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Results: 1 - 8 of 8
Karen Hogan
View Karen Hogan Profile
Karen Hogan
2021-06-01 11:06
Thank you, Madam Chair.
I am pleased to discuss our audit reports, which were tabled in the House of Commons on May 26.
I am accompanied by Jean Goulet and Glenn Wheeler, the principals who were responsible for the audits.
The first of the audit reports considers how the government acquired protective and medical equipment during the pandemic. The second looks at how Indigenous Services Canada provided the protective equipment and health care workers that indigenous communities and organizations needed to respond to COVID-19.
Both audits showed that there were issues in planning and stockpile management before the pandemic. For example, in our audit on procuring personal protective equipment and medical devices, we found that before the pandemic, the Public Health Agency of Canada had not addressed long-standing and known issues with the systems and practices used to manage and operate the national emergency strategic stockpile.
The Agency knew of these issues because they had been raised in audits and reviews going back more than a decade. As a result, the Public Health Agency of Canada was not as prepared as it should have been to deal with the surge in requests for equipment from the provinces and territories triggered by the COVID-19 pandemic.
In our other audit, we found that Indigenous Services Canada had not followed its own approach to procure sufficient equipment. As a result, it did not have enough of some types of protective equipment in its stockpile when the pandemic broke out.
However, both these audits also showed agility and responsiveness.
Overall, the Public Health Agency of Canada, Health Canada and Public Services and Procurement Canada helped address the needs of provincial and territorial governments for personal protective equipment and medical devices. Indigenous Services Canada did the same for indigenous communities and organizations. Faced with a crisis, these organizations worked around their outstanding issues with the management and oversight of the emergency equipment stockpiles and adapted their activities.
For example, during the pandemic, the Public Health Agency of Canada improved how it assessed needs and allocated equipment to help meet the demand for personal protective equipment and medical devices from the provinces and territories. It also outsourced much of the warehousing and logistical support needed to deal with the exceptional volume of purchased equipment.
Similarly, Health Canada reacted to the increased demand created by the pandemic by modifying its management of license applications from suppliers for personal protective equipment and medical devices.
Public Services and Procurement Canada also made adjustments by accepting some risks to facilitate the quick purchase of large quantities of equipment in a highly competitive market where supply was not always keeping pace with demand.
If the departments had not adapted their approaches to the circumstances, it is likely that the government would not have been able to acquire the volume of equipment that was needed.
Indigenous Services Canada also adapted quickly to respond to the pandemic and relied on the national emergency strategic stockpile to fill pre-existing shortages of items in its own stockpile, such as gloves and hand sanitizers.
The department supplied indigenous communities and organizations when provinces and territories were unable to provide them with personal protective equipment. The department also expanded access to its stockpile beyond those directly supporting the delivery of health services to include police officers and people in communities who were sick with COVID-19 or caring for sick family members.
Indigenous Services Canada also streamlined its processes for hiring nurses in remote or isolated First Nations communities and made its contract nurses and paramedics available to all indigenous communities to respond to additional health care needs due to COVID-19. While the department took steps to increase capacity, the number of requests for extra nurses and paramedics also increased. As a result, the department was unable to meet more than half of the 963 requests for extra nurses and paramedics that it received between March 2020 and March 2021.
Our audits of the government's pandemic response continue to show that when the people who make up the federal public service are faced with a crisis, they are able to rally and focus on serving the needs of Canadians.
However, these audits also show that issues forgotten or left unaddressed have a way of coming back, typically at the worst possible time.
Canada was not as well prepared to face the pandemic as it would have been if the stockpile of emergency equipment had been better managed and if a long-term solution had been put in place for health care workers, such as nurses, in indigenous communities.
If there is one overall lesson to learn from this pandemic, it is that government departments need to take action to resolve long-standing issues and to see the value in being better prepared for a rainy day.
Madam Chair, this concludes my opening remarks. We are pleased to answer questions.
Thank you.
View Lloyd Longfield Profile
Lib. (ON)
View Lloyd Longfield Profile
2021-06-01 11:45
Thank you, Madam Chair.
Thank you to Ms. Hogan and Mr. Goulet for being here to answer our questions today.
I was interested in a couple of areas. One was on nurses and paramedics and the hiring of staff for Indigenous Services Canada. In paragraph 11.55 in your report, you mention 77 nurses had been hired for the 51 remote communities prior to the pandemic and that 147 additional nurses and paramedics had been hired during COVID. It seems to me that we would be in really tough shape if we hadn't started hiring for remote communities before the pandemic hit.
I know retention is a problem. My wife and I have friends who had gone up to one of the remote nations to work in education. She did about a year of service there and then didn't renew her contract.
Turnover is part of it. I'm wondering how many of the 77 who were hired prior to the pandemic were still in place and whether we've got a net new hire there. I also know that in our community, the local long-term care facilities had a lot of trouble hiring during COVID. People were getting scooped by the hospital, where they got more money or different hours. Some of the long-term care facilities really had trouble keeping staff.
Did you look at turnover in your audit?
