1A_Impact_Brochure_Digital

NINE PARISHES. ONE ACADIANA.
1

MESSAGE FROM THE
CAMPAIGN GENERAL CHAIRMEN
David Callecod
President & CEO
Lafayette General Health
Al Gonsoulin
Chairman & CEO
PHI, Inc.
Lenny Lemoine
CEO
The Lemoine Company
Dr. Kip Schumacher
Executive Chairman
SCP Health
Matt Stuller
Chairman & CEO
Stuller, Inc.
Richard Zuschlag
Chairman & CEO
Acadian Companies
Five years ago, the formation of One Acadiana was a transformative regional economic development initiative
that brought together the best and brightest minds in our community for a singular purpose – to write a bold,
new chapter in the story of our region. Today, we are a united force – nine parishes strong – unwavering in our
commitment to make Acadiana one of the most sought-after places in the South for emerging businesses and
professional talent. IMPACT: The Campaign for One Acadiana, is our second five-year, $15 million campaign
designed to sharpen our ability to capture new and expanding business opportunities and propel Acadiana
forward. By injecting resources, influence, know-how, and private sector leadership into the economic
development process, 1A is geared to achieve a high measure of performance and accountability for its
investors. Now, more than ever, 1A is helping build a strong foundation for businesses to thrive, and in doing
so, transforming the economic landscape of our region. We are honored to lead this effort and ask that you
join us in supporting this exciting initiative.
David Callecod
Al Gonsoulin
Lenny Lemoine
Dr. Kip Schumacher
Matt Stuller
Richard Zuschlag
1
A MESSAGE FROM THE CAMPAIGN GENERAL CHAIRMEN

BACKGROUND
One Acadiana (1A) is a business-led organization launched in 2015 with a vision to make the Acadiana region
one of the most sought-after places in the South for emerging businesses and professional talent. 1A serves as
the regional economic development organization for Acadiana, representing over 800 businesses throughout
Acadia, Evangeline, Iberia, Jeff Davis, Lafayette, St. Landry, St. Martin, St. Mary, and Vermilion parishes. In
addition, we continue to provide chamber of commerce functions for Lafayette Parish businesses.
Thanks to the support of 1A investors and the regional business community, the organization has spent the past
five years in the execution of a program of work designed to drive the region’s economic prosperity through
economic development efforts and through an expansive menu of benefits provided to investors, members,
partners, and the business community at large. Over the past five years, 1A has accomplished much with
activity indicators such as:
• Engaging with 850 regional businesses to discuss growth and expansion plans
• Assembling the Regional Infrastructure Visioning Report (RIVR) with input and assistance from 85 key
stakeholders from all nine parishes
• Building and promoting an award-winning marketing brand “South Louisiana, Real Cajun,” resulting in
an increased awareness nationally and internationally of our region’s location, assets, and welcoming
business environment
• Developing and deploying a Regional Workforce Development Strategy resulting in 193 Nepris industry
chats reaching 5,088 students in 1,106 classrooms, and three Acadiana Opportunity Career Fairs
reaching more than 2,700 job seekers
However, the most important metrics of 1A’s collective success are the outcomes those activities helped
generate, such as:
• $479.4 Million in New Capital Investment
• 2,029 Total Jobs = 1,002 Direct, 674 Indirect and 353 Induced
• 589 Retained Jobs
• $60 Million in New Annual Payroll
• Assisted in securing $465 Million in Infrastructure improvements
These impactful results are the product of unified strategic efforts in coordination with regional partners
throughout the public and private sectors. Going forward, it will take a concerted, consistent and professional
effort to build on past success and achieve future results.
In 2020, 1A will begin a new five-year campaign, focused on improving Acadiana’s business climate through
marketing the region, making meaningful and visible improvements, and inspiring substantial community
collaboration and engagement to grow our regional economy. Both measurable and accountable, this plan
aligns financial and partner organization resources to achieve both synergy and an exponential return
on investment.
One Acadiana is now seeking regional community leaders and investors that share in our vision of economic
growth and prosperity.
BACKGROUND
2

COMMITMENT TO THE REGION
These leaders have joined forces to support One Acadiana’s bold, new five-year economic development
strategic plan. They have given generously of their time, financial resources, and talent to help steer the
future economic growth of the nine-parish region of Acadiana we call home. Please join them in playing
an active part in our community’s future success.
We are stronger as a region and One Acadiana is positioned to
give us a unified vision for the future and a collective voice.
— Charles Fenstermaker, President
FENSTERMAKER
Honorary Campaign Cabinet
Julie Dronet
Retired, Vice President
Cox Acadiana
Paul Durand
Retired, CEO
St Martin Bank
Bill Fenstermaker
Chairman & CEO
FENSTERMAKER
Gregg Gothreaux
President & CEO
Lafayette Economic
Development Authority
Dr. Natalie Harder
Chancellor
South Louisiana
Community College
Frank Neuner
Founder, Managing
Partner
NeunerPate
Joel Robideaux
Mayor-President,
Lafayette Consolidated
Government
Dr. Joseph Savoie
President
University of Louisiana
at Lafayette
3 COMMITMENT TO THE REGION

