NATCHITOCHES – Northwestern State University is welcoming its largest entering freshman class in three years this fall, with 1,120 first-time freshmen choosing NSU for fall 2026. The class represents a 6 percent increase over last year and continues a trend of growth in Northwestern State’s traditional student population.
The fall 2026 entering class also arrives with one of the strongest academic profiles in recent years, posting an average ACT score of 21.7 and an average high school GPA of 3.4. The class’s average ACT score is well above Louisiana’s average, reflecting the continued strength and academic quality of Northwestern’s incoming students.
The academic strength of the class is further reflected in the 114 high school valedictorians and 22 salutatorians who selected Northwestern State.
“This is the type of growth we want to see at Northwestern,” said NSU President James T. Genovese. “We are attracting talented students who want the complete college experience, and they are choosing a university where they can receive an outstanding education while developing the relationships and experiences that prepare them for life after graduation. The strength of this freshman class is a testament to the work taking place across our university.”
NSU’s reach continues to extend well beyond Natchitoches. Members of the entering class represent 10 states, 25 countries and six continents, creating an increasingly diverse student body while the university simultaneously strengthens its connection to its home community.
A record 112 members of the entering class are from Natchitoches Parish, the largest number in the last decade. NSU also continues to draw students from throughout northwest and central Louisiana. Some of the largest feeder schools include Tioga High School with 28, Airline High School with 27, Parkway High School with 26 and Pineville High School with 24.
Demand for the residential Northwestern experience remains strong. Campus housing is again at 100 percent occupancy, filling University Place I and II, University Columns and Varnado Hall. The second consecutive year of full housing reflects continued demand for the traditional, face-to-face college experience on the Natchitoches campus.
“The numbers within this freshman class tell an exciting story about where NSU is headed,” said Vanner Erikson, director of enrollment at Northwestern State. “We have more first-time freshmen, a strong academic profile, record participation from Natchitoches Parish and students coming to NSU from around the world. When you combine that with full housing, we are seeing important indicators that our focus on the traditional student experience is working.”
Student success is another significant component of the fall 2026 enrollment picture. Northwestern’s first-to-third-semester retention rate reached 70 percent, exceeding the Louisiana average of 64 percent and placing NSU among the strongest-performing institutions in the region.
The retention rate reflects a university-wide emphasis on helping students successfully transition from their first year into their second.
“Recruiting a student is only the beginning,” Erikson said. “Our responsibility is to help that student persist, graduate and ultimately accomplish what brought them to Northwestern in the first place. Seeing 70 percent of our freshmen continue into their second year tells us that the work being done by our faculty and staff is making a difference.”
At the 14-day count, overall fall 2026 enrollment was 8,245 students, compared with 8,402 in fall 2025. The decline was attributable largely to increased degree completion, including students progressing more quickly through accelerated programs.
Graduate enrollment increased to 904 students, and NSU enrolled more dual enrollment students than in fall 2025. These gains reflect continued efforts to expand graduate education, strengthen partnerships with Louisiana high schools and provide flexible pathways for students seeking college credit and advanced credentials.
“Our goal has never been simply to chase a headcount,” Genovese said. “We are focused on sustainable enrollment, attracting students who are prepared to succeed and creating an environment that makes them want to remain at Northwestern through graduation. Growth in our freshman class, strong retention and full residence halls are important signs of progress toward that goal.”
Northwestern continues to serve students throughout Louisiana through its Natchitoches campus, instructional sites and eNSU online programs while expanding recruitment efforts in Louisiana, Texas and other markets. With a 17-to-1 student-to-faculty ratio, Northwestern offers students the personalized attention of a private education at a public university.
The university has also continued to invest in the student experience, academic programs and facilities, including the $45 million Robert Alost Hall, which opened in fall 2025 as a new academic hub on the Natchitoches campus.
With a larger freshman class, a strong academic profile, record enrollment from its home parish, full residence halls and retention above the state average, Northwestern officials say the fall 2026 enrollment picture provides important evidence that the university’s focus on recruitment, student success and the traditional campus experience is producing results.
“Students and families are recognizing what makes Northwestern special,” Genovese said. “They find outstanding academic programs, faculty and staff who know them personally and a campus community where they can belong. We are proud to welcome this exceptional class to the Demon family.”
NATCHITOCHES – As James T. Genovese completes his second year as president of Northwestern State University, the institution is reporting gains in student persistence, academic outcomes, workforce-focused programs, private support and athletics while continuing to address enrollment and graduation challenges.
Since taking office in 2024, Genovese has organized the university’s work around five strategic focus areas: the Student Experience, Academic Excellence, Market Responsiveness, Community Enrichment and Athletic Prominence. University officials said those priorities have guided efforts in recruitment, retention, academic programming, capital projects, technology and external partnerships.
“Our first two years have been about strengthening the foundation of Northwestern while keeping our attention fixed on the future,” Genovese said. “We have made significant progress because our faculty, staff, students, alumni, donors and partners believe deeply in this University and in the role Northwestern plays in Louisiana.”
Student recruitment and retention have remained central to that work.
Overall enrollment declined from 8,523 in Fall 2024 to 8,402 in Fall 2025, but entering freshman enrollment increased to 1,065. Preliminary Fall 2026 figures provided by the university show approximately 1,120 entering freshmen, which will represent the university’s largest freshman class in three years when the official 14-day enrollment count is finalized.
