Item 6, written questions. Item 7, returns to written questions. Item 8, replies to opening address. Item 9, replies to budget address. Item 10, petitions. Mr. Kakfwi.

Item 10, petitions. Item 11, reports of standing and special committees. Mr. Antoine.

Please proceed, Mr. Antoine.

Thank you. Members of the Standing Committee on Finance believe the comments and recommendations contained in this report are critical to the positive evolution of the Legislative Assembly. This review has been comprehensive. Our previous review occurred in the contend of a new government, a short time frame and a focus on major restructuring.

The Standing Committee on Finance recognizes the government's initiatives in reducing the deficit and tackling a number of emerging issues. We acknowledge the new government was hit with many difficult issues, a number of which were financial. The financial pressures are being managed and for that the government deserves credit. In making our general comments and recommendations in this report, we wish to remind the public that some positive steps are being taken. The Government of the Northwest Territories is in a better fiscal position than any other jurisdiction in the country. We need to ensure this trend continues and focus our efforts in providing our citizens with the programs and services they require. If the changes recommended throughout this report are taken seriously by the government, we believe the communities have reason to be confident about the future.

There has been an improvement in the presentation of information contained in the 1993-94 Main Estimates. However, we believe there is still room for improvement. Some Minister were not well prepared. Ministers and department officials, when appearing before the committee, must provide sufficient information and be prepared to answer Members' questions.

A Shared Vision

Now is a time for a shared vision to be developed. We, as a Legislative Assembly, are running out of time to make important changes. This Legislature is going to be known for what it has accomplished. It is not yet clear what the

Legislature wishes to achieve. Apart from managing the finances and dealing with crisis, we are not sure what this government represents.

It is hard to pick out the themes. We believe the development of the Coronation Gulf, including construction of a road from Yellowknife to the Arctic coast, mineral exploration and the creation of a port, has the potential to create training opportunities and jobs for northerners. We believe major developments such as this should be part of an overall territorial strategy.

We are expecting broader directions to emerge and to be shared. The public and the Legislature have to know and understand this broader direction. Government departments and agencies have to understand the overall territorial strategy. There must be stated goals and objectives, a target and a shared vision so that we all know where we are headed.

The Standing Committee on Finance believes it can help to point the way.

A Time For Leadership

During the committee's deliberations, Members talked about the need for leadership. The Government Leader is expected to provide leadership to the Cabinet, and Ministers are expected to provide guidance to their departments. While we hope Ministers would cooperate with the various committees of the Legislature and to take advice given, we expect them to take responsibility for conducting the business of government.

Too many departments do not have adequate plans. The plans and planning process must be initiated by the Minister. It may happen that after a plan is initiated, a committee will offer constructive criticism. However, if the department has a plan of action it will be in a better position to satisfy the committees of the Legislature that it is headed towards reasonable and realistic goals. Our committee insists that every department have a realistic plan of action to support specific goals. We will comment on each department's performance in its area and make recommendations for priority action.

We expect to see Ministers, who have shown a lack of leadership in planning, improve their performances. We would like to encourage Ministers to insist that their department develop realistic, workable plans, not plans that sit on the shell. The plan provides direction. Without a plan, no one knows where they are going. Staff throughout the department may think they know what the goal is when, in fact, they are working at cross purposes.

Last year the committee recommended dud the Executive report indicators which demonstrate success at providing support and direction to departments. Their response left the impression that there was no dear understanding of the Executives role in providing support and direction to departments.

Specifically, the standing committee does not believe that deputy ministers and senior departmental managers are getting enough support and direction from the Executive or central agencies. It comes back to leadership. If a department is

performing at peak levels, it can manage with minimal support and direction. If on the other hand, departmental staff are not as well developed, they need and appreciate enhanced levels of direction and support to enable them to operate more independently. This is true for the boards, agencies, hamlets and housing associations as well. Different leadership styles will be required depending on experience and skill of directors, managers and staff. Adequate preparation and ongoing support is critical for the successes of community transfer initiatives and the development of now aboriginal managers.