Campaign Cabinet Division Chairs
CEO Advisory
Council Chair
Chairman’s
Circle Chair
President’s
Circle Chair
Blaise Zuschlag
Chief of Staff
Acadian Ambulance
Sue Durand
President / CEO / Chairman
Washington State Bank
Katie Chiasson
Senior Business Developer
CLECO
Director’s
Circle Chair
Executive
Circle Chair
Corporate
Circle Chair
Buffy Domingue
CEO
Lafayette Surgical Specialty Hospital
Anita Fontenot
President
Southwest Fidelity Corporation
Coatney Raymond
Managing Partner
Buck & Johnny’s
In a global economy, competing as a region gives our local
economic development efforts more bandwidth. One Acadiana’s
mission of promoting Acadiana’s assets helps tell the whole story
about why Iberia Parish is the right place for business growth.
— Mike Tarantino, President & CEO
Iberia Industrial Development Foundation
CAMPAIGN CABINET DIVISION CO-CHAIRS
4

GOAL 1: ATTRACT AND RETAIN HIGH-PAYING JOBS
Strategy
Increase economic prosperity and opportunity by focusing resources on the growth of existing
companies, while aggressively marketing Acadiana to targeted external prospects, developers, and
site location consultants focusing on the region’s targeted industry clusters of Healthcare, Energy,
Aerospace, Software/Technology, Agribusiness, Manufacturing and Distribution.
Service Lines
Business Retention & Expansion; Business Recruitment; Site Selection Consultant Cultivation; Foreign Direct
Investment; Certified Site Development Program; Targeted Industry Business Development
Objective 1: Retain and Grow our
Existing Regional Business Community
The greatest potential for job growth and wealth creation in Acadiana lies in the industries and companies
already established and operating throughout the region.
Tactics
• Continue and expand a regional business retention and expansion program across all nine
parishes to provide value through the enhanced development of key regional relationships.
• Conduct and input data retrieved annually through 150 company visits equaling 750+ over
the five-year program of work, to identify opportunities and/or barriers to growth, as well as
regional trends.
• Support the retention and expansion of existing companies within our target industry clusters
by aiding with regulatory issues, incentives, workforce training, talent attraction, and site
location analysis.
• Consistently communicate One Acadiana’s role as the regional economic development
organization serving to leverage and coordinate resources that will assist parish economic
development organizations in business development.
5
GOAL 1: ATTRACT AND RETAIN HIGH-PAYING JOBS

Objective 2: Attract New Jobs and Capital Investment
High-profile recruitment projects, such as CGI, have created new economic drivers in our economy.
Continued pursuit of jobs and investment in target industries will foster economic diversification and
reduce our historical dependence on the oil and gas industry.
Tactics
• Conduct / attend annual recruitment trips / conferences / trade shows with a focus on targeted
industries and company headquarters in order to diversify our regional economy (10+ per year, for
a total of 50+ trips within the five-year program of work).
• Promote emerging target industry clusters such as technology and healthcare.
• Generate new project opportunities through cultivation of relationships with site selection consultants.
• Host consultant familiarization tours to highlight and promote business investment in the
Acadiana region.
• Develop and sustain critical relationships with state and local elected officials and
corporate executives.
• Engage industry executives and subject matter experts in our economic development recruitment
strategy and activity.
Budget
• $1,300,000 Annual Budget
• $6,500,000 Five-Year Budget
The success of One Acadiana is the professional leadership and
staff who bring their business and relationship skills to the table
on every project and initiative in the nine-parish region. They are
proactive, searching for opportunities to support the region and
provide the assessment and knowledge to find ways to enhance
each parish and make them more attractive to businesses
intent on locating in South Louisiana. Investing in One Acadiana
pays dividends daily for its members, partners, and citizens
by attracting quality jobs, increasing revenues for our political
subdivisions and contributing to the quality of life for all of us!
— Marion Fox, President & CEO
Jeff Davis Parish Economic Development, Tourism & Chamber
GOAL 1: ATTRACT AND RETAIN HIGH-PAYING JOBS
6

