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From YouTube: Main Estimates - Ministry of Health Pt. 1
Description
Legislative Assembly of Alberta
A
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B
B
B
B
D
B
B
Thank
you
so
much
a
few
I
was
keeping
items
to
address
before
we
turn
to
the
business
at
hand.
Please
note
that
the
microphones
are
operated
by
Hansard
staff
committee.
Proceedings
are
live
streamed
on
the
internet
and
broadcast
on
Alberta
assembly
TV.
The
audio
and
visual
stream
and
transcripts
of
meetings
can
be
accessed
via
legislative
assembly
website.
Members
participating
remotely
are
encouraged
to
turn
your
cameras
on
while
speaking
and
mute.
Your
microphone
when
not
speaking,
remote
participants
who
wish
to
be
placed
on
the
speaker's
list
are
asked
to
email
or
message.
B
B
With
regard
to
speaking
rotation
and
time
limits,
honorable
members
and
the
standing
order
set
out
the
process
for
consideration
of
the
main
estimates,
a
total
of
six
hours
has
been
scheduled
for
consideration
of
the
estimates
for
the
Ministry
of
Health.
This
meeting
is
the
first
three
hours
for
consideration
of
the
ministry's
estimates
standing
order.
59.1
6
establishes
the
speaking
rotation
and
times
speaking
times.
In
brief,
the
minister
or
member
of
the
executive
Council,
acting
on
The
Minister's
behalf,
will
have
10
minutes
to
address
the
committee
at
the
conclusion
of
The
Minister's
comments.
B
A
60-minute
speaking
block
for
the
official
opposition
begins,
followed
by
a
20-minute
speaking
blog
for
independent
members.
If
any
and
then
a
20-minute
speaking
block
for
the
government
caucus
individuals
may
speak
only
for
up
to
10
minutes
at
a
time,
but
speaking
times
may
be
combined
between
the
member
and
the
minister
after
the
speaking
times,
we'll
follow
the
same
rotation
of
the
official
opposition,
independent
members
and
the
government
caucus
the
member
and
the
minister
may
speak
1
for
a
maximum
of
five
minutes,
or
these
times
may
be
combined
making
it
a
10
minute
block.
B
If
members
have
any
questions
regarding
speaking
times
or
the
rotation,
please
send
an
email
or
message
to
the
committee
clerk
about
the
process
with
the
concurrence
of
the
committee.
I
will
call
a
five-minute
break
near
the
midpoint
of
the
meeting.
However,
the
three
o'clock-
oh
sorry,
the
three
hour
clock-
will
continue
to
run.
Does
anyone
object
to
having
a
break
today?
B
Okay,
seeing
none
we'll
have
one
Ministry
officials
may
be
present
and
at
the
direction
of
the
ministry
May
address
the
committee
Ministry
officials
seated
in
the
gallery,
if
called
upon,
have
access
to
a
microphone
in
the
gallery
area
and
are
asked
please
introduce
themselves
for
the
record
prior
to
commencing
pages,
are
available
to
deliver
notes
or
other
materials
between
the
gallery
and
the
table.
Attendees
in
the
gallery
may
not
approach
the
table.
Space
permitting
opposition
caucus
staff
may
sit
at
the
table
to
assist
their
members.
B
However,
members
have
priority
to
sit
at
the
tables
at
all
time.
If
debate
is
exhausted
prior
to
six
hours,
the
ministry's
estimates
are
deemed
to
have
been
considered
for
the
time
allotted
in
the
schedule,
and
the
committee
will
adjourn.
Points
of
order
will
be
dealt
with
as
they
arise
and
individual
speaking
times
will
be
paused.
B
However,
the
speaking
block
time
and
the
overall
three-hour
meeting
clock
for
the
first
segment
of
the
six
hour
allotted
hours
will
continue
to
run
any
written
materials
provided
in
response
to
questions
raised
during
the
main
estimates
should
be
tabled
by
the
minister
in
the
assembly
for
the
benefit
of
all
members.
The
vote
on
the
estimates
and
and
amendments
will
occur
in
Committee
of
the
supply
on
March
6
2023
amendments
must
be
in
writing
and
approved
by
parliamentary
Council
prior
to
the
meeting
at
which
there
are
there
to
be
moved.
B
The
original
amendment
is
to
be
deposited
with
the
committee
clerk
with
20
hard
copies.
An
electronic
version
of
this
signed
original
should
be
provided
to
the
committee
clerk
for
distribution
to
committee
members.
Finally,
the
committee
should
have
the
opportunity
to
hear
both
questions
and
answers
without
interruption.
During
estimates,
debate,
debate
flows
through
the
chair
at
all
times,
police
members,
including
instances
when
speaking
time
is
shared
between
a
member
and
the
minister
I,
would
now
invite
the
minister
of
Health
to
begin
with
your
opening
remarks.
You
have
10
minutes,
minister.
G
Thank
you,
chair
and
good
morning.
Everyone
I'm
pleased
to
be
here
to
present
the
health
estimates
for
2023-2024
in
the
budget.
2023
provides
another
record
investment
in
health
care
for
Alberta.
It
delivers
the
resources
to
build
a
stronger,
more
flexible
and
Innovative
health
system
for
patients
and
families,
with
better
access
to
care
and
shorter
wait
times.
Budget
20
23
24
provides
24.5
billion
dollars
for
Health's
operating
budget,
a
965
million
or
4.1
percent
increase
from
last
year.
This
is
the
highest
ever
budget
for
health
care
in
the
province.
G
With
this
level
of
funding,
we
will
continue
to
build
capacity
and
flexibility
in
the
health
system
and
invest
in
the
right
resources
to
provide
albertans
with
the
health
care
they
need.
The
largest
component
of
the
ministry
of
Health's
budget
is
allocated
to
Alberta
Health
Services.
The
AHS
operating
budget
is
over
16.7
billion
dollars
in
2324
up
more
than
600
million
from
last
year,
AHS
will
have
nearly
3
600
new
full-time
equivalents
this
year,
which
will
allow
them
to
make
important
improvements
in
the
system
through
the
health
care
action
plan.
G
The
plan
specifically
focuses
on
four
goals:
number
one
improve
Emergency,
Medical
Services
response
time:
two
decrease
emergency
department,
wait
times,
three
reduce
wait
times
for
surgeries
and,
finally,
empowering
Frontline
workers
to
deliver
Better
Health
Care,
while
actions
have
already
started
since
the
plan
was
launched
in
November
budget
2023
provides
more
funding
to
continue
this
important
work.
Let's
start
with
EMS
funding,
we
are
investing
more
money
than
ever
in
Emergency
Medical
Services,
to
improve
ambulance
response
times.
G
There
is
194
million
dollars
in
new
funding
over
three
years
for
EMS
to
strengthen
Services
by
hiring
more
staff
and
implementing
recommendations
made
by
the
Alberta
EMS
provincial
advisory
committee.
This
brings
the
total
investment
to
740
million
dollars
this
year
alone
for
EMS,
and
this
is
an
increase
of
23
percent
over
last
year's
budget.
In
addition,
15
million
dollars
over
three
years
will
be
invested
in
a
new
program
to
purchase
ambulances
and
related
equipment
which
supplements
ahs's
self-financing
program
for
EMS.
G
We
are
also
making
important
Investments
to
reduce
wait
times
and
boost
access
to
surgeries
budget.
2023
includes
237
million
dollars
over
three
years
for
the
Alberta
surgical
initiative,
Capital
program,
including
120
million
in
new
funding,
which
will
support
projects
in
15
communities
across
the
province
to
upgrade
or
expand
operating
rooms
in
public
hospitals.
G
Our
goal
is
to
ensure
that
all
surgeries
are
happening
within
recommended
clinically
accepted,
wait
times
and
being
done
in
more
communities
across
the
province.
Moving
to
another
goal
of
the
healthcare
action
plan,
empowering
Frontline
healthcare
workers
starts
with
having
the
right
number
of
Professionals
in
the
right
places.
G
Physician
support
is
also
a
top
priority
for
Alberta's
government
Alberta's.
Total
spending
on
Physicians
is
6.2
billion
dollars
for
2324.
the
budget
fully
funds
the
new
agreement
with
the
Alberta
Medical
Association.
The
agreement
goes
to
2026
and
will
ultimately
help
stabilize
the
health
system
target
areas
of
concern
and
support.
Albertans
Health
Care
needs
under
the
agreement.
More
than
250
million
dollars
over
four
years
will
go
to
addressing
rural
physician,
Recruitment
and
Retention,
helping
Physicians
with
business
costs
and
assisting
Physicians
with
information
technology
supports.
G
In
addition
to
the
AMA
agreement,
Alberta
Health
Services
has
a
dedicated
team
in
place
to
support
recruitment
efforts
across
our
province.
A
significant
component
of
my
ministry's
budget
supports
care
in
the
community
budget.
2023
provides
a
combined
4.3
billion
dollars
in
operating
funding
for
Community
Care,
continuing
care
and
Home
Care
programs.
This
year,
a
15
increase
from
last
year.
G
Over
three
years
budget
23
provides
one
billion
dollars
to
support
Continuing
Care
transformation,
which
will
shift
care
into
the
community,
enhance
Workforce
capacity,
increase
choice
and
Innovation
and
improve
the
overall
quality
of
care
in
our
health
care
System.
The
budget
2023
Capital
plan
also
includes
310
million
dollars
over
three
years
for
the
Continuing
Care
Capital
plan.
This
funding
will
help
modernize
Continuing
Care
Facilities,
develop
Innovative
small
homes,
provide
culturally
appropriate
care
for
indigenous
residents,
located
both
on
and
off
reserves
and
metis
settlements
and
add
new
spaces
in
priority
communities
with
the
greatest
need.
G
Budget
2023
also
invests
more
than
two
billion
dollars,
the
highest
investment
ever
to
improve
Primary
Health
Care.
This
includes
funding
for
Primary,
Care
networks,
payments
to
family
doctors,
funding
to
strengthen
and
modernize
Primary,
Health,
Care
and
Investments
to
help
community-based
Physicians
with
information
technology
systems.
G
Strengthening
Healthcare
relies
on
having
modern
facilities
where
they're
they
are
needed,
and
budget
2023
Capital
plan
includes
4.2
billion
dollars
over
three
years
to
address.
Health
Capital
needs,
2.9
billion
for
new
or
ongoing
projects,
732
million
for
AHS
self-financed
Capital,
529
million
for
Capital
maintenance
and
renewal
of
existing
facilities
and,
finally,
90
million
for
health-related
I.T
projects.
G
Other
highlights
of
the
capital
plan
not
already
mentioned
earlier
include
634
million
over
three
years
for
the
the
new
South
Edmonton
Hospital
321
million
over
three
years
for
the
Red
Deer
Regional
Hospital
Center
Redevelopment
105
million
over
three
years
for
medical
device.
Reprocessing
Department
upgrades
for
hospitals
in
Calgary,
Edmonton,
Fort,
McMurray,
St,
Albert
and
Westlock
105
million
over
three
years.
G
Another
significant
component
of
Health's
budget
is
funding
for
drugs
and
supplemental
health
benefits.
Budget
23
allocates
two
billion
dollars
in
operating
funding
for
drugs
and
supplemental
health
benefits
an
increase
of
104
million
from
last
year.
In
part,
this
is
driven
by
higher
enrollment
such
as
in
the
seniors
drug
plan,
where
enrollment
grows
about
five
percent
each
year
due
to
an
aging
population.
G
G
To
conclude,
budget
2023
sets
our
health
system
on
a
path
to
do
more.
It
supports
our
Healthcare
action
plan
to
take
urgent
action
to
provide
albertans
with
world-class
Health
Care,
where
and
when
they
need
it.
New
and
continued
investment
in
all
facets
of
our
Health
Care
system
will
improve
EMS
response
times
and
decrease
emergency
room
wait
times.
We
are
also
making
important
Investments
to
reduce,
wait
times
and
boost
access
to
surgeries.
G
B
You
so
much
Minister
for
the
hour
that
follows
members
of
the
official
opposition
and
the
minister
may
speak
honorable
members.
You
will
be
able
to
see
the
timer
for
the
speaking
block,
both
in
the
committee
room
and
on
Microsoft
teams.
Members.
Would
you
like
to
combine
your
time
with
the
minister
if.
H
A
H
Hope
that
that
will
indeed
continue
today
and,
of
course,
I
will
endeavor
to
be
respectful
in
going
through
you,
madam
chair
to
the
minister,
and
hopefully
then
you
know
be
able
to
engage.
I
may
at
times
speak
through
you,
madam
chair,
to
indicate
if
I
feel
I've
received
the
information
I've
needed
or
that
we
are
straying
from
the
direction
we're
hoping
to
go,
but
again
we'll
be
looking
to
maintain
that
respect
and
collegiality,
as
we
do
so
so.
Thank
you.
H
Minister
I'd
like
to
begin
looking
at
outcome,
one
in
your
business
plan
and
key
objective
output,
one
regarding
the
reduction
of
surgical
wait
times
now.
Just
a
few
weeks
ago,
your
AHS
official
administrator
here
Dr
John
Cowell,
he
stated
and
I
quote,
I,
actually
believe
that
we'll
be
at
zero
waiting
outside
of
clinical
wait
times
by
March
of
2024..
Nobody
will
be
outside
of
clinically
appropriate
wait
times.
My
team
and
I
are
absolutely
confident.
H
H
So,
given
that's
the
case,
it
seems
that
folks
on
the
ground
do
not
agree
with
Dr
Cowell.
The
numbers
certainly
suggest
this
would
be
a
incredible
commitment
to
the
minister
through
you,
madam
chair,
is
this
your
commitment
that
Dr
Cowles
brought
forward?
Do
you
commit
that
you
will
reduce?
You
will
end
all
I
guess
waiting
times
outside
of
the
the
kai
high
standards
by
March
of
2024.
G
So
that
is
our
commitment.
That's
our
objective,
the
you
know,
as
The
Honorable
member
knows
as
a
government.
We
we
actually
made
a
commitment
to
try
to
get
this
done
by
this
spring.
Here
with
covid,
we
were
unsuccessful
that
impacted
our
ability
to
get
the
to
get
the
number
of
surgeries
to
get.
You
know
all
surgery
scheduled
surgeries
within
recommended
recommended
wait
times,
but
we
are.
G
We
have
continued
to
build
capacity
in
our
system,
building
capacity,
an
expansion
of
of
or
rooms
and-
and
you
know,
budget
22
included
additional
Capital
to
to
expand
the
number
of
or
rooms
in
the
province,
as
I
mentioned
earlier.
In
my
remarks,
this
budget
continues
to
actually
on
that
work.
We
are
also
leveraging
chartered
surgical
facilities
and
we've
had
a
number
of
announcements.
Both
you
know
over
the
past
year,
you
know
over
the
past
year
and
we
continue
to
drive
forward
to
expand
capacity
for
kind
direct
surgeries.
G
Orthopedic
surgeries
there's
also
a
an
RFP
out
in
both
the
South
Zone
and
the
central
zone
for
for
additional
surgeries.
So
we
are
expanding
capacity
and
we're
providing
funding
for
that
expanded
cast.
So
it's
not
only
the
capital
side,
it's
you
know
within
our
within
our
hospitals
and
and
Rural
of
ours.
It's
on
the
expense
side,
both
for
to
be
able
to
staff
the
the
ORS
in
our
public
system,
as
well
as
pay
for
the
the
contracted
services
from
our
Charter
surgical
facilities.
G
So
we
are
committed
to
it's
to
reach
that
goal.
It's
it's
going
to
take
us
longer
than
the
spring
of
this
year,
so
we're
committed
to
recycle
in
the
spring
of
next
year
with
the
additional
resources
I
believe
it
is
entirely
entirely
realistic.
We've
already
had
some
success,
I
note
and
then
the
the
90-day
plan.
We
actually
have
been
able
to
reduce
the
the
number
of
patients
on
the
on
the
wait
list.
G
In
that
plan
the
let
me
just
pull
up
the
the
data
here
for
a
second
yeah,
so
the
you
know
on
the
30s
on
the
you
know,
between
November
and
January,
we
reduce
the
the
the
people
waiting
outside
of
the
response
time
from
39
246
to
35
595.,
and
so
we
can
continue
to
drive
that,
but
I
guess
the
important
thing
to
to
realize
is
that
it's.
It's
yes,
absolute
numbers
matter,
but
it's
also.
G
You
know
when
we
take
a
look
at
the
total
number
on
the
on
the
wait
list,
which
is
which
is
68
000.,
the
important
number
is
actually
who's
waiting
outside
the
recommended
wait
time.
So
we
are
focusing
on
those
who
are
outside
the
recommended,
wait
times
where
our
energies
are
going
to
be
put
on
the
scheduled
surgeries
and
we're
expanding
capacity.
So
you
know
we
are.
You
know.
H
Thank
you
Minister
through
the
chair,
so
fair
enough.
