Appearance before the Standing Committee on Public Accounts on Report 11: Health Resources for Indigenous Communities, March 3, 2022

Table of contents

Scenario note

Logistics

Date: Thursday, March 03, 2022

Time: 11:00 p.m. to 1:00 p.m.

Location: Videoconference (Zoom)

Subject: OAG Report 11 – Health Resources for Indigenous Communities

Appearing From Indigenous Services Canada

  • Christiane Fox, Deputy Minister, Indigenous Services Canada
  • Valerie Gideon, Associate Deputy Minister
  • Dr. Tom Wong, Chief Medical Officer of Public Health
  • Robin Buckland, Director General, and Chief Nursing Officer

Appearing from the Office of the Auditor General

  • Andrew Hayes, Deputy Auditor General
  • Glenn Wheeler, Principal
  • Doreen Deveen, Director

Background

The Standing Committee on Public Accounts is chaired by the Opposition. Government policy, and the extent to which policy objectives are achieved, are generally not examined by the Public Accounts Committee. Instead, the Committee focuses on government administration – the economy and efficiency of program delivery as well as the adherence to government policies, directives and standards. The Committee seeks to hold the government to account for effective public administration and due regard for public funds.

The motion for this report was adopted during a committee meeting held on February 1, 2022.  

Committee members and Indigenous issues

While members of the Committee have raised concerns about Government resources during the pandemic, they have not been particularly vocal about the needs of Indigenous people.

Michael Cooper (CPC) took part in a debate in the House of Commons on the Act to Provide Further Support in response to COVID-19 in November 2021. While he did not raise Indigenous issues, he criticized the Government for leaving some groups behind, such as the cultural sector. "We have seen a Government that has spent a firehose of money, in many cases giving it to people and sectors that did not need it, all the while leaving behind some of the hardest-hit sectors."

Richard Bragdon (CPC) has pressed the Government to look more to the future potential of various industries during the pandemic. He has said farmers, trucking, manufacturing and processing facilities have suffered during the pandemic. "Now is the time for Canada to be positioned to take advantage of a post-COVID world. Now is the time for Canada to make the decisions that state clearly that we believe in ourselves and we believe in our potential as a country to move past COVID-19." (Hansard, June 18, 2021)

Tom Kmiec (CPC) has not been vocal on Government resources during the pandemic. However, he has promoted economic development for Indigenous peoples. For example, he asked the Government during Question Period in February 2020 whether it would approve the Teck Frontier project in Alberta. "Ten thousand jobs depend on this decision. If reconciliation with First Nations means something, surely it means saying yes to economic development for indigenous peoples."

Blake Desjarlais (NDP) is an Indigenous man who was born in Edmonton and raised in the Fishing Lake Métis Settlement. He has expressed concerns about racism against Muslims and has retweeted messages regarding burial grounds at residential school sites (Twitter January 28, 2022). At the PACP meeting held on February 8, 2022, on "Lessons Learned from Canada's Record on Climate Change" he indicated that the Government has not been consulting with Indigenous workers in his constituency in Alberta regarding a transition to lower Greenhouse Gas Emissions' from intensive industrial practices.

While Nathalie Sinclair-Desgagné (BQ) has not publicly raised concerns about Indigenous needs during the pandemic, she has highlighted that the Government was not doing enough to support seniors and women and she indicated that reforms are needed to Employment Insurance. (Hansard, November 29, 2021)

Jean Yip (Lib) has previously asked questions to understand the inclusion of Indigenous peoples, particularly surrounding incarcerated Indigenous women (Public Accounts 2018) and questioned Indigenous Services Canada about not promptly informing clients and service providers about changes to some services (Public Accounts 2018).

Meeting Proceedings

The meeting is scheduled from 11:00 a.m. and 1:00 p.m. via the web platform Zoom.

All witnesses will be asked to connect to the meeting at 10:30 a.m. The Zoom link will be sent directly from the House of Commons to the witnesses.

The Chair will open the meeting and provide instructions for the meeting proceedings. He will then introduce all witnesses. The DM will deliver her remarks as per standard practice (5 minute maximum each). It is recommended to speak slowly and at an appropriate level to ensure the interpreters can hear you. All witnesses are requested to mute your microphone when you are not speaking.

While simultaneous translation will be available, witnesses are asked to respond to questions in either English or French, but to limit switching back and forth between languages as this often creates technology/interpretation challenges.

Following the opening remarks, there will be rounds of questions from Committee members (as listed below).

Committee members will pose their questions in the following order:

  • First round (6 minutes for each Party)
    • Conservative Party of Canada
    • Liberal Party of Canada
    • Bloc Québécois
    • New Democratic Party of Canada
  • Second and subsequent rounds, the order and time for questioning be as follows
    • Conservative Party of Canada (5 minutes)
    • Liberal Party of Canada (5 minutes)
    • Bloc Québécois (2.5 minutes)
    • New Democratic Party of Canada (2.5 minutes)
    • Conservative Party of Canada (5 minutes)
    • Liberal Party of Canada (5 minutes)

The meeting can be watched via Parlvu, however there is a 70-second delay: https://parlvu.parl.gc.ca/Harmony.

Teleconference access may be possible and will be confirmed with support staff closer to the appearance date.

Opening Remarks

Speech for Christiane Fox Deputy Minister of Indigenous Services Canada For appearance at the PACP Committee OAG Report 11: Covid-19 Pandemic: Health Resources for Indigenous Communities

March 3, 2022

Kwe kwe, Ullukkut [Ood-loo-koot], Tansi, hello, bonjour!

I want to acknowledge that I'm on the traditional and unceded territory of the Algonquin Anishinaabeg people.

Thank you for inviting me to explain our Department's response to the Auditor General's Report concerning health resources for Indigenous communities during the COVID-19 pandemic.

In the report, the Auditor General made two overall recommendations.

The first recommendation was concerning personal protective equipment, PPE for short.

The OAG noted the Department should review how we manage our stockpile of PPE, making sure that we have accurate records to ensure we have the right amount of stock for this current pandemic and any future emergencies.

To respond, we reviewed our inventory of PPE from before the pandemic. We then looked at how quickly the PPE was being used during the first year of the pandemic, and overall we were satisfied that we had enough PPE from the Public Health Agency of Canada to meet the needs of communities.

We recognize the challenges of acquiring PPE on an international scale.

We also started working with the Public Health Agency of Canada on a joint automated inventory management tool. This will give us accessible, up-to-date information on the PPE stockpile that will help us respond during emergency situations. We will start testing the management tool before the end of this fiscal year.

This past summer, we worked with a contractor to finish a full re-count of all PPE, and then we updated our inventory tracker accordingly.

