Brazil’s bloody brilliant dietary guidelines…

succinct. direct. honest. transparent. will never happen here…

Brazil’s new dietary guidelines: food-based!

Brazil’s new dietary guidelines: food-based!

Brazil has issued new dietary guidelines open for public comment.  For the Brazilian Dietary Guidelines document (in Portuguese), click here..

Brazilian health officials designed the guidelines to help protect against undernutrition, which is already declining sharply in Brazil, but also to prevent the health consequences of overweight and obesity, which are sharply increasing in that country.

The guidelines are remarkable in that they are based on foods that Brazilians of all social classes eat every day, and consider the social, cultural, economic and environmental implications of food choices.

The guide’s three “golden rules:”

  • Make foods and freshly prepared dishes and meals the basis of your diet.
  • Be sure oils, fats, sugar and salt are used in moderation in culinary preparations.
  • Limit the intake of ready-to-consume products and avoid those that are ultra-processed.

The ten Brazilian guidelines:

  1. Prepare meals from staple and fresh foods.
  2. Use oils, fats, sugar and salt in moderation.
  3. Limit consumption of ready-to-consume food and drink products
  4. Eat regular meals, paying attention, and in appropriate environments.
  5. Eat in company whenever possible.
  6. Buy food at places that offer varieties of fresh foods. Avoid those that mainly sell products ready for consumption.
  7. Develop, practice, share and enjoy your skills in food preparation and cooking.
  8. Plan your time to give meals and eating proper time and space.
  9. When you eat out, choose restaurants that serve freshly made dishes and meals. Avoid fast food chains.
  10. Be critical of the commercial advertisement of food products.

Now if only our Dietary Guidelines Advisory Committee would take note and do the same?

Would you like us to have sensible, unambiguous food-based guidelines like these?  You can file comments on the 2015 Dietary Guidelines here.

Thanks to Professor Carlos A. Monteiro of the Department of Nutrition, School of Public Health at the University of Sao Paulo for sending the guidelines and for their translation, and for his contribution to them.

Insights can go stale…

  • Data is meaningless unless it helps make decisions that have measurable impact. Unfortunately, many decision makers are ensnared rather than enlightened by Big Data, preventing data and insights from making it to the front lines in relevant and usable forms.  Too many Big Data projects are formulated without input from front-line operators, or consume so much time that the insight goes stale before it can be used.

    In our experience, generating value from Big Data is a matter of connecting data to insights to action in a fast, repeatable way.

Picture a factory:

  • Insights are products—goods that are valuable because they are useful;
  • data is the raw material from which the products, the insights, are made; and
  • front-line operators are the consumers, or the people who need and use the product.

The “insight factory” approach enables companies to sift through massive amounts of data quickly, run the right analytics, and provide relevant insights so people can take meaningful action.

Add this to the analogy of a the brontosaurus nervous system being too slow to respond to an tale injury.

  1. Decide what it is you want to produce – get to specific questions
  2. Source the raw materials – start with “small data”
  3. Produce insights with speed – act like a startup
  4. Deliver the goods and act – “Good enough” information available now can be used now to inform specific actions.

For an insight factory to work, think of the people who use the insights as your customers. They need to be part of a process that gives them simple ways to use the insights, such as interactive frontline tools (e.g. competitive price tracker, customer scorecards, or store operations health monitor). The most effective approach is not to push these tools on managers, but to listen and respond to their needs and then create pull.

http://www.forbes.com/sites/mckinsey/2013/10/22/four-steps-to-turn-big-data-into-action/

10/22/2013 @ 9:31AM |9,473 views

Four Steps To Turn Big Data Into Action

Data is meaningless unless it helps make decisions that have measurable impact. Unfortunately, many decision makers are ensnared rather than enlightened by Big Data, preventing data and insights from making it to the front lines in relevant and usable forms.  Too many Big Data projects are formulated without input from front-line operators, or consume so much time that the insight goes stale before it can be used.

In our experience, generating value from Big Data is a matter of connecting data to insights to action in a fast, repeatable way. Picture a factory.Insights are products—goods that are valuable because they are useful; data is the raw material from which the products, the insights, are made; and front-line operators are the consumers, or the people who need and use the product.

The “insight factory” approach enables companies to sift through massive amounts of data quickly, run the right analytics, and provide relevant insights so people can take meaningful action.  And we’ve seen top-line sales increase 5 – 15 percent as a result.

