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Andhra Pradesh Agriculture Minister K. Atchannaidu has asked the officials to prepare plans to provide electricity subsidies to all aquaculture farmers irrespective of zones, as promised in the election manifesto of the National Democratic Alliance (NDA). The Minister, during a meeting with the officials on December 17 (Tuesday), emphasised that immediate action should be taken for the distribution of fish seeds, and the involvement of people’s representatives in completing the distribution across the respective districts by the end of January 2025. He instructed the officials to take steps to hold elections for fisheries cooperative societies in Srikakulam and West Godavari districts, where they had been stalled. Pointing out that ₹6.67 crore has been sanctioned for the immediate release of funds for fuel subsidy to fishermen, Mr. Atchannaidu asked the officials to ensure that the funds for fuel subsidies for fishermen’s boats were released in advance every year. Marine fuel The government is introducing marine fuel to save approximately ₹10 per litre and aims to develop 54 government-owned fish seed ponds, he said. Mr. Atchannaidu said that the government was chalking out plans to set up artificial reefs along the coast, with support from the Kerala government, to enhance marine resources and improve livelihood opportunities for fishermen in coastal areas. Mr. Atchannaidu directed the officials to take steps to fill up the vacant posts in the Animal Husbandry Department. He wanted them to submit proposals for the construction and repairs of veterinary hospital buildings. Cattle vaccination Efforts should be made to develop Embryo Transfer Technology in the State to breed superior, disease-resistant livestock, he said and asked the officials to ensure that vaccinations and deworming medicines are provided for all cattle, sheep, and goats in the State by January. Fisheries and Animal Husbandry Principal Secretary M.M. Nayak, Animal Husbandry Director Damodar Nayak, Fisheries Commissioner Dola Shankar, and other officials were present in the meeting. Published - December 18, 2024 03:56 am IST Copy link Email Facebook Twitter Telegram LinkedIn WhatsApp Reddit Andhra Pradesh
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SAN ANTONIO, Texas (AP) — Zach Calzada threw for 182 yards and his 17-yard scoring pass to Roy Alexander was the game's only touchdown and Incarnate Word beat Villanova 13-6 on Saturday in the second round of the FCS playoffs. Read this article for free: Already have an account? To continue reading, please subscribe: * SAN ANTONIO, Texas (AP) — Zach Calzada threw for 182 yards and his 17-yard scoring pass to Roy Alexander was the game's only touchdown and Incarnate Word beat Villanova 13-6 on Saturday in the second round of the FCS playoffs. Read unlimited articles for free today: Already have an account? SAN ANTONIO, Texas (AP) — Zach Calzada threw for 182 yards and his 17-yard scoring pass to Roy Alexander was the game’s only touchdown and Incarnate Word beat Villanova 13-6 on Saturday in the second round of the FCS playoffs. The Cardinals (11-2), who earned their highest seed in program history at No. 6, travel to face third-seeded South Dakota State in the quarterfinals. Brack Peacock kicked a 23-yard field goal to give the Cardinals a 3-0 lead with 8:48 before halftime. Villanova (10-4) tied it on 49-yard field goal by Ethan Gettman almost five minutes later. Late in the third, Gettman gave the Wildcats their lone lead when he kicked a 52-yarder. Calzada connected with Roy early in the fourth and Peacock added insurance in the last stanza with a 35 yarder with 4:14 remaining. Lontrell Turner had 120 yards rushing on 18 carries for Incarnate Word. Connor Watkins threw for 103 yards and an interception for Villanova whose offense was outgained 437-138. The Wildcats hadn’t been kept out of the end zone since Nov. 5, 2022 when Towson beat Villanova 27-3. ___ Get poll alerts and updates on the AP Top 25 throughout the season. Sign up here. AP college football: https://apnews.com/hub/ap-top-25-college-football-poll and https://apnews.com/hub/college-football Advertisement