I'm very pleased to say that the Department's inventory target has increased from 6 to 12 months' worth of PPE in its stockpile at any time. We have now moved from a 6 month to a 12 month supply.

We developed PPE inventory management requirements. We will include these requirements for the contractors' management of the inventory in the warehouses.

We are also committed to conducting monthly inventory analysis, so that we can be proactive managing the PPE stockpile, staying on top of trends and anticipating any needs.

And finally, we are reviewing our chain of PPE custody and disposal practices to ensure a stable inventory.

And now, I would like to address the Auditor General's second recommendation concerning the shortage of nurses and paramedics.

The report said that the department should work with remote or isolated First Nations communities, to look at other ways to address the shortage of nurses, and to review the nursing and paramedic support that communities received.

We are now collaborating with the 51 First Nations communities that we serve directly and the 28 who are managing their own nursing stations.

Supported by Budget 2021, we are focusing on three areas: hiring new nurses, keeping them in the job and lessons learned during the pandemic for how to incorporate the skills and abilities of paramedics into our service delivery model.

All of this work is being done in partnership with nursing leadership within the Department, our Indigenous partners and under the umbrella of the Nursing Health Human Resources Framework. 

We are examining how we can better recruit and retain nurses. This includes enhancing the breadth of nursing supports by increasing access to Practical Nurses, and Nurse Practitioners to augment the existing Registered Nurse workforce. Prioritizing "health teams".

We will adopt a new model that focuses on active talent sourcing and talent management. We are adopting tools to improve the hiring experience, and we are improving our advertising process for attracting new recruits.

The Department has established and managed surge Health Human Resources contracts to complement our workforce. Since April 2021, there have been over 11,000 service days of surge supports provided to help maintain essential clinical services in remote communities.

We are also working to create an internal Primary Care Nurse Locum Service Team. In time, this team will provide us with  added flexibility to respond to the need for additional nursing resources.

We are developing a Nursing Talent Management Strategy that we feel will help ameliorate the situation.

We are making improvements in areas such as customized nurse supports to improve case management and resolve front-line issues related to IT services, compensation and security management.

We are working to enhance clinical practice supports and have also assured the continued 24/7 access to a customized nurse employee assistance program – as we all know our front line workforce have been working very hard under challenging circumstances throughout the pandemic. The fatigue and mental wellness of our nursing workforce is a top concern of mine.

We are improving our models of care and our contracts with paramedics, as well as updating our training requirements and one important strategy is the need to train and develop the talent within Indigenous communities in Health Human Resources to transform and devolve heath service delivery.

We thank the Auditor General for the valuable recommendations, and we feel that the changes we have made have strengthened our response to this pandemic.

They will also put us in a stronger place to respond to future healthcare needs.

Meegwetch. Qujannamiik [Koo-ya-na-meek]. Marci. Thank you. Merci.

Overview of Report 11: Health Resources for Indigenous Communities

This report presents the results of a performance audit conducted by the Office of the Auditor General of Canada (OAG) under the authority of the Auditor General Act.  The report was  tabled in the House of Commons on 26 May 2021 and is publically available on OAG website.   

The audit focused on whether Indigenous Services Canada provided sufficient personal protective equipment (PPE), nurses, and paramedics to Indigenous communities and organizations in a coordinated and timely manner in order to protect Indigenous Peoples against COVID-19. For this audit, OAG examined whether Indigenous Services Canada maintained a sufficient stockpile of PPE. They also examined whether Indigenous Services Canada coordinated with other federal organizations, provincial and territorial governments, and Indigenous governments and organizations to provide PPE, nurses, and paramedics to Indigenous communities and organizations.

OAG conclusions

OAG found weaknesses in Indigenous Services Canada's management of its PPE stockpile before and during the pandemic. However, OAG concluded that the department provided PPE to Indigenous communities and organizations in a timely manner. In addition, the department expanded access to its PPE stockpile to include Indigenous organizations, more Indigenous communities, and additional individuals supporting the delivery of health care services.

OAG also concluded that Indigenous Services Canada streamlined its processes for hiring nurses, expanded access to its contract nurses to all Indigenous communities, and created new

contracts for nurses and paramedics. Despite this, the department was unable to meet more than half of the requests for extra contract nurses and paramedics needed to respond to COVID-19.

OAG overall findings & recommendations

Personal protective equipment: Indigenous Services Canada adapted its response for personal protective equipment needs during the pandemic.

Recommendation Indigenous Services Canada should review the management of its personal protective equipment stockpile to ensure that it has accurate records and the right amount of stock to respond to the current pandemic and future public health emergencies faced by Indigenous communities and organizations

Nurses and paramedics: Despite expanding access to contract nurses and paramedics, over half of requests for additional health care staff to respond to COVID-19 needs were not met.

Recommendation Indigenous Services Canada should work with the 51 remote or isolated First Nations communities to consider other approaches to address the ongoing shortage of nurses in these communities and to review the nursing and paramedic support provided to all Indigenous communities to identify best practices.

OAG Recommendations and ISC Response

OAG Recommendations and Responses

  • The Government of Canada welcomes the two recommendations set out in the report.
  • The report noted that Indigenous Services Canada (ISC) adapted quickly to respond to the COVID-19 pandemic, and that the department supported Indigenous communities by expanding access to its stockpile of personal protective equipment (PPE).
  • The report noted that ISC made significant efforts for contract nurse and paramedics to help Indigenous communities and that the department tried to streamline the process for hiring nurses.
  • Despite this, the report found weaknesses in ISC's management of its PPE stockpile, and noted that the department was unable to meet more than half of requests for extra nurses and paramedics needed to respond to the unexpected requirements of the  pandemic.
  • In response to these recommendations, ISC has implemented significant changes to its inventory management system and stockpile of PPE as well addressed the shortage of nurses and paramedics, to attract, retain and increase the support to Indigenous communities and organizations during the COVID-19 pandemic.

Personal Protective Equipment (PPE)

  • ISC took steps to address inventory tracking to improve management of the PPE stockpile. This is to ensure that the department is well positioned to identify and maintain an optimum supply of PPE to support health services in Indigenous communities and organizations throughout this pandemic and future public health emergencies.
  • Learning from COVID-19 and this audit, ISC is continuing to support colleagues both federally and in the provinces and territories, to help them in estimating the optimum amounts of PPE needed to support the Indigenous communities and organizations, including in urban areas, for future public health emergencies.
  • As of February 8, 2022,  ISC has shipped 2,195 orders of PPE to Indigenous communities and organizations, including hand sanitizer, N95 respirators, medical masks, gloves, gowns and face shields.

