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DECEMBER 2021 • VOLUME 4 • ISSUE 12

TABLE OF CONTENTS 04

GOVERNMENT UPDATE

OIL AND GAS UPDATE

FROM THE TOP

THIBODAUX REGIONAL CONTINUES STEADY GROWTH

Jab or Job?

BOEM to hold first Lease Sale of the year in November Ryan Hebert

TERREBONNE GENERAL RISES TO MEET COMMUNITY’S NEEDS

NICHOLLS STATE UNIVERSITY

13 14

The Poverty of Imagination

HEADACHE & PAIN CENTER Sponsored Content

MOVERS & SHAKERS Headlines and Accolades

PUBLISHER

Brian Rushing ASSOCIATE PUBLISHER

Mary Downer Ditch EDITORIAL Heidi Guidry CONTRIBUTING WRITER

CREATIVE Lauren Pontiff GRAPHIC DESIGNER

DIGITAL MARKETING Carlie Johnson

DIRECTOR OF FINANCE Michelle Ortego

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can confidently say that if there is one segment of business in the last two years that deserves recognition and a long vacation, it’s our healthcare industry. In 2021, COVID-19 continued to wreak havoc across the state, with a fourth surge during summer causing our numbers to jump back up. Then Hurricane Ida made landfall, with the eye walls passing right over our area hospitals. The staff were forced to think quickly on their feet to continue operations through the night, until damage could be accessed by morning light. In this month’s issue, we take a closer look at two of our local hospitals and discuss how they fared through the storm and how they plan to continue to step up moving into 2022. Terrebonne General Health System and Thibodaux Regional

Health System remain dedicated to the communities they serve. We also introduce you to the new Chief Operating Officer of the Cardiovascular Institute of the South, Ryan Hebert. Mr. Hebert has stepped into the shoes of Mr. Joey Fontenot, who retired over the summer. As one of the largest industries and employment sectors in our area, our healthcare providers are vital to our area. We are thankful to this industry for stepping up this year and keeping our communities MARY DITCH safe.

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GOVERNMENT UPDATE | SUBMITTED BY JEFF LANDRY, LOUISIANA ATTORNEY GENERAL

DECEMBER 2021 | BAYOU BUSINESS MONTHLY

ighting for the medical freedom of Louisiana’s healthcare workers, Attorney General Jeff Landry has filed a lawsuit challenging the legality of the Centers for Medicare and Medicaid Services’ rule mandating COVID vaccines on nearly every fulltime employee, part-time employee, volunteer, and contractor working at a wide range of healthcare facilities receiving Medicaid or Medicaid funding. “Biden’s bureaucrats at CMS are threatening the jobs of millions of our healthcare heroes who risked their lives last year caring for our neighbors with COVID-19. What’s more: the mandate once again gives more rights and protections to illegal aliens than American citizens,” said Attorney General Landry. “The federal government will not impose medical tyranny on Louisiana’s people without my best fight.” Attorney General Landry points out that this unconstitutional mandate will upend the state budget, putting billions of dollars at risk. Perhaps even more devastating is the healthcare shortages it will create, affecting the most vulnerable of the State’s citizens. “The Biden Administration enacted their latest unlawful overreach despite acknowledging that there are endemic staff shortages for almost all categories of employees at almost all kinds of health care providers and suppliers,” added Attorney General Landry. “By disregarding not only the law but also the shortages, Biden is jeopardizing the healthcare interests of countless Americans.” Attorney General Landry has taken previous legal action to prevent the government from standing

between individuals and their doctors. He previously filed lawsuits to halt the illegal edicts mandating vaccines upon federal contractors and private employers. “Biden seems to forget that coercion is not consent,” concluded Attorney General Landry. “But I will remind him in court as early and as often as it takes that the rule of law cannot be broken, even by the biggest of bullies.” Joining Louisiana in this lawsuit is Montana, Arizona, Alabama, Georgia, Idaho, Indiana, Mississippi, Oklahoma, South Carolina, Utah, and West Virginia. A full copy of their filing may be found at agjefflandry. com/Article/12978. On November 6, In a major win for the liberty of job creators and their employees, the United States Court of Appeals for the Fifth Circuit halted the Biden Administration’s attempt to force vaccines on businesses with 100 or more workers. In response, Attorney General Landry praised the court for granting his emergency motion to stay enforcement of the Occupational Safety and Health Administration’s November 5, 2021 Emergency Temporary Standard (the “Mandate”) pending expedited judicial review. “The Court’s action not only halts Biden from moving forward with his unlawful overreach, but it also commands the judicious review we sought. The President will not impose medical procedures on the American people without the checks and balances afforded by the Constitution.”

