CANAL STREET MAKEOVER
What’s being done and what’s next?
P. 32
WON’T YOU BE MY NEIGHBOR?
This nonprofit has been preserving NOLA stories for more than 20 years.
P. 58
ONE OF A KIND Louisiana’s only maritime museum is struggling to save another unique local landmark.
P. 16
As the city continues to wrestle with what to do about its neediest population, local leader Martha Kegel shares surprising insights into who is unhoused and why, and what efforts have been proven to work.
Set on the former site of a groundbreaking shipyard, Louisiana’s only maritime museum takes an active role in educating about the region’s storied past while protecting an endangered Northshore landmark.
Opened last April, CrescentCare’s new Mid-City home is a reimagining of the Hurricane Ida ravaged former home of United Way of Southeast Louisiana.
Neither fire nor flood has managed to shutter A To Z Framing
Jay Huffstatler, executive director at OnPath Credit Union Foundation and board president of Gulf South LGBTQ+ Chamber of Commerce
Understanding the Unhoused
The largest thoroughfare in New Orleans, Canal Street is getting the attention it deserves thanks to an effort spearheaded by one local woman.
As the city continues to wrestle with what to do about its neediest population, local leader Martha Kegel shares surprising insights into who is unhoused and why, and what efforts have been proven to work.
EDITOR’S NOTE
Iwas very fortunate to have the opportunity to travel with my family over Mardi Gras week this year to Paris. My teenage daughter is fluent in French — thanks to one of our wonderful French immersion schools here — and the city had long been on our bucket list.
I saw a lot of similarities between New Orleans and Paris — of course the French culture we have adapted here, along with the proximity to the water, and the immense love of food and culture. And then there’s the fact that they too recently hosted a big event, the 2024 Olympics, which was held July 26-Aug. 11. What many may not have realized, however, is that the Olympic Village was constructed in one of the poorest sections of Paris.
As such, in preparation for being on the world stage, Paris began busing their unhoused people out of the city. As of mid-July, the city had sent around 12,500 of Paris’ estimated 100,000 unhoused citizens out of the city to 10 temporary shelters set up around the country. The move was seen by many as a very temporary and costly fix to a long-term problem with deep roots in the city’s affordable housing crisis. Sound familiar?
If you do an internet search for “homeless problem” you’ll find news article after news article from what looks like every city in America struggling with growing populations of unhoused men, women and children. Homelessness in this country has reached record-high numbers — 653,104 people experienced homelessness in the U.S. in 2023, a 12% increase over 2022. The No. 1 cause, by far, is a lack of affordable housing.
This month we were able to have a chat with Martha Kegel, leader of Unity of Greater New Orleans, who helped shed some light on the people behind the numbers and how, exactly, we got this way as a country.
Solving any problem starts with truly understanding it, and I hope this piece helps with that and that you enjoy all of our annual nonprofit issue, which highlights just a handful of the incredible people and organizations that work every day to make our region better.
Publisher Todd Matherne
EDITORIAL
Editor Kimberley Singletary
Art Director Sarah E.G. Majeste
Digital Media Editor Kelly Massicot
Associate News Editor Kelly Hite
Contributors Rory Bellina, Tina Howell, Jeremy Marshall, Ashley McLellan, David Melancon, Misty Milioto, Chris Price, Erin Sheehy, Keith Twitchell, Michael Williamson
Senior Account Executive Meghan Schmitt 504- 830-7246 Meghan@BizNewOrleans.com
Account Executive Abby Palopoli 504- 830-7208 Abby@BizNewOrleans.com
PRODUCTION
Digital Director Rosa Balaguer Arostegui
Senior Production Designer Ashley Pemberton
Production Designer Czarlyn Ria Trinidad
MARKETING
Marketing Manager Greer Stewart
Sponsored Content Coordinator
Jeremy Marshall
Visual Media Producer Mallary Wolfe
CIRCULATION
Distribution John Holzer
ADMINISTRATION
Office Manager Emily Ruiz
VP of Sales and Marketing Kate Henry
Chief Executive Officer Todd Matherne
For subscriptions, call 504- 830-7231
Editor Kimberley@BizNewOrleans.com
New Orleans loves to carve out its own seasons. We just ended carnival season, over the summer we like to call it snowball season, and in the fall, we heat up with football season all over town. But right now, I proclaim we are in the heart of music season.
Last month, YLC kicked off Wednesdays at the Square, which continues weekly throughout April, and the music builds from there. The French Quarter Fest is April 10-13, and the month ends with Jazz Fest starting on April 27.
Before all that, I get to start my month at the Saenger Theatre listening to Paul Simon. I am so thrilled that he is starting his “A Quiet Celebration” tour here in New Orleans. I bought tickets for both performances April 4 and 5 to hear him back-to-back.
But while you’re getting your dancing shoes (rain boots for Jazz Fest) ready, let me share with you two other things.
Biz New Orleans is hosting our next publisher’s luncheon on April 23 with a full table of outstanding business leaders, if you would like a seat at a future luncheon, drop me an email at Todd@BizNewOrleans.com.
Second, Renaissance Publishing starts its fall season of football in April every year. We are the publishers of GameDay, the official in-stadium program for all home games at the Caesar Superdome for the New Orleans Saints. This year, the NFL draft is April 24-26 and the release of the Saints season schedule will soon follow. This is when our business goes into high gear securing sponsors for GameDay magazine. We are excited with the off-season changes and look forward to cheering on our new head coach Kellen Moore and the entire Black and Gold.
Hope to see you dancing and networking all month long.
TODD MATHERNE CEO and Publisher Renaissance Publishing
504- 830-7216 kate@bizneworleans.com
830-7246 meghan@bizneworleans.com
504- 830-7208 abby@bizneworleans.com
New Orleans ToolBank literally provides local organizations with the tools they need to succeed.
Former Pelican warns top draft prospect to avoid New Orleans. Is he right?
BY CHRIS PRICE
This hasn’t been the year anyone associated with the New Orleans Pelicans wanted or expected. Injuries have dashed hopes since the first tip-off of the season.
As of the end of the first week in March, the Pels are 17-48 (.262 win percentage) and 14th in the NBA’s Western Conference. Only the Utah Jazz (15-49) are worst in the West, and in the East, only the Charlote Hornets (15-48) and Washington Wizards (13-49) have worse records than New Orleans.
With that kind of performance, the postseason is out of reach and hopes in the Crescent City are once again turning to the upcoming NBA Draft with the thought that an injection of top-level young talent can help the team become a consistent winner.
So, it was a shock to the system when former Pelican Demarcus Cousins warned Cooper Flagg, the Duke University forward who is considered by many to be the top talent in college basketball, to stay in school rather than enter the draft should New Orleans get the NBA’s top overall pick.
“Cooper Flagg, go back to Duke or the Jazz, brother. Pelicans, you’ll get lost in the sauce with the Saints. Wizards, they don’t care. Hornets, we just finished a whole 30-minute segment on them....Utah, you’ll be a hero,” Cousins, a four-time NBA All-Star who last played in the league during the 2021-22 season, said on FanDuel TV’s Run It Back show.
Flagg, a 6’9” freshman, is averaging 19.4 points, 7.6 rebounds, 4.2 assists, 1.5 steals, and 1.3 blocks per game. He’s hitting 49.4 percent of his shots and 37.7 percent of his three-point attempts, while leading the Blue Devils to a 28-3 record.
“Cooper Flagg didn’t reclassify (he should be a high school senior) to play two years in college,” NBA Salary Cap expert Keith Smith wrote on X. “He’s going to the NBA after this season, no matter who gets the first pick or no matter how well Duke does or doesn’t do in the (NCAA) tournament.”
Some may say Cousins is a disgruntled former employee who spent less than two seasons in New Orleans, but is “Boogie” right?
The Pelicans and New Orleans Saints are both owned by Gayle Benson, and the franchises are run by the same management team.
The organizations’ brass bristles at the idea that the Pelicans are the little brother to the Saints’ big brother.
Since the NBA returned to New Orleans, the franchise has struggled to maintain competitiveness while the Saints have enjoyed their golden era with a Super Bowl championship, several divisional crowns and playoff appearances. In 22 seasons, the Pelicans have won about 47% of their regular season games, made the playoffs nine times and won the division once. Time and time again, the team has seen its biggest stars — Baron Davis, Chris Paul, David West, Jrue Holiday and Anthony Davis — sour on New Orleans and seek trades.
Their most recent savior, former No. 1 overall draft pick Zion Williamson, has struggled to remain healthy and made more headlines for his weight and inconsistent playing time than on-court exploits. In five years in the league, he has played in a little more than 210 games, including fewer than 30 this year. When he’s on the court, he often looks like a potential superstar — averaging 31.4 minutes, 24.7 points, 6.6 rebounds, 4.2 assists, and 1.0 steals per game with a 58.8 shooting percentage. But with his health issues, Williamson’s value is seemingly still based on potential rather than his contributions. That has led to speculation that he, too, could eventually be on the trading block.
