ELDERS CARE FACILITY - Listuguj Mi’gmaq Governmentlistuguj.ca/wp-content/uploads/2019/12/ELDERS-CARE... · 2019. 12. 13. · Approved by Bassem Abdrabou, P.Eng, M.A.Sc General Manager

Elders Care Facility December 13, 2019 Listuguj, QC Request for Proposal -----------------------------------------------------------------------------------------------------------------------------------

1 Listuguj Health and Community Services Listuguj Mi’gmaq Government

ELDERS CARE FACILITY Listuguj Health and Community Services

Listuguj Mi’gmaq Government

Request for Proposal

Date December 13, 2019

Closing Date Jan. 24, 2020 - 10:00 AM Atlantic time

Approved by Donna Metallic Director of Health, Health and Community Services

Approved by Bassem Abdrabou, P.Eng, M.A.Sc General Manager/ Advisor, Capital & Infrastructure

Prepared by Wessam Toulan, PMP Project Manager, Health and Community Services

Listuguj Health and

Community Services



OUTLINE:

PART 1: INFORMATION AND INSTRUCTIONS TO BIDDERS ……..(Page 4 – 14)

1. OBJECTIVES

2. BRIEF PROJECT OVERVIEW

3. THE OWNER REQUIREMENTS

4. SITEMAP

5. SCOPE OF WORK

6. BID SUBMISSION FORM AND CONTENT

7. BID VALIDITY PERIOD

8. SIGNATURE OF THE SUBMISSION

9. PRICES

10. COST OF PREPARING THE BID

11. TRANSMISSION

12. PLACE OF SUBMISSION

13. BID SUBMISSION CLOSING DATE AND TIME

14. CORRECTION AND WITHDRAWAL OF A SUBMISSION FILE

15. RECEIPT AND OPENING

16. PRESENTATION

17. BID ANALYSIS

18. BID EVALUATION

19. PROHIBITION ON COMMUNICATING WITH MEMBERS OF THE EVALUATION COMMITTEE

20. ACCESS TO INFORMATION

21. ESSENTIAL DOCUMENTS TO BE INSERTED IN THE TENDER ENVELOPES

22. ACCEPTANCE AND REJECTION OF BIDS

23. DISCONTINUATION

24. COMPLIANCE WITH APPLICABLE LAWS, RIGGING, INFLUENCE PEDDLING AND CORRUPTION

25. COMPLIANCE WITH BUILDING CODE

26. LIST OF SUBCONTRACTORS

27. COMMUNICATIONS

PART 2: ADMINISTRATIVE CLAUSES…………………..……………….(Page 15 – 22)

1. DEFINITIONS

2. INTERPRETATION

3. PLACE OF AWARD OF THE CONTRACT

4. INTELLECTUAL PROPERTY

5. CONTRACT SCOPE

6. AVAILABLE DOCUMENTS

7. KNOWLEDGE OF PROJECT SITE



8. LAWS AND REGULATIONS

9. PERMITS AND AUTHORIZATIONS

10. TAXES

11. INSURANCE

12. MEETINGS

13. DELIVERABLES

14. PROJECT TARGETED DATES

15. DEFAULT BY THE CONSULTANT

16. CONTRACT TERMINATION

17. TERMS OF PAYMENT AND ACCEPTANCE OF DELIVERABLES

PART 3: BID FORMS……………………………………………………………(Page 23 – 33)

1. IDEENTIFICATION FORM

2. SUBMISSION FORM INCLUDING BILL OF QUANTITIES/BIDDER’S SCHEDULE

3. COMPANY RESOLUTION FORM

4. CERTIFICATE OF BIDDER’S PROBITY

PART 4: APPENDICES……………………………………………….…………(Page 34 – 37)

APPENDIX A: LAND DRAWING

APPENDIX B: LISTUGUJ STUDIES



PART 1: INFORMATION AND INSTRUCTIONS TO BIDDERS



1. OBJECTIVES

Obtain bids/proposals in compliance with LMG tender policy from interested consultant firms to

carry-out the Concept design, Cost Estimates, Detailed design/Contract Documents and Tender

administration/supervision fees for Elders Care Facility Project in Listuguj, Quebec.

2. BRIEF PROJECT OVERVIEW

The Listuguj Mi’gmaq Government (LMG) found that the need for an Elders Care Facility within the

community is mandatory, to address the health, social and linguistic needs of the ageing Mi’gmaq

population, in accordance with Mi’gmaq values and cultural traditions. This will provide culturally

adapted care for Mi’gmaq Elders from Listuguj and Gesgapegiag.

On 2012, the project was studied by one of the consultant firms and concept design was

developed, however the project was kept on hold and the proposed land has been changed.

Now LMG want eagerly to bring this project into reality. And proceed with the construction as

soon as possible.

3. THE OWNER REQUIREMENTS

The Building shall be divided into 5 compartments as the following;

1- Reception and Administration offices

Of total area around 140 m² and shall include the Main Reception, Gift Shop/Display Area,

Public washrooms, Administration and Accountant offices, Filing Storage Room, Multi-

function office, Staff washroom and Conference room.

2- Common Shared rooms/areas

Of total area around 240 m² and shall include Multi-Purpose/Chapel Room, Main Dinning

Area, Main Kitchen, Housekeeping, Hair Saloon, Resident Workshop and Storage Room.

3- Building Support Services

Of total area around 120 m² and shall include Environmental Services Office,

Housekeeping Closet, Soiled Laundry and Wash Area, Clean Laundry, Drying and Sorting

Area, Housekeeping Central Supply Storage, Refrigerated Garbage, Recycling Room,

Resident Storage Area.

4- Resident rooms and Services

shall include (but not limited to) the following;

Option 1: 15 Bedrooms with attached bathroom (Room area around 22m²)



Option 2: 21 Bedrooms with attached bathroom (Room area around 22m²)

Bariatric Unit with attached bathroom, Equipment/Oxygen Room, Examination Room,

Medication Room, Nurse Station, Doctor's Office, Nurses' Office, Staff Room, , Conference

Room, Staff Locker Room, Servery Kitchen, Residents Living Room, Residents Activity

Room, Quit room, Female/Male staff washrooms, Female/Male Staff Shower and

Washrooms, Resident Shower, Tub Rooms and Bath, Female/Male Resident Washrooms,

Clean Utility Room, Resident Care Supply Room, Linen room, Soiled Utility Room, General

Storage Room.

Total Area for Option 1 (including the above-mentioned rooms) is around 700 m²

Total Area for Option 2 (including the above-mentioned rooms) is around 830 m²

5- Service rooms

Shall include (but not limited to) Mechanical Room, Electrical Room, Communication

Room, Sprinkler Room, Generator Room, Shipping and Receiving Room, General Storage

Room, Furniture and Equipment Storage Room, Maintenance Workshop, Maintenance

Office, Maintenance Storage Garage.

▪ External Area

o Visitor Parking of area around 200 m²

o Staff Parking of area around 600 m²

o Courtyards of area around 900 m²

❖ Bidders to note that the above shown areas are indicative and for information only, It is

the Bidders/Consultant responsibility to develop a new and fit for purpose design to fit in

the new land.

❖ No claim shall be made against the Owner for misinterpretation of these information.

The following requirements to be also considered in the design;

1. Natural Light to be considered for the Resident rooms, Staff rooms, Administration offices

and Dinning room

2. Dinning room to accommodate 40 persons (Patient + Staff) and 25 Visitors

3. Bariatric Unit to consider handicapped Standards and track from bed to washroom to be

provided

4. Nurse Care Station to provide unobstructed vision of corridor and 4 work stations to be

considered

5. Tub room to be provided by special lift for tub

6. Activity room to consider Exercise equipment



7. Storage rooms to be fitted with shelves

8. Equipment storage room to be of sufficient space to accommodate wheel chairs and

stretchers, ….etc.

9. Refrigerated garbage to be fitted with 5 Carts of size 32”x 52” for garbage and soil linen

10. Services rooms such as (Mechanical, Electrical, Generator, Shipping and Receiving,

Maintenance storage garage,….etc.) to be accessible from inside and outside the building

11. Generator preferred to be external (if possible)

12. Maintenance storage garage to be fitted with lawn tractor, snowplows, any other

maintenance equipment

13. Court yard to consider the following;

• Accessible from resident house and adjacent to Dinning room

• Exposed to sun light and to be provided by shaded areas and fountains

• Inclusion of Plants such as cedar, spruce, sage, sweet grass, and any other plants

• Adjacent to Dinning room for BBQ

14. Future expansion to be identified on the drawings in dotted line, considering the

connection with the initial building

15. To consider Ambulance and Coroner bay

16. Provide a design feasible to be constructed easily without complications

17. To provide cost effective design

4. SITEMAP

Figure 1



Figure 1 shows the recently proposed land for the project. The initial design concept was

developed for a previous land.

5. SCOPE OF WORK

The scope of work will be divided into 3 stages

- Develop the concept design for LMG approval

- Detailed Design Package/Contract Documents

- Tender Administration and Site Supervision

The Concept design should include (but not limited to) the following;

- Proposal/layout for option 1 with preliminary cost estimate

- Proposal/layout for option 2 with preliminary cost estimate

For more details, refer to the BOQ Form, which is available in “Part 3: BID FORMS”

It is possible that some items on the bidding slip may be partially or completely removed from the

tender following the opening of the bids. The Bidder must take this into account in preparing its

bid. This modification shall not give rise to any claim on the part of the Bidder.

6. BID SUBMISSION FORM AND CONTENT

Bidders must demonstrate that they have sufficient capacity to manage and perform all consulting

services and produce all the required deliverables within the project schedule/Bidder’s Schedule.

The Bidder's bid must be submitted in a sealed envelope and clearly identified using the

identification labels provided in "Part 3: BID FORMS", and shall include (but not limited to) the

following documents:

1. The Bidder's presentation document to evaluate the bid quality

2. The Bidder's Experience in previous and similar projects

3. The experience of the proposed team

4. Methodology and project organization

5. Insurances as explained in “Part 2: ADMINISTRATIVE CLAUSES”

6. Commitment to start design upon award of contract and to meet the schedule outline in the

RFP documentation

7. Contact Person for the purpose of RFP

8. Quotation for the Professional Service agreement as explained in the scope of works, Bill of

Quantity form is provided in "Part 3: BID FORMS"

9. Schedule of hourly rates

The Bidders shall ensure that all Addendums are included and considered in their submission



➢ Submission Cover Page:

A copy of the identification label is available in "Part 3: BID FORMS". No other information should

appear on the envelope.

The Bidder must ensure that its bid is signed and dated by the receiver. If a submission is not duly

signed and dated by the person responsible for receipt proving the date and time of receipt, it will

not be opened and automatically rejected.

All submissions shall be in English language

The above requirements are mandatory. Non-compliance to these requirements will result in

disqualification of the relevant bidder

7. BID VALIDITY PERIOD

The bid validity period is fifty (50) calendar days from the bid opening date indicated in this

document. Any Bidder who, at the end of the bid validity period, has not been notified in writing

by the Owner that its bid has been accepted may withdraw it at the end of that period.

The Owner reserves the right to use the entire validity period of the bids to analyze the bids and to

award or not the contract.

