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Medical history scholar revisits KP allergist Feingold’s hyperactivity diet

posted on September 15, 2011

By Edward Derbes

Heritage associate

Medical historian Matthew Smith's book discusses Feingold Diet controversy of the 1970s.

In the mid-1970s, a book by Kaiser Permanente’s leading allergist Dr. Ben Feingold (1899-1982) ascended “The New York Times” Best Sellers list.

Feingold was featured prominently in the press, from “The Washington Post” to “Newsweek” to the “Phil Donahue Show,” claiming  to have discovered a link between food additives—such as artificial coloring—and hyperactivity, now commonly known as Attention Deficit Hyperactivity Disorder (ADHD). He published his findings in the popular book, “Why Your Child Is Hyperactive,” (Random House, 1974), which was soon followed by another bestseller he co-authored with his wife, Helene, “The Feingold Cookbook for Hyperactive Children” (Random House, 1979).

He called his new diet the Kaiser Permanente (K-P) Diet. (The abbreviation was also short for “Kitchen Police.”) It became widely known as “The Feingold Diet.”

An alternative history of hyperactivity

Matthew Smith, Lecturer and Wellcome Trust Research Fellow at the University of Strathclyde (Glasgow, Scotland), recently published “An Alternative History of Hyperactivity: Food Additives and the Feingold Diet” (Rutgers University Press, 2011). The book chronicles the development of the Feingold Diet, the sensation it caused, and its ramifications for medical research and the history of medicine.

Allergist Ben Feingold, MD, with young patient and mother at Kaiser Permanente in San Francisco.

Smith writes that hyperactivity was a new and urgent worry of Cold-War America. As the country became increasingly interested in scientific and mathematical advancement, Americans became anxious about their children having the discipline and focus to do well in those subjectsBefore 1957, the year the Soviet Union launched Sputnik, there were few journal articles pertaining to hyperactivity, Smith writes, and those that were published differ from more recent descriptions of hyperactivity. After 1957, “hundreds of researchers began studying the disorder.”

Smith said in a phone conversation that by the late 1960s, after a decade or so of intense debate, there was more or less a consensus that hyperactivity was caused by a “genetic glitch.”

A few years later, Feingold presented an alternative cause. Through his medical practice, Feingold discovered that when children’s diets were stripped of food additives, symptoms of hyperactivity disappeared in some patients.

Feingold’s breakthrough occurred during the height of the first organic food movement in the United States, Smith pointed out. A lot of parents were also dissatisfied, he added, with the idea that “the solution was a bottle of Ritalin,” a drug used to treat hyperactivity beginning in the 1960s.

When Feingold published his book in 1974, he tapped into a lot of that dissatisfaction, Smith said. The press ran with the story.

Feingold and Kaiser Permanente

Kaiser Permanente was “quietly supportive” of Feingold’s research, Smith said.

Feingold joined the organization in 1951 as the chief of the department of allergy. He had earned his MD from the University of Pittsburgh in 1924. In the late-1920s, he worked at the Children’s Clinic at the University of Austria inVienna with Clement von Pirquet, who coined the word “allergy” in 1906.

Feingold with Permanente founding physician Sidney Garfield

Feingold believed that “Kaiser Permanente’s system of private medical insurance was ‘a new trend in medicine,’” Smith writes.  Over the next quarter of a century with Kaiser Permanente, Feingold set up numerous allergy clinics and became a “highly respected researcher” and “dedicated clinician.” He was perhaps previously most renowned for his work on flea bite allergies. With a grant from the National Institutes of Health, Feingold established the Laboratory of Medical Entomology in San Francisco, where he brought in “millions of fleas.”

In 1976, for Feingold’s 25th Anniversary with Kaiser Permanente, Cecil Cutting, MD, executive director of The Permanente Medical Group, said: “Dr. Feingold has repeatedly brought national acclaim and recognition to our program with his expertise in allergy, his development of poison oak desensitization, flea antigen work, basic research in immune mechanisms, and presently in the effects of food additives.”

Controversy over Feingold’s findings

The rest of the medical community, for the most part, did not support the diet. Some treated Feingold’s latest work as “nothing more than quackery,” Smith writes.

There were numerous studies to test the effectiveness of the diet in the years following Feingold’s publication. Many of those pointed toward evidence that the Feingold Diet was ineffective, Smith said

There were problems with a lot of the studies, though, he added. Some of those studies were funded by the Nutrition Foundation, a lobbying organization for the food industry.

Smith said that when some of the studies showed that the diet was effective in some of the population, the findings were deemed inconclusive. He said that those studies “rejected the positive findings.”

Smith also added that Ritalin has only been effective in 80 percent of the population. Without making a definitive claim, he hypothesized that the Feingold Diet may be effective in some of the other cases.

The thesis of Smith’s book is that there could be a lesson for medical research from the case of the Feingold Diet. He talked with many parents who used the diet and found it effective. “Trials are always going to be an artificial situation,” he said. In the real world, things may play out differently. In short, “Talk to the people who use it.”

Regardless of the circumstances, the Feingold Diet lost its wide appeal by the mid-1980s.

A new day for the Feingold Diet?

The diet did not disappear altogether, though. The Feingold Association of the United States, for example, kept promoting the diet. Some of the diet’s supporters even took it further than Feingold would have, Smith said

The Feingold Diet appeared in the press again this year. In March, the Food and Drug Administration (FDA) opened hearings into a possible connection between artificial food coloring and hyperactivity, in which the FDA panel was to decide whether to ban artificial coloring in food.  The FDA specifically cited Feingold’s research in calling for the new hearings.

The FDA panel decided not to ban artificial colorings. They said there is not a definitive link between food additives and hyperactivity, but there is enough evidence to call for more research. They also suggested that artificial food coloring may negatively affect those children already prone to hyperactivity.

Smith said that there has been other positive research done on the link between hyperactivity and food additives, some of which does not mention Feingold, perhaps because of the controversy surrounding his diet.

“It’s still a possibility that the Feingold Diet may have its day,” Smith said. “Who knows?”

 

Edward Derbes is a 2010 graduate of the University of California, Berkeley (UCB), earning a bachelor’s degree in Rhetoric with High Distinction (Magna Cum Laude).  He co-founded and was senior editor of Divergence Magazine of Cypress, California, and formerly served on the editorial staff of the College of Environmental Design e-News at UCB.  Derbes grew up in New Orleans, Louisiana.

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Sounds of children return to Richmond historic child care center

posted on August 25, 2011

Young boys played Chinese checkers at the Maritime Child Development Center while their parents worked at the Richmond shipyards

By Ginny McPartland

Heritage writer

The stomp of little feet can again be heard in the halls of the former Maritime Child Development Center in the World War II Home Front city of Richmond, California. After a $9 million restoration project, the hammers have stopped and the children again populate the school whose walls housed a progressive child care program for the pint-sized offspring of Kaiser Shipyard workers.

A neighborhood charter school program designed to radically improve educational success of low-income minority kids opened a new site this month in the renovated Maritime structure. Richmond College Prep Schools, chartered for kindergarten through Grade 6, welcomed two classes of first graders and two classes of kindergarteners on August 11.

The two-story, 1943-built school is located at Florida Street and Harbour Way, a short distance from the former shipyard sites. Richmond College Prep Schools serve families in the Santa Fe and Coronado neighborhoods in the Iron Triangle, an area including Central Richmond known for its high rate of crime.

Maritime center as it looks today

As a joint venture among Richmond Community Foundation, the Rosie the Riveter national park, and the fundraising Rosie the Riveter Trust, the center also features a museum memorializing the original character of the center. The National Park Service staff has gathered and preserved child-sized tables and chairs, art easels, wooden toys and other artifacts from the World War II Richmond child care centers to re-create an authentic classroom environment.

The interpretive exhibits honor the female shipyard worker – the iconic Rosie the Riveter – and her male counterparts whose efforts contributed vastly to the war effort.  The exhibits will also address California’s role in World War II and its impact on civil rights, health care, child care and labor. The park service will offer public tours of the museum beginning this fall.

