The Athena Awards, an esteemed accolade presented by the Shreveport Chamber of Commerce, serve as a powerful testament to the extraordinary achievements of women leaders within the community. Established to honor the dedication and contributions of women who excel in their professional and personal endeavors, the awards not only celebrate individual accomplishments but also promote the importance of women’s leadership and empowerment. The historical roots of the Athena Awards can be traced back to the Athena International organization established in 1982.

Implemented as a means to recognize and elevate the role of women in various sectors, the awards were designed to honor women who demonstrate excellence in their professional lives while also helping to empower other women. This year’s award honorees came from diverse backgrounds and careers. Each candidate underwent a rigorous selection process. These women have all made significant contributions to their communities through professional achievements and advocacy for women’s rights. This year’s recipient was no exception.

Dr. Wanda Henderson Thomas is a full professor in the Department of Pediatrics, Area Health Education Center (AHEC) Program Director, and Associate Dean for Admissions at LSU Health Shreveport. She began serving others while in college and hasn’t stopped since. She graduated from Caddo Parish Magnet High School in 1992, earned a B.S. in Biology from Yale University in 1996, and a medical degree from LSU Medical School in New Orleans in 2000. She returned to Shreveport to enter the Pediatric Residency program at LSU Health Shreveport, where she completed her training in 2003.

That same year, she had the honor and responsibility of serving as Associate Dean for Admissions at LSU Health Shreveport Medical School. As a member of the senior leadership at the medical school, Dr. Thomas engages with women at all levels of healthcare service. From mentoring medical students and serving as a fourth-year women’s advisor to writing residency recommendation letters, she has developed close professional relationships with the students. She has also served as a preceptor for Nurse Practitioner students who need clinical hours in pediatrics. These students shadow her in her private clinic as well as on the wards as they learn how to care for pediatric patients.

Dr. Thomas’ pursuit of medicine as a career began at home. “Having no physicians in my family, my parents encouraged me to be limitless in my pursuit of academic achievement. Along with academic excellence, I trained in classical ballet for almost 15 years. The rigors of dance taught me that time, dedication, and perfect practice are essential tools to being successful in any field.”

Balancing the hours of dance training and performing, along with a difficult academic load, made her thrive. She found herself drawn to the challenges of Science and Math. Those two subjects opened her eyes to the possibility of becoming a physician trailblazer, someone who can make an impactful difference in the greater community. “In the spirit of excellence, I sought out a college that would challenge me in both my studies and in my views of the world. Growing up in Shreveport, Louisiana, I always knew that there was so much more in the world to see. As the child of educators, my parents instilled in me a thirst for knowledge. I have always known that education is the means by which the world and its endless possibilities would open to me.”

Dr. Thomas was introduced to the National Area Health Education Center (AHEC)Association (NAO) as a fourth-year medical student completing my Family Medicine clerkship with one of the state’s AHEC community preceptors. She has served as the Program Director of LSU Health Shreveport’s AHEC office since 2013..

To further demonstrate her expertise and scholarly/ creative achievement, Dr Thomas has lectured at the following:

Partnership in Science Education Pipeline: Association for Academic Minority Physicians, Naples, Florida, October 2010 National AHEC Organization Conference Student Plenary, Washington, DC July 2016 National AHEC Organization Conference Student Plenary, Washington, DC July 2018

National Association of Minority Educators (NAMME), Inc. Dallas, Texas April 2018

National AHEC Organization Spring Conference Plenary, San Diego, California March 2019

Association of American Medical Colleges (AAMC) Group on Diversity and Inclusion (GDI)Professional Development Conference. Washington, DC March 11, 2022. Collaborative discussion with Offices of Diversity Affairs and Student Affairs-Improving Recruitment of African American and Black Students into Medical Education Yale Medical School.

Recruitment Presentation. June 30, 2022. New Haven, CT. Collaborative Discussion with Offices of Diversity Affairs and Student Affairs- Improving Recruitment of African American and Black Students into Medical Education.

