The Citizen: A Fireman’s Backup

By Chaney Ferguson
The Times of SWLA




The past seven months has been a long and stressful process for the firemen of Lake Charles. Negotiations between the local union and the city have not reached an agreement on the issue of higher pay.

“What the membership wants is to have equal pay with the Sulphur fire department,” said Wil Veuleman, president of the firemen’s union.

Currently a rookie fireman with the Lake Charles Fire Department starts out at $23, 849 while working 2,912 hours a year. A rookie fireman in Sulphur starts out with $29, 186 while working the same amount of hours.

“When we initially started we wanted parity with our counterparts here in town, the police department. We backed off of it because we felt it was too big a push,” said Veuleman.
A rookie police officer in Lake Charles starts out making $32, 432 while working 2,184 hours a year.

“What we are asking for is not reaching for the stars. It is just asking to be equal with everyone else around here,” said Veuleman.

The city’s main issue during negotiations has to do with overtime.

“Overtime is abundant, but it’s that way because we are minimally staffed,” said Veuleman.
There is a nationally recognized staffing standard of four men per truck, but the city has always just carried three.

“When you carry the minimum it doesn’t take long or it is very easy to get in the trap of running low when someone quits or has to leave,” said Veuleman.

When someone leaves it creates an empty spot that must be filled with overtime pay until someone can be hired. The civil service process of hiring a new fireman takes approximately six months.

“So for those six months,” said Veuleman, “we are “x” amount of positions short, and those positions are being paid time and a half everyday.”

Veuleman and Justin Governale, vice-president of the firemen’s union maintain that the overtime issue is not the concern of the firefighters.

“It is the city’s problem to address—and that is to hire more people. To hire more people you have to be offering competitive pay at the very beginning and they are not, and that is sort of where we have stagnated,” said Veuleman.

The issue of higher pay also affects how long men stay with the department.

“Chief Manuel stated that since he became chief in 2003 there have been 123 people hired throughout the classes, and 60 aren’t with us anymore,” said Veuleman.

“So half the people we’ve hired in six years are gone. That is a significant turnover rate for this size department.”

Training for a fire department takes generally around $25,000. When firemen leave for another station or leave to take another job, that training money is gone.

“You might as well have set it in a pile and lit it on fire because you have wasted it,” said Veuleman.

Recently in the news, there was a chart showing the difference in salaries for firemen around the state in cities such as Houma, Alexandria, and Lafayette.

“You can pick out cities to do a survey on and make us look like we are not that far behind, but I can pick out cities that show you we are behind significantly,” said Veuleman.

“All of those cities that we are being compared to offer incentives to their departments while we have no incentives whatsoever,” said Veuleman.

“But we aren’t losing men to Houma or Alexandria. I’m losing men to Sulphur so that is who we have to compete with, and with that in mind that is the pay we need to be striving to pay men right here. That is our stance,” said Veuleman.

Currently there are around 178 members of the Lake Charles Fire Department. The union represents 165 of those members.

“That is what we call the fire suppression division. The fire stations, dispatchers, investigators, training officers, mechanics, and some of our other support personnel that we also represent, but the majority of us are all firefighters,” said Governale. Firemen respond to more than just fires.

Governale provided a list of other possible calls to which they respond: any type of fire, downed power lines, car wrecks, pots on the stove, fire alarms, hazardous material (in the whole parish), or an incident on the interstate with an 18 wheeler.

“We will go wherever we are needed,” said Governale.

There are times when all stations are attending to fires. These times reveal the major difference between the police and firemen.

“If the police are short, they run short because they can double up on their areas. If they have too much to handle they have the Marshalls and the Sheriff’s Department to help them,” said Veuleman.

The fire department does not have backup. Governale says they are their own backup.
“We can’t run short, not only for our own safety, but for the safety of the citizens,” said Veuleman.

There are days with down time when the firemen sit in the station wondering if anyone is even in the city.

“Down time lets us know someone isn’t losing anything, whether it is property or life, and that is always a good thing,” said Veuleman.

On July 28, the firemen’s negotiation team will meet with the city’s negotiation team in order to come to an agreement.

