All of the staff at Stripers Waterside in Norfolk were abruptly told Sept. 1 by management that they were being let go, she said. This came as a complete shock to Halvorson and her co-workers, who she said are just like family.

Employees were led outside — so as not to disrupt in-house diners — and told the restaurant was closing its doors immediately, shutting down and they were all laid off, Halvorson said.

Known for its fresh-caught seafood, draft beer and water views, Stripers had been operating in a roughly 8,000-square-foot space at Waterside since late 2017. Its initial location in Manteo, North Carolina, is still operating.

WAVY-TV first reported the layoff and shutdown on Wednesday. Around 5:30 p.m. Thursday, Stripers responded to media inquiries in a news release and confirmed the restaurant is closed temporarily and the goal is to reopen as soon as possible.

“While we are unable to provide specific details due to an ongoing investigation by authorities, we want to acknowledge that management issues and possible malfeasance played a role in this decision,” the business said in the release. “The closure of Stripers Waterside was not a decision taken lightly. Unfortunately, damage that occurred necessitated the immediate closure of the restaurant. We are currently undergoing remodeling and renovations to address some of these issues and improve our facilities for our loyal patrons.”

The employees are welcome to return when the restaurant reopens, said Kimberly Wimbish, who represents Stripers through her public relations firms, KMK Productions. Stripers employed 32 workers.

As of Thursday, online reservations through OpenTable were available on the Stripers website again in November.

News of a sudden layoff came as a big surprise to server Pamela Ortiz, who said she was still processing it all.

“It’s been a rough year economically for everybody already and having to take this loss is just horrible,” she said.

Ortiz, of Norfolk, said she heard she was without a job via a group text as she was in the hospital being prepped for kidney surgery. She started as a server in February and management moved her to a host position as she dealt with her health problems.

“I’m very grateful,” she said. “They took good care of me.”

Halvorson, a server, started at Stripers Waterside at the end of March. The Las Vegas native, who was not new to the service industry, was promoted to lead server after two months on the job.

“I really enjoyed being there,” she said.

Halvorson said she saw the owner pull the assistant manager into a boardroom for what seemed like a 20-30 minute meeting.

“He came out and the vibe was definitely different, almost somber,” she said.

Halvorson and Ortiz said they weren’t told the restaurant was remodeling when they were let go.

“Why would you want to get rid of a whole entire staff if you’re just remodeling?” Halvorson said. “I don’t want this to happen to anybody else if Stripers does reopen, and I don’t think there are enough laws to protect service industry workers who have the rug pulled out from underneath them.”

Stripers said in the news release that it understands “concerns raised by our employees regarding the lack of communication and uncertainty surrounding their employment status. We want to assure them and the community that we are working diligently to address these issues and ensure fair treatment for all employees.”

Customers expressed disappointment about the restaurant’s closure on Facebook.

Editor Tara Bozick contributed to this story.

Sandra J. Pennecke, 757-652-5836, sandra.pennecke@pilotonline.com

And industry leaders view improvements in technology as another way to expand access to banking.

Chase Bank continues to expand its retail banking presence in Hampton Roads and expects to open at least 10 more branches by 2027, regional director Alfonso Guzman said.

“We’re big believers in our branches,” Guzman said. “We really believe they are the pillars of the community and they’re important parts of every community.”

Chase currently has two branches in Norfolk and Williamsburg and one each in Newport News and Virginia Beach. By the end of this year, Chase plans to open a second branch in Virginia Beach along with branches in Hampton and Chesapeake, Guzman said. The remaining five new branches will open between 2025 and 2027.

While Chase puts its digital focus on the forefront, Guzman said its branches are still a part of its strategy to meet clients within their communities.

“It’s not either/or,” he said. “We want to make sure that human-to-human interaction is still top of mind and a priority for us as we continue to grow.”

Dollar Bank has opened nine branches since entering the market, said Dave Paradise, senior vice president of Dollar Bank’s Virginia Division. Dollar Bank has 13 branches in South Hampton Roads, including four from its acquisition of Bank @lantec in 2017.