That
is
your
commitment.
That's
the
standard
you
are
setting,
so
we
have
some
challenges
to
get
there.
So
certainly
I
recognize
the
capital
Investments
you've
made,
but
I
think
we
can
agree
to
the
minister
through
the
chair
that
the
significant
obstacle
at
the
moment
is
not
capital
or
space.
H
The
most
recent
from
February
17th
lists
a
number
of
dates
this
month
alone,
where
the
ORS
have
multiple
gaps
on
March
1st
to
anesthesiologists,
March,
27th
and
28th,
three
anesthesiologists
March
29th
short,
two
March
30th
short,
four
speaking
with
local
anesthesiologists.
Until
these
emails
go
out
every
week
with
similar
numbers
of
shortages
at
the
misericordian
gray,
nuns
nearly
twice
as
many
at
the
Royal
Alex
I
have
email
from
the
sturgeon
Hospital,
showing
that
it's
February
10th.
H
They
had
15
days
out
of
31
in
March,
where
they
are
short
on
cover
anesthesia
coverage,
either
in
the
OR
endoscopy
or
on
call
and
surgeons.
At
the
Red
Deer
Regional
Hospital
are
hearing.
They
may
see
several
days
of
surgeries
canceled
in
the
next
few
weeks
due
to
a
lack
of
anesthesia
coverage.
So
they
are
quite
clear
that
the
obstacle
we're
seeing
here
is
not
currently
a
lack
of
or
space.
It
is
a
lack
of
anesthesiologist.
So
we
spoke
about
this
last
year.
H
At
estimates
you
told
me
we
had
approximately
a
ballpark
figure
about
460
anesthesiologists
working
in
the
province
and
that,
based
on
the
level
of
productivity.
At
that
time,
we
needed
to
see
the
increase
about
five
percent
to
meet
the
goals
you've
set,
which
were
at
that
time
less
ambitious
than
the
ones
that
Dr
Keller
recently
set
out
and
that
you
affirmed
today
so
I
recognize.
We
also
at
that
time
talked
about
efficiency
and
other
Alternatives
and
I
can
dig
it
I
want
to
dig
into
that.
H
G
A
G
E
Sorry
Paul,
so
thanks,
minister,
so
no
there's
a
number
of
things:
the
anesthesiologist
shortage,
it's
a
global
shortage,
number
one,
so
that
that
makes
it
a
bit
more
challenging.
It's
not
just
an
Alberta
experience
in
response
that
a
couple
things
that
are
happening
number
one:
the
seed
expansion,
the
physician's
CD
expansion
at
the
med
schools
will
contemplate
training
more
in
the
anesthesiologists.
So
that's
probably
a
little
bit
more
longer
term.
G
I
know
we
understand,
we
got
to
got
the
the
numbers
for
you
last
time,
so
we'll
pull
that
we'll
have
to
actually
get
that
I'll,
actually
ADM
Smith
to
pull
that
in
over
the
course
of
it.
The
you
know,
as
we
talked
about
last
time
as
well
like
so
different
models
of
care.
So
it's
you
know.
We've
we've
changed
from.
G
You
know.
Instead
of
one
anesthesiology
per
operating
room,
it's
one
anesthesiologist
for
multiple
operating
rooms
with
individuals.
You
know
other
Healthcare
professionals
being
able
to
provide
support
and
monitoring
so
that
model
that
new
model
of
care
has
been.
You
know
you
know,
has
been
rolled
out
and
continues
to
be
rolled
out
and
improved
number
one.
We
do
recognize
that
there
is
a
shortage
which
is
a
which
is
a
risk.
G
That
said,
when
we
look
at
that,
actually
the
numbers
of
surgeries
they
continue
to
to
actually
increase,
and
you
know
when
we
also
look
at
when
we
talk
about
last
time,
efficiencies
in
the
system.
You
know
by
looking
you
know
when
we,
when
leveraging
you
know,
charters
chartered
surgical
facilities.
You
know
what
we're
seeing
is
they're
getting
more
surgeries
done
in
a
similar
period
of
time,
because
you
know
they
don't
need
to
be
operated,
they're,
focusing
on
one
type
of
surgery
and
then
getting
that
done.
G
So
we
can
actually
get
more
surgeries
done
with
the
same
people
that
we
have
so
fully
appreciate.
As
we
talked
last
last
year
that
one
of
the
barriers
and
the
challenges
is
anesthesiologists
and
people,
however,
by
you,
know,
different
approaches
in
terms
of
the
anesthesiology
team
number
one
number
two,
you
know
leveraging
focused
you
know
for
this
these
or
is
going
to
use
for
this
type
of
surgeries,
we're
getting
more
done
in
a
period
of
time.
So
then
you
can
actually
get
more
surgeries
done
with
the
same
level
of
anesthesiologists.
G
We
can
continue
to
ramp
up
the
the
numbers,
so
I
appreciate
the
concern
and
and
I'll.
Maybe
we
can
talk
a
little
more
about
this,
but
part
of
our
health.
Human
resources
piece
is
quite
frankly,
you
know
looking
to
not
only
train
which
Adam
Smith
also
mentioned,
which
is
a
longer
term,
but
but
action
right.
H
H
I
do
recognize
that
there
have
been
a
few
that
have
been
recruited
to
Begin
work,
I
believe
at
the
Red
Deer
Regional
hospital,
so
certainly
I
recognize
and
I
commend
them
for
that
success,
but
also
speaking
to
members
of
that
committee,
they
are
not
overly
optimistic
about
the
certainly
not
to
the
level
that
what
I'm
hearing
from
yourself
and
Dr
Cowell
in
terms
of
the
success
in
them.
So
let's
talk
about
one
of
the
things
you're
talking
about
there,
the
anesthesia
care
team.
H
So
you
said
that
these
are
in
fact
beginning
to
operate,
and
that
is
my
understanding
as
well.
So
we
talked
about
that
model
last
year,
so
basically
we're
using
specially
trained
respiratory
therapists,
supervising
patients
in
the
or
under
the
supervision
of
a
single
anesthesiologist.
So
my
understanding,
though,
is
this-
is
currently
only
allowed
in
very
specific
circumstances,
so
that
being
for
basic
surgeries
with
mild
sedation,
such
as
a
cataracts
or
podiatric
procedures
or
in
hospitals,
with
exception
of
some
privately
delivered,
Cataract
and
podiatric
surgeries
in
Calgary,
so
that
that
is
not
a
model.
H
That's
currently
in
use
or
available
to
csfs,
so
not
a
practice
that
would
be
used
in
general,
spinal
or
epidural
anesthetic.
That
would
include
the
kinds
of
surgeries
that
you
are
projecting
to
make
a
significant
gain
on
such
as
hips
and
knees.
Indeed
speaking,
the
surgeons
I've
spoken
with
an
anesthesiologists
indicate
with
those
parameters.
Those
teams
are
really
only
useful
in
about
five
to
ten
percent
of
current
surgeries.
H
So
perhaps
you
can
provide
a
bit
of
an
update
then
on
where
things
currently
stand
with
increasing
use
of
those
teams.
Are
you
in
fact
proposing
to
expand
the
circumstances
into
which
those
teams
can
be
used
so
beyond
just
the
mild
sedation
and
in
are
you
proposing
to
use
them
in
facilities
other
than
hospitals,
such
as
chartered
surgical
facilities
for
things
like
knees
and
hips?.
G
G
E
Further
down
here,
yeah
thanks
Minister
a
couple
of
pieces.
We
are
actually
working
closely
with
AHS
and
the
college
is
on.
Now
is
a
couple
pieces
right
now.
The
the
compensation
schedule
for
Physicians
don't
clearly
compensate
the
contemplate
supervisory
Services
versus
direct,
so
we're
working
actively
to
define
the
piece
in
there
to
facilitate
this
model.
The
second
piece
we're
also
working
with
regulatory
colleges
to
make
sure
that
the
appropriate
team
of
of
professionals
are
authorized
or
performable
services,
so
those
two
pieces
certainly
are
actively
being
pursued
now
to
be
able
to
expand
the
model.
H
Well,
thank
you
to
the
minister
and
the
deputy
Minister
I.
Note
that,
to
the
best
of
my
understanding-
and
please
do
correct
me,
if
I'm
wrong,
there
are
no
other
jurisdictions
in
Canada
that
are
making
use
of
Respiratory
Care
teams.
Respiratory
therapists
as
part
of
that
aesthetic
cancer
genes
outside
of
the
kinds
of
circumstances
I've
outlined
so
I,
understand
that
Ontario
is
in
fact
making
use
of
them,
but
they
are
not
doing
so
outside
of
mild
sedation.
H
They
are
not
doing
so
on
hips
and
knees,
and
these
sorts
of
things
that
are
being
contemplated
and
folks
that
I've
spoken
with,
certainly
surgeons
anesthesiologists,
certainly
anesthesiologists
I've
spoken
with,
have
expressed
deep
concern
about
the
safety
involved
here,
because
this
is
what
one
anesthesiologist
explained
to
me
is
you
know
the
riskiest
times
for
an
individual
when
they
are
being
sedated,
is
when
they're
going
under
and
when
they
are
coming
out
and
then
there's
the
maintenance
period
in
between,
but
not
even
then,
you
know
an
individual
does
not
always
remain
stable.
So.
H
Currently,
respiratory
therapists
are
being
used
on
these
teams
in
very
specific
circumstances.
I'd
exist,
for
example,
where
the
patient
is
not
being
completely
put
under
and
in
situations
then,
where
they
are
covering
for
maybe
10
to
15
minutes,
while
an
anesthesiologist
is
taking
a
break
or
while
they
are
called
out
to
say,
perhaps
do
a
quick
epidural
in
the
emergency
room.
H
G
So,
as
I
indicated
beforehand,
you
know
we
are
not
going
to
move
forth
model.
That's
not
safe
period
right,
we're
going
to
continue
to
work
with
the
colleges,
as
indicated
by
ADM
Smith
I
continue
with
the
colleges.
The
anesthesiologists,
the
the
scns
in
at
AHS
and
I
should
put
a
put
a
model,
that's
safe
and
that
we
can
actually
get
more
surgeries
done.
The
you
know
when
I
was
speaking
to
CSS
and
the
efficiencies
from
csfs.
You
know
the
you
know.
G
The
efficiency
is
actually
to
be
able
to
do
more
surgeries
in
a
period
of
time
than
you
would
typically
see
in
a
in
a
hospital
setting
the
which
is
a
separate
question
than
you
know
whether
you're
going
to
use
a
a
team-based
model
by
the
end
of
the
day.
That's
a
that's
a
decision
to
be
made,
not
quite
frankly,
by
government,
but
a
decision
to
be
made
by
you
know:
AHS
the
colleges
with
with
safety
in
Mind.
H
Through
you
chair,
thank
you
to
the
minister
for
that
answer,
and
I
I
appreciate
the
the
candid
respect
response
and
just
recognize,
then
that
again,
this
is
an
incredibly
ambitious
goal
that
the
minister
has
set
through
his
administrator,
and
this
is
one
of
the
components
that
would
have
to
uphold
that,
and
so
it
seems
this
is
not
necessarily
going
to
be
a
piece
that
will
get
us
there.
But
fair
enough.
I
would
also
note
through
you
to
the
minister
that,
certainly,
yes,
we
are
seeing
there
may
be
efficiencies
realized
through
these
charted
surgical
facilities.
H
They
are
also
realized
through
publicly
operated
facilities
such
as
the
center
that
exists
outside
the
Royal
avoc
Hospital,
which
is
a
non-profit,
I.
Guess
pardon
me,
say
it's
a
non-profit
one,
that's
right,
not
not
as
a
sort
of
shareholder
entity
and
achieves
the
same
kinds
of
efficiencies,
because
it
really
is
about
the
model
and
not
about
the
the
ownership
or
who
is
operating
it
so
I
acknowledge
that
and
I
would
suggest
that
we
could
be
looking
at
investments
in
that
in
the
public
system.
H
That
is
also
drawn
surgeons,
anesthesiologists
and
nurses,
away
from
that
hospital,
in
the
words
of
some
of
the
surgeons
and
anesthesiologists
have
been
speaking
with,
it
doesn't
seem,
you're,
necessarily
creating
as
much
new
capacity
as
client
in
some
respects,
you're
simply
shifting
where
these
surgeries
are
being
done.
So
what
is
your
sense
of
those
impacts?
Are
you
tracking
that,
at
all
minister.
G
You
need
to
take
a
step
back
and
look
at
it,
because
this
is
one
system.
This
is
all
publicly
funded
publicly
administered
Healthcare,
so
the
the
way
that
it
works
with
charge,
surgical
facilities
is
that
you
know
whether
the
the
surgeon
is
working
at
you
know,
for
example,
the
Foothills
in
Calgary
or
working
at
a
charge
facility
in
Calgary
they
will
be
assigned
by
HS.
G
Similarly,
with
the
anesthesiologists
they'll
be
they'll,
be
assigned
the
the
advantage
that
a
charter
surgical
facility
is
done
does
is
that
because
they're,
focusing
focusing
and
I
appreciate
your
comments
that
it's
it's
the
model,
whether
it's
a
in
a
Charged
surgical
facility
or
a
public
hospital?
It's
a
model
that
you're
going
to
focus
on
one
area.
G
That's
all
you're
going
to
do
and
do
it
well,
you
when
you
take
you're
taking
when
you
use
the
resources
and
you
have
resources
for
the
entire
system,
and
you
use
it
in
that
space
because
of
that
model
that
is
actually
more
efficient.
We
recognize
that
you
know
we
need
to
continue
to
hire
for
to
be
able
to
expand
capacity
and
we're
doing
that.
G
You
know
it's
not
only
hiring
in
terms
of
nurses,
sorry,
doctors
anesthesiologies
as
hiring
in
terms
of
nurses,
so
that's
partly
is
addressing
that
as
part
of
our
health
human
resource
strategy,
in
terms
in
terms
of
expanding
the
seeds,
capacity
in
all
universities
for
training,
also
attracting
internationally
trained
nurses
and
internationally
trained
doctors.
So
you
know
what
we're
what
we're
seeing
when
we
have
the
you
know,
the
assignment
of
you
know
the
doctors
and
anesthesiologists
to
these
locations,
which
are
actually
more
efficient.
G
You
get
you
get
more
surgeries
done
for
the
same
resources
that
we
have
in
the
system.
So
it's
all
one
system
now
I
appreciate
that
people
move
between
different
facilities,
whether
it
be
a
charge
to
a
facility
or
hospital
that
happens
all
the
time.
But
when
you
take
a
zoom
out
and
you
look
at
I-
have
these
number
of
resources
here
now
we
want
to
use
some
of
the
most
efficient
way
possible.
G
H
Thank
you,
madam
chair
to
the
minister
through
you.
So
let's
talk
about
that
I
guess
in
terms
of
those
efficiencies
in
a
single
system,
one
of
the
other
significant
factors
I
think
in
addressing
surgical,
wait
times
addressing
the
quality
of
life
for
albertans
they're,
seeking
help
with
their
joint
issues
is
the
intake
system.
H
Now
again,
the
eny
AHS
review
spoke
of
examples
of
leading
practice
where
Clinical
Services,
like
oncology
hip
and
knee
Replacements,
moved
to
a
centralized
intake
model
for
better
wait
list
management,
better
triage
for
surgery,
better
movement
of
patients
along
the
surgical
pathway.
I
recently
had
a
chance
to
speak
with
the
Alberta
Bone
and
Joint
Health
Institute,
the
as
of
Q3
last
fiscal
year.
There
are
about
4
800
referrals
directly
to
surgeons.
H
Regarding
hips
and
knees,
standards
say
they
should
have
been
seen
within
four
weeks,
they're,
currently
waiting
eight
to
nine
months
and
of
those
individuals.
According
to
the
a
b
j
h,
I
only
about
20
are
likely
to
actually
need
surgery,
so
we've
got
80
percent
that,
if
assessed
quickly,
could
be
receiving
other
support
and
treatment
that
would
drastically
improve
their
productivity
quality
of
life.
H
Now
I'm
aware
in
Dr
Cal's
report,
he
speaks
of
the
fasts
program
to
connect
family
doctors
and
Central
team
to
help
them
get
to
a
specialist,
with
a
shorter
weight,
with
the
shortest
wait
time.
I
I
commend
that
that's
a
good
step
forward,
but
I
also
understand
that
you
have
had
a
proposal
on
your
desk
for
about
a
year
to
create
more
of
a
centralized
intake
model
along
the
lines
of
what's
been
recommended
by
ey
about
three
years
ago.
H
That
would
you
make
use
of
rapid
assessment
clinics
now
I
recognize
again
that
Dr
Cowell
does
make
reference
to
adding
rapid
access
clinics
for
Orthopedics
under
some
of
the
ongoing
actions,
so
that
would
allow
just
for
those
listening,
non-physician
experts,
a
physiotherapists
that
are
to
assess
an
individual's
need
for
surgery,
get
them
on
the
right
pathway
with
a
surgeon,
Rehabilitation
Rehabilitation.