The Fall 2026 entering class arrived with one of the strongest academic profiles in recent years, posting an average ACT score of 21.7 and an average high school GPA of 3.4. The class’s average ACT score is well above Louisiana’s average, reflecting the continued strength and academic quality of Northwestern’s incoming students.
Northwestern’s first-to-third semester retention rate reached 70 percent, exceeding the Louisiana average of approximately 64 percent and placing NSU among the strongest-performing institutions in the region. NSU has responded to retention and graduation challenges by strengthening early intervention, proactive financial-aid communication, academic mapping, stop-out recovery and support beyond the first year.
Student satisfaction provided another measure of progress. In the first year of Genovese’s presidency, 70 percent of students reported overall satisfaction, compared with 52 percent nationally, according to university survey data. Seventy-four percent said they intended to re-enroll, compared with 60 percent nationally.
The survey data showed gains in campus services, student-centeredness, registration and recruitment, financial aid, counseling, safety and campus conditions. Northwestern exceeded University of Louisiana System and national norms across most measures included in the survey.
Student involvement also increased. Membership in recognized student organizations grew from 823 to 1,292, while participation in living-learning communities increased from 68 to 168 students. The university also expanded or improved spaces supporting accessibility services, collegiate recovery and eSports.
Career preparation grew through Handshake, which connected a network of more than 30,000 students, alumni and employers. NSU approved 1,610 new employers during 2025-26. Among graduates responding to the university’s First Destination Survey, 93.3 percent reported employment, continued education or military service.
“Students should feel that Northwestern knows them, supports them and is preparing them for a meaningful life and career,” Genovese said. “The gains in satisfaction and persistence are encouraging, but we know our work must continue until more students who begin at Northwestern complete their degrees.”
Academic programs also expanded in areas tied to workforce demand.
The College of Nursing and School of Allied Health, which serves nearly 2,500 students across Alexandria, Leesville and Fort Polk, Natchitoches, Shreveport and online, added new nursing pathways and launched the Master of Science in Allied Health.
Allied Health enrollment increased 19 percent, from 412 to 491 students. Radiography enrollment rose from 100 to 182, while Diagnostic Medical Sonography increased from 86 to 115.
Student outcomes included nursing graduates exceeding state and national first-time NCLEX-RN pass rates, a 96 percent certification pass rate for Radiography graduates and 100 percent pass rates on the Sonography Principles and Instrumentation examination for the 2025 and 2026 Diagnostic Medical Sonography classes. Radiography also received the maximum eight-year accreditation term from the Joint Review Committee on Education in Radiologic Technology.
External awards are supporting additional healthcare education and workforce development. A $4 million Louisiana Department of Health award and a $2.597 million federal Health Resources and Services Administration award are supporting rural healthcare education, clinical training, student assistance and workforce expansion. More than $1.3 million in scholarships, stipends and traineeships assisted 239 students during 2025-26.
Other academic areas reported growth as well.
The Gallaspy College of Education and Human Development received nearly $8 million in grants during fiscal year 2025-26 supporting education, behavioral health, child welfare, early childhood development, workforce preparation and student success.
In the College of Arts and Sciences, new Computer Science and Sport Analytics concentrations within the Mathematics degree program helped increase Mathematics enrollment by more than 400 percent since 2024, according to university data. The college also engaged more than 5,600 K-12 students through School of STEM outreach events, camps, festivals and recruitment activities.
The College of Business and Technology expanded opportunities in applied technology, cybersecurity and workforce preparation. The School of Business received an extension of its accreditation from AACSB International, while Hospitality Management and Tourism maintained its status as Louisiana’s only four-year hospitality program accredited by the Accreditation Commission for Programs in Hospitality Administration.
The college also opened the Sandbox Application Development Lab and established the Cyber Demons Tech Club. A Computer Information Systems team competed for the first time in program history in the International Collegiate Programming Contest North America South Central Regional.
Across the university, 78.1 percent of academic programs have been created or updated within the past five years. NSU also offers 37 certificate programs in areas ranging from healthcare and education to strategic communication, leadership and professional ethics.
Programs launched or advanced during Genovese’s first two years include the Master of Social Work, Master of Science in Allied Health, new Mathematics concentrations, an online Master of Music in Music Education and redesigned pathways in nursing and criminal justice. The university also expanded options in event management, hospitality, cybersecurity, artificial intelligence and advanced manufacturing.
Industry engagement accompanied those academic changes. In 2025-26, students participated in 416 documented interactions with business and industry through career fairs, guest speakers, field experiences, interviews and service-learning projects. University administrators completed 56 additional engagements with industry partners.
Technology investments included creation of a continuously monitored Security Operations Center in partnership with the Louisiana Optical Network Infrastructure and other state agencies, increased internet capacity at the Alexandria and Leesville sites and modernization of the university’s network, data center and disaster-recovery systems.
Major facility investments also changed the learning environment. The $45 million Alost Hall opened with classrooms, laboratories, simulation spaces, a cafe and faculty offices. Iberville Dining Hall underwent a $2 million renovation, A.A. Fredericks Auditorium received improvements, and classrooms, laboratories and instructional technology were upgraded across campuses.