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OIL & GAS |

BY MARY DOWNER DITCH

continue our opposition to the Biden administration’s failed energy policies that undermine our nation’s recovery from the COVID-19 pandemic.” BOEM publicly read the lease bids starting at 9 a.m. at their office in New Orleans. The lease sales, originally scheduled in March, were postponed to comply with Biden’s executive order to combat climate change. Louisiana sued, along with Alabama, Alaska, Arkansas, Georgia, Mississippi, Missouri, Montana, Nebraska, Oklahoma, Texas, Utah and West Virginia, and in June a federal judge found that the government had omitted steps required for such actions. The Biden administration said in August it would comply while appealing the judge’s order. The November sale will cover roughly 136,000 square miles located from 3 miles to 231 miles offshore in the Gulf of Mexico with water depths ranging from 9 feet to more than 11 thousand feet. BOEM said in a release that lease stipulations will protect biologically sensitive resources, mitigate potential adverse effects on protected species, and avoid potential conflicts between oil and gas development and other activities and users in the Gulf of Mexico. The scheduling “is welcome news for the American worker and our national security,” said Erik Milito, president of the

National Ocean Industries Association. “The U.S. Gulf of Mexico supports more than 345,000 jobs, many of which are accessible, high-paying and cannot be easily substituted, and generates vital government revenues for conservation and recreation programs.” The Louisiana delegation in Washington has battled relentlessly to allow for this sale to carry forth. Back in April, Congressman Garret Graves participated in the Energy and Mineral Resources Subcommittee hearing that focused on offshore energy production and creating jobs through offshore wind. Graves brought Lafourche Parish President Archie Chaisson to the U.S. House Natural Resources Republican Forum: “Where are the Jobs?”. The forum provided an opportunity to highlight the Administration’s executive orders and their impact on the energy sector, local businesses, restaurants and more – all interwoven parts of Louisiana’s 6th Congressional District. Graves and Chaisson highlighted the role offshore energy production has in protecting Louisiana’s coastal communities through hurricane and flood protection. In particular, Graves questioned the role of Congress and the Administration dictating energy policy – that directly impacts Louisiana – without adequate insight.

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DECEMBER 2021 | BAYOU BUSINESS MONTHLY

n Wednesday, November 17th, the Bureau of Ocean Energy Management (BOEM) held Lease Sale 257, the first federal land leasing event of the year. (At press time, this sale had not yet occurred.) In the early days of his presidency, President Biden signed an executive order that banned new federal leasing permits for drilling. On June 15, after months of legal battles led by Louisiana Attorney General Jeff Landry, U.S. District Judge Terry Doughty granted a preliminary injunction that temporarily reversed the moratorium while litigation remained in progress. “On behalf of the Louisiana Oil & Gas Association, I want to thank Attorney General Jeff Landry for his strong, capable leadership that helped make this lease sale possible,” said Louisiana Oil & Gas Association President Mike Moncla ahead of the lease sale. “While the oil and gas industry focuses on creating jobs and fostering economic investment in Louisiana, President Biden and the Democrats continue to promote harmful regulations that hurt American families. This lease sale is an important victory, not only for the 250,000+ oil and gas workers in the state but for every American who is facing high energy costs as a result of our diminished oil and gas supply. We look forward to working with Attorney General Landry as we

FROM THE TOP |

QUICK QUESTIONS FOR THE PEOPLE IN CHARGE

MHA, RT(R), CCIR CHIEF OPERATING OFFICER CARDIOVASCULAR INSTITUTE OF THE SOUTH

TELL ME ABOUT YOUR WORK:

DECEMBER 2021 | BAYOU BUSINESS MONTHLY

WHAT IS THE BEST PART OF YOUR JOB? The best part of my

disease states that drive cardiovascular disease and see positive trends in combating these diseases.

