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LONG
Tom Peters’
Toward Health(care) Excellence!
Michigan Health & Hospital AssociationAnnual Membership Meeting
Grand Hotel/Mackinac Island/0629.2006
“It is not the strongest of the
species that survives, nor the most intelligent, but the one most
responsive to change.” —Charles Darwin
Excellence1982: The Bedrock “Eight Basics”
1. A Bias for Action2. Close to the Customer3. Autonomy and Entrepreneurship4. Productivity Through People5. Hands On, Value-Driven6. Stick to the Knitting7. Simple Form, Lean Staff8. Simultaneous Loose-Tight Properties”
The Peters Principles: Enthusiasm.
Emotion. Excellence. Energy. Excitement. Service. Growth.
Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design.
Quality. Entrepreneurialism. Wow.
Business* ** (*at its best): An emotional, vital, innovative, joyful,
creative, entrepreneurial endeavor that elicits
maximum concerted human potential in the
wholehearted service of others.***
**Excellence. Always.***Employees, Customers, Suppliers, Communities, Owners, Temporary partners
“This is the true joy of Life, the being used for a purpose recognized by yourself as a mighty one … the being a
force of Nature instead of a feverish, selfish little clod of
ailments and grievances complaining
that the world will not devote itself
to making you happy.” —GB Shaw/Man and Superman
“Life is not a journey to the grave with the
intention of arriving safely in a pretty and well-preserved body—but
rather a skid in broadside, thoroughly used up, totally worn out, and
loudly proclaiming, ‘Wow, what
a ride!’ ” —anon.
“A focus on cost-cutting and efficiency has helped many organizations weather the
downturn, but this approach will ultimately
render them obsolete. Only the constant pursuit of
innovation can ensure long-term
success.” —Daniel Muzyka, Dean, Sauder School of Business,
Univ of British Columbia (FT/09.17.04)
“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The
answer seems obvious: Buy a very large one and just wait.”
—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
“This is so simple it sounds stupid, but it is amazing how few oil people really
understand that you only find oil if you drill wells. You may
think you’re finding it when you’re drawing maps and
studying logs, but you have to drill.”
Source: The Hunters, by John Masters, Canadian O & G wildcatter
“We made mistakes, of course. Most of them were omissions we didn’t think of when we
initially wrote the software. We fixed them by doing it over and over, again and again. We
do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, we’re already on prototype
version No. 5. By the time our rivals are ready with wires and screws, we are on version
No. 10. It gets back to planning versus acting: We act from day one; others plan how to plan—
for months.” —Bloomberg by Bloomberg
Culture of Prototyping
“Effective prototyping may
be the most valuable core competence an
innovative organization can hope to have.”
Michael Schrage
“Never doubt that a small group of
committed people can change the
world. Indeed it is the only thing that
ever has.” —Margaret Mead
“It’s simple, really, Tom. Hire for s,
and, above all, promote for s.”
—Starbucks middle manager/field
“Forget China, India and the
Internet: Economic Growth Is Driven
by Women.” —Headline, Economist,
April 15, Leader, page 14
1. Men and women are different.2. Very different.3. VERY, VERY DIFFERENT.4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common.5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10. Women’s Market = Opportunity No. 1.
“Experiences are as distinct
from services as services are from
goods.” —Joe Pine & Jim Gilmore, The Experience Economy:
Work Is Theatre & Every Business a Stage
“The [Starbucks] Fix” Is on …
“We have identified a
‘third place.’ And I
really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers
come for refuge.”
Nancy Orsolini, District Manager
“Storytelling
is the core of culture.”
—Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell
“Management has a lot to do with answers. Leadership is a function of questions. And the
first question for a leader always
is: ‘Who do we intend to be?’ Not ‘What are we going to do?’
but ‘Who do we intend to be?’” —Max De Pree, Herman Miller
Organizing Genius / Warren Bennis and Patricia Ward Biederman
“Groups become great only when everyone in them, leaders and
members alike, is free to do his or her absolute best.”
“The best thing a leader can do for a
Great Group is to allow its members to discover their
greatness.”