Eligible faculty and staff received a 3 percent cost-of-living adjustment on Jan. 1, 2026, following a 2.5 percent adjustment in January 2025.
State support in the 2026 legislative session included approximately $2.54 million in additional operating funding. Capital outlay legislation included $6.9 million in Priority 1 funding for Innovation Park and $7 million in Priority 1 funding for Warrington Hall in Shreveport.
Private support also increased. The NSU Foundation reported $8.04 million in fiscal year 2026 revenue, up 6.9 percent, while restricted endowment assets grew to $87.26 million university wide. Major gifts supported scholarships, professorships, academic programs and facilities, including a $1.5 million private gift supporting the David and Sherry Morgan Health Performance Center, which is scheduled to open on October 23.
Community engagement remained another focus. NSU reported at least 228,378 hours of professionally based service with 194 campus and community partners in 2025-26. That work supported healthcare, education, public safety, economic development, the arts and environmental stewardship.
Athletics posted gains in academics, competition and facilities.
Student-athletes maintained an overall GPA above 3.2 in both reporting years. In 2025-26, 211 earned Dean’s List or President’s List recognition, 216 were named to the Southland Conference Commissioner’s Honor Roll, and the department’s multiyear Academic Progress Rate rose for the third consecutive year to 970.
Seven teams earned perfect single-year Academic Progress Rate scores of 1,000. Women’s track and field won a third consecutive Southland Conference outdoor championship, soccer captured the conference regular-season championship, as did tennis, and six varsity teams finished in the upper third of the league.
Athletic facility improvements included approximately $1.9 million for artificial turf at the baseball and softball facilities, $593,000 in scoreboard upgrades and $1.7 million for a new track surface and lighting.
Looking ahead, Genovese said NSU will continue focusing on enrollment growth and degree completion, high-demand and flexible credentials, faculty investment, emerging technology, experiential learning, private support and partnerships. Work also will continue on Innovation Park, Warrington Hall and projects intended to support the student experience.
“These accomplishments belong to the entire Northwestern family,” Genovese said. “We have built momentum, but we are not finished. Our responsibility is to honor Northwestern’s history, respond to the needs of the present and prepare Louisiana for the future.”
What if one concert could bring together people who love classic hymns, contemporary Christian music, love country music by artists like Dolly Parton, Alison Krauss, Brooks & Dunn & Jelly Roll, those who love Southern Gospel and traditional Black Gospel, along with those who grew up listening to the Eagles, the Beatles, James Taylor, STYX and classic rock?
There’s one that can.
It’s an Amazing! Rhythm Disciples (ARD) concert.
The Disciples’ mantra is “Familiar Music. Timeless Message.” They like to describe their concerts as seven very accomplished musicians with very diverse backgrounds coming together to make “A VERY Joyful Noise!”
ARD was born in Natchitoches, Louisiana, in the fall of 2024, when seven musicians who also happened to be friends came together to play music, have fun and praise God—and ended up forming a unique music ministry.
“It all came together very quickly and very organically,” said bassist Keith “Don’t call Me Shirley” Shirley. “We were just jamming around and having fun. We would play a Southern Gospel song, then a contemporary Christian song, then a country song, then a classic rock song. Sometimes we would almost accidentally mash them together, look at each other and say, ‘Hey, that works!’”
Shirley gives credit where he believes it belongs.
“We knew the good Lord had His hand in this from the get-go,” he said. “The blending of the various musical styles—or ‘mashups,’ as we call them—came together so naturally and so quickly that we knew God was doing something.”
Don’t let all the joking fool you. There is an extraordinary amount of musical experience on an ARD stage.
Among the Disciples are four members of the Louisiana Music Hall of Fame, current and former church music directors and ministers, and musicians holding at least five music degrees, including a doctorate. Violinist Andrei Kurti studied at the Moscow Conservatory and has performed at Carnegie Hall and in concert halls throughout Europe.
Altogether, the group stopped counting after passing 300 years of combined musical performance experience.
But ARD is difficult to put into a musical box.
“I don’t think you can pigeonhole us as a Gospel group or even simply a Christian music group,” said vocalist Julia Brown. “What we see happening over and over at our concerts is that folks who don’t normally listen to Christian music hear us play a classic rock song or even a current country song reinterpreted through the lens of faith, and they think, ‘Hey, I know that song!’ Before they know it, they’re hearing a contemporary Christian song or a Southern Gospel song and finding that they like it, in spite of themselves.”
“Familiar music is the bridge, and Jesus is where the bridge leads.”
The Amazing! Rhythm Disciples have performed at churches of various denominations, non-denominational churches, festivals and other events. Along the way, they have watched people of different generations, races, backgrounds and faith traditions come together to laugh, cry , praise and sing along while hearing a message centered unmistakably on Jesus Christ.
“We take music people know, along with humor and fun, and use it to open the door,” said one of the Disciples. “Then we walk through that door with them. And no one receives a bigger blessing than us.”
That connection is at the heart of an ARD concert.
“We’re constantly striving to connect with someone in the audience and convey the message that no matter what problems you’re having in your life, you don’t have to face them alone. There’s strength and hope in Jesus. If we reach one person, it’s all been worth it.”
