Biz New Orleans Magazine April 2024

EXECUTIVEDIRECTOR EMILYMADEROSHARES HOWFRENCHQUARTER FESTHAPPENSANDTHE EXCITINGNEWADDITIONS FORTHISYEAR

SAVIOR of the SLOWDOWN

CELEBRATING 40 YEARS THIS YEAR, THE FRENCH QUARTER FESTIVAL CREATES THOUSANDS OF JOBS AND HUNDREDS OF MILLIONS OF DOLLARS FOR THE CITY EACH YEAR — A MIRACULOUS FEAT CONSIDERING ITS STAFF AND BUDGET.

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HUB

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Kristen

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All the Profit

This month it’s all about the nonprofits. It’s right there in the name, isn’t it? These ventures are not about profiting, not about the money. They’re about service. The ones that profit? All of us.

If you think about it, likely most of your life is touched by, and made better by, nonprofits. For me and my family that’s certainly true. My husband spends his days working for a nonprofit, helping people try and put their lives back together. My daughter’s school is a nonprofit — one that’s made her fluent in French. All of her afterschool and summer activities through the years have been made possible by nonprofits — everything from Girl Scouts, to art camps, to theatre, to running her first race. Our pets joined our family from nonprofits. We can spend our weekends enjoying the most beautiful and magical parts of our city — the parks, the zoo, the gardens, the museums — because of the daily work of area nonprofits.

All the festivals we love so much — including French Quarter Fest, which we celebrate in this issue — are put on by nonprofits, and it is nonprofits that ensure the survival of our culture. Organizations like Feed the Second Line, the New Orleans Musician’s Clinic, Preservation Resource Center, Save Our Cemeteries, the Historic New Orleans Collection, and many others work tirelessly to safeguard every part of what makes this city like no other.

The nonprofit health care systems and schools make up some of our biggest employers and nonprofits are hard at work at some of our biggest problems — from affordable housing, to climate change, to workforce development, to crime.

I encourage you to think for a minute about the nonprofits that are a regular part of your life. For me, it’s all of these, plus the Crescent City Farmers Market I hit up every Tuesday morning and the local Goodwill that’s motivating me to clean closets right now and making sure all the things I no longer use stay out of landfills and go to help others in need. Some of my other favorites to support include Dress for Success and the New Orleans Women and Children’s Shelter. What are yours?

In just a few months I’ll be graduating from the New Orleans Regional Leadership Institute (NORLI), another nonprofit venture. This incredible year-long program has allowed me to meet every month with fellow professionals from every industry and take a closer look at the issues affecting our region and what’s being done about them. It’s been such an incredible experience that I’m honestly sad to see it end. I cannot recommend it enough, and I know applications for this fall’s class will be starting soon, so check it out!

A HUGE THANK YOU to everyone whose work profits us all every day. May we show our support all year long, and especially on May 7 for GiveNOLA Day!

Thanks for reading,

KIMBERLEY SINGLETARY

Kimberley@BizNewOrleans.com

Associate News Editor Rich Collins

Perspective Writer Drew Hawkins

Contributors

ADVERTISING

Senior Account Executive Meghan Schmitt

Account Executive Abby Palopoli

Sponsored Content Coordinator

Marshall

RENAISSANCE PUBLISHING

PRODUCTION

Digital Director Rosa Balaguer Arostegui

Production Designer Ashley Pemberton

Production Designer Czarlyn

The Gift of Gratitude

Today I received a thank you note that was so powerful it changed my publisher’s note.

Some months I struggle with a topic to write about, and this was one of those months. Then, on deadline day, I walked into my office to find a note that was so good it moved me to tears and changed my thinking. It got the creative writing juices flowing.

I hear quite often that new executives and young adults have lost the art of sending thank you notes. I am sure every parent tells their children to send thank you notes for wedding and baby gifts. You need to acknowledge the person who gave you a gift so they know you received it.

I say that is not the only time you send a note. You also send a note when you know someone needs a lift, a special word from you that brings them joy and encouragement.

You do not realize the impact of a snail mail thank you note — not an email or text, but an envelope addressed to someone. It can be the best present you ever send. It moves you when you receive one, so become the mover today. I know you have someone in your life to thank and encourage.

There is power in a thank you note. Send one today. Thank you for reading.

I am guilty of needing to send more notes to coworkers, friends and family to acknowledge hard work, life’s challenges and special moments. Today I plan to schedule thank you time in my calendar — time I spend on a weekly basis to reach out to someone. TODD

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

One of a Kind

The owner of Bywater favorite Suis Generis has a backstory like no other.

BY POPPY TOOKER

Although a busy practicing attorney, Ernie Foundas is also a food-obsessed chef and farmer with a bit of mad scientist thrown in.

Growing up between Boston and New Orleans, Foundas was blessed with two Massachusetts restaurant-owning grandfathers and a grandmother he remembers as a “great Greek home chef.”

Living near Commander’s Palace on Coliseum Street during middle school, Foundas befriended the Brennan children. He remembers playing after school on the Commander’s patio, accessed through the restaurant kitchen.

“Chef Paul sensed my interest in food and showed me how to make a roux,” he marveled.

While attending college in Boston, Foundas worked in restaurants, eventually finding himself at Jasper White’s first famed eatery.

“I told the chef I’d like my own restaurant one day but had concerns about the great turnover rate inherent in the business,” he said. “He told me, ‘Don’t go to culinary school. You already know everything you would learn there. Go to law school, then one day you can invest in your own restaurant.’”

That’s exactly what Foundas did, studying tax law at Villanova University, where he met his partner in life and business, Adrienne Bell.

Twelve years ago, Foundas’ restaurant dreams were realized when he and Bell opened Suis Generis in the Bywater.

The Latin phrase suis generis means “from nothing” or “one of a kind.” With a menu that changes weekly, Foundas and his team keep pricing low by using seasonal ingredients while also utilizing every scrap of food to achieve a zero-waste model in the kitchen.

His culinary team meets every Monday to assess what fresh, fermented or dried goods remain from the weekend and begin discussing the next menu.

“Having only 40 seats in the restaurant allows us to utilize small quantities of ingredients,” Foundas said. “We’ll ferment a handful of leftover peppers into a pepper paste or transform a quart of scallops into a house-made fish sauce.”

Bell and Foundas also share a love for travel, especially to the South Pacific. While in Fiji seven years ago, they met a Canadian couple with a farm there growing a variety of exotic plants. The experience was so impactful that on the flight home Foundas and Bell resolved to create their own farm.

The industrious pair purchased a 5-acre tract in Pearlington, Mississippi, just 45 minutes from New Orleans on a bayou connecting

to the Pearl River and the Gulf of Mexico. They named it Tiki Farm.

Luckily, Foundas loves research.

“Trial and error are my middle name,” he laughed. To deal with Mississippi’s heavy clay soil, Foundas learned to create layered mounds mimicking the forest floor. Small, in-ground pool containers used as raised beds makes harvesting easy while nearby domes allow banana trees to grow to the 10-foot height required to produce edible fruit.

The farm’s tropical rainforest greenhouse fuels Foundas’ ingredient-driven creativity. Many rare and unusual plants like tamarind, water chestnuts, pandan, star fruit, dragon fruit, and jack fruit flourish alongside Brazillian and Ecuadorian chili peppers and a Southeast Asian strawberry tree. The rarified bounty of the farm fuels Suis Generis’ unusual menus.

Twenty feet up with an expansive view of the farm and the water, the Food Lab is where Foundas’ and Bell’s explorations into the “science of flavor” goes into overdrive. Lining the lab’s counter are one-of-a-kind experiments, from ancient Japanese koji-fermented miso to garum popular in ancient Rome.

Recently, the pair have begun hosting regular food experiences at their learning center. Farm tours lead to the lab, where a wrap around kitchen counter comfortably seats students for diverse classes varying from miso making to winemaking. A giant garage door rolls open to bar seating with a water view for the multicourse dinner that follow.

Overnight accommodations are available aboard a boat moored below or in an oil-and-gas industry recovery pod resembling a flying saucer, which comfortably sleeps two. As the name promises, the Suis Generis Tiki Farm and Food Lab are truly, one of a kind.

To learn more, check out the Why Didn’t I Think of That? feature in the March 2024 issue.T

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

From Hope to Nope

Evaluating NFL talent is tricky this time of year.

BY CHRIS PRICE

We’re in the thick of the NFL offseason, and hope is, mostly, ubiquitous among the league’s 32 franchises. With free agency open and the draft, to be held April 25–27, teams’ leadership and fans are looking forward to supplementing their rosters with fresh faces to hopefully make them competitive for a championship.