GOAL 2: ENSURE REGIONAL
INFRASTRUCTURE INVESTMENTS
Strategy
Increase our infrastructure capacity for desired economic growth through successful advocacy
and investment at the local, state, and federal levels.
Service Lines
Governmental Affairs; Public Policy Initiatives; Infrastructure Initiatives; Certified Site Development
Program (Business Development)
Objective 1: Advocate for Public
Sector Investment in Regional Infrastructure
Community prosperity requires the improvement and expansion of regional infrastructure to ensure
long term regional viability.
Tactics
• Engage the business community in local, state, and federal lobbying efforts to advance projects
in 1A’s Regional Infrastructure Visioning Report (RIVR) with a prioritized focus on those that are
achievable and most impactful to the region.
• Support both the Acadiana Regional Airport and Lafayette Regional Airport marketability, including
efforts to improve access and secure more competitive air service.
• Support the necessary investment that will enhance the marketability of Acadiana’s five coastal
and two inland ports.
• Assist communities and partners across the entire nine-parish region with infrastructure grant
identification and preparation.
7
GOAL 2: ENSURE REGIONAL INFRASTRUCTURE INVESTMENTS

Objective 2:
Increase the Number
of Certified Sites in
the Acadiana Region
Site certification provides significant
value and is an effective economic
development marketing tool that creates
a competitive advantage in the promotion
of the Acadiana region.
Tactics
• Certify three sites per year for a
total of 15 new certified sites within
the five-year program of work.
• Encourage public and private
sector investment in regional
infrastructure by targeting
landowners, local economic
development professionals, and
real estate professionals throughout
the Acadiana Region to increase
development and certification of
viable industrial and business sites.
• Provide landowners with
comprehensive due diligence
and serve as a liaison to foster
government investment and
program participation.
• Aggressively market the promotion
of certified sites, with a targeted
focus on industries most appropriate
to the specific location.
Budget
• $600,000 Annual Budget
• $3,000,000 Five-Year Budget
GOAL 2: ENSURE REGIONAL INFRASTRUCTURE INVESTMENTS
8

GOAL 3: STRENGTHEN ACADIANA’S
WORKFORCE AND ATTRACT NEW SKILLED TALENT
Strategy
Ensure the Acadiana region is highly regarded as a desirable destination for a skilled workforce and
talent pool by aligning the workforce development, public education, and higher education systems.
Service Lines
Business Retention and Expansion; Workforce and Policy Initiatives; Marketing and Communications
Objective 1: Expand the Number of Highly Skilled Employees
to Help Companies Grow Regionally and Compete Nationally
One Acadiana is dedicated to increasing the proportion of working-age adults in Acadiana with
postsecondary degrees, certificates, or other high-value credentials to 55% by 2025.
Tactics
• Galvanize business, higher education, K-12, civic, and community leaders in support of the
“55 by 25” goal through regional engagement and marketing activities.
• Provide the data analysis to identify challenges and opportunities and track progress on key
performance indicators from kindergarten readiness through credential completion.
• Advocate for system-level changes that improve educational outcomes, including local school
board policy and state legislation.
• Facilitate collaboration among regional higher education institutions in order to strengthen
student success (e.g., articulation / transfer agreements, recruiting adults returning to
complete their degrees).
• Support all meaningful pathways that meet employer demand for a skilled workforce with an
education beyond high school, including short-term credential programs.
Objective 2: Improve the Workforce Skills
of the Current and Emerging Workforce
One Acadiana is dedicated to improving the workforce skills of our regional residents by aligning partner
organization’s focus on career awareness and working adult educational attainment.
9
GOAL 3: STRENGTHEN ACADIANA’S WORKFORCE AND ATTRACT NEW SKILLED TALENT

Tactics
• Provide Acadiana workforce development partners, education partners, and existing businesses
strategic insights into potential and perceived issues impacting the workforce through tools like
Education Skills Gap Analysis and Labor Force Analysis.
• Facilitate, collaborate, and partner with regional K-12 school districts, higher education institutions,
social agencies, and community and family foundations to implement and expand effective skillenhancing
workforce models such as Partners in Education, Leader in Me, Capturing Kids’ Hearts,
and Love Our Schools.
• Increase awareness, across K-12 students, of high-demand employment opportunities, while
promoting skilled trades and technical training through industry tours, guidance counselor
engagement, and the utilization of industry-leading platforms such as Nepris.
• Conduct 20+ annual Nepris industry chats or other career awareness engagements. Educate,
encourage, and promote member and investor stakeholder organizations across the region to
participate and take part as lead industry experts.
Objective 3: Enhance our Talent Attraction
and Recruitment Program
Workforce considerations have now surpassed transportation as the key determinant in corporate relocation
and expansion decisions.
Tactics
• Conduct 20+ executive candidate tours / newcomer orientation programs per year for a total of 100+
over the course of the five-year program of work.
• Utilize the “South Louisiana, Real Cajun” marketing strategy, in partnership with existing businesses,
to create a narrative that focuses on the region’s livability and quality of place for talent in targeted
regional and national markets.
• Collaborate, promote, and support regional partners in tradeshows, career fairs, and industry-specific
events to attract highly skilled talent, matching investor job opportunities with job seekers.
• Assist regional partners with 4-5 annual job fairs with a focus on securing viable candidates for our
key industry clusters of healthcare, energy, maritime, aerospace, software/technology, manufacturing,
agribusiness, and distribution.
• Connect local college students to the regional economy by hosting networking and social events for
young professionals by leveraging area leadership groups such as Leadership Institute of Acadiana
and the705, with the goal of enhancing local connections and career opportunities.
Budget
• $450,000 Annual Budget
• $2,250,000 Five-Year Budget
GOAL 3: STRENGTHEN ACADIANA’S WORKFORCE AND ATTRACT NEW SKILLED TALENT
10