Wall Street Gains: Economic Activity Spurs Investor ConfidenceA total of 365 Guyanese are preparing to apply their newly acquired diverse technological skills in the country’s labour force, after completing the One Guyana Digital Programme. This is the first cohort under this initiative, which was launched in February of this year. The training program equipped Guyanese participants with in-demand technology skills, including software development, front-end design, and mobile app development. Nine students showcased their innovative digital projects to President Dr Mohamed Irfaan Ali at State House on Tuesday. These projects, including patient management apps, waste management systems, and tutoring platforms, demonstrated insightful solutions to critical challenges in education, health, and agriculture. Having completed the training, these students are now being engaged in essential career development skills, including resume building, to prepare them for successful entry into the technology sector. “They will soon commence their job interview training after the Christmas break. They will also be trained on how to secure employment contracts using popular job placement portals such as Upwork and Indeed,” the president said. He added, “So far, we have hundreds of job opportunities lined up, and this is what the programme was about.” President Ali said these investments in upskilling the country’s youth form part of the government’s drive to have a highly skilled human resources asset. President Ali urged more persons to get involved. “This is aimed at encouraging more Guyanese, younger Guyanese to join the programme because we are investing heavily in the programme,” he said. The programme, supported by the government of Canada, condensed a three-year course into six to eight months, emphasising problem-solving and entrepreneurial mindsets. The initiative falls under the Guyana Online Academy for Learning (GOAL) programme, and enables graduates to work remotely in Guyana for renowned tech companies across the globe. They will be able to earn between US $30,000 to US$ 40,000 annually. The programme will also be extended and presented as a One Caribbean Digital Initiative, according to President Ali. President Ali pledged the government’s ongoing support and mentorship to the trainees as they transition from the programme into entrepreneurship or employment. Meanwhile, the Senior Minister in the Office of the President with Responsibility for Finance and the Public Service, Dr Ashni Singh, said that these presentations demonstrate the significant progress made in the programme. He said it indicates that with these enabling platforms the students will forge a new path for the Caribbean region. “You have also learned the ability to identify problems or identify issues that could be developed, that could be addressed by a technological solution, because successful apps that will have a national or a global footprint require not only the technical skills how to write a good program, but the ability to spot an opportunity,” the minister said. Additionally, Minister of Local Government and Regional Development, Sonia Parag echoed these sentiments, adding that the President’s vision of positioning Guyana’s youth at the forefront of the country’s technological transformation is taking shape. At the programme’s launch in February, the government announced a $9.5 million contribution to the initiative.Overhauls of 'heritage brands' raise the question: How important are our products to our identities?
BETHESDA, Md. , Dec. 5, 2024 /PRNewswire/ -- Saul Centers , Inc. (NYSE: BFS ) has declared a quarterly dividend of $0.59 per share on its common stock, to be paid on January 31, 2025 , to holders of record on January 15, 2025 . The common dividend is unchanged from the amount paid in the previous quarter and the amount paid in the prior year's comparable quarter. The Company also declared quarterly dividends on (a) its 6.125% Series D Cumulative Redeemable Preferred Stock, in the amount of $0.3828125 per depositary share and (b) its 6.000% Series E Cumulative Redeemable Preferred Stock, in the amount of $0.3750000 per depositary share. The preferred dividends will be paid on January 15, 2025 , to holders of record on January 2, 2025 . Saul Centers is a self-managed, self-administered equity REIT headquartered in Bethesda, Maryland . Saul Centers currently operates and manages a real estate portfolio comprised of 62 properties, which includes (a) 58 community and neighborhood shopping centers and mixed-use properties with approximately 10.2 million square feet of leasable area and (b) four land and development properties. Over 85% of the Saul Centers' property operating income is generated by properties in the metropolitan Washington, DC / Baltimore area. More information about Saul Centers is available on the Company's website at www.saulcenters.com . Safe Harbor Statement Certain matters discussed within this press release may be deemed to be forward-looking statements within the meaning of the federal securities laws. For these statements, we claim the protection of the safe harbor for forward-looking statements contained in the Private Securities Litigation Reform Act of 1995. Although the Company believes the expectations reflected in the forward-looking statements are based on reasonable assumptions, it can give no assurance that its