Government of the Northwest Territories Four Year Business Plan 2008-2012
GOVERNMENT OF THE NORTHWEST TERRITORIES
INTRODUCTION
This four-year business plan is one element of overall planning within the Government of the Northwest Territories (GNWT). The planning framework for the 16th Legislative Assembly has several key elements.
The Strategic Plan identifies the vision and goals and priorities for action that were developed by the Caucus of the 16th Legislative Assembly. The overall Strategic Plan also identifies the strategic initiatives and associated actions that the government plans to undertake to advance the priorities.
This four-year business planning document provides the operational details behind the Strategic Plan and summarizes other program and service, legislative and infrastructure initiatives that the government plans to undertake over the next four years. The four-year business plan incorporates the actions started in 2008-09.
The four-year business plan are supported by an annual business plan that will be produced each year and provides detail on each department’s planned activities for the upcoming fiscal year and reports on results to date. The annual plan also provides the opportunity to adjust the overall plan as conditions change.
PLANNING FRAMEWORK
This section provides an overview of the various elements of the planning framework.
GNWT Strategic Plan
Late in 2007, the Caucus of the 16th Legislative Assembly undertook a process to identify a vision, goals and priorities that would guide their work over the following four years. The vision, goals, and priorities for action under the theme of Northerners Working Together are presented below.
Vision
Strong individuals, families and communities sharing the benefits and responsibilities of a unified, environmentally sustainable and prosperous Northwest Territories
Goals
A strong and independent north built on partnerships An environment that will sustain present and future generations Healthy, educated people A diversified economy that provides all communities and regions with opportunities and choices Sustainable, vibrant, safe communities Effective and efficient government
Priorities for the 16th Legislative Assembly for Each Goal
A strong and independent north built on partnerships o Strengthen awareness of our northern identity and uniqueness by promoting our successes, our culture, our arts, and our languages with a proud and unified voice. o Achieve significant progress toward northern control over the administration of lands, the regulatory system, and resource revenues. o Build strong partnerships with northern governments on areas of common interest.
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o Fulfill our implementation responsibilities for existing land claim and self-government agreements, and make best efforts to reach final agreements in ongoing negotiations. o Work toward a common vision for the political development of the NWT.
An environment that will sustain present and future generations o Coordinate our efforts to ensure development is sustainable for our land and wildlife. o Protect our water supply and quality. o Advance alternative energy initiatives. o Work proactively with residents, communities and industry on mitigation of climate change.
Healthy, educated people o Focus on prevention by promoting healthy choices and lifestyles, and the role of personal and family responsibility. o Enhance early childhood education, and improve support for day care services. o Improve support for children and adults with special needs and disabilities. o Work with families, communities and schools to improve the physical and mental well-being of our youth. o Strengthen regional and local treatment and aftercare programs to address addictions and mental health.
A diversified economy that provides all communities and regions with opportunities and choices o Promote development that reduces regional and community disparities. o Work with regional business corporations and other partners to identify new economic opportunities. o Support the development of sustainable local economies through small businesses and community- based sectors such as tourism, agriculture, arts and crafts, and the traditional economy. o Build community human resource capacity with an emphasis on trades and entrepreneurial skills.
Sustainable, vibrant, safe communities o Pursue initiatives to reduce the cost of living, and in particular energy costs. o Improve transportation infrastructure to connect communities. o Increase RCMP presence and strengthen the role of communities in prevention and enforcement. o Support a healthy and sustainable voluntary and not for profit sector. o Work proactively with communities on adaptation to climate change.
Effective and efficient government o Complete a thorough analysis of the efficiency, effectiveness and value of current government operations. o Achieve greater effectiveness, efficiencies and a more client-focused, service-oriented approach through better planning, coordination and communication between GNWT departments. o Improve human resource management within the GNWT through training, career planning, and encouraging innovation by employees. o Explore new potential sources of revenue.
Based on the overall vision, goals and priorities and following an examination of the operating environment, the government has developed five key strategic initiatives each of which includes a series of specific strategic actions. These strategic initiatives and associated actions have been developed to advance the overall priorities are listed below.
Strategic Initiative Actions
Managing o Continue to Develop Governance This Land o Protect Territorial Water o Work to Mitigate and Adapt to Climate Change Impacts o Improve Environmental Monitoring Efforts o Environmental Stewardship
Building o Expand Programming for Children and Youth Our Future o Encourage Healthy Choices and Address Addictions o Implement Phase II of the Framework for Action on Family Violence
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o Strengthen Continuum of Care for Seniors o Enhance Support for the Voluntary Sector o Increase Safety and Security
Maximizing o Improve Skills for Living and Working Opportunities o Support Diversification o Promote the NWT as a Place to Visit and Live o Maximize Benefits from Resource Development
Reducing the o Improve Quality and Cost of Shelter Cost of Living o Improve Transportation Access to Communities o Address Factors that Impact the Cost of Goods o Support Individuals and Families
Refocusing o Conduct Program Review Government o Change the GNWT’s Approach to Infrastructure o Improve Human Resource Development in the NWT o Strengthen Service Delivery o Managing the Cost of Government
Four Year Business Plan
The four year business plan summarizes the activities the government plans to undertake over the next four years and incorporates actions started in 2008-09. It outlines the major program and service initiatives that departments plan to pursue related to their core business activities, describes the departmental role in strategic actions and summarizes the key infrastructure investments and legislative initiatives.
The role that each department/organization will play in operationalizing the actions outlined in the strategic plan is also outlined. For each of the strategic actions listed in the previous section that the department has involvement, a page has been included in the department’s business plan. This page will outline the specific activities that the department will undertake under the action.
Annual Business Plan Update
The annual business plan prepared each year will detail the specific work that departments plan to undertake during the upcoming fiscal year to advance their program and service initiatives and strategic actions described in the four year business plan. The annual business plan will also outline any changes to the four year business plan resulting from the need to respond to emerging issues. Detailed information on the fiscal position and proposed budget for the upcoming fiscal year and an overview of human resources and information systems will also be included in the annual business plan update.
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ENVIRONMENTAL SCAN
This section describes key territorial trends that helped define specific elements of the actions that have been developed to advance the priorities identified in the Strategic Plan. Each department’s business plan includes a strategic issues section which identifies specific issues that impact their core business areas.
Demographic Change
A critical trend that drives demand for government programs and services relates to changes in our population. Changes in the age structure of the population and different growth rates by community can impact the type and location of demand for government programs and services. In the NWT, population is also one of the main drivers of Territorial Formula Financing (TFF) between the GNWT and the Government of Canada.
As shown in Figure 1, there has been virtually no change in the territorial population over the past four years. Between 1991 and 2008, the overall population of the Northwest Territories has increased by 11.8%, which compares with an overall increase of 18.8% for all of Canada over the same period.
Figure 1 - Overall Population Northwest Territories, 1991-2008
No. 44,000
43,000
42,000
41,000
40,000
39,000
38,000
37,000
36,000 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
While the NWT continues to have one of the youngest populations in Canada, that pattern is changing. As shown in Figure 2, the number of children under the age of five has declined since 1991. At the same time, the number of Seniors in the NWT has increased from 1,890 in 1991 to 3,650 in 2007. Seniors now outnumber pre-schoolers.
The age structure of the NWT indicates the growth in Seniors is likely to continue, with the population over 60 years of age expected to reach 6,674 persons by 2024. On the other hand, it is expected that the number of school-aged children will level out over the next few years and remain relatively stable through to 2024.
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Figure 2 - Age Patterns Northwest Territories, 1991-2007
No. 4,500 Under 5 Yrs. 4,000 60 Yrs. & Over 3,500
3,000
2,500
2,000
1,500
1,000
500
- 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
With declining birth rates and the aging of the population, natural increase is playing a lesser role in population growth in the NWT. Overall population growth for the territory is largely determined by inter-provincial migration. Over the past four years, net interprovincial migration has averaged -595. This value has been comprised of an estimated 2,260 persons moving to the Northwest Territories on an annual basis and 2,854 migrating out of the Northwest Territories.
Cost of Living
A higher cost of living when compared with other areas of Canada is a reality for residents of the Northwest Territories. There are also considerable variations within the Northwest Territories. Smaller and more remote communities have considerably higher prices for food purchased from stores and for other items like electricity rates, heating fuel and gasoline, and other consumer goods like clothing and items for household operations. Housing prices are often higher in larger NWT communities.
Data on living cost differentials describe the relative difference in prices for items like food, clothing, household operations and private transportation for communities in the Northwest Territories and Edmonton. These indexes do not consider shelter costs. The data on living cost differentials indicate that the cost of living varies from, for example, about 18% higher than Edmonton for Yellowknife, to 48% higher in Inuvik, to more than 60% higher in places like Tuktoyaktuk and Aklavik.
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Figure 3 – Living Cost Differentials Selected Communities, 2005
170
160
150
140
130
120
110
100
In mid-2008, world prices for oil increased significantly. While there have been some reductions more recently, the price increases have a particularly substantial impact in the Northwest Territories where we are significantly reliant on fossil fuels for heating, electrical generation and transportation. The annual inflation rate, which describes overall price increases, is produced by Statistics Canada and includes Yellowknife. Figure 4 indicates that while the Yellowknife inflation rate has been similar to Canada in most years, the year to date information for 2008 suggests significant inflationary conditions.
Figure 4 – Annual Inflation Rate Yellowknife and Canada, 1999-2008
4.5
4.0 Canada Yellowknife 3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008*
* Year to date information to August 2008
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Figure 5 provides monthly information on prices for heating fuel and gasoline in Yellowknife and the recent price increases are apparent. Similar patterns of growth are in place for other NWT communities.
Figure 5 – Heating Oil and Regular Gasoline Prices Yellowknife, 2000-2008
160
140
120
100
80
60
40 Self-Service Regular Gasoline
20 Heating Fuel 0 2000-Jul 2001-Jul 2002-Jul 2003-Jul 2004-Jul 2005-Jul 2006-Jul 2007-Jul 2008-Jul 2000-Jan 2001-Jan 2002-Jan 2003-Jan 2004-Jan 2005-Jan 2006-Jan 2007-Jan 2008-Jan
High rates of growth in personal income have reduced the differences in average income, but the average income in Yellowknife is still higher at $57,246 in 2006, compared with $47,879 in the regional centers, and $33,667 in smaller NWT communities.
Figure 6 - Cumulative Growth in Average Personal Income Northwest Territories, 1995-2006
% 60
Yellowknife 50 Hay River, Fort Smith, Inuvik
40 Other Communities Consumer Price Index
30
20
10
0
-10 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
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Looking at family income, there have been significant increases in the percentage of territorial families with more than $75,000 family income. This value has increased from 38% in 1996 to 57% in 2006. For comparison, 41% of Canadian families earn more than $75,000.
Energy
Overall electrical production increased in the Northwest Territories by 25% between 2000 and 2007. This increase is composed of a 5% increase for utility use and 52% for industrial use reflecting the increased electrical production associated with additional diamond mines.
Figure 7 - Electrical Production, Source Northwest Territories, 2000-2007
mwh 750,000 Internal Combustion Gas Turbine Hydro 675,000
600,000
525,000
450,000
375,000
300,000
225,000
150,000
75,000
0 2000 2001 2002 2003 2004 2005 2006 2007
With the change in overall production, more of the NWT’s electricity is now produced from diesel generators. The percentage of electricity generated by internal combustion has increased from 26% in 2000 to 43% of overall production in 2007.
Table 1 - Household Distribution of Average Monthly Electricity Usage, by Selected Communities October 2007 to September 2008
______Less than 500 to 700 1,000 to 1,250 or Total 500 kwh 699 kwh 999 kwh 1,249 kwh More kwh 700+ ______
(#) (%) (#) (%) (#) (%) (#) (%) (#) (%) (#) (%) (#) (%)
Behchokö 476 100 157 33 109 23 126 26 53 11 31 7 210 44 Whati 125 100 44 35 46 37 30 24 2 2 3 2 35 28 Detah 84 100 33 39 18 21 23 27 6 7 4 5 33 39
Fort Liard 168 100 87 52 54 32 21 13 3 2 3 2 27 16 Gameti 81 100 35 43 35 43 11 14 0 0 0 0 11 14 Ft. Smith 998 100 205 21 187 19 291 29 161 16 154 15 606 61 ______
Information on patterns of electrical consumption for selected communities is presented in Table 1. This table shows that overall electrical consumption varies significantly by community and within
Page 8 2008-2012 Business Plan GOVERNMENT OF THE NORTHWEST TERRITORIES communities. The percentage of households consuming 700 kwh per month or more of electricity is significant as this is the threshold for the Territorial Power Subsidy Program. Households in this category vary significantly for the communities provided in this table, ranging from 14% of households in Gameti to 61% of households in Fort Smith.
Economy & Labour Markets
Overall Economic Performance
The NWT has had the fastest growing economy in Canada in recent years. Between 1999 and 2007, gross domestic product grew by 83% (2.2 billion in 1999 to 4.0 billion in 2007) in the NWT compared to 26% for all of Canada. This growth is based on indicators of the economy that remove impacts of price changes (chained 2002$).
This economic growth has largely been the result of the development of the three diamond mines and the renewed interest in oil and gas exploration with the development of the proposal for the Mackenzie Gas Project. There have also been considerable spillover impacts into other industries like transportation, retail and wholesale trade, manufacturing and technical services like engineering and accounting services within the NWT.
Examining the overall indicators of the territorial economy provided in Table 2, reveals the relative share of various economic sectors to overall economic output, employment and investment.
Table 2 - Economic Indicators by Select Industries Northwest Territories
______Annual - Employment - - Gross Domestic Product - Capital Sales/Output Estimate Share Estimate Share Investment ______$million no. % $million % $million
Mining 1,412 1,500 7.0 1,221 31.3 800.0 Oil & Gas Production 552 100 0.5 226 5.8 100.0 Mineral Exploration 178 230 1.1 117 3.0 180.0 Oil & Gas Exploration 393 300 1.4 148 4.3 380.0
Retail Trade 679 2,045 9.6 115 2.9 9.7 Wholesale Trade 667 355 1.7 77 2.0 9.5 Professional & Technical Services 118 905 4.2 60 1.5 3.4 Accommodation & Food Services 117 1,340 6.3 75 1.9 15.2
Manufacturing 47 335 1.6 5 0.1 1.0 Construction 1,321 1,290 6.0 595 15.2 6.8 Transportation 414 1,805 8.5 240 6.1 83.8
Forestry 4 20 0.1 0 0.0 0.1 Commercial Fishery 0 20 0.1 0 0.0 0.3 Trapping 1 424 2.0 1 0.0 0.0
Public Administration .. 4,650 21.8 404 10.3 119.3 Health Services .. 2,000 9.4 141 3.6 13.5 Education Services .. 1,605 7.5 169 4.3 38.2
Other Services, nes 47 805 3.8 70 1.8 2.1 ______Symbols: ‘..’ is not applicable.
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As noted, the number of people involved in trapping is from a different source than other data on employment. The estimate of 424 reflects the number of people that indicated that they trapped frequently throughout the trapping season. An additional element of harvesting that has a significant economic impact is hunting and fishing. An estimated 40% of households in smaller NWT communities estimate that more than half of their household’s meat and fish is obtained through harvesting.
An on-going challenge in the NWT economy is the leakage of economic benefits when development occurs. Leakage occurs when some of the benefit of an economic activity accrues to jurisdictions outside of the location where the economic activity occurs. While this is normal in an open economy, it may be higher in the NWT as businesses have to purchase a higher percentage of their inputs and services from businesses outside the NWT.
Table 3 examines the overall percentage of direct and indirect labour income generated by economic activity that would be expected to accrue to the NWT compared with similar industries operating in Alberta. For truck transportation, as an example, the NWT captures about 80% of the income generated, whereas, Alberta captures 91% for truck transportation in that province.
Table 3 - Share of Total Direct and Indirect Labour Income Accruing to Jurisdiction Where Activity Occurs, by Selected Industries
______NWT Alberta ______
Oil and Gas Extraction 50.0 84.2 Diamond Extraction* 53.2 90.3 Residential Building Construction 47.0 77.2 Non-residential Building Construction 67.4 86.7
Printing 56.5 76.4 Wholesale Trade 79.0 90.2 Retail Trade 83.9 92.5 Air Transportation 67.2 85.2
Truck Transportation 79.5 90.9 Architectural, Engineering and Related Serv. 75.1 93.3 Traveler Accommodation 81.8 89.9 Food Services and Drinking Places 73.0 83.1
Automotive Repair and Maintenance 83.4 94.6 Elementary and Secondary Schools 93.2 98.2 Other Prov. & Terr. Government Services 84.6 89.8 ______* For comparison purposes, gold mining is used for Alberta.
The problem of leakage is exacerbated by the number of non-residents working in the NWT on a rotational basis. It is estimated that by 2007 some $334 million in labour income was earned in the NWT by non-residents. This represents over 3,000 jobs that could be filled by NWT residents that are instead held by residents of other provinces and territories.
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Figure 8 - Territorial Labour Income, by Residence Northwest Territories, 1999-2007
$million 1950
Non-Residents 1750 NWT Residents
1550
1350
1150
950
750 1999 2000 2001 2002 2003 2004 2005 2006 2007
Labour Markets
With the economic boom in the NWT in recent years, the territorial labour market is operating at near capacity. For 2007, the overall participation rate in the NWT was 77.9% (1st highest in Canada), while the unemployment rate was 5.4% (6th lowest in Canada) and the employment rate was 73.6% (1st highest in Canada). Unemployment levels (people not working and actively looking for work) have averaged 1,300 over the past several years in the NWT.
While the overall NWT employment rate is the highest in Canada, there are significant differences among communities. The employment rate in seven communities representing about three-quarters of the territorial population averaged 76% in 2006 (Norman Wells, Yellowknife, Inuvik, Hay River, Enterprise, Fort Simpson, and Fort Smith). For the other 26 communities, which represent 26% of the territorial labour market, the employment rate averaged 46% in 2006.
The overall Aboriginal employment rate in 2007 for the NWT was 55.3%. Aboriginal employment rates have shown continued improvements over time improving from 41.8% in 1989. The overall Aboriginal employment rate for Canada was 53.7% for 2006.
There continues to be a strong linkage between employment opportunities and education. The employment rate for NWT residents with high school or more in 2007 was 86.9% compared to 46.9% for those that have not completed high school.
Social Conditions
Social conditions in the NWT have generally been improving, however there remains significant differences between the NWT and the rest of Canada. Information is provided on trends in education, crime and safety, health status, and housing in this section.
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Housing
Longer-term trends indicate improvements in housing conditions in the NWT. The percentage of households in core need has declined from 20% in 1996 to 16% in 2004. A household in core need is defined as a household with some sort of housing problem and inadequate income to address the problem.
Examining the housing problems by community type indicates differences in the problems experienced in Yellowknife, regional centers and smaller communities. In smaller NWT communities, the main problem is adequacy or quality of housing. An estimated 27% of households in smaller NWT communities need major repairs. Suitability, or crowding problems, impact 16% of households in smaller communities, while affordability is the least frequent problem in smaller NWT communities.
In the regional centers of Hay River, Fort Smith and Inuvik there is lower frequency of housing problems than in smaller communities. Adequacy, or housing quality, is the most frequent problem with 13% of households reporting this problem. In Yellowknife, the frequency of housing problems is less than other community types, although Yellowknife has the highest level of affordability problems.
Figure 9 - Housing Problems, by Community Type Northwest Territories, 2004
% 30.0
Suitability 25.0 Adequacy Affordability 20.0
15.0
10.0
5.0
0.0 Yellowknife Hay Ri v er, Fo rt Smi th, In uvik Res t o f Co mmun iti es
Looking at changes in these indicators over time shows that crowding, which is the main suitability problem, has shown continued improvements. This is particularly true in smaller NWT communities where the percentage of households with 6 or more people has declined from 32% in 1981 to 12% in 2006. Declines in larger households have been apparent in regional centers and Yellowknife as well.
As noted, affordability problems are most common in Yellowknife. Some 44% of households in Yellowknife reported spending more than $1,500 per month for housing at the time of the 2004 NWT Community Survey. In comparison, 16% of households in Hay River, Fort Smith and Inuvik spend more than $1,500 per month for housing and 5% of households in smaller NWT communities.
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Information on housing quality suggests that the percentage of households needing major repairs has remained relative unchanged, remaining between 12% and 17% over the past 25 years. As noted, issues around housing quality are greatest in smaller NWT communities. Information for 2006 indicates some 29% of households in smaller communities indicated their house was in need of major repairs. This compares with 20% of households in the Hay River, Fort Smith and Inuvik and 9% in Yellowknife.
Crime and Safety
As shown in Figure 10, there has long been a gap in the violent crime rate between the NWT and Canada. There was a notable increase in this gap starting in 2002. The NWT violent crime rate was 7.6 times the Canadian rate in 2007.
Figure 10 - Violent Crime Rate (Incidents per 1,000 persons) Northwest Territories and Canada, 1985-2007
No./1000 80.0
70.0
60.0
50.0
40.0 Northwest Territories 30.0 Canada 20.0
10.0
0.0 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
The difference in the property crime rate between the NWT and Canada is less significant than for violent crime. The NWT’s property crime rate has been declining over the past three years after also increasing significantly around 2002.
Education
While a gap remains between the high school graduation rates in the NWT and Canada, there have been improvements over time. The overall graduation rate for the Northwest Territories has increased from 38% in 1994/95 to 56% in 2006/07. Overall education levels for the adult population in the NWT are similar to the rest of Canada. However, significant differences still remain between Aboriginal and non-Aboriginal residents. In 2007, 45% of Aboriginal people reported having a high school diploma or a post-secondary diploma or degree. In comparison, 87% of non-Aboriginal people report having a high school or higher level of education.
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This pattern of highest level of schooling is changing with improved education results. Examining the percentage of Aboriginal persons 20-29 years of age that have high school or more education indicates that this has been steadily increasing from 34% in 1984 to 49% in 2006.
Health Status
Information on self-assessed health shows that the percentage of territorial residents who feel their health is either excellent or very good has remained relatively stable over time. In 2007, some 52% of NWT residents reported excellent or very good health, which was about the same as the 53% for 2001. Information on chronic health conditions and causes of death are also indicators of population health. Data on chronic health conditions indicates similar incidence rates in the NWT as the rest of Canada for invasive cancer, arthritis or rheumatism, asthma, and high blood pressure, and diabetes. However, it should be noted that the incidence of diabetes has increased over time.
Examining the leading causes of death indicates that the NWT exceeds Canadian rates only slightly for cancers and circulatory related deaths, while the death rate from injuries and respiratory illnesses were about double the Canadian rate.
Lifestyle choices like eating habits, level of physical activity, cigarette smoking, alcohol use and use of other drugs are important factors that influence health status. While levels of physical activity among NWT residents are similar to the Canadian average, approximately 40% of NWT residents are inactive. In 2007, some 26% of territorial residents reported eating five or more servings of fruit or vegetables per day. This result was significantly lower than the Canadian average of 41%.
Smoking rates in the NWT have improved significantly over time, declining from 49% in 2001 to 40% in 2007. This decline is more apparent when examining youth between 1 and 24, where smoking rates have declined from 57% in 2001 to 43% in 2007.
Information on alcohol use indicates that NWT residents are slightly less likely to drink than the average Canadian, but people who drink alcohol in the NWT are much more likely to be heavy drinkers. One measure of the level of heavy alcohol use is the percentage of drinkers that consume five or more drinks more than once a month. This indicator shows that about 27% of territorial drinkers fall into this category in 2007, which compares with 16% of Canadian drinkers.
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OTHER CONSIDERATIONS
In developing the four-year business plan, other elements beyond the planning framework and the scan of the operating environment need to be considered. The following sections provide an overview of the current programs and services that support the goals of the strategic plan, describe the elements of the key areas for the strategic initiatives, including linkages, and provide the overall fiscal framework that the four-year business plan is being developed within.
Current Activities That Support the Goals
With operations expenditures exceeding $1.2 billion annually, the core services currently offered by the GNWT are a critical element to advancing towards the vision and goals described by the 16th Legislative Assembly. These programs and services provide an important context for considering incremental investments. The following table provides an overview of operational spending that is related to each of the goals developed by the Caucus of the 16th Legislative Assembly.
Total 2008/09 Goal Major Related Key Activities Spending ($000) Healthy, educated people • Health Services Programs-HSS $175,476 $523,496 • K-12 Education and NWT Public Library Services-ECE $156,624 • Community Health Programs-HSS $75,334 • Adult and Post-Secondary Education-ECE $36,431 • Program Delivery Support-HSS $31,363 Sustainable, vibrant, safe • Regional Operations-MACA $95,015 $464,018 communities • Income Security-ECE $69,901 • Highways-DOT $48,290 • Local Housing Organizations-NWTHC $37,945 • Community Justice and Corrections-Justice $33,826 • Law Enforcement-Justice $29,444 An environment that will • Forest Management-ENR $26,536 $56,942 sustain present and future • Wildlife-ENR $14,737 generations • Directorate and Administration-ENR $10,094 • Environment-ENR $5,575 A diversified economy that • Economic Diversification and Business Services-ITI $45,593 provides all communities and $17,249 regions with opportunities and • Tourism and Parks-ITI $10,646 choices • Corporate Management-ITI $6,661 • Minerals and Petroleum Resources-ITI $6,018 • Energy-ITI $5,019 A strong and independent • Official Languages-ECE $6,034 $16,839 north built on partnerships • Culture and Heritage-ECE $4,305 • Corporate Management-DAAIR $2,398 • Negotiating Land, Resources and Self-Government Agreements-DAAIR $2,072 • Managing the GNWT's Intergovernmental Relationships- DAAIR $1,424 Effective and efficient • Asset Management-PWS $49,229 $123,735 government • Employee Services-HR $11,663 • Treasury-Finance $8,283 • Corporate Human Resources-HR $7,689 • Management and Recruitment Services-HR $7,341
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Key Areas for Strategic Initiatives
The various actions being undertaken by the government are being developed and coordinated by strategic initiative committees. This has been done to achieve an appropriate level of inter- departmental collaboration, and to ensure that departments do not inadvertently work at cross- purposes to each other. The linkages between initiatives are critical as well, since we operate in an environment where virtually everything has some effect on everything else. This cross-government coordination is carried out by testing all facets of our plan against themes of sustainability, affordability, economic prosperity, and the future of the people of NWT.
Community sustainability is a critical theme of the plan and actions under all of the strategic initiatives make a contribution. Supporting people where they live, reducing energy costs and better connecting communities all contribute to the sustainability of our communities, but, for example, ensuring an economy that is diversified, balanced and sustainable and taking steps to invest in our children and youth and focus on prevention also contribute to sustainability.
The focus on children and prevention, while critical to achieving the goal of healthy, educated people, also contributes to a strong, diversified and sustainable economy as our resident workforce continues to increase overall skill levels and other issues impacting labour market participation are reduced. The focus on children and prevention also has a significant role in government operations that are affordable and effective. Improving social conditions lower the costs of treatment and increases resources available for investing in the future.
We have to ensure that government operations are effective and affordable, but we also need ensure our core services are available, accessible and of high quality for all residents regardless of the whether they are delivered at a community, regional or territorial level. We also need to ensure our programs are designed in a way that contributes to the well-being of our communities and supports the self-reliance of our residents.
We need to maximize the opportunities presented by resource development and diversifying our economy by supporting increased economic linkages, investing in education and skill development of our current residents, and growing the population to reduce our dependence on a non-resident workforce. This needs to be done within the context of protecting our environment and supporting activities that protect our culture, identity and language. Increasing prosperity enhances self-reliance, provides families with resources to make choices and is linked with improving social conditions, strengthening our identity, and supporting affordable and effective government operations.
Fiscal Context for the Plan
At the start of the 16th Legislative Assembly, the GNWT faced several certainties: certainty in the Territorial Formula Financing arrangements for the next five years; certainty that a resource devolution agreement will not produce revenues for NWT governments in the immediate term; and most important, certainty that without action now to bring spending growth in line with forecast revenue growth, the GNWT will face even harder choices in the future.
In 2005, the GNWT laid out an approach to fiscal planning that would ensure long-term fiscal sustainability, while allowing for a responsible level of debt to finance capital investment. The Fiscal
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Responsibility Policy requires the GNWT to generate sufficient operating surpluses to fund at least 50 per cent of its capital investment.
The rising cost of delivering current program and service levels has meant there is less and less money available for investment in badly needed infrastructure and in new strategic priorities.
Since 2000-01, GNWT revenues have been more volatile than operating expenditures. Between 2000- 01 and 2007-08, the GNWT experienced five years of operating surpluses and three years of operating deficits. Revenues grew, on average, by 5.5 per cent and expenditures by 6.8 per cent. In addition, the GNWT made capital investments of $703 million over this period.
Effective April 1, 2007, Territorial Formula Financing returned to longer term, predictable arrangements, following three years of interim arrangements. The Territorial Formula Financing Grant was projected to increase an average 4.0 per cent per year and own-source revenues were projected to increase an average 3.1 per cent per year over the planning period.
Given revenue projections, allowing expenditures to grow by the projected 5 per cent per year in the four-year period from 2008-09 to 2011-12 would have led to operating deficits and put the GNWT in an unsustainable fiscal position.
Under this scenario, the GNWT would have been over the $500 million federally-imposed borrowing limit by the end of 2011-12. Furthermore, the capacity to address aging infrastructure and the need for more infrastructure requires significant capital investment. Finally, expenditure growth projections were conservative and did not provide for additional funding for new spending on strategic priorities.
For the GNWT to adhere to the Fiscal Responsibility Policy, the projected growth rates in revenues and expenditures needed to be brought into balance, either by quickening the pace of growth of revenues – through tax increases or the introduction of new taxes – or by reducing the rate of growth in expenditures, either through reductions to current spending or by postponing or eliminating proposed new initiatives, or a combination of both.
To do this, the Fiscal Strategy adopted in early 2008 intended to realign $135 million in expenditures, with $75 million to be reallocated to spending priorities. Forced growth was capped at 3 per cent, excluding Collective Agreement adjustments, starting 2009-10 and $10 million in new revenues annually was to be identified beginning 2009-10.
The overall primary objectives of this Strategy were to allow the GNWT to make the investments needed in programs and infrastructure that will make a difference in the lives of NWT residents and approach the Federal Government from a position of fiscal strength, rather than “need”.
These objectives become increasingly important in light of the very uncertain economic conditions we are currently experiencing, both in financial markets and in the energy sector. The NWT economy is still strong. However, we must ensure that we are able to respond to changes that may result from international and national events.
Over the summer, Cabinet reviewed the fiscal strategy and concluded that some adjustments are needed to ensure we stay on course. Based on concerns raised by MLAs and the public about the impacts of expenditure reductions on government services, on staff, and on communities it became clear that revenue options also needed to be explored further. Although, the GNWT remains committed to the expenditure reductions already identified for 2009-10 and to finding ways to make
2008-2012 Business Plan Page 17 GOVERNMENT OF THE NORTHWEST TERRITORIES
government spending more efficient and effective, looking for alternatives to further large scale spending cuts is a priority.
As stated earlier, this means looking at revenues. The revised Fiscal Strategy adopted in August 2008, identifies raising a further $30 million starting in 2010-11, bringing the total revenue target to $40 million. Consultations to seek the views of NWT residents on how the GNWT can increase its revenues were undertaken in September 2008.
The 2008 Budget spoke to the need to change with way we invest in infrastructure in order to get the maximum value for our capital dollars. This year marked a start to the way the GNWT does its capital budgeting by approving the 2009-10 Capital Estimates during the Fall Session of the Legislative Assembly. This earlier approach to capital planning will ideally allow contractors to fit our projects into their schedule, encouraging more bids and greater competition for GNWT projects.
Page 18 2008-2012 Business Plan GOVERNMENT OF THE NORTHWEST TERRITORIES
DEPARTMENTAL COMPONENTS
This four year business plan includes a section for each department of the government including:
Section Department
1 Aboriginal Affairs and Intergovernmental Relations 2 Education, Culture and Employment 3 Environment and Natural Resources 4 Executive 5 Finance 6 Health and Social Services 7 Human Resources 8 Industry, Tourism and Investment 9 Justice 10 Municipal and Community Affairs 11 Northwest Territories Housing Corporation 12 Public Works & Services 13 Transportation
Information for the Northwest Territories Housing Corporation is included in this document. Although the Housing Corporation is not technically a department, for simplicity, we use the term department to refer to both the list of departments above and the Housing Corporation.
Elements included in each department’s section reflect the overall nature of the business plan. In addition to describing the overall mission and goals for the department, information is also provided on the major program and service initiatives planned over the four year period for each key activity in the department and then details of the department’s role in specific actions for each strategic initiative are described.
2008-2012 Business Plan Page 19
ABORIGINAL AFFAIRS AND
INTERGOVERNMENTAL RELATIONS
ABORIGNAL AFFAIRS AND INTERGOVERNMENTAL RELATIONS
OVERVIEW
MISSION
The Department of Aboriginal Affairs and Intergovernmental Relations is responsible for negotiating, implementing and monitoring land, resources and self-government agreements, including Treaty land entitlements; managing the GNWT’s relations with the federal government, and with provincial, territorial and Aboriginal governments and circumpolar countries, in all matters of intergovernmental significance; and providing strategic advice on matters pertaining to federal-provincial-territorial-Aboriginal relations.
GOALS
1. The conclusion of land, resources and self-government agreements in a manner that respects the inherent right of self-government and ensures an overall effective, affordable and workable system of governance, capable of providing an adequate and comparable level of quality programs and services to all NWT residents.
2. The successful ongoing implementation and monitoring of land, resources and self- government agreements by ensuring all GNWT obligations within the agreements are met.
3. Constructive and co-operative intergovernmental relations with federal, provincial, territorial, Aboriginal and foreign governments that are based on mutual respect.
BUDGET (2008/09)
Compensation & Benefits $4,924,000 Grants & Contributions $650,000 Other O&M $906,000 Amortization $20,000 Infrastructure Investment -
POSITIONS (2008/09)
Headquarters (HQ) 32 positions Regional/Other Communities 0 positions
KEY ACTIVITIES
• Corporate Management • Negotiating Land, Resources and Self-government Agreements • Implementing and Monitoring Land, Resources and Self-government Agreements • Managing the GNWT’s Intergovernmental Relations
STRATEGIC ACTIONS
The department will take the following actions in support of the government’s strategic initiatives: • Continue to Develop Governance (Managing This Land Initiative)
2008-2012 Business Plan Page 1 ABORIGINAL AFFAIRS AND INTERGOVERNMENTAL RELATIONS
STRATEGIC ISSUES
One of the priorities of the 16th Legislative Assembly is “a strong and independent North built on partnerships”. Building and sustaining these partnerships will require securing support for many of our initiatives from the federal and Aboriginal governments. Success will also depend on our collective ability to understand the linkages between, and cumulative impacts of the various initiatives, including devolution, finalization of land, resources and self-government agreements, land use planning activities, and the development of land and water strategies. DAAIR’s participation at the Managing This Land Initiative has contributed to making these connections.
The priorities of the 16th Legislative Assembly also identify “building strong partnerships with northern governments on areas of common interest” and “fulfilling our implementation responsibilities for existing land claim and self-government agreements, and making best efforts to reach final agreements in ongoing negotiations”.
The scope and nature of these agreements affect all NWT residents - directly or indirectly - and will have a significant impact on the political and constitutional development of the NWT. It is therefore imperative that the GNWT remain an independent party to the negotiation of all land, resources and self-government agreements and actively shape the architecture of the system of governance in the NWT.
Aboriginal rights negotiations are underway in all regions of the NWT and will continue to shape the framework for land and resource management and the future governance structure of communities and regions. As resident and non-resident Aboriginal governments seek to confirm their Aboriginal and Treaty rights within the NWT, it will be critically important for the GNWT to actively participate in all of these negotiations to ensure that the resulting agreements reflect the NWT’s interests and priorities.
While Aboriginal rights negotiations are complex and thus lengthy, DAAIR is nearing the conclusion of the first partnership self-government agreement in the NWT with the Sahtu Dene and Métis of Délînê, who have chosen to implement their inherent right of self-government through an inclusive, community based, Aboriginal government that will serve and represent all residents. Finalizing this agreement, securing the resources necessary to implement it, and establishing a constructive intergovernmental relationship with the new Délînê Gotînê Government will set important precedents for other agreements and will represent a significant step forward.
Increased Number of Negotiating Tables
DAAIR expects that the federal government will create several new negotiating tables in the NWT and invite the GNWT to participate as an independent party to these negotiations. These new negotiations will include: community based negotiations with the Kátlodééche First Nation, Fort Good Hope self-government negotiations, Nacho Nyak Dun First Nation trans-boundary negotiations, and Dene Tha’ trans-boundary negotiations. The federal government, Acho Dene Koe First Nation and the GNWT have recently signed a framework agreement to begin community based land and resources negotiations.
Page 2 2008-2012 Business Plan ABORIGNAL AFFAIRS AND INTERGOVERNMENTAL RELATIONS
Overlapping Claims
Aboriginal rights negotiations in the NWT are becoming increasingly complex due to the overlapping interests of many Aboriginal governments. It is critically important that these negotiations incorporate governance and resource management solutions that respect these overlapping interests while providing for effective governance and resource management regimes.
Financing Self-government Implementation
Responsibility for financing the implementation of self-government agreements is an outstanding issue between public and Aboriginal governments. To date, the federal government has not acknowledged that there are significant incremental costs associated with the assumption of jurisdictions, and associated program and service delivery responsibilities by Aboriginal governments under self-government agreements. With Délînê self-government negotiations approaching completion, it is increasingly critical that all governments come to a common understanding respecting the financing of self-government agreements in the NWT.
Intergovernmental Services Arrangements with Aboriginal Governments
In instances where the inherent right of self-government is implemented through exclusive Aboriginal government, serving and representing only its members, the GNWT needs to consider how it will meet its responsibility to provide services to resident non-members. The GNWT will work with Aboriginal governments to identify options that will ensure the efficient and cost-effective delivery of programs and services.
Effective Intergovernmental Relations with other Governments
As a large territory with a small population and only one federal political representative, the GNWT needs to continue to invest in, and enhance, its relations with the federal, provincial and other territorial governments to ensure that northern interests and issues continue to be discussed at the national level and brought to the attention of all Canadians.
Government to Government Relations with Aboriginal Governments
It is crucial to the continued political and economic development of the NWT and our collective ability to speak with a proud and unified voice that all governments - both public and Aboriginal - continue to identify and address common issues and interests. Supporting Aboriginal governments to engage in this dialogue and strengthening our partnerships with them will significantly improve our collective ability to engage effectively with the federal government on matters of importance to all northern residents.
2008-2012 Business Plan Page 3 ABORIGINAL AFFAIRS AND INTERGOVERNMENTAL RELATIONS
CORPORATE MANAGEMENT
Description
The Directorate manages the internal operations of the department and provides strategic advice and support to the Minister on the department’s mandate. The division is also responsible for coordinating financial and business planning activities and provides support and leadership in the areas of human resource and records management. The division administers the grants and contributions program available to Aboriginal governments and organizations.
The Policy, Legislation and Communications Division provides policy advice, information and assistance to the department and the Minister in all aspects of the department’s mission. A central function of the division is to develop and periodically review the negotiating mandates that guide the GNWT’s negotiating teams at all land, resources and self-government negotiations. The division is responsible for the department’s communication projects and strategies, including the fulfillment of GNWT communication responsibilities arising from negotiations. The division also leads the development of the legislation required to implement land, resources and self-government agreements.
2008/09 Resources
Budget:
Compensation & Benefits $1,706,000 Grants & Contributions $300,000 Other O&M $372,000 Amortization $20,000
Staffing (Positions):
Headquarters (HQ) 8 positions Regional/Other Communities 0 positions
Major Program and Service Initiatives
DAAIR will lead a mandate review to ensure they are consistent with the context, complexities and circumstances of evolving and new negotiations.
DAAIR will develop approaches for creating policy expertise in a variety of negotiation areas to enhance the support provided to the GNWT’s negotiating teams.
Page 4 2008-2012 Business Plan ABORIGNAL AFFAIRS AND INTERGOVERNMENTAL RELATIONS
KEY ACTIVITY 1: NEGOTIATING LAND, RESOURCES AND SELF-GOVERNMENT AGREEMENTS
Description 2008/09 Budget:
The Negotiations Division is responsible for leading the Compensation & Benefits GNWT’s participation at land, resources and self-government $1,796,000 negotiations in the NWT. Successfully concluding land, resources and self-government agreements throughout the NWT Grants & Contributions will lay the foundation for attaining political certainty and None building mutually respectful government to government relations and realizing the economic potential of the NWT. Other O&M $276,000
Amortization None
Major Program and Service Initiatives Staff (Positions):
DAAIR will streamline negotiating teams, develop centres of 14 HQ expertise, and consolidate functions in order to deal with the 0 Regional/Other increased number of negotiating tables and increasing complexity of negotiations. Measures: In addition, DAAIR will place greater emphasis on the early formative stages of negotiations to ensure that there is sufficient Measure 1: Number of common ground between the parties to reach an agreement. This active negotiations work will also include looking ahead toward describing a common vision of what an implemented agreement will mean. Measure 2: Number of negotiating sessions At all stages of the negotiation process, negotiating teams will attended be supported by a variety of specialists who will have specific expertise regarding the matters being negotiated. Measure 3: Milestones reached in negotiating There will be greater emphasis in coordinating negotiating tables agreements and increasing the information flow among negotiating teams. This will ensure better overall consistency respecting Measure 4: Number of overlapping interests. agreements signed
2008-2012 Business Plan Page 5 ABORIGINAL AFFAIRS AND INTERGOVERNMENTAL RELATIONS
KEY ACTIVITY 2: IMPLEMENTING AND MONITORING LAND, RESOURCES AND SELF-GOVERNMENT AGREEMENTS
Description 2008/09 Budget:
The Implementation Division is responsible for negotiating Compensation & Benefits implementation plans and related financing agreements, $550,000 including incremental costs, associated with implementing land, resources and self-government agreements. It is also responsible Grants & Contributions for negotiating a comprehensive approach for self-government None financing with the federal government. Other O&M Fulfilling the GNWT’s obligations under land, resources and $56,000 self-government agreements ensures that Aboriginal governments and the people they represent enjoy the benefits of Amortization their agreements, builds the foundation for mutually respectful None government to government relations and promotes comparable levels of programs and services throughout the NWT. Staff (Positions):
4 HQ Major Program and Service Initiatives 0 Regional/Other
DAAIR will focus on the negotiation of fiscal agreements and Measures: implementation plans required to finalize well-advanced land, resources and self-government agreement negotiations. Measure 1: Number of Pre-effective Date Plan Fulfilling the GNWT’s obligations under existing land, and Implementation Plan resources and self-government agreements will continue to be a Activity Sheets negotiated priority for DAAIR. DAAIR will increase its coordination and education initiatives to ensure that all departments are aware of Measure 2: Milestones their respective obligations. reached in negotiating agreements DAAIR will develop approaches to program and service delivery in a post self-government environment that will Measure 3: Number of consider concurrent jurisdictions of the GNWT and Aboriginal meetings on self- governments. government financing
DAAIR will continue to work with the federal and Aboriginal Measure 4: Number of governments to ensure that the costs of self-government are departmental information understood early on in the process. and advisory sessions
DAAIR will also do its part to ensure that all northern Measure 5: Number of governments have the capacity to fully implement land, GNWT-related issues resources and self-government agreements. brought before Implementation Committees for resolution
Page 6 2008-2012 Business Plan ABORIGNAL AFFAIRS AND INTERGOVERNMENTAL RELATIONS
KEY ACTIVITY 3: MANAGING THE GNWT’S INTERGOVERNMENTAL RELATIONS
Description 2008/09 Budget:
The Intergovernmental Relations Division promotes and Compensation & Benefits advances the GNWT’s commitment to develop and maintain $872,000 mutually respectful intergovernmental relations between the GNWT and federal, provincial, territorial, Aboriginal and Grants & Contributions international governments. In doing so, the division protects, $350,000 develops and promotes the interests and aspirations of NWT residents in the GNWT’s intergovernmental relations activities. Other O&M $202,000
Amortization None Major Program and Service Initiatives Staff (Positions):
DAAIR will continue to support the Premiers’ participation in all 6 HQ meetings with the Prime Minister, other key federal ministers and 0 Regional/Other with other Premiers in order to advance the GNWT’s key strategic priorities. Measures:
DAAIR will strengthen its focus on developing respectful and effective intergovernmental relations with Aboriginal Measure 1: Number of governments and will pursue an increased number of bilateral multilateral and bilateral meetings and regular multilateral meetings with Aboriginal meetings with Aboriginal governments. governments
DAAIR will establish and administer an Aboriginal Measure 2: Number of Intergovernmental Meetings Fund intended to assist Aboriginal bilateral and multilateral governments in preparing for and offsetting the costs of engaging First Ministers’ meetings/ with the GNWT. conferences attended
DAAIR will determine the most effective way in which our government’s presence in Ottawa can help us realize our key goals.
DAAIR will fulfill the GNWT’s commitment to hosting upcoming intergovernmental meetings such as the 2008 and 2011 Northern Premiers’ Forums (NPF) and the 2011 Western Premiers' Conference (WPC).
2008-2012 Business Plan Page 7 ABORIGINAL AFFAIRS AND INTERGOVERNMENTAL RELATIONS
STRATEGIC INITIATIVE: MANAGING THIS LAND Action: Continue to Develop Governance
Description
Recognizing the influential and far reaching implications of Aboriginal rights agreements, the GNWT is a party to all land, resources and self-government negotiations in the NWT, with DAAIR representing the government’s interests at these negotiations. However, effectiveness at negotiations does not result from merely attending negotiations. It is strategic negotiating teams, cognisant of the broad implications of modern treaties, supported by carefully considered mandates that will result in final agreements providing for effective governance and the sound management of land and resources.
While it is important to negotiate sound and effective final agreements, it is equally critical to develop comprehensive and sustainable implementation plans and financing agreements that realize both the spirit and intent of these agreements. An integral element of successful implementation is the establishment of ongoing mutually respectful government to government relations.
In order for DAAIR to fully and effectively support this strategic action, additional resources will be required.
Objectives
To ensure that the GNWT has the capacity to more effectively represent territorial interests during the negotiation and implementation of all land, resources and self-government agreements, including the capacity to actively participate in all new negotiating tables that may arise during the course of this planning period.
Action Plan
Planning work for the development of a reinvestment proposal to fulfill the objectives of this strategic action will be undertaken during 2008-2009 and will:
• Establish the appropriate number of GNWT negotiating teams, including a balanced level of support services, to effectively participate at all negotiation tables.
• Improve the effectiveness of negotiations through the exploration of governance models and the implementation of self-government.
• Facilitate a dialogue with Aboriginal governments on matters that support the GNWT’s Managing This Land initiative.
Page 8 2008-2012 Business Plan ABORIGNAL AFFAIRS AND INTERGOVERNMENTAL RELATIONS
INFRASTRUCTURE INVESTMENTS
The department does not anticipate any infrastructure investments during the four-year planning period.
2008-2012 Business Plan Page 9 ABORIGINAL AFFAIRS AND INTERGOVERNMENTAL RELATIONS
LEGISLATIVE INITIATIVES
The department anticipates bringing forward one legislative initiative during the four-year planning period as follows:
Title:
Délînê Self-government Agreement Settlement Legislation
Main Elements:
Legislation will be required to confirm the validity of the Délînê Self-government Agreement.
Target Date for Submission of Legislative Proposal:
This legislative initiative will be brought forward following the completion and ratification of the Délînê Self-government Agreement, the Implementation Plan and the Financial Agreements.
Page 10 2008-2012 Business Plan
EDUCATION, CULTURE AND
EMPLOYMENT
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EDUCATION, CULTURE AND EMPLOYMENT
OVERVIEW
MISSION
The mandate of the Minister and the Department of Education, Culture and Employment is to provide quality programs, services and supports in the areas of early childhood development, K-12 education, postsecondary and adult education, career development, apprenticeship and occupational certification, employment standards, income assistance, official languages, arts, and culture and heritage.
GOALS
1. Pride in our Culture - Northerners who are knowledgeable about and proud of their culture. 2. Education of Children and Youth - Northern families developing a strong foundation for their children’s learning. 3. Education of Adults - Northern adults continuing to learn and grow to meet the requirements of daily living. 4. A Skilled and Productive Work Environment - Northerners participating in a strong and prosperous work environment. 5. People Participating Fully in Society - Northerners actively participating in community and society to their fullest.
BUDGET (2008/9)
Compensation & Benefits $ 20,439,000 Grants & Contributions $ 197,816,000 Operations & Maintenance $ 67,335,000 Amortization $ 8,324,000 Infrastructure Investment $ 28,458,000
STAFFING (2008/9)
Headquarters (HQ) 133 positions Regional/Other Communities 70 positions Education Authorities 1,093 positions (estimate based on 2007-08 school year enrolments) Aurora College 225 positions (estimate based on GNWT funding framework)
KEY ACTIVITIES
1. Culture, Heritage and Languages • Culture and Heritage • Official Languages 2. Early Childhood and Schools • Early Childhood Development • K-12 Education • Library Services 3. Adult and Postsecondary Education 4. Employment and Labour 5. Income Security
2008-12 Business Plan Page 1 EDUCATION, CULTURE AND EMPLOYMENT
STRATEGIC ACTIONS
The Department of Education, Culture and Employment (the Department) will work with other GNWT Departments in support of the government’s strategic initiatives:
• Improve Skills for Living and Working (Maximizing Opportunities Initiative) • Promote the NWT As A Place To Visit And Live (Maximizing Opportunities Initiative) • Maximize Benefits from Resource Development (Maximizing Opportunities Initiative) • Support Individuals and Families (Reducing Cost of Living Initiative) • Expand Programming for Children and Youth (Building Our Future Initiative) • Strengthen Service Delivery (Refocusing Government Initiative)
Page 2 2008-12 Business Plan EDUCATION, CULTURE AND EMPLOYMENT
STRATEGIC ISSUES
Culture Trends
Participation in arts festivals, Aboriginal celebrations and other cultural events has increased significantly from 16% in 2002 to 23% in 2006. Over half of all visitors to the Northwest Territories (NWT) visit museums and historic sites. Employment in the Information, Culture and Recreation Service Sector has grown from 3% in 2001 to 5% in 2006 of the total NWT employment. This does not include artists in the goods producing sector1. Trade in the cultural sector represents one of the three largest industries in the NWT, yet the value of culture exports have dropped from $560,000 in 2001 to $234,000 in 20052. As one of the top ten NWT industries, the cultural sector contributed $21.5 million toward the NWT’s GDP in 2006 from $18.5 million in 20003, representing a general growth of $3 million. Nearly half (44%) of NWT Aboriginal women participated in making art and crafts and 35 % earned income from their products.4 Visitor participation in festivals has increased from 16% in 2002 to 23% in 2006 while visitor participation in historic sites, museums and Aboriginal content (52%) was more than any other attraction in 20065.
Aboriginal Language Trends
A number of social, political and demographic factors affect Aboriginal language acquisition and maintenance. The segment of the Aboriginal population that is most fluent in their language and holds most of the traditional knowledge is aging. One key factor that impacted the intergenerational transmission of languages for this population in their early years was attendance at residential school. Another factor is that the English language, as the dominant world language and the language of mass media, has become the language of choice that the general population uses at home, work and in the community.
