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Health care expenditure accounted for an estimated 11% (214.9 billion) of Canada’s GDP in 2014 (CIHI, 2014). Canada boasts a universal, cost-effective and fair health care system to its citizens (Picard, 2010). However, despite great claims and large expenses incurred Canada’s health care system has been reported inefficient in it’s delivery to the population (Davis, Schoen, & Stremikis, 2010; Picard, 2010). As inconsistencies exist in health care delivery across the country, choosing priorities for the health of the Canadian people becomes of vital importance. In Ontario, progress toward a better health care system has been stated to be moving forward by putting the needs of the “patient’s first” (Ministry of Health and Long-Term Care [MOHLTC], 2015). This policy brief will give a background of health care issues in Canada related to Ontario. Three evidence-based priorities will be suggested for Ontario’s health policy agenda for the next three to five years. Furthermore, through a critical analysis of these issues a recommendation of the top priority issue for the agenda will be presented.

The Kirby and Romanow Reports were commissioned by different subsections of the Canadian government to give an overall view of the nation’s health care status and future recommendations for bettering the health care system. Senator Michael Kirby released the Final report on the state of health care in Canada on October 23, 2002 on behalf of the State Senate Committee on Social Affairs, Science and Technology (Kirby, 2002). The Commission on the Future of Health Care in Canada chose former Saskatchewan premier Mr. Roy Romanow to ask citizens across the country their issues, thoughts and concerns regarding current and future status of the nation’s health care system. This inquiry resulted

In order to sustain the health care system, the Canadian government needs to strategically plan for the years ahead and invest more in preventative care rather than curative care. Canada should enforce non-medical health policies which are not only going to promise healthy living for

My Introductory to Public Administration class has taught me the range that can come with public administration. Public administrators are employed in all levels of government, across various fields including social welfare, financial administration, and human resources (Denhardt, 2014, p. 1). Despite the various type of public administration jobs that exist, the one thing all public administrators are required to do is to maintain a commitment to public service (Denhardt, 2014, p. 1). In order to better understand how public administrators are responsive to public interests, I was assigned the task of interviewing a professional in public administration. I chose to interview Jeanell Emond, program manager for Central Valley Prevention Program (CVPP) and Mental Health Systems (MHS), because of my future in social work and my interest in developing and managing programs that benefit the community. Through the interview I was able to gain valuable insight on the agency and Mrs. Emond’s role as a public administrator. More importantly, I was able to learn how interorganizational partnerships, financial management, ethics, and leadership and management skills in public administration can help develop stronger communities.

This paper will discuss the Canadian healthcare system compared to the United States healthcare system. Although they’re close in proximity, these two nations have very different health care systems. Each healthcare system has its own difficulties, and is currently trying to find ways to improve. Canada currently uses the Universal Health Care system; which provides healthcare coverage to all Canadian citizens (Canadian Health Care, 2007). The services are executed on both a territorial and provincial basis, by staying within the guidelines that have been enforced by the federal government (Canadian Health Care, 2007).

These team leaders ensure adequate and efficient services are being provided to the local residence of Central West. Scott McLeod the Chief Executive Officer who has “over 25 years of health care management and planning experience in a variety of health-care settings, including hospitals and regional health authorities in Alberta, Manitoba and Ontario.” David Colgan the Senior Director, Health System Integration who “has held positions as Executive Director with the Simcoe York District Health Council; Administrator, Corporate and Clinical Services, Faculty of Health Sciences, McMaster University; Administrator and Vice President, Administration & Finance with the Clarke Institute of Psychiatry; and Assistant Executive Director, York County Hospital (now Southlake Regional Health Centre).” Brock Hovey the Senior Director, Health System Performance who “has worked in the Ontario Health Care System since 1988. He has held various positions throughout his career: Vice President of Clinical Support Services and Chief Planning Officer at Lakeridge Health; Chief Executive Officer, Whitby General Hospital; Director, Accounting and Information Systems, Cornwall General Hospital; and Manager of Ambulatory Care Services at the Dr. Everett Chalmers Hospital in Fredericton, NB.” Shellean Alman the Administrative Assistant, Health System Performance. Lynn Baughan the Director, Health System Integration. Patrick Boily the