8. SIGNATURE OF THE SUBMISSION

The bid forms must be duly signed by the Bidder's authorized representative(s). The latter must

initial all pages of the submission form.

If the Bidder is a company not incorporated by law, all partners or a proxyholder authorized to do

so by notarial or private power of attorney must sign the bid. In the latter case, the signature of

the power of attorney must be attested by a person authorized to receive the oath.

If the Bidder is a company or corporation, the bid must be accompanied by a certified copy of a

resolution of the Board of Directors authorizing the appropriate persons to prepare and sign the

bid and any other documents required by the Owner. The resolution must contain the full names

and functions of these persons recognized by the company.

9. PRICES

All bids submissions should be a fixed price.

The tendered fixed prices are fixed for the entire duration of the contract.



The submitted fixed prices include labour, expertise, subcontractors, reproduction and printing

costs provided by the Bidder and, in general, all costs to be incurred in carrying out the mandate as

well as profits, overheads, taxes and all other related expenses, excluding the federal goods and

services tax (GST) and the Québec sales tax (QST).

In the event of an error or omission, the Owner shall reconstruct the Bidder's bid form as follows:

- In the event that the bid is composed only of fixed prices, the total amount of the bid must

equal the sum of these prices;

- In the event of an addition error to establish the total amount of the bid, the sum of the

totals of the various items prevails.

10. COST OF PREPARING THE BID

The Bidder is not entitled to any compensation for any costs incurred in preparing its bid or

obtaining the tender document.

11. TRANSMISSION Bids must be submitted in four (4) copies (one (1) original and three (3) legible copies) and must be

in ink or typed on the "SUBMISSION FORM" provided in "Part 3: BID FORMS", and signed separately by the Bidder. The submission must only be submitted in paper form. Submissions sent by fax or email will not be considered.

12. PLACE OF SUBMISSION

All submissions shall be submitted to;

Listuguj Health and Community Services

6 Pacific Drive,

Listuguj, Quebec

GOC 2RO

13. BID SUBMISSION CLOSING DATE AND TIME

All Submissions should be received before 10:00 AM Atlantic time on January 24, 2020



No Submissions will be received after this time.

Bidders to consider that LMG offices will be closed from December 23, 2019 until January 03, 2020

for Christmas holidays.

14. CORRECTION AND WITHDRAWAL OF A SUBMISSION FILE

The Bidder may correct, amend or withdraw its bid only by sending written notice to that effect in

a clearly identified envelope addressed to the Owner, before the closing time and date set for

receipt of bids, without alienating its right to submit a new bid within the time set. To be valid, this

notice must be signed by the same person who completed the submission.

However, The Bidder may not modify or withdraw its bid after the bid opening time and during the

entire bid validity period.

15. RECEIPT AND OPENING Submissions will be opened after the submission closing date and time. Bidders will be disclosed by the Owner's representative.

16. PRESENTATION

The Bidder must submit a bid that complies with all the requirements of the bidding document and

addenda. Any deletions or corrections made to the submission form must be initialled by the

person(s) authorized to sign the submission.

The submission must be submitted in English.

17. BID ANALYSIS

The Owner and its representatives will review the bids received by verifying the eligibility of the

Bidders and the compliance of their bids.

The evaluation committee will carry out the evaluation of the bids based on the factors mentioned

in the “BID EVALUATION”. The committee will determine, in a private open discussion, the extent

to which each bid meets the requirements of the established criteria and will evaluate them based

solely on the information they contain. It is therefore essential that the Bidder develops, in a

precise and orderly manner, in its presentation document, the elements of response to the criteria

established by demonstrating for each of them what makes it capable of carrying out the mandate.



18. BID EVALUATION

The Owner will be solely responsible for the decision and selection of the successful bid, the owner

reserves the rights to accept any or all parts of the proposals. The bidders will be evaluated based

on the following criteria;

1. Bidders experience in previous and similar projects specially with Mi’gmaq First Nation,

Bidders project management and technical team and Bidders experience with

Federal/Provincial government regulations…………………………………………………………….20%

2. Price evaluation……………………………………………………………………………..……………………....60%

3. Time line evaluation…….……….……………………………………………………………….………………..20%

All Bidders to note that all Bids should be prepared and will be evaluated based on LMG tender

policy.

19. PROHIBITION ON COMMUNICATING WITH MEMBERS OF THE

EVALUATION COMMITTEE

A Bidder may not, in any way, attempt to contact the members of the evaluation committee in

order to influence them on the bidding process and its bid.

20. ACCESS TO INFORMATION

The Owner reserves the right to communicate to others the information contained in the

"SUBMISSION FORM" provided in "Part 3: BID FORMS.

21. ESSENTIAL DOCUMENTS TO BE INSERTED IN THE TENDER ENVELOPES

Before submitting its bid, the Bidder must ensure that it has inserted the following documents in

the envelopes:

1. Submission form

2. Bidder's presentation

3. Quotation; Bill of Quantities

4. Bidder’s Schedule



5. One (1) certified copy and three (3) copies of a resolution of the Board of Directors

authorizing the appropriate persons to sign the bid and any other document required by

the Owner;

6. One original and three (3) copies of the Certificate of the Bidder's of Probity

7. One original and three (3) copies of proof of civil and professional liability insurance

For each of the required documents, the Bidder must comply with the specific requirements of the

tender documents.

All forms are provided in "Part 3: BID FORMS", and should be signed by the authorized person.

22. ACCEPTANCE AND REJECTION OF BIDS

The Bidder must ensure that the bid it submits complies with the requirements of this document,

as any of the following defects automatically results in the rejection of the bid:

1. Absence of any of the essential documents required

2. Absence of signature of the authorized person(s) on an essential document to be signed

3. Any deletions or corrections made to the prices submitted and not initialled by the

authorized person

4. Any conditional or restrictive submission

5. Failure to comply with the place, date and time limit set for the receipt of bids

6. Failure to comply with any other conditions indicated as essential in the tender

document

Any bid that is deemed unbalanced or does not contain all the information required to analyze and

compare bids may be rejected.

23. DISCONTINUATION

The Owner reserves the right to discontinue this RFP at any time either before or after the

completion of the evaluation process.

24. COMPLIANCE WITH APPLICABLE LAWS, RIGGING, INFLUENCE PEDDLING AND CORRUPTION

The Owner intends to take appropriate measures to fight intimidation, influence peddling and corruption.



By filing the duly signed "Certificate of the Bidder's Probity" form available in “Part3: BID FORMS”,

the Bidder certifies that it has not engaged in any acts of intimidation, influence peddling,

collusion, corruption or arrangement with a competitor that are contrary to the Competition Act

(R.S.C. 1985 c. C-34) issued by the federal government, including the prices, methods, factors or

formulas used to establish prices, the decision to submit or not submit or withdraw a bid, and the

submission of a bid that does not voluntarily meet the specifications of the call for tenders.

25. COMPLIANCE WITH BUILDING CODE

All bidders have to comply with Health Canada requirements and the latest version of the

National Building Code of Canada including (but not limited to) all applicable federal,

provincial, municipal or territorial laws.

26. LIST OF SUBCONTRACTORS

The Bidder's bid must be accompanied by a list of subcontractors it intends to use to carry out the

mandate.

Before signing the contract, the Owner requires the selected Bidder to provide a complete list of

all subcontractors with whom it has agreed to entrust part of its work and the prices submitted for

each of them, refer to “SUBMISSION FORM” provided in “Part 3 : BID FORMS”

27. COMMUNICATIONS

All correspondences and inquiries to be sent to the Project manager; Wessam Toulan

E-mail: [email protected]

Copied to the General Manager of Capital and Infra-structure; Bassem Abdrabou


And to the Director of Health, Health and Community Services; Donna Metallic


Response to inquiries will be sent to all bidders for a fair evaluation process.

mailto:[email protected]





PART 2: ADMINISTRATIVE CLAUSES



1. DEFINITIONS

• The Contract

Includes all the tender documents and all addenda sent to the bidder, the bid documents

submitted to and accepted by the Owner, the documents establishing the conditions of such

acceptance and entrusting it with the execution of the entire Mandate.

The Contract shall be subject to all applicable federal, provincial, municipal or territorial laws.

• Addenda/Addendum

Amend in the tender documents before the tender submissions’ opening.

• Letter of Award

The document by which the Owner awards the contract to the Bidder.

• The Owner

Listuguj Health and Community Services.

Listuguj Mi’gmaq Government (LMG)

• LMG


• Mandate

Functions or charges entrusted by the Owner to the Agent or Tenderer to carry out the tasks

described or expected as detailed in the “Scope of works and Deliverables” and BOQ form.

• Project Manager

Person responsible for the execution of the contract from the Owner side.



• The Bidder

The interested Consultant engineering Firms in submission of their Proposal/bid for the design and

supervision of the Elders Care Facility

• The Consultant

The successful Bidder which entered into agreement with the Owner to provide the professional

service agreement described in the “Scope of works and deliverables”.

2. INTERPRETATION

The Owner's obligations and liabilities to the Bidder are defined in the contract. The Owner does

not assume any obligation or liability that is not formally mentioned in this contract document.

The contract documents complement each other and shall be interpreted in the following order:

1. Contract

2. Addendums

3. Submission Form

4. Information and instructions to bidders

5. Administrative clauses

3. PLACE OF AWARD OF THE CONTRACT

The district where the Owner's place of business is located.

4. INTELLECTUAL PROPERTY

The Bidder acknowledges that any intellectual or material works it designs or produces on behalf

of the Owner under the Contract are the sole property of the Owner. He hereby assigns all his

intellectual property rights in the works produced under the contract in addition to waiving all his

moral rights to the Owner. He also undertakes not to use them without the Owner's authorization

and, when required by the Owner, to sign any document confirming his exclusive ownership rights

over such works.



5. CONTRACT SCOPE

The scope of the contract is defined in “Scope of works and deliverables” and detailed in the BOQ

Form, which is available in “Part3: BID FORMS”

6. AVAILABLE DOCUMENTS

Available documents attached in the appendices are for information only. It is the Bidder's

responsibility to develop new concept design to fit in the new land. No claim shall be made against

the Owner for misinterpretation of these plans.

7. KNOWLEDGE OF PROJECT SITE

The Bidder shall visit the proposed site and have full knowledge of its nature, importance and

geographical location, the works to be carried out, and must consider in preparing its bid all

provisions, circumstances, general and local conditions that may affect the execution and price of

the works, as well as the time required for the execution of the works.

8. LAWS AND REGULATIONS

The Bidder must comply with all regulations, laws and orders in council of federal, provincial or

municipal governments and agencies that apply to the work it performs.

9. PERMITS AND AUTHORIZATIONS

The Bidder must obtain all permits and certificates of authorization required to carry out the

described works.

10. TAXES

The Owner is exempt from the Goods and Services Tax (GST) and the Quebec Sales Tax (QST) since

the work site is located in an Aboriginal community.

Therefore, the prices presented in the bidding form must be tax-exempt.

A tax exemption letter will be sent to the awarded consultant.