The percentage of the Aboriginal population aged 15 and over that is able to speak an Aboriginal language has dropped from 59% in 1984 to 43% in 2006. However, the annual average percentage change is slowing down. Between 1989 and 1999, the decline in Aboriginal language usage was 2.1% while from 1999 to 2006 the decline was 0.7%.6 The decline could have resulted, in part, from the Department’s targeted investments over the last ten years toward Aboriginal language community efforts, Language Nest Programs, and Aboriginal Language and Culture-based K-12 Education.
1 NWT Bureau of Statistics, 2006 Labour Force Survey 2 Statistics Canada International Trade Division, Catalogue no. 87-007, page 9 3 NWT Bureau of Statistics 4 NWT Bureau of Statistics, 1999 Labour Force Survey 5 Industry, Trade and Investment, 2002 and 2006 Visitor Exit Surveys 6 NWT Bureau of Statistics
2008-12 Business Plan Page 3 EDUCATION, CULTURE AND EMPLOYMENT
Education Trends
The percentage of NWT high school graduates of Aboriginal descent has increased significantly since 2000. Approximately 43% of the 2006 graduates were of Aboriginal descent compared with 19% in 2000. In the same period, the number of graduates in smaller communities has nearly doubled and the percentage of graduates compared to the number of 18 year olds in the NWT as a whole has increased from 39% to 52%. This trend may be a result of improved student teacher ratios, grade extensions in small communities and the Inclusive Schooling Initiative. From 2000 to 2007, there has been a decline in enrolments from 9,998 to 9,048 due largely to changing demographics.
Advanced education and training increases a person’s earning potential while furthering individual career goals. A wide variety of college, apprenticeship and training programs are available across the NWT. Career development services are available in secondary schools, the college campuses and at regional career centres.
Employment Trends
In 2007, 21% of all employed persons in the NWT worked in public administration. Other large sectors of the labour market include health and social services comprising 12% of all employed persons: retail and wholesale trade at 11%; transportation and warehousing at 8%; forestry, fishing, mining, oil and gas at 10%; education at 6%; and construction at 7%. Postsecondary education and training programs along with pathways through secondary school prepare Northerners for participation in occupations that represent high employment opportunities. These programs include mining, construction, nursing, teaching, social work and management.
The NWT had the third highest employment rate in Canada in 2006 at nearly 69%. This may partly be a result of the recent boom in the non-renewable resources sector although the government represented nearly 40% of all jobs. However, in 2007, there was a wide gap between the employment rate in Yellowknife of 83% and almost 62% in all other communities combined. There was also a wide gap between Aboriginal (55%) and non-Aboriginal (87%) employment rates. At the same time the NWT is experiencing skill shortages and employers must look elsewhere to fill positions in key occupations. The Department will continue to work with the federal government, industry and Aboriginal organizations to ensure that all NWT residents have equal access to training and employment opportunities through various initiatives. The Department is also making targeted investments in trades and other northern occupations.
Income Trends
In recent years, the average income of all workers in the NWT has increased while the number of income assistance beneficiaries has decreased overall. Between 1997 and 2006, average income grew 44%. This increase in income was coupled with a decrease of income assistance utilization from 10% of the population in 1997 to 5% in 2007. Although the median income of $90,865 is high, 10% of families have incomes less than $25,000. The Department’s efforts to provide a safety net for low- income earners and to encourage beneficiaries of income assistance to participate in productive choices will continue to positively impact the degree to which NWT residents and their families can afford the basic costs of living and become self-reliant.
Page 4 2008-12 Business Plan EDUCATION, CULTURE AND EMPLOYMENT
DIRECTORATE AND ADMINISTRATION
Description
Directorate and Administration provides overall management, planning, communications and administrative support to the Department and its partners in education across the NWT. The Branch operates under the direction of the Deputy Minister who makes recommendations to the Minister with regards to Department goals, objectives, and standards.
The Directorate provides leadership, management, planning, and public relations for the Department as well as its boards and agencies.
The Strategic and Business Services Division guides broad policy and legislative initiatives, strategic planning, business planning and capital planning for the Department, Aurora College and the education authorities. It coordinates briefing notes and decision-making documents and provides records management and financial administration. Finally, the Division manages the information systems that support the delivery of programs and services across the Department, Aurora College and the education authorities.
Public Affairs manages, develops, implements and maintains all internal and external communication plans and all public affairs activities for the Department of Education, Culture and Employment.
2008/9 Resources
Budget:
Compensation & Benefits $3,895,000 Grants & Contributions - Other O&M $3,946,000 Amortization -
Staffing (Positions):
Directorate (HQ) 6 Strategic and Business Services Division (HQ) 26
Major Program and Service Initiatives
Boards and Agencies Reform The Department is participating in the GNWT initiative to create multi-purpose boards that integrate health and social services, education, and housing programs at the regional level with a view to improving the effectiveness and efficiency of these government services.
2008-12 Business Plan Page 5 EDUCATION, CULTURE AND EMPLOYMENT
KEY ACTIVITY 1.1: CULTURE AND HERITAGE
Description 2008/9 Budget:
All residents of, and visitors to, the NWT benefit socially and/or Compensation & Benefits economically from a richer understanding of our heritage and $2,199,000 from meaningful participation in cultural activities. Some of the most effective departmental activities in this area of responsibility Grants & Contributions support projects and organizations that operate at the community $1,382,000 level. Other O&M NWT Museum Operation: works with community experts to $724,000 collect, preserve, document, study, exhibit, and educate the public about artifacts, specimens and works of art significant to the Amortization culture and heritage of the NWT. $ 0 NWT Cultural Places: conducts archaeological fieldwork and research, assesses impact of resource development on Staff (Positions): archaeological resources, and issues permits for archaeological research. 27 HQ NWT Archives: identifies, acquires, preserves and makes accessible government records and records of historic Activity/Output Measures: significance to the NWT. NWT Museum Operations: Community Arts, Culture and Heritage Programs: provides funding and support services to community museums, cultural Number of new exhibits organizations, cultural projects, artists and arts organizations. produced.
Major Program and Service Initiatives Number of visitors.
Exhibit Strategy: Number of education programs delivered. This Strategy will guide the development of in-house and travelling exhibits, including community participation, and associated on-line Number of website visitors. exhibits and museum education programs. NWT Museum Collections Strategy: Cultural Places Program: A strategy will be developed to systematically collect, document and preserve artifacts and other objects of significance to the Number of communities heritage of the NWT. involved in a Cultural Places Research Project. NWT Archives Collections Strategy: A strategy will be developed to systematically collect recorded oral NWT Archives: history, photographs, sound and video recordings, historic documents and other records significant to our NWT heritage. Number of clients. NWT Arts Strategy: Number of finding aids created The Strategy was recently reviewed by the arts community and a for the collection. revised Action Plan will be implemented. Additional investments will be made to support arts and culture involving participation by Community Contributions: northern performers as part of the 2010 Olympics.
Historic Places Initiative: Number of individuals and Federal funding of over $2 million has been renewed to 2010 to organizations funded. document archaeological and historic sites. Page 6 2008-12 Business Plan EDUCATION, CULTURE AND EMPLOYMENT
KEY ACTIVITY 1.2: OFFICIAL LANGUAGES
Description 2008/9 Budget:
The Department provides a variety of programs and services that Compensation & Benefits support the Official Languages of the Northwest Territories. $1,206,000
Aboriginal Languages Program: provides funding to each Grants & Contributions Official Aboriginal Language community to implement its $3,533,000 strategic plan for language revitalization and administers the Aboriginal Interpreter/Translator Certification Program. Other O&M Funding is provided to Aurora College for the Aboriginal $1,295,000 Language and Culture Instructor Program and to Education Authorities for Aboriginal Language and Culture programs in Amortization NWT schools. $ 0
French Language Services: coordinates Official language Staff (Funded Positions): services for the Department and provides translation and
interpreting services to all GNWT departments, boards and 12 HQ agencies. 0 Regional/Other The Official Languages Board: comprised of one member of each of the 11 Official Languages of the NWT, advises the Activity/Output Measures: Minister Responsible for Official Languages on issues related to the delivery of official languages services by the GNWT. Aboriginal Languages:
The Aboriginal Languages Revitalization Board: comprised of Number of funded one member of each of the nine Official Aboriginal Languages Aboriginal language of the NWT, advises the Minister on government and community activities. community efforts to maintain, revitalize and promote
Aboriginal languages. Number of funded Aboriginal literacy activities.
Major Program and Service Initiatives Number of participants in the Interpreter/ Translator Aboriginal Languages Strategy Training Program. The Strategy will be reviewed to guide programs and services aimed at the acquisition and maintenance of French Language: Aboriginal languages. Implementation Plan for French Language: Number of funded French An Implementation Plan to enhance access to French Community Cultural Language Services across the GNWT will be developed. Development activities. A Single Window Project for the delivery of GNWT services in French will be piloted in Yellowknife. Number of people accessing the pilot service centre. Aboriginal Language Services:
An Implementation Plan will be developed. Number of words translated A “Single Window Service Centre” for Aboriginal into French or English. languages will be piloted.
2008-12 Business Plan Page 7 EDUCATION, CULTURE AND EMPLOYMENT
KEY ACTIVITY 2.1: EARLY CHILDHOOD DEVELOPMENT
Description 2008/9 Budget:
The Department provides program development support to Compensation & Benefits community organizations interested in delivering programs and $743,000 services for young children and their families. Grants & Contributions Regional Early Childhood Consultants provide program $5,421,000 development support, funding to assist with operational expenses
and funding for training for early childhood workers. The Early Other O&M Childhood program licences and monitors early childhood $104,000 programs to ensure compliance with the Child Day Care Act and
Standards Regulations. Amortization $ 0
Major Program and Service Initiatives Staff (Positions):
2.0 HQ Healthy Children Initiative: 4.0 Regional/Other Funding will continue to be provided through regional committees to community-based organizations to enhance Activity/Output Measures: existing early childhood programs and services. Number of funded Early Language Nest Initiative: Childhood Programs. The Department will continue to support the Language Nest sites that include language speakers, Aboriginal materials, Number of projects resources, and activities. supported by Healthy Children Initiative Early Childhood Education Postsecondary Training: funding. Aurora College and the Department will undertake a review of the Early Childhood Development Certificate program Number of funded including the course topics and the distant delivery method Language Nest sites. currently used in order to improve the current postsecondary training offered by the College. Number of funded Family Literacy activities. Family Literacy: The NWT Literacy Council will review existing workshops Number of individuals and training, continue to provide regional training enrolled in Early opportunities, and begin researching materials and Childhood Development information for the development of ‘Start Early Kits’ family Certificate courses at literacy kits for children 0-3 years of age and their families. Aurora College.
Page 8 2008-12 Business Plan EDUCATION, CULTURE AND EMPLOYMENT
KEY ACTIVITY 2.2: K-12 EDUCATION
Description 2008/9 Budget:
The Department provides support and monitors compliance with Compensation & Benefits legislation, standards and directives for the NWT school system. $2,340,000 (Education)
Instructional Support Services: ensures that curriculum is Grants & Contributions appropriate to students’ academic needs, cultural backgrounds, $144,871,000 (Education) languages, and learning styles; provides in-service to educators; develops curriculum and materials, training programs, guidelines Other O&M and strategies to support students through educational $2,303,000 (Education) programming. Operations and Development: provides operational support to Amortization education bodies and coordinates teacher recruitment, teacher and $ 5,968,000 (Education) principal certification, school improvement projects and manages student records and territorial wide student assessment strategies. Staff (Positions):
School Contributions: are provided to the education authorities 22 HQ (Education) based on enrolment and to cover annual operating and maintenance costs. Activity/Output Measures:
Major Program and Service Initiatives Number of principals in an evaluation process.
Instructional Support Services: Number of new teachers in Conduct large and small scale in-service training sessions for: mentorship programs. - Social Studies: Grades 5, 6, 30-1 and 30-2.
- English Language Arts: grades 7 to 9, 10-3, 20-3 and 30-3. Number of new - Mathematics: Grades 3, 6, 9 and 10 Common and 10 curriculum, including Workplace and Apprenticeship Mathematics. teacher and student - Science: Grade 11 Experiential Science 20 and Grade 11 resources, developed. Applications of Science 20.
- Dene Kede: K to 9. Number of teachers that Develop a framework for Trades Programming. have received in-service
training in each new Education Operations and Development: curriculum. Pilot and review a Principal Growth and Evaluation Model. Work with the NWTTA Representatives to provide recommendations to foster a safe school environment for students and teachers in the NWT. Revise Directive on Student Assessment, Evaluation and Reporting, in accordance with the direction of the Minister, based on the recommendations coming from the Review. Develop a strategy to close the education achievement gap between Aboriginal and non-Aboriginal students.
School Contributions Improve Pupil Teacher Ratio for trades programming. The Small Community School Initiative will support high school students in small communities to access programs to fulfill their career and education plans. 2008-12 Business Plan Page 9 EDUCATION, CULTURE AND EMPLOYMENT
KEY ACTIVITY 2.3: LIBRARY SERVICES
Description 2008/9 Budget:
The Department provides all residents of the Northwest Compensation & Benefits Territories with quality library services that meet their $477,000 educational, informational and recreational needs. Grants & Contributions A central library collection is maintained and used to rotate $293,000 current material to libraries across the NWT. In communities without libraries, residents can search the online catalogue on the Other O&M Public Library Services (PLS) Website and receive materials by $372,000 mail. Professional library staff also provide training and technical Amortization support for community library staff. Special programming, such $ 0 as the Summer Reading Club and Canadian Children’s Book Week, is also coordinated centrally. Staff (Positions):
PLS also provides the automated library system for the NWT 8 Regional/Other (Library) Library Network that provides service to community libraries, the
Legislative Library, Aurora College libraries, Aurora Research Activity/Output Measures: Institute Library and PWNHC Reference Library.
Number of borrowers and Major Program and Service Initiatives number of items circulated to residents.
Automated Library Checkout System Number of All libraries will receive training and be provided with access professional/technical to the automated library checkout system. services provided to community libraries. Community Library Space Planning A long-term plan for the provision of public library space in Number of new materials. communities will be developed and utilized for capital planning purposes. Labour Market Literacy – Library Enhancements An enhancement to contributions to libraries in small communities will allow libraries to be open more hours a week and more days a year.
Page 10 2008-12 Business Plan EDUCATION, CULTURE AND EMPLOYMENT
KEY ACTIVITY 3: ADULT AND POST-SECONDARY EDUCATION
Description 2008/9 Budget:
The Department assists the NWT adult population to acquire the Compensation & Benefits skills, knowledge and abilities to become more self-reliant and to $506,000 take better advantage of social and economic opportunities. Grants & Contributions College Services: supports Aurora College in the planning, $33,185,000 research, development and evaluation of adult and postsecondary programs and services. Other O&M Aurora College: delivers, directly or through partnerships, a wide $384,000 variety of certificate, diploma and training programs relevant to the NWT labour market. Degree programs are offered including Amortization the Bachelor of Science of Nursing and the Bachelor of $2,356,000 Education. Staff (Positions): Aurora Research Institute: is responsible for licensing and coordinating research in accordance with the Scientists Act and 3 HQ continues in its established role of supporting physical and social 0 Regional/Other science research along with technology innovation. Adult Literacy and Basic Education (ALBE): Aurora College Activity/Output Measures: delivers ALBE programming ranging from basic literacy to Grade 12 level courses at Community Learning Centres (CLCs) in Aurora College: smaller communities and at the Aurora, Thebacha and Yellowknife Campuses in regional centres. Number of graduates.
Number of students Major Program and Service Initiatives enrolled in ALBE.
Aurora College: NWT Literacy: A results-based accountability framework for Aurora College will be developed along with a schedule for regular evaluation. Number of funded literacy projects and participants. NWT Literacy Strategy: With the guidance of the Literacy Strategy Advisory Teacher Education Program: Committee, the NWT Literacy Strategy 2008/2018 will be implemented. Number of students Under the guidance of the ALBE Articulation Working Group, enrolled. the NWT Secondary School Diploma for adults will be implemented. Number of graduates. Teacher Education Strategy: The Community Teacher Education Program will be expanded to regions across the NWT. This includes delivery of the Aboriginal Language and Culture Instructor Program for schools.
Private Vocational Training Initiative: Under the guidance of the Private Vocational Training Working Group, analysis and monitoring of institutions will take place.
2008-12 Business Plan Page 11 EDUCATION, CULTURE AND EMPLOYMENT
KEY ACTIVITY 4: EMPLOYMENT AND LABOUR
Description 2008/9 Budget:
The Department provides a variety of programs and services that Compensation & Benefits increase opportunities for Northerners to develop their careers and $3,878,000 to seek improved employment. Grants & Contributions Career and Employment Development: provides a variety of $80,000 career services, training and employment programs. Partnerships are created with other governments, Aboriginal organizations, Other O&M community organizations and industry. $ 2,552,000 Resource Development: coordinates Departmental policy in relation to the non-renewable sector. Amortization $0 Apprenticeship, Trades and Occupations: certifies individuals in
42 designated trades and 23 occupations. It also plans, Staff (Positions): coordinates, evaluates and maintains certification standards and processes. 14 HQ Employment Standards Office: provides information on the 22 Regional/Other Employment Standards Act and Regulations to employers and employees. It also conducts formal investigations and appeals Activity/Output Measures: regarding complaints of non-compliance with the Act. Career and Employment Development:
Major Program and Service Initiatives Number of clients who received training and/or Canada-NWT Labour Market Agreement: employment supports. An evaluation is being conducted. The Department is consulting with the federal government Apprenticeship, Trades and regarding additional training support for clients who are not Occupations: eligible for Employment Insurance. Career Development Directive: Number of workers who The Career Development Directive will be updated based on receive certification. the regional consultations in schools, career centres and Number of trades and college campuses. occupations reviewed or newly designated. Immigration: Establish a NWT Immigration Portal to improve the provision Employment Standards: of on-line information services and tools for prospective immigrants and newcomers to the NWT. Number of presentations Implement a NWT nominee program to attract immigrants delivered. with skills in occupations where there are skills shortages in Number of inquiries the NWT. received. Apprenticeship, Trades and Occupations: Number of investigations Implementation of recommendations as identified in the conducted. Apprenticeship and Occupational Certification Program Review (AOC Review).
Page 12 2008-12 Business Plan EDUCATION, CULTURE AND EMPLOYMENT
KEY ACTIVITY 5: INCOME SECURITY
Description 2008/9 Budget:
The Department administers a variety of Income Security Compensation & Benefits programs. Income Security Programs provide financial assistance $5,195,000 to NWT residents to meet basic needs, address cost of living, encourage home ownership and ensure access to basic health, Grants & Contributions education or legal programs and services for low income residents $9,051,000 of the NWT. Other O&M Income Assistance: provides financial assistance to people age 19 $55,655,000 or over, and their dependents, to meet basic needs for food, shelter, utilities and fuel. Amortization Public Housing Rental Subsidies: provides financial assistance $0 to lower-income NWT residents living in public housing to assist with the cost of rent. Staff (Positions):
Student Financial Assistance: provides financial assistance to 22 HQ NWT Residents to assist them with the cost of obtaining a 35 Regional/Other postsecondary education. Child Care User Subsidy: provides financial assistance to lower Activity/Output Measures: income families to assist them with child care expenses while they are working or in school. Number of unique Seniors’ Home Heating Subsidy: provides financial assistance to income assistance cases. lower income NWT seniors to assist them with the cost of heating their homes in the winter months. Number of seniors receiving Supplementary Benefits.
Number of SFA Major Program and Service Initiatives applications approved.
Income Security Review: Number of Housing Align the Public Housing Rental Subsidy Program with the Subsidy applications new Income Security Model. received. - Update cost of living rent reduction. Implement incentive to work policy. - Number of ECE service Review Income Security Programs for seniors and persons centres established. with disabilities.
Income Security Training: Provide on-going staff training on customer service and case management.
Establishment of ECE Service Centers: Implement service center plan focusing on providing improved service delivery in all remote NWT communities.
2008-12 Business Plan Page 13 EDUCATION, CULTURE AND EMPLOYMENT
STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Expand Programming for Children and Youth
Description
Expansion of Early Childhood Development Programs
To expand access to, and improve the quality of, early childhood programs by supporting culturally- relevant programs, training early childhood workers and family literacy coordinators, and improving transitions to Kindergarten and Grade One. As a result, young children will have an effective, culturally relevant start in life that will contribute positively to their educational, health and social development.
Community Based Teacher Education Program
Provide access programs and practicum placements in communities for the Teacher Education Program (TEP) and provide additional personal, professional, cultural and academic learning supports. As a result, enrolment and completion rates of the TEP will increase. Graduates of the Aurora College Teacher Education Program and the Aboriginal Language and Cultural Instructor Program (ALCIP) will be better prepared to teach students in the NWT. There will also be an increase in the number of Aboriginal teachers in the NWT School System.
Small Community School Initiative
Provide opportunities for students from small communities to access the high school programs required to fulfill their career and education plans. Education authorities will receive additional funds to either assist students to attend schools in regional centres or, alternatively, to pool funds to hire a specialist teacher to assist students through distance education and by traveling to the communities.
Objectives
Expansion of Early Childhood Development Programs To increase program support capacity at headquarters and in the regions. To support quality early language development programs, with an emphasis on developing and revitalizing the official NWT Aboriginal languages. To expand access to early childhood and family literacy training.
Community Based Teacher Education Program Increased number of communities where TEP is offered. Increased TEP enrolment rates by region. Increased TEP completion rates. Increased percentage of Aboriginal teachers in the NWT School System. Improved overall teacher retention.
Small Community School Initiative More students will complete the high school requirements to fulfill their academic and career plans. More students from small communities enroll in postsecondary education and trades training programs.
Page 14 2008-12 Business Plan EDUCATION, CULTURE AND EMPLOYMENT
Action Plan
Expansion of Early Childhood Development Programs 2008-09 and ongoing • Increase regional Early Childhood Program staff from 4.5 to 6.0 Full Time Equivalents. • Establish an Early Childhood Coordinator position at headquarters to support Language Nest programming, support the development of a kindergarten curriculum and build linkages between early childhood and the formal school system. • Sustain existing Language Nests. 2009-10 • Conduct a study of the Early Childhood and the Family Literacy training programs. 2010-11 • Increase funding to Aurora College to expand access to training for early childhood staff. • Increase funding to the NWT Literacy Council to expand the Family Literacy Program. • Provide funding for new Language Nests and increase funding to existing Language Nests.
Community Based Teacher Education Program 2008-09 • Continue delivery of TEP in first region. • Introduce TEP in second region. 2009-10 • Continue delivery of TEP. 2010-11 • Continue delivery of TEP. • Introduce TEP in other regions. 2011-12 • Continue delivery of TEP in regions.
Small Community School Initiative 2009-10 • Provide funding for 15 students from smaller communities to access high school programs required to fulfil their career and education plans. 2010-11 • Provide additional funding for 30 students from smaller communities to access high school programs required to fulfil their career and education plans. 2011-12 and ongoing • Provide additional funding for 45 students from smaller communities to access high school programs required to fulfil their career and education plans.
2008-12 Business Plan Page 15 EDUCATION, CULTURE AND EMPLOYMENT
STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Improved Skills for Living and Working
Description
Trades Related Initiatives:
Additional Support for Apprentices: Increased support provided to women and Aboriginal people to assess their interest and skills in trades and occupations and to prepare them for the trade’s entrance exam so they may effectively achieve certification in a trade or occupation.
Enhancing Community Level Delivery of Trades Training: Expanded access to trades training in the Beaufort-Delta Region through the operation of a state-of-the-art, Mobile Trades Training Unit (MTTU) purchased by Aurora College and its partners. The MTTU provides students with hands-on experience in five trade areas - carpentry, electrical, plumbing, welding and mechanical/automotive relevant to the immediate hiring needs of the mining and oil and gas industries in the NWT.
Apprentice Training: Enhancements to existing apprentice training programs to meet training needs of an increasing number of apprentices. As a result, the NWT will have a skilled northern workforce prepared to meet labour market demands.
Heavy Equipment Operator Training: An instructor position to conduct community-based training in the Dehcho and South Slave regions.
Equipment Maintenance: Increased support to Aurora College’s Trades and Technology Program that provides programs to youth in schools, preparatory trades programs and apprenticeship training. As a result, this will ensure that northern candidates, including the Aboriginal population and women, are successful in trades and technical training.
School Trades Programming: Enhanced funding and programming for trades’ education. Includes development of Apprenticeship Math curriculum and resources.
Labour Market Literacy
Enhance literacy programs that address the needs of working age youth and adults so that they can access education and employment opportunities in the following areas. • Building Community Capacity; • Literacy Partnerships; • Literacy programs for out-of-school youth; and • Adult Secondary School Diploma.
Small Community Libraries will receive an enhancement to their funding to allow them to expand hours of operation and thereby expand access to reading materials to allow people of all ages to maintain their literacy levels across the lifespan.
Enhance Adult Basic Education
Improve access to Adult Literacy and Basic Education (ALBE) by increasing adult educator positions in the fifteen smallest communities. As a result, adults will gain functional literacy and be better prepared to participate in training and employment opportunities.
Page 16 2008-12 Business Plan EDUCATION, CULTURE AND EMPLOYMENT
Objectives
Trades Related Initiatives Increased participation in and completion of apprenticeship programs, particularly by women, Aboriginal people and residents of smaller communities.
Labour Market Literacy Increased number of programs participants. Increased hours of operation in small community libraries. Improved literacy rates at the population level.
Enhance Adult Basic Education Enhanced adult educator positions. Increased enrolments in Adult Literacy and Basic Education courses.
Action Plan
Trades Related Initiatives 2008-09 An Introductory Plumbing Program is to be offered in Inuvik via MTTU. Maintenance and re-tooling of the MTTU in preparation for the first community delivery. Establishment of an MTTU Advisory Committee. Address recommendations from Review. 2009-10 • Hire project manager to Research and develop assessment tools and support mechanisms. • Plan, develop, market and implement programs. • Establish an evaluation plan. • Develop accountability framework and provide teaching and learning supports to schools for high school trades programming. • Develop Grade 10 apprenticeship math curriculum. • Aurora College will hire community-based HEO instructor/coordinator. 2010-11 • Train regional Apprenticeship officers on new support initiatives. • Pilot assessment tools, mechanisms and support programs. • Implement communication strategy. • Enhance funding to Aurora College for supports for Aboriginal and women apprentices. • Develop Grade 11 apprenticeship math curriculum. 2011-12 and ongoing • Develop Grade 12 apprenticeship math curriculum.
Labour Market Literacy and Enhance Adult Basic Education Ongoing: • Increase contributions to community libraries to increase hours of operation. • Increase contributions to Aurora College for adult educator staffing in small communities. • Provide alternative approaches for out-of-school youth through community partnerships. • Develop resources and provide training to deliver Secondary School Diploma for adults. • Support literacy partnerships and community literacy plans.
2008-12 Business Plan Page 17 EDUCATION, CULTURE AND EMPLOYMENT
STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Promote the NWT as a Place to Live and Visit
Description
Support Immigration
Increase immigration support by developing and implementing a territorial nominee program and by participating in national policies and programs for immigration and refugee protection. The active management of NWT immigration issues would support targeted needs of NWT employers by expediting the processing of permanent residency for immigrants with the required skills and resources. This would also allow the GNWT to manage the settlement, integration and retention of newcomers already in, or destined for, the NWT.
Increased Support for the Arts
Increase support for, and coordination of, individuals, organizations and projects to enhance programs that showcase the arts and cultures of the NWT for northern residents and visitors to the North. As a result, a number of social and economic benefits will accrue to individuals and organizations in the NWT. Individuals will be able to support a career, organizations will provide more stable, higher quality programs, Northerners will have an improved quality of life and northern communities will experience greater social cohesion.
Collections and Exhibits Renewal
To create an Assistant Curator position and to hire Community Coordinators to develop and implement a plan to systematically collect museum and archival materials, develop exhibit storylines with elders and other community experts, and design museum and on-line exhibits that represent the culture and heritage of the NWT. As a result, students, community researchers and the public in communities who cannot travel to the PWNHC will be exposed to travelling exhibits, more permanent community installations, and on-line photos and interactive components.
Objectives
Support Immigration Development and implementation of a territorial nominee program. Increased involvement in NWT immigration and refugee protection policies and programs. Improved management, settlement, integration and retention of immigrants to the NWT.
Increased Support for the Arts Increased participation in the arts. Increased social and economic well-being and community cohesion.
Collections and Exhibits Renewal Collections are made accessible to future generations. Northerners and visitors have a better understanding and appreciation of cultural heritage. Completed Regional Collections Strategies are accessible to the public.
Page 18 2008-12 Business Plan EDUCATION, CULTURE AND EMPLOYMENT
Action Plan
Support Immigration 2009-10 Hire a Coordinator and 3 staff to administer the Territorial Nominee Program. Fund Aurora College to deliver English as an additional language program. Establish Community Liaison Position. 2010-11 and ongoing Establish and advertise program. Process applications. Facilitate employer and industry access to program information. Monitor and report on results.
Increased Support for the Arts 2008-09 Convene planning session with NWT Arts Council. Introduce new programs in a phased approach. Develop a new accountability framework and evaluation design to be incorporated into new or existing policies. 2009-10 Continue to increase funding and introduce new programs. Develop and implement a promotional campaign. 2010-11 Develop survey methodology and conduct survey on client satisfaction and outcomes. Continue to increase funding and introduce new programs. 2011-12 Conduct a comprehensive evaluation of programs. Consult and develop directions document for next four years.
Collections and Exhibits Renewal 2009-10 Hire an Exhibit Designer to continue community consultations and produce 2 exhibits and 4 dioramas as per the PWNHC Exhibits Strategy. Acquire artifacts for the PWNHC museum collection as required to meet the needs of exhibits and dioramas to be produced in 2009-10. 2010-11 Hire an Assistant Curator and Website and Multimedia Coordinator. Research needs and opportunities for collecting museum and archives materials by thematic areas. Develop a five-year implementation plan. Document and conserve materials and make them accessible through museum and web exhibits and on-line catalogues. 2011-12 Implement Year 1 of the five-year acquisition plan. Hire part-time regional staff to coordinate artifact production and acquisition. Implement the PWNHC Exhibit Renewal Strategy.
2008-12 Business Plan Page 19 EDUCATION, CULTURE AND EMPLOYMENT
STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Maximize Benefits from Resource Development
Description
Land Use Permits
Fund a Geographic Information Systems (GIS) Officer position and its work in relation to land use and archaeological permit issuance. The GNWT is responsible for the protection and management of archaeological sites in the NWT under the federal Northwest Territories Archaeological Sites Regulations. The GIS Officer will manage GIS-based inventories of heritage resources, traditional land use and geographic names in the NWT. The position will also provide GIS products to facilitate the Department’s engagement with the land use permitting/environmental assessment processes and fill spatial data requests by proponents, archaeological consultants and regulatory agencies.
Training and Coordination
Provide funding to meet compliance with the Socio-Economic Agreement (SEA) signed by the GNWT and operators of the MGP to contribute to a training fund. Each party is to contribute $500,000 towards the training fund (a total of $1 million) for each year for the first ten years following a decision to construct the Mackenzie Valley Gas Pipeline (the Pipeline).
Objectives
Land Use Permits Permits are processed in a timely manner. Archaeological sites and resources are protected for future generations.
Training and Coordination Training plans respond to industry needs. Northerners have access to training in the oil and gas sector.
Action Plan
Land Use Permits 2008-09 and ongoing Staff Geographic Information Systems Officer position. Provide additional GIS training as required. Acquire licences for GIS software. Conduct GIS mapping and analysis.
Training and Coordination 2010-11and ongoing Contribute $500,000 towards the establishment of a training fund. Hire a coordinator.
Page 20 2008-12 Business Plan EDUCATION, CULTURE AND EMPLOYMENT
STRATEGIC INITIATIVE: REFOCUSING GOVERNMENT Action: Strengthen Service Delivery
Description
Support Official Languages
To improve GNWT services in the NWT Official Languages of the public it serves by developing an implementation plan and by piloting Single-Window Service Centres for French and developing plans for service centres for one or more Aboriginal Languages. As a result, and in conjunction with other measures, the GNWT will have a greater capacity to deliver the broadest possible array of public services in the official languages while members of the NWT Official Languages communities will have improved access to GNWT public services.
Objectives
Short-term Objective: Client satisfaction with efficiency and effectiveness of new service delivery mechanisms.
Long-term Objectives: Stable and effective mechanism to deliver the broadest possible public service in the official languages as needed. Improved access to government services.
Action Plan
2008-09 Pilot French Single Window Service Centre. Develop a draft implementation plan for French language services in consultation with the Francophone community. Negotiate funding agreement with the federal government. Develop a draft implementation plan for language services for at least two of the high demand Aboriginal languages in consultation with official Aboriginal language communities. 2009-10 • Pilot Single-Window Service Centre for Aboriginal languages – either one language a year or several languages in a phased approach. • Conduct evaluation and revise implementation plan as required. 2010-11 Continue and/or expand Single Window Service Centre for Aboriginal languages. Continue to conduct evaluation and revise implementation plan as required. Host 15th Annual Ministerial Conference on Canadian Francophonie – September 2010. 2011-12 Continue and/or expand Single-Window Service Centre for Aboriginal languages. Continue to conduct evaluation and revise implementation plan as required.
2008-12 Business Plan Page 21 EDUCATION, CULTURE AND EMPLOYMENT
STRATEGIC INITIATIVE: REDUCING COST OF LIVING Action: Support Individuals and Families
Description
Next Steps in Income Security Reform
In order to identify gaps in its own social safety net, the GNWT has assessed the range of supports it currently provides against the goals that it wants to achieve through an Income Security Review process. As the lead for Income Security Reform, the Department developed an Income Security Policy Framework and Model and reviewed all Income Security programs and subsidies on behalf of the GNWT to ensure that they continue to meet public needs. As part of Income Security Reform, changes will be implemented that support the goal of a coordinated approach to the delivery of social programs. Greater emphasis is being placed on a client-focused method of service delivery. This method of working with clients will ensure that programs are providing supports and referrals to achieve full citizenship, inclusion and participation in the labour market.
Objectives
NWT residents have an adequate level of income that supports them in meeting their basic needs, enables them to participate in community life and supports their participation in programs that strive to develop self-reliance. Income Security programs are fair, equitable, needs based, fiscally responsible, transparent and effective.
Action Plan
2008-09 Develop new Income Security Model based on broad consultations with the public in communities across the NWT and with key community organizations. Establish a single point of entry for applying to all income security programs. 2009-10 Hire two Regional Managers, Income Security (Dehcho and Sahtu). Set up the two offices in the two regions. Provide ongoing support to Client Service Officers in the communities. Ensure compliance of Social Assistance Act, regulations and policies. Establish a case management delivery approach in all communities. Ensure ongoing customer service is provided.
2010-11 and ongoing Ongoing monitoring, tracking and reporting of Income Security Programs in each region.
Page 22 2008-12 Business Plan EDUCATION, CULTURE AND EMPLOYMENT
INFRASTRUCTURE INVESTMENTS
The following major projects will be undertaken during the Business Planning period:
Aklavik Moose Kerr School Roof Replacement Fort Good Hope Chief T’selehye School Replacement Fort Simpson Dehcho Complex Office/Hall Fort Simpson Thomas Simpson and Bompass Elementary School Boiler Replacement Fort Smith Joseph Burr Tyrell Elementary School - Upgrade Gamètì Jean Wetrade School Addition Hay River Diamond Jenness School Renovation Inuvik Samuel Hearne Secondary School Replacement Inuvik Sir Alexander Mackenzie School Replacement N’dilo Kalemi Dene School - Replacement Tulita Chief Albert Wright School - Replacement Yellowknife École Allain St-Cyr Addition – Construction of Addition (Phase I) Yellowknife École St. Joseph – Renovation Yellowknife J.H. Sissons Renovation
Note: This is not a comprehensive list of the Department’s infrastructure Investments.
EDUCATION, CULTURE AND EMPLOYMENT
LEGISLATIVE INITIATIVES
An Act to Amend the Employment Standards Act
The Bill enacted in March 2008, amended the definition of the term “week” in section 1 of the Act, and added a separate definition of the term “week” for use in the compassionate leave provisions of the Act.
An Act to Amend the Historical Resources Act
The proposed Bill will remove those provisions of the Historical Resources Act establishing the Historical Advisory Board, which has been inoperative for a number of years. The Bill will also change substitute certain references to the Commissioner with references to the Minister to reflect current responsibility for administration of the legislation.
Public Library Act
The proposed Bill will replace the Library Act with a modern regulatory framework that reflects how the NWT public library system is currently administered. It will outline the ability of a public library to control its premises and charge fees for certain services, and set out those services for which clients may not be charged fees.
An Act to Amend the Student Financial Assistance Act
The proposed Bill will amend the Schedule of the Student Financial Assistance Act to increase the maximum aggregate of principal amounts outstanding in respect of all loans.
An Act to Amend the Apprenticeship, Trade and Occupations Certification Act
The proposed Bill will modernize the Apprenticeship, Trade and Occupations Certification Act, and implement changes to the statutory framework for the apprenticeship, trade and occupational certification framework identified in the Apprenticeship and Occupational Certification Review.
An Act to Amend the Social Assistance Act
The proposed Bill will amend provisions of the Social Assistance Act to provide for a first level of appeal from the decision made under the Act to either a community appeal committee or an administrative review group comprised of employees designated by the Minister. This change will authorize the Department’s current practice of having income assistance appeals heard by an administrative review group in those instances where there is no community appeal committee or the appeal committee is not able to hear the appeal within a reasonable time frame.
The Bill will also incorporate a provision to limit the jurisdiction of the appeal committee, administrative review group and the Social Assistance Appeal Board to consider issues arising under the Canadian Charter of Rights and Freedoms. This amendment will clarify to appellants and members of appeal panels that only the Supreme Court of the Northwest Territories can address Charter issues. Another proposed amendment will facilitate the addition of new regulations that will address income security programs outside of the core income assistance program.
Page 24 2008-12 Business Plan
ENVIRONMENT AND NATURAL
RESOURCES
ENVIRONMENT AND NATURAL RESOURCES
DEPARTMENTAL OVERVIEW
MISSION
Environment and Natural Resources (ENR) works with all people and interested organizations to protect our environment by making sure our resources are used wisely and that people understand their part in keeping the environment healthy.
GOALS
1. The NWT’s air, land, water, wildlife, and forests are protected. 2. The NWT’s natural resources are used and developed wisely in accordance with the Sustainable Development Policy. 3. Knowledge is gained through cooperating and sharing information with other organizations and people interested in the environment. 4. The NWT’s environment and natural resources are managed with the understanding that forests, wildlife, air, land and water are connected.
BUDGET (2008/9)
Compensation & Benefits $26,304,000 Grants & Contributions $1,671,000 Other O&M $27,247,000 Amortization $1,720,000 Infrastructure Investment (Capital) $1,765,000
POSITIONS (2008/9)
Headquarters (HQ) 70 positions Regional/Other Communities 122 positions Seasonal 95 positions
KEY ACTIVITIES
• Corporate Management • Environment • Forest Management • Wildlife
STRATEGIC ACTIONS
The Department will take the following actions in support of the government’s strategic initiatives: • Protect Territorial Water (Managing This Land Initiative) • Mitigate and Adapt to Climate Change Impacts (Managing This Land Initiative) • Improve Environmental Monitoring Efforts (Managing This Land Initiative) • Environmental Stewardship (Managing This Land Initiative) • Maximize Benefits from Resource Development (Maximizing Opportunities Initiative) • Address Factors that Impact the Cost of Goods (Reducing the Cost of Living Initiative)
2008-2012 Business Plan Page 1 ENVIRONMENT AND NATURAL RESOURCES
STRATEGIC ISSUES
The natural environment is constantly altered through natural forces and human actions. Community and industrial development, exploration, and the harvesting of fish and wildlife species continue to put pressure on the environment and future resources. So too do the effects of climate change. Human activity needs to be managed such that risks to environmental and human health are minimized and the environment can continue to provide well into the future.
People in the NWT look to ENR to address their priority interests in wildlife, forests and the environment. This role is reflected in ENR’s mandate to: • Promote and support the sustainable use and development of natural resources; and • Protect, conserve and enhance the NWT environment for the social and economic benefit of all NWT residents. Immediately in the coming years, ENR is challenged to work with the public and its multiple agencies to help clearly define a vision for the NWT environment as this effects our future. What must an NWT landscape look like to ensure public benefit? Then, what must be done to ensure effective process is in place to achieve such a vision?
In some cases ENR, on behalf of the GNWT, must lead, particularly where the federal government has specifically transferred some of its former responsibilities to the GNWT, such as with wildlife and its habitat, forests, and Commissioner’s Land.
Leadership for ENR means ensuring that the right information is in the right place at the right time to make sure multiple agencies have the tools to do their jobs well. Research, monitoring, and effective use of traditional knowledge all help.
GNWT legislation provides authority to manage particular aspects of the environment, especially for wildlife and its habitat, forests, and environmental protection; and territorial parks. Outdated legislation is being updated to reflect a more integrated approach to environmental and natural resource management, reflective of the multiple roles emerging for new Aboriginal governments. In other cases, the GNWT contributes to evolving process under Federal legislation, such as the Mackenzie Valley Resource Management Act and, in the Inuvialuit Settlement Region, Territorial Lands Act, Northwest Territories Waters Act and Canadian Environmental Assessment Act.
Within the GNWT, renewed commitment to the Sustainable Development Policy and the Traditional Knowledge Policy will promote environmental and natural resource management instruments.
Key GNWT strategies and framework, such as on Climate Change, Energy, Water, Macroeconomics, Land Use all require multi-disciplinary interests to be reflected if a healthy NWT landscape is going to be maintained.
Strategically, in the period 2008-12, ENR will lead the GNWT and the NWT public to look at some hard issues, then define and take action towards some solutions. Overviews of specific action areas are captured in the following pages.
The Minister of Environment and Natural Resources is accountable to the Executive Council, and ultimately the NWT public, to ensure ENR fulfills its mandate. The Minister will track ENR priority actions through the 2008-12 Framework for Action. Every six months progress will be reported.
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Managing the Impacts of Development
The GNWT’s ability to effectively assess the impacts of development and mitigate resulting cumulative effects is based on the quality and quantity of information available. Baseline data gathered by ENR is used to compare the state of the environment before, during and after development has occurred. This ensures appropriate management actions are taken as environmental changes are detected. Because baseline data is required for resource management; land use planning; establishing protected areas; environmental impact assessment; and detecting environmental change, baseline surveys need to be completed for all areas of the NWT.
The Western NWT Biophysical Study collects information on the environment, forest resources and wildlife in the Mackenzie Valley. The ecological land classification system for the NWT categorizes land based on landscape, climate zones and vegetation. Effects on the landscape are measured through monitoring programs, such as the air quality monitoring program, while development is monitored for compliance with ENR’s statutes and regulations. These programs, designed to accumulate baseline environmental information and monitor the effects of human activities and natural disturbances, permit ENR to manage the NWT environment in an efficient manner.
An overview of the NWT’s environment can be found in ENR’s “State of the Environment Report”, designed to update NWT residents and decision-makers on the state of the environment, biodiversity and natural resources. In addition to this Report, the GNWT is working to implement and keep timely web and Geographic Information System (GIS)-based wildlife management, forest management and air quality information systems. These systems store, analyze and distribute information and make it easier to provide current data to the public, communities and industry.
Stewardship to Manage Resources and Protect the Environment
Conserving wildlife, forests and other natural resources is a major priority for the people of the NWT. ENR is developing several pieces of legislation to ensure these resources continue to meet the needs of residents today and tomorrow. The draft Species at Risk Act was tabled in June 2008, and was introduced to the Legislative Assembly in fall 2008. Building on the success of the collaborative process developed with Aboriginal governments for the Species at Risk Act, work will continue on developing a new Wildlife Act. A framework for creating new NWT forest policy and legislation is being developed. It is the first step in updating legislation and policy for forest resources based on current ecological concepts and approaches to sustainable forest management.
Consultation with relevant stakeholders and organizations allows ENR to determine the most appropriate way to manage human activities while protecting our wildlife and forest resources and avoiding contamination of the land, air and water. Several initiatives involving public and community consultation are planned or underway.
• Based on the success of the beverage container program, consultation has taken place on new waste reduction and recovery programs for the NWT. • Work continues on the development of best management practices to guide the actions of industry and to provide advice to regulatory authorities in the prevention or mitigation of adverse impacts to the environment, wildlife and forest resources.
• Through the development of a Forest Renewal Strategy, ENR is exploring various means of ensuring that forests are renewed and sustainable management achieved. The
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objective is to develop and implement more cost-effective approaches for forest renewal programs. • To minimize risk and protect communities from wildfires, ENR is working on the development of community protection plans based on FireSmart principles and practices and fuel hazard assessments for areas in the wildland/urban interface. The plans will be integrated with Municipal and Community Affair’s (MACA) community land use planning processes and will address fire response planning and training needs in communities. • Bison/human conflicts and the need for management of diseased bison require the development of an NWT-wide comprehensive bison management strategy and herd plans. • The NWT shares jurisdictional responsibility for the management of several wildlife populations, including barren-ground, mountain and woodland caribou. ENR is working with neighbouring jurisdictions to develop co-management agreements to ensure that human activities do not impact the health or productivity of these wildlife species.
Protecting NWT Waters
Residents of the NWT value clean water, healthy aquatic ecosystems and sufficient sources of clean water to supply their communities. ENR works cooperatively with other federal and regional authorities to manage water issues. This work focuses on issues of importance to NWT residents within the GNWT’s mandates; healthy ecosystems to support the traditional economy; and, community public water supply sources. The public and its governments and agencies need reliable up-to-date information to manage NWT water resources effectively. Public education and improvements to GIS or information management systems are routinely undertaken.
One focus area for the GNWT is ensuring aquatic ecosystems stay healthy. NWT rivers, lakes and wetlands are the mainstay of NWT wildlife and replenish sources for community public water supplies. ENR’s work with others will advance information available on aquatic ecosystems and establish a set of viable NWT indicators of aquatic health.
Sufficient long-term, cost-effective sources of public water supplies for communities are dependent on the watersheds in the vicinity of communities. “Managing Drinking Water in the NWT: A Preventative Framework and Strategy” frames drinking water quality actions within three pillars: Keeping NWT Water Clean; Making Water Clean; and Proving Water is Clean. To Keep NWT Water Clean, ENR focuses on actions that will allow risks to public water supplies to be accurately assessed and effective management actions to be taken within these watersheds. ENR continues to build a system that makes public water supply watershed maps available through interactive web- mapping with layers on water use and other factors that could affect the sources. This allows water resources management to be integrated with land use planning.
In spite of ongoing efforts within our borders, effective NWT water resources management must rely heavily on effective management actions taken in the upstream reaches of the Mackenzie River Basin (MRB). The MRB Transboundary Waters Master Agreement (Master Agreement), signed by the Governments of Canada, Saskatchewan, Alberta, British Columbia, Yukon and the NWT, purpose is to: establish common principles for the cooperative management of the Aquatic Ecosystem of the MRB; establish an administrative mechanism to facilitate application of these principles; and make provisions for Bilateral Water Management Agreements. The Yukon-NWT bilateral agreement is already in place. INAC and ENR, on behalf of the GNWT, represent NWT interests in the negotiation of these agreements. Current water management approaches view multilateral agreements for all players in a sub-basin or watershed as more effective than bilateral agreements.
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During the next two years (early 2010), the priority for agreements is those watersheds that contain upstream energy development, in particular the Alberta oil sands industry and large hydroelectric projects in the southern NWT, Alberta or British Columbia.
Taking Action on Climate Change
Climate change remains a serious issue for the NWT. Energy management programs established under the NWT Greenhouse Gas (GHG) Strategy (2007) and the GNWT Energy Plan are directed towards reducing carbon emissions in the NWT. These programs include support for: the Arctic Energy Alliance; the Energy Efficiency Incentive Program; the EnerGuide for Houses Program; the Energy Conservation Program; and, the Alternative Energy Technologies Program.
To address impacts from climate change already occurring in the NWT, ENR began developing a Climate Change Adaptation Action Plan in consultation with stakeholders during the fall of 2007. ENR will also create a Climate Change Network to improve communication and coordination of climate change activities in the NWT. The Network will provide a mechanism for tracking and reporting on achievement of emission targets and will support efforts to address climate change impacts in the NWT.
Advancing Implementation of the Protected Areas Strategy (PAS)
In response to the increasing pace and scale of development in the North, NWT PAS partners developed the Mackenzie Valley Five-Year Action Plan to significantly enhance implementation of protected areas in the Mackenzie Valley. More than 16 million dollars has been committed by INAC, ENR and environmental non-government organizations to implement the Action Plan between 2005- 06 and 2009-10. There are currently 13 communities involved in identifying and advancing 20 candidate areas through the PAS process. ENR continues to work with NWT PAS partners to advance the Strategy. In March 2007, the federal government announced a 10 million dollar investment to create or expand protected areas in the NWT during the following two years. In response to this announcement, ENR is reviewing key Action Plan areas and working with PAS partners to identify priorities for investment.
SUMMARY
While the NWT has an abundance of natural resources, our environment is facing pressures from industrial and community development, a changing climate and natural forces. Management actions taken collaboratively by a multitude of parties are needed to mitigate and control these pressures.
ENR will continue to work collaboratively with its management partners and the public to protect our environment while ensuring the wise and sustainable use of our resources.
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CORPORATE MANAGEMENT
Description
The Corporate Management activity is carried out through the Directorate; Policy, Legislation and Communications; Corporate Shared Services (Finance and Administration and lnformatics); and Compliance.
Divisions within this activity enable the Department to respond effectively to environmental and resource management issues of concern to the NWT residents. This activity promotes and undertakes: strategic planning; policy development; public education and information; compliance with environmental and renewable resource law; financial management and administration services; and geographic information system (GIS) and database system development and management so timely information is available to decision-makers and the public.
As well, corporate management coordinates Departmental input into negotiation of Aboriginal lands, resources and self-government agreements; federal land and water legislation reviews; land use planning; cumulative effects assessment and management; federal-provincial-territorial initiatives; and, negotiations for devolution of land and resources management with the federal government. 2008/09 Resources
Budget:
Compensation & Benefits $5,752,000 Grants & Contributions $70,000 Other O&M $4,213,000 Amortization $59,000
Staff (Positions):
Headquarters (HQ) 18 Regional/Other Communities 5
Major Program and Service Initiatives
Corporate Management leads or coordinates extensive internal, interdepartmental, intergovernmental, Aboriginal governments and public engagements required for successful land and resource management. Corporate management is strengthening land and resource GIS and databases to support multiple initiatives, and leads GNWT input into development, approval and review of regional land use plans, such as those for the Dehcho, Sahtu, Gwich’in and Upper Thelon regions.
Working with INAC and Aboriginal governments, Corporate Management is developing a NWT water resources management strategy. Corporate management coordinates GNWT input into numerous interjurisdictional water management initiatives such as the Canada Wide Strategy for the Management of Municipal Wastewater Effluent.
