Thank you, Mr. Speaker. Mr. Speaker, there has been a lot of discussion over the past year about health and social services, and particularly, about the performance of our boards. Over the past year, as we consulted people about our strategic plan, we heard a common message from the public about the accountability of the service delivery system. People want reassurance that programs and services are being delivered in the right way, by the right people, and that those services are there when needed. Therefore, I have asked the department to examine and adjust its approach and to work closely with the boards to meet that public expectation.
Mr. Speaker, we know that if boards are to succeed, they need strong and committed trustees, supported by capable staff. We are working hard to maintain strength on all boards, filling vacant positions quickly and supporting ongoing training activity. In the Deh Cho, for example, where we have not had a board in the past, prospective board members have undergone training and have recently taken on their new responsibilities. The role of the chief executive officers for boards is critical to their success. The department and boards are actively involved in recruiting CEOs in the Baffin, Keewatin and Fort Smith. We have also begun the process of recruiting for a CEO for Yellowknife Health and Social Services. Mr. Speaker, with the right people in place, we will turn our attention to undertaking the groundwork necessary for monitoring and evaluating the delivery of programs and services.
Our first step is an agreement between each board and the department. This agreement does a number of things:
- It defines board and departmental responsibility.
- It outlines our core services; that is, the range of programs and services that a board is expected to provide to residents in its service area. Where services cannot be accessed locally, the boards must ensure that services are provided through another board.
- Finally, it provides the legal structure and policies to guide how the programs and services are delivered.
After setting the roles and responsibilities, we have also established outcomes and measures, which will be used to evaluate the overall success of each board.
These outcomes will let us measure the physical, mental and emotional health of the population. They are practical indicators, for which the public can hold the health and social service system accountable. We want to measure and report on such important questions as:
- Are babies being born healthy?
- Are we reducing the rates of preventable diseases?
- Are there fewer children who need special intervention like speech therapy or occupational therapy? - Are the rates of risky behaviours like smoking, excessive alcohol consumption and sexually transmitted diseases declining?
Reporting on these issues will be public. Everyone will be able to see them in our annual health status report. Mr. Speaker, we are near the end of a long period of adjustment, served by committed board trustees, department and board staff and caregivers. We still have problems to solve and work to do. However, with the right people each doing their part, northerners should be able to hold health and social service partners accountable for the appropriate and effective delivery of programs and services, aimed at improving the health and well-being of all northerners. Thank you, Mr. Speaker.
--Applause