Financing Health Care: New Ideas for a Changing Society

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He co-founded Zero-Knowledge Systems, a company focused on cypherpunk technologies for privacy, anonymity and electronic cash. Her role is to develop, align and accelerate the university's innovation ecosystem, which includes entrepreneurial education across disciplines, early-stage incubation of startup companies and the commercialization of university-based research.

She is also a certified business coach and co-founder and director of Lungfish Dive Systems , a start-up company focused on underwater breathing systems for divers. Innovation is matching new ideas and technologies to useful applications; and entrepreneurship, the next step, is finding models to create sustainable economic and social value from those innovations—as well as having ambitious, curious mindset needed to do it.

Mark Podlasly is the founder of Brookmere Management Group, which helps Indigenous and local communities identify and develop economic, social and educational opportunities. The company focuses on tailoring ways to diagnose and treat disease based on a person's genetic profile. Prior to co-founding Sequence, Mr. Wish was founder and president of Research Avenue, a contract-research company that provided outsourced development services to health-service providers and life-sciences companies. Read the summaries of round-table discussions by each engagement leader.

During these consultations, Canadians told us what they see as priority actions in spurring innovation. Three mutually reinforcing themes emerged from these conversations: people, technologies, and companies. Long description for: MCanadians have highlighted 3 mutually reinforcing themes. Canadians identified three priority areas that they felt this country needed to invest in to drive economic growth through innovation, especially during a period of slow economic growth:.

People: Identify ways for more Canadians to acquire the skills and experience that the global and digital economy demands. Innovation starts with the creativity and ingenuity of people, particularly people with the right skills and experience to drive innovation. Because as technologies become commodities that are widely available to everyone, the only competitive advantage for countries—and businesses—is the distinctive talent and creativity of their people. That's because the number of jobs in the economy that require those disciplines will continue to grow.

There is not a single industry that those fields don't touch anymore. Canada needs to keep pace with demand for people with the skills to succeed in the digital economy. This includes encouraging more women and people from under-represented groups to prepare for careers in science, technology, engineering and math.

To address these skill gaps, Canadians voiced their support for a strategy to promote the development of coding and other digital skills, particularly in school-aged children. We were told that is important to get young Canadians interested in science, technology, engineering and math early in their lives for them to have the skills needed to succeed in the future. Canadians indicated that the country must do a better job of preparing people for a rapidly changing job market. That training should start early in the lives of young Canadians and continue throughout different stages of life.

In particular, university and college students should have access to more work-integrated learning. Programs such as internships, apprenticeships and co-operative education programs should be expanded across the country. These programs help students integrate more quickly into the workforce after they graduate. Canadians have identified a shortage of certain skill sets in the labour market that hinder the innovation and growth of companies, which can limit job creation.

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That's why more needs to be done to make Canada a destination of choice for the best and brightest people from around the world. Too often, potential investors in Canadian companies have been discouraged by slow and unpredictable immigration processes that create business uncertainty and risks.

Representatives of the business community made it clear that attracting top talent from around the world actually creates more jobs for Canadians. One key hire attracts many others. This critical mass of talent enables the start-up of new companies and the scale up of others, which create more jobs for Canadians. It would make it easier for Canadian companies to recruit highly trained people with in-demand skills. Improving the immigration system will allow Canadian companies to attract global talent that creates more jobs for Canadians and stimulates more investment in the economy.

Ottawa should take concrete steps to improve matters by collaborating with post-secondary institutions to support specific digital innovation program streams and skills training including making more funding available. Continued focus is needed on developing skills locally and attracting talent globally.


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More investment is required in high school and post—secondary programs that can encourage and train students in Science, Technology, Engineering, and Math related fields and hybrid skills. There is also a need for improved immigration programs, to help Canada better attract and retain top talent. Technologies: Identify ways for Canada to harness emerging technologies that would create jobs and industries that never existed before, while reinvigorating established industries.

Canadians understand that new technologies will continue to transform all aspects of our lives. They want the country to be ambitious in the way it harnesses emerging technologies to achieve big things that benefit all Canadians, both socially and economically. There's a growing recognition that all sectors are, or have the potential to be, high-technology sectors. The reality is that technologies like artificial intelligence, additive manufacturing, quantum computing and devices, advanced sensors, new materials are transforming everything from agriculture and mining to medical devices and computing equipment.

Canadians made it clear that the country must focus on developing emerging fields that have the potential to drive innovation across all sectors of the economy. Technology has the potential to create the next generation of globally competitive companies and the good-quality jobs of the future. By supporting Canada's top clusters, we have the opportunity to speed up investment in and adoption of new technologies, and to forge new and stronger ties between firms of all sizes, which will create more good-quality jobs. To strengthen innovation networks and clusters, many Canadians favour an approach in which government makes targeted, high-value investments in areas of greatest promise.