Renovation project not that smooth

The $9 million restoration of the historic Maritime Child Development Center was funded with federal grants and donations through the Rosie the Riveter Trust and with contributions from the city of Richmond and the West Contra Costa County school district. Rehabilitation, including the use of green techniques to preserve the building’s historic designation, began in the spring of 2010 and was expected to be completed in the spring of 2011.

The original Maritime Child Development Center had child-size furniture and fittings.

Unfortunately, the almost 70-year-old building offered unexpected problems. The 17,000-square-foot center was described in 2004 as: “Threatened and endangered, vacant and abandoned, with water damage, not seismically safe, with mold, asbestos and lead-based paint to remove, and not compliant with the American with Disabilities Act.” Add to these problems rain delays and utilities issues and it is no wonder the completion was delayed.

Child development center a historic treasure

At stake was one of the first federally built child service centers to be funded by the U.S. Maritime Commission. The center was established at the behest of industrialist Henry J. Kaiser who ran the four Richmond Shipyards. The workers in Kaiser’s West Coast shipyards in Richmond, California, and Portland, Oregon, set records for building war ships faster than any other yards. Richmond workers completed 747 Liberty and Victory ships during the wartime emergency.

To keep up the pace, Kaiser needed every worker he could get, including women and men of all ages and abilities. For the first time in history, women were performing industrial jobs formerly only done by men. That meant someone needed to take care of the children of the workers, many who had migrated away from their extended families in other regions of the U.S.

Henry Kaiser was not happy with mediocre care for the children. So he hired child care experts from UC Berkeley and elsewhere to develop an educational program and nurturing care program, including medical care, for the children. He funded the centers with federal Lanham Act money allocated for community services for war industry boom towns, such as Richmond, which had grown from a sleepy town of 23,000 people to more than 100,000.

Veronica Rodriguez, Isabel Jenkins Ziegler, and Pavlos Salamasidis of the Rosie the Riveter/World War II Home Front National Historical Park with child's art easel and furniture from World War II Kaiser Shipyards child care centers.

The centers were designed with the advice of Catherine Landreth, a child development expert at UC Berkeley. Landreth recommended indoor and outdoor space for children to get plenty of fresh air and exercise. Music and art were incorporated into the educational program. Children who attended preschool at the Kaiser centers enjoyed warm meals, warm beds and plenty of attention throughout the day. Parents could leave their children while they worked any shift at the shipyards, and hot meals could be purchased at the center and taken home for the family.

Maritime center stayed open for six decades

When the war ended in 1945, federal funds were withdrawn for child care, and most centers across the country closed. In Richmond, however, the parents pleaded with the school district to keep the about 30 Richmond centers open. In the end, the state of California and the local school district funded the centers for many years after the war. The Maritime center and the Ruth Powers Child Development Center nearby on Cutting Boulevard are the only two remaining World War II child care facilities in Richmond. They continued to operate until 2004 with funding from the state of California Department of Education.

Richmond College Prep Schools, run by a private corporation called Richmond Elementary Schools, Inc., continues the tradition of progressive early childhood education at the site. “(Our) educational philosophy is centered on preparing students, beginning at four years of age, to succeed academically and emotionally in a college educational environment. This philosophy requires nurturing the expectations of academic success in families as well as students,” according to the school’s web site.

The Maritime center renovation is part of the Nystrom Urban Re Vitalization Effort (NURVE) that includes the Nystrom School modernization and a new athletic field for the Martin Luther King, Jr. Park. Both projects are around the corner from the Maritime building on Harbour Way.

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Henry Kaiser among highway safety pioneers

posted on August 9, 2011

By Ginny McPartland

Heritage writer

Girls and boys were asked to sign a safe driving agreement with their dads

The year is 1946 and Americans are relishing life without war, jumping into a society that offers anyone with a little money the opportunity to drive a car. But trouble erupts almost immediately in the postwar paradise. Primitive roads, unsafe vehicles and unqualified drivers spell an explosion in traffic deaths on American highways –33,500 people were killed in the year following war’s end.

President Harry Truman was having none of it. He convened a Highway Safety Conference in May of 1946, gathering together in Washington 2,000 officials whose jobs involved transportation and traffic safety.  In his opening speech, Truman decried the slaughter on the highways and called for the enactment of laws dictating the qualifications of drivers.

Setting aside his prepared speech, Truman launched into the “most vehement and vitriolic attack on reckless driving ever delivered by a high government official,” said “Public Safety” magazine. “Even the trim MPs stationed at each side of the speaker’s platform were startled out of their impassive rigidity.

“Truman criticized state driver’s license requirements, including those in his home state of Missouri: ‘You know, in some states – my own in particular – you can buy a license to drive a car for 25 cents at the corner drug store. It’s a revenue-raising measure. It isn’t used for safety at all. . . . It’s perfectly absurd that a man or a woman or a child can go to a place and buy an automobile and get behind the wheel – whether he has ever been there before makes no difference, or if he is insane, or he is a nut or a moron doesn’t make a particle of difference – all he has to do is just pay the price and get behind the wheel and go out on the street and kill somebody,’” Truman said.

Big plans to cut traffic deaths

The safety conference adjourned after three days with a consensus on its Action Program to combat highway deaths. Stricter driver’s licensing requirements, education in the schools and an aggressive public information campaign were all part of the ambitious plan they urged state, city and county officials to adopt.

Truman convened similar conferences in 1947, 1949, 1951 and 1952, and each time participants analyzed the statistics and retooled the Action Program for greater success.  But as time went on, overall highway traffic volume shot up, and the fatality total continued to climb. Stats showed 35,000 highway deaths in 1950; 37,500 in 1951; and officials projected 40,000 in 1952.

Traffic safety evangelists, disappointed by the lack of success, adopted a strategy they hoped would bump their public education program forward. Judge Alfred P. Murrah of Oklahoma, chairman of the National Committee for Traffic Safety, expressed it this way: “We come to the realization that it is not enough merely to appeal to the mind; we must appeal to the heart and soul of man. When we have done that, we will build an organization for safety rooted in the hearts and minds of the individual everywhere. That, my friends, is our goal and there can be no turning back.”

Colorado Governor Dan Thornton urged involving industry and business in the traffic safety crusade: “In other emergencies and catastrophes, such as floods or disease . . . the states (have traditionally) enlisted the support of business and industry to help in a crisis. A similar approach could reduce the unnecessary loss of life due to traffic accidents.”

Despite all the government’s heroic highway safety efforts, traffic deaths steadily increased throughout the 1950s and 1960s reaching a high of 55,600 in 1972. As is still true today, teen drivers were responsible for a disproportionate number of highway fatalities during this time.

Kaiser-Frazer introduced the World's First Safety-First automobile in 1953

Kaiser-Frazer embraces safety crusade

Automobile manufacturers such as Kaiser-Frazer, started by Henry Kaiser and Joe Frazer right after the war, took the safety sermon seriously. They began to do two things: build a safer car and educate drivers, especially newly licensed teenagers, about safe driving.  When Kaiser-Frazer came out with its 1953 Kaiser Manhattan, they dubbed it the “World’s First Safety-First Car!” The Manhattan had an extra large windshield for better visibility, a low center of gravity, steering designed for better control as well as a powerful engine, brakes with “more stopping power” and special lighting for better visibility at night.

Even before launching its safety-first vehicles in the early 1950s, Kaiser-Frazer began in 1949 to coach its customers on how to teach their teenagers to approach the road with caution and responsibility. The dealership offered boilerplate agreements for fathers and teenagers to sign, setting up rules for safe driving. The “Dad-to Daughter” and “Man-to-Man” agreements, approved by the National Traffic Safety Committee, included pledges such as these:

“I fully realize the car is not a plaything but a machine that has the power to kill, and I will not try to show off with it;

“I will not race with other cars regardless of how much of a temptation it might be to do so;

“I am fully aware of the risks involved in driving after drinking, and I will not allow the car to be driven by anyone who has been drinking any form of intoxicating liquor while the car is in my charge;

“I hereby give my father my Word of Honor that I will do what I have promised above in consideration of his permission to drive the family car. . . I have signed this agreement of my own free will.”

Curiously, the dad-to-daughter and man-to-man (father-to-son) agreements, although distinctly titled, were identical, making no provision for the inherent differences between teenage girls and boys. Mom was absent from the 1949 equation altogether.