1. Decide what to produce

Before work begins at an insight factory, you should have a clear understanding of what you want to achieve, such as reducing customer churn or predicting what a given customer segment will buy next. Decide what discrete questions your business needs to answer and the actions you want those answers to enable. Prioritize questions that address the largest economic opportunities and that lead to practical actions. Then configure your factory to produce just those insights. One retailer, for example, discovered that 90 percent of its year over year sales decline was concentrated in 12 percent of its customers in specific markets. It focused questions, accordingly, on understanding the root cause and quickly reversed the trend with targeted local market merchandising tactics.

2. Source the raw materials

While it’s useful to identify a range of data sources to build insights, start with the best data immediately available.  Chasing after the “perfect dataset” is time-consuming (and often fruitless) and reduces the ability to act quickly. Instead, start with “small data”. A comprehensive “data warehouse” is a great asset over the long term, but a smaller, more selective “data mart” makes it easier to produce insights fast, preventing you from getting mired in complexity. Over time, you can then layer on additional data sets. In one case, a leading retailer setting out to understand its customers began by complementing transactional POS data with third-party customer data from aggregators, syndicated competitor data, and public sources that were immediately available. Over a year, it enriched these insights by adding social media data (for sentiment analysis), location data (to understand store traffic and movement), and financial information from credit card providers (for share-of-wallet).

3. Produce insights with speed

We have found that when it comes to analytics, productive action is mainly a product of speed. Focusing on quick decisions and execution, which circumvent long discussions, leads to insights the front line can actually use. Put finite time limits on your insight factory to force short production times and rapid bursts of structured output based on repeatable analytical models and automation.

We recommend acting like a start-up. Start-ups are driven by an inherent need for speed that doesn’t let perfect get in the way of good enough. Aware AWRE -0.31% that a futile quest for perfection creates paralysis, they thrive on a test-and-learn culture that celebrates failing early and moving to action quickly with imperfect information. Create small, nimble teams combining strategic, analytical, and technical skills to address specific topic areas rather than a single, generalized, and usually slow-moving “committees.” To keep the factory running around the clock, consider recruiting offshore talent to execute structured analysis continuously, at relatively low cost.

4. Deliver the goods and act

“Good enough” information available now can be used now to inform specific actions. If data yields the insight that milk and eggs are 90 percent likely to be purchased together, why not quickly pilot the placement of milk and egg shelves next to each other rather than wait for more comprehensive options?

Making sure that insights drive action requires a clear understanding of what front-line managers can actually use. These managers need to identify what they need. Too often, marketers or sales people are provided with data analysis they subsequently ignore. In many cases, the analysis isn’t practical, isn’t clear, isn’t trusted, or isn’t perceived as relevant. For an insight factory to work, think of the sales and marketing people who use the insights as your customers. They need to be part of a process that gives them simple ways to use the insights, such as interactive frontline tools (e.g. competitive price tracker, customer scorecards, or store operations health monitor). The most effective approach is not to push these tools on managers, but to listen and respond to their needs and then create pull.

Build a “factory” culture over time

To successfully weave the insight factory into the fabric of the way the business works, avoid  leading off with momentous change. Accustom stakeholders to incrementally embed data and insights into everyday decision making. Over time, the integration of insight factory production into business-as-usual will create a willingness to accept bigger decisions and greater change.

Tim McGuire is a senior McKinsey partner from Toronto who leads the firm’s global Consumer Marketing Analytics Center; Chris Meyer is a senior partner in McKinsey’s Dallas office who leads the firm’s work in Big Data & Analytics in Retail; Maher Masri is an associate principal in McKinsey’s Marketing and Retail practices; Abdul Wahab Shaikh is an engagement manager in McKinsey’s Atlanta office.

don’t waste time on a business plan

  • think people, not ideas – team > market > concept
  • think speed, not perfection – minimum viable product with every pivot closer to success
  • think vision, not planbeing an entrepreneur is about creating the future one step at a time.

Where there are 2 or more founders, it’s important to write down the canonical things they all agree on.They need to agree what the vision is and what the path to success will be. But don’t spend time trying to put that into a 40-page document.

http://www.inc.com/minda-zetlin/business-plans-are-a-waste-of-time-heres-what-to-do-instead.html?cid=readmore

Business Plans Are a Waste of Time. Here’s What to Do Instead BY 

Throw your business plan in the recycling bin. Instead, focus on your team and on getting to market as quickly as you can.

If you’re taking time to carefully perfect a business plan to help ensure your company’s model is sound and that it will be a success–stop. That’s the word from William Hsu, c0-founder and managing partner at start-up accelerator MuckerLab.