The firemen urge the citizens to get involved in this and call their city council and the mayor, and voice their opinion.

Jindal Talks-Up Legislation at the Chamber’s Summer Speaker Series

By Chaney Ferguson
The Times of SWLA




Governor Jindal reiterated his stance on state ethics and job creation at the Chamber Summer Speaker Series luncheon on Friday July 10.

“We can’t spend our way back to prosperity. We don’t have this D.C. philosophy here in Louisiana,” said Jindal.

Louisiana’s driving philosophy has been a strategy completely based around job creation.
“We started last year with our first special session on ethics. LSU and Forbes did studies that said the number one thing we can do to attract jobs is to crack down on corruption,” said Jindal.

“Everybody has their favorite jokes, but the problem is those jokes were stealing opportunities from our state. As long as people think that who you know is more important than what you know people didn’t want to invest in our state,” said Jindal.

A year ago the center for public integrity ranked Louisiana 44th for disclosure. This year we rank number one in the country for disclosure on the CPI index.

“I think it is great to be number one on a national ethics list. It sends a message to this country that it is a new Louisiana,” sad Jindal.

At the luncheon Governor Jindal praised state delegates for serving the lake area and working collectively to accomplish what is beneficial for the lake area.

Governor Jindal shared about some of the bills passed to help Louisiana and Lake Charles.

• Eleven bills were passed that protect our children from sex predators
• 1.5 million dollars to protecting and restoring our coast
• 3 DWI laws passed that will help make our streets safer and protect our children and families
• 3.3 billion dollars spent on roads
• 56 million dollars on road projects right here in Lake Charles
• Laws were passed on discipline in our classroom

Despite the money coming into the lake area, the 2009 Legislative session revolved around budget cuts. Those cuts affected two areas, higher education and health care.

Higher education was originally supposed to have a general fund reduction of $213 million, but the Legislature restored $100 million from the original cut.

After looking at health care cuts, lawmakers identified an additional $45 million to alleviate some of the health care cuts.

During this time of economic uncertainty and the state budget being what it is, Governor Jindal encourages the people of Louisiana to look at the solution in the workforce.

“We don’t need to rely on our natural resources, but we need to have a productive workforce. The states that are going to move forward are the ones with an educated and productive workforce,” said Jindal.

The Governor said the session has only started in revamping Louisiana’s workforce training efforts.

Making Fort Polk Number One

By Chaney Ferguson
The Times of SWLA




Two days before our nation celebrated its 233 birthday, Brigadier General James C. Yarbrough, commander of Fort Polk and its Joint Readiness Training Center, spoke at the Chamber SWLA Summer Speaker Series Luncheon.

Yarbrough took command at Fort Polk on July 22, 2008. Since then he has made it his mission to push Fort Polk to be the best. The focus of his talk was the expansion of Fort Polk, which will double the size of the current facilities.

“You can not throw enough money at a soldier to make him fight for our country. They don’t do it for the money,” said Yarbrough.

Yarbrough presented a PowerPoint presentation of the new living quarters on post. He showed a picture of what the dining room looks like in the homes.

“This is the table the soldier and his wife will sit at and discuss their future. When they find out he is going to be sent back to Afghanistan. This is where they make their decisions,” said Yarbrough.

Yarbrough brought to the forefront of his talk how each soldier deserves good living conditions. He engaged his audience and painted a picture of the military family.

Expansion and renovations of Fort Polk are all done in an effort to create a good environment for soldiers and their families. Improvements also have a positive effect on the local economy.

“What is good for the community is good for Fort Polk,” said Yarbrough.

Fort Polk currently employs over 5000 civilians and generates nearly $560
million in payrolls, supplies, contracts, and other funds which spread throughout Southwest and Central Louisiana

Living conditions in the Fort Polk area are ideal in some respects.

“It’s 40 minutes from my house to launching my boat at Toledo Bend,” said Yarbrough. “However, when it comes to chain restaurants, shopping, and other amenities the area is lacking.”

Expansion will not only benefit the immediate region, it will ripple out benefits to the surrounding regions and the state. By expanding and renovating, Yarbrough is hoping that businesses will see there is a market for business owners.