Investments should draw on regional, technological, and sector-based expertise. We also heard that if Canada wants to build world-leading and globally competitive innovation clusters, this country must do a better job of translating our science and technology strengths into commercial activities, including stronger, more coordinated partnerships among university-based researchers, industry and government. Canadians stressed the active role that government can play in fostering innovation by setting ambitious, big-horizon goals, then making strategic investments and targeting resources in specific areas to fulfill that mission.

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In a previous generation, the United States was inspired to put a man on the moon. That mission launched breakthroughs and inventions that went well beyond the space program and fuelled decades of innovation driven by science and technology. Canadians yearn for a similar kind of vision and leadership. Many called for government to take a proactive role in sponsoring "moon shots" that would keep Canada at the forefront of science and technology.

Canadian Clusters, already successful, should be able to accelerate growth with periodic and measured government assistance, and well-executed technological, scientific vision. Exceptionally dense innovation centres appear to have the greatest national impact. For Canada, this means investing heavily in an 'anchor' innovation cluster, with the scale and brand to attract and retain globally mobile capital and talent, which will disproportionately impact our national economy. Companies: Identify ways to encourage more Canadians to start and grow companies into globally competitive successes.

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If Canadians want more jobs, they need more employers. That message came through loud and clear during public consultations.

In particular, Canadians said more needs to be done to support entrepreneurs who start companies, but face considerable challenges growing them into globally competitive firms. Entrepreneurs have pointed to the example of governments in other countries that use their purchasing power to help Canadian start-up companies grow. They say the Government of Canada, as the country's largest purchaser of goods services, could provide start-up companies with opportunities to develop their solutions and bring their innovations to market faster.

In particular, Government of Canada has the opportunity to be an early adopter and first buyer of promising solutions.

Financing Health Care - New Ideas For A Changing Society hardcover

In fact, many entrepreneurs emphasized the advantage of having the Government of Canada as an anchor customer when they go abroad in search of new clients. Many entrepreneurs pointed to the role that the United States government plays in driving innovation as a buyer of goods and services.

Representatives for businesses noted that a Canadian version of the SBIR program could address the need for early-stage companies to access the upfront working capital they need to speed up product development. Canadians have observed that increasing the availability of growth capital for Canadian companies is key to helping them scale up, export, and create jobs. Canadians told us that we need to do more to support companies in turning an idea into a commercial activity, especially for those with later-stage growth.

If not available in Canada, companies will seek capital abroad, taking the jobs they create with them. Indian healthcare delivery system is categorised into two major components - public and private. The Government, i. The private sector provides majority of secondary, tertiary and quaternary care institutions with a major concentration in metros, tier I and tier II cities.

India's competitive advantage lies in its large pool of well-trained medical professionals. India is also cost competitive compared to its peers in Asia and Western countries.

1. Ayenda Rooms​

There is a significant scope for enhancing healthcare services considering that healthcare spending as a percentage of Gross Domestic Product GDP is rising. The Government of India is planning to increase public health spending to 2. Some of the recent investments in the Indian healthcare industry are as follows:. Some of the major initiatives taken by the Government of India to promote Indian healthcare industry are as follows:. India is a land full of opportunities for players in the medical devices industry.

The country has also become one of the leading destinations for high-end diagnostic services with tremendous capital investment for advanced diagnostic facilities, thus catering to a greater proportion of population.

How is technology changing the healthcare sector?

Besides, Indian medical service consumers have become more conscious towards their healthcare upkeep. Indian healthcare sector is much diversified and is full of opportunities in every segment which includes providers, payers and medical technology. With the increase in the competition, businesses are looking to explore for the latest dynamics and trends which will have positive impact on their business.

The hospital industry in India is forecasted to increase to Rs 8. To sum up, there are vast opportunities for investment in healthcare infrastructure in both urban and rural India. This may include coverage for doctors visits and lump-sum payments. In New Zealand's public health system it is typical for medical appointments, particularly surgeries to have a waiting list. District Health Boards are typical judged in the media and by government in part based on the length of these lists.

In , it was inferred that many people required surgery but were not put on the official list. However, the main concern noted by heath industry observers was the overall increase in waiting time, about days. In the Northern Region district health boards , Northland, Waitemata, Auckland and Counties Manukau developed a telehealth system with a unified video, audio, content sharing and chat platform provided by Zoom Video Communications which is intended to lead to a more integrated health system in the Northern Region.

This should enable real-time consultations between clinicians in hospital, primary care and the community, and between patients and their care providers.