GOAL 4: ENHANCE ACADIANA’S QUALITY
OF PLACE AND BUSINESS ENVIRONMENT
Strategy
Improve Acadiana’s assets for future development and investment.
Service Lines
Public Policy; Business Development; Marketing and Communications
I support One Acadiana because it plays an integral part in
improving the business climate of our region by both attracting
new businesses and assisting existing ones.
An investment in One Acadiana pays dividends in enhancing the
entire Acadiana region, our quality of life, our economic vitality
and our efforts in building a strong future for our citizens.
— Richard Zuschlag, Chairman & CEO
Acadian Companies
Objective 1: Advocate and Support Issues
That Improve the Business Climate
Removing impediments to progress across the complex systems that make up regional economies is
the best and most cost-effective way to expand regional economies ultimately yielding larger benefits
at lower costs.
Tactics
• Lobby government officials to streamline inefficient and overly burdensome regulations thus
enhancing our region’s and state’s competitiveness in the promotion of private-sector investment
and job growth.
• Serve regional business and community interests as a liaison to government by supporting policies
that promote business advancement while advocating against those that negatively impact business
growth and development.
• Encourage the improved cost and availability of air service by supporting the airport commission’s
efforts to increase competition.
11
GOAL 4: ENHANCE ACADIANA’S QUALITY OF PLACE AND BUSINESS ENVIRONMENT

Objective 2:
Promote Investment
Incentives in Acadiana
Strengthen the region’s long-term
resiliency through targeted promotion
of the many benefits available to
private sector stakeholders, community
development organizations, developers,
social enterprises, and many others in the
area of community revitalization.
Tactics
• Identify, promote, and advance
projects and plans significantly
aligned with revitalizing Acadiana’s
urban core while further enhancing
community vibrancy across
the region.
• Position the region to better
capitalize on investment incentive
programs by working with partner
organizations in targeted and
aligned marketing and promotion.
• Provide support to local partners
who are leading targeted marketing
efforts around Opportunity Zone
investment in their parishes.
• In collaboration with the Acadiana
Planning Commission (APC) and
other partner organizations, market
Acadiana’s Opportunity Zones
through a regional prospectus and
website, which aims to connect
potential investors with investmentready
opportunities.
GOAL 4: ENHANCE ACADIANA’S QUALITY OF PLACE AND BUSINESS ENVIRONMENT
12

Objective 3: Market Acadiana’s Quality of Place as
a Foundation for Talent, Job, and Investment Attraction
Quality of place influences our economy in a multitude of ways and helps to retain and attract
talented entrepreneurs, workers, and retirees, which will directly improve the overall welfare of our
community residents.
Tactics
• Execute national and international targeted marketing campaigns that leverage regional assets
including strong family values, a dedicated and committed workforce, outdoor sports and recreation
activities, art and tourism, and the immense cultural pride.
• Promote resident engagement and civic pride in the quality of place narrative by leveraging parish
resources and collaborating with partner organizations in the development of consistent and aligned
messaging across the region.
• Expand the implementation and branding of “South Louisiana, Real Cajun” in sales and marketing
efforts promoting the region in relation to a live, work, play narrative.
• Promote Acadiana’s access to broadband fiber, affordable electricity, access to transportation
connectivity and other regional assets to targeted company’s and industry sectors.
Objective 4: Enhance Acadiana’s Quality of Place Through
the Development of the Urban Core, Downtown Lafayette
Investment in revitalization creates jobs, increases property values and attracts tourists. A vibrant downtown
is what makes a community stand out in this competitive environment.
Tactics
• Engage initiatives and projects that will revitalize Acadiana’s urban core, including major gateways
and areas around downtown Lafayette and UL Lafayette. Actively pursue state and Federal funding
for economic development incentives proven to generate public return on investment.
• Proactively advance plans for improving the regional core and key gateway corridors, including Plan
Lafayette, Downtown Action Plan, UL Master Plan, Oil Center Redevelopment Plan, University Avenue
Corridor Plan, and Evangeline Corridor Initiative Plan.
• Build support and alignment among community leaders to accelerate development within Acadiana’s
urban core.
Budget
• $400,000 Annual Budget
• $2,000,000 Five-Year Budget
13
GOAL 4: ENHANCE ACADIANA’S QUALITY OF PLACE AND BUSINESS ENVIRONMENT