After a recent Disciples concert at a church, an elderly lady approached the group with just one word to describe what she had experienced:
“Joyous.”
The band couldn’t have asked for a better description.
ARD believes sharing the Good News of Jesus Christ doesn’t have to be somber. There can be laughter. There can be great music. There can be familiar songs, unexpected arrangements, stories, memories and plenty of fun.
And there can be joy.
That’s why the Amazing! Rhythm Disciples plan to keep doing exactly what they set out to do:
Making a VERY Joyful Noise!
THE AMAZING! RHYTHM DISCIPLES Familiar Music. Timeless Message. Making a VERY Joyful Noise!
Texas has a documented long-term water problem and is aggressively planning future supplies. Louisiana has major new industrial and data-center water demands of its own. Because the two states share interconnected river systems, Louisiana should conduct and publicly release a comprehensive study of the cumulative effects before major water commitments are made.
That question matters because Louisiana citizens have watched enormous economic-development projects negotiated under NDAs, public authorities become major players in private industrial development, fights over eminent domain and permanent underground CO₂ injection, massive transmission projects, thousands of acres targeted for solar development, rapidly expanding data centers, and even discussions involving nuclear development and radioactive-waste disposal.
Researchers at the University of Texas reported in May 2026 that Texas data-center growth could eventually account for 𝗮𝘀 𝗺𝘂𝗰𝗵 𝗮𝘀 𝟵% 𝗼𝗳 𝘁𝗵𝗲 𝘀𝘁𝗮𝘁𝗲’𝘀 𝘁𝗼𝘁𝗮𝗹 𝘄𝗮𝘁𝗲𝗿 𝘂𝘀𝗲 𝗯𝘆 𝟮𝟬𝟰𝟬 under a high-growth scenario.
Louisiana is facing many of the same questions as enormous data-center and industrial projects move into our state.
The Texas Water Development Board adopted its 2027 State Water Plan on July 23, 2026.
Texas estimates that implementing more than 3,000 recommended water-management projects through 2080 will require nearly $174 billion in capital investment.
Even if Texas builds all of those projects, its plan still projects approximately 𝟭.𝟲 𝗺𝗶𝗹𝗹𝗶𝗼𝗻 𝗮𝗰𝗿𝗲-𝗳𝗲𝗲𝘁 𝗽𝗲𝗿 𝘆𝗲𝗮𝗿 𝗼𝗳 𝘂𝗻𝗺𝗲𝘁 𝘄𝗮𝘁𝗲𝗿 𝗻𝗲𝗲𝗱𝘀 𝗶𝗻 𝟮𝟬𝟴𝟬.
Texas also warns that without the recommended strategies, roughly one out of every four Texans in 2080 could have less than half of the municipal water supply needed during a drought of record.
North Texas already takes water from 𝗟𝗮𝗸𝗲 𝗧𝗲𝘅𝗼𝗺𝗮 𝗼𝗻 𝘁𝗵𝗲 𝗥𝗲𝗱 𝗥𝗶𝘃𝗲𝗿, and additional Texoma conveyance infrastructure is being developed.
Texas planning also identifies additional supplies involving 𝗪𝗿𝗶𝗴𝗵𝘁 𝗣𝗮𝘁𝗺𝗮𝗻 𝗟𝗮𝗸𝗲 and the proposed 𝗠𝗮𝗿𝘃𝗶𝗻 𝗡𝗶𝗰𝗵𝗼𝗹𝘀 𝗥𝗲𝘀𝗲𝗿𝘃𝗼𝗶𝗿 on the Sulphur River; 𝗟𝗮𝗸𝗲 𝗢’ 𝘁𝗵𝗲 𝗣𝗶𝗻𝗲𝘀, which feeds Big Cypress Bayou toward Caddo Lake; and 𝗧𝗼𝗹𝗲𝗱𝗼 𝗕𝗲𝗻𝗱 on the Sabine River.
These are not all one project. Some are operating, some proposed, and some are long-range strategies.
But Louisiana should not look at each one in isolation and ignore the cumulative question.
The Sulphur River belongs to the larger Red River drainage system.
Lake O’ the Pines controls flows into Big Cypress Bayou toward 𝗖𝗮𝗱𝗱𝗼 𝗟𝗮𝗸𝗲, a Texas-Louisiana water system. The Corps of Engineers has documented that reservoir operations altered the natural downstream flow regime enough that special releases have been used to restore portions of that flow.
Texas planning identifies approximately 𝟳𝟱,𝟬𝟬𝟬 𝗮𝗰𝗿𝗲-𝗳𝗲𝗲𝘁 𝗽𝗲𝗿 𝘆𝗲𝗮𝗿 from Lake O’ the Pines as a potential North Texas supply strategy and approximately 𝟭𝟮𝟮,𝟮𝟬𝟬 𝗮𝗰𝗿𝗲-𝗳𝗲𝗲𝘁 𝗽𝗲𝗿 𝘆𝗲𝗮𝗿 associated with Wright Patman.
𝗧𝗢𝗟𝗘𝗗𝗢 𝗕𝗘𝗡𝗗 𝗦𝗛𝗢𝗨𝗟𝗗 𝗕𝗘 𝗔 𝗪𝗔𝗞𝗘-𝗨𝗣 𝗖𝗔𝗟𝗟.