WHAT’S ONE LEADERSHIP SKILL YOU FEEL EVERYONE MUST LEARN? At the core of being a great leader is the ability to

job is having the opportunity every day to lead a team of individuals that are dedicated to our mission of providing the highest quality cardiovascular care to the communities we serve.

listen. When you dial in and really listen to those around you whether it be your staff, coworkers, or patients, you are given a great opportunity to improve. This builds a culture of teamwork and respect.

WHAT IS THE HARDEST? The biggest challenge we face each

TELL ME ABOUT YOURSELF:

day is that cardiovascular disease is the leading cause of death in America. At CIS, we work hard to educate our community to understand the signs and symptoms of cardiovascular disease and the measures that can take place to prevent sudden death. We provide free screenings throughout all of our locations to combat this as well.

IS THERE ANYTHING NEW ON THE HORIZON? CIS has a robust medical research program with over 40 trials ongoing to evaluate new medications, procedures, devices, and techniques to prevent and treat cardiovascular disease. Our devotion has always been to advance patient care through innovative technology and we work to propel that forward each day. We continue to expand our services outside of our clinics and hospitals with at home monitoring programs to give our patients a sense of comfort and continuous communication with our team 24/7. We consistently use research analytics to improve our overall quality in the primary

AS A CHILD, WHAT DID YOU SEE YOURSELF DOING AS A CAREER?As the son of an oil field professional, I always thought that was a field I would eventually work in. But one day, a man by the name of Joey Fontenot, stepped into the gas station where I was working as a teenager. It was my first job. He struck up a conversation with me while I was pumping gas and asked me what I wanted to do for a career. Not long after that, I was working for Joey at Terrebonne General Medical Center as an x-ray assistant. That’s where my career in healthcare began. After all this time, I am now stepping into the shoes of Joey as he retires as Chief Operating Officer at CIS.

WHAT WAS YOUR VERY FIRST JOB? A gas station as a summer job.

WHAT TIME DO YOU WAKE UP AND HOW DO YOU START YOUR DAY? My day begins around 6 am when I wake up with my family. Typically I help get my kids ready for school and drop them off for the day when I can.

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WHAT’S ONE THING YOU COULDN’T LIVE WITHOUT? My family, my wife Jenny, and my kids are what continues to drive me each day to be successful. Without their support, I wouldn’t be where I am today.

WHAT DO YOU ENJOY DOING IN YOUR FREE TIME? I enjoy watching my kids participate in their extracurricular activities and spending time with family. I also enjoy exercising for at least 30 minutes to clear my mind.

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s the winds died down and the rain let up, Hurricane Ida left our region with only one fully functional hospital – Thibodaux Regional Health System. The hospital itself sustained minor damages, most notably during the storm’s rage, when the winds suppressed the exhaust systems of one of the facility’s generators, causing it to overheat and for power to temporarily go out in the Critical Care Unit. Considering what other Bayou Region facilities were facing, the hospital opened its doors to accept patients from other health care providers within 24 hours. “It meant a lot to us to serve in this manner. It’s core to our purpose and our vision: to be a hospital that will be here during difficult times and good times and that people know they can rely on,” shared Thibodaux Regional CEO Greg Stock. “We’ve stood up against a lot of pressure and pretty intense changes that occurred very, very fast. We think, we feel and we’ve shown that we can survive and thrive. That’s what it’s about.” Since the hurricane, the staff at Thibodaux Regional was able to get outside the physical walls of the hospital and out into the communities. They were able to serve around 12,000 meals to

BY MARY DITCH people in Terrebonne, Lafourche and St. James parishes. “We saw people living in their cars and in tents,” shared Stock. “While a meal is kind of a small thing, what I learned very quickly was it gives people hope. It shows someone cares about them and we were happy to be there for them.” Now, nearly three months post-Ida, Thibodaux Regional Health System has continued to thrive and make major strides towards the completion of projects that intend to increase the quality of life for residents in south Louisiana. In the last 90 days, six new physicians have joined the staff. The hospital has grown about 30 percent over the last year. The new Cancer Center is slated to hold their grand opening in early December 2021. Having broke ground in 2019, the new center falls just under 100 thousand square feet, compared to the current center’s seven-thousand square feet. In addition to a size increase, Stock said the new center will create an environment that is peaceful and welcoming for patients undergoing an undoubtedly challenging time in their life. During the grand opening, Stock invites the public to come by and enjoy a tour of the facility and see what this