There is no doubt that should the Pels win the NBA Draft Lottery and get the No. 1 pick, Flagg would bring a ton of interest to New Orleans, especially if he was paired with a healthy Williamson, Trey Murphy III, DeJounte Murray and CJ McCollum. That’s a core that gives the Pelicans a chance to win every time they step on the court.
If the Pels want to prove “Boogie” and other naysayers wrong, they need to have a solid draft, get players healthy, and continue to build and add depth. That could lead to a quick turnaround and a competitive 2025-2026 season.T
KEITH TWITCHELL spent 16 years running his own business before serving as president of the Committee for a Better New Orleans from 2004 through 2020. He has observed, supported and participated in entrepreneurial ventures at the street, neighborhood, nonprofit, micro- and macro-business levels.
New Orleans ToolBank literally provides local organizations with the tools they need to succeed.
BY KEITH TWITCHELL
What could be more entrepreneurial than being in the business of helping other entities to be entrepreneurial?
“We are a resource multiplier,” stated David Melancon, site director for the New Orleans ToolBank. “The organizations we support wouldn’t be able to work as effectively without the resources we provide them.”
The ToolBank is basically what its name suggests: a warehouse containing some 4,000 tools that member organizations can borrow
for a very minor fee (3% of the tool’s value per week). Members can be nonprofits, schools, faith groups, neighborhood associations, even for-profit companies doing charitable projects.
“We save them a lot of money,” noted Melancon, “so they can use their funds for their missions and objectives. Tools are expensive, and if they buy them, then what do they do with them? Most organizations have no need for these tools once they are done with their projects.”
Much of the ToolBank’s support comes from corporations and their foundations, which leads to a further resource multiplier: the corporations frequently want to provide employee volunteers for ToolBank members’ projects.
In turn, those organizations and their staffs and volunteers get the experience of using the tools the donors provide, which Melancon reported builds a level of comfort and familiarity that translates into sales when such tools are being purchased. Corporate signage events further adds to the positive exposure supporters receive.
Another entrepreneurial benefit for both members and sponsors comes simply from working together.
“It’s a team-building exercise,” Melancon elaborated. “They can say, ‘we built this, and it’s going to benefit the community.’”
As examples of the types of projects involved, Melancon cited neighborhood associations enhancing parks and playgrounds; a group building tribal homes in Montegu; and a Baton Rouge project that constructed a volunteer facility – another case of resource multiplication. Last year, the organization lent out $388,000 worth of tools for 819 projects that engaged some 20,000 volunteers.
Becoming a ToolBank member organization requires completing a simple application process. Once accepted into the network, an automated Tool Ordering Management System facilitates access to the tools and equipment.
Melancon frequently helps organizations refine their list of needs, arranges for pick-up, and makes sure that the necessary skills are in place.
“Some people have never used tools before, so it’s a skill and confidence-building opportunity,” he pointed out. However, he does check for proficiency, especially with the power tools. “If you don’t know how to start a chainsaw, that’s a good indication that you probably don’t know how to use a chainsaw,” he added with a laugh.
The organization itself is embarking on a new entrepreneurial phase. It is currently operated by the national ToolBank USA, which set up the local group after Hurricane Ida. However, the New Orleans ToolBank is preparing to become an independent affiliate, with its own board of directors and separate operations. According to Melancon, this will offer several key advantages.
“Local governance means better understanding of the needs of the local community,” he observed, citing increased need in southeast Louisiana for items like generators and dehumidifiers, “and being better able to anticipate the ebb and flow of those needs. We will be more flexible in being able to lend items at no cost in post-disaster situations. We’ll have better fundraising opportunities, because sponsors and foundations will see local leaders on our board, and in turn, those board members will have their own local connections.”
This restructuring is very much in keeping with Melancon’s entrepreneurial mindset.
“In the same way that startups disrupt market norms, our innovative tool-lending model fills a gap in the market by allowing affordable access to tools. In a world that prioritizes convenience and immediate gratification, ToolBank challenges that mode by sharing resources and focusing on long-term sustainability.
“So many organizations are themselves entrepreneurial,” he concluded. “We are expanding their capacities, their reach into the communities they serve.” T
Set on the former site of a groundbreaking shipyard, Louisiana’s only maritime museum takes an active role in educating about the region’s storied past while protecting an endangered Northshore landmark.
These three area nonprofits are helping locals get the tech skills they need to succeed.
BY TINA HOWELL
Technology is an ever-evolving industry that can be timely and costly for those without the resources or knowledge to keep up with the times. The following are just a few of the organizations that are helping to make a difference with those challenges in the New Orleans area.
NOLA_CODE, a program of South Coast Code, was established back in 2014 with a simple yet powerful mission: to make technology education accessible to all K-8 students in New Orleans, regardless of their background.
Technology is shaping the future, yet too many students, particularly in underserved communities, are being left out of the conversation. What helps to set NOLA_CODE apart is its deep connection to the community. The team is not just teaching kids to code but fostering a movement to create genuine opportunities in tech for underserved youth.
“With computer science becoming a graduation requirement in Louisiana in 2029, our programs are more important than ever,” said Charlie Barnes, co-founder and executive director of NOLA_CODE. “We are one of the few remaining organizations in this field and the only one directly collaborating with New
TINA HOWELL has been the Editor-in-Chief for Canal Street Chronicles. She is also a local sports and community events writer for Newsbreak and has contributed articles to multiple New Orleans publications.
Orleans schools to implement this crucial change. As one of our students shared with our friends and donors, ‘You gave me the chance to realize that I can do more than just play games; I can code! It was an amazing experience.’”
Through collaborations with schools, the organization has impacted thousands of students and teachers across New Orleans by offering both direct instruction and teacher training in cutting-edge fields like coding, circuitry, robotics, AI and more. By equipping educators and students with real-world tech skills, they are creating a sustainable pipeline for future innovators and problem-solvers who can shape the future of New Orleans. NOLA_ CODE’s vision for the future is that every student, regardless of background, has the tools to succeed in the digital world.
Staffed with local educators and tech professionals who provide age-appropriate instruction in coding, computer engineering, circuitry, and rudimentary robotics to children across the New Orleans area, NOLA_Code helps to make computer science education easily available, providing early exposure and skills in computer science that children would otherwise lack.
To learn more visit NolaCode.org
For teens and adults looking to secure a highwage tech careers, Operation Spark may be the way to go.
The nonprofit organization is an approved software training provider with the Louisiana Department of Education, as well as the Louisiana Workforce Commission, providing for high school students, teachers and adults throughout Southeast Louisiana. Past graduates have applied the skills they learned at global companies like LinkedIn, GE, the Australian Broadcasting Corporation and PayPal.
Operation Spark founder John Fraboni said the vision of the program came to life after a conversation with a friend about ways to help New Orleans youth fast-track into high wage careers in the software industry.
“Our High School to High Wage program is for junior and senior high schoolers,” Fraboni said. “Each year, we have about 1,000 high schoolers
engaged across the state of Louisiana. We offer a two-year track of semester-based courses that start with an intro to fundamental concepts, go all the way to professional level software development, and include courses in IoT and video game programs.”
Fraboni noted that graduates of the organization’s full high school track have entered the software industry as junior software engineers with starting salaries in the $70,000 range.
For adults, Operation Spark partnered with Hack Reactor in San Francisco in 2015 to develop an adult workforce program, Immersion, which graduated its first class in January 2016. Immersion takes between six and eight months to complete.
Later that year, Operation Spark received a license from the Louisiana Board of Regents to operate as a proprietary school offering industry-based credentials in JavaScript, functional programming and web development.
“We now have about 500 immersion grads, 98% of whom are employed as software engineers here in Louisiana,” said Fraboni. “The speed at which they trained means they got to the workplace roughly eight times faster than had they gone the university route.”
To learn more visit OperationSpark.org
NOLAvate Black initially began with the launch of Black Tech NOLA, New Orleans’ first inclusive innovation conference, held back in 2018 during Essence Festival Week to address the systemic racism and social injustices that prevent Black people and under-resourced communities from gaining access to the high-demand and high-wage jobs available in the technology sector.
Black Tech NOLA has since grown to be a global tech exchange, bringing resources, funding, expertise and innovation to our local growing technology and creative economy.
In 2020, NOLAvate Black partnered with GNO, Inc., and began working collaboratively on specific initiatives and projects that will promote an inclusive and accessible ecosystem for tech professionals and entrepreneurs of color.
To learn more visit NolavateBlack.com T
DID YOU KNOW? An estimated one in five jobs in Louisiana is connected to the maritime industry.
Set on the former site of a groundbreaking shipyard, Louisiana’s only maritime museum takes an active role in educating about the region’s storied past while protecting an endangered Northshore landmark.
BY ERIN SHEEHY
In a state that has so long been shaped by the maritime industry, it’s shocking that there is only one space dedicated to preserving its history, and that is Maritime Museum Louisiana.