expectations will be attained. These factors include, but are not limited to, the risk factors described in (i) our Annual Report on Form 10-K for the year ended December 31, 2023 , and (ii) our Quarterly Report on Form 10-Q for the quarter ended September 30, 2024 , and include the following: (i) general adverse economic and local real estate conditions, (ii) the inability of major tenants to continue paying their rent obligations due to bankruptcy, insolvency or a general downturn in their business, (iii) financing risks, such as the inability to obtain equity, debt or other sources of financing or refinancing on favorable terms to the Company, (iv) the Company's ability to raise capital by selling its assets, (v) changes in governmental laws and regulations and management's ability to estimate the impact of such changes, (vi) the level and volatility of interest rates and management's ability to estimate the impact thereof, (vii) the availability of suitable acquisition, disposition, development and redevelopment opportunities, and risks related to acquisitions not performing in accordance with our expectations, (viii) increases in operating costs, (ix) changes in the dividend policy for the Company's common and preferred stock and the Company's ability to pay dividends at current levels, (x) the reduction in the Company's income in the event of multiple lease terminations by tenants or a failure by multiple tenants to occupy their premises in a shopping center, (xi) impairment charges, (xii) unanticipated changes in the Company's intention or ability to prepay certain debt prior to maturity and (xiii) an outbreak or pandemic of any highly infectious or contagious diseases or other public emergencies, and the measures that international, federal, state and local governments, agencies, law enforcement and/or health authorities implement to address it, which may precipitate or exacerbate one or more of the above-mentioned and/or other risks, and significantly disrupt or prevent us from operating our business in the ordinary course for an extended period. Given these uncertainties, readers are cautioned not to place undue reliance on any forward-looking statements that we make, including those in this press release. Except as may be required by law, we make no promise to update any of the forward-looking statements as a result of new information, future events or otherwise. You should carefully review the risks and risk factors included in (i) our Annual Report on Form 10-K for the year ended December 31, 2023 , and (ii) our Quarterly Report on Form 10-Q for the quarter ended September 30, 2024 . SOURCE Saul Centers , Inc.NVIDIA Corp. stock outperforms market despite losses on the dayNASA's 2 stuck astronauts face more time in space with return delayed until at least late March
NoneVan Zandt County, Kilgore and others awarded grants for emergency radio infrastructure
NEW YORK , Dec. 11, 2024 /PRNewswire/ -- Report on how AI is redefining market landscape - The global insurtech market size is estimated to grow by USD 77.41 billion from 2024-2028, according to Technavio. The market is estimated to grow at a CAGR of over 42.35% during the forecast period. Increasing need to improve business efficiency is driving market growth, with a trend towards investors collaborating with insurtech firms. However, high cost of investment poses a challenge. Key market players include Acko Technology and Services Pvt. Ltd., Allianz SE, Berkshire Hathaway Inc., Charles Taylor Ltd., Cuvva Ltd., Cytora Ltd., DeadHappy Ltd., Flock Ltd., Friendsurance, Kin Insurance Technology Hub LLC, KYND Ltd., Laka Ltd., Massachusetts Mutual Life Insurance Co., Milvik AB, Nimbla Ltd., Quantemplate Technologies Inc., simplesurance GmbH, Slice Insurance Technologies Inc., Uinsure Ltd., Urban Jungle Services Ltd., Wrisk Ltd., ExtraCover Ltd., and F2X Group Ltd.. Key insights into market evolution with AI-powered analysis. Explore trends, segmentation, and growth drivers- View Free Sample PDF Market Driver InsurTech, the fusion of Insurance and Technology, is creating waves in the industry. This innovation is revolutionizing the creation, distribution, and administration of insurance products. From social insurance to life & health, auto, marine, liability, buildings, and commercial buildings insurance, InsurTech is transforming business lines and product lines. Machine learning and artificial intelligence are driving personalized solutions for niche customers. Real-time tracking and monitoring information enable better risk monitoring and decision making. Customer data is the new currency, with predictions based on purchase quantity and consumer needs. Cloud computing, blockchain, IoT, and digital solutions are the new norm. InsurTech is transforming insurance planning with big