Hsu, who’s been both a successful entrepreneur and an executive at AT&T and eBay, says that starting a company is “a career for really irrational people. In all probability, whatever the idea is will fail. Building a reality distortion field is how entrepreneurs convince themselves and their employees that this is a good idea.”

With that in mind, he advises:

1. Think people, not ideas.

A great team trumps a great idea every time, Hsu says. “None of us is perfect, and entrepreneurs are usually great at a couple of things, such as having vision and being willing to take risks.” Entrepreneurs–especially tech entrepreneurs–come in one of two flavors: Either they’re like Steve Jobs, visionaries who understand the market but aren’t technically proficient, or they’re like Steve Wozniak, technical geniuses who don’t understand how to market to customers.

In either case, having great team members can fill in any areas where the entrepreneur lacks strength, he says. “We look for three things in a potential start-up: market, team, and concept. The team is by far the most important element, and the second is market. The idea itself is the least important.”

2. Think speed, not perfection.

“Whatever hypothesis you have about the market, it’s probably wrong by definition,” he says. “One out of every 30 venture start-ups succeeds–and that’s after getting funded. What that means is that entrepreneurs need to take a product to market as fast as they can in any form, even if it’s 10% of the original vision. They have to test it to see if it’s a market fit, if it resonates with customers, and is something they’d eventually pay for.”

Then, he says, pivot and reconfigure on the basis of that market response. “You have to iterate as fast as you can. I don’t mind if a batter has a .100 average–a 10% success rate–if the batter gets 10 or 20 at bats. The more chances you have, the better. So the team that can execute the fastest and build the most relationships with customers by listening to them will win.”

Because of this need to iterate quickly, Hsu advises building an in-house team that will have all the design, technical, and product capabilities you need. “You don’t want the entrepreneur outsourcing these types of functions, because it means there will be a cost in dollars to each new iteration that will drain capital. Every pivot should get you closer to success, rather than closer to failure.”

3. Think vision, not plan.

“A lot of entrepreneurs have a perfect deck of slides, a perfect business plan, and a perfect financial model. But that’s all they have,” Hsu says. “They think starting a business is having a business plan. But being an entrepreneur is about creating the future one step at a time.”

Does that mean you should never look ahead? Not quite, he says. “Where you have two or more co-founders, it’s important for them all to put down on a piece of paper, or a whiteboard, the canonical things they all agree on. They need to agree what the vision is and what the path to success will be. But don’t spend time trying to put that into a 40-page document. I’d rather you take that time and talk to 10 more customers instead.”

IMAGE: HENRIK SORENSEN/GETTY
LAST UPDATED: OCT 10, 2012

 

Ice cream purchasing demographics…

Australians in the ‘Career and Kids’ category are over twice as likely as average to buy ice cream tubs or cartons weekly

These people are typically well educated, younger families working full-time and paying off their suburban homes, But they’re also worried about their finances and mortgages, paying for their kids’ private schooling and keeping up with the Joneses.”

http://www.foodnavigator-asia.com/Markets/Australians-love-of-ice-cream-is-cooling/

Australians’ love of ice cream is cooling

Post a comment11-Feb-2014

Despite having a broader choice of flavours and healthier, reduced fat product options available, Australians are now less tempted by tubs of ice cream.

In 2009, 76% of grocery buyers put ice cream in the trolley at least once in the previous 12 months. But after four consecutive years of decline, that figure is now 72%.

Just 3% of grocery buyers buy ice cream tubs at least once a week—a rate that has been consistent over the last five years. The proportion buying ice cream only every 4-6 months is also steady, at 10%.

As a result, the overall decline stems from fewer people buying ice cream fortnightly (down 2% points), monthly (down 2%) or every 2-3 months (down 1% point).

The rate of purchasing increased only for the least habitual buyers: the proportion of grocery shoppers who buy a tub less often than every six months has risen gradually from 8% since 2009, and is now 9%.

Geoffrey Smith, general manager for consumer products at Roy Morgan Research, said the decline has not been uniform across the population: “Australians in the ‘Career and Kids’ category are over twice as likely as average to buy ice cream tubs or cartons weekly.

These people are typically well educated, younger families working full-time and paying off their suburban homes, But they’re also worried about their finances and mortgages, paying for their kids’ private schooling and keeping up with the Joneses.”