A field support unit is to be established for regional activities related to preparing public information and education, compliance, traditional knowledge, maintaining central databases on licencing and permitting and provide logistical support. Page 6 2008-2012 Business Plan ENVIRONMENT AND NATURAL RESOURCES
KEY ACTIVITY 1: ENVIRONMENT
Description 2008/09 Budget:
The Environment Division works with other departments, Compensation & Benefits governments, industry and citizens to maintain a high quality $3,367,000 environment for the benefit of current generations. The Environmental Protection section works to prevent, and reduce, Grants & Contributions the impact of human activities on the natural environment by $1,270,000 providing information, advice and programs in the areas of contaminated sites, hazardous substances, solid and hazardous Other O&M wastes and air quality. The Energy Management section $938,000 coordinates the GNWT’s response to climate change by developing strategies and activities to control, and inventory, Amortization greenhouse gas emissions, identify climate change impacts, None increase awareness of climate change and adapt to a warming climate. Working in partnership with the Arctic Energy Staff (Positions) Alliance, this section encourages energy conservation and the use of energy efficient technologies and alternative energy 26 HQ sources. The Environmental Assessment and Monitoring Unit 9 Regional/Other coordinates Departmental input into preliminary screenings of regulatory applications and renewal of permits and licences as well as the GNWT’s participation in environmental assessments Measures: and environmental impact reviews. 1- Annual recovery rate of beverage containers. Major Program and Service Initiatives 2 - Number and volume of A number of program changes and enhancements will be hydrocarbon spills implemented in the Environment Division. Expertise on water reported. issues has been added to allow the Department to better represent the GNWT’s interest in water protection and 3 – Quantity of hazardous management issues. The waste reduction and recovery and air wastes generated and quality monitoring programs will be expanded. The remediation transported off site. plan for Giant Mine will undergo an environmental assessment and ENR will work with the federal government to address this 4 – Level of participation environmental liability. in energy conservation and alternative technology There will be an increased focus on climate change issues programs. through adaptation planning, implementation of the Greenhouse Gas Strategy, action on energy priorities and support for NWT 5 – Number of regulatory residents, business and communities to take action on reducing applications, renewals and greenhouse gas emissions and energy costs. environmental assessments handled. The Environmental Assessment and Monitoring unit has been moved to Environment. It will implement programs to 6 – Annual inventory of streamline GNWT participation in environmental assessment total NWT GHG emissions. and improve the effectiveness of GNWT submissions to regulatory and environmental assessment processes.
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KEY ACTIVITY 2: FOREST MANAGEMENT
Description 2008/09 Budget:
The Forest Management Division provides for the stewardship of Compensation & Benefits NWT forests through sustainable management of forest resources $8,733,000 and forest fire management. Grants & Contributions Sustainable forest management is ensured through the collection $100,000 of information on the state of forest resources; forest management planning; monitoring of forest health and changes to forest Other O&M landscapes; regulation of forest practices and planning; and $16,338,000 compliance and reporting. Forest fire management is achieved through prevention, preparedness and forest fire response. Using Amortization the best science, technology and effective use of available fire $1,365,000 response resources, forest fire management provides for the protection of people, property and other values at risk from forest Staff (Positions): fire. Developing an increased capacity of individuals, communities, industry and others to take responsibility for 0 HQ reducing fire hazards and forest fires is also a priority. 47 Regional/Other 95 Seasonal (all locations)
Major Program and Service Initiatives
Changes within the forest management program include a shift to Measures: a more integrated approach to the collection of data on the status of forest resources. New approaches will focus on more cost 1 - Area of the NWT effective ways to provide information needed by governments, having data on the current industry and the public for decision-making. Products created state of the forest resource. will provide information for classifying vegetation for wildlife habitat, fuel typing for fire management, carbon modeling related 2 - The volume of timber to climate change and assessing the impact of the loss of harvested does not exceed vegetation as a result of industrial development, especially related sustainable harvest limits. to oil and gas. 3 - Number of community In the fire management program, a new program delivery wildland fire risk approach will be implemented with a focus on redeveloping mitigation plans capacity. This will include establishing a core of well-trained completed. personnel with the support needed to ensure safety and liability issues are considered. Risk mitigation will be a priority with 4 - Number of person community protection initiatives that focus on identifying ways to caused fires and fire that mitigate the risk of wildland fire to communities in a proactive results from industrial manner. More collaborative approaches to working with activity. communities on the management of forest resources and the protection of values that may become at risk from wildland fire will also be emphasised.
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KEY ACTIVITY 3: WILDLIFE
Description 2008/09 Budget:
Wildlife initiatives assess and monitor wildlife, habitat, species at Compensation & Benefits risk, wildlife health and biodiversity as well as coordinate $8,452,000 initiatives to address impacts on wildlife from human activity. Functions include developing plans and programs to support the Grants & Contributions sustainable use of wildlife resources, preparing public information $231,000 materials on wildlife management and safety and administering the sport fishery. Other O&M $5,758,000 Protected Areas provides a secretariat function to the NWT Protected Areas Strategy (PAS) in partnership with Indian and Amortization Northern Affairs Canada and Aboriginal, environmental and $296,000 industry organizations. Staff (Positions)
Major Program and Service Initiatives 26 HQ 61 Regional/Other Addressing wood bison management issues through the release of 0 Seasonal an NWT Wood Bison Management Strategy and development of herd specific management plans with communities is a key initiative. Measures: Prepare a new five-year Caribou Management Strategy 2010- 2015 based on surveys conducted in 2009 to update herd 1 – Report on state of estimates. environment.
Regional offices are increasing patrols and public education 2 – Management programs for caribou management in response to public requests. agreements on shared Traditional knowledge studies to improve information on caribou wildlife populations. and to promote respect for wildlife are being supported. 3 – Reports on wildlife Recovery strategies and plans for species at risk, such as wood studies. bison, Peary caribou, woodland caribou and polar bear, will be completed with partners who share responsibility for managing these wildlife species.
A new key initiative under the NWT Protected Areas Strategy is to use territorial legislation to protect special natural and cultural sites identified by communities.
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STRATEGIC INITIATIVE: MANAGING THIS LAND Action: Protect Territorial Water
Description
Residents of the NWT value clean waters and healthy aquatic ecosystems. Communities need sufficient sources of water to satisfy current and future needs. ENR works cooperatively with other GNWT departments and water resources managers, including the federal government and land and water boards. Water use in neighbouring jurisdictions requires specific attention as the NWT is downstream within the Mackenzie River Basin (MRB).
One key obligation for water resources management in the NWT is the MRB Master Agreement, which states the ecological integrity of the MRB must be maintained. To be effective, the public and agencies must be informed about water quality, quantity and aquatic ecosystems. The MRB Board, workshops and Aboriginal water gatherings assist in keeping all parties informed.
To ensure NWT waters are protected in a meaningful way, ENR, in collaboration with INAC, is leading the development of a NWT water resources management strategy. The strategy will identify sound principles, NWT interests and priorities and serve as a foundation for water resources management initiatives, such as future agreements and risk management strategies, like the Canada- wide Strategy (CWS) for Municipal Wastewater Effluent. Traditions, culture and economics help shape future actions. Public engagement to develop and implement management instruments is crucial.
Objectives
Objective 1 - Develop management tools to assist water managers, including communities, to effectively protect community public water supply zones. Actions to support this objective include community visits to explain public water supply watershed mapping and receive insight into regional risks and concerns.
Objective 2 - Develop a viable process to define aquatic ecosystem indicators that underscore the importance of identified water resource values. Indicators will be developed through research, validation and by NWT public engagement. Such indicators will inform a NWT water resources management strategy and bilateral negotiations.
Objective 3 - Develop a comprehensive NWT Water Resources Management Strategy that will set the mandate for negotiating transboundary water resource agreements with upstream jurisdictions in the Mackenzie River Basin (MRB). Continue to participate in MRB Board activities including developing a hydrological model of the basin; producing a State of the Basin Report; Traditional Knowledge collection and use; and, communicating transboundary water management issues to Basin residents, Ministers and others.
Objective 4 - Develop a NWT implementation plan for the Canada-wide Strategy for the Management of Municipal Wastewater Effluent (MWWE) in a manner that improves human health and environmental protection and harmonizes regulatory approaches. Identifying funding and incorporating Northern Research Working Group findings will be critical to implementing appropriate solutions for the North.
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Action Plan
Identify NWT public water resources needs and interests through literature review before developing a conceptual preliminary risk management model related primarily to community water sources and NWT aquatic ecosystems. Identify issues of water quality, quantity, ecological integrity, and water resources use as per transboundary waters and comprehensive claims agreements. Complete gathering of technical information and initiate negotiations on a NWT-Alberta (AB) bilateral agreement. Host a biannual meeting on Yukon-NWT bilateral agreement. (Summer-fall 2008) Engage public to develop a values-based NWT Water Resources Management Strategy that includes risk-based management instruments acknowledging supply and demand of water resources. The public will contribute local and traditional knowledge; validate research findings and approach; and, identify priorities for use, protection and conservation of NWT water resources. This strategy will serve as a foundation for bilateral negotiations and other water management initiatives. (2008-2009) Healthy aquatic ecosystems are a mainstay of the NWT traditional economy and a necessity for moose, fish and aquatic furbearers. The aquatic ecosystems of the MRB are also important in global ecological integrity as the MRB is a major contributor to Arctic waters. Various agencies have responsibility for aquatic ecosystem monitoring within the MRB, including INAC and Environment Canada. ENR will work with others to advance the availability of information on aquatic ecosystems and develop appropriate NWT indicators. (2009-10)
Finalize the NWT Water Resources Management Strategy and identify implementation actions, roles and timeline. Complete NWT approval process for Canada Wide Strategy for the Management of Municipal Wastewater Effluent (CWS for MWWE); continue participation in national committee and northern research working group; and initiate implementation discussions. Continue negotiations on a NWT-AB bilateral agreement. (2009-2010)
Finalize negotiations and undertake approval process for NWT-AB bilateral agreement; initiate discussions towards other bilateral agreements (Saskatchewan, British Columbia); and continue to implement Yukon-NWT bilateral. Ongoing participation in MRB management processes, including releasing the 2009 State of the Aquatic Ecosystem report. Ongoing implementation of NWT Water Resources Management Strategy based on priorities identified through consultation as well as water resources risk analysis and GNWT focus on source protection of community public water supplies and aquatic ecosystem integrity. Develop implementation plan and proceed as appropriate for the CWS for MWWE. (2010-11)
Continue to implement NWT Water Strategy based on priorities and GNWT public interests as identified. (2011-12)
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STRATEGIC INITIATIVE: MANAGING THIS LAND Action: Mitigate & Adapt to Climate Change Impacts
Description
This strategic action focuses on enhancing the GNWT’s efforts on climate change through: improved planning and coordination; continued delivery of the Greenhouse Gas Strategy and Energy Plan; and specific activities to adapt to impacts of climate change. Action will be taken to reduce greenhouse gas emissions, track emissions and energy performance and to investigate and support alternative energy technologies. ENR and partners on the NWT Wind Energy Committee will undertake the development of a detailed business case and community consultations for two wind energy electricity supply pilot installations in the NWT; conduct geotechnical/engineering studies for the initial installations; and install wind turbines. ENR will promote the use of alternative energy sources in the NWT and will prepare and implement a NWT Climate Change Adaptation Plan. The Plan will establish mechanisms to provide information and support to decision makers at all levels to incorporate climate change considerations into their activities.
Objectives
Objective 1 - Increase awareness of global climate change, the need to reduce emissions and the need to adapt to the consequences of climate change.
Objective 2 - Implement achievable and practical actions to reduce current and future greenhouse gas emissions.
Objective 3 - Ensure governments, industry and residents have the information and plans necessary to consider impacts of climate change in their ongoing activities.
Action Plan
A number of specific actions are included under this strategic action. Prepare a Climate Change Adaptation Action Plan in collaboration with other GNWT Departments, communities and Aboriginal organizations (Fall 2009). Implement the NWT Climate Change Adaptation Action Plan. This includes developing initial regional climate change scenarios in association with Environment Canada, issuing contracts to conduct geophysical permafrost surveys and working with other GNWT departments, communities and regional governments who are addressing adaptation problems (Fall 2009 and ongoing).
Continue to refine climate scenarios; interpret permafrost mapping information; identify permafrost vulnerabilities arising from future climate warming; conduct risk assessments; and, support affected departments, communities and regional governments to adapt to climate change (Spring 2010 and ongoing).
Establish a Climate Change Network to provide necessary communication and coordination support to organizations involved in greenhouse gas mitigation and climate change adaptation (Winter 2009). Prepare, and start to implement, a Biomass Strategy that identifies actions, programs and projects necessary to establish a sustainable biomass energy market and supply chain in the NWT.
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Prepare business models and undertake geotechnical/engineering studies for the installation of wind energy electrical supply in Tuktoyaktuk (Spring 2009).
Install wind turbines in Tuktoyaktuk, assess the project and develop business plans and geotechnical / engineering studies for additional wind turbine installations (2010-2012).
Inventory GNWT greenhouse gas emissions; support other parties in the NWT in preparation of their greenhouse gas emission inventories; and prepare annual inventories of total NWT emissions for reporting to The Climate Registry (Spring 2009 and ongoing).
Provide funding and technical support to projects demonstrating the use of alternative energy technologies (eg. solar hot water heating, photovoltaic panels, wood pellet heating) and develop GNWT and community knowledge and capacity (Fall 2008 – ongoing).
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STRATEGIC INITIATIVE: MANAGING THIS LAND Action: Improve Environmental Monitoring Efforts
Description
To effectively manage the land and work with partners on environmental issues, it is important appropriate information is collected and shared to support informed decisions. This action will advance the availability of environmental information and associated monitoring and reporting systems.
Ecoregion mapping provides a current picture of the land, which can be used to assess potential environmental impacts of development and monitor impacts from climate change. The approach to mapping the eco-regions of the NWT is forward-looking and provides a basic reference point for detecting vegetation and landscape changes, environmental assessment and resource management.
The Western NWT Biophysical Study was established in 2003 to help ensure baseline data necessary to assess, mitigate and monitor the environmental impacts of proposed developments in the Western NWT is available to industry, regulators, communities and governments. The program focuses on areas within the mandate of ENR - wildlife, wildlife habitat, forests and air quality. Partnership funds provide half of the resources used for the research projects.
Objectives
Objective 1 - Complete ecoregion classification for Taiga Shield and Cordilleran Ecozones in 2008- 09 and, in future years, for Southern and Northern Arctic Ecozones. (Ecoregion Mapping)
Objective 2 - Complete the collection and compilation of baseline information for wildlife, wildlife habitats, forests and air quality to support resource management decisions in the Western NWT. (Western NWT Biophysical Study)
Action Plan
Ecoregion mapping Taiga/Shield Ecozone • Publish technical report in June 2008 • Complete layperson poster and ENR publication by March 2009
Taiga/Boreal Cordillera Ecozone • Publish technical report in June 2009 • Complete layperson poster and ENR publication by March 2010
Southern Arctic Ecozone • Surveys and field assessment summer 2009 • Publish technical report and maps by March 2010 • Layperson poster and ENR publication completed by March 2011
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Northern Arctic Ecozone • Surveys and field assessment summers 2009 and 2010 • Publish technical report and maps by March 2011 • Layperson poster and ENR publication completed by March 2012
Western NWT Biophysical Study
• Conduct boreal caribou studies in Dehcho, Sahtu and Inuvik regions to monitor productivity and habitat use and assess cumulative impacts • Hold regional wildlife workshop (Dehcho 2008, Sahtu 2009, Dehcho 2010, Sahtu 2011) • Monitor grizzly bear productivity and habitat use in Mackenzie Delta petroleum exploration areas • Monitor forest plots for growth and yield • Monitor air quality in selected communities • Prepare annual report on studies
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STRATEGIC INITIATIVE: MANAGING THIS LAND Action: Environmental Stewardship
Description
The careful and responsible management of our natural resources and the environment is of critical importance to the people of the Northwest Territories. This strategic action will advance legislation, policies, plans and programs to support the stewardship and sustainable use of the environment and its natural resources. Wildlife populations and habitat will be monitored, the Caribou Management Strategy (2006-2010) will be fully implemented and a new strategy prepared for 2011-2015. A Wood Bison Management Strategy and herd management plans will be prepared. The waste reduction and recovery program will expand to reduce our impact on the environment. New wildlife and species at risk legislation will be put in place for the protection and management of wildlife. A new NWT PAS Mackenzie Valley Five-Year Action Plan will be prepared. A field support unit will be established for regional activities related to preparing public education information, compliance, maintaining central databases on licencing and permitting and to provide logistical support. Reducing the risk to communities from wildland fire is being accomplished through advanced planning and adoption of FireSmart principles. The potential for communities to be threatened by wildfire will be assessed and risk management strategies to mitigate risk identified in community protection plans.
Objectives
Objective 1 - Prepare management strategies, plans and agreements needed for barren-ground caribou and species at risk (polar bear, woodland caribou, wood bison). (Stewardship)
Objective 2 - Complete NWT Species at Risk Act and draft NWT Wildlife Act. (New Legislation)
Objective 3 - Implement achievable and practical actions to reduce the amount and types of wastes entering landfills and potentially the northern environment.
Objective 4 - Protect special natural and cultural areas and representative areas of eco-regions. (NWT Protected Areas Strategy)
Objective 5 - Establish a Field Support Unit from existing resources and staff. (Compliance, Education and Enforcement)
Objective 6 - Mitigate the risk to communities from wildland fire through the development and implementation of community protection plans that identify risk management strategies.
Action Plan
Stewardship • Release Ten Year NWT Wood Bison Management Strategy (Fall 2008) • Release NWT Boreal Caribou Action Plan (Fall 2008) • Release State of the Environment Report (Fall 2008)
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• Update population estimates of Cape Bathurst, Bluenose-East, Bluenose-West and Bathurst caribou herds (Summer 2009) • Complete polar bear and barren-ground caribou inter-jurisdictional management agreements (Summer 2009) • Release herd specific management plans (wood bison and barren-ground caribou) (2010) • Release new NWT Barren-ground Caribou Strategy (2010-2015) (Spring 2010) • Release General Status Report on NWT Species 2010 (Fall 2010) • Release annual report on wildlife disease and contaminants • Release annual report on implementation of barren-ground caribou strategy • Complete community protection plans that contain risk management strategies for communities across the NWT.
New Legislation • Release consultation document and draft species at risk legislation (Summer 2008) • Introduce species at risk legislation (Fall 2008) • Bring species at risk legislation into force (2010) • Release draft wildlife legislation (2011)
Expand existing waste recovery program Waste recovery and recycling reduces our use of raw materials, saves landfill space, reduces emissions of greenhouse gases and other pollutants and provides local business opportunities. Building on the success of the Beverage Container Program, ENR has obtained input from the public on additional waste types that could be recovered across the NWT to expand the program. Feasibility studies, regulation amendments and public awareness programs will be conducted in 2008/09. Phased expansion of the program will begin in 2009/2010.
NWT Protected Areas Strategy • Release map of important wildlife areas (Fall 2008) • Prepare new Five-Year Action Plan (Summer 2009) • Continue to support areas moving through eight-step process.
Compliance, Education and Enforcement • Establish new Field Support Unit (Fall 2008)
Develop Risk Management Strategies and community protection plans for NWT Communities • Prepare plans for 12 communities (2011)
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STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Maximize Benefits from Resource Development
Description
Work will be required from all GNWT departments to support development of the Mackenzie Gas Project (MGP) pending its approval. The GNWT supports development that proceeds at a pace and manner that respects the environment and ensures benefits accrue to NWT residents. This development has the potential to be the single most significant economic development opportunity in the history of the NWT.
ENR will ensure that technical expertise is available to effectively handle the workload associated with the MGP regulatory review and approval processes. The Oil and Gas Regulatory Officer will help to ensure a timely and thorough review of the pipeline applications; support mitigation and remediation activities; address public concerns over potential environmental impacts from pipeline and natural gas development; and, reduce the GNWT’s post-devolution environmental liabilities.
The MGP will cause the single largest act of land clearing in the history of the NWT with an expected area to total upwards of 14,000 hectares. The Environmental Impact Analyst position in the Forest Management Program will coordinate the many inter-related aspects of this activity with the developer and the many regulators and stakeholders.
Objectives
Objective 1: To effectively participate in the regulatory review of the estimated 6,900 applications for water licenses, land use and quarry permits required for pipeline construction and thereby helping to minimize GNWT and community environmental liabilities and preserve the quality of existing air, land and water resources.
Action Plan
Undertake preparations to ensure technical staff are fully aware of technical issues relating to the MGP and are prepared to conduct a comprehensive, coordinated review of applications in a timely fashion (Fall/Winter 2008).
Recruit additional expertise in the areas of oil and gas regulation and forest impacts to ensure timely and effective participation in MGP regulatory review and planning processes (2009 to 2012).
Undertake reviews and submit recommendations to the appropriate regulatory authorities as applications are received (2008 to 2012).
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STRATEGIC INITIATIVE: REDUCING THE COST OF LIVING Action: Address Factors that Impact the Cost of Goods
Description
This strategic action focuses on efforts to reduce the consumption of costly energy sources through programs identified in the NWT Greenhouse Gas Strategy and the Energy Plan including EnerGuide for Houses, Energy Efficiency Incentive Program, Energy Information and Awareness and the Arctic Energy Alliance.
Objectives
Objective 1- Reduce consumption of greenhouse gas emitting energy sources and thereby reduce energy costs and protect residents from increasing costs of imported fuels.
Action Plan
Provide support for Arctic Energy Alliance activities and programs. The Alliance is a not-for-profit organization established in 1997 to assist communities, governments, business and consumers to reduce the costs and environmental impacts of their energy and utility services. It has become the public’s primary clearinghouse for energy conservation and efficiency programs in the NWT. Additional support will be provided to the Alliance to enhance administrative support and increase the capacity of the staff to work in communities (Summer 2008 - ongoing).
Provide support to NWT residents, businesses and communities to increase energy conservation and efficiency. Energy conservation and efficiency programs established under the Greenhouse Gas Strategy and Energy Plan (EnerGuide for Houses, Energy Efficiency Incentive Program, Energy Conservation Program and the Commercial Energy Audit Program) will continue and will be enhanced as necessary to address demand for the programs (Summer 2008 – ongoing).
Conduct public awareness and education programs. An individual energy consumer’s behaviour is the most critical factor to reducing energy use and greenhouse gas emissions. Energy awareness and education helps ensure NWT residents know the opportunities available to reduce energy consumption and greenhouse gas emissions, and save money. Efforts in public information, marketing campaigns, and technical energy information on emerging technologies will be enhanced for communities and residents (Summer 2008 - ongoing).
2008-2012 Business Plan Page 19 ENVIRONMENT AND NATURAL RESOURCES
INFRASTRUCTURE INVESTMENTS ($1,765,000 for 2008/09)
A primary focus of infrastructure investments is to ensure the health and safety of staff at regional facilities, related to both special purpose space and general office space. Requirements include both life cycle replacement of buildings and major renovations.
Infrastructure investments are also required to address environmental liability issues; to ensure that the ability of the GNWT to deliver an effective fire management program is maintained and that new technology is available to facilitate management of resources and protection of the environment.
Standards for the storage of aviation fuel now require that berms to constructed for containment to mitigate potential risks associated with spills. The replacement of existing fire tower infrastructure is a significant safety issue, as many towers no longer meeting national standards. The current lightning sensor network, critical to the detection of fire in the NWT, requires upgrading. The existing communication network supporting field operations is aging and much of the network requires upgrading. New technology is also emerging that could enhance the ability of the network to support Departmental operations.
The development of information technology projects is essential to the ability of ENR to manage a fire response program over a landbase as large as the NWT. Similarly technology is needed to support environmental assessment processes and regulatory processes.
The plan will consider regional operations complexes, community operations requirements, environmental liability risk mitigation, forest fire management infrastructure, and development of standards for infrastructure needs.
The strategic assessment will be complete in Fiscal year 2009-2010, with the planning phase undertaken shortly thereafter.
The priority areas for infrastructure planning for the period 2008/2009 to 2011/2012 will ensure regional complexes meet operational requirements; problems related to mitigation of environmental liabilities are addressed; and, upgrading of the lookout tower network to ensure that facilities meet safety requirements. A proposal will also be developed for updating of the Department’s communication network supporting field operations.
Page 20 2008-2012 Business Plan ENVIRONMENT AND NATURAL RESOURCES
LEGISLATIVE INITIATIVES
ENR has three legislative initiatives planned during the next four years - Species at Risk Act, Wildlife Act and Forest Legislation.
Species at Risk
In 2003, the GNWT signed the Accord for the Protection of Species at Risk (the Accord), which commits federal, provincial and territorial governments to a national approach to protect species at risk. Through the Accord, all Canadian jurisdictions agreed to establish legislation and programs to provide a seamless web of protection for species at risk throughout Canada. To meet the GNWT’s obligations under the Accord, ENR is developing a Species at Risk Act (SARA) to protect and recover species at risk in the NWT.
SARA will establish a process to determine which NWT species are at risk; how the species and its habitat should be protected and conserved; and, how to help each species recover. It will apply to all native wild species in the NWT (plants, invertebrates, animals), on both public and private lands, and will provide the Minister with the ability to make regulations to protect both species at risk and their habitat.
Wildlife Act
The Wildlife Act is the GNWT’s main tool for protecting and managing wildlife. The current Wildlife Act was enacted in 1979. No major amendments have been made to the Act since its implementation almost 30 years ago. Consequently, the Act is widely seen to be outdated. As a pre-Charter statute, some provisions of the Act do not reflect the provisions of the Charter of Rights and Freedoms.
The purpose of the new Wildlife Act is to reform wildlife management law by enacting legislation that is comprehensive, enforceable and respectful of Aboriginal and treaty harvesting rights. The new Wildlife Act will build on results from previous consultations and provide the GNWT with tools to effectively manage and protect wildlife populations and their habitat. It will also address new requirements necessary to ensure consistency with federal legislation, the Charter, settlement of LCAs and court decisions relating to Aboriginal harvesting rights. The fundamental principle underlying the legislation will be the conservation of wildlife.
Forest Legislation
New legislation is needed if the GNWT is to have regulatory approaches to address current and future forest management needs. The existing Forest Protection Act and Forest Management Act do not provide the tools necessary to manage forest resources consistent with sustainable forest management, the NWT Sustainable Development Policy, and current forest management principles. None of the legislation adequately addresses consultation with Aboriginal governments and organizations.
The Forest Management Act was created in 1988, immediately after the transfer of responsibility from the federal Government to the GNWT. The Forest Management Act is prescriptive in nature and does not provide guidance about how forests should be managed. There is no formal Forest Management Policy.
2008-2012 Business Plan Page 21 ENVIRONMENT AND NATURAL RESOURCES
ENR has initiated development of new comprehensive legislation that supports sustainable forest management and an approach to fire management consistent with the NWT Forest Fire Management Policy. The proposed legislation will cover the management of forest vegetation, regulatory requirements for the sustainable use of forest resources, and the protection of people, property, and values at risk from wildland fire in the NWT.
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EXECUTIVE
EXECUTIVE
OVERVIEW
MISSION
The mission of the Department of Executive is to provide overall management and direction to the Executive branch of Government. The key areas in which the Department is responsible for achieving results are: • Coordinating and supporting the planning, implementation, monitoring and evaluation of initiatives and actions in support of cross-government goals. • Providing policy, strategic, legislative and communications advice to support Cabinet and Ministers; • Negotiating and coordinating the transfer of provincial-type powers and responsibilities with respect to public lands and resources; and • Supporting effective corporate communications, and dissemination of appropriate economic, social and demographic statistics, to government employees, the public and other governments.
GOALS
The Department of Executive shall ensure effective:
1. Support for informed decision-making in planning, development and implementation of policies and programming 2. Conclusion of devolution and resource revenue sharing agreements 3. Coordination of Government operations, both between departments and between headquarters and the regions 4. Working relationships with Aboriginal and community governments 5. Management of the implementation of the GNWT Strategic Plan
BUDGET (2008/9)
Compensation & Benefits $9,285,000 Grants & Contributions $1,066,000 Other O&M $2,589,000 Amortization $36,000 Infrastructure Investment -
POSITIONS (2008/9)
Headquarters (HQ) 58 positions Regional/Other Communities 5 positions
2008-2012 Business Plan Page 1 EXECUTIVE
KEY ACTIVITIES
Corporate Management and Serivces Ministers’ Offices Executive Operations Cabinet Support • Corporate Communications
STRATEGIC ACTIONS
Continuing to Develop Governance (Managing This Land) Conduct Program Review (Refocusing Government) Strengthen Service Delivery (Refocusing Government) Implement Phase II of the Framework for Action on Family Violence (Building Our Future)
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STRATEGIC ISSUES
The four year business plan for the Department of Executive is guided by the goals, priorities and actions identified in the GNWT Strategic Plan, the operating environment in the Northwest Territories, and the need for the Department of Executive to achieve its mission and goals. There are several strategic issues that will impact on the department in the coming years and guide our planned activities.
Supporting Evidence-Based Decision Making
Leadership and successfully managing operations are dependent on information. The Department will support and strengthen planning, monitoring and evaluating of GNWT programs and services by: ensuring mechanisms are in place for informed decision making, enhancing the availability of the information needed for planning, monitoring and evaluating programs and policies, and establishing capacity to undertake reviews of programs and services to ensure their effectiveness.
Planning, Coordination, and Implementation of Government Priorities
Actions must be effectively planned and implemented for the Government to achieve the vision and goals outlined in the strategic plan. The Department of Executive plays a key role in the planning, coordination and implementation of government priorities. For the government to achieve the vision and goals outlined in the strategic plan, efforts must be effectively planned and coordinated. The Department must play a key role in not only supporting the development of the strategic plan, but also ensuring the effective implementation through a leadership role in four year and annual business planning process. This must also include reporting results on the business plans and on the overall progress towards the goals of the strategic plan and supporting adapting plans as required.
Inter-Departmental Coordination
Improving coordination within the GNWT is a key element to the GNWT’s success. A priority of the 16th Legislative Assembly relates to improving coordination within the GNWT. The department plays a key role at a corporate level in advancing this priority. The Department of Executive is responsible for leading and coordinating the senior management of the territorial public service, managing the executive functions of the public service, and supporting the Senior Management Committee of Deputy Ministers in advancing GNWT priorities.
Regional operations within the department play a vital coordinating role at the regional level. This includes activity related to implementing government priorities, direction, and new initiatives and working on emerging regional issues that are cross-government in nature or require inter- departmental coordination to address.
Communications
Providing clear, timely and accurate information about government decisions, policies and activities is critical to the GNWT’s ability to be transparent and accountable to its stakeholders and the general public. Government communications must provide the people of the NWT with sufficient information to know what their government is doing on their behalf, as well as to understand the factors, challenges and considerations that have influenced government decisions and activities. The decentralized structure of communications in the GNWT means that each department develops and delivers communications programs according to their individual needs and interests. While this
2008-2012 Business Plan Page 3 EXECUTIVE
enables departments to more closely tailor their communications activities to departmental priorities, this can sometimes also limit the GNWT’s ability to speak consistently and with a unified voice about overall priorities and matters of government-wide importance. The Department of Executive promotes a strategic, coordinated and consistent communications approach across government to promote broad understanding of the GNWT’s priorities, decisions and activities.
Political Development
A long-standing objective of the territory has been to gain responsibility for the management of land and resources in the hands of Northerners. Land and resource management activities and corresponding resource revenue sharing arrangements are critical strategic issues that will continue to face the 16th Legislative Assembly. The department plays a lead role in negotiating a devolution agreement with the federal government.
Governments in the Northwest Territories are closely connected and rapidly evolving. The continued implementation of the Aboriginal inherent right presents the GNWT with unprecedented intergovernmental challenges, especially in the area of concurrent jurisdictions and serving a common citizenry. Regional offices of the Department of Executive play an important role, with other GNWT partners, in maintaining the relationship between the government and Aboriginal governments and organizations.
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CORPORATE MANAGEMENT & SERVICES
Description
The Office of the Secretary to Cabinet is responsible for leading the senior management of the territorial public service, managing the executive functions of the bureaucracy, supporting Executive Council decision-making, and coordinating the development and implementation of government- wide direction. The Office is also responsible for the management of the Department of Executive and the planning, and administration of functions necessary to further the Department’s mandate. The Secretary to Cabinet is accountable to the Premier for the proper conduct of business of the Department.
Corporate Services provides financial and administrative support to the Executive Offices, Commissioner’s Office, Financial Management Board Secretariat, Department of Human Resources, Department of Aboriginal Affairs and Intergovernmental Relations, NWT Public Utilities Board, and the Women’s Advisory Program.
2008/09 Resources
Budget:
Compensation & Benefits $1,950,000 Grants & Contributions $150,000 Other O&M $459,000 Amortization -
Staffing (Positions):
Headquarters (HQ) 11 Regional/Other Communities 0
Major Program and Service Initiatives
The Corporate Services Division will take the lead in training both finance staff and non-finance staff within the department in preparation for the implementation of a new financial enterprise resource planning (ERP). Key division staff will be involved in various cross departmental committees reviewing necessary business process changes that will be required as a result of the move to this new financial ERP. The final implementation is expected during the 2009 – 2010 Fiscal Year.
As the GNWT also heads towards the establishment of a shared services model for the provision of financial services, the Corporate Services Division will be required to prepare the department for the transition. Involvement in various cross departmental committees will be required and briefings to all departmental staff will be coordinated by the Division. Transition to a shared services model is expected to be initiated after the new financial ERP implementation has been completed.
2008-2012 Business Plan Page 5 EXECUTIVE
KEY ACTIVITY 1: MINISTERS’ OFFICES
Description 2008/09 Budget:
The Premier’s Office The Premier’s Office supports the Compensation & Benefits Premier with the management of the executive functions of $2,428,000 government and the operations of the Executive Council; and takes a lead in coordinating the government‘s activities related Grants & Contributions to the political development of the Northwest Territories. -
The Ministers’ Offices provide support for the Ministers, their Other O&M offices and support staff. This includes salaries and operational $1,001,000 expenses for the Ministers and their staff. Amortization The Public Utilities Board is an independent regulatory agency - responsible for the regulation of the energy utilities in the Northwest Territories. The main function of the Board is Staff (Positions): derived from the Public Utilities Act. 17 HQ 1 Regional/Other
Measures:
Major Program and Service Initiatives Measure 1 Annual reporting on The Premier’s Office and Minister’s Offices support the Premier ministerial travel and and Ministers to ensure the effective and efficient operation of ministerial benefits. their offices.
Strategic Initiative Committees have been established to serve a number of needs, including the development and implementation of overarching and significant policy initiatives of GNWT.
The committees are also intended to facilitate increased engagement of Regular Members with Cabinet Ministers on important northern initiatives and to recognize both the need for full debate respecting a variety of competing perspectives, but also the need for consistent, coherent, and comprehensive positions on important matters facing the government.
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KEY ACTIVITY 2: EXECUTIVE OPERATIONS
Description 2008/09 Budget: Strategic Planning develops the government-wide strategic plan and ensures that it is effectively implemented; coordinates Compensation & Benefits the four-year and annual business planning process, and $3,089,000 provides strategic advice and support for cross-government planning activities. Grants & Contributions The Bureau of Statistics ensures, as the central statistics $125,000 agency, that government has appropriate statistical information and provides statistical advice and assistance to departments, Other O&M regional offices and central agencies. $827,000 The Office of Devolution manages the GNWT participation in and represents the GNWT interest in the negotiations of Amortization devolution and resource revenue sharing agreements. $7,000 The Program Review Office coordinates reviews of specific program and services to clarify and confirm mandates, Staff (Positions) determine program effectiveness and recommend modifications such as elimination, reduction or service improvements. 17 HQ Regional Operations are responsible for implementing Cabinet 4 Regional/Other priorities and direction, coordinating GNWT program and service responsibilities in the region and transition planning at the regional level in preparation for the implementation of final Measures: self-government agreements. Measure 1 Major Program and Service Initiatives Progress on implementation of the Planned activities over the four year period include: GNWT strategic plan • Increase support for cross-government business plan development, measuring and reporting on the implementation Measure 2 and results of business plans and the strategic plan. Percentage of key statistical measures that • Enhance research, analytical and coordination support for are current, consistent, and cross-government planning activities. accurate • Refocusing devolution activities to address factors inhibiting an agreement, prior to resuming substantive negotiations. Measure 3 • Establish the program review function to complete targeted Use of statistical reviews of programs and develop approaches to improve information and support information that will support government strategic planning. Measure 4 • Enhance available statistical information for the NWT by Number and value of improving dissemination mechanisms, continuing new data program reviews development activities including the work with Statistics completed Canada, enhancing modeling capacity, and augment efforts in impact monitoring associated with resource development. Measure 5 • Continue to enhance regional services by implementing the Percent attendance at revised structure, providing support for strategic actions to regional management strengthen service delivery at a regional and community committee meetings level, improving overall inter-departmental coordination at the regional level, and continuing to represent the GNWT on projects with cross-government implications. 2008-2012 Business Plan Page 7 EXECUTIVE
KEY ACTIVITY 3: CABINET SUPPORT
Description 2008/09 Budget:
Cabinet Support is responsible for ensuring systems are in place Compensation & Benefits to support informed decision-making and to successfully $1,818,000 implement Cabinet direction. Cabinet Support offers strategic communications counsel, a coherent approach to the legislative Grants & Contributions process, objective policy analysis and administrative support $791,000 through the following activities: Other O&M • the Cabinet Secretariat provides broad policy advice to the $302,000 Premier and Cabinet and support for all Cabinet operation, including maintaining the integrity of the Cabinet record and Amortization disseminating Cabinet direction. $29,000 • Legislation and House Planning is responsible for the provision of broad policy advice on legislative initiatives, Staff (Positions) support for the development of the legislative agenda, and a full range of administrative services in support of Cabinet 13 HQ business in the Legislative Assembly during Session. 0 Regional/Other
• Corporate Communications and Protocol provides broad
communications advice across government; promotes an integrated corporate approach to communications; Measures: communicates GNWT priorities within government and to the public; and provides protocol services for the GNWT. Measure 1 Training provided on • Women’s Advisory supports the Minister Responsible for the policy instruments and Status of Women, and serves as a point of contact within the legislative and Cabinet GNWT for governmental and non-governmental organizations processes that enhance the cultural, economic, political and social participation of women in society. Measure 2 • providing office space and operational support for the federally Percentage of Cabinet appointed Commissioner of the Northwest Territories through decisions disseminated in a the Commissioner’s Office. timely manner
Major Program and Service Initiatives Measure 3 Number of assessment Planned activities over the four year period include: reports prepared for Cabinet consideration • Refocus efforts to document, inform, communicate and respond to Executive Council deliberations while maintaining Measure 4 the security and integrity of the official Cabinet Record. Number of official • Enhance analysis and coordination to advance a proactive and protocol events facilitated integrated approach to corporate communications. Measure 5 • Increase the public service’s understanding of the cross- Number of Cabinet governmental issues that inform, and the decision-making sponsored documents processes that are followed in establishing and revising, prepared for session government-wide priorities. • Develop strategies to advance gender based analysis within the GNWT.
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KEY ACTIVITY 3A: CORPORATE COMMUNICATIONS
Description 2008/09 Budget:
Corporate Communications is responsible for promoting a Included as part of Cabinet strategic, coordinated and consistent communications approach Support Branch across government designed to improve the quality, reliability and effectiveness of GNWT communications and to promote broad understanding of the GNWT’s priorities, decisions and activities.
Corporate Communications identifies opportunities for explaining government decisions and activities and develops strategies for delivering coordinated messages on overall GNWT priorities and issues of government-wide importance. The division works closely with departments to ensure communications reflect and support government-wide communications activities and to ensure that departmental interests are reflected in overall government communications initiatives. Measures:
Corporate Communications works to improve the GNWT’s Measure 1 capacity to deliver effective communications by developing and Growth in hits on the advising departments on government-wide communications GNWT website approaches and policies that support the delivery of relatively comparable communications programs across departments and Measure 2 which enable the government to ensure it is providing adequate Effectiveness measure to information, while allowing meaningful opportunities for public be developed in 2008-09 and stakeholder input.
Corporate Communications monitors and evaluates the delivery of government communications to ensure that GNWT communications activities are contributing to improved public awareness and understanding of government decisions and actions while making effective and efficient use of GNWT resources.
Major Program and Service Initiatives
Planned activities over the four year period include: • Enhance the GNWT’s capacity to clearly and consistently communicate its activities and decisions at the government- wide and departmental levels. • Improve the GNWT’s use of communications technologies, such as the Internet, to communicate and engage with the public. • Enhance the GNWT’s capacity to monitor and evaluate the effectiveness of its communications activities.
2008-2012 Business Plan Page 9 EXECUTIVE
STRATEGIC INITIATIVE: MANAGING THIS LAND Action: Continuing to Develop Governance
Description
The Department of Executive will undertake two activities associated with the Continuing to Develop Governance action.
Land Use Framework: A guidance document will be developed to facilitate consistency in decision making by the GNWT in land management activities. The Framework will identify overall territorial interests, specific territorial interests in key processes and mechanisms related to land management, and provide strategic direction with respect to advancing and asserting those interests.
Devolution: This activity will involve continuing to participate in devolution and resource revenue sharing negotiations with Canada to facilitate the transfer of responsibility for land and resource management to the territorial government.
Objectives
Land Use Framework: With the purpose of developing a framework that will serve as a guidance document for GNWT involvement in land management activities, this activity will include the following objectives:
Objective 1 – Synthesize and document, in a spatial and statistical format, existing data and information regarding the NWT land resource base and the associated interests and investments.
Objective 2 - Identify, confirm and document territorial interests with respect to key NWT processes and mechanisms related to land management.
Objective 3 - Communicate and engage with other identified authorities and key interests to define and establish a common understanding of territorial interests related to land management; and, confirm the respective capacities, needs and priorities of regional and local authorities related to land management.
Objective 4 - Identify strategic direction and options for the GNWT to effectively advance and appropriately assert those territorial interests.
Devolution: Investment in devolution negotiations has the following objectives:
Objective 1 – An agreement that will facilitate the transfer of responsibility of land and resource management to the GNWT with an orderly transition and specific timetables.
Objective 2 - Ensure arrangements are appropriate to ensure capacity to undertake new responsibilities, capacity to mitigate impacts of development, and that the investments can be undertaken to facilitate the ongoing development of territorial resources.
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Action Plan
Land Use Framework:
The NWT Land Use Framework is to be developed during 2008-09 and the work will be composed of three main phases:
Phase One - The first phase will focus on understanding what land use and land management related activity is currently occurring or proposed to occur in the NWT. It will consist of the collection, synthesis and focused analysis of a wide range of existing information. A key component of this phase will be to meet with and secure information and assessments from all parties with a direct role in managing the land and the land resources of the NWT. This phase provides the foundation for the remaining two phases.
Phase Two - The second phase will define the strategic directions by confirming the current nature of the Territorial lands interests and the role of the GNWT with respect to these interests into the future. This phase will consist of series of consultation workshops.
Phase Three - The third phase focuses on providing a set of specific strategies and actions to enhance the GNWT role in land management. The focus will be on GNWT governance, specifically identifying potential organizational enhancements, transitions, actions, consultations, communications and decision- making processes.
Devolution:
The nature of negotiations makes it a challenge to fully describe actions and steps needed to complete an agreement as other parties have an impact. The latest round of negotiations, which started in 2002, made considerable progress in a number of areas including, most importantly, a description of the transfer of responsibilities to the GNWT. Negotiations stalled when the extent of the negotiators’ mandate was reached and the federal position on financial issues left several issues unresolved.
Concurrent with efforts to resolve the outstanding issues were complicating factors such as the overall national debate on the treatment of resource revenues within the provincial equalization program, the expert panel report on equalization and territorial formula financing, the proposed Mackenzie Gas Project, and a renewed federal commitment to consistency in approach across all jurisdictions.
Approaches need to be developed jointly with the federal government and other partners to ensure that the devolution and resource revenue sharing agreements address resource development impacts, the infrastructure deficit, reinvestment in the resource economy and other spending needs.
2008-2012 Business Plan Page 11 EXECUTIVE
STRATEGIC INITIATIVE: REFOCUSING GOVERNMENT Action: Conduct Program Review
Description
In order to advance the priority of the 16th Legislative Assembly to complete a thorough analysis of the efficiency, effectiveness and value of current government operations, the Department of Executive will establish capacity to undertake program reviews on an on-going basis.
Objectives
The objectives of the program review office include:
Objective 1 - Conduct targeted program reviews to address specific issues associated with program effectiveness or sustainability and recommend modifications such as elimination, reduction or service improvements.
Objective 2 - Lead the conduct of on-going program reviews to clarify and confirm mandates, determine program effectiveness, and recommend modifications such as elimination, reduction or service improvements.
Objective 3 - Develop and implement approaches to improve information available for program review, evaluation, monitoring and results reporting so that the effectiveness and efficiency of programs can be demonstrated.
Objective 4 - Develop and recommend approaches so that program effectiveness and efficiency can be considered during financial and strategic planning processes.
Action Plan
While overall responsibility for the Program Review Office will be with the Department of Executive, direction for reviews will be coordinated through the Refocusing Government strategic initiative committee. This committee will also .play a central role in establishing annual priorities for program review.
Departments whose programs are being reviewed will also play a central role in the review process. Senior management of the department whose programs are being reviewed will assist in coordinating the work, and expertise on the programs and services will come from departmental staff, in addition to providing detailed information on the programs.
The Program Review Office will be established in 2008-09 and initiate a number of review priorities, and will be fully operational for 2009-10 and on an on-going basis.
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STRATEGIC INITIATIVE: REFOCUSING GOVERNMENT Action: Strengthen Service Delivery
Description
The Department of Executive will play a coordinating role in the strategic action to strengthen service delivery. Two specific elements of this activity are providing inter-departmental coordination efforts associated with reform of GNWT boards and strengthening of service delivery in smaller NWT communities.
Objectives
The objectives for the strengthening service delivery action for the Department of Executive include the following.
Objective 1 – The objectives of board reform includes: achieving cost savings and better cost efficiencies; improving effectiveness and efficiency of boards; continuing local input in decision making; simplifying governance structures; identifying clear responsibilities, roles and powers; and improving administration and system issues.
Objective 2 – The objective of the examination of service delivery in smaller NWT communities is to better define the range of services to be provided in smaller NWT communities and then to determine steps to ensure appropriate programs are in place to effectively deliver those services.
Action Plan
Board reform includes the following actions.
2008-09 - Determine appropriate options for structural change. Develop a detailed implementation plan, including required legislative or regulation changes.
2009-10 - Transition year to implement legislative changes, if needed, and complete other transition activities.
2010-11 - Implementation of structural changes.
Service delivery in smaller NWT communities includes the following actions:
2009-10 – Planning and initial changes in approaches.
2010 -11 –Implementation of proposed approach.
2008-2012 Business Plan Page 13 EXECUTIVE
STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Implement Phase II of the Framework for Action on Family Violence
Description
An important element of the planned actions associated with the Phase II of the Framework for Action on Family Violence is to both conduct a baseline study of attitudes towards family violence as the Phase II activities were initiated and then to conduct a follow-up study at a later date to determine if changes in attitudes took place.
Objectives
The main objective of the activity is to support the implementation of Phase II of the Framework for Action on Family Violence by repeating the Attitude on Family Violence Survey that was initially conducted in 2007-08. The purpose of this activity is to measure change in attitudes towards family violence in 2011-12.
Action Plan
The initial survey took place in 2007-08, and the follow-up survey is to be undertaken in 2011-12 by the Bureau of Statistics within the Department of Executive.
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INFRASTRUCTURE INVESTMENTS
No major infrastructure projects are planned by the Department of Executive during the 16th Legislative Assembly.
2008-2012 Business Plan Page 15 EXECUTIVE
LEGISLATIVE INITIATIVES
There are no major legislative initiatives planned by the Department of Executive during the planning period.
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FINANCE
FINANCE
OVERVIEW
MISSION
The mission of the Department of Finance is to foster an environment for stable, effective and efficient government by: 1. Acquiring and managing the necessary financial resources to ensure delivery of programs and services to residents in an affordable, sustainable and accountable manner. 2. Maintaining a fair and stable taxation environment that meets the needs of individuals and businesses and supports a strong economy; and 3. Managing the information resources of the government.
GOALS
1. A strong sustainable financial position for the Government of the Northwest Territories. 2. The fiscal regime of the Northwest Territories supports a stable political environment and a strong economy. 3. The Government has the fiscal and financial information and analysis necessary to support policy development and decision making. 4. The Government’s assets and liabilities are managed effectively. 5. Government is organized for maximum efficiency. 6. The Department is responsive to client needs. 7. Public confidence in the prudence and integrity of the Government of the Northwest Territories is maintained through a financially open and accountable government.
BUDGET (2008/09)
Compensation & Benefits $11,474,000 Grants & Contributions $62,459,000 Other O&M $8,974,000 Amortization $196,000 Total $83,103,000
STAFFING (2008/09)
Headquarters (HQ) 92 positions Regional/Other Communities 9 positions
KEY ACTIVITIES
Deputy Minister’s Office Fiscal Policy Budget, Treasury and Debt Management Office of the Comptroller General Office of the Chief Information Officer
2008-2012 Business Plan Page 1 FINANCE
STRATEGIC ACTIONS
The Department will take the following actions in support of the government’s strategic initiatives:
• Strengthen Service Delivery (Refocusing Government) • Manage the Cost of Government (Refocusing Government)
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STRATEGIC ISSUES
Economic Conditions The NWT economy has grown strongly since 1999, powered mostly by diamond mining. The economy has also changed significantly during this period. Mining, oil, and gas extraction rose from about 24 per cent of the economy to 36 per cent of the territory’s Gross Domestic Product (GDP) by 2007, while the service sector declined from about 50 per cent to 40 per cent of GDP.
The rapid growth in the size of the economy has positively affected income levels in the NWT. Labour income has increased by about 75 per cent since Division, while the number of residents on income support in smaller communities has declined from almost 15 per cent in 1999 to less than 8 per cent in 2007. The NWT labour market is currently operating at close to full capacity. The employment rate in smaller communities continues to improve, although it is still lower than in Yellowknife or the regional centres.
Although economic conditions are uncertain, continued economic growth will place pressure on a tight labour market and the NWT’s industrial and social infrastructure. Should the Mackenzie Valley Pipeline proceed, significant economic benefits would be realized, although pressure on the territorial economy would intensify, possibly leading to wage inflation and crowding out of other opportunities. Other opportunities for the NWT economy include expansion in mining, tourism, forestry, fishing, fur harvesting and hydro-electricity. However, the rapid economic growth experienced in recent years has not been matched by population growth as the NWT population grew by 7 per cent between 1999 and 2007, compared to GDP growth of 83 per cent.
High energy costs, particularly for diesel fuel, will pose challenges for the NWT economy and for the cost of living.
Fiscal Environment GNWT revenues are expected to grow by about 4.3 per cent per year over the Business Planning period. The GNWT will continue to rely on federal transfers for the bulk of its revenues. However, demand for programs and services continue to place pressure on expenditures.