National AHEC Organization Conference Student Plenary, Salt Lake City, UT, July 2023.

Association of American Medical Colleges (AAMC) Group on Student Affairs, Learn Serve Lead, Admissions Breakout Session, Atlanta, GA, November 2024.

This is just a smidgeon of what this remarkable woman has accomplished.

It’s a fact that operating a restaurant is one of the toughest businesses to be in. According to the National Restaurant Association, about 60% of restaurants fail in their first year, and 80% fail within the first five years. But television and movies that use a restaurant as a backdrop make it look so easy, right? Behind the scenes are high operational costs, an inventory that can and will spoil (leading to waste), and there’s always a struggle with maintaining and managing a workforce. Then there are the strict food safety and hygiene standards and strict regulations that have to be followed. On top of that, finding the right supplies and suppliers of key ingredients, depending on what food you’re serving. Items like hickory BBQ can be a nightmare to get right, so finding a supplier will be essential. to mention, a competitive market filled with customers who have high expectations and cameras on their phones with apps linked to review sites.

Still want to open a restaurant? If so, then take a couple of pages from Don O’Byrne’s playbook.

First, Don suggests you heed the warning of Warren Buffet, “Never invest in a business you cannot understand.” Next, be prepared to drive the car you built. In other words, you should have the ability to do everything that is done under your roof because one day, you will have to do it. How long can you go without getting paid? Cash flowing an owner’s salary often gets put on hold until all debt and expenses are paid and sometimes it can be a long time before that happens. Know who your demographic is. Don’t count anyone you know as part of this demographic. Look for economic indicators to ensure there’s enough of your demographic to support your efforts without a competing restaurant closing to do so. Changing customers’ palettes takes time.

“Watch your flock. If you can’t count sheep, you surely won’t be able to count your inventory twice a day to remain profitable in this business”, said Don. Your operational setup should start in a good location, which can significantly impact a restaurant’s success. It should also be immaculately clean and comfortable so that your guests will want to return again and again. Don’t try to be everything to everyone. Stick to a menu that you know and do it well. Advertise where you think your demographic grazes.

Lastly, Don warns that owning a restaurant is not for the faint of heart. It’s a huge sacrifice and a test of your physical prowess. Undertaking a restaurant launch can be hard on personal relationships because you will be putting in long hours and time away from family. It can be scandalous. In the first month of opening his Shreveport location, Don and Don Juanz was a target of social media libel filled with obscene and insidious comments that were directed at injuring the business’s reputation. The “ghost writer” even attempted to libel Don’s family which led Don to seek legal assistance from a detective and an attorney. “We learned that the “ghost writer” used nine different online IP addresses that were tracked to a certain geographical area that led us to who we think the “ghost writer “was. Then it stopped abruptly,” said Don. You must be willing to persevere and overcome catastrophes such as this and unforeseen events like COVID-19 or the stock market collapse in 2008. “We’ve overcome so much adversity just to do business here that I thank God I’m still here”, said Don. Covid set Don Juanz’s expansion plans into Texas back by four years, but with perseverance, Don has managed to expand his restaurant brand at a time when many others are shuttering their doors.

Are there benefits to owning a restaurant? Absolutely. You are your own boss. You can pride yourself on your product and your ability to boost the local economy by providing jobs that, in turn, deepens your involvement in your community. There is also the potential for a pretty good financial gain if you work smart and are willing to learn and adapt as you go.

1.Preparation:

Assess the soil quality by testing the pH levels and nutrient composition. Added compost or well-rotted manure, can enhance soil fertility.

2.Plant selection:

Perennial flowers that thrive in cooler weather and add vibrancy to the garden landscape. Plants like asters, chrysanthemums, and sedums not only bloom beautifully but also provide vital sustenance for pollinators preparing for winter. Ornamental plants such as ornamental cabbage and kale, as well as colorful grasses, can create visual interest and texture in the garden. The strategic selection of these plants ensures that the garden remains lively and productive throughout the fall season.

