Jim Hightower: Which Food Future Will You Choose?
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Jim Hightower: Which Food Future Will You Choose?

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It’s time to talk turkey!

No, not the Butterball sitting in the Oval Office. I’m talking about the real thing, the big bird, 46 million of which we Americans will devour on this Thanksgiving Day.

It was the Aztecs who first domesticated the gallopavo, but leave it to the Spanish explorers to “foul up” the bird’s origins. They declared it to be related to the peacock — wrong! They also thought the peacock originated in Turkey — wrong! And, they thought Turkey was located in Africa — well, you can see the Spanish were pretty confused.

Actually, the origin of Thanksgiving is confused. The popular assumption is that it was first celebrated by the Mayflower immigrants and the Wampanoag natives in Plymouth, Massachusetts in 1621. They feasted on venison, furkees (Wampanoag for gobblers) eels, mussels, corn and beer. But wait, say Virginians, the first precursor to our annual November Food-a-Palooza was not in Massachusetts; the Thanksgiving feast originated down here in the Jamestown colony back in 1608.

Whoa there. Hold your horses, Pilgrims. Folks in El Paso, Texas, say it all began way out there in 1598, when Spanish settlers sat down with people of the Piro and Manso tribes, gave thanks and then feasted on roasted duck, geese and fish.

“Ha!” says a Florida group, asserting that the very, very first Thanksgiving happened in 1565 when the Spanish settlers of St. Augustine and friends from the Timucuan tribe chowed down on “cocido” — a stew of salt pork, garbanzo beans and garlic — washing it all down with red wine.

Wherever it began, and whatever the purists claim is “official,” Thanksgiving today is as multicultural as America. So let’s enjoy! Kick back; give thanks that we’re in a country with such ethnic richness; and dive into your turkey rellenos, Moo Shu Turkey, turkey falafel, barbecued turkey ...

America certainly has an abundance of food (even though many Americans do not), yet we face a momentous choice of whether to pursue a food future rooted in the ethic of sustainable agriCULTURE — or one based on the exploitative ethic of agriINDUSTRY.

What better symbol of agri-industry’s vision of “food” than that ubiquitous Thanksgiving bird, the Butterball turkey? The Butterball has been hoisted onto our tables by huge advertising budgets and regular promotion payments to supermarkets. The birds themselves have been grotesquely deformed by industrial geneticists, who created breasts so ponderous that the turkeys can’t walk, stand up or even reproduce on their own (thus earning the nickname “dead-end birds”). Adding torture to this intentional deformity, the industry sentences these once-majestic fowl to dismal lives in tiny confinement cages inside the sprawling steel-and-concrete animal factories that scar America’s rural landscape — monuments to greed-based corporate “husbandry.”

As the eminent farmer-poet-activist Wendell Berry tells us, eating is a profound political act. It lets you and me vote for the Butterball industrial model or choose to go back to the future of agriculture, which is the art and science of cooperating with, rather than trying to overwhelm, nature. That cooperative ethic is the choice of the remarkable Good Food Uprising that has spread across the country in the past 30 years. Now the fastest-growing segment of the food economy, it is creating the alternative model of a local, sustainable, small-scale, community-based, organic, humane, healthy, democratic — and tasty! — food system for all.

To take part in the good-food movement and find small-scale farmers, artisans, farmers markets and other resources in your area, visit the LocalHarvest website.

Populist author, public speaker and radio commentator Jim Hightower writes “The Hightower Lowdown,” a monthly newsletter chronicling the ongoing fights by America’s ordinary people against rule by plutocratic elites. Sign up at HightowerLowdown.org.

For America's CEOs, my gift is a beautifully boxed, brand-new set of corporate ethics. It's called the golden rule: "Do unto others as you would have them do unto you."

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Idaho’s structure of electing governors and LG’s completely separately — different from many states which bind them together — allows for the office holders to come from different points of view.

For future historians and artists who'll chronicle today's health and economic crisis, one humble item will stand out as the chief cultural emblem of the times: wearing a mask. Or not.

A small outbreak of coronavirus at a Fry Foods plant in Weiser gives a prime example of the importance of testing for COVID-19. More than that, it represents a warning shot across the bow of potential pitfalls if we don’t reopen our economy the right way.