So
are
there
actual
dollars
in
this
budget
allocated
to
begin
to
implement
these
these
racks
as
part
of
a
centralizing
accelerated
assessment
process?
G
So
so
thank
you
for
the
question.
So
as
as
you
indicated,
you
know,
the
a
number
of
reports
suggested
that
you
know
we
need
a
better,
better
use
and
a
better
scheduling
system
and
booking
system.
So
people
can
have
access
to
assessment,
and
then
you
know
once
they
get
through
the
assessment
process.
They
get
access
to
to
surgeries.
So
you
know
this
I
I
was
pleased
last
year
to
participate
and
actually
lead
an
innovation
Forum
on
the
orthopedic
side
with
stakeholders.
You
know
across
the
entire.
G
You
know:
surgeons,
colleges,
AHS,
Alberta,
Health
and
identify
these
issues
exactly
in
terms
of
you
know,
centralized
triage,
centralized
booking,
centralized
intake.
What
was
born
out
of
that
was
the
fast
model
right
and
we've
already
started
to
implement
that
as
part
in
within
as
part
of
budget
2022,
to
be
able
to
do
the
centralized
intake
and
and
centralized
bookings
and
centralized
assessment.
G
The
this
budget
does
provide
additional
funding
to
be
able
to
to
expand.
You
know
this
concept,
not
only
in
Orthopedic
but
at
other
areas
of
surgeries
we're
starting
with
Orthopedics
first,
so
it
does
include.
You
know
31
million
dollars
for
for
rapid
assessment
yeah
for
the
FAST
program
and
for
rapid
assessment
and
we're
continuing
to
move
forward
on
this.
G
The
because
we
recognize
that
you
know
when
we
talk
about
getting
surgery
is
done
with
its
scheduled,
wait
times
right,
that's
once
the
person
is
determined
that
they
actually
need
the
surgery,
that's
weight,
type,
two
right.
What
we're
talking
about
here
is
wait
time.
One
is
how
long
it
takes
you
to
get
to
the
assessment
that
you
actually
need
a
surgery
or
not
need
a
surgery
right,
and
we
need
to
work
on
both.
G
Quite
frankly,
so
you
know
part
of
the
funding
with
with
centralized,
centralized
assessment
is
actually
move
that
faster
in
terms
of
the
the
the
intake
system,
so
we
can
reduce
that
down
because,
quite
frankly,
the
surgical
Journey
starts
when
someone
has
a
pain
and
they
see
their
family
doctor
and
they
need
to
be
assessed.
If.
H
The
main
Minister
through
the
through
the
chair
so
I
appreciate
that
so
I
note
the
figure
31
million.
How
much
of
that
is
specifically
for
the
FAST
program?
How
much
of
that
is
to
establish
a
rack
system
because,
again
to
be
clear
with
the
fast
system,
you
still
have
to
wait
to
see
a
specialist
and
there
is
still
a
bottleneck
in
that
respect,
because
the
Specialists
are
the
actual
surgeons
who
are
performing
the
surgery,
so
they
have
multiple
things
that
on
their
plate.
H
So
if
we
can
move
that
away
and
make
better
use
of
that
specialist
time
through
a
rack
system
where
we're
using
physio,
especially
trained
physiotherapists
and
others,
that
would
seem
to
be
an
even
better
move
so
of
that
31
million.
How
much
is
to
just
continue
the
fast
and
how
much
is
for
investment
in
a
setting
up
a
rack
system
get
back
to
you
on
that
in
terms
of
the
breakdown.
Thank
you
Minister
appreciate
it.
Let's
move
on,
then.
Let's
talk
about
another
aspect,
then
of
your
Healthcare
action
plan.
H
H
Let's
begin
by
talking
about
paramedics,
I
think
we
all
agree
that
Emergency
Medical
Services
are
not
possible
without
the
front
line
paramedics
who
continue
to
provide
support
and
deliver
care,
and
when
we
talked
about
this
last
year,
you
indicated
that,
with
the
new
funding
you
committed,
there
were
dollars
for
185
ftes,
broken
down
as
62
Advanced
Care
paramedics,
94
Primary,
Care,
paramedics,
nine
emergency
communication
officers
and
20
supervisors.
The
90-day
report
from
Dr
John
Cowell
indicates
that
in
the
last
year,
in
2022
EMS
hired
341
paramedics
can
you
is?
H
G
G
Part-Time
but
I
do
not
I'd
have
to
like
in
terms
of
whether
that
340,
it's
like
I'd,
have
to
get
back
to
insurance
or
whether
that's
full-time
equivalent
number,
but
the
the
current
full-time
EMS
staff
consists
of
2095
employees,
1960,
regular,
full-time
and
135
temporary
full-time.
Current
part-time
Staffing
consists
of
340
employees,
which
is
305
regular
part-time
at
35,
temporary,
part-time.
G
Those
two
numbers
again
sorry
current
full-time
EMS
status
is
2095
employees,
okay
and
that's
broke
down
by
1960,
regular,
full
time
and
135
temporary
full-time.
The
current
part-time
Staffing
consists
of
340
employees,
which
is
305
regular,
part-time
and
35.
Temporary
part-time
do
not
include
the
1184
casual
employees
employed
by
EMS
and
I.
Think
indicated
in
the
90-day
report
by
Dr.
Cowell
AHS
is
currently
posting
positions
that
would
convert
70,
temporary
part-time
positions
to
a
regular,
full-time
and
80
net
new
full-time
positions
to
staff
new
audiences.
H
So
in
the
legislature
on
Monday
through
YouTube,
the
minister,
he
stated
that
over
the
last
three
months,
EMS
has
added
39
front
line
staff,
including
paramedics
and
emergency
communications
officers
in
rural
areas.
Are
you
able
to
provide
a
breakdown
of
the
type
of
staff
and
that
have
been
hired
for
those.
H
I
appreciate
that
I
look
forward
to
those
as
usual
I
guess
those
will
be
submitted
in
writing
or
I
guess,
I
suppose
if
they
become
available
later
today,
we've
got
time,
I!
Think
all
right.
So
through
you
chair
to
the
minister,
when
you're
reporting
on
the
number
of
paramedics
hired,
are
you
also
taking
a
look
at
those
who've
quit
who've
left
or
those
who
are
on
leave?
So
when
you
are
provided
those
numbers?
H
Are
you
providing
net
figures
because,
according
to
data
from
a
recent
Parkland
Institute
report
sick
time
in
2022
represented
a
loss
of
over
22
000
12
hour
paramedic
shifts?
In
fact,
if
you
control
for
the
number
of
full-time
equivalent
positions,
sick
leave
for
paramedics
in
2022,
increased
by
33
percent.
D
H
I
indicated
I'm
speaking
to
outcome,
one
and
accessible
and
effective
Health
Care
system
in
point
and
objective
1.1,
implementing
the
healthcare
action
plan
to
strengthen
the
Emergency
Medical
Services
System.
That
Healthcare
action
plan
specifically
speaks
of
numbers
of
individuals
that
are
working
within
the
system.
How
many
people
are
being
hired?
How
many
people
are
are
being
sought
and
I'm?
One
of
the
questions
I
am
asking
are
directly
in
line
with
that.
H
H
B
G
G
Many
of
the
figures
that
we're
using
are
net
new,
but
I'd
have
to
actually
look
at
the
the
you
know
the
exact
figure
that
we're
actually
talking
about
be
able
to
get
into
the
detail
in
terms
of
whether
that's
net
new,
you
know
we
are
investing
as
part
of
this
budget
to
expand,
so
that
is
net
new
positions
for
EMS
and
for
all
of
healthcare.
Healthcare
Services
yeah
I,
appreciate
your
comments
in
regards
to
the
Parkland
report.
G
As
The
Honorable
member
knows
commented
this
on
yesterday,
the
you
know
the
sense
that
I
get
when
I'm
reading
that
report
it
looks
like
it
was
actually
done
a
couple
years
ago.
Now
it
just
came
out
because
I
recognize
also
when
you're
assessor,
yes,
Ministry
was
for
2022.,
okay,
the
because
I.
Actually,
as
I
read
through
the
report,
it
appeared
that
a
lot
of
the
interviews
and
some
of
the
data
tables
were
back
to
2021
and
then
previously.
G
So
the
but
I
appreciate
there
is,
you
know,
turnover,
that's
one
of
the
you
know,
one
of
the
reasons
why
we
gave
you
know
aipac
the
the
Mandate
not
only
to
look
at
the
you
know,
issues
in
regards
to
process
and
flow,
but
also
issue
regards
into
Staffing.
That's
why
we
had
a
post-secondary
institution
institutions
there
and
that's
why
we
had
you
know
representatives
from
EMS
employees,
including
the
hssa,
participate
in
that,
because
we
do
know
that
there
is
a
turnover
people
leaving
and
absenteeism.
G
G
It
being
you
know,
budget
for
and
net
new
positions
being
hired
for
now,
obviously,
you're
doing
way
more
hiring
than
just
those
net
new
positions,
because
there's
always
there
always
is
turnover
associated
with
that,
but
that
we
are.
We
have
expanded
our
our
Workforce
over
the
like
last
year
and
we
have
plans
to
expand
Workforce
next
year,
which
are
net
new
positions.
H
So
a
recent
article
from
Alberta
views
which
quoted
a
dispatcher
who
recalled
a
shift
last
summer
where
they
had
94
trucks
down.
20
percent
of
their
Workforce
is
an
American
paramedic.
That's
been
tracking
ambulance,
Staffing
numbers
and
for
the
first
10
months
of
2022,
he
says
20
to
30
percent
of
our
City's.
Ambulances
are
regularly
off
the
road
because
they
were
unstaffed
and
recently
we've
had
two
Calgary
paramedics
in
that
article
from
Alberta
views
who
spoke
of
being
told
to
park
their
old
ambulance
at
a
station
and
take
out
a
new
one
to
quote
them.
H
So
on
paper
we
can
say
every
day
the
new
ambulances
were
staffed,
but
they're
actively
dropping
the
truck
that
I
was
scheduled
on
off
the
board.
So
I
appreciate
Minister
that
you
are
dedicating
additional
funds
to
new
ambulances.
But
are
we
really
making
progress
here
or,
to
some
extent,
are
we
just
sort
of
seeing
some
juggling
of
Statistics?
That
certainly
seems
to
be
the
case
with
what
these
two
Calgary
paramedics
have
testified
in
terms
of
addressing
these
pressures.
G
So
so
I
I
appreciate
that
there
are
in
some
circumstances
where
we're
short
of
Staff
right
and
that
that
happens
and
you
can't
fill
the
shift
you
know,
but
are
we
making
progress?
The
answer
is
absolutely
yes.
You
look
at
you
know
when
we
take
a
step
back
and
what
are
the
broad
measures
that
we
in
and
it's
not
saying
that
they're
like
this
didn't
happen
to
an
individual
that
you
actually
spoke
to.
That's
saying,
look
at,
we
didn't.
G
We
couldn't
fill
that
shift
and
we
didn't
have
as
many
ambulance
out
as
as
the
planet
called
for.
But
when
you
actually
look
at
the
and
even
in
the
90-day
report,
you
know
making
progress,
so
you
know
Metro
and
rural
areas.
You
know
from
21.8
minutes
down
to
17
minutes
in
terms
of
EMS
wait
times
communities
over
three
thousand.
You
know
21.5
minutes
for
November
down
to
19.2
minutes
in
in
January
23..
G
Similarly,
you
know
you
look
at
the
times,
and
you
know
rural
under
3000,
remote
committees,
you
see
all
the
times
going
down
the
response
times,
because
and
at
the
end
of
the
day,
that
is
the
ultimate
measure
of.
Can
we
actually
get
our
response
times
down
and
then
and
and
and
and
improve
the
service
we're
providing
to
to
albertans?
We.
We
appreciate
that
the
this
is
part
of
the
our
health
human
resource,
Health
action
plan.
G
You
know
pleased
with
the
work
in
terms
of
I
talked
already
in
terms
of
the
you
know,
changing
the
model,
so
the
the
core
Flex
model,
so
that
we
can
actually
you
know,
continue
to
attract
and
retain
paramedics
in
in
rural
areas,
creating
more
full-time,
full-time
jobs.
So,
there's
more
certainty
for
paramedics
in
terms
of
what
their
scheduling
is
and
then
you
know
other
suggestions
of
you
know
in
terms
of
how
do
we
support
the
mental
health
of
paramedics
and
providing
supports
for
them
there?
G
G
The
answer
is
yeah,
and
even
when
we
take
a
look
at
the
the
number
of
red
alerts-
and
this
was
noted
in
the
90-day
report-
you
know-
has
decreased
the
number,
the
absolute
number
and,
more
importantly,
the
times
associated
with
those
numbers
have
decreased
significantly
January
of
21
to
or
sorry
January
23
to
January
22..
You
know
a
significant
decrease,
so
we
are
making
progress.
Are
there
challenges
still
in
the
system?
G
Absolutely,
but
this
is
part
of
you
know
our
significant
investment
in
in
EMS
that
you
can
see
in
the
line
budget
item.
You
know
an
increase
of
more
than
20
percent
to
be
able
to
address.
You
know
not
only
the
the
absolute
volumes
right,
but
also
to
address
the
issues
of
to
ensure
that
there's
greater
certainty
for
workers
and
and
address
those
issues
associated
with
that
and
and
I
appreciate.
You
know
we
are.
G
We
still
need
to
buy
new
equipment
because
we
have
equipment
that
is
actually
old
and
we
need
to
retire
and
we
need
to
additional
equipment
to
be
able
to
expand
the
the
capacity
of
our
of
our
service.
So
it's
you
know
we
need
both
equipment
and
and
people
we
are
doing
both
doesn't
mean
that
they're
everything's
fixed
or
solved,
and
that's
why
we're
investing
more
money
as
part
of
this
budget
to
continue
to
work
at
that.
Thank.
H
You,
madam
chair
to
the
minister
for
that
answer.
Let's
talk
about
I,
guess
another
one
of
the
initiatives
through
that
Healthcare
action
plan
that
I
understand
is
funded
in
this
budget
and
certainly
falls
under
again
that
objective
regarding
improving
and
strengthening
the
EMS
system,
as
well
as
reducing
ER
wait
times
so,
you've
announced
plans
to
add
additional
nursing
staff
to
ER,
specifically
to
take
transfer
patients
from
EMS
AHS,
stating
that
the
plan
is
to
hire
114
full-time,
equivalent
nurses,
I,
believe
the
premier
indicated
yesterday
that
hiring
is
currently
underway.
H
G
A
G
G
You
know
my
colleague
in
advanced
education,
you
know
invested,
you
know:
31
million
dollars
in
terms
of
expansion
of
seats
for
nurses,
LPNs,
hcas
and
other
Allied
health
professionals
to
be
able
to
train
up
additional
additional
health
care
workers.
We
are
also
focused
heavily
on
ex.
You
know
the
attraction
retention
of
internationally
trained
nurses
and
also
pleased
that
that
we've
set
up
a
as
part
of
our
budget.
G
G
So
we
we
fully
appreciate
that
there
is
a
is
challenges
in
in
getting
the
number
of
nurses
that
that
we
need.
So
we
have
a
whole
different
plan
to
work
on
that.
You
know
part
of
the
and
be
able
to
backfill
so
that
we
actually
have
individuals
coming
in
and
like
so,
if
you're,
if
you
have
someone
who's
who's
basically
coming
from
you
know,
you
know
hospital
bed,
you
know
and
then
coming
into
the
emergency
department
as
part
of
that
114,
then
we
need
to
backfill
that
individual.
A
H
16
million-
thank
you,
Minister
I
appreciate
it
on
that
as
well,
then
I
guess,
as
you
say,
the
positions
are
currently
open.
Indications
have
been
there
that
the
program
was
to
begin
as
of
March
15th,
so
are.
Is
there
a
specific
training,
that's
required
for
these
nurses
or
anything
else
that
has
to
be
in
place
before
they
can
begin
to
offer
this,
and
can
you
just
be
for
the
record
just
be
clear
that
you
will
not
begin
to
that?
G
We
will
not
jeopardize
the
safety
of
Alberta
patients
period,
so
I
just
want
to
be
crystal
clear
on
that.
So
and
and
again
when
we
start
talking
about
moving
forward
in
this
direction
like
it's,
it's
like
I
know,
it's
it's
been
framed
as
a
mandate
is
not
a
mandate,
it's
it's
a
goal
right
to
actually
a
a
a
Target
to
to
reach
that
we
will
be
hiring.
People
like
this
is
at
the
16
sites,
so
we'll
be
hiring
people
at
different
60
at
the
different
60
sites.