Agreements underline changes in driving attitudes

A comparison of the 1949 and a 2011 parent-teen safe driving agreement reveals the differences – and similarities – of the harrowing experience of getting teens through the early driving challenge.  The American Automobile Association’s (AAA) template addresses the same issues as the Kaiser-Frazer agreement: obeying traffic laws and eschewing daring practices such as racing, stunts, and drinking alcohol. It also brings up topics hardly imagined in 1949: “I will not allow drugs or weapons in the car. . . I will pull over and park before using my cell phone, pager or any other electronic devices.” (The Department of Transportation launched “distraction.gov” in 2009 to attack the problem of multi-tasking while driving.)

Another contrasting feature of the AAA agreement versus the Kaiser-Frazer document is the promise to “wear my safety belt at all times,” a sign of the vast updating over five decades of the nation’s laws governing highway safety and the manufacture of safer cars.

The National Traffic and Motor Vehicle Safety Act and Highway Safety Act passed in 1966 gave the federal government the authority to set uniform safety standards.  These measures, including seat belt requirements, finally began to reverse the upward trend by the early 1970s.

In April of this year, the government reported the rate of fatalities in 2010 fell to the lowest levels since 1949 despite a significant increase in the number of miles driven. In announcing the 2010 numbers, Transportation Secretary Ray LaHood said: “Still, too many of our friends and neighbors are killed in preventable roadway tragedies every day. We will continue doing everything possible to make cars safer, increase seat belt use, put a stop to drunk driving and distracted driving and encourage drivers to put safety first.”

 

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Long-time Vallejo physician leader leaves rich legacy

posted on July 12, 2011

By Edward J. Derbes

Heritage associate*

If Dr. Paul E. Stange had not attended medical school, he probably would have been a  football coach, said his son, Paul V. Stange, who works as a policy analyst for the Centers for Disease Control.

Instead of coaching, though, Dr. Stange served as the physician-in-chief (PIC) at Kaiser Permanente’s Vallejo Medical Center for 22 years, one of the longest-term PICs in Kaiser Permanente history. But, his son added, those two career paths were not far off. That’s basically what he became: a head coach. He was a great leader (to the doctors). Firm, but fair.”

Dr. Paul Stange riding a tractor during construction of Vallejo Medical Center completed in 1973. Stange family photo

Dr. Stange passed away earlier this year on April 28. He was 90 years old.

At his retirement in 1991, his portrait was displayed in the lobby of the original Vallejo Medical Center, which was replaced with a new facility in 2010. His portrait remains near his former office in the old facility, which still houses administrative offices.

“That looks like an intelligent man and a superb leader,” Dr. Donald Nix recalls saying when he first saw the portrait. Dr. Nix was Dr. Stange’s best friend, colleague and long-time golf buddy. “I think those are the qualities that best describe Paul,” he added recently.

Career starts in left-over World War II barracks

Dr. Nix said that although Dr. Stange was their boss, the Vallejo doctors loved him. His two executive secretaries dubbed him “Mr. Wonderful.” When Dr. Stange began his tenure as PIC in 1965, the Vallejo Medical Center was housed in barracks-type buildings originally constructed for the Mare Island Shipyard war workers. His son, Paul, described them as rickety, green-finished wood buildings that Kaiser Permanente took over from the government when they opened a makeshift medical center in Vallejo right after World War II. Dr. Stange served through the construction of the $12 million, seven-story medical center, w hich was dedicated in 1973.

After stepping down as PIC, Dr. Stange continued his medical practice until 1991. He continued to lend his medical expertise by returning to the facility to give follow-up readings of radiology reports and mammograms. Maribel Guerrero, the breast care coordinator for Kaiser Permanente’s Napa-Solano Service Area, writes in gratitude to Dr. Stange in a 2006 letter: “The Kaiser Permanente organization should be proud to have you in its midst. . . . My job as breast care coordinator would not have been possible without your gracious help.”

Dr. Stange with his fellow Kaiser Permanente associates circa 1950. From left to right: Wallace Neighbor, A. LaMonte Baritell, Morris Collen, Cecil Cutting, David Steinhardt, Paul Stange, and Joseph Sender.

Born in Milwaukee, Wisconsin, in 1921, Dr. Stange attended the University of Wisconsin School of Medicine during the mid-1940s. He served in the U.S. Navy from 1947 to 1951. After initially failing to get a residency in obstetrics,  he completed a residency in pathology in Washington, D.C.,  in 1950. Three years later, he finished a  residency in his preferred field, obstetrics, at the Kaiser Permanente Oakland Medical Center. Dr. Stange joined the Vallejo Medical Center’s  OB/GYN department later in 1953.

Dr. Stange also had an active community life. He served on the board of directors  for both the Vallejo Housing Authority and the Solano County Medical Society,  which honored him with a lifetime achievement award in 1997.

Stange inspires two generations  of medical professionals

Perhaps his greatest legacy to the medical community, though, is his family. Three of his daughters are registered nurses – Joan Pottenger, Gail Stange and Cynthia Stange-Zier.  Another daughter, Susan Stange, works in patient care in Santa Rosa, California.  And two of his grandsons are well on their way to becoming doctors; one of whom, Lucas Zier, recently received his medical  degree from the University of California, San Francisco, where he is in his third year of residency for Internal Medicine. Brent says that Lucas plans to complete a cardiology fellowship next to finish up his training.

Brent C. Pottenger, another of Dr. Stange’s grandsons, will attend the Johns Hopkins University School of Medicine in the fall. He wrote the following essay about Paul E. Stange’s legacy, and how his grandfather influenced his decision to pursue a career in medicine.

Carrying  on the tradition of physician leadership

By Brent C. Pottenger, MHA

From a hospital bed at Kaiser Permanente’s Vallejo Medical Center, where he served as  a physician and leader for five decades, my grandfather, Dr. Paul E. Stange,  first heard that I had been admitted to the Johns Hopkins University School of  Medicine, often ranked the top medical school in the nation.

“Number one!” he proudly exclaimed when my mom, his daughter Joan Pottenger, herself a registered nurse for over thirty years, shared the news.

Groundbreaking ceremony at Vallejo in 1970.

Upon hearing this story, I felt a responsibility to build upon his legacy of physician leadership; a legacy that, thankfully, my mom fostered in me by  connecting her own experiences as a health care leader with memorable stories about my grandfather’s career.

My grandfather passed away at 90 years old on April 28, 2011. I decided to write this memorial essay for him not only because he inspired me to pursue a career in medicine, but also because of his dedication to managing the quality and cost of health care as a physician  leader – a passion that ties in deeply with the legacy of Kaiser Permanente.

While I pursued a master of health administration degree at the University of Southern California, there was a primary question that drove my research: “Can  physicians manage the quality and costs of health care?” The question is derived from Dr. John G. Smillie’s book, “Can  Physicians Manage the Quality and Costs of Health Care: The Story of The  Permanente Medical Group,” which traces the history of Kaiser Permanente. (The book also features a photo of my grandfather with fellow physician executives of The Permanente Medical Group sitting around a table during the early 1950s.)

In many ways, my grandfather has shown that, yes, physicians can help manage the quality and costs of health care. Throughout his career as PIC, for example, he constantly balanced budget constraints with optimal medical care delivery to provide the most effective health care services to Kaiser (Permanente) patients. After retiring, he also spent about five years leading the creation of a partnership program in Solano County that established a much-needed safety net for patients from underserved communities.

Building bridges defined my grandfather’s legacy – he constantly thought broadly about how to create partnerships that could benefit wider communities. Genuine efforts like those mentioned above capture his interest in health policy and administration considerations: Dr. Stange was passionate about Kaiser Permanente because he believed deeply in the tremendous value that its integrated health care system provides to patients. From prevention to efficiency, my grandfather’s personal values magnificently matched those of Kaiser Permanente.

At Johns Hopkins, I hope to build on my grandfather’s legacy to improve our health care systems. In an effort to combine lessons learned from both my grandfather and my mom, for example, I hope to found the Doctors-Nurses Alliance (DNA) at Hopkins to better integrate the medical training of our future clinicians. The DNA program at Hopkins would facilitate increased interaction between the medical students and the nursing students. I believe that Doctor-Nurse-Aligned teamwork forms the double-helix DNA of medical care delivery, so hopefully I can contribute to this cause during my medical training.