But, as many Saints fans can attest, the process doesn’t always work out as planned. Any Who Dat? who claims to be a diehard fan can surely name a few players who rode in with fanfare and high expectations only to be let go or traded for much less value than their original appraisal. In the draft, think Shawn Knight, the defen-

CHRIS

sive end who the Saints picked with the 11th overall selection in 1987 and was gone by 1988; Ricky Williams, who was the Saints’ only draft pick (No. 5 overall) in 1999 after head coach Mike Ditka traded the team’s entire 1999 draft slate to Washington to move up to get him, or Russell Erxleben, a kicker/punter the team selected with the 11th overall pick in 1979 who became known as “Hurtslegen” because of constant injuries.

Free agency hasn’t always been kind, either. Think Brandon Browner, who signed a threeyear, $15 million deal but would be released after one year in which he set an NFL record with the most penalties by a corner; WR Albert Connell, who the team signed to a five-year, $14 million contract only to cut him after 11 games after he failed to crack the starting lineup and was caught stealing from teammates; or Jason David, the restricted free agent cornerback who cost the Saints a fourth-round draft pick and was signed to a four-year, $15.6 million deal only to be cut after he was exposed as a fraud.

Of all the Saints’ missteps in evaluating talent and trying to build the team, one of the biggest mirages and one that, arguably, hurt the most was the acquisition of quarterback Steve Walsh in 1990.

At the time, the Saints were in a moment of transition. With local boys Bobby Hebert and John Fourcade as the team’s starting quarterbacks, the Saints had their first winning season and reached the playoffs for the first time in their then 21 years of existence in the strike-shortened 1987 season. Although they had winning seasons, they failed to make the playoffs in ’88 or ’89. As they entered the 1990 season, things looked bright, but Hebert and General Manager Jim Finks got in a heated contract dispute that ultimately resulted in Hebert sitting out the entire season. Fourcade struggled, so the Saints traded their first- and second-round picks in 1990 and their third-round draft pick in 1991 to Dallas – who had Troy Aikman, the 1989 No. 1 overall pick – for Walsh, who the Cowboys

selected with the second overall pick in the ’89 supplemental draft.

At 6’, 3” and 215 pounds, Walsh appeared to be a prototypical NFL quarterback, and he had the pedigree to match. He led the Miami Hurricanes to the 1987 national championship, finished fourth in the Heisman Trophy balloting in ’88, and posted a record of 23–1 in his two seasons, just missing a second national championship.

Dallas hired Jimmy Johnson, who had served as the Hurricanes head coach, as its head coach in 1988. With Aikman and Walsh, he had, arguably, the two best young quarterbacks in the league on his roster. Of course, Aikman, who went on to win three Super Bowls and have a Hall-of-Fame career, prevailed, and Walsh became expendable.

When news broke that the Saints landed Walsh, excitement tore through the Crescent City. While Hebert and Fourcade were loved, it looked as if the Saints had acquired the best quarterback talent in franchise history. Combined with the “Dome Patrol defense,” thoughts of the Super Bowl danced in Saints fans’ heads.

It wasn’t to be.

Walsh led the team to an 8-8 record and wild card appearance in 1990. The team’s struggles led Finks to re-sign Hebert, who regained the starting job and led the Saints to playoff appearances in ’91 and ’92 before more questions about his value led him to sign with the archrival Atlanta Falcons in 1993.

Walsh would only start eight games for the Saints between ’91 and ’93 and was waived in April 1994. Ultimately, his tenure as a Saint was a letdown, and fans are still eft wondering what would have happened if Finks and Hebert could have worked out their differences and the team could have used the draft picks they gave up for Walsh to find impact players who would have regularly seen the field and actively contributed to the team’s success. T

PRICE is an award-winning journalist and public relations principal. When he’s not writing, he’s avid about music, the outdoors, and Saints, Ole Miss and Chelsea football.

KEITH TWITCHELL spent 16 years running his own business before becoming president of the Committee for a Better New Orleans. He has observed, supported and participated in entrepreneurial ventures at the street, neighborhood, nonprofit, micro- and macro-business levels.

Threading the Political/ Business Needle

Tips for navigating the current political minefield

BY KEITH TWITCHELL

We are entering what will likely be one of the most divisive election seasons in our nation’s history. Regardless of party affiliation or candidate preferences, this has real implications for all entrepreneurs. Missteps can alienate customers and damage businesses.

The simple solution seems to be to stay out of politics altogether, but in reality, this is virtually impossible. Further, it asks entrepreneurs to give up one of our most cherished freedoms, the right to participate in the democratic process.

Government policies directly impact businesses, and different political candidates offer different policies. Some candidates’ platforms may appear more beneficial for the general business climate. Some may be more sympathetic to specific types of businesses or industries.

In this context, it makes perfect sense for entrepreneurs to be politically engaged. The challenge is to make that engagement productive, while minimizing any collateral damage.

The first step to threading the political/ business needle is to be informed. Learn about the issues and the candidates from different sources and different points of view. Separating information from misinformation can be challenging; doing a little background research on your sources themselves can help.

If you decide to back candidates in specific elections, discretion is generally advisable. Placing campaign signs and materials in your place of business is guaranteed to offend supporters of other candidates. Campaigning publicly also creates a level of visibility that, unless your business is so large it can withstand the attendant negativity, is best avoided.

Even financial contributions should be made with the understanding that apart from small amounts, they are public information and often reported. The public and the candidates themselves take note of who gives to whom. This is why some larger donors give to more than one candidate in the same race.

Better options include putting a campaign sign in front of your house, and perhaps making contri-

butions in your spouse’s name. For local elections, something that really helps candidates is hosting small “meet-and-greet” events that enable them to speak directly to potential voters. You can coordinate this with friends and have these events at their houses, enabling you to participate while keeping your business well separated.

With a heated national election like the one ahead of us chances are very good that some of your clientele are passionate about the candidates, and may even be aggressive in expressing their views and in challenging those who disagree. This can be particularly problematic if yours is a public-space business, and arguments break out. Asking patrons to tone it down will often work, but if things get really heated, having the offending customer leave is essential. That person may never come back, but you reduce the chances of losing other customers as well.

Another challenge is when someone asks you, in your place of business, which candidate you are supporting. Deflecting the question is probably best. “I don’t discuss politics at work,” or “I prefer not to discuss who I vote for” may diffuse the situation. Even if pressed, sticking to this is a reasonable response and should be respected by reasonable people.

If you prefer to answer, and the questioner disagrees, the workplace is definitely not the right environment for a political debate, whether calm or heated. Use your best people skills to keep the conversation respectful and brief. If the person is someone you know well enough to continue the discussion, set a time and place away from business.

Entrepreneurs are 100% entitled to their political views and have every right to engage politically. But the reality is that visible political activity leaves one vulnerable to backlash that can really damage a business. Be active, be careful, be smart. And vote! T

PERSPECTIVES

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MARITIME+PORTS

Last month, the region’s maritime industry celebrated multiple big wins.

20 LAW

New Orleans has had multiple landmark cases that continue to shape the course of American jurisprudence and society.

22 ECONOMIC DEVELOPMENT

Under new leadership, New Orleans Business Alliance works to maximize impact through strategic planning and partnerships

23 GUEST

How and why we need to diversify the philanthropic calendar

18 REAL ESTATE + CONSTRUCTION

Drone use has risen to record levels.

Full Steam Ahead

Last month, the region’s maritime industry celebrated multiple big wins.

BY KIM SINGLETARY

While National Maritime Day may not be until May, celebrations began early in March with the release of record-setting data from both Port NOLA and the Port of South Louisiana, as well as a few other newsworthy items.

PORT NOLA PARTNERSHIP SETTING RECORDS

In 2016, Port NOLA launched a partnership with the Port of Greater Baton Rouge and Ingram Marine Group to provide a container-on-barge service that weekly repositions empty containers for reuse and offers shippers alternative ways to move their goods. In March PORT NOLA announced that the service moved 20,500 containers by barge in 2023, a record number for the service.

“We are poised to expand this service even further in the coming years,” said Port NOLA President and CEO Brandy D. Christian. “This is one more example of Port NOLA working alongside our partners to provide innovative solutions for global supply chain disruptions while simultaneously honoring a commitment to sustainability.”

The service reduced more than 1.3 million kg of carbon dioxide (CO2) emissions and saved more than 130,000 gallons of diesel fuel in 2023. Since 2016, the accumulated (CO2) emissions reduction is more than 10.4. million kg.

