UCP MLA calls AHS ‘bloated’ and ‘underperforming’
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Summary
My thoughts on the current state of Alberta's healthcare system, including the lack of a vaccine for the Co-Osteogenesis Imperfecta Virus (COVID), and the lack of a plan to deal with it.
Transcript
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Hello everyone, MLA Pete Guthrie here. I'd like to take the time to share some thoughts on the
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state of Alberta's healthcare system. Obviously, this is a huge topic of conversation for everybody
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and you don't have to be an expert to see the problems developing. These thoughts are my
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personal opinion and ones that I've been wrestling with for months, especially as I talk to more and
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more of my constituents. And as one might expect, there's been a broad range of opinion, even within
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my own caucus. We are now closing in on two years dealing with COVID. And over this time, we went
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from zero data, no vaccine, and really no visible plan on how to deal with the situation, to now
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having data from all over the world, experiential evidence, and a vaccine. Yet, we seem to be in a
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circular loop. Even at a 90% inoculation rate in those 12 and older, we struggle with capacity and
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AHS seems to recite the same recycled ideas, including masking, passports, and other various
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restrictions. If you recall, back in September, I questioned the use of vaccine passports as they
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are divisive and possibly ineffective in stopping transmission. And I also questioned the waning
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efficacy of these vaccines. Data from around the world was showing reduced efficacy over time,
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and yet I don't feel that our health leaders adjusted to this evidence. Since this pandemic
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started, Alberta has not developed any protocols to treat COVID symptoms. Even now, the current
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recommendation is to wait and see if your health improves, and if not, head to the hospital if
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symptoms get severe. In fact, a great deal of effort has gone into deterring patient treatments,
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those that may help boost one's immune system and fight the virus. AHS and the College of Physicians
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have penalized, suspended, and even revoked licenses of those Alberta doctors trying to find a treatment,
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including antiviral medications that may help a patient avoid sickness.
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This is a very unusual response because doctors require every means at their disposal to treat their
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patients. So limiting their tools is counterproductive. It would seem to me that if we had a focus on early
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treatment, the health system would reduce incoming traffic, which would have a positive impact on
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capacity limitations. This seems logical to me anyway. Our government has piled billions of additional
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dollars into the healthcare system. AHS hired more doctors and nurses, yet healthcare capacity declined,
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and surgical wait times increased immensely, with outright cancellations to boot. It has since improved,
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but as of last September, we had a decline in functional capacity, that which considers labor, of over 50%
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for bids in general, and a 40% decrease in ICU capacity. But this is prior to the imposition of the
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recent mandatory vaccination policy. But furthermore, with greater than $12 billion in new investment,
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AHS is a laggard in R&D. The apparent policy seems to be deny, deny, deny, until research from around the
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world becomes mainstream and one cannot deny any longer, then accept. Needless to say, AHS has not adapted
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well. Prior to COVID, many boasted about Canada having one of the greatest healthcare systems in the world.
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But when put through a stress test, even with a virus that has a very high survival rate,
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it has not held up to expectations. When looking at other jurisdictions south of the border, for instance,
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we observe significantly higher ICU capacity, in the order of two, three, or four times hours on a per
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capita basis. And in a report by the Fraser Institute, Canada ranked second behind Switzerland
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as the most expensive universal healthcare system in the world, but among the bottom on performance.
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This, in my view, reinforces the need for reform. And I'm, you know, not being critical here of
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frontline workers who have chosen these admirable professors. You know, they work in a stressful
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environment and they do a job that most cannot do, and I'm thankful for their dedication. In fact,
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I've had contact with many healthcare workers, pre-COVID and now, and they too express considerable
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frustration dealing with a stifling system. They talk about a bureaucracy that is resistant to change,
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countless managers and supervisors, to the point where they're not always certain who does what,
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and what their roles and responsibilities are. And it's the the frontline workers that we should look to for
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suggestions on implementing and making improvements to a failing system. Yet, many tell me they are not heard,
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their ideas not given proper consideration, and at times they are criticized for attempting to have debate or
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challenge certain policies. And with that point, I can commiserate. To be open, pre-COVID, immediately
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after we were elected, myself, as well as other MLAs, felt that changes within the upper management of AHS
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should have occurred. We felt that AHS was a bloated, underperforming entity that required
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transformation. And culture cannot be changed under the same ingrained management structure. And with
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the uninspiring performance of AHS over the last two years, right or wrong, that sentiment still holds
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with me. In my opinion, we should immediately begin looking for high-caliber candidates from outside of AHS.
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We require new and fresh conversations. Some will say this has been tried before at AHS and it was
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unsuccessful. They say the system is too big to change or that the timing is not right. Well, I disagree
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wholeheartedly. One does not leave a struggling system to continue struggling because it is too big to change.
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We have a responsibility to do our best. At the very least, we should be bringing in outside professional
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consultants to provide a new perspective at AHS and equip government with a second opinion.
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We are in turbulent times and governments across the country and around the world to varying degrees
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implemented unpopular policies to maintain healthcare capacity in the name of the well-being of their
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citizens. Why could we not have activated private options instead of cancelling surgeries,
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which left some doctors idle? Many of the larger hospitals in the province were handling COVID,
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but there were operating rooms in other regions that were completely underutilized.
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And could we not have put out an RFP, provided physicians with the necessary operating space
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and used public dollars to pay for those privately conducted procedures?
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You know, there are those that might say that this strategy would be in conflict of the Canada Health
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Act and that the Trudeau government would not support it. But in times such as these,
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why would any Prime Minister, let alone this one, try to stop life-saving procedures because of who might
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perform the operation? It is important that we have faith and trust in our institutions, faith in our
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medical system, faith in our government to do the right thing when it is necessary to do so. To satisfy that
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trust, changes are sometimes necessary. We must endeavor to generate confidence, not fear.
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This is a difficult topic, but we all have a part to play in getting it right. So please share your
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thoughts and ideas on what we could do to improve services at AHS or to improve our response. I would
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like to hear your opinions. If you want to provide some feedback direct to my office, please feel free to
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send it to airdrie.cochran at assembly.ab.ca. Thank you for listening.