If pressed on specific measures to address report's recommendation and inventory management system:

  • ISC has also put mechanisms in place to improve inventory quality assurance processes for the PPE stockpile; these are now being conducted on a weekly and monthly basis to reconcile inventory data entry between the contractor's warehouse management system and the department's internal tracking tool to identify discrepancies and ensure accuracy of data.
  • ISC is now conducting regular inventory analysis to proactively manage the PPE stockpile to meet demand. The department is  reviewing its procurement and disposal methods for PPE to ensure stable inventory.
  • In addition, ISC has implemented new PPE inventory management requirements in the contracted warehouses, which are included in the contract signed for the management of the warehouses used for shipping and distribution of  the inventory.
  • Lastly, the department's inventory target has increased to ensure it has adequate PPE in its stockpile at all times.

Health Human Resources (HHR)

  • ISC also created new contracts for nurses and paramedics to address the need for additional surge resources, and streamlined hiring processes.
  • Overall, ISC hired an additional 147 registered nurses and increased the pool of contracted nurses and paramedics by 177 individuals to respond to the needs of communities.
  • The department also took immediate steps to avoid essential service interruptions in remote and isolated communities by standing up and coordinating a contract for the delivery of dedicated air services to transport nurses from across Canada to remote and isolated communities.
  • Based on the recommendation and supported through budget 2021, ISC has focused on three main areas: hiring new nurses, retaining nurses and enhancing interdisciplinary teams, all with collaboration of our Indigenous partners and a new Nursing Health Human Resources Framework.
  • As such, ISC is also building on the lessons learned during the pandemic by incorporating paramedics in the models of care and skill mix, within the regulatory scope of practice.  

If pressed on specific measures to address the report's recommendation and recruitment gaps:

  • To continue to address the unique challenges faced by Indigenous communities beyond the pandemic, Budget 2021 invested $354 million over five years to increase the number of nurses and other medical professionals for remote and isolated First Nation communities.
  • The report references the recruitment gaps; however, we would like to emphasize all the tools that the department used to fill the gap, and ISC's successful recruitment efforts in such a competitive environment. In particular, surge recruitment efforts resulted in ISC's ability to access 177 health human resources, previously inaccessible to our First Nation communities, with new COVID 19 surge contracts.
  • We would like to emphasize the timely and effective response to the down turn in Canada's air transportation industry that resulted from Pandemic measures. The ISC CARE initiative was a multi departmental initiative turned around in a period of 2 weeks, and was responsible for contracting the safe air transport of over 5,400 health human resources into 51 First Nation communities during the audit period and has gone on to nearly double the total number transported since the audit.
  • Finally, we would like to underscore the partnership with First Nation pandemic response teams; this was a key part of response efforts and a huge contributing factor towards the success for recruitment of the much needed work force in this global crisis. First Nations rapid response teams were key surge supports in many Indigenous communities. 
  • The goal of the Department is in identifying approaches to better recruit and retain nurses, as well as enhancing the breath of nursing supports. This may involve  increasing access to Practical Nurses, and Nurse Practitioners to augment the existing Registered Nurse workforce.
  • Under the Nursing Health Human Resources Framework, the department has also implemented a new approach that focuses on active talent sourcing and talent management.  It has implemented the Nursing Talent Management Strategy and adapted its tools to improve the hiring experience. 
  • Enhancing and looking to innovative advertising options is being explored for attracting new recruits and improving the case management of front line nursing issues (e.g. IT services, compensation and security management).

Management Action Plan

Recommendation 1 (#11.46):

Indigenous Services Canada should review the management of its personal protective equipment stockpile to ensure that it has accurate records and the right amount of stock to respond to the current pandemic and future public health emergencies faced by Indigenous communities and organizations.

Response:

Agreed. Indigenous Services Canada reviewed its initial inventory of personal protective equipment (PPE) from before the COVID‑19 pandemic and compared it with the average burn rate for PPE for the first year of the pandemic. The department found that, overall, it was in good standing to meet the needs of First Nations communities in relation to the intended use of the PPE stockpile for department-employed health care workers, under its legal obligation. Additionally, 2% of each PPE shipment procured by Public Services and Procurement Canada was allocated to Indigenous Services Canada through the Public Health Agency of Canada's National Emergency Strategic Stockpile, under the federal-provincial-territorial–approved policy of the allocation of scarce resources during the pandemic.

To ensure that Indigenous Services Canada has accurate records and the optimum amount of stock to respond to the current and future public health emergencies, the department has completed the first phase of an automated inventory management tool. The first phase is completed to track outbound inventory. Work for the next phase to track inbound inventory has begun. The department is reviewing its cyclical approach for purchasing and disposing of PPE to allow for an optimum amount of stock to be maintained. Finally, the department is finalizing inventory management requirements for warehousing services that meet the needs for tracking the department's inventory.

The department will continue to identify and maintain optimum amounts of PPE in its stockpile for the needs of First Nations people living on reserve to respond to public health emergencies. It will continue to work with provincial, territorial, and federal partners in identifying the optimum amounts of PPE to protect Indigenous Peoples.

Responsible Manager (Title)

Director, Communicable Diseases

Action Item 1.1:

Work with contractor to complete a full re-count of all current PPE stockpile and update both inventory management systems accordingly to ensure accuracy and consistency of current inventory data.

Key Deliverables:

1.1 Updated inventory count report.

Responsible Manager (Title)

1.1) Director, Communicable Diseases

Other Required Stakeholders

Not available

Planned Implementation Date

1.1) July 2021

Action Item 1.2:

Develop detailed PPE inventory management requirements to include in ISC's PPE warehouse contract to ensure utilization of a real-time Warehouse Management System (WMS) that captures complete and detailed information and history on inventory, shipping and delivery of all items.

Key Deliverables:

1.2 Final Statement of Work (SOW) for Inbound, Warehousing, and Distribution Solution contract.

Responsible Manager (Title)

1.2) Director, Communicable Diseases

Other Required Stakeholders

Not available

Planned Implementation Date

1.2) August 2021

Action Item 1.3:

ISC will implement a phase 2 of the automated inventory management tool and conduct detailed monthly inventory analysis to ensure proactive management of PPE inventory.

Key Deliverables:

1.3 Phase 2 Inventory management tool and document outlining inventory analysis process. 

Responsible Manager (Title)

1.3) Director, Communicable Diseases

Other Required Stakeholders

Not available

Planned Implementation Date

1.3) March 2022

Action Item 1.4:

Review and revise the 2014 hybrid approach for procuring and disposing of PPE based on expiry dates of stock and PPE consumption rate to maintain a stable inventory to meet the needs of First Nations and Inuit communities.

