Ochsner is embracing its role as a Louisiana medical leader by spearheading a long-term effort to improve the state’s lowly health rankings.

The main goal of Ochsner’s Healthy State 2030 initiative is to see Louisiana move into the top 40 in the nation in America’s Health Rankings, where it has consistently placed at the very bottom. To achieve this goal, the health system has launched its own efforts and is partnering with business leaders, educational institutions, community members and others by creating a Healthy State advisory board.

“We have decided to focus on health issues in the context of recognizing that a large number of factors play a role in health outcomes, including poverty, employment and education,” said Dr. Eboni Price-Haywood, medical director of the Healthy State 2030 initiative and the Ochsner Xavier Institute for Health Equity and Research. “The conditions in which we are born, live, work and play can put us at risk for chronic disease. We want to be a catalyst for improving those situations and providing the right resources to people who need them.”

Dr. Price-Haywood said that from a health perspective, some of the most common chronic conditions that can arise from such situations include high blood pressure, diabetes, obesity and cancer, among others.

One of the largest investments so far in Healthy State 2030 has been the opening of five health centers across Louisiana over the past two years. The centers are located in New Orleans East, North Baton Rouge, Lafayette, Monroe and Shreveport. Ochsner plans to open an additional 10 health centers in the state in the coming years.

The health centers are strategically located in areas of the state with high instances of chronic conditions, low birth weights, infant mortality and early adult mortality. Most of these areas also had limited medical and social services in close proximity.

The centers provide primary care services for adults and children as well as specialty services such as OB/GYN care and behavioral health treatment. They also offer resources to help with smoking cessation, diabetes management and social issues including transportation and food insecurity.

“One of the things we’re really proud of are the advisory councils that we have at each center,” said Kevin Green, Ochsner’s Vice President of Community Health Centers. “We felt we needed to have a patient perspective as we shape the services we offer, so the councils include patients, businesspeople, elected officials and people in the community who can share their concerns with us.”

Based in part on that feedback, Green said Ochsner has already enhanced the health centers’ offerings by bringing in specialists to see patients who may lack transportation, arranging for telemedicine visits for people with busy schedules and staying open for extended hours.

“We adjust to their lives and their needs,” he said. “We also see anyone regardless of their ability to pay. We know that this is a population with a higher no-show rate when it comes to appointments because they have to make tradeoffs and sometimes their own health has to take a back seat. Because of the way our centers are set up, we’re seeing fewer no-shows and cancellations since we are making it easier for people to access us.”

In addition to opening the health centers, Dr. Price-Haywood said that some of Ochsner’s other main focuses have been on tobacco cessation efforts, since smoking and tobacco use are strongly linked to health problems such as heart disease and cancer. The health system is also working with business and education partners on workforce development, which in turn can mean more Louisiana citizens in high-quality jobs that can improve their socioeconomic status and health outcomes. Another priority is to create and maintain strong community engagement so people can feel supported on their health journeys.

“It can sometimes be overwhelming as an individual to receive all of this information and process it. That is why the social support is so important,” Dr. Price-Haywood said. “Most people who are successful at adopting healthy behaviors are not doing it by themselves. They have their tribe with them to help them stay motivated and find practical ways to be healthier. We want to help the community members lead each other in that.”

As the Healthy State 2030 initiative continues, Dr. Price-Haywood said one key priority for Ochsner will be collecting, analyzing and sharing data about problems, health outcomes and successes.

“We cannot do any of this work blindly,” she said. “One thing we already know is that different parts of the state have different needs. The state rankings put everything together, but something that is a priority in North Louisiana may not be as much of a priority in New Orleans because the populations are different. We know we need to tailor our work to those populations and involve the community every step of the way.”

For more information, visit https://www.ochsner.org/healthystate.

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On a recent summer morning, crews were hard at work on a series of new homes on Olivier Street. Once they are completed, three local families will become the latest in Lafayette to move into such residences thanks to Habitat for Humanity.

Since 1992, Lafayette Habitat for Humanity has built more than 125 homes. That number is expected to reach more than 140 completed houses in the next year. Most of the homes are in Lafayette Parish, although the organization has also built some in Vermilion Parish.

The houses are occupied by families who cannot qualify for conventional home financing but have a regular reliable income and the ability to make monthly mortgage payments. That population has grown dramatically in recent years, particularly as home prices have risen.