Formerly known as the Lake Pontchartrain Basin Maritime Museum until a rebranding in 2023, the museum’s 30,000-square-foot home is set on the banks of the Tchefuncte River in the Northshore community of Madisonville.
Among the museum’s claims to fame is producing the annual Wooden Boat Festival — a two-day event held in October that features food, art vendors, live music, educational demonstrations. Living up to its name, the festival provides a stage each fall for approx-
imately 100 wooden boat owners to showcase their prized possessions.
What started as a floating block party created in 1991 by a group of local boaters is now celebrating its 34th anniversary and has been named a “premier event” by the Southeast Tourism Society. When the Maritime Museum opened in 2000, festival organizers turned the event over to the museum, which uses it as its major annual fundraiser.
The museum also invites lovers of wooden boats to craft their own at their on-site workshop situated under the raised building. There, participants can learn from a master boat builder over 12 weeks.
“We’re pretty open to whatever kind of wooden boat someone would like to build — a sailboat, canoe, runabout, whatever, as long as we can accommodate it in the workshop,” said the museum’s executive director, Jim MacPherson.
Inside, the self-funded museum is a nautical treasure trove of nautical artifacts and instruments from the early 1900s that include a 30-foot, life-sized replica of the Pioneer Submarine — the first submarine created by the Confederate army during the Civil War, crafted in New Orleans and tested in the Mississippi River — as well as maritime artwork, ship models, hands-on exhibits, and a collection of dioramas depicting area lighthouses.
“We also just received a donation of 26 lighthouse models from around the U.S.,” MacPherson said.
Like many museums, Maritime Museum Louisiana also rents out for events. A popular choice for weddings and showers due to its prized coastal location, Maritime Museum
Louisiana has also seen an uptick in corporate event rentals of its 2,500-square-foot meeting space thanks to an upgrade in the facility’s audio/visual features. As an added perk, all event rentals include free museum admission for all attendees.
In addition to the large meeting space, the museum also rents out an adjacent building that originally served as the lighthouse keeper’s cottage at the nearby Tchefuncte River Light Station (TRLS). The cottage was moved to the museum’s grounds following its opening and has since welcomed smaller gatherings like garden groups and bridal parties.
In addition to the lighthouse keeper’s cottage, Maritime Museum Louisiana is charged with the care of TRLS, the only operating lighthouse on Lake Pontchartrain. Built in 1837 to help
The goal is to shore up the land enough to build a pier and a protective breakwater that will allow for necessary repairs and to eventually allow people to visit and tour the lighthouse.
Jim MacPherson, executive director, Maritime Museum Louisiana
The Maritime Museum Louisiana’s site has played its own part in history. A century ago, its grounds were home to the largest employer on the Northshore, a shipyard that transformed Madisonville and revolutionized the city of New Orleans.
The Jahncke Shipyard was founded by Frederick “Fritz” Jahncke in the late 19th century and employed thousands of laborers through World War I. Jahncke’s enterprise began as an innovative urban masonry, called Jahncke Services, credited for installing the first paved sidewalks and streets in New Orleans. Jahncke used his waterfront property to its full potential, dredging sand, shells, and other sediment from the bottom of the Tchefuncte and other nearby rivers and siphoning it into usable concrete to be shipped across the lake to pave city streets.
guide mariners safely through murky waters, the lighthouse was owned and operated by the U.S. Coast Guard until 1999, when the town of Madisonville assumed ownership.
TRLS was placed on the National Register of Historic Places on July 14, 1986. It’s faced countless storms and floods and has undergone numerous restorations and rebuilding throughout its nearly 200-year history.
Today, the biggest challenge the lighthouse faces today is its sinkage. As the land surrounding the lighthouse erodes, water laps dangerously close to the lighthouse’s front door.
Since 2003, the museum has assumed responsibility for the grounds surrounding the lighthouse and has spearheaded coastal restoration efforts to stabilize the sinking land.
In February, the NFL and the Super Bowl LIX Host Committee partnered with Pontchartrain Conservancy and St. Tammany Parish to plant 600 cypress trees on the lighthouse property to bolster eroding land. To add further protection, the museum is currently using rock and cement to provide additional support.
“The lighthouse is in desperate need of restoration, but the issue has been that it cannot be safely accessed,” said MacPherson. The goal is to shore up the land enough to build a pier and a protective breakwater that will allow for necessary repairs and to eventually allow people to visit and tour the lighthouse.
The museum plans to raise funds, participation and awareness for this endeavor through its fourth annual Maritime Music & Art Festival, which was just held March 29.
Jahncke was the first to use hydraulic suctioning to dredge the riverways, rather than having workers dig up the spoils by hand. The use of machinery accelerated concrete production and brought infrastructural efficiency in New Orleans to new heights.
In 1900, Jahncke expanded his business to shipbuilding to transport his construction materials across the lake. In 1917, the Jahncke Shipyard was contracted by the U.S. Navy to build six wooden ships for wartime use, and over 2,200 workers were hired, creating the largest industrial effort in Northshore’s history.
Following the war’s end, the shipyard’s business waned. Ship building efforts slowed, and though Jahncke Shipyard supplied concrete and construction materials to many iconic buildings in New Orleans, including Charity Hospital and Jackson Brewery, by 1970, the shipyard had shuttered its doors.
Following the shipyard’s close, Dr. Allen Saltus and the Gulf South Research Institute began conducting subsurface surveys of the Tchefuncte River, Pontchartrain Basin, and surrounding waterways. By the mid 1970s, Dr. Saltus’ surveys had produced evidence of several hundred historic vessels, from naval ships to schooners, that had sunk in the waterways threading through St. Tammany Parish.
In 1991, the town of Madisonville and Southeastern LA University joined forces to preserve these artifacts, founding the Lake Pontchartrain Basin Maritime Museum and Research Center.
For information on tickets, festivals, and how to support the museum, visit MaritimeMuseumLouisiana.org. T
The Corporate Transparency Act has been updated. Here’s what business owners need to know.
BY RORY BELLINA
The Corporate Transparency Act (CTA) has recently become a hot topic among business owners, legal experts and regulators. Its primary goal? To enhance transparency and combat illegal financial activities to positively change the landscape for corporations and small businesses.
The CTA is part of a broader effort to combat financial crimes such as money laundering and tax evasion. Under the CTA, most corporations, limited liability companies and similar entities must disclose their “beneficial owners” to the Financial Crimes Enforcement Network (FinCEN). This means identifying individuals
who own at least 25% of the company or hold significant decision-making authority. The goal is to enhance accountability and trust within the business community.
FinCEN recently announced an extension for businesses to submit their Beneficial Ownership Information (BOI) reports. This new deadline gives companies more time to gather accurate ownership information without facing penalties. Additionally, following a ruling from the U.S. District Court for the Eastern District of Texas, FinCEN confirmed that the BOI reporting obligations are back in effect, setting a new filing deadline of March 21, 2025, for most companies. This ruling underscores the government’s
commitment to transparency, giving businesses a clear timeline to follow and making compliance a priority.
While these developments may seem like additional regulatory hurdles, many experts believe that transparency will benefit the marketplace by reducing the use of anonymous shell companies for fraudulent activities. With the revised guidelines and deadlines, businesses have the chance to review current ownership structures proactively. This not only helps mitigate risks but also builds trust with investors and partners. By complying early, companies can avoid penalties and position themselves as responsible and forward-thinking businesses.
Preparation is key! Business owners should consult with legal and financial advisors to fully understand the CTA requirements. It’s important to revisit incorporation documents and ensure that ownership details are up to date. Regular compliance audits can identify any discrepancies early on, demonstrating a commitment to transparency and ethical business practices.
The Corporate Transparency Act marks a major change in how business ownership is scrutinized in the U.S. Although there may be challenges with increased regulations, this is also an opportunity for companies to make transparency a core value. By taking proactive steps, businesses can avoid penalties and help create a more secure and trustworthy economic environment.
These latest updates — including the FinCEN deadline extension and the decisive court ruling — signal the start of a new era of accountability. Now is the perfect time for businesses to reassess their practices, seek expert advice and prepare for a future focused on transparency and integrity. T
MICHAEL WILLIAMSON is president and CEO of United Way of Southeast Louisiana. He is responsible for leading philanthropic and impact efforts to build stronger, more equitable communities in Jefferson, Orleans, Plaquemines, St. Bernard, St. Tammany, Tangipahoa and Washington parishes. He may be reached via email at MichaelW@UnitedWaySELA.org
Always there
in times of tragedy, United
Way of Southeast Louisiana is looking to change the region for the better, but we can’t do it alone.
BY MICHAEL WILLIAMSON
The energy of the Super Bowl put a spotlight on what we’ve always known; Southeast Louisiana is unlike anywhere else. Our people, culture and resilience make this region special. When our community comes together — whether for football, festivals or facing challenges — we show the world just how united we are.
In the early hours of New Year’s Day, when tragedy struck Bourbon Street, what should have been a night of celebration turned into a moment of unimaginable loss.