center has to offer. Also nearing completion is Phase II of the Wellness Center. This project broke ground in February 2021, and is expected to be complete in about another five months. The 12 acres of land will feature 12 tennis courts, 12 beach volleyball courts, a turf playing field for soccer or football and an 8-lane running track, among other amenities. Stock said the facilities will be available for high school and Nicholls State University athletic programs, in addition to the wellness center’s members. “So for community purposes, for organized sports — intercollegiate, high school and all of that — there’s going to be a place here, and it’s going to be a high-quality place to come and work out, have competition and stay healthy,” he said. “The hurricane did push some of this back a little bit, disrupting the construction process,” shared Stock, “but we’re really looking forward to that opening soon. I think it’s going to be a great gift to the community and our entire area.” The growth of Thibodaux Regional doesn’t stop at physical buildings and new spaces. As a nationally-recognized healthcare leader, Thibodaux Regional

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DECEMBER 2021 | BAYOU BUSINESS MONTHLY

has grown significantly through the past several years, enhancing clinical and other services and recruiting more than 100 physicians to the medical staff. In mid-November, Thibodaux Regional Health System and Franklin Foundation Hospital announced a new strategic partnership that aims to enhance quality of care, improve patient satisfaction, and provide access to more physician specialists close to home for residents of St. Mary Parish. The partnership with Franklin Foundation will allow patients in St. Mary Parish access to state-of-the-art services and physician specialists, while offering Franklin Foundation innovative leadership development and process improvement learning opportunities. “We are excited to collaborate with the outstanding team of physicians, leaders, staff and other providers at Franklin Foundation Hospital,” said Stock. “The partnership will further enhance the health and wellness programs of Franklin Foundation Hospital and provide patients easier access to specialty services in St. Mary Parish.” This year, Thibodaux Regional has also acquired two urgent care facilities, one in Thibodaux and one in Houma, to be able to deliver care that is more episodic and affordable, instead of full emergency room care. “These facilities are well-run and well-regarded, and play a significant role in the primary care area where we continue to grow,” explained Stock. “We expect continued growth in our cancer program. Our heart program was just designated as one of the top 50 cardiovascular programs in the country. We are having great outcomes with our programs and great mortality rates, meaning people are living longer. We are expanding our surgical services right now, building new operating rooms to accommodate the significant growth. But even past the surgeries and interventional programs, we hope to increase the quality of life that they have.” “Our payroll now is almost $120 million associated with our growth, our doctors and services and so forth. We are creating an economic impact right here at home. It is an indirect effect of our primary purpose, but our hospital creates a large impact here in the bayou region.”

DECEMBER 2021 | BAYOU BUSINESS MONTHLY

BY MARY DITCH

o one can really put into words the sounds and the sights that hospital personnel faced the night Hurricane Ida struck Houma and Terrebonne General Health System. “Everybody’s been doing hurricanes here for quite a long time... It’s always challenging when it’s going to be a direct hit,” said Phyllis Peoples, President and CEO of Terrebonne General. “There was no role delineation here — whether you were a doctor, a nurse, an ancillary department manager, worked in food service or dietary — it was all hands on deck. And people just started getting towels or machinery or whatever it took to mop up all the water that was seeping through.” The first hour of the storm was fine, Peoples said, but then the winds strengthened, and the dangerous Category 4 storm began to take a toll on the building as water began seeping through. On the fifth floor, windows were blown out, the ceiling was coming apart and water poured into the facility. They couldn’t fathom at the time that the roof had blown off, Peoples said. But with debris flying through patients’ windows, there was no time to assess the damages thoroughly. Instead, the hospital had to act fast to ensure the patients and employees were safe. Terrebonne General’s staff and patients made it through to morning light. Yet, the daylight illuminated the hospital’s devastated state and the obstacles still to come. In addition to sustaining major damages, the facility suffered from no running water and minimal electricity, running on generator power. The decision was made to evacuate all 120 patients, a first in the hospital’s nearly 70-year history. After a difficult 24-hour process, consisting of challenging logistics and transporting patients by air and ground, Terrebonne General’s staff shifted their focus to getting emergency services up and running, knowing the community would need them in the dark days of Ida’s aftermath as almost all of the Houma-Thibodaux area hospitals went down during the storm. “We’re the largest regional facility, so for Terrebonne General to go down, you could feel that ripple through the region,” Peoples said. “So, it was a major responsibility for us to say, ‘How do we care for people?’ We gave ourselves 30 days. We were being told