Leadership’s Mt Everest/Mt Excellence
“free to do his or her absolute best” …
“allow its members to discover their
greatness.”
“The role of the Director is to create a
space where the actor or actress can become more than they’ve ever been before, more than
they’ve dreamed of being.” —Robert Altman, Oscar
acceptance
“In the end, management doesn’t
change culture. Management
invites
the workforce itself to change the culture.”
—Lou Gerstner
Our Mission
To develop and manage talent;
to apply that talent,throughout the world,
for the benefit of clients;to do so in partnership;
to do so with profit.
WPP
A review of Jack and Suzy Welch’s Winning claims there are but two key differentiators that set GE “culture” apart from the herd:
First: Separating financial forecasting and performance measurement. Performance measurement based, as it usually is, on budgeting leads to an epidemic of gaming the system. GE’s performance measurement is divorced from budgeting—and instead reflects how you do relative to your past performance and relative to competitors’ performance; ie it’s about how you actually do in the context of what happened in the real world, not as compared to a gamed-abstract plan developed last year.
Second: Putting HR on a par with finance and marketing.
“AS LEADERS, WOMEN
RULE: New Studies find that
female managers outshine their male counterparts in almost every measure”
Title, Special Report/BusinessWeek
“The First step in a ‘dramatic’
‘organizational change program’ is obvious—
dramatic personal change!” —RG
The greatest dangerfor most of us
is not that our aim istoo high
and we miss it,but that it is
too lowand we reach it.
Michelangelo
Kevin Roberts’ Credo
1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.
10. Avoid moderation!
Doctors/Hospitals
53 autopsy studies … 24% misdiagnosis rate (The Independent, 06.27)
“Medical Guesswork: From heart surgery to prostate care, the health industry knows little about which common treatments really work”
(Cover, BusinessWeek, 0529) Dr David Eddy/Kaiser Permanente Care Management Institute: “The problem is we do not know what we are doing.” Eddy: 15% of what doctors do is “backed by hard
evidence” (BW); in general, 20% to 25%.
“What Doctors Hate About Hospitals” (Cover, Time, 05.01) “It remains almost a stroke of luck to enter a U.S. hospital and receive precisely the right treatment.” (Time) “No day passed—not one—without a medication error. The errors were not rare; they
were the norm” (Don Berwick, on his wife’s treatment) “One medication was discontinued by a physician’s order on the first day of admission [Berwick’s wife] and yet was brought by a nurse every single evening fo 14 days straight.” (Time) Harvard Public Health,
2002 study: “More than 1 in 3 doctors reported errors in their own or a family member’s medical care.” (Time)
Doctors/Hospitals
Dr Robert Wachter, Chief of Medical Service, UCSF Medical Center: Internal Bleeding: The Truth Behind America’s Terrifying Epidemic
of Medical Mistakes (Time) Dr Niteesh Choudry, Harvard Med School: “More than half the studies [reviewed] found decreasing performance with increasing years of practice for all outcomes
assessed; only 4% found increasing performance with increasing age … one study found that for heart attack patients, mortality
increased 0.5% for every year the physician had been out of medical school.” (Time) “My pizza parlor is more thoroughly
computerized than most of healthcare.” (Don Berwick, Time)
“Teaching Doctors to Care” (feature, Time, 05.29)
Big Pharma
“Pushing Pills: How Big Pharma Got Addicted To Marketing” (Cover, Forbes, 05.08) Novartis: #4 best seller, Lamisil, toe fungus, $850 for 3-month treatment, “Digger Dermatopphyte” (Forbes) $42 billion on
R&D, $46 billion on marketing and admin. Salespeople: up 100,000 in last 10 years, 1 per 9 docs vs 1 per 18 docs. (Forbes) Clinical trials
favor sponsor’s drug 90% of the time. “The comparative studies are a joke.” —Dr Jack Rosenblatt (Forbes)
“Psychiatric Drugs Fare Favorably When Companies Pay for Studies” (headline, USA Today. 05.25) 57% of studies paid by drug companies, up from 25% in 1992. Favorable outcome for sponsor: 78%. Sponsored by neutral: 48%. Sponsored by competitor: 28%.