GROWTH AT PORTSL

Following six years of annual net decreases in tonnage volume, the Port of South Louisiana announced in March that 2023 brought a second consecutive year of net increases in 2023. Last year the port handled a record-high 248,130,992 short tons of cargo.

In February, the port also announced a new company would be coming to its Globalplex site in Reserve. Life for Tyres Group Limited, a European tire recycling company, is investing $46 million to establish its first U.S. processing facility on the site’s 10 acres.

The company said its recycling and manufacturing plant, L4T Louisiana LLC, will convert “end-of-life tires into high-quality sustainable commodities such as advanced biofuel feedstock, recovered carbon black and scrap steel.”

“While navigating the complexities of global trade, the Port of South Louisiana has not only reversed a historical trend with a remarkable surge in cargo but also demonstrated adaptability and resilience in an ever-evolving market,” remarked PortSL Board of Commissioners Chairman Ryan Burks. “As we witness transformative initiatives like the Life for Tyres project and the construction of the second dock access bridge, these endeavors underscore our commitment to sustainable practices and operational excellence. It’s a testament to the port’s strategic vision and the collaborative efforts of our dedicated team which is driving progress, sustainability, and prosperity for our region.”

NEW ADDITION IN METAIRIE

On March 6, Norfolk, Virginia-based Capes Shipping Agencies — a leading provider of vessel agency and cargo forwarding services in the United States — announced the opening of its newest offices in New Orleans. A subsidiary of CV International, Inc. (CVI), Capes Shipping’s new office at One Galleria Boulevard in Metairie will be managed by Mississippi River veterans Ron Soldani and Marshall Adams.

“We have been handling vessels on the Mississippi River for a few years now, and new opportunities made it the right time to establish a permanent presence in the U.S. Gulf,” explained CVI Vice President and General Manager Steve Hagen.

Founded in 1958, Capes Shipping Agencies provides port agency services along the U.S. East and Gulf coasts.

For more information, visit capesshipping.com/

THINKING AHEAD ON WORKFORCE DEVELOPMENT

On March 6 and 7, Inland River Ports and Terminals’ We Work the Waterways introduced hundreds of high school students from St. John the Baptist Parish and surrounding areas to the range of career paths the maritime industry has to offer. The event included presentations, tours, hands-on learning and engagement opportunities with maritime representatives at Port of South Louisiana and Cargill, Inc.

“We Work the Waterways opens doors to create generational wealth for families, helps to build a skilled workforce for industry that keeps our kids right here at home in Louisiana,” said PortSL CEO Paul Matthews.

Event partners included AccuTRANS, American Barge Line, Associated Terminals, Cargill, Cooper Consolidated, Crescent Towing, Ingram Barge Company, Louisiana CAT, Open Waters, Turn Services, Mississippi Valley Trade and Transport Council, Marquette Transportation, Wood Resources LLC, Consortium for Public Education, Furgo USA, Women In Maritime Operations, Port of South Louisiana and Cargill, Inc.

For more information, visit irpt.net/ we-work-the-waterwaysT

DID YOU KNOW? Held every year in New Orleans, the International Workboat Show attracts 15,000 members of the commercial marine industry. This year’s show is Nov. 12-14.

DREW HAWKINS is a writer and journalist in New Orleans. He’s the health equity reporter in the Gulf States Newsroom, a collaboration among public radio stations in Louisiana (WWNO and WRKF), Alabama (WBHM) and Mississippi (MPB-Mississippi Public Broadcasting) and NPR. He’s also the producer and host of Micro, a LitHub podcast for short but powerful writing.

New Heights

Drone use in real estate marketing has risen to record levels.

BY DREW HAWKINS

In the competitive world of real estate, every edge counts. With the rise of technology, agents are constantly seeking innovative ways to market properties and attract potential buyers. One such innovation that has revolutionized the industry is the use of drones for aerial photography and videography. Chances are you’ve seen some of this footage if you’ve ever looked at a listing on sites like Zillow.

Recently, Biz reached out to a few experts to get their thoughts on the rise of drones in the industry.

Whitney Savoie of FlyGuys Nationwide Data Capture, a company that offers drone services, noted the benefits of using drone technology for both real estate agents and home buyers.

“Drones can completely transform a Realtor’s marketing strategy,” she said. “By capturing aerial views of the property, showcasing the landscape, and highlighting surrounding areas, Realtors can provide potential buyers with a comprehensive understanding of the property and its surroundings.”

Savoie noted that homes displayed with aerial shots are 68% more likely to sell, and that offering prospective buyers a bird’s-eye view of the property not only enhances marketing efforts but also helps buyers establish a stronger emotional connection with the property.

Chuck Stall, a New Orleans Realtor, echoed this sentiment, emphasizing the versatility of drones in showcasing various property types.

“Drones are great for showing off large areas of vacant land, luxury homes with unique layouts, or simply highlighting brand new features like a roof,” Stall explained. “The more visual aids you have, the better, especially in today’s digital world, where most real estate browsing is done online.”

NAVIGATING THE DRONE LANDSCAPE

But how exactly do agents incorporate drones into their marketing strategy? Savoie outlined the process, emphasizing the importance of understanding the agent’s vision.

“We work closely with the Realtor to determine their goals and objectives,” she said.

“Whether it’s capturing wide-angle shots of the property or showcasing surrounding amenities, our aim is to bring their vision to life.”

While drones have become widely available, Stall noted the importance of working with a professional.

“One of my clients is a director of photography with a commercial drone operator’s license,” Stall said. “His expertise has been invaluable in capturing stunning footage that truly enhances our marketing efforts.”

ELEVATING THE MARKETING GAME

While some choose to hire out, other real estate agents are taking a more active approach and expanding their skillset.

“Drones are becoming more accessible, and many Realtors are obtaining pilot licenses to tap into this lucrative market,” Stall said, while Savoie went so far as to call drones an “invaluable tool in any Realtor’s arsenal.”

NAVIGATING CHALLENGES AND LOOKING AHEAD

Despite the numerous benefits of drone usage in real estate, challenges remain. Stall pointed to the costs associated with hiring licensed drone operators.

“It’s essential to work with professionals who have the necessary certifications to ensure compliance with regulations,” he advised.

Savoie also acknowledged regulatory hurdles, noting restrictions on altitude imposed by the FAA and potential neighborhood regulations.

“Realtors must navigate these challenges carefully to avoid legal issues,” she cautioned. “Additionally, not all properties may benefit from aerial footage, so it’s essential to assess each case individually.”

Both experts foresee drones becoming a standard strategy in selling real estate.

“As technology continues to evolve, drones will likely become an integral part of the real estate marketing toolkit,” Savoie predicted. T

DID YOU KNOW? America’s “separate but equal” Supreme Court ruling regarding Plessy v. Ferguson remained in effect for 59 years until Brown v. Board of Education in 1954.

BATTLE GROUND

New Orleans has had multiple landmark cases that continue to shape the course of American jurisprudence and society.

BY DREW HAWKINS

With one foot in the past and the other in the present, the Crescent City has been a crucible for some of the most consequential legal battles in American history.

From pivotal civil rights cases to landmark decisions in the realm of public corruption and corporate accountability, the legal tapestry of New Orleans reflects both the city’s triumphs and its struggles for justice and equality. They’ve left not only an indelible print on the city itself—they continue to shape the course of justice in the entire country.

Keith Plessy and Phoebe Ferguson, descendants of the principals in the Plessy V. Ferguson court case of 1896, pose for a photograph in front of a historical marker in New Orleans.

Homer Plessy was granted a posthumous pardon on Wednesday, Jan. 5, 2022. The Creole man of color died with a conviction still on his record for refusing to leave a whites-only train car in New Orleans in 1892.

CIVIL RIGHTS

The echoes of Plessy v. Ferguson, a seminal case in American jurisprudence, still reverberate through the corridors of New Orleans’ legal history. The 1896 case — arising from a challenge to Louisiana’s segregated railroad cars — saw Homer Plessy, a man of mixed race, arrested for refusing to vacate a whites-only rail car. Rev. Lawrence W. Moore, professor at Loyola University New Orleans College of Law, underscored its significance, emphasizing its pivotal role in entrenching legal segregation for decades to come.

“That case came from New Orleans,” said Moore, “It involved separate passenger cars for railroads based on race, and the Supreme Court approved of the concept of separate but equal.”

Using the Plessy case as an agent for change, Judge J. Skelly Wright, a towering figure in New Orleans’ legal history, championed the civil rights movement through his groundbreaking rulings as a federal district judge. Wright’s unwavering commitment to equality and justice paved the way for progress in the fight against segregation, challenging common practices and inspiring a new generation of activists.