BUPA thinks about the future…

  • Dr Paul Zollinger-Read is Chief Medical Officer at Bupa
  • He’s tried to think about the future
  • ubiquitous, embedded sensors will be important
  • gamification will help change behaviours
  • In November 2013, Bupa signed a partnership agreement with the United Nations agency, the International Telecommunication Union (ITU), to work together on a global ‘m-Health’ initiative called ‘Be Healthy, Be Mobile’.

http://www.telegraph.co.uk/technology/news/10634366/Healthcare-in-2024-clothes-that-detect-blood-sugar-levels-and-a-toilet-that-monitors-hydration.html

Healthcare in 2024: clothes that detect blood sugar levels and a toilet that monitors hydration

Smart technology will transform healthcare over the next ten years, according to Bupa

Google unveiled a revolutionary smart contact lens which detects glucose levels in diabetes sufferers’ tears earlier this year

By 2024, mobile technology will have completely transformed medical provision across the world, according to global healthcare company Bupa. Clothes, household appliances and furniture will all play a vital role behind the scenes of our daily routines, helping keep track of health and alerting people at the first sign of illness.

Meanwhile, ‘gamification’ of healthcare could reward everyday positive choices and healthy behaviour in the same way gamers unlock badges in mobile apps such as Angry Birds or Foursquare, aiding disease prevention and dramatically reducing the onset of diseases such as diabetes.

“This glimpse into the future has allowed us to imagine a time where sophisticated mobile technology and advancements in the connected home mean that people can become guardians of their own health,” said Dr Paul Zollinger-Read, Chief Medical Officer at Bupa.

“Being aware of their likelihood of disease and possible risk factors, coupled with constant monitoring through intelligent technology means that they will be able to spot the symptoms of illness from a very early stage, or simply prevent them altogether.”

Some of the innovative healthcare solutions suggested by Bupa include ‘smart’ nappies that allow parents to check their child’s hydration levels or monitor for kidney infections, intelligent fibres in clothing that canl detect movement of the chest and pulse, monitoring breathing and heart rate and detecting irregularities, and contact lenses featuring microscopic cameras that will monitor changes in the back of the eye, spotting early signs of diabetes.

Shoes featuring pressure sensors could detect when the wearer is sedentary, and alert them with updates on fitness goals, and the household fridge will monitor liquid, nutrition and calorie consumption, while ‘tattoo’ skin patches will monitor body temperature and hydration.

Bupa said that wearable technology and the connected home will transform prevention of diseases in the next decade by gathering data from a number of devices about our bodies and presenting it back to us in simple, visual, practical terms.

The news comes after Google unveiled a revolutionary smart contact lens which detects glucose levels in diabetes sufferers’ tears earlier this year. Human trials of a miniature artificial pancreas are also set to begin in 2016.

In November 2013, Bupa signed a partnership agreement with the United Nations agency, the International Telecommunication Union (ITU), to work together on a global ‘m-Health’ initiative called ‘Be Healthy, Be Mobile’.

Bupa and ITU will provide multidisciplinary expertise, health information and mobile technology to fight chronic diseases including diabetes, cancer, cardiovascular and chronic respiratory diseases, in low- and middle-income countries.

Doctors detecting depression

Filling out forms is very much the v1.0 use of IT in the detection of mental health issues.

http://depressionscreening.org/

http://online.wsj.com/news/articles/SB10001424052748703471904576003520708615998

THE INFORMED PATIENT

How Doctors Try to Spot Depression

By

LAURA LANDRO
Updated Dec. 7, 2010 12:01 a.m. ET
Appearing anxious and overwhelmed on a routine visit with her primary-care provider, Lucy Cressey was prescribed an anti-anxiety medication and referred for talk therapy with a social worker.The treatment recommendations came after Ms. Cressey agreed to fill out two questionnaires during the medical visit at the John Andrews Family Care Center in Boothbay Harbor, Maine, last year. Ms. Cressey scored high on both questionnaires, designed to help depression and anxiety.

Following the recent death of her best friend, a tough spinal surgery and some family financial woes, “a lot of stressors just snowballed for me,” says Ms. Cressey, a 52-year-old veterinary technician. “But in rural Maine it’s not so cool to talk about being depressed or anxious, and those questionnaires really open some doors for them to help you.”

A growing number of primary-care providers are using screening tools to assess depression and other mental-health conditions during routine-care visits. They are also coordinating care of depressed patients with behavioral-health specialists. Such so-called mental-health-integration programs have been shown to reduce emergency-room visits and psychiatric-hospital admissions, and to increase employees’ productivity at work.