Cabinet Consensus

The committee understands that when the Premier was elected she had very strong ideas about what she wanted to accomplish. However, it appears there was never really a consensus among the Cabinet on a clear course of action. If there is a plan, it has not been coherently communicated. There does not seem to be strong, solid agreement among Cabinet Members about goals which must be met during the Ida of this Legislative Assembly.

The result is that shared strategies have not been developed for departmental programs and services, or for the government as a whole. Until consensus is reached and strategies are created, there is a risk of more crises and turnover at ministerial level.

We have never agreed on a method we want to use in achieving consensus. We need to set clear priorities in order to accomplish positive change within our four year term.

Measuring Performance

In reviewing departmental budgets and in questioning Ministers on their departments, we sense a hesitation and a lack of direction. Leadership is needed in each department. Until this happens departments will do whatever they want without their activities being part of a coherent overall strategy.

The committee observes that the departments' definitive objective, those things that they wish to accomplish in the fiscal year, do not appear to be measurable. If they are measurable, departments have not demonstrated how this measurement has taken place. Performance measures are important to determine if goals are being met.

The Standing Committee on Finance and ordinary Members are determined to hold departments accountable to achieve key results with the resources provided to them. Last year we recommended a short list of key indicators of success for each department to measure and report. Overall, the committee is not satisfied with departmental responses. This year we have an appendix to this report, a series of focus reports to help departments understand what is important to the committee. Although these focus reports need refinement, they provide departments with an idea of the type of information the committee expects to see collected and reported. The committee would like Ministers and their respective senior managers to develop focus reports and submit them in support of future main estimates.

Cabinet knows that this committee is concerned about the number of people in the civil service and the costs of operating government. The government is continually saying they are strapped for funds and yet they continue to allocate a large portion of scarce resources to build the bureaucracy and keep the government operating. It is frustrating for people who live in the north to see that such a large portion of the budget goes just to operate government. Cabinet needs to be creative in allocating limited resources in tough times.

Rethinking The Old Ways

The government has not been doing its work wisely enough. They think, "Our resources are scarce so we will cut." Cuts were implemented and revenue initiatives devised, yet these decisions were taken without the benefit of impact analysis or operational deficiency studies. The committee does not believe that a coherent strategy supports to develop this budget. It appears to our committee that these significant decisions were taken in absence of an overall strategy.

For example, we are frustrated by the proposed cuts in fees paid to people called but not selected for jury duty. We feel that some of these people will have to incur expenses such as getting a cab to go to the courthouse, which they really cannot afford. It may be easy for civil servants to say the fee is only $25, but to people with limited financial resources $25 means a lot. Yet, what the government sees is an opportunity to save money. On the other hand, we note that not much consideration appears to have been given to awarding a virtually automatic increase in merit pay to senior civil servants.

it is also dear to the committee, observing the major hiccoughs which have marked the introduction of the government's staff housing policy to date, that the government could be doing a far more effective job of explaining and answering questions about this now policy and its implication to all employees.

We understand, very dearly, the tight fiscal position of this government. However, in order to create and pursue a vision, we need to determine what the people of the north require in order to lead productive lives and to prepare the young for the future they will face. If we sit back and took at the north, like many other jurisdictions, we see an alarming growth in social assistance expenditures whether we like to admit it or not. If we do not do something about these trends now, we can foresee that by the time our children grow up our communities will be like ghettos. We must start budding the foundation of self-reliance for the sake of our youth. Our government is young and still addresses these issues.

Managing Change

The committee struggled with determining how to bring about much needed change in this government. We know Cabinet is striving to work hard. We recognize that there are tremendous financial pressures which government may have found overwhelming. The reality is that we are faced with a whole different climate.

We have over $1 billion to look after approximately 60,000 people. We have to make the most of with what we have. The committee believes that change is a theme we must pursue, and manage well, to meet the changing times.