The Government has adopted a fiscal strategy designed to align spending growth with anticipated revenue growth while allowing for investment in priority areas, including infrastructure. To achieve this, forced growth will be capped at 3 per cent a year, not including compensation and benefits, and government spending programs and policies will be reviewed to find efficiencies. During 2008-09 revenue options will be reviewed. After public consultations, proposals will be identified to raise additional revenues starting in 2009-10.
Again, although it is difficult to forecast how economic conditions will impact revenues, the GNWT is expected to continue to collect most of its tax revenue from resource companies and activities generated by resource development, including the diamond mines and Norman Wells oil field. Activity from new mines, including De Beers’ Gahcho Kué diamond mine and from a possible Mackenzie Valley pipeline, may start during the period, but is not likely to generate significant tax revenue over the next four years.
2008-2012 Business Plan Page 3 FINANCE
Federal legislation was established in 2007 which describes the formula used to calculate the Territorial Formula Funding (TFF) Grant for the term of this Business Plan. While the level of the Grant will be more certain under the new formula, tax revenues will continue to fluctuate. Although the Grant will change to offset most of any revenue fluctuations, it will no longer do so immediately, as was previously the case. Future fluctuations in tax revenues will affect the Grant two to four years after they are first felt.
Although the GNWT forecasts small operating surpluses over the Business Plan horizon, financing additional infrastructure needs arising from the strong NWT economy and its dependence on fossil fuels may require debt financing. These initiatives will be evaluated in light of the government’s overall fiscal capacity and economic objectives. Interest rates are forecast to remain low for the beginning quarters of the planning period, and then increase. The GNWT has not had to incur debt to finance short-term cash shortfalls since 2000-01. However, after 2009 it is expected that the GNWT will revert to historical cash-flow patterns where cash surpluses are observed in the first half of the year and cash deficits in the latter half. This, combined with forecast higher interest rates, indicates that increased interest costs can be expected in the final two years of the Business Plan Period. It is not anticipated that either the GNWT’s direct borrowing limit of $175 million or the limit for all GNWT debt, set by federal Order-in-Council at $500 million, will be exceeded.
Emerging Management Practices and Accountability Governments are facing increasing pressures to adapt their comptrollership and management practices to respond to changing expectations and priorities. In response, public sector organizations are increasingly adopting “Modern Management” or “Modern Comptrollership” practices. The focus of Modern Management goes beyond the financial accountability that was traditionally associated with the comptrollership activity and seeks to ensure:
A stronger focus on ethical behavior; The adoption of formal risk management practices; Improved accountability and stewardship of resources; and A greater focus on the results being achieved for the dollars spent through integrated performance information, both financial and non-financial.
There is an increasing demand for government to be accountable to the public for results. Public expectations concerning probity and accountability continue to rise with resulting demands for more transparency, disclosure and rules designed to protect the public interest.
Accountability expectations mean more consultation, clearer plans with specific goals and objectives, and public results reporting on accomplishments. Accountability demands also extend to how government does business. People want to know the cost of delivery of government programs and services, and they want assurance of prudence and integrity in the allocation of government resources.
People also want to be assured that the investment of public money has resulted in measurable impacts. The challenge for government is to set clear objectives, to monitor results, and to communicate this information to the public in a way that is understandable and meaningful.
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Information Technology Rapid advances continue to be made in information and communications technology. Although electronic connectivity is improving, residents of the NWT still have limited access to information and communication services. Over time, enhancement of such services will provide mechanisms through which government programs and services delivery can be strengthened and improved.
Information technology is also reshaping the ways in which information is collected, stored and used. For governments, the transition from historical approaches to recording and storing information to new, modern technologies has been challenging. It is requiring a re-examination of interests, legalities and resource allocations. But it is also resulting in more information being immediately available – with improvements in programming and services to people.
It has become critical for governments to develop information management mechanisms in a cohesive and corporate context. Given the rapid changes in technology development, all governments, including the GNWT have been challenged to develop and implement new and appropriate information systems taking full advantage of the technology that is available – and doing so at a reasonable cost.
Change and Uncertainty The NWT continues to be a dynamic political environment where ongoing land claims and self- government negotiations, and devolution and resource revenue sharing discussions require the development of new and innovative governance models, and management/administrative models. This affects all orders of government at the federal, territorial, aboriginal and community level.
The GNWT continues to discuss devolution of responsibility for lands and resources with Canada and Aboriginal governments. If a devolution agreement is signed, the GNWT and Aboriginal governments will get more revenue, along with increased responsibilities for resource management. While negotiations will likely occur throughout the Business Plan period, the transfer of program authority and revenues is not likely to occur during this period.
The GNWT, Canada, and some Aboriginal groups are currently negotiating self-government agreements. Agreements may include provisions for transferring GNWT expenditures and some tax room to future Aboriginal governments. The Department of Finance provides support at negotiating tables in negotiating agreements, in particular with respect to taxation jurisdiction and financial transfer matters. These negotiations will significantly impact the nature of governance and political development in the future NWT.
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DEPUTY MINISTER’S OFFICE Description The Deputy Minister’s Office includes the Office of the Deputy Minister/Secretary of the Financial Management Board, the Policy and Planning Branch and the Financial Services Branch. The duties and responsibilities of the Deputy Minister of Finance/Secretary of the Financial Management Board are described in the Financial Administration Act, In addition, this Branch directs the support of the Financial Management Board and provides financial and administrative leadership for the GNWT.
The Policy and Planning Branch is responsible for developing and maintaining departmental policies, the department’s budget management program, and the records management program, the provision of information systems and information management support to the department and the coordinating of the department’s involvement in the self-government and devolution processes.
The Financial Services Branch is responsible for providing a full suite of expenditure management services to the Departments of Finance, Executive, Human Resources and Aboriginal Affairs and Intergovernmental Relations.
2008/09 Resources Budget: Compensation & Benefits $3,484,000 Grants & Contributions $52,512,000 Other O&M $1,115,000 Amortization None
Staffing (Positions): Headquarters (HQ) 16 Regional/Other Communities 9
Major Program and Service Initiatives Public-Private Partnerships Public-Private Partnerships are a way for governments to obtain and use infrastructure to meet the demands of their growing populations. The GNWT’s Public-Private Partnership Policy and detailed implementation guidelines were developed as part of a Public-Private Partnership pilot initiative undertaken in the late 1990s. A review is being undertaken to update the existing policy and guidelines. Northern Employee Benefits Services Pension Plan The Governments of the NWT and Nunavut and Northern Employee Benefits Services (NEBS) have formed a Project Steering Committee and a Joint Working Group for the purpose of conducting research and making recommendations on the regulatory and operational issues affecting the NEBS Pension Plan. Financial Administration Act Update The initiative is a multi-phased process that will involve an in-depth analysis of the GNWT’s Financial Administration Act, a comparison with the best practices of other jurisdictions with similar governance structures, consultations with stakeholders, the development of a Legislative Proposal, the drafting of the legislation and the presentation of the legislation for approval. Finance/Financial Management Board Secretariat Reorganization A model for the amalgamation of the two departments has been developed for implementation effective April 1, 2009. Ongoing efforts will be required to ensure that the model is effective, efficient and economical, and that all operational requirements (policies, staff, and office space) are in place. A Strategic Plan will be prepared for the new Department. Page 6 2008-2012 Business Plan FINANCE
KEY ACTIVITY 1: FISCAL POLICY
Description 2008/09 Budget: Fiscal Policy is responsible for providing research, analysis and Compensation & Benefits recommendations on the fiscal policies of the government; $1,060,000 monitoring economic conditions as they affect the government’s fiscal position; providing macroeconomic research and policy Grants & Contributions advice; providing analysis and advice on Canadian and NWT tax None policies; monitoring and advising on intergovernmental fiscal relations; preparing the annual budget address; providing Other O&M technical support for the Minister and Deputy Minister of $141,000 Finance in federal-provincial-territorial discussions; and representing the GNWT on intergovernmental Finance Amortization committees. None
Major Program and Service Initiatives Total $1,201,000 New Revenues In 2008, the Department will consult with the public about Staff (Positions): options for raising new revenues. Following these consultations, 8 HQ proposals for revenue initiatives will be brought forward for 0 Regional/Other approval. Policy development of any new revenue initiatives will be done using existing resources. Macroeconomic Policy Framework The Department is developing an implementation strategy for Measures: the Macroeconomic Policy Framework that includes: preparation Measure 1 of the 2008 report of the Indicators of Progress as specified in Regular, accurate the Framework; formal inclusion of the Framework’s investment forecasts of revenues are criteria in the FMB’s submission process; and increased prepared. awareness of the Framework within the GNWT. The Department will also monitor the use of the investment criteria Measure 2 with a view to making recommendations for their revision Self government and and/or clarification. In addition, the Department will assess the devolution negotiations availability of information required for the documentation of the progress within constraints Indicators of Progress and make appropriate recommendations. of approved financial Economic Investment Plan mandates of the GNWT. Under the direction of the Maximizing Opportunities Committee, and together with the Department of Executive, the Measure 3 Division will prepare the NWT Economic Investment Number of changes to the Framework. An Economic Investment Plan, including an action investment criteria of the plan, will be prepared. GNWT programs that support the four Macroeconomic Policy strategic priority areas will be identified and be assessed using Framework. the investment criteria established under the Macroeconomic Policy Framework. Opportunities for strategic coordination of the programs as well as program gaps will be detailed in the implementation plan. Devolution and Self-government The Division will assist in financial negotiations related to the resource revenue sharing and net fiscal benefit. As well, the Division will assist in financial negotiations surrounding tax sharing with and funding of Aboriginal governments. 2008-2012 Business Plan Page 7 FINANCE
KEY ACTIVITY 2: BUDGET, TREASURY AND DEBT MANAGEMENT
Description 2008/09 Budget: The Budget, Treasury and Debt Management Branch is Compensation & Benefits responsible for the management of the government’s financial $2,942,000 resources to ensure that public funds are properly budgeted and monitored, that the return on investments is maximized, and the Grants & Contributions government’s cash and debt management costs are minimized $62,000 within required risk parameters. The branch is also responsible for managing the operations of the FMB, licensing and regulating Other O&M insurance companies, agents, brokers and adjusters operating in $6,729,000 the NWT, and administering legislated tax programs. Amortization 0 Major Program and Service Initiatives Total Budget Process $9,733,000 The modernization of the Financial Administration Act will likely require changes to how the GNWT plans and prepares the Main Staff (Positions): Estimates and required appropriations, such as establishing multi- 29 HQ year appropriations for capital projects and incorporating annual 0 Regional/Other appropriation authority for estimated borrowings needs.
Borrowing Plan Measures: A Borrowing Plan will be developed, detailing options and Measure 1 preferred choices for funding the short-term and long-term Number of Financial borrowing requirements of the Government at minimum cost. Management Board submissions reviewed per Risk Management year. The Department will continue initiatives in the areas of contract review, risk identification, loss control and claims administration Measure 2 to improve the GNWT’s risk profile. Accurate replacement values for government As part of the ongoing effort to reduce the GNWT’s total cost of assets. risk, the Division will continue to consider the benefits that could be realized by various alternative risk financing options. Measure 3 Minimized banking, Tax Audits investment and borrowing Compliance with tax statutes will be improved through increased costs. tax audits. Effective monitoring of fuel movements in and out of the NWT will be implemented as part of this initiative to increase Measure 4 compliance with the Petroleum Products Tax Act. Increased tax assessments for non-compliance with tax statutes.
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KEY ACTIVITY 3: OFFICE OF THE COMPTROLLER GENERAL
Description 2008/09 Budget: Compensation & Benefits The Office of the Comptroller General is responsible for providing $3,396,000 complete control over the administration of the consolidated revenue fund with respect to the receipt and payment of public Grants & Contributions money, accounting policy, the financial records of the GNWT, $9,885,000 reporting responsibilities, financial analysis, advice and interpretation, internal auditing and related matters. Other O&M $744,000 Accounting Services is responsible for the development of corporate accounting procedures and policies, administration and Amortization integrity of the government’s financial information system, revenue, $196,000 accounts receivable and accounts payable functions, making territorial power subsidy payments, management of the Total environmental liabilities fund, external financing reporting, and $14,221,000 providing collections and credit granting functions.
Staff (Positions): Internal Audit provides an independent, objective assurance and 34 HQ consulting service to improve the GNWT’s operations by bringing a 0 Regional/Other systematic, disciplined approach to evaluate and improve the effectiveness of risk management, internal controls and governance Measures: processes. Internal Audit Measure 1 Major Program and Service Initiatives Evidence of a comprehensive and systematic audit program. Modern Management There is a need to strengthen the existing capabilities of the GNWT Measure 2 public service so that better decisions are made, better service Percentage of audit time spent provided to clients, and effective measures and reports on results are on direct audits, unscheduled available to the residents of the NWT. Managerial and professional audits and professional capacity development will be required along with the acceptance of development. new and changing responsibilities. It will also require the development of systems, policies and controls that support the Measure 3 reporting of integrated performance information, risk-based Number of audit staff with a management practices, appropriate accountabilities and an ethics professional designation or and values foundation that enables managers and staff to choose the working towards designations. right course of action when faced with ethical dilemmas. Measure 4 Achieving modern management within the GNWT is resource Number of irregularities intensive with benefits to be realized over the longer-term. reported.
Accounting Services Measure 5 The GNWT has undertaken to replace its current financial system Percentage of audit workplan with PeopleSoft Financials. Implementation has begun and is completed. expected to take approximately 24 months to complete.
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KEY ACTIVITY 3: OFFICE OF THE COMPTROLLER GENERAL - CONTINUED
In conjunction with the system replacement project and the Measures: Financial Administration Act update, there is a need to ensure that Accounting Services the framework of financial policy directives is current to meet Measure 1 changing business practices of the GNWT. Financial management system is in place, As part of Modern Management and to address an identified gap in processes transactions and capacity and the ability to attract financial staff, a training program meets managers’ ongoing is being developed which will be provided to financial staff information needs. throughout the GNWT. In addition, there is a need to enhance the management capacity of program managers across the GNWT. A Measure 2 training and development program will be developed aimed at Evidence that financial enhancing the skills of this group of employees. policies and directives are in place, readily accessible Shared Financial Services will be implemented to provide enhanced to users and regularly support for departments and allow for the implementation of best reviewed to keep current practices with the support of the new financial system. Measure 3 Internal Audits Timeliness of the Implement January 2009 Institute of Internal Auditing Standards. publication of the Public Accounts Conduct an Independent External Quality Assessment review before 2011. Measure 4 Evidence of adequate Implement Automated Audit Working papers. training sessions to demonstrate employees are Automate continuous auditing along with the implementation of the knowledgeable about the enterprise system. This will provide management will more current financial procedures, monitoring information to action. policies and directives.
Conduct a risk assessment after the implementation of the GNWT Risk Management Policy. This will also re-align the Audit Risk Assessment factors used to prepare the audit work plan.
Assess the role of internal audit within the GNWT. Also, assess the services that Internal Audit should provide to Departments, Boards, and Agencies.
Develop a strategy on recruitment and development of audit staff.
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KEY ACTIVITY 4: OFFICE OF THE CHIEF INFORMATION OFFICER
Description 2008/09 Budget: Compensation & Benefits The Office of the Chief Information Officer (OCIO) is the lead $592,000 for the development of an effective, comprehensive and current strategy for the development, management and use of the Grants & Contributions government’s information resources in a manner that supports the None government’s strategic business goals and operational needs. Other O&M $245,000 Major Program and Service Initiatives Amortization Knowledge Management Strategy Renewal None
This initiative will result in an updated strategic plan for Staff (Positions): management of the GNWT’s Information Management (IM), 5 HQ Information Systems (IS), and Information Technology (IT) 0 Regional/Other functions. The primary objective of this project is the economic, efficient and effective use of information technologies to support Total the GNWT’s business goals. Clear links to the GNWT’s business $837,000 needs are fundamental to the effectiveness, value and validity of the Strategy. The project will follow a process similar to that Measures: taken in 2001 during development of the original strategy, Measure 1 consulting government-wide to re-visit the existing Knowledge Number of security standards Management Strategy (KMS) goals and activities and identify implemented that are ISO critical gaps that must be addressed over the next 3 to 5 years. compliant. These inputs will then be considered against the current technology environment to accommodate and use best solutions Measure 2 and industry best practices to serve the GNWT’s business needs. Number of GNWT
submissions to CRTC GNWT Security Strategy regulatory hearings. The proposed Strategic Security Plan details a series of eleven initiatives, with a 3-5 year implementation schedule, that will Measure 3 improve the security of IM/IS/IT for the GNWT. Reduced number of GNWT Information Systems projects that exceed original budget projections.
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STRATEGIC INITIATIVE: REFOCUSING GOVERNMENT Action: Strengthen Service Delivery
Description
Stabilize GNWT support to Non-Government Organizations (NGOs) through the development of a funding policy.
Strategic Initiative
This action supports initiatives identified by the Refocusing Government Strategic Initiative Committee.
Objectives
The development of a funding policy for NGOs that will support improved and transparent relationships between the GNWT and NGOs. The funding policy will assist program managers to better understand key considerations and factors that are necessary when determining a suitable and stable funding relationship with NGOs.
Action Plan
The development of an NGO funding policy will involve several stages of consultation:
1. Review relevant documentation to date and current GNWT Policies & Guidelines with departments to develop a Program Guide for Managers (2008-09) 2. Seek comments and recommendations from Standing Committee on the proposed Program Guide for Managers prior to undertaking a broader consultation (2008-09) 3. Conduct workshop with key stakeholders to guide the development of a Plain Language summary of the Program Guide for Managers and highlight potential policy changes that need to be considered (2008-09) 4. Develop a Plain Language summary for use by NGOs (2008-09) 5. Update the Third Party Accountability Framework to incorporate recommended changes derived from the NGO funding policy (2009-10) 6. Work with Executive Offices and departments to implement proposed NGO funding policy
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STRATEGIC INITIATIVE: REFOCUSING GOVERNMENT Action: Strengthen Service Delivery
Description
The OCIO has identified the renewal of the KMS as a requirement in order for the GNWT to accomplish its goals for IM/IS/IT, and effectively manage its electronic information resources. The cost for this project in 2009-10 will be $300,000 (primarily for contract services) with future years’ costs being determined once the strategy update is complete and specific initiatives identified.
Strategic Initiative
Development of a Project Charter for the KMS initiative for approval by the Informatics Policy Committee.
Objectives
In 2009-10 the OCIO will issue a Request for Proposals for the acquisition of services necessary to develop a renewed strategy, enterprise architecture, and high-level implementation plan that facilitates the management of all information resources of the GNWT – both electronic and physical – and builds on the work achieved in advancing the current KMS. The primary focus of this strategy will be to further develop the GNWT’s ability to effectively and efficiently manage its knowledge and information resources in support of its business goals.
This will be achieved through extensive consultation with key stakeholders, a comprehensive environment scan, and a review of the current state of IT and best-practices for its management and operation. After a thorough analysis of the inputs, the renewed Strategy will be reviewed by the Informatics Policy Council and referred to the Financial Management Board for consideration and approval.
Action Plan
The activities planned for 2010-11 and 2011-12 will not be known until the Strategy update is completed in mid 2009-10.
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STRATEGIC INITIATIVE: REFOCUSING GOVERNMENT Action: Managing the Cost of Government
Description
Examine current duty travel directives to ensure they are clear and usable to properly control, monitor and report on GNWT travel.
Strategic Initiative This action supports initiatives identified by the Refocusing Government Strategic Initiative Committee.
Objectives
To obtain better data on GNWT travel to determine how much the GNWT spends on travel, the number trips taken and where.
To simplify the Financial Administration Manual (FAM) Directive on GNWT Travel to help clarify rules and procedures for employees, and for managers approving and reviewing to determine what costs are eligible.
To develop a proactive Disclosure Policy for GNWT Travel by Ministers, Deputy Ministers and Senior Managers.
Action Plan
1. Analyze travel patterns including expenditures, travel destinations and airline choices (2008-09 and updated periodically) 2. Clarify and simplify the FAM directive for GNWT travel (2008-09) 3. Draft and introduce a Proactive Disclosure Policy for GNWT travel (2008-09) 4. Develop a reporting process to implement the proposed Proactive Disclosure Policy (2009-10) 5. Continue to analyze options that could be considered to reduce travel costs and/or improve travel administration (ongoing)
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INFRASTRUCTURE INVESTMENTS
Financial Information System The current GNWT financial information system (FIS) is over twenty-five years old, and lacks the functionality and management reporting capabilities that are commonly considered necessary for the effective and efficient management of modern organizations. In addition, its ongoing development has not kept pace with changing technology and emerging business practices. The hardware upon which the core application operates will no longer be supported by the manufacturer after 2008 and adapting the existing application to newer technology is not practical. The impending hardware obsolescence and the limited application support alternatives expose the GNWT to significant operational risk.
Formal planning for the replacement of the existing FIS began in 2003 with the establishment of a three-phase project: Phase I was completed in December 2003 and undertook a high level assessment of the GNWT’s business requirements; Phase II was completed in July 2007 and resulted in the identification and selection of a specific system solution to meet the GNWT’s business needs; and Phase III of the project is the implementation. This phase requires a System Implementer (SI) to assist in the project implementation. The SI Partner will provide implementation assistance and support in a variety of areas ranging from: o system design, development and configuration; o system specific functional and technical expertise; o change management; system testing and quality assurance; o user training and knowledge transfer; o old system data conversion; and o post implementation operational support.
A dedicated FIS implementation project team, comprised of both internal GNWT staff and external- consulting resources has been established. As many as twelve staff members, an equal number of external consulting resources and a network of departmental subject matter experts will be required during various aspects of business processes redesign, system build, system testing and operational implementation of the new Enterprise Resource Planning system.
Plans for the Oracle PeopleSoft Financials system have been developed based on a single phased deployment of system capabilities or functionality. The following functions are included in the implementation plan: General Ledger, Accounts Payable, Accounts Receivable, Fixed Assets, Revenue & Billing Management, Purchasing, Cash & Treasury Management, Expense Management and Basic Reporting. Project costing is being developed in the planning steps, but a final decision to implement will be based upon project budget.
Other functionality was initially considered but has been excluded from the project due to high costs of implementation, alternative approaches available and the complexity and implementation risk associated with them. These functions include Budget Planning, Activity Based Costing, Business Intelligence, Strategic Sourcing, Project Management, and Grants & Contributions.
Implementation is scheduled for the summer of 2009.
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LEGISLATIVE INITIATIVES
The following legislative initiatives are being considered for advancement during the 16th Legislative Assembly:
NWT Income Tax Act and Petroleum Products Tax Act The Department typically amends legislation in order to implement any tax initiatives in the annual territorial budget. These initiatives generally cannot be known in advance. Amendments to NWT tax legislation may be proposed following the planned consultation on revenues.
Amendments to the NWT Income Tax Act were introduced during the May 2008 session of the Legislative Assembly. These amendments address a number of minor issues in the Act and to align the NWT Act with the federal Income Tax Act.
The Petroleum Products Tax Act will be updated and rewritten to make it a more effective tax collection and administration tool.
Financial Administration Act Many changes have occurred in the operating and accounting environment of the GNWT since the Financial Administration Act was last reviewed in depth in 1987 that are driving the need for updates:
Observations from the Office of the Auditor General, legal opinions from the Department of Justice and input from Standing Committees, MLAs and senior bureaucrats. New and enhanced recommendations from the Public Sector Accounting Board. Changes to government operations driven by new technology and business practices. The governance structure to both support and deliver GNWT programs has, and continues to, evolve. Increased public expectations for reporting on results achieved.
The initiative is a multi-phased process that will involve an in-depth analysis of the GNWT’s Financial Administration Act, a comparison to the best practices of other jurisdictions, consultations with stakeholders, and the development of a Legislative Proposal, the drafting of the legislation and the presentation of the legislation for approval.
Northern Employee Benefits Services Pension Plan Northern Employee Benefits Services (NEBS), incorporated under the Canada Corporations Act, was created to administer the pension benefits of approximately 750 municipal and housing association employees residing in the NWT and Nunavut.
The Plan was registered with the federal Office of the Superintendent of Financial Institutions (OSFI), who acted as regulators under the terms of the Pension Benefits Standards Act (PBSA). However, in May 2004, OSFI determined that the Plan did not qualify for regulation under the PBSA.
In April 2007, the Governments of the NWT and Nunavut agreed with NEBS to form a Project Steering Committee and a Joint Working Group for the purpose of conducting research into the regulatory and operational issues affecting the NEBS Pension Plan. The more complex legislative option involves one or both territories passing NEBS Pension Plan legislation. If there is a decision to proceed with this option, there will be a requirement for a legislative proposal and drafting.
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HUMAN RESOURCES
14 HUMAN RESOURCES
OVERVIEW
MISSION
Supporting excellence in the GNWT Public Service through the delivery of innovative, quality human resource services.
GOALS
1. Support to management’s human resource decision-making that results in productive and positive human resource management practices. 2. Integrated, client-focused programs and services that are simple, timely and consistent. 3. Streamlined and simplified administrative systems and processes. 4. Recruitment and retention of a capable, competent public service that is representative of the people it serves and that focuses on results. 5. A work environment that promotes employee development, safety and wellness and that offers an opportunity for positive labour/management relations.
BUDGET (2008/09)
Compensation & Benefits $24,378,000 Grants & Contributions - Other O&M $7,095,000 Amortization $780,000 Infrastructure Investment -
POSITIONS (2008/09)
Headquarters (HQ) 120 positions Regional/Other Communities 47 positions
KEY ACTIVITIES
• Management and Recruitment Services • Corporate Human Resource Services • Employee Services • Human Resource Strategy and Policy
STRATEGIC ACTION
The Department will take the following actions in support of the government’s strategic initiatives:
• Improve Human Resource Management in the NWT (Refocusing Government Initiative)
• Support implementation planning for the consolidation of the Yellowknife Health and Social Services Authorities’ clinics
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STRATEGIC ISSUES
Demographic Changes
There are a number of demographic issues being faced by the GNWT that impact human resource services. The current GNWT workforce is aging and there is a strong need to plan for both the development of staff and the transfer of corporate knowledge between experienced staff and those newer to the organization. The aging of the general population will change demands on GNWT programs, which also needs to be anticipated in the staffing mix. This includes a greater emphasis on the training and development of younger workers.
Among existing employees and potential recruits, there is an expectation of work-life balance. This is demonstrated through the regular use of programs such as the Deferred Salary Leave Program and flexible work arrangements. Many employees also have expectations of the ability to engage in volunteer activities in their communities. The GNWT must continue to explore ways of providing this balance while ensuring program and service delivery to NWT residents.
In some employee groups, there is an increasing interest in short-term or casual work creating pressure on departments, boards and authorities to regularly fill positions and create systems that allow for continuity of services to clients despite different service providers.
Competitive Market/Labour Shortages
The western economy is robust, particularly in neighbouring jurisdictions such as Alberta. Individuals who may previously have considered a job north of sixty are now staying in the south where the cost of living may be less, there is greater accessibility to services and they are closer to family. Nation- wide, there are severe labour shortages in some occupational groups. While the nursing shortage has received much attention, there are other skilled occupational areas that are also very difficult to recruit such as engineering.
The NWT economy continues to grow, creating challenges for the GNWT in recruiting and retaining employees. Resource sector opportunities abound, as do jobs in service and support fields. The potential construction of a northern pipeline will accelerate these challenges. Increasingly, the GNWT’s overall compensation package is less competitive. Salaries and benefits have not kept pace with provincial governments, and some sectors offer more short-term benefits, which may be attractive to a section of the workforce. In coming years, the GNWT must explore ways to make the government an employer of choice in order to attract qualified and competent employees to ensure residents of the NWT continue to receive high quality programs and services.
With continuing economic expansion in the NWT, the GNWT is increasingly unable to compete with private sector and governance organizations in the north. Many of the best and brightest are choosing the private sector for employment as their pay is higher and they provide key benefits to deal with the high cost of northern living.
The Public Service Act provides employees with the right to “equal pay for work of equal value”. This legislation ensures that employees who are in jobs that require the same level of skill, effort, responsibility and working conditions are paid equally. This inhibits the GNWT’s ability to react to market compensation levels for any particular occupational group in its compensation structure as equal pay relativities must be maintained. As a result, from time to time, the GNWT may be out of sync with market conditions for an occupational group and sees its ability to recruit and retain staff in
Page 2 2008-2012 Business Plan 14 HUMAN RESOURCES these occupations affected. What is important to assess is whether or not the entire GNWT compensation system allows the Government to continue to recruit and retain for a broad spectrum of jobs. This legislated equal pay environment makes development and maintenance of effective compensation policy and structure critically important, and adds significantly to the need for thorough and timely market research to gauge when issues may arise and how best to address them.
While the number of northerners with post-secondary education or specialized training and experience is increasing, the demand for these individuals has also grown. Utilization of the Northern Graduate Placement Program, and our efforts to raise the level of professionalism of the GNWT’s human resources, have shown some success.
Fiscal Environment
In early 2008, Cabinet identified five strategic initiatives based on the priorities of the 16th Legislative Assembly. These initiatives are: Building Our Future, Reducing Cost of Living, Managing This Land, Maximizing Opportunities and Refocusing Government. To support these initiatives, and address the current fiscal realities of the GNWT, departments, boards and agencies were asked to identify programs and resulting positions that could be eliminated. This budget reduction exercise will result in lay-offs in some areas; increased growth in others; and the creation of new or enhanced programs and services.
This creates a very challenging environment for the GNWT to recruit and retain employees. Uncertainty surrounding the changes may result in some employees leaving the organization and potential employees being hesitant to join the NWT Public Service.
Promoting Northern Employment
When recruiting in the NWT, it is important to promote the benefits of the northern lifestyle and work environment. The GNWT offers complex and challenging work that makes a difference to a greater extent than is possible in larger provincial and federal governments. For employees coming from large southern centres, the easy access to outdoor recreation and not having to deal with long commutes to work are positive recruitment incentives.
The GNWT also offers a compensation package that is reasonably competitive with other public sector organizations in southern Canada. Provisions such as the leave package and health care insurances are very good and contribute to an improved work-life balance. One of the challenges for the GNWT is to promote the full compensation package beyond the salary an employee receives. With labour market shortages, the GNWT needs to enhance its marketing and promotion efforts to promote itself as an employer of choice.
Other issues that continue to be a challenge for both recruitment and retention include housing and isolation, as well as cost of living factors. Fuel price increases and the related impact on food costs add to these concerns. These issues impact not only those individuals being recruited from the south, but also those contemplating a move between communities or returning from post-secondary education and deciding which community to work in.
Increasing Demands on the Public Service
Over the past two decades, the complexity of public service jobs has increased. As a result, government jobs often require more education and experience than in the past. This complexity comes from factors such as changing technology, added influence from other jurisdictions in some
2008-2012 Business Plan Page 3 HUMAN RESOURCES
areas of operation, and additional program responsibilities. As well, in an era of instant information, the public’s expectations of response time have increased which puts additional pressure on GNWT staff.
With limited financial resources, departments, boards and authorities are sometimes pressed to have current staff add new programs or service expansion to their existing workload. While this makes northern public service jobs interesting and dynamic, there is a challenge in how to let employees in the organization benefit from the complexity, without employees becoming overwhelmed by the breadth of the job or sacrificing the work life balance necessary to promote healthy choices and lifestyles.
Enhancing GNWT Human Resource Management
The GNWT embarked on a process of human resource service transformation in 2005. While steady progress has been made, additional effort is required to ensure consistent and reliable service delivery by Department of Human Resources staff, resulting in consistent opportunities and benefits for employees while responding to the unique operational needs of each department, board and agency.
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CORPORATE MANAGEMENT
Description
The Directorate provides leadership and direction to the Department. The Directorate also provides strategic human resource advice to the Minister as well as to Deputy Ministers and Deputy Heads across the GNWT.
2008/09 Resources
Budget:
Compensation & Benefits $323,000 Grants & Contributions - Other O&M $382,000 Amortization -
Staffing (Positions):
Headquarters (HQ) 2 Regional/Other Communities 0
Major Program and Service Initiatives
The Directorate supports participation in the Refocusing Government Strategic Initiative, and coordinates strategic activities throughout the Department. Major projects include:
• Development of a Corporate Human Resource Strategy for the NWT Public Service; • Assessment of service standard levels and matching resources with services to stabilize service delivery.
2008-2012 Business Plan Page 5 HUMAN RESOURCES
KEY ACTIVITY 1: MANAGEMENT AND RECRUITMENT SERVICES
Description 2008/09 Budget:
The Management and Recruitment Services Division is Compensation & Benefits responsible for the provision of general human resource services $6,842,000 to management that support recruitment and retention of a qualified, competent and representative public service. Grants & Contributions None
Major Program and Service Initiatives Other O&M $499,000 Improve recruitment related services across the Public Service by focusing on reducing the time required to administer staffing Amortization competitions. None
The Department of Human Resources will place a greater Staff (Positions): emphasis on providing strategic human resource advice and guidance to managers across the GNWT to assist them in the 26 HQ management of the Public Service. This will include the 44 Regional/Other development of staff within the Department of Human Resources to enable them to shift from transactional to strategic Measures: service provision. This will provide increased consistency in the management of the Public Service. Measure 1: Percentage of competitions completed within 8 weeks.
Measure 2: Number of upheld grievances.
Measure 3: Number of substantiated Human Rights Complaints.
Measure 4: Percentage of substantiated Workplace Conflict Resolution Complaints.
Measure 5: Percentage of staffing appeals upheld.
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KEY ACTIVITY 2: CORPORATE HUMAN RESOURCES
Description 2008/09 Budget:
The Corporate Human Resources Division is responsible for the Compensation & Benefits provision of human resource management planning frameworks $3,448,000 and strategic support services across government. Grants & Contributions This Division also coordinates government-wide human None resource management planning and programs, particularly in the areas of recruitment, retention, workforce adjustment, employee Other O&M recognition, management and leadership development, and $4,241,000 employee training and development. Amortization The Division also strives to provide a comprehensive and clear None framework of terms and conditions of employment that: • is broadly used and understood, Staff (Positions): • promotes harmonious labour management relations, • results in fair and consistent treatment of staff, 36 HQ • promotes productive work environments, and 0 Regional/Other
• results in high service and ethical standards within the
Public Service. Measures:
Major Program and Service Initiatives Measure 1: Percentage of affected employees To support the 16th Legislative Assembly in its Refocusing redeployed through Government initiatives, and the need to have the right people in management of vacancies the right place at the right time, the Department of Human at a corporate level. Resources will analyse the potential throughout the GNWT for
eliminating positions during the 2009/10 and 2010/11 fiscal Measure 2: Number of years through attrition and/or promotion of early retirement. training sessions offered.
To support GNWT managers in the provision of consistent and Measure 3: Turnover rate effective human resource management practices, increased across the GNWT. training in the areas of labour relations, employee development,
human resource planning, and performance management will be Measure 4: Number of offered. arbitration hearings
completed. The Department of Human Resources will continue to analyze
its compensation package and make recommendations on Measure 5: Number of program and policy changes or enhancements that support the grievances settled. recruitment and retention of a qualified and competent work
force. Measure 6: Percentage of
job evaluations that are
appealed.
2008-2012 Business Plan Page 7 HUMAN RESOURCES
KEY ACTIVITY 3: EMPLOYEE SERVICES
Major Program and Service Changes 2008/09 Budget:
The Employee Services Division provides compensation, Compensation & Benefits benefits, data management and helpdesk services to the Public $11,454,000 Service that are timely, accurate, relevant, courteous and helpful. Grants & Contributions None Major Program and Service Initiatives Other O&M Continue to focus on eliminating the pay and benefits backlogs $209,000 and identify mechanisms to prevent future backlogs. Amortization Decrease the response time on employee benefits and payroll None requests and inquiries. Staff (Positions) Increase the level of benefit information provided to employees across the GNWT through the development and implementation 34 HQ of employee benefit information sessions. 3 Regional/Other
Complete an enterprise resource planning exercise to assess Measures: current workloads and how to improve both customer service and Measure 1: Number of response time to service requests. backlogged pay and benefits . Rollout of pension administration changes being undertaken by Superannuation to GNWT employees. Measure 2: Number of off-cycle cheques produced.
Measure 3: Establish baseline data relating to completion times for issues such as: Records of Employment, Final Pays, Retirements/Terminations and leave counselling and measure response times on an on-going basis.
Measure 4: Number of employee information sessions offered.
Measure 5: Percentage of Helpdesk inquiries completed by immediate response, and within one week.
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KEY ACTIVITY 4: HUMAN RESOURCES STRATEGY & POLICY 2008/09 Budget: Description Compensation & Benefits The Human Resource Strategy and Policy Division is responsible $2,311,000 for government-wide human resource management strategies, legislation, policies, guidelines and practices as well as quality Grants & Contributions assurance services to ensure consistent and fair application of the None legislation, policies and guidelines. It is also responsible for leading negotiations with bargaining groups, and supporting Other O&M research and analysis within the Department. $1,764,000
Amortization Major Program and Service Initiatives $780,000
Staff (Positions) Undertake a comprehensive review of the Public Service Act, including the Public Service Act Regulations, with a view to 22 HQ updating the Public Service Act and the Regulations. 0 Regional/Other
Transition to the next supported version of the Human Resource Information System (HRIS) to ensure continued support, including Measures: tax and regulatory updates. The work is anticipated to take place during the 2011/12 fiscal year. Measure 1: Number of
Human Resource Manual Ensure that an up to date policy framework supports the updated Sections Updated. Public Service Act and Regulations. This includes an updated
Code of Conduct and a Code of Ethics. Measure 2: Percentage of
Workplace Conflict Negotiate the renewal of collective agreements with the Northwest Resolution Policy Territories Teachers’ Association and the Union of Northern investigations completed. Workers.
Measure 3: Successful Negotiate new employment contracts for physicians in the negotiation of collective Northwest Territories with the Northwest Territories’ Medical agreements. Association. Measure 4: Successful completion of policy and legislation reviews.
2008-2012 Business Plan Page 9 HUMAN RESOURCES
STRATEGIC INITIATIVE: REFOCUSING GOVERNMENT Action: Improve Human Resource Management in the NWT
Description
The Department of Human Resources, in support of the Refocusing Government initiative, leads providing human resource analysis and strategic human resource planning advice on resulting initiatives.
Improving human resource management in the NWT is vital to the long term success of program delivery. The GNWT, community and Aboriginal governments must be able to attract and retain qualified motivated individuals. Especially critical to this effort is the requirement to enhance initiatives to attract and retain affirmative action employees.
Human Resource Planning is critical to the successful implementation of initiatives that may be undertaken that will impact human resources such as Board Reform. This is required to ensure compliance with the legal framework that governs human resource management.
Objectives
To ensure the broader Public Service of the Northwest Territories has the right people in the right place at the right time to deliver quality programs and services to the residents of the Northwest Territories.
Action Plan
• Work to support the strategic action will include: o The provision of strategic human resource planning advice and guidance as actions resulting from the Refocusing Government initiative; and o An analysis of the feasibility of an early retirement incentive (Superannuation waiver) to support the Refocusing Government initiative.
• The detailed action plan for GNWT initiatives will be finalized after the completion of the Corporate Human Resource Strategy, which will include a three-year action plan outlining priority actions. However, specific actions may include: o Expand the existing GNWT intern program and develop a community government intern program; o Develop a public service marketing plan; o Develop a public service training program; and o Develop enhanced initiatives to attract and retain affirmative action employees.
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INFRASTRUCTURE INVESTMENTS
Updates to the Human Resource Information System (HRIS) are required on an ongoing basis. Updates are required not only to introduce new functionality, but also to ensure continued support from the software makers. This support includes patches and fixes as well as ongoing assistance with system issues, in addition to regulatory and tax updates.
Based on current information on support timeframes for the current product, the transition to a new version will likely be required in the 2011-2012 fiscal year. This will be a smaller transition, given the elimination of many customizations. The transition will include whether to enhance functionality with new modules or module improvements available in the next version.
In addition, hardware improvements are required to support the system and the increasing number of self-service users. Hardware improvements will be required over the next four years.
2008-2012 Business Plan Page 11 HUMAN RESOURCES
LEGISLATIVE INITIATIVES
During this business planning period, a complete updating of the Public Service Act will be initiated. The Public Service Act sets the foundation for the employment relationships in the GNWT. It also sets out, in Regulations, benefits such as particular leaves, some aspects of compensation, and the staffing appeal process.
Although minor changes have taken place over the years, The Act has not been completely reviewed and re-written since the 1980’s.
A legislative proposal will be completed in the 2008-2009 fiscal year. Additional steps and timing will be determined based on the legislative proposal.
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HEALTH AND SOCIAL SERVICES
HEALTH AND SOCIAL SERVICES
DEPARTMENTAL OVERVIEW
MISSION To promote, protect and provide for the health and wellbeing of the people of the Northwest Territories.
GOALS
1. To promote healthy choices and responsible self-care. 2. To protect public health and prevent illness and disease. 3. To protect children and vulnerable individuals from abuse, neglect and distress. 4. To provide integrated, responsive and effective health services and social programs for those who need them.
BUDGET 2008/09 Compensation & Benefits 13,586,000 Grants & Contributions 219,425,000 Other O&M 67,957,000 Amortization 8,854,000 Infrastructure Investment 32,414,000
POSITIONS (2008/09) Headquarters (HQ) 102 positions Regional/Other Communities 16 positions Authorities 1,269 positions
KEY ACTIVITIES • Program Delivery Support • Health Services Programs • Supplementary Health Programs • Community Health Programs
STRATEGIC ACTIONS The Department will take the following actions in support of the government’s strategic initiatives: • Expand Programming for Children and Youth (Building Our Future Initiative) • Encourage Healthy Choices and Address Addictions (Building Our Future Initiative) • Implement Phase II of the Framework for Action on Family Violence (Building Our Future Initiative) • Strengthen Continuum of Care for Seniors (Building Our Future Initiative) • Increase Safety and Security ((Building Our Future Initiative) • Protect Territorial Water (Managing This Land Initiative) • Maximize Benefits from Resource Development (Maximizing Opportunities Initiative)
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STRATEGIC ISSUES
The health status of NWT residents has improved over the past decades and in many respects is becoming more comparable to that of other Canadians. However, there is room for significant improvement in a number of areas. While the Department of Health & Social Services (HSS) and its partners – Health and Social Services Authorities and non-government services providers – have lead roles in addressing health and social issues, the wellbeing of individuals, families, and communities also depends on factors beyond the health and social services system. The population health approach recognizes that demographic, economic, social and personal factors are all important determinants to health status and overall wellbeing. The following are some of the challenges facing the Northwest Territories health and social services system.
Health Expenditure Trends and Cost Drivers According to the National Health Expenditure Trends, 2002-20071 health care expenditures in Canada have been growing at 7.2% annually in recent years. The NWT was forecasted to have the second-highest per capita provincial/territorial government health care expenditures in Canada - $4,915 per person, compared to a Canadian average of $2,790. These higher costs are generally attributed to the higher costs of providing services to a relatively small population living in a remote region of the country. The NWT health system is also impacted by the same factors that drive costs upward in other jurisdictions – the rising costs of pharmaceuticals and the introduction of new, more expensive diagnostic and therapeutic procedures. The NWT is continually challenged to maintain an appropriate balance between preventative and curative services to contain and reverse negative trends in health status indicators. This challenge is accentuated by the high cost of service delivery across a wide territory, with communities of varying sizes and needs, the high level of existing needs for core services, as well as a national shortage of and intense competition for key professionals such as physicians, nurses, pharmacists and others.
Under the Canada Health Act the Department is mandated to provide services based on the flowing five principles:
1. Universality 2. Comprehensiveness 3. Portability 4. Accessibility 5. Public Administration
Consistent with these principals, the Department strives to ensure that the NWT health and social services system provides quality care in the most appropriate setting, is accessible, sustainable, and includes mechanisms to allow progress and performance to be measured and reported to residents of the NWT.
1 Canadian Institute for Health Information (CIHI), 2005
2008-2012 Business Plan Page 2 HEALTH AND SOCIAL SERVICES
Demographic Changes Currently, 32% of the NWT population is under 20 years of age compared to 24% in Canada. While the NWT continues to have one of the youngest populations in Canada, this pattern is changing. The age structure of the NWT indicates that recent growth in the senior’s population is likely to continue. It is anticipated that the proportion of seniors (aged 60+) will increase from 8.6% in 2007 to 11.9% by 2017, making it the fastest growing age group. As a result, the number of residents susceptible to a large number of chronic conditions including heart disease, diabetes and cancer will likely increase unless there are changes to personal health practices.
Key Social Changes and Determinants of Health Health status and overall wellbeing are determined largely by socio-economic conditions. Social conditions in the NWT have generally been improving; however, there remain significant differences between the NWT and the rest of Canada. Typically the NWT lags the rest of Canada in determinants of health such as: housing, income, education and safety.
Income adequacy is one of the strongest predictors of future health outcomes. Studies continually find that low-income families are at a greater risk of illness and premature death. Education, along with income, affects health outcomes. People with lower levels of education tend to have overall poorer health and wellbeing. Adequate housing minimizes disease and injury and contributes to the physical, mental and social wellbeing of the population. Homelessness is also a growing problem. The recent TB outbreak, among the population dependant on the Salvation Army shelter in Yellowknife, is an example of the vulnerability of homeless individuals.
Health Conditions Prevalence of diabetes is increasing. Between 1997 and 2004, the proportion of the NWT population age 20 and over with diabetes increased from 3.8% to 6.4% for males and 3.2% to 5.9% for females.2 Colorectal cancer is the most common type of cancer diagnosed for men, while breast cancer is the most common type for women. Colorectal cancer rates, associated with a poor diet, are significantly higher in the NWT than in the rest of Canada. In 2003, 5% of NWT residents 12 years of age and older reported a major depressive episode. Residents between 12 and 39 years of age were two times more likely than those 40 years of age and older to report symptoms of depression (6% vs. 3%). Suicide rates are almost twice those reported in the rest of Canada (2.11 vs. 1.17 per 10,000). Incidence of the two most common sexually transmitted infections (STIs) – Chlamydia and gonorrhea – has increased significantly since the mid-1990s. The NWT rate is now nearly 10 times the national average.3
Physical Environment Long-term exposure to environmental tobacco smoke (ETS), commonly known as second-hand smoke, is a significant health hazard. In 2005, an estimated 43% of non-smoking NWT residents
2 NWT Department of Health and Social Services. 3 Public Health Agency of Canada, 2006 Rates.
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aged 12 years and older were exposed to ETS almost every day at home, in a motor vehicle or in a public place.
Personal Health Practices Individual unhealthy and high-risk behaviors like smoking, drinking alcohol, taking drugs, eating unhealthy foods and not exercising contribute heavily to health problems and the need for related services. Government programs and policies need to focus on helping individuals make healthy choices.
2008-2012 Business Plan Page 4 HEALTH AND SOCIAL SERVICES
KEY ACTIVITY 1: CORPORATE MANAGEMENT
Description
Under the authority of the Minister, the Directorate provides leadership and direction to the Department, and administrative services for Departmental operations. The Operational Support Branch manages territorial-wide services to the NWT population through programs and health and social service providers.
Major Program and Service Initiatives
Improving System Wide Accountability Accreditation is the process adopted in the health care industry to evaluate services and improve quality. It ensures that services meet national standards and that performance and accountability are evaluated to mitigate risk and ensure patient safety. Currently, the four NWT hospitals are accredited. The Department plans to extend the current accreditation process to include services provided in all eight Health and Social Services Authorities in the NWT.
2008/9 Budget
Budget:
Compensation & Benefits $5,836,000 Grants & Contributions - Other O&M 1,093,000 Amortization -
Staff (Positions):
Headquarters (HQ) 47 Regional/Other Communities -
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KEY ACTIVITY 2: PROGRAM DELIVERY SUPPORT
2008/09 Budget: Description
Program Delivery Support provides a system-wide focus and Compensation & assistance in the delivery of health and social service programs. Benefits Information Systems is responsible for implementing and $5,137,000 maintaining appropriate systems technology throughout the HSS System. Human Resources include various recruitment and Grants & retention activities to develop, recruit and retain front line Contributions service providers. Health Service Administration (HSA) is $15,043,000 responsible for the collection and administration of Insured Services, Non-Insured Health Benefits, Vital Statistics, Health Other O&M Management Information System, health benefits and $11,706,000 registration. The Population Health Division is responsible for health promotion, health protection and Disease Registries. The Amortization Director holds the statutory appointments of Chief Medical None Health Officer and Registrar of Disease Registries. The Division is also responsible for out-of-territories hospitals, Staff (Positions): physician negotiations as well as physician services in and out of 30 HQ the NWT, acute and long term care planning, homecare, seniors 16 Regional/Other and persons with disabilities, rehabilitation, community health nursing, maternal and child health, and oral health. Indicator Turnover rates (%)
Recruitment rate (%) Major Program and Service Initiatives
Heath Information Systems As in other areas of our lives, computer technology will have an enormous impact on health care. An electronic information system can give health care professionals immediate access to consistent information and the means to share it between team members and between remote locations greatly enhancing service delivery.
In 2004, First Ministers declared that 50% of Canadians would have an interoperable electronic health record by 2010. The NWT is committed to meeting the deadline of 2010 established.
2008-2012 Business Plan Page 6 HEALTH AND SOCIAL SERVICES
Integrated Electronic Health Record (iEHR) – This is a strategic project between the NWT Health & Social Services, Capital Health and Alberta Health & Wellness. This project will result in a private and secure lifetime record of an individual’s key health history and care within the health system. The iEHR project will be available electronically to authorized health care providers anywhere, anytime, in support of high quality care.
Electronic Medical Record (EMR) – The Department of Health and Social Services is undertaking a Territorial EMR project. This includes the Practitioner Management (PM) components of scheduling and billing. The system contains an electronic record outlining a client’s personal details such as demographics, diagnosis or conditions, and details about the treatment or assessments undertaken by a health care provider. In combination with the iEHR, and other related NWT initiatives, support funding for the operating costs of the EMR is key to achieving the long-term goal of an integrated electronic health system.
NWT-Wide Picture Archive and Communications (PACS) This project is undertaken in conjunction with Canada Health Infoway and is focused on improving health care by providing retrieval of images and reports anytime, anywhere, for any patient. PACS will be rolled out over a three-year period. In early 2008-09 the core PACS will be installed at Stanton Hospital. Late 2008-09 PACS will be deployed to the Beaufort Delta Regional Hospital, Hay River and the Fort Smith Health Centre. In year three the Computed Radiography (CR) units will be installed at the Community Health Centers.
Telespeech - In 2000 and in 2006 ECE completed a Student Support Needs Assessment across all schools in the NWT. Nine percent of NWT school age children have been identified as needing speech and language therapy services and of those students identified over 50 percent were not receiving services. The Telespeech project will see the installation of televideo-consultation units that will enable Health Authorities to maintain a “full Speech Language Pathology (SLP) staffing” complement by virtually recruiting SLP’s through contract arrangements with southern providers to fill vacancies. Through the auspices of televideo-consultation, there will be access to specialized services at the community level such as The Institute for Stuttering Treatment and Research located in Edmonton; Autism team at the Glenrose and Cleft, Lip and Palate team at the University of Alberta Hospital.