While Dollar Bank has no immediate plans to add branches, it actively looks for opportunities in low- to moderate-income census tracts throughout its markets, Paradise said.

“Technology has really improved access to banking services, which means that it is easier for people to bank with us in a way that is convenient for them,” Paradise said.

In an effort to help Hispanic and immigrant consumers, Chartway Credit Union, which has 16 branches in Suffolk, Virginia Beach, Chesapeake and Norfolk, opened its first fully bilingual branch in the state in Virginia Beach at the end of April.

And Fulton Bank launched a diverse business banking program designed to meet the needs of minority, women, veteran and LGBTQ business owners last summer. Fulton Bank operates five financial centers in Hampton Roads, including three in Virginia Beach and one each in Chesapeake and Newport News, spokesperson Steve Trapnell said. Last year, Fulton opened a commercial banking office in Norfolk.

“We are committed to making financing and banking products more accessible to groups that, historically, have been underserved,” Fulton Bank Chairman and CEO Curt Myers said.

Sandra J. Pennecke, 757-652-5836, sandra.pennecke@pilotonline.com

“I would talk about team-building, marketing, management and leadership and people were good to go,” she said. “But as soon as I started talking about money, it was like what are you talking about.”

Reddix, the founder, president and CEO of ARDX, a Norfolk-based health care management and technology consulting company, spends a great deal of time helping create economic empowerment for girls and women.

She serves as a business adviser to women through her Reddix Rules program and is the visionary behind The Mustard Seed Place, an entrepreneurial hub and women empowerment center in downtown Portsmouth. Her nonprofit organization Envision Lead Grow teaches young girls and women valuable financial literacy, entrepreneurship and leadership skills.

“If you line everything up, it’s all the same,” Reddix said. “It’s different ways of opening women’s eyes and minds to using their skill and will to build economic empowerment for their households.”

Three years ago, she created the RRFund Investment Club, a monthly safe space for women to discuss financial concepts. Reddix said women of color tend to have more difficulty accessing capital. Over time, she penned the book, “She’s Got the Power.” It shares the stories of 25 women from the group and their relationships with money.

The female fund members are now owners of a Hilton hotel in Chicago and angel investors in other women-owned businesses. Reddix heard from more women interested in joining the group, but with a cap of 100, it was maxed out.

So, Reddix and 35 of her partners from the RRFund created the RRFund Wealth Accelerator, a financial wealth and health program for women with 40 hours of financial education provided by The Guardian Life Insurance Company of America through Enoch Financial Group at the forefront.

“If we really want to grow businesses, households and communities, we have to get women more comfortable with talking about money,” she said.

The accelerator provides women with the tools and information to empower themselves and become sophisticated investors.

“We believe a woman who decides she is going to learn her value is a gem,” Reddix said, noting that is what each participant is called.

The 12-month program, which kicked off on Aug. 1 at The Mustard Seed Place, includes a mid-year in-person summit in March 2025 and an end-of-year retreat in January 2026. Additional cohorts begin every two months for the live sessions hosted on a virtual platform. The program starts at an introductory fee of $2,750 per person.

Participants apply what they learn to real-life scenarios and can explore what they can do in their households with one-on-one financial coaching. A licensed psychologist helps the participants with the emotional components of wealth, and a health coach advises them on improving their health and wellness.

“If women aren’t taking care of their health, it increases their rate of bankruptcy,” she said.

Goals for the program are set from Day 1. Reddix stressed that each woman becomes part of an encouraging tribe. Reddix isn’t afraid to admit that she’s made some mistakes along the way — both financially and in business — and she said they just made her dig in to learn more and teach others from her real-life experiences.

“We want women to feel that they belong at the table and when they are at the table, they have enough information to add value to the table,” she said.

For more information, visit rrfundwealth.com.

Sandra J. Pennecke, 757-652-5836, sandra.pennecke@pilotonline.com

Defined as a census tract without a physical bank branch within a certain geographic radius from the population center, banking deserts exist where banks are more than 2 miles from an urban area, 5 miles for suburban and 10 miles for rural communities.