Over the past five years One Acadiana has become the driving
force in developing a unified vision for the future for all Acadiana.
We are just hitting our stride and need to continue the work we
have started.
Prior to the formation of One Acadiana the region had a total of
three certified sites available for development. Today we have
14 sites that are shovel ready for development and we are looking
to add more. These sites are key to our future development and
would not be possible without One Acadiana.
— Mark Suellentrop, Facility General Manger
Cabot Corporation

GOAL 5: CONNECT AND SUPPORT
BUSINESSES LOCALLY AND REGIONALLY
Strategy
Expand and bolster membership and investor engagement throughout Acadiana by collaborative partner
communication of our regional economic vision.
Service Lines
Public Policy; Business Development; Investor and Membership Relations; Marketing and Communications
Objective 1: Enhance Regional Investor
and Stakeholder Engagement
Through meaningful, effective engagement of the nine-parish regional partner organizations, communicate
the mission and added value of 1A, and foster mutual trust and support for One Acadiana’s regional mission.
Tactics
• Identify and recruit regional business owners, executives and 1A stakeholders for regional
representation as brand ambassadors.
• Provide investor-only events where investors can ask questions, comment, offer advice, and
contribute to our strategic direction.
• Enhance key relationships with leadership in each of the Acadiana parishes through targeted
outreach, and attendance at various community and economic development events.
• Enhance and promote a Parish Liaison Program to improve communication and strategic regional
alignment of economic and community goals.
• Continue to coordinate with local chambers and local economic development organizations in order
to enhance relationships with parish partner organizations and promote a unified regional vision.
• Coordinate and support delivery of a regional marketing and public relations effort through
the development of a meaningful and collaborative regional outreach and communications plan
designed to focus attention on the regional parishes, highlighting their accomplishments and
successes solidifying our regional messaging.
• Develop and initiate a long-term high visibility One Acadiana awareness campaign to promote
the overall mission and regional partnership alignment.
• Achieve certification as an Accredited Economic Development Organization by completing the
requirements set forth by the International Economic Development Council.
• Strengthen and expand regional capacity to cultivate a pipeline of business and civic leaders
through support of the Leadership Institute of Acadiana and in coordination with leadership
programs throughout the region.
15 GOAL 5: CONNECT AND SUPPORT BUSINESSES LOCALLY AND REGIONALLY

Objective 2: Enhance Local Chamber Member Experience
Through consistent promotion of members, investors, and partner organizations we will enable the local
business community to actively engage in and support programming that will facilitate their business’s
growth and success.
Tactics
• Serve as the primary business organization for all of Lafayette Parish with dedicated member
retention and recruitment activities.
• Support small businesses by providing education, promotion, and networking opportunities.
• Collaborate with partners to develop a community-wide framework to support diversity and
inclusion efforts.
• Implement a new membership tiered dues and benefits model similar to the tiered
investment program.
• Develop and implement a membership-focused marketing and communications plan to generate
awareness of the benefits, tools, and resources available to Lafayette-area member businesses.
• Increase membership retention rates through a successful on-boarding process and membership
engagement program.
• Gather membership satisfaction feedback throughout the year and on an annual survey.
Budget
• $325,000 Annual Budget
• $1,625,000 Five-Year Budget
GOAL 5: CONNECT AND SUPPORT BUSINESSES LOCALLY AND REGIONALLY
16

ELEVATING OUTCOMES - RETURN ON INVESTMENT
Success with these proven strategies will create
regional prosperity and a robust, thriving Acadiana
METRICS
Wealth producing job growth
Support services job growth
Capital investment
FIVE-YEAR GOALS
Create 2,500 primary jobs
Create 1,505 secondary jobs
Minimum $700 million
Earnings $193,011,000
Annual consumer expenditures $106,689,341
Employment Impact
Earnings Impact (in Millions)
5,000 $250
4,000
4,005
$200
$193
3,000
2,500
$150
$131
2,000
1,505
$100
$62
1,000 $50
0 0
Direct Indirect Total
Jobs Jobs Jobs
Direct
Earnings
Indirect
Earnings
Total
Earnings
17
ELEVATING OUTCOMES - RETURN ON INVESTMENT