For decades, many Louisiana citizens probably would have laughed if somebody suggested Louisiana might someday discuss selling Toledo Bend water to Texas.
Then it became a real public-policy discussion.
Residents pushed back. Public meetings were held. Controversy followed.
Louisiana law expressly gives the Sabine River Authority power to enter contracts involving the sale, distribution, or consumption of water within or outside Louisiana, subject to required approvals.
Nobody has shown us a document saying Texas is going to reroute the Red River.
We are not claiming one exists.
But Texas already takes water from the Red River system and is planning or studying additional supplies from tributaries connected to that regional drainage.
So what happens when you add all of those withdrawals together?
What happens at Shreveport?
What happens at Alexandria?
What happens during drought?
And what happens underground?
The 𝗥𝗲𝗱 𝗥𝗶𝘃𝗲𝗿 𝗮𝗹𝗹𝘂𝘃𝗶𝗮𝗹 𝗮𝗾𝘂𝗶𝗳𝗲𝗿 is hydraulically connected to the river in significant areas. When the river rises, water can move into surrounding alluvial sediments and contribute to groundwater recharge and bank storage.
If major upstream withdrawals materially alter river levels, flow duration, or high-water periods, Louisiana needs to know whether recharge could decline, groundwater levels could fall, hydraulic gradients could change, or poorer-quality groundwater could move differently.
If significant quantities of water are transferred from Toledo Bend or elsewhere in the Sabine system, the concern does not stop at the reservoir shoreline.
The Sabine continues south toward Sabine Lake and the Gulf. Freshwater flow affects salinity, wetlands, fisheries, ecosystems, municipalities, and industry.
Change the amount and timing of freshwater long enough, and downstream systems can change with it.
The Calcasieu is a separate basin, but southwest Louisiana’s water resources do not exist in isolation. If one source becomes less dependable, demand can shift elsewhere.
𝗪𝗮𝘁𝗲𝗿 𝗱𝗲𝗺𝗮𝗻𝗱 𝗺𝗼𝘃𝗲𝘀.
𝗧𝗛𝗜𝗦 𝗜𝗦 𝗪𝗛𝗘𝗥𝗘 𝗧𝗥𝗨𝗦𝗧 𝗕𝗘𝗖𝗢𝗠𝗘𝗦 𝗣𝗔𝗥𝗧 𝗢𝗙 𝗧𝗛𝗘 𝗦𝗧𝗢𝗥𝗬.
Louisiana officials may not like citizens asking these questions.
But they created the atmosphere that makes us ask them.
When citizens repeatedly watch public business conducted under NDAs, they stop assuming silence means nothing is happening.
When enormous projects are negotiated before communities understand them, citizens stop accepting:
“Don’t worry about it.”
Louisiana citizens have watched eminent-domain battles, permanent underground CO₂ injection, huge transmission projects, enormous solar developments, data centers beside rural communities, nuclear and radioactive-waste discussions, and actual discussions about sending Toledo Bend water to Texas.
Texas is identifying reservoirs, pipelines, interbasin transfers, drought strategies, and future supplies while planning for population growth, industrial expansion, and data-center demand.
Where is the cumulative analysis combining Lake Texoma, the Red River, Wright Patman, Marvin Nichols, Lake O’ the Pines, Caddo Lake, Toledo Bend, the Sabine, the Red River alluvial aquifer, the Chicot, industrial growth, data-center demand, and drought?
Maybe Texas can develop all of these supplies without materially harming Louisiana.
Fine.
𝗣𝗿𝗼𝘃𝗲 𝗶𝘁.
Model it.
Put the numbers on the table.
Show us what happens to the Red River at Shreveport and Alexandria, Caddo Lake, Toledo Bend, the Sabine, the Red River alluvial aquifer, and the Chicot.
Show us what happens under drought conditions.
And model it while accounting for the unprecedented growth in AI data centers, power generation, and industrial development across both states.
Because Louisiana citizens should have learned one lesson by now:
Region C Water Planning Group — North Texas water-management strategies, including Lake Texoma, Lake O’ the Pines, Wright Patman, Marvin Nichols, Toledo Bend, Red River off-channel storage, and other potential supplies:
North Texas Municipal Water District — Texoma Two-Step program; additional pipelines designed to add approximately 90 million gallons per day of Lake Texoma conveyance capacity:
U.S. Army Corps of Engineers — Big Cypress Bayou / Caddo Lake Sustainable Rivers Program; documents the downstream connection between Lake O’ the Pines, Big Cypress Bayou, and Caddo Lake:
U.S. Army Corps of Engineers — Lake O’ the Pines / Ferrells Bridge Dam Water Control Manual and environmental-flow information for Big Cypress Bayou and Caddo Lake:
U.S. Geological Survey — Relation of water levels in the Red River alluvial aquifer to the Red River, documenting river/aquifer hydraulic relationships:
U.S. Geological Survey — Louisiana groundwater withdrawals dataset; approximately 960 million gallons per day, or about 51% of Louisiana groundwater withdrawals, came from the Chicot aquifer system:
Louisiana has a long history of officials cutting deals with private interests at the public’s expense. During the oil and gas boom, the state left severance tax revenue on the table while enforcement gaps let industry pollute our air, water, and land for decades. Governor Jeff Landry has accelerated that pattern faster than any of his predecessors. He installed an unqualified Secretary of Environmental Quality, then reorganized the Department of Natural Resources into something even statehouse reporters can’t fully explain. This year the legislature signed off on tax breaks and NDAs for AI data centers, keeping voters in the dark about what those companies are getting and what they’re using.