11. INSURANCE The Bidder must include in its proposal proof of civil, professional and automobile liability

insurance. This proof must be issued by the Insurer for the specific purposes of this mandate and

must include a minimum coverage of two million dollars ($2,000,000) per event.

12. MEETINGS

The Consultant and the Owner shall hold meetings at appropriate times to report on the situation and coordinate the progress of the mandate. The meetings will be in Listuguj and in English. The Bidder shall

submit, after each meeting, a written report in English to the stakeholders.

At a minimum, the following meetings are to be expected: -

• Contract Start-up and Award Meeting

• Coordination meeting for analysis and concept design discussions

• Meeting to coordinate and present plans and specifications with cost estimates at different

stages

13. DELIVERABLES BIDDER’S SCHEDULE shall consider the target dates/time limits specified in the "PROJECT

TARGETED DATES’’ which is provided in the “ADMINISTRATIVE CLAUSES” (Page No.20).

Deliverables shall be sent to the Owner within the time limits submitted in the "BIDDER’S

SCHEDULE’’ by the successful bidder. (BIDDER’S SCHEDULE form is available in “Part 3: BID

FORMS”)

The content of the deliverables is described in the “Part 2: INFORMATION AND INSTRUCTIONS TO

BIDDERS’’.

Deliverables must be sent in both signed Hard copy and electronic formats to the owner.

Reports, studies and specifications should be submitted in paper format size A4 bound in two (2)

copies, and electronic format in PDF format and in Word (. docx) format.

Plans must be submitted in paper format size A1, and electronic format in PDF format and in

AUTOCAD (. dwg) format.

Electronic formats may be submitted by email.

All deliverables are subject to the Approval of Listuguj Mi’gmaq Government (LMG)/Listuguj Health

and Community Services.

All deliverables must be in English.



14. PROJECT TARGETED DATES

The below schedule shows the Project targeted dates, the bidders should consider these dates.

Time line will be evaluated based on the dates submitted by the bidders “BIDDER’S SCHEDULE”,

form is provided in “Part 3: BID FORMS”

Whenever the Bidder anticipates or notices a delay in the program so established, it must

immediately notify the Owner in writing, stating the reasons for the delay, its probable duration

and the measures it intends to take to remedy it.

The receipt by the Owner of this project schedule or a notice of delay does not reduce the Bidder's

contractual obligations and responsibilities.

PROJECT TARGETED DATES

SN. Description Dates

Stage 1

1 Bid Submission Closing Date 24-Jan-20

2 Consultant Appointment "Contract Award" 07-Feb-20

Stage 2

1 Develop Concept Design, Building Layout and Class "D" Cost Estimate

28-Feb-20

Stage 3

1 Preliminary design 13-Mar-20

2 Plans and specifications 66% with Cost Estimates 03-Apr-20

3 Plans and specifications 99% with Cost Estimates (Class A Cost Estimate and design report)

01-May-20

4 Plans and specifications for construction 08-May-20

Stage 4

1 Contractors Tender Close 05-Jun-20

2 Contractors' Bids review and recommendations 12-Jun-20



15. DEFAULT BY THE CONSULTANT

When the Consultant does not comply with the conditions of the contract such as (but not limited

to) the following:

• Delay in starting the described scope of works

• Not complying with the Project Schedule/Bidder’s Schedule submitted to the Owner.

• Not complying with the contractual deadlines

• Not complying with the requirements, laws and regulations

• Assigns third parties not designated as provided for in the contract without prior consent

of the Owner

Upon the Owner’s notification, the Consultant should take an immediate action and submit to the

Owner the measures to be taken and the corrections required and then fix the number of days

within such measures and corrections are to be undertaken, carried out and completed, without

modifying in any way the contractual time limits.

Where the Consultant fails to take immediate action, corrections and measures to bring the

schedule back inline with the contractual time limits, the Owner may terminate the contract in

accordance with clause "CONTRACT TERMINATION"

16. CONTRACT TERMINATION

The Owner has the right at any time to terminate the contract, in whole or in part, before or after

the commencement of its performance.

When the Owner decides to terminate the contract, it must notify the Consultant in writing and

indicate the effective date.

Upon receipt of such notice, the Consultant shall:

1. Submit all the work done; reports and specification in word format, drawings in dwg

format

2. Cancel all contracts with subconsultants

3. Continue, complete and submit the parts of described work that have not been

terminated, if any.

On the date specified in the notice of termination, the Owner, with the assistance of the

Consultant, shall make an inventory of all the work performed, those terminated and those to be

continued, if any.

Following this inventory, the Owner takes possession of all the works as they were then

completed. The Consultant shall be entitled to all fees, disbursements and sums representing the

actual value of the services rendered up to the date of termination of the contract.



The Consultant is not entitled to any compensation for loss of earnings and anticipated profit, in all

cases of termination of the contract by the Owner.

17. TERMS OF PAYMENT AND ACCEPTANCE OF DELIVERABLES

Invoicing and contractual documents will be drawn up in the name and for the attention of the

Owner and then sent to the above-mentioned address. The Owner will make monthly progress

payments upon presentation of supporting evidence and after approval by the Owner's project

manager. Payment will be done within 45 days after invoice approval.

Deliverables submitted to the Owner must be accepted in writing by its authorized representative

and to its complete satisfaction. In case of dissatisfaction, payments will be withheld until the

deliverable fulfill the Owner’s expectations.



PART 3: BID FORMS



1. IDENTIFICATION FORMS

1A. IDENTIFICATION FORM ON THE SUBMISSION ENVELOPE

Fill in the requested information, and affix it on the submission envelope.



SUBMISSION ENVELOPE

PROJECT: ELDERS CARE FACILITY

BIDDER’S NAME: ____________________________________________

BIDDER’S ADDRESS: __________________________________________

Attention: Wessam Sedeek, PMP, Project Manager

SUBMISSION ADDRESS:

Listuguj Health and Community Services.

6 Pacific Drive,Listuguj, Quebec

GOC 2RO

SUBMISSION RECEIVED

TIME DAY MONTH YEAR INITIAL

NO SUBMISSIONS WILL BE RECEIVED AFTER 10:00 AM (ATLANTIC TIME) ON JAN. 24, 2020



2. SUBMISSION FORM


Listuguj Mi’gmaq Governmnet Project: Elders Care Facility

SUBMISSION MADE BY (Bidder)

BIDDER'S ADDRESS

PHONE

FAX

E-MAIL ADDRESS

After having read the complete tender document, carefully read, examined and understood the

conditions and requirements of the contract to be awarded, the Bidder undertakes to provide the

Owner, the Listuguj Health and Community Services / Listuguj Mi’gmaq Government, with the

services described in the tender documents, including but not limited to all labour, expertise,

materials and services required for a complete project, at the price submitted, within the

prescribed time limits.

By initialing all pages, the Bidder, through its signatory, certifies that it has carefully examined the

premises, the form of the contract, the terms of reference, the bidding documents, including each

section of this document, as well as any other documents inclusively and not inclusively indicated

in this document required for the proper performance of the work, and the addenda Nos.:

ADDENDUM NO. DATE

SUBMISSION FORM- PAGE 1/5



The Bidder, by filing the " CERTIFICATION OF THE BIDDER'S PROBITY " with its bid, certifies that its

bid was prepared without collusion and without having in any way, directly or indirectly,

communicated, compared or exchanged information, entered into an agreement or other

arrangement with a competitor, including with respect to:

1) At the price;

2) The calculation methods used to establish prices;

3) The decision to bid or not to bid;

4) Submitting a bid that does not meet the criteria of this call for tenders.

By initialing at the bottom of this page, the Bidder acknowledges the Owner's right not to accept the

lowest or any of the bids received for this project and the Bidder undertakes to comply with all

contract conditions.

By initialing at the bottom of this page, the Bidder undertakes to respect the total duration of the

mandate from the date of award and any other limitations indicated in the section

"ADMINISTRATIVE CLAUSES".

The Bidder understands that the price of its bid includes all costs related to field investigations and

required studies which, although not mentioned in the tender documents, are customary and

necessary for the completion of the mandate.

REPORTING OF SUBCONTRACTORS, QUALIFICATIONS AND SUPPLIERS

The Bidder will use the following subcontractors who are competent to perform the portion of the

work requested of them. All work performed by subcontractors will be under the supervision of the

Bidder.

SUBCONTRACTOR NAME WORK TO BE CARRIED

N.B.: The list of subcontractors, once the contract has been awarded by the Owner, may not be

modified without the Owner's consent.


Elders Care Facility December 2019 Listuguj, QC Request for Proposal -----------------------------------------------------------------------------------------------------------------------------------


❖ BILL OF QUANTITIES

SN. Description Quantity Unit Prices

Section A - Preliminary Studies

1 Develop Concept Design and Building Layout

---- Fixed Price

2 Class "D" Cost Estimate ---- Fixed Price

Subtotal 1 ---- Fixed Price

Section B - Design

1 Preliminary design including required meetings

---- Fixed Price

2 Plans and specifications 66% with Cost Estimates including coordination meetings

---- Fixed Price

3

Plans and specifications 99% with Cost Estimates (Class A Cost Estimate and design report), including coordination meetings

---- Fixed Price

4 Plans and specifications for construction ---- Fixed Price


Section C - Tender Administration and Site Supervision Fees

1 Tender Administration and Site Supervision Fees

---- Fixed Price


Grand Total ---- Fixed Price

(Name of the bidder)

(Name and Signature of the Person authorized by the bidder)




❖ BIDDER’S SCHEDULE

SN. Description Milestone Dates

Section A - Preliminary Studies

1 Develop Concept Design, Building Layout and Class "D" Cost Estimate

Section B - Design

1 Preliminary design

2 Plans and specifications 66% with Cost Estimates

3 Plans and specifications 99% with Cost Estimates (Class A Cost Estimate and design report)

4 Plans and specifications for construction

Section C - Tender and Contract Administration

1 Contractors Tender Close

2 Contractors’ Bids review and recommendations

(Name of the bidder)

(Name and Signature of the Person authorized by the bidder)




The Bidder, after having visited the site and ascertained the nature of the mandate, as well as after

carefully reading the tender documents and appendices, hereby undertakes to provide all necessary

preliminary studies, field investigations, professional services, reproduction services and other

services, to execute and complete the mandate in accordance with the tender documents and to the

full satisfaction of the Owner within the applicable contractual deadlines, for a total price for the

proper execution of:

NOTHING TO WRITE HERE: SEE BILL OF QUANTITIES dollars ($)

excluding applicable taxes, and as detailed in the price schedule.

The price submitted is in lawful money of Canada, the value of which is firm for the bid validity

period described in this call for proposal/tenders and for the entire duration of the contract.

SIGNED AT (PLACE)

DATE

COMPANY NAME

ADDRESS

TELEPHONE

FAX

NAME OF THE REPRESENTATIVE

FUNCTION

SIGNATURE:

*Attach a resolution from the Board of Directors, authorizing the appropriate person to prepare and

sign the bid, and any other document required by the Owner.

N.B. All pages in this section must be initialized

Initials



29



Document to be attached if the bid is submitted by a

3- COMPANY RESOLUTION

Extract from the minutes of the meeting of the board of directors of the company or corporation

held at

(Name of Company)

______________________________________ on which it was proposed,

(Location) (date)

Seconded and resolved that be authorized, for and

(Name of authorized person)

on behalf of the company, to sign and submit a bid to the Owner.