Population Health Chronic Disease Management - Chronic disease prevention and management are important components of health care delivery in the NWT. Chronic diseases are the leading cause of hospitalization of adults and account for up to 70% of health care costs in the NWT. Prevention strategies are long-term initiatives delivered in collaboration with health authorities, non- governmental organizations, community groups, and individuals. The Department will work with Health Authorities and other stakeholders to develop a framework for the management of chronic disease that can be used at all levels of service and is in-line with the Integrated Service Delivery Model (ISDM).
Immunization – is recognized as one of the most cost-effective public health intervention, in the prevention and control of disease. The Department will work on improving its immunization information system, including reporting requirements as part of new regulations under the Public Health Act.
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Cancer Screening – Cancer is now the leading cause of overall mortality in the NWT (25% of deaths annually). Significant impacts on cancer mortality can be achieved through well organized evidence- based screening programs to detect cancer at the earliest possible stage when treatment is more likely to be curative. The NWT has already achieved success with regard to cervical cancer screening, but more needs to be done to enhance and sustain organized breast and colorectal cancer screening, programs to ensure equitable access and optimal uptake at the community level.
2008-2012 Business Plan Page 8 HEALTH AND SOCIAL SERVICES
KEY ACTIVITY 3: HEALTH SERVICES PROGRAMS
Description 2008/09 Budget:
Compensation & Health and Social Service Authorities provide services to NWT Benefits residents in areas such as inpatient and outpatient services, public None health and chronic care. Programs and services include, but not limited to, the following: Grants & • Provides NWT residents with access to hospital, primary Contributions care through health centres and physician services both $134,163,000 inside and outside the NWT Other O&M $34,348,000 Major Program and Service Initiatives Amortization $ 6,965,000 Sustainability of the System – The cost of delivering health care in the NWT continues to rise: driven by such things as Staff (Positions): demographics, prevalence of disease, and overall poor health 1,269 Authorities status. These cost pressures, combined with a national shortage of health care professions, is forcing the Department to consider Measures alternative service delivery and staffing models. Over the next four Proportion of years the Department will review initiatives such as: reforming Hospital Discharges medical facilities, primary care reform, reforming community by Top Five Known social programs and reviewing staffing models to ensure that the or Suspected appropriate level of care is provided by the appropriate health and Conditions (ICD10 social services professionals and that the system remains Chapter) sustainable. Proportion of Enhancing Access to Nurse Practitioners - Over the next three Physician years H&SS will increase supports to the Aurora College program Encounters by Top supporting nurses in advanced practices and support northerners Five Known or wishing to pursue opportunities. Suspected Conditions (ICD9 Improving Access to Rehab Teams (Health Reform) - The Chapter) ISDM recommends four rehabilitation teams to enable more equitable and consistent coverage of rehabilitation services and Proportion of reduce patient wait times for these services. Each team is Health Centre Visits composed of four positions – physiotherapy, occupational therapy by Top Five Known and speech language pathology professionals and support or Suspected personnel. A Rehabilitation Advisory Committee, consisting of Conditions (ICD9 representatives from each authority, has been established to Chapter) develop innovative methods to improve service delivery.
Aboriginal Health - Aboriginal people continue to have poorer health outcomes than the rest of the NWT. Over the next four years HSS is committed to working with Aboriginal organizations on collaborative initiatives aimed at improving the health status of Aboriginal people in the Northwest Territories.
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KEY ACTIVITY 4: SUPPLEMENTARY HEALTH PROGRAMS 2008/09 Budget: Description Compensation & Benefits None The Department provides Supplementary Health Benefits, in accordance with policy, to residents with specific disease Grants & Contributions conditions, seniors, the indigent and Métis. Benefits to eligible $12,459,000 residents include prescription drugs, appliances, supplies, prostheses, and certain medical travel expenses and additional Other O&M benefits for seniors. Specific benefit programs are: $8,410,000 • Indigent Health Benefits; • Métis Health Benefits; Amortization • Extended Health Benefits; and None • Medical Travel Staff (Positions):
Major Program and Service Initiatives NA
Supplementary Health Benefit Changes (Improving Health Care) In September 2007, Cabinet approved a new Measures Supplementary Health Benefits Policy. The new Policy will consolidate existing supplementary benefits programs for non- # Of medically necessary Aboriginal northerners into one income-tested program to include Medical Travel Dispatches low-income northerners and their families who are not eligible for supplementary health benefits programs through their employer. # of low income clients Program implementation is set for April 1, 2009. accessing supplementary health benefits program
2008-2012 Business Plan Page 10 HEALTH AND SOCIAL SERVICES
K EY ACTIVITY 5: CO MMUNITY HEALTH PROGRAMS Description
Description 2008/09 Budget:
Community Health Programs are delivered outside health facilities Compensation & Benefits and include institutional care, assisted living, counselling, $2,613,000 intervention and health promotion. This program includes: Grants & Contributions Funding to the Authorities for community social service workers, in $57,760,000 the areas of prevention, assessment, early intervention, counselling and treatment services related to children, youth and families. The Other O&M division is also responsible for planning and development of $12,400,000 appropriate approaches to issues such as early childhood development, disabilities, senior and federal wellness initiatives: Amortization $1,889,000 A broad range of prevention, assessment, intervention, counselling and treatment programs and services to children and families, in Staff (Positions): compliance with the Child and Family Services Act and Adoption 25 HQ Act; 0 Regional/Other
Funding for long-term care facilities, including group homes and Measures: residential care, inside and outside the NWT. Funding to Authorities to enable individuals with special living requirements to stay in their homes as long as possible. In accordance with legislation and # and type of programs policy, the Division also responds to persons requiring assisted receiving funding decision-making through the office of the Public Guardian;
Major Program and Service Initiatives
Disease Prevention and Health Promotion – Over the next four years Health and Social Services will implement the Healthy Living Initiatives and promotion in areas such as Sexually Transmitted Infections (STI), Drug and Alcohol Abuse (including FASD Strategy) and gambling.
Foster Care Review and Standardization – Implement phase II of the Standardizing Foster Care Rates and Expenditures in the Northwest Territories. Phase II of the Foster Care Review and Standardization will provide allowance and recreation expenses for foster care children in smaller communities.
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Refocusing Community Health Programs – Health and Social Services will undertake a review of the efficiency and effectiveness of the Mental Health and Addictions and Community Social Programs service delivery models. The objective of this review will be to enhance the current service delivery model to make it more cost effective, as well as streamlining and better coordinated services to clients.
Children’s Agenda The following work will be undertaken as part of Health and Social Services’ Children’s Agenda:
• FASD Strategy – Draft strategy for cabinet review • Draft a Disabilities Framework for Children • Healthy Family Initiatives • Children and youth mental health and addictions • Expand respite care into five additional communities using NGO model • Work with the Canadian Mental Health Association – NWT Branch (CMA) to provide mental health programs targeted to youth that focus on addictions, suicide prevention, self- awareness and self-esteem.
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STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Expand Programming for Children and Youth
Description
Respite Care refers to a service that provides planned relief for caregivers, families, and the people with disabilities that they care for. The relief is necessary to decrease burnout and stress and allows caregivers to provide the best possible support and thereby, the best quality of life for those with disabilities. This action focuses on improving outcomes and opportunities for children and youth. Telespeech - The installation of televideo-consultation units will enable Health Authorities to maintain a “full SLP staffing” complement by virtually recruiting SLP’s through contract arrangements with southern providers to fill vacancies. Through the auspices of televideo- consultation, there will be access to specialized services at the community level such as The Institute for Stuttering Treatment and Research located in Edmonton; Autism team at the Glenrose and Cleft, Lip and Palate team at the University of Alberta Hospital.
Objectives
Improved quality of care for children and youth.
Action Plan
In House Respite Services for Families of Special Needs Children - Targeted support for respite services that provide an essential break for parents and caregivers of special needs children will be increased allowing these services to be made available in five additional communities.
• Provide support to the regions to set up a respite program • Determine the best model of respite for use in smaller regional communities, identification of staffing requirements, and service delivery agency/facility • Training for respite workers that includes 11 modules covering topics such as FASD, sensitivity training, communication, and community inclusion • Policies and procedures for emergency situations are developed and included in the training of new staff
Telespeech • By approving the Telespeech Project and allowing Canada Health Infoway (CHI) investment of $3.5 million, Telespeech will ensure access to clinical services for smaller communities in an effective, efficient and client-focused approach. This will ensure that our children are ready for school, our youth are supported and special needs and disabilities are addressed.
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STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Encourage Healthy Choices and Address Addictions
Description Under this action the GNWT will carry out health promotion and prevention activities under the Healthy Choices Framework including: coordinated programming, interventions and public messaging on physical activity, healthy eating, mental health and additions, tobacco harm reduction and cessation, injury prevention and high-risk sexual behaviours.
Full implementation over five years provides coordinated programming in interventions and public messaging on physical activity, healthy eating, mental health and addictions, tobacco harm reduction and cessation, injury prevention and high-risk sexual behaviours.
Investments will also be made in aftercare services for individuals being treated for alcohol abuse.
Objectives
Continued implementation of the Healthy Choices Framework and gradual enhancement of activities, as a cost effective investment in improving the health of Northwest Territories (NWT) residents and reducing long-term health and social service costs.
Action Plan Healthy Choices Framework o Development of joint promotion, information and resource sharing o Coordination of territorial programs around targeted population groups o The coordinating and sharing of research and the results of program evaluation o Alignment of territorial goals and priorities with the Federal 'Healthy Living Strategy' programs and funding o Establishment of system-wide strategic linkages between GNWT departments who coordinate health promotion programs o Families and individuals who better understand that the choices they make and their health that choices made by families and individuals can impact health o Healthier NWT residents
Addictions Initiatives and Aftercare o Develop and implement an awareness and addictions prevention campaign (FASD, Youth Mental Health) Part of Healthy Choices Framework – Joint with MACA o Establish community treatment options for youth and adults in each region providing culturally appropriate treatment o Develop and communicate an interagency and interdepartmental approach to community addictions aftercare
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STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Implement Phase II of the Framework for Action on Family Violence
Description
Family Violence is a critical issue in the NWT. It is necessary to address this problem, which affects communities, families and individuals. Victims, abusers and children who witness violence all require specialized supports.
The Coalition Against Family Violence (CAFV) has been working in close partnership with the Government of the Northwest Territories (GNWT) to develop and implement Action Plans that consist of actions and activities that will have a direct impact on family violence in the NWT.
Objectives
Build a system that provides safety for women, children and older adults
Action Plan
Actions under Phase II of the Framework for Action Against Family Violence have been developed in a cooperative manner with the Coalition Against Family Violence. Phase II builds on the successes of the first phase and focuses on expanding services to smaller communities to alleviate further impacts from family violence and prevent additional violence by providing treatment to abusers and services to children who witness family violence. Activities planned for the remaining four years include: enhancing community programming, stabilizing the current system, providing a program for men who abuse, and measuring performance and public attitudes.
• Add resources within the shelter system to offer outreach to those women and children who are victims of violence, but do not choose to use the shelter system • Provide services for follow-up and after-care for clients who do use the shelter • Expand the Children Who Witness Violence Program to Inuvik, Fort Smith and Yellowknife • Develop and deliver a pilot program for men who abuse • Expand outreach services to three regions that currently do not have a shelter
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STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Strengthen Continuum of Care for Seniors
Description
The demand for home and community care is growing and there is a need to ensure that the NWT has a sufficient number of workers to meet this demand. To address an identified training gap, we plan to implement an eight month Nursing Assistant Diploma Program in cooperation with the Dene Nation and Aurora College to train candidates for the position of Home Support Workers and Resident Care Aides.
The Government will also support seniors’ facilities by committing funding to the O&M budget for the dementia facility, which is scheduled for completion in 2009/10, and the Hay River Supported Living Campus for adults with moderate to severe cognitive and behavioral challenges. This purpose- built campus will address the need for appropriate social contact, life skills programming, behavioral support and personal care needs.
Steps will also be taken to ease accessibility and provide appropriate care options to clients through implementing single point of entry throughout the system of continuing care.
Objectives
Improved coordination of care for seniors throughout the NWT
Action Plan
• Implement a single point of entry throughout the system of continuing care to ease accessibility and provide appropriate care options to clients. • Implement an eight month Nursing Assistant Diploma Program in cooperation with the Dene Nation and Aurora college to train candidates for the position of Home Support Workers and Resident Care Aides • Expand maximum home care hours from 10 to 15 hours per week Funding for operations of Hay River Territorial Supported Living Campus and Dementia facility
2008-2012 Business Plan Page 16 HEALTH AND SOCIAL SERVICES
STRATEGIC INITIATIVE: MANAGING THIS LAND Action: Protect Territorial Water
Description
The GNWT’s Inter-Departmental Drinking Water Management Committee coordinates the management and administration of drinking water issues in the NWT. The committee consists of senior management representatives from Municipal and Community Affairs (MACA), Public Works and Services (PWS), Health and Social Services (HSS) and Environment and Natural Resources (ENR) which are the four departments that share in the responsibility and accountability for safe drinking water.
Objectives
The Department of Health and Social Services will enhance public awareness and education surrounding reporting concerns relating to water quality and potential waterborne diseases.
Action Plan
In order to build on current initiatives and promote further partnership actions to ensure safe drinking water, three priority areas have emerged that require multi-departmental attention over the next three years:
• Enabling legislation; • Public awareness and education; and • Ongoing technical support for community water treatment plant operators
Page 17 2008-2012 Business Plan HEALTH AND SOCIAL SERVICES
STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Increase Safety and Security
Description
Community governments are experiencing pressures in delivering ground ambulance and/or highway rescue services. The Government will allocate sufficient funding to ensure that community governments can continue to deliver these services. The Government will also invest in moving towards a long-term approach to deal with the issues arising from the lack of a comprehensive, coordinated system of ground ambulance and highway rescue services in the NWT.
Objectives
To advance the work done to date on emergency services issues, and devote dedicated staff to finalize analysis and research, and develop final options and recommendations for the GNWT.
Action Plan
A review of ground ambulance and highway rescue services was conducted and the recommendation was generally accepted that the GNWT will in the long-term legislate and delivery ground ambulance and highway rescue services. In the interim until such a framework is in place, MACA and HSS are moving forward with a modified version of the status quo which includes: o Data collection; o Governance framework; o Legislative framework; o Operational framework; o Funding framework; o Transition planning; and o Communications.
2008-2012 Business Plan Page 18 HEALTH AND SOCIAL SERVICES
STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Maximizing Benefits from Resource Development
Description
This initiative will facilitate the GNWT’s participation in activities associated with the construction of the Mackenzie Gas Project (MGP) and support economic opportunities to territorial residents from resource development. MGP strategic investments will help position communities, businesses, and residents in the NWT to take advantage of opportunities associated with the MGP as well as address any potential negative impacts from the project.
Objectives
Hire additional staff to deal with the increased volume related to the MGP.
Action Plan
The MGP will require approximately 40 pipeline construction camps operating over a 4-year period to construct the pipeline. The MGP Update of May 2007 shows that these camps will have a capacity of 7,000 workers, which will be spread throughout the Mackenzie Valley from Tuktoyaktuk on the Arctic coast, to Trout River near the southern terminus of the pipeline at the NWT-Alberta border. Several of the camps are designed to house 950 to 1,500 workers, and rival the larger NWT communities in size. As a consequence, they will require the same environmental health considerations of a community including safe food services, drinking water and wastewater management, garbage disposal and prevention of communicable diseases. These camps will fall under the regulatory authority of the Public Health Act, and will be a substantial addition to the public health inspection workload of Environmental Health Services (EHS). Even the modest goal of performing one scheduled inspection of each camp per year will be unachievable without additional inspectors assigned to the Mackenzie Valley. In addition, any complaints or environmental health incidents at an MGP camp will add to the demand on EHS.
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INFRASTRUCTURE INVESTMENTS
This is a listing of major projects and not a comprehensive list.
Yellowknife Stanton Territorial Hospital - Technical Upgrades Work completed to date includes upgrades to the isolation room ventilation plus replacement of major components of the hospital air conditions system. The nurse call, fire alarm and electronic communication (LAN) systems have been upgraded and the exterior building envelope has been recaulked. An oxygen concentrator has been replaced and the decommissioned biomedical incinerator (environmental liability) has been removed.
Work planned for 2008/09 includes replacement of the medical gas and vacuum systems and upgrades to the heating, ventilation and air conditioning systems.
All Regions Federal Funding (Long Term Reform): Workspace Improvement The Department of Health and Social Services has created over 100 new positions since 1999 to meet the increasing need for front-line child protection, mental health and homecare workers. The Department lacks space to accommodate these additional workers and now all Authorities are operating far beyond their physical capacity.
The Federal Government has provided funding to alleviate this accommodation shortfall. The money is being administered through the Territorial Health Access Fund (Long Term Reform).
Fort Smith Health Centre - Fort Smith The Fort Smith Health Centre, constructed in 1978/79, needs major upgrades/renovations to meet current National Building Code requirements, optimize operational efficiency and facilitate the consolidation of social services with medical services. A Master Development Plan, which describes a plan for renovating the existing building in phases over five years, has recently been completed. A key component of this plan is the relocation of a number of elderly and long-term care clients with special needs to a new addition being planned for the Northern Lights Special Care Home in Fort Smith. The vacated space will be renovated and other areas will follow in sequence.
Fort Smith Northern Lights Special Care Home An existing renovation project for the Northern Lights Special Care Home (NLSCH) has been approved to address code deficiencies identified though a Technical Service Evaluation (TSE) and to renovate the facility to accommodate clients with dementia, as part of an NWT wide plan to provide dementia services.
The existing space is currently at full capacity. The Master Development Plan proposes that a fourth “pod” be constructed to accommodate the patients that will be relocated from the Fort Smith Health Centre.
2008-2012 Business Plan Page 20 HEALTH AND SOCIAL SERVICES
Yellowknife Consolidated Clinic A 2005 report recommended the consolidation of the Gibson Medical Clinic, the Family Medical Clinic and the Great Slave Medical House into one consolidated primary care clinic in downtown Yellowknife.
A Consolidated Primary Care Clinic, located in the downtown core, will accommodate doctors, nurse practitioners, midwives, and diagnostic imaging staff. Longer and staggered hours of operation will reduce the patient load on the Stanton Hospital Emergency Department.
Hay River Adult Supportive Living This will be the first Territorial facility with supportive living arrangements for adults with moderate to severe physical and mental disabilities. The project is comprised of three four-bedroom houses and a program centre. The houses allow clients to live and socialize in a home-like setting while receiving life-skills training. There will also be two respite rooms so program staff can provide a break for families who are caring for other family members with disabilities. The program centre forms an integral part of the project by providing day programs and other services.
Yellowknife Long Term Care - Territorial Dementia Facility A new 28-bed facility for the care of those with dementia is proposed for construction directly behind Avens Manor. The new facility will include 4 respite beds and accommodate a day program to provide social interaction and allow for participation in meaningful activities.
The GNWT is supporting this endeavour by transferring the land to the Yellowknife Association of Concerned Citizens for Seniors (YACCS) and by providing funding for project planning and design.
Health and Social Services has agreed to a proposal made by Diavik Diamond Mines Inc. (DDMI) to design and build the new facility using a consortium of contractors that currently work for DDMI. The design, originally used to construct a dementia facility in Calgary called Signal Point, is being modified to suit local conditions.
Page 21 2008-2012 Business Plan HEALTH AND SOCIAL SERVICES
LEGISLATIVE INITIATIVES
The Department has the following legislative initiatives planned:
Amendments to the Child and Family Services Act • Preliminary draft of legislative proposal is being discussed with program leads
Medical Profession Act • Significant amendments to this out-of-date legislation are required
Pharmacy Act • Small amendment is needed to support pharmacists limited prescribing authorities
Social workers Profession Act • Legislation would set educational and other licensing requirements and establish formal complaints and disciplinary processes
Health Information Act • The Act will provide up-to-date health-specific access and protection of privacy provisions that will apply to health providers, including private sectors providers, such as pharmacies.
Vital Statistics Act • Act is outdated and needs to be replaced. The impetus for change is that southern courts, in their review of cases based on similar legislation, have determined the birth registration process was discriminatory. The inability of a natural father to include his particulars on the birth record unless the mother agreed, and the inability for a same-sex partner who intends to parent the child to be registered at the time of birth were found to be contrary to Human Rights legislation. The birth registration process will be updated to allow the person who is in a conjugal relationship with the mother at the time of birth, and who intends to parent the child, to register as a parent at the time of birth.
Regulations:
Public Health Act Massage Therapist Profession Act Emergency Medical Technicians / Paramedics / Ambulance Services Licensing Act Health Profession Act
2008-2012 Business Plan Page 22
INDUSTRY, TOURISM AND
INVESTMENT
INDUSTRY, TOURISM AND INVESTMENT
OVERVIEW
MISSION
The Department of Industry, Tourism and Investment (ITI), in partnership with others, provides quality programs and services to promote and support Northwest Territories (NWT) economic prosperity and community self-reliance.
GOALS
1. Promote and support a diversified economy that provides opportunities for NWT residents. 2. Promote and support the development of business opportunities, including agriculture, commercial fishing, the traditional economy, tourism, trade, investment, manufacturing, and secondary industries. 3. Promote the sustainable development of natural resources that respects the conservation and protection of the environment for our future generations. 4. Promote and support the efficient development, utilization and marketing of energy resources to achieve self-sufficiency, maximize economic opportunities, and realize affordable energy costs. 5. Secure economic and employment opportunities from responsible resource development for NWT residents. 6. Develop partnerships with individuals, businesses, communities, Aboriginal organizations and other governments to foster prosperity and community self-reliance.
BUDGET (2008/9)
Compensation & Benefits $16,178, 000 Grants & Contributions $19,995,000 Other O&M $8,572,000 Amortization $848,000 Infrastructure Investment $3,828,000
POSITIONS (2008/09)
Headquarters (HQ) 115 positions Regional/Other Communities 77 positions Seasonal 13 positions
KEY ACTIVITIES
Corporate Management Mineral and Petroleum Resources Energy Tourism and Parks Economic Diversification and Business Support
2008-2012 Business Plan Page 1 INDUSTRY, TOURISM, AND INVESTMENT
STRATEGIC ACTIONS
Support Diversification (Maximizing Opportunities)
Promote the NWT as a Place to Visit and Live (Maximizing Opportunities)
Maximize Benefits from Resource Development (Maximizing Opportunities)
Improve Quality and Cost of Shelter (Reducing the Cost of Living)
Address Factors that Impact the Cost of Goods (Reducing the Cost of Living)
Expand Programming for Children and Youth (Building Our Future)
Page 2 2008-2012 Business Plan INDUSTRY, TOURISM, AND INVESTMENT
STRATEGIC ISSUES
There are a number of critical issues that will have an impact on ITI’s programs and services, and how they are delivered, over the next four years. The relevant socio-economic trends and forecasts, as well as the strengths, weaknesses, opportunities and threats of ITI’s operating environment, have all been taken into consideration when developing ITI’s Business Plan.
Key issues facing the NWT economy are: • A heavy reliance on the resource sector; primarily diamonds, oil and natural gas. Continued development in the resource sector, for diamonds and other resources, is required to maintain economic growth. Resource development provides direct employment and business opportunities for a wide range of NWT residents and businesses. • Reliance on a few industries, however, emphasizes the need to diversify the NWT economy. There is a need to diversify the economic base into other industries such as tourism and manufacturing, as well as to recognize the important role of the traditional economy. Opportunities also exist to diversify mineral production into base metals, gold and other commodities. • Population growth has been minimal. Rotational workers result in almost $334 million in economic leakage and a lack of skilled labour to take existing job opportunities. There exists a strong correlation, greater than 97%, between businesses and population. Retail and service businesses are particularly dependant on population. • Strong Gross Domestic Product (GDP) growth is not reflected in all regions of the NWT. Considerable disparities continue to exist between larger centres and small communities. These disparities are reflected in lack of opportunities and higher costs in most small communities. • Considerable potential exists to develop renewable and cleaner energy resources to help address rising fuel prices and global warming concerns. Utilizing NWT energy sources such as hydro or natural gas would reduce the NWT’s reliance on imported fossil fuels and strengthen the economy. • Development of the Mackenzie Gas Project (MGP) will open up NWT natural gas resources and provide tremendous opportunities for NWT business, while placing demands on government beyond its current capacities.
Demographics Local business markets are a combination of population and incomes. Yellowknife accounts for 45% of the population, a further 22% live in the other four regional centres, while 33% of the population live in 28 small, largely Aboriginal communities. Even with record GDP growth, overall population growth has been minimal, with average net growth of 269 people per year over the past 5 years. Over the past five years, 6,410 NWT residents moved to Alberta. Residents have also moved from regions with limited resource development. Populations have increased in Yellowknife and the North Slave Region, but declined in the Inuvik and South Slave Regions. Population and incomes determine local markets. With limited population growth, the ability of many service and trade businesses to expand is limited. It can also reduce the availability of labour, limiting the ability of northern businesses to expand and take advantage of spin-off opportunities in the resource sector.
2008-2012 Business Plan Page 3 INDUSTRY, TOURISM, AND INVESTMENT
Chart 1: Population Change by Region 2006-1996 500 437
400 322
300
200 104
100
-253 -116 -401 0 Yellowknife NorthSlave SouthSlave Dehcho Sahtu InuvikRegion
-100
-200
-300
-400
-500
Overall Economic Performance Economic growth in 2007 for the NWT was at 13.1%, highest among all provinces and territories; the Canadian average was only 2.7%. However, Nunavut was a close second at 13.0%. On the expenditure side, both personal expenditures (up 4.3%) and business investment rose significantly (up 10.8%). Diamond mining accounted for the largest share of total GDP in 2007, $1,220.5 million or 31.3% of the total. Construction, largely in response to diamond mine investment, was the second largest industry at $594.6 million, or 15.2% of total GDP. A significant portion of the GDP increase originated with corporate profits, which increased 17% over 2007. The growth in labour income earned in the NWT also increased close to 9%. As shown in Chart 2, however, the portion of non-resident labour income has also increased to $334 million: the percentage has remained fairly constant in recent years at 18%. Currently rotational workers are used in the mining, oil and natural gas sectors, construction and the medical sector. Given the average Canadian household size of 2.5 people, the NWT is losing out on more than just the wages of rotational workers living outside the NWT.
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Chart 2: Estimated Resident and Total Wages Earned in the NWT $2,000 In Millions
$1,500
$1,000
Gross Domestic Product Wages/Salaries
$500 297 307 334 215 244 240 258 139 149 $0 1999 2000 2001 2002 2003 2004 2005 2006 2007
Source: Series V1408014 and Series V1407346, NWT Bureau of Statistics (Updated October 2008)
Exports and Imports While exports have increased significantly, the NWT still runs a trade deficit. However, the deficit decreased from $442 million in 2006 to $252 million last year (about $6,000 per person). Diamonds constitute the largest export by value from the NWT. In 2007, carat production of diamonds increased 28%, while overall production value increased 13%. The value of oil exports increased slightly, on price, even as production declined. Natural gas exports have declined by about 50%.
Mining At the end of 2007, the NWT had the only three commercially producing diamond mines in North America. Production for 2007 was $1.4 billion. Ontario will have Canada’s fourth diamond mine when the Victor project goes into production in the first quarter of 2008. Chart 3: Mineral Production in $’000
Natural Crude Annual Gold Silver Tungsten Diamonds Gas Petroleum 1999 $42,053 $156 $606,254 $11,690 $230,925 2000 $51,064 $243 $624,949 $103,068 $387,276 2001 $54,314 $207 $717,780 $207,283 $337,964 2002 $52,439 $237 $18,790 $801,469 $134,269 $332,609 2003 $42,820 $149 $29,755 $1,587,740 $177,908 $337,129 2004 $8,752 $27 $0 $2,096,718 $151,119 $366,704 2005 $0 $27 $8,155 $1,762,053 $120,010 $424,813 2006 $0 $0 $64,497 $1,567,019 $62,124 $462,994 2007 $0 $0 $71,875 $1,744,988 $54,459 $497,409 Source: NWT Bureau of Statistics, updated October 2008
2008-2012 Business Plan Page 5 INDUSTRY, TOURISM, AND INVESTMENT
Mineral exploration dropped to 4.8% of Canada’s total over 2008. Mineral exploration in the NWT consists of grassroots exploration projects, exploration around abandoned and existing mines (e.g., Yellowknife Gold Project and the Ekati Claim Block, respectively) and advanced feasibility studies (e.g., Gahcho Kue project).
Oil and Natural Gas Over 2007, oil and gas extraction was valued at $559 million, with a GDP contribution of $226 million. Seven new Exploration Licences were issued, including one in the Beaufort Sea with a work expenditure bid of $585 million. The number of exploratory wells drilled in the NWT in 2007 decreased from previous years. Drilling was limited to the Mackenzie Delta. Imperial Oil Limited continued to produce conventional oil from its Norman Wells operations and Paramount continued to produce oil and natural gas from its Cameron Hills operations. In December 2007, Paramount suspended operations at their Fort Liard wells, ending production from the Dehcho Region. When gas flows down the proposed Mackenzie Valley Pipeline, revenues from natural gas production will increase to over $2 billion annually.
Manufacturing Current manufacturing in the NWT is dominated by diamond processing, manufacture of products for industry and unique northern products. Overall sales have declined significantly over the past three years, from $92 million in 2005 to an estimated $47 million in 2007. Chart 3: Value of Manufacturing in the NWT (2003 to 2007)
2003 2004 2005 2006 2007 NWT manufacturing industries $ millions 78.3 81.0 92.4 75.3 46.9 Source: NWT Bureau of Statistics. Updated October 2008 Renewable Resource Harvesting and Agriculture The agriculture, forestry, fishing and hunting industries in the NWT were valued at $17.8 million in 2007. As a means of livelihood and cultural retention, renewable resource harvesting and agriculture remain vitally important, particularly in the smaller communities. About 40% of NWT residents over 15 years of age spend time on the land fishing and hunting.
Tourism According to the 2006 Visitor Exit Survey, tourist spending was valued at $48 million between May 15 and September 15, 2006. However, the tourism season in the NWT is year-round with distinct market segments of: winter and spring aurora viewing, summer road traffic, fishing and fall hunting. New opportunities are developing for Aboriginal tourism that will promote unique Aboriginal cultural experiences.
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Energy Rising energy costs, and the growing impact of our energy use on the environment, point to the need to displace imported diesel with local energy sources. Examining the potential use of alternative sources (e.g., biomass, wind) and applying these technologies for use in our northern environment, is an area that will require attention in the coming years. The NWT also has significant potential with regard to more conventional sources of energy. Conversion of communities to natural gas for home heating and electricity generation and the further development of the NWT’s world class hydro potential are two such opportunities.
2008-2012 Business Plan Page 7 INDUSTRY, TOURISM, AND INVESTMENT
KEY ACTIVITY 1: CORPORATE MANAGEMENT
Description
The Corporate Management activity consists of Directorate; Policy, Legislation and Communications; Corporate Costs; and Shared Services (Finance and Administration, and Informatics).
Directorate includes the Deputy Minister and the Assistant Deputy Minister – Programs and Operations, and is responsible for overall direction and coordination of Departmental programs.
Policy, Legislation and Communications provides policy, legislative, strategic planning, coordination and communications support to enable the Department to respond effectively to economic and resource development issues of concern to the NWT. This function is responsible for coordinating environmental assessment and land management activities for ITI. This function also coordinates the Department’s participation in Aboriginal lands, resources and self-government negotiations, and provides input to negotiations for devolution of land and resources management from the Federal Government.
Corporate Costs captures Department wide specific costs such as lease payments, vehicle and building maintenance, fuel, etc.
Shared Services provides services to ITI and Environment and Natural Resources (ENR). Finance and Administration provides financial management and administrative services to the Departments. Informatics is responsible for information systems that support the Departments in developing and managing databases and web systems in order to provide information to decision-makers and the public.
2008/09 Resources
Budget:
Compensation & Benefits $4,720,000 Grants & Contributions - Other O&M $1,888,000 Amortization $53,000
Staffing (Positions):
Headquarters (HQ) 39 Regional/Other Communities 29
Page 8 2008-2012 Business Plan INDUSTRY, TOURISM, AND INVESTMENT
KEY ACTIVITY 2 : MINERAL AND PETROLEUM RESOURCES
Description 2008/09 Budget:
ITI leads the development and promotion of initiatives and Compensation & Benefits strategies to increase NWT economic benefits from mineral and $3,516,000 petroleum explorations and operations. ITI supports informed decision-making by providing geosciences data. Grants & Contributions $991,000 ITI also coordinates the government-wide management of socio- economic effects of resource development and interdepartmental Other O&M cooperation to support development of the MGP. $1,496,000
These activities are delivered through the Minerals, Oil and Gas Amortization Division, the Northwest Territories Geoscience Office (NTGO), $15,000 the Mackenzie Valley Pipeline Office (MVPO), the Industrial Initiatives Division and ITI’s Regional Offices. Staff (Positions):
Major Program and Service Initiatives 28 HQ 8 Regional/Other Mackenzie Gas Project – ITI will support the development of the MGP and related induced development by providing leadership and coordination to ensure policy development and actions that result in NWT residents achieving the greatest possible benefits of these Measures: developments while minimizing any potential negative impacts.
Northwest Territories Geoscience Office (NTGO) – ITI, in Number of geosciences partnership with Indian and Northern Affairs Canada, will support products released the NTGO. Number of Mineral and Petroleum Resource Development – ITI will Client/Community Visits monitor exploration, transmission and operations of mineral and petroleum developments to provide analysis and advice to NWT Number of Diamond residents, communities and governments. ITI will participate in the Certificates Issued analysis of land use and regulatory initiatives to provide information to NWT residents, communities and Government on Funding for Geoscience their impacts on mineral and petroleum development to support informed decision-making. Funding for Aboriginal Pipeline Group Management of Socio-Economic Effects of Resource Development – ITI will support the appropriate management of The Department will socio-economic effects of resource development through the report on milestones negotiation and implementation of Socio-Economic Agreements achieved on the Induced (SEAs). Development Analysis, the Secondary Industry Support for the NWT Diamond Industry – ITI will support Analysis and existing and emerging diamond mines and manufacturers. ITI will Implementation of the lead in updating the 1999 GNWT Support to the Diamond Manufacturing Industry Policy. MGP Socio-Economic Agreement.
2008-2012 Business Plan Page 9 INDUSTRY, TOURISM, AND INVESTMENT
KEY ACTIVITY 3: ENERGY
Description 2008/09 Budget:
ITI leads the development of GNWT energy policy and planning Compensation & Benefits activities that support the sustainable development, generation $388,000 and use of NWT energy resources, and promote the availability of affordable energy for all NWT residents. Grants & Contributions $4,490,000 These policy, planning and GNWT-wide coordinating functions are delivered through the Energy Planning Division. Other O&M $141,000
Major Program and Service Initiatives Amortization $0 NWT Hydro Strategy The NWT Hydro Strategy will serve to guide the long-term Staff (Positions): approach to hydroelectric development in the NWT. Specific initiatives include continued support for the Taltson Hydro 4 HQ Expansion to supply hydro to NWT diamond mines and the development of mini-hydro to supply some NWT communities. Measures:
NWT Electricity Review The Department will As discussed in the NWT Energy Plan, a review of electricity report on milestones on rates, regulation and subsidy programs will be undertaken to major program and ensure that NWT residents have access to reliable and affordable service initiatives. electricity.
GNWT Energy Priorities Framework To ensure that energy activities are coordinated across government, a Ministerial Energy Coordinating Committee (MECC) has been established. Key initiatives of the MECC, supported by Energy Planning, will include the development of an Energy Priorities Framework that builds upon the Vision, Goals and Priorities of the 16th Legislative Assembly, the development of a detailed NWT Energy Report on GNWT energy activities and investments, and the development of a renewed NWT Energy Plan (2011).
Natural Gas Conversion In preparation for the proposed Mackenzie Valley Pipeline, detailed economic and engineering work will be required to allow some Mackenzie Valley Communities to take advantage of natural gas. Initial analysis indicates that conversion of Fort Good Hope, Tulita, and Fort Simpson may be feasible.
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KEY ACTIVITY 4: TOURISM AND PARKS
Description 2008/09 Budget: ITI develops and implements NWT tourism strategies with partners in the tourism industry, supports and participates in Compensation & Benefits global marketing of tourism, and develops, operates and $2,486,000 maintains public tourism facilities, including a system of NWT parks that supports and promotes tourism. Grants & Contributions $4,043,000 These activities are delivered through the Tourism and Parks Division and ITI’s Regional Offices. Other O&M $3,389,000 Major Program and Service Initiatives Amortization $728,000 Tourism Product Diversification and Marketing (TPDM)
Program Staff (Positions): The new TPDM Program will assist tourism businesses to develop new tourism products in response to market 7 HQ opportunities, and diversify the product base of individual 12 Regional/Other businesses and the industry as a whole. 13 Regional/Seasonal
Tourism 2015 Measures: ITI will develop a new Tourism 2015 Strategy to build on the successes and momentum of Tourism 2010. Priorities for Number of business products investment will be established in collaboration with industry created or expanded partners, and will focus on initiatives that create broad-based benefits for the tourism industry. Number of Aboriginal-specific
tourism products/businesses Aboriginal Tourism Strategy created ITI will develop a new strategy to engage the NWT Aboriginal community more fully in the tourism industry. Number of new tourism
attractions created or Tourism Operator Licensing expanded ITI will consult with the tourism industry on improvements to the licensing scheme under the Tourism Act and Regulations. Operator satisfaction with the
licensing system Parks Renewal – ITI is launching several initiatives to renew the
value of our Parks system as a tourism asset, such as: Capital Number of people using NWT Renewal to create, upgrade and replace deteriorating Parks parks and campgrounds and Campground infrastructure; Parks Branding to promote NWT parks to residents and non-residents; Parks Blueprint Plan to create a series of blueprints for Parks facilities; Parks Contract Operators Manual to provide consistency of program and service delivery throughout the system.
2008-2012 Business Plan Page 11 INDUSTRY, TOURISM, AND INVESTMENT
KEY ACTIVITY 5: ECONOMIC DIVERSIFICATION AND BUSINESS SUPPORT
Description 2008/09 Budget: ITI supports and promotes tourism, business investment, and renewable resources to promote business and wage opportunities, Compensation & Benefits and to diversify the economy, and develop business opportunities. $5,068,000
ITI supports informed decision-making by providing economic Grants & Contributions data, market intelligence, sector information and opportunity $10,471,000 studies. In conjunction with partners to facilitate access to investment capital. Other O&M $1,658,000 ITI works with business associations to promote the NWT as a place to invest and live. Amortization $52,000 These activities are delivered through the Investment and Economic Analysis Division, the NWT BDIC and ITI’s Regional Staff (Positions):
Major Program and Service Initiatives 37 HQ 28 Regional/Other Support to Entrepreneurs and Economic Development (SEED) Policy SEED is a new Policy that will replace the Business Development Fund and Grants to Small Business Policies. An enhancement of Measures: $1 million is planned to ensure the SEED Policy programs have sufficient funding to meet growing demand. Amount of contributions provided by region, Community-based Support community level and ITI will provide additional funding for Economic Development sector. Officers in three communities, and additional funding for Community Futures organizations to ensure services are delivered Loans and training to all NWT communities. delivered by Community Futures. Enhancing Agriculture Additional funding for agriculture will enable ITI to continue with Amount of funding levered local import-replacement gardening and similar activities. by contributions.
Minister’s Advisory Panel Feedback from private A panel representing industry associations and Chambers of sector and government Commerce will be formed to provide regular dialogue to the users on accuracy, Minister of ITI regarding matters relating to the economy. relevance and timeliness of information and analyses Fisheries provided for decision- ITI will investigate options and implement a plan to support the making. continued operation of the Great Slave Lake Fishery.
Page 12 2008-2012 Business Plan INDUSTRY, TOURISM, AND INVESTMENT
STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Support Diversification
Description
• New SEED Policy and Enhanced Funding: The Support to Entrepreneur and Economic Development (SEED) Policy is a contribution fund to promote business and community economic development, including additional support for targeted sectors. • Parks Renewal – Capital and Operations and Maintenance: Refurbishing flagship park infrastructure, protecting park buildings of high historical value and increasing capacity to handle growing demand. • Cultural Interpretations at Parks: Providing cultural interpretive programs to park visitors to improve the visitor experience. • Parks Operations: Increasing the safety and security of campground visitors. • Tourism Product Diversification and Marketing Program (TPDM): To help the businesses in the tourism industry diversify and enhance their range of products to help attract more visitors to the NWT. • Western Harvesters Assistance Program: More than $1,000,000 in funding will be matched by various communities throughout the NWT toward economic development initiatives. • Economic Development Officers: Economic Development Officers (EDOs) in communities will provide expertise to local entrepreneurs to develop businesses, and access the capital necessary to do so. • Extend Tourism 2010: Work with partners to develop Tourism 2015 to build upon the successes and momentum of the current Tourism 2010 Strategy.
Objectives
Objective 1 – Stimulate new investment and expansion of tourism and general business services, employment, and incomes.
Objective 2 – Support traditional harvesting activities as a means to replace imports and provide income to residents.
Objective 3 – Increase the number and type of tourism products in the NWT.
Objective 4 – Increase the number of road travellers and campground visitors to the NWT.
2008-2012 Business Plan Page 13 INDUSTRY, TOURISM, AND INVESTMENT
Action Plan
New SEED Policy and Enhanced Funding 2008–2009 New SEED policy criteria will be used by delivery staff in assessing funding proposals, and funding will be provided under the new Policy. A brochure advertising the new Policy will be developed and distributed to regions and communities. 2009–2012 SEED Policy programs will be delivered by ITI regional staff in response to client requests.
Tourism Product Diversification and Marketing Program (TPDM) The TPDM Program was originally implemented in 2007-2008 and will expire in 2011-2012.
Western Harvesters Assistance Program 2008–2009 This Program was established with a commitment of $15 million in 1994 and is nearing completion, with approximately $1 million left to draw down against matching contributions provided by eligible communities. Five communities are expected to finalize their submissions for a value of $550,000 and complete their programs in 2008-2009. 2009–2010 Efforts will be made to finalize remaining submissions and conclude the Program in 2009-2010.
Economic Development Officers (EDOs) 2009–2012 New EDO positions will be advertised and staffed. EDOs will respond to client enquiries as well as identify and promote opportunities to local businesses.
Extend Tourism 2010 2011-2012 The Tourism 2010 Program will be extended.
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STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Promote the NWT as a Place to Visit and Live
Description
• Promote the NWT at 2010 Olympics: ITI will work with Yukon and Nunavut to leverage national and international exposure offered by the 2010 Olympics in British Columbia, to promote the NWT as a premier destination to visit and live. There is also an international market for arts and fine crafts products that will be targeted at these events to help develop a market niche for the NWT. • National Marketing Campaign: ITI will work with Yukon and Nunavut to develop cooperative advertising campaign to promote the North for investment and as a travel destination and place to live. • Promote Arts and Crafts Production: ITI will promote increased use of the arts branding tag and make regional and community visits to promote production and marketing opportunities, either through retailers or directly through the internet, as well as promoting NWT art at appropriate national or international events.
Objectives
Objective 1 – Increased sales of NWT arts and fine crafts.
Objective 2 – Leverage Canadian Tourism Commission media marketing efforts for the 2010 Olympics.
Objective 3 – Increase numbers of visitors to the NWT.
Action Plan
Promote the NWT at 2010 Olympics 2008-2009 Identify options and commence planning activities for NWT participation. 2009-2011 Implement activities for promotion of NWT at 2010 Olympics.
National Marketing Campaign 2008–2009 Participate in steering committee to develop strategy for advertising campaign. 2009-2011 Hire contractor and implement advertising campaign.
Promote Arts and Crafts Production 2008–2009 ongoing Enhanced promotion of Arts and Crafts production through community workshops to raise awareness of market needs and to train artists regarding usage of the internet to market their products directly. 2008-2009 ongoing Expand arts branding tag program to help raise awareness about NWT arts and fine crafts.
2008-2012 Business Plan Page 15 INDUSTRY, TOURISM, AND INVESTMENT
STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Maximize Benefits from Resource Development
Description
MGP Strategic Investment ITI provides overall government leadership on the MGP to ensure that the MGP is constructed and operated in a manner which minimizes potential environmental and socio-economic impacts on the residents of the NWT while ensuring that residents benefit to the greatest degree possible. ITI provides support to Aboriginal Organizations, businesses, and communities in their preparations to take advantage of the opportunities offered by the project.
Energy Investment - Taltson ITI will fund and support the NWT Energy Corporation (03) Ltd. in the expansion of the Taltson Hydro System to supply NWT diamond mines with hydroelectric power.
Induced Development Investment The decision to construct the MGP is expected in 2009/10. This decision will kick off an unprecedented exploration and development boom in the Mackenzie Valley, Delta, and Offshore Regions. Investment in planning and preparation for this induced development is critical to ensure that the residents of the NWT are prepared to benefit to the greatest degree possible.
Environmental Management Opportunities This initiative will initiate the baseline information process to ensure that NWT residents maximize their opportunities to take advantage of environmental management opportunities by identifying economic development opportunities associated with environmental management activities and monitoring.
Secondary Industry ITI investment in this area will ensure that secondary industry development associated with the construction of the MGP and availability of natural gas as a clean, secure and cost-effective fuel. This will contribute to sustainable economic diversification in the NWT.
Objectives
Objective 1 – To address pressures on government programs and services associated with impacts of the proposed MGP and to prepare and implement strategies to maximize benefits and minimize or mitigate negative impacts. The opportunities for business development associated with the MGP are quantified and qualified, and residents of the NWT are prepared to take advantage of the opportunities.
Objective 2 - To ensure that the MGP is constructed and operated in a manner which minimizes potential environmental and socio-economic impacts on the residents of the NWT, while ensuring that residents benefit to the greatest degree possible.
Objective 3 – To secure long-term Power Purchase Agreements with NWT diamond mines and undertake construction in 2009/10 with first power being transmitted in 2011/12.
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Objective 4 – Value added and secondary industry uses of natural gas that could contribute to economic diversification and the sustainable economic development in the oil and gas sector as well as other economic sectors of the NWT are identified.
Objective 5 – The replacement of fuel oil by natural gas in communities will support the NWT in its efforts to reduce the NWT’s greenhouse gas emissions.
Action Plan
MGP Strategic Investment 2008-2012 ITI will continue to lead the coordination and communication of the project activities for the GNWT. GNWT will continue to support the MGP Socio-Economic Agreement and Aboriginal Pipeline Group. 2008-2009 Response to expected new fiscal arrangement for the MGP and Federal investment in regulatory streamlining and public infrastructure. Constitution of the Advisory Board under the MGP SEA. 2009-2010 Completion of the Environmental Assessment (Joint Review Panel) and Regulatory (National Energy Board) processes, and issuance of a Certificate of Public Convenience and Necessity. 2010-2011 MGP construction start.
Energy Investment (Taltson) 2008-2009 Complete Power Development Agreement with Aboriginal partners. 2009–2010 Finalize Power Purchase Agreements, project financing arrangements, and make a decision to proceed to project construction. 2011–2012 First power supplied to diamond mines.
Induced Development Investment 2009-2010 Baseline information and an evaluation of the forecast opportunities associated with Induced Development is conducted. 2010-2011 Implementation of required initiatives to accommodate significant increases in industry activity to correspond with the decision to construct the MGP.
Environmental Management Opportunities 2009-2010 Baseline information and an evaluation of the forecast opportunities associated with the MGP and Induced Development is completed. 2010-2012 Initial planning for Regional Organization program and support demands associated with these opportunities is done. Secondary Industry 2009-2010 Identification of opportunities and assessment of feasibility of potential value added and secondary industries associated with the Mackenzie Gas Project. 2010-2011 More specific evaluation and assessment of the promising secondary industry opportunities that were identified in the previous year’s research. Results communicated to the private business sector for their consideration and potential investment.
2008-2012 Business Plan Page 17 INDUSTRY, TOURISM, AND INVESTMENT
STRATEGIC INITIATIVE: REDUCING THE COST OF LIVING Action: Improve Quality and Cost of Shelter
Description
NWT Hydro Strategy The NWT Hydro Strategy will establish a long-term approach to planning and investment. The NWT has world-class hydro development potential and as the economic and environmental costs of fossil fuels continue to increase, it is important that the NWT has a long-term approach to investment in our hydro potential.
Natural Gas Conversion Natural Gas offers the opportunity to supply a number of communities in the NWT with clean, secure and cost-effective energy. Opportunities associated with construction of the MGP and supply of Natural Gas to communities will contribute to the future economic and energy security of the NWT
NWT Energy Plan Update The cost of energy, the growing impacts of energy use on our environment, and the potential implications associated with climate change have been changing at a rapid pace. The NWT Energy Plan, released in May 2007, will be renewed in 2011, based upon results as well as these rapidly changing circumstances.
Objectives
Objective 1 – Develop a long-term NWT Hydro Strategy that supports the development of hydro infrastructure and increases hydro production to improve on economies of scale and reduce the cost of hydro to NWT residents.
Objective 2 – Implement the Hydro Strategy and position the NWT to take advantage of emerging opportunities such as mini-hydro development for communities and opportunities associated with current and planned resource development activities.
Objective 3 – Develop a renewed NWT Energy Plan that provides the policy framework for the GNWT approach to energy as well as identifies programs and services to assist residents in managing their energy costs and reducing the impact of their energy use on the environment.
Objective 4 – Evaluate the economic and technical feasibility of conversion of Mackenzie Valley communities to gas to inform decisions on whether or not to proceed with gas conversion in communities.
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Action Plan
NWT Hydro Strategy 2008-2009 Release a Draft Hydro Strategy for consultation with NWT communities and residents. 2009-2010 Implement NWT Hydro Strategy and identify emerging opportunities. 2010-2011 Develop one mini-hydro project and pursue hydro development opportunities associated with non-renewable resource development.
Natural Gas Conversion 2009-2010 Building on the results of previous studies, an evaluation of the costs and benefits and on the ground engineering feasibility study will be conducted for potential for natural gas conversion. 2010-2011 Further engineering work would be carried out on additional communities in the Mackenzie Valley. The results of the studies would be presented to the communities and policy proposals developed to present the options to Cabinet for moving forward on this opportunity. 2010-2012 Depending on the decisions by the GNWT, detailed costing proposals would be developed to ensure capital expenditure plans are in place to allow construction of approved facilities in communities.
NWT Energy Plan Update 2010-2011 Develop a Public Discussion Paper to address a renewed NWT Energy Plan. 2011-2012 Release of a new NWT Energy Plan.
2008-2012 Business Plan Page 19 INDUSTRY, TOURISM, AND INVESTMENT
STRATEGIC INITIATIVE: REDUCING THE COST OF LIVING Action: Address Factors that Impact the Cost of Goods
Description
NWT Electricity Review Electricity rates, regulation and subsidy programs will be reviewed to ensure that the NWT electricity system reflects the values of NWT residents, considers the unique circumstances of the NWT market, and is best-positioned to provide reliable and affordable power to NWT communities and residents.