Moore highlighted the impact of Wright’s civil rights decisions, particularly in the realm of school desegregation. Wright’s legacy remains indelibly etched in the city’s legal consciousness.

The aftermath of Plessy v. Ferguson continues to shape contemporary debates, as Mitchell Crusto, a professor at Loyola University New Orleans College of Law, pointed out.

“With the U.S. Supreme Court’s recent ‘anti-Affirmative Action’ case of SFFA (Students for Fair Admissions), we are returning to the dejure racial segregation of schools as established in Plessy v. Ferguson,” Crusto said.

In January 2022, former-Gov. John Bel Edwards, issued a full posthumous pardon to Homer A. Plessy at a ceremony held near the spot near where Plessy was arrested. Descendents of both Plessy and Ferguson have formed a foundation to commemorate the legacy of the case, symbolizing an ongoing commitment to confront the enduring legacies of segregation and injustice.

CORRUPTION

Beyond the realm of civil rights, New Orleans has witnessed landmark cases that have reshaped corporate accountability and exposed the underbelly of public corporate corruption.

“ ” The tobacco companies had been sued for decades and had prevailed. The first chinks in their armor were found by these plaintiffs’ lawyers in New Orleans.

Dane Ciolino, attorney and law professor at Loyola University New Orleans

perpetuating the public health crisis of smoking-related illnesses.

These cases marked a turning point in holding corporate giants accountable for their actions, setting a precedent for future legal battles against corporate malfeasance.

“They managed to have some of the first successful cases against the tobacco companies,” Ciolino said. “The tobacco companies had been sued for decades and had prevailed. The first chinks in their armor were found by these plaintiffs’ lawyers in New Orleans.”

New Orleans has also been a battleground for high-profile criminal prosecutions, targeting public officials accused of corruption. Ciolino pointed to the prosecutions of former-Gov. Edwin Edwards and former-Mayor Ray Nagin as examples of the region’s ongoing struggle against public corruption.

For Ciolino, these cases serve as a stark reminder of the importance of transparency and accountability in governance, and the enduring legacy of these prosecutions continues to shape public discourse and policy decisions.

INSURANCE BATTLES

In the wake of natural disasters, New Orleans has grappled with the aftermath of Hurricane Katrina and the ensuing legal battles over insurance claims. Ciolino said the unprecedented scale of first-party hurricane litigation — wherein homeowners have sought recourse against insurers for denied claims and inadequate compensation — has “been at a scale that has not been seen throughout the country, and that’s partly responsible for the current insurance crisis.”

Ciolino attributed part of the blame to “overzealous litigation fueled by anti-insurance industry sentiment.” He said the ramifications of these legal battles reverberate beyond New Orleans, contributing to a broader discourse on insurance regulation and disaster response.

Dane Ciolino, attorney and law professor at Loyola University New Orleans, pointed to the groundbreaking litigation in New Orleans against tobacco companies, led by plaintiffs’ lawyers such as Wendell Gauci. The legal team achieved unprecedented success in holding tobacco companies accountable for their role in

From the enduring legacy of Plessy v. Ferguson to the ongoing battles for corporate accountability and justice in the aftermath of natural disasters, the legal tapestry of New Orleans reflects both the city’s resilience and its ongoing struggle for justice and equality.

If history can be a guide and help navigate the complexities of the legal system, New Orleans is luckier than most. There are lessons upon lessons to be learned here. T

LOUIS

The Next Chapter of NOLABA

Under new leadership, New Orleans Business Alliance works to maximize impact through strategic planning and partnerships

BY LOUIS DAVID

During my nearly nine years with the New Orleans Business Alliance (NOLABA), the organization has persevered through several periods of change, both internally and externally. Despite those changes, our commitment to community-focused and inclusive economic development stands unwavering. Last year represented another period of transition and reflection as our board of directors led a national search to identify the best possible candidate to lead this critical work on behalf of NOLABA, our talented team, and the entire city of New Orleans. I was named as NOLABA’s next president and CEO in December 2023, and I’m excited to take on the great opportunities here at our organization and in the New Orleans business community.

NOLABA is the only economic development organization that is working exclusively for the benefit of New Orleans and its citizens, and that is not a job we take lightly. To create maximum impact moving forward, we first need to look at

the organization as a whole to determine what works and what doesn’t – doubling down on what we do well.

That renewed focus begins with our strategic planning process, set for the first half of 2024, something NOLABA hasn’t done since pre-COVID when the world (and the New Orleans economy) looked completely different. Right now, we’re working closely alongside our many community, business and government partners to ensure we’re asking the right questions and tailoring our efforts around where our work can create the most positive growth in the New Orleans community.

As we embark on the task of assessing our community’s business needs, we continue to evolve and elevate our award-winning programming while seeking out new opportunities to support our local small business community and attract new companies by showcasing the city’s vast potential for target industries like bio and advanced manufacturing.

NOLABA recently launched one of the few SSBCI (State Small Business Credit Initiative) loan programs in Louisiana, targeting

businesses that have been through our Invest NOLA and Resilient Corridors Initiatives (RCI) programming, which is aimed at high-growth companies founded by entrepreneurs of color and resilient neighborhood businesses, respectively. New cohorts of both Invest NOLA and RCI will launch later this year, showcasing our belief in the power of home-grown business growth, with an emphasis on serving Black and minority entrepreneurs.

Many of the businesses we work with will see an amazing catalyst for potential growth in next year’s Super Bowl LIX. NOLABA sits on the Super Bowl’s Supplier Diversity Committee, which will work closely with minority-, woman-, disabled-, LGBTQ-plus- and veteran-owned businesses. These local businesses will not only be exposed to opportunities surrounding the game and events leading up to it, but they’ll also get valuable experience to help scale up. Our goal is to help businesses use their experiences in 2025 to fuel long-term revenue and job growth.

We continue to operate as the concierge for businesses looking to expand or locate in Orleans Parish, convening local partners at major national business events promoting retail and biotech opportunities. Our successes include having helped secure several big wins at Advano, Propel Park and AxoSim in the past few months.

As we move into another year of growth and positive change, we look forward to expanding our current programming and working closely alongside our many public and private partners to find new avenues and opportunities to produce generational wealth and prosperity for all – whether it be workers, small business owners, or large corporations – who call New Orleans home.  T

DAVID currently serves as president and CEO of the New Orleans Business Alliance (NOLABA), a public/private organization that is the lead economic development organization for the City of New Orleans and Orleans Parish. He may be reached at ldavid@nolaba.org.

KEVIN WILKINS is the founder and managing director at Trepwise, a growth consulting firm. He may be reached at kevin@trepwise.com.

Moving from a “Giving Season” to Year-Round Support

How and why we need to diversify the philanthropic calendar

BY KEVIN WILKINS, FOUNDER AND CEO OF TREPWISE

In the world of philanthropy, year-end giving is an important time, as many nonprofits receive the majority of donations when donors are feeling charitable and seeking tax relief. But this compressed timeline during the busy holiday season can be challenging to manage for nonprofits and their supporters alike. Increasingly, people are exploring how they can move away from the end-of-year sprint and towards a culture of year-round philanthropy.

While year-end giving seems far away right now as we’re just welcoming spring, April is actually the perfect time to start thinking about building year-round support.

SUGGESTIONS FOR NONPROFITS

Shifting existing one-time donors into monthly recurring donors is one of the best opportunities for creating predictable revenue. In our work consulting with nonprofits, we’ve seen clients pursue many different strategies to achieve this, from tactics as simple as setting their online giving default to “monthly” instead of one-time,

to more targeted engagement and asks of previous one-time supporters, to a time-intensive but effective long-term strategy of branding a monthly giving program and providing specialized content to those who opt in. The spring is the perfect time to determine your monthly giving strategy for 2024 and beyond.

Nonprofits can also work to create other moments of giving throughout the year by scheduling galas and other seasonal event sponsorship opportunities outside of the year-end rush. Organizations with fiscal years ending June 30, for example, can consider a push for donations to line up with the end of their fiscal year.

SUGGESTIONS FOR INDIVIDUALS AND COMPANIES

People frequently give in December to minimize their tax burden by reallocating income to causes that are meaningful to them. Data suggests, however, that individuals who build an annual philanthropic budget based on prior-year giving are more comfortable making year-round donations. One vehicle to facilitate a flexible year-round giving approach is a

donor-advised fund (DAF), in which a single tax-deductible contribution is often made at year’s end, but donors can direct the fund to distribute its proceeds to nonprofits year-round.