With projects like DNA, I plan on carrying with me throughout my career those inspirations that led to my grandfather’s steadfast dedication to Kaiser Permanente – his legacy inspires me to learn, serve, and lead.

*Edward J. Derbes is a 2010 graduate of the University of California, Berkeley (UCB), earning a bachelor’s degree in Rhetoric with High Distinction (Magna Cum Laude).  He co-founded and was senior editor of Divergence Magazine of Cypress, California, and formerly served on the editorial staff of the College of Environmental Design e-News at UCB.  Derbes grew up in New Orleans, Louisiana.

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Maternity care evolves to embrace family

posted on July 1, 2011

By Laura Thomas
Heritage correspondent

Second of two parts 

1978 American Journal of Nursing article authored by KP San Francisco’s then Maternity Coordinator Deloras Jones, RN, BSN.

In the 1970s, Kaiser Permanente responded to the rising influence of feminism and a popular trend calling for home births, drug-free deliveries and family participation by establishing the Family-Centered Perinatal Care Program (FAMCAP) at the San Francisco Medical Center. 

With patients demanding a more natural birthing experience, the Kaiser Permanente family-centered birth program zeroed in on one particular aspect of the trend: Shortening the mother and infant’s postpartum stay in the hospital. KP San Francisco’s then Maternity Coordinator Deloras Jones, RN, BSN, began recruiting participants in 1973 and found many expectant parents were enthusiastic. 

“The parents wanted increased father involvement, less family separation after birth, and treatment of mother and infant as though they were well, not ill,” Jones wrote in “Home After Delivery,” a 1978 article in the “American Journal of Nursing,” after 1,200 families had used the program successfully. 

In the decades after World War II, the length of stay standard for childbirth had risen to as many as 10 days, keeping mothers away from their families and in the sterile environs of the acute care hospital. A picture in a KP newsletter from the late 1940s shows a new mother preparing to leave the hospital after 10 days of rest and recovery. 

Patient education key in shortening hospital stay

As an essential part of the 1970s shortened-stay program, KP began to offer prenatal classes and encouraged the father’s participation in childbirth preparation as well as in labor and delivery. The hospital experience included rooming-in for mother and infant after 24 hours of observation in the nursery, breast feeding training, and infant care classes. 

With an eye to shortening stay, the program focused on protocols for assessing mother and baby’s health and ability to go home within 12 to 24 hours. A nurse was assigned to visit the family at home for three days and to be available for questions and assistance for up to two weeks. 

In 1976, Jones and colleagues Mark J. Yanover, MD, and Michael D. Miller MD, published a report of their study of the experience in the San Francisco family-centered program. They compared a group of 44 low-risk mothers who delivered their babies along the typical routine with 44 others who elected the early discharge program. The researchers concluded that “this method of perinatal care is as safe as that traditionally provided at our medical center.” 

FAMCAP had a major influence over early discharge standards developed for both the American College of Gynecology (ACOG) and the American Association of Pediatricians (AAP) and marked an acceleration of a trend toward shorter hospital stays for postpartum mothers. 

Kaiser Permanente provides tools to help smooth a new mother's transition to home. Photo originally published in the Permanente Journal, Fall 2005.

The shorter stay phenomenon in the 1970s was wholly embraced by cost-conscious health maintenance organizations, often without the follow-up care that was the hallmark of the Kaiser Permanente approach – and became the source of intense national debate in the 1990s. 

Shortened stays too short?

According to figures that came out in Congressional hearings, the median length of stay for postpartum women across the U.S. had dropped almost 50 percent between 1970 and 1992 – from four days to less than two days for a vaginal delivery. “Within the last three years, stays have declined from 48 hours to 24 hours. Some (women) were even required to leave the hospital in as little as eight hours after delivery,” according to Debra Kuper writing in the “Marquette Law Review” in 1997. 

There were increasing reports of kernicterus, a rare and preventable complication of jaundice, and mental retardation due to failure of postpartum mothers to return for Phenylketonuria testing, amongst other tales of women being kicked out of hospitals before adequate assessment of their or their infants’ readiness to go it alone. 

In response, Congress enacted the Newborns’ and Mothers’ Health Protection Act of 1996 to mandate 48-hour stays for vaginal births and 96-hour stays for cesarean births unless mother and physician agree to a shorter stay. Both the national OB-GYN and pediatricians associations revised their standards to reflect the new mandates. 

Nonetheless, shorter hospital stays with more choice and control over the childbirth experience have become the norm for parents across the country. Expectant Kaiser mothers and fathers are now given a birth plan to fill out that allows them to select the delivery room environment, methods of inducing labor and controlling pain, delivery position and various postpartum procedures. 

Recent national trends show the cesarean section rate for first-time low risk mothers climbing – California rates increased from 20 to 26.5 percent from 2000 to 2005. Statistics also show a retreat from the 1980s surge in women wanting vaginal deliveries after cesareans (VBAC) with California rates for repeat cesareans up from 84.4 to 94.3 percent from 2000 to 2005. 

Kaiser Permanente continues to support women who want to deliver vaginally after they’ve had a C-section, and offers programs and procedures that encourage strong mother-baby bonding practices, including breastfeeding. Today, about 75 percent of American new mothers nurse their newborns. 

Honors for KP “baby-friendly” hospitals

Kaiser Permanente Southern and Northern California regions were honored in 2008 by the California Breastfeeding Coalition for leadership in supporting nursing mothers while medical centers in Clackamas, Oregon; Honolulu; and Hayward and Riverside, California, were all been named “baby-friendly hospitals” by the Baby-Friendly Initiative of the World Health Organization. 

Keeping birth “normal” is still a worthy goal for the organization, Fontana midwife and nurse specialist Iona Brunt wrote in 2005 in “The Permanente Journal.” 

“We must empower mothers with the belief that their bodies are made to give birth and, in most circumstances, will do well. We must dissipate the idea that without our high-technology intervention, babies cannot be born healthy and safe.” 

“It makes sense,” she said. “It’s cost-effective and it’s the right thing to do.”

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Empowered women shape modern maternity care

posted on June 19, 2011

By Laura Thomas

Heritage correspondent

First of two articles

Nurse tends newborns in the Oakland Permanente hospital during World War II

Seventy-five years ago, two-thirds of American women gave birth at home with no painkillers, often attended by a family doctor, as the tradition of relying on midwives and practical nurses was falling away.

The practice of modern obstetrics was on the rise and the trend toward the majority of births occurring in hospitals was just around the corner as the American Medical Association met in Kansas City in May 1936 and hotly debated the benefits of new childbirth analgesics and how far to go in relieving the pain of childbirth.

According to Time Magazine, Dr. Gertrude Nielsen of Norman, Okla., denounced such pain killing innovations as twilight sleep – a combination of morphine and scopolamine – and a synergistic anesthesia accomplished by injecting a mixture of morphine and Epsom salts into the muscles and introducing a mix of quinine, alcohol and ether in olive oil into the rectum.

“An analgesic that is perfectly safe for both mother and child has not been discovered,” she told the convention. She asserted that fear of childbirth contributed to pain and called for prenatal education to reduce fear: “That is the modern physician’s duty.”

Part of the tumult over the issue had been provoked by articles in the press describing these new drugs and their use. Dr. Buford Garvin of Kansas City observed: “American obstetrics seems to be becoming a competitive practice to please American women in accordance with what they read in lay magazines.”

Childbirth trends change dramatically in the 1960s and 1970s

We could fast-forward to the 1950s when hospital childbirths had become the norm, the pain of the experience was reduced by epidural anesthesia and women relinquished control over the process to the physician. When Dr. Sidney Sharzer joined Permanente in Southern California in 1956, he became an early proponent of change.

During prenatal consultations Sharzer encouraged women to consider breastfeeding, advice which ran counter to the then-popular American pediatric practice of giving “modern” formula.   At the University of Toronto, where he received his degree, breastfeeding was still considered preferable: “It provided early immunity and was just the right formula in that there were no problems with digestion and it was the right temperature,” he said.