Objectives
Objective 1 – Identify opportunities to reduce the administrative and regulatory costs associated with the provision of electricity in NWT communities while ensuring there is transparency and accountability.
Objective 2 – Review electricity rates and subsidy programs to ensure that NWT residents and businesses have access to reliable and affordable power.
Action Plan
NWT Electricity Review 2008-2009 Building upon the consultations undertaken during the development of the NWT Energy Plan, develop a Public Discussion Paper and consult with NWT residents on the values that should be reflected in the Electricity Review. 2009-2010 Release of the Electricity Review and development of any required legislative amendments. 2010-2012 Implementation of any required legislative amendments.
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STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Expand Programming for Children and Youth
Description
Take a Kid Trapping Through the Traditional Economy portfolio, ITI is expanding its Take a Kid Trapping Program.This Program provides funding to organizations such as schools to provide on-the-land, hands-on learning opportunities to youth related to traditional activities such as hunting and trapping. Take a Kid Trapping provides a means to introduce youth to traditional lifestyles, some of whom might continue these activities as adults.
Strategic Initiative
Building Our Future
Objectives
Objective 1 – Continuation of trapping as an alternative lifestyle or as a means to supplement income, measured by continued trapping activities and fur sales.
Objective 2 - Support and promote learning of traditional skills.
Action Plan
Take a Kid Trapping 2008/09 and ongoing The Program will be implemented in cooperation with regional and community organizations involved in educating youth and promotion of traditional skills.
2008-2012 Business Plan Page 21 INDUSTRY, TOURISM, AND INVESTMENT
INFRASTRUCTURE INVESTMENTS
08/09 09/10 10/11 11/12
$ (000) 60th Parallel Visitor Centre 300 1 050
Fort Smith Mission Park 500
Protected Areas Strategy Park 100 100
Airport Displays 600
North Slave RV Campground 350
60th Parallel Visitor Centre As the major point of entry for road visitors, the 60th Parallel Visitor Centre is the first impression the majority of our vacation visitors receive. The ageing facility will be replaced with a modern, energy efficient building that provides a positive and lasting impression of the NWT.
Fort Smith Mission Park Fort Smith Mission Historic Park is all that remains of the original 61 hectare Oblate Catholic Mission in what is now the centre of Fort Smith. The remaining seven buildings, now part of this Historic Park, are rapidly deteriorating, and require major renovations if they are to be preserved.
Protected Areas Strategy Park In keeping with the GNWT’s commitment as a partner in the NWT Protected Areas Strategy (PAS), ITI is proposing to establish a territorial park through the PAS process that is in keeping with ITI’s mandate to promote economic prosperity through tourism. Several candidate areas are under consideration and a final site will be selected in 2008/2009.
North Slave RV Campground The demand for powered sites has been increasing in the North Slave Region, and will continue to increase beyond the capacity of our current campgrounds. ITI will work to establish new RV sites in the next four years to accommodate the increased demand.
Airport Displays Airport displays are important for creating positive first impressions of the NWT to visitors; these displays can impart information on attractions and tourism services that encourage visitors to spend more time and money in a region. The system of airport displays, including those in gateway locations such as Edmonton, Calgary and Vancouver, as well as in regional centres in the NWT, is in drastic need of refreshing and refurbishment.
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LEGISLATIVE INITIATIVES
The following legislative initiatives are anticipated:
Agricultural Products Marketing Act
Changes to the Agricultural Products Marketing Act are required to reflect the evolution of the egg industry in the NWT, so that the Minister has the necessary authority to ensure the industry is developing in a manner that benefits the NWT.
Cooperative Associations Act
The Cooperative Associations Act requires amendment to reflect needs of the co-op sector in terms of reporting requirements and filing. The legislation needs to be modernized in keeping with developments in this sector, both nationally and within the NWT.
2008-2012 Business Plan Page 23
JUSTICE
JUSTICE
OVERVIEW
MISSION
Our mission is to serve the residents of the NWT by: • Working with community members so that communities are safe and secure; • Ensuring that all residents have access to justice, including legal aid, the courts, alternatives to the courts and other justice-related services; • Providing legal services to the Government of the Northwest Territories (GNWT) and its agencies; • Protecting the rights and freedoms of individuals and groups; and • Promoting respect for the law and the Constitution of Canada.
GOALS
1. Communities have increased capacity and a role in addressing justice issues. 2. Programs, safe and secure custody, and community supervision are in place to support the rehabilitation of offenders. 3. Communities are safer. 4. Victims of crime are supported and have meaningful roles in the justice system. 5. Families in conflict are supported. 6. All residents have access to justice.
BUDGET (2008/09)
Compensation & Benefits $41,074,000 Grants & Contributions $2,230,000 Other O&M $45,345,000 Amortization $2,224,000
POSITIONS (2008/09)
Headquarters (HQ) 69 positions Regional/Other Communities 317 positions
KEY ACTIVITIES
• Services to Government • Law Enforcement • Legal Aid Services • Courts Services • Community Justice and Corrections • Services to the Public
2008-2012 Business Plan Page 1 JUSTICE
STRATEGIC ACTIONS
The Department will take the following actions in support of the government’s strategic initiatives: • Increase Safety and Security (Building Our Future Initiative); • Implement Phase II of the Framework for Action on Family Violence (Building Our Future Initiative); • Continue to Develop Governance (Managing This Land Initiative); and • Maximize Benefits from Resource Development (Maximizing Opportunities Initiative).
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STRATEGIC ISSUES
Criminal Factors & Demographic Considerations
In 2007 the national crime rate reached its lowest point in 30 years. This reduction in crime was not reflected in the NWT. In 2007 the crime rate in the NWT rose by 6%. This was the highest rate in the NWT in over 30 years and the highest in the country.1
Many factors that contribute to high crime rates are present in the NWT. For example, the territory has a higher proportion of people aged 14-34 than Canada as a whole.2 This age group is most likely to be involved in crime. In 2005/06, the median age of adult offenders in the NWT was 303, and the rate of youth crime was the highest in Canada, at about six times the national average.4
Lack of education also contributes to increased rates of criminal activity. It is generally accepted that the more education people have, the less likely they are to be involved with crime. Although NWT residents are improving their level of education, achievement is still below the national average. According to the 2006 Census, 23% of the adult population in the NWT did not have a high school diploma; nationally 15% had not graduated from high school.5
Alcohol and drug abuse is another contributing factor to crime. The RCMP report that they are seeing an increasing amount of property crime that they believe is drug-related. Alcohol abuse often results in various forms of domestic and community violence, mental health issues, family relationship problems and higher rates of Fetal Alcohol Spectrum Disorder in the population. According to the 2006 Northwest Territories Addictions Report, although the prevalence of current drinking remained constant at 78%, the prevalence of monthly binge drinking among current drinkers increased from 33% to 45% between 1996 and 2006. In addition, the report highlighted that certain groups, including males, people between the ages of 15 and 24, and those with lower education achievement, were more likely to binge drink.
Although the residential schools that once operated in the NWT are now closed, their effects continue to affect the well-being of subsequent generations. Family conflict, violence, substance abuse and criminal behaviour are, in part, social issues rooted in the traumatic experiences of Aboriginal people at residential schools. This impact, while impossible to measure, is significant and affects most aspects of northern society.
As a result of these and other factors, crime of most types occurs at rates in the NWT that are much higher than in the rest of Canada. Also, Aboriginal people are over-represented in the criminal justice system. In 2005/06, 89% of sentenced offenders in the NWT were Aboriginal, even though only about half of the territories’ population is Aboriginal. Over-representation of Aboriginal people in the justice system is true for Canada overall: 24% of sentenced inmates are Aboriginal, even though they represent only 4% of the population of Canada.6
1 Crime Statistics in Canada, 2007, Statistics Canada 2 NWT Bureau of Statistics 3 Table 8, Characteristics of adult offenders admitted to correction services, 2005/2006 , page 22, Adult Correctional Services in Canada 2005/2006, Statistics Canada 4 Crime in Canada’s North: A Relative Perspective, NWT Bureau of Statistics, October 2007 5 Educational Portrait of Canada, 2006 Census, Statistics Canada 6 Table 8, Characteristics of adult offenders admitted to correction services, 2005/2006 , page 22, Adult Correctional Services in Canada 2005/2006, Statistics Canada
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Emerging Issues
The nature of crime in the NWT is changing. In 2007, the increase in violent crime (including offences such as homicide, assault, sexual assault and robbery) resulted in the highest violent crime rate in the NWT in more than 30 years. The rise in violent crime was predominantly due to a 10% increase in assaults and a 31% increase in sexual assault.7 This increase in violent crime is reflected in the kind of offenders in our correctional facilities. For example, in 2005/06, 63% of all adult admissions to sentenced custody had been charged with crimes of violence.8 The increase in violent crime also results in more complex trials, which has had an impact on both the NWT Courts and legal aid.
The RCMP report an increase in organized criminal activity, especially activity relating to drugs and gangs. Gangs have a sophisticated network for the importation, production and distribution of drugs, and gang members of these groups have been involved in a wide range of offences.
The RCMP believe that the presence of more money in the NWT economy from large-scale resource development makes it a more attractive market for drug dealers and other organized crime groups. In recent years, both Yellowknife and Hay River – key transportation hubs in the NWT – have seen the influence of these groups and the violence that is associated with their criminal activities. Large-scale resource development from diamond and gas projects is expected to impact on RCMP services and other parts of the justice system. Client-service sectors like maintenance enforcement, legal aid, and legal registries (specifically the land titles section) will see increases in workload, as will the core program areas of corrections, community justice and courts.
Changes to federal legislation can also increase demands on the justice system. Quite often, whether or not we support these changes, it is up to the provinces and territories to implement or deal with the effects of these legislative changes. For example, the federal Youth Criminal Justice Act (YCJA), which came into force in 2003, changed the way that youth in conflict with the law are dealt with: serious interventions are reserved for serious crimes, and youth who have committed non-violent and minor crimes are dealt with outside the formal justice system through extrajudicial sanctions (diversions). In the NWT, these changes resulted in a 52% decrease in the number of youth in court 9 and significant increases in youth being dealt with at the local level through community justice committees. It has also meant a decrease in the number of youth in our correctional facilities: from 2003/04 to 2005/06 the average daily count of young offenders in custody declined by 23%..10
Impact on the Justice System
The Department must plan for these known and anticipated changes, and their impact on policing, corrections, legal aid, courts, community justice and other justice programs, such as those related to family breakdown and violence.
Family Violence – Criminal Code offences, such as spousal assault, sexual assault, criminal harassment and stalking, are various forms of family violence and are reported by the RCMP. Police also report details about the victim and accused, including age, sex and relationship. According to Statistics Canada, during 2006, spousal violence (calculated as a proportion of all violent incidents)
7 Northwest Territories Crime Statistics, 2007, Statistics Canada 8 Table 9, Adult admissions to provincial, territorial and federal sentenced custody by major offence, 2005/2006, page 23, Adult Correctional Services in Canada 2005/2006, Statistics Canada 9 Table 3, Cases before youth courts, Canada, provinces and territories, 2002/2003 to 2006/2007, page 13, Youth Court Statistics 2006- 2007, Statistics Canada 10 Table 10, Average daily count of young offenders in sentenced custody, 2003/2004 to 2005/2006, page 18, Youth Custody and Community Services in Canada 2005/2006, Statistics Canada
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was highest in Nunavut (20%), Quebec (20%), Alberta (18%), Prince Edward Island (16%) and NWT (16%). Risk factors associated with spousal violence include unemployment, social isolation, alcohol consumption and common-law unions 11, and these factors are all present in NWT communities.
Increases in violent crime, overcrowding in shelters, and higher-than-average use of emergency protection orders are all indicators of the level of family violence in the NWT.
Courts – As a result of increasing crime rates and case complexity, the number of matters heard by our courts almost doubled from 7,300 in 2001 to over 14,000 in 2007. In response, the judiciary found it necessary to increase the number of sittings and the number of court circuits: between 2002 and 2007, the number of Territorial Court sitting days increased by 20% and the number of Territorial Court circuits increased by 60%.12 The need for circuit travel depends primarily on the frequency and location of civil and criminal activity, and the need for matters to be heard in a timely fashion.
In 2006/07, the national average amount of time involved in a court case from first to last court appearance (referred to as case processing time) was 237 days. In that year, PEI and the NWT had the shortest case processing times, with 62 and 67 days, respectively.13 Maintaining our case processing time in the face of increasing workload has resulted in increased pressure on the existing judges, and has heightened the need for a fourth Territorial Court judge.
Legal Aid – Between 2005/06 and 2006/07, there was a 15% increase in approved criminal cases.14
Community Justice – In 2007/08, 31 of the NWT’s 33 communities were involved in a total of 1,581 community justice activities involving 15,665 people.15 There were 135 diversions that year. These statistics demonstrate the engagement of communities in justice activities and the impact of legislation like the Youth Criminal Justice Act.
Community Policing – Police resources are increasing and will continue to do so in response to pressures associated with large-scale economic developments, meeting community requests for enhanced policing services, and meeting officer safety requirements. In the NWT in 2007, the number of police officers per 100,000 population was 419, the highest per-capita rate in Canada. Since 1999, there has been a 10% increase in the rate.16 The rates in Nunavut and Yukon are also much higher than in the provinces. The higher territorial rates are due to higher crime rates and the challenge of providing policing services in small and remote communities.
The Need for Partnerships
Reducing our high crime rate requires partnerships across government and with communities. This includes developing and implementing collaborative solutions to deal with the factors that lead to crime. Investment in the social, mental and physical health of our families and communities – with a focus on youth and those who are at risk – is critical to reducing violence and crime in our families and communities.
Recruitment & Retention
11 Family Violence in Canada, A Statistical Profile, Statistics Canada, Canadian Centre for Justice Statistics 12 According to statistics collected by NWT Courts 13 Adult Criminal Court Statistics, 2006/2007, Statistics Canada, Canadian Centre for Justice Statistics 14 According to statistics collected by the NWT Legal Services Board 15 According to statistics collected by the Community Justice Division of the Department of Justice 16 Police Resources in Canada, 2007, Statistics Canada
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Policing Services – Recruitment and retention is an ongoing challenge for the RCMP and the Department. The RCMP “G” Division provides policing services to NWT communities under a contract between the Department and the Government of Canada. “G” Division is part of a national police force and competes with other Divisions for officers to fill NWT positions. RCMP officers can elect to serve in the north, but they are not required or directed to do so. Like other professions in the NWT, it is difficult to recruit officers from southern Canada to serve in small, isolated communities. The Department and “G” Division continue to work together to recruit northerners to the RCMP, and to develop alternative community policing positions to supplement the policing services offered by the RCMP.
Legal Services – With economic growth in the NWT, there has also been an increased demand for legal services in both the public and private sector. The GNWT, the Legal Services Board and private law firms are all experiencing difficulties in recruiting experienced lawyers to the NWT. Economic activity in Alberta and other provinces has made recruitment of lawyers to the north even more challenging.
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SERVICES TO GOVERNMENT
Description
“Services to Government” includes corporate management activities of the Directorate, Policy and Planning, and Finance. It also includes services provided to other GNWT departments, boards and agencies. Legal Division provides advice and representation to all GNWT departments and specified public agencies. Lawyers conduct litigation, provide legal opinions, and advise on a wide range of matters. One position is dedicated to prosecution of Territorial offences. GNWT bills and regulations are prepared by or under the direction of legislative drafters in Legislation Division, and legal translators prepare French versions of these documents. The Department is also responsible for providing advice and information on the Access to Information and Protection of Privacy Act.
2008/09Resources
Budget: Compensation & Benefits $6,232,000 Grants & Contributions $64,000 Other O&M $2,317,000 Amortization $47,000
Staffing (Positions): Headquarters (HQ) 56 Regional/Other Communities None
Major Program and Service Initiatives
Establishment of a Public Law Office – Justice has recently assumed active responsibility for the prosecution of offences under Territorial statutes, and one position (located in Legal Division) is dedicated to this. It is anticipated the Department will establish a Public Law section responsible for these prosecutions as well as other quasi-prosecutorial functions, such as default hearings under the Maintenance Orders Enforcement Act and compliance hearings under the Liquor Act.
Improvements to Access to Information and Protection of Privacy Functions – Justice has oversight on territorial Access to Information and Protection of Privacy (ATIPP) legislation. The Department will be working with GNWT public bodies to improve accountability and reporting of ATIPP administrative activities, including the preparation of an annual activity report. The Department will focus on providing supports to public bodies (and particularly access/privacy coordinators) by establishing committees to share best practices and improve administrative tools, updating policy documents, and providing training.
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KEY ACTIVITY 1: LAW ENFORCEMENT
Description 2008/09 Budget:
Policing services are contracted to the RCMP through an Compensation & Benefits agreement between the GNWT and the Government of Canada. None There are also cost sharing programs with the Government of Canada with respect to the First Nations policing in support of Grants & Contributions aboriginal participation in policing. An agreement exists with None Public Safety Canada to cost share DNA testing and analysis. Other O&M $29,444,000
Major Program and Service Initiatives Amortization None Enhancements to Community Policing – Justice will work with the RCMP and communities to: Staff (Positions): • Increase police presence in communities without RCMP HQ None detachments; Regional None • Decrease the use and impact of illegal drugs by increasing community awareness and supporting police efforts to Measures: apprehend and prosecute offenders; • Strengthen relationships between the RCMP and Measure 1 communities in order to build understanding and increase Number of days officers were on public confidence in the police; regular patrol in communities without detachments. • Strengthen support for victims of crime;
• Build understanding about family violence and support Measure 2 RCMP efforts to employ the highest standards when RCMP referrals to victim services. investigating and intervening in these matters;
• Explore options for the expansion of the federal First Measure 3 Nations Policing Policy in the NWT – federal funding could Percentage of spousal violence cases assist the RCMP and the GNWT in responding to where charges are laid. community priorities and other initiatives; and • Support efficient and transparent resolution of complaints against the RCMP.
Territorial Police Services Agreement – Justice will work with other provinces and territories to renegotiate the renewal of the Agreement, and ensure northern concerns and issues are brought to the table during the contract renewal process.
DNA Analysis Agreement – Justice will work with the federal government and other provinces/territories to develop a new governance and service model for DNA analysis.
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KEY ACTIVITY 2: LEGAL AID SERVICES
Description 2008/09 Budget: Compensation & Benefits The Legal Services Board is established under the Legal $2,789,000 Services Act, and is responsible for ensuring that all eligible persons in the NWT receive legal aid. The Board provides legal Grants & Contributions services for most criminal and family law matters, and some None civil cases. It determines eligibility for legal aid in accordance with the parameters established by the Legal Services Act and its Other O&M associated regulations. The Board is also responsible for the $2,089,000 court worker program and public legal education. Amortization $142,000 Major Program and Service Initiatives Staff (Positions): Legal Aid – Justice, in consultation with the Board, will work to HQ None modernize and improve the cost-effectiveness of the legal aid Regional 23 program. It is expected that this will require changes to the structure of the Board and new legislation to replace the current Legal Services Act. Measures:
Courtworkers – This program will be restructured. Research Measure 1 will be conducted to determine the feasibility of extending Number of applications for support to civil and family court matters, with a view to reducing criminal and civil legal reliance on lawyers. aid.
Public Legal Information and Education – Brochures and Measure 2 booklets on common family law issues (such as the process for Backlog of family law getting a divorce) will be produced, a series of booklets to assist legal aid cases. self-represented litigants will be developed, and the Family Law Guide will be reviewed for possible updates. Information will be provided to the public on changes to territorial family laws.
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KEY ACTIVITY 3: COURT SERVICES
Description 2008/09 Budget:
Four levels of court – Justices of the Peace, Territorial, Supreme Compensation & Benefits and Appeal – collectively represent the judicial branch of $5,699,000 government. The courts are independent of the executive (GNWT public bodies) and legislative (Legislative Assembly) Grants & Contributions branches of government. None
The Court Services Division is responsible for providing Other O&M administrative support to the courts. These support services $4,079,000 ensure courts are accessible and impartial while providing services to all citizens in a timely manner. Amortization $225,000
Staff (Positions): HQ 2 Major Program and Service Initiatives Regional 47
Access to Justice – Justice plans to improve information and Measures: forms available on the Courts website, enhance services provided in official languages, and research electronic filing capability. Measure 1 Court processing time Fine Collection – Justice will study other methods of collecting (amount of time involved court-ordered fines. This work may involve legislative in a court case, from first amendments. to last court appearance).
Library – We will continue to examine how to improve access to Measure 2 library resources and materials, and find efficiencies in Number of sitting days by operations. court and community.
Territorial Court – A fourth judge will be appointed to the Territorial Court. This will ensure cases are addressed and resolved in a timely manner.
Court Models and Alternative Dispute Resolution – Justice will explore models for more efficient court structures, including alternative dispute resolution, specialized courts and other efficiencies in courts.
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KEY ACTIVITY 4: COMMUNITY JUSTICE AND CORRECTIONS
Description 2008/09 Budget: The Corrections Division provides safe custody and detention for Compensation & Benefits adult and youth offenders through the administration of facilities. $23,615,000 The Division also delivers culturally relevant programs in support of offender rehabilitation, community supervision (parole and Grants & Contributions probation), and custodial placement programs (wilderness $2,061,000 camps). Other O&M The Community Justice Division provides support to $6,495,000 communities to develop and implement sustainable local justice programming in the areas of restorative justice, victim services, Amortization community policing and crime prevention. $1,655,000
Staff (Positions): Major Program and Service Initiatives HQ 9 Regional 217 Corrections – Justice will improve the effectiveness and efficiency of the Corrections Service with the following Measures: initiatives: Corrections • Examine facility and community programs to ensure they are Measure 1 needed and cost-effective; Percentage of offenders • Review corrections services to determine what adjustments with temporary releases should be made to the current model for staffing, facility use, revoked. and resource investment, particularly in light of changes in the offender population and fiscal challenges; Measure 2 Number escapes or • Work with other departments and community agencies to offenders unlawfully at improve case-management approaches, and provide access to large. health/social services for offenders in facilities, on probation
or parole, or during reintegration into their community; and Measure 3 • Develop and implement a victim notification program. Percentage of offenders
who successfully complete Community Justice – Justice will work to extend community programs. justice activities to all communities in the NWT, and carry out the following initiatives: Community Justice • Provide information, funding and training (based on research Measure 1 and best practices) to assist communities to develop and Percentage of communities deliver sustainable, accountable and effective programming active in community that focuses on local justice issues; justice activities • Work with federal and community partners to improve and expand services to victims of crime; and Measure 2 • Conduct research into, and increase awareness about, the Number of diversions. impact of Fetal Alcohol Spectrum Disorder on the NWT justice system. Measure 3 Number of victims of crime who access services.
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KEY ACTIVITY 5: SERVICES TO THE PUBLIC
Description 2008/09 Budget:
Compensation & Benefits “Services to the Public” includes a number of programs and $2,739,000 services that are accessible to all residents. This includes services available from the following territorial offices: Grants & Contributions • Public Trustee Office; $105,000 • Coroner’s Office; • Rental Office; Other O&M • Legal Registries (land titles, corporation personal $921,000 property registries, regulation in securities trading) • Maintenance Enforcement Office; and Amortization • Protection Against Family Violence Act administration. 155,000
Staff (Positions):
Major Program and Service Initiatives HQ 2 Regions 30 Justice plans to continue to make improvements to its services to the public. This will include implementing recent amendments to Measures: the Maintenance Orders Enforcement Act and the Residential Tenancies Act and consideration of new legislation in support of Measure 1 community safety. Rental Office – time between filing application Protection Against Family Violence – Justice will continue to and hearing. develop and strengthen partnerships with police and communities in order to improve the response to family violence. This will Measure 2 include training, public information, evaluation related to the Maintenance Orders Protection Against Family Violence Act, and work with partners Enforcement Act – on the implementation of Phase II of the Family Violence Action Percentage of family Plan. support collected.
Legal Registries – Justice will replace the current Corporate Measure 3 Registries databases and develop a new Land Titles database, Protection Against Family each with remote searching capability to improve public access to Violence Act – Number of the registry data information. Justice will also collaborate with EPOs applied for and other provinces and territories to improve the regulation of granted. securities trading. This will include implementing a new Securities Act in the NWT, which will reform the system for the registration of dealers and advisors, streamline regulatory decision making, and introduce measures to improve securities law enforcement.
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STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Increase Safety and Security
Description
Enhance Policing Services – Justice will enhance resources to the RCMP for the application of the RCMP backup policy. Under this policy, RCMP members serving in the NWT will be provided the appropriate backup when investigating serious situations in all communities in the NWT. This backup will be provided in a manner that is safe for all involved, effective, and makes the best use of resources. In addition, work will be undertaken with the RCMP and communities to explore options for alternatives to regular RCMP members, including special constables.
Policing in Small Communities – Justice will work with the RCMP to increase police presence in the smaller NWT communities, specifically in the 10 communities without resident RCMP members: Dettah, Colville Lake, Tsiigehtchic, Nahanni Butte, Wekweètì, Enterprise, Kakisa, N’Dilo, Trout Lake and the Hay River Reserve. Potential options to achieve this include creating additional detachments, increasing relief unit capacity, increasing the number and length of patrols to the communities, or augmenting the existing enforcement personnel with RCMP special constables. Special constables will fill the role of community safety officers with expanded training and authorities. They will primarily act as a liaison between the RCMP and the community; however, the expanded authorities will include assisting in investigations, acting as backup and assisting in general police duties.
South Slave Drug Interception Team – Justice plans to work with the RCMP and the federal government to establish a South Slave Drug Interception Team in Hay River. This team will target issues associated with illegal drug trafficking, especially illegal drugs coming into the NWT from the provinces. This activity would support other efforts to address alcohol/drug addiction and associated crime in our communities by reducing the supply of drugs to the NWT.
As drug enforcement is a federal responsibility, funding for this team would be requested from the federal government. The federal government would also need to agree to add additional federal drug enforcement officers in the NWT. As part of this initiative, the GNWT would agree to pay for an additional police dog and handler to be located in the South Slave.
Reducing Drug and Alcohol – Justice will work with other social envelope departments to develop a role model program and awareness campaign that provides youth with the opportunity to learn from the experience of others who have overcome a past history of drug and alcohol abuse and/or criminal behaviour. This program will complement activities of the Healthy Choices Framework and will be closely tied to the communications work on the dangers of crystal methamphetamine and other hard drugs.
2008-2012 Business Plan Page 13
JUSTICE
Objectives Enhance Policing Services Objective 1 To increase the safety and security of RCMP members serving in the NWT. Objective 2 To increase the number of RCMP officers available to provide backup.
Policing in Small Communities Objective 1 To increase police presence at the community level. Objective 2 To increase involvement of local residents as members in the RCMP. Objective 3 To increase community safety.
South Slave Drug Interception Team Objective 1 To decrease the cross-border flow of illegal drugs into the NWT. Objective 2 To increase RCMP capacity to address illegal drug activity. Objective 3 To increase awareness about the dangers of illegal drug use.
Reduce Drug and Alcohol Related Crime Objective 1 To increase awareness among youth about the negative impact of alcohol and drugs and more specifically about the dangers of “crystal meth”. Objective 2 To increase the number of youth who participate in awareness programs focused on the negative impact of drugs and alcohol.
Action Plan
Enhance Policing Services 2008/10 Implement backup policy. Establish a long-term plan that will ensure members servicing small community detachments are not continually on shift or on standby. 2010/12 Increase resources to enhance the NWT’s eight two-member detachments.
Policing in Small Communities 2008/09 Work with RCMP to develop options for increasing police presence. Look at feasibility of special constable program. 2009/10 Identify resources to implement options, including funding for the implementation of a special constable pilot project. 2010/12 Implement options.
South Slave Drug Interception Team 2008/09 Work with RCMP to present business case for dog unit in Hay River. Work with federal government to identify funding for two additional drug enforcement officers. 2009/10 Efforts will be made to hire a multi-purpose dog and handler for South Slave. 2010/11 Fully implement drug interception team for South Slave.
Reducing Drug and Alcohol Related Crime 2008/09 Develop an awareness program and materials in the areas of addictions, injury prevention and high-risk behaviour, with support of the federal government and in collaboration with HSS, MACA and ECE. 2009/10 Development role model program in consultation with the Healthy Choices Framework and partnering departments of HSS, MACA and ECE. 2010/11 Implement program with role models visiting communities to speak to youth. 2011/12 Deliver, review and evaluate program.
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STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Implement Phase II of the Framework for Action on Family Violence
Description
Program for Men Who Abuse – Justice will research, develop and implement an abuser program for men to address behaviour related to family violence. The program will include positive community reintegration and follow-up, and will be available on a voluntary and/or mandatory basis. The program is part of a broad government and community response to family violence.
Objectives
Objective 1: To increase opportunities for participation in programs aimed at men who abuse. Objective 2: To decrease the incidence of violence against family members.
Action Plan
2008/09 Research and develop potential models for abuser programs: identify and access available federal funding. 2009/10 Review research and identify program components in collaboration with HSS and the Coalition Against Family Violence. Work collaboratively to develop program for the NWT. 2010/11 Plan for implementation: hire and train staff, prepare evaluation framework, develop communications plan. 2011/12 Pilot and evaluate the program in at least one community.
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STRATEGIC INITIATIVE: MANAGING THIS LAND Action: Continue to Develop Governance
Description Devolution – Justice will provide legal support to the Department of Executive on discussions concerning devolution. Legal counsel will participate in devolution and resource revenue sharing negotiations with Canada to facilitate the transfer of responsibility for land and resource management to the territorial government.
Justice Resources to Participate in Land, Resources and Self-Government Agreements – Justice will provide legal support to the Department of Aboriginal Affairs and Intergovernmental Relations (specifically the land claim and self-government negotiation teams). Legal counsel will attend negotiation sessions, advise on and draft various agreements, and provide oral and written legal advice to the Chief and Assistant negotiators as required.
Objectives
Devolution Objective To ensure that the GNWT has legal advice and support to assist with the negotiation and drafting of related agreements and implementation plans.
Justice Resources to Participate in Land, Resources and Self-Government Agreements Objective To ensure that the GNWT has legal advice and support to assist GNWT’s land claim and self-government negotiation teams.
Action Plan
Advance Devolution Discussions 2008/12 Provision of legal support in the negotiations leading up to the Devolution Agreement-in-Principle. Approval of Devolution Agreement-in-Principle and legal support in the negotiations leading up to a Final Devolution Agreement, including related agreements and implementation plans.
Justice Resources to Participate in Land, Resources and Self-Government Agreements 2008/12 Provision of legal support to GNWT in land claim and self-government negotiations.
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STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Maximize Benefits from Resource Development
Description
MGP Strategic Investment – Mackenzie Gas Project (MGP) strategic investments will help position communities, businesses, and residents in the NWT to take advantage of opportunities associated with the MGP as well as address any potential negative impacts from the project.
Justice will mitigate the impacts of large-scale resource development on the NWT justice system by planning for resource needs and fulfilling commitments made during the environmental regulatory processes.
Objectives
Objective 1 To increase RCMP presence and strengthen the role of communities in prevention and enforcement during the construction phase of the MGP.
Objective 2 To mitigate any adverse impacts of the MGP on the justice system by providing sufficient resources.
Action Plan
2008/10 Coordinate, plan and implement security and safety measures (protocols, procedures) with the RCMP, MGP proponents, and communities prior to the project start date 2011.
2009/10 Identify and secure adequate Justice resources to meet the anticipated demands of the project prior to the fiscal year 2010/11.
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INFRASTRUCTURE INVESTMENTS
• Various minor capital projects to properly maintain existing court, correctional and office facilities.
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LEGISLATIVE INITIATIVES
The following is a preliminary list of legislative initiatives. Unless noted, these initiatives have not been reviewed by Cabinet or introduced in the Legislative Assembly.
Act Main Elements of Legislative Problem and Proposed Solution
Amendments to Existing Legislation
Maintenance Orders Amendments to strengthen enforcement tools and make the Act more Enforcement Act consistent with similar legislation across Canada. (Note: Amendments received assent in the Legislative Assembly in June 2008.)
Residential Tenancies Act Various administrative amendments to ensure that disputes are resolved faster and provide effective remedies to both landlords and tenants. (Note: Amendments received assent in the Legislative Assembly in June 2008.)
Legal Profession Act Amendments to update the discipline process for members of the Law Society of the NWT. (Note: Amendments received assent in the Legislative Assembly in October 2008.)
Exemptions Act Amendments to increase the exemption amounts relating to property and wages to reflect the value of basic necessities for debtors; amendments will also be made to the types of property that would be exempt from seizure.
Summary Conviction Amendments to eliminate the uncontested trials for summary offence ticket Procedures Act information and permit the Justice of the Peace or Territorial Judge to enter a conviction in default where a person fails to voluntarily pay the fine or appear in court. Amendments to provide for additional fine collection methods.
Children’s Law Act relating to Amendments to include a definition of “parentage”. This is necessary to status of the child/parentage determine the legal status of a child and define the rights and obligations of parents. Amendments would also change provisions that currently raise equality issues (e.g. registration of births to same-sex couples).
Evidence Act Amendments to address an inconsistency between the Act and the federal Canada Evidence Act regarding child witnesses, to address the use of electronic evidence, and to allow for uniform law regarding public apologies.
Arbitration Act Amendments to update the Act, as it has not been substantially amended since 1949, and to establish the kinds of powers and remedies that arbitrators can grant in most jurisdictions.
Youth Justice Act Amendments to ensure consistency with amendments to the federal Youth Criminal Justice Act (if such legislation is advanced by the federal government).
2008-2012 Business Plan Page 19 JUSTICE
Act Main Elements of Legislative Problem and Proposed Solution
New Legislation Securities Act A new Act based on a model developed jointly by NWT, PEI, Nunavut and Yukon. The model is intended to include a wide range of changes to support a coordinated national approach to securities regulation. (Note: The coming- into-force date is October 26, 2008.)
Settlement of International A new Act to adopt the Convention on the Settlement of Investment Disputes Disputes Act Between States and Nationals of Other States.
International Interests in Mobile A new Act to adopt the Convention on International Interests in Mobile Aircraft Equipment Act Equipment and Protocol on Matters Specific to Aircraft Equipment.
Legal Services Act A new Act to improve the operation of the Board, clear up confusing and ambiguous provisions regarding the roles and responsibilities of the Board and Executive Director, and improve the structure ofthe Act.
Safer Communities & A new Act to provide a complaint-based civil remedy to reduce activity related Neighbourhoods Act to illegal drugs, bootlegging, prostitution, illegal gambling, child sexual exploitation and illegal use of intoxicating substances.
Canadian Public Accountancy A new Act to provide statutory authority and protection for members of the Board legislation Canadian Public Accountancy Board with respect to their authority to oversee the auditing and accounting of public issuers.
Securities Transfer Act A new Act to govern the transfer and holding of securities and interests in securities (part of a comprehensive system of rules for the transfer of securities, particularly the electronic transfer of securities across provincial/territorial and international borders).
Professional Corporations Act A new Act to allow members of regulated professions (e.g. lawyers, accountants and certain medical professionals) to incorporate where they are not currently permitted to do so, provided that members’ professional responsibilities and liability for errors and wrongdoing are unaltered. (Note: A proposed bill was introduced in the fall of 2008.)
Electronic Commerce Act A new Act designed to implement the principles of the UN Model Law in Canada (all provinces and territories, except the NWT, have enacted this legislation). This legislation will remove barriers to the use of electronic communications by government and the private sector.
Victims of Crime Act A new Act to replace the existing Act that would harmonize provisions with the principles contained in the national Victims Bill of Rights, and amend sections dealing with fine surcharges that are inconsistent with the Youth Criminal Justice Act and the Criminal Code of Canada.
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MUNICIPAL AND COMMUNITY
AFFAIRS
MUNICIPAL AND COMMUNITY AFFAIRS
OVERVIEW
MISSION
The Minister and the Department are responsible for the development and maintenance of community governments, responsive and responsible to the residents, with sufficient legal authority and resources to carry out community responsibilities, to provide their public programs and services essential to good community life and to deal effectively with other governments and organizations.
GOALS
1. Increase community government authority and responsibilities through policy, legislation and funding arrangements. 2. Enhance knowledge, skills and abilities of community staff, officials and other partners to better manage community affairs. 3. Contribute to the development of effective, accountable and democratic community governance structures, including self-government arrangements. 4. Support communities in their efforts to provide a safe, healthy and vibrant environment for residents.
BUDGET (2008/09)
Compensation & Benefits $13,468,000 Grants & Contributions $59,079,000 Other Expenses $6,736,000 Amortization $1,924,000 Infrastructure Investment $33,575,000
POSITIONS (2007/8)
Headquarters (HQ) 65 positions Regional/Other Communities 50 positions
KEY ACTIVITIES
Community Operations School of Community Government Lands Administration Sport, Recreation, and Youth Regional Operations
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STRATEGIC ACTIONS
Encourage Healthy Choices and Address addictions (Building Our Future) Enhance Support for the Voluntary Sector (Building Our Future) Expand Programming for Children and Youth (Building Our Future) Increase Safety and Security (Building Our Future) Protect Territorial Water (Managing This Land) Continuing to Develop Governance (Managing This Land) Maximize benefits from Resource Development (Maximizing Opportunities) Promote the NWT as a Place to Visit and Live (Maximizing Opportunities)
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STRATEGIC ISSUES
Roles and responsibilities of community governments are changing
NWT communities have grown rapidly over the 40 years since the Government of the Northwest Territories was established. Not only has community population grown, but the range of programs and services that community governments are expected to provide has expanded as the majority of residents make communities their year-round homes. In addition to the need to provide community services such as local transportation, drinking water, sewage treatment and solid waste disposal, communities provide planning, recreation and other services. The complexity of community infrastructure development and maintenance has increased with new regulatory requirements, and emerging issues such as climate change will pose additional challenges for community planning and development.
Communities are increasingly taking the lead role in addressing these issues with the transition to full community government authority and autonomy.
Community government infrastructure costs continue to increase
Community governments face the same issues as the Government of the Northwest Territories with regard to rising costs of infrastructure acquisition and development. As communities assume ownership of, and responsibility for, more capital assets, they must deal with the impacts of deferred maintenance and plan for renovation or replacement of essential infrastructure. Climate change poses requirements for new and potentially expensive solutions to development and maintenance of local roads and building foundations, and changing regulatory requirements may result in the need for new and extremely expensive systems for water and sewage treatment.
While some communities have the opportunity to raise own-source revenues through property taxation, the potential for such revenue is limited in most communities due to the size of the assessment base.
Community governments are challenged to recruit and retain the staff necessary to deliver municipal programs and services
Across Canada, the pool of trained and experienced municipal administrators is decreasing as Baby Boomers retire. The Canadian Association of Municipal Administrators estimates that for every eight trained administrative officers retiring in the next few years, only one will enter the field. In the NWT’s overheated economy, there are many opportunities for residents, making it even more difficult for community governments to compete for competent staff. A recent survey conducted by the Local Government Administrators of the NWT demonstrated that many community governments are not offering competitive salary and benefits packages.
There is increasing pressure on the Government of the Northwest Territories to update and modernize the administration of Commissioner’s Lands
Although Commissioner’s Land represents less than 1% of the total land mass of the Northwest Territories, it comprises a large proportion of the lands within and adjacent to community boundaries.
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There is an increase in commercial and industrial activity in many communities, and a need for tenured land to support the NWT Housing Corporation’s programs, and for other residential development.
The Department’s Strategic Plan (in the development process) will provide a road map to update the more than 20,000 active Commissioner’s Land files, and ensure they are accurate and consistent. The newly developed Lands Administration database, once fully operational, will ensure that files are accurately maintained on a go-forward basis.
There is increasing pressure on MACA to take action against trespassers on Commissioner’s Lands, and the Interim Enforcement Strategy approved in 2007 provides the basis for moving forward with this task.
Community governments and the Government of the Northwest Territories must ensure that emergency plans are up-to-date and effective
More attention has been focused on the need for effective and proactive emergency preparation and response in recent years, due in large part to the increase in natural disasters as a result of climate change, as well as the experience of September 11, 2001. Both at the territorial level and the community level, it is critical that governments develop responsive, effective and realistic emergency plans and ensure that the systems and resources are in place to make those plans operational.
MACA has a role to play to work with communities to ensure that they have the capacity to develop appropriate plans, and the equipment and training required to implement those plans. MACA must also work with other GNWT departments and agencies and territorial partners to ensure that the mechanisms are in place to respond to territorial and regional emergencies.
There is an increasing awareness of the importance of healthy living
The prevalence of obesity and lifestyle-related diseases has reached epidemic proportions in Canada, and the Northwest Territories is not immune. An investment in healthy living is an effective way to contain downstream treatment costs. Physical activity is a key component in healthy living, and Ministers of Health and Ministers of Sport, Physical Activity and Recreation across Canada have set targets to increase physical activity among residents.
MACA needs to work with sport and recreation partners, community governments, and other GNWT departments to find ways to reach out to all segments of our society and ensure that opportunities are available for physical activity, whether through organized sport, recreation programs or facilities.
MACA’s role must evolve to support Northwest Territories communities to remain sustainable, safe, healthy and vibrant
As community governments take on increasing authority and responsibility, MACA’s role continues to evolve to one of support. The Department needs to find ways to ensure that expert advice is available when communities require. The legislative and policy framework that guides community government activities and funding must continue to be flexible and responsive to community needs. Through the development of Integrated Community Sustainability Plans, MACA can work with communities to promote voluntarism, ensure availability of locally trained staff, address climate change and take on other challenges as they emerge.
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CORPORATE MANAGEMENT AND SERVICES
Description
Departmental Management coordinates the development and the implementation of the Department’s strategies with the senior management team and links the Department’s activity to the goals of the Minister and Government. Regional Management oversees operations in the regional offices which are responsible for implementation of MACA programs and services.
Corporate Affairs coordinates planning and reporting activities for the Department, provides expert financial, policy and information systems advice and manages many administrative services. The division also coordinates the Department’s involvement in Aboriginal land claims and self- government negotiations. Policy and Planning provides strategic planning, legislative, research and policy support to the Minister and Deputy Minister and supports many Departmental information and communications activities. Financial Services provides financial and administrative support to the Department and coordinates services such as the development and monitoring of departmental business plans and annual budgets. Information Systems supports the Department by providing expert advice on department-specific applications and information systems.
2008/09 Budget
Budget: Staffing (Positions):
Compensation & Benefits $2,472,000 Headquarters 21 Grants & Contributions $558,000 Regional 0 Other O&M $1,528,000 Amortization -
Major Program and Service Initiatives
Corporate Management and Services is leading departmental work on a complete overhaul to the Planning Act; the development of a public discussion paper addressing potential changes to the Local Authorities Elections Act; and discrete amendments to the Senior Citizens and Disabled Persons Property Tax Relief Act and the Commissioner’s Lands Act.
The Division continues to play a key role in departmental implementation activities associated with expansion of community government authorities and accountability and is developing a web-based community government resource centre to provide community government staff and councillors with a wide variety of “Toolkit” resources, including information on community governance, human resource planning, capital planning and maintenance management. The Department is working to revamp the website, including the Toolkit, so that all stakeholders can more easily access the information they need.
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KEY ACTIVITY: SAFETY AND SECURITY OF NWT RESIDENTS Description
There are several areas throughout the Department who have responsibility for the legislation and regulations associated with safety and security legislation. The Department administers the Civil Emergency Measures Act and is assigned overall responsibility for coordinating territorial emergency response and preparedness activities as per the NWT Emergency Plan.
The Office of the Fire Marshal administers the Fire Prevention Act, reviews plans for new construction and major renovation projects, conducts fire safety inspections and takes enforcement action when fire safety regulations are contravened.
The Department administers several consumer related pieces of legislation, including the Business License Act, the Consumer Protection Act, the Film Classification Act, the Lotteries Act, the Pawnbrokers and Second-Hand Dealers Act, the Real Estate Agent’s Licensing Act, and the Western Canada Lottery Act.
2008/09 Budget
Budgets and staff are located in various areas throughout the Department, including Corporate Affairs, Community Operations and Regional Operations.
Major Program and Service Initiatives
The Department will be undertaking a review of the NWT Emergency Plan over the four year business planning period.
MACA has updated the community emergency plan template, to meet current emergency practices and to be more user-friendly. Support to community governments in preparing their emergency plans using this template will be provided if such assistance is required.
The Department has developed a new training resource to assist fire officials in making decisions to implement and improve fire services in their community. The Handbook contains fire prevention guidelines and practices as well as the relevant Territorial legislation, regulations and National Fire and Building Codes. MACA will continue to provide local fire officials with training and support, as required.
Changes are in process to the regulations pursuant to the Lotteries Act, and the Department will work with communities to implement new authorities once in place. The other consumer legislation will be reviewed over the four year business planning period.
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KEY ACTIVITY 1: COMMUNITY OPERATIONS
Description 2008/09 Budget:
Community Operations coordinates many of the functions that Compensation & Benefits support community governments. Program Management $1,814,000 coordinates the work of the division, administers consumer, lottery, business and real estate agent licensing and responds to Grants & Contributions consumer complaints. $5,017,000
The Community Financial Services section coordinates financial Other O&M advisory services to community governments to help promote $1,033,000 their financial viability, good financial management and proper financial reporting practices. Amortization None The Community Governance section coordinates the Department’s involvement in the implementation of Aboriginal Staff (Positions): land claims and self-government processes; provides advice on community governance issues at the request of community 17 Headquarters governments; and processes bylaws requiring Ministerial or 0 Regional Executive Council approval. Measures: The Chief Municipal Electoral Officer function provides advice • number of and support related to community government elections. The communities with Financial Policy and Infrastructure Leveraging section analyzes unqualified/qualified/ fiscal policy related to supporting community governments and declined audit pursues options for accessing alternate sources of revenue for opinions community governments. • number of communities with The Capital Planning and Infrastructure section coordinates capital investment capital planning and infrastructure acquisition and provides plans technical advice and support regarding capital programs and • number of infrastructure. communities with preventative maintenance schedules • number of communities with integrated community sustainability plans • number of elections without irregularities
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Major Program and Service Initiatives
The Community Operations Division provides support and advice to community governments as they transition to their expanded authorities and accountabilities. This work involves the following initiatives: • Support communities with implementation of infrastructure pilot projects and share best practices regarding project management, contracting, financing of capital projects, etc. through the provision of tools, advice/assistance and information on private sector resources. • Conducting regional and community workshops, and providing tools to support communities in the development and implementation of Integrated Community Sustainability Plans. • Support to community governments on all aspects of borrowing for Community Public Infrastructure, including the development of borrowing bylaws and supporting communities in their negotiations with lending institutions. • Provision of advice and assistance on budget development, reporting requirements and public accountability. • Support to communities to ensure compliance with the Public Sector Accounting Board (PSAB) by March 2009, and support overall compliance with PSAB by March 2010 in accordance with the Canada-NWT Gas Tax Agreement.
MACA continues to work with communities to ensure that effective and operational plans are in place for dealing with emergencies, and ensure that training and resources are available both for preparation and response.
MACA supports community adaption to climate change. Through research and information sharing, MACA provides support and technical advice to communities on how to integrate climate change adaptation into their Capital Investment Plans.
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KEY ACTIVITY 2: SCHOOL OF COMMUNITY GOVERNMENT
Description 2008/09 Budget:
The School of Community Government supports community Compensation & Benefits government capacity building by providing training, $959,000 development opportunities and resources in broad areas of community government responsibilities including governance, Grants & Contributions management, lands, public safety and operations. None
The School provides an integrated approach to local governance Other O&M capacity building through partnerships with GNWT and federal $902,000 departments, Aboriginal and territorial organizations, professional associations and educational institutes. Amortization None Major Program and Service Initiatives Staff (Positions): MACA is realigning the School of Community Government, to focus on areas that support community governments with 4 Headquarters implementation of new community government authorities and 4 Regional accountabilities; responsibilities under various federal-territorial agreements; and those areas that are required to support health, safety and infrastructure responsibilities of community governments. Some areas of programming are being Measures: discontinued, however, community governments will still be able to access this information from the private sector or through • number and type of existing educational institutions. training programs delivered The 2008-09 staff complement of eight positions is comprised of • training four positions in Headquarters and four positions in regional success/completion offices. Regional staff will continue to focus on capacity rates/certification rates building initiatives, and will be engaged in the development of • number of community standards and certification, course development and government staff coordination, human resources assessments, student records and receiving training partnerships. • staff retention and recruitment levels • proportion of community government positions occupied by certified staff, for those positions where certification is available
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KEY ACTIVITY 3: LANDS ADMINISTRATION
Description 2008/09 Budget:
The Lands Administration Division administers Commissioner’s Compensation & Benefits Land, provides advice and assistance to community governments $1,865,000 on land use and community planning, performs property assessments, undertakes environmental planning and regulatory Grants & Contributions review, and provides technical mapping and surveying services to None community governments and the public. Other O&M The Lands section leases or disposes of Commissioner’s Land in $1,115,000 accordance with the Commissioner’s Land Act and Regulations and within a policy framework approved by the Government of Amortization the Northwest Territories. None
The Lands section also assists community governments to plan Staff (Positions): for the physical development of their communities by providing advice and reviewing subdivision plans, community plans, zoning 17 Headquarters By-laws and development standards. 0 Regional
The Property Assessment section values all land and Measures: improvements in the Northwest Territories by conducting property assessments directly or through partnerships in • Percentage change in accordance with the Property Assessment and Taxation Act and additions to property Regulations. assessment rolls; deletions to property The Surveys and Mapping section arranges and manages legal assessment rolls; value surveys on Commissioner’s Land and prepares satellite imagery, of assessment aerial photography, and topographical mapping of • Percentage of Commissioner’s Lands within municipal boundaries of communities without a communities of the Northwest Territories. community plan; with dated community plans; with current community plans • Percentage of properties in database with current mapping; and surveyed • Number of lands administration applications received; applications in process; approvals provided (leases issues); rent reviews required/completed; surrendered • Number of lots transferred
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Major Program and Service Initiatives
In 2007-2008, MACA implemented its Interim Trespass Enforcement Strategy. The Strategy is only the first step – MACA, in consultation with stakeholders, will also start planning to conduct a Land Use Planning exercise for the Ingraham Trail and other areas where trespass is a problem.
The Assessment Unit continues to experience pressure respecting assessment in the General Taxation Area (GTA), with a major assessment project planned during the first year of the business plan with follow-up work required over the remainder of the business plan period.
The Division continues to continue to work to divest the GNWT of the day-to-day administration of Commissioner’s land. Land inside communities will be transferred to community governments, regional governments, and/or Aboriginal self-government groups. MACA will continue to manage all the land outside of community boundaries when it is transferred to the GNWT under a Devolution Agreement.