G
G
But
but
again,
this
is
something
we
need
to
do
in
terms
of
reducing
the
amount
of
time
that
ambulance
are
sitting
there,
because
we've
heard
loud
and
clear,
quite
frankly
from
paramedics,
you
know
and
I'm
very
pleased
with
the
word
parliamentary
secretary.
Secretson
has
done
it.
I
know
he
you
know
went
out.
You
know
spoke
to
paramedics
across
the
entire
provinces
we
received,
you
know,
did
a
survey.
We
received
hundreds
of
responses
in
that
survey.
You
know,
paramedics
do
not
want
to
be
sitting
in
the
hospitals.
That's
that's
not,
but.
G
G
You
know
so
whether
that
particular
email
that
that
was
that
was
sent
out
earlier,
that
that,
with
that
you
know,
your
party
used
in
the
in
the
press
conference
was
a
misunderstanding
or
I.
We
still
don't
know
where
I
actually
came
from
and
we're
looking
for
where
it
came
from,
but
the
reality
is.
Is
that
what
was
said
in
that
email
was
absolutely
incorrect
right,
but
we
still
need
to
drive
this
initiative
forward
in
a
safe
matter
and
which
is
what
we're
doing
I.
H
Absolutely
agree:
Madam
chair
through
you
to
the
minister
that
this
obviously
is
an
issue
that
needs
to
be
dealt
with.
Multiple
governments
have
attempted
to
deal
with
this
and
some
programs
not
dissimilar
to
this
one
I
understand
speaking
with
paramedics,
have
been
tried,
but
that
said,
I
recognize
the
need
to
make
this
change
and
I
appreciate
the
additional
detail
and
clarifications
that
have
been
provided
now
in
regards
to
this
I
guess.
H
Ahsr
also
has
also
stated
that
in
the
process
of
hiring
about
127
full-time,
equivalent,
Allied
Health
staff,
a
pharmacy
and
geriatric
resources
to
support
patients
in
getting
through
emergency
departments
and
back
home
safely
as
quickly
as
possible,
so
I
was
wondering
if
you
just
clarify
how
much
has
been
budgeted
towards
that
program.
I
assume
that
is
in
one
of
the
lines
here
for
AHS.
When
do
you
anticipate
those
staff
would
be
in
place
and
do
that
does
that
include
the
48
that
are
referenced
in
Dr
Cowell's
report?
G
G
With
the
with
the
permission
of
the
chair,
I
have
the
information
on
the
number
of
anesthesiologists
that
we
have
currently
working
well.
We
can
provide
that
right
now,
so
we
have
in
total
AHS
permanent
anesthesiologist
412
AHS
Locum
anesthesiologist
42
for
a
total
of
454
anesthesiologists
across
the
across
the
world.
G
H
J
J
I'd
like
to
refer
to
the
estimates
line,
11
11.1,
11.2,
11.3
sort
of
that
is
all
about
continuing
care.
Of
course,
page
111,
so
I
understand
that
the
facility-based
Continuing
Care
review
that
was
completed
a
few
years
ago
is
the
guide
to
transform
Continuing
Care
by
the
UCP
government,
and
we
see
in
line
11.2
a
significant
increase
in
funding
as
a
week
as
the
review
clearly
indicates.
J
J
And
I'm
sure
many
members
of
the
legislature
have
heard
from
albertans
all
across
this
province
about
their
concerns
for
their
loved
ones,
in
continuing
care
and
Staffing
is
indeed
a
top
issue.
Madam
chair
I've
heard
that
staff
are
not
allotted
enough
time
to
complete
their
duties
and
thus
rush
through
them
in
other
situations,
staff
are
not
able
to
keep
up
with
the
demands
placed
on
them.
J
This
is
due
to
unrealistic
expectations
of
employers,
increased
responsibilities
due
to
the
pandemic,
High
rates
of
Staff
absenteeism
and
I'm
sure
many
others
I've
heard
reports
of
seniors
being
fed
too
quickly
the
food
shoveled
into
their
mouths
and
they're
not
able
to
eat
it,
and
it
falls
out
then
scooped
up
from
where
it's
fallen
and
shoveled
back
into
their
mouths
residents
had
little
interaction
during
the
pandemic,
especially
with
the
public
health
restrictions
Madam
chair
when
they
had
no
contact
with
loved
ones.
This
caused
regressive
behaviors
in
many
residents.
J
An
example
of
this
is
the
loss
of
Mobility,
as
they
were
not
supported
to
walk,
I've,
heard
specific
examples
of
this
from
constituents
and
people
all
across
this
country.
This
province,
significant
hygiene
concerns,
were
reported
to
me.
Residents
were
left
for
long
periods
in
their
own
waste,
not
being
toileted
on
a
regular
basis
and
not
being
supported
to
regularly
shower,
and
today,
as
I
said
when
we
did
the
introductions,
as
International
women's
day
and
appropriate
day,
to
discuss
that
this
work
is
gendered
work.
Many
immigrant
women
are
employed
in
this
sector.
J
Vulnerable
immigrant
racialized
women
are
doing
this
low-wage
work.
Despite
some
acknowledgment
for
being
Healthcare
Heroes
during
the
pandemic,
ongoing
concrete
supports
for
these
staff
are
minimal.
In
fact,
we
should
research
shows
that
during
the
pandemic,
the
single
site
work
policy
had
severe
negative
Financial
consequences
for
staff.
They
also
experienced
physical
and
mental
health
challenges
and
suffered
from
improper
management
and
coordination.
J
J
Have
this
information
Madam
chair
the
minister
to
have
this
information
when
the
budget
was
created,
but
the
recent
auditor
general
report
that
just
came
out
indicates
that
85
of
the
staff
are
part-time
staff
are
not
given
full-time
work,
so
they
must
Cobble
together
several
jobs
to
make
ends
meet.
This
keeps
costs
low
for
operators
of
continuing
care,
but
seriously
compromises
the
care
provided
to
Residents
continuity
of
care
is
needed,
especially
with
the
senior
population.
J
So
I
guess
I
wanted
to
have
all
of
this
on
the
record
Madam
chair.
So
the
minister
could
speak
to
these
concerns
that
I,
I'm
sure
he's
heard
directly
and
certainly
I
have
and
just
would
he
please
elaborate
on
the
workforce
strategy
that
will
address
these
issues
with
a
very
significant
increase,
so
I'm
just
wondering
what,
through
Madam
chair,
The
Minister's
plan.
G
Great
well,
thank
you
so
much
for
the
question
and
I'm
actually
very
excited
about
the
this
budget
and
the
continued
investment
in
Continuing
Care
transformation.
That's
that's
in
this
budget.
As
you
know,
we
we,
you
know
the
facility-based
Continuing
Care
review
was
done
a
number
of
years
ago
and
we
started
our
transformation.
Last
year,
part
of
budget
2022
expanding
the
capacity
within
our
Continuing
Care
System.
So
you
know
congregate-based
care.
We
also
you
know.
G
To
basically
take
all
the
disparate
pieces
of
legislation
that
govern
this
space
and
putting
the
new
Continuing
Care
Act
to
be
able
to
govern
that
and
we're
in
the
process
right
now
getting
the
regulations
so
as
part
of
budget
2022,
we
added
more
home-based
care
because
we
heard
loud
and
clear
that,
quite
frankly,
people
you
know
albertans
wanted
us.
You
know
they
looked
out
to
their
home
as
long
as
possible.
So
we
started
that
as
part
of
budget
showing
200
with
a
million
more
hours.
G
You
know
social,
you
know
associated
with
that
and
then
also
you
know,
particularly
from
First
Nations
and
Indigenous
peoples
that
you
know
having
access
to
culturally
appropriate
care
was
incredibly
important.
So
again,
as
part
of
budget
22.,
you
know
we
200
million
dollars
was
focused
on
increasing
the
the
capital
spend
to
the
number
of
spaces,
which
includes
a
number
of
an
RFP
was
done
in
a
number
of
awards
for
for
indigenous
indigenous
homes.
G
So
you
know
this
investment
I'll.
You
know
I'll
start
off
first
and
then
I'll,
maybe
ask
ADM
Sean
to
the
common
details,
but
this
advice
is
on
a
number
of
fronts.
First
of
all,
it's
more
funding
to
Home
Care.
We
need
to
continue
to
increase
the
hours
in
home
care
and
change
the
percentage
from
the
amount
of
people
in
congregate
care
into
to
home
care.
So
this
actually
continues
on
our
journey.
G
So
we
know
we
need
to
improve
the
the
quality
of
of
care
and
and
and
the
way
that
it's
you
know
that
came
out
in
the
report
was
the
the
average
hour
hours
of
care.
Now,
that's
a
as
you
know.
That
is
a
strange
number
because
it's
say
the
average,
because
we
need
the
level
of
care
for
each
individual
based
on
an
individual
assessment.
But
I
can
tell
you
that
you
know
we
are
devoting.
You
know
over
a
as
part
of
this
one
billion
dollar
transformation.
G
So
how
do
we
reduce
the
turnover
so
the
in
terms
of
work
enhancing
Workforce
capacity?
You
know
we
are
investing
in
2324
over
84
million
dollars
and
then
over
the
three
years.
You
know
that's
up,
you
know
increasing
by
more
than
100
million
dollars,
so
it's
it's
on
top
of
that
so
close
to
200
million
dollars
over
three
years
to
be
able
to,
you
know,
enhance
Workforce
Supply,
and
so
that's
a
combination
of
things.
G
That's
you
know,
for
example,
as
you
may
be
aware
that
you
know
the
two
dollar
top
up,
that
was
provided
part
of
covid
and
we
have
continued,
even
though
we're
in
the
endemic
phase
we're
going
to
continue
that
as
part
of
the
the
continuing
care
plan.
But
we
also
know
that
we
need
to
look
at.
You
know
the
compensation
levels
and
the
benefits
associated
with
individuals
to
reduce
the
high
levels
of
turnover.
So
you
know
that's
part
of
that.
G
Funding
is
actually
going
to
go
towards
that
and
working
with
the
with
the
industry,
in
terms
of
you
know,
where
is
the
best
way
to
allocate
that
in
terms
of
wages
versus
benefits
and
providing
them,
you
know
again
is
focused
on
the
employee
but
providing
some
flexibility
and
be
able
to
do
that
in
a
in
a
way
that
is
smart
and
actually
reaches
the
outcomes
which
is
reducing
the
level
of
turnover
associated
with
with
staff.
The
other
key
point
of
this
is
also
looking
at.
You
know.
G
I'll
use
an
example
in
terms
of
the
home,
carries
Innovative
approaches.
You
know.
One
of
the
challenges
you
have
with
Staffing
is
when
you
are,
for
example,
providing
care
in
the
morning
and
Care
in
the
evenings,
and
then
that
results
in
Split
shifts
and
only
needing
people
for
those
periods
of
times.
Well,
how
can
we
use
different
approaches
right
to
to
be
able
to
reduce
the
the
different
approaches
to
be
able
to
enable
full-time
employment
and
different
Contracting
mechanisms?
G
With
home
care
providers
to
be
able
to
full-time
employment
of
individuals,
so
they
can
provide
the
care,
and
how
do
you
organize
that
care
in
a
way
addresses
the
the
people's
needs?
So
there's
additional
funding,
Associated
associated
with
that
and
then
lastly,
you
know
and
I
haven't
hit
all
the
high
points,
I'm
just
recognizing
a
time
we
may
have
to
get
back
into
this,
but
we
also
need
we
need
to
improve
quality.
G
So
there
is
funding
associated
with
an
improving
quality
and
measurements,
because
you
manage
what
you
measure
we
need
to
actually
like
the
F.
The
facility-based
Continuing
Care
review
was
one
point
in
time,
saying
that
these
are
the
issues
associated
with
it.
These
are
the
challenges
that
we're
having,
but
we
also
need
to
be
able
to
track
our
progress
so
there's
further
investment
associated
associated
with
that
in
terms
of
the
the
improving
the
the
quality
and
then
I
guess.
G
The
last
comment
I'll
make
is
that
we
still
know,
despite
further
investment
in
home
care
and
people
wanting
to
be
in
their
homes
more
in
a
congregate
care
setting.
We
also
know
giving
just
the
sheer
numbers
that
are
coming
at
us
over
the
next
10
years
of
people
who
will
be
eligible
for
it.
We
need
to
continue
to
increase
our
capacity
within
the
congregate
care
setting,
and
so
we,
it
also
includes
additional
capital
for
increasing
capacity
and
and
and
different
approaches,
so
small
home
approaches.
K
Okay,
thank
you,
madam
chair,
and
thank
you
to
the
minister
first
of
all
and
your
entire
staff
for
all
the
work
you
do
for
Cyprus,
Medicine,
Hat
and
and
albertans
a
great
greatly
appreciate
it
Minister
coffee.
Is
it
okay
to
go
back
and
forth?
Please
do
so.
Okay.
Thank
you
appreciate
that
my
first
question
and,
of
course
Alberta
Health
Services
and
Alberta
Health
this
year,
you're
26.7
billion
dollars
in
in
the
estimates,
40
percent
of
of
what
the
taxpayer
of
Alberta
spends.
K
It's
a
big
big
number
and
I
I
want
to
kind
of
talk
start
by
the
value
we're
getting
for
that
and
I
want
to
start
by
the
performance
indicators
that
you
have
in
your
business
plan
on
page
64.,
it's
not
promising
I
look
at
hip
replacements.
The
national
Benchmark
is
182
days
in
217-18,
the
department
Alberta
Health
met
70
and
a
half
percent
of
that
last
year,
51
percent
knee
replacement
from
64
percent
down
to
39.
K
cataract
surgery.
A
slight
Improvement
2017
to
2018
was
53
percent
last
year,
2021
to
2022
rather
64.7,
but
that's
still
a
percentage.
That's
not
meeting
the
national
average
of
182
days
or
112
days
in
the
cataract
surgery,
so
so
I'm
concerned
that
you
know
for
billions
and
billions
of
dollars
we're
not
beating
the
the
national
Benchmark
average,
which
which
sounds
excessive
already
for
a
couple
of
reasons.
K
Do
you
have
is
tremendous.
There's
a
lot
and
and
I
hear
it.
Anecdotally
I
hear
hear
it
when
they
come
back.
I
hear
it
I
hear
it
when
they
call
I
wonder
if
your
department
has
any
numbers
on
how
many
albertans
just
abandoned
in
our
our
system
and
and
pay
for
it
themselves
or
so
pay
for
themselves
to
go
south,
whether
that's
America
or
Mexico.
K
So
again,
I'm
wondering
I.
You
know
we're
we're
beneath
the
national
average
on
these.
Our
numbers
are
slipping
over
the
last
four
or
five
years.
I,
wonder
your
thoughts
on
that
and
I'm
wondering.
Maybe
more
importantly,
do
we
have
such
benchmarks
for
cancer
and
heart
and
stroke
and
for
real
life
life
threatening
things?
Thank
you.
G
Well,
thank
you
for
the
for
the
question,
as
you
are
no
doubt
aware
that
you
know
this
is
a
significant
issue.
It's
it's
something
that
you
know
we
focused
it
was.
It
was
something
that
was
a
challenge
the
wait
times
even
before
our
government
took
office
and-
and
you
know,
we've
made
significant
strides
in
building
capacity
within
our
system,
but
quite
frankly,
but
this
the
the
capacity
that
we're
building
was
was
impacted
by
Kobe.
G
So
you
know
many
of
the
numbers
that
you
actually
see
in
you
know:
1920,
2021
and
and
I
fully
appreciate.
There's
been
a
slide
in
2020
21-22
that
you've
seen
there's
been
a
a
decrease
in
the
number
of
surgeries
that
were
done
within
the
recommended
wait
times.
You
know
it.
The
numbers
went
down,
it
was
because
of
Cove.
However
there's
the
situation
is
improving
and
I
give
cataract
surgeries,
which
shows
you
just
21-22.
G
You
know
you
know
that
was
where
we
started
like
when
you
talk
about
the
Alberta
surgical
initiative
and
you
actually
ranked
all
of
the
procedures
that
had
the
most
number
of
people
on
wait,
lists
right,
cataract
surgeries
used
to
be
the
like.
The
number
one
category
with
the
most
number
of
people
on
the
waitlist,
so
over
the
course
of
of
the
last
two
years,
we
have
leveraged
charge,
surgical
facilities
and
you
know
reached
agreements.
You
know
use
RFP,
particularly
in
Calgary
and
Edmonton,
and
those
are
actually
you
know.
G
We
have
rfps
out
right
now
in
the
cell
Zone,
which
includes
cataract
surgeries
and
we've
been
able
to
get
those
wait
times
down
the
wait
times.
You
know
if
we
Overlook
over.
You
know
you
know
for
two
over
the
span
of
two
years
two
years
ago
to
last
year,
the
wait
time
medium,
wait
times,
went
down
from
19
weeks
to
10
weeks
and
it's
continuing
to
it's
continuing
to
improve,
and
you
can
see
that
reflected
in
the
number.