Certified true copy, dated of .

(Signature of the issuer) (Print name)

(Signature of the person authorized to sign submission forms)


31 Listuguj Health and Community Services


Document to be attached obligatorily with any submission

4- CERTIFICATION OF THE BIDDER'S PROBITY I, the undersigned , (Name and title of the person authorized by the bidder)

submitting to the Owner in respect of this tender document, the tender (hereinafter referred to as the "tender"),

certifies that the following statements are true and complete in all respects.

On behalf of: (Name of the bidder)

(hereinafter referred to as "the Bidder") I declare the following:

1. I have read and understand this certificate.

2. I understand that the submission will be rejected if the statements contained in this certificate are not

true or complete in all respects.

3. I acknowledge that this certificate may be used for judicial purposes;

4. I am authorized by the bidder to sign this certificate.

5. The person or persons, as the case may be, whose name appears on the bid, have been authorized by the

bidder to set the terms and conditions set out therein and to sign the bid on its behalf.

6. For the purposes of this certificate and the bid, I understand that the word "competitor" refers to any

partnership or person, other than the bidder, whether or not related, within the meaning of the second

paragraph of point 9, to the latter:

a) who has been invited to submit a bid;

b) who could potentially submit a bid following the call for tenders based on their qualifications, skills or

experience.

7. The bidder has prepared this bid without collusion and without having established an agreement or

arrangement with a competitor, except with respect to the possible conclusion of a subcontract, in

particular as to:

▪ at prices;

▪ the methods, factors or formulas used to establish prices;

▪ the decision to submit, not submit or withdraw a bid;

▪ the submission of a bid that does not voluntarily meet the specifications of the call for tenders.

CERTIFICATION OF THE BIDDER'S PROBITY- PAGE 1/3




8. Except for the possible conclusion of a subcontract, the terms of the bid have not been and will not be

intentionally disclosed by the bidder, directly or indirectly, to a competitor before the time and date set

for receipt of bids, a criminal act or an offence under the Act.

9. Neither the bidder nor any person related to the bidder has been found guilty within five (5) years prior to

the date of submission of the bid, of a criminal act or an anticipated offence:

▪ Sections 119 to 125 and sections 132, 136, 220, 221, 236, 336, 336, 362, 366, 368, 375,

380, 388, 397, 398, 426, 462.31, 463 to 465* and 467.13 of the Criminal Code (R.S.C. 1985, c.C-46);

▪ Sections 45, 46 and 47 of the Competition Act in respect of a public tender or contract of a public

authority of Canada:

▪ In section 3 of the Corruption of Foreign Public Officials Act (S.C. 1998 c. 34);

▪ In sections 5, 6 and 7 of the Controlled Drugs and Substances Act (S.C. 1996 c. 19);

▪ In sections 62, 62.0.1 and 62.1 of the Tax Administration Act (R.S.Q., C. C. C. A-6.002)

▪ In section 44 of the Act respecting fuel tax (R.S.Q., c. T-1);

▪ In sections 239 (1) (a) to 239 (1) (e) of the Income Tax Act (R.S.C.) (1985), c. 1, 5th supplement);

▪ In sections 327 (1) (a) to 327 (1) (e) of the Excise Tax Act (R.S.C., c. E-21) (1985), c. E-15);

▪ In section 46 b) of the Deposit Insurance Act (R.S.Q., c. A-26);

▪ In section 406 c) of the Insurance Act (R.S.Q., c. A-32);

▪ In section 605 of the Act respecting financial services cooperatives (R.S.Q., c. C-67.3);

▪ Section 469.1 of the Act respecting the distribution of financial products and services (R.S.Q., c. D-

9.2);

▪ In section 66 (1) of the Act respecting money-services businesses (R.S.Q., c. E-12.0000001);

▪ In section 148 (6) of the Derivatives Act (R.S.Q., c. I-14.01);

▪ In section 356 of the Act respecting trust companies and savings companies (R.S.Q., c. S- 29.01);

▪ In sections 195 (6), 196 and 197 of the Securities Act (R.S.Q., c. V-1.1);

▪ Section 45.1 of the Regulation respecting service contracts of public bodies (R.R.Q., c. C- 65.1, r.2)

concerning a violation of sections 50.4 and 50.5 of this Regulation;

▪ Section 58.1 of the Regulation respecting construction contracts of public bodies (R.R.Q., c.C-65.1, r.5) concerning a violation of sections 40.6 and 40.7 of this Regulation;

▪ In section 10 of the regulations respecting contracts for the supply, services and construction work of

organizations referred to in section 7 of the Act respecting contracts of public bodies (R.R.Q., c. C-65.1,

r.1.1) concerning a violation of sections 7 and 8 of these regulations;

▪ In section 10 of the by-law respecting construction contracts of municipal bodies (R.R.Q., c.C-19, r.3) concerning a violation of sections 7 and 8 of this by-law.





OR

Having been convicted of such an act or offence, the bidder or a person related to it has obtained a

pardon or rehabilitation. * For the purposes of this certificate, sections 463 to 465 of the Criminal Code apply only in respect of the

indictable offences and offences mentioned above.

For the purposes of this certificate, related person means: where the bidder is a corporation, one of its directors

and, where applicable, one of its other officers and the person who holds shares of its capital stock that give it at

least fifty percent (50%) of the voting rights that may be exercised in all circumstances attached to the shares of

the corporation and, where the bidder is a general partnership, limited partnership or participation, one of its

partners and, where applicable, one of its other officers. The offence committed by a director, partner or other

officer of the bidder must have been committed in the course of that person's duties within the bidder.

I acknowledge the following:

1. If the Owner in respect of this tender document discovers, despite this certificate, that there has been a

conviction for a criminal act or offence referred to in point 9, the contract that may have been awarded to

the bidder without knowledge of this fact may be terminated and damages may be sought against the

bidder and any party.

2. In the event that the bidder or a person related to it is found guilty of a criminal act or offence referred to

in point 9 during the performance of the contract, the contract may be terminated by the Owner.

And I signed it

. (Signature) (Date)

(Print name of the signatory )


Elders Care Facility December 2019 Listuguj, QC Request for Proposal ------------------------------------------------------------------------------------------------------------------------------------------



PART 4: APPENDICES




Appendix A

Land drawing




Appendix B

Listuguj Studies

Waqatasg Elders Home

Project Proposal

July 2011

Submitted by, Listuguj Mi’gmaq Government

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CONTENTS

1.0 INTRODUCTION

1.1 Chief’s Letter 1.2 Acknowledgements 1.3 Preamble 1.4 Project Description 1.5 The Current Situation: Project Justification 1.6 Community Visioning 1.7 List of the anticipated impacts resulting from this Project

2.0 PROJECT OVERVIEW

2.1 Summary 2.2 Mandates 2.3 Vision and Mission 2.4 Viable Site Location 2.5 Stakeholders

3.0 PROJECT PHASES

3.1 Phase One: Project Initiation 3.2 Phase Two: Project Execution (Construction) 3.3 Phase Three: Operations and Management / Policy Development 3.4 Phase Four: Opening

4.0 PROJECT SCHEDULE 5.0 FINANCIAL PLAN – ECONOMIC VIABILITY 6.0 CONCLUSION

References

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1.0 INTRODUCTION

1.1 Chief’s Letter [Insert letter from Chief Allison Metallic]

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1.2 Acknowledgements

Creator, we acknowledge and thank you first.

We are honored to acknowledge peers, colleagues and those whose influence

has shown the direction towards the development of this, the Waqatasg Elders Home Project. Saqamaw and Council of the Listuguj Mi’gmaq Government

(LMG) have led the way to make this project proposal possible. Their vision to

serve our Elders needs is commended. The LMG Intergovernmental Affairs Unit,

formed by LMG Resolution, is responsible for this project proposal. The Unit’s

technical team included Tim Dedam and Loni Vicaire who worked under the

guidance of Brenda Gideon Miller, Council. Under the Unit, a Steering

Committee was also formed. As part of this Committee, we acknowledge the

work of various LMG Departments including, Health, Social Services, Finance,

Capital and Lands Management.

The Elders and the Elders Council have played a significant role by providing

clear direction for this project and proposal. We sincerely acknowledge Elder

John Isaac (Representative of the Elders Council) for his wisdom and

commitment to truly represent the needs of our Elders. We acknowledge

Philomena Martin of the Micmacs of Gesgapegiag Band for her keen interest to

represent her community. The development of this proposal was also made

possible through the many contributions from the First Nations of Quebec and

Labrador Health and Social Services Commission. Also, in collaboration with the

other continuing care facilities on reserve in Quebec, we were fortunate to

access this experience through consultation and communication. We would like

to acknowledge Quebec and more particularly, Connie Jacques and her team at

the Agence de la sante et des services sociaux (GIM). We also hereby

acknowledge our Federal Partners at AAND, CMHC, SOCCA, ABC and Health

Canada. Saqamaw and Council at Listuguj wish to say welalieg (thank you) to

each and everyone for their participation and contributions towards this project.

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1.3 Preamble

“Tet teleiaultieg. We belong here. We belong to this place, which we, as

Mi’gmaq, call Mi’gma’gi.” The Mi’gmaq are the original inhabitants and First

Nations of Mi’gma’gi. The traditional territory of Mi’gma’gi is comprised of seven

districts and encompasses parts of the Gaspe Peninsula in Quebec, parts of New

Brunswick, Nova Scotia, Prince Edward Island and southwestern Newfoundland.

The First Nations communities of Listuguj and Gesgapegiag are within the district

of Gesgep’gewa’gi, which is the seventh and largest district of Mi’gma’gi.

In Mi’gmaq society, the extended family system is vital to the Mi’gmaq way of life.

For the Mi’gmaq respecting and caring for Elders means we value Elders’

wisdom, experience, and knowledge in helping us to maintain a sense of

collective wellbeing within our communities and broader territory. We come full

circle when we become Elders. At this time, we need to be surrounded by our

family, friends, and community. Mi’gmaq teachings tell us that it takes a whole

community to raise a child. Similarly, it takes a caring Mi’gmaq community to

provide for our Elders.

Mi’gmaq Elders have named the proposed long-term care home the Waqatasg

Elders Home, which translates as the Northern Lights Elders Home. The naming

of the home signifies the Elders’ vision to build a home in the community for

ageing community members that will be a reflection of Mi’gmaq values, beliefs

and principles. An Elders long-term continuing care home is a concrete, viable

and unique solution that will contribute towards improving the health and wellbeing of Aboriginal Elders, their families and First Nations communities.

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1.4 Project Description

The Listuguj Mi’gmaq Government (LMG) is submitting this project proposal,

outlining its need to fund the CONSTRUCTION and OPERATION costs for an

assisted living and long-term care center in the First Nation community of

Listuguj, Quebec. At the completion of this project, LMG will have overseen the

planning, construction, policy development, and implementation of the residential

and long-term care center (CHSLD).