USA Today /American Psychiatric Association)
“Hey, You Don’t Look So Good: As diagnoses ofr once-rare illnesses soar, doctors say drugmakers are ‘disease-mongering’ to boost
sales” (feature, BusinessWeek, 05.08)
Other
“Hazardous To Your Health” (New York Times Op-ed on High Fructose Corn Syrup, 04.11); 112,000
deaths/year, $75 billion/per year associated with too much fat; 2/3rd of Americans over-weight, 1/3rd children
“Call for Switch to Preventive Measures as 29 billion [pound] Cost of Heart Disease is Revealed” (headline,
The Independent, 05.15)
“The Fat Police” “Obesity Tests: Every four-year-old in the country to be officially screened”
(headline, The Independent, 05.21)
“The Politics of Fat” (headline, Time, 03.27); childhood
obesity up 3X in 25 years
Funding …………………........... N.A.Access …………………………… N.A.Execution of chosen task … DPriorities ……………………...... FBig Pharma …………………..... D-
Funding …………………........... N.A.Access …………………………… N.A.Execution of chosen task … DPriorities ……………………...... FBig Pharma …………………..... D-
Quality: FScientific basis for action: C-/D
Funding …………………........... N.A.Access …………………………… N.A.Execution of chosen task … DPriorities ……………………...... FBig Pharma …………………..... D-
Emphasis on Acute care: CDe-emphasis of WPC/Wellness-Prevention-Chronic care: F (F-??)
Funding …………………........... N.A.Access …………………………… N.A.Execution of chosen task … DPriorities ……………………...... FBig Pharma …………………..... D-
“Me too”: D-Overcomplexity/Drug discovery: D-Disease creation: D-Hiring pretty girls: AHiring lotsa pretty girls: A
BONUS
Funding …………………........... N.A.Access …………………………… N.A.Execution of chosen task ……... DPriorities ……………………............ FBig Pharma …………………........... D-FDA …………………………………….. D-
Kill a few, save a lot: D-
TP’s Healing & Wellness Manifesto2006
(1) Acute-care facilities are “killing fields.” (WE KNOW WHAT TO DO.)
(2) Shift the “community” focus 90 degrees (not 180, but not 25) from “fix it” to “prevent it.” (WE KNOW WHAT TO DO.)
(3) There are three primary aims for “all this”: Wellness-Healing-Health. (WE KNOW WHAT TO DO.)
(4) I’m mad as hell and I’m not going to take it anymore. (I KNOW WHAT TO DO.)
“When I climb Mount Rainier I face less
risk of death than I’ll face on the
operating table.” —Don Berwick, “Six Keys to Safer Hospitals: A Set of Simple Precautions Could Prevent 100,000 Needless Deaths Every Year,” Newsweek (1212.2005)
“If God spoke to me by saying, ‘Mark, you’re down to your last three words: What would you want to say to
your fellow humans that would make the most positive impact?’ It would be a close call between Love Thy
Neighbor and Wash Your Hands . A close third would be Move,
Move, Move.” —Mark Pettus, M.D., The Savvy Patient
“The most important thing you can do to keep
from getting sick is to wash your hands. ” —CDC/National Center for Infectious Diseases
Re-imagine Healthcare: Reportcard2006
Evidence-based/Outcomes-based ……………….………...... DPay-for-performance ………………………………………….… DIS/IT (general) ………………………………..………………..…. C-Use of information (for decisionmaking-measurement) .… C-EMR (Electronic Medical Records) ……………………..….... C-/DCPOE (Computerized Physician Order Entry) ……….……. C-/DQuality/100K+ unnecessary deaths …………..……… D-(kind)Acute care to chronic care-home care shift ………….….... D/D-Acute-care to Prevention/Wellness Obsession…..… D/D-Patient-centric/Client-centric………………………………….. DDocs’ acceptance of “evidence-based” …………............… D/D-“Revolutionary”-intensity Incentives re evidence …..……. D-Childhood obesity epidemic …………………………….. D-H5N1 preparedness ………………………………….…….. D
Corporate focus on Prevention/Wellness…………..…..…..... C-/DIndividual focus on Prevention/Wellness…………………..… DIndividuals’ health education/self-management …….…...…. C-
Workforce acceptance of self-responsibility ….…….…...….. C-Workforce transition to “Brand You” attitude……..……..….. C-/D
3 March 2006/Tom Peters
Wash your hands.Apply #50 sunscreen.