One in four American adults who visit their primary-care doctors for a routine checkup or physical complaint also suffer from a mental-health problem, federal data show. But patients often don’t raise the issue and doctors are too busy to ask. As a result, many never get treatment: Less than 38% of adults in the U.S. with mental illness received care for it last year, according to the federal Substance Abuse and Mental Health Services Administration.

A number of health-care groups work in tandem with behavioral-health providers. And some insurers, including AetnaAET +5.23% are promoting integrated care. About 5,000 physicians participate in Aetna’s Depression in Primary Care program, which reimburses them for administering a Patient Health Questionnaire, or PHQ-9, to patients. Aetna is also training behavioral-health specialists, and stationing them in primary-care offices.

Health groups increasingly recognize that physical and emotional health are intertwined. Many patients with mental-health problems have two or more other issues such as heart disease, obesity or diabetes. As many as 70% of primary-care visits are triggered by underlying mental-health issues, according to behavioral-health researchers.

Intermountain Health in Salt Lake City, Utah, uses the PHQ-9 depression-screening tool in about 70 of its 130 medical practices. “The aim is to see if we stabilize patients and get them well in primary care, or whether we need to transition them to a behavioral-health expert,” says Brenda Reiss-Brennan, director of the Intermountain Mental Health Integration program.

Wayne Cannon, an Intermountain physician helping lead the effort, says that patients who are asked to fill out the PHQ-9 form might be classified as mildly, moderately or severely depressed. Scoring programs on the questionnaires include guidelines to help doctors determine whether patients need just watchful waiting, medication or a course of psychotherapy. Patients can be immediately seen by a behavioral-health specialist in what’s known as a “warm hand-off,” Dr. Cannon says, making them more comfortable and likely to follow through with treatment.

 

Amy Young, a 32-year-old patient at Intermountain who has multiple sclerosis and takes antidepressants, says her primary-care doctor last year referred her to a psychologist who works in the same office and knew about some struggles faced by MS patients. “Your primary-care doctor can’t talk to you for an hour at a time like a therapist can,” says Ms. Young. “They can talk to each other if they have questions about anything going on with me and I feel much more relaxed because I’m used to going to the same office.”

Intermountain says its own studies show that adult patients treated in its mental-health integration clinics have a lower rate of growth in charges for all services than those treated in clinics without the service. It also found that depressed patients treated in the clinics are 54% less likely to have emergency-room visits than are depressed patients in usual care clinics.

Patients being treated for depression should have the PHQ-9 test regularly administered, says John Bartlett, senior adviser in the mental-health-care program at the nonprofit Carter Center in Atlanta, which promotes mental-health treatment in primary care. If doctors don’t offer it or don’t repeat it, patients should take the test on their own and alert their doctor to any worrisome score, he says. The test is available free online atdepressionscreening.org.

MaineHealth, a network of providers in the state that includes the John Andrews Center where Ms. Cressey is treated, recruited behavioral-health specialists to work in doctors’ offices in different communities. Cynthia Cartwright, program director, says MaineHealth created an Adult Wellbeing Screener combining questions from the PHQ-9 for depression, and other tests for anxiety, bipolar disorder and substance abuse. “It’s hard sometimes to reduce depression symptoms to the questions on a form, but you have to start somewhere, and I think they help doctors notice, ask about and treat mood disorders,” says Debra Rothenberg, one of the physicians participating in the program.

Because behavioral-health services are typically covered separately under most insurance plans, doctors often have to advise patients to seek out additional mental-health care by calling their insurer for a referral. But many patients don’t follow through to make the appointments, and there are often limits to their mental-health coverage. That is changing as new federal rules take effect prohibiting insurers from setting stricter limits on mental-health benefits than they do for other illnesses. And mental-health-integration programs are expected to get a boost from the new federal health law, which includes funding for programs creating “medical homes” that coordinate physical- and mental-health care for patients.

In the Aetna program, the insurer’s case managers help track patients’ progress and alert physicians if they are not improving. Case managers also assist with referrals to additional mental-health services.

Primary-care physicians increasingly are using screening tools to assess depression during routine-care visits. Getty Images

Aetna’s studies show that on average, patients completing the case-management program experienced a 4.7% increase in productivity at work, based on a questionnaire measuring the impact on productivity of employee health problems. Hyong Un, Aetna’s chief psychiatric officer, says the insurer uses its own records to identify patients who may be candidates for depression screenings, including those who have stopped filling their antidepressant prescriptions.

Richard Wender, chair of the department of family medicine at Thomas Jefferson University in Philadelphia, says participation in the Aetna program has helped motivate its doctors to administer the screens and follow up with patients. Having a behavioral-health specialist in the same office “has helped us assess behavioral-health issues more frequently and have a plan in place to deal with them,” he says.