There exists a community need for a CHSLD, which would provide culturally

adapted care in order to meet the diverse health care concerns of Mi’gmaq

Elders from Listuguj, Gesgapegiag, and, potentially, from other First Nations

communities in the region. In a viable manner, the objective of this project is to address the health, social, cultural and linguistic needs of the ageing Mi’gmaq population. In meeting the project objective, the proposed Waqatasg

Elders Home would positively impact the wellbeing of Elders, families, and First

Nations communities of Listuguj and Gesgapegiag.

Specifically, it is proposed that one centre will be constructed, which would

provide both assisted living and long-term continuing care. At the present time,

the communities of Listuguj and Gesgapegiag have a need for eight assisted

living units (Type 1 and 2 care) and eight long-term care beds (Type 3 and 4

care). It is anticipated that planning, building and operating a CHSLD for Elders

will create immediate and long-term employment opportunities in the community

and local area, contributing to the improvement of the socio/economic conditions in the First Nations communities, and the surrounding region.

For Aboriginal people in Canada, there is a pressing need to adequately deal

with health care issues so that they may enjoy better health and overall improved quality of life. As stated by Health Canada,

Progress on Aboriginal issues requires a new era of partnership and cooperation between all levels of government, Aboriginal

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people, and key stakeholders to ensure that real and sustainable progress is made. Only with the active participation of all these parties can we develop the concrete and long-term solutions needed to improve the health of Aboriginal people.1

In this spirit of partnership and cooperation, LMG is submitting this proposal for

funding to construct and operate the Waqatasg Elders Home in Listuguj.

1.5 The Current Situation: Project Justification

In First Nations communities across Canada there is a growing awareness about

Elders health care concerns and the need to develop programs and services that

are socially, culturally, and linguistically relevant for the ageing Mi’gmaq

population.2 Furthermore, health care programs and services provided to ageing

community members need to be sustainable and economically viable over the

long-term. In Listuguj and Gesgapegiag, community health care workers,

administrators, family members and Mi’gmaq leadership have spoken about the

need for Elders to be cared for in a respectful and honorable manner.

Five core areas will be strengthened through this project:

ü Enhance health care programs and services

ü Improve health conditions of Mi’gmaq Elders

ü Address social conditions within the communities

ü Meet linguistic needs

ü Provide culturally adapted care

1 Health Canada. http://www.hc-sc.gc.ca/hcs-sss/delivery-prestation/fptcollab/2004-fmm-rpm/fs-if_02-eng.php 2 Hampton and Hampton. Aboriginal Homecare Framework 2010-2011 (extract). Nova Scotia Home Care Steering Committee (2010)

8

a) Enhancing Health Care Programs and Services

Elders who need assistance with daily living (e.g., personal care, help with

activities) may access a range of health care services in their home communities.

Offered in the community, it has been noted that these services are often

“culturally adapted,” therefore meeting the health and social needs of First

Nations residents.3 Home Care Programs are intended for the ageing population

to maintain their independence, maximize their level of functioning, and live in

conditions of health and safety.4

Beginning in 2009, as part of the planning for this project, LMG undertook

community-based needs assessment research.5 With respect to the Home and

Community Care Programs, it was found that these programs are culturally

relevant.

The demand for assisted living programs in the communities will rise as a result

of chronic and acute illnesses among the ageing population. The need for health

care services, coupled with a projected increase of the ageing population, will

result in a continued demand for a CHSLD within a First Nation community.

The programs currently in place in Listuguj and Gesgapegiag provide ageing

community members with various assisted living programs and services (Type 1

& 2 care). However, if the individual’s health status changes, and the person

requires more intensive care (e.g., for those who are chronically ill and need

medical management (Type 3 & 4 care), then the responsibility for their health

care transfers from federal to provincial authorities.

3 First nations of Quebec Labrador Health and Social Services Commission. Assessing Continuing Care Requirements in First Nations and Inuit Communities: Quebec Region (2006), p. 157 4 Indian Northern Affairs Canada. http://www.ainc-inac.gc.ca/hb/sp/alp-eng.asp 5 The needs assessment research includes community surveys, statistical review and focus groups. Janine Metallic. “Elders Long Term Continuing Care Facility. Statistical Analysis / Needs Assessment,” Report prepared for the Listuguj Mi’gmaq Government (May, 2011), p.13

Version 6

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The fact that health care services for the ageing First Nations’ population falls

under the authority of both provincial and federal agencies has led to what

experts describe as a “jurisdictional maze” for First Nations residents. Recent

studies about Aboriginal long-term health care services and programs indicate

that there is a lack of comprehensive and coordinated strategies for the delivery

of home care in First Nations communities.7 For instance, a document prepared

for CASA-Gaspé, a non-profit organization representing the English-speaking

community in the Gaspé peninsula, addresses the issue about the lack of a

comprehensive strategy for health care services for the Aboriginal population,

Furthermore, non-natives are not familiar with the Mi’kmaq culture and there tends to be limited interaction with neighbouring communities due to different governance systems. There continue to be instances when Mi’kmaq people are refused services from CLSCs or the hospital due to misunderstandings about the services available to them from the Listuguj and Gesgapegiag health services. Health Canada supports prevention and health promotion programs, but not clinical services, in native communities.8

The issues in delivery of health care that arise due to an uncoordinated approach

by governments responsible for health point to the need for a CHSLD, which

could provide a continuum of care for the ageing Mi’gmaq population. There is a

need to target the ageing First Nations’ population when developing strategies for

health. A Mi’gmaq Elder expressed the urgency to build this home, “We need

care now. We need somehow to convince the medical society to pay attention to

what our people are going through right now.”9

7 Aboriginal Home Care Framework 2010-2011. p.2. 8 C. Dow. Access BDC Project needs assessment report: The English-speaking people of the Baie-des-Chaleurs and their health needs (2005), pp. 34-359 Elders Focus Group Session. Listuguj. May 4, 2011

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Anticipated Impacts

The Waqatasg Elders Home would address the need for a comprehensive and

coordinated strategy, among First Nations, provincial and federal bodies, for the

delivery of health care programs and services. A coordinated approach would

result in increased access to health care for Mi’gmaq Elders, which would

contribute to improving the overall health status of the ageing population. A

CHSLD will not only improve the wellbeing of Mi’gmaq Elders, but will also help

to strengthen Mi’gmaq traditions and cultural practices. The whole community

will benefit by the fact that Elders will remain in the community, regardless of

their changing health care requirements.

IMPACTS: PROGRAMS AND SERVICES

Partnerships and cooperation amongst First Nations, provincial and federal bodies in the delivery of health care programs and services (Types 1 – 4) will contribute to improving the overall health and wellbeing of Elders, their families and communities. Culturally adapted services for assisted living and long-term care (Types 1 – 4) for Mi’gmaq Elders at a single location will promote the health and wellbeing of the ageing Mi’gmaq population.

b) Health Conditions of Mi’gmaq Elders

The proposed CHSLD is needed to adequately address the health care concerns

of the ageing population. The status of Aboriginal health is improving; however,

according to most health indicators, the health status of the Aboriginal population

remains substantially lower than the Canadian average. Based upon the findings

from the LMG statistical review, the health issues that are of particular concern

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for the ageing Mi’gmaq population are diabetes, cardiovascular disease,

cerebrovascular disease, respiratory conditions and cancer. Similarly, the

findings from the needs assessment survey indicate that a significant percentage

of the ageing Mi’gmaq population (age 40+) self reported having at least one or

more chronic illness.10

Self Identified Health Care Issues in Listuguj

Figure 1: The top four health care issues identified include: high blood pressure, diabetes, addictions, and circulatory.

A centre in the community would mean that Elders could access health care

programs and services that are suited for their specific health care concerns and

needs. In this manner, a CHSLD located in the community would have a direct

and positive impact towards improving the quality of life and health status of

Mi’gmaq Elders. Finally, the Waqatasg Elders Home will enable community

members who require additional care to remain near their families and receive

appropriate health care service within their community.

10 In 2009, a needs assessment survey was conducted to determine the particular health care needs of Mi’gmaq Elders and to gather community perceptions and views about a continuing care centre. The survey targeted Listuguj community members from three age groupings; A) 40-50 years of age; B) 51-64 years of age; and C) 65 years-of-age and older. In total, 194 surveys were completed, representing 10% sampling of the total population and approximately 50% sampling of the adult population over the age of 40.

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IMPACTS: HEALTH CONDITIONS

Improved health status of ageing Mi’gmaq community members because appropriate health care will be provided at the Waqatasg Elders Home. Increased access to local health care programs and services for different types of care required (Types 1 – 4).

c) Social Needs

Mi’gmaq communities of Listuguj and Gesgapegiag continue to face challenging

social circumstances. Generally, in First Nations communities, the demographic

trends indicate a fast growing population; there are housing shortages and higher

than average rates of unemployment. The CHSLD, which would provide both

assisted living and long-term care for Mi’gmaq Elders, is a feasible, cost-effective

and socially responsible way to best meet the social needs of the growing ageing Mi’gmaq population.

Demographics

The population statistics for both Listuguj and Gesgapegiag show that the

number of Aboriginal elders is relatively small compared to other age groups.

However, the population is growing; currently, half of the reserve population is

under the age of 30. Further, according to Health Canada, in terms of the status

of Aboriginal health in Canada, the life expectancy among First Nations’ remains

at least 5 years lower than that of the general Canadian population.11 The rising population, coupled with lower than average life expectancy, warrants the

11 Health Canada. http://www.hc-sc.gc.ca/hcs-sss/delivery-prestation/fptcollab/2004-fmm-rpm/fs-if_02-eng.php

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need to address gaps in health care, which will ensure that First Nations have access to health services to improve quality of life.

Population data The population pyramids in Figure 2 (for Listuguj) and Figure 3 (for Gesgapegiag) show the total overall population (on-reserve and off-reserve) by gender and by 10-year age groups, starting at the bottom with the 0 to 9 year old age group and ending at the top with the 90 and over age group. Men are shown on the left, represented by the blue bars and women are shown on the right, represented by the red bars. Listuguj

Figure 2: Population (age gender) pyramid for Listuguj (total population) For Listuguj, the total population is 3425, represented by 1780 women (52%) and 1645 (48%) men. The population pyramid (Figure 2) shows a relatively large base, indicating rapid population growth (high birth rate). In terms of distribution by age group for the total population of Listuguj members, 1407 (41%) are between 0 and 29 years of age; 1491 (44%) are between 30 and 59 years of age; and 527 (15%) are 60 years old and older. The distribution by gender for the total population of Listuguj members is almost equal for those under the age of 50. However, the population aged 50 and older, has a higher population of women (17% of total population) compared to men (12.5% of total population).

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Gesgapegiag

Figure 3: Population (age gender) pyramid for Gesgapegiag (total population) For Gesgapegiag, the total population is 1324, represented by 645 (49%) men and 679 (51%) women. The population pyramid (Figure 3) reveals relatively steady population growth. The distribution by age group for the total population of Gesgapegiag is as follows: 548 members (41%) are in the 0-29 age group; 576 members (44%) are in the 30-59 age group; and 200 members (15%) are in the 60 and over age group. In general, the distribution by gender for the total population of Gesgapegiag reveals a slightly higher male population (37% of the total population) under the age of 50 as compared to women (34% of the total population) under the age of 50. In contrast, the population aged 50 and older has a higher percentage of women (17% of total population) compared to men (12% of total population).