Formula was seen as a convenience, especially for many women who remained in the workforce after World War II, and it allowed fathers to take part in infant care. It was also heavily promoted by the cereal companies who manufactured it. Most of Sharzer’s patients were bombarded “with a lot of propaganda, or advertising, as we call it,” he said, and resisted his advice. “If you bottle-fed, you were liberated. And, in those days, you were not going to whip out your breast at a shopping center.”

“Liberated” women demand natural childbirth

Mother and baby "rooming in" in Kaiser Permanente's Walnut Creek hospital 1953

Ironically, it was the “liberated” women of a later era who demanded a more natural approach to childbirth and support for breastfeeding. Those whispers from the 1930s questioning drug use were getting louder.

“The mid-1960s and early 1970s saw a wholesale consumer revolt against highly structured, hospital-centered prenatal care,” Sharon Levine, MD, Northern California Permanente Medical Group executive, testified before a U.S. Senate committee in 1995. “Rooming in became commonplace. Home deliveries returned. Nurse midwives, who had all but disappeared from the American health system, became increasingly commonplace.

“Maternal-infant bonding became recognized as an essential part of postnatal care. Breastfeeding of infants made a dramatic resurgence,” she said in her testimony against a law to dictate length of hospital stay for new mothers.

Some innovation had already occurred at Kaiser Permanente. In the mid-1950s at Permanente founding physician  Sidney Garfield’s behest, the “rooming-in” program began at new facilities in San Francisco, Walnut Creek and Los Angeles. In these early “dream hospitals,” the nursery had been built adjacent to the maternity rooms with slide-through drawers for the babies to be passed in from the nursery through a soundproof wall.

The baby-in-the-drawer configuration allowed a mother to pull the baby into her room to nurse and hold her child as long as she desired. “It keeps mother and baby closer together. Nurses are able to help the new mothers learn better how to care for their infants,” said a Kaiser Permanente newsletter of the era. Most hospitals of the time kept newborns separate from their mothers, under the care of the nursing staff, except for feeding times. 

Bringing dad into delivery room

Around 1961, when he took over as chief of service at Harbor City Hospital, Sharzer made a couple of bold moves. He decided to bring fathers directly into the birthing room, and he began to encourage women to use the “prepared childbirth” techniques. He was inspired by British doctor Grantly Dick-Read’s book, “Childbirth without Fear,” which advocated the use of breathing techniques to minimize pain and increase the joy of the experience.

Lamaze breathing techniques were introduced in the U.S. by Marjorie Karmel after she gave birth in France assisted by Dr. Fernand Lamaze, who developed his techniques based on Dick-Read’s. She started an organization in 1960 – now Lamaze International – that currently focuses less on birthing methods and more on achieving a natural childbirth without drugs or technological intervention.

Sharzer remembers his struggle to get these ideas accepted: “The consumers were pushing for it and it was the right thing…husbands should see what their wives are going through.” At the time, fathers were ushered into a waiting room or went home to await a phone call and while some were thrilled to be invited to watch the process, others were less so. The nurses would good-naturedly chide a reluctant father. “They’d say he was a lousy husband to desert his wife at a time like this. They would appeal to his better nature and then insult him,” Sharzer said.

Outside of Harbor City, it was an uphill fight. When Sharzer first suggested the notion to his colleagues at the five other Permanente Southern California facilities, he was voted down 5 to 1. There was a lot of hostility from both doctors and nurses who assumed the fathers would try to get in the way by second guessing the medical staff, he said. But even their resistance couldn’t stop the forces of history. Fathers were finally allowed in delivery rooms at all Southern California facilities by the end of the 1960s.

Sharzer moved on to West Los Angeles in the 1970s and became assistant medical director: “It gave me the opportunity to be innovative.” There, he was able to inspire younger and more progressive doctors to go along with the trend toward treating childbirth as a natural process.

Natural birth after C-section?

Sharzer questioned the long-held “once a cesarean, always a cesarean” policy after he observed countless women scheduled for cesarean arrive at the hospital late in labor and give safe births. “If it’s that dangerous, how come these women come in and two minutes after they hit the bed, the baby comes out naturally?” he said.

Doctors feared that the vertical incision made through the large uterine muscle would rupture during contractions and for years women who had had a cesarean were discouraged from having subsequent vaginal births. But an innovation – the transverse incision made across the lower belly – was introduced that reduced the likelihood of rupture and more doctors began to experiment with allowing women to try vaginal births, under close monitoring.

A five-year study of vaginal births after cesarean deliveries in multiple hospitals showed that reverting to a natural birth process could be successful for many women. “Kaiser Permanente conducted the definitive study concluding that vaginal birth after a prior cesarean section is possible and safe … vaginal births are generally safer and less expensive for the mother and infant,” Permanente’s Dr. Levine told senators.*

Sharzer recalls:  “A doctor had to be present all the time and there was a lot of resistance” among the general obstetrical crowd, but at Kaiser Permanente, vaginal birth after cesarean, known as VBAC, was easier to implement because a doctor was always on duty in the maternity ward. “In our setup, it was very good and we were one of the early ones to do VBAC.”

Nurse practitioners deliver prenatal care

In those years, Sharzer also helped establish the first program in Southern California for training nurse practitioners at Cal State Los Angeles and when they graduated, he hired them to work under supervision assisting the doctors with prenatal care.

Retired since 1993, after delivering some 7,000 babies at Harbor City and West Los Angeles, Sharzer attributes the tremendous change in maternity care since 1960 to the Civil Rights Act of 1964: “It also changed the philosophy of equality…and that applied to women in our society.  It had a lot to do with female power.” 

That piece of legislation guaranteed equal rights to women as well as African-Americans. But women, especially those active in the civil rights and anti-war movements, found themselves relegated to supportive roles to male leadership and many split off and created the feminist movement, founding the National Organization for Women, among others. Health care and childbirth became a major arena in women’s struggle for equality and power over their lives.

Next time: How Kaiser Permanente responded to member demands for shorter postpartum hospital stays.

*Flamm BL, Newman LA, Thomas SJ, Fallon D, Yoshida MM. Vaginal birth after cesarean delivery: results of a 5-year multicenter collaborative study. Obstet Gynecol 1990: 76(5 pt 1):750-4.

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Kaiser Permanente nursing excellence: 75 years in the making

posted on June 2, 2011

By Ginny McPartland

Heritage writer

Last in a series

Kaiser Permanente's first nurse, Betty Runyen, at Desert Center in 1933.

The history of nursing at Kaiser Permanente actually begins in 1933 with Betty Runyen, Dr. Sidney Garfield’s sole nurse at the Desert Center Hospital near the construction site of the Los Angeles Aqueduct. Runyen, a young nursing graduate from Los Angeles, was just starting out and looking for adventure.

She was well aware of the early 20th century restrictions on her career options. Her mother had told her she could be a secretary, a teacher or a nurse. Nursing sounded the most intriguing. She became bored with her first job helping to birth babies, and sprung at the opportunity to help launch this pioneering hospital in the desert.

In 1933 nurses were not expected, or even allowed, to perform such a task as starting an IV (tube to introduce liquid intravenously). But Garfield, co-founder of Kaiser Permanente with Henry J. Kaiser, was forward thinking. He had taught Runyen how to start an IV, and the skill came in handy one day when she received an emergency call that one of the workers had succumbed to heat exhaustion. Dr. Garfield was not around, so she drove the ambulance to the job site and immediately inserted a saline IV. The patient quickly recovered.

Looking back from 2011, it seems absurd that nurses – usually women – weren’t entrusted with a task that is now considered routine. But this fact is indicative of how far nurses have come in 75 years in America and at Kaiser Permanente. A review of Kaiser Permanente’s history reflects the major strides the nursing community has made, bringing them to a place and time where their skills are as varied and as specialized and expert as physicians.

KP history reflects national trends

Nursing history is also punctuated with challenges related to the nurse’s evolving role on the medical care team and with major changes in technology, including medical equipment and use of computers to record medical notes.