G
So
we
are
on
the
right
path
to
be
able
to
get
those
wait
times
down
and
hit
our
objective,
which
is
to
get
you
know
all
procedures
within
the
recommended.
Wait
times
by
the
end
of
this
fiscal
by
the
end
of
this
fiscal
year.
Part
of
that
we're
doing
is
we're
investing
in
you
know,
expanding
capacity
across
the
province,
not
only
our
operating
rooms
and
our
public
hospitals,
but
as
I
indicated
before
a
chart,
surgical
facilities,
so
we
are
making.
G
We
are
making
progress
in
in
in
that
regard,
and
so
in
regards
to
the
to
the
the
question
of
you,
know:
people
leaving
the
province
and
people
going
out
of
the
country.
I
I
have
heard
that
anecdotally
and-
and
that
is
quite
frankly,
our
system
not
living
up
to
the
commitment
to
get
it
done
within
a
reasonable
wait
time
and-
and
as
you
know
this,
this
is
not
a
new
problem.
G
So
in
terms
of
the
the
exact
numbers
you
know,
we
do
have
some
the
assessments
of
albertan's
receiving
Services
outside
of
Alberta.
You
know
in
the
total
number
and
I
and
and
I'll
have
to
just
confirm
whether
or
not
this
is
the
because
this
is
this-
is
all
emergency
not
just
scheduled
search
of
surgery?
Is
that
correct,
yeah?
So
I
don't
have
the
like?
G
G
We
are
you
know
this
budget
budget
2023
includes
the
funding
not
only
from
a
capital
standpoint
within
our
own
hospitals
and
particularly
rural
hospitals,
but
also
funding
in
terms
of
the
actual
dollars
to
actually
get
the
get
the
surgeries
done
and
get
caught
up,
and-
and
this
is
one
of
the
key
areas
of
focus
for
our
official
administrator
Dr
Cowell.
To
get
that
and-
and
you
know,
as
I
spoke
to
earlier
with
with
colleagues-
is
that
you
know
we
are
having
success.
G
The
surgery
wait
list
is
dropped
down
between
November
of
22
and
January
23
from
39
000
to
246
to
35
595.,
so
we
are
making
a
difference
and
we're
going
to
continue
to
drive
to
get
that,
get
that
to
get
that
number
down.
So
I
fully
appreciate.
You
know
the
the
you
know,
your
concessions,
talking
to
you
saying
the
wait
listed
too
long.
It
is
right.
G
The
wait
is
too
long,
but
with
that,
with
with
our
focus
on
expanding
capacity,
you
know
we
talked
earlier,
especially
when
I
talk
about
the
second
highest
list
was
Orthopedic
surgeries
right,
which
is
now
the
highest,
because
we've
actually
brought
cataract
surgeries
down.
That's
the
next
high!
So,
where
that's,
why
you
know
our
area
focus
on
that?
There
are
the
most
number
of
people
waiting
for.
You
know
hips
and
knees
and
Replacements.
G
K
Okay,
thank
you
for
that
answer.
Thank
you
for
your
work.
This
budget
shows
a
significant
increase
to
physician
compensation.
It's
an
increase
of
over
a
half
a
billion
dollars,
6.2
billion
dollars,
Mr
Copy,
that's
that's!
Nine
percent
of
our
total
budget
is
nearly
one
out
of
every
ten
dollars
that
the
taxpayer
of
Alberta
spends
goes
to
a
doctor
and
we're
in
crisis.
We
have
a
chronic
shortage.
The
South
zone
is
30
family.
K
Doctor
short,
my
goodness
I
went
out
for
supper
with
some
friends
from
Edmonton
last
night,
whose
their
family
doctor
just
retired
and
all
of
the
friends
that
they
talked
to
can't
get
family
doctors,
and
so
we
we
have
11
400,
Physicians,
sharing,
6.2
billion
dollars
and
I.
Think
back
to
my
constituency
office,
where
the
number
of
young
albertans
that
have
come
to
my
office
with
great
resumes
and
and
perfect
scores
who
can't
get
into
medical
school
at
the
same
time.
K
We're
short
of
doctors,
you
know
is
so
frustrating
I've
talked
to
I
know
that
the
nurse
practitioner
situation
has
expanded.
There's
been
some
work
on
that,
but
I
also
talked
to
a
lot
of
great
nurse
practitioners
that
can't
get
a
billing
code
or
get
get
into
the
system,
and
you
know
at
the
same
time
you
know
60,
000,
medicine,
Hatters,
maybe
maybe
short
30,
family
doctors
and
I.
Look
at
the
increase
2022
over
21,
just
300
doctors
and,
of
course,
with
the
population
growing.
K
That
appears
to
be
nowhere
near
enough
and
I
presume
Physicians
are
like
large
parts
of
the
rest
of
the
population
where
we're
looking
at
a
lot
of
retirements
in
the
next
little
while
so
it's
a
big
it's
a
big
budget
and
we're
in
crisis.
What
can
we
do
about
to
make
sure
we
get
more
more
Physicians
and
more
nurse
practitioners.
G
So
so,
thanks
for
the
question
I'll
come
down
in
a
second
I
just
want
to
in
your
in
your
Preamble.
You
talked
about
you
know
additional
money.
What's
the
value
we're
getting
for
that
money,
so
I
just
want
to
spend
a
little
bit
of
time
on
that
and
I'll
talk
about
the
the
specifics
in
regards
to
our
health,
human
resource
strategy
and
the
investment
that
we're
making
in
our
physician
compensation.
G
G
Instead,
you
know,
because,
because
of
the
covert
restrictions,
they
didn't
see
their
family
doctors,
they
got
sicker
and
then
then,
what
we
saw
through
in
our
in
our
acute
care
system
is
more
people
showing
up
with
higher
levels
of
Acuity
right.
So
you
know,
our
objective
is
to
look
at
you
know,
and
this
is
what's
driving
part
of
our
Maps
initiative
is
how
do
we
focus
more
on
Primary
Care
to
keep
people
out
of
the
hospitals
where
they're
the
sickest
and
the
most
expensive
right,
so
prevention?
G
It's
about
Better,
Health
Care,
and
it's
about
the
improving
both
Health
outcomes,
while
managing
costs
at
the
same
way
and
I'll
just
give
you
like
like
another
just
example
of
this
and
looking
at
you
know,
we
talk
about
EMS
service
in
a
very
small
small
example.
In
terms
of
of
reducing
the
wait
times
in
the
hospitals
and
move
those
resources
around,
so
not
only
does
that
provide
better
service
because
we
have
more
ambulance
out
there,
providing
reducing
the
the
times
for
response
times,
but
it's
also
more
efficient
use
of
resources
right.
G
So
overall
our
cost
per
use
actually
goes
will
will
all
else
being
equal
will
go
down.
So
you
know
our.
You
know
our
our
investment
here
is
not
only
about
expanding
health
care,
but
it's
about
managing
costs,
and
you
can
actually
see
that
in
the
performance
metrics
on
on
the
and
the
the
business
plan
2.8,
you
know
where
we
are.
G
We
have
brought
our
costs
on
a
on
a
per
capita
spending
in
line
with
with
other
provinces
and
we're
we're
continuing
to
focus
on
that,
but
I
just
want
to
be
Crystal
Clear
when
we're
focusing
on
that
we're
focusing
on
in
the
context
of
Better
Health,
Care
outcomes
right
and
we
can
do
both,
but
it's
how
we
deliver
the
service.
So
I
just
want
to
spend
a
little
time
on
that.
Okay,
let's
talk
about
physician
compensation
and
and
and
Health
Human
Resources.
G
So
in
the
physician
compensation
you
know
that
is
part
of
of
an
agreement
that
we
reached
with
the
the
Alberta
Medical
Association,
because
we
know
like
there's
competition
in
the
world,
for
for
doctors
and
and
including
family
doctors,
which
make
up
50
of
all
the
doctors
that
that
we
have
here
in
Alberta,
and
we
know
we
need
to
be
competitive
right.
So
the
this
funding
is
ensuring
that
we
have
some
of
the
the
you
know
the
highest
paid
doctors.
G
So
we
can
attract
doctors
here,
but
we
also
know
as
part
of
this
agreement,
and
then
it
goes
back
to
how
do
we
actually
be
more
efficient
is
looking
at
different
models
of
pay
all
right.
So,
for
example,
you
know
one
thing
that
came
out
of
maps
is
is-
and
we
knew
this
beforehand
because
it
also
put
it
into
the
AMA
deal
which
we
negotiated
last
year
is
different
compensation
models
for
team-based
care.
So
it's
not
just
a
a
doctor
doing
a
fee
for
service.
G
You
know
seeing
you,
but
it
could
be
a
doctor
nurse
practitioner
assistant,
physician
paid
in
a
paid
for
a
panel.
So
this
is
a
different
approach.
So
you're
paid
by
your
panel
as
opposed
to
pay
on
an
individual
basis
to
do
that
which
can
provide
better
care
and
actually
manage
costs
and
by
providing
better
care.
G
We
keep
you
out
of
the
emergency
department,
so
part
of
the
funding
there
you
know
in
the
AMA
deal
is
to
be
able,
and
part
of
the
deal
is
to
be
able
to
expand
the
use
of
these
types
of
approaches.
So
again,
I
recognize
that
you
know
and
you're
quite
right
when
we're
talking
about
Physicians,
that
being
one
of
the
largest
or
the
largest
part
of
our.
G
You
know
our
our
one
of
the
largest
parts
of
our
our
budget,
we're
expanding
the
dollars
not
only
to
be
continued
to
be
attracted
and
retain
doctors,
but
also
part
of
that
agreement
is
actually
looking
at
different
methods
of
way
of
paying
that.
So
we
actually,
you
know,
get
more
value
as
a
taxpayer
and
I
also
know
that
you
know,
as
part
of
that
agreement
also
has
gain
sharing
in
that.
G
So
we
can
share
the
gains
with
doctors
as
we
actually
improve
and
improve
the
system,
but
I
appreciate
you
know
at
the
end
of
the
days,
even
though
we
have
a
competitive
system
and
compensation
mechanism
within
the
market,
we
still
have
a
doctor
shortage
right.
We,
you
know,
we
have
you
know
as
as
you
indicated,
we
have,
you
know
more
than
you
know,
I
think
250
doctors
Q4
last
year
versus
Q4
of
the
previous
calendar
year
we're
continuing
to
expand
the
number
of
doctors,
but
it's
still
not
enough.
G
We
know
we
need
more
and
so
part
of
our
our
health
human
resource
plan.
You
know
short
term
is
different
models
for
team-based
care,
so
you
can
use
nurse
practitioners,
assistant,
Physicians
and
doctors
to
be
able
to
provide
primary
care
and
pharmacists
right
to
provide
all
the
primary
care.
Some
different
models
and
and
part
of
the
idea
is
driving
that
team-based
care
and
that's
that's
short
term.
G
It
is
leveraging
International,
Medical
grads,
so
again,
streamlining
the
process
where
we're
working
with
the
cpsa
to
be
able
to
streamline
the
the
process
that
we
recognize
grads
faster
and
that
we
have
an
AHS
is
actually
sponsoring
imgs
across
the
province
and
we've
had
a
significant
success
in
terms
of
attracting
International
doctors,
particularly
to
to
rural
areas
and
then,
but
we
also
need
longer
term.
We
need
a
solution
which
is
train
our
own.
G
So
you
know
part
of
budget
2023
increases
the
number
of
seats
both
at
the
UFC
and
U
of
A,
but
what's
in
particular
importance,
I
think
for
Rural
Alberta's
is
that
we
also
albertans
is
that
we
know
that
you
know
if
you,
if
you
train
local
people,
are
more
likely
to
stay
local.
So
part
of
this,
the
the
expansion
of
the
seeds
is
focused
on
family
docs,
particularly
in
rural
areas.
It
is
doing
as
for,
as
you
may
know,
for
Med
schools.
You
know,
typically
it's
it's
four
years.
G
You
know
first,
two
years
in
the
classroom
and
then
the
next
two
years
you're
still
doing
classroom
work,
but
it's
also
a
clerkship
and
then
you
go
into
residencies.
You
know
after
that,
so
you
know
very
pleased
that
we
announced
with
a
minister
of
advanced
education,
expanding
both
the
clerkship
portion
of
that
program
and
The
Residency
portions
outside
of
Calgary
and
Edmonton,
so
we're
starting
first
and
actually
we'll
be
starting
in
in
Lethbridge.
G
Madison
hat
is
on
the
list
so
stay
tuned
because
we're
coming
there
too
we're
starting
first
in
Grand,
Prairie
and
then
and
then
expanding
to
again
Fort
Mack
in
that
regard,
but
to
do
the
clerkships
and
do
the
residencies
there.
So
we
can
fix
this
problem
now.
I
know
that's
a
longer
term
solution,
but
you
know
if
we
haven't
started
already.
When
is
the
best
time
to
start
it's
it's
today,
so
budget
2023
contemplates
that
it
also
contemplates.
You
know
that
that
we
have
really
talented.
G
G
You
know
if,
if
they
need
to
upgrade
because
they're
not
equivalent
deemed
equivalent-
or
they
just
finish
their
school
in
another
school,
and
they
want
to
come
back
here
to
do
a
residency.
We
we
have
40
spots
right
now
for
IMG
residencies.
This
budget
also
expands
that
right,
the
number
so
that
you
know
for
not
also
sorry
finish
off,
we'll
talk
more
I.
B
B
B
B
B
A
A
C
So
I
want
to
get
into
some
questions
here
with
you
today.
Mr
Mr,
Minister
and
AHS
has
been
a
hot
button
topic,
obviously
in
the
province
for
many
years
and
I'm
sure
that
we've
all
talked
about
our
Health
Care
Authority.
At
the
you
know,
at
the
doorstep,
with
our
constituents
over
the
last
weeks
or
months
and
on
page
79
of
the
fiscal
plan,
it
mentions
the
608
million
dollar
increase
for
AHS
operating
budget
in
the
next
fiscal
year.
C
G
Well,
thanks
so
much
for
the
for
the
for
the
question
yeah,
so
the
you
know
you're
quite
right.
It's
a
substantial
increase
for
for
HS
over
600
million
dollars
in
terms
of
their
budget
and
part
of
this
is,
as
I
mentioned
earlier
as
part
of
our
budget.
Our
government's
plan
is,
we
need
to
invest
to
build
capacity
while
at
the
same
time
you
know
focus
on
areas.
So
we
can.
Actually,
you
know,
manage
costs.
Okay,
you
know
the
you
know
the
600
million
dollars.
G
You
know
recognizing
that
we
still
we
have
an
aging
population
and
there's
an
increase
in
complexity
associated
with
that
and
and
and
an
increase
in.
We
have
more
people
coming
to
Alberta,
so
there's
an
increase
in
services,
so
we
know
that's
that's
part
of
that
associated
with
it,
but
also
we
need
to
do
more
smartly,
in
terms
of
how
do
we
actually
spend
this
dollars
to
be
able
to
manage
the
cost
per
per
individual?
G
So
when
we
take
a
look
at
you
know,
you
know
the
AHS
system,
you
know
and
an
example
I
can
give.
You
is
in
terms
of
the
You
Know
Better
Health
Care
outcomes
is
sort
of
Alberto
Alberta
surgical
initiative.
We
spoke
earlier
today
about
the
FAST
program
in
terms
of
centralized
triage,
centralized
assessment.
G
You
know
leveraging
chartered
surgical
facilities
to
get
those
surgeries
done
and
and
when
we
actually
look
at
the
cost,
when
we
go
to
a
a
charge
to
facilities,
it's
you
know
on
per
procedure.
You
know,
we've
seen
this
not
only
play
out
in
the
in
the
contracts
we've
done
with
for
cataracts,
but
also
the
Orthopedics
is,
is
a
ballpark
20
to
25
percent,
cheaper
per
procedure.
C
G
But
that's
you
know
that
has,
but
that
has
to
do
with
the
model
right
associated
with
it.
When
you're
focused
on
one
thing
one
at
one
time
you
don't
need
to
have
the
or
with
all
the
equipment
for
any
type
of
surgery
which
are
public
hospitals.
You
know
need
to
do
and
be
ready,
you're,
not
necessarily
bumping
surgeries,
because
you
have
an
emergency
which
needs
to
be
a
takeoff
which
should
be
getting
taken
care
of
at
that
point
in
time.
G
So
it's
scheduled
you're
just
rolling
through
this
time
and
time
again,
and
even
some
of
these
newer
facilities
that
are
are
set
up,
whereas
instead
of
you
know
they're,
you
know
where
they
need
to
do
the
you
know
the
the
autoclaves
for
or
and
all
the
machinery
for,
cleaning
the
equipment
is.