data, chatbots, and on-premise solutions. Insurance carriers are embracing digital transformation, leveraging technology to streamline operations and enhance customer experience. The future of InsurTech lies in continuous innovation and meeting evolving customer needs. Investors are showing heightened enthusiasm towards partnering with InsurTech firms, as evidenced by the recent conference where 1,500 investors, entrepreneurs, and insurance executives convened. The primary objective of the event was to explore how technology is revolutionizing the insurance sector. Technological advancements have significantly impacted the insurance value chain, streamlining costing processes, enhancing consumer experience, increasing transparency, reducing fraud through data analysis, and simplifying claims for customers. InsurTech companies are prioritizing the growing consumer demand for tailored insurance products and personalized services. Request Sample of our comprehensive report now to stay ahead in the AI-driven market evolution! Market Challenges The InsurTech market is revolutionizing the insurance industry by creating and distributing innovative insurance products using technology. Challenges in insurance creation and administration are being addressed through the use of machine learning and artificial intelligence. Social insurance and customer data analysis help insurers make accurate predictions and personalized decisions for insurance planning. Real-time tracking and monitoring information are crucial for risk monitoring and customer satisfaction. Insurance carriers are embracing digital solutions to meet consumer needs, including cloud computing, IoT, and blockchain. Business lines and product lines are catering to niche customers with specific risk profiles. Machine learning algorithms help insurers assess purchase quantity and make informed decisions. Big data and chatbots streamline customer interaction and improve decision-making processes. Solutions providers are leading the digital transformation in insurance, offering cloud-based and on-premise solutions for life & health, auto, marine, liability, buildings, and commercial buildings insurance. IoT devices provide real-time data for dwelling coverage, contents coverage, and risk monitoring. The integration of technology in insurance is a game-changer, enabling insurers to provide customized solutions and improve overall customer experience. Insurance firms are embracing the sale of products through the latest technology, known as InsurTech. However, this new approach necessitates specialized training for insurance staff to effectively use the technology and understand the insurance offerings. Retraining is essential to ensure that employees can provide clients with suitable insurance solutions. Many firms are integrating technology with banking and broking services, but managing these systems effectively requires technical expertise, which some firms may lack. Therefore, investing in trainers for staff and brokers is crucial for successful implementation of InsurTech solutions. Discover how AI is revolutionizing market trends- Get your access now! Segment Overview This insurtech market report extensively covers market segmentation by 1.1 Marketing and distribution 1.2 IT support 1.3 Claim management 1.4 Policy administration and management 1.5 Others 2.1 On-premises 2.2 Cloud 3.1 North America 3.2 Europe 3.3 APAC 3.4 Middle East and Africa 3.5 South America 1.1 Marketing and distribution- The InsurTech market's marketing and distribution segment is poised for significant growth during the forecast period. The widespread use of smartphones and easy internet access have fueled digital marketing and distribution of insurance policies through advanced technologies. Regulations mandating electronic promotion system certifications ensure security. Mobile point-of-sales in e-retail is gaining acceptance, providing insurance companies with opportunities to cater to busy customers. InsurTech platforms offer chatbots for live customer interaction and resolution of queries, enhancing the digital experience. Customer-centricity and high ROI are driving segment growth. InsurTech startups disrupt traditional financial services with increased access, transparency, and lower costs. Automation through pattern recognition algorithms and predictive coding reduce industry overheads and improve process efficiency. Deregulation of equity crowdfunding and private startup investments attract investors, further fueling market growth. Download a Sample of our comprehensive report today to discover how AI-driven innovations are reshaping competitive dynamics Research Analysis Insurance Technology, or InsurTech, refers to the use of technology to create, distribute, and administer insurance products. This