six months, but we said 30 days.” One week after Ida hit, emergency services were up and running. A field hospital was set up at Terrebonne General the following Monday. Two days later, the hospital offered oncology services so that cancer patients could receive their vital treatments, and from there, the hospital’s employees continued their tireless efforts to get more services operational. “We approached this with the thought that 70 percent of the services a hospital will offer in today’s market are outpatient. So why can’t we serve our patients and our community? It could be in our van or buses or different doctors’ offices. We did drive through services for some things. We knew we had people who needed treatments and our doctors were very flexible.” The next big hurdle was getting to the point where overnight stays were possible. As repairs and remediation allowed areas of the actual hospital to be opened to use, the staff got to work on the return of the Women’s Center and the ancillary services needed to make that happen. “Delivering babies is a little harder of a challenge. As we all know, babies don’t wait!” shared Peoples. “We got with our medical staff and our teams because for an overnight stay, I need dietary, I need housekeeping, I need nurses, labs, X-ray, an OR, anesthesia, emergency services on stand-by… Just to pull this off, I give kudos to my team here and all of my clinicians and physicians and ancillary staff, because that was probably our biggest hurdle. And that was just three weeks after the storm.” Once the team was able to cross the hurdle of overnight stays, they started to bring more services back online. Terrebonne General was able to bring back rehabilitation, skilled nursing, outpatient surgery, and inpatient stays. And they’ve been rolling ever since. “As of today, we are offering everything Terrebonne General offered before,” Peoples said with pride and confidence. “We do have our challenges, such as with bed capacity. The North side of our building is still closed, because the roof is still damaged. We are now at 120-150 beds. We will continue to open more units in about six months or so to continue to give us more bed capacity.”

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Then came the challenge of reaching out to the people in the community that were unable to make their way to Houma for treatment at the hospital. Quickly the staff set about bringing mobile clinics to the places that needed help the most. “We had our challenges at the hospital, but so did people in our community,” said Peoples. “They were still sick, and still injured. Our building was injured too, but we were able to get services up to help. But we knew we were not seeing all the people that needed to be seen. Maybe they didn’t have the resources, or transportation. They just went through a devastating event.” “We started looking at ways to get to these people,” explained Peoples. “We put some of our doctors and caregivers in a van and headed down to Chauvin, because we have a clinic down there. It started as one day a week, then increased to multiple. People asked about a pediatrician, so we sent our pediatrician down there too.” In the wake of Hurricane Ida, Terrebonne General has emerged as a leader in healthcare for our region. The demand for the services they offer still remains overwhelming. Their staff and doctors have remained in tune with that, continuing to offer longer hours, Saturday appointments, or even mobile clinics. They continue to provide education and wellness in the schools in our area, and training for students. “Terrebonne General is more than just the building; it’s who we are. It’s each individual that works here, not the brick and mortar. People are relying on us for care and we will continue to do that,” said Peoples. “We’ll continue to be Terrebonne General Health System,” stated Peoples. “We’re not slowing down at all. Our roots might be broken, but our spirit is not. We’re rolling!”

NICHOLLS STATE UNIVERSITY |

DECEMBER 2021 | BAYOU BUSINESS MONTHLY

BY RAY PETERS

THE POVERTY OF IMAGINATION

few weeks ago, while leaving campus for lunch, a New Orleans radio personality was interviewing Michael Hecht, President & CEO of GNO, Inc., on economic development activities in the region. During that conversation, Mr. Hecht used a term that I wasn’t previously familiar with – Poverty of Imagination. If I understand the context of his comment correctly, I believe he was talking about the inability of leaders to see beyond the present and having a limited mental vision of what a desired future state could be. It seems to be a question of vision or, in his context, imagination. A quote attributed to Albert Einstein states, “The true sign of intelligence is not knowledge but imagination.” The late Jack Welsh, the former CEO of General Electric, once said, “An organization is only as good as its last, best idea.” Without creativity in thought, how do organizations learn and grow? My question is, what sparks imagination? What is the catalyst to creative thinking? What is the genesis of great ideas? Contemplating these questions, I started asking myself about my idea generation. Reflecting on my career successes, where did my most successful ideas and concepts come from? What prompted and guided my thought process? Interestingly, as I pondered these questions, I realized that I rarely had an original thought. Something or someone prompted me to move mentally with one idea or another. So, what served as that catalyst? One of my favorite expressions is, “Leaders Never Stop Learning.” I subscribe