But when the worst happened, the best of us responded.
United Way of Southeast Louisiana mobilized our boots-on-the-ground response immediately, partnering with the Red Cross of America, New Orleans Family Justice Center, 504HealthNet, Louisiana Hospitality Foundation and others to provide financial assistance, legal aid and counseling and critical resources to more than 700 victims’ families, survivors and hospitality workers.
That moment proved what’s possible when we rally together, but unity shouldn’t only happen in response to crisis.
What if we took that same energy and used it to build something lasting?
At United Way, we believe that’s exactly what we need to do. And we have a plan, a Blueprint for Prosperity, built for the community, with the community. A thriving workforce, stable families and thriving businesses all depend on a foundation of health, education, financial security and resilience.
When people are healthy, our region thrives.
We believe everyone deserves the opportunity to live their healthiest life, so we’re helping people overcome barriers to good health by improving access to nutritious food and quality health education and services, including preventative care and child health. Through crisis response and initiatives like the New Orleans Mental Health Collaborative, we’re working to expand mental health resources and ensure more people get the support they need to be well.
When young people succeed, our region thrives.
We believe every young person deserves the opportunity to reach their full potential. We’re advancing what works, from early childhood education advocacy and literacy development to college and career readiness and enrichment programs like InspiredUp, helping young people gain the skills they need to fill high-demand jobs, grow our economy and keep talent in Louisiana.
When people have the tools to build wealth, our region thrives.
We believe everyone deserves the opportunity to earn a living that can sustain a family and build security for future generations. Our prosperity centers are offering an array of free financial capability programs to help families build long-term financial security. Programs like RISE (Reaching Investment Success for Everyone) and the Thriving African-American Small Business Initiative are closing wage gaps and increasing economic mobility.
When our communities are resilient, our region thrives.
We believe every community deserves the opportunity to prosper. We’re working with our neighbors to build resilient communities that are ready for any challenge. From disaster response to preparedness initiatives like our partnership with Verizon to install real-time flood sensors, we’re helping businesses and families prepare and recover.
This is what United Way does. It’s what we’ve done for 100 years. We bring people together to drive real, lasting change. Change that makes families stronger, businesses more prosperous and our entire economy grow.
But we can’t do it alone.
Anyone who wants to do good in their community has a role to play with United Way. You can join this work as a corporate partner, advocate for policies that strengthen our communities and encourage your employees to get involved as volunteers.
Because when people and business step up, momentum turns into movement.
Now is the time to build something bigger than ourselves. United is the way we build a better future for Southeast Louisiana. T
PERSPECTIVE GUEST
A strong nonprofit sector means stronger, healthier and happier communities — and businesses have a critical role in making that a reality.
BY DAVID MELANCON
As executive director of the New Orleans ToolBank, I see firsthand how nonprofits fill essential gaps in our city, stepping up where government resources fall short. They provide vital services, strengthen neighborhoods, and create opportunities for countless individuals. However, they cannot do it alone. The business community must recognize that supporting nonprofits is not just charity but an investment in a more prosperous New Orleans.
DAVID MELANCON is site director for the New Orleans ToolBank, a nonprofit agency that serves community-based organizations by providing tools, equipment and expertise to empower their most ambitious goals. ToolBank’s signature tool lending model provides, stores and repairs tools and equipment that can be used for construction, demolition, landscaping, cleaning and special events. He may be reached via email at David.Melancon@toolbank.org.
Despite their vital role, nonprofits face relentless financial challenges exacerbated by economic uncertainty and donor fatigue. Individuals and organizations are becoming more selective with contributions, leaving many nonprofits struggling to sustain their operations.
This is where businesses can make a lasting impact. By engaging in corporate social responsibility and forming meaningful partnerships, businesses strengthen their brand and community presence and ensure the long-term success of the organizations that build a better city for all.
Businesses have the power to be game changers. Financial contributions are crucial, especially for covering operational expenses — rent, utilities, administrative support — often overlooked in favor of programmatic funding. Without a strong foundation, even the best programs cannot survive. In-kind contributions such as office supplies, technology or professional services can ease financial burdens, allowing nonprofits to focus on their missions rather than just keeping the lights on.
However, businesses must look beyond the largest, most visible nonprofits that are easy to fund. While these organizations play an essential role, many smaller, lesser-known nonprofits are making vital collective impact in the community. Grassroots organizations often work on the frontlines, addressing deeply embedded issues with fewer resources and less recognition. Businesses should actively seek out and support these nonprofits, ensuring that vital work in underserved areas receives the attention it deserves.
Beyond financial support, businesses can use their influence to elevate organizations. Leveraging social media platforms to highlight nonprofit initiatives and events amplifies their reach, builds trust, and encourages greater engagement. Even with minimal financial investment, collaborating on community-driven
projects can help sustain donor enthusiasm and attract new supporters, creating a ripple effect of generosity and involvement.
Nonprofit staff are deeply dedicated to their missions but are often stretched too thin. High workloads coupled with financial instability can lead to burnout. Here, businesses can step in by offering pro bono services such as mental health resources, counseling, leadership training and mentorship programs. Investing in nonprofit staff development ensures organizations remain strong, effective and able to serve the city long-term.
Encouraging employee volunteerism is another impactful way businesses can support nonprofits. Volunteer programs reduce strain on nonprofit staff and create valuable employee engagement opportunities. Companies can offer paid volunteer hours, organize service days, or match employee donations, fostering a culture of giving while directly benefiting local organizations.
Providing financial and in-kind support for these initiatives also relieves pressure on nonprofit leaders, allowing them to focus on their missions rather than constantly struggling to secure resources. When businesses step up as true partners, they empower nonprofits to expand their impact and drive meaningful change.
Ultimately, New Orleans’ success depends on the strength of its nonprofits — and their strength depends on all of us. When businesses invest in the nonprofit sector, they invest in a city with fewer barriers, stronger families, better education and more opportunities. The business community has the resources, expertise and influence to make a profound difference. Now is the time to act.
Do you want a thriving New Orleans? Support the nonprofits that make real change happen. When they succeed, we all do. T
As the city continues to wrestle with what to do about its neediest population, local leader Martha Kegel shares surprising insights into who is unhoused and why, and what efforts have been proven to work. by Jeremy Marshall and select portraits by Theresa Cassagne
Super Bowl LIX came to town, New Orleans rolled out the welcome wagon, opening its doors to more than 100,000 visitors to revel, cheer and spend. Reviews of the city’s hospitality were glowing, with some high-level NFL officials campaigning to keep New Orleans in the regular rotation for the Big Game, surely the best-case scenario for city officials and businesses.
But while thousands of screaming fans flooded our streets, hundreds of unhoused locals were bused away to a “transitional center” — a warehouse in Gentilly — in a controversial edict from Louisiana Gov. Jeff Landry. Justification for these public evictions was framed around a need for “public safety” in the wake of the New Year’s Day tragedy on Bourbon Street that left 15 dead and at least 57 injured, despite the perpetrator of the attack being neither unhoused nor from New Orleans.
The plan was to house up to 200 citizens for 60 days (at an estimated cost of $11.4 million) with the option for a 30-day extension that would raise the cost to approximately $16 million.
Gov. Landry’s strategy then dictates that, “Citizens that have jobs but who are unhoused will be prioritized for housing vouchers and wrap-around services. Those who are utilizing state and parish resources but who have means will be given bus or train tickets out of state.”
Efforts from a collaborative approach have resulted in a 27% decline in homelessness in New Orleans and Jefferson Parish since 2014. Data shows that unhoused people are far more likely to be victims of crime than perpetrators.
Homeless advocates and nonprofit organizations who have long been on the ground tackling the tragedy of homelessness in the city have spoken out against the state’s actions as being costly and shortsighted and have argued that the money spent on this shelter could have gone to supporting programs that are providing better long-term solutions.
For more than 30 years, Unity of Greater New Orleans (UGNO) has been spearheading evidence-based approaches to eliminating the root causes of unhoused populations. The organization was founded in 1992 as the nonprofit lead agency of a collaborative of about 50 nonprofit and governmental organizations working together to provide housing and services to people experiencing homelessness in New Orleans and Jefferson Parish. Unity works with nearly every nonprofit organization that does substantial work on the problem, as well member organizations including Catholic Charities, CrescentCare, DePaul USA, NAMI New Orleans, New Orleans Women and Children’s Shelter, Odyssey House, Ozanam Inn, Salvation Army and Volunteers of America, as well as local and state governmental organizations, local mental health agencies, housing authorities, Ochsner, LCMC, Tulane Medical School, and business organizations like New Orleans & Company and GNO, Inc.
This collaborative approach has delivered results. According to UGNO’s 2024 Homeless Point in Time (PIT) Count for New Orleans and Jefferson Parish, homelessness in the city is down 27% since 2014 and 87% since the devastating post-Katrina high of 2007 — the byproduct of methods popularized by UGNO such as “Motivational Enhancement” and a “Housing First” mentality that prioritizes a person’s needs, and humanity, using available resources and providing individual case managers.