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Projected Population Growth Listuguj and Gesgapegiag residents, 65 years and older 2011 2012 2017 2022 2027 2032 Notes Number of Listuguj residents, aged 65 years and older

169 175 209 251 300 359 Annual population growth rate (PGR) = 0.036 or 3.6% To calculate the projected number of beds needed within a long-term elders care centre, the number of residents, aged 65 and older, is multiplied by 0.03 (or 3%).

Number of beds needed

5 6 7 8 9 11 Based on 3% of residents, age 65 years and older (result rounded up to the nearest whole number)

Number of Gesgapegiag residents, aged 65 years and older

40 42 50 59 71 85 Annual population growth rate (PGR) = 0.036 or 3.6%

Number of beds needed

1 1 2 2 2 3 Based on 3% of residents, age 65 years and older (result rounded up to the nearest whole number)

Table 1 provides an overview of the current population (in 2011) and projected demographic growth of Listuguj residents, aged 65 years and older, between 2012 and 2027. The statistical calculations based on the current population of Listuguj and

Gesgapegiag residents, aged 65 and older, suggest that the number of beds

needed is currently around 6-7 and is expected to increase to 14 beds in 2032.

These calculations are based on the assumption that the population growth rate

(PGR) will remain steady. In fact, it is more likely that the PGR will increase, given that Aboriginal seniors (65 years and older) are an increasingly growing population. As well, there may also be more off-reserve residents who

decide to move back to live on-reserve in the future. It is anticipated that the

need for the CHSLD will only increase in years ahead.

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Employment Opportunities

The growing population means that there will be an increasing need to provide

lasting employment opportunities for First Nations’ youth population. During all

phases of this project, and continuing on after the CHSLD has opened, there will

be varied employment opportunities in different sectors; for example,

construction, visioning (architect and engineer), policy development, health care

providers, and language/cultural specialists, to name a few. The home will

provide employment opportunities, which will address the high rates of

unemployment, which community members are currently facing in Listuguj,

Gesgapegiag, and in the surrounding region.

Housing Concerns

There are housing concerns in Listuguj and Gesgagpegiag. The population is

growing, there is a lack of available housing, and crowded housing conditions are

increasingly becoming a problem. In both Listuguj and Gesgapegiag community

members are eligible to apply for two main types of housing: 1) LMG Lease To

Own (LTO) Housing; or 2) Section 95 Housing (Apartment). As noted by Canada

Mortgage and Housing, on-reserve social housing represents an important form

of housing for many First Nations.12 It should be noted, however, that there are

currently no special allocations made for Elders applying for housing. In fact,

given the fact that 50% of the on reserve population is under the age of 30,

young, single parents may have an advantage in securing housing over older

community members. This situation can result in poor living conditions for Elders.

While the living conditions of First Nations Elders who live in Quebec varies, it

has been reported that some live in abject poverty and most live in isolation.

According to survey reports collected by the First Nations of Quebec and

Labrador Health and Social Services Commission, almost 52% of Elders live in

substandard housing. The special health care concerns of Elders are not being

12 Canada Mortgage Housing Corporation. http://www.cmhc.ca

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met consistently and their health conditions are not improving. The housing

conditions in Listuguj and Gesgapegiag are such that an assisted living home for

Elders is a viable, affordable and much needed solution to this social issue.

Community Willingness

The success of this project will be influenced by community members’ willingness

and desire for this home. A high percentage of the ageing population would be

willing to move into a long-term care centre provided that the home is located in

the community; individuals are willing to contribute financially for their residency.

Community Desire for a Long-Term Continuing Care Centre

Figure 4: In Listuguj, the results from the needs assessment survey indicate that 98% of participants are willing to admit oneself into a continuing care home if located on reserve, while only 23% are willing to admit themselves into a home if located off reserve.

Willingness to Contribute Financially

Figure 5: Graph depicting willingness to contribute financially for residency at a continuing care centre for those aged 40 and above. 93% of respondents are willing to contribute a minimum of 60% of their pension, while 7% of respondents are willing to contribute less than 60% of their pension.

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Anticipated Impacts

There is a need to construct an affordable and accessible residential and long-

term care centre for Elders in Listuguj to begin addressing the challenging social

issues facing First Nations, namely the rising population, lack of suitable housing

for the elderly, and high unemployment rates. Moreover, equally important, there

is a strong willingness and desire amongst ageing community members for an

Elders’ home.

IMPACTS: SOCIAL NEEDS

Addressing social factors (rising population and housing shortages) will improve the health status of ageing Mi’gmaq population. Strengthen Community Cohesion – Community members who require additional care will remain near their families and receive health care services within their community. Economic Stimulus – The construction and operation of the home will provide short term and lasting employment opportunities for First Nations and surrounding region. Community Engagement – Volunteers will come forward to care for friends and family members if the CHSLD is located on the reserve.

d) Language and Health Care

When it comes to health, language is considered an ‘essential tool’: an individual

must be able to express oneself, to be listened to and consulted, in their

preferred language.13 For Mi’gmaq Elders, the issue of language can become a

significant barrier when accessing health and social services outside of the

13 Agence de la santé et des services de l’Abitibi-Temiscamingue. Program of Access to Health and Social Services in the English language for the English-Speaking Population in Abitibi-Temiscamingue (Gouvernement du Quebec, 2007) p.2. Addresses the rights of English speakers to access programs and services, in English, in the province of Quebec.

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community. For instance, health and social services provided outside of the

communities of Listuguj or Gesgapegiag, but within Quebec, are largely provided

in French. Communicating in one’s language of choice is an issue for Mi’gmaq

speaking Elders who need to access health and social services outside of their respective community.

In a report prepared for CASA-Gaspé (representing the English-speakers in the

Gaspe peninsula), it was noted that there is a need for access to health services

in English in the Baie des Chaleurs area. The report highlighted the fact that

Listuguj has the largest Anglophone population of any village in the entire Chaleur Bay region, and represents 23% of the total English-speaking

population from Shigawake to Matapedia. It was also reported that Mi’gmaq is spoken “in approximately 36% of the homes in both Listuguj and Gesgapegiag and that the elderly often speak only Mi’kmaq well.”14

Similarly, the results from the needs assessment survey indicate that in Listuguj,

among the ageing population, Mi’gmaq and English are the first languages of

most Elders; and, today, the majority of the ageing population continue to speak Mi’gmaq and English.

Languages Learned as a Child (Listuguj)

Figure 6: The findings indicate that the majority (87%) of the community members (aged 51+) indicated that they had learned Mi’gmaq as a child; 41% indicated having learned English, and 2% indicated having learned French as a child.

Languages Spoken Today (Listuguj)

14 Dow, C. p.34 (emphasis added).

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Figure 7: Languages spoken today, a total of 89% of the population over the age of 51 still speak Mi’gmaq, while 96% also reported speaking English; and 11% indicated being able to speak French.

Language Rights and Health Care

In the province of Quebec, the Charter of the French Language (Bill 101) sets out

clear provisions for French being the official language of Quebec.15 Although

French is the official language of Quebec, with respect to health care services

and social services, health care authorities have recognized that English

language speakers are entitled to receive services in the English language. The

basic principle of language access programs is for English speakers to access

the same services as the French-speaking population.16

The unique linguistic concerns of the Mi’gmaq population must be considered

when planning for the long-term care of the ageing population. Across Mi’gmaq

territory there is a movement to revitalize and promote the Mi’gmaq language.

In 2009, for example, Mi’gmaq was declared the official language in

Gespe’gewa’gi, Quebec by the Mi’gmawei Mawiomi, which represents the 15Government of Quebec. “Charter of the French Language,” http://www2.publicationsduquebec.gouv.qc.ca/dynamicSearch/telecharge.php?type=2&file=/C_11/C11_A.html 16 Article 15 of the Act on health services and social services (RSQ, c. S-4.2) provides that "[a] ny English-speaking person is entitled to receive English-language health services and social services, given the organizational and human resources, material and financial institutions providing such services and to the extent provided by an access program referred to in section 348 "(1991, c. 42, s. 15.). Agency for Health and Social Services (Gaspésie-Îles-de-la-Madeleine). Access Program in Health Services and Social Services English. (mars 2007)

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interests of the Mi’gmaq communities in Quebec. Among other items, this

declaration authorizes that policies be drafted that will “allow our communities to

prioritize the retention, promotion and revitalization of the Mi’gmaq language in

the social, cultural, spiritual, governmental and international life of the

Mi’gmaq.”17 Creating a supportive environment in which Elders will feel

comfortable requesting or receiving services and information in their preferred

language will potentially contribute to good health and improved wellbeing

amongst the ageing Mi’gmaq population.

Anticipated Impacts

Given the linguistic needs of Mi’gmaq Elders, their families and communities, it is

important that health care services be provided in the languages, which best

serve the ageing Mi’gmaq population. The best place to meet those language

needs for English and Mi’gmaq is actually within the Mi’gmaq community, where

community members and health care workers are more likely to speak one or

both of those languages. Elders and community members have stated that

Elders should be cared for at home, in a familiar environment, and in a manner

whereby health needs can be met, and linguistic concerns may be

accommodated and promoted.

IMPACT: LINGUISTIC NEEDS

Accommodating linguistic needs of Mi’gmaq Elders at the Waqatasg Elders Home will contribute to improving their overall health status and wellbeing.

17 Mi’gmawei Mawiomi Secretariat. http://www.nutewistoq.migmawei.ca/statements/declaration-about-migmaq-official-language-migmaq

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e) Culturally Adapted Care for Elders

A CHSLD, located in the community, would mean that Elders would receive

quality health care that is culturally adapted to meet their health care concerns.

Currently, Mi’gmaq Elders facing more serious health care issues may find

themselves in the difficult situation of having to leave their home community to

receive long-term health care services; others may remain at home, where only

inadequate services are available. When Elders receive care from an institute

outside of their home community their medical concerns may be met, however

the health care is rarely adapted to meet their social, cultural or linguistic

needs.18 There is a loss, for Elders and their communities, when an individual

must leave his or her home community to receive care:

[There is] the loss of opportunities to participate and contribute to the cultural life of their community, and the loss of their role as Elders. The fact that many Elders and other members have to leave the community to receive care means that the community loses the Elders’ contribution to the preservation and vitality of their culture.19

Because Aboriginal social and cultural issues are not prioritized at long-term care

facilities, Elders may become disconnected from their community and cannot

fulfill their traditional role as Elders – contributing to community life and helping to

maintain cultural teachings and values.

Mi’gmaq Elders have described the stress that Elders go through when they must move away from a familiar environment to receive health care:

One time, [my mother] was at the hospital, she said, “Tu’s enma’li” [Daughter, take me home.] So we took her home. … I felt like she was going through so much, and to ask for help it took a lot from her to be able to say those things. She was stressed and she didn’t

18 Assessing Continuing Care, “Outside the communities however, stakeholders agree that services offered are rarely culturally adapted to First Nations and Inuit … since they use the same services as the rest of the population,” p.157-158. 19 Ibid. p. 45

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want to be alone. And, she didn’t want to be away from her environment.20

Culture, language, and family are fundamental to providing quality health care for

Elders. An assisted living and long-term care home built in the community would

mean that Elders could receive the care that they need, in a culturally sensitive

manner, while remaining connected with their families. Testimonials from Elders

emphasized the importance of cultural teachings; “We teach our children to sing

the songs, and we’re proud of who we are. We need this home and I think it’s

time that the caring comes out in a compassionate way.”

