths, with more than 148,000 deaths attributed to the virus. Currently, 19 states still have not issued mask mandates, and 18 of those are run by Republican governors. Several Democratic governors, including Governors J.B. Pritzker, Illinois, and Phil Murphy, New Jersey, have called for a national mask mandate. President Donald Trump, who had been reluctant to wear masks and even said in April that he would not be following the practice, tweeted a photo of himself
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started an awakening and a journey that has changed what and how I do everything in my life. We white people do not think we are racist, prejudiced, or biased. It is hard to recognize prejudice in ourselves when it is a normal mentality for everyone with whom we interact. Once we take off our blinders and begin paying attention, the racism becomes blatantly obvious. For example, in all the times either me or my husband have been stopped for speeding or other traffic violations, we were never asked to get out of our vehicles. Most black people that I know have been ordered to exit their vehicles. That is when the fear sets
wearing a mask during a visit to Walter Reed military hospital on July 12. Since then, Republican support
for mask wearing has gone up 58 percent, according to the Associated Press-NORC Center for Public Affairs Research poll. Nearly 89 percent of Democrats said they were in favor of wearing masks. Governor John Bel Edwards held a press conference July 21 to announce that Louisiana would remain in Phase 2 of reopening due to climbing COVID-19 numbers. The statewide mask mandate would also remain in effect until August 7, and while masks are not mandated for children under the age of 8, they are strongly recommended.
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