Corrections & Amplifications

The Trustees of Dartmouth College hold the copyright on diagrams used by some doctors to screen patients for mental-health problems. Reproductions of the diagrams that accompanied an earlier version of the Informed Patient column were incorrectly attributed to MaineHealth.

Lung cancer detecting smart phones…

zero-stage disease prevention… why not!!

http://www.forbes.com/sites/mckinsey/2013/10/22/four-steps-to-turn-big-data-into-action/

Partnership tests smartphone sensor for detecting lung cancer

February 11, 2014 | By 

Vantage Health, an mHealth company developing a proprietary breathalyzer attached to a smartphone for non-invasive lung cancer screening, announced that they have formed a strategic partnership with Scripps Translational Science Institute (STSI), the NIH-sponsored consortium led by San Diego-based Scripps Health.

Redwood City, Calif.-based Vantage Health is developing mobile apps for personalized screening which leverage chemical sensing capabilities inside a small smartphone device.

Through this partnership with Vantage, STSI will provide assistance in the testing, evaluation and detection of certain basic volatile organic compounds (VOCs) using gas chromatography and mass spectrometry to calibrate the results.

STSI will assist in the testing, evaluation and detection of specific VOCs commonly associated with lung cancer. VOCs in breath provide a noninvasive and quick approach to diagnosing lung cancer in its early stages. STSI and Vantage Health will collaborate in the planning and execution of clinical trials which are expected to be carried out at STSI in San Diego, as well as a second location in the Midwest and a third location in New England.

Last month, Vantage Health announced that it had entered into an exclusive license agreement with NASA to commercialize mobile healthcare products derived from the space agency’s patented technology. The agreement with NASA licenses the use of multiple patents relating to inventions in, among other fields, chemical sensing.

The sensor technology, which won the 2012 NASA Government Invention of the Year, has been deployed by the space agency to detect trace gases in the crew cabin on the International Space Station. The sensors have also been tested and used for such applications as trace chemical detection in planetary exploration, air monitoring, leak detection and hazardous agent detection using cell phones.

“This is arguably one of the most vital and exciting steps in our effort to transfer the technology out of the labs at NASA and into the marketplace, as part of our commercialization process,” said Jeremy Barbera, chairman and CEO of Vantage Health, in a written statement.

lifestyle program impacts…

lifestyle program reduces weight and cuts diabetes risk…

http://www.medicalobserver.com.au/news/dramatic-impact-from-450-lifestyle-program

Dramatic impact from $450 lifestyle program

18th Feb 2014

Catherine Hanrahan   all articles by this author

MASS action program on diabetes appears to inspire weight loss among participants.

A landmark US diabetes prevention trial has shown that individuals who lost around 7% of their body weight reduced their diabetes risk by 58%.

Achieving these goals in the real world is another matter, yet a Victorian study has shown that a large-scale systematic diabetes prevention program can significantly reduce diabetes risk.

The Life! Taking Action on Diabetes program used 300 trained facilitators to give advice to around 8500 people at risk of diabetes in six group sessions over eight months.

Participants lost an average 2.4kg and reduced their waist circumference by 3.8cm, representing about 2.7% of their starting body weight, which extrapolates to a 21—39% reduced risk of diabetes.

Lead investigator Professor James Dunbar, director of the Greater Green Triangle University Department of Rural Health at Flinders and Deakin universities, says it’s a significant improvement. “One of the great myths is you have to lose a lot of weight,” he says. “Actually the first 3kg is what makes the big difference.”

Professor Dunbar says Life! lacked Medicare funding for cholesterol measurements at three months, but the pilot trial, which did include cholesterol measurements, showed that the protocol also reduced cardiovascular risk by 16%.

He says the key to the success of the program, which cost approximately $450 per participant, was using behavioural change theories pioneered in a Finnish diabetes prevention study.

The Health Action Process Approach model encourages participants to use problem-solving and goal-setting to change their diet and activity.

“The facilitators are trained to get participants to make changes for themselves about what they are going to do rather than pumping facts and figures at them,” Professor Dunbar says.

He says Life! was designed for GPs — who don’t have time to coach their patients to lose weight — to refer to the program.

While Life! does not have long-term data, participants in the pilot have been followed for 30 months and diabetes risk reduction is being maintained.

Professor Dunbar says the Finnish program, from which Life! was derived, showed that diabetes risk was reduced by 37% even after 13 years.