to that belief, and I am constantly working on expanding my knowledge given that notion. Because leadership and management practices are continually evolving, you must raise your understanding of these evolutionary changes to stay ahead of those variations. Nothing remains constant. Reading is a great way to stay abreast of leadership practice and theory. What are others doing? What’s working? What’s not working? What are the outcomes? To gain that insight, I’m continuously reading articles and books. Furthermore, my students would be disadvantaged if I did not stay up-to-date on current leadership trends. Through these readings, thoughts and concepts surface, frequently building on the foundation laid by others. The light goes on, and voila, a new idea is born. One of my most valued learning experiences was when I returned to graduate school. It had been 30+ years since I had been fully immersed in the academic world. Sure, over the years, I have attended several developmental activities. But, being in the classroom was different. Generally speaking, we are limited by our experiences. It was in the classroom environment where I felt the freedom to explore new concepts and theories. It was continuous and focused learning that enabled me to think beyond my prior limitations. I used that experience to ferment new ideas, which, in turn, allowed me to put into practice concepts that would favorably impact my leadership and professional capabilities. Eventually, it led me to return to the classroom now as an

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instructor. Revisiting the belief that “Leaders Never Stop Learning,” I invite you to consider the opportunity to enjoy those same learning experiences. Starting in January 2022, the College of Business Administration at Nicholls State University will be offering a new online pathway to earning an MBA, which is in addition to our evening and executive pathways. One very unique feature is the prospect of flexing between face-to-face and online classes. A second feature is students can now earn an MBA in as little as 12 months. With a focus on business analytics and decision support, our MBA students learn to think and act critically and strategically, solve complex business problems, and develop necessary business communication skills. One final thought. A recent Wall Street Journal article indicated that Nicholls MBA graduates enjoy an outstanding debt to income ratio. Fact is, Nicholls finished in the top five in the United States. So, if you want the perfect formula for an outstanding value proposition, come to Nicholls and earn an MBA that is high quality and low cost. I promise if you want to end your Poverty of Imagination and need a catalyst to learn and grow — Earn your MBA with us. Ray Peters is MBA Director and Instructor of Leadership at Nicholls State University. You can reach him at ray. peters@nicholls.edu.

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if someone enjoys gardening, and they can’t do it because of the pain that they’re experiencing...when we’re able to relieve that pain, we can return some of that function,” Dr. Ponder says. What makes the center unique, Dr. Ponder says, is its minimization of computers coming between the staff and its patients when possible. “We do things a little bit old fashioned,” Dr. Ponder shared. “We still answer the phone when people call. We’re not looking at a computer screen when we see our patients, we’re talking directly to them. We find the computer screen gets in the way of talking to patients.” It’s that intimate level of care that allows Dr. Ponder and his team to offer the most advanced treatment options and technology. They are proud to offer several minimally invasive outpatient treatment options such as Vertiflex or Kyphoplasty. The Vertiflex procedure is utilized for patients suffering from spinal stenosis. Kyphoplasty is used to treat a spinal compression fracture that could have

been caused by osteoporosis or cancer. Dr. Ponder developed an interest in pain management in the early 1990s while working as an anesthesiologist. He was drawn to the clinical practice side of pain management that involved interacting with patients and learning how to best serve their needs. Through his background in anesthesiology, Dr. Ponder continues to utilize the injection techniques used in nerve blocks and epidurals, with the help of more precisionguiding tools such as x-ray and ultrasound guidance. Even with all the technology at their fingertips, Dr. Ponder and his staff still find the greatest joy in the easiest of ways. Dr. Ponder shared, “We really enjoy talking to our patients, finding out what their problem what’s causing their pain problem, diagnosing them, and trying to do everything we can in a minimally invasive way to heal their problem or cure their pain without open surgery.”

