Thank you. I'll try to do it quickly and cover both reports, if I may.
With regard to the Public Health Agency of Canada and Public Services and Procurement Canada with Health Canada, the agility and responsiveness that we saw there I would outline in four ways.
There was a long-term national supply and demand model that was developed in order to determine the needs across the country. That model was then used to help inform bulk procurement and make it more accurate. We saw the Public Health Agency of Canada move to bulk procurement, which was led by Public Services and Procurement Canada. They took on some additional risk, but they were able to secure large amounts of equipment in a very competitive market where supply was often not keeping up with demand.
The third thing we saw was that the Public Health Agency of Canada outsourced a great deal of its warehousing and logistics in order to deal with this massive amount of volume, and they did that in a temporary way, because it is just surge capacity.
Finally, after the issues about managing who had what in which stockpile provincially and territorially, we saw the provinces and territories collaborate with the federal government on a scarce resource allocation strategy. There was the issue of deciding how would they equitably distribute what was received across the provinces and territories when the purchases were just not meeting the demand. All of that was evolving and continued to improve throughout the pandemic.
With regard to to Indigenous Services Canada, the responsiveness we saw there was that they were actually able to meet all of the personal protective equipment requests from indigenous communities. They too developed a tool—a calculator—to figure out how much every community might need, and they streamlined processes and increased the pipeline of workers. While it didn't meet the surge, they still were able to increase how many health care workers were in communities.