“Last year, 25% of households in this area were cost burdened, meaning they are paying 30% or more of their monthly income for housing,” said Melinda Taylor, executive director of Lafayette Habitat for Humanity. “Renters are paying at least 50% of their income for housing, which makes them extremely cost burdened.”

Taylor said the Lafayette area is experiencing an “absolute crisis” when it comes to affordable housing. Rental rates are unaffordable for many and some rental properties have poor living conditions. Meanwhile, Taylor said starter homes in Lafayette usually are $180,000 or more, putting them out of financial reach for many individuals and families.

“There are no homes that are affordable to the majority of people who make 80% or below of the area median income,” she said. “Until there is a move to increase that capacity, people will either be stuck renting in sometimes substandard conditions or moving from place to place. The good news is that we can get somebody in a home for less than they are paying for rent.”

A Habitat for Humanity home is not simply a giveaway, though. The family that will move in must put in a certain amount of work hours, known as sweat equity. They also work closely with Habitat for Humanity on every aspect of the process, from securing financing and payment schedules to choosing design elements for their house. “This is an opportunity for someone to put in a lot of hard work,” Taylor said. “Our homeowners are better informed than the average homeowner. They know what goes

into building a house more than most other first-time home buyers. The majority of them end up staying in their homes permanently. We’ve had some folks sell, but a lot of times people say the homes fit with their lifestyle and income, so they choose to live there for several years.”

Although Habitat for Humanity’s core mission is to help families achieve homeownership, that work in Lafayette is being done in close collaboration with neighborhood leaders and residents, especially in the McComb-Veazey, LaPlace and Truman areas where Habitat for Humanity has been particularly active. Taylor noted that the Lafayette office has an entire community development department that is dedicated to engaging with neighborhoods to find out what residents need and want to see in their areas. The organization then uses that feedback to design homes that fit the existing aesthetic and culture.

“In McComb-Veazey, you’ll see homes that are similar to a Craftsman-style cottage. In LaPlace, we’ll be building next to a private developer who has a more contemporary style, so we’re going to work with that,” Taylor said. “We pay attention to the context, and most especially, the human context. We really do focus on both the neighborhood and the individual families and what their needs and desires are. But, we work within a tight budget, so that’s also important.”

Continuing that community development work is a key part of Lafayette Habitat for Humanity’s strategic plan. In addition to building new homes, Taylor said the organization hopes to do targeted repairs to residences near new Habitat houses in an effort to improve the entire neighborhood. They are also exploring new home options besides single-family residences, which may include duplexes, townhomes or cottages.

In addition, Taylor said Habitat for Humanity may expand its work by joining with other organizations to provide resources such as job training, financial literacy and more.

A recent $2.5 million gift from philanthropist MacKenzie Scott will be used to help develop many of these initiatives. However, Taylor noted that the community’s need for affordable housing isn’t going away anytime soon, so both financial support and volunteerism will be needed. The organization halted volunteer work for several months because of the pandemic, but is now back to organizing group and individual work sessions on a regular basis.

“The support Lafayette has shown us over the years has been pretty amazing,” Taylor said. “This community really supports its own and I think really understands the need for people to have decent, secure, affordable housing. People here are generous and understand how foundational a home is to someone’s ongoing success and security. We’re very grateful and we’re excited to have more volunteer groups back at our sites.”

To volunteer, make a donation or learn more about Lafayette Habitat for Humanity,
visit www.habitatlafayette.org.

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As it enters its 97^th year, Capital Area United Way’s role as a community connector has become more important than ever as people seek to find resources and meet needs amid challenging economic circumstances.

Last year, more than 50,000 calls were placed to the 211 resource line, which links callers to programs to help them find rental assistance, food, social services, health care and more. That call volume marked a substantial increase from 2020 and other previous years, said George Bell, President and Chief Executive Officer of Capital Area United Way.

“The pandemic really brought the economy to a halt and impacted people who traditionally have not been affected by these types of situations,” Bell said. “People who have never had to rely on support or assistance now find themselves in a position where they need to reach out. With inflation, we are seeing that continue, especially in the area of food insecurity. The amount of money that used to be able to carry a family’s food needs to the end of the month now falls short.”