Anticipated Impacts

IMPACTS: CULTURAL NEEDS

Opportunity for Mi’gmaq Elders to receive appropriate health care, while ensuring that cultural values, teachings and language are passed on to the next generation.

Working with Elders would ensure that the centre addresses and reflects the unique health care, cultural and linguistic needs of the ageing population.

20 Elders Focus Group

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1.6 Community Visioning

Mi’gmaq leadership, Elders, health care providers and community members will

have an opportunity to participate in all aspects of this project. The active

involvement and support from community members will make certain that the

objective of this project is met; to provide suitable health care, while meeting the

social, cultural and linguistic concerns of the ageing Mi’gmaq population. There

is a need for this home; “Our Elders are caring for our sick Elders. With

compassion, yet without compensation, without consideration for their own

health, without recognition, without adequate help, yet at their own will to care for one another.”21

There are challenging circumstances to providing health care. Elders identified the following key issues with respect to health care:

§ Social isolation, feeling alone, and stress on families

§ Lack of resources to deal with acute medical conditions

§ Economic concerns and financial strain

§ Not participating fully as community members and instead ‘becoming a burden – to their spouses or children’

Potential impacts of an Elders’ home, as articulated by Mi’gmaq Elders:

§ Family members want to spend quality time with their loved one’s. An Elders’ home in the community will allow family members to remain connected with one another.

§ Elders will have an opportunity to share cultural teachings, life stories, and Mi’gmaq language, with family and community members.

§ The home will be a unique expression of Mi’gmaq values and culture.

§ Ensure that there are common living space, which would enable Mi’gmaq Elders, and their families, the opportunity to share cultural teachings and practices.


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1.7 List of the anticipated impacts resulting from this Project

ENHANCE HEALTH CARE PROGRAMS AND SERVICES

ü Partnerships and cooperation amongst First Nations, provincial and federal bodies in the delivery of health care programs and services (Types 1 – 4) will contribute to improving the overall health and wellbeing of Elders, their families and communities.

ü Culturally adapted services for assisted living and long-term (Types 1 – 4) for Mi’gmaq Elders at a single location will promote the health and wellbeing of the ageing Mi’gmaq population.

IMPROVE ELDERS’ HEALTH STATUS

ü Improved health status of ageing Mi’gmaq community members because

appropriate health care will be provided at the Waqatasg Elders Home.

ü Increased access to local health care programs and services for different types of care required (Types 1 – 4).

ADDRESS SOCIAL CONCERNS

ü Addressing social factors (rising population and housing shortages) will improve the health status of ageing Mi’gmaq population.

ü Strengthen Community Cohesion – Community members who require additional care will remain near their families and receive health care services within their community.

ü Economic Stimulus – The construction and operation of the home will provide short term and lasting employment opportunities for First Nations and surrounding region.

ü Community Engagement – Volunteers will come forward to care for friends and family members if the CHSLD is located on the reserve.

ACCOMMODATE ELDERS’ LINGUISTIC NEEDS

ü Accommodating linguistic needs of Mi’gmaq Elders at the Waqatasg Elders Home

will contribute to improving their overall health status and wellbeing.

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PROVIDE CULTURALLY APPROPRIATE CARE ü Opportunity for Mi’gmaq Elders to receive appropriate health care, while ensuring

that cultural values, teachings and language are passed on to the next generation.

ü Working with Elders will ensure that the centre addresses and reflects the unique health care, cultural and linguistic needs of the ageing population.

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2.0 PROJECT OVERVIEW

2.1 Summary

Over the past several years, Listuguj has prioritized Elders’ health care issues.

This project is to construct and operate the CHSLD in the community, which will

house eight beds for assisted living care (Types 1 and 2) and eight beds for long-

term care (Types 3 and 4). LMG will oversee all phases of this project: initiation,

execution (construction), operations and management (policy development), and

opening of the CHSLD. It is anticipated that this project will take one year to

complete. The Waqatasg Elders Home will allow Mi’gmaq Elders to continue to

live in their lifelong community, and in a manner that meets their health care,

social, linguistic, and cultural needs.

Types of Care for Elderly Population22 Type 1: Institutional care for individuals requiring supervision and assistance with daily living activities as well as social and recreational services. Usually independently mobile, they may have decreased physical or mental faculties; Type 2: Continuing care for individuals with a relatively-limited need for diagnostic and therapeutic services in a hospital but who require some personal care on a 24 hour basis under medical and nursing supervision. They have a relatively stabilized chronic disease or physical or mental functional disability; Type 3: Care provided to the chronically ill who require a complete range of therapeutic services, medical management and specialized nursing; Type 4: Rehabilitation care to restore or improve the functional ability. Depending on the situation a psychiatric treatment may complete the physical rehabilitation.

22 Assessing Continuing Care, p.15

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The objective, however, is not only to construct a building, but rather to build a home that will allow community members to continue to live in dignity,

We’re not just trying to put up a building, but we’re trying to build a home. A home within the community: it’s like a family within the community. The whole idea – we don’t want to continue to remove people from their families, we don’t want to continue to remove people the community … We want to make sure that they have the health care service that they need, but we also want to do this culturally appropriate with as much language as we can.23

Strengthening family relations and community cohesion, the home will provide for

the care of Elders in a holistic manner respective of Mi’gmaq cultural values.

Project Team For the past year, a Project Supervisor, along with technical staff, have worked

on this project. A Steering Committee, comprised of key stakeholders from the

community, was established early on in the planning process. The team

members have met regularly to determine the health and cultural needs of

Elders, and to ensure that this project remains viable. These discussions have

provided valuable information about the needs, perceptions and vision for health

and wellness in the community.

For the duration of this project, the Project Team will ensure that activities

associated with this project are undertaken in a timely and efficient manner.


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Accountability Process

LMG will oversee and supervise this project for its duration. Thus far, LMG has

passed several resolutions to ensure that the project moves forward and that the

proposed centre is in keeping with community needs. Elders’ health care needs

are a priority and LMG has committed resources to ensure that this project is

viable.

Upon opening, the Waqatasg Elders Home will be operated by an independent

organization, at arms length, from LMG. Listuguj Continuing Care Inc., which

was incorporated on February 5, 2010, will eventually operate and manage the

centre. Furthermore, a Board of Directors, comprised of qualified individuals, will

be established. With respect to governance and accountability of the centre, the

Board will oversee and approve policies and regulations; the Board will be

responsible to ensure that the centre is managed and staffed by qualified

personnel; and a Director will be hired to oversee the day-to-day operation and

management.

Partnerships

For this Project, LMG will develop partnerships with First Nations, provincial and federal health care authorities.

ü Working with provincial and federal bodies: LMG is committed to developing relationships that will foster partnerships and cooperation with both provincial and federal bodies for the development of an Elders’ long-term care centre. A tripartite agreement would not only ensure the long-term success and viability of this centre, it would bridge the gap between federal and provincial health care services available to Mi’gmaq Elders.

ü Working with and within First Nations: In 2011, Gesgapegiag passed a resolution stating its intent to move long-term care beds from Provincial Institutions to the new more culturally and linguistically appropriate centre being proposed at Listuguj.

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2.2 Mandates

LMG has remained committed to this project and the overall objective of

constructing and operating a home that will meet the present and future health

care concerns of the ageing Mi’gmaq population. In 2008, LMG passed a

resolution, prioritizing the development of an Elders continuing care centre. In

2010, this resolution was renewed, which established a Steering Committee and

a Project Supervisor. One year later, LMG demonstrated its continued

commitment to this project when it set aside land for the CHSLD. Finally, LMG

has planned financially for the construction of the Waqatasg Elders Home,

passing resolutions to earmarks funds for the home. For this project, LMG has

fostered a collaborative relationship with the First Nation community of

Gesgapegiag. In February, Gesgapegiag passed a resolution to support the

proposed Elders home in Listuguj, as well as their desire to transfer their beds from Provincial Institutions to the new centre.

Mandates

§ “Continuing Care/Elder Facility,” #1755. August 12, 2008

§ “Renewal of Authority,” #1868. August 10, 2010

§ “Site Allocation,” #1905. March 3, 2011

§ “SAA/ECF Capital and Economic Development Funding,” # 1912. April 12, 2011

§ “Resolution ECF – Gesgapegiag Mutual Support,” February 14, 2011

§ “Elders Care Home – CMHC Housing Allocation 2011/2012,” #1922. June 27, 2011

§ “Waqatasg Fund Raising Authority,” #1925. July 04, 2011

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2.3 Vision and Mission

The following are the Vision and Mission statements for the proposed Waqatasg Elders Home:

Vision In accordance with Mi’gmaq cultural values and beliefs, the Waqatasg Elders Home is dedicated to the provision of loving health care for our Elders in respect, dignity and honour of mind, body and spirit.

Mission Waqatasg Elders Home is dedicated in memory of our Mi’gmaq ancestors. Its mission is to provide a safe, comfortable, homelike environment with respectful recognition of each resident’s rights to family, spirituality, language, culture and quality of life.

2.4 Viable Site Location

In 2010, recognizing the need to set aside land for the proposed development,

LMG proposed that a viable site location be selected for the Elders’ home. The

selection of a site for the proposed home involved the active participation of

Elders, health care providers, leadership and community members. The land

acquired (referred to as Lot 51, Block III in the plan 81699 of the Canadian Land

Survey Record (CLSR)) is located on the eastern part of the Listuguj reserve.

The lot covers a total of 8.9 hectares; one hectare of which is being set aside for

the Waqatasg Elders Home. The proposed site is located in the center of

Listuguj. It is easily accessible and there is adequate space to construct a

CHSLD to meet the present and future health needs of Mi’gmaq Elders.

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Environmental Site Assessment

As part of the planning process for development of the land, LMG conducted an

environmental site assessment to determine if the environmental condition of the

proposed land would be acceptable and compatible with its planned future use.

In 2009, PESCA Environnement conducted an environmental site assessment of

the land (ESA - Phase I), in compliance with Canadian Standards Association (CSA) standard Z768-01.24

PESCA analyzed documents, conducted a site visit, and interviewed people

having a thorough historical knowledge of the site and its environmental

components. Based on this research, it was concluded by PESCA Environnment

that, there is no evidence of contamination on the land under study. As such,

PESCA stated, “the land in its current state is not likely to generate any negative

environmental problems for the community.” The proposed site is suitable for

development and will be an ideal location to construct an Elders’ continuing care

home.

24 PESCA. Environmental Site Assessment (2009)

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2.5 Stakeholders

Working with key stakeholders will enhance the long-term success of this project.

By identifying stakeholders, understanding their different interests and needs, it

will be possible to mitigate risks and build upon best practices with respect to

constructing and operating the CHSLD.