While the 2008 financial crisis led to bank closures and consolidations, the pace of branch closures accelerated during and since the COVID-19 pandemic. The total number of bank and credit union branches in the U.S. declined by 5.6% and the number of banking deserts increased by 217 between 2019 and 2023, according to a national report published by the Federal Reserve Bank of Philadelphia. The focus of the report is full-service, brick-and-mortar retail branches, including those of savings and loan associations, commercial banks and credit unions.

Hampton Roads experienced a 38% reduction, or a loss of 143 bank branches from 381 in 2008 to 238 branches in 2023, according to Federal Deposit Insurance Corp. market share reports. The region experienced a 22% reduction by 69 branches from 307 in 2019. These figures don’t include credit unions.

The branch closures coincide with the rise of digital banking, including mobile and online services, and the use of kiosks and ATMs. Long gone are the days when consumers had to walk inside banks for their transactions.

But banking deserts affect people who struggle with transportation, digital services, high-speed internet access and skills to navigate websites and apps, according to the report. It can also greatly impede consumers with lower incomes, disabilities or language barriers — who may still tend to favor in-person banking.

The Fed study shows that 5% of census tracts in Virginia last year were banking deserts and 3% may become a desert if a branch closes. Of those tracts, 80% are suburban and 46% have limited access to broadband.

In Hampton Roads, the Federal Reserve’s interactive dashboard map shows that the southern parts of Virginia Beach (including Blackwater, Sandbridge and part of Pungo), Chesapeake and Suffolk are all banking deserts with the nearest branches from 2 miles to 9 miles away. The region is considered a mix of urban and suburban.

A small urban tract in the Lee Hall section of Newport News, with a population of approximately 3,400, shows its nearest branch is 3 miles away. In Willoughby Spit and West Ocean View on the northern end of Norfolk and in the Lynnwood section of Virginia Beach, consumers have to travel between 2 to 3 miles for their banking needs.

Parts of Isle of Wight and Gloucester counties and the northern Outer Banks area of Corolla also fall within a banking desert. Hampton, Portsmouth, Poquoson, Williamsburg, James City County and York County show no banking deserts although Mathews County is marked as a potential desert, meaning the area is one branch closure away from becoming a desert.

Both larger banks and community-based banks reduced their physical presence in Hampton Roads over the past several years, according to closing notices with the Office of the Comptroller of the Currency and Federal Deposit Insurance Corp.

The merger of BB&T and SunTrust as Truist in late 2019 led to a major consolidation of branches in the region. Bank of America and Wells Fargo have closed multiple branches across Hampton Roads. Bank of America closed its Fort Eustis and Lynnhaven Square branches this year. Wells Fargo most recently closed its Richmond Road branch in Williamsburg in January and its Wells Fargo Center branch in November in downtown Norfolk, where it maintains an ATM.

Hampton-based Old Point National Bank has also closed multiple branches over the past several years and recently announced it will close its downtown Norfolk branch in September due to cost-cutting efforts.

Suffolk-based TowneBank’s acquisition of Windsor-based Farmers Bank also meant the closure of the Farmers branches in Pungo and Chesapeake last year as TowneBank operated locations nearby. TowneBank also closed its Harbour View branch at 6255 College Drive in Suffolk last year.

PNC Bank plans to close a standalone branch at 3012 Pacific Ave. in Virginia Beach on Oct. 18 in an ongoing effort to optimize its physical bank network, spokesperson Kelby Krauss said. Customers will be directed to the branch at 1324 N. Great Neck Road. PNC Bank has 10 branches, ATMs and video banking machines in Hampton Roads.

“Branch locations remain an essential aspect of how we connect with and support our clients and the local community,” Krauss said.

View the banking deserts dashboard at fedcommunities.org/data/banking-deserts-dashboard/.

Sandra J. Pennecke, 757-652-5836, sandra.pennecke@pilotonline.com

Donna and Deborah Taylor, siblings who live together in Suffolk, came up with the idea seven years ago. It all started because of Deborah’s dismay one morning of Donna’s worn baby doll nightgown and mismatched bonnet.

“My sister said it looked horrible and didn’t look comfortable,” Donna Taylor said. “And she was right.”