In the 1960s, 1970s, and 1980s care of patients shifted away from the hospital to outpatient settings. Advances in technology made it possible for surgery patients to spend less time in the hospital, and Medicare reimbursement policy revised in 1983 dictated shorter hospital stays. Despite a growing and aging population, the length of stay national average trended down from 8.5 days in 1968 to 6.4 in 1990 to 4.8 in 2005, according to the Centers for Disease Control (CDC).

Wartime Oakland nurses confer with pioneer KP physician Cecil Cutting.

These changes spawned the same day surgery program that allowed patients to have a procedure without staying overnight. The KP home care program was beefed up to provide surgery and hospitalization follow-up. Outpatient chronic condition management – for the benefit of the patient and the health plan – became ever more important to minimize the time patients had to spend in the hospital. Changes in maternity care also led to shorter hospital stays and an emphasis on family-centered perinatal practices.

New nursing specialties emerge

New categories of nursing have popped up throughout the decades. In the 1970s, the nurse practitioner role was developed to perform many of the tasks formerly done by the physicians. For example, the KP multiphasic or annual physical, initiated in the 1950s for the longshoremen’s union and expanded to the general membership, began to be administered by nurse practitioners working under supervision of physicians. Nurse practitioners were also tapped for well baby care and routine pediatrics visits as medical roles morphed during a critical shortage of medical manpower in America.

With KP’s emphasis on preventive care, its nurses have been called on to create outpatient education programs to help members manage their own health in partnership with their medical care team. Nurses have become specialized in outpatient management of chronic conditions such as heart disease and diabetes, and in providing home and hospice care. Specialized nursing roles have multiplied exponentially over the decades with today’s nurses trained in every aspect of medicine: surgery, intensive care, cardiac care, obstetrics, geriatrics, orthopedics, and the list goes on.

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Nurses begin quest for professional recognition after World War II

posted on April 30, 2011

By Ginny McPartland

First in a series

Having played a significant role in the Second World War, trained nurses came home in 1945 expecting to be given the respect they earned in the armed forces. Many women had distinguished themselves by saving lives in combat zones, and many achieved the rank of officer.  

Nurses pose on the lawn of the Permanente Oakland hospital during World War II

Like other underappreciated groups who came home to a seemingly unchanged society, nurses were discouraged and hesitated to pursue their chosen profession due to low pay, low status and poor working conditions. Many nurses chose to be waitresses or factory workers where they could make more money and work more reasonable hours. The exodus from the nursing profession created a shortage of qualified nurses, which would intensify in later years.  

Home-front nurses had been content to work without making demands during the war emergency. But after the war, they wanted more. Alameda County nurses had affiliated with the California State Nurses Association (now California Nurses Association or CNA) in 1941 and relied on the association to represent them to East Bay hospitals administrations. But in 1945 these nurses realized that the statewide association had not been effective in bringing them better pay and working conditions.  

The association had developed employment guidelines for the benefit of nurses, but the association had no power to force hospitals to follow the voluntary rules. The East Bay Hospital Conference, made up of administrators from 12 hospitals, adopted a “Statement of Policy” regarding nursing issues in 1941, and dropped it after the war emergency was over.  

Alameda County nurses form their own guild 

Major Edith Aynes, a recruiter from the Army Nursing Corps, gave force to the East Bay nurses’ argument that their profession deserved a better status. Quoted in the San Francisco Chronicle in 1946, Aynes spoke about the military model of the registered nurse as someone who performed patient care, while other untrained staff performed peripheral menial tasks.  

“Instead of taking temperatures, serving (food) trays, making beds and carrying bath water, the nurse is free to change dressings, give medications, care for sick patients and in general supervise the entire ward,” Aynes said.  

Article published in the San Francisco Chronicle in 1946

Alameda County nurses took Aynes’ message to heart and decided to form their own nurses union in November of 1945. “The objective of the guild will be to establish standards relating to salaries, personnel practice and conditions of employment and to maintain an economic security program for registered nurses, members of the guild,” Kathleen Koepke, president of the guild, told the Oakland Tribune.  

In March of 1946, the guild asked the U.S Conciliation Service to recognize the guild as bargaining agent for the nurses in negotiations with the East Bay hospitals. In April of 1946, guild members voted to affiliate with the Public Workers of America (PWA) and the CIO (Congress of Industrial Organizations), a federation of unions. This was at the same time the CIO and AFL (American Federation of Labor), then separate groups, were fighting in Sacramento over political endorsements for state offices.  

Guild appeals to public for support 

Soon after joining the CIO, the guild began a public relations campaign to win community support for their demands for better pay and working conditions. “You Needed the Nurse…Now the Nurse Needs You” was the title of the pamphlet the new Nurses’ Guild of Alameda County’s leaders developed and delivered to 8,000 trade unions, teachers, doctors, dentists and other professionals in Alameda County.  

In the pamphlet, the nurses laid out their demands: “The immediate goal of the Nurses’ Guild is a collective bargaining contract that will guarantee the nurses a decent wage, reasonable amount of leisure, and fair working conditions …living symbols of our American Way of Life. Standing united, the nurses are determined that, no matter how long it takes, the hospitals must finally recognize the justice of the nurses’ case by signing the contract.  

Alameda County Nurses' Guild circulated this pamphlet in 1946.

“The nurses’ requests are for your protection!” the pamphlet declared, appealing to the public’s self interest in quality care. Specifically, the guild was asking for a better salary (minimum of $200 a month), a 40-hour work week, down from the standard 48-hour week for nurses, designated holidays, vacation with pay, reasonable sick leave with pay, adequate maternity leave, pre-employment and annual health examinations, protection under the Social Security Act and protection under the Unemployment Insurance Acts. The nurses also demanded the right of collective bargaining through “organizations of her own choosing without discrimination or intimidation and a job as an American Citizen, regardless of race, religion, color, ancestry or national origin.”  

The guild leadership invoked the words of a prominent economist of the time, Varden Fuller, to bolster their case: “There will be no real end to the shortage of nurses in Alameda County until nurses can be guaranteed decent working conditions in hospitals,” Fuller was quoted in a guild press release. “It’s no wonder that so small a percentage of nurses coming out of the armed forces are returning to hospital work. A nurse can go to work in a warehouse or a cannery and earn as much or more money as in a hospital.” The nurses augmented that claim in the pamphlet, declaring that a woman paring and peeling in a cannery made $202.50 and a grocery clerk made $241 per month, while nurses were making $175.  

KP’s chief physician Sidney Garfield makes history by signing first nurse contract 

The Nurses’ Guild leaders urged the public to write to the hospitals and “let them know you’re in complete sympathy with the nurses’ just requests.” On the list of hospitals whose nurses had voted to be represented by the guild was the (Kaiser) Permanente Foundation Hospital at Broadway and MacArthur in Oakland, the first Permanente hospital, opened in 1942. Permanente administration distinguished itself by being the only hospital representatives that allowed a secret ballot for its nurses to select an organization to speak for them in labor negotiations. Sidney Garfield, MD, Permanente’s founding physician, was also the first to sign a collective bargaining contract with the newly energized nurses’ organization.  

The nurses’ initial campaign for labor representation came to a close on August 1, 1946, with the announcement of Garfield’s signing. “Permanente’s historic contract gives working nurses a 40-hour work week for the first time in Alameda County hospitals,” the Guild press release stated. “Besides reducing the former 48-hour work week to 40 hours, the Permanente agreement raises the former basic wage of $175 to $185. The basic rate will go up to $190 on October 1 and $200 monthly on January 1, 1947.” Meanwhile, the California State Nurses Association was negotiating with other East Bay hospitals. Spokeswoman Edna Behrens told the Tribune their contracts called for a 44-hour work week beginning July 1 and a 40-hour week as of January 1, 1947. She said the shortened week would not mean a reduction in the minimum salary of $200 per month.  

While nurses felt empowered after the war to pursue higher positions in the field of medical care, not everyone was anxious to embrace them in new roles. A case in point is neurosurgeon Howard Naffziger, who spoke in 1947 at a two-day conference of the Association of California Hospitals at Hotel Claremont in Oakland. “Highly specialized nurses should be called something else, because they have specialized themselves right out of the care of the sick.” He said nurses could learn all they needed to know in two years, or even one year of training. “The needs of the public for nurses exceed the ability of the public to pay,” the renowned neurosurgeon said.  