Stakeholders Stakeholders’ Interest

Mi’gmaq Elders

To receive health care that is culturally relevant and meets their linguistic needs; affordable housing; to remain within the community and to maintain ties with family and community; access to information about health care services to make informed choices about their place of residence and wellbeing.

Family Members (Support People)

That ageing family members/relations which may live at a residence that provides culturally relevant care that takes into consideration the linguistic needs of residents; that residents health care needs (Types 1- 4) are met in a respectful and continuous manner; that their loved ones may continue to participate in community life; support and assistance in decision making from qualified staff members who understand the health care, as well as the cultural/linguistic needs, of residents.

First Nations’ Care Facilities: Kahnawake Kanesatake Kitgan Zibe Mashteuiatsh Timiskaming Uashat mak Mani-Utenam Wendake

Exchange best practices with other First Nations’ long-term care facilities.

Long term care facilities available in the region: Campbellton Village, Beausejour, Centre de Sante Service Sociaux, Baie des Chaleur (CSSBC)

Exchange best practices with local assisted living and long-term care facilities. Ensure the smooth transfer of residents from provincial care facilities to the new proposed centre in Listuguj.

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3.0 PROJECT PHASES

This project has four phases: One – Project Initiation; Two – Construction; Three – Operations and Management / Policy Development; and Four – Opening

3.1 Project Initiation

The purpose of this first phase is to formalize the project objectives and to

develop a global plan. Planning is essential to a project’s success; this phase

will lay down a solid foundation, thus ensuring the successful opening of the

Waqatasg Elders Home. Project planning will ensure that goals are met,

deliverables are achieved, and that all project partners have a clear

understanding of their responsibilities and roles.

Activities during the Initiation Phase:

1. Negotiations – Establish formal protocols with provincial and federal health care authorities for the operation of the CHSLD, which will ensure the viability of this project. 2. Project Planning – Based upon the Project Proposal, this work will involve developing a Project Plan that will include: Scope of the Project, identify the rationale, vision, objectives and key deliverables for the entire project; Work Breakdown, specify all major tasks to be completed during each of the phases; Project Schedule, schedule execution for activities; and Resource Planning, identify personnel required for the project 3. Budget Planning – Determine the budgeted project cost to be incurred for the completion of the project. 4. Risk Management Planning – Chart potential risks and mitigating strategies. 5. Communication Planning – Develop a communications strategy to keep key stakeholders informed and engaged during all phases of the project. 6. Joint Working Agreements – Work with key stakeholders to establish Joint-Working Agreements for various programs and services to be offered at the centre.

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Key deliverables (Initiation Phase):

§ Memorandum-of-Understanding (First Nations, province and federal)

§ Project Plan

§ Budget

§ Risk Management matrix

§ Communication Strategy § Joint Working Agreements with key stakeholders

3.2 Construction

The second phase of this project is the Construction Phase. Under LMG, the

Project Team will be responsible to oversee the construction of the Elders’

centre. The main goal is to construct the centre in accordance with

provincial/federal codes and regulations for a continuing care facility, and that the

building is designed to meet the health and cultural needs of Mi’gmaq Elders.

Professional consultants (architects, engineers, construction workers,

landscapers, for example) will undertake work in accordance with the Project

Plan.

To date, the Project Team has worked with the engineering firm, Genivar, as well

as with architect, Mr. Pierre Bourdages of New Richmond. A key role of the

engineer during construction phase will be to ensure that the centre is

constructed in accordance with building safety codes, while the role of the

architect will be to address the building design, functional use, and aesthetics.

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Activities during the Construction Phase:

1. Pre-Construction Planning – Preparation of all architectural and engineeringplans, as well as site preparation.

2. Construction Activities – Construction will be in accordance with localbylaws and zoning regulations for a continuing care centre.

3. Post-Construction Activities – Landscaping, final grading, and residentialinspection.

Key deliverables (Construction):

§ Building Plans

§ Infrastructure

§ Construction of centre

§ Landscaping

§ Inspection

wessam.toulan

Cross-Out

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3.3 Operations and Management / Policy Development The third phase of this project is Operations and Management / Policy

Development. The goal during this phase of the project is to develop policies,

guidelines, and standards for the Elders’ Home for its operations and

management. The policies developed will be in accordance with standards set

out by Ministère de la Santé et des Services Sociaux (Quebec Ministry of Health

and Social Services); as well, the policies would meet the unique cultural and

linguistic needs of the ageing Mi’gmaq population.

To ensure accountability in the management of this centre, a Board of Directors

will be established. As such, it will be necessary to have an awareness building

campaign to generate interest among community members and professionals in the health care field to seek candidates to serve on the Board of Directors.

Activities during Operations and Management / Policy Development Phase:

1. Research – Research provincial and federal regulations (policies, guidelines, and standards) for the operation of a CHSLD. Exchange best practices with other First Nations assisted living facilities in Quebec to further develop an understanding of the cultural and linguistic context for this centre. Ensure that policies developed are in keeping with Elders’ needs, as identified in LMG’s needs assessment research.

2. Policy Development – Develop policies for the governance of the CHSLD.

3. Establish Board of Directors – Draft Terms of Reference, awareness campaign, and establish a Board of Directors for the centre.

4. Determine Material goods and technology – Determine, and purchase, the necessary material goods and technology necessary for the centre.

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Key deliverables (Operations and Management / Policy Development):

§ Operations and Management Plan

§ Terms of Reference for Board of Directors

§ Awareness Campaign

§ Establishment of Board of Directors

§ Purchase material goods and technology

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3.4 Opening

The goal of the final phase is the official opening of the Waqatasg Elders Home.

LMG’s Project Team will provide administrative and technical support, up until

the official opening of the CHSLD, to ensure a smooth transition from LMG, as

Project Manager, to the Board of Directors, as management. There will be a

community-wide celebration for Gesgapegiag and Listuguj to mark the official

opening of the centre.

The principle activities during the Opening Phase:

1 - Board of Directors Meeting – LMG’s Project Team will assist in the coordination of the centre’s first Board of Directors meeting. 2- Hire staff members – Staff members will be hired in accordance with operations and management policies. 3- Promotion – Ensure that residents are transferred/retained at the centre. 4- Official Opening – Official opening of the CHSLD in Listuguj. The key deliverables (Opening Phase):

§ Board of Directors Meeting

§ Hire Director and Personnel

§ Transfer and retain clients for the home

§ Promote the centre within the communities and surrounding region

§ Official Opening

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4.0 PROJECT SCHEDULE

ACTIVITIES Sep Oct Nov Dec Jan Feb Mar Apr May June July Aug Phase One, Project Initiation Negotiations Project Planning Budget Risk Management Communication Plan

Agreements Phase Two, Construction Pre-Construction Construction Post-Construction

Phase Three, Policy Development Research Policy Development Establish Board of Directors Goods/Technology Phase Four, Opening Board of Directors Meeting Hire Staff Promotion Official Opening

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5.0 FINANCIAL PLAN – ECONOMIC VIABILITY

[Insert]

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6.0 CONCLUSION

There is a vision to construct and operate a home in the First Nations’

community of Listuguj to provide a continuum of quality health care for Mi’gmaq Elders.

ü The Waqatasg Elders Home will provide Elders with continuum of care, which will ensure that quality and culturally relevant health care is available and accessible for Elders in their lifelong community.

ü It is anticipated that planning, building and operating a long-term continuing care home for Elders will create immediate and long-term employment opportunities in the community and local area, thus contributing to improving the socio/economic conditions for the First Nations communities of Listuguj and Gesgapegiag, and surrounding region.

The construction and operation of a home for Elders is a unique response

that will meet the needs of the ageing Mi’gmaq population and contribute

to fostering community wellness and health. The Waqatasg Elders Home

will have a positive and lasting impact – socially, economically and

culturally – for First Nations of Listuguj and Gesgapegiag, as well as the region.

The aim is to create a space in the community that will allow Mi’gmaq

Elders to continue to live with dignity, respect and in accordance with

Mi’gmaq values and cultural traditions. The home will be designed so as to

encourage families to be together and to respect the role of Elders as valuable teachers and knowledge holders within the community.

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REFERENCES PUBLICATIONS, REPORTS AND STUDIES Agence de la santé et des services de l’Abitibi-Temiscamingue. Program of Access to Health and Social Services in the English language for the English- Speaking Population in Abitibi-Temiscamingue, (Gouvernement du Quebec, 2007) Agency for Health and Social Services (Gaspésie-Îles-de-la-Madeleine). Access Program in Health Services and Social Services English. (mars 2007)

Assembly of First Nations. Environmental Health: Older Adults and Seniors (Elders). Research Paper (March 2009)

Assembly of First Nations. First Nations Action Plan on Continuing Care. (June 2005) Dow, C. Access BDC Project needs assessment report: The English-speaking people of the Baie-des-Chaleurs and their health needs (2005) Dubé, Nathalie et Claude Parent. L’état de santé et de bien-être de la population de la Baie-des-Chaleurs. Évolution, situation actuelle, comparaison avec le Québec. Direction de santé publique Gaspésie–Îles-de-la-Madeleine (2007) First Nations of Quebec Labrador Health and Social Services Commission. Assessing Continuing Care Requirements in First Nations and Inuit Communities. Quebec Region. (July 2006) Hampton and Hampton. Aboriginal Home Care Framework 2010-2011. Report prepared for the Nova Scotia Aboriginal Home Care Steering Committee, Province of Nova Scotia (2011) -----. Aboriginal Long Term Care in Nova Scotia. Report prepared for the Nova Scotia Aboriginal Home Care Steering Committee, Province of Nova Scotia (2010) Lafontaine, Carole. Presentation to the Senate Standing Committee on Aging. Prepared for National Aboriginal Health Organization. (November, 2006) Listuguj Mi’gmaq Government. “Proposed Continuing Care Facility: Needs Assessment Survey.” Report (January 2009) -----. “Envisioning the Elders Care Home Survey Results” Report. (May 2011)

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-----. Elders Focus Group Session. Listuguj, May 4, 2011. Session facilitated by Dr. Alfred Metallic. Memorandum (May, 2011) Metallic, Janine. (Ph.D student) “Elders Long Term Continuing Care Facility: Statistical Analysis / Needs Assessment,” Report prepared for Listuguj Mi’gmaq Government (May, 2011) PESCA Environnement. Environmental site assessment - Phase I Lot 51, Block III. Report prepared for Listuguj Mi’gmaq Government (November, 2009) WEBSITES Canada Mortgage Housing Corporation. http://www.cmhc.ca Government of Quebec. “Charter of the French Language,” http://www2.publicationsduquebec.gouv.qc.ca/dynamicSearch/telecharge.php?type=2&file=/C_11/C11_A.htmlHealth Canada. http://www.hc-sc.gc.ca/hcs-sss/delivery-prestation/fptcollab/2004-fmm-rpm/fs-if_02-eng.php

Indian Northern Affairs Canada. http://www.ainc-inac.gc.ca/hb/sp/alp-eng.asp

Mi’gmawei Mawiomi Secretariat. http://www.nutewistoq.migmawei.ca/statements/declaration-about-migmaq-official-language-migmaq