Admitting she doesn’t usually pay attention to her younger sister’s comments, Donna Taylor said she thought maybe this time she had a point. She searched for sleepwear with matching bonnets, but when she couldn’t find any, she sat down at her sewing machine — a skill learned in New Jersey grade school — and designed her own.

At the time, the Taylor sisters were both in the throes of menopause with hot flashes and night sweats in full swing. So, they agreed the sleepwear needed to be luxurious but also cooling.

“It couldn’t just be any type of fabric,” Donna Taylor said. “It had to be breathable and comfortable as well as presentable.”

They selected pajama pants and short sets, nightgowns, sleep shirts and onesies made from brushed viscose, a soft fabric derived from bamboo known for its moisture-wicking properties. The Taylors design the custom-printed fabric.

Each item comes with a matching satin-lined elasticized bonnet with a drawstring. Bonnets or some sort of hair covering are a staple in the Black community to keep hair from tangling, frizzing and drying out.

The sleepwear, available up to size 3X, is for women going through perimenopause, menopause or those with sensitive skin who also want to protect their hair.

“We are offering a solution from a sleep perspective to address the need that women have,” Donna Taylor said.

And the five-star reviews on the business’ website reflect that they have done just that. One customer commented that she has horrible night sweats and hot flashes but slept well after using one of the pajama pants sets, so she ordered another pair.

The sisters first launched the business in 2018 on a designer’s platform before revamping and relaunching two years later as e-commerce business Sleep Sassy.

Donna Taylor left corporate America after 40 years to become an entrepreneur. Deborah Taylor maintains a full-time job in the pharmaceutical industry, but helps her sister often.

In April, the duo auditioned for “Shark Tank,” a TV show where entrepreneurs pitch their concepts to famous investors, at Rivers Casino in Portsmouth. They weren’t selected but plan to try again.

For more information, visit sleepsassy.com.

Sandra J. Pennecke, 757-652-5836, sandra.pennecke@pilotonline.com

One woman has sent more than 400 emails to insurance adjusters. Another is starting from scratch with her 15th insurance adjuster.

And one homeowner remains astonished by the lowball figure his insurance company quoted to rebuild his $1.2 million house.

Almost 16 months after the EF-3 tornado — with winds up to 150 mph that decimated homes, demolished vehicles and downed mature trees in the Great Neck area — frustrated homeowners attended a town hall meeting organized by state Sen. Bill DeSteph.

“It’s time to get the commissioner involved, make a difference and change some things,” said DeSteph, a Virginia Beach Republican.

Scott White, the commissioner of Virginia State Corporation Commission’s Bureau of Insurance, accompanied DeSteph on a tour of the affected areas before the two-hour meeting.

“It was really painful to see — you could just tell the lives that had lived in that house that were no longer there,” White said of one particular home still in disrepair. “To me, that’s a real stark symbol of what shouldn’t happen. I don’t know the circumstances, but certainly something went wrong there.”

White and several of his team members listened intently as neighbors respectfully passed the microphone and shared details of their challenges since the storm.

“We have our ear to the ground and know the problems that are going on,” White said. The bureau has a number of tools to investigate and mediate consumers’ complaints and ensure insurance companies are complying with Virginia’s laws and regulations.

Dr. Kent Reifschneider joined mother-in-law Linda Carnazza at the meeting. She resides on Haversham Close in the Broad Bay Point Greens subdivision, but spent several months in a rental property while her house underwent repairs. She had to move back into her home due to insurance coverage, but continues to deal with issues.

“The true disaster was after the tornado hit,” Reifschneider said.

Educated by the aftermath of the disaster, Reifschneider was quick to suggest ideas to help others who may face similar experiences.

“We just pay our bill every month and think that we’re taken care of until we find out you’re not,” he said.

From price gouging on tree removal to underinsured policies to cancellations, victims of the tornado have been through it all.

Dusty Gray said it’s been an incredibly long process — one that included his first builder removing a structural support — but is thankful he received advice to have a public adjuster assist him.

Caroline Rawls awaits the final appraisal on her home that had more than 20 trees fall on it. Rawls has had the same insurance company for more than four decades.