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DECEMBER 2021 | BAYOU BUSINESS MONTHLY

or Dr. Jimmy N. Ponder and the team at the Headache & Pain Center, their philosophy centers around treating pain through opioidfree options and minimally invasive procedures. The Headache & Pain Center is an interventional pain practice that relieves pain in a non-surgical manner and without the use of habit-forming drugs, Dr. Ponder says. Patients are treated through methods like healing injections, neutralization of nerves, freezing of nerves or electrical stimulation of nerves. The Headache & Pain Center takes an individualized approach to caring for patients, beginning with a thorough examination of what may have led to the pain and a determination of what factors may be contributing to worsening the pain. The center’s ultimate goal is to help people to return to normalcy and beloved activities that may have been hindered by struggles with pain. “We get to improve those areas of their lives where the pain was limiting their lifestyle. For instance,

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DECEMBER 2021 | BAYOU BUSINESS MONTHLY

CATHOLIC FOUNDATION OF SOUTH LOUISIANA MAKES GIFTS TO LAFOURCHE SCHOOLS

On Thursday, November 11, 2021 the Catholic Foundation of South Louisiana traveled across Lafourche parish making several gifts to area schools to assist in purchasing supplies lost due to Ida, uniforms for students and assist with any food insecurities of students. The Catholic Foundation and the Diocese of Houma-Thibodaux received grant funding from the Fore! Kids Foundation through the Bayou Community Foundation to be used to support children across the areas most impacted by Hurricane Ida. In addition, the Catholic Community Center through a grant of the Catholic Foundation’s Mother Theresa Women’s Giving Circle also granted funds to several local elementary schools to help students and families purchase uniforms that may have been lost due to Ida and purchase new winter jackets as the colder months quickly approach. In partnership with the Lafourche Education Foundation, and the Catholic Schools Office of the Diocese several schools were selected as in great need. The following schools received funding: • Holy Rosary Elementary School received $5,000 for assistance with backpacks of supplies and foods for any kids in need and also supplies for the classroom as well as $2,000 for school uniforms • Golden Meadow Middle School received $10,000 for assistance with backpacks of supplies and foods for any kids in need

and also supplies for the classroom • Holy Savior received $5,500 for assistance with backpacks of supplies and foods for any kids in need and also supplies for the classroom and $1,500 for school uniforms • St. Mary’s Nativity School received $1000 for school uniforms for students who are in need. Grants will be made to a number of Terrebonne Parish Schools as well in the upcoming days. “We as adults are struggling through the aftermath of Hurricane Ida, while children are resilient, they also are suffering and we want to do what we can to bring them hope during a time of despair. The two largest ministries in our diocese are our Catholic Schools with close to 5,000 students and our parish schools of religion whose students attend local public schools. As Bishop of our diocese it is incredibly important to me that students in both our Catholic Schools and our public schools receive support in these difficult days. I am incredibly grateful for the Catholic Foundation for making these grants possible and to the generous donors of the Bayou Community Foundation, the Fore! Kids Foundation and the Mother Teresa Women’s Giving Circle who so generously gifts us with funds to make these gifts possible. I look forward to visiting several of our Terrebonne Parish Schools very soon,” Bishop Fabre remarked.

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Terrebonne General Health System congratulates Vice President of Nursing Services, Teresita McNabb, RN, MSHSA, NEA, CLNC, for being appointed by Governor John Bel Edwards to the Louisiana State Board of Nursing (LSBN). The board is composed of registered nurses and public members appointed by the Governor. It exists to serve the people of the State by providing leadership to protect the public and advance nursing in Louisiana. The mission of LSBN is to safeguard the life and health of the citizens of Louisiana by assuring persons practicing as registered nurses and advanced practice registered nurses are competent and safe. McNabb has been a dedicated employee of Terrebonne General for over 35 years. She currently holds the position of Vice President of Nursing Services, in which she is responsible for developing and implementing the hospital’s plan for providing nursing care to patients in multiple settings. McNabb also has many roles on various committees throughout the Health System that work to improve patient care, employee communication, and nursing staff education. “Teresita’s creativity and determination have led nursing through several COVID surges and the preparing and recovery from Hurricane Ida. We are so honored to have Teresita represent nursing on the LSBN,” said Phyllis Peoples, president and CEO. “Her vast knowledge and experience as a nurse and nurse leader will provide great influence to the LSBN.”