Some Cabinet Ministers are operating too independently, some are managing well and there is no collective sense. We understand there has been one Cabinet strategy session and that it was limited to considering issues of restraint and reorganization. There are broader issues that have to be considered at the same time. Some important themes are emerging.

We need to think about what we can do to reduce people's dependency on social assistance and move toward leading productive, healthy lives. Some of the threads which can be woven together to formulate a strategy which addresses these concerns include: in-service training and affirmative action, harvester incentive programs and construction training. These are the threads, but they are not being clearly articulated nor are they being effectively woven together to provide much needed direction to the government. We need to meet the challenge of developing an economic strategy which will support our social goals.

We think Cabinet should be developing strategies and creating master plans. They should go into retreat and come back with some clear priorities for action.

--Applause

Joint Strategic Planning Workshop

Following up on the previous committee recommendation, work is under way to conduct a joint Assembly/Cabinet strategic planning workshop. The purpose of the workshop is to develop a shared vision of what good government looks like and to develop in consensus. a new government model. This would provide the foundation to implement fundamental changes on a timely basis. This notion of a joint Assembly/Cabinet workshop on government organization, to be hold soon, is a good one. We think it should lead to a public statement that can be tabled and agreed upon as an indication of the priorities that have been accepted by the Legislature.

However, in this report we talk about a broader vision as well, including initiatives such as employment, training, reducing welfare dependency, resource development and community transfer. The committee feels that a joint Assembly/Cabinet workshop on key programs should follow. In the meantime, we want the Cabinet to proceed to develop its own strategy, set priorities and develop a collective vision. This could then be presented to the Legislative Assembly and the result could form the basis of a future joint workshop.

A Key Strategy: Training And Affirmative Action

All committee Members agree that the key strategy is training and affirmative action. We will, therefore, recommend the development of a management training program for the civil service which must focus on education and continuous improvement.

We learn that aboriginal senior managers are absent from certain departments, most notably Education, Health, Social Services and Housing, and that there is a general lack of Inuit managers in headquarters. This government must do a better Job with affirmative action. Cabinet must set and monitor specific annual goals.

We also note a disturbing trend of senior aboriginal managers departing from government employment. It seems we are losing ground. Young aboriginal people are not encouraged to pursue higher education 0 they see no role models in government. If our government is not good enough for senior aboriginal leaders, what is our government good for?

--Applause

Standing Committee On Finance Themes

The committee appreciates that the government has difficulty in responding to a large number of recommendations. The desired impact can be obscure. Rather than overwhelm the government with recommendations, we focus our attention on three themes

Our first theme is to create a vision. As government leaders, we must know where we want to go, how we are going to get there. when and how we know we will have succeeded. This expectation spans each department, board, agency and territorially-funded organizations including municipalities and housing associations. However, the committee already recognizes that as elected representatives, we must provide support and direction to help this organization do their job and move toward their visions.

Second, we all must remember that our government is here 'to serve the people'. Our vision and every day actions, at every level of government, must be driven by what the public needs. In turn, the public must understand the constraints within which we have to work. The committee expects each department to know, for their programs, what their clients need and whether these needs are being satisfied in the most efficient and effective manner.

Third, it takes well-trained, motivated and focused staff to produce the program results the Legislature demands. They are the ones who will get the work done whether they are the senior civil servants or front line staff. They need our support in setting goals and establishing direction. We should be aiming for a civil service in which aboriginal people are proportionately represented such that our local human resources are provided with employment and personnel development opportunities. The committee expects each department to demonstrate what they are doing to hire, train and otherwise inspire their staff towards superior performance.

These three fundamental themes must drive everything we do if we are going to get the most out of the $1.2 billion we spend annually. It must guide our specific program themes.

Conclusion

As a now chairperson, I wish to express my appreciation to the Members of the committee for their strong efforts and long hours. I would also like to express my appreciation to those Ministers and civil servants who were well-prepared and are working towards improving conditions in the north.