Karen Hogan
View Karen Hogan Profile
Karen Hogan
2021-06-01 11:47
I will eventually turn to Glenn Wheeler and see if he can add something about net new hires.
What I can say is that the streamlining process Indigenous Services Canada applied during the pandemic to increase the number of nurses they could hire for those 51 remote communities where they're responsible for delivering health services was really effective. That's why we recommended they consider whether that should be a process going forward.
You're absolutely right that attraction and retention is a very long-standing issue in those communities. It's driven partially by a national shortage of nurses—as you've mentioned and alluded to, and as we saw, the pandemic made that worse—but also by the challenging nature of the work. Often the nursing stations are run by one or two individuals who have to deal with a complete host of issues along the spectrum of medical responses needed. Then there's the ever-present inadequate housing issue that we see in some of the remote and isolated communities, such that retention is complicated.
I don't know, Glen, if there's anything that you wanted to add about turnover and staffing.
Glenn Wheeler
View Glenn Wheeler Profile
Glenn Wheeler
2021-06-01 11:48
Madam Chair, no, we did not do an assessment of the turnover rates for the 77. It would be fair to say that there was some turnover.
As the Auditor General mentioned, that's a long-standing issue that we've seen in many audits, going back over several years. It points to the importance—as we've said in other audits—of taking various steps to increase capacity, including trying to educate, recruit and retain folks from indigenous communities and from the north to take those positions. There is probably a greater likelihood that if you're from an indigenous community or from the north, you would be more likely to stay over the longer term.
To answer your question, we didn't look at turnover rates.
Christiane Fox
View Christiane Fox Profile
Christiane Fox
2021-05-11 11:19
Kwe kwe. Ulaakut. Tansi. Hello.
Today I'm speaking to you from the unceded traditional territory of the Algonquin Anishinabeg people.
I would like to begin by confirming that through the programs and investments administered through the investing in Canada plan, Indigenous Services Canada is working very closely with indigenous partners and our colleagues here today to achieve better outcomes.
Since budget 2016, Indigenous Services Canada has received more than $4.29 billion in targeted funding under the plan. As of December 31, 2020, $3.43 billion has been invested to support vital community infrastructure projects on reserve.
Through budget 2021, the federal government is proposing a historic new investment of over $18 billion over the next five years to improve the quality of life and create new opportunities for people living in indigenous communities.
These investments will continue to help indigenous communities deal with the impact of the COVID-19 pandemic. The investments will also support continued action on infrastructure.
In addition to the report's findings, the Auditor General also brings to light the dynamic nature of funding relationships between the Government of Canada and first nations partners, demonstrating a need for cross-government collaboration.
To increase the financial impact and address the infrastructure needs of first nations communities, Indigenous Services Canada uses a portfolio approach for the allocation and reporting of targeted infrastructure investments.
This means that projects may be supported by multiple funding sources, not all of which fall under the investing in Canada umbrella.
To ensure transparency and results, a robust reporting process has been implemented, allowing both Indigenous Services Canada and Crown-Indigenous Relations and Northern Affairs Canada to provide regular updates on their overall portfolio of infrastructure projects in first nations communities.
This includes an infrastructure investment interactive map that has been available on our site since June 2018, and which is updated on a quarterly basis. Given the department's focus on water, we also provide information by community as we work hard to eliminate long-term drinking-water advisories.
We're committed to helping first nations achieve their vision of self-determination, and to respecting their autonomy by seeking opportunities to reduce reporting requirements. To this end, the funding requirements, methodology and delivery of the program must reflect the evolving relationship between the federal government and first nations.
While we understand that reporting requirements will be different for every program, a flexible approach is needed for legacy funds, which include programs established prior to budget 2016 and which amount to approximately $14 billion over 12 years.
First nations communities experience different realities than do cities and municipalities across Canada. Indigenous Services Canada does not support increasing reporting requirements for infrastructure legacy funds, as these funds are distributed to first nations for the management of their communities as a whole, not just for infrastructure projects.
As we move forward on the path towards self-determination and fulfill the vision of the department—which is to support and empower indigenous peoples to independently deliver services to their communities—we must note that first nations communities are responsible for carrying out infrastructure projects in their communities.
Through the investing in Canada plan, we've been able to support the health and well-being of indigenous communities by providing clean drinking water, reliable energy solutions and affordable housing units. However, we acknowledge that work remains to be done.
These investments are helping to meet the infrastructure needs of first nations communities and will lay the foundation for a long-term investment strategy in first nation community infrastructure to build healthy, safe and prosperous communities.
We will continue to engage and work with Infrastructure Canada to develop a consistent manner to provide comprehensive reporting on the investing in Canada plan.
Thank you. Meegwetch. Qujannamiik. Marsi. Merci.
Christiane Fox
View Christiane Fox Profile
Christiane Fox
2021-04-29 11:09
Thank you, Madam Chair.
Good morning, everyone.
I would like to acknowledge before I begin that I am on the unceded traditional territory of the Algonquin people.
Thank you to the committee for having me.
