Well, the only one that's gotten into the details of what they would do is Bernie...
And while I respect Bernie, his way is a giant leap instead of the tiny steps a nation has to take to change course.
Also his plan would increase my tax rate to 43 percent. And that just bugs me...
But I don't think Bernie is going to be President. So I'm not to worried about him. He's more of a whip driving the others toward something I can live with than anything else.
The problem with the politicians is, they are jumping on the bandwagon and plan to outsource the bill writing after they win. Republicans would outsource it to one of their bill mills, and Dems would outsource it to...
I don't know actually, I'm not a democrat.
Which is why, it doesn't matter which one you pick, as long as they can get bipartisan support any version of medicare for all, even Bernies, would better than current system.
I don't see Bernie getting Bipartisan support. Nor AOC, with the sheer amount of hate she's received from Trump's base for absolutely no reason other than she's a socialist.
But, if we got a guy like Kasich to team up with the least hated Dem, who I don't know, does it matter? To go for a baby step minimal change bill for something like I described, that's optimal for me.
and to nitpick, you didn't specify politician. You said, "I have yet to see anyone" I am counted as anyone...
Red:
Nitpick noted; I'll give it to you for I did say "anyone."
FWIW, I meant, but didn't clearly articulate, "anyone who matters singularly, or will matter, in the legislative and public policy decision-making process of transforming the health insurance industry and the delivery of its products." That may be you or it may not. I don't know. I know at the moment, it's not I.
RE: The main "transformative" theme of the the rest of your post:
You're all about "baby steps." You're likely not alone in that regard.
My professional career entailed, among other things, implementing "big bang" global enterprise transformations; thus sweeping change gives me no endogenous trepidation. Successfully managing such complex undertakings is what I did for some 25 years. I'm hardly the only person around who's good at doing it. Indeed, what worries me more is incremental change.
Incremental change, "baby steps" disconcert me because their minority leads folks, myopic ones who don't well understand managing change, to think "oh, this'll be easy enough to do; we can do it on our own," and then they proceed to make a mess of what should have been relatively simple. The other thing I don't like about incremental change is its susceptibility to incoherence. Invariably, somewhere in the process of making small changes to complex operations/programs, one uncovers unforeseen yet material (on some occasions "show stopping") "hiccups" that, were one to have initially pursued "big" change, one'd have found soon enough to abate, attenuate, mitigate, ameliorate, isolate, etc. them before they became major "scope creep" items.
Am I intimating that transformational change is error-free? No, not at all. I'm saying it's the type of change I prefer because it best allows for comprehensive and complete solution implementations that result in a very finely tuned "machine," rather than a patchwork of BS. Yes, transformations take more time and they seem, at the outset, to cost more, but in the long-run, they are more efficient and yield better ROIs, particularly with things as complex as health insurance for which there simply is no "silver bullet."
And, no, I've never had a client of whose business I knew more than they. What I brought to the table were what I referred to as "intelligent ignorance." (My clients got a kick out of my calling myself an "intelligent ignoramus.") That that term means is that when they tell me about their business, I have the perspicacity to ask them the right questions so that in designing and executing solutions, neither they nor me (my team) don't overlook or overly discount things that matter and that they don't overburden themselves with things that really don't matter. My being first and foremost an analyst, along with knowing a lot in general about their business, theories of operation, marketing, management, systems, processes, accounting, finance, law, project management, economics and the business and statutory environment in which my clients operated, and not knowing much at all about their specific organization, is what made that possible. Any other way, and I'd have been too "native" to do what I did.
I approach the health insurance issue the same way; thus "big" change doesn't bother me.