Marguerite McLean, then superintendent of nurses at Highland Hospital and later director of the Permanente School of Nursing, countered his remarks: “Doctors …have had to spread themselves so thin that one wonders what would happen if nurses hadn’t been qualified to step in and take care of the situation,” McLean told the Oakland Tribune. She added that even the practical nurse with less training would need a living wage, which would have to be close to the $200 basic monthly pay of the trained nurse. “Nurses feel they are best qualified to know and understand nursing requirements.”  

(Next time: In 1966, Kaiser Permanente nurses stage first work action in California history.)

For more on Kaiser Permanente nursing click here.

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Celebrated farmer urges Kaiser Permanente doctors to further healthy food traditions

posted on April 5, 2011

By Grace Emery

Heritage correspondent*

Joel Salatin, celebrity farmer. Photo by Rachel Salatin.

When I heard that famed farmer Joel Salatin had come to Oakland to speak with Kaiser Permanente (KP) doctors, I felt like this event almost constituted a brush with celebrity. I wrote my senior thesis on food movements in the Bay Area, and my longtime interest in food politics had introduced me to Salatin and his work to bring sustainable food to America’s tables.** While some may be puzzled at the idea of a “famous farmer,” I leapt at the chance to write about a veritable hero of the food politics world, and I was anxious to learn more about where KP doctors and Salatin crossed paths.

Thanks in part to Michael Pollan’s discussion of Salatin in “The Omnivore’s Dilemma” and his appearance in the 2008 popular documentary “Food Inc.,” Salatin has become a renowned advocate of sustainable food and farming, and somewhat of an icon in the healthy food movement.

During his visit, Salatin, who raises beef, pork, and poultry at his Virginia family farm, Polyface Inc., spoke of the challenges small farmers face at the intersection of healthy food and politics. Locally grown food is often healthier and more sustainable, but small farmers struggle when selling their products to large institutions, preventing the large-scale adoption of a local food system.

Salatin started his visit with a stop at the birthplace of local food sales—the farmers market. Preston Maring, MD, a KP physician in Oakland, Calif., founded the first Kaiser Permanente farmers market at the Oakland Medical Center in 2003, and today there are more than 35 KP farmers markets in several regions, demonstrating Kaiser Permanente’s commitment to total health through nutrition.

After a visit to the market, Salatin spoke to a group of KP physicians on the topic of “Local Food to the Rescue.” His message served to both validate the work Kaiser Permanente farmers markets and hospital cafeterias are already doing, and to inspire Kaiser Permanente officials to supply hospitals with even more locally sourced food.

History of healthy eating

Kaiser urged wartime shipyard workers to eat healthy, even grow their own vegetables, as this 2009 poster illustrates. Design by Pam Zachary, KP Multimedia Department.

Kaiser Permanente has long focused on the link between healthy eating and prevention. Before Kaiser Permanente was synonymous with health care, war workers flocked from all parts of the U.S. to Richmond and Oakland, Calif., where they helped to build ships in the Kaiser Shipyards during WWII. Henry Kaiser quickly realized that to build ships at a fast pace his workers had to be healthy and strong, and that meant they needed to eat nutritious foods. He saw that well-nourished workers translated into less absenteeism, more productivity, and happier employees.

In a 1943 memo written by Cecil Cutting, MD, a founding Permanente physician, there is a clear emphasis on the importance of nutrition. With healthier meals, Cutting hoped to “bring about greater vitality, greater psychological effect and consequently increased productivity.”

In “Ships for Victory, author and historian Frederic Lane discusses the Maritime Commission’s initiative to improve in-plant feeding at America’s shipyards in 1943. Many shipyards received additional funds to provide more hot meals and make sure workers had access to healthy food in the workplace. In the Kaiser Shipyards on the West Coast the emphasis on good nutrition even spilled over into the Kaiser-run child care centers where children were fed three square meals, and mothers could pick up prepared meals when they collected their children at the end of the work day.

After the war when Kaiser established a health plan open to the public, nutrition and prevention were among the core principles. “Kaiser health planners supported concepts of holistic preventive care,” writes Rickey Hendricks in “A Model of National Health Care: The History of Kaiser Permanente.”

A focus on healthy food comes to Kaiser Permanente hospitals

Nutrition education was big in the WWII Kaiser shipyards, as highlighted in this poster created in 2009. Design by Pam Zachary, KP Multimedia Department.

A 1972 article from the publication “Institutions/Volume Feeding” highlights Kaiser Permanente hospitals’ progressive commitment to providing patient meals with higher nutrition at a lower cost.  Hospital dieticians were consulted so that every meal had optimal nutrition and calorie content for a patient’s needs. Kaiser Permanente even began to serve meals with an accompanying pamphlet that explained the nutrition information of the meal so that patients could “begin to learn more about the foods that they eat” while in the hospital.

Quality nutrition was at the center of meal planning, and administration felt that when it came to cost “it was of the utmost importance to separate patient feeding from other food-service activities necessary in a hospital.” While the development of an efficient system came about slowly, Kaiser Permanente never strayed from a focus on the healing power of healthy meals.

Oakland: an epicenter of progressive food movements

In my thesis research on the bay area, I was surprised to find that the city of Oakland has also long been a center of progressive food movements. In the 1970s, the Black Panther Party provided a free breakfast program and other “people’s community survival programs” in Oakland, serving residents hot meals with a side of political activism.

The effort of the Black Panther Party members to address hunger in their community was seen as revolutionary and empowering. Soup kitchens and free breakfast programs drew attention to the fact that the local food system was not currently meeting the needs of the West Oakland community. In “A Panther is a Black Cat,” (1971) author Reginald Majors explains that rather than wait on city officials, residents intended to subvert the power dynamic of the community by taking matters in to their own hands.

The free breakfast program for school children went hand in hand with revolutionary ideals and food became an expression of political power. Majors explains, “The Panthers would be betraying their own beliefs by not pushing a little political orientation along with the grits, bacon, and eggs” they dispensed each morning.

Today there are several West Oakland farmers markets in action that echo these themes of racial empowerment. My thesis focused on several of these markets, like “Mo Better Foods” and “Phat Beets Produce,” which provide both locally grown food and social empowerment within a community many residents believe to be historically disenfranchised.

Kaiser Permanente’s continued progress and inspiration

Given Kaiser Permanente’s nutritional history coupled with Oakland’s revolutionary food movement past, Joel Salatin could not have delivered his somewhat radical message to a better group in a better location. Kaiser Permanente initially focused on healthy food in hospitals, and then on bringing local, sustainable food to the community through the Kaiser Permanente farmers markets in Oakland.

What follows logically is a bridging of those two ideals: bring even more local and sustainable food in to hospital meals. Kaiser Permanente hospitals already bring in over 600 pounds per week of sustainably grown vegetables on patient entrée plates at 21 Northern California Kaiser Permanente Hospitals, and Salatin hopes his talk will encourage them to expand that trend and do even more. When he visited Oakland in January, Salatin said:

“The idea of bringing local food right into the façade of a hospital — there couldn’t be a better match. . . If anyone should lead the way in bringing this nutrient-dense food, food that heals people, heals the soil, heals communities, it should be the hospital. Every sphere of its existence should be healing.”

*Grace Emery is an intern with Kaiser Permanente Heritage Resources. She is a graduate of Whitman College in Walla Walla, WA, and is pursuing a career in public health.

**Grace Emery, “‘Feeding Ourselves’: Power and Participation in West Oakland Food Movements.” Senior Political Science thesis for Whitman College. Winner of the 2010 Whitman College Robert Fluno Award for Best Politics Thesis.

For more about Joel Salatin’s visit to Oakland Kaiser Permanente, http://xnet.kp.org/newscenter/aboutkp/green/stories/2011/021511joelsalatin.html

To learn more about Kaiser Permanente’s green programs:

http://xnet.kp.org/newscenter/aboutkp/green/factsheets/healthyfood.html

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Iron nurse Dorothea Daniels had a soft spot for nursing students

posted on March 21, 2011

Daniels at right, Lisker second from right, 1950 Permanente Foundation Nursing School capping ceremony in Oakland, California. Note Daniels' Phillips Beth Israel cap.