Businesses that want to establish philanthropy as part of their organizational culture should consider how best to engage their employees in giving. At Trepwise, we provide a philanthropic match for each employee, encouraging them to give to nonprofits to access our company match. In addition, we know that one of the most valuable things we can offer is our services—our consulting hours. Thus, as part of our Trepwork for Good program, we allow employees to donate “free” hours to organizations and projects they care about.

Each company and organization should think about the product or service they offer and consider how they can use it to be part of their strategy to give back to the community while getting their teams involved and invested in the process. Any company can foster a culture of philanthropy, and in so doing, encourage a company culture that celebrates and emphasizes year-round engagement with community organizations.

AN ALL-SEASON VISION

Being philanthropic truly has no season: There are good reasons to give every month. For nonprofits, tapping into a network of monthly donors and “giving moments” throughout the year can reduce reliance on an end-of-year rush. For businesses, cultivating a culture of philanthropy among employees can play a meaningful role in providing a base of year-round support to local nonprofits.

Trepwise’s vision is a world filled with thriving and equitable communities nourished by good ideas. One part of the puzzle is creating sustainable funding strategies for organizations working to realize this vision—and that starts with diversifying patterns of philanthropic giving. T

of the SLOWDOWN

CELEBRATING 40 YEARS THIS YEAR, THE FRENCH QUARTER FESTIVAL CREATES THOUSANDS OF JOBS AND HUNDREDS OF MILLIONS OF DOLLARS FOR THE CITY EACH YEAR — A MIRACULOUS FEAT CONSIDERING ITS STAFF AND BUDGET. EXECUTIVE DIRECTOR EMILY MADERO SHARES HOW IT ALL HAPPENS AND THE EXCITING NEW ADDITIONS FOR THIS YEAR.

Portraits

This year’s French Quarter Fest will be held April 11-14 and promises to be bigger and better than ever. Boasting an expanded footprint, it will include more than 300 performances across 21 stages, including more than 70 musical debuts. Known almost as much for its food, the festival this year will also feature more than 60 culinary experiences, including 16 new offerings.

In a city known for its festivals — New Orleans hosts more than 130 unique offerings every year — the French Quarter Festival was created as more than just a good time. There was a very specific goal in mind, one that still serves the city when it needs it most.

In 1983, as part of the preparations for the 1984 New Orleans World’s Fair, major work was done to repair streets and sidewalks in the French Quarter. The extensive reconstruction kept locals and visitors away from Vieux Carré businesses for months. That same year, to draw people back to the district, the firstever French Quarter Festival organization was formed.

The first event took place in April 1984. Fewer than 10 stages presented traditional jazz and other New Orleans artists, and only

a few hundred people attended, but nonetheless, a tradition was born.

Fast forward to 2023 and, despite some heavy rain, 875,000 attendees flocked to the French Quarter and enjoyed more than 250 musical acts while sampling delicacies from 60-plus local restaurants.

The event is produced by French Quarter Festivals, Inc. (FQFI), whose efforts to drive traffic to the heart of the city have also included putting on the popular Satchmo SummerFest since 2000.

FQFI is led by Executive Director Emily Madero, who took the helm in 2017 after previous work with New Orleans Entrepreneur Week, The Idea Village, and the Campaign for Equity, among others. Biz New Orleans recently spoke with Madero about the growth of the festival, its economic and cultural impacts — and where you put 875,00 extra people in the French Quarter.

What are some major French Quarter Festival milestones over the years? It clearly has evolved from a couple of stages and Richard Simmons bouncing around the French Quarter. We are an independent 501(c)3 nonprofit — we’re not funded or governed by the city. But the founding mission remains really relevant, particularly post-COVID, in terms of celebrating our local culture and music, and doing it in a way that drives economic opportunity for the neighborhood and the businesses.

How did Satchmo SummerFest come about? After the renaming of the airport in 2000, we had the first Satchmo SummerFest. Louis Armstrong is probably the most famous and world-renowned artist to come from New Orleans and his music continues to stay

APPROXIMATE ECONOMIC IMPACTS OF MAJOR NEW ORLEANS EVENTS

relevant. That is a much smaller event, but a really important one in terms of our mission and thinking about how we can support those "need times" and also celebrate what makes New Orleans music and culture unique.

August is certainly a down time. I can’t tell you how many times we have looked into other times of the year when it would be easier to host an event, and more comfortable, but the feedback we’ve gotten from the area businesses is that the city can’t completely shut down between August and September, so that is where we can have the most positive impact.

You don’t just host events in the summer, though, right? Correct. The founding of Holidays New Orleans Style and the concert series that we did in 1985, very soon after French Quarter Festival, was a milestone. The organization brought back Réveillon, which was a tradition late in the Victorian era that had gone dormant. That was a way to draw visitors and locals to the French Quarter in December, which was a very quiet time of year.

How was FQFI impacted by the pandemic? We never shut down; we did all sorts of crazy things that we never thought we would have to do, including pivoting to digital performances. We were able to come back in 2021 with Satchmo SummerFest and host that in a safe way, however, and bring back French Quarter Festival post-COVID.

French Quarter Festival was so important to morale, and to the musicians and restaurants we work with. It really reinforced how important our mission is and the impact is. I had bond companies that were doing the ratings for the Superdome calling me, saying

$891 MILLION

AP PHOTOS: REED HOFFMANN; GERALD HERBERT; AMY HARRIS/INVISION; KYLE GREEN

Mardi Gras

$1.3 BILLION Super Bowl

“When are you bringing the festival back?” I was super-grateful to retain my full staff and keep us busy, and we remained ready to host as soon as it was going to be safe to do so. That was a tremendous success — to ensure that this nearly 40-year-old organization was able to continue and thrive in spite of really terrible circumstances.

What has contributed most to the growth of the festival? First and foremost, the fact that we have such incredible native

talent, and we’re situated here in New Orleans. French Quarter Festival is the largest family block party that you’ll ever go to. It takes place in a historic neighborhood, and there are no barriers economically — there’s no tickets required so folks can experience it in a very fluid and comfortable way. There are so many different French Quarter Festival experiences, kind of like Mardi Gras, so if you’re into funk and rock and blues and big crowds, we’ve got you covered on the riverfront. Then we’ve got

passionate traditional jazz fans that really appreciate the small, intimate street stages along Royal Street. You take an event like Lollapalooza, and those festivals can happen in any big city in the nation. The only place where you’ll be able to experience French Quarter Festival is in New Orleans.

What does it take to put on an event like this? It takes a very passionate and dedicated team of eight people working on this 12 months out of the year. We are meticulous

$400 MILLION Jazz Fest

$327 MILLION Essence Fest

$310 MILLION

French Quarter Festival

$168 MILLION

NCAA Final Four

planners, and it really does take 12 months to be able to navigate the myriad details and stakeholders. It takes communication and support and collaboration, internally with our employees and crew members and partners and sponsors, and with the City of New Orleans and the businesses and the residents of the French Quarter. It is a yearlong effort every year to make it happen.

What is the biggest challenge? It’s an incredible responsibility to have hundreds of thousands of people out there, and managing the security and making it a joyful, fun event. But in terms of the work to make it happen, it is limited resources and working in a relatively small city, with a small business ecosystem. I think New Orleanians appreciate and are passionate about our music and culture, but I think there’s also this misconception that there are unlimited resources when, in fact, the economics of hosting a massive event, a free event at scale, are sort of upside-down. It takes a tremendous amount of community support and philanthropy to make it happen. That is the biggest hill we climb every year.

How is the festival funded? The largest contributors are festival sales and sponsorships. When you go to the festival and purchase an Abita beer or a Pepsi, or some of our merchandise, that helps make it all possible. Thirty-six percent of our income is generated by sales onsite. About 54% of our income comes from sponsorships. At a lot of other festivals, you might have a small pyramid of three to six big logos. We have hundreds, and you can participate in everything from [sponsoring]a stage to an individual musician. Donations are another one, very small, about 4%, but it’s something that we are looking to grow. We have a small amount of grants that we write every year — it’s about 1%. Then about 5% comes from “other.” We may have opportunities for contracts, or fee for service. That’s our “hustle” category.

Obviously the economic impact has grown as the festival has grown. Describe the benefits that French Quarter Festival creates economically. Last year we generated a $313 million economic impact: We work with the UNO Hospitality Research Institute to determine that amount. That has implications for the local GDP in general, and directly contributes to state and local tax dollars. It creates 2,800 jobs for locals every year and

generates about $90 million in wages. These numbers are pretty significant considering we have a full-time staff of eight and about a $5 million budget. We work with over 70 local restaurants, many of whom share that, second to Mardi Gras, this is their biggest incomeproducing time of the year. Then there’s 2,000 musicians that we hire. I think more important than the check we write — although that is very important — is that we showcase not only rising talent but our local legends and musicians on a global stage.