Banish trans fatBanish high fructose corn syrup.
Exercise “30-7.”Breathe.
Stockpile for H5N1.* (*not Tamiflu!)
HealthGrades/Denver:
195,000 hospital deaths per
year in the U.S., 2000-2002 = 390 full jumbos/747s in the drink per year.
Comments: “This should give you pause when you go to the hospital.” —Dr. Kenneth Kizer,
National Quality Forum. “There is little evidence that patient safety has improved in the last five years.” —Dr.
Samantha Collier
Source: Boston Globe/07.27.04
1,000,000
“serious medication errors per year” … “illegible handwriting, misplaced decimal points, and missed drug interactions and
allergies.”
Source: Wall Street Journal /Institute of Medicine
Dear Mr. & Mrs. Smith,
XYZ hospital regrets to inform you ……. …………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….Sincerely,A. S. Jackson, AdministratorT. D. Jones, M.D., Chief Medical OfficerL.S. Donald, CFOW.N. Arnold, CIO
“Purchasing Officer” Thrust #1: Cost (at All Costs*) Minimization
Professional? Or/to: Full Partner-Leader in Lifetime
Value-added Maximization?
(*Lopez: “Arguably ‘Villain #1’ in GM tragedy”/Anon VSE-Spain)
YE GADS! New England Journal of Medicine/ Harvard Medical Practice Study: 4% error rate (1 of 4 negligence). “Subsequent investigations around the
country have confirmed the ubiquity of error.” “In one small study of how clinicians perform when patients
have a sudden cardiac arrest, 27 of 30 clinicians made an error in using the defibrillator.” Mistakes in administering drugs (1995 study) “average once every
hospital admission.” “Lucian Leape, medicine’s leading expert on error, points out that many other industries—whether the task is manufacturing semiconductors or
serving customers at the Ritz Carlton—simply wouldn’t countenance error rates like those in hospitals.”
—Complications, Atul Gawande
“In a disturbing 1991 study, 110 nurses of varying experience levels took a written test of their ability to
calculate medication doses. Eight out of 10 made calculation mistakes at
least 10% of the time,
while four out of 10 made mistakes 30% of the
time.”Demanding Medical Excellence: Doctors and Accountability
in the Information Age, Michael Millenson
20%: not get prescriptions filled
50%: use meds inconsistentlySource: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
“Without being disrespectful, I consider the U.S. healthcare delivery system the largest cottage industry in
the world. There are virtually no
performance measurements and no standards. Trying to
measure performance … is the next revolution in healthcare.”
Richard Huber, former CEO, Aetna
“A healthcare delivery system characterized by idiosyncratic and often ill-informed judgments
must be restructured according to
evidence-based medical
practice.”Demanding Medical Excellence: Doctors and Accountability
in the Information Age, Michael Millenson
“As unsettling as the prevalence of inappropriate care is the enormous amount of what can only be called
ignorant care. A surprising 85% of everyday medical
treatments have never been scientifically
validated. … For instance, when family
practitioners in Washington State were queried about treating a simple urinary tract infection, 82 physicians
came up with an extraordinary 137 strategies.”
Demanding Medical Excellence: Doctors and Accountability in the Information Age, Michael Millenson
“Most physicians believe that diagnosis can’t be reduced to a set
of generalizations—to a ‘cookbook.’ … How often does my intuition lead me
astray? The radical implication of the Swedish study is that the
individualized, intuitive approach that lies at the center of modern medicine is flawed—it causes more mistakes than it
prevents.” —Atul Gawande, Complications
Dr Larry Weed/POMR (“problem-
oriented medical record”)/Etc: “It’s impossible to keep up with the avalanche of knowledge.