Key Deliverables:

1.4 Document outlining hybrid approach. 

Responsible Manager (Title)

1.4) Director, Communicable Diseases

Other Required Stakeholders

Not available

Planned Implementation Date

1.3) March 2022

Recommendation 2 (#11.61):

Indigenous Services Canada should work with the 51 remote or isolated First Nations communities to consider other approaches to address the ongoing shortage of nurses in these communities and to review the nursing and paramedic support provided to all Indigenous communities to identify best practices.

Response:

Agreed. Indigenous Services Canada agrees with collaborating with the 51 First Nations communities it directly serves in developing approaches to addressing staff shortages, including the health-human-resource complement and best-practice models for the community. The department will work through its Nursing Leadership Council to identify new approaches and best practices in:

  • engaging First Nations communities in staffing processes; and
  • expanding the skill mix of health professionals, such as paramedics and licensed practical nurses.

Action Item 2.1:

Working with the Nursing Leadership Council, and the Nursing Retention and Recruitment Steering Committee, ISC will examine its current recruitment model to:

Key Deliverables 2.1:

a) Adopt a new strategy for nurse recruitment that embraces industry best practices. Moving away from traditional post and wait recruitment methods, to active talent sourcing and talent management throughout the employee life cycle, founded on industry research.

b) Adopt tools and methods to improve the candidate experience, throughout the hiring process.

c) Adopt targeted recruitment posters – Primary Care, Public Health, Nurse Practitioner, Charge Nurse- that clearly define roles and will resonate with Canada's nursing workforce.

d) Develop, with the Communications Branch, updated employer branding products that present ISC as an employer of choice.

Responsible Manager (Title)

2.1) Manager of the Centre For Nursing Workforce (CNW)

Other Required Stakeholders

2.1 a) ISC corporate sectors (HR, Communications, Media/Marketing), NRRS

2.1 b) FNIHB Regions, HR

2.1 c) FNIHB Regions, Corporate Sectors of HR, Communications, Media/Marketing

2.1 d) FNIHB Regions, Corporate Sectors of HR, Communications & Media/Marketing

Planned Implementation Date

2.1 a) March 2023

2.1 b) June 2021

2.1 c) January 2022

2.1 d) March 2023

Action Item 2.2:

ISC will develop a retention strategy through the following Key Deliverables. 

Key Deliverables 2.2:

  1. Complete the implementation of the following elements of the Nursing Services Response Centre (NSRC)
    1. Triage/Case Management.
    2. IM/IT
    3. Compensation
    4. Security/Facilities Management
  2. Enhance the occupational health and safety capacity of the department to support ISC nurses.
  3. Establish a regular cycle for frontline workforce feedback through;
    1. Workforce survey (every 5 years)
    2. Nursing Advisory Committee
    3. Customized exit interviews. 
Responsible Manager (Title)

2.2 Manager of the Centre For Nursing Workforce

Other Required Stakeholders

2.2 a) Corporate Sectors of HR, CSO, IM/IT and FNIHB Regions

2.2.b) Regional workforce

2.2.c) ICSD, FNIHB Regions

Planned Implementation Date

2.2 a) March 2022

2.2.b) April 2021

2.2.c) September 2021

Action Item 2.3:

ISC will build on the lessons learned during the pandemic in incorporating paramedics in the models of care and skill mix, and will:

  1. Ensure that the roles and model of care is updated to clearly articulate the inclusion of paramedics, and within the regulatory scope of practice.
  2. Reviewing existing contracts to incorporate paramedics to better our service delivery models.
  3. Reviewing or modify our applicable policies to be inclusive of paramedics.

Key Deliverables 2.3:

  1. An environmental scan identifying paramedic scope of practice and roles and responsibilities delineated by region.
  2. Revised contracts to incorporate paramedics and better reflect roles/responsibilities beyond the pandemic.
  3. Updated policies, notably:
    1. Revised FNIHB Controlled Substances (CS) Policy and Procedures and request an exemption from the Office of Controlled Substances (OCS), Health Canada (HC).
    2. Updated mandatory training requirements (e.g., CS training module), and adapt as needed.
    3. Assessment of Clinical Practice Guidelines (CPG)s/formulary in the context of paramedics scope of practice.
Responsible Manager (Title)

2.3 a) and c) Director of Primary Health Care Systems Division

2.3 b) Director of Primary Health Care Systems Division; Manager of the Centre For Nursing Workforce

Other Required Stakeholders

2.3 a) FNIHB Regions

2.3 b) FNIHB Regions, ICSD

2.3 c) Office of Controlled Substances Health Canada, FNIHB Regions

Planned Implementation Date

2.3 a) June 2022

2.3 b) December 2022

2.3 c) June 2023

Media Lines (Questions and Answers)

Media Lines:
Auditor General's Report on Health Resources for Indigenous Communities

Background:

On May 26, 2021, the Office of the Auditor General of Canada will release a report titled "Health Resources for Indigenous Communities". The audit focuses on whether Indigenous Services Canada (ISC) provided sufficient Personal Protective Equipment (PPE), nurses, and paramedics to Indigenous communities and organizations in a coordinated and timely manner in order to protect Indigenous Peoples against COVID-19.

In response to the recommendation made by the Office of the Auditor General of Canada, ISC has enhanced its inventory management system and stockpile of PPE. It has also addressed the shortage of nurses and paramedics, to attract, retain and increase the support to Indigenous communities and organizations during the COVID-19 pandemic.