You have about 1,500 volunteers. How important are they to making this happen? They are critical. It is a massive collaboration to put on this festival with limited resources. Beyond the individual volunteers, we work across all city agencies — NOPD, NOFD, NO EMS, Homeland Security — many agencies come together to make sure that we can host a joyous and safe event. Our volunteers help with everything — they’re at the merchandise and beverage booths, they’re out at the gates and the

Attendance at French Quarter Fest & Jazz Fest

NOTE: Jazz Fest takes place over seven or eight days, French Quarter Festival over four days.

information booths, they’re taking surveys and serving as an extension of our core team.

How does your background with New Orleans Entrepreneur Week, The Idea Village and the Campaign for Equity play into your current role? I’m very passionate about New Orleans music and art and culture. But my professional background was a bit unique in terms of this role and this organization’s history, in that I wasn’t coming from an event or hospitality space. I was looking through the lens of nonprofit capacitybuilding, ecosystem development, thinking about the broader mission and impact.

I have an incredibly talented team, and they are very focused on ensuring that we host beautiful events every year. I’m very involved in that, but even more importantly, building a foundation and revisiting our founding mission, our purpose, in terms of our impact and being thoughtful about how we can deepen and expand.

Our purpose is to uplift New Orleans’ cultural economy and those who create it. It has evolved since its founding, which was more focused on supporting businesses in the French Quarter. I focus on systems-level, and ecosystem-level thinking about our commitments to New Orleans’ cultural economy, and also ensuring that we’re building a New Orleans that is more sustainable and more equitable, certainly from a racial equity standpoint. I really focus on being thoughtful about everything that we do in the organization, from leadership development to financial and programming decisions to strategic partnerships.

What would you say are the biggest lessons you’ve learned since stepping

into this role? It’s complicated (laughs). It's how much New Orleanians love and appreciate our music and cultural assets and our talent, and how much we take it for granted. We have many organizations that are really dedicated to this, but it feels very fragile and tenuous. Every year is a make-orbreak year. What I didn’t realize coming in is how many stakeholders and how massive the communications and collaboration and all the details are to do this in a way where we can accomplish our goals, our guests can have a good time, and the neighborhood and city can benefit from it.

Where do you put 875,000 people in four days? Luckily, they’re not all there at the same time, and we span the whole French Quarter. That is something that we are thoughtful about. It isn’t necessarily growth for growth’s sake that we’re striving for. We certainly want to maintain the volume of visitors and the economic impact but do that in a way that is thoughtful and in keeping with the city and the neighborhood.

Will there be anything new at the festival this year? Yes! As New Orleans music is constantly evolving, we want to maintain those traditions that people look forward to every year, but we also want to stretch and grow ourselves, so we have two new stages.

First, we’ll have the Posigen Solar DJ stage in front of the aquarium. This evolved from our entertainment committee’s recognition that this was a slice of New Orleans' musical talent that we hadn’t fully explored and celebrated.

In addition, since I think the food is at least 50% of what draws people to the festival, this year we will have a culinary stage that will feature chef demos. Chef

Kevin Belton will be hosting, and you can learn about how Vance Vaucresson makes his sausage or make yakamein with Miss Linda. There’s going to be a bunch of local chefs talking about the food they’re making at the festival.

We are also going to be expanding into Spanish Plaza this year. That allows us to stretch out a bit on the riverfront. It’s a beautiful location that will have an incredible lineup and more food. We’ve got over 40 venues this year. We’re working with Loyola University, and they’ll have some student ensembles, and we have a stage that features just middle school and high school talent. We’ve also got 16 new food vendors, so you can come try some new delicious foods.

Beyond this year, what plans or goals do you have for the future? We’ve just written a five-year strategic plan. We’re so busy year over year just making this enormous festival happen, but it’s important to think more broadly. What’s the kind of impact we want to have 10 years down the line? Forty years down the line? How has the city evolved, and the needs of the creative community and the cultural economy changed? How do we generate new income streams so that we can secure the next 40 years of this organization?

We’re also thinking about not only cultural sustainability but environmental sustainability. We’ve reduced our landfill waste by 40 to 56%, from French Quarter Festival to Satchmo. If we can do it at scale for a nonprofit organization with very limited resources, then we are showing other events it’s possible in terms of incorporating composting and recycling, renewable energy, and also serving to educate our community and to improve our community resilience. ■

2015

386K

FRENCH QUARTER FEST

National climate technology investor selects New Orleans to showcase its community housing collaboration model

By Joyce Thorne

Willia

CLIMATE TECH = A WINNING HOUSING

illustration by Sara

+ COMMUNITY STRATEGY FOR NOLA?

On January 26, one of the world’s largest nonprofit climate technology investors announced a partnership with a New Orleans housing and development funding agency in order to create more affordable, sustainable, climate-responsive housing that meets the present and future needs of New Orleanians.

In its first such venture, Elemental Excelerator (Elemental) — a national nonprofit founded in Hawaii — is collaborating with Finance New Orleans (FNO), as well as national and local organizations, the mayor’s office and local housing authorities to create a model that could be replicated by housing development organizations in cities across the U.S.

Together, the duo created a $2 million fund and launched the NOLA Affordable and Resilient Homes Challenge to obtain community-centered financing to deploy climate technologies in new and retrofitted single-family homes.

The fund will be augmented by an investment of up to $200,000 from Elemental, including technology, and an opportunity for a larger investment of up to $1 million. Paired with FNO’s Green Mortgages Program — a first-mortgage down payment assistance program — the fund will finance homes that are affordable and sustainable in their design, construction and operation.

"We want homes that last longer than eight to 10 years," said Elemental COO Avra van der Zee.

A SMALL START WORKING TOWARD A BIG IMPACT

The project will launch with seven sites targeted for development and retrofitting,

according to FNO CEO Damon Burns, including six single-family homes in the Gentilly and Pontchartrain Park neighborhoods that will be put up for sale. There will also be a commercial building on Baronne Street in the CBD, which could have height added and become a mixed-use structure that will include housing.

Along with the fund, Elemental has launched the NOLA Affordable and Resilient Homes Challenge with the goal of “unlocking a deep pool of entrepreneurs, dedicated funds and key decision-makers to drive concrete results through community-centered financing.”

The challenge is unique because it includes a community and stakeholder engagement phase — that began in March — to ensure there is meaningful local input in solution selection and deployment. Elemental CEO Dawn Lippert’s guiding principle is “Technology brings half the solution… community brings the other half.”

After the community input has been gathered, technology applications would be explored.

The National Association of Local Housing Finance Authorities (NALHFA) and other local housing authorities will advise on the challenge.

“Accelerating the adoption of environmentally friendly affordable housing solutions not

only creates more resilient and eco-friendly communities but it also helps local economies and increases job growth by leveraging public and private funds to increase earnings, increase tax revenue and put people to work,” said NALHFA President Dawn Arnold, executive vice president and COO of Invest Atlanta. “NALHFA member Finance New Orleans and its partners are leading the way in creating replicable models for affordable homes that are also resilient and sustainable. We look forward to bringing this type of innovation to our nationwide network.”

The Coalition of Green Capital (CGC) will also work with the partnership to amplify best practices from the challenge across its network of state and local green banks, community development financial institutions (CDFI), and other finance institutions. CDFIs are mission-driven financial institutions that have been certified by the U.S. Department of the Treasury’s CDFI Fund. They include credit unions, banks, loan funds and venture capital funds that operate with a primary mission of serving low-income communities.

“We are honored to support this innovation challenge as a prime example of how our nationwide network can accelerate green technology and increase energy abundance by, for and with communities,” said CGC Executive Director and COO Eli Hopson.

Homes will feature innovative clean-energy and water-efficient technologies. Burns said many housing solutions are being examined, including the use of 3D printing, containers and other nontraditional elements.

Van der Zee expects that the technology selection could be completed in a matter of months and deployment carried out in one to two years. Local construction companies and contractors will receive priority consideration.

Burns added the collaboration will propel workforce partners and training.

“We see a new economy," he said. "We have a lot of good energy, a lot of faith. I feel good about where we’re going.”

THE CORE PLAYERS

Elemental and FNO came together about a year ago to put a plan into action. Elemental liked FNO’s track record and leadership.

“We thought about expanding. We are at a pivotal moment for the energy transition so we want to show how innovation can benefit communities,” said van der Zee. “Investing in these communities has never been more important. We saw the real entrepreneurial spirit to build sustainable wealth.”