“So even though people start to put on weight again and slip in their habits, the reduction in risk of progression of diabetes is dramatically reduced,” he says.

Professor Dunbar says Diabetes Australia aims to roll out the Life! program Australia-wide.

Diabetes Care 2013; online 6 Dec

UoW on Big Food battle

Haven’t heard of Samantha Thomas before… could be worth speaking to regarding the riot project.

http://thehoopla.com.au/big-food-fight/

BIG FOOD FIGHT

By Samantha Thomas

February 18, 2014

It is said that a powerful industry can sell anything to anyone.

And indeed, industry has profited greatly from its role in some of the most serious public health problems in modern times – smoking, obesity, alcohol and gambling to name but a few.

Public health advocates have argued that industry should have a very limited role (if at all) in health policy decisions about their products. Decisions to reform products may improve the health of communities, but may also impact on the profits of the companies that sell them.

In 2013, the Director General of the World Health Organisation Margaret Cho outlined that our efforts to prevent non-communicable diseases such as obesity certainly go against the business interests of powerful corporations:

 “… it is not just Big Tobacco anymore. Public health must also contend with Big Food, Big Soda, and Big Alcohol. All of these industries fear regulation, and protect themselves by using the same tactics.

Research has documented these tactics well. They include front groups, lobbies, promises of self-regulation, lawsuits, and industry-funded research that confuses the evidence and keeps the public in doubt.

Tactics also include gifts, grants, and contributions to worthy causes that cast these industries as respectable corporate citizens in the eyes of politicians and the public. They include arguments that place the responsibility for harm to health on individuals, and portray government actions as interference in personal liberties and free choice.”

fiona-nashImage via The Australian

In Australia, we have seen the might of these powerful industries at first hand. Tobacco successfully lobbied governments for decades. And when gambling reform was touted by Andrew Wilkie, Australia’s major political parties literally ‘hit the jackpot’.

The tactics of junk food industries are no exception.

Until recently there has been very limited government level agreement about how to make Big Food accountable for the way in which they present information about their products to the community.

We know that marketing is an essential component in the way in which the junk food industry sells food that is energy dense and nutrition poor.  We also know that people struggle to read nutrition labels that are often complex and buried on the back or side panels of brightly coloured packets that highlight the ‘good’ aspects of their products and minimise the ‘bad’.

I also doubt if there are many mums or dads who inspect and understand the nutritional labelling on every single product as they drag the kids round the supermarket.

I don’t know about you but I’m just racing around the aisles as quickly as I can to avoid getting into long debates with my kids about why they can’t have the chips or lollies that have been so conveniently placed at child height on the shelves.

Hang on kids… can you just stand there quietly while mummy tries to decipher the Daily Intake Guide? I don’t think so.

Yet most people do understand that the nutritional content of food is important. They want clearer, easy to read information that allows them to make better choices for themselves and their families.

health-star-ratingThis is why the Health Star system is so important. Taken down by Assistant Health Minister Fiona Nash after only a few hours of operation, the website enabled consumers to make choices based on information about the total nutritional content of foods. It has become the source of an ongoing conflict-of-interest controversy, following the resignation of Nash’s chief-of-staff Alistair Furnival, who has links to the junk food industry.

The Health Star website showed a clear ‘five star’ rating system – based on the calculation of sugar, salt and saturated fat.

The higher the star rating, the healthier the product.

So when I’m faced with a choice of two similar cereals I can easily see which one is ‘healthier’ to put in front of my kids in the morning.

Perhaps more importantly it sends a message to industry to improve the content of their products.

Purchasing more 5 star products, and fewer 1 star products, sends a very clear message to industries that we want them to improve the content of their foods.

Effective?

The reported amount of opposition to the scheme by some sectors of the food industry is perhaps an indication that it would have been.

Efforts to improve the health of our communities will not be about how many people tune into the Biggest Loser.

It will be about how we comprehensively tackle the tactics of junk food industry.

And in the case of Health Star it is clearly about how we hold our Federal Government to account too.

Samantha-Thomas

Samantha Thomas is an associate professor at the School of  Health And Society , University of Wollongong.  She specialises in risk behaviours, social marketing campaign and understanding the impact of advertising on health and social behaviours. You can find her on Twitter @doc_samantha.