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KEY ACTIVITY 4: SPORT, RECREATION, AND YOUTH
Description 2008/09 Budget:
Sport, Recreation and Youth provides advice and assistance Compensation & Benefits regarding recreation and sport programs and represents the $624,000 GNWT in its partnership with the NWT Council of Sport and Recreation Partners and other stakeholders. The Division also Grants & Contributions coordinates volunteer recognition programs and assists with the $1,100,000 promotion of volunteerism. Other O&M The Youth Secretariat within the Division assists the Minister $780,000 Responsible for Youth to promote youth initiatives and acts as a first point of contact for youth issues within the GNWT. Amortization None
Major Program and Service Initiatives Staff (Positions):
Community governments have the mandate to develop and 6 Headquarters deliver local sport and recreation programs. Most do so with the 0 Regional assistance of local organizations, volunteers and their own staff. They also rely on assistance from regional and territorial sport and recreation organizations. MACA is working with the NWT Council of Sport and Recreation Partners (SRC) and Sport North Measures: on a complete review of sport selection and dispute resolution procedures for Sport North and Territorial Sport Organizations. • rates of physical activity MACA is participating in the SRC’s development of a sport and • rates of volunteerism recreation system strategic plan, which includes the • youth measures are establishment of policies and procedures to streamline decision- under development making and provide a clear and transparent policy development structure for partner organizations. The goal is to ensure that resources in the system are used for the maximum benefit of all NWT residents.
MACA will work with partners to develop more broad-based, integrated programs and services for youth with a focus on partnerships.
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KEY ACTIVITY 5: REGIONAL OPERATIONS
Description 2008/09 Budget:
Regional offices are responsible for the coordination and delivery Compensation & Benefits of many of the Department’s programs and services to community $5,734,000 governments. Grants & Contributions Regional staff provide advice and support to community $85,979,000 governments on a range of issues. They advise community governments on governance, budgeting, debt recovery, financial Other O&M reporting and other activities to support the use of sound $1,378,000 management and financial practices. They also support communities in the development of community capital investment Amortization planning, project management and the operation and maintenance $1,924,000 of community infrastructure and equipment. They also support healthy active communities, recreation, youth activities and Staff (Positions): volunteerism. Assistant Fire Marshals participate in training activities, local inspections and investigations. 0 Headquarters 46 Regional/Other Regional lands staff assist community governments with community land administration and planning activities and administer leases for Commissioner’s Lands. Measures:
Major Program and Service Initiatives Since “Regional Operations” is not a Regional staff are the front-line service delivery mechanism for “division” there are no all MACA’s programs and services, and play an integral role in separate measures for this ensuring community governments receive support, information activity; measures are and advice in all areas of departmental activity. Regional offices captured in other are the first point of contact and play an important role in departmental divisions. emergency response and preparedness at the community level.
2008-2012 Business Plan Page 13 MUNICIPAL AND COMMUNITY AFFAIRS
STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Encourage Healthy Choices and Address Addictions
Description
The Healthy Choices Framework proposes activities which enhance supports aimed at encouraging healthy lifestyle choices such as physical activity, healthy eating, being smoke-free and avoiding high risk activities. Existing Framework projects include territory wide multi-media campaigns targeted at tobacco reduction (Don’t be a Butthead) and physical activity (Get Active NWT) along with pilot interventions such as the ‘Healthy Foods North’ pilot project in three Beaufort Delta communities. Strategies in injury prevention, high-risk sexual behaviour and mental health and addictions are also under development.
Objectives
Continued Implementation of the GNWT’s existing Healthy Choices Framework and gradual enhancement of activities will serve as a cost effective investment in improving the health of Northwest Territories (NWT) residents and reduce long-term health and social service costs.
Action Plan
Detailed plans on the implementation of these initiatives will include coordinated support of regional and local youth programming as a primary means of delivering healthy choices messaging and continued support to community government staff and volunteers in the management of local recreation facilities and the development and delivery of community services in the healthy choices areas. Further development of coordinated program implementation with regional/local school and health boards will also occur. Departmental efforts will continue to support:
• The Get Active NWT social marketing campaign, lead by MACA; • Demonstration project of the Healthy Foods North initiative in the Beaufort-Delta region; • Development of a ‘common look and feel’ for all GNWT health promotions programs; • Continuation of the “Don’t be a Butthead” campaign; • Ongoing development of a STI social marketing initiative; • Community projects through the Health Promotion Fund.
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STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Enhance Support for the Voluntary Sector
Description To define how government intends to interact with the volunteer sector, assign responsibility for various components and identify concrete actions. There is also a need to determine if certain areas of voluntary activity need to be identified as priorities to support GNWT’s strategic priorities.
Objectives
To define Government of the Northwest Territories’ engagement with the voluntary sector, and update the Volunteer Support Initiative Action Plan in consultation with the voluntary sector.
Action Plan
Engage GNWT departments in dialogue with representatives of volunteer groups from around the NWT to solicit information about what they need, to assist in updating the Action Plan. Future efforts will entail a comprehensive review of initiatives in other jurisdictions.
Update the Volunteer Support Initiative and evaluate and update the Outstanding Volunteer Awards.
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STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Expand Programming for Children and Youth
Description
MACA will support the operation of community youth centres by providing a stable source and level of funding to recruit and train staff, and to operate a basic level of service for these facilities.
MACA will continue to work with a variety of partners to administer programs and initiatives that support the development of youth in the Northwest Territories. These programs include: Take a Kid Trapping; Youth Ambassadors Program; Northern Youth Abroad; Youth Forums; Wilderness Education Programs; and National Aboriginal Achievement Awards.
Objectives
Youth Centres
Most community youth centres are able to obtain project-specific funding from a variety of sources, but do not have access to any stable source of core operational funding to ensure continuity of staff and programs. Sustained operational funding will result in increased financial resources being provided to the projected 30 community centres, thus assisting these centres to stabilize base funding and provide enhanced youth programming.
Youth Programs
Although MACA has made considerable progress through implementation of a range of youth programs, many youth are still not being reached by these programs because of a lack of resources to make them available in more communities. As a result, many youth continue to struggle with
Action Plan
Youth Centres
MACA will continue to expand funding for community youth centres to improve stability of core funding to assist with the operating costs of youth centres or other community based facilities that provide youth with positive and healthy lifestyle programs.
Youth Programs
Most of the pilot initiatives delivered through the NWT Youth Corps have been extremely well received by communities and youth, and the Department will continue the most successful of these pilots. MACA will also implement new programming to permit the GNWT to respond positively to innovative pilot initiatives that are brought forward by communities and youth groups.
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STRATEGIC INITIATIVE: BUILDING OUR FUTURE Action: Increase Safety and Security
Description MACA and HSS are working to explore options related to a funding and legislative framework where the GNWT will legislate and deliver ground ambulance and highway rescue services. This is short- term work, and includes data collection and establishing monitoring mechanisms to determine uses and costs of current service delivery. This information will be used to create a foundation for longer- term informed policy choice
Objectives
Until the appropriate framework is in place, communities already engaged in the delivery of ground ambulance and/or highway rescue services will receive funding support. The long-term intent is to develop an appropriate regulatory and funding framework, and the associated programming.
Action Plan
MACA and HSS have developed a joint work plan which is focused on the following high-level work areas: data collection; governance framework; legislative framework; operational framework; funding framework; transition planning; and communications. There is a series of tasks required to support these areas, and staff from both departments will be working on the tasks.
In the interim, MACA is providing funding to the seven community governments already engaged in the provision of ground ambulance or highway rescue services. Funding is used by communities to support training or capital upgrades for related equipment and services.
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STRATEGIC INITIATIVE: MANAGING THIS LAND Action: Protect Territorial Water
Description
The GNWT’s Inter-Departmental Drinking Water Management Committee (the Committee) coordinates the management and administration of drinking water issues in the NWT. The Committee consists of senior management representatives from Municipal and Community Affairs (MACA), Public Works and Services (PWS), Health and Social Services (HSS) and Environment and Natural Resources (ENR) which are the four departments that share in the responsibility and accountability for safe drinking water. Each of the four departments will lead or undertake specific actions related to the above areas.
Objectives In order to build on current initiatives and promote further partnership actions to ensure safe drinking water, three priority areas have emerged that require multi-departmental attention over the next three years: • Enabling legislation; • Public awareness and education; and • Ongoing technical support for community water treatment plant operators.
Action Plan
MACA will continue to work collaboratively on the Action Plan for Drinking Water Quality in the NWT by providing technical support for GNWT and community water treatment plant upgrade projects; providing Circuit Rider Training; troubleshooting problems that occur in water treatment plants; and completing system reviews of water treatment plants. MACA will also provide water license application assistance to communities; provide curriculum and training materials for certifying water treatment plant operators; develop/produce a TV commercial on how to clean household drinking water tanks; and translate the Life Source Video (produced in 2007) into all official languages for public education purposes.
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STRATEGIC INITIATIVE: MANAGING THIS LAND Action: Continuing to Develop Governance
Description
MACA will address significant policy and administrative gaps, breaches and inadequate service levels that are inherent in administration of Commissioners Lands. With sufficient resources, the Department will address the backlog of file breaches and the lack of enforcement and policy inconsistencies. As well, MACA will address longstanding land administration issues in order to demonstrate capacity and competence in managing lands and resources in anticipation of devolution.
Objectives MACA must ensure that service delivery to the public is stabilized, and that strategies that are in the early or mid stages of implementation are continued on a number of land-related initiatives
Action Plan
At the regional level, the focus will be on meeting service needs from the public as well as on correcting file breaches and ensuring lands programs and policies are consistently implemented, stabilized and sustained. At the Headquarters level, staff will continue to work on addressing complex policy issues.
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STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Maximize Benefits from Resource Development
Description
MACA will assist community governments with preparing and implementing strategies to maximize benefits and minimize or mitigate negative impacts from resource development and address pressures on government programs and services associated with impacts of the proposed Mackenzie Gas Project.
Objectives
There is expected to be an increase in reviews of fuel storage and building plans for National Fire Code and National Building Code compliance. Project related demands would increase the administrative and operational burden associated with issuance of code compliance plan reviews (prior to procurement), inspection reports for facilities (during facility construction) and issuance of occupancy load certificates (at construction completion). There is also anticipated to be increased volume of water licenses, land use permits, and other land instruments.
To help community governments benefit from future resource development while ensuring stringent regulatory coordination and review.
Action Plan
MACA will utilize additional resources to ensure the interests of communities are addressed and the GNWT’s regulatory obligations are met.
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STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Promote the NWT as a Place to Visit and Live
Description
MACA, in collaboration with other GNWT departments will undertake activities aimed at promoting the NWT at the 2010 Winter Olympic and Paralympic Games (2010 Olympics).
Objectives
GNWT participation in the 2010 Olympics will raise knowledge of Canada’s North that can lead to increased tourism and other potential spin-off benefits for Northerners.
Action Plan
MACA will organize a variety of sport and volunteer activities including:
• Torch Relays (carriers); • Inuit and Dene Games Demonstrations; • Youth Ambassador Program; and • Skilled Sports Volunteers.
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INFRASTRUCTURE INVESTMENTS
As part of the transition to communities having full responsibility for Community Public Infrastructure, the Department will complete the following Municipal Rural Infrastructure Fund (MRIF) projects that remain on its capital plan:
• Bundled Water Treatment Plant projects in Aklavik, Behchoko, Déline, Tuktoyaktuk, and Ulukhaktok; • Water/Sewer Main Replacement in Behchoko; • Gym project in Nahanni Butte.
Capital formula funding of $28 million is included in each fiscal year of the Department’s four year business plan. This funding is provided to communities, for use to construct CPI identified by the community as a priority. MACA will continue to provide advice, support and assistance as communities transition to their new responsibilities for all aspects of capital infrastructure.
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LEGISLATIVE INITIATIVES
• Planning Act: MACA is seeking to modernize the Planning Act by making it less prescriptive and more responsive to the needs, values, and available resources within communities. The Department anticipates that a bill will be tabled during winter 2009.
• Senior Citizens and Disabled Persons Property Tax Relief Act: Proposed amendments to the Act are being finalized as a result of feedback received on the proposal; a legislative proposal is scheduled to be finalized in summer/fall 2008.
• Local Authorities Elections Act: A working group comprised of MACA staff and external stakeholders has been formed to develop a Discussion Paper to solicit feedback on proposed changes to the Act. The Department anticipates that the Discussion Paper will be issued fall 2008.
• Commissioner’s Land Act: The Department is conducting analysis on short, medium and long- term amendments required to the Act. It is anticipated that short-term amendments will be tabled in winter 2009.
• Settlements Act: The Department is conducting analysis regarding the continued need for this legislation, given that other existing territorial legislation provides the two remaining settlements with greater authority.
• Area Development Act: The Department is completing an analysis to repeal the Act since its provisions have been overtaken by laws such as the Mackenzie Valley Resource Management Act. A legislative proposal will be developed and submitted to Cabinet in 2009.
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NORTHWEST TERRITORIES
HOUSING CORPORATION
NWT HOUSING CORPORATION
OVERVIEW
MISSION
The mission of the Northwest Territories Housing Corporation (NWTHC) is to ensure, where appropriate and necessary, that there is a sufficient supply of affordable, adequate and suitable housing stock to meet the housing needs of the Northwest Territories residents.
GOALS
1. Increased supply of adequate, suitable and affordable housing stock in communities to meet the housing needs of NWT residents; 2. Sufficient land is acquired and developed for the purpose of providing affordable housing in all communities; 3. Homeownership programs and services provide easy access for clients and secure and protect NWTHC assets; 4. Long term sustainability and energy efficiency of the housing stock; and 5. Greater personal responsibility for housing through community based training and support, and strengthened collections policies and procedures.
BUDGET (2008/09)
Compensation & Benefits $11,226,000 Grants & Contributions $47,229,000 Other O&M $3,428,000 Principal & Interest Charges $12,053,000 Amortization $8,883,000 Infrastructure Investment $37,098,000
POSITIONS
Headquarters (HQ) 60 positions Regional/Other Communities 56 positions
KEY ACTIVITIES
• Corporate Management and Services; • Finance and Infrastructure Service; • Debt Repayment; • Programs and District Operations; and • Local Housing Organization (LHOs).
STRATEGIC ACTIONS
The NWTHC will take the following actions in support of the government’s strategic initiatives: • Improve Quality and Cost of Shelter (Reducing the Cost of Living Initiative); • Improve Skills for Living and Working (Maximizing Opportunities Initiative); and • Strengthen Service Delivery (Refocusing Government Initiative.
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STRATEGIC ISSUES
Access to Affordable, Adequate and Suitable Housing
The provision of affordable housing in communities is the focus of the NWTHC’s mandate. Over its 34 year history, the NWTHC has been the primary provider of shelter in many communities in the NWT. The NWTHC’s contribution is evident in the rapid and significant improvement in housing conditions that coincided with the creation of the NWTHC in the 1970s, and continues to this day through projects such as the Affordable Housing Initiative (AHI). The AHI, funded equally by the Government of Canada through the Northern Housing Trust and an equal contribution from the GNWT, will make available approximately 500 affordable homes in communities across the NWT by 2009.
The challenges associated with providing further affordable housing are clear. Northern Housing Trust funds are scheduled to sunset on April 1, 2009. While a five year extension of other Federal programs was announced in October 2008, there remains uncertainty about the Federal government’s long-term commitment to fund housing. The NWTHC’s ability to complete any significant construction activity without Federal support is limited. Canada, through the Canada Mortgage and Housing Corporation (CMHC), has been an essential partner in ensuring that the housing needs of Northerners are met. It is anticipated that this partnership will continue to be critical as the NWTHC strives to meet housing needs and continues to support the development and evolution of NWT communities.
While the NWT continues to improve its processes and means to assist residents, it is clear that the GNWT and the NWTHC cannot do it on their own. The NWTHC must pursue every opportunity to find funding, including leveraging funds through community partnerships and by increasing its efforts to collect mortgage and rental arrears.
The lack of available funding is further compounded by the escalating cost of construction across the NWT. A strong economy in provinces such as Alberta has attracted much of the skilled labour across the country, and increased in the cost of materials and shipping. Additionally, construction and mineral development activity in the NWT’s major regional centres has put a strain on the availability of contractors and materials. This problem is greater in small communities where limited capacity land availability and shipping costs have made it extremely difficult to construct housing in an affordable manner.
The Long-Term Sustainability of the Existing Stock
The Federal government’s decision to phase out capital, operating and maintenance funding for public housing in the early 1990s required the NWTHC to refocus its limited resources on the delivery of capital projects. One area that requires more attention as a result of this refocusing was the maintenance of public housing assets.
The current condition of the public housing stock is a major concern for the NWTHC. At the national level, the long term sustainability of public housing is one of the primary issues being discussed by provinces and territories. In the NWT, as with the rest of Canada, it is crucial that existing units be maintained, and that new units are designed and constructed in a manner that ensures their longevity.
CMHC provides an ongoing subsidy to pay a portion of the operating and amortization costs of the Government of the GNWT’s public housing portfolio. As the individual mortgages are paid, the
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federal funding needed to fund the operation and maintenance of each unit expires. Over the years 2003/04 to 2037/38, the GNWT/NWTHC will face a total shortfall in O&M funding of over $340 million.
Energy Efficiency and Environmental Impacts
Energy efficiency will be a key component of the NWTHC’s business over the coming years. Electricity and heating fuel must be used more efficiently in public housing in order to reduce greenhouse gas emissions and reduce utility costs.
The NWTHC supports the efficient use of utilities to reduce operating costs and impacts on the environment. Most of the NWTHC’s efforts towards the reduction of utility consumption have been in support of reducing costs and the mitigation of environmental impacts to reduce greenhouse gas emissions.
In addition, new design technology in the areas of building envelopes and heating systems provide an important opportunity to the NWTHC to improve the energy consumption of homes, as well as making shelter more affordable through the reduction of energy costs.
Securing and Protecting Our Investments
The NWTHC encourages homeownership as the best option to allow residents to become more self- reliant in the provision of housing. To ensure that residents receiving homeownership assistance from the NWTHC receive the full benefits of homeownership, the NWTHC places a strong emphasis on land tenure.
From a Corporate management perspective, secure land tenure is important in ensuring that the NWTHC is able to administer and retain control over its housing portfolio, and able to enforce tenancy and homeownership agreements.
The NWTHC has determined that it will only deliver housing assistance on land that is properly tenured as fee simple title or leasehold. This decision requires the NWTHC to work in consultation with the Department of Municipal and Community Affairs, aboriginal and community governments to acquire properly tenured building lots. The need for new housing in all communities is clear. In order for the NWTHC to successfully deliver this much needed housing, the need for land tenure must be understood and supported by everybody involved in the provision of affordable housing.
Contributing to Safe, Healthy and Sustainable Communities
Given the role that housing plays in improving health, education and preventing social problems, and the challenges faced in delivering housing in northern communities, the NWTHC’s programs remain important pieces of the GNWT’s efforts to improve quality of life in our territory. Over its history, the NWTHC has responded to the needs of individuals, regions, and special interests by creating programs targeted at specific needs. As the Corporation goes forward into a new era of housing delivery, we must ensure that our programs continue to meet these needs in a manner that is flexible and easily accessible for residents.
As the NWT continues to evolve, the NWTHC remains committed to helping residents achieve lifestyles of independence, dignity, health and security. For these reasons, housing is recognized as an essential element of community and territorial infrastructure. From a national perspective, the 2007 Throne Speech recognized that in order to take advantage of the North’s vast opportunities,
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northerners must be able to meet their basic needs. In order to achieve this, the Government of Canada has committed to continue to improve living conditions in the North for First Nations and Inuit through better housing.
Training Opportunities in Housing
Current economic activity in the NWT has resulted in a serious shortage of qualified trades people. This has impacted on the ability of the NWTHC to hire contractors to construct homes under the AHI, and has limited the ability of homeowners and the NWTHC to access qualified people to repair their homes in some communities. At the LHO level, the shortage of skilled labour to complete housing maintenance activities will have a serious impact on the long term sustainability of the public housing stock.
The NWTHC is committed to working with the Department of Education, Culture and Employment (ECE) to provide education and training to interested youth and adults to encourage them to enter housing-related trades. As an additional benefit, many of the training programs utilized have also allowed for the completion of modest homes and needed repairs and maintenance for NWTHC clients.
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CORPORATE MANAGEMENT & SERVICES
Description
Corporate management and services are provided primarily through the NWTHC’s Executive Office. The Executive provides overall management direction to the NWTHC and collaborates with various community and government partners in addressing the housing needs across the Northwest Territories. The Executive provides an essential coordinating function in strategic planning, policy development and in the development of operational guidelines on the business of the NWTHC. The Executive is also responsible for providing support to the Minister Responsible for the NWTHC and to ensure we meet the requirements of the Legislative Assembly.
The Executive also contains the Strategic Planning, Policy and Communications section of the NWTHC. This section provides long-term strategic direction and planning for the NWTHC and is responsible for representing the NWTHC at the Federal/Provincial/Territorial level, on interdepartmental working groups and other committees. The section is responsible for strategic and business planning, policy development, qualitative and quantitative research, and corporate communications.
The Strategic Planning, Policy and Communications section, under the direction of the President and CEO, is responsible for coordinating and monitoring the NWTHC’s responses to the Auditor General of Canada’s Performance Audit. The NWTHC’s responses and actions resulting from this audit are contained primarily in the Framework for Action 2008-2011. Other changes in operational policies and procedures have been achieved through directives issued to districts and LHOs by NWTHC Senior Management and are outlined in the NWTHC’s response to the review of the Performance Audit by the Standing Committee on Government Operations.
2008/09 Resources
Budget:
Compensation & Benefits $918,000 Grants & Contributions - Other O&M $203,000 Amortization -
Staff (Positions):
Headquarters 9
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KEY ACTIVITY 1: FINANCE & INFRASTRUCTURE SERVICES
Description 2008/09 Budget:
Finance and Infrastructure Services coordinates financial services, Compensation & Benefits capital planning, land development and infrastructure to support $4,012,000 the delivery of the NWTHC’s Infrastructure Acquisition Plan. Grants & Contributions The Finance & Administration Division is responsible for the $5,815,000 overall financial affairs of the NWTHC and its Boards and Agencies. This includes financial planning, the provision of Other O&M accounting services, reporting and monitoring, treasury services, $1,892,000 mortgage and debt administration, and providing financial advice to senior management and stakeholders. This Division is also Amortization responsible for the NWTHC’s Information Systems and $97,000 Information Management and is responsible for the management of the NWTHC’s assets. Staff (Positions): The Infrastructure Services Division is responsible for the overall development, design and procurement, planning and delivery of 43 HQ capital infrastructure projects in support of the NWTHC’s rental and homeownership programs. This Division is also responsible for forecasting and acquiring land requirements, land tenure, land development and land administration related to new construction Measures: and lands occupied by NWTHC assets and mortgage interests. Infrastructure Services is also responsible for the maintenance Increase mortgage management of the NWTHC’s public housing portfolio in order collections annually by to ensure its long term sustainability. Finally, Infrastructure $500,000. Services is the NWTHC’s lead on issues related to energy efficiency and new housing technologies. Complete capital delivery under the $100 million Major Program and Service Initiatives Affordable Housing Initiative by the end of 2009-10 The NWTHC’s Mortgage Payment Plan provides opportunities for homeownership clients with mortgage arrears to become Bring all housing designs successful homeowners. All clients will be offered counseling on utilized in capital delivery their mortgage through this plan over the next two years. to the Energuide 80 level. The NWTHC will develop a new housing construction strategy that will address core need, expand homeownership repair assistance and alleviate some of the infrastructure deficit in public housing.
The NWTHC’s Framework for Action 2008 is intended to reflect how the NWTHC will move forward to fulfill its mandate. It includes actions, deliverables, and timelines for completion. This Framework for Action is ultimately guided by the Vision and Goals of the 16th Legislative Assembly, and as such it is a living document that will continue to change to meet the needs of residents of the NWT. …
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KEY ACTIVITY 2: DEBT REPAYMENT
Description 2008/09 Budget:
The NWTHC has $66.9 million in long-term debt with the CMHC Compensation & Benefits for the provision of public rental housing. The annual principal NA and interest payment on this debt is $12.05 million. In accordance with the Social Housing Agreement, CMHC also contributes Grants & Contributions $10.5 million annually in servicing this debt. NA
Other O&M $12,053,000 Major Program and Service Initiatives Amortization None None
Staff (Positions):
NA
Measures:
There are no specific measures associated with this activity. Debt repayment schedules are established through the Social Housing Agreement and will not be amended or adjusted during this planning period.
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KEY ACTIVITY 3: PROGRAMS & DISTRICT OPERATIONS
Description 2008/09 Budget:
This Division provides corporate support to the NWTHC’s five Compensation & Benefits District Offices in the delivery of programs and services to the $6,296,000 residents of the NWT. This includes the development, implementation, training, monitoring, evaluation and delivery of Grants & Contributions programs and initiatives that optimize the NWTHC’s $3,469,000 responsiveness to NWT housing needs, and to ensure a continuity of approach to program delivery and implementation. Other O&M $1,333,000 The creation of this Division in 2008 was designed to place renewed emphasis on monitoring and providing support to Amortization District and LHOs. The current focus of this section is to ensure $8,786,000 compliance with existing policies and procedures, as well as developing and updating operational policies and procedures in Staff (Positions): light of the recommendations of the Auditor General of Canada, while ensuring that District Offices and LHOs play a role in 8 HQ supporting the NWTHC’s capital and program delivery. 56 Regional
Major Program and Service Initiatives Measures:
To implement the Auditor General’s Review Return rent collections to the Recommendations, the NWTHC has changed its corporate 90% level by 2011 organizational structure to improve its capacity to monitor and guide the LHOs. District Offices have been directed to: Conduct an evaluation of the o Enhance their monitoring of tenant applications and Housing Choices program allocations to ensure NWTHC policies are followed; structure by the end of 2009-10 o Enhance their monitoring of LHO maintenance activities
including condition ratings; Implement the o Implement by October 31, 2008, strict procedures recommendations of the governing technical inspection of public housing units; Auditor General of Canada to o Assist LHOs in improving their rent collection rates; improve corporate o Ensure LHOs are applying NWTHC polices on tenant performance at the community, relations; regional, and headquarters o Assist LHOs with resolving accumulated deficits, levels. including implementation of the NWTHC's Deficit Funding Agreement; and o Assist LHOs with budget management.
To support the Refocusing Government strategic initiative, the Programs and District Operations Division will represent the NWTHC on interdepartmental working groups determining the future role of community boards, including LHOs. The GNWT has targeted 2010-11 to implement structural reform of key GNWT boards.
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KEY ACTIVITY 4: LOCAL HOUSING ORGANIZATIONS
Description 2008/09 Budget:
The NWTHC, in partnership with 23 LHOs, administers Compensation & Benefits approximately 2,400 social housing units in 26 communities NA across the NWT. These LHOs provide, under agreement with the NWTHC, property management services including the allocation Grants & Contributions of units, the collection of rents, and the provision of preventative $37,945,000 and demand maintenance services. LHOs are funded from tenant rental payments and rental subsidies provided from ECE. Other O&M None
Amortization Major Program and Service Initiatives None
None. Staff (Positions):
NA
Measures:
There are no specific measures associated with this activity. Measures related to Local Housing Organizations are captured within the Programs and District Operations activity description.
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STRATEGIC INITIATIVE: REDUCE THE COST OF LIVING Action: Improve the Quality &Cost of Shelter
Description
Despite the current strength of the economy, the NWT continues to face housing challenges greater than those faced in most of Canada. The challenge of improving these conditions is compounded by the lack of long-term Federal funding for new social housing, the continuing decline in funding to operate and maintain existing social housing, and a labour shortage that has seriously impacted the availability of workers to complete housing construction and repair projects.
The NWTHC has developed “Framework for Action 2008-2011”, which identifies the strategic actions required over the next three years to deliver on its mandate and to address the housing expectations of the GNWT and all residents.
Implement housing strategies aimed at addressing quality issues The NWTHC will address quality issues with housing through a combination of new construction (through the completion of the AHI and a new construction strategy to be developed) and through greatly enhanced maintenance and repair activity.
Core Need – Funding to offset the loss of federal funding resulting from the sunset of the Northern Housing Trust;
Homeownership Repair - Investments to complete major repairs on up to 150 homes through the Contributing Assistance for Repairs and Enhancements program;
Infrastructure Deficit – Investments to enable major repairs on up to 125 private homes through programs for lower income homeowners across the NWT; and
Calculation of Economic Rent – Update the methods used to calculate maximum rents by type of unit by community.
Objectives
Improve the quality and condition of homes requiring repairs by investing additional resources under the Contributing Assistance to Repairs and Enhancement (CARE).
Secure further Federal investment in Northern Housing to provide new homeownership and public housing dwellings in communities across the NWT through the annual construction program.
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Action Plan
Over the past three years, the NWTHC has embarked on its most aggressive construction program in recent memory. The NWTHC’s annual capital delivery during 2006-09 provided nearly $40 million in new construction and repairs in communities across the NWT under the Affordable Housing Initiative (AHI). Funded equally by the Governments of Canada and the NWT, this initiative has provided over 500 new dwellings in communities. This Initiative has allowed the NWTHC to replace over 200 public housing units and provide affordable homeownership options to nearly 300 families
Though no new Federal investments in new construction are expected for 2009-10, the NWTHC will continue with delivering over $16 million in capital projects in 2009/10, as well as completing construction on units remaining under the AHI.
The NWTHC will invest an additional $2,000,000 annually under the CARE Program to improve the quality of shelter in communities.
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STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Improve Skills for Living and Working
Description
The Department will be involved in the following activities included as part of this action:
New Apprentices in Designate Trades and Occupations – Fund the employment of 12 apprentices. The NWTHC and the Department of Public Works and Services (PWS), in an effort to avoid competing for limited resources in some communities, have created an arrangement whereby PWS concentrates its hiring efforts in regional centres while the NWTHC focuses on hiring apprentices in smaller communities.
Objectives
The NWTHC will fill 12 apprentice positions at LHOs during this planning period.
The NWTHC will work with ECE to formalize a curriculum for a Construction Trades Access Program that can be offered at the secondary level in any interested community.
Action Plan
Apprentices will be hired by the end of 2008-09
NWTHC and ECE have begun discussions on a formal curriculum for construction trades at the secondary level. The NWTHC would like to this curriculum to be ready for implementation for the 2010-11 school year.
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STRATEGIC INITIATIVE: REFOCUSING GOVERNMENT Action: Strengthen Service Delivery
Description
The NWTHC will continue to participate in the strategic action to strengthen service delivery, specifically related to providing housing-related support and information required for the reform of GNWT boards.
One of the priorities under the Refocusing Government Strategic Initiative is the need to strengthen service delivery in communities. There are two activities identified to fulfil this need: the housing for staff activity to be developed by the NWTHC, with collaboration from the Department of Human Resources; and the development and definition of service levels for communities which is to be lead by the Department of the Executive.
Recruitment and retention of staff is becoming increasingly more difficult in many NWT communities due to a lack of housing for staff. Housing concerns focus around cost/affordability and availability and condition.
December 2005, the FMB approved sixteen (16) additional positions at a cost of $1,640,000 for the NWTHC to build adequate capacity to improve its operations.
These positions were dedicated to technical, land and infrastructure activities. While these positions were scheduled to “sunset” on March 31, 2009, the NWTHC advises that it will not be able to maintain existing levels of service to its housing clients, as well as, improve its core business operations without retaining at least six (6) out of these sixteen (16) positions.
In the technical area, the initiatives include maintaining 2,300 public housing units with a view of maximizing their useful life, providing preventive maintenance and energy efficiency support to homeowners across the territory, building new homes and providing substantial improvements and repairs to existing homes and conducting research for and the implementation of new technologies to improve the energy efficiency of housing generally across the NWT.
2008-2012 Business Plan Page 13 NWT HOUSING CORPORATION
Objectives
Improve the efficiency of the NWTHC service delivery at the community and regional level.
Contribute to the GNWT’s efforts to recruit and retain staff in smaller communities by ensuring that quality housing is available.
Retain land and technical capacity within the organization.
Action Plan
The NWTHC will continue to play a central role in the implementation activities associated with the board reform initiative. The current schedule indicates that 2009/10 will be a transition year associated with the board reform initiative.
Housing for Staff: The Housing Corporation will work with the Department of Human Resources, the Department of the Executive, key departments, and affected communities to find options to ensure that more housing is made available and is affordable for staff. Efforts will be made to encourage the private sector, through supports and incentives to build and provide housing on a priority basis to certain categories of staff.
Retaining Land and Technical Capacity in the NWTHC: The NWTHC will retain six (6) of the sixteen positions on an indeterminate basis including one position at each of the 5 district offices and the position of Manager, Land Planning and Business Development at Headquarters.
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INFRASTRUCTURE INVESTMENTS
The NWTHC’s 4 year capital plan for 2009-2013 is included as Appendix A of this document.
As part of its efforts to ensure the long-term sustainability of its housing stock, the NWTHC extends the design life of each public housing unit from 25 years to 50 years, by performing complete retrofits. These retrofits are performed 20 years after construction and again at 35 years after construction. Public housing units are planned for replacement after a period of 50 years.
The NWTHC’s housing inventory of 2,100 public housing units is aging rapidly. NWTHC engages in annual ongoing capital replacement of public housing by replacing fully detached public housing units with multiplexes and retrofitting existing units to extend their useful life.
As well, the NWTHC constructs homeownership units to address the requirement for new housing stock to alleviate core need (2,300 units), the impact of new family formations and the poor condition of privately owned housing across the North.
With respect to major capital investment, the proposed capital acquisition plan calls for the allocation of $10,155,000 for new housing and $6,500,000 for major modernization and improvement of public housing including new public housing. In total, major capital in 2009/10 amounts to $16,655,000.
Total grants and contributions, which would include homeownership repair programs and minor public housing rental repairs, provide an additional investment of $9,724,000 in the NWT housing stock.
Total program delivery for 2009/10 is a proposed $26,379,000.
The NWTHC will continue with a strategy that minimizes the impact of declining CMHC funding for the operations and maintenance of public housing by building multiplex units rather than fully detached units. Multiplex units are more economical to construct and are more cost-effective to maintain, especially when the utility costs are taken into account.
In 2010/11, through the incorporation of the EGH 80 energy efficiency standard, the NWTHC will see an increase in construction costs of approximately 5 percent. These additional costs for energy efficiency upgrades are anticipated to achieve full payback in an estimated 8 years.
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LEGISLATIVE INITIATIVES
The activities of the NWTHC are subject to two pieces of legislation, the Northwest Territories Housing Corporation Act, as well as the Financial Administration Act. No legislative initiatives are planned at this time.
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PUBLIC WORKS AND SERVICES
PUBLIC WORKS AND SERVICES
OVERVIEW
MISSION
The Department of Public Works and Services mission is to deliver quality services to satisfy the needs of its clients, while achieving the best value for government, communities, business and residents.
GOALS
1. Suitable and energy efficient facilities are available to support delivery of government programs. 2. Protection of life and property is achieved through the enforcement of the provisions of electrical, gas, boiler and pressure vessel legislation. 3. Suitable information technology infrastructure and services are available to support the delivery of government programs and services. 4. Basic community needs for heating, transportation and power generation fuels are met through the safe and reliable provision of fuel services. 5. Suitable telecommunications services are available to NWT residents. 6. Effective management of government records.
BUDGET (2008/9)
Compensation & Benefits $19,635,000 Grants & Contributions $0 Other O&M $34,777,000 Amortization $3,388,000
POSITIONS (2008/9)
Headquarters (HQ) 107 positions Regional/Other Communities 147 positions
KEY ACTIVITIES
Corporate Management Asset Management Technology Service Centre Petroleum Products
STRATEGIC ACTIONS
Change the GNWT’s approach to Infrastructure Managing the Cost of Government Improve Skills for Living and Working Protect Territorial Water
2008-2012 Business Plan Page 1 PUBLIC WORKS AND SERVICES
STRATEGIC ISSUES
Infrastructure Challenges The GNWT’s traditional approach to planning and acquiring infrastructure is not as successful as we need it to be. The GNWT needs to consider different approaches to planning and acquiring the infrastructure to deliver the necessary programs and services to its residents. The GNWT is facing a difficult challenge in providing the programs and services residents require given the fiscal resources available. Delivering and maintaining the infrastructure from which to deliver these programs and services also faces the same challenges. The fiscal reality is that the GNWT’s infrastructure needs exceed, by a wide margin, its financial ability to address them. Therefore, the GNWT is challenged to explore broad and innovative approaches to infrastructure planning, acquisition, usage and maintenance.
Improving the Management of GNWT Infrastructure
In response to the infrastructure challenges faced in the NWT, the Premier established the Ministerial Sub-Committee for Infrastructure to review, advise and provide recommendations on how best to plan for, acquire and deliver infrastructure projects in the territory. Under the guidance and direction of the Ministerial Sub-Committee for Infrastructure, the Departments of Public Works and Services and Transportation and the Northwest Territories Housing Corporation are working collaboratively to support Cabinet’s direction that an examination of options be undertaken, including the organizational design of an infrastructure department, to improve the management of GNWT infrastructure, particularly at the regional and community level. Options and recommendations will be provided to Cabinet in early 2009. It is expected that the 2009/10 fiscal year will be spent developing and implementing direction that Cabinet may provide with respect to those options and recommendations. Aging Infrastructure and Deferred Maintenance Deferred maintenance is the practice of allowing infrastructure to deteriorate by postponing prudent but non-essential repairs to save costs, labor and/or material. The failure to perform needed repair, maintenance, and revitalization by normal maintenance management creates deferred maintenance. Generally, a policy of continuing deferred maintenance will result in higher costs or building failure than if the required maintenance had occurred. Maintenance competes for funding with other programs and is often deferred because appropriations are not available or were redirected to other priorities or projects. Deferred maintenance is often not immediately reported -- and sometimes, not at all. Maintenance which is deferred because of insufficient funding may result in increased safety hazards, poor service to the public, higher costs in the future, building system failures, and inefficient operations. The issue of deferred maintenance is impacting all jurisdictions in Canada. In the NWT the increasing age of GNWT infrastructure is creating additional safety risks and compounding the deferred maintenance deficit. Investing to address deferred maintenance will prevent safety related building closures and will ensure building infrastructure is available for continued program delivery. Energy Management With over 350 fixed assets that consume approximately 17.7 million litres of fuel, there are significant economic and environmental gains to be realized by reducing the energy requirements of these GNWT assets.
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The general consensus is that the cost of petroleum products will continue to be expensive through the long term. This and the need to reduce greenhouse gas emissions by lowering the reliance on diesel fuel provide compelling reasons for the GNWT to continue to work towards the development and use of alternative forms of energy. Retrofits, though necessary on inefficient buildings, are more expensive than ensuring that buildings are energy efficient when first constructed. Life-cycle cost analysis needs to be considered in new building construction estimates to minimize energy use. PWS has initiated several energy conservation projects to reduce energy consumption and greenhouse gas emissions and plans to continue work in this area. To date, the department has completed several projects that reduce both the cost of operating GNWT infrastructure and the negative impacts on our Northern environment. Some of these projects include: • A Biomass Heating System (Wood Pellet Heating System) – North Slave Correctional Facility (NCSF) • Infrared Thermal Scanning of GNWT and Community Buildings • Inspection of Building Mechanical and Electrical Systems to identify opportunities for energy conservation. • Use of Air-to-Air Heat Pump – Thebacha Campus Records Storage Warehouse, Fort Smith • A hybrid power system at the 60th Parallel Visitors’ Information Centre • Conversion from fuel-fired heating to electric heat in JBT Elementary School and Breynat Hall in Fort Smith (completed in October 2008) Over the next four years, PWS will continue to work toward making GNWT infrastructure more cost effective and environmentally friendly. $970,000 in funding available through the Federal Eco-trust Fund will be used to support projects that will reduce GNWT energy use and achieve reductions in air pollutants and greenhouse gas emissions from facilities across the North. These projects include: • Conversion of the Maintenance Garage in Fort Smith to electric heat • Installation of wood pellet boilers in the Chief Jimmy Bruneau School in Behchoko • A Geothermal Ground Source Heat Pump project at the Aurora College Campus in Fort Smith. • Infrared thermal scanning surveys and detailed energy audits on selected buildings across the territory
Information Management The GNWT’s information management environment continues to evolve and impact PWS. During the 2007/08 fiscal year, the Informatics Policy Committee established a new governance structure for information management in the GNWT. These changes have resulted in an improvement in planning and decision-making processes for corporate systems. This in turn has improved PWS’s ability to respond to client needs. The information management industry, however, is characterized by rapidly changing technology, which presents both challenges and opportunities for the Department. At the same time that technological advances present opportunities for new and improved services for clients, they also increase the technical complexity of the working environment. Ensuring the reliable operation of these complex systems will continue to be a major challenge for the Department. PWS will continue to monitor developments in information technology, and, where necessary, upgrade hardware and software to support client department’s needs.
2008-2012 Business Plan Page 3 PUBLIC WORKS AND SERVICES
While rapid evolution in information hardware and software is a major challenge for the Department, an equally great challenge is posed by the recorded information that is created and stored on these systems. Desktop PC applications, including email, are being used to support the creation, circulation, editing, and storage of government documents. In addition, large-scale electronic database systems are being used to manage and maintain critical government information resources such as human resources and financial information. The GNWT’s reliance on on paper-based documentation is giving way to reliance on records available and accessible only in electronic format. In order to manage the growing problem of departments’ electronic records, PWS continues to focus on the evolving field of electronic records management and provides training and assistance to departments in implementing their electronic records management programs. As part of its efforts to identify and implement improved methods for managing electronic documents, PWS has initiated a pilot project using document management software. If the initial pilot is successful, the document management system will be rolled out to all PWS employees.
Resource Development Impacts Once construction begins on a Mackenzie Valley Pipeline, PWS would be required to conduct inspections and approve the installation of boilers under the Boilers and Pressure Vessels Act, if it signs a Memorandum of Understanding (MOU) to carry out these inspections on behalf of the National Energy Board (NEB). The Electrical/Mechanical Safety Section would require at least 2 additional inspectors to perform work during the pipeline, based on the information available. Estimates of the initial number and location of pressure vessels have been received from the NEB and Imperial Oil Resources Ventures Limited (IORVL). Once PWS obtains the approved final numbers, the required number of inspectors may change. All pipeline camps would undergo electrical and gas (propane) inspections in accordance with legislation, if an MOU is signed with the NEB. With project approval the Facility Management section of PWS will need to review the office space requirements of departments approved for new and the extension of existing GNWT term project related positions. Once decisions are made on funding position requirements, PWS will return to the FMB for approval to fund the acquisition and tenant improvement costs of the required office space.
Petroleum Products In response to the challenge of rising oil prices and increased variability in the market, the Petroleum Products Division (PPD) is focused on exploring strategic partnerships and ways to stabilize the costs for people in communities served by the program. • PPD has entered into a ten-year agreement (2005-2015) to provide fuel delivery and maintenance services to the Northwest Territories Power Corporation for 20 of their fuel storage facilities. This increase in sales volume has had a direct and positive impact on PPD's operating levies charged to customers. • In partnership with Northern Transportation Company Limited, PPD is exploring new resupply routes to reduce shipping costs and gain access to a larger, more competitive market for fuel supply. The prospect of including industry and government as partners would greatly increase fuel volume and have a beneficial affect on the cost to land product in NWT communities. • PPD strives to operate in a stable financial position. Full operational cost pricing and the elimination of cross-subsidization between communities and products has helped achieve this stability.
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• Recent revisions to the Financial Administration Act and the Revolving Funds Act will permit the use of hedging as an opportunity to improve the stability and predictability of fuel prices several months in advance of the annual resupply. PPD has an active and ongoing program of environmental remediation on a number of sites throughout the NWT. PPD is committed to ensuring a reliable supply of fuel and improved environmental performance through the upgrading of its facilities and equipment through the GNWT's capital plan. In addition, PPD is responding to critical market demands to support the aviation industry by providing certified aviation fuel in strategic communities. This will support and improve efficiency of scheduled air services.
Self-Government Over the past few years, substantial progress has been made with self-government agreements. New community and aboriginal governments were established in the Tåîchô area in August 2005. Discussions have now turned towards implementation of this agreement and planning for implementation of other agreements. As discussions proceed, Public Works and Services (PWS) will obtain a better understanding of its role in delivering services to new program delivery agencies. In the meantime, there continues to be uncertainty over: • the extent to which PWS will continue to be involved in facility construction and maintenance related to programs managed by new aboriginal governments, • the extent to which PWS will be required to support programs that are not transferred to these new government structures, • the ability of aboriginal governments to access expert level technical support either internally or from the private sector, • the extent to which corporate services such as data communications, computer systems or records management systems will be required to address the needs of the new governments, and • the ongoing territorial role in monitoring and enforcing life safety standards related to water systems, or building design and operation. It will be important for PWS to monitor and adapt to these changes in order to ensure that it has the appropriate resources in place to support transition to the new government structures, to meet its ongoing responsibilities, and to mitigate the impact on staff.
2008-2012 Business Plan Page 5 PUBLIC WORKS AND SERVICES
CORPORATE MANAGEMENT Description
The Directorate includes the Deputy Minister’s office and Corporate Services Division at Headquarters. In the regions, the Directorate includes the Superintendent and the Finance and Administrative services. The Directorate is responsible for the overall management of the department, managing human and financial resources and providing overall direction and planning. Activities in the Directorate include financial administration, policy and planning, information systems and records management, and regional program delivery.
Records Management is responsible for the delivery of services to GNWT departments, boards, and agencies. Responsibilities include developing government-wide policies, standards and guidelines, support and training, records storage and retrievals and maintaining systems such as the Administrative Records Classification System (ARCS) and the Integrated Recorded Information Management System (iRIMS). It also coordinates the operation of four GNWT records centres, located in Yellowknife, Inuvik, Fort Smith and Fort Simpson. Funding is in place to establish a fifth records centre in Hay River during 2008-09 with completion planned for the start of 2009-10.
The Directorate co-ordinates activities in support of GNWT priorities and departmental goals, and maintains effective communication within the department, and with other departments, governments including aboriginal self-governments, the private sector, and other interest groups. Measures: • Overall client satisfaction • Training requests are satisfied • Response to routine records retrievals requests are completed in within 24 hours. • Response to urgent records retrievals requests completed within 2 hours.
2008/9 Resources
Budget:
Compensation & Benefits $4,935,000 Grants & Contributions - Other O&M $1,654,000 Amortization -
Staffing (Positions):
Headquarters (HQ) 17 Regional/Other Communities 29
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Major Program and Service Initiatives The responsibility for effectively representing territorial interests at CRTC regulatory hearings has been in PWS many years as the department was responsible for acquiring telephones and telephone service for GNWT departments (since transferred to departments under “user say user pay” initiative in 1996). Up until the amalgamation of the System and Computer Services division (S&CS) with the Technology Service Centre (TSC) to form the new TSC in 2005, PWS, through S&CS had the human resource capacity to effectively take on this role.
Since amalgamation in 2005, the TSC has not had the human resource capacity to fulfill this role and the Deputy Minister, PWS with the assistance of staff resources from the Office of the Chief Information Officer (OCIO) in FMBS have been fulfilling the role along with assistance from an experienced consultant.
Given that the role and utilization of telephony technology to transfer voice and data traffic, while still important, is diminishing in favour of other emerging technologies (e.g. wireless, VOiP, internet, satellite etc) that are not only becoming the dominant way to transport voice and data traffic, these technologies are converging and there is a requirement for the GNWT to take a more holistic approach to these technologies. The GNWT's goal is to ensure that the interests of the GNWT and NWT residents are fully considered with respect to any future decisions the CRTC and/or the Government of Canada may take with respect to market regulation of these required services.
The OCIO is in the best position to take on this activity as they are already dealing with Canada with respect to broadband issues and deal with the private sector, on behalf of the GNWT, for cell phone services. Therefore, PWS will transfer this responsibility and $60,000 in O&M funding (to retain consulting services) to the FMBS starting in 2009/10.
Measure: • Telecommunications Regulatory – CRTC Decisions / Interventions that reflect territorial interests
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KEY ACTIVITY 1: ASSET MANAGEMENT
Description 2008/09 Budget:
The Asset Management Division is responsible, on behalf of Compensation & Benefits government departments, for the planning, design, construction, $14,700,000 operation and maintenance of buildings and works throughout the NWT. Regional offices manage the delivery of maintenance and Grants & Contributions project management services, ensuring that client needs are met $0 and facility life cycle costs are minimized. Headquarters supports the regions by providing facility planning , technical expertise for Other O&M program and design standards, facility evaluations, $33,123,000 troubleshooting, facility commissioning, granular materials planning and coordination, procurement and project management Amortization support, and technical support for safe drinking water initiatives. $1,406,000
PWS assumes responsibility for energy management within the Staff (Positions): government facilities it maintains. For existing buildings, this includes energy consumption analysis and benchmarking, detailed 36 HQ energy audits, infrared thermal scanning, and the inspection of 103 Regional/Other electrical and mechanical systems. For new buildings, the EcoEnergy Validation Program Protocol is used, which includes Measures: computer modeling of energy use. As part of the modeling, an energy workshop with designers, clients, and operators allows Asset Management various equipment options to be discussed and simultaneously Client Satisfaction Surveys in modeled for energy consumption and savings. the areas of project management, asset Asset Management also coordinates the GNWT’s Capital maintenance, facility planning Planning process as well as the planning, acquisition and and management, and management of general office space for the GNWT, including technical support services. leases, and the disposal of the GNWT’s surplus real property assets. Deferred Maintenance Percentage of life safety Inspection Services is responsible for the administration and deferred maintenance issues regulation of electrical, elevator, boiler, pressure vessel and gas addressed safety. These tasks protect the public by ensuring that all installations are constructed, all equipment is approved, and all Asset Maintenance workers are certified in accordance with the various codes and Percentage of Code mandated NWT Acts. Preventative Maintenance work completed
Major Program and Service Initiatives Property Management Percentage of accommodation Deferred Maintenance Initiative that meet GNWT standards The Deferred Maintenance initiative provides increased levels of funding for maintenance of aging territorial infrastructure. This Energy Management funding will address the backlog of maintenance issues identified Reduce greenhouse gas from building condition assessments completed as part of the Risk emissions in the NWT to 10% Management Program. The benefits of this increased below emission levels of 2001 maintenance include: by 2011.
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• Safer, code updated buildings • Reduction in unplanned building closures, • Continued availability of building space for program delivery, • Improved building energy efficiency • Longer building lifespan
Energy Management Initiatives Retrofits identified thorough the thermal scans and energy audits completed by the energy management specialist will be undertaken to improve the energy efficiency of GNWT infrastructure that is maintained by PWS. Other energy management initiatives include biomass fuelled boiler conversions, Fort Smith electrical heating system conversions, and the application of improved energy standards to new infrastructure construction undertaken by PWS. The Benefits of undertaking these initiatives include; • Reductions in Greenhouse Gas Emissions • Reduction in consumption of non-renewable energy supplies • Mitigation of building operating cost increases due to energy cost increases
Office Accommodations – Inuvik The GNWT vacated leased office space in the Perry Building due to structural and other deficiencies in 2006. Due to the shortage of suitable office facilities in the community, GNWT employees are required to work in substandard space in aged buildings. Office occupant satisfaction surveys over the last several years have confirmed that employees in these buildings are very dissatisfied with their office accommodation.
• FMB approved the inclusion of a design-build-own capital project for a 3,575 m2 multi-use facility and a 793 m2 records storage facility for inclusion in the 2009-2010 Infrastructure Acquisition Plan . • PWS included the project in the 2008/09 Supplementary Appropriation No. 2 to advance $500,000 from FY 2009/10 to the FY 2008/09 plan to accelerate the project.