“I feel like we’ve been the victim in this whole process,” she said. “It’s a natural disaster yet it’s up to us to provide the documentation. Is this how you treat somebody who has been a 43-year member?”

Ginny Sutton’s house was lifted off of its foundation and deemed a total loss. Along with her home of three years, Sutton lost two cars and three trees.

“This should wake everybody up,” Sutton said. “Check your homeowner’s insurance policy every year.”

Sandra J. Pennecke, 757-652-5836, sandra.pennecke@pilotonline.com

A notification on the Suffolk-based company’s website alerted customers that its final deliveries were Aug. 9.

While the business said in the announcement it made the difficult decision to stop bringing weekly and monthly fresh, local produce and chef-made meals to doorsteps, the company will continue to focus on combating food insecurity throughout Hampton Roads.

CEO John Stein said the business will still provide meals to seniors through Senior Services of Southeastern Virginia and Jewish Family Service. The business remains committed to providing more than 80,000 nutritious meals yearly for aging adults or people experiencing food insecurity.

“We’re pivoting the business to cater more towards this type of mission work,” Stein said. “We just are really proud to be able to make food and provide it to people in need.”

The business began in 2012 when former president and chief executive Thomas Vandiver developed it as a project while he was a student at William & Mary.

It began with Vandiver, Stein and another former employee, Eric Coble, as they established a hydroponic basil greenhouse in Suffolk. That blossomed into a lettuce and microgreen delivery company and farm-to-family delivered products followed. From there, the fruits of their labor grew and grew.

The company’s retail segment included delivery to thousands of doorsteps from Virginia Beach and southern Chesapeake to Smithfield and Williamsburg and parts of Richmond and Charlottesville.

During the pandemic, The Neighborhood Harvest’s numbers grew exponentially as people sheltered at home and shopped more via e-commerce and delivery.

Customers were able to choose from a selection of meats, dairy, eggs, bread, craft beverages, pantry staples, local vegetables and small-batch gourmet meals — all stored cold and delivered to their doorsteps with the click of a button. All products were sourced from a network of more than 30 farms.

But, post-pandemic, Stein said those numbers declined and the retail model — in a rather competitive market — proved to be a difficult one to maintain.

“While this marks the end of an era for our retail deliveries, we’re filled with hope for the future,” Neighborhood Harvest said in its online note to customers.

Sandra J. Pennecke, 757-652-5836, sandra.pennecke@pilotonline.com

Morphix Technologies, founded in 1991 as Gilian Environmental, develops, manufactures and sells easy-to-use, lightweight and inexpensive colorimetric chemical and explosive detection products. Its growing portfolio includes four product lines: SafeAir chemical detection badges, TraceX explosive detection kits, Chameleon chemical detection armbands and ChromAir chemical detection badges.

The sensors are used in more than 60 countries to help protect first responders and military and industry personnel.

Morphix’s latest product, within its SafeAir product line, is a color-changing badge that helps to detect a toxic by-product of Teflon.

While most people have some type of nonstick coated Teflon product in their home, they may not realize what happens during the manufacturing process, said Kimberly Chapman, Morphix’s vice president of sales and marketing.

Perfluoroisobutylene, more commonly known as PFIB, is a highly toxic colorless and odorless gas produced during fluoropolymer production that is ultimately destroyed during the manufacturing process.

Stressing that it is not an environmental hazard but rather an inhalation hazard to the workers, Chapman said breathing in even a small amount of the gas can be deadly.

“When you get exposed, it literally destroys your lungs,” she said.

In 2019, Morphix responded to a request and received close to $175,000 in funding from Chemours, previously a division of DuPont, to help create a badge to safeguard employees industrywide.

But, the pandemic slowed things down tremendously, Chapman said.

“What should have been like an 18-month project turned into almost a five-year project,” she said.

The color-changing badges were completed, validated and became available for purchase this year.

Teflon is produced by about 22 companies worldwide, including several in the U.S., Europe, Japan and China, she said. Morphix is marketing its technology and hopes to get it in every single plant. The badges, packaged in boxes of 50, are good for 24-hour intervals.