Utilizing nationally recognized regional multipliers, the Convergent Outcomes Lab has calculated
this level of success will also:
• Generate $193,011,000 in Annual Payroll Earnings;
• Generate $106,689,341 in Annual Consumer Expenditures
• Increase Annual Deposits in area banks by $16,677,821
The Consumer Spending model further breaks down the spending patterns and indicates how people
would typically spend the earnings from these jobs.
The categories presented encompass all areas of spending, even though a narrow or overly specific
minor category may not be listed. As seen in the chart below, the estimated related consumer spending
expenditures is $106,689,341 per year.
Annual Consumer Spending by Category (in Millions)
$
11.0
Legend
$
6
$
6 $ 3
$
11.0
Insurance and Pensions ($11.0)
Owned Dwellings ($11.0)
$
7.8
Other Transportation ($10.8)
Other ($9.5)
Health Care ($9.2)
$
8
$
10.8
Rented Dwellings ($8.5)
Utilities ($8.2)
$
8
Food at Home ($8.0)
Vehicle Purchases ($8.0)
$
8.2
$
8.5
$
9.2
$
9.5
Housing Other ($7.8)
Entertainment ($6.0)
Dining Out ($6.0)
Apparel ($3.0)
ELEVATING OUTCOMES - RETURN ON INVESTMENT
18

FORECASTING FIVE-YEAR BUDGET PLAN
STRATEGIC AREAS ANNUAL BUDGET FIVE-YEAR BUDGET
Attract and retain new
high-paying jobs
$1,300,000 $6,500,000
Ensure regional
infrastructure investments
$600,000 $3,000,000
Strengthen Acadiana’s workforce
and attract new skilled talent
$450,000 $2,250,000
Enhance Acadiana’s quality
of place and business environment
$400,000 $2,000,000
Connect and support
businesses locally and regionally
$325,000 $1,625,000
TOTALS $3,075,000 $15,375,000
19 FORECASTING FIVE-YEAR BUDGET PLAN

CAMPAIGN DEVELOPMENT COUNCIL MEMBERS
We are pleased to recognize our partners for their support of our community’s growth and development.
Abbeville General Hospital
Acadian Companies
Acadian Medical Center
Acadiana Automotive Group
Acadiana Center for the Arts
Ace Specialties
ADP Solutions
Advancial
Aerion
Allen & Gooch
American Bank & Trust Company
Angelle Architects
ARC Energy Equipment
Architects Southwest
Aries Marine Corporation
Atmos Energy
Aviation Exteriors Louisiana, Inc.
Babineaux, Poché, Anthony & Slavich, LLC
Badger Oil Corporation
BancorpSouth Bank
Bank of Commerce and Trust Company
Bank of Sunset and Trust Company
Barczyk Chiropractic Group
Bart Bernard Injury Lawyers
BBR Creative
Beau Box Commercial Real Estate
Beaullieu & Associates
Begneaud Manufacturing
Billeaud Companies
Blue Cross & Blue Shield of Louisiana
Borden Dairy
Bristow Group
Brown & Brown Gulf States
Bruce Foods
Buck & Johnny’s
Bulliard Construction
Business First Bank
Butcher Air Conditioning
C.E.C., Inc.
Cabot Corporation
Cajun Chef Products
Calzone & Associates
Capital One Bank
Cardiovascular Institute of the South
CenterPoint Energy
CGI
Chase Bank
Chevron Corporation
Church Point Wholesale
CleanCut, LLC
CLECO
Coastal Chemical
Community Coffee
Community First Bank
Community Foundation of Acadiana
Community Honda Lafayette
Compass Health
Conrad Rice Mill
Courtesy Automotive Group
Coushatta Casino Resort
COX
CSRS
Darnall, Sikes & Frederick
Davidson, Meaux, Sonnier & McElligott
Delmar Systems
Delta Media Corporation
Diocese of Lafayette
Doerle Food Services a Sysco Company
Double R Restaurant Group
Doug Ashy Building Materials
Dugas, Soileau, & Breaux
Duplantis Design Group
Dupré Logistics
Dynamic Industries, Inc.
Entergy
Ernest P. Breaux Electrical, LLC
Ernst & Young
EXCELERANT
Falcon Rice Mill
Farmers Merchant Bank & Trust
FENSTERMAKER
Fontenot’s Hatchery
First National Bank of Louisiana
Frank’s International
Fugro
Full Circle Strategies
Golfballs.com
Gulf Coast Bank
Haik Insurance Holdings
Hampton Automotive Group
Hancock Whitney Bank
Heart Hospital of Lafayette
Home Bank
Iberia Medical Center
IBERIABANK
IDI Workspaces
International Paper
Investar Bank
CAMPAIGN DEVELOPMENT COUNCIL MEMBERS
20

