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Linking Foresight to Action: A Health Case Study Leah Soroka - Health Canada Lois Macklin – Alberta Innovates Technology Futures.

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Presentation on theme: "Linking Foresight to Action: A Health Case Study Leah Soroka - Health Canada Lois Macklin – Alberta Innovates Technology Futures."— Presentation transcript:

1 Linking Foresight to Action: A Health Case Study Leah Soroka - Health Canada Lois Macklin – Alberta Innovates Technology Futures

2 Health Foresight Initiative Rationale Our Objective: How Can S&T Improve the Health of Canadians in One Generation? Our Opportunities: Health Accord ending 2014 Economic crisis Aging population and an increase in bad habits Our Challenges: Needed more than a good idea…need action Reluctance to thinking and ideas generated in non-traditional ways Increasing complexity and uncertainty Short term nature and focus of politics There is an understanding that the world is changing, but less understanding on how institutions may need to change

3 Structure of the Health Foresight Initiative Partners: Health Canada – federal government department Alberta Innovates Technology Futures – provincially owned research institution Health Foresight Initiative Workshops: (7 events, 250 people, various locations) Trends and Drivers Scenario Creation Contradiction Oriented Problem Solving (TRIZ) Jasper Innovation Forum Exploration of how technology may be utilized to improve the health of Canadians Development of a new framework for enhanced health outcomes McGill University World Platform on Health Conference

4 Design Characteristics - Linking Foresight to Action Project Leadership – Complex Adaptive Management Design of the Process – Foresight in the context of Action –Open based focal question –Engagement and innovation foresight methodologies and event –Workshop and facilitation selected for strategic outputs –Budget and logistic constrain the objective function –Selection of participants need to be remarkable people appropriate to engagement and innovation –Design for the uptake of communications – mental framework, language, resonance, multi-media

5 Foresight Methodologies Causal Layer Analysis Scenarios Trends and Drivers Delphi System Mapping Environmental Scanning Cross- impact Analysis Solution Based Problem Solving Algorithms Contradiction Oriented Innovation Appreciative Inquiry Challenge Dialogue Morphological Analysis Use of various tools to derive insights

6 Trends and Drivers Research, Development & Tech. Investments Medical Tech. Advances Information & Communication Tech. Human Enhancement Technology Globalization of Disease Environmental Quality Social Determinants of Health Demographic Diversity Healthcare System Social Values & Ethics Power of Stakeholders Geopolitics Government & Public Policy Economic Capacity

7 Scenarios Low Economic Capacity Individual Societal Values High Economic Capacity Collective Societal Values

8 Emergent S&T NetworksThe Environment Enabling Environment ØFood & Food Policy ØReform Regulatory Process ØHealth Impact assessment in Federal policy making ØSolution Based Open Innovation ØLeveraging existing technology for healthy active aging ØStandards for Medical Information ØTransparency and Detailing Costs of Health Transactions ØMeasuring the Subjective ØReplacement Parts ØEpigenetic Imprints ØAutomated Nourishment ØProgramming Immunity ØDiagnosing the Pre-sick ØBiological Previews The Body ØUbiquitous sensing ØIntegrated Population-Based ØInformation and Surveillance Systems ØCrowd-Sourced Research ØAugmented Environments ØAnticipatory Quarantines ØElectronic Bank/ Health Card ØOffsite Preventative and ØTherapeutic Applications of S&T ØAdaptive Encouragement ØContagion Health

9 Convergence and Insights The Body Networks The Environment Enabling Environment

10 Health Conveyor Enhancing The Health of Canadians S&T mobilizes intermediaries, communities, social entrepreneurs and caregivers Community Supported Information & Tools S&T mobilizes The individual

11 Changing Assumptions – The Way We View the World World Views More linear Reductionist Problem approach Approach to Health Hierarchical Dr. is expert Limited Options S&T One of a kind In institutions Assist the masses World Views Complex Holistic System approach Approach to Health Individual role Health literacy Many options S&T Widespread Quickly evolving Personalized Traditional Evolving

12 Changing Assumption – The Way We View Capitalism Corporate Social Responsibility Traditional Evolving Public Science/Policy Private Science/ Policy Public Science/Policy Private Science/ Policy

13 Changing Assumptions – The Way We View Public and Private Individual Collective Individual Collective Ubiquitous sensing Personalized and precise medicine Traditional Evolving Win/Lose Win/Win

14 Changing Assumptions – The Way We View The System Expanded Public Sector Enabled Health System Wellness Public Private Partnerships (PPP) Innovative Charities, NGOs & Patient Groups The system is enabled through policy, regulations, shared science and best practices. Primary Care Traditional Acute Care Publicly funded Evolving Primary Care Acute Care Management Enter Health System Health Facilitation Prevention and issue management are key

15 Impact to Improving the Health of Canadians S&T is a fundamental game changer by enabling: Individual, community and informal care by mobilizing participation in prevention, treatment, management and wellness Integration of other services for enhanced access to information, decision making and delivery at all agents/levels Feedback mechanisms to support behavioural change.

16 Next Steps and Expectations Evolved conversation on the challenges and opportunities to improve the health of Canadians Evolved path forward for action including: Expanded definition of science (system, cognitive, ICT, wellness) Enhance the communications of science for results Ubiquitous sensing – infrastructure, standards, etc New corporate models Adopting frameworks inclusive of dialectics Lifestyle management approach Enabling the movement from Health to Wellness through S&T Interim results are positive through the creation of artefacts and embedding in departmental strategic direction setting and planning systems Long term uptake …needs to be seen

17 Thank You Questions?

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