In a recent interview, Martha J. Kegel, the executive director of UGNO, shared her insight on the situation and her thoughts on moving forward.
What is the mission of UGNO?
Our overall goal is to end people’s homelessness, family by family, person by person.
Of course, we look at it systemically as we try to decrease the number of people experiencing this tragedy in our community. Primarily, we focus on the well-being of our clients. Understand that it is not only a traumatic experience, but homelessness is life-threatening. All kinds of research show that the longer people stay homeless, the more likely they are to die. It is literally a life-or-death matter.
What has led to the current state of homelessness in the U.S.?
If you go back and look at a dictionary from the early ’80s, you will not find the word “homeless,” and it’s not because there weren’t a few unhoused people. It was just not a widespread thing at all. Several factors happened in the 1970s that created what we considered to be a crisis of homelessness.
One of the biggest factors was that we passed a law called the United States Housing Act back in the 1930s that promised a home for every American; however, it was never funded adequately to provide a home for every low-income American who needed one. So, that’s always been an issue right from the beginning, and at some point in the ’70s, Congress really cut back on the funding.
Alongside those cuts, a fair amount of public housing was done in partnership with private developers, though it wasn’t a permanent commitment. Developers would be given big federal pots of money to create housing and there was a restriction period where they had to keep things affordable. But then at the end of that period, unless Congress re-upped the funds, they could sell that housing at the market rate or rent the apartments to middle-class people and turn them into condos. They could do whatever they wanted. We started having a real crisis in the ’70s because a lot of the use restrictions were expiring and Congress wasn’t re-upping the funds.
Another factor was the Supreme Court decision to no longer allow states to put people in mental institutions for life. At the time, the court assumed that states and the federal government would create community-based housing for people who needed it because the institutions were serving as a form of housing, though obviously not good ones. Ultimately, we never created adequate housing to fill the need.
In a city like New Orleans, with 23% of residents living below the poverty line, the
14% Increase in local homelessness between 2022-23
27% Decrease in homelessness in the past decade
87% Decrease since post-katrina high of 2007
94% Of persons experiencing homelessness who live in Orleans parish
6% Of persons experiencing homelessness who live in Jefferson parish
IN THE PAST 17 MONTHS ... THE UNITY COLLABORATIVE AND OUR PARTNERS HAVE NEWLY MOVED AN ADDITIONAL 1,644 PEOPLE OFF THE STREET OR OUT OF SHELTER INTO PERMANENT APARTMENTS.
smallest nudge of circumstance or tragedy can propel any one of us into a homeless experience. What are you seeing as the most common reason for people to become unhoused?
Numerous studies have shown that the greatest driver of high rates of homelessness is the acute shortage of affordable rental housing. The fair market rent for a one-bedroom apartment is currently $1,236 a month. Many people in New Orleans only make the minimum wage of $7.25 an hour or $8 or $9 an hour — but there is no way even a person making $15 an hour could afford the current rents. Rents have skyrocketed locally because of pandemic-induced inflation, while the growing gap between rich and poor here has worsened, and the property insurance industry has dramatically increased rates due to concerns about climate change here and elsewhere.
What options do unhoused people have today and what are the hurdles they face to receiving help?
One thing that shocks most people is that the elderly and people with disabilities are not entitled to housing in this country. We currently have a program called Housing Choice Vouchers that has always been inadequately funded, and nobody can even apply for it, except on very rare occasions. Usually once every several years the waiting list will be open for maybe a week, with a notice posted in the fine print in the newspaper. And even if you are fortunate enough to find out about that — which generally means that you’re politically connected — you would need someone to tell you that, right? So, what happens is that the people who are financially eligible but probably in the most stable housing situations are the ones that receive the help. They’re the ones who can stay with their mother or have somebody who will let them stay until they receive their voucher to get a benefit that can last the rest of their life. The neediest people who have the most housing instability are the ones who don’t get it and often end up unhoused and in need of the most assistance.
What are the factors that lead to prolonged homelessness?
I think most people have this idea that people who are living on the street have chosen this lifestyle and that they don’t want
to be housed. The fact of the matter is that they desperately want to be housed, but, at the same time, don’t want to go into a big shelter with hundreds of other people where they don’t have any privacy, and they’re locked in or locked out.
At typical shelters, you can’t come and go as you please. You leave early in the morning, cart away everything you own, and then stand in line at 3 o’clock to see if you can get back in. One shelter charges $10 a day right now. Another shelter has a 10-day limit on how long you can stay there unless you do a special program where you stay inside all day and can’t come and go as you please.
In a situation like this, can you hold down a job? Of course not. So, we have all these good reasons why a lot of people don’t want to be in shelters. And if you have severe mental illness, you’re oftentimes too paranoid to be around that many people and not have privacy.
Maybe you have a substance abuse problem, which many people in New Orleans have, including our housed neighbors. Unhoused folks often use substances as a coping mechanism. Considering the trauma of their day to day, worrying about
“Personal autonomy makes a world of difference and is the basis for our ‘Housing First’ approach,” said Kegel, whose organization focuses on getting people into apartments and providing rental assistance and case management services.
The elderly and people with disabilities are not entitled to housing in the U.S. “They desperately want to be housed, but, at the same time, don’t want to go into a big shelter with hundreds of other people where they don’t have any privacy, and they’re locked in or locked out,” said Kegel.
being raped, worrying about being robbed, the despair, degradation and feeling like they’re nothing, who amongst us wouldn’t use substances to cope?
These reasons are often why people prefer not to go to shelters. But what we find overwhelmingly is if you offer people an apartment, almost everyone accepts. If you offer people a cheap hotel room, almost everybody accepts. We unwittingly did an experiment with that during COVID because FEMA put out a new policy as a disaster measure to pay for hotel rooms instead of an aggregate shelter. At that time, Unity, along with the state and the city, had this amazing partnership, and we decided to get everybody off the street and put them in hotels.
Between March 2020 and the end of May 2020, we approached 646 people on the streets of Orleans and Jefferson Parish, and 616 agreed. Now, they could come and go as they pleased, eat when they wanted, and sleep when they wanted. That level of personal autonomy makes a world of difference and is the basis for our ‘Housing First’ approach.
What is the Housing First initiative?
It simply means that we focus on ending homelessness for families and adults by trying to re-house families and individuals experiencing homelessness as quickly as possible in apartments with case managers visiting them in the home. Housing First entails the provision of rent assistance and case management services; it is the evidencebased practice proven to end most people’s homelessness.
In the past 17 months, since starting the Encampment Initiative with the City of New Orleans and Louisiana Housing Corp. and launching the Community Task Force to Reduce Street Homelessness and continuing our daily work with our member organizations, the UNITY collaborative and our partners have newly moved an additional 1,644 people off the street or out of shelter into permanent apartments.
Recent politicization of unhoused populations is largely based around a “crime prevention” mentality, with some seeing homelessness
as a threat to public safety. What are the facts about levels of crime from unhoused persons in New Orleans?
Studies have shown that those experiencing homelessness are far more likely to be the victims of crime than the perpetrators. Unfortunately, such false negative stereotypes and a general tendency to “blame the victim” for being homeless have become more common of late. We’ve even seen a concerted campaign by some politicians to blame nonprofits for the persistence of homelessness. Attacking people for being homeless and attacking those who are doing the most to help them is not only unfair but also counterproductive because it distracts us from working together harmoniously on the actual solutions. This is something that, regardless of political party, we should all be working together on — it’s about our common humanity and traditionally something we as Republicans and Democrats agreed upon.
I‘m the daughter of a Lutheran minister, and I always keep in mind that Jesus said, “Whatever you do to the least of these my
brethren, you do it unto me.” Politics are a distraction. What’s important is that we live out our ethical obligations to the most vulnerable and disadvantaged among us.
What is something that you wish the public understood about the work you are doing?
I think if there’s one thing that is not understood by the public about this work, it’s the fact that our coalition, on any given day, is housing over 3,500 people in Orleans and Jefferson who were rescued from homeless months and years, and decades ago, who many years ago would have been institutionalized for life, many of them, and it’s all very much behind the scenes. People don’t know we’re doing this, but this is what we do. This is why most of our work is taken up, and most of our funds are taken up taking care of the most vulnerable people. As high as the homeless numbers are, as tragic as they are, we would have 3,500 more on any given night if it weren’t for this behind-the-scenes work we’re doing to keep people housed.
If someone wants to be a part of the solution, what can they do?
A very practical way is to go through your cupboards and linen closets and find some gently used dishes, pots and pans, bedding, towels, chairs, tables, dressers, cabinets and other gently used furnishings you do not need. You can bring the items to our warehouse at 506 N. St. Patrick in Mid-City, or if it’s furniture, we will pick it up.
A second way is to make a financial contribution to UNITY or any of our member organizations, which are listed on our website, unitygno.org to help pay for housing and services.