You
know
easy
access,
you
know,
even
you
know,
for
the
surgery
when
you're
actually
doing
doing
whether
it
be
a
hip
or
knee.
G
You
know,
I've
had
an
opportunity
to
tour
some
of
them
in
the,
and
you
know
the
storage
room
is
actually
right
in
between
the
surgical
Suites
right.
So
it's
so
it
is
a
and
it's
not
about
being
public
or
private.
It's
about
the
model
that
we're
setting
up
and
it's
all
part
of
our
public
system.
Like
you
know,
public
administered
publicly
delivered
so
so
the
funding
is
not
only.
G
We
do
need
to
expand
capacity
on
the
one
hand,
so
you
have
additional
funding
associated
with
that,
but
we're
doing
it,
smartly,
right
and-
and
so
this
is
one
example
where
you
have
a
part
of
our
vertical
surgical
initiative
or
actually
managing
our
cost
at
the
same
time,
because
quite
frankly,
we
need
to
do
both.
You
know,
Healthcare
is
a,
as
you
know,
indicated
earlier
continues
to
increase
as
a
percentage
of
our
overall
government
spending.
G
We
need
to
focus
on
the
areas
to
try
to
be
able
to
provide
the
services
in
a
cost
efficient
manner,
but
make
sure
we
measure
the
health
outcomes
as
well.
As
you
know,
more
broadly
speaking,
as
I
indicated
earlier,
we're
talking
about
Maps
is
that,
to
the
extent
that
we
can
actually
reduce
the
amount
of
people
who
actually
need
the
surgeries,
then
then
we'll
actually
get
better
Healthcare
outcomes,
while
at
the
same
time
is
further
reducing
our
costs.
C
C
Mic
well,
yeah,
you
don't
have
to
swallow
the
mic,
but
maybe
we
just
need
to
turn
up
some
volume
here
or
or
maybe
I
need
to
access.
Some
hearing
aids
I
want
to
stay
on
the
topic
of
HS
and
I'm,
going
to
be
looking
at
the
key
objective
2.2
and
we
moved
from
an
AHS
board
to
an
administrator
in
Dr
John
Cowell
last
November.
C
G
G
You
know
broad
targets,
whereas
the
official
administrator
is
is
focused
on
you
know,
much
more
being
Hands-On
involved
full-time
and
supporting
the
executive
lead
team
in
making
change
happen
faster.
We
spoke
earlier
this
morning
about
the
90-day
report
and
we
can
actually
see
the
results
of
those
types
of
changes,
accelerating
initiatives.
So
you
know
you
talk
about
EMS
wait
times
and
I'll
just
mention
a
couple.
You
know,
but
again
Metro
and
urban
areas.
You
know
reduction
from
21.8
minutes
in
November
to
17
minutes
in
January.
G
G
But
it's
really
about
the
actions.
You
know
these
are
the
outcomes,
but
it's
really
about
the
actions
that
were
that
were
taken.
So
you
know
some
of
the
actions,
especially
on
the
EMS
side.
Was
you
know,
moving
towards
reducing
you
know,
so,
not
fans.
So
you
know,
particularly
in
Calgary
in
in
Edmonton.
You
know
when
people
need
to
be
transferred
home,
then
you
know
where
beforehand
there
would
be
an
ambulance
because
they
either
needed.
G
You
know
either
being
transferred
in
a
wheelchair
or
in
a
Stretcher,
but
they
didn't
need
an
ambulance
to
actually
do
that
because
they
were
stable.
It
wasn't
from
a
medical
standpoint.
It
was
from
an
operational
standpoint
so
using
that
Advance
within
Calgary
and
other
service
providers
to
get
people
home
freed
up
the
freed
of
the
vans
that
that
we
had
and
I
just
use
that
as
one
example
and
that
was
driven
by
you
know,
Dr
Cowell.
G
Another
example
was
in
regards
to-
and
this
is
on-
emergency
departments,
but
an
announcement
that
we
made
it
Edmonton
where
we
had.
You
know,
individuals
who
were
homeless
coming
to
the
emergency
department
and
then
would
be
staying
in
a
bed
because
there's
no
place
for
them
to
go
home
to
even
though
they
hadn't
been
stabilized,
and
it
wasn't
medically
necessary
to
do
that.
G
But
we
you
know
we
could
kick
them
out
on
the
street
and
then
eventually,
when
you
know
they,
they
left
the
the
emergency
department
they
back
out
and
and
homeless
again
and
then
what
was
you
know,
Again
difficult
to
deal
with,
either
with
medical
issues
associated
with
that
it
become
acute
again
they
back
into
the
hospital.
So
another
initiative
that
was
was
driven
is
by
like
how
do
we
actually
move?
G
If
we,
it
actually
reduces
the
overall
cost
of
the
system,
because
you
don't
have
someone
continually
cycling
through
the
emergency,
the
emergency
departments,
so
these
are
just
and
what
I'll
just
one
other
example
like
the
the
move
from
the
the
911
to
the
811
right.
So
you
know
someone
calls
9-1-1
again,
you
know
estimated
you
know
10
to
depending
on
the
location,
20
calling
9-1-1,
but
they
don't
actually
need
an
ambulance.
They
don't
need
transport
so
able
to
ship
them.
G
To
8-1-1
again
and
address
the
issues
that
they
need
from
a
health
care
perspective
while
at
the
same
time
reducing
the
need
to
send
an
ambulance,
so
it
can
be
due
for
more
more
higher
Acuity
calls.
So
these
are
examples
of
some
of
the
actions
that
were
help
driven
Faster
by
having
the
official
administrator
there,
and
then
you
actually
see
these
types
of
actions
showing
up
in
in
the
results.
So
you
know
I,
think
that
you
know
setting
up
a
an
official
administrator
to
help
Drive
these.
G
C
Can
you
give
us
any
assurances
that
this
funding
is
is
actually
going
to
go
towards
doctors
and
the
nurses
and
the
healthcare
aides
and
the
people
of
the
boots
on
the
ground,
and
not
just
you
know,
for
managers
government
managers
governing
managers
within
the
system?
That's
really
important.
When
my
constituents
come
to
me
or
come
to
the
healthcare
action
committee
and
r2hs,
Central
or
central
zone,
you
know
they're
not
talking
about
managers
that
they
need
they're
talking
about
the
doctors
and
the
nurses
and
the
healthcare
AIDS.
G
So
you
know
thanks
so
much
for
the
for
the
question
as,
as
you
know,
we've
we
chat,
even
as
as
recently
with
the
the
Drayton
Valley
health
committee,
which
was
which
was
fantastic.
Is
that
our
focus
is
on
Frontline
stuff?
We
know
we
need
to
increase
the
numbers
of
front
lines,
how
to
provide
the
services,
particularly
in
rural
areas.
You
know
this
has
been.
As
you
know,
this
has
been
an
issue
before
Colvin,
but
quite
frankly,
after
covet,
it's
gotten
worse
right.
So
you
know,
as
part
of
our
health.
G
A
G
You
know
when
you
actually
look
at
the
the
number
of
managers
and
Senior
leaders
versus
the
number
of
Frontline
workers,
it's
about
three
percent,
which
is
actually
one
of
the
lowest
in
or
is
the
lowest
in
the
country,
but
we
need
to
continue
to
drive
the
resources
where
they're
required,
which
is
actually
at
the
front
lines,
and
I
can
tell
you
that
you
know
AHS
is.
Is
you
know
cognizant
of
of
of
this
fact?
G
Okay,
do
we
actually
have
the
right
people
in
the
right
places
right
from
a
from
an
organ
design,
standpoint,
and
that
is
continuing
ongoing,
because
you
know
at
the
end
of
the
day
what
what
matters
is
the
results?
And
then
we
focus
on
on
measuring
the
results.
Do
we
have
people
to
be
able
to
provide
the
service
and
are
we
provide
the
service
in
a
timely
manner,
so
we'll
continue
to
measure
that
and
make
sure
we
get
the
resources
where
and
when
they're
needed.
C
C
Lastly,
on
AHS
and
Page
64,
the
business
plan
under
objective
2.2
states
that
your
ministry
will
assess
the
effectiveness
of
Health
Care
institutions,
including
the
hqca
and
AHS,
to
improve
health
care,
delivery
and
Health
Care
outcomes,
while
managing
costs
so
Minister.
How
do
you
plan
on
measuring
the
success
in
this
area?
Specifically?
Is
there
anything
beyond
the
performance
metric
2.,
a
2A
that
will
measure
success
for
for
this
objective,
yeah.
G
So
you
know
we
started
with
AHS
in
terms
of
you
know
our
our
objectives,
you
know
reducing
surgical,
wait
times,
reducing
EMS
response
times
reducing
emergency
department
times
you
know,
so
we
are
posting
that
within
AHS,
but
also
hqca
plays
a
role
in
terms
of
as
a
as
a
separate
body
to
measure
the
outcomes
of
of
the
the
the
healthcare
initiatives
that
that
that
we
are
driving.
So
you
know
part
of
our
work
assessment
with
hqca
is
sort
of.
G
You
know
we
know
and
that's
why
I'm
so
excited
about
the
Continuing
Care
initiative
is
that
you
know
we
get
better
health
outcomes.
Typically,
if
we
have
seniors
at
home
longer
right,
but
as
part
of
that
initiative,
we
need
to
measure
those
outcomes
right,
look
at
what
we're
doing
as
part
of
the
transformation
understand.
What's
working,
so
the
hqc
has
a
role
at
that
same
with
on
primary
care.
G
We
also
know
that
you
know
we
look
at
other
countries
if
we
invest
more
in
primary
care
and
that's
part
of
the
work
that
we're
doing
with
maps
focus
on
that
we
actually
keep
people
out
of
the
most
expensive
door
when
they're
the
sickest
which
actually
reduces
their
overall
cost.
So
how
does?
How
do
we
measure
the
value
coming
out
of
primary
care
from
a
system
standpoint?
So
that's
the
work
that
we're
doing
with
the
the
hqca
in
terms
of
you
know
getting
a
better
handle
on
that
of
what
we're
measure
success.
G
You
know
I'm
looking
forward
to
Maps
coming
forward
with
their
with
their
recommendations
and
say:
okay,
how
do
we
measure
this
and
then
what
is
the
role
of
hqca
in
terms
of
ongoing
measurement
of
that?
Because
it's
you
know
you
manage
what
you
measure
it's
important,
that
we
have
all
the
measurements
in
terms
of
our
health
system
is
doing,
and
then
we
actually
share
that
with
albertans,
so
they
know
how
our
health
system
is
performing.
But
again
you
know
this
is
a
combination
of
both
transformation.
G
C
C
G
So
when
we
look
at
our
health
outcomes
for
indigenous
peoples
in
the
province
versus
the
average
Alberta,
quite
frankly,
they're
unacceptable.
We
know
that
and
it's
not
only
an
issue
of
access
to
care
which
are
challenges.
You
know
that
we
have
in
all
rural
remote
areas
for
some.
It's
also
wanting
to
access
care,
culturally,
appropriate
care
so
again,
very
pleased
as
part
of
our
work
in
maps
of
of
to
build
on
the
work
we've
already
been
doing
in
terms
of
how
do
we
address
that
issue?
B
H
You,
madam
chair,
so
Mr
going
back
to
when
we
were
talking
about
earlier
about
the
surgical
system
in
intake
clinics.
Now
I
I
recognize
the
implementation
of
the
FAST
program,
certainly
how
that
can
be
assistive
and
also
mentioned.
You
know,
movement
towards
racks,
where
we
have
folks
other
than
the
Specialists.
Who
can
do
this?
One
of
the
reasons
for
that,
of
course,
is
for
those
in
rural
areas.
H
It's
still
quite
a
quite
a
challenge
for
them
to
get
in
to
see
that
specialist
we
have
a
limited
number
of
Specialists
that
are
available
in
rural
areas,
and
so
we
do
see
too
many
from
rural
areas
being
forced
to
go
into
major
centers
to
be
able
to
get
that
assessment.
I
know
that
at
the
University
of
Alberta
they
have
a
program
that
they've
been
working
on
the
virtual
rapid
assessment,
Clinic
I
had
the
chance
to
visit
them
and
actually
try
the
system
out.
H
Pre-Pandemic
yeah
got
in
the
harness
and
said
walked
on
the
treadmill
and
kind
of
got
a
sense
of
how
that
works.
Now
this
is
a
potential
solution
as
part
of
developing
racks
that
could
expand
that
access
for
folks.
In
rural
communities,
but
my
understanding
is
that's
a
program.
It's
funded
by
Alberta
innovates,
their
funding's
about
to
run
out
so
they're
looking
at
having
to
lay
off
staff
comparing
to
potentially
mothball
that
program,
so
I
just
wanted
to
check.
G
Yeah,
no
thanks.
Thanks
for
the
the
question
there
there
is
a
you
know,
opportunity
for
using
you
know
virtual
mechanisms
to
be
able
to
provide
care,
particularly
in
in
rural
areas
and
I,
know
that
there's
a
a
number
of
niches
that
are
that
are
ongoing,
especially
you
know
like
from
the
work
that's
being
done
in
math,
there
was
a
Innovation
Forum
that
was
held
about
how
do
we
leverage
that
so
I'm
actually
looking
forward
to
see
the
recommendations
coming
out
of
of
that?
In
that
regard?
G
In
regards
to
you
know
this
particular
program
on
on
rack,
you
know
we
we
have
asked
AHS
to
you
know
as
part
of
their
FAST
program.
You
know
include,
like
you
know,
rapid
access
centers
to
be
able
to
do
so.
We
asked
to
do
that
now,
whether
or
not
they're
looking
at
this
particular
technology
as
the
way
to
do
it
again.
You
know
the
assessment
of
the
technology
versus
the
the
efficacy
versus
cost
like.
F
G
G
Have
a
chance
to
get
on
the
treadmill,
but
then
again
it's
also
an
assessment
of
that.
We
actually
leave
to
AHS
to
say:
okay,
you
know
if
it's
a
whether
it's
a
private
Endeavor,
because
I
think
that's
what
this
that's.
What
this
would
be.
You
know
you
know,
is
that
the
best
use
of
resources
and
is
that
the
actual
best
product
are
there
other
products
out
there
doing
that.
G
But
I
know
that
you
know
rapid
assessment
clinics
is
on
the
list
in
terms
of
as
one
as
one
method
to
to
improve
access
to
to
clinical
care.
Whether
this
particular
item
is
is
the
is
the
is
the
answer.
I'll,
let
AHS
decide
that
because
they
need
to
do
the
assessment
in
terms
of
you
know
best.
You
know
best
cost
and
approach,
but
conceptually
you
know
leveraging
virtual
Technologies
so
that
you
know
and
I
know
that
some
of
our
hospitals
have
actually
even
been
wired
right.
G
You
go
into
rural
Alberta
and
be
able
to
travel.
Alberta
been
wired
so
for
an
assessment
session,
set
an
assessment
center
so
that
individuals
can
actually
speak
with
a
specialist
virtually
right
and
then
it's
and
it's
a
and
not
only
does
he
have
the
connectivity
like
the
the
fiber
cable
there,
but
they
also
have
it's
it's
private,
so
you
know
you're
not
dealing
with
concerns
with
health
information.
You
know
that
that
technology
is
out
there
and
quite
frankly
that
infrastructure's
out
there
as
well.
H
Thank
you,
madam
chair
to
the
minister,
through
you
and
yeah.
Absolutely
I
recognize
the
the
role
that
AHS
needs
to
play
in
terms
of
determining
the
appropriate
procurement.
That
sort
of
thing
one
thing
I
would
note
in
my
conversations,
I
think
with
a
number
of
folks
who
are
involved
in
sort
of
Health,
Innovation
and
initiatives
that
there
are
challenges
at
times,
because
AHS
tends
to
approach
things
that
all
these
things
at
Large
Scale.
G
I
can
I
just
comment
yeah,
so
so
I.
We
appreciate
and
I've
heard
some
of
the
same
issues
associated
with
different
ideas
coming
out
different
Innovative
approaches
and
some
on
the
technology
side
and
some
scientifically
technology,
so
they're
on
the
process
right
like
saying
if
we
put
in
the
standard
or
this
level
of
care-
and
we
take
a
look
at
it
from
the
larger
lens.
G
So
it's
not
just
about
Primary
Care
versus
qcare
versus
continuing
care
with
the
larger
lands
in
terms
from
a
health
economic
standpoint
that
actually
will
again
improve
health
outcomes
and
reduce
costs.
So
you
know,
one
of
the
things
that
we
haven't
talked
about
yet,
but
I
want
to
highlight
is
that
we
have
a
new
funding
stream
as
part
of
budget
2023
called
the
health
Innovation
funding
program
right.
So
this
is
an
additional.
G
You
know:
2324
estimates
17
17
million,
and
then
you
know
if
we
look
at
the
total
over
the
the
next
number
of
years,
sort
of
adds
up
to
close
to
just
over
80
million
dollars
associated
with
that.