To the public, the Standing Committee on Finance believes we are on the right track. Our committee has reached agreement on some of the critical elements required for the development of our master plan. We will pursue the development of that

plan and the committee wishes to invite all members of the public to write to us with your comments and suggestions for improvement. Mahsi.

-Applause

Thank you, Mr. Antoine. Mr. Antoine.

Mr. Speaker, that concludes the introductory comments to the Standing Committee on Finance Report on the 1993-94 Main Estimates.

Motion To Move Committee Report 11-12(3) To Committee Of The Whole

I therefore move, seconded by the honourable Member for North Slave, that Committee Report 11-12(3) be received and moved to committee of the whole for consideration. Mahsi.

Your motion is in order. To the motion.

Question.

Question has been called. All those in favour? All those opposed? Motion is carried.

--- Carried

Committee Report 11-12(3) is moved to committee of the whole today. Item 11, reports of standing and special committees. Item 12, reports of committees on the review of bills. Item 13, tabling of documents. Mr. Todd.

Mr. Speaker, I wish to table Tabled Document 50-12(3), Workers' Compensation Board board and committee members 1992 members' honorarium/retainer and other fees.

Item 13, tabling of documents. Mr. Kakfwi.

Item 13, tabling of documents. Mr. Kakfwi.

Item 13, tabling of documents. I have three. Pursuant to section 75 of the Plebiscite Act, I wish to table Tabled Document 53-12(3), the report of the chief plebiscite officer to the Legislative Assembly on the administrative conduct of the May 4, 1992 plebiscite.

Pursuant to section 21(i)(c) of the Legislative Assembly Retiring Allowances Act, I wish to table Tabled Document 54-12(3), a report on the audits of the accounts and financial transactions of the Legislative Assembly retiring allowances fund for the year ending March 31, 1992, prepared by the Auditor General of Canada.

Pursuant to section 21(1)(a) of the Legislative Assembly Retiring Allowances Act, I wish to table Tabled Document 55-12(3), the actuarial evaluations as of April 1, 1992, of the Northwest Territories Retiring Allowances Act and Supplementary Retiring Allowances Act.

Item 13, tabling of documents. Item 14, notices of motion. Mr. Lewis.

Mr. Speaker, I give notice that on Wednesday, February 24, 1993, I will move the following motion.

I move, seconded by the honourable Member for Yellowknife South, that Tabled Document 3-12(3) titled "Report of the Commission for Constitutional Development" be moved into committee of the whole for consideration.

Item 14, notices of motion. Mr. Koe.

Mr. Speaker, I give notice that on Wednesday, February 24, 1993, I will move the following motion.

I move, seconded by the honourable Member for Yellowknife Frame Lake, that Tabled Document 49-12(3) titled "Long-Term Staff Housing Strategy" be moved into committee of the whole for consideration.

Item 14, notices of motion. Item 15, notices of motions for first reading of bills. Item 16, motions. Item 17, first reading of bills. Item 18, second reading of bills. Item 19, consideration in committee of the whole of bills and other matters: Tabled Document 2-12(3), The Justice House - Report of the Special Advisor on Gender Equality; Bill 5, an Act to Amend the Social Assistance Act; Bill 16, Norman Wells Natural Gas Distribution System Act; Bill 17, Appropriation Act, No. 2, 1993-94; Ministers Statement 34-12(3), Long-Term Staff Housing Strategy; Committee Report 10-12(3), Report on Tabled Document 21-12(3), Payroll Tax Act; Committee Report 11-12(3), Standing Committee on Finance Report on the Review of the 1993-94 Main Estimates, with Mr. Pudluk in the chair.

This committee will now come to order. What is the wish of this committee? Mr. Ningark.

Thank you, Mr. Chairman. Mr. Chairman, we would like to deal with Bill 16, Bill 17, and other matters thereafter. Thank you.

Thank you. Is the committee agreed?