Economist: Why health care hasn’t globalised…

Bumrungrad and CCAD get a mention.

http://www.economist.com/news/international/21596563-why-health-care-has-failed-globalise-m-decine-avec-fronti-res?zid=318&ah=ac379c09c1c3fb67e0e8fd1964d5247f

Medical tourism

Médecine avec frontières

Why health care has failed to globalise

CLARE MORRIS hardly noticed when she tore the meniscus in her knee while dancing. The pain started only when she heard that repairing the damage at a hospital in South Carolina, where she lives, would cost $15,000. With limited insurance, she would have had to pay much of that herself. But after shopping around she found that she could have her knee repaired at a good hospital in Costa Rica for $7,400—and take a holiday, too.

Just a decade ago, stories like hers seemed to point to the future of health care. If a person could save thousands by shopping in the global health market, the reasoning went, insurers and governments could save billions. A knee replacement costs $34,000 in America, but just $19,200 in Singapore, $11,500 in Thailand and $9,500 in Costa Rica, according to Patients Beyond Borders, a consultancy. Even within Europe savings are to be found: a hip replacement is $4,000 cheaper in Spain than in Britain.

In the mid-2000s American insurers set out to find these savings by touring foreign private hospitals. They found that many were as good as their rich-world counterparts, and far cheaper. A big shake-up seemed likely. In 2008 Deloitte predicted an “explosive” boom in medical tourism, saying that the number of Americans going abroad for health care would grow more than tenfold by 2012.

It did not happen. Poor data were part of the problem: whereas Deloitte counted 750,000 American medical tourists in 2007, McKinsey, another consultancy, found at most 10,000 a year later. It is generally agreed that the number of medical tourists has grown since then—Thailand’s Bumrungrad hospital, which is popular with foreign patients, reports “steady growth”. But the data are still fuzzy. Patients Beyond Borders estimates that as many as 12m people globally now travel for care, perhaps 1m of them Americans. Industry insiders admit that growth has not matched the initial heady expectations.

Patient interest also turned out to be lower than predicted. Though some patients in the rich world seek out deals, most receive adequate health care at a manageable price and would prefer to stay at home. Potential savings are often insufficient to trump concerns about quality and the lack of recourse if something goes wrong. In 2008 Hannaford, an American supermarket chain, offered to pay the full cost of hip and knee replacements for its employees, including travel and patients’ usual share—provided they would go to Singapore. None took up the offer.

The predicted growth depended on medical tourism evolving from an individual pursuit to a cost-saving measure embraced by insurers and governments. But without reliable projections, insurers were reluctant to invest in the idea, says Ruben Toral, a health-care consultant. And cooler measures of the size of the opportunity dimmed their ardour. In 2009 Arnold Milstein of Stanford University estimated that less than 2% of spending by American insurers went on the kind of non-urgent procedures that might be moved abroad.

The legwork required also turned out to be formidable. Insurers had to choose foreign hospitals, negotiate contracts and malpractice insurance, and arrange follow-up care with American providers. They also risked upsetting the locals who would continue to take most of their custom. By the time the battle over Obamacare distracted them from contemplating transnational forays, most seemed to have concluded that they would not be worthwhile anyway. Companion Global Health Care, a subsidiary of Blue Cross Blue Shield, is the only big medical-tourism offshoot of an American insurer.

Governments have shown a similar lack of enthusiasm, perhaps because state promotion of medical tourism is usually seen as an admission of policy failure. In 2002 Britain allowed patients facing long waits to seek treatment elsewhere in Europe. Liam Fox, the shadow health secretary at the time, called the decision “humiliating” and criticised the government for not spending more at home. In Germany patient advocates blame government stinginess for the fact that some retired people choose, for reasons of cost, to live in eastern European care homes. Overall, only 1% of public health-care spending in Europe now crosses borders.

But the mere possibility of medical tourism is starting to change health care in unexpected ways. The biggest gains have gone not to patients, insurers or governments, but to hospitals, which have calculated that they could win more business by reversing the trend and going abroad to find patients. America’s Cleveland Clinic will open a branch in Abu Dhabi next year. (It already manages Sheikh Khalifa Medical City, a 750-bed hospital in Abu Dhabi.) Singapore’s Parkway Health has set up hospitals across Asia. India’s Apollo Hospitals, a chain of private hospitals, has a branch in Mauritius.

And though American firms and insurers have mostly stopped scouring the globe for bargains, some have negotiated bulk rates with top-notch hospitals at home. Lowes, a home-improvement firm, offers workers all around the country in need of cardiac care the option of going to the Cleveland Clinic in Ohio. PepsiCo, a food giant, made a deal with Johns Hopkins in Maryland. Other firms are said to be working on similar schemes. The future of medical tourism may be domestic rather than long-haul.