But
really
what
that
is
about
is
looking
at
funding
and
again.
This
will
be
through
an
RFP
process
and
it
will
be
doing
assessments
but
looking
at
funding,
Innovative
approaches
to
providing
care
right
so
and
it's
not
it's,
but
it's
bigger
than
just
the
technology
piece.
This
is.
H
G
Is
not
just
technology?
This
is
not.
This
is
technology
process.
It
can
include
technology
or
pieces
of
that,
but
setting
the
process
and
looking
at
it,
you
know
how
do
we
expand
this
because
we
did
it.
We
did
an
assessment
last
year
right
in
regards
to
the
programs
that
the
government
of
Alberta
has
made
available
and
what
we
found
was.
We
actually
didn't
have
enough
focus
on
this
area
and
even
though
we
have
some
through-
and
you
mentioned,
this
particular
program
like
through
Alberta-
invades
right.
G
They
focus
on
the
tech
side,
but
they
don't
focus
on
the
broader
processes,
because
often
the
technology
needs
to
be
put
into
the
tech.
The
technology
needs
to
be
put
into
a
process.
We
need
to
actually
validate
the
process,
get
people
on
board
and
say
this
is
works.
Okay
then
we
can.
We
can
scale
it
so
excited
about
that,
and
this
may
be
an
opportunity
on
on
some
of
the
new
processes.
H
Through
Madam
chair,
thank
you
to
the
minister.
I,
do
appreciate
flagging
that
and
I
will
look
more
into
that.
Certainly
I
appreciate
that,
and
that
sounds
like
something.
I
would
absolutely
support
if
I
get
one
more
quick
question
in
in
the
10-minute
block
that
we've
got
I
understand
that
as
part
of
the
ASI,
the
Alberta
Bone
and
Joint
Health
Institute
is
has
been
a
key
partner
and
they're
involved
in
the
Bone
and
Joint
scn,
and
they
are
helping
to
provide
some
of
the
calm,
the
quality
monitoring.
H
Now
they
do
have
some
questions
about
now
with
the
implementation
of
more
csfs.
Are
they
going
to
be
utilized
in
the
same
way
into
this,
for
the
quality
monitoring
with
these
chartered
surgical
facilities?
So
will
you
be
giving
them
I?
Guess
the
same
access
empowering
them
in
the
same
ways
to
provide
the
same
quality
monitoring
that
they
do
in
terms
of
the
public
facility
with
the
new
csfs
yeah.
G
So
that's
a
that's
a
decision
for
AHS
okay
to
make
so
I'm
not
involved
at
the
level
of
decision
making.
Do
we
actually
need
oversight
absolutely
and
there
is
oversight
from
the
from
from
the
from
certainly
from
the
from
the
colleges
I
do
know.
Actually
this
all
started
as
I
mentioned
earlier,
we
had
a
Innovation
Workshop,
put
everyone
on
the
table
and
say:
okay,
what's
the
system
working
now,
how
do
we
make
it
work
better?
G
E
So
yeah
I
mean
that
work
is
ongoing.
Minister.
You
referred
before
about
the
patient's
journey
in
ASI.
So
that's
the
space
where
I'm
aware
a
lot
of
work
is
ongoing
with
respect
to
spad,
fast
triaging
and
whatnot,
so
that
also
involves
primary
care.
Physician
leads
as
well
because
obviously
there's
a
fair
footprint
or
Primary
Care,
not
just
AHS,
so
they're
they're,
already
fine
tables
now,
where
but
they're
working
together,
collaboratively
and
representing
the
interest,
obviously
of
the
referrers
to
the
actual
Specialists
on
the
HS
side
as
well.
So.
H
Excellent,
thank
you.
Mr
Deputy,
Minister
I,
see,
we've
got
about
a
minute
and
a
half.
Let
me
see
if
I've
done
something
that
might
fit
well
in
that
time
frame.
Here's
one
line,
one
0.5
in
the
budget,
the
health
Advocates
office.
We
see
significant
increase
in
funding
there
about
1.6
million.
Can
you
just
give
me
some
details
on
the
reason
for
that
increase.
G
No
thanks
for
the
question
so,
as
you
may
be
aware,
you
know
last
year
or
sorry
over
the
last
year
and
as
the
process
started
even
prior
to
that
there
was
a
an
assessment
of
our
complaints
process.
One
of
the
recommendations
that
came
out
of
that
assessment
is:
we
need
better
navigation,
as
you,
as
you
were,
probably
aware.
That's
you
know.
We
have
a
number
of
colleges.
We
have
AHS
as
a
service
provider.
G
If
someone
has
a
complaint
that
there's
a
concern,
you
know
often
they
may
need
to
go
to
multiple
colleges.
Sometimes
they'll
go
to
AHS,
which
also
has
a
complaint
process.
It's
a
fractured
system,
difficult
for
or
for
patients
to
navigate.
So
really
what
this
additional
funding
is
is
adding
additional
staff.
G
The
the
role
of
the
health
Advocate
will
expand
to
be
include
navigation
of
the
complaint
system,
and
it's
really
you
know
what's
important
about
this-
is
that
it
will
not
only
provide
easier
access
to
complaints,
but
the
whole
reason
we
have
a
complaint
system
is
so
we
can
identify.
What
are
the
trends
you
know
get
under
understand
what
the
underlying
causes
associated
with
this?
So
we
can
deal
with
it
from
a
policy
standpoint.
So
that's
what
it's
for
additional
Staffing
thank.
L
Wonderful.
Thank
you,
madam
chair.
Thank
you
Minister
for
your
time,
I
think
for
a
great
budget.
It's
been
very
positive
in
many
directions.
I
think
you've
been
doing
an
excellent
job,
excuse
my
bias
in
your
role
as
the
minister
of
Health
for
the
people
of
this
province
and
I.
I
know
that
many
people
are
saying
these
same
things
in
our
Health
Care
system
and
those
that
interact
with
it.
So
thank
you
for
the
work
you
do
in
the
service
that
you've
been
giving
us.
L
L
L
G
You
know
health
care
services
for
the
for
the
people
of
airjun,
quite
frankly
for
the
people
of
the
entire
North
North
Zone
of
Calgary,
like
the
north
area
of
the
Calgary
of
the
of
the
Calgary
Zone,
and
very
pleased
as
you
and
I
actually
have
toured
the
the
urgent
care
clinic
and
the
the
need
that
we
need
for
renovation
so
I'm.
You
know,
I'm
glad
that
that
that
we've
been
able
to
drive
that
forward,
but
we
also
know
that
you
know
that
particular
building
is
a
constrained
site
right.
G
So
you
know
the
convert.
You
know
part
of
the
conversation
that
you
know
we've
had
with
the
with
the
with
the
mayor
is
okay,
you
know
what's
the
next
step
and
we
need
to
start
planning
for
it
now,
because
we
recognize
that
you
know
a
Urgent
Care
Center
is
just
you
know,
one
type
of
service,
but
what
other
services
are
are
needed
and,
quite
frankly,
you
know
how
do
we
actually
create
a
like
a
Health
Campus,
so
so
part
of
the
work
that
here
is.
Is
you
know
the
pla?
G
The
initial
planning
was
done
a
number
of
years
ago.
It's
outdated
right,
and
you
know
like
like
in
in
like
any
Capital
project.
It's
we
need
to
update
our
needs
assessment.
You
know,
you
indicated
that
that
energy
is
growing.
North
Calgary
is
is
growing
as
well.
So
you
know
what
are
the
needs
for
that
area
and
then,
specifically,
not
only
on
the
the
acute
care
for
the
front,
but
also
across
the
entire
spectrum
of
the
of
healthcare
services.
G
A
G
G
It's
it's
an
often
you
know
more
than
a
year
to
actually
get
that
done,
but
what
that
does
is
it
sets
us
up
for
a
long-term
plan
and
which
enables
not
only
us
as
a
provincial
government
to
plan,
but
also
municipalities,
right
to
be
able
to
plan
in
terms
of
okay.
This
is
what's
going
on
and
you
know
you
know
having
a
health
Hub
to
provide
multiple
Services.
G
You
know
as
I
know
the
many
municipalities
and
and
conversations
we've
had
and
hats
off
to
to
Mayor
Brown
for
the
thinking
of
vision
that
out
that
way
as
well,
particularly
for
energy,
but
that's
what
we
that's
what
we
need
to
do
so
this
is
a
this
is
a
step
in
that
direction.
You
know
it
is
a
the
current
funding
for
renovations
in
the
Urgent
Care
Center
is
a
stop
Gap,
but
we
need
to
spend.
You
know,
while
we
actually,
you
know,
get
that
done
and
allow
some
expansion.
G
We
need
to
think
longer
and
harder
about
what
do
we
need
for
the
citizens
of
energy
and
the
citizens
for
North
Calgary,
and
so
we
need
to
do
that.
Do
that
jointly
together,
so
I'm
pleased
that
we
put
this
funding
in
the
in
the
budget,
and
we
can
actually
do
that-
do
that
planning
and
and
do
that
with
with
not
only
input
from
service
providers
but
also
input
from
municipalities.
L
You
mentioned,
and
we've
talked
about
eight
million
dollars
that
are
going
to
the
renovations,
which
is
the
stop
Gap
and
we're
planning
we're
planning
for
the
longer
term.
Are
there
any
sort
of
medium-term
solutions?
So,
even
if,
even
if
this
budget
were
to
say
we're
going
to
give
you
millions
of
dollars
to
build
a
hospital
right
now,
we're
gonna
break
ground
tomorrow.
L
You
know
this
is
maybe
still
seven
ten
years
down
the
road
before
this
facility
is
up
and
running
and
by
then
Andrew's
population
will
likely
have
doubled,
because
those
tend
to
be
our
growth
rates
and,
of
course,
North
Calgary
isn't
going
to
stop
growing
those
types
of
things.
Is
there
any
medium
terms
planning,
or?
Is
that
something
that's
going
to
come
from
this
three
million
dollar
plan
yeah.
G
G
G
So
that
may
be
the
answer
I'm
getting
my
head
ahead
of
myself,
because
quite
frankly
we
need
to
do
the
needs
assessment
first,
but
when
you're
sort
of
thinking
you
know
you
know,
could
that
be
a
a
longer
term
or
sorry,
a
medium-term
solution,
but
even
the
longer
term
is
that
if
we
are
going
to
go
to
a
campus
style
approach
right
well,
then
then
you
know
what
does
that
look
like
and
plan
that
over
a
period
a
period
of
years.
So
again,
this
is
something
that
we
need
to
do
you
know.
G
Firstly,
what
are
the
health
needs
of
the
area,
but
then
engage
with
with
municipalities,
because
it's
not
just
about
AHS.
It's
about.
You
know
acute
care
continue.
You
know,
Continuing
Care,
a
primary
care
all
coming
together
to
to
provide
the
services
and
with
a
broader
vision,
and
quite
frankly,
that's
not
that's
not
just
us
as
Government.
That's
a
provincial
government.
G
L
L
We
we
do
feel
failed
as
a
community
from
the
information
that's
coming
from
Alberta
Health
Services
in
terms
of
what
we
need
and
in
many
ways
we
feel
that
AHS
has
gotten
us
to
this.
Point
government
is
certainly
pushing
this,
which
we're
really
grateful
for
there's
a
bit
of
mistrust
in
the
in
the
Air
Jordan
Community
with
AHS,
so
where's.
The
information
coming
from
how
can
Community
participate
so
the
energy
Health
Foundation,
the
local
doctors,
the
PCN,
the
mental
health
organizations
different
private
operators
that
help
health
interests?
G
G
G
B
H
You,
madam
chair,
and
through
you
to
the
minister,
so
just
speaking
of
again
your
your
health
action
plan
and
the
implementation
of
that
as
under
outcome,
one
and
objective
1.1
in
the
business
plan
and
also
looking
I
guess
at
the
budget,
though
my
question
has
to
do
with
which
line
item
I
should
be
looking
at
the
appointment
of
Dr
John
Cal,
as
your
AHS
administrator
reporting
directly
to
yourself.
So
if
Mr
Cowell
is
reporting
directly
to
the
minister,
I
just
wanted
to
clarify
is
Mr
Cowell's
salary
of
360
000
for
his
six-month
contract.
H
G
H
G
G
I
Regard
to
the
Calgary
Cancer
Center
I've
been
paying
attention,
but
I,
don't
think
I've
heard
it
mentioned
yet
today
and
I
just
wanted
to
ask
a
few
questions
about
it.
I
presume
that
some
of
the
costs
associated
with
its
capital
or
fitting
out
or
certainly
it's
Staffing
will
come
under
this
ministry.
I
Can
you
just
give
me
an
update
on
where
we
are
I?
Remember
the
opening
of
it
to
be
in
2024,
I
can't
remember
the
quarter
and
just
maybe
an
update
on
on
where
it's
at
I
know.
Many
people
are
looking
forward
to
not
only
on
the
patient
side
but
on
the
on
the
Staffing
side,
a
brand
new
building
to
address
the
needs
of
people
who
are
going
through
some
challenging
challenging
times.
So
maybe,
if
I'll
just
turn
it
over
to
you,
yeah.
G
G
You
know,
there's
a
significant
amount
of
work
in
terms
of
moving
all
the
equipment
in
terms
of
certifying
the
equipment
and
making
sure
that
it's
operating
as
as
possible
or
operating
as
appropriately
and
then
also
you
know,
training
the
staff
because
they're
going
to
be,
you
know
everyone
every
you
know
things
are
going
to
be
in
different
places,
so
they
need
to
you
know
and
they're,
so
they'll
be
able
to
get
the
traffic
will
need
to
be.
The
staff
will
need
to
be
trained
and
familiarized
with
that.
G
G
You
know
the
folks
from
Tom
Baker
in
the
next
phase
is
actually
co-locating,
because
there's
a
number
of
sites
that
we
have
providing
cancer
services
in
Calgary,
getting
them
into
the
into
the
answer
a
clinic,
and
then
you
know
as
needs.
You
know,
as
the
the
needs
increase.
You
know,
increasing
the
staff
to
be
able
to
meet
meet
those
needs.
So
you
know
our
our
budget
does
contemplate.
G
You
know
the
the
Staffing
associated
with
with
the
the
Kyrie
Center,
but
this
is
going
to
take
over
a
period
of
of
quite
frankly,
like
years
to
be
able
to
to
be
able
to
do
run
through
all
these
various
different
phases.
So
the
the
first
phase
was
actually
getting
the
Tom
Baker
in
and
then
the
co-location
and
then
you'll
actually
see
some
growth
over
time.
I
Thanks
I
can't
wait
for
that.
I
think
I
think
many
people
are
excited
about
that
beautiful
building
and
it
is
a
beautiful
building
that
has
been
designed
and
many
people
at
the
Foothills
who
were
part
of
the
committee
to
kind
of
understand
what
the
needs
of
that
not
only
building,
but
the
function
would
be
in
the
future
or
a
very
pleased
and
excited
about
it.
Coming
on.
Thank
you.
I
J
Thank
you
I'd
like
to
ask
the
minister
about,
through
the
chair
line,
item
1.4
and
I'm,
not
positive,
that
this
actually
falls
into
that
line.
So
maybe
there
could
be
some
support
around
that,
but
in
2018
Bill
30,
the
mental
health
services
protection
Act
was
passed
unanimously
and,
of
course,
it's
2023
now
and
it
has
still
not
been
proclaimed.
The
legislation
would
regulate
counseling
therapy,
addictions,
counseling
and
child
and
Youth
Care
Counseling.
These
professions
would
be
included
in
the
Health
Professions
act,
which
I
understand
is
it
within
the
health
Ministry?
J
The
legislation
is
for
the
creation
of
a
college
of
counseling
therapy
of
Alberta
and,
of
course,
we're
currently
in
a
mental
health
crisis.
An
addiction
crisis
and
many
albertans
have
to
wait
long
periods
of
time
to
receive
help,
and
this
regulatory
body
would
mean
thousands
more
albertans
could
be
serving
those
needing
support.
I'm
just
wondering:
what's
the
delay
how
come
this
has
not
been
proclaimed
and
can
Minister
through
you,
madam
chair,
please
elaborate.
G
G
G
You
know
and
if
there's
a
complaint,
where
do
they
actually
go
to
from
a
from
a
college
standpoint,
but
we
also
recognize
that
you
know
for
a
large
number
of
certain
aspects
of
this
group
that
wanted
to
be
in
the
college.
There
they're
also
working
for
an
employer,
many
of
which
working
for
the
government
of
Alberta.
So
there
is
some
oversight
so
anyways,
because
some
concerns
were
raised
so
we're
doing
further
consultation
on
that,
and
maybe,
if
I
can
ask
to
speak
more
in
terms
of
where
what
the
status
of
that
is
exactly.