3.Timing:

Understanding the first frost dates in our region is essential for planning the planting schedule.

4.Maintenance:

This ensures that plants remain healthy and productive as the temperatures drop. Implement proper watering techniques; cooler temperatures often lead to reduced evaporation rates, which can mislead gardeners about the moisture needs of their plants. Check the soil moisture regularly and adjust watering schedules accordingly, as overwatering can lead to root rot and other complications.

Initially, neonatal care was rudimentary, often limited to basic interventions for infants born prematurely or with congenital conditions. The historical development of neonatal intensive care can be traced back to the 19th century when the understanding of infant health was limited and often fraught with misconceptions. Early attempts at neonatal care were characterized by a lack of specialized knowledge and resources; premature infants were generally considered unlikely to survive.

However, establishing specialized nurseries in the early 20th century marked a pivotal shift in neonatal care. The first of these nurseries emerged in France in the 1880s, when physicians began recognizing the need for dedicated spaces to care for sick and premature infants. By the 1940s, the concept of the neonatal intensive care unit (NICU) began to take shape, with hospitals developing dedicated areas equipped with advanced medical technologies and staffed by healthcare professionals specializing in the care of newborns. A key milestone in this evolution was the introduction of incubators in the 1930s, which provided a controlled environment to protect vulnerable infants from external stresses.

Willis Knighton Hospital NICU

Willis Knighton Hospital’s Neonatal Intensive Care Unit (NICU) stands as a beacon of hope and healing for the tiniest of patients, where advanced medical technology meets compassionate care In a meticulously designed environment tailored to meet the unique demands of newborns requiring intensive medical care, dedicated teams of neonatologists, nurses, respiratory therapists, and lactation consultants play a crucial role in the delivery of care. Each staff member is highly trained and specializes in various aspects of neonatal medicine, ensuring that every infant receives personalized attention tailored to their needs. The NICU recognizes the vital role of family involvement in the healing process. Support services, including counseling and educational programs, are readily available to help parents navigate the challenges of having a child in intensive care. Familycentered care is emphasized, with open visiting hours and opportunities for parents to participate actively in their baby’s care, fostering a sense of connection and empowerment during a vulnerable time. Each year, Willis Knighton hosts a reunion for premature babies. From this reunion, we share a unique and heartwarming story of a young mother, her baby, her nurse, and her baby’s doctor. “I actually was feeling really good,” remembers Shakeena Pinkney about the day her regularly scheduled OB appointment ended with Dr. Amanda Button of Women’s Health Clinic admitting her to Willis Knighton South. Dangerously high blood pressure put Shakeena and her baby at risk.

Her baby was due on July 3, more than one month away. A flood of emotions overwhelmed her as she reached for her phone to call her mom and the baby’s father to tell them “it’s time.” From early childhood Shakeena had always planned to be the “the rich aunt” in the family, never a mother herself, so this turn of events added to her anxiousness. Once at Willis Knighton, the mom-to-be and her baby were monitored throughout that day and the next until a drop in the baby’s heart rate necessitated a caesarian be performed. On May 31, 2024, Oaklynn Marie Hampton was born…a preemie like Shakeena 24 years earlier! And like her mom, Oaklynn spent the first days of her life in the neonatal intensive care unit at Willis Knighton South. “It was very emotional to see my daughter experience with her daughter some of what I went through with her,” says Shakeena’s mother, Marilyn Burns. The discovery that neonatologist Dr. Bharti M. Manchandia and registered nurse Suzie Hapgood would care for Oaklynn brought Burns to tears. Both had cared for Shakeena in 1999 as a 1 pound, 14 ounce micro preemie, and now they would be providing that same care to Burns’ granddaughter. “Dr. Manchandia said, ‘I took care of your daughter. I will take care of your granddaughter. Everything will be alright,’” Burns says. “It was a full circle moment,” Shakeena added. “We all cried when we realized the same doctor and nurse that took care of me would be taking care of my baby.” “When I saw the name Pickney, I remembered I had taken care of a baby with that name before,” Hapgood recalls. “It’s not a common name. I couldn’t believe it.” “Her eyes got so big,” Burns says when the connection registered with Hapgood. “Soon, we all were crying.” The love and quality care provided by Willis Knighton NICU neonatologists, nurses, respiratory therapists, lactation consultants, and other healthcare providers hasn’t changed since Marilyn Burns gave birth to her baby girl 24 years ago. The health organization’s tiniest, most vulnerable patients continue to receive intensive medical care from highly trained specialists using the most advanced medical technology.