“We had requests before it was even available,” Chapman said. “It’s going to protect lives and that’s what makes us feel good. We come to work every day and we’re making a difference.”

Sandra J. Pennecke, 757-652-5836, sandra.pennecke@pilotonline.com

The St. Patrick’s Day tradition includes a 26.2-mile marathon and a half-marathon, an 8K, kids’ one-mile race, fitness expo and a host of activities for runners and onlookers. More than 20,000 runners and spectators from all 50 states and 16 countries came out to the 52nd annual event March 15-17, bringing in $22 million in economic impact to the city, the organizers said.

“We’re so blessed to have the communities that come out to cheer on the runners — the entire city gets behind it,” organizer Amy Frostick said of the Shamrock. “I feel like everybody deserves a medal that weekend.”

Nancy Helman, director of the Virginia Beach Convention & Visitors Bureau, said in a news release that the city is grateful for J&A Racing’s partnership.

“They produce events throughout the year that boost not only the city’s economy, but spirit, too,” she said.

The Shamrock is just one of many running events organized in Hampton Roads by Jerry and Amy Frostick — the J&A behind the name of the Virginia Beach-based race management company. They hired Scott Minto, director of the Sports Master of Business Administration program at San Diego State University, to study the race’s economic impact.

The couple, who met through their shared love of running, have put in years of blood, sweat and tears to propel their business’s continued growth since its founding in 2003 — the same year they took over the Shamrock.

Their race portfolio has also grown to include eight other events: ADP Corporate 5K; Getem Services Big Blue 5K; Crawlin’ Crab Half Marathon and 5K; Old Point National Bank Wicked 10K; Chartway Norfolk Harbor Half Marathon, 10K and 5K; BayPort Credit Union Surf-N-Santa 5 Miler; Sun Up to Sun Down 50K; and the new Chartway Virginia Beach 10 Miler and 5K.

Each one of these races brings participants and their families and friends to the area who spend money at local hotels, restaurants and stores. For instance, the business said more than 14,700 hotel room nights were booked at the Oceanfront for this year’s Shamrock.

“We are proud to host an event that not only brings the community together but also supports our local businesses and economy,” the Frosticks said.

And they’re delighted that things have returned to pre-pandemic numbers and normalcy. Specializing in mass gatherings, the Frosticks said they did their best during the pandemic to focus on the positive and connect runners via virtual challenges uploaded online.

“The Shamrock was actually one of the first events in the country that had to be canceled,” Amy Frostick said.

In 2021, they organized a hybrid Shamrock, and by that fall, race events returned in full glory.

“We’re happy that chapter’s closed,” she said.

“But, it kind of recharged and recommitted us,” Jerry Frostick added.

They saw that new runners became attracted to the sport and were excited that people were looking for new ways to get and stay healthy — both physically and mentally. Celebration parties have become more of a festival than the typical medal at the finish line.

“Since we’ve been back, we’ve been focusing on creating experiences more than putting on ‘on your mark, get set, go’ races,” he said.

As for expanding beyond Hampton Roads, Jerry Frostick said they have been approached multiple times to create races in other regions of the country.

“We love where we live and I think what makes us special is the passion we have for where we live,” he said. “I don’t know that we could share that passion in other locations.”

He said they started out 23 years ago striving to be the best — not the biggest. He stressed that putting on running events in Hampton Roads is not work but rather what they love to do.

“The hugs, smiling faces, high-fives and tears at the finish line are what still drives us,” Jerry Frostick said.

Sandra J. Pennecke, 757-652-5836, sandra.pennecke@pilotonline.com

___

By the numbers

2024 Shamrock stats:

• 160,186 miles run
• 262 kegs tapped
• 1,500-plus volunteers
• 1 marriage proposal
• 50 states represented
• 16 countries represented
• 16,000 Uncrustables eaten
• Oldest participant: 89 years (TowneBank Shamrock 8K)
• Youngest participant: 9 months (Leprechaun Dash)

(Source: J&A Racing)

Five of this year’s Top Workplaces shared how a giving culture fosters team-building and builds a reputation in the community that attracts workers while making a difference in Hampton Roads.

