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Once upon a time, there were 10 ventilators in a building on East Airport Drive in Baton Rouge that could have been used to treat COVID-19 patients.

Once upon a time, that 22,000-square-foot-building on East Airport Drive also contained four operating rooms, two recovery rooms, a CT scanner, an MRI scanner, oxygen, a lab and sterilization facilities.

No more. Not since 2016 when state authorities raided the offices of Dr. Arnold Feldman at the behest of the Louisiana State Board of Medical Examiners which decided it would come down hard on Dr. Feldman for offenses that have never been fully explained.

They pulled his license as his punishment. But then, the board has since offered to reinstate him—provided he pays nearly half-a-million dollars in extortion fees.

Why would I call it extortion? Consider this: His fine was $5,000 but the “cost” of the proceeding [court costs, if you will] was a cool $456,980.60. Anyone from the board care to explain that in a way that makes sense?

Didn’t think so.

Could it have been coincidental that Dr. Feldman was considered to be competition for Dr. J. Michael Burdine, who was founder of and a PARTNER in The Spine Diagnostic Promotional Clinic on Flanders Drive?

Could it also have been mere coincidence that Burdine was serving as president of the Louisiana State Board of Medical Examiners at the time Feldman was shut down?

An added note of interest is that Burdine is an officer in the LOUISIANA SOCIETY OF INTERVENTIONAL PAIN. A fellow officer in the organization is lobbyist Alton Ashy.

Ashy is a power player of some renown around the Louisiana State Capitol. Among his long list clients is the Spine Diagnostic Center of Baton Rouge.

So Burdine, in his capacity as president of the State Board of Medical Examiners, took out one of the main competitors of his Spine Diagnostic Center which is represented before the legislature and the governor by lobbyist Alton Ashy who sits on the board of the Louisiana Society of Interventional Pain with Burdine.

You’d be surprised what small circles some people move in in Baton Rouge. Tight little circles like that are difficult to penetrate and like tightly-formed hurricanes, pack considerable clout.

Meanwhile, 10 ventilators and an assortment of other critical medical equipment are no longer available. They were sold by Dr. Feldman, who now resides in a motor home in Florida when he could be in Baton Rouge treating coronavirus patients.

Only in Louisiana…

 

The Coushatta Tribe of Louisiana and Vivera Pharmaceuticals, Inc., a California based pharmaceutical company, today announce a new relationship in the fight against COVID-19.

Anticipating a substantial increase in United States cases of COVID-19, the two are working together to gain FDA emergency approval for the Vivera Pharmaceuticals powered by Pharmact AG CoV-2 Rapid Test, a novel rapid testing kit manufactured by Pharmact AG, a leading German manufacturer of rapid diagnostic testing kits.

As States around the country issue mandatory stay-at-home orders, and with no definitive end in sight to this global crisis, there will be a significant increase in the need for reliable testing to adequately serve those who need the most support. The CoV-2 Rapid Test provides results within 20 minutes, making it ideal for point of care testing and triage of large patient populations. This proprietary assay does not require additional equipment or use of already overburdened third-party laboratories.

Both groups firmly believe that addressing this pandemic requires decisive action on a national scale. Every part of the country has been deeply affected, with millions of Americans, and the communities they support, in need of immediate solutions.

“Vivera’s focus on patient health is why we look forward to working closely with the Coushatta Tribe of Louisiana. Vivera is here to support Tribal leaders and their efforts in ensuring healthcare for not only their people, but those across the country that are affected. As more cases of community infections develop, healthcare providers need to stay ahead of the diagnostic curve,” stated Paul Edalat, CEO of Vivera Pharmaceuticals.

“As the First People of this land we carry the genetic memory of the devastation pandemics cause, but in this present moment of crisis we are one tribe,” said David Sickey, Tribal Chairman of the Coushatta Tribe of Louisiana. “COVID-19 does not discriminate. The virus doesn’t care what ethnicity we are or what our political ideology is. We are facing an invisible enemy that we must unite to defeat. The CoV-2 Rapid Test brings visibility to this faceless foe so that our heroes on the front lines, the doctors, nurses and first responders, know where to take the fight and how to treat our fellow citizens who have contracted the virus. Fear is stoked by the unknown. With these tests we can reduce the fear factor for people across the United States.”

Vivera and the Coushatta Tribe of Louisiana expect to begin offering the Rapid Test kit as early as this week under the temporary approval mechanisms set forth by the FDA for Emergency Use Authorization guidelines.

For more information regarding the Vivera Pharmaceuticals powered by Pharmact AG CoV-2 Rapid Test, and ordering information for healthcare providers, please visit viverapharma.com.

About the Coushatta Tribe of Louisiana

After many years and hardships, including being illegally “terminated” without legislation during the Eisenhower administration, the Coushatta Tribe was officially re-recognized by the United States Government in 1973 and marked a major turning point in tribal history in 1985 with the election by popular vote of the first Coushatta tribal government.

From their earliest days as a proud, hard-working people struggling to maintain long-standing traditions in the face of possible relocation, the Coushatta Indians have endured and overcome every hardship they have faced and have remained on tribal lands in and around Elton, Louisiana, since the 1800s. Despite serious setbacks and some population dispersal, the tribe’s character and ideals have not only held fast, but have been strengthened. The Coushatta language, Koasati, is still spoken as a first language in the Coushatta community today.

The Coushatta Tribe of Louisiana owns and operates Coushatta Casino Resort, which employs more than 2,400 area residents. For more information about the Tribe, visit www.koasatiheritage.org. For more information about the Coushatta Casino Resort, visit www.coushattacasinoresort.com.