The Government of Canada has made it a top priority to ensure that all first nation communities have access to safe, clean and reliable drinking water.
The department has welcomed the Office of the Auditor General of Canada's report on the issue of safe drinking water in first nations communities, and shares her commitment on the issue. The report includes five recommendations, each of which aligns with actions the government is taking to ensure every first nation community has access to clean water.
The department remains committed to implementing the action plan, working in partnership with first nations and following the transformation agenda.
Let me begin by noting that the impact of COVID-19 in the past year cannot be understated. The pandemic has delayed the completion of infrastructure projects across the country, including projects aimed at addressing long-term drinking water advisories. The health and well-being of first nation community members remains our top priority.
First nations are leading the response to protect their communities from COVID-19. In some cases, this has had an effect on getting equipment and resources into communities, especially in remote and northern areas.
The government recently announced significant investments to continue work aimed at lifting long-term drinking water advisories, to continue supporting water and wastewater infrastructure investments, and to support the operation and maintenance of water and wastewater systems.
With the combined investments made as part of budget 2019 and the $1.5 billion in additional funding announced by the department in December 2020, by 2025, Indigenous Services Canada will have increased the annual funding it provides first nations to support the operation and maintenance of water and wastewater systems by almost four times.
The increase in operations and maintenance funding has already started flowing directly to first nations, with 2020-21 operations and maintenance top-ups having been provided.
In addition, budget 2021 committed $4.3 billion over four years to support infrastructure projects in first nations, Inuit and Métis Nation communities, and $1.7 billion over five years to cover the cost of operations and maintenance of community infrastructure in first nations communities on reserve.
Working with indigenous partners, these investments will make significant strides in closing gaps between indigenous and non-indigenous peoples, support healthy, safe and prosperous indigenous communities, and advance meaningful reconciliation with first nations, Inuit, and the Métis nation. These investments will support continued action on infrastructure and clean water.
The long-term drinking water advisory commitment was made to address drinking water issues and concerns on reserve. Partnering with first nations, the government has collectively taken a number of important actions that have improved drinking water on reserve.
In November 2015, there were 105 long-term drinking water advisories on public systems on reserves across the country. Since then, 58 long-term drinking water advisories have been added. First nations, with support from Indigenous Services Canada, have lifted 106 long-term drinking water advisories. In addition to that, 179 short-term drinking water advisories at risk of becoming long-term have been lifted, ensuring clean drinking water to first nations.
Initiatives are well under way to address the 52 remaining long-term drinking water advisories in 33 communities.
Long-term solutions are under way in all cases where interim measures were put in place to provide communities with clean drinking water as soon as possible.
The department also continues to support a first nations-led engagement process for the development of that long-term strategy. We will continue to work to ensure that funding is available to commit towards these important water projects and address the long-term needs of communities.
In alignment with the Office of the Auditor General's recommendations, the government will continue to work with first nations to conduct performance inspections of water systems annually and asset condition assessments every three years to identify deficiencies.
Still, we realize more work needs to be done. The government values input from the OAG and other observers, and we will continue to work in concert with first nations partners to improve water infrastructure on reserve and support access to safe, clean and reliable drinking water.
In closing, we remain committed to clean drinking water because it is about building a sustainable foundation that ensures first nations communities have that access to drinking water now and into the future.
Meegwetch. Nakurmiik. Marsi. Thank you.
Thank you.
View Maxime Blanchette-Joncas Profile
BQ (QC)
Thank you, Madam Chair.
Welcome to the witnesses.
Good morning, Ms. Hogan. It's always a pleasure to see you.
I have to tell you that, back in February, I almost felt sick when I read your report. I have that same feeling today; it came back as I listened to your opening statement. Your findings are appalling. Indigenous Services Canada is very slack, it would seem.
I won't beat around the bush. Instead, I will get straight to the point. Before we get into the details, I want to discuss some of your findings and recommendations. You pointed out that your office first conducted an audit on the specific issue of access to drinking water more than 15 years ago, back in 2005. The department has had time to get things ready. It's safe to say that the issue has been on your office's radar for almost 20 years.
My question is straightforward. Do you feel the department takes the role of the Office of the Auditor General seriously?
Do you think the department has a corporate culture of offering up mea culpas every five, 10 or 15 years? In other words, is it just riding out the storm, while carrying on business as usual until the auditor general's next report comes out?
Karen Hogan
View Karen Hogan Profile
Karen Hogan
2021-04-29 11:32
You're right.
We conducted an audit on safe drinking water in indigenous communities in 2005. We followed up in 2011, and again just recently, as per the report tabled in the House of Commons in February.
Although progress has been made during that time, the department did not meet its commitment to lift all drinking water advisories. We found two things in particular during this audit: a regulatory regime had not been developed, and more importantly, the funding formula had not been updated for some 30 years.
As a result, the funding formula is outdated and does not meet the immediate needs. We found that it had not kept pace with advances in technology, which has a direct impact on water system operator capacity. Despite the progress that has been made, the department's failure to update the formula since it was developed some 30 years ago is not the way to ensure adequate funding for operation and maintenance.
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