Asset Management Division Reorganization The Asset Management Division will be reorganized to be better positioned to address the changes to infrastructure planning, acquisition and delivery identified by the Ministerial Subcommittee for Infrastructure and any subsequent direction by Cabinet with respect to the implementation of options to improve the management of GNWT infrastructure.
2008-2012 Business Plan Page 9 PUBLIC WORKS AND SERVICES
KEY ACTIVITY 2: TECHNOLOGY SERVICE CENTRE
Description 2008/09 Budget:
The Technology Service Centre (TSC) provides information Compensation & Benefits technology (IT) services and support to all GNWT departments. $6,019,000 (chargeback) This includes desktop/laptop support, application hosting, storage management, networks, e-mail, and computer operations. GNWT Grants & Contributions boards, agencies, and Crown corporations receive a subset of TSC None services, which varies based on the organization. The TSC is funded through chargeback of its services and support to its Other O&M clients. $8,705,000 (chargeback)
The TSC manages the government’s primary data centre in the Amortization Stuart M. Hodgson Building. The TSC is also responsible for two $953,000 smaller data centres in Fort Smith and Inuvik. Staff (Positions): The TSC provides services to all clients on a 24/7 basis, as most systems are available around the clock. The Service Desk has 50 HQ staff on call to respond to critical situations encountered by its 5 Regional clients.
Measures: Major Program and Service Initiatives
Network Management Enhancements Computing & Data The network includes several components; the most critical is the Communications Digital Communications Network (DCN) that connects all Overall Client Satisfaction GNWT offices. Other major pieces of the network include Desktop Support Services Internet connectivity and the network connections within each Number of Service Desk community. A strategic network plan was recently completed and Calls answered within 30 it includes recommendations to be implemented within a five-year seconds planning horizon. Number of Service Desk Some of the benefits the GNWT should achieve from network Calls resolved without management will include: sending a TSC technician • Prioritization of specific types of network traffic • Segmentation of various types of traffic to maximize Number of Service Desk performance and cost-effectiveness Calls followed up for quality • Network reporting control • Management of capacity demands, and future architecture options. Prime time availability of file and printer servers Continuous Service Improvement During 2007-8, the TSC embarked on a series of service Computing & Data improvement initiatives. The first step was a series of workshops Communications to better understand gaps in TSC services and client requirements. Number of Major Security This led to a Service Improvement Plan which identified the Incidents highest priority initiatives to be undertaken during the balance of 2007 and the first half of 2008.
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Data Storage Enhancements Following the release of an RFP, the TSC awarded a contract to begin implementing the recommendations put forward in the Storage Management Report. The work under this RFP will continue through 2008, with the expectation that tiered storage will be in place during 2008-09. Other recommendations will be addressed gradually in future years.
Disaster Recovery Planning In order for the TSC to provide the protection and availability of GNWT data and applications that are required, and to address structural limitations within the existing data centre, a new data centre will be built. The project will begin in 2009/10 and be complete in 2012/13 at a cost $13 million.
Once the new data centre is complete, the existing data centre in the Stuart Hodgson building will become the back-up centre. It will be used to provide the disaster recovery and business continuity functions required by the GNWT.
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KEY ACTIVITY 3: PETROLEUM PRODUCTS
Description 2008/09 Budget:
The Petroleum Products Division (PPD) purchases, transports, Product Sales and stores the annual requirements for petroleum products in $26,920,000 NWT communities not served by the private sector. The products (income after taxes) are then sold to residents of the communities through local contractors, who are paid a commission. PPD also provides fuel Salaries delivery and maintenance services to NWT Power Corporation $1,722,000 tank farm facilities in 20 communities. (revolving fund)
PPD has its financial and administrative headquarters in Fort $1,214,000 Simpson, with responsibilities for credit, invoicing, collections (appropriated) and financial planning. The Fuel Services unit oversees PPD functions in the communities and manages local delivery Grants & Contributions contractors. In addition, Operations staff determines re-supply None quantities and provide quality control, capital standards and planning, and environmental management. Other O&M/Expenses $1,225,000 The PWS Asset Maintenance (Deh Cho Area) function within (revolving fund) PPD manages the operations, maintenance and disposal of GNWT goods and buildings and when requested supports community $1,797,000 governments in the management of their infrastructure (appropriated) responsibilities. Amortization Major Program and Service Initiatives $1,029,000
The PPD is now organized into three functional service delivery Staff (Positions): units: Fuel Services, Finance and Administration, and PWS Asset Maintenance for the Deh Cho Area. 4 HQ (revolving fund) 10 Regional/Other (revolving To reduce operational and administrative costs and increase fund) inventory accuracy and control, PPD will complete the 15 Regional/Other (appropriated) installation of a modern management information system. This will include fuel inventory control and accounting software, Measures: “Point of Sale” devices. The installation of “Card-Lock” self- serve dispensing equipment, as well as electronic inventory Number of incidents of fuel monitoring and metering equipment are planned future initiatives rationing
To effectively reduce the cost of transportation, PPD will Number of incidents of fuel run- significantly increase the volume of fuel transported to the out GNWT by bulk marine tanker via the Alaskan “over the top” route. Administration and overhead costs as a percentage of gross PWS has begun the review and amendment of the Northern Fuel expenditures Storage and Distribution Facilities Design Rationale document, the Specifications document, and the Detailed Drawings. These Number of litres of fuel spilled rewrites will be completed during 2008, and will incorporate the as a percentage of annual sales most recent code requirements and best building practices. volume
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STRATEGIC INITIATIVE: MANAGING THIS LAND Action: Protect Territorial Water
Description
As part of the implementation of the NWT Water Strategy, PWS will be carrying out a $30,000 pilot program in the communities of Fort Resolution and Fort Simpson in 2008/09. These remote systems will monitor two health based parameters, turbidity and chlorine as per H&SS requirements.
Remote monitoring and control systems have potential to strengthen the multi-barrier approach; reduce human health risks; facilitate more cost effective technical support to community operators; and address short- term gaps in operator certification.
Objectives
Install remote systems in the two identified communities.
Begin monitoring the turbidity and chlorine in the community water supplies.
Evaluate the success of the remote systems and consider the possibility of similar installations in additional NWT communities.
Action Plan
• Purchase pumps, pipes, pipe fittings and miscellaneous items for installation – July/August 2008
• Install turbidity meters and chlorine sensors in Ft Providence and Ft Resolution water treatment plants (Install meters and sensors, piping modifications, pumps and miscellaneous electrical and mechanical work) – Sep/Oct 2008
• System testing, commissioning and operator training including Municipal and Community Affairs and Health and Social Services staff – Oct/Nov 2008
2008-2012 Business Plan Page 13 PUBLIC WORKS AND SERVICES
STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Improve Skills for Living and Working
Description
This initiative is an attempt to respond to the current shortage of skilled tradespersons in the NWT. The shortage is particularly problematic in light of responding to, and or preparing for, the current and anticipated growth in resource development and activity in the construction, oil and gas, and mining sectors. Furthermore, the shortage of skilled tradespersons contributes in part to rising costs and delays in project delivery.
PWS has created eight four-year apprenticeship positions in designated trades and occupations in five NWT communities. These include carpenters in Fort Simpson, Fort Smith and Norman Wells; an electrician in Inuvik; plumber/gas fitters in Fort Simpson, Hay River and Inuvik; and a stationary engineer in Hay River.
Objectives
To staff all eight available apprenticeship positions.
Ensure that apprentices receive a full range of necessary trades work experience.
Have trained staff available for succession planning when existing staff retire.
Action Plan
Presently, all apprentice positions in PWS are filled with the exception of the Carpenter position in Norman Wells and an Electrician position in Inuvik. These positions are vacant and staffing is underway.
The department has had limited success in staffing and retaining employees in the apprentice positions since being approved in 2007-08. Several of the apprentices hired have already left the program to accept positions in the private sector. A primary reason cited for leaving has been the inadequate compensation offered by the GNWT to apprentices.
PWS intends to examine other ways to make these positions attractive to apprentices in the designated communities.
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STRATEGIC INITIATIVE: REFOCUSING GOVERNMENT Action: Change the GNWT’s Approach to Infrastructure
Description
Building on Public Works and Services’ Risk Management and Safety Program, there is a confirmed requirement for increased levels of maintenance on territorial infrastructure. This program has led to increased regular facilities condition assessments, and has quantified critical maintenance deficiencies in the Government of the Northwest Territories’ current infrastructure stock.
To date, assessments have identified over $387 million in deferred maintenance costs within GNWT facilities as follows:
Priority 1 – Currently Critical $28.9 million Priority 2 – Potentially Critical $143 million Priority 3 – Not Yet Critical $176 million Priority 4 – Recommended $17.3 million Priority 5 – New Code Requirements $20.9 million
It should be noted that the $387 million in deferred maintenance only includes those buildings inspected by PWS to date. With the increased information now available, the GNWT is now able to recognize the need for both regular maintenance and large-scale reconstruction projects. There may be a need to shift from construction of new buildings to improving and maintaining current assets.
Between FY 2008-2009 and 2011/12, a total of $31.65 million of incremental capital and O&M funding has been targeted for deferred maintenance. 2008/09 2009/10 2010/11 2011/12 Capital Funding 5,000 5,000 5,000 5,000 O&M 2,650 3,000 3,000 3,000
The GNWT will see many benefits through the implementation of this program, including safer buildings, a reduction in the number of unplanned building closures, a reduction in the use of substandard facilities, a reduction in unplanned expenditures and the deferral of major capital expenditures.
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Objectives
To regularly record and retain facility condition information so it can be used to identify facility condition trends;
To prioritize investment of scarce capital when replacing and renovating infrastructure; and
To identify the overall health of the GNWT’s inventory for use in assessing the adequacy of capital rehabilitation and replacement funding.
Action Plan
In 2008/09 PWS will complete facility condition inspection reports on 200 additional GNWT facilities.
In 2008/09 PWS will address all the Priority 1 issues identified to date and some of the Priority 2 issues. This will address the immediate risks associated with those buildings and ensure the safety of those employees and members of the public who use these facilities to deliver and receive GNWT programs and services.
After 4 years of implementing this program in conjunction with investment from the Infrastructure Acquisition Plan, it is expected that all Priority 1, 2 and a good portion of Priority 3 issues, identified to date, will be addressed.
Page 16 2008-2012 Business Plan PUBLIC WORKS AND SERVICES
STRATEGIC INITIATIVE: REFOCUSING GOVERNMENT Action: Managing Cost of Government
Description
Federal Eco-Trust Funding In March 2007 the Federal Government of Canada announced that the Government of the Northwest Territories (GNWT) would receive $5 million in Federal EcoTrust funding to support specific projects designed to achieve reductions in air pollutant and greenhouse gas emissions. In April 2007, FMB approved supplementary funding of $3,350,000 for four initiatives associated with the GNWT Energy Plan and the Greenhouse Gas Strategy. The EcoTrust Fund offset this funding leaving $1,650,000 in the fund for future energy or air pollutant reducing activities. PWS has identified and included four such projects in its business plan to reduce energy consumption and greenhouse gas emissions. Capital Asset Retrofit Fund Using the data gained through energy audits and infrared thermographic and mechanical/electrical system analyses of GNWT buildings, further information collected by more scans, and other on-site or background research, the best buildings for reinvestment (via renovation or retrofit) will be selected. Each year, this overall energy retrofit plan will be re-used to address several of the worst energy-consuming assets. This program supports the Government’s objective to reduce energy costs and greenhouse gas emissions in the Northwest Territories For the facilities selected for reinvestment the requirements will be incorporated into the Deferred Maintenance work plan and completed in conjunction with that program. Energy Management Specialist The Energy Management Specialist is responsible for developing and coordinating departmental energy management programs and activities to ensure energy efficiency is maintained or improved in GNWT owned and leased facilities.
2008-2012 Business Plan Page 17 PUBLIC WORKS AND SERVICES
Objectives
Federal Eco-Trust Funding Reduce GNWT energy use and achieve reductions in air pollutants and greenhouse gas emissions from facilities across the North Capital Asset Retrofit Fund Perform thermal scans on 60 GNWT and community buildings to identify building heat losses.
Carry detailed energy audits on 5 buildings to identify and initiate actions to reduce energy consumption costs and greenhouse gas emissions.
Energy Management Specialist Apply Commercial Building Incentive Program (CBIP) and Eco Energy Validation Protocols in building designs to reduce building energy consumption and greenhouse gas emissions.
Investigate and research new technology, as it may be applicable to projects to reduce energy costs and greenhouse gas emissions – ITI shower facilities in Jak and Happy Valle parks in the Inuvik Region
Action Plan
Capital Asset Retrofit Fund • Develop a list of communities to be scanned • Make arrangements with building owners/users to scan the buildings • Complete infrared thermal scans by February 27, 2010 • Complete detailed reports by April 1, 2010, • Prioritize buildings for detailed energy audits, • Complete detailed energy audits and reports, • Identify buildings and budgets for retrofits to reduce energy consumption and greenhouse gas emissions by April 1, 2010.
Energy Management Specialist • Participate in design reviews • Attend Energy Modeling Workshops • Participate in Community Energy and Student Career Fairs • Travel to communities to complete thermal scans by Feb 27,2010 and energy audits at a rate of 4 -5/year • Federal Eco-Trust Funding • Conversion of the DOT Maintenance Garage in Fort Smith to electric heat • Installation of a wood pellet boiler in the Chief Jimmy Bruneau School in Behchoko • A Geothermal Ground Source Heat Pump project at the Aurora College Campus in Fort Smith. • Detailed energy audits on selected buildings across the territory
Page 18 2008-2012 Business Plan PUBLIC WORKS AND SERVICES
INFRASTRUCTURE INVESTMENTS
The Department’s plans for infrastructure investments over the coming four year period focus on three key activity areas: Asset Management and addressing deferred maintenance, the Technology Service Centre and the Petroleum Products Division. Funding is displayed in thousands (000s).
Asset Management
Focus on Deferred Maintenance
Building on PWS’ Risk Management and Safety Program (RMSP) there is a requirement for an increased focus on the maintenance of territorial infrastructure. This program has led to increased regular facilities condition assessments, which identify deficiencies in the GNWT’s current infrastructure stock. To date, these assessments have quantified critical maintenance projects, in addition to projects that are needed due to new code requirements.
Multi-year capital funding has been approved to assess the condition of key GNWT building infrastructure and identifying and undertaking remedial work to ensure that the buildings continue to be safe for occupancy and to ensure that critical deferred maintenance items are addressed to maximize the useful life of these assets.
The following table details the funding identified in the GNWT 5 Year Capital Plan for this project:
2008/09 2009/10 2010/11 Future Years Total
5,000 5,000 5,000 5,000 20,000
GNWT Multiuse Facility and Records Storage Facility - Inuvik
The GNWT is leasing office space in the Perry Building in Inuvik, which it vacated due to structural and other deficiencies in 2006. Due to an overall shortage of suitable office facilities in the community, GNWT employees are required to work in over-utilized space in aged buildings. Office occupant satisfaction surveys conducted by PWS over the last several years have confirmed that employees in these substandard buildings are very dissatisfied with their office accommodation.
FMB approved the inclusion of a design-build-own capital project for a 3,575 m2 multi-use facility and a 793 m2 records storage facility to be constructed on the old Aurora College site in Inuvik, excluding space for a Community Learning Centre for Aurora College, for inclusion in the 2008-2009 Infrastructure Acquisition Plan for PWS at a total design/construct project cost of $21,400,000.
PWS included the project in the 2008/09 Supplementary Appropriation No. 2 to advance $500,000 from FY 2009/10 to the FY 2008/09 plan to accelerate the project. The following table illustrates the funding to be included in the GNWT 5 Year Capital Plan for this project.
2008/09 2009/10 2010/11 Future Years Total
500 12,000 8,900 0 21,400
2008-2012 Business Plan Page 19 PUBLIC WORKS AND SERVICES
Technology Service Centre – New Computer Data Centre
The GNWT computer infrastructure is presently located on the 2nd floor of the Stuart Hodgson Building.
The existing data centre is nearing the end of its lifespan. As the use of technology grows and new equipment is added, limitations with floor loading, power systems, and ventilation mean that this facility cannot continue to support ongoing growth with its existing limitations. PWS Risk Management has determined that at the present rate of GNWT IT infrastructure service expansion, the existing floor loading will reach capacity within 3 years.
The internal Risk Assessment/ Impact Analysis of the Data Centre on Stuart Hodgson Building's 2nd floor has determined that an alternate data centre is required in order for the TSC to provide the protection and availability of GNWT data and applications that are required by the GNWT.
Disaster Recovery Planning - the GNWT increasingly relies on applications that the TSC hosts on its IT infrastructure. With most major application systems and networks being hosted in a single data centre, if the data centre is damaged or destroyed, the impact on GNWT operations would be severe. While a GNWT-wide business continuity planning exercise is required to fully assess the risk of various failures, the TSC has completed an internal review of the impact of a disaster occurring within the primary GNWT data centre as well as options for addressing such an impact.
The scope of work for this project includes: • Design and construct a new facility of approximately 1,400 square metres gross floor area. • Utilize the existing data centre in the Stuart Hodgson Building as the alternate site for recovering operations if the primary site is damaged, and for testing, and development activities for GNWT applications. • Purchase and implement IT technologies to provide the GNWT network and Internet with appropriate redundancy and to provide the Disaster Recovery and Business Continuity capabilities required by the GNWT.
PWS included the project in the 2008/09 Supplementary Appropriation No. 2 to advance $1.3 million from FY 2009/10 to the FY 2008/09 plan to accelerate the project. PWS is planning to start work on a new Data Centre in 2008/09 and complete work in 2010/13. The following table details the funding identified in the GNWT 5 Year Capital Plan for this project:
2008/09 2009/10 2010/11 Future Years Total
1,300 6,000 5,700 - 13,000
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Petroleum Products Division
Fort Good Hope – Tank Farm – Capacity Increase/Code Upgrade
The diesel and gasoline storage capacity must be increased due to the increased sales from community growth. Storage for both products is insufficient to meet demand. This is the last place to buy gasoline before going on the winter road to Colville Lake. The scope of work includes:
• Increase storage capacity for diesel fuel • Upgrade the gasoline storage capacity
PWS started work on this project in 2007/08 and will complete work in 2009/10. The following table details the funding identified in the GNWT 5 Year Capital Plan for this project:
Total Prior 2008/09 2009/10 2010/11 Future Total Years Years 6,388 1,111 50 - - 7,549
Tulita – Tank Farm – Capacity Increase/Code Upgrade
• The gasoline storage capacity is not sufficient to meet demand and must be increased due to normal community growth. • The bulk fuel storage facility at Tulita is aging and there are a number of Code and Environmental issues that need to be addressed.
The following table details the funding identified in the GNWT 5 Year Capital Plan for this project:
Total Prior 2008/09 2009/10 2010/11 Future Total Years Years - - - - 3970 3970
Gameti – Tank Farm – Capacity Increase/Code Upgrade
The Community Council in Gameti has indicated that the relocation of the Bulk Fuel Storage Facility has been rated as one of the highest priorities for the community. The scope of work includes:
• Decommission and demolish the existing tank farm. • Construct a new bulk fuel storage facility away from the centre of the community, at the alternate site. • FY 2008/09 is the final year of this multi-year contract. The work is ongoing.
PWS will complete work on this project in 2008/09. The following table details the funding identified in the GNWT 5 Year Capital Plan for this project:
Total Prior 2008/09 2009/10 2010/11 Future Total Years Years 3,056 350 0 - - 3,406
2008-2012 Business Plan Page 21 PUBLIC WORKS AND SERVICES
Lutselk`e – Tank Farm – Construction
Community consumption has increased steadily over the last few years and the tank farm is at capacity. The Capital Project needs to go forward to increase capacity for diesel fuel. The scope of work includes:
• Construct a new bulk fuel storage facility away from the centre of the community, in the industrial area. • FY 2008/09 is the final year of this multi-year contract. Work is ongoing.
PWS will complete work on this project in 2009/10. The following table details the funding identified in the GNWT 5 Year Capital Plan for this project:
Total Prior 2008/09 2009/10 2010/11 Future Total Years Years 4,703 2,525 55 - - 7,283
Wrigley – Tank Farm – Code Upgrades/Replace Dispensers
The Wrigley PPD Fuel Storage Facility was scheduled for decommissioning three (3) years ago, but funding to complete environmental remediation was delayed. The Community was left without fuel services when the private fuel delivery contractor shut down their facility, The Band contacted PPD for assistance as buildings were running out of fuel. PPD was able to get fuel into the community just prior to river breakup. PPD successfully re-activated their fuel tank farm on short notice, but the tank farm does not meet code and must be upgraded.
Scope of Work includes: • Replacement of gasoline and diesel fuel dispenser cabinets and replacement of bulk truck supply manifold. • Electrical system safety upgrades to provide bonding and grounding and improved area lighting. • Installation of concrete spill pads at dispenser cabinets and truck fill station, and provision of spill response equipment.
PWS plans to start work on this project in 2008/09 and complete work in 2011/12. The following table details the funding identified in the GNWT 5 Year Capital Plan for this project:
Total Prior 2008/09 2009/10 2010/11 Future Total Years Years - 275 250 125 25 675
Page 22 2008-2012 Business Plan PUBLIC WORKS AND SERVICES
Deline – Tank Farm – Code Upgrade and Aviation Facility
The capacity for Diesel Fuel will be insufficient to meet demand by 2010. Diesel Fuel is being sold as an uncertified Aviation fuel and the consumption is increasing every year. An Aviation facility is required at the airport and tankage is required in the tank farm. There are Code deficiencies that must be corrected.
Scope of Work includes: • Increase capacity for Diesel Fuel and gasoline. • Provide a storage tank for Jet A-1 Aviation fuel within the tank farm • Provide an Airport Aviation Facility complete with storage tanks and dispensing facilities. • Correct all Code deficiencies. PWS included the project in the 2008/09 Supplementary Appropriation No. 2 to advance $3.850 million from FY 2009/10 to the FY 2008/09 plan to accelerate the project. PWS plans to complete work on this project in 2010/11. The following table details the funding identified in the GNWT 5 Year Capital Plan for this project:
Total Prior 2008/09 2009/10 2010/11 Future Total Years Years 60 4,289 4,075 50 8,414
2008-2012 Business Plan Page 23 PUBLIC WORKS AND SERVICES
LEGISLATIVE INITIATIVES
Public Works and Services has no legislative initiatives planned.
Page 24 2008-2012 Business Plan
TRANSPORTATION
TRANSPORTATION
DEPARTMENTAL OVERVIEW
MISSION
The Department of Transportation’s mission is to provide for the safe, secure, accessible and reliable movement of people and goods to serve the social and economic needs and aspirations of the people of the Northwest Territories.
GOALS
1. The NWT transportation system continues to improve 2. The NWT has an ongoing high level of Northern business and employment opportunities in the public and private transportation sectors 3. The NWT has a safe and secure transportation system in all modes 4. The Department has a high performance workplace that is adaptable, effective, efficient and innovative in delivering programs and services 5. The high quality of the NWT environment is maintained 6. The Department supports local transportation infrastructure
BUDGET (2008/9)
Compensation & Benefits $31,618,000 Grants & Contributions $338,000 Other O&M $36,371,000 Amortization $27,620,000 Infrastructure Investment $56,437,000
POSITIONS (2008/9)
Headquarters (HQ) 94 positions Regional/Other Communities 181 positions Seasonal 35 positions
KEY ACTIVITIES • Corporate Management and Services • Airports • Highways • Ferries • Community Local Access Roads • Road Licensing and Safety
STRATEGIC ACTIONS
The Department will take the following actions in support of the government’s strategic initiatives: • Work to Mitigate and Adapt to Climate Change (Managing This Land) • Improve Transportation Access to Communities (Reducing the Cost of Living) • Support Diversification (Maximizing Opportunities) • Recruitment and Retention Strategies (Refocusing Government)
2008-2012 Business Plan Page 1 TRANSPORTATION
STRATEGIC ISSUES
Pressures of Resource Development Non-renewable resource development including oil and gas exploration and development, the anticipated construction of the Mackenzie Gas Project, and diamond mining and other mineral exploration activities will continue to have a significant impact on the NWT transportation system. Increased resource development traffic in all modes will occur on a transportation system that is incomplete and not up to the required standard to support the commercial vehicle traffic. DOT has identified a number of major transportation issues associated with resource development: • Safety of the travelling public, • Limited structural capacity, system reliability and the need of upgrades, and • Potential for increased operation and maintenance costs due to increased traffic volume.
Under-Developed and Aging Transportation System There is an increasing demand for new roads or upgraded winter roads to support economic development and diversification, inter-community travel and to reduce the cost of living in communities. The Department is also challenged by the need to upgrade substandard transportation infrastructure and rehabilitate and replace aging infrastructure. Preserving existing infrastructure is essential for the safe and reliable movement of people and goods. Much of the existing infrastructure in the Northwest Territories was built to a minimum surface and geometric standard, which was suitable for the traffic loads of the day. However, highways and airports now require reconstruction to ensure they are capable of withstanding the demands of increased and heavier traffic associated with economic developments. Major culverts, bridge structures, pavements, runways and buildings such as maintenance garages and air terminal building are reaching the end of their lifecycles and are in need of rehabilitation or replacement. These are capital-intensive projects that will compete for limited funding during a period of increasing demand. There is also a lack of supporting infrastructure, such as communications and power, which increases the challenge of enhancing transportation services.
Cost Escalation The Department will face a number of challenges that will tend to increase the costs of program delivery. The Department will have to contend with the rising cost of fuel which impacts operation and maintenance activities. The rising cost of other materials, such as steel, calcium chloride, runway sand and EK-35 along with a labour shortage impact both maintenance and capital projects. The Department will continue to feel the effects of the booming construction sector in Alberta. The lack of competition and difficulty attracting contractors to bid on northern projects is contributing to increased costs.
Human Resources Pressures A booming economy means greater demand and competition for qualified personnel. The Department will continue to experience difficulties attracting and retaining skilled staff. The transportation sector is challenged by an increasingly complex and technologically sophisticated workplace in which fewer employees are expected to meet increasing demands for goods and services. There is a need to address human resource requirements and to ensure a continuing supply of workers with the skills required to keep pace with the rapid technological development of the transportation industry.
Public Expectations With the recent success in undertaking major infrastructure upgrading projects, the Department will experience heightened public expectations regarding improved levels of service and safety. Highway improvements under the Canada Strategic Infrastructure Fund, the Deh Cho Bridge project,
Page 2 2008-2012 Business Plan TRANSPORTATION
Yellowknife Airport improvements and oil and gas industry contributions to the construction and maintenance of sections of the Mackenzie Valley Winter Road have resulted in significant upgrading of the transportation system. The travelling public have come to expect safe, uninterrupted and trouble free travel throughout the NWT. The Department will be challenged to continue the pace of improvements. There will also be regional demands for equitable distribution of funding. In particular, there will be requests for chipsealing of highways.
Regulatory Processes The Department’s operations and construction activities are subject to an array of federal transportation safety, security and environmental regulations. Recent examples include the new requirements for baggage screening/explosive detection system recently installed at Yellowknife Airport and the requirement for salt management plans and related infrastructure for highway operations. Modified or new regulations are being brought forward on an ever-increasing basis. The Department is working towards implementation of a Safety Management System (SMS) at NWT airports, emergency-planning requirements and assessing marine regulation changes that may require increased ferry staffing levels and reduced load carrying capacities on the ferry system. Parallel to these new regulations is an expanded monitoring and enforcement effort by the various regulators. This adds to reporting requirements and in-field monitoring and meetings by Department staff. Compliance with this increasing regulatory burden is requiring additional effort and resources.
Climate Change Evidence from around the world, including extreme weather events, record temperatures and precipitation levels, thawing permafrost and rising sea levels all point to the fact climate change is happening now and at rates much faster than previously thought. Climate change will have the greatest impact in northern regions. Climate change in the NWT has and will continue to pose challenges for the transportation system. The trend to warmer than normal temperatures has delayed the opening dates of ice bridges on the all-weather highways and reduced the operating window of the winter road system. Climate change has also accelerated permafrost degradation, which has led to the deterioration of road and runway surfaces. Increased precipitation has resulted in increased consumption of sand and salt, along with increased maintenance activities. There will be increased pressures to mitigate the effects by improving poor surface conditions, realigning winter roads and building permanent bridges to extend and stabilize winter road seasons. On the other hand, the increasing length of the Arctic marine shipping season will help facilitate the development of the “Over-the-Top” route. The Mackenzie Valley has the potential of becoming a major Canadian trade corridor for import from and export to world markets.
Environment The environment is the foundation of a healthy and prosperous North. The GNWT recognizes the interdependence between conservation and development in the application of the sustainable development policy. When applied to transportation, it means that environmental, social and economic considerations must be factored into decisions affecting transportation activities. The Department must lead by example and promote environmental stewardship and sustainability within a fully integrated territorial transportation system.
2008-2012 Business Plan Page 3 TRANSPORTATION
CORPORATE MANAGEMENT AND SERVICES
Description
Corporate Services provides support and departmental wide corporate programs in 10 areas:
Management Information Systems Finance Occupational Health and Safety Employee Benefits Region/Area Operations Contracts Planning and Policy Environment Public Affairs and Communications.
2008/09 Resources
Budget:
Compensation & Benefits $6,352,000 Grants & Contributions - Other O&M $2,153,000 Amortization $9,000
Staffing (Positions):
Headquarters (HQ) 30 Regional/Other Communities 21
Major Program and Service Initiatives
o Continue to pursue federal infrastructure funding (i.e. Building Canada Plan, ACAP) o Secure funding for priority projects that may include Colville Lake and Trout Lake Airport Relocations, Bear River Bridge, Dettah Access Road Improvements and Hwy 4 Giant Mine Realignment o Continue to prepare for resource developments, such as the Mackenzie Gas Project o Advance research and initiatives in support of climate change o Promote and implement energy conservation and emission reduction initiatives (both GNWT and public) o Promote the development of an Arctic Corridor/Strategic Gateway /Over the Top Shipping Route o Implement additional intelligent transportation system (ITS) applications such as weigh in motion, electronic tolling, road weather information systems and improve transportation system data collection o Develop Corporate Strategies –Environment, Information Systems, OH&S, Business Continuity and Human Resources o Improve web based resources
Page 4 2008-2012 Business Plan TRANSPORTATION
KEY ACTIVITY 1: AIRPORTS
Description 2008/09 Budget:
The purpose of the Airports Program is to provide airport Compensation & Benefits facilities and services and to encourage and support the $10,154,000 provision of regular, safe, cost-effective and reliable air services. The Department is responsible for the maintenance, operation Grants & Contributions and rehabilitation and upgrading of airports. $25,000
The Department operates 27 airports in the Northwest Other O&M Territories, of which one is a Gateway hub (Yellowknife), two $10,958,000 are Regional hubs, (Norman Wells and Inuvik), and the remaining 24 are community airports. Connected with the Amortization Airports Program, the Department maintains a close watch over $6,750,000 air transportation legislation, regulation and policy activities of other governments, overall trends in air transportation safety, Capital costs, infrastructure technology developments/change and $15,200,000 opportunities for partnership to finance the improvement of airport infrastructure. There are four areas of program support: Staff (Positions): Management, Program Development, Operations and Facilities. 27 HQ 71 Regional/Other Major Program and Service Initiatives Measures: Improvements to the NWT Airports System: # of aircraft arrivals and o Explore alternative governance and revenue departures at GNWT six opportunities for airport management largest airports o Develop and advance Airport Commercial Land Development Investment and Marketing Strategies % increase of commercial o Implement a regulatory Safety Management System development lease and and emergency response plans landing fee revenues o Prepare for economic development, including cargo and tourism opportunities o Develop Airport Strategy/Plan of Action o Improve and standardize maintenance practices o Improve data collection for operational requirements
2008-2012 Business Plan Page 5 TRANSPORTATION
KEY ACTIVITY 2: HIGHWAYS
Description 2008/09 Budget:
The purpose of the Highways Program is to provide highway Compensation & Benefits infrastructure and services to support the provision of safe, $10,424,000 reliable and cost-effective inter-community travel and road transportation services. The Department is responsible for Grants & Contributions operating, maintaining, rehabilitating and upgrading all highway None infrastructure. Other O&M The Department maintains 2200 kilometres of all-weather $18,187,000 highways and 1,425 kilometres of seasonal winter roads. The Highway system also includes over 70 bridges and over 3,000 Amortization culvert structures. Connected with the Highways Program, the $19,679,000 Department monitors current trends in highway construction, engineering, safety, design and technology. The Department Capital actively seeks new partnership opportunities with other $39,537,000 governments and industry to finance the development of new highway infrastructure and to finance enhanced operations. There Staff (Positions): are four key areas of program support: Management, Winter Roads, Infrastructure and Operations. 26 HQ 66 Regional/Other 9 Seasonal Major Program and Service Initiatives Measures: Improvements to the NWT Highways System: % of Highway kms with a o Update the Highway Strategy /Plan of Action Good to Excellent Ride o Advance New Road Development Condition Rating o Mackenzie Valley Highway o Tåîchô Corridor Roads % of Highway system with o Seasonal Overland Route into Slave Geologic paved/chipsealed, dust Province controlled and gravel o Continue involvement in, monitor construction and surfaces. develop a toll collection system in support of the Deh Cho Bridge % of Bridges and Culverts o Improve and standardize maintenance practices with a Good to Excellent o Negotiate an agreement regarding Highway 5 through Inspection Condition Wood Buffalo National Park with Parks Canada Rating o Expand bridge and culvert inspection and management system Total third party funding contributions to capital, operations and maintenance
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KEY ACTIVITY 3: MARINE
Description 2008/09 Budget:
The purpose of the Marine Program is to provide safe and reliable Compensation & Benefits ferry crossing services on the highway system. The Department $1,987,000 is responsible for the maintenance, operation and upgrading of vessels and support facilities. Grants & Contributions None The Department provides ferry services at five river crossings where territorial all-weather highways traverse waterways. Other O&M Connected with the Ferries Program, the Department maintains a $4,317,000 close watch over federal marine legislation, regulation and policy activities. There areas of program support are: management, Amortization maintenance, refits and operations. $900,000
Capital Major Program and Service Initiatives $430,000
Improvements to the NWT Ferries System: Staff (Positions):
o Develop a Ferry Strategy/Plan of Action including 1 HQ contingency options 5 Regional/Other o Develop a Marine Services Training Program 26 Seasonal o Develop and implement Ferry Structure and Process Best Practices o Implement a Drug and Alcohol Policy Measures: Develop and implement a rationalization plan for ferry fleet o (restationing of the Merv Hardie) # of total operating days
for all ferries
# of total vehicles carried
# of students enrolled in the Marine Training Program, # of graduates and % of northerners operating ferries.
2008-2012 Business Plan Page 7 TRANSPORTATION
KEY ACTIVITY 4: COMMUNITY LOCAL ACCESS ROADS
Description 2008/09 Budget:
The purpose of the Community Local Access Road Program is to Compensation & Benefits provide access roads and trails. The Department contributes N/A financial assistance to communities for building locally owned roads and trails to points of interest, recreational opportunities and Grants & Contributions renewable resource harvesting areas. $313,000
Other O&M $10,000 Major Program and Service Initiatives Amortization o Encourage communities to develop local access roads and None trails Staff (Positions):
NA
Measures:
Total # of projects ongoing and total funding spent under the Program
Page 8 2008-2012 Business Plan TRANSPORTATION
KEY ACTIVITY 5: ROAD LICENSING AND SAFETY
Description 2008/09 Budget:
The purpose of the Road Licensing & Safety Program (RL&S) is Compensation & Benefits to ensure the protection of public safety and the environment in $2,701,000 areas of motor and commercial vehicle use. Grants & Contributions The Department is responsible for the testing, registration and None inspection of all drivers and vehicles that use the Territorial transportation network. The Department establishes and enforces Other O&M the Acts, Regulations and Safety Codes that apply to drivers and $746,000 motor vehicles including commercial motor carriers throughout the Territory. Amortization $282,000 Connected with the Road Licensing and Safety Program, the Department ensures the safe operation of all commercial vehicles Capital through transportation legislation, inspections, regulations and $1,270,000 policy activities. The Program ensures compliance with national policies and initiatives. The Program researches trends in highway Staff (Positions): transportation safety, technology development, and future opportunities for partnerships to ensure regulatory harmonization, 10 HQ implementation of new ideas and ensuring all drivers and vehicles 18 Regional/Other are safe to share the roadways. There are three areas of program support: Management, Driver & Vehicle Licensing Program and Measures: Carrier & Inspections Program. # of collisions per vehicle kilometers traveled Major Program and Service Initiatives # of commercial vehicle inspections conducted and o Develop enhancements to the Motor Vehicle Information # of commercial offenses System and future replacement strategy o Restructure Commercial Permitting and Carrier & % increase in RL&S Inspection Program revenues o Review and update revenue opportunities o Develop real-time monitoring of dangerous goods # of drivers licences and movements. registrations issued o Promote road safety through the Drive Alive Campaign o Enhance online Road Licensing and Safety services o Improve service to remote communities through the use of Mobile Issuing Stations o Streamline process for renewing Drivers Licences o Develop and Implement New License Plates
2008-2012 Business Plan Page 9 TRANSPORTATION
STRATEGIC INITIATIVE: MANAGING THIS LAND Action: Work to Mitigate & Adapt to Climate Change
Description
Baseline Studies for Transportation System Components DOT recognizes the necessity of continued efforts to both mitigate and adapt to the effects of climate change. To increase the understanding of climate change impacts on the transportation system, DOT will undertake further studies to address current information gaps.
Realign the Tåîchô Winter Road The Department plans to realign the Tåîchô Winter Road to an overland alignment to lengthen the winter road season and mitigate the effects of warmer winters. Realigning the winter road will also reduce environmental concerns with the current alignment associated with constructing the winter road over water bodies.
Objectives
Objective 1:To increase the understanding of the effects of climate change on the transportation system and to develop strategies to reduce or mitigate those impacts
Objective 2:To guide future infrastructure and transportation system planning by providing insight into best practices for climate change adaptation
Objective 3:To help the GNWT to protect existing infrastructure assets and maintain transportation service levels.
Action Plan
Baseline Studies (2010/11-11/12) The Department will conduct or commission additional research in a number of areas to anticipate and assess the early impacts of climate change on NWT transportation: • Climate change projections that are updated and are scaled for smaller geographic areas; • Infrastructure inventories that highlight underlying soil conditions; • Changes in construction conditions and how changes in temperature, storm severity, water levels, freeze/thaw cycles and other climate changes affect conditions; • Effects on life-cycle costs and determination of additional up front investments that stabilize and extend the service life of the infrastructure; • Effects on maintenance costs; and • In-depth research on adaptation techniques and best practices.
Tåîchô Winter Road (2010/11-11/12) The Department will complete detailed engineering and environmental scoping reports required to move forward with final route selection, permitting and construction phases.
Page 10 2008-2012 Business Plan TRANSPORTATION
STRATEGIC INITIATIVE: REDUCING THE COST OF LIVING Action: Improve Transportation Access to Communities
Description
DOT will expand initiatives within the Department’s operations and capital plan to improve transportation access to communities. These initiatives will improve community mobility, road safety and reliability. Improved transportation access will increase the cost effectiveness of community resupply. For example, improvements to airports will encourage scheduled service, reducing airfares and freight costs. Improvements to winter roads will stabilize and extend the winter road season, improving access and decreasing costs. Enhanced hwy access will also encourage competition which will further reduce the cost of living.
Objectives
Objective 1:To improve transportation access to communities across the NWT
Objective 2:To reduce the cost of living in communities across the NWT
Action Plan
Infrastructure Investment (See infrastructure Section for Project Timing) Fort Smith Highway 5 and Fort Resolution Highway 6 Chipseal Trout Lake Winter Road Tulita, Fort Good Hope and Fort McPherson Runway Extensions Délîne and Tåîchô Winter Road Realignments Mackenzie Valley Winter Road Bridges and Grade Improvements Bridge Rehabilitation Program Wekweètì Winter Road Colville Lake Winter Road Grade Improvements Liard Highway 7
Dempster Highway Ice Bridge Construction Acceleration (2008/09-11/12) To accelerate construction and increase efforts to open the ice bridges on the Dempster Highway earlier in the season and maintain later in the season though increased flooding and spraying efforts using ice spray technology.
Annual Wekweètì Winter Road Construction (2009/10-11/12) To connect the community of Wekweètì to the Public Highway System and construct an annual Winter Road from the Whatì junction to Wekweètì.
Mackenzie Valley All Weather Road (Ongoing) To pursue incremental infrastructure improvements, additional research including economic analysis, environmental baseline, scoping and pre-engineering work and pursue partnership and funding opportunities to move towards construction of this route.
2008-2012 Business Plan Page 11 TRANSPORTATION
STRATEGIC INITIATIVE: MAXIMIZING OPPORTUNITIES Action: Support Diversification
Description Over the Top Route To work with proponents of an ‘over-the–top’ route to develop opportunities for northern communities as part of an expanded marine industry and development of an arctic gateway corridor
Improved Access into the Slave Geologic Province To undertake additional research including feasibility studies, financial and economic analysis of a seasonal overland route into the Slave Geologic Province
Objectives
Objective 1:To maximize opportunities for northern communities to benefit from resource development in terms of employment and business opportunities.
Objective 2:To expand the marine service sector to realize economies of scale for community resupply and to expand marine service industries within communities.
Action Plan
Over the Top Route (Ongoing) The Department will continue attending and hosting meetings/information sessions on the route with proponents, stakeholders, various regulators, and interested territorial/provincial/federal departments including Transport Canada, and Alberta Infrastructure and Transportation. Participation on working groups, providing technical expertise and monitoring developments will continue. The Department will investigate and pursue funding opportunities under the federal Strategic Gateway and Corridors Fund for development of the route.
Improved Access into the Slave Geologic Province (Ongoing) The Department will engage in discussions with the Joint Venture and other mineral development proponents in the Slave Geologic Province regarding further research into options for improving access.
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STRATEGIC INITIATIVE: REFOCUSING GOVERNMENT Action: Recruitment and Retention Strategies
Description
Training Program for Marine Services It is often difficult to fill and maintain marine services positions, and so the Department has proposed a made-in-the-North training program. DOT will continue to expand this program in order to encourage as many northerners as possible to consider marine services for their career and to improve staff retention. The Department’s long-term intention is that all required training, from entry level to Master, would be available in the NWT.
Objectives
Objective 1:To increase the number of qualified persons available to fill marine positions
Objective 2:To develop a skilled northern marine workforce
Action Plan
Training Program for Marine Services (2008/09-2011/12)
The Department will continue to expand and develop the Marine Training program o “Oiler” positions will be created to provide opportunities for engineering progression for Northerners. This initiative will be monitored to ensure success. o Courses such as Marine Emergency Duties; First Aid and Radio Operators Courses will be developed and delivered in the North. o Partnerships will be pursued to maximize economies of scale of providing northern training. o Through the use of a simulator the Department will conduct advanced training. This will provide an opportunity for Masters and Mates to hone their emergency skills.
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INFRASTRUCTURE INVESTMENTS
Upgrading and Rehabilitation Projects
Infrastructure Upgrading and Rehabilitation (2008/09-11/12) Various projects to upgrade and rehabilitate the transportation system including bridge rehabilitation, culvert repair and replacement, chipseal overlay, equipment replacement, ferry refits and various building retrofits, repairs and replacements.
Canada Strategic Infrastructure Fund Projects
These multi year projects have been delivered through the Canada Strategic Infrastructure Fund (CSIF) agreement with the federal government. 2008/09 is the final year of the agreement.
Hwy 8 Reconstruction – km 0-259 (2008/09) Embankment widening, reshaping, and granular surfacing from Km 34 to Km 43 and culvert replacement from km 46 to km 60.
Hwy 1 Reconstruction – km 188-457 (2008/09) Grade and safety improvements, drainage improvements and granular surfacing and dust palliative application from km 256 to km 272.
Hwy 4 Reconstruction– km 0-59.2 (2008/09) Roadway widening, grade improvements, culvert replacements and drainage improvements and guardrail installations between km 32.5 and km 35.1. Design of roadway improvements between km 35.1 and km 43. 8
Hwy 7 Reconstruction – km 0-254 (2008/09) Embankment widening, culvert replacements, drainage improvements, granular production/crushing, grade strengthening, granular sub-base and base course applications, application of dust palliative (EK-35) and guardrail installations between km 14 and km 37.5.
Mackenzie Valley Winter Road Bridge Program (2008/09) 784.1 Blackwater River Bridge 746.5 Strawberry Creek Various Grade, alignment and signage improvements
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Strategic Infrastructure Investment: Reducing the Cost of Living
Air System Capital Improvements
Runway Expansions The Airport Runway Optimal Lengths and Issues Study identified that extension of the Fort Good Hope , Fort McPherson and Tulita runways to 4000 ft is a high priority to mitigate aircraft payload constraints brought about by federal regulatory changes. Fort Good Hope: 2008/09 – 09/10 Fort McPherson: 2010/11 Tulita: 2008/09 – 09/10
Winter Road System Improvements
Colville Lake Winter Road Grade Improvements (2010/11) The Colville Lake Winter Road requires minor spot, grade and drainage improvements.
Délîne Winter Road Realignment (2009/10 – 11/12) The realignment of the winter road to north of Great Bear River will alleviate the current problems associated with constructing and operating the winter road. Work will concentrate on the section between Great Bear Lake and Bennett Field.
Mackenzie Valley Winter Road Grade Improvements (2008/09 – 13/14) Grade improvements on the Mackenzie Valley Winter Road are needed on the narrow sections, sharp corners and steep grades. This work will improve the trucking industry’s efficiency through time savings and the reduction of weight restrictions. It will also improve safety for all highway users.
Mackenzie Valley Winter Road Bridges (2010/11 – 11/12) This project consists of the construction of a permanent bridge at Bosworth Creek.
Tåîchô Winter Road Realignment (2010/11 – 11/12) Realignment to an overland route and the construction of permanent stream crossings to extend the winter road season and eliminate the difficulties and safety concerns with constructing the current southern portion of the road across Marion Lake
Trout Lake Winter Road (2008/09 – 09/10) The Trout Lake Winter Road requires minor spot and grade improvements and bridge construction to stabilize and extend the winter road season.
Wekweètì Winter Road (2010/11 – 11/12) The Department proposes to undergo land use permitting and water licensing in 2008/09 and 2009/10, and make grade improvements on the route from the Whatì Junction to Wekweètì in 2010/11.
Highway System Improvements
Community Access Road Investment (2008/09-11/12) Construction, reconstruction, grade and surface improvements on Nahanni Butte, Jean Marie River, and Hay River Reserve access roads.
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Bridge Rehabilitation Program (2010/11 – 11/12) Reconstruction of various bridges on the winter road system is required to ensure the continued safe/efficient movement of trucking industry movements.
Fort Smith Highway 5 Chipseal (2008/09 – 11/12) This project includes grade repairs, drainage improvements, structural base course and chipsealing surfacing on various sections of this highway.
Fort Resolution Highway 6 Chipseal (2008/09 – 11/12) This project includes grade repairs, drainage improvements, structural base course and chipsealing surfacing from km 106 to km 140.
Liard Highway 7 Reconstruction (2008/09 – 11/12) Embankment widening, culvert replacements, drainage improvements, granular production/crushing, grade strengthening, granular sub-base and base course applications, application of dust palliative (EK-35) and guardrail installations between km 14 to 37.5.
Building Canada Plan Projects
Yellowknife Airport Combined Services Building (2008/09 – 10/11) A new Combined Services Building (CSB) be erected on the west side of Runway 15-33 to meet existing and future capacity requirements and increase operational efficiencies.
City of Yellowknife Bypass Road (2008/09 - 10/11) Construction of a By-Pass Road to connect Highway 3 to Deh Cho Boulevard to provide secondary access into and out of the City, eliminate heavy truck traffic from city streets, provide access to the City’s new industrial lands.
Highway 1 Widening from Alberta Border to Enterprise (2008/09 – 11/12) Embankment widening to increase safety and sight distance. Minor horizontal alignment and superelevation improvements will also be done.
Mackenzie Highway 1 (2009/10 – 13/14) Improvements will concentrate on upgrading the existing surface by completing drainage improvements, widening and straightening the existing grade, and enhancing safety parameters such as guardrail installation and application of dust palliatives.
Kakisa River Bridge (2008/09) Replacing the existing to bring it up to industry standard for weight capacity and meet expected future traffic volumes and increased load capacity requirements associated with the proposed pipeline construction and resource developments.
Highway 3 Major Repairs Behchoko to Yellowknife/Behchoko Access Road (2008/09 – 11/12) Major surface rehabilitation is required to ensure further highway life expectancy, safety and riding comfort to the traveling public.
Ingraham Trail Highway 4 (2009/10 – 13/14) Continuation of geometric improvements started under CSIF. Improved road top width, horizontal and vertical curvature and sight distances.
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Dempster Highway 8 (2009/10 – 13/14) Continuation of Dempster Highway reconstruction from the Yukon Border (km 0) to Inuvik (km 272) with improve the width, horizontal and vertical alignments, sight distances, and the subgrade and wearing surface.
Tuktoyaktuk Gravel Access Road to Source 177 (2008/09 – 12/13) This 19-km section to source 177 would reflect an incremental approach to building the entire road and will provide Tuktoyaktuk with a more reliable and cost-effective granular source.
Infrastructure Research and Development (2008/09 – 12/13) • Aklavik Gravel Access Road Engineering and Environmental Scoping • Mackenzie Valley Highway Economic and Engineering Analysis • Climate Change Research- Highway 3 Permafrost Vulnerability
Airport Capital Assistance Program (ACAP) Projects
Hay River Runway/Taxiway/Apron Rehab (2010/11-2011/12) This project consists of rehabilitation and resurfacing the airport runway and taxiway.
Yellowknife Runway 15-33 Overlay (2008/09-2009/10) This project consists of rehabilitation and resurfacing the airport runway and taxiway.
Partnership Projects
Deh Cho Bridge (2008/09 – 10/11) The construction of the bridge across the Mackenzie River near Fort Providence is being constructed under a public-private-partnership arrangement with the Deh Cho Bridge Corporation. The department will continue its role in providing support to the Deh Cho Bridge Corporation, monitoring construction and implementing the toll collection.
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LEGISLATIVE INITIATIVES
o Motor Vehicles Act Amendments The Department is committed to ensuring that its legislation remains current and assists staff and peace officers in the administration and enforcement of motor vehicle related programs. The Department is currently undertaking a review of the Motor Vehicles Act and Regulations as part of an initiative to enhance road safety.
o Public Highways Act Amendments The Public Highways Act and Regulations require amendments to update the listing of public highways. The amendments will also clarify the responsibility, control and administration of all activities that take place within the corridors designated as Public Highways. In addition, the Department wishes to clarify the authority and responsibility of the Minister with respect to public verses private roadways.
o All Terrain Vehicle Act Review Operation of off-road vehicles is governed by the All-Terrain Vehicles Act. The Act came into force in 1988. A review of the Act is currently required to ensure that it meets current needs. This will involve meeting with the communities and other stakeholders to ensure that the appropriate regulatory framework is in place for public safety.
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