Hi. My name is Bill Boese. I guess I'm the story they're talking about. We moved to Fort Vermilion in 1963. I grew up there. My parents started a farm up there. When they retired, they had to go south for health care reasons. With no options up north, they ended up in Red Deer.
I don't think a lot has changed. Several facilities have been built up there since then. They're full. They're extremely hard to get into and it's still happening. The aging parents of a number of my friends are still moving away to live in care facilities. That's what happens up there.
There are dozens of stories such as my family's, and I expect an even higher number on the first nations. They don't want to move away from their family, or their cultural roots as well.
You don't have our notes and we have a few things listed here, so I'll read them out in conclusion.
We recommend the establishment of northern metrics with quantitative and qualitative data that truly reflects realities in northern areas and its specific needs, to promote a sustainable, culturally and gender-sensitive designated senior living facility, especially for the numerically dominant local first nations and Métis people. The Government of Canada should work with their provincial counterparts to actively collaborate to standardize the core datasets and ensure accurate regional data by including northern metrics with a focus on unmet needs and underserved populations.
For the development of a Fort Vermilion and area culturally inclusive DSL facility, a cross-ministry partnership task force should develop a business case with the relevant northern metrics, providing staff with accountability and authority to make decisions in the direction of expanding their circle of influence as opposed to referring responsibilities to other departments. The business case would provide scenarios on a culturally inclusive facility that promotes sustainable, culturally and gender-sensitive DSL facility development, especially for the numerically dominant local first nations and Métis people. The business would include innovative public and private partnership options and incorporate employee retention and attraction strategies.
We would like to be one of the 100 recipients that Mr. Keith Conn referred to in the May 24 meeting in which he mentioned a grant-like arrangement for a 10-year period to respond to community needs based on their priorities. The business case would consider economic development options within the facility and/or with service provision options. The business case would include options to provide the right level of service at the right time for the right patient.
Address the gaps in information data. We need a solution to resolve the immediate need for a DSL facility in Fort Vermilion.
Third, to build capacity in the health care workforce, there is a strong need for federal and provincial governments to increase commitment for training and outcomes in rural and northern regions. Employment attraction and retention can link to entrepreneur development by privately providing services.
We have a good example of that up north right now where an entrepreneur has gone out and is building ready-to-move houses. They're being built by people on the reserve to be moved back onto the reserve. That's a really good example of what could happen if we can do it.
Additional training can support first nations' capacity to efficiently deliver health care in their communities.
Lastly, the quantitative direct benefits would be datasets relevant to the region; strategies to incorporate traditional and non-traditional partners into a sustainable facility; a sense of local ownership, employment, and entrepreneur development opportunities; a sense of indigenous pride by incorporating inclusive values in the facility and study development; and promotion of aging with dignity and the promotion of the Fort Vermilion and area DSL facility as a model for other isolated or remote rural northern Canadian communities.
In addition, opportunities exist to develop partnerships with the private sector for corporate funding and branding, and with regional community colleges offering skills training in the required jobs.