innovative sector is revolutionizing the industry by enabling the creation of ultra-customized policies tailored to individual needs. Social insurance, life & health, auto, marine, liability, buildings, and commercial buildings insurance are just a few areas benefiting from InsurTech. Machine learning and artificial intelligence are key technologies driving personalized offerings. Customer data is analyzed to provide accurate risk assessments and pricing. Cloud computing and deployment models allow for flexible and scalable solutions. Blockchain ensures secure and transparent transactions. Business analytics and IoT devices provide real-time data for risk assessment and claims processing. InsurTech is transforming various insurance sectors, including life & health, auto, marine, liability, buildings, and home insurance. Dwelling coverage and contents coverage are now offered with greater precision and efficiency. The future of insurance is technology-driven, offering customized policies and improved customer experiences. Market Research Overview The InsurTech market refers to the use of technology to create, distribute, and administer insurance products. This includes social insurance, life & health, auto, marine, liability, buildings, and commercial buildings insurance. Customer data is a crucial element, with machine learning and artificial intelligence used for predictions based on consumer needs, purchase quantity, and decision making. Real-time tracking and monitoring information are essential for insured parties, and businesses are leveraging digital solutions to streamline insurance planning. Cloud computing, blockchain, IoT, and big data are transforming the industry, with solutions providers offering digital transformation through on-premise and cloud-based platforms. Chatbots and insurance carriers are also part of this landscape, enhancing customer experience and enabling efficient claim processing. Overall, InsurTech is revolutionizing the insurance industry by providing innovative digital solutions for various business lines and niche customers. Table of Contents: 1 Executive Summary 2 Market Landscape 3 Market Sizing 4 Historic Market Size 5 Five Forces Analysis 6 Market Segmentation Application Marketing And Distribution IT Support Claim Management Policy Administration And Management Others Deployment On-premises Cloud Geography North America Europe APAC Middle East And Africa South America 7 Customer Landscape 8 Geographic Landscape 9 Drivers, Challenges, and Trends 10 Company Landscape 11 Company Analysis 12 Appendix About Technavio Technavio is a leading global technology research and advisory company. Their research and analysis focuses on emerging market trends and provides actionable insights to help businesses identify market opportunities and develop effective strategies to optimize their market positions. With over 500 specialized analysts, Technavio's report library consists of more than 17,000 reports and counting, covering 800 technologies, spanning across 50 countries. Their client base consists of enterprises of all sizes, including more than 100 Fortune 500 companies. This growing client base relies on Technavio's comprehensive coverage, extensive research, and actionable market insights to identify opportunities in existing and potential markets and assess their competitive positions within changing market scenarios. Contacts Technavio Research Jesse Maida Media & Marketing Executive US: +1 844 364 1100 UK: +44 203 893 3200 Email: [email protected] Website: www.technavio.com/ SOURCE Technavio
Researchers launch “moonshot” to cure blindness through eye transplantsWhen Dr. Kemi Wijesundera moved into the new Telus Health family medicine clinic in downtown Toronto, he quickly found he had one less thing to worry about during consults. Each of the seven examination rooms in the modern new clinic, which Telus Health has opened under its “MyCare” brand, is equipped with “AI scribe” software that listens to appointments (with patients’ consent) and uses artificial intelligence to summarize the conversations in the standardized medical note form. Before the patient even gets out the door, the notes from their appointment, including their medical history, as well as any requisitions, prescriptions and special instructions from their doctor, are uploaded to their phone through the Telus MyCare app. “This is the future of health care,” says Wijesundera, a recent medical school grad and one of six family physicians at the new Telus Health MyCare Union clinic. Located in repurposed office space on York Street, just south of Union Station, the “digital first” clinic, which had a soft launch in late summer, is now fully operational. 