Ben is a 22 year old and works as a photographer. He drinks a lot and goes to parties every single weekend with his friends. Ben has also started using heroin and became addicted to it while trying it out because of his friends. He grew up with his mum and had tough childhood as his mum is a single mum and also was addicted to alcohol. He grew up being exposed to alcohol ever since he was a child and he thinks that drinking alcohol excessively is normal. However, Ben got to the point that he no longer can live without alcohol and heroin and it started to affect his job and

This group report will focus on the health integration initiatives that has been taken by the North East LHIN (NE LHIN). The information and data that has been gathered in this report are primarily from the North East LHIN official website. The North East LHIN is one out of the 14 LHINs that currently exist in Ontario. The North East LHIN is consisted of 5 sub-regions all which was proposed by the board and undertaken by the ministry in order to recognize and assess local health issues that occur in these smaller geographical locations (NE LHIN, 2017).The North East LHIN strongly believes that the quality of health care is an integral part of their prioritization efforts. The ultimate mission is to create health and wellness through an

The purpose of this paper is to introduce a health-related organization that we were not familiar with and to investigate the organization. For this paper, the organization that will be investigated will be the Canadian Agency of Drugs and Technologies in Health (CADTH). The following sections will discuss what the organization is about, its mission and mandate, how the organization is structured, how are they funded, and why does the organization exist and do the work that they accomplish.

These four themes included in the strategic plan of eHealth Saskatchewan are: patient first, partner with the health system, ensure the privacy, security and data quality, and efficiency.

In 2001 Kevin Cowan took over the almost bankrupt St Michael’s Health Centre (SMHC) and revitalized it. This dysfunctional organization had about 300 workers, no capital assets, a large deficit (CAD$350,000), and an annual budget of CAD$ 10 million. Cowan had charisma, perseverance, and courage. Cowan’s exemplary, innovative, and servant leadership style turned around SMHC’s finances, changed broken relationships, and feud over funding arrangements with Chinook Health Region (CHR) into a strategic alliance. Equally, the RN union was angry because LPN’s were used for some tasks rather than RNs (Vanderpyl, 2012).

Since large schools cannot input the data, due to time restraints, and assign MetroCards in ATS, their inventory was not accurate. This resulted in the larger schools not receiving the additional MetroCards as needed. The situation escalated and it turned into a crisis because OPT didn’t communicate to schools or Transportation Liaisons (TL) of the process change. The crisis would be prevented if TLs were notified with anticipation, so they can assist schools with data entry to ATS, in order to have an accurate inventory. Therefore, I want to pursue my master’s degree in public administration at Baruch College because I believe that, the Executive MPA program can help me to strengthen my management, analysis and communication skills to advance in my career and eventually obtain a director position to implement a dynamic leadership within my organization and to put into practice the knowledge obtained from the program, thus I can break these silos within my organization and at the same time create a stronger team to fulfill the

The healthcare industry today has recognized the urgency of population health management in response to increasing healthcare costs, standards in quality, and alternative payment models particularly in Accountable Care (Shiple & Danaher, 2012). From the film presentation of Health Catalyst regarding the success story of New Ulm, Minnesota with population health management, we can derive that it is possible for providers, payers, and communities to work in close collaboration to further population health initiatives (Health Catalyst, 2016). The film highlighted the necessity of a solid partnership between all stakeholders in the community to ensure all their goals are achieved.

This has been in my thoughts as I’ve been drafting my way into my own dissertation ideas. My background in critical social studies means I am very familiar with building arguments, so some of this uncertainty is expected. AT the moment, I know enough to say I am on the right track with my research ideas and know that public administration, and public policy in particular, is the right field for me.. However, I also feel rather critical of the policy process literature. It has been claimed, “public administration exists to realize the governance of society” (Raadschelders, 1999, p. 288). Yet, what society believes policy to be, and for whom, changes over time and across place. I feel at this moment public policy in the United States will change dramatically and I worry that our field is ill equipped to deal with these changing views of policy. Consequently, most of my underlying thoughts and reflections have been on understanding how can we adapt to this changing atmosphere.