Founded in 2009, Elemental Funding has invested in more than 150 startups in the energy, mobility, water, industry, naturebased solutions and agriculture sectors. More than half of the nonprofit’s portfolio companies serve customers in low-and moderate-income communities and two-thirds are working with community-based partners.

According to the nonprofit’s 2023 report, since 2012, it has distributed more than $79 million to climate companies to help them scale their impact. Elemental’s portfolio includes work in all 50 states and supports customers and/or operations in more than 100 countries. The nonprofit funded 20 projects in 2023.

According to Lippert, Elemental is the second most highly networked climate investor, coming in only behind the National Science Foundation. In 2020, it was awarded the United Nations Global Climate Action Award.

Founded by the City Council of New Orleans in 1978 as the “New Orleans Home Mortgage Authority,” Finance New Orleans is a housing and development finance agency

whose mission is to improve the quality of life in New Orleans by directly investing in the creation of affordable housing and economic development projects that produce quality jobs for residents. The agency does this by providing mortgage financing for low-to-moderate-income families and credit support for affordable rental and community development projects. Since 1979, FNO’s investments have resulted in more than 8,000 mortgage financings along with the creation of affordable rental units.

FNO also has a Multifamily Developer Program, which provides tax-exempt bond financing, property tax exemptions and green infrastructure loans to increase the supply of sustainable affordable housing. The program is also intended to provide the City of New Orleans and FNO with local control over affordable housing development.

MOVING FORWARD

In a city challenged by a lack of affordable housing, the collaboration could serve as a welcome shot in the arm and jumpstart to the future.

As Elemental and FNO deepen this collaboration, they look forward to co-creating climate innovation strategies with New Orleanians to achieve lasting positive impact for housing development, economic growth and community resilience.

Elemental’s commitment to equity and access strives to help advance innovation in the homes, workplaces and neighborhoods that make up communities.

“We’re identifying other community partners; we’re seeking other partners. Some potential partners have approached us,” said Burns.

Residents and businesses are invited to get involved in the challenge process by signing up for email updates as well as participating in virtual or in-person feedback sessions and dialogues. Priority for participation will be given to people from the New Orleans community, particularly those from the Gentilly and Pontchartrain Park neighborhoods and/or prospective residents of those areas. Participants will be compensated for their time. Application forms can be found at ElementalExcelerator.com/the-nola-affordable-and-resilient-homes-challenge. T

Current innovative projects being supported by Elemental Excelerator nationwide include:

An electric truck charging depot;

Hybrid-electric aviation;

Developing the world’s first zero-emission aircraft engine;

Low-carbon concrete for public infrastructure;

Solar software platform to design and install solar panels at no cost to low-income households; and

Systems to decarbonize homes.

FROM THE LENS

54

GREAT WORKSPACES

HUB

62

NEIGHBORHOOD GEM

Kristen

64

NEW ORLEANS 500

James

58

WHY DIDN’T I THINK OF THAT?

A new “hop-on, hop-off” recreational bus company is reinventing the oldfashioned pub-crawl.

International Gulf South reinvests in its regional headquarters with a New Orleansinspired design transformation.

Malone’s artistic journey to “accidental full-blown retail”

Martin, CEO of Gulf Wind Technology

New York Citybased Ted Moudis Associates redesigned HUB International Gulf South’s regional headquarters in Metairie to create a modern, inviting and personalized workspace.

An insurance brokerage business, HUB International Ltd. was drawn to the Louisiana market by the state’s significant insurance premiums.

“The types of ‘risks’ (as we call them) that operate in the state … create substantial revenue streams and incentives for firms like HUB to service these types of clients,” said Shaun Norris, president of HUB International Gulf South. The company, which started in 1998 in Leamington, Ontario, Canada, acquired Hibernia Insurance Agency from Capital One in 2007, giving HUB International Gulf South a foothold in Louisiana.

“[The] focus on the energy, maritime, real estate and hospitality verticals of the insurance business brought HUB a diversity of expertise they were looking to leverage,” explained Norris.

Today, HUB International Gulf South operates 27 offices in Louisiana (regional headquarters are in Metairie), Mississippi, Alabama, Georgia and the Florida Panhandle.

“HUB is proud to represent over 2,000 clients across Southeast Louisiana,” Norris says. “From employee benefits to commercial and personal property/casualty insurance, we have customers from all the industries native to our hometown. Our [Metairie] location pulls from the Northshore and the west bank, and St. Charles and Orleans parishes. We are centrally located at the intersection of I-10 and Causeway. When our lease was approaching renewal, we decided

QUICK LOOK

Number of years in operation

Established 2007, traces roots back to 1965

Style of architecture

International Style

Square footage 27,832

Number of Employees

135 at the Metairie location; 655 in all of Gulf South

Persons in Charge

Shaun Norris and Vicki Davis, along with the corporate team

Architecture

Cortland Morgan

Architects

Interior Décor

Ted Moudis

Associates

Art and furnishings

RDI and AOS

to recommit and invest in improving the regional headquarters.”

To do so, the company partnered with New York City-based Ted Moudis Associates (TMA) to redesign the existing office space into a modern, inviting and personalized, workplace.

“TMA has had a long-standing relationship with HUB International, partnering with them on projects throughout the United States,” said DeAnne Thomas, senior project director with TMA. “We were tasked with creating a space that looked like a HUB office, but also had clear New Orleans influences. TMA provided the interior design and space-planning services. As is the case with most of our assignments, this was a team effort between me, Janice Fellows, design director and team leader, and Cynthia Weber, design manager.”

The company occupies the second and third floors of 3510 N. Causeway Blvd. and remained open during the two-phase renovation process.

“We began with the third-floor renovation, [and] employees were able to utilize current space on the second floor as well as work remotely,” Norris says. “Once the third floor was completed, second-floor renovations began, and the same process was used.”

The overall renovation—which began in March 2023 and was completed the following November — has created an open and collaborative space, relocating the main conference room, large

kitchen and some of the offices. HUB also gave up a portion of its second floor since the company allows employees to work on a hybrid schedule and utilizes a reservation seating system.

“There was a strategic evaluation of the existing space to determine which elements were in alignment with the new office layout and function,” Thomas says. “An estimated 80% of the current layout is new construction.”

The goal was to transform the space to prioritize shared areas, conference rooms and enhanced technology.

“We wanted a high-energy vibe upon entrance to our offices that continues into every area of our two floors,” said Norris.

“The old HUB space had served its function but had become dated; the floor plan was lined with perimeter offices that had no windows into the open office area, and the open office workstations had large footprints and high panels,” Thomas said. “Many of the offices have been moved to the interior, and all offices now have full-glass fronts. The workstations have been updated with a more modern layout, lower panels and height-adjustable desks.”

Modern conference facilities, a new cafe and bright, open floor plans were part of the upgrade.

“There’s also an updated reception area, a new boardroom, meeting rooms of varying sizes, both open and private office spaces, open collaboration zones, and standard office-sup -

port spaces,” Thomas said. “The [cafe] mirrors hip coffee shops rather than a dated breakroom.”

The New Orleans influences are especially apparent in the cafe, which has custom metal and acoustic screens (inspired by the ironwork seen throughout the Garden District) to delineate the booths in the seating area. “There are [also] French-style tiles to mimic the mosaics found in many historic restaurants and hotel lobbies,” Thomas said. “Throughout the space, there are various elements inspired by the Louisiana wetlands and New Orleans jazz.”

Existing mechanical equipment located above the ceiling created a challenge during the redesign.

“[It] would have been very costly to move; therefore, some of the exposed ceiling areas were modified accordingly,” Thomas says. “Thanks to a creative design, these adjustments are indistinguishable, and one would never know it wasn’t the original layout.”

According to Norris, standout features include the artwork, the use of the HUB logo on conference room doors and the cafe, all of which exemplify HUB’s local and regional work environment. “Our cafe is especially personalized to the region,” he says. “A hand-painted mural of New Orleans City Park provided by a local set designer now adorns our dining area. It is a favorite of our employees.” T

upgrade included modern conference facilities, a new cafe and an open floor plan with clear New Orleans influences like the hand-painted mural of New Orleans City Park in the cafe.

The

BY ASHLEY MCLELLAN

EDMUND D. FOUNTAIN

PHOTOS

Launched in December 2023, NOLA Beer Bus allows riders to visit any or all of 10 local breweries without driving, ride sharing, biking or taking public transportation.

Founder Elizabeth Bates created Beer Bus as a win-win for those interested in supporting local businesses in a mindful way.