Now it’s SpaceX’s turn, and it’s the biggest giveaway yet.
The Landry administration is negotiating to hand over roughly 130,000 acres on Pecan Island, in Vermilion Parish, for a rocket blast pad, not a research facility, the kind Boca Chica, Texas is still fighting over. That land is reportedly tied to Exxon’s punishment, part of a coastal damages settlement for decades of polluting our marshes, though the settlement itself is sealed by court order. If that reporting holds up, instead of restoring the land, the state is routing it straight to Elon Musk.
Pecan Island is about the worst possible place for this. The coast there has been sinking and washing away for decades, and hurricanes are speeding it up. The site borders two wildlife refuges and some of the best hunting and fishing water left in this state, the kind “Sportsman’s Paradise” was supposed to protect. If this goes through, we can stop pretending coastal restoration is a real priority in Louisiana.
The legislature already greased the wheels this session, passing tax breaks and liability shields for unnamed “aerospace” companies and exempting them from public records requests. So, when something goes wrong, and something eventually will, Louisianans may not have the right to sue, and may not even have the right to know. Now Trump’s FAA wants to waive thirteen federal environmental and health laws, including the Clean Water Act and the Endangered Species Act, so Musk doesn’t have to deal with “regulatory burden.”
We don’t even know the full extent of what Musk stands to gain. We know the eligibility thresholds in the tax break bills, not the actual value of what’s being handed over. Given how this Republican-controlled legislature has handled every other corporate giveaway this year, there’s little reason to think this deal is any different.
Local officials keep telling us we must accept this to “compete.” I don’t buy it. A state that can only land these deals by throwing out the rule of law and hiding negotiations behind NDAs is giving Louisiana away, one 130,000-acre parcel at a time.
Most Louisianans haven’t been told what this deal actually involves. That’s worth being angry about. Ask your legislators what they voted for this spring, and whether they’ll say so publicly.
Qualifying for the upcoming election cycle has officially concluded, setting the field of candidates who will appear on the local ballot. Across the parish, voters will consider candidates seeking office at every level of leadership, from key judicial seats and school board positions to municipal offices and parish-wide boards.
To help keep our readers informed, Journal Staff has compiled a complete roster of candidates who have qualified for contested races. Below is the official list of candidates, organized by office, along with their political party affiliation and direct contact details to help you connect with those seeking to represent our community.
Good stewardship requires the discipline to save, but also the courage to invest in the future.
That philosophy guided Northwestern State University throughout the 2025–2026 fiscal year.
During the year, Northwestern strategically invested $4.5 million of accumulated reserves in campus improvements. Those investments included replacing aging technology infrastructure that had reached the end of its useful life; enhancing nursing instructional resources and biology laboratories; replacing fire alarm systems; completing painting, plaster and restroom renovations; improving HVAC systems; and upgrading athletic facilities.
Athletic improvements included a new NCAA Division I track surface, upgraded scoreboards in Prather Coliseum and instant-replay technology that meets Southland Conference standards.
These projects represent far more than expenditures. They are investments in Northwestern’s students, employees and future.
“When President Genovese arrived at Northwestern in August 2024, I had already been here about eight months and was developing a thorough understanding of the University’s finances,” Chief Financial Officer Rodney Wilson said. “We were fortunate to inherit healthy reserves that gave us the flexibility to invest in our campus. Good stewardship requires balance. We cannot spend every dollar we have, but we also cannot allow resources to sit unused while our facilities and infrastructure decline.”
The impact of those investments is already visible. Nursing students in Alost Hall will train with modern instructional resources designed for today’s healthcare environment. Biology laboratories serving more than 520 undergraduate students have been transformed with new flooring, refreshed instructional spaces and improved accessibility. The renovations provide current students with a modern learning environment while allowing the University to welcome hundreds of prospective students each year into facilities that reflect the quality of the education taking place inside them.
The University’s investments extended beyond facilities. Through Northwestern’s Strategic Enrollment Management Plan, new enrollment specialist positions will strengthen retention and student success by helping more students successfully progress from their freshman to sophomore years.
The University’s year-end financial results reflect these measured investments. Northwestern began the fiscal year with a $64.7 million fund balance and closed with $59.8 million. Of the $4.9 million reduction, $4.5 million (92%) was deliberately invested in the campus.
Even after making those investments, Northwestern finishes the fiscal year with one of the strongest liquidity and reserve positions among its peer institutions in Louisiana. These final results alleviate concerns raised by an earlier news report that pointed to a preliminary projection of a deficit rather than the University’s completed fiscal year.
Northwestern also made a deliberate investment in its employees by providing a 3 percent cost-of-living adjustment during the fiscal year. The adjustment was not an extraordinary salary increase. It was intended to help employees keep pace with inflation while partially offsetting a 7.75 percent increase in state employee health insurance premiums. Without it, many faculty and staff members would have experienced a reduction in take-home pay.
