Thank you, Mr. Chairman. Mr. Chairman, the Standing Committee on Social Programs met on May 25th, 2000, to consider the 2000-2003 business plan and the 2000-2001 main estimates for the Department of Health and Social Services.

The department's business plan shows a high degree of correlation to recent departmental strategic planning exercise. The committee members were, however, disappointed by the lack of detail provided by the department as to how it intends to measure success in meeting its stated goals. Without knowledge of the starting points and defined targets, the committee, and indeed the department, has no method of measuring success in meeting goals and objectives.

As the members of the standing committee examined the business plan, it became apparent that, in many cases, it was a wish list for the department. The committee certainly hopes that the necessary funding can be found to make many of these wishes come true. The committee believes that it may not be appropriate to incorporate wishes as part of the business plan. These wishes provided committee members with an idea of the direction the department would like to take in the future. But if initiatives are seen as so important they are included the business plan, the funding should be allocated to them.

At the very least, the committee expects to see a strategy laid out for examining program priorities, so we know the department is looking at reallocation if new monies are not available.

Funding for Magnate Communities

Mr. Chairman, there was a concern on the part of committee members that magnate communities are not adequately funded under the present funding formula. Committee members were pleased to hear the funding formula takes into account historical spending patterns. The committee is hopeful these spending patterns capture true usage. Members are aware that many residents of the Northwest Territories make decisions on where they access our health care system based on the quality of services available in the facility.

For example, many residents of Fort Providence prefer to access Stanton Regional Hospital in Yellowknife, rather than H.H. Williams Hospital in Hay River. This leaves the committee to question whether new services, like the CAT Scan machine in Yellowknife, are adequately funded over the long term. Committee members will be monitoring and seeking feedback from their constituents.

Health Promotion Strategy

Mr. Chairman, we were disappointed that there were no apparent linkages between the Health Promotion Strategy and the Mental Health and Addictions Strategy. There is a belief amongst committee members that the issue of alcohol abuse needs to be front and centre in any Health Promotion Strategy. This is not apparent.

The communities have told MLAs and the Minister's Forum on Health and Social Services that their major health and social concern is the effect of alcohol on the community and its residents. The Health Promotion Strategy appears to be focused on tobacco cessation programs rather than the community desire to focus on addiction treatment. The committee notes that this community focus was strongly expressed in the Final Report of the Minister's Forum on Health and Social Services. The department's lack of reaction in this area is puzzling and leaves the committee to wonder if the headquarters function of the department is in touch with the desires of our communities.

Committee members were very concerned that written material produced under the Health Promotion Strategy be written in plain, simple English and translated into the appropriate aboriginal languages. This concern relates to the low literacy level of many of our residents. Government information must be presented in a format that residents understand. This concern should be related to the non-government organizations that are preparing materials funded from the Health Promotion Strategy.

Mr. Chairman, members were very disappointed that funds lapsed last year under this activity. While committee members do accept the reasons that the Minister and her officials provided for the lapse, it is still hard for Ordinary Members to explain to their constituents why over $400,000 lapsed under such an important activity. Some Member's constituents view lapses, as in this instance, as an example of why government funding should flow to the communities rather than being concentrated at the headquarters level.

Many of the initiatives that are part of the Health Promotion Strategy are undertaken by non-government organizations. The NGOs have expressed concern in the past that single-year funding for projects does not allow them the flexibility to do any forward planning. They hire staff to run programs, but can only guarantee employment for as long as funding is in place.

The NGO's staff, affected by year-to-year funding, are understandably apprehensive and in many cases seek alternative, stable employment. This of course leaves the NGO in the position of having to hire new staff. This constant staffing turnover reflects on the NGO's ability to deliver the program on behalf of the government. The committee notes that this is not an issue particular to the Health Promotion Strategy or even confined to the Department of Health and Social Services.

Mr. Chairman, the instability created by year-to-year funding is a serious issue for most NGOs and for the government departments on whose behalf the NGOs deliver programs. If the government is to meet the spirit and intent of Towards a Better Tomorrow, it is imperative that we build co-operative relationships with NGOs that deliver our programs directly to the people. An important part of any cooperative relationship is a stable, multi-year funding agreement. The Standing Committee on Social Programs has forwarded this concern to the Accountability and Oversight Committee who will be making a recommendation on multi-year funding agreements.