by Karla Wilson
On February 12, 2024, BC Emergency Health Services (BCEHS) welcomed Aggie Peel, the latest member of its executive leadership team. Aggie joined the organization as the first Chief of People, Culture and Diversity, reporting to Chief Ambulance Officer Leanne Heppell.
Aggie’s new role is responsible for two important streams of work within BCEHS: implementing the BCEHS People Plan and leading the Indigenous Health portfolio. As Chief of People, Culture and Diversity, she leads three distinct departments: Indigenous Health, HR Services and Recruitment, and Employee Experience.
When Aggie was first looking at this new career opportunity, a chance encounter with her son, who is a toddler, gave her the incentive she needed to apply.
“I had my son at an appointment at the hospital. We were outside walking the perimeter when an ambulance dropped off a patient,” Aggie recalls. “The paramedics engaged with him, had a wonderful conversation, and asked him if he wanted to come on board the ambulance. Without knowing I was looking at joining BCEHS, the paramedics both encouraged me to look for a job here. They had so much passion for their work!”
As she considered a potential move to BCEHS, what she learned about its people only deepened her interest in the organization.
“When I was reviewing the BCEHS Culture Report and the Strategic Plan, I read about so much hope and dedication to the service and the work,” she continues. “I realized those two individuals were not unusual. Those are our crews and that’s our workforce. We need to care for our workforce the way they are caring for our patients.”
Aggie came to Canada from Poland as a young child. She and her family were political refugees who learned English together when they arrived. Raised by a single mother, Aggie witnessed the barriers and challenges her mother faced when her education credentials weren’t recognized in Canada. Aggie says she faced employment barriers herself simply by not having a name that was easy to pronounce – Agnieszka is her full name.
Still – Aggie agrees that she simply by being of European ancestry, she holds white privilege. With diversity, equity, and inclusion being part of her new portfolio, her team wants to increase representation in the organization – both of racialized groups and women.
“Representation matters,” she says. “Women’s faces, voices, and experiences really matter so that future generations of women can see themselves in the BCEHS uniform and in the role – and they can aspire to that.”
In a former labour relations leadership role, Aggie recalls a time when she was the only woman in a team with five other negotiators in collective bargaining. At one point during opening formalities, she was asked by the head of the union if she was in the room to be the secretary. Her male colleague replied that she was also a negotiator with the experience to be at the table.
“It isn’t just enough for women to speak up – allies and men need to stop talking and give space to women to have their voices heard,” Aggie says. “We need allies. We can’t do this on our own.”
Aggie notes that everyone has a role to play in allyship for various groups who deserve more equity, highlighting the challenges of intersectionality and the responsibility of women to support other women, including Indigenous women and women of colour. She emphasizes the nature of collective responsibility in progressing this culture shift and recognizing the impact that amplifying historically lesser-heard voices can have.
The work of the new three-year People Plan aims to drive positive culture change across BCEHS and improve how the organization delivers patient care, in addition to improving its own workplaces.
“The purpose for my work and my team’s work is to care for our employees the same way they’re caring for our patients,” she says. “We need to create an environment where people thrive and are safe and can be their best selves.”
“There are so many systemic inequities and additional challenges that women face,” Aggie says. “Work culture and even physical spaces aren’t always designed with women in mind to be physically and psychologically safe. There’s still a lot of work to be done to create those spaces.”
One of the ways in which Aggie’s team is helping the women of BCEHS already is by bringing in the Maturn Motherhood Coaching Program, for women who have been on parental leave and re-entering the workforce.
“It’s such a critical part of diversity, equity, and inclusion and having a safe and inclusive environment,” she says. “The realities and pressures for mothers in the workforce are unique and can pose a lot of challenges. How to manage both responsibilities – especially in a shiftwork environment – is incredible to see. The response rate for the program is overwhelming.”
While it is clear there is much work to be done, Aggie and her team are up to the challenge of creating an improved and inclusive BCEHS for its current and future employees. In its 50th anniversary year, Aggie says the tides are shifting for the better.
“I’m humbled and excited to be part of this journey and this work,” she says.