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MOVERS AND SHAKERS | HEADLINES & ACCOLADES NACADA NAMES NICHOLLS PROFESSOR A 2021 TOP ADVISOR

The National Academic Advising Association has named Dr. Lori Richard a 2021 Outstanding Advising Award Winner as part of their 2021 Global Awards Program for Academic Advising. Dr. Richard received her award in Cincinnati, Ohio, during the NACADA Annual Conference held from Oct. 6-9. This is the second time she has been recognized by NACADA for her advising this year. In March, she received an Outstanding Advising Award for District 7, which includes Louisiana. “To be recognized by NACADA, an

organization that I have been a student of for years is surreal,” Dr. Richard said. “I have such a deep level of respect and admiration for the work the NACADA organization produces to progress the advising profession. The NACADA organization has had a tremendous impact on my professional development as an advisor, which has truly shaped how I advise and interact with students in the classroom.” To qualify for the international award, faculty need three years of experience in their field as teachers who spend a portion of their time on academic advising. Dr. Richard was selected for demonstrating excellence in each of the NACADA Core Values: caring, commitment, empowerment, inclusivity, integrity, professionalism and respect. When it comes to working with students, Dr. Richard said it is important to listen with the intent to understand. Doing that creates an effective and positive relationship between the teacher or advisor and the student. “When I take the time to get to know who they are as a person, I can gain their trust, learn their personal goals, anticipate their needs and understand their perspective,” she said. “I can then tailor my advice to match their desired degree and career outcomes while also building an authentic and professional relationship.” Dr. Richard first joined the Nicholls family in 2009 and over the last 12 years has held a variety of roles, including as the assistant

athletic director of academic services and assistant professor of interdisciplinary studies and teacher education. Throughout it all, Dr. Richard has spent time in an advising capacity. “Advising is a critical aspect of a student’s college experience. A bad piece of advice or an absent advisor can break down and erode the student’s trust in the university,” Dr. Richard said. “As advisors, it’s our job to lead and mentor students to the correct path to meet their goals. We help them overcome obstacles, think through important decisions and help them understand their options. Advising is such a rewarding role, and it’s a hat that I’ve always been proud to wear.” Since 1983, NACADA has honored individuals and institutions making significant contributions to the improvement of academic advising. The mission of NACADA is to promote quality academic advising and professional development of its membership to enhance the educational development of students. NACADA’s membership has grown to over 14,000 faculty, professional advisors, administrators, counselors, and others in academic and student affairs staff concerned with the intellectual, personal, and vocational needs of students. The organization acts as the representative and advocate of academic advising, and those providing that service, to higher education.

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Eight Ochsner Health facilities, including three partner facilities, earned an ‘A’ Fall 2021 Hospital Safety Grade from The Leapfrog Group, a designation that recognizes efforts in protecting patients from harm and meeting the highest safety standards in the United States. Ochsner hospitals and partner facilities earning this honor include: Leonard J. Chabert Medical Center (Ochsner Partner) Ochsner St. Mary Ochsner Baptist, A Campus of Ochsner Medical Center Ochsner Medical Center - Hancock Ochsner Medical Center - North Shore Ochsner Medical Center - West Bank St. Bernard Parish Hospital (Ochsner Partner) St. Charles Parish Hospital (Ochsner Partner)

The Leapfrog Group, an independent national watchdog organization, assigns an “A,” “B,” “C,” “D,” or “F” grade to general hospitals across the country based on over 30 national performance measures reflecting errors, injuries, accidents and infections, as well as systems hospitals have in place to prevent harm. The Leapfrog Hospital Safety Grade is the only hospital ratings program based exclusively on hospital prevention of medical errors and harm to patients. The grading system is peer-reviewed, fully transparent and free to the public. Grades are updated twice annually, in the fall and spring. “An ‘A’ Safety Grade is a tremendous achievement, of which these communities should be extremely proud,” said Leah Binder, president and CEO of The Leapfrog Group. “I thank the leadership and workforce of Ochsner Health for its commitment to prioritizing patients and their safety, especially during these trying times.”

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DECEMBER 2021 | BAYOU BUSINESS MONTHLY

TWO LOCAL OCHSNER HEALTH FACILITIES RECOGNIZED WITH AN ‘A’ BY LEAPFROG IN FALL 2021 PATIENT SAFETY GRADES

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