“I had the pleasure of meeting the great team behind Cajun Fire Brewing when I moved back to New Orleans about 10 years ago,” she said. “So, when I ran into them about a year and a half ago, I was excited to hear that they were working on opening a tasting room in New Orleans East. I walked away from our conversation thinking, ‘I’d love to support them...how do I do that responsibly?’ Either someone needs to be a designated driver, or you could play ‘ride

share roulette,’ as I like to call it, which gets expensive and can be unreliable. Overall, I wanted a safe, flexible and affordable option, so my next thought was, ‘There just needs to be a bus line that goes to breweries,’ and the more I thought about it, the more I talked to other people about it, the more I was convinced that this needed to exist.”

Bates cites her professional history in launching businesses as giving her the tools she needs to manage the ups and downs of running a business.

“I’ve had a few of my own startups over the last 20 years or so, including a residential cleaning service in Southern California that I sold prior to moving back to New Orleans,” she said. “This business was the most similar to Beer Bus — having a lot of people and places around town to coordinate on any given day. I’ve also supported many, many founders on their own journeys through building and

running a startup accelerator program…Truly, the biggest takeaway from my professional background is the perseverance and hustle it takes to get something off the ground. On tough days, I have a lot of examples of founders who’ve overcome much bigger obstacles than I have so far in order to realize their dream.”

Still very much a “scrappy start-up,” Beer Bus gives Bates a lot of hats to wear as the company begins to gain traction with riders and on social media. While she is currently a solo operator,

NOLA Beer Bus takes rides to stops throughout the city, with the opportunity to hop on and off at New Orleans’ craft breweries safely and affordably.

she has plans to expand, starting with additional drivers.

“We have started with one van, and similar to our staffing, plan to expand this in the next quarter as well,” she said. “Ultimately, I plan to have multiple buses running on one route so that our riders can choose between all the amazing breweries we have in town, while having the flexibility of a bus coming by every 30-45 minutes.”

While managing the business can be hectic, for Bates, interacting with riders, both on the bus and online, is all part of the party. Bates’ love of breweries and craft beer makers is apparent as she works closely with each brew stop to make sure the experience is good for all.

“I spent a lot of time prior to launching Beer Bus talking to people — brewery owners, brewery team members, beer nerds, etc. — to understand what people wanted and if this unique business model made sense as a transportation alternative,” she said. “We collaborate with each of the craft breweries to some extent. We rely on them to place our ‘bus stops’ outside so people know where to hop on, and there has been a lot of social media love! In the near future, these collaborations will get even better; people can expect to see some events that uplift the industry.”

NOLA Beer Bus stops span the city, including Crescent City Brewhouse in the French Quarter, Port Orleans in the Irish Channel, Zony Mash Beer Project and Secondline Brewing in Mid-City, and Skeeta Hawk on the Lafitte Greenway.

“I’ve played with the routes quite a bit and have landed on two that are working really well right now: our Uptown and Mid City / Bywater routes,” Bates said. “We offer stops at the vast majority of the most beloved breweries and brewpubs in the city, while maintaining a total loop time of about one hour.”

NOLA Beer Bus accommodates riders of all abilities.

“Equity and accessibility are important to me, so it was key that Beer Bus had a wheelchair

accessible option,” said Bates, “which meant finding the right van and building my own skill and knowledge working with the wheelchair lift.”

Surprisingly, this creative mode of transportation also welcomes all ages.

“Our local breweries are kid-friendly,” said Bates, “and as a parent, it was a dream to have a safe transportation option for a fun day out.”

NOLA Beer Bus operates Fridays and Saturdays from noon to 8 p.m. and Sundays from 11 a.m. to 7 p.m. Passes range in price from $10 for a single ride to $30 for an unlimited day pass and $54 for an unlimited two-day pass.

Beer Bus appeals to groups as well as tourists. “We have had parties on board — birthdays, bachelor, and bachelorette parties — as well

as solo travelers or couples who just want an easy way to explore the craft beer scene here in New Orleans... I think of Beer Bus like the long community tables in large beer halls — you never know who you’ll meet, but it’s a fun way to meet.”

Bates sees Beer Bus as forging a path to a new way of conducting not only pub crawls, but expanded bar tours beyond breweries.

“I believe this hop-on, hop-off bus line model is the future of alcohol tourism,” said Bates, “so while my plan is to continue scaling and improving this service in New Orleans, I also plan to expand it to brewery, winery and distillery regions across the country to bring a safe, flexible, affordable and fun transportation alternative anywhere people will inevitably be imbibing.” T

FROM IBISWORLD.COM

In 2023, there were 12,853 sightseeing transportation businesses in the U.S. — an increase of 6.4% from 2022. The number of businesses has grown 6.4% per year on average between 2018 and 2023.

NOLA Beer Bus currently has two routes that stop at 10 popular local breweries. They run Uptown on Fridays and Sundays, and in Mid-City on Saturdays.

“

” I’ve been surprised how much people love stickers! We have sticker ‘badges’ on board that I give out as people hop back on after each brewery, and I just love the joy in people’s faces, regardless of their age. I haven’t had someone turn down a sticker yet!

Elizabeth Bates, founder, NOLA Beer Bus

FROM THE LENS NEIGHBORHOOD GEM

Home Malone

Kristen Malone’s artistic journey to “accidental full-blown retail”

BY KEITH TWITCHELL

If one neighborhood store serving one neighborhood is a good thing, two of the same store serving two neighborhoods is even better. Such is the case with Home Malone, whose locations in Mid-City (629 North Carrollton) and Uptown (4610 Magazine) offer area residents handmade art and gifts, with an emphasis on functional décor.

“I’ve always been an artsy person, said founder, owner and designer Kristen Malone.

“From refinishing furniture in my carport in Lakeview, I went on to doing painting on boards, which I sold through Etsy. This went well enough that I quit my job, did some art markets, and did some paint parties.”

One of the paint parties took place at a clothing store in Mid-City; it succeeded to the point that Malone followed up later to see about scheduling a second event. When the owner told her that the store was moving, Malone inquired about the lease for the location.

“The lease was reasonable, so I decided to take it,” she recalled. “I originally envisioned it as a paint party and studio space. And I added a few items to sell during the paint parties, mostly to help pay the electric bill.”

This proved to be a game-changing idea: at a pre-Christmas paint party, so many items were purchased that Malone decided to move into what she described as “accidental full-blown retail.”

The transition from artist to businessperson was easier than one might guess. Malone has a degree in management from the University of New Orleans and had worked in industrial sales.

“I’ve always been left- and right-brained, and always been interested in the entire process,” she said. “I have a full front-to-back love of business.”

Malone opened the Carrollton location six weeks before Christmas in 2016 and quickly discovered that “Mid-City is a very local, art-loving area.” Eschewing the typical retail storefront, she decided she “wanted to be in a house with a neighborhood feel to it.”

With its focus on affordable and useful gifts, made by some 200 New Orleans, Louisiana and Southern regional artists and craftspeople, Home Malone has been a major success. Malone opened the Magazine Street store —

also in a standalone house in a more residential area — in February 2019. She also maintains a warehouse, from which she supplies about 100 retailers nationwide.

The business is now up to 15 employees.

“We are hiring more people, and we mostly hire people who have been customers,” said Malone. “They came into the store and saw the vision, so there’s not a lot of onboarding required — they already get it.”

Malone still produces many items that are displayed in the store. She said at this point, her biggest challenge is “finding the time to do everything I love. Being creative takes time away from the business and working on the business takes time away from being creative.” To address this, her vision for the future is to “do more with less. I want to offer fewer items, focus more on quality over quantity. For the national market, I want to focus on items with broad appeal but that still have that New Orleans essence.”T

FROM THE LENS NEW ORLEANS 500

DID YOU KNOW?

James Martin is excited to be building out a renewable energy technology company out of the Historic Avondale Shipyard, which has involved building partnerships with a range of workforce institutions in the region. Gulf Wind Technology has also recently secured a lease at Port Fourchon to install Louisiana’s first wind turbine, which will be used as a technology demonstrator for the company’s novel innovations, as well as for engaging the renewable energy addition ‘workforce of tomorrow.’

CEO of Gulf Wind Technology

PHOTO BY MIKE LIRETTE

Education: Tulane University (MBA), University of Plymouth (BS)

Hidden Gem: Nomiya on Magazine for their awesome Kuro

On the Horizon: Our technology footprint at Avondale is world-class and GWT’s hurricane riskmitigating technology will be on turbines soon.

Hobby: I am loving wing foiling on Lake Pontchartrain.

James Martin