Therefore it’s essential to use a valid diagnostic-decision aid like Larry’s” —Neil de
Crescenzo, VP Global Healthcare/IBM Consulting “There is no other profession that
tries to operate in the fashion we do. We go on
hallucinating about what we can do.” —Dr Charles Burger (using Weed’s software for 20
years)
“Some grocery stores have better technology than our hospitals and clinics.” —Tommy Thompson, former
HHS Secretary
Source: Special Report on technology in healthcare, U.S. News & World Report
“Our entire facility is digital. No paper, no film, no medical records. Nothing. And it’s all integrated—from the lab to X-ray to records to physician order entry. Patients don’t have to wait for anything. The information from the physician’s
office is in registration and vice versa. The referring physician is immediately sent an email telling him his
patient has shown up. … It’s wireless in-house. We have 800 notebook computers that are wireless. Physicians
can walk around with a computer that’s pre-programmed. If the physician wants, we’ll go out and wire their house so they can sit on the couch and connect to the network.
They can review a chart from 100 miles away.”
—David Veillette, CEO, Indiana Heart Hospital
“Sanitary revolution”: mortality in major
cities down 55% between 1850 and
1915Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
“Our mistake is not that we value medical care—
but that we have misunderstood what it can and cannot do.”
Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
“Gwen [former healthcare exec] has wonderful health insurance and an abundance of healthcare. What Gwen does not have is health. And there is nothing our health system can do to give it to her.”
“The battle cry is always health, but in fact the struggle has always been over healthcare.” “For all its inspiring, high-tech cures, medicine is just not very effective at curing our
era’s major killers.” “Medicine doesn’t do much
chronic disease.” “When the
most common killers of our era are mostly incurable and our preventive treatments pretty feeble, you have to wonder about
medical care as a whole.” “There is a widely held view that medical care contributes little to health.” (John Bunker/ Journal of the
Royal College of Physicians)
Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
“Bump into factor”: Extra-size portions, eat more.
Higher % shelf space snacks, more obesity. More
liquor stores, more crime. High vs low fat: Japanese
who emigrate to U.S. suffer 3X increase in heart
disease.
Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
Sprint/Overland Park KS: Slow elevators, distant
parking lots with infrequent buses, “food
court” as “poorly” placed as possible, etc.
Source: New York Times
Determinants of Health
Access to care: 10%Genetics: 20%
Environment: 20%
Health Behaviors: 50%Source: Institute for the Future
Obesity/-79(-36); BP (140-85 to 90-60); Blood sugar (180-87); Blood chemistry (normal+);
Cholesterol (140-58); Metabolic rate/RMR (+250);
Mental state (dramatic improvement*)
The Nine Planetree Practices
1. The Importance of Human Interaction2. Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information3. Healing Partnerships: The importance of Including Friends and Family4. Nutrition: The Nurturing Aspect of Food5. Spirituality: Inner Resources for Healing6. Human Touch: The Essentials of Communicating Caring Through Massage7. Healing Arts: Nutrition for the Soul8. Integrating Complementary and Alternative Practices into Conventional Care9. Healing Environments: Architecture and Design Conducive to Health
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Press Ganey Assoc/1999: 139,380 former patients
from 225 hospitals
0 of top 15 factors determining Patient
Satisfaction referred to patient’s health outcome
PS directly related to Staff Interaction
PS directly correlated with ES (Employee Satisfaction)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor
costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.
Kindness is free. Listening to patients or answering their
questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry,
frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would have taken
to interact with them initially in a positive way.”
—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“When hospital staff members
are asked to list the attributes of
the ‘perfect patient and
family,’ their response is
usually a passive patient with no family.” —Putting Patients First, Susan
Frampton, Laura Gilpin, Patrick Charmel
“Family members, close friends and ‘significant others’ can have a far greater impact
on patients’ experience of illness, and on their long-term health and happiness, than any
healthcare professional.” —Through the Patient’s Eyes
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Meals are central events
vs
“There, you’re fed.”