Looking Ahead
Northwestern began the 2026–2027 fiscal year with a balanced budget. A budget is an estimate of anticipated revenues and expenditures. From this point forward, the University has the opportunity to maintain that balance, improve upon it and finish the year with a surplus, or make strategic investments from reserves to address emerging priorities and unforeseen needs.
Higher education continues to face significant challenges, and Northwestern has not been immune. Enrollment drives nearly every major source of university funding, making it the single most important factor in Northwestern’s long-term financial health.
Between fall 2021 and fall 2024, Northwestern’s enrollment declined by 2,212 students—an average loss of approximately 737 students per year. Losses of that magnitude cannot be reversed overnight. After two years of focused effort, however, the decline has begun to stabilize.
Recovery does not begin with growth. It begins by stopping the decline, and stabilization is the first important measure leading into progress.
“When an airplane loses altitude, the first step is to pull the nose up and level the aircraft before it can begin to climb,” President James T. Genovese said. “That is where Northwestern is today. We have worked hard to address a significant enrollment decline, and the indicators are beginning to move in the right direction. We are not yet at our destination, but we are level, gaining momentum and preparing to rise.”
Spring 2026 enrollment was essentially flat compared with spring 2025, providing encouraging confirmation that the years-long downward trend has begun to level. During summer 2026, student credit-hour production increased by 3 percent over the previous year, meaning students enrolled in fuller academic course loads. First-year retention continues to improve, the average ACT score of incoming students has increased, and on-campus housing is at or near full occupancy.
Together, these indicators point to a student body that is increasingly engaged, better prepared for college and committed to earning a degree. Stabilization is not the destination, but it is the necessary foundation for renewed enrollment growth.
Another important component of Northwestern’s enrollment strategy is the continuing expansion of dual enrollment, through which high school students earn college credit.
Dual enrollment presents both a challenge and an opportunity. Although Northwestern receives less tuition revenue from a dual-enrollment student than from a traditional undergraduate, each participating high school student is also a prospective Demon. Introducing students to Northwestern while they are still in high school creates an opportunity to welcome them back after graduation to complete their undergraduate degrees. That transition is critical to the University’s long-term enrollment strategy. If Northwestern is not serving those students, another university will.
Classes for the fall semester will begin Aug. 17. The University’s official fall enrollment will be determined on the 14th class day.
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We all honor the events of June 6, 1944. It was a monumental task and should be recognized for the bravery and sacrifices of all involved on that day. It was the beginning of the end of Hitler’s Thousand Year Reich. It would be another year to finish it but we did and the world rejoiced. But there was another completely different war taking place in the Pacific theatre.
The United States military, along with Australia, England and a few others were fighting the Imperial Japanese in the Pacific. Beach landings such as Normandy were happening on a more frequent basis. At Normandy 160,000 soldiers hit the beaches on that famous day. Casualties were horrendous. Too many killed, maimed and injured (2,500 killed in action, 5,000 injured and an untold number of missing). In comparison on July 21, 1944, 65,000 hit the beach on Guam, spearheaded by the United States Marines, United States Army and our allies. The staggering results of that landing were 1,718 killed and 6,000 wounded.
I take up this comparison not from a historical perspective but from a personal one. You see I happened to be quite familiar with a participant in the Pacific Theatre. He was Private First Class Joseph Bernard Rhodes USMC Co D 1St Bn (Pioneers) 19th Marines Third Marine Division.
He was never one to talk about those days, as many of “Our Greatest Generation” participants, chose not to. On one particular day back when nothing was digital I had received my National Geographic magazine with its coveted fold out map. This particular issue was entitled “The Pacific Theatre”. As I had the map spread out on the kitchen table my Father walks in the side door asking what I was doing. I explained in short detail; he walked up standing behind me and started detailing his 3 year adventure. He pointed to each island that he had been to and explained very briefly what had happened and why he was there. When he got to Guam his only comment was “and that’s when I got to come home.”
There were no other comments after that. I sensed that there would be no questions or answers after that. Everything had gotten put back in that mental box and locked away.
Guam, what was so important about that island, aside from the strategic placement, it was an American Territory until December 10, 1941 when the Imperial Japanese captured it.
Later in life I started doing a little research on my Dad’s role in this part of history. The most intriguing part was trying to understand what one particular word meant “PIONEER”. There is no clear meaning as it is no longer used. But following that trail the best I could manage was that in today’s military jargon he was a combat engineer. Ask today’s military people and they give you this description that has no bearing on the 1940’s. Basically from what I could piece together here is my definition.
USMC PIONEER (n): Operates as member of crew of specially trained troops in constructing and repairing roads and bridges, removing natural and man-made obstacles to facilitate movement of friendly forces, executing demolitions, and creating man-made obstacles to prevent or slow advance of enemy force. My Dad’s training records indicate that he was qualified on most heavy equipment and specialized in putting potable water systems in place. His actual classification was part of the 3 man crew for heavy machine gun Browning M1919.