Key Messages on Management Action Plan and Actions to address Audit
  • Indigenous Services Canada thanks the Office of the Auditor General of Canada for the May 2021 report on Health Resources for Indigenous Communities – which focused on personal protective equipment and contracted health human resource pandemic response only.
  • The recommendations have helped guide our on-going response to COVID-19 and future public health emergencies. The Department has a Management Action Plan that responds to the recommendations in this report, and work is well underway.
  • It is important to note that it does not cover the collaborative efforts with Indigenous communities and partners, often with funding from ISC, in responding to the pandemic. These efforts are a key factor towards the success in responding to the pandemic.
  • Some examples of Indigenous Service Canada's efforts to address the recommendation related to PPE include:
    • working with the Public Health Agency of Canada on the use of an internal automated inventory management tool, which will provide accessible, up-to-date information on Indigenous Service Canada's PPE stockpile that will support timely and accurate response during emergency situations
    • the development of PPE inventory data management requirements, which are included for the contractor's management of the inventory in the warehouses used for storage and distribution of the inventory.
    • confirmed the current PPE stockpile volume by physical inventory count and updated the inventory management tools accordingly
    • identifying and maintaining optimum amounts of PPE in the Department's stockpile to address the needs of Indigenous communities, and continuing to work with provincial, territorial and federal partners in identifying the optimal amounts of PPE required to protect all Indigenous peoples regardless of where they live in Canada.
  • Some examples of ISC's approach to increase contracted health human resources include:
    • hiring new nurses, retaining nurses and collaborating with the 51 First Nation communities it serves to incorporate paramedics into the model of care.
    • streamlining the hiring practices for nurses, and expanding access to existing and new contracts for nurses and paramedics by making them available to Indigenous communities with a specific priority on remote and isolated communities and expanding the application of the contracts where feasible..
    • working with the Nursing Leadership Council and the Nursing Retention and Recruitment Steering Committee to examine and reexamine how it has recruited and retained nurses, and how it will improve this approach in the future.
    • enhancing the advertising processes for attracting new recruits and improving case management, IT services, compensation and security management.
    • ISC is also building on the lessons learned during the pandemic by incorporating paramedics in the models of care and skill mix
    • Establishing new nurse and paramedic contracts that increased ISC's contracted workforce by 177 health care workers, who can be accessed to provide COVID surge support primarily to remote, isolated and semi-isolated First Nation communities.
  • Indigenous Services Canada continues to learn from the pandemic and is constantly improving the ways in which work is done, in full partnership with our Indigenous partners.
  • We are pleased that the Auditor General's report noted that Indigenous Services Canada:
    • adapted quickly to respond to the COVID-19 pandemic; and expanded access to its stockpile of PPE beyond health care workers and those supporting the delivery of health services to include those with COVID-19 or those caring for sick family members;
    • expanded access to its PPE stockpile to Indigenous communities and organizations when provinces and territories were unable to provide PPE;
    • As of February 15, 2002 processed and delivered over 1,600 requests at the time of the report in a timely manner and within 10 days on average despite the challenges of shipping to many remote locations; and
    • streamlined the process for hiring nurses and paramedics in remote and isolated First Nations communities, met some surge capacity requests and set up dedicated transportation to ensure safe access to essential health services.

If asked about PPE Contracts:

  • Indigenous Services Canada has had contractual arrangements in place to store and distribute the PPE stockpile since May 2015.
  • The new contracts were signed in late 2021 and are for 2 years, with the potential for two 1-year extensions.

Quick facts:

  • In addition to the PPE stockpile that ISC routinely managed for communicable disease emergencies, ISC was able to secure 2% of the National Emergency Strategic Stockpile PPE to support health services in Indigenous communities.
  • As of February 15, 2022, Indigenous Services Canada has shipped 2,209 orders for PPE to First Nations, Inuit, and Métis communities and organizations across the country. The orders include:
    • hand sanitizers
    • N95 masks
    • isolation shields
    • gloves
    • gowns and medical masks
  • ISC expanded access to PPE beyond health workers to encompass those providers involved in health services such as medical drivers, first responders police, and other essential services.
  • ISC exceeded the service standard of processing orders within two days of receipt, with 82% of orders being processed within 1.5 days.
  • ISC responded quickly to develop an online PPE ordering system in order to improve PPE ordering and tracking processes.
  • In order to address increased health care resource needs to respond to COVID-19, the department streamlined hiring practices for nurses, and expanded access to existing and new contracts for nurses and paramedics by making them available to all Indigenous communities.
Key Messages on Auditor General's Report on Health Resources for Indigenous Communities
  • Since the beginning of the pandemic, the Government of Canada has provided Indigenous communities with the support needed to protect against and manage the impacts of the virus, including financial supports, PPE, health human resources, logistical support and more.
  • The audit was focused on PPE and contracted health human resource pandemic response only. It is important to note that it does not cover the collaborative efforts with Indigenous communities and partners, often with funding from ISC, in responding to the pandemic. These efforts were a key factor towards the success in responding to the pandemic. We are pleased that the Auditor General's report noted that Indigenous Services Canada:
    • adapted quickly to respond to the COVID-19 pandemic; and expanded access to its stockpile of PPE beyond health care workers and those supporting the delivery of health services to include those with COVID-19 or those caring for sick family members;
    • expanded access to its PPE stockpile to Indigenous communities and organizations when provinces and territories were unable to provide PPE;
    • As of February 15, 2022, processed and delivered over 2,200 requests in a timely manner and within 10 days on average despite the challenges of shipping to many remote locations; and
    • streamlined the process for hiring nurses and paramedics in remote and isolated First Nations communities, met some surge capacity requests and set up dedicated transportation to ensure safe access to essential health services.
  • Indigenous Services Canada will continue to collaborate with Indigenous partners and communities to address shortages; including working to find the right mix of health professional resources to support the needs of diverse communities. Indigenous-led health teams are key.
  • Indigenous Services Canada is committed to continuing and improving on our work, in full partnership with our Indigenous partners.

Questions and Answers:

What is the Government's response to today's OAG report on Health Resources for Indigenous Communities?

The Government of Canada welcomes the recommendations set out in the report.

Specifically, what will the government review or change in light of this report?

The report noted that Indigenous Services Canada (ISC) adapted quickly to respond to the COVID-19 pandemic, and that the department supported Indigenous communities by expanding access to its stockpile of PPE. The report also noted that ISC made contract nurse and paramedics available to Indigenous communities and that the department streamlined the process for hiring nurses. Despite this, the report found weaknesses in ISC's management of its PPE stockpile, and noted that the department was unable to meet more than half of requests for extra nurses and paramedics needed to respond to the pandemic.

As a result, ISC has implemented significant changes to its inventory management system and stockpile of PPE as well addressed the shortage of nurses and paramedics, to attract, retain and increase the support to Indigenous communities and organizations during the Covid-19 pandemic.

How does Indigenous Services Canada get PPE?

The Public Health Agency of Canada allocates PPE to the provinces and territories and to federal departments with responsibility for specific populations, including Indigenous communities and organizations. PHAC allocates 80% of the PPE to provinces and territories, 18% to the national emergency stockpile, and 2% to ISC during the pandemic.

How does Indigenous Services Canada know which communities require PPE?

Indigenous Services Canada provides PPE from its stockpile to Indigenous communities and organizations based on requests received. Departmental staff assess the request using a PPE calculator that takes into consideration the community, COVID-transmission, type of health care services etc.

How much PPE has ISC provided to communities?

As of January 25, 2022 ISC has shipped 2102 orders of PPE to Indigenous communities and organizations, including hand sanitizer, N95 respirators, medical masks, gloves, gowns and face shields.

Did ISC provide adequate nursing support to communities during the pandemic?