Northrop Grumman Waits For Contract Announcement, Names Teammates

By Nancy Correro
Editor, The Times of SWLA





Northrop Grumman waits in anticipation to see if they will receive the defense contract to maintain KC 10 aircraft.

"We're especially pleased with the best-in-breed team we've assembled to offer the most innovative, technically superior and low-cost solution to our Air Force customer," said Jim Cameron, corporate vice president and president of Northrop Grumman Technical Services.

"Together, our team excels in program integration, leveraging the best of our industry partner core competencies while ensuring proactive management and unity of effort to provide comprehensive, responsive and focused support throughout program execution. Such capabilities only mean one thing for our customer—superior service delivered anytime, anywhere."

Northrop Grumman Technical Services is a logistics support, sustainment and technical services powerhouse for the corporation. The sector's Life Cycle Optimization and Engineering (LCOE) group provides a full spectrum of contractor logistics support including logistics management, depot maintenance, sustaining engineering support and global field management.

They announced their teammates for this project and they include: TIMCO Aviation Services Inc., AAR, Chromalloy Gas Turbine LLC, and MTU Maintenance.

TIMCO has extensive experience in maintaining, repairing and modifying DC-10-type aircraft.
AAR is one of the world's leading aviation support companies and provides the Northrop Grumman KC/KDC-10 program team its supply chain management solution.

Chromalloy and MTU Maintenance will provide the engine maintenance and related value-added management solutions for the Northrop Grumman team.

"This exceptional Northrop Grumman team will bring the requisite proven capabilities and qualifications to execute the full spectrum of world-class support the Air Force requires for the KC/KDC-10 program: logistics management, depot maintenance, sustaining engineering support and global field deployment," said Dave Werkheiser, vice president and general manager of the company's LCOE group.

The Northrop Grumman team will leverage its more than 4,300 active suppliers from all 50 states in support of the KC/KDC-10 Program.

The team submitted its proposal to the Air Force May 8, 2009. The contract award is expected before the end of June with contract phase-in set to begin July 1, 2009.

Our Financial State of Health

By Chaney Ferguson
The Times of SWLA




The Times of Southwest Louisiana sat down with two of our local financial instutions to discuss their take on the local economy and its affects on their operations.


CSE Federal Credit Union

What type of plan do you make with members who come in and they have just lost their job? What is the procedure of that plan?
The credit union motto is "People helping People." Life changing events can happen to anyone, at any time. We take the time to sit with our member, listen to their story and their problems, and then we go over what CSE can do to help- from consolidating debt to lowering monthly payments, or extending the loan to give them time to get back on their
feet. We try to work out problems, as long as our members are willing to help us help them.

Has your advice to members changed with the recession? How has it changed?
No, our advice to members has always been in the best interest of the member, whether we are in good times or bad. If we think the member should not borrow money because it might overload them, our advice is to not borrow the money. Credit unions have always promoted thrift, and in times of recession, thrift is the best defense.

Have you noticed people becoming more frugal?
Yes, our members' deposits into their share accounts have increased dramatically over the
last year or so, probably close to 17%. Lending is still brisk, with members financing and refinancing homes, building new homes, and buying new and used cars.

You mentioned saving is the number one principle, but what is the best way to save?
There are many ways for our members to save. We've seen a steadily increase in direct deposits and payroll deductions. It is the out of sight, out of mind philosophy- what you don't see, you don't spend. If a person can put aside $25 each pay period, $625 would be
accumulated in one year, and would earn interest on top of that. You would also be surprised at how many people, especially our younger members, save change and utilize our lobby coin counter machines to help them save.

Do you have tighter lending restrictions for 2009?
CSE experienced phenomenal loan growth in the past year and it hasn't really shown any
signs of slowing. One of the reasons for this is that CSE has not tightened its credit standards. As a matter of fact, right now, in this economy, our members need us more than ever. We have very sound underwriting standards and we have very loyal members.

Do you have less availability of cash for lending?
No, CSE has money to lend. Our member's interest is first when it comes to our lending
practices. CSE is well-capitalized and financially strong. We're owned by our members. We are a not-for-profit financial cooperative and our sole purpose is to serve our members. Our earnings are given back to our member-owners in the form of lower rates on loans, lower fees on services, and higher dividends on deposits.