About Vivera Pharmaceuticals, Inc.

Vivera Pharmaceuticals, Inc. is an innovative, science-driven pharmaceutical company focused on novel therapies for a variety of indications.

In addition to its pharmaceutical and medical device products, the company has global exclusivity to license the patented and patent-pending TABMELT® sublingual drug-delivery system for the pharmaceutical use of therapeutic compounds. The company is vertically integrated with patented technology, manufacturing capabilities, and distribution for its products.

For more information, visit https://viverapharmaceuticals.com.

“You wasted precious months when you could’ve taken action to protect Americans & Illinoisans. You should be leading a national response instead of throwing tantrums from the back seat.

“Where were the tests when we needed them? Where’s the PPE? Get off Twitter & do your job.”

—Illinois Gov. J.B. Pritzker, in his own Twitter message to Donald Trump critical of the federal government’s slow response to COVID-19.

 

The coronavirus timeline for Louisiana is rather intriguing, to say the least.

  • On Jan. 11, China reported its first death from COVID-19 virus. Within 10 days, confirmed cases of the virus were reported in Japan, South Korea, Thailand and the U.S.
  • On Jan. 23, Wuhan, a city of more than 11 million, was cut off by Chinese authorities in an attempt to contain the spread of coronavirus.
  • The coronavirus outbreak was declared a public health emergency of international concern on Jan. 30.
  • The next day, travel from Asia to the U.S. was restricted.
  • On Feb. 5, the cruise ship Diamond Princess was quarantined. By Feb. 13, 218 passengers were infected.
  • On Feb. 6, a USA Today headline asked “When the threat of coronavirus end?”
  • The next day, a Chinese doctor who had first raised the alarm over COVID-19 died from the virus. In a week, more than 14,000 new cases were reported in Hubei Province.
  • France announced the first coronavirus death in Europe on Feb. 14. A week later, two cases were reported in Iran.
  • On Feb. 23, South Korea raised its threat alert level as concern about the spread of COVID-19 grew. That same day, Italy saw a major surge in cases as officials began locking down entire towns. By Feb. 24, Iran had 61 cases and 12 deaths, more than any other country but China.

Then, the next fateful day, on Feb. 25, nearly half-a-million people were allowed to crowd into the New Orleans French Quarter to celebrate Mardi Gras despite more than a month of clear signals that the threat was spreading and that the virus had already invaded the U.S.

Within two weeks, Louisiana would have its first case of COVID-19. The next day, two more were reported. All were in the immediate New Orleans area.

President Donald Trump has been on the receiving end of considerable criticism—and justifiably so—for his general lack of a cohesive plan to fight COVID-19 and for his delay in taking any action, choosing instead to call the threat a “hoax” designed to harm his presidency, making everything about him—as usual.

But officials in Louisiana could have been more proactive had there been trained, qualified leadership at the helm of the Louisiana Department of Hospitals.

Instead, LDH has been rudderless since former Secretary DR. REBEKAH GEE resigned, effective on Jan. 31. DR.  COURTNEY PHILLIPS has been named as her successor, but isn’t scheduled to assume her new duties until next month. In the interim, the state’s largest agency is being run by LDH executive legal counsel STEPHEN RUSSO.

A lawyer, not a doctor.

Russo’s lack of qualifications to address a major health crisis aside, he brought considerable BAGGAGE with him when he was appointed to fill in until Phillips’s arrival.

Accordingly, Russo must be asked about the threat of COVID-19: what did you know and when did you know it? (with apologies to former U.S. Sen. Howard Baker of the Watergate hearings fame).

In Louisiana’s case, the health of its citizens was placed in the care of one who lacked the professional knowledge of how to deal with an epidemic, much less a pandemic. Simply put, he was ill-equipped by training to properly read the tea leaves. Did he even know enough to seek the counsel of those who could?

So, even as the virus spread from China to Korea to Iran to France and inevitably, to America, with indications it wasn’t about to slow down, New Orleans was allowed to proceed with an influx of nearly half-a-million people, rubbing elbows (and more), eating, drinking and living in proximity—even as the clouds were gathering.

Look at how the corona virus spread in Louisiana. It started in Jefferson and Orleans parishes, soon became an ominous blob on the COVID-19 MAP, a blob centered at first in New Orleans.

Then, it began moving north and west. It soon reached St. James, Ascension, East and West Baton Rouge and as of today (March 23), exactly two weeks after the first, lone case was revealed, there are 1,172 cases in Louisiana—concentrated in the New Orleans-Baton Rouge area.

As of today, there have been 34 deaths in the state, third highest total in the nation, behind only New York’s 123 and Washington’s 98.

Hindsight, of course, is always 20/20.

But the signs were there and one must wonder if a qualified health professional had been leading LDH at this critical time, might Gov. Edwards have been given a heads-up to call off the Mardi Gras celebration?

Sure, it would have been a blow to the gut of the New Orleans tourist industry in the short term but no less of a blow to the entire state’s economy that has now transpired for the long term.

Had there been someone in charge who could look at the evolving timeline as events unfolded and hoisted the warning flags, there’s a chance we would not have the third highest death total in the nation.

There’s also the chance that Louisiana would not be the only state in the Deep South subjected to the necessity of a lockdown.

Cabinet members, after all, are appointed not only to administer individual agencies, but also to give advice and counsel to governors—and presidents—on actions that need to be taken in a timely manner.

 

“What they do right now is keep receiving their paychecks.”

—Donald Trump, responding to reporter’s question of what people should do if they have lost their jobs.