By Ginny McPartland
Heritage writer 

Read almost anything about Permanente Foundation School of Nursing’s first long-term leader Dorothea Daniels, and a caricature of a stern, tough-shelled, by-the-book and proper nurse comes to mind. Daniels, a product of New York, rattled her students, nurses and many physicians with her exacting demand for perfection in all things related to patient care and protocol.

She made the nurses work and study hard in restrictive conditions and she didn’t hesitate to correct a physician who displeased her. “She came from a different cut of cloth,” wrote John Smillie, MD, in his history of the Permanente Medical Group. “She regarded herself, and I think quite properly, as a peer of any of the doctors she was dealing with.” 

Migrating to California from New York City after the war ended in 1945, Daniels brought to Permanente her solid education (a doctorate in education from New York University) and experience running a nursing school in that city. From 1936 to 1945, Daniels was the director of the Phillips Beth Israel Hospital School of Nursing. 

Daniels imposed strict rules for student lifestyle

Not unlike other nursing schools of the time, Phillips stressed the students’ need to conform to strict standards of behavior, dress and health habits. House mothers hovered over the students to make sure they didn’t misbehave. “Nurses were not permitted to marry while in training, and subsequent marriage was grounds for instant dismissal,” according to the school’s current Web site. 

At Phillips, nursing students worked six days a week and curfews were rigorously enforced. Pupil nurses were disciplined if they stayed out all night. “Dress inspections took place in the dining room, and students were weighed once a week to make sure they did not ‘get too heavy’ since there was a professional necessity for nurses to ‘look well.’ 

Kaiser Foundation School of Nursing in an old hotel building on Piedmont Avenue near the Oakland hospital, 1948 to 1976

“Hospital director Daniels insisted on student nurses who looked healthy and fit, believing that if students were overweight, they could not work hard and take care of patients,” the school historians reported. “There was concern (during the 1930s) that nurses did not get enough exercise and recreation…’” 

Daniels gets support for her view of fitness in a textbook for orienting student nurses in the 1930s: “Curative medicine gives place to preventive medicine, so must (the nurse) be prepared to understand and apply intelligently the principles of prevention…“The nurse of the future must exemplify health, and teach it. Humanity is ready to cast off sickness.” 

Encouraging nurses to spend leisure time wisely

In 1940, Daniels embarked on a study to assess Phillips students’ leisure time activities, including physical activities. “What Ninety Girls Like to Do in Their Free Time,” authored by Daniels, was published in the National League of Nursing Education publication. A softer side of Daniels emerges in her discussion of the study results. 

“These young women (19 to 24 years for age) have developed abilities of discernment and judgment in their avocations as they develop in the school. While they are learning to assume increased responsibility, they seem to be learning how to spend their leisure time more wisely,” she wrote. She said many subscribed to a professional nursing journal, and “The most thorough inspection of the nurses’ quarters never reveals magazines of the ‘true story’ category.” 

The survey results conclude that the younger girls are spending an average of six hours a week on exercise and the older girls 7.3 hours. “Within a short walking distance there is a tennis court, a swimming pool, a roller skating rink and bicycle-riding areas. “Little equipment is necessary. Sport dresses are the only necessary paraphernalia for hiking, bicycle riding, and roller skating…these types of exercise are easy to learn and give one a sense of well-being and feeling of grace,” Daniels wrote. 

Once the anonymous surveys were compiled, Daniels returned them to the students and asked them to send them back with identification so she could: “aid in fulfilling the wishes stated on the papers. We found it possible to send some students to their first legitimate play; and some 25 were sent to concerts. Our physical education director was instructed to work out her program to include activities for which there were expressed preferences.” 

Bringing her ideals to California

Permanente Foundation Nursing School graduation 1951. Dorothea Daniels at far left, Clair Lisker, third from right.

When Daniels came to California, Permanente Foundation hired her as director of nursing in the Oakland hospital. That position grew in 1948 to include the job of director of the nursing school established in 1948. As expected, Daniels incorporated into the school policies many of the ideas she had adopted in New York. 

The first Permanente School of Nursing student handbook, developed in 1948, prescribed the dos and don’ts for students to get along well at the school. “Your ability as a nurse is reflected in the way you keep your room…Students must be in their own room at 10 p.m., and all lights will be out at 10:30 p.m…Guests may be entertained only in the living room between 8 a.m. and 10 p.m. (Exceptions were made if a mother came to visit.) 

“Pre-clinical students will be in the residence at 8 p.m. each day, Monday through Thursday, unless otherwise specified by the director of nurses…Your window shades will be kept drawn at night when the lights are on…Every student is expected to be adequately clothed when going through the halls…Students are expected to be tidy and well groomed at all times…The conduct of the student nurse on and off duty must be such as will not reflect discredit on herself, her chosen profession, nor her school.” 

In a 1961 nursing school report, a revised philosophy of the school was detailed. Revisiting the fitness theme, one stated role of a successful nurse was: “A teacher of healthful living.” A decade later, the Kaiser Foundation Nursing School brochure stated under Personal Qualifications required for admission: “General appearance is one of the considerations in the selection of students. Applicants must weigh within normal limits of the range established for height and structure.” 

Daniels helped students pursue bachelor’s degree

Daniels, at left, as a hospital administrator. Daniels was the first woman to serve as a hospital administrator in the Kaiser Permanente health plan.

Daniels left the school in 1953 to become administrator of the Los Angeles Permanente Foundation Hospital, making her the health plan’s first woman hospital administrator. She later returned to Northern California to take over as administrator at San Francisco Medical Center. Clair Lisker was one of Daniels’ early students who rose within KP hospital nursing administration. In a 2002 oral history, Lisker credits Daniels with “paving the way for all of us. She was in San Francisco, and she was at Sunset in Los Angeles, two major facilities. 

“She was a tremendously powerful woman, intellectually. I don’t ever remember seeing her sit down,” said Lisker. Daniels encouraged her best students to earn a bachelor’s degree in addition to an RN degree, believing that a well-rounded education would ensure a promising future. Lisker was one of those students. 

“Dorothea was encouraging me to go and enroll in Holy Names College in Oakland, which was then down by the lake (Merritt) where the Kaiser building is now,” recalled Lisker. “She wanted me to get the basics, like English 1A and 1B, and whatever else I needed, philosophy…I basically said: ‘I can’t afford it…she said ‘well, what I’ll do is I’ll pay your fee, and I will get reimbursed. I’ll take $5 out of your allowance (stipend) every month.’ ” Lisker remembers $5 being deducted from her stipend once but doesn’t believe Daniels ever claimed the rest of the $30 advanced ($10 per course unit). 

Kind, generous and impeccably dressed

“She was very kind and generous to those student nurses, and for a good student she would find scholarship money for that young lady to go on to get a degree, so (the student) would become a leader in nursing,” Smillie recalled. Avram Yedidia, a health plan leadership pioneer, said of Daniels: “Her dedication to patient care was as unblemished as her uniform, which miraculously never wrinkled.” 

“She wore these white starched uniforms with a little pointy hat with a black band, and a little pleated organdy cap on her head,” Lisker recalled, noting the cap was from the Phillips Beth Israel school. Daniels’ penchant for a proper nurse’s uniform was no doubt formed in her early years in New York. While she was at Phillips, student nurses were required to adhere to strict dress standards. 

The Phillips Web site: “Students wore black stockings, long sleeves, bibs, aprons, ankle length blue-check dresses, tight cuffs and a bishop’s collar. During the senior year, what was black became white: socks, stockings and dresses became the uniform of the professional nurse. Students wore no caps until the senior year.” 

To make sure they got the uniform right, the administration consulted etiquette expert Emily Post on the proper attire for student nurses on an outing. “Hats and gloves were de rigueur on field trips,” Phillips historians reported. 

The memory of Dorothea Daniels, who passed away in 1968, will always be of a woman to be reckoned with. Lisker summed it up: “Dorothea’s (attitude) was: ‘I’m in control. I’m in charge’…But she also had her other (tender) side, which she didn’t display very often…She loved her dog. She brought (Snuffy) to work every day, and the dog slept in a drawer in her desk…She was a wonderful lady, but she was a character.”

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