And finally, advocate for more resources for housing and services, and mental health treatment. There is currently no emergency rent assistance available for low-income people in our community who don’t have enough to pay the rent. Even the elderly and people with disabilities have no right to rent assistance. The current situation in Washington means that the federal resources that UNITY uses to work on housing those currently unhoused are potentially in jeopardy.
Contact your Congress members and U.S. senators to ask that resources be provided so that these people don’t fall back on the street. Go to naeh.org or unitygno.org for more information. T
78% Increase in number of seniors experiencing homelessness over the past 6 years
28% Of people experiencing homelessness are over 55
69 % Increase in family homelessness in the past 2 years
17% Increase in homelessness among women since 2023
7% Increase in homelessness among black people over 1 year
10% Decrease in homelessness among white people
11% Decrease in Veteran homelessness since 2020
SOURCE: THE 2024 HOMELESS POINT IN TIME (PIT) COUNT FOR NEW ORLEANS AND JEFFERSON PARISH
THE LARGEST THOROUGHFARE IN NEW ORLEANS, CANAL STREET IS GETTING THE ATTENTION IT DESERVES THANKS TO AN EFFORT SPEARHEADED BY ONE LOCAL WOMAN.
BY KELLY HITE
BEGINNING at the Mississippi River and culminating at a collection of cemeteries, the 5 1/2-mile thoroughfare contains a sampling of everything the city has to offer, including key components of two of its top industries. Adjacent to the famed French Quarter, it is home to celebrated cultural and entertainment venues — including multiple theaters and the area’s only land-based casino — along with shopping and big-name hotels, including New Orleans’ only five-star offering.
Undoubtedly a tourism hot spot, Canal Street has also become home to two major hospitals and the city’s burgeoning “BioDistrict” and BioInnovation Center.
The street has long had its struggles, however. Once a center of commerce recognized worldwide in the late 1880s as one of the few streets in the world to be lit by electric lights (along with New York City, Paris and London), Canal Street’s light has dimmed over the years, as explained in the Canal Street Study conducted by the City of New Orleans in 2018:
“A survey of residents during the Unified New Orleans Plan resulted in the general view that Canal Street was
‘little more than an unattractive border between downtown districts.’ Many residents and visitors hold this opinion, and Canal Street has become a street that one must cross to get to the CBD or French Quarter, and not a street that people walk up and down for its attractions.”
In September 2024, at the same time the city launched its third study aimed at revitalizing Canal Street in three decades, local leader Sandra Herman held the first meeting of the Celebrate Canal! Coalition, a nonprofit group of dedicated citizens determined to make a difference.
“New Orleans attracts 6 to 8 million tourists per year.” said Herman. “We want everyone, including families, to put Canal Street at the top of their list. We want to bring all the people back.”
Working closely with the City Planning Commission, Downtown Development District, New Orleans & Co., New Orleans Chamber of Commerce, New Orleans Business Alliance and GNO, Inc., the Celebrate Canal! Coalition aims to bring together a cross-section of citizens, business owners and city leaders to breathe new life into the street.
Celebrate Canal! is led by an advisory board of 11 accomplished local women from a wide variety of fields, and a 24-member advisory committee that boasts prominent business leaders like Gayle Benson, Bill Goldring and Samir Mowad and city leaders like Mayor LaToya Cantrell and New Orleans City Council members Lesli Harris, Freddie King and Helena Moreno.
The coalition is currently forging ahead with projects that directly address the issues identified in the latest survey, including retail/business attraction, transportation/walkability, placemaking and safety.
The Chamber’s “After 5: Canal Street Champagne Stroll” invited attendees to visit more than a dozen businesses from the Canal Place shopping center to the Ruby Slipper restaurant. Treated to hors d’oeuvres, champagne, art, history, a raffle and a limited-edition Scrim pin, participants enjoyed a sneak peek at the upcoming April opening of another Celebrate Canal! project, the “Windows on Canal” art installations.
This February, Sandra Lombana Lindquist, president and CEO of the New Orleans Chamber of Commerce, worked with Celebrate Canal! to host a “Champagne Stroll” that attracted more than 200 participants.
Windows on Canal is aimed at transforming Canal Street stores into outdoor galleries showcasing New Orleans’ diverse artistic talents and cultural heritage. The thinking behind the threemonth public art series is similar to how Mardi Gras porch floats were used to keep Carnival alive during COVID.
Curated by Where Y’Art Works, a full-service art consulting company founded by Cat Todd and Collin
Ferguson, visitors can follow Scrim, a shelter dog whose multiple escapes have made him a local icon, through interactive displays highlighting the street’s history and telling the artists’ stories.
“Each animal Scrim meets along the way represents a chapter of Canal Street’s amazing past along with its ongoing role in shaping New Orleans’ future,” said Ferguson.
Fifty-six muralists, sculptors, float designers and fabricators, and other artists worked on the Windows on Canal initiative. Among the contributors are Tyla Maiden, Bryan Brown, Courtney “Ceaux” Buckley, Monique Lorden, Brandon Surtain, Yahda Orleans, Ayo Scott, Jacques Francois, BE3K and Nik Richard.
The Historical New Orleans Collection was also involved, providing information about each building’s colorful history and the businesses that occupied them.
The woman behind it all, Sandra Herman is recognized as one of the most accomplished women in Louisiana governance.
THE WOMAN BEHIND THE MOVEMENT Herman is known for getting things done. Recognized as one of the most accomplished women in Louisiana governance, she was the driving force behind the creation of the Louisiana Department of Culture, Recreation and Tourism and served as its first cabinet-level secretary in the 1970s.
Later, as director of the Atchafalaya Basin Program, she authored legislation that was unanimously passed by the Louisiana Legislature, securing $83 million in state funds to match $250 million in federal funding.
Tracing its origins to the early 19th century, Canal Street was originally envisioned as an ambitious 171‑foot‑wide canal, but the canal was never constructed, and over the years the built up area never encroached on its breadth, so now Canal Street is celebrated as the widest roadway designated as a “street.”
“On one side you had forestry, oil industries and property owners, and on the other side were the sports enthusiasts, environmentalists and ordinary citizens,” Herman said. “I brought them together to negotiate the deal, which established welcome centers, parks, boat landings, and water management projects across the eight parishes of the Atchafalaya Basin.”
This is not Herman’s first time leading a coalition or working on Canal Street. In 2019, she and a group of like-minded leaders established the New Orleans Entertainment Coalition (NOEC), a nonprofit organization dedicated to arts and culture. The group had a historic marker installed on Canal to memorialize the location of the first fixed-seat movie theater in the U.S. called “Vitascope Hall,” which was established in 1896.
This latest passion project, however, was sparked by the words of another local force for change, GNO, Inc., Executive Director Michael Hecht, while at a women’s council meeting last year. Hecht was speaking about how cities can make progress through civic action.
“I remember him saying, ‘It’s going to take a coalition of citizens,’” said Herman. “That inspired me to create the Celebrate Canal! Coalition.”
“This is not her first rodeo,” noted Hecht, who expressed his confidence in Herman. “She has a lifetime of civic action. I think I merely reignited her drive.”
Other coalition members share Hecht’s confidence in Herman’s leadership.
“I think the coalition has a great person leading this effort,” said Andre Rubenstein, chair of Rubensteins, a men’s clothing company that has operated on Canal since 1963. “She has the cooperation of a lot of downtown entities and businesses. Her concept is good.”
“Sandra is very devoted and eager to see results,” added Matt Brown, general manager of Canal Place. “She’s the right person to drive Celebrate Canal!, and she’s surrounded by intelligent people who want to see it flourish.”
Canal Street has long been a cultural and commercial hub, originally dividing Creole New Orleans and the American sector. Its median — known as “neutral ground” — became a shared space that fostered commerce and social interaction.
Celebrate Canal! is planning additional events through June, including art and architecture tours, children’s scavenger hunts, culinary experiences called “A Taste of Canal,” and a fashion show.
In addition to beautifying Canal Street and drawing more locals, the coalition is looking at ways to address other issues. One issue that may be addressed in the future is transportation.
“Parking is a major consideration,” said Rubenstein. “While there is available space along St. Charles and the streetcars
bring people into the area, more affordable public parking is needed downtown. Enhancing the visibility of existing options like the D.H. Holmes Garage and around the Saenger would create a more user-friendly experience.”
In addition to more parking, however, some would like to see accessibility increase for other forms of transportation.
“Canal is stressful for people on bikes,” said Laura Harris, education and policy manager with Bike Easy. “The right lane is constantly blocked by delivery trucks. People ride on the neutral ground which is dangerous with the streetcars and streetcar tracks.”
Considering increasing accessibility for bikes may be a smart business move.
According to a study on Minneapolis’s Central Avenue by PeopleForBikes and Portland State University, adding bike lanes led to a 12.64% increase in retail and a 52.44% surge in food sales.
“The data shows that more people are more likely to stop than if they’re driving,” said Harris. “Turning the Basin Street bike path into a two-way path that better connects the Lafitte Greenway to Canal Street would improve accessibility.”