516 k Estimated number of Torontonians without a family doctor 2.5 M Estimated number of Ontarians without a family doctor 6.5 M Estimated number of Canadians without a family doctor Source: Ontario College of Family Physicians, Ontario Community Health Profiles Partnership, OurCare Initiative Toronto Star graphic Located in repurposed office space on York Street, just south of Union Station, the “digital first” clinic, which had a soft launch in late summer, is now fully operational and facing a unique challenge: at a time when an estimated 516,000 Torontonians are looking for a family doctor, the physicians at the clinic are looking for patients — up to 6,000 of them. “It gives people who live in the Toronto area a new way to become attached to a family doctor within the public health-care system,” says Chris Engst, vice-president of consumer health for Telus Health, which opened its first two MyCare clinics in Victoria and Vancouver in 2020. The expansion is part of a broader, global trend that’s seeing private companies taking ownership stakes in the provision of medical services, an area many investors see as ripe with opportunity as wait-lists for family doctors and certain surgical procedures remain stubbornly high. Unlike its main telecom competitors, Rogers Communications and BCE, which have diversified into sports team and media ownership, Telus is staking a claim on health care. In 2022, it acquired digital-health provider LifeWorks , formerly Morneau Shepell, for $2.3 billion, as well as buying up a substantial share of the market for electronic medical record (EMR) software in Canada over the last decade. After these and other acquisitions, Telus says it now provides health-care services to some 76 million people in more than 160 countries. “It’s a regular family practice. The physicians are doing everything from preventative care, immunizations, chronic disease management, acute care, whatever the care needs are of their patients,” says Dr. Alissia Valentinis, a family doctor and medical director of the Toronto MyCare clinic. 1 M Estimated number of Torontonians who could be without a family doctor by 2026 4.4 M Estimated number of Ontarians who could be without a family doctor by 2026 Source: Ontario College of Family Physicians, INSPIRE-Primary Health Care Toronto Star graphic Dr. Alissia Valentinis, medical director of the Telus Health MyCare Union clinic, explains that the MyCare model is similar to other private clinics where doctors pay a percentage of their provincial billings to the company running the clinic to cover rent, staff and insurance. In this case, Telus Health manages the clinic while the physicians are independent contractors who are “100 per cent publicly funded.” “It’s a regular family practice. The physicians are doing everything from preventative care, immunizations, chronic disease management, acute care, whatever the care needs are of their patients,” says Valentinis. One thing the new Toronto MyCare clinic isn’t: a cramped and stuffy space in a lowrise office complex that some may associate with more traditional medical offices. A wall covered with plants about six metres long that stretches to the ceiling greets patients in the clinic’s waiting room on the second floor of Telus Harbour, a 30-storey, LEED Platinum office building next to Scotiabank Arena. Floor-to-ceiling windows that look down on York Street illuminate the seven, gleaming-white examination rooms that are equipped with two computer screens, one for virtual consultations and one for medical charting. One slightly larger examination room can accommodate minor procedures, such as the removal of lumps or bumps. A counselling room featuring cushioned seats offers a quiet space for doctors to have difficult conversations with patients, if necessary, or for breastfeeding moms to find some privacy. A team of clinical operations support staff assist physicians with administration, pharmacy inquiries, referrals and appointment bookings. “We’ve been using technology to try and think about, how do you deliver primary care in a unique way which helps to support the needs of patients and also helps to support the needs of the clinicians who work with us?” says Engst. A key pillar in this quest is the Telus Health MyCare app, a sort of all-in-one platform that not only holds MyCare patients’ electronic medical records, but also allows patients to book same-day or next-day appointments and see physicians at the Union clinic virtually or in-person. Despite the obvious value for patients in a city starved of family doctors like Toronto, the company’s expansion into the health-care space has not been without controversy. A few years ago, Telus Health opened but then closed the doors of a family medicine clinic in downtown Toronto, a move it said was a “strategic decision” to “re-evaluate and refine our approach to supporting health-care