Because of the immediate nature of many families’ needs, Bell said Capital Area United Way has shifted its funding process. In the past, CAUW focused heavily on longer term three-year program funding. However, the emphasis now is on funding for projects that will take place in one year or less.

“We realized we needed additional resources more quickly because the needs have changed,” Bell said. “We’ve changed that mix of dollars so we can make more grants on a real-time basis for organizations that are serving people immediately.”

While Capital Area United Way is involved in multiple aspects of community work, Bell said that in recent months there has been an increased emphasis on providing educational resources, food and childcare. The organization continued its work to give kids the proper resources, which became more important during virtual learning. By working closely with those families, CAUW realized that many needed assistance to feed their children because of a lack of school lunches. In turn, CAUW provided funding to several organizations that brought regular meals to neighborhoods.

“We also heard that child care was a major challenge,” Bell said. “We started working with organizations that provide after-school programming to see if they could safely provide that same type of program at other times of the day.”

In addition, Bell said CAUW has played a major role in helping Louisiana families and businesses recover from hurricane damage. Last year, CAUW received more than $1.8 million to help Hurricane Ida victims in four parishes. 100% of the funds raised were distributed into the 10-parish capital region to assist with immediate needs, ongoing recovery, and long term recovery and rebuilding.

“We really step into high gear when our communities are hit, and it’s something we are always preparing for,” he said.

Regardless of whether CAUW is providing funding, direct support or connecting residents to services, the work is done based on input from the community. Bell said CAUW staff visit local neighborhoods to speak with residents and issues surveys to find out what people are most concerned about. They also analyze all 211 cals by the nature of the inquiry, the caller’s ZIP code and whether the person’s need was met.

“All of that gives us direction on whether the programs and services we have currently are meeting the needs and if not, how can we bring those services to the people,” Bell said. “When we go out into the neighborhoods, it’s a very engaging process. We take their feedback to come up with strategies and initiatives to support them.”

Bell emphasized that individuals, families, corporate groups and others can be a part of CAUW’s work in multiple ways. Funding and monetary donations are significant, but so is volunteerism.

Regardless of whether CAUW is providing funding, direct support or connecting residents to services, the work is done based on input from the community. Bell said CAUW staff visit local neighborhoods to speak with residents and issues surveys to find out what people are most concerned about. They also analyze all 211 calls by the nature of the inquiry, the caller’s ZIP code and whether the person’s need was met.

“All of that gives us direction on whether the programs and services we have currently are meeting the needs and if not, how can we bring those services to the people,” Bell said. “When we go out into the neighborhoods, it’s a very engaging process. We take their feedback to come up with strategies and initiatives to support them.”

Bell emphasized that individuals, families, corporate groups and others can be a part of CAUW’s work in multiple ways. Funding and monetary donations are significant, but so is volunteerism.

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As part of its focus on celebrating the natural world and doing a world of good, Audubon Nature Institute is taking steps to make Audubon Zoo and Audubon Aquarium of the Americas more accessible for local individuals and families.

Audubon’s Community Connect program has three components: Orleans Parish Appreciation Days, Audubon SNAP Program, and Audubon Museum Culture Pass.

During Appreciation Days, Orleans Parish residents receive free admission to Audubon facilities for themselves and up to four guests. The program is in effect at the Aquarium on the first Thursday of each month and the Zoo on the third Thursday of each month. In addition, individuals who participate in the Supplemental Nutrition Assistance Program (SNAP) receive complimentary admission for up to five people at any Audubon facility year-round.

Audubon has also partnered with the New Orleans Public Library to offer Culture Passes that can be checked out by library cardholders and used any day Audubon is open. Each pass provides entry for up to two adults and seven children.

Last year, about 60,000 guests enjoyed access to Audubon facilities through the three initiatives, said Chimene Grant Saloy, Audubon’s Vice President of Community Affairs.

“We’re really pleased with that redemption,” Saloy said. “We are a conservation organization at heart and we want to instill in our guests that they have a part to play in appreciating the natural world. When guests visit, they learn that they can take measures to become conservationists in their own community.”

To ensure that all visitors have an enjoyable experience, Saloy noted that Audubon has established sensory-inclusive areas in the Zoo and Aquarium thanks to a partnership with KultureCity so that guests of all abilities can play and learn. Upon request, guests can receive bags with items such as noise-canceling headphones, fidget spinners, and other resources that can benefit people with sensory processing needs.