Harris says the new bike lanes that were added in both directions on Poydras Street between Loyola Avenue and Convention Center Boulevard are a good example of what could be done on Canal Street.
“Canal is an important missing link which would bring all sides of the city together,” Harris said. “It’s so wide there’s enough space for separate biking and walking paths.”
Nearby, there are plans to extend the Lafitte Greenway up to Canal Boulevard, which would provide access to the top of the Canal Street corridor. The Greenway currently stretches from the Treme at North Rampart Street to just past North Carrollton Avenue and sees traffic from
an average of 1,000 people per day, according to the Lafitte Greenway Partnership. That number increases to 4,000 during Mardi Gras and Jazz Fest.
Proponents argue that if this busy path connected safely with Canal Street, it would increase accessibility for the entire length of the thoroughfare.
Another of the coalition’s considerations is whether to replace Canal Street’s existing palm trees with shade trees to make outdoor seating and walking along Canal Street more inviting. Larger trees could also help reduce stormwater runoff.
City officials have reported that the current tree canopy covers 18.5% of the community which is a significant drop from nearly 30% before Hurricane Katrina. The New Orleans Reforestation Plan — developed by the local nonprofit Sustaining Our Urban Landscape (SOUL) in partnership with design firm SMM — has outlined plans to boost coverage to 50% over the coming decades. By comparison, Charleston, South Carolina, boasts an impressive 63% tree canopy.
A study by the University of Washington, “Trees Mean Business: City Trees and the Retail Streetscape” found that people spend 9%-12% more in tree-lined districts because they want to linger there.
The Lafitte Greenway is a perfect example of this. Running parallel to Canal Street just three blocks over, the Greenway features approximately 500 native trees spurring economic development.
But not everyone is a fan.
“I’m a little bit concerned about planting bigger trees on Canal Street,” said Rubenstein. “They’re susceptible to bugs and of course someone would have to clean up the leaves. The palm trees are nice, and the city does a good job of maintaining them.”
Planting costs can also be high, ranging from $250-$600 per tree for the first year of maintenance, and tree roots can damage sidewalks and utilities.
However, several U.S. cities have successfully grown shade trees in down-
town areas, including New York City which launched a “Million Tree” initiative, along with Philadelphia, Atlanta, Oakland, Phoenix, Los Angeles and Detroit. The cities have all found that tree-lined streets increase foot traffic — one of the main objectives of the Celebrate Canal! initiative.
The street struggled with crime and blight. Back in the 1990s, a coalition of citizens came together and successfully revitalized it.
The central theme of NYC’s revitalization strategy was the understanding that 42nd Street, especially at Times Square, was the city’s greatest asset. Like Canal Street, the street serves as a transportation nexus and is close to major cultural and commercial landmarks. The coalition knew it had to make 42nd Street more attractive to investors by capitalizing on the area’s unique position as a focal point for the entire city.
In New York City, one street stands out among its many famous thoroughfares. Widely regarded as the epicenter of theater, retail and tourism, 42nd Street, like Canal, is at the heart of the city’s dramatic evolution. Local leaders hope to replicate the success of 42nd Street.
Meanwhile, Jennifer Weishaupt, co-founder and co-owner of The Ruby Slipper Restaurant Group, said Canal Street has started to see some positive change.
“We’ve started to see movement on attracting a more diverse group of interesting businesses to fill vacant spaces on Canal, but there’s more that can be done,” said Weishaupt. “[The success of] Magazine Street is a good example of what the city can achieve.” T
Camelback Ventures • Gallo Mechanical • Geaux Far LA • Giving Hope • Greater New Orleans Sports Foundation • Jefferson Community Foundation • Junior Achievement of Greater New Orleans • Lighthouse Louisiana • New Orleans Mission • The Arc of Greater New Orleans
Every April, Biz New Orleans applauds the nonprofits working to uplift our local community and the businesses committed to giving back in New Orleans. We invite you to learn more about the incredible work of these featured nonprofits and businesses. We hope their stories inspire you and others to continue to support our community.
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Opened last April, CrescentCare’s new Mid-City home is a reimagining of the Hurricane Ida ravaged former home of United Way of Southeast Louisiana
62 NEIGHBORHOOD GEM
Neither fire nor flood has managed to shutter A To Z Framing 64 NEW ORLEANS 500 Jay Huffstatler, executive director at OnPath Credit Union Foundation and board president of Gulf South LGBTQ+ Chamber of Commerce
58 WHY DIDN’T I THINK OF THAT?
This nonprofit has been telling NOLA stories for more than 20 years
Opened last April, CrescentCare’s new Mid-City home is a reimagining of the Hurricane Ida ravaged former home of United Way of Southeast Louisiana.
BY MISTY MILIOTO
BY SARA ESSEX BRADLEY
CrescentCare’s new fourstory MidCity Community Health Center on Canal Street began welcoming patients in April 2024 following a $21.7 million investment that utilized Historic Tax Credits.
CrescentCare, a federally qualified health center (FQHC), offers health and wellness services across Greater New Orleans and Southeastern Louisiana via four locations — including a legal services center in Baton Rouge, exchange support center in Houma, and labs and services in St. Roch and Mid-City.
The organization’s Mid-City presence recently received an overhaul with the April 2024 opening of the MidCity Community Health Center, a redevelopment of the fourstory former United Way of Southeast Louisiana building.
“We had outgrown our previous rented location (21,814 square feet) and needed more space with a specific design and infrastructure focus on medical and mental health care,” explained Alice Riener, CEO of CrescentCare.
Originally constructed in 1957 and designed by Curtis and Davis Architects and Engineers (the renowned New Orleans architects behind the Superdome), the Canal Street building sustained significant water damage during Hurricane Ida. While CrescentCare entered into negotiations in 2021 to purchase the property, the need for a new roof delayed the purchase until June 2022. Construction began in February 2023, and CrescentCare began seeing patients at its new flagship location in April 2024.
The water damage from Hurricane Ida not only impacted the roof, but water intrusion also affected all four floors of the building.
“We ended up gutting almost the entire building, and we completely changed the layout of every floor to support patient care and the flow of a medical facility,” Riener said. “We also replaced all of the windows to ensure protection from hurricane damage in the future and to enhance the natural light.”
Early in the process, CrescentCare enlisted Gulf Coast Housing Partnership — a nonprofit dedicated to creating affordable housing and community-centered commercial spaces — to oversee the venture from initial concept and financing through design and construction. With more than 19 years of experience in property development, covering 75 multifamily and commercial projects, GCHP was well equipped
to effectively bridge the gap between partners and the design team.
“For CrescentCare, we helped ensure their needs were clearly communicated to all stakeholders, aligning operational goals with a functional and welcoming design,” says Anna Labadie, senior project manager at GCHP. “We assisted in identifying a suitable Mid-City location, advised on the building acquisition, structured and secured project financing, and managed the design and construction processes. The benefit of working with a large-scale developer like GCHP is access to a full team of professionals. Our capitalization, project management, construction and accounting teams all played a vital role in ensuring the success of this project.”
The $21.7 million venture required a complex financing structure, incorporating conventional/ senior debt, new markets tax credits, federal and state historic tax credits, and funding from the Community Economic Development program (through the U.S. Department of Health and Human Services’ Office of Community Services).
“Historic tax credits were a key component of our financing package,” Riener said. “They also enabled us to maintain the important histor-
ical character and historical significance of the building.”
The architects for the project, AQ Studios, preserved the building’s historic exterior and installed a new curtain wall to replicate the original window system. Inside, they retained the building’s original terrazzo stairs and a set of doors.
“Though most of the interior is new, the architects did a remarkable job of preserving the mid-century feel of the building,” Labadie said.
The new Mid-City location, which is 40% larger than CrescentCare’s previous home, has allowed the organization to significantly expand its ability to provide primary care, mental health care, case management, and pediatric services.
“We operate as a medical home with a careteam model (our staff work together as a team across disciplines to serve our patients), Riener explained, “[which] is possible because of the layout in the new building.”
The renovated health center now features 32 exam rooms, three procedure rooms, 19 offices
The building’s open and welcoming spaces feature large windows, bold colors, carefully selected furnishings and local artwork curated by Arthur Roger Gallery.
for case management and behavioral health, 46 workspaces — including 16 that are private — a demonstration kitchen, a large lunch room/ staff break room, a community room and two conference rooms.
In addition to primary care and mental health services, the facility features an Avita Pharmacy located on the first floor. There’s also a natural gas generator on the roof that can power the entire building in the case of a power outage.
Number of years in operation
42
Square footage
33,000
Number of Employees
60
Persons in Charge
Alice Riener, CEO
Architecture
AQ Studios — Charlie Ward
Furniture
AOS Interior
Environments: Suzanne Dumez
Art and furnishings
Arthur Roger Gallery
CrescentCare Mid-City is now home to 60 staff members, including doctors, nurse practitioners, physician assistants, nurses, psychiatrists, case managers, therapists and front desk staff. The location can welcome 54 patients at any given time.
