Health Advocacy Committee (HAC)
Co-Chairs: Aaron Berk (KPMG), Kathryn Hughes (TELUS Health) and Peter Jones (Microsoft Canada)
To promote investment in health ICT and represent the interests of the Canadian health ICT industry to government, key decision makers and opinion leaders.
- Execute on specific advocacy activities to promote the interest of the broader membership aligned to the priorities identified in the strategic plan.
- Meet one-on-one with Ministers of Health (Federal and Provincial) to promote investment in health ICT.
- Support the provincial Ministers of Health through collaboration and information sharing with other Ministers, government officials, decision-makers and opinion leaders to promote Technation Health’s priorities.
- Open up channels for dialogue between senior public servants, decision-makers in the broader health sector (e.g. regional CEO’s and CIO’s), opinion leaders (e.g. medical and hospital associations), and the Health ICT industry
- Organize opportunities for the membership to engage directly with key decision makers and politicians (e.g. Queen’s Park Days, Provincial eHealth Briefings etc.)
- Effectively influence public policy:
- Deliver ‘Queen’s Park Day’ style events in BC, AB and ON – others
- Target advocacy work on advancing the adoption of TECHNATION Health’s priority innovative technologies:
- Virtual Care
- Cloud Computing
- Advanced Analytics/AI/ML
- Consumer Health
- Create TECHNATION Health positions on each of the five areas. Positions could over areas such as: patient/provider/system benefits, ROI, facts/myths, practical steps, blockers, recommendations etc.
- Identify policy blockers and barriers and address at political and senior decision-making levels.
- Improve public & private sector procurement:
- Continued work of the Procurement Task Force to collaborate with the Public Sector to seek methods of procurement innovation.
- Develop TECHNATION Health positions on large-scale EMR refresh strategies and procurement – having a large scale view point
- Collaboration with Advocacy committee to elevate the procurement conversation to political layers.
- Identify influence plan (metric: documented strategy)
- Execute on stated influence activity (metrics: # of sr.-level meetings, completion of “Queen’s Park Days”)
- Creation of position papers (metrics: # of papers)
- Influence outcomes – when possible to report on the how the activities of the committee actually moved the needle on policy decisions