What is your outlook on the economy of the area?
The economy in Southwest Louisiana is generally better than it is in other parts of the
country. Property value has actually increased instead of decreasing as in other areas. Unemployment is much lower here than it is around the rest of the country. It could be that the hurricanes we've had over the last four years are still having an effect, creating opportunities for growth and for new businesses to come into the area.



Jeff Davis Bank & Trust Company

How has your bank been affected by the economic climate?
a. We have seen growth in our deposits as people withdrew from the market at the end of 2008 and the beginning of 2009. They were seeking safer places to house their monies and conservative community banks, such as ours, are a good place to be.
b. Also, because of the housing crisis, the government will enforce new legislation upon financial institutions which will further complicate our operations.
c. The large number of bank failures across the country have put a strain on the Deposit Insurance Fund. This fund is at a low level and Banks will have to pay additional premiums this year to try to replenish the fund. The general public doesn't realize that their Bank actually pays for the insurance on their own deposits. And, like any other insurance, when there are many claims, rates must go up. Our premiums paid in 2009 will be 7 fold of those paid in 2008.

What is your position on lending in 2009 and how has it changed?
We did not participate in any of the high risk lending that caused the housing crisis, so we did not have the loss experience that those institutions did. Loan demand was down during the last quarter of 2008 and the first quarter of 2009 because people were not making as many major purchases or big decisions for their households. We began to see an increase in volume, though, once the Spring season arrived, which is a positive. We have always taken a conservative approach in making loan decisions and will continue to do that in the future.

Do you have less availability of cash for lending?
No, actually we have more. Because our deposit base has grown, we have plenty of cash available to lend.

Are you affected by the softer housing/business climate?
Home construction is slower at the present time than it was one year ago; however, we are still financing new construction. The businesses we serve are very healthy, for the most part. Because we did not have rapid growth and development in our area, we should not feel the pain that other areas of the country that did overbuild are having at this time.

How Two Schools Benefit Our Community: What You May Not Know

By Chaney Ferguson
The Times of SWLA




Lake Charles-Boston Academy of Learning and College Street T&I Center are two schools citizens pass by everyday. Their success often goes unnoticed.

The LCB Academy of Learning is divided into four areas: advanced studies, distance learning, fine arts, career and technical education.

“The whole design of the school is to fill the gaps that are in Calcasieu Parish high schools. We aren’t here to replace anything. We’re here to enhance the curriculum,” said Charles Adkins, Director of the Academy.

Throughout the day students are transported to the Academy for classes.
“We will transport you regardless of where you live,” says Adkins.

Former principal of Barbe High School, Adkins became director of the Academy because of the focused curriculum and the options it offered students.

Career and technical education provides certifications or introductions into possible career paths such as EMT training and television production.

“The advanced studies program offers AP classes and McNeese offers dual enrollment so they get college and high school credit,” said Adkins.

The fine arts program offers movie production, music mastery, and other art classes.
“Music Mastery is a class where students interested in learning more about instrumental music study under different band directors throughout the parish. We had over a hundred kids enrolled,” said Adkins.
Roger Creel and George Albers reviewing plans for the new expansion

Adkins explained that a child under the instruction of one band director might get to study under a different band director and learn a different style. He says it will strengthen high school bands in the area and help students develop their talent.

The distance learning program, an online option with occasional labs held on campus, has the most room for growth.

“Students can get credit by taking online classes.

We also help students take classes through the Louisiana Virtual School, an online school where they can take a variety of coursework,” says Adkins.

According to Adkins, a common misconception is that students must have a 3.5 GPA. There is no grade point requirement except for courses McNeese offers for dual credit.
The Academy also offers a new credit summer school.

Students can take up to two classes during the summer and the classes are every day for three hours and forty-five minutes.

“We have to do the same number of hours as a regular school year,” explains Adkins.
“One course we are really trying to start is a ‘successful strategies in reading’ course. It’s designed for students going into 8-10 grades,” said Adkins. “If you struggle in reading you’re going to struggle in everything else.”