Since opening, CrescentCare has seen 17,408 visits and delivered care and services to more than 5,708 unique patients.
Reiner said the design of the facility is patient-focused and rooted in the beauty of New Orleans.
“Between the large old live oak that stands in front of the building and the artwork adorning the walls, it does not feel like a typical doctor’s office,” she said. “We have donations from the Amistad Research Center that depict historical aspects of the city. One of my other favorite parts are the murals in the breezeway underneath the building. The art and murals are thanks to Arthur Roger Gallery and the work was donated by many artists in our community.”T
BY ASHLEY MCLELLAN
Whether you live in the Bywater, Mid-City, the Seventh or Ninth wards or beyond, the rich, historied stories of the people and small businesses across the city are essential to the fabric of New Orleans.
Recognizing the importance of preserving these stories, in 2004 two local teachers, Abram Himelstein and Rachel Breunlin, co-founded a nonprofit called The Neighborhood Story Project (NSP). Over the past 20 years, the organization has been publishing local authors and hosting lectures and cultural exchanges, producing more than 15 books in partnership with the University of New Orleans.
NSP’s first headquarters was in an old corner store in the Seventh Ward.
Rachel Breunlin (pictured) and Abram Himelstein founded the Neighborhood Story Project in 2004 as a way to highlight the varied stories and history of New Orleanians, neighborhoods and businesses.
“For 17 years, we hosted classes, exhibits, workshops and concerts that were based on what the fieldwork was telling us: What do New Orleanians love about their neighborhoods? What brings out the best in us, and how can we create a space that nurtures these ways of being?” said Breunlin.
A professor in the Department of Anthropology and Sociology at the University of New Orleans, she said she was on board from the project’s inception.
“Botanica: Gardens, Landscapes, and Plant Medicines of South Louisiana” is a Neighborhood Story Project endeavor on exhibit at the Cabildo now through May 2026.
“This exhibition explores the cultural meaning of Louisiana medicinal plants and how historically based understandings of them are evolving under the threat of climate change and land loss.”
The exhibition invites visitors to listen to recorded interviews with local gardeners and plant specialists, and enjoy historic and contemporary artifacts, photographs and paintings from the Louisiana State Museum’s collection.
“When the NSP was founded, I was teaching at John McDonogh Senior High in Downtown New Orleans while working on a degree in applied urban anthropology, and I met another teacher, Abram Himelstein, who was also a creative writer and DIY publisher,” she said. “Abram had the vision to start a project where we co-created books with our students and then had block parties to celebrate. He named it ‘The Neighborhood Story Project,’ because our students loved to represent their neighborhoods: ‘I’m from the Sixth Ward!’ ‘I’m from the Ninth Ward!’ That first year, we learned a lot from hanging out on our students’ blocks, in corner stores, barrooms and churches. We formed close ties that are still important to us today.”
When the corner store flooded during Hurricane Ida, the organization’s headquarters was moved to the Midlo Center for New Orleans Studies at UNO. The Neighborhood Story Project has since created a series of films with long-term partners that are designed to accompany the oral histories it has collected.
NSP is also working with Tulane’s New Orleans Center for the Gulf South and the Preservation Hall Foundation on an album of the concerts it recorded over the years at the corner store.
Breunlin serves as NSP’s director.
“At the heart of my work is doing the fieldwork and writing with our partners to create books, exhibits and public programs,” she explained. “Abram is now the editor-in-chief of UNO Press, so we continue to collaborate
on the publishing of our books,” said Breunlin, who is celebrating her 20th year on the UNO faculty.
“I would not be able to do long-term fieldwork and community outreach — or be able to be as consistent with the care of the books and relationships that are embedded in them — without my department’s belief in the power of public anthropology,” she said. “It’s also an honor to share this work with our students. They come from all over the region to take my courses in public culture and storytelling. I design the courses so that they can also have a chance to connect with some of the NSP’s long-term partners like the Spirit of Fi Yi Yi and the Mandingo Warriors and the community-based museum The House of Dance and Feathers.”
In addition to institutional support from UNO, the NSP receives funding from grant projects and donations in a diversified plan to maximize its budget.
“Over 20 years, we have had many sources of funding — from book sales to donations to grants for specific projects,” explained Breunlin. “We are currently part of a Mellon Foundation grant at the University of New Orleans called ‘Collaborative Public Humanities in Action,’ which supported ‘Botanica,’ our more recent exhibit at the Louisiana State Museum’s Cabildo.”
The NSP is a close-knit team of five including Breunlin, Book Series Editor Helen Regis, Ethnographic Photographer Bruce Sunpie Barnes, Graphic Designer Gareth Breunlin and internship support from Maddie Fussell. While the project has become more than just a job for Breunlin and the entire Neighborhood Story Project team, they all agree the benefits exceed the tasks of managing budgets and fundraising.
“Books take years to make, and you will never make up the money and time you put in,” Breunlin said. “It does not work as a straight business model, but it works in so many other
ways. My dream is to have operating support that allows us to go at a pace that honors the time needed to complete community-based projects that have national and international audiences without exhausting ourselves.”
The impacts of the NSP can be seen in its catalog of publications, as well as the stories told at cultural events and exhibitions, something that Breunlin notes as motivation to keep going into its next decade.
“In 20 years, we have gone through many cycles. I am proud of the nine books written by our public high school students. The first five witnessed the year before Hurricane Katrina from many different vantage points, and the ones written between 2007-2009 documented the way young people and their families rebuilt their lives after the storm.
“The school we worked in does not exist anymore, but these books are still read and continue to sell out.” T
BY KEITH TWITCHELL
Nestled into a mostly residential section of the Milneburg neighborhood in Gentilly, A To Z Framing encompasses a friendly clutter of frames, mats, prints and other tools of the framing trade. The business has operated at several locations since it was founded in 1984 by Karen and Alan Zimmer, who met while working at Methodist Hospital.
Karen Zimmer had tired of the medical world, and Alan Zimmer had a background in photography. Seeing the framing opportunities presented by the 1984 World’s Fair, they initially worked out of their living room before opening a store on Bullard Avenue. With a base of clients drawn from their medical contacts, the business was running smoothly until a fire at the location destroyed almost everything they had worked so hard to build.
“Fortunately, we also had a small store in Slidell, and we bounced over there,” said Alan Zimmer.
However, the couple’s hearts and home were in New Orleans, and when a shop on Prentiss Street came up for sale, they gladly purchased the operation.
Their business soon expanded to include showcasing up-and-coming artists from UNO and Tulane, along with framing work for several local galleries.
One specialty of A To Z is restoring gold leaf frames — the bulky, ornate frames often found around older works of art.
“There are not a lot of people doing this kind of thing,” Zimmer noted, “so we get a lot of referrals from other shops.”
The unique offering not only draws new customers into the business, it has led to connections with the New Orleans Museum of Art, the Ogden Museum of Southern Art and the New Orleans Historical Society, among others.
All this kept the business running smoothly until Hurricane Katrina.
“We had water to the ceiling,” said Zimmer. So, it was back to working out of their house for the Zimmers until they could rebuild the shop.
However, two silver linings emerged from that disaster. First, demand for framing was high because so many people were replacing art they lost when their houses flooded.
Second, “people really learned about neighborhoods after Katrina,” Zimmer observed. “We’re part of the neighborhood, and people come to us just because we are in the neighborhood.”
With a strong nearby base and a specialty in citywide demand, Zimmer relies solely on word of mouth to keep his staff of three busy. This also facilitates the personal touch that is fundamental to A To Z’s approach.
“We spend time with each customer, give them options, try to figure out what they like,” Zimmer explained. “I try to get someone’s taste out of them so that I’m not putting my taste on their wall.”
In an art-loving city like New Orleans, good customer service and constant demand make for a successful business. While the Zimmers have received national recognition for the quality of their work, their focus is decidedly local, including a collegiality within the framing community here where shops gladly support each other by swapping out mats and frames when needed.
This leaves the Zimmers happily connected to their community — they often donate framing certificates to support surrounding organizations — and with a business that is, once again, running smoothly. T
EDUCATION
University of Southern Mississippi (BS,BA) Mississippi Gulf Coast Community College (AA)
ADVICE
BY MIKE LIRETTE
BIG WIN
We just launched our 2025 OnPath Scholarship Program, providing 20 $2,000 scholarships to graduating high school seniors, as well as the First Time Homebuyer Grant Program, which provides $5,000 down payment grants to new homeowners. LOVE ABOUT JOB
Formerly director of development at CrescentCare, Huffstatler accepted the position of executive director last fall at OnPath Credit Union Foundation, where he provides strategic leadership and operational oversight of the foundation’s mission-driven initiatives, programs, growth and community engagement. Huffstatler also works with the Gulf South LGBTQ+ Chamber of Commerce to create opportunities for LGBTQ-owned and allied businesses and foster a more inclusive economic environment in the region. T