The Auditor General's report found that ISC made surge nurses available to Indigenous communities during the COVID-19 pandemic. ISC also created new contracts for nurses and paramedics to address the need for additional surge resources, and streamlined hiring processes. Overall, ISC hired an additional 147 registered nurses and increased the pool of contracted nurses and paramedics by 177 individuals to respond to the needs of communities. The department also took immediate steps to avoid essential service interruptions in remote and isolated communities by standing up and coordinating a contract for the delivery of dedicated air services to transport nurses from across Canada to remote and isolated communities.

Based on the recommendations and supported through budget 2021, ISC has focused on three main areas: hiring new nurses, retaining nurses and collaborating with Indigenous partners under the umbrella of a new Nursing Health Human Resources Framework including enhancing the interdisciplinary teams.

ISC is also building on the lessons learned during the pandemic by incorporating paramedics in the models of care and skill mix. The department is also ensuring that the roles and model of care is updated to the inclusion of paramedics, within the regulatory scope of practice.

Why is it so hard for ISC to recruit and retain nurses to serve communities?

Many of the communities serviced by ISC are remote and/or isolated. These communities are challenged by housing and infrastructure limitations and require nurses to live away from their families and personal networks for periods of time. The role delivered by these health professionals is also very comprehensive and complex and requires significant experience and training. As a result, many nursing stations and health stations are challenged to maintain optimal staffing levels. The added pressures and concerns that have been placed on all Canadians by COVID-19 has made it more difficult for ISC to recruit at this time.

To continue to address the unique challenges faced by Indigenous communities beyond the pandemic, Budget 2021 invested $354 million over five years to increase the number of nurses and other medical professionals in remote and isolated First Nation communities.

The AG noted weaknesses in the management of ISC's PPE stockpile. Did this hinder the department's ability to adequately supply PPE to communities?

No, the department was able to adequately support communities with PPE. The department expanded access to its PPE stockpile to Indigenous communities and organizations when the provinces and territories were unable to provide PPE. The department also expanded access of its stockpile to not only health care workers and those supporting the delivery of health services, such as oral health service providers and police officers, but also to people in communities who were sick with COVID-19 or taking care of sick family members. The report noted that the department provided PPE in a timely manner to communities, and met its 2-day service standard of approving and sending requests to the warehouse for shipping the majority of the time.

The AG noted weaknesses in the management of ISC's PPE stockpile. What measures have been put in place by ISC to ensure stockpile management?

ISC automated inventory tracking after the first wave to improve the stockpile of personal protective equipment management and ensure the Department is well positioned to identify and maintain an optimum supply of PPE to support health service delivery in Indigenous communities and organizations throughout this pandemic and future public health emergencies.

Learning from COVID-19 and this audit, ISC is continuing to support colleagues both federally and in the provinces and territories, to help them in estimating the optimum amounts of PPE needed to support the PPE needs of Indigenous populations and organizations, including in urban areas, for future public health emergencies.

ISC has also put in place mechanisms to improve inventory quality assurance processes for PPE, and these are now being conducted on a weekly and monthly basis to reconcile inventory data entries between the contractor's warehouse management system and the Department's internal tracking tool to identify discrepancies and ensure accuracy of data.

ISC is now conducting monthly inventory analysis, to proactively manage the PPE stockpile to meet demand. ISC has also reviewed our procurement and disposal methods of PPE to ensure stable inventory.

ISC has implemented new PPE inventory management requirements. The new requirements are included in the contract we will sign for the management of the warehouse used to store the inventory. Lastly, the Department's inventory target has increased its inventory to ensure it has adequate PPE in its stockpile at any time.

The AG noted ISC's recruitment gaps in the report. What measures have been put in place by ISC to ensure adequate health human resources?

The report references the recruitment gaps; however, we would like to emphasize all the tools that the Department used to fill the gap, and ISC's successful recruitment efforts in such a competitive environment. In particular, recruitment efforts such as ISC's ability to gain access to 177 health human resources, previously inaccessible to our First Nation communities, through the introduction of new COVID 19 surge contracts.

We would like to emphasize this timely and effective response to the down turn in Canada's air transportation industry. This was a multi departmental initiative turned around in a period of 2 weeks, and was responsible for the safe transport of over 5,400 health human resources into 51 First Nation communities during the audit period and has gone on to nearly double the total number transported since the audit.

Finally, we would like to underscore the partnership with First Nation pandemic response teams; this was a key part of response efforts and a huge contributing factor towards the success for recruitment of much needed work force in this global crisis. First Nations rapid response teams were key surge supports in many Indigenous communities.

All of this work is being done in partnership with nursing leadership within the department, our Indigenous partners and under the umbrella of our recently completed Nursing Health Human Resources Framework. In essence, we are examining how we can better recruit and retain nurses including enhancing the breath of nursing supports by increasing access to Practical Nurses, and Nurse Practitioners to augment the existing Registered Nurse workforce.

Under the first pillar of the Nursing Health Human Resources Framework the department has also implemented a new approach that focuses on active talent sourcing and talent management. It has implemented the Nursing Talent Management Strategy and adapted its tools to improve the hiring experience. Enhancing the advertising processes for attracting new recruits and improving the case management of front line nursing issues related to, IT services, compensation and security management.

What did ISC do to respond to the 2015 OAG Audit "Access to Health Services for Remote First Nations Communities"?

Following the 2015 audit, Indigenous Services Canada addressed the points raised by the Office of the Auditor General. The department implemented stronger clinical practice guidelines, created a monitoring program to track mandatory training requirements for nurses, and communicated services offered at ISC staffed health facilities.

A steering committee with senior management, union representation and First Nations partners was established to guide key human resource initiatives in response to the 2015 audit. ISC implemented a new approach to primary health care service delivery, by integrating interdisciplinary teams to our staffing complement.

We welcome the recommendations from the OAG and note that the 2021 audit focused on personal protective equipment and contracted surge health human resource pandemic response. It does not cover the collaborative efforts with Indigenous communities and partners in responding to the pandemic. These efforts were a key factor towards the success in responding to the pandemic.

While the audit shows us areas for continued improvement, it demonstrates that the measures put in place allowed ISC to respond rapidly to the ever-evolving needs of the 51 remote and isolated communities during the pandemic.

