Thank you, Mr. Speaker. Mr. Speaker, over the past decade, there have been tremendous changes in the government's approach to the delivery of human resource services.
In the early 1990s, all personnel were centralized in one department. A few departments had individuals who assisted with human resource planning, but not many. This was a time when the government was involved in the equal-pay study, before the pay equity court case, and the GHRS, the predecessor to PeopleSoft, was developed in-house.
In 1993, the government began to dismantle Personnel, moving functions like benefits, labour relations and job evaluation to the Financial Management Board Secretariat. In early 1996, staffing and benefits were transferred to departments, along with the staff to do the work. Regional offices were dissolved. Over the next two years, many responsibilities were also transferred to deputy ministers and departments in areas like labour relations.
In 1998, the new Hay system for evaluating jobs was implemented, along with giving responsibilities for evaluation to departments. In 1998, work began on the much vaunted PeopleSoft system, which was implemented in 1999.
In 1998, a new unit in the Executive was created, corporate human resource services, which has central human resource responsibilities along with the Financial Management Board Secretariat. Mr. Speaker, given all the change, it makes sense that the government would want to do an objective evaluation to determine what is working and what is not.
We have to look at the big picture and all the parts. Are there enough checks and balances in place to ensure departments are following government human resource policy? After 11 years, what needs to be done to change the Affirmative Action Policy, a policy which has seen only a two percent, a paltry, meagre two percent increase in aboriginal participation in the GNWT.
With PeopleSoft now up and running, and significantly over-budget, I might add, is an evaluation of the start-up in order? How is it working? Is the current delivery system working as well outside of Yellowknife as the old system of regional personnel officers used to? Who is responsible for tracking and recording our human resource practices? Who is coordinating important human resource practices like performance appraisals, which, government-wide, is a very dismal figure?
Performance appraisal completion rates, exit interviews...has decentralization worked for everything? Are there areas where central expertise and advice would be better served? Mr. Speaker, I seek unanimous consent to conclude my statement.