According to Adkins everything the school does is an effort to help students.
Another school in the area focused on the success of the student is the T&I Center on College Street.

The T&I Center offers opportunities to learn skills in auto-tech, auto body repair, carpentry, commercial art, construction, culinary art, outdoor power equipment, and welding.
“Our programs are nationally accredited with NCCER certifications,” said Roger Creel, Director of Career and Technical Education in Calcasieu Parish.

The NCCER stands for National Center for Construction Education and Research.
According to Creel, the NCCER keeps a database of certifications which allows students to travel around the country to work without having to repeat any courses.

“They can pull up a student on the database and see that he is on level one module seven and he can pick up from there,” explained Creel.

The Center as well as the skills it teaches is gaining attention from local industry.
George Albers, Director of the T&I school, explains that local industries are going into the schools and speaking to students, encouraging them to look at the career and construction trades.
“They work with us and steer students into our programs,” said Albers.

Creel adds that all of the programs are geared towards helping students transfer credit to post-secondary training.

The instructor’s first priority is to help the students become successful, says Creel. Evidence of that success is found in student achievement.

“One of our students in our carpentry class went to state and finished second in cabinet making,” said Creel.

The culinary arts program boasts three certified junior culinarians.

Despite success of the school’s programs, Albers and Creel face a constant struggle when speaking with parents, students, and the community.

“Our struggle is convincing students and parents that this is a viable option they need to look at for their children. Everyone wants their child to go to college or they feel like they are a failure. That’s not true,” says Creel.

According to Creel the old mentality of sending the behavioral problems to shop class lingers. He shares with people the dignity and importance of acquiring a skill.

“Look at all the work that needed to be done after the hurricanes,” says Albers. “We had more
work than qualified workers to do the job.”

T&I Center has an enrollment of 225 students with smaller programs located on DeQuincy, Starks, Sulphur, Washington/Marion, and Westlake campuses.

Due to student interest and increasing needs in the program, the College Street T&I Center is expanding.

“The city and the parish are donating a half a million dollars each,” said Creel.
Expansion will provide new courses in electrical, pipefitting, plumbing, and HVAC. Students will enjoy the new facilities in the 2010-2011 school year.

Each school offers students opportunities to further their knowledge of possible career paths and get a leg up on the competition. If the schools are successful, the region is too.

Buddy Roemer Speaks to Fusion Five on SWLA Economic Outlook

By Nancy Correro
Editor, The Times of SWLA




Fusion Five members and guests had lunch and listened to former Governor Buddy Roemer talk about the economic outlook of the Gulf South. The luncheon was held at Prien Lake Park on June 3rd.

After formal introductions by George Swift, Hal McMillin, Mayor Randy Roach, and Andrea Barcarisse, former Governor Roemer and now business man, he has several Business First Banks, one in Lake Charles on the corner of Ryan and Broad streets, gave sage advice to Fusion Five members, “The best way to compete is to cooperate.” Advice he received as a student in 1961 at Harvard. “And that is what you are doing, Five Parishes joining as one organization,” Roemer said.

Roemer talked up SWLA as having a unique position geographically to affect its progress economically, “Southwest Louisiana has a unique characteristic of being a border region and things happen in life on the border...you’re also on a corridor, the I-10 corridor...we build on a corridor.”

He talked about the vulnerability of hurricanes in this area as the only negative, but the difference between this area and New Orleans is leadership. “Nothing happens without leadership,” and Roemer went on to say, “You have produced time and time again quality leadership.” He told the Fusion Five that he looked forward to seeing what kind of leadership they produce in their generation.

Roemer wrapped up his talk with his fired-up opinions on what the now government needs to do: “I’m tired of happy talk.” He continued, “Somebody needs to tell the happy talkers in the Republican and Democratic parties enough already.”

He gave a list of what he thinks we need to do:
• “One, we need a fair trade policy.”
• “Two, we need immigration reform.”
• “Third, we need to be energy independent.”
• “Retrain for the 21st century.”
• “Finally, you and I need to get involved.”

Former Governor Roemer left the Fusion Five group with the name of the book he is reading after being asked by an audience member: The Starfish and the Spider—More sage advice from the seasoned Louisianan and Statesman.