needs in Toronto.” “This period of reflection and analysis led to the development and launch of the Telus Health MyCare Union clinic,” the company said in an email. “This new model represents an evolution of our initial concept, incorporating lessons learned and aligning more closely with our goal of improving access to primary care for thousands of Toronto residents.” In late 2022, British Columbia’s Medical Services Commission, responsible for that province’s public health insurance system, went to court seeking an injunction against a separate Telus Health program, called LifePlus, that the government alleged charged patients thousands of dollars a year for care already covered publicly — an illegal practice under the B.C. Medicare Protection Act. In April 2023, the commission and Telus Health reached an agreement and clarified processes to better distinguish insured from uninsured services, the company said. It’s unclear how much, if any, profit Telus is making on the Toronto MyCare clinic, but Engst did say its physicians bill the provincial health system just like any other public health-care clinician, with a portion of those fees going to cover support staff and overhead. A less tangible benefit for the company could be a treasure trove of potentially valuable data. And that has not gone unnoticed by privacy and public health-care advocates, who question what the Vancouver-based company is doing with its now vast holdings of personal health information. “Telus owns most of the electronic medical record (EMR) software market in Canada, including the EMR that I use. All of my prescribing information is in my EMR. Where is the data going and are they monetizing it for secondary use?” says Danielle Martin, chair of the Department of Family and Community Medicine at the University of Toronto. Danielle Martin, chair of the Department of Family and Community Medicine at the University of Toronto, says that while the MyCare Union clinic “is what every doctor and every patient wants and deserves” when it comes to physicians being able to focus on being clinicians instead of running an office, she questions why a private company is stepping in to meet demand instead of the public health-care system. Engst says Telus Health, as both a technology and health-care company, “brings unique capabilities to improve health-care delivery and access.” “To be clear, the Telus Health MyCare Union clinic supports the public health-care system by providing access to publicly insured services,” he added. Martin notes that the province already funds models similar to the MyCare clinics through family health teams and community health centres, but these interprofessional teams — which include not only doctors, but also nurses, social workers, dietitians and pharmacists — only cover about 30 per cent of the population. “This is what creates a market for Telus, because doctors prefer to work in an environment like that and patients prefer to get care in an environment like that,” says Martin, who is also a family doctor. But she questions what Telus Health does with the patient data it retains. “Telus owns most of the electronic medical record (EMR) software market in Canada, including the EMR that I use. All of my prescribing information is in my EMR. Where is the data going and are they monetizing it for secondary use?” Martin says. In an email, Telus Health said it does not sell any data collected by its virtual-care platforms, including MyCare, and is “deeply committed” to the internationally recognized Privacy By Design principles. Privacy by Design, created by Ontario’s former privacy commissioner Ann Cavoukian, is a system based on seven principles intended to proactively embed privacy into information technology and business systems. “All data collected from our services are treated as personal health information and handled in accordance with the rigorous laws and best practices applicable to personal health information,” the company said. 19 Estimated number of hours per week family doctors spend on administrative work Source: Ontario Medical Association Toronto Star graphic Back at the MyCare Union clinic, Wijesundera says the technology deployed by Telus Health is what made working at the clinic attractive as a new medical grad who wants to spend more time seeing patients and less time doing paperwork. “This is potentially going to solve physician burnout,” he says. The Ontario Medical Association reports that family doctors spend about 19 hours per week on administrative tasks, such as writing notes or filling in patient forms. “I get more time to look at the patient, have a conversation and it’s not just me on the computer typing. It’s a nice interaction. The patients feel heard as well.”
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