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It is tragic and ironic, as we speak of the pandemic of physical inactivity, that we already know the cure for physical inactivity, the 4 th leading risk factor for mortality costing billions of dollars in medically related costs and losses in productivity. The solution is simple. People must move more often. And of exceptional relevance, physical activity can prevent diseases which increase the population's susceptibility to the new coronavirus pandemic, CO-VID-19. Creating innovative programs which encourage movement is a beginning, but these programs must be sustainable and accessible to a country's vulnerable populations. 3 WINS Fitness is a free scalable and innovative community-based exercise program serving over 300 participants requiring no external funding for daily operations due to its implementation by university kinesiology students. If we apply our knowledge and work together in significant collaborations, millions of lives can be saved. Population physical activity has not increased since the late 1990's. We must take a fresh look at identifying new or unique collaboratives and re-inventing current systems. At the core is the education system of university kinesiology/exercise science programs, teaching students the complete landscape of what is required for increases in population physical activity. The Call to Action (CTA) is kinesiology/exercise science departments around the world vigorously taking on the challenge and owning the responsibility for increasing population physical activity. The students of today can control the health destiny of millions of people around the world. The first steps to these departments taking the lead must begin today.

BackgroundClostridium difficile infection (CDI) contributes to significant increases in healthcare-associated morbidity and mortality. Multiple strategies have been promulgated to accurately diagnose and to control healthcare facility-onset (HO) CDI. Sharp Memorial Hospital is a 438-bed tertiary care community hospital. In 2014, the standardized infection ratio (SIR) CDI was 1.406 (2006–2008 baseline) with a p value of 0.0005. We report the results of a multi-disciplinary approach that has reduced our HO-CDI SIR. The National Healthcare Safety Network definitions and methodologies were used throughout the study.MethodsVarious multi-disciplinary interventions were implemented over a 12 month period from April 2015 through March 2016 that included enhanced administrative support and the creation of a multi-disciplinary CDI Steering Committee (Figure 1). A Lean Six Sigma approach was launched that included a two-day rapid process improvement (RPI) workshop in July 2015 with participation of an interdisciplinary team of frontline staff, leaders from the 2 units with high CDIs, Infection Prevention, and Environmental Services. Subsequently, lessons learned from the RPI were disseminated throughout the hospital. The laboratory and information technology staff and the antimicrobial stewardship program also contributed.ResultsCompared with the intervention period, the post intervention period (April 2016 through March 2017) documented a significant increase in the number of samples submitted for CDI testing ≤ 3 days after admission and a significant decrease in the number of samples submitted > 3 days after admission. There were significant decreases in the HO-CDI SIR from 0.947 to 0.676 (p value 0.0485) and in quinolone days of therapy from 265 to 246 (p value 0.0001).ConclusionWe have demonstrated a significant decrease in our HO-CDI using a multi-pronged approach that highlighted a return and reinforcement of back to basics infection prevention. High HO-CDI SIR in previous years might indicate missed community-onset, community-onset healthcare facility-associated cases. We did not employ other technologies such as the hands-free disinfection devices. Sustainability remains a future challenge.Disclosures All authors: No reported disclosures.

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