E
So
what
the
hell
thanks,
Minister
so
yeah,
just
to
follow
from
Minister
I
mean
we
continue
to
work
actually
even
reactively
and
closely
with
not
only
what
our
counterparts
and
mental
health
and
addictions,
but
also
with
officials
from
the
Alberta
counseling
therapists
Association.
The
group
that
was
stood
up
to
to
assist
us
in
proceeding
toward
regulation
and
I
mean
basically
to
focus
on
as
Minister
alluded
to
making
sure
that
we
take
care
of
those
additional
consultations
before
we
actually
proceed
forward,
so
that
that's
in
play
currently.
J
Okay,
thank
you.
Thank
you,
madam
chair.
So
it
sounds
like
the
same
answer.
As
last
year,
nothing's
really
been
done,
I'd
like
to
refer
to
line
1.5
the
health
Advocates
office.
So
there
is
no
report.
That's
been
published
this
year,
so
usually
there's
an
annual
report
that
comes
out.
There's
no
report
I'm
just
wondering
why
there's
no
report
available
from
the
health
Advocates,
that's
part
of
their
responsibility,
there's
a
significant
increase
in
the
budget.
You
know,
but
one
and
a
half
million
dollar
increase.
How
come
what's
happening.
J
What
are
you
doing
in
that
area?
Yes,
oh,
did
you
ask
him?
Oh
no,
okay,
so
so
that
was,
and
I
also
wanted
to
specifically
talk
about
seniors
issues,
because
I've
been
told
repeatedly
that
the
health
Advocate
does
work
with
seniors,
but
that's
not
been
reported
and
that's
not
what
I'm
hearing
from
stakeholders
so
Madam
chair
threw
you
to
the
minister
I'd
like
him
to
speak.
To
that
sorry.
G
F
F
So
thanks
to
them
for
their
efforts,
you
know
I'd
like
to
focus
some
of
my
time
today
with
you
on
concerns
that
have
come
from
my
riding.
You
know,
I've
I've
had
numerous
conversations
since
I
was
elected,
so
this
is
a
long-standing
concern.
Actually
around
surgery,
level
or
surgeries,
it
seems
the
most
common.
The
most
common
issue
is
around
getting
access
for
hip
surgeries,
actually
I
know.
F
G
Thanks
so
much
for
the
question
and
I
I
hear
this
at
you
know
as
the
minister
of
health
and
both
from
my
own
constituents
in
terms
of
the
the
long
wait
times
and
and
they're
unacceptable.
You
know,
and
the
fact
that
you
know
there
are
some
people
who
are
choosing
to
leave
to
get
is,
is
that
our
system
is
not
performing
as
it
should.
So
you
know
we
understand.
G
This
is
an
issue
we
have
been
working
on
on
this
issue
and
actually,
as
I've
indicated
before,
this
was
an
issue
even
before
we
took
government.
But
quite
frankly,
you
know
covid
made
this
matter
worse.
So,
even
though
we
have
been
investing
in
capacity
to
to
to
get
caught
up
on
on
surgeries,
we've
been
delayed
in
getting
the
outcomes
that
we
want,
which
is
get.
You
know
all
surgeries
within
the
recommended
within
a
recommended
wait
times
so.
G
G
So
there's
Capital
dollars
associated
with
this
as
well,
and
part
of
that
is
actually
to
ensure
that
you
know
people
don't
need
to
travel
as
much
so
they
can
get
the
the
surgeries
closer
to
to
home,
and
then
part
of
this
as
well
is,
is
you
know,
reaching
agreements
with
Charter
surgical
facilities
to
expand
our
capacity?
You
know
you
know
when
you
talk
about
hips
and
knees,
you
know
I'm,
very
pleased
that
you
know
we
were
able
to
part
of
an
RFP
process.
G
Similarly,
we
we
reached
a
contract
in
in
Edmonton
with
the
Enoch
cremation,
who
did
a
a
joint
bid
with
Canadian
Surgical
Solutions,
and
so
that
is
be.
You
know
they're
building
that
facility
right
now
to
be
able
to
provide,
you
know
again
3000
surgeries
and
that
actually
is
not
only
going
to
add
to
capacity.
But
you
know
I'm
partially
I'm
also
excited
about
that.
G
From
you
know,
a
from
an
indigenous
standpoint
is
they're
going
to
use
that
as
as
one
key
element
of
their
health
Hub
they're,
going
to
set
it
up
in
a
culturally
appropriate
way.
No,
it's
for
not
just
just
people's
for
all
Alberts
to
be
able
to
access
those
services,
but
you
know
they'll
have
a
you
know:
it'll
be
done
in
a
culture.
Probably
anyone
who
actually
wants
to
Avail
themselves
of
that
approach
will
be
able
to
do
so.
G
F
Thank
you
for
that
Minister
and
they
did
pick
up
on
the
joint
bid
that
you
mentioned.
I.
Hope
that
wasn't
to
play
on
words
with
hip
and
knees
or
anything
like
that,
but
I
assumed
it
wasn't.
But
I'm
in
the
sick.
Mind
like
that.
So
thank
you
for
that.
So
like
like
most
members
in
the
room,
I
receive
emails,
messages
and
and
have
conversations
with
constituents
frequently
about
being
on
a
wait
list.
Some
of
them
will
actually
wait
months.
F
One
one
of
my
hospitals
is
actually
doing
cataract
surgeries
now.
Another
is
doing
hip
and
knee
now
and
and
I
love
having
those
conversations
with
constituents
to
let
them
know
that
they
don't
have
to
drive
to
Edmonton
or
or
Calgary,
let
alone
leave
the
province
to
get
those
surgeries
done
and
that
they
can
have
it
done
a
facility
they're
familiar
with
and
be
close
to
home,
so
they
don't
have
a
bumpy
ride
in
and
out
of
the
city
which
puts
them
through
even
more
pain
and
and
on
unease
discomfort.
F
So
so
thank
you
for
that
and
for
looking
at
all
aspects
of
what's
available
in
the
health
system
too,
combat
these
these
wait
times,
I'm
just
wondering
if
you
can
sort
of
expand
on
on
this
a
little
bit
more
on
where
we're
actually
at.
As
far
as
our
targets
for
reducing
the
wait
times
for
for
some
of
the
surgeries,
including
hypnee,
and
the
cataract.
G
Well,
thanks
for
the
question
we
are
having
some
success.
You
know,
especially
when
you're
talking
about
cataract,
surgeries
and
and
Orthopedic
surgeries.
You
know,
generally
speaking,
and
we
sort
of
highlighted
this
in
the
the
90-day
plan.
It
showed
that
surgical
wait
times
had
to
decrease
by
9.4
percent
since
November
29
2022-
and
this
is
between
you
know,
you
know
February
and
November
in
terms
of
the
as
online
in
the
90-day
plan.
G
In
addition,
the
number
of
patients
waiting
the
longest
for
surgery-
you
know
more
than
twice
the
recommended
wait.
Time
has
decreased
by
5250
during
that
point
in
time,
so
we
were
focused
on
obviously
those
rating
the
longest
and
then
by
getting
everyone
down
who's
actually
in
in
that
the
waitlist
of
improvements,
foreign.
G
It
decreased
by
four
percent
since
December
of
of
2022,
and
then
you
know,
we've
also
seen
and
I
mentioned
earlier.
You
know
year
over
year,
like
two
years
ago
to
last
year,
a
an
improvement
on
cataract
surgeries.
You
know
as
a
frame
of
reference,
the
in
April
2022
the
wait
time
and
decrease
four
weeks
from
April
2021
in
October
2022.
G
J
You
very
much
Madam
chair,
I'd,
like
to
I,
guess,
go
back
to
continuing
care
a
little
bit,
and
certainly
at
the
end
of
the
comments
by
by
the
minister.
He
talked
about.
Certainly
Staffing
is
a
significant
issue,
and
so
I
guess
I
just
want
to
say
in
sort
of
response
to
what
he
said
that
making
sure
that
workers
are
full
time
with
Benefits
will
absolutely
reduce
the
high
turnover
rate,
so
I
hope.
J
J
West
got
their
own
line,
and
so
we
see
that
the
for-profit
care
providers
had
Far
and
Away
significantly
more
deaths
and
cases
than
the
other
operators
and
so
I'm.
Just
wanting
the
the
minister
to
address
this.
Is
there
a
greater
scrutiny
because
of
these
pretty
challenging
findings
that
people
in
for-profit
seem
to
have
you
know,
are
more
vulnerable
because
of
the
care
provided
in
those
settings.
So
I'd,
like
the
minister
to
respond
to
that
yeah.
G
You
know,
there's
a
high
correlation
of
the
risk
is
is
Associated,
quite
frankly,
with
the
age
and
model
of
the
facility,
so
higher
risk
associated
with
shared
rooms
and
higher
risk
of
you
know
associated
with
with
shared
shared
bathrooms,
so
it
had
it
had
more
to
do
with
the
facility
than
it
did
with
the
necess
of
the
delivery
delivery
model.
So
we've
already
taken
action.
You
know
we
have
invested
in
additional
spaces
and
on
the
new
spaces,
like
significant
number
of
Continuing
Care
spaces.
These
spaces
are
are
not
based
on
that
model.
G
So
I
I,
you
know
we
are
fully
aware
of
the
you
know
the
impact
that
covet
had
and
and
one
other
comment
I'll
make
in
in
this
regard-
and
this
goes
back
to
the
that's.
The
the
great
work
is
being
done
by
the
team
in
terms
of
updating
our
Continuing
Care
Act,
the
the
ACT.
Basically,
you
know,
as
as
you
know,
from
from
your
time
on
the
file.
You
know
five
acts
before
to
be
able
to
be
able
to
govern
all
of
the
services
that
are
being
provided.
G
You
know
in
terms
of
Home
Care,
continuing
care
and
dsls
at
the
various
levels
put
into
one
single
act:
we've
also
improved.
You
know
the
the
the
ACT,
but
in
you
know,
administrative
penalties
as
well
to
be
able
to
so
it's
not
just
from
a
licensing
license
on
or
off,
but
there's
some
administrative
analysis
there.
So
you
have
a
medium
approach
to
be
able
to
address
issues.
We
are
now
working
through
the
regulations
and
again
just
to
be
Crystal
Clear,
even
though
this
has
happened
before,
but
it
will
even
happen
under
the
new
Act.
J
H
Thank
you,
I'll
just
go
with
a
question:
I
guess
regarding
Public
Health
in
the
line
8.1
program
supports
for
population
Public
Health.
Now
that
includes
the
office
of
the
chief
medical
office
of
Health,
who
I
recognize
we
have
here
with
us
today.
I
appreciate
the
work
Dr
Joffrey
has
been
doing
now.
I
just
wanted
to
clarify
in
this
line
item
what
salaries
are
being
included.
H
I
know
that
Dr
joffy
was
originally
foregoing
any
salary
for
this
role,
as
he
was
still
Bound
by
his
contract
with
the
AHS,
so
I
just
wanted
to
clarify
if
that
continues
to
be
the
case
or
if
there
is
salary
included
here
for
Dr
Jaffe
And.
In
regards
to
the
deputy
medical
offices
and
health,
we
know
that
we
had
those
resignations
in
November
in
December,
so
have
those
positions
been
filled
and
therefore
we
have
the
salaries
included
in
this
line.
G
So
so
I
can't
say
that
the
you
know
Dr
joffe
is
is
a
full-time
cmoh
and
then
his
salaries
included
in
this
budget.
At
this
point
in
time,
don't
hear
that
at
this
point
in
time
is
there's
going
to
be
a
change,
so
it's
just
you
know
it
isn't
the
budget,
the
the
salary
for
the
cmoh
and
he's
he's
filling
that
that
role
we
are
also
in
the
in
the
process
of
Recruitment
and
selection
for
a
deputy,
CMO
CMO
H's
in
the
interim.
G
H
Thank
you,
Minister
I,
appreciate
that
clarification
to
you
then,
through
the
chair.
Just
note
also
then
line
8.2
immunization
support.
So
that's
where
immunization
providers
outside
of
AHS
operations,
provincial
vaccine
people,
there
is
a
significant
increase
here,
probably
about
double
the
funding.
Certainly
I've
had
a
number
of
albertans
reaching
out
to
me
about.
You
know
access
to
another
round
of
the
bivalent,
but
that's
not
currently
available,
but
I.
H
G
So
so
we
have,
you
know
up
until
this
point.
You
know:
we've
actually
looked
at
covet
costs
associated
with
addressing
cover
that
was
actually
separate
line
items.
What
we've
been
requested
by
treasury
board,
as
we're
moving
forward
into
you
know,
as
we're
moving
into
endemic
phase,
is
actually
taking
the
coveted
costs
and
putting
it
actually
into
our
budget
line
items.
So
you
will
see,
you
know,
increases
across
about
the
budget,
and
this
is
this
is
one
of
them
sort
of.
G
G
G
H
C
H
G
B
F
Start
off
with
with
me
again,
if
that's
okay,
Minister,
obviously
lots
of
discussion
by
the
premier
South
ministers
around
the
country
about
you
know
how
we
need
the
federal
government
to
step
up
a
little
bit
more
with
their
contributions
to
our
our
provinces
and
on
page
66
of
the
health
business
plan.
It
actually
outlines
the
transfers
from
the
federal
government,
including
the
Canada
Health
transfer.
F
You
know
my
understanding
is:
there
was
a
new
deal
in
which
the
federal
government
promised
they
give
196
billion
dollars
to
the
provinces
over
the
next
10
years.
I'm
just
curious.
If,
if
this
includes
that
money
or
if
not
I,
guess
it's
possible
that
the
budget
would
have
gone
to
the
printers
beforehand.
G
Yeah,
well
thanks
so
much
for
the
for
the
question.
The
the
answer:
is
it
issues
it
in
part?
So
we
we
knew
prior
to
the
budget,
because
the
the
federal
government
had
come
in
and
indicated
that
they're
putting
something
on
the
table.
That
was
a
combination
of
both
a
change
to
the
Canada,
Health
transfer
and
funding
for
specific
shared
interests
and
bilateral
agreements.
G
So
the
the
portion
on
the
Canada
Health
transfer,
which
is
amounts
to
roughly
233
million
in
2324
as
a
one-time,
Canada,
Health
transfer
Top-Up,
is
included
in
the
budget,
as
are
the
the
anticipated
increases
to
the
Canada
Health
transfer.
What's
not
included
is
the
the
additional
dollars
associated
with
a
bilateral
agreement.
G
So
we
are.
We've
had
initial
conversations
with
the
the
Federal
we've
reached
an
agreement
in
principle
in
terms
of
the
the
bilateral
agreement
and
I
know
that
officials
are
are
continuing
to
work
with
them.
You
know
areas
of
that.
You
know,
as
you
know,
we've
talked
about
this
before
we
are
investing
and
transforming
our
system.
We
are
investing
more
in
staff,
so
we
are
investing
more
in
mental
health
and
addictions,
significantly
more
significantly
more
on
primary
care,
and
then
we
talked
about
the
Continuing
Care
transformation.
G
So
these
are
all
items
that
have
been
listed
by
the
federal
government
as
as
potential
areas
for
joint
investment.
So
you
know
we'll
be
working
through
with
them
in
terms
of
the
additional
funding
to
go
into
those
areas
which
will,
quite
frankly,
frankly,
help
us
to
drive
our
changes
faster
because
we're
already
doing
this,
but
this
will
actually
help
drive,
drive
them
faster.
So
you
know,
while
the
dollars
that
the
federal
government
is
putting
on
the
table
is
not
what
the
department
has
asked
for.
D
G
G
You
know
so
we'd
be
looking
as
part
of
this
to
continue.
You
know
to
continue
to
share
data,
and-
and
you
know
we
haven't
worked
out
through
all
the
details
on
that,
but
much
of
the
data
we
already
share
publicly
anyways,
but
to
be
crystal
clear.
This
is
not
sharing
any
personal
or
individual
health.
Related
data
is
performed
data
and,
quite
frankly,
his
performance
data
that
we
already
need
to
actually
measure
our
cells
in
terms
of
the
forms
we're
doing
on
things.
G
Quite
frankly,
we're
doing
already
the
the
addition
of
the
the
additional
funding.
What
that
will
help
us
is
to
accelerate
the
changes
that
we're
going
to
that
we're
going
to
do
so
thankful
for
it
wishes
more,
so
we
could
go
faster,
but
we'll
continue
to
work
on
it.
I'm
looking
forward
to
officials,
you
know
finalizing
agreements
in
the
company
apologize.
B
For
the
interruption,
but
I
must
advise
the
committee
that
the
allotted
time
for
this
portion
of
consideration
of
the
ministry's
estimates
has
concluded
I'd
like
to
remind
committee
members
that
were
scheduled
to
meet
again
today
at
3
30
pm
to
consider
continue
our
consideration
of
the
estimates
of
the
Ministry
of
Health.
Thank
you.
Everyone.
The
meeting
to
church.