“Our goal is to provide an inclusive and seamless experience for guests of all ages, backgrounds, and abilities,” Saloy said. “We strive to educate people on why animals are important, what they provide to the world, and their role in our ecosystem. We want future generations to have an appreciation for that so that these animals will continue to be here for generations to come.”

Saloy said the increased accessibility has also helped people understand more about Audubon Nature Institute’s mission and the multiple facilities it operates. In addition to the Aquarium and Zoo, Audubon’s footprint includes Audubon Louisiana Nature Center in New Orleans East, Freeport-McMoRan Audubon Species Survival Center on the West Bank, as well as several parks.

With more people visiting Audubon attractions in the summer, Saloy said there are several ways for people to make the most of their experience.

“For all of our facilities, we suggest people purchase tickets online in advance,” she said. “It’s not required, but it is recommended. The Zoo and Aquarium are open from 10 a.m. to 5 p.m. Thursdays through Mondays. If you’re coming in the summer, we suggest starting at the Zoo earlier in the day when it is cooler and then visiting the Aquarium when it gets hotter in the afternoon.”

For more information on Audubon Nature Institute facilities or to explore donation options, visit www.audubonnatureinstitute.org.

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On a recent afternoon, kids excitedly hurried off a Lafayette school bus at the Jackie Unit of the Boys and Girls Clubs of Acadiana. Some headed straight for the basketball court, eager to spend time outside after being in class all day. Others went inside, where they were greeted by smiling staff members and settled in for homework, games and snacks.

For hundreds of Acadiana children, the Boys and Girls Clubs are a safe haven, a place where they know that staff and volunteers will help them meet their basic needs while providing them with academic support, healthy lifestyle tips and lessons in good character and citizenship.

“We hear stories every day about how the Clubs were there for kids when no else was, or they needed a meal and their local Club was there to feed them,” said Rhyan Wheeler, chief executive officer of Boys and Girls Clubs of Acadiana. “The Club has been the support system for a lot of kids who needed us, and many of them have gone on to great success. They have excelled in school, gone on to post-secondary education and/or entered the workforce and become productive citizens in our communities.”

Most Boys and Girls Clubs programs are geared towards kids ages six to 12, although Wheeler said they continue to expand programming for teens. When a child arrives at a Club unit, they start off by doing homework or an enrichment activity, then move on to programming. A wide variety of programs are offered, including physical activity, Kids in the Kitchen, which teaches about healthy eating; activities focused on science, technology, engineering and math; artwork and more. In addition, children have access to computers to complete schoolwork or become more familiar with technology. Boys & Girls Clubs play a vital role in closing the digital divide for students without access to technology.

“A lot of people think we are a babysitting service, but we are far from that,” Wheeler said. “We are actually part of a national organization and the programs that we use are evidence based. We know they result in positive outcomes. When kids come here, they are able to have fun in a safe environment, but are also given the opportunity to have a great and bright future.”

The Boys and Girls Clubs also provide a needed outlet for kids who are struggling with social and emotional issues. Wheeler said that local staff members noticed the impact that the pandemic was having on kids, especially since they missed in-person engagement with others and were struggling with other impacts of the virus. In response, Acadiana staff have been trained in trauma-informed care and ways to integrate emotional wellness into all of their programs.

“We check in with kids each day to see how they are doing, what they need and how we can help if needed,” Wheeler said. “When you see these kids all the time, you can tell when a kid is having an off day. Our staff is incredible in the way they will pull a child aside and ask them what’s going on. Most likely, a kid will open up about challenges they are having, and our staff is trained to help them work through those emotions.”

Local staff have discovered that art and drama is a popular way for kids to express themselves and have become more committed to making sure that creativity is a part of their days. For example, the Jackie Unit is filled with drawings made by kids, with their work showcased on posters and ceiling tiles. Wheeler said that one afternoon in the spring, many kids came out of their shells as they acted out scenes from the Disney move “Encanto.”

“When you think about social and emotional wellness, art is a way for them to have an outlet to express their feelings and connect with the other kids,” she said.

“We check in with kids each day to see how they are doing, what they need and how we can help if needed,” Wheeler said. “When you see these kids all the time, you can tell when a kid is having an off day. Our staff is incredible in the way they will pull a child aside and ask them what’s going on. Most likely, a kid will open up about challenges they are having, and our staff is trained to help them work through those emotions.”