J. B. Mouton
Jeansonne & Remondet
Jennings American Legion Hospital
Jim & Nancy Prince
JohnPac, LLC
Jones Walker
J.P. Thibodeaux Group
K+S Group Morton Salt
K2 Coolers
KADN-FOX 15
KATC-ABC 3
Kean Miller, LLP
Keaty Real Estate
Kergan Bros Sonic
L3 ASV
Lafayette Coca-Cola Bottling Company
Lafayette General Health
Lafayette Surgical Specialty Hospital
Latter & Blum
LHC Group
Liskow & Lewis
Lofton Staffing
Louisiana Capital CDC, Inc.
Louisiana Convention and Visitors Commission
Louisiana Healthcare Connections
Louisiana Orthopaedic Specialists
Louisiana State Newspapers
Louisiana State University Eunice
Lowry’s Printing & Copying
M & E Consulting
M&M International
M&M Oil Tools
M C Bank & Trust Company
Mahtook & LaFleur
Manuel Builders
McLaff, Inc.
McLain Companies
Mello Joy Coffee Company
Mercy Regional Medical Center
Metal Shark
MidSouth Bank
Moncla Companies
Musson-Patout Automotive Group
NeunerPate
New Iberia Coca-Cola Bottling Company
Omega Protein
OMNI Environmental Solutions
Onebane Law Firm
Opelousas General Health System
Our Lady of Lourdes Regional Medical Center
Over Louisiana
Park Place Surgical Hospital
Pecoraro Law
Pedestal Bank
Peoples Health
Pinnacle Group
Pixus Digital Printing
Postlethwaite & Netterville
Prejean Creative
Pugh Family Foundation
Quality Companies
Rayne State Bank
Riceland Crawfish
Richard’s Cajun Foods
Right Angle
Rudick Company, Inc.
Ruffino’s on the River
RUSSO
SafeHaven Enterprises, LLC
Savoie’s Food
SCP Health
Service Chevrolet Cadillac
Shop Rite
SLEMCO
South Louisiana Community College
Southern Hospitality Kitchens
Southern Lifestyle Development
Southwest Fidelity Corporation
St. Landry Bank & Trust Company
St. Martin Hospital
Sterling Automotive Group
Stirling Properties
Stuller, Inc.
Superior Energy Services
Supreme Rice, LLC
T. Baker Smith
Team Honda of Acadiana
The Advocate
The Bank
The Daily Advertiser
The Evangeline Bank and Trust Company
The First National Bank of Jeanerette
The Gleason Group
The Lemoine Company
The Moody Company
The Moss Group
The Picard Group
The Southwest Group
Tony Chachere’s
Townsquare Media Lafayette
Uniglobe Associated Travel
United Vision Logistics
University of Louisiana at Lafayette Foundation
Van Eaton & Romero
Vidox Motion Imagery
VieMed
Ville Platte Iron Works, Inc.
Walker & Sons Inc.
Waitr
Washington State Bank
WHC Energy Services
Zea Rotisserie & Bar
21 CAMPAIGN DEVELOPMENT COUNCIL MEMBERS

ONE ACADIANA LEADERSHIP
CEO ADVISORY COUNCIL
David Callecod - Lafayette General Health
Al Gonsoulin - PHI, Inc.
Gregg Gothreaux - Lafayette Economic
Development Authority
Dr. Natalie Harder - South Louisiana
Community College
Lenny Lemoine - The Lemoine Company
Jim Moncus - Jim Moncus
Keith Myers - LHC Group
Dr. Joseph Savoie - University of Louisiana
at Lafayette
Dr. Kip Schumacher - Schumacher Clinical Partners
Matt Stuller - Stuller, Inc.
Richard Zuschlag - Acadian Companies
EXECUTIVE COMMITTEE
David Andrus - Dwight Andrus Companies
Jim Bernard - Stuller, Inc.
Joan Dubuisson - COX
Sue Soileau Durand - Washington State Bank
Anne Falgout - Vermilion Economic
Development Alliance
Charles Fenstermaker - FENSTERMAKER
Chris Fox - LHC Group
Gregg Gothreaux - Lafayette Economic
Development Authority
Andrew Grady - Schilling Distributing Co./iTA Truck
Sales & Service/Acadiana Waste Services
Ed Jimenez - Entergy
Dr. Ramesh Kolluru - University of Louisiana
at Lafayette
Will LaBar - CGI
Patrick LaBauve - The Daily Advertiser
Bryan Lee - Our Lady of Lourdes Regional
Medical Center
Kevin Moody - The Moody Company/
Louisiana State Newspapers
Eric Movassaghi - IBERIABANK
Frank Neuner - NeunerPate
Al Patin - Lafayette General Hospital
Judi Terzotis - The Advocate
Blaise Zuschlag - Acadian Companies
OFFICERS
Iva Clement - SCP Health - 2019 Chair
Dr. Natalie Harder - South Louisiana Community College - 2019 Chair-Elect
David Edmond - Postlethwaite & Netterville - Treasurer
Steven Hebert - Billeaud Companies - Secretary
Donald Broussard - The Lemoine Company - Immediate Past Chair
Troy Wayman - One Acadiana - President and CEO
ONE ACADIANA LEADERSHIP
22