My Dad hit the beaches of Guam on the initial wave on July 21st. He was wounded on July 22nd and evacuated to a hospital ship to start his journey home to begin building a “normal” life. But he was reminded every day that he took a step of that hidden part of his life. I could see the physical pain that stayed as a reminder but I often wonder about the mental pain so many of those guys carried with them. I thought us as a family lived a normal life. That perspective changed as I grew older. I know I was loved as a child and throughout my life. But the words were never spoken by him or me until too late in life. I remember the phone call as clear as yesterday. He apologized for the personal troubles his actions had cased in my life and said he wanted me to know that he loved me. After shedding tears with a sense of relief I told him that I was proud to have been by his side and that I had always loved him and even more now. He passed shortly after that and finally found peace after the early 1940’s.
So when we pause to honor those who gave more than enough for us please honor all who have defended us and our way of life not just the ones from that particular event. REMEMBER THEM ALL.
A Brief History of the Invasion of Guam
The Battle of Guam, codenamed W-Day, commenced on July 21, 1944, as a vital piece of the American campaign to recapture territory lost to the Japanese Empire early in World War II. Japan had captured the U.S. territory on December 10, 1941, just days after the attack on Pearl Harbor, subjecting the local Chamorro population to a brutal occupation.
Reclaiming the island was strategically paramount for the Allies. Guam’s large size and deep-water harbors made it an ideal base for upcoming operations against the Philippines and Taiwan, while its airfields would put Japan within range of the new American B-29 Superfortress bombers.
The assault began with an intense, multi-day naval and aerial bombardment to soften Japanese defenses. When the 3rd Marine Division, the 1st Provisional Marine Brigade, and the Army’s 77th Infantry Division finally hit the western beaches on W-Day, they faced fierce resistance from roughly 18,500 dug-in Japanese defenders. Despite steep limestone cliffs and heavily fortified machine-gun positions, Allied forces secured the beachheads. After weeks of brutal, close-quarters jungle warfare, heavy nighttime counterattacks, and massive casualties on both sides, the island was officially declared secure on August 10, 1944.
Well, well, well, you just never know what life will throw at you until it does. In early June of this year, after going through a few cardio tests like an EKG, ultrasound and a stress test, we (Dr. Chris Ingram and I) felt like everything was going to be okay.
Nothing really showed up during the tests that was alarming. Then a few days later, Dr. Ingram looked at my imaging and saw a shadow that got his attention. During my consultation, I could tell by his reaction while going over the imaging with my wife and I that he was very concerned.
Now my first reaction, like anyone else who thinks there’s nothing wrong, was that it can’t be that bad. I mean I’m only 65 years old and fit as a racing horse that’s been put out to pasture.
But then reality set in and after a heart Cath two days later, doctors discovered that there were seven blockages! That’s right, seven! Two in the back that had almost 100% blockage and 5 frontal arteries with partial blockage.
Finally, they had my attention and no longer could I deny that there was an issue. I then knew that this was something that would require extensive surgery to fix. My summer plans were now going to be altered dramatically.
It also explained why I was having the issues I had been experiencing during my last two bass tournaments. During and after both event’s, exhaustion does not describe how bad I felt.
I had major muscle fatigue and tightness across the shoulders. Leaning over to pick up a rod on the deck of the boat resulted in almost total black out, especially once the heat of the day set in from noon till 3:00. At first, I chalked it up to maybe being dehydrated or just getting too hot.
But at the end of my last tournament on the Red River with thirty minutes left before weigh-in, the rod I was holding in my left hand felt like it weighed 20 pounds. No chest pain, no arm pain, just extreme muscle fatigue.
But the worst part was when I had to beach my boat at the weigh-in and walk up the long 50 yard boat ramp to retrieve my truck and boat trailer. It felt like the walk of shame as I glanced around hoping no one was watching me. It was all I could do to put one foot in front of the other.
As I got in my truck, I just sat there for ten minutes trying to recover. Then once I got my boat on trailer, I had to climb into the back of my boat and get my fish out of the live well and into my weigh-bag. Then tote the bag of fish to the scales, which really pulled my energy level down to zero.
Once again, I got back in the truck to head home but sat there for at least fifteen minutes trying to catch my breath and recover. I knew something was wrong as I’ve never experienced this kind of fatigue even during my worst two-a-day football workouts from my high school or college days.
It got worse, as I arrived back home and parked the boat, I basically rolled out of the truck and walked into the house where I literally collapsed on the floor. My wife walked in and asked if I was ok to which I responded, “No!”
She then realized I was not good and got me a cold towel for my face. I laid on the floor for about forty minutes just so I could get enough energy to take a shower.
My thoughts and reasoning were, “It’s just hot (95 degrees). Maybe I didn’t drink enough water and just got too hot.” But as it turned out, there were some major issues going on internally. Problems that could not be fixed with medication or more exercise.
I owe a huge thank you to Dr. Chris Ingram and my personal physician Dr. Anil Matta for their persistence and due diligence in putting me through tests that, at the time, I thought were unnecessary.
After all, based on MY many years of medical experience and watching You Tube videos on heart related issues, I just knew nothing was wrong! Yeah right! Ha, a typical man who thinks he knows more than any doctor.
So, here’s the moral of this story. First, listen and pay attention to what your body is telling you. Understand your symptoms and what they mean. Second, trust your doctor and follow the directions he or she gives you on what needs to be done because it will probably save your life.
Update: It’s been over a week (June 29th) since my quadruple bypass surgery and I’m doing much better. Still a long way to go but making progress every day. Thanks to everyone for your thoughts and prayers during this tough time.