Local staff have discovered that art and drama is a popular way for kids to express themselves and have become more committed to making sure that creativity is a part of their days. For example, the Jackie Unit is filled with drawings made by kids, with their work showcased on posters and ceiling tiles. Wheeler said that one afternoon in the spring, many kids came out of their shells as they acted out scenes from the Disney move “Encanto.”

“When you think about social and emotional wellness, art is a way for them to have an outlet to express their feelings and connect with the other kids,” she said.

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During the past two years, the Salvation Army in Baton Rouge has seen a dramatic shift when it comes to people seeking their assistance. For years, most of those individuals were from the north Baton Rouge area. Today, the Salvation Army serves thousands of families from across the region.

“During COVID, we started seeing people come to us who had never came to us before,” said Morgan Dailey, director of development for the Salvation Army’s Baton Rouge office. “Our services branched out across Baton Rouge and into Livingston and Ascension parishes as well. It’s pushed us to our maximum capacity.”

Dailey said that during the early days of COVID, the Salvation Army focused on providing regular hot meals to families. They knew children weren’t getting lunch at school and many parents had lost their jobs or seen their hours reduced, which limited their food budget. Two years later, Dailey said that ensuring local families have enough to eat remains a top Salvation Army priority. About 250 food boxes are distribute each month, with each containing about 25 pounds of dried goods, meat, eggs, cheese, drinks and other donated items.

“Food insecurity is still one of the biggest issues we see every day,” she said. “The number of people asking for our food boxes continues to tick up. Every time we have a food giveaway, the lines are huge. During the first one, it took us about four hours to distribute everything. When we did one last month, we were out of product in an hour. That just shows us that the need is still tremendous.”

Dailey said the Salvation Army sees needs in other areas as well. The 60-bed men’s shelter in Baton Rouge is usually filled to capacity every night. The Pathway of Hope program is also in high demand. Through the program, the Salvation Army works with families living in poverty through a two-year journey of meeting certain goals and establishing secure income, housing, transportation and child care with the ultimate goal of breaking the poverty cycle.

In addition, Dailey said the Salvation Army provides vouchers for clothing and furniture to families in need, as well as Entergy bill payment assistance to individuals and families who meet certain criteria.

“I think that when a lot of people think of the Salvation Army, they only think of us as a shelter, so a lot of people may not realize how much we are doing in the community on a day-to-day basis,” Dailey said. “We are helping families in need as well as hosting youth programs and afterschool events. It’s really quite a range of services.”

One of the cornerstones of the Baton Rouge Salvation Army is its free, men’s-only addiction recovery program. Dailey said most men in the program have recently been released from prison or want to enter a program in order to receive a reduced sentence on drug charges. During the six-month, faith-based program, each participant has a job with the Salvation Army and participates in activities such as Bible studies and church services on a regular basis.

“Once someone completes the program, they graduate but can stay with us on the property for up to another six months while they are looking for a job and getting settled,” Dailey said. “A lot of them use that time to handle their legal responsibilities and get their records in order.”

For many men, the recovery program has been a lifesaver. One man entered the program about eight years ago, struggling with addiction to heroin, meth and alcohol. He successfully completed the program, then became a Salvation Army truck driver, warehouse manager and transportation coordinator. Today, he lives in Oklahoma where he works as a lead technician for a property management company and has strong relationships with his children and grandchildren. In addition, Dailey said the Baton Rouge Salvation Army shelter manager is a graduate of the recovery program.

Dailey said none of the Baton Rouge Salvation Army’s work would be possible without donations and support from the community.

“Every dollar that is raised or donated here in Baton Rouge stays in this community,” she said. “The profits from our store are huge for us. When someone donates a T-shirt, that turns into $1.25, which is then turned into a meal. The store is essentially a fundraiser that allows us to continue helping the community. If people didn’t drop off donations or contribute, our doors truly would be closed because we can only do so much through grants and foundation funds.”

In addition to accepting donations of goods and finances, the Salvation Army also seeks volunteers on a regular basis.

“People’s time is very valuable, especially since we have a small staff,” Dailey said. “Even just a few hours a week can make a big difference.”

For more information on the Baton Rouge Salvation Army or to find ways to contribute, visit www.salvationarmybatonrouge.org.

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