BOARD OF DIRECTORS
Ben Berthelot - Lafayette Convention and
Visitors Commission
Byron Breaux - Hancock Whitney
Bryan Hanks - BETA Land Services
Julie Chauvin - Liskow & Lewis
Katie Chiasson - CLECO
Bryant DeLoach - MidSouth Bank
Jermaine Ford - South Louisiana
Community College
Randy Haynie - Haynie & Associates
Ed Hebert - Chase Bank
Raymond Hébert - Community Foundation
of Acadiana
Steven Hebert - Billeaud Companies
Tommy Hebert - Atmos Energy
EJ Krampe - McDonald’s of Acadiana
Kenny Maggard - Capital One Bank
Quay McKnight - M & M International
Gary Russo - Jones Walker
Raoul Siclait - Dupré Logistics
Joseph Zanco - Home Bank
ELECTED DIRECTORS (3-YEARS)
Jennifer Angelle - Angelle Architects
Alta Baker - Safe Haven Enterprises
Marcus Brown - Digital Twin Studios
Jason Cormier - Acadiana Neurosurgery
Jared Doise - Legend’s Bar & Grill
Buffy Domingue - Lafayette Surgical
Specialty Hospital
Paul Durand - St. Martin Bank, Retired CEO
Anita Fontenot - Southwest Fidelity Corporation /
Fontenot’s Hatchery
Chris Haik - Haik Insurance Holdings, LLC
Ken Lazard - Destiny of Faith Church
Robert Lott - Investar Bank
Marilyn McDonald - McDonald & Kilchrist
Danny Nugier - The Southwest Group
Jason Patout - Gulf Coast Bank
Elena Pecoraro - Pecoraro Law
Ryan Pecot - Stirling Properties
Peter Pham - Morgan Stanley Wealth Management
Anne Pyle - ADP Solutions
Coatney Raymond - Buck & Johnny’s
Missy Rogers - Noble Plastics Inc.
Mark Suellentrop - Cabot Corporation
One Acadiana has become a driving force for our nine-parish
region. Over the last five years, we have made significant strides
in defining the organization and its scope of work. We are
excited to begin this second phase, our next five years. Through
your investment our impact and influence will continue to make
our region a destination for new business and talent.
— Iva Clement, VP of Governmental Affairs
SCP Health
23 ONE ACADIANA LEADERSHIP

CHAIRMAN APPOINTEES (1-YEAR)
Stuart Billeaud - J.B. Mouton
Byron Blanchard - Lofton Staffing Services
Wayne Domingue - Architects Southwest
Mick Essex - Vantage Health Plan
Lacey Maynor - Advancial Federal Credit Union
Chris Rader - Rader Solutions
EX-OFFICIO
Monique Boulet - Acadiana Planning Commission
Anne Falgout - Vermilion Economic
Development Alliance
Frank Fink - St. Mary Parish Economic Development
Marion Fox - Jeff Davis Parish Economic
Development & Tourism Commission and
Chamber of Commerce
Corey Frank - Greater SWLA Black Chamber
of Commerce
Chris Lofstrom - the705
Bill Rodier - Acadiana Economic
Development Council
Jennifer Stelly - St. Martin Economic
Development Authority
Mike Tarantino - Iberia Industrial
Development Foundation
Amy Thibodeaux - Acadia Parish Chamber
of Commerce
William “Tojo” Ward - Evangeline Industrial
Development Board No. 1
Troy Wayman - One Acadiana
Cydra Wingerter - Leadership Institute of Acadiana
I am proud that LED and One Acadiana have consistently
worked together to secure new businesses and expand existing
companies in the Acadiana Region. In 2019 alone, our collective
efforts have secured $207 million in new capital investment,
retained 1,300 existing jobs and created more than 2,400
new jobs. An investment in One Acadiana builds this strong
and effective partnership and powers the production of
exceptional results.
— Don Pierson, Secretary
Louisiana Economic Development
ONE ACADIANA LEADERSHIP
24

The University of Louisiana at Lafayette’s association with
One Acadiana is built on a shared understanding of the power
of education. One Acadiana recognizes that the availability
of a highly skilled, well-educated workforce fuels the current
strength and continued diversification of the area’s economy.
One Acadiana anticipates and responds to the region’s economic
needs. So do we.
— Dr. Joseph Savoie, President
University of Louisiana at Lafayette

ONEACADIANA.ORG
804 E. St. Mary Blvd., Lafayette, LA 70503 // 337.233.2705
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