“They helped me so much and took such great care of my baby,” she says. “I love them all and thank them for everything they did for my baby and all that they do for all the babies. They have such a love for what they do.” Baby Oaklynn is now three months old, and Shekeena says it seems like they were leaving Willis Knighton South NICU yesterday. She remembers her first night home with her baby daughter well. “We were so nervous,” she says with a laugh. “We were scared. I told myself, ‘I’m just not going to go to sleep. I’m staying up. I wanted to check her breathing.” Something all mothers do.

While this is not a daily occurrence at the NICU, it reinforces that the Willis Knighton Hospital NICU’s achievements are not merely anecdotal; they are backed by a wealth of successful outcomes and ongoing research initiatives that highlight the unit’s commitment to excellence in neonatal care. Case studies from the NICU illustrate the remarkable resilience of premature infants, many of whom have overcome significant health challenges to thrive.

It was one (or perhaps all) of these attributes that compelled high school senior Logan Sledge to make the long walk from Byrd High School in Shreveport to the Centenary College Campus to talk to Dr. Robert Buseick, the head of the theatre program. That walk would take him on a journey that would deepen his love of this art form, where he would ultimately find a new love for sharing his talents with others through teaching. 

Logan’s interest in theatre didn’t just come out of the blue.  He credits his early performance experiences to Randy Edwards at First Baptist Church. Edwards produced choir shows that incorporated sermon-style performance pieces. “That’s really where I got some very early and valuable acting experience, being up there myself in front of everyone. We traveled the country with that choir,” Logan says.  He recalled one tour stop at a prison.  When he took the stage for his “sermon,” he got a reaction from his audience.  It turned into more of a call-and-response moment. A give-and-take that happens with a live audience. “It’s that moment where you meet them, and they meet you, and there’s that exchange that happens, I got to experience in that setting – different setting, obviously. I’m doing something that’s working. I’m doing something that has some meaning to it. These people are with me. It’s touching them. Here. (pointing to chest) It’s touching them. It’s having an impact. I think that’s what they talk about when they say that bug that you get. You know? It’s just that energy from an audience.”

Returning to Shreveport was just the beginning of his journey back to Centenary, where he is now the Chair of the Theatre Department. He was instrumental in developing the Centenary Theatre Program’s (CTP) curriculum, designed for four years of progressive learning. Graduates of the program are “prepared for a successful transition to graduate school or professional work.”

Logan and colleagues John Gayle, Don Hooper, and Alan Berry used their downtime during the COVID-19 pandemic to develop a strategic plan for the future of CTP. They modeled it after the college’s strategic plan of growing enrollment, recruiting, and retaining students.  The result?  The incoming class this past fall was the largest they’ve seen in quite a while.  This fall’s class is shaping up nicely, with thirteen students already committed. Once enrollment increases, the department can “put in for another tenure track.” The short-term goal is to work with the music department to develop a musical theatre minor and to bring dance back. The long-term goal is to build a new performing arts building in the field adjacent to Marjorie Lyons Playhouse.

All it takes is money, right? This is just a suggestion, but if a person wants to help fund the performing arts program at Centenary, they can earmark their donation to ensure it goes towards the goal of Logan’s dream theatre. “I’d like to see us actually get to the point where we had probably somewhere in that 60 major range.