You did hear me speak earlier about the data strategy, which I think is paramount to many of the other recommendations we have for building transparency and the national coordination of the data that we own.
You're absolutely right that we do not have the capacity to develop a fully sufficient pharmaceutical strategy in Canada. It is targeted. It needs to be a coordinated approach that envelops.... We use words such as “essential”, “critical” and “vulnerable”. Often a medication could be vulnerable just based on the fact that it is sole-source or that limited alternatives are available. We saw shortages with pediatric oncology medications. These are life-saving options and alternatives, but we often do not have good choices beyond first-line therapies. As a health care practitioner, I know the worst possible outcome is to know that there is a shortage that impacts my patients and that I have to go to a patient or caregiver and explain that there is a reason they cannot receive the very best medication for their need.
It's about the criticality and, layered onto that, the vulnerability. We really are getting down to the data piece that can help drive those discussions. Again, make sure the investments in those strategies are very focused.
Lastly, it's all about procurement and the strategies that we use, because again, price alone should not be the driving factor. We are proud that many of the contracts we have for Canada have sustainability, supply resilience and other factors built into the scoring capability so that we make sure that we have a diverse and more sustainable health care supply chain.