As we tiptoe through Stage 2 of Gov. Brad Little’s phased reopening plan and approach a more robust Stage 3, it’s going to become even more important that we take the necessary steps to prevent future outbreaks.

And there will be future outbreaks.

The fact remains that the novel coronavirus that causes COVID-19 is still out there. It’s ready to strike again, and without a vaccine, it remains a potentially destructive and fatal disease.

Aggressive and quick testing remains one of the key elements — perhaps the most important element — of controlling outbreaks at this point.

Fry Foods offers an early case study.

The Weiser food processing plant employs 260 people to make onion rings and other food products. It shut down earlier this month when at least seven employees tested positive for the coronavirus.

Fry Foods initially didn’t test all 260 employees at the Weiser facility — only the 50 or 60 who likely came in contact with the employees who tested positive. Other employees were able to get tested on their own.

The Idaho Bureau of Laboratories (state run-laboratories) tested all that they had the capacity to do in one day, according to Kelly Petroff, director of communications for the Idaho Department of Health and Welfare. The state lab can do about has a testing capacity of approximately 200 tests per day.

“We are not prepared to handle this,” Doug Wold, human resources manager for Fry Foods, told the Idaho Statesman, referring to the lack of coordinated response. “If you don’t have an employer who’s willing to be proactive, we’re just going to fail.”

Fortunately, Crush the Curve Idaho, a private, business-led initiative established during the outbreak to increase testing, stepped in and tested every employee at Fry Foods.

By Tuesday of this week, 20 employees — about 8% of the plant’s workforce — had tested positive for the coronavirus, along with at least two of their family members. Nearly all were asymptomatic.

RAPID-RESPONSE TESTING

That’s what needs to happen: rapid-response testing. If you have an outbreak at your workplace, get everyone tested. For those who test positive, keep them home and isolated. For those who test negative, they can keep on working and you’re back in business.

When the outbreak hit Fry Foods, company officials made the decision to shut the plant down.

Without adequate testing, that’s unfortunately the right thing to do. Without testing, you have no idea whether you have seven infected employees, 70 or 270.

We applaud Fry Foods company officials for making the tough call to shut down, even though they were given the green light by the Southwest District Health Department to resume operations.

Coronavirus is stealthy. A person can carry coronavirus longer without symptoms, potentially spreading to others unwittingly. Some people who carry coronavirus have no symptoms at all.

We are encouraged that Crush the Curve Idaho stepped up and stepped in here.

But Idaho needs a more concerted and organized plan to do rapid-response testing.

We are a fragmented health system. Health providers include Saint Alphonsus, St. Luke’s, Primary Health, Saltzer, among others. Then think about all the entities who pay for health care: Blue Cross of Idaho, Regence BlueShield, PacificSource, SelectHealth, etc. Throw in Medicare, Medicaid and those who are uninsured.

Even our own government health management system is fragmented, with the Idaho Department of Health and Welfare and seven independent health districts not operated by the state.

And, in the case of Fry Foods, situated in a city bordering Oregon, workers were from two states.

NO COORIDINATED EFFORTS

No wonder Fry Foods officials were at a loss for where to turn for help. Without some sort of coordinated effort to test all employees and somehow pay for those tests, shutting down the plant was the best option.

It’s worth noting that the Fry Foods employee who initially had coronavirus was at a family gathering of a larger number than outlined in the governor’s reopening plan and was with visitors from out of state, two violations of the governor’s guidelines. That’s why we have the guidelines, and that’s why it’s important to follow the guidelines. Otherwise, this is what you get: an outbreak that shuts down an entire food manufacturing plant.

Unfortunately, shutting down operations every time there’s an outbreak is not going to get the job done.

And there will be more outbreaks as we reopen our economy, reopen factories and workplaces.

Idaho has a lot to be optimistic about, and we have a golden opportunity to lead the nation in reopening our economy in the face of the coronavirus pandemic. We have had relatively few cases (around 2,300) and few deaths (77). Our early efforts to shut down parts of our social interactions and Little’s quick call to issue a statewide stay-home order clearly have paid off. Idahoans’ adherence to the stay-home order has helped to flatten the curve and control the number of new cases. Residents and businesses, alike, have done their part to make this happen.

Our hope is that Idaho can chug along through the stages of reopening. Our fear is that if we don’t do this the right way, we’ll have a surge and we’ll be back to a statewide stay-home order. Nobody wants that.

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