Former Minister Marc Miller's Statement

Statement

@GCnewsroom Tweet (INET POSTWEB publishes): 

Indigenous Services Canada receives Auditor General of Canada's report on #COVID19 Response Health Resources for #Indigenous Communities. @Min_IndServ @GCIndigenous

@Min_IndServ Ministerial Twitter account:

Indigenous Services Canada has received the Office of the Auditor General of Canada's report and is committed to the health, safety and well-being of #FirstNations, #Inuit and #Métis across Canada. @OAG_BVG + (statement link)

@GCIndigenous Twitter account re-tweet (RT) Ministerial tweet

@GCIndigenous Facebook message in the voice of the Government of Canada:

Indigenous Services Canada has received the Office of the Auditor General of Canada's report on #COVID19 Health Resources for Indigenous communities. We welcome the two recommendations set out in the report and will continue to adapt to the ongoing challenges of #COVID19 while collaborating with First Nations, Inuit and Métis partners to support the needs of diverse communities. + (statement link)

Government of Canada welcomes Auditor General's report on health resources for Indigenous communities

OTTAWA, ONTARIO, Traditional unceded Algonquin Territory (May 26, 2021) — The Minister of Indigenous Services, Marc Miller, issued the following statement today:

"Indigenous Services Canada (ISC) thanks the Office of the Auditor General of Canada for its report on Health Resources for Indigenous communities specific to the COVID-19 pandemic, which was issued on May 26.

Throughout the pandemic, First Nations, Inuit and Métis communities have demonstrated incredible leadership, strength and resilience in their responses to this global public health threat. To support them, and since the beginning of the COVID-19 pandemic, we have worked hard to provide communities and Indigenous organizations with the support needed to protect against and manage the impacts of the virus.  

Our top priority was and remains the health, safety and well-being of First Nations, Inuit and Métis individuals, families and communities.

We welcome the two recommendations set out in the report. We are pleased that the Auditor General's report notes that ISC leveraged its strong partnerships with First Nations, Inuit and Métis partners to act and adapt quickly to the emerging challenges of this unprecedented pandemic. As noted in the report, the department expanded access to its stockpile of personal protective equipment (PPE) to address critical gaps in the provision of PPE during a period of global shortages. The report also notes that ISC made contract nurses and paramedics available to Indigenous communities and streamlined the process for hiring additional nurses while acknowledging the significant demand for scarce health human resources.

While the report focuses on direct operations on PPE and health human resources, there are many other ways in which the department provided support. We provided significant funding to First Nations, Inuit, Métis and urban Indigenous organizations to mobilize their own pandemic response teams, provide PPE supplies and implement many other public health and broader social measures to mitigate against COVID-19. The department also took immediate steps to avoid essential service interruptions in remote and isolated communities by standing up a contract for the delivery of dedicated air services to transport nurses from across Canada to remote and isolated communities. ISC also established new nurse and paramedic contracts that increased ISC's contracted workforce by 177 health care workers, who are available to provide COVID-19 surge support primarily to remote, isolated and semi-isolated First Nations communities.

While our commitment to timely assistance has not wavered throughout this difficult time, we have learned lessons that will inform the department's continued response efforts and better prepare us in the event of a future pandemic.

The country has been confronted with the need for investments in human resource capacity in the health sector. ISC will continue to collaborate with Indigenous partners and communities to address shortages, including working to find the right balance of health professional resources to support the needs of diverse communities. Indigenous-led health teams are key, as has been demonstrated by First Nations pandemic response teams, which is just one of many examples. To continue to address the unique challenges faced by Indigenous communities beyond the pandemic, Budget 2021 invested $354 million over five years to increase the number of nurses and other medical professionals in remote and isolated First Nations communities.

In addition, ISC has committed to identifying and maintaining optimal amounts of PPE in the department's stockpile to address the needs of First Nations communities, but also to work with provincial, territorial and federal partners in identifying the ideal amount of PPE required to protect all Indigenous Peoples, regardless of where they live in Canada.  

ISC values the important recommendations put forward in the report, and we are committed to continuing this important work, in full partnership with our Indigenous partners."

For more information, media may contact:

Adrienne Vaupshas
Press Secretary
Office of the Honourable Marc Miller
Minister of Indigenous Services
adrienne.vaupshas@canada.ca

Media Relations
Indigenous Services Canada
819-953-1160
SAC.media.ISC@canada.ca

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PACP Biographies

Mandate of the Committee

When the Speaker tables a report by the Auditor General in the House of Commons, it is automatically referred to the Public Accounts Committee. The Committee selects the chapters of the report it wants to study and calls the Auditor General and senior public servants from the audited organizations to appear before it to respond to the Office of the Auditor General's findings. The Committee also reviews the federal government's consolidated financial statements – the Public Accounts of Canada – and examines financial and/or accounting shortcomings raised by the Auditor General. At the conclusion of a study, the Committee may present a report to the House of Commons that includes recommendations to the government for improvements in administrative and financial practices and controls of federal departments and agencies.

Government policy, and the extent to which policy objectives are achieved, are generally not examined by the Public Accounts Committee. Instead, the Committee focuses on government administration – the economy and efficiency of program delivery as well as the adherence to government policies, directives and standards. The Committee seeks to hold the government to account for effective public administration and due regard for public funds.

Pursuant to Standing Order 108(3) of the House of Commons, the mandate of the Standing Committee on Public Accounts is to review and report on:

  • The Public Accounts of Canada;
  • All reports of the Auditor General of Canada;
  • The Office of the Auditor General's Departmental Plan and Departmental Results Report; and,
  • Any other matter that the House of Commons shall, from time to time, refer to the Committee.

The Committee also reviews:

  • The federal government's consolidated financial statements;
  • The Public Accounts of Canada;
  • Makes recommendations to the government for improvements in spending practices;
  • Considers the Estimates of the Office of the Auditor General.

Other Responsibilities:

  • The economy, efficiency and effectiveness of government administration;
  • The quality of administrative practices in the delivery of federal programs; and,
  • Government's accountability to Parliament with regard to federal spending. 

Committee Members

Chair
Name & role Party Riding PACP Member Since
Tom Kmiec Conservative Calgary Shepard December 2021
Vice-Chair
Name & role Party Riding PACP Member Since
Jean Yip Liberal Scarborough—Agincourt January 2018
Nathalie Sinclair-Desgagné
Critic for Public Accounts; Pandemic Programs; Economic Development Agencies		 Bloc Québécois Terrbonne December 2021
Members
Name & role Party Riding PACP Member Since
Richard Bragdon
Deputy Critic for Ethics and Accountable Government		 Conservative Tobique-Mactaquac December 2021
Michael Cooper Conservative St. Albert – Edmonton December 2021
Phillip Lawrence
Critic for Federal Economic Development Agency for Eastern, Central and Southern Ontario		 Conservative Northumberland—Peterborough South October 2020
Blake Desjarlais
Critic for TBS; Diversity and Inclusion; Youth; Sport and PSE		 New Democratic Party Edmonton Greisbach December 2021
Valerie Bradford Liberal Kitchener South – Hespeler December 2021
Han Dong Liberal Don Valley North December 2021
Peter Fragiskatos
Parliamentary Secretary National Revenue		 Liberal London North Centre December 2021
Brenda Shanahan Liberal Châteauguay—Lacolle December 2021; and Jan 2016 – Jan 2018

Anticipated TBS-Related Activity – 44th Parliament

  • Briefing from the Canada Audit and Accountability Foundation
  • Introductory briefings from the Auditor General; Comptroller General of Canada; others.
  • Public Accounts of Canada
  • Reports of the Auditor General of Canada

TBS Related Committee Activity – 43rd Parliament

Meeting Summaries

Meeting 1 – December 16, 2021

Full transcript: Evidence – PACP (44) – No. 1

The Standing Committee on Public Accounts (PACP) held its first meeting of the 44th Parliament to elect a chair. Tom Kmiec (CPC) was nominated and elected as Chair of the Committee. Jean Yip (LPC) and Nathalie Sinclair-Desgagné (Bloc) were nominated and elected as Vice Chairs of the Committee.