“Employees often feel proud to work for a company that is committed to giving back,” said Nicole Naidyhorski, director of marketing and recruiting for Kaufman & Canoles. “This pride can translate into greater loyalty to the firm.”

The Norfolk-based law firm’s culture of charitable giving dates back to the firm’s origin in 1919. Naidyhorski said attorneys and professionals dedicate thousands of hours each year to serve in leadership roles on boards, committees and fundraising campaigns and provide financial support and volunteer time to hundreds of local nonprofits. They also volunteer at local food banks, participate in events such as the Legal Food Frenzy and United Way Day of Caring and collect school supplies and gift cards to help those in need.

“Firm leadership has consistently emphasized the importance of community service and giving back,” Naidyhorski said.

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Empower employees with purpose

Employees at Kaufman & Canoles are thrilled when their nominated charity is chosen by the kaufCANcares committee and are equally excited to contact the charity to let them know, Naidyhorski said. The firm celebrated its 100th anniversary in 2019 by giving back to a different charity each week, as nominated by its employees, she said. The initiative evolved into the kaufCANcares program, which donates $500 to two employee-chosen charities each month.

Professionals looking to work for organizations that prioritize social responsibility and community service will find the firm’s values align with theirs, she said.

Virginia Beach-based Klett Consulting Group’s employees are passionate about helping others and taking care of the community they call home. The company was founded by Navy veteran Mark Klett 23 years ago.

In 2020, Klett launched KCG Cares, a charitable outreach program that supports nonprofit organizations — nominated by its employees — through donations and volunteer efforts. Since then, the company has sponsored and participated in charitable events and contributed to numerous local organizations and groups, including the Children’s Hospital of The King’s Daughters, Toys for Tots, Connect With a Wish and the Foodbank of Southeastern Virginia and the Eastern Shore. A champion of the local arts scene, Klett Consulting also supports the Sandler Center for the Performing Arts, Little Theatre of Norfolk and Zeiders American Dream Theater.

Since 2017, Klett Consulting has donated more than $207,000 to nonprofit organizations, said Molly Kadlubowski, Klett’s communications specialist.

The company supports employees in their charity work and empowers employees to have a say in which charities it donates to, she said. For example, one employee is a volunteer coach for his grandson’s soccer team so Klett sponsored their end-of-season pizza party this year.

“We usually volunteer for events together, which is great quality time for employees out of the office,” Kadlubowski said. “It’s meaningful for our employees to do something outside of the office for the good of others.”

Klett Consulting’s sponsorships and donations at community events also result in positive publicity, Kadlubowski said.

“Having our name out there can definitely attract workers and help us gain people who are dedicated to some great causes,” she said.

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Motivation for skill-building

At the Wagner Kapoor Institute in Norfolk, employees experience a strong sense of teamwork while developing and refining their medical and interpersonal skills by participating in community health events and telehealth services, said Esmel Meeks, marketing and communications director.

“Additionally, employees gain a sense of purpose and fulfillment from contributing to meaningful projects that positively impact the community, which enhances job satisfaction and company morale,” he said.

The ophthalmology and eye surgery practice has established seven telehealth locations in Virginia and North Carolina to improve access to general health care and diabetic retinopathy screening. The telehealth initiative was funded by a $1 million rural development grant from the U.S. Department of Agriculture and supplemented by the practice’s $150,000 match, Meeks said.

The institute’s Sight Forever program provides free vision screening for diseases such as glaucoma, age-related macular degeneration and diabetic retinopathy. The program, which is visible in 50 local events annually including health fairs, churches, community centers and senior living facilities, has helped close to 3,300 people since 2020.

During the pandemic, the practice set up clinics where volunteers administered more than 4,000 vaccinations. Wagner Kapoor also partners with Genentech’s Advancing Inclusive Research Site Alliance to help address equity gaps in eye health research, particularly increasing diversity in clinical studies and improving underserved populations’ access to treatments, Meeks said.

Driven by its mission to “save sight and enhance lives,” the Wagner Kapoor Institute meticulously crafted a culture of giving by embedding community service into its core values and operations, Meeks said. Leadership also ensured resources and time were dedicated to these causes.