*
*Irony: Focus on “nutrition” has reduced focus on “food” and “service”
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
KitchenBeautiful cutlery, plates,
etcChef rep
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“Aroma therapy” (eg “smell of baking cookies”)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Griffin IMC/Integrative Medicine Center
MassageAcupunctureMeditation
ChiropracticNutritional supplements
Aroma therapy
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
CAM (Complementary & Alternative Medicine):
83M in US (42%)CAM visits 243M, greater than to PCP (Primary Care Physician) (With min insurance coverage)
W-Educated-Hi incDon’t tell PCP (40%)
And: <30% procedures used in conventional medicine have undergone RCTs (randomized
clinical trials)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Access to nurses station:
“Happen to”vs
“Happen with”Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Healthcare27
1. Fully utilize Physician’s Assistants to do routine work in a timely fashion. (“Doc in a Kiosk” at Wal*Mart is great!)
2. Maximize Outpatient services!3. Short hospital stays work! 4. Support home care to the max. (E.g., “Declaration of Independents”—Beacon Hill/Boston)
5. STOP THE 100K+ NEEDLESS DEATHS—much/most of the “quality stuff” is eminently fixable. (Don Berwick for President! AHA for Hall of Shame!) (Strong, vicious insurer incentives!!!)
6. FLIP HC 177 DEGREES TO EMPHASIZE PREVENTION & WELLNESS. (“Steps” are being taken but not enough. Med schools: Awful! Insurers: Little better. Support for appropriate-proven alternative therapies is an important part.) (HUGE INCENTIVES FOR EFFECTIVE WELLNESS-PREVENTION PROGRAMS-MEASURABLE SUCCESSES.)
Visible Signs/Measures (Creech)TRAIN. TRAIN. TRAIN. (P.S.)
Med school, Nursing school cirriculum (P.S.)BOLD!/Big change EASIER than
modest change (P.S., etc.)EXCELLENCE. ONLY. ALWAYS. DAMN IT.
EVP/Patient SafetyP.S.O.s
Fund the living hell out of it (P.S.)CEO (etc): REFLECT IT IN CALENDAR
EMERGENCY STATUSH.M.O.s: Big/Enormous (+/-) incentives for
docs, hospitals, etc, etcBOARD: Patient Safety Committee
BOARD: WPCC CommitteePatient Safety BALDRIDGE (POTUS?)
CERTIFICATION/RE-CERTIFICATION for One & All (P.S., etc)
WPOCC Rules!!!!!!! (Wellness/Prevention/Obesity/ChronicCare)WPOCC: N.G.A. (AK)
Dramatically higher involvement in WPOCCINSURANCE COMPANY VISIBILITY/SPONSORSHIP/
MEGA-INCENTIVESAwards Galore P.S./WPOCC)
BOARD Committee: H5N1Govt
HHS: Split HC & PWO (Ontario)Write off ½ of med school loan if “pay” with 3-5
years service in Public HealthGlamorize Family Practice, Public Health
Service, etcFAT legislation?? (Almost certainly) (Density,
HFCS, Trasfats, etc, etc) (A FIRST FOR TP)SUE the hell out of One & All
re Obesity (Cigarettes II)
Research LEAP @ N.I.H. (Etc, Etc, ETC)INCENTIVES @ SCHOOLS (BIG!!)
EMR: Intensify!!!!!!!!!!!!!No leadership position in AHA (AMA?) (DEANs?) (Etc?) without “Safety tour”
No Medical Chief (>150 beds?) without “Safety tour”)
FORGET ABOUT ME!!! (Except Wellness, ChroniCare)
VIGOROUSLYSUPPORT Home CareAmerican OBESITY = African AIDs (??)
ELIMINATE/OBLITERATE HIGH FRUCTOSE CORN SYRUP!
ELIMINATE/OBLITERATE TRANSFATS!(HFTC/TF = The Real “WMDs”)
FDA: Kill! Kill! Kill! (Please)