The Committee adopted several routine motions for the committee (e.g. steering committee membership, publication of committee proceedings, research staff, travel etc.)

A motion from Blake Desjarlais (NDP) proposed to establish limits to when and how the Committee can move to meet in camera. The motion failed in a recorded division 9-1.

A motion from Jean Yip (LPC) proposed that the Committee receive a briefing from the Canadian Audit and Accountability Foundation for one meeting, which was adopted unanimously.

Bios of the Committee Members

Tom Kmiec (Calgary Shepard)
Conservative
Chair

Tom Kmiec
Biographical Information
  • Elected as MP for Calgary Shepard in 2015, and re-elected in 2019 & 2021.
  • Has served on Foreign Affairs, Finance, Scrutiny of Regulations, and Library committees in the past.  
  • Member of the Liaison Standing Committee.
  • CPC Caucus Chair (House), since November 2019.
  • Born in Poland and immigrated to Canada in the mid-1980s.
  • Is fluent in both official languages.

Jean Yip (Scarborough - Agincourt)
Liberal
First Vice-Chair

Jean Yip
Biographical Information
  • Elected as MP for Scarborough—Agincourt in a by-election on December 11, 2017, and re-elected in 2019 & 2021.
  • Has served on Public Accounts (since 2018), as well as Government Operations and Canada-China committees in the past.
  • Before her election, Ms. Yip was an insurance underwriter and constituency assistant.

Nathalie Sinclair-Desgagné (Terrebonne)
Bloc Québécois
Second vice-chair

Nathalie Sinclair-Desgagné
Biographical Information
  • Elected as MP for Terrebonne in the 2021 federal election.
  • BQ Critic for Public Accounts; Pandemic Programs; and Federal Economic Development Agencies.
  • Worked at the European Investment Bank and at PWC London.
  • Return to Quebec in 2017 to pursue a career in the Quebec business world.

Richard Bragdon (Tobique – Mactaquac)
Conservative
Member

Richard Bragdon
Biographical Information
  • Elected as MP for Tobique – Mactaquac in 2019, and re-elected in 2021.
  • Deputy-critic for Ethics and Accountable Government
  • Has served as vice-chair of the Fisheries committee in the past.
  • Prior to his election, Mr. Bragdon worked as a realtor, non-profit executive, pastor and agriculture sector executive.

Michael Cooper (St. Albert - Edmonton)
Conservative
Member

Michael Cooper
Biographical Information
  • Elected as MP for St. Albert – Edmonton in 2015, and re-elected in 2019 and 2021.
  • Former Vice-Chair of the Justice and MAID committees in the 42nd Parliament.
  • Has also served on the Finance committee in the past.
  • Prior to his election, Mr. Cooper was a civil litigator at a law firm in Edmonton.

Phillip Lawrence (Northumberland—Peterborough South)
Conservative
Member

Phillip Lawrence
Biographical Information
  • Elected as MP for Northumberland—Peterborough South in 2019, and re-elected in 2021.
  • CPC Critic for the Federal Economic Development Agency for Eastern, Central and Southern Ontario.
  • Has served on Public Accounts (since 2020), as well as the Justice committees in the past.
  • Prior to his election, Mr. Lawrence received his BA from Brock University in Political Science, he attended Osgoode Hall Law School and the Schulich School of business to obtain his law degree and MBA, and volunteered at the Financial Planning Standards Council.

Blake Desjarlais (Edmonton Greisbach)
NDP
Member

Blake Desjarlais
Biographical Information
  • Elected as MP for Edmonton Greisbach in 2021.
  • NDP Critic for Treasury Board; Diversity and Inclusion; Youth; Sport; and Post-secondary Education.
  • First openly Two-Spirit person and Alberta's only Indigenous Member of Parliament.

Valerie Bradford (Kitchener South – Hespeler)
Liberal
Member

Valerie Bradford
Biographical Information
  • Elected as MP for Kitchener South – Hespeler in 2021.
  • Also sits on the Science and Research committee.
  • Prior to her election, Ms. Bradford worked as an economic development professional for the City of Kitchener.

Han Dong (Don Valley North)
Liberal
Member

Han Dong
Biographical Information
  • Elected as MP for Don Valley North in 2019, and re-elected in 2021.
  • Also sits on the Industry and Technology committee.
  • Has served on the Ethics, and Human Resources committees in the past.
  • Prior to his election, Mr. Dong worked with Toronto-based high-tech company dedicated to building safer communities and served as the leader of the Chinatown Gateway Committee established by Mayor John Tory.

Peter Fragiskatos (London North Centre)
Liberal
Member
Parliamentary Secretary to the Minister of National Revenue

Peter Fragiskatos

Biographical Information
  • Elected as MP for London North Centre in 2015, and re-elected in 2019 & 2021.
  • Serves as Parliamentary Secretary to the Minister of National Revenue.
  • Has served on the Finance, Canada-China, Human Resources, Public Safety, and Foreign Affairs committees in the past.
  • Served as a member of the National Security and Intelligence Committee of Parliamentarians (NSICOP).
  • Prior to his election, Mr. Fragiskatos was a political science professor at Huron University College and King's University College, as well as a frequent media commentator on international issues.

Brenda Shanahan (Châteauguay—Lacolle)
Liberal
Member

Brenda Shanahan

Biographical Information
  • Elected as MP for Châteauguay—Lacolle in 2015, and re-elected in 2019 & 2021.
  • Has served on Public Accounts (2016-2018), as well as Ethics, Government Operations, and MAID committees in the past.
  • Has served as a member of the National Security and Intelligence Committee of Parliamentarians (NSICOP).
  • Prior to her election, Ms. Shanahan was a banker and social worker, who has also been involved in a number of organizations such as Amnesty International and the Canadian Federation of University Women.

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