Often, that leads to employees pursuing further education and returning to the institute armed with new skills and knowledge to better serve the community, Meeks said.

“The community service initiatives help attract and retain workers who are passionate about making a difference,” Meeks said. “Participating in these initiatives aids in skill-building for employees as they gain practical experience and develop their medical, technical and interpersonal skills.”

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Caring as a recruitment tool

Virginia Beach-based Atlantic Bay Mortgage Group’s core values and mission include supporting and uplifting the communities it serves, so its employees genuinely see and feel the meaningful impact of their time, marketing coordinator Hannah Stevens said.

For every loan closed, Atlantic Bay contributes to corporate community collaborators such as the Roc Solid Foundation, a nonprofit organization that builds hope for kids and families fighting pediatric cancer, Stevens said. The company also supports the Boys and Girls Clubs of Southeast Virginia in its efforts to pave the way for a better future for local youth.

Atlantic Bay also has a charitable outlet, AB Cares, that enables employees to give to causes close to their hearts. She said that’s helped to bring employees on board who value purpose-driven work.

Doing good and giving back deeply enriches the employee culture at Atlantic Bay by fostering a strong sense of purpose and unity, she said. Volunteer opportunities promote team-building and collaboration outside the branches. The company provides paid volunteer hours.

“One team means one dream,” Stevens said.

Participation in volunteer activities and leading community initiatives also helps employees develop leadership, project management and teamwork skills, she said.

“These experiences contribute to their professional growth and enrich their overall workplace experience, making Atlantic Bay an appealing place to get up and drive to every morning,” Stevens said.

When Brian Schools took over as president and CEO at Virginia Beach-based Chartway Credit Union nine years ago, he had a vision to uplift the credit union’s culture, said Rebecca Riordan, chief people and culture officer.

“We talk about the importance of culture upfront during our interview process,” she said.

Giving back is a part of Chartway’s company culture and Riordan said volunteer experiences really help to solidify that sense of community. Chartway receives more than 300 applications for its 12 summer intern positions each year, and Riordan said those numbers illustrate the attractiveness of that workplace culture.

Through the Chartway Promise Foundation, employees help bring joy, hope and smiles to children facing medical hardships or illnesses through memorable experiences. Since its founding in 1999, the foundation has raised $15 million and helped more than 12,000 children.

Many team members also delight in volunteering with J&A Racing events, Riordan said.

The credit union has employee resource groups focused on helping specific demographics that include empowering women, Pride and working parents. Each employee gets two paid volunteer days per year, Riordan said.

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Tips on fostering a giving culture

Kaufman & Canoles highly encourages employee-led initiatives because those empower employees and ensure the initiatives align with their interests and passions, Naidyhorski said. The firm recommends allowing employees to have a say in selected charities while also supporting them in their personal volunteer endeavors.

“When you, as an employer, are willing to contribute to something that one of your employees is passionate about, it is beneficial to both you and them,” she stressed.

Not only does it build a relationship with a happy and fulfilled employee, it also enables them to do something they are passionate about outside of work, Kadlubowski of Klett Consulting said.

By listening and learning and not exercising a top-down approach, Chartway Credit Union is able to really home in on what employees want and need, Riordan said.

“We organically allow team members to tell us what’s important to them,” Riordan said.

The most important strategies include identifying the causes that align with the business’s values and goals, establishing formal volunteer programs, encouraging employee participation through incentives and partnering with local organizations, according to Wagner Kapoor Institute.

“Regularly highlighting the impact of these efforts can also motivate continued participation and engagement,” Meeks said.

Stevens and Atlantic Bay Mortgage Group summed it up in one word: “Listen.”

It’s as simple as listening to the passions, drives and needs of employees, clients and other community members and taking it from there, she said.

“Encourage your team to share their ideas and experiences and create opportunities for everyone to get involved,” Stevens said. “Making Hampton Roads a better place to live for all takes us all, so collaborate and support each other in meaningful ways.”

Sandra J. Pennecke, 757-652-5836, sandra.pennecke@pilotonline.com