Mr. Speaker, the GNWT employs over 5,000 capable, hard-working Northerners who provide programs and services to over 44,000 residents. I believe the majority of public servants are passionate about the work they do and want to be as effective as possible. It's therefore concerning to hear of frustrations that come from working within the GNWT's siloed structure. The constraints of these silos are preventing the public service from making the most of what it has to offer.
Matrix organizations are workplaces that cut through silos, incorporating diverse talents and perspectives to solve tough problems. They are created when urgent problems require all hands on deck. Matrix organizations work both laterally and up and down; people are empowered to make things happen. Functional expertise and administrative accountability are serving the same ends. Leadership arises from all levels, and everyone has a role in success.
Changing our workplace culture to empower creative teams is hard, but the GNWT is making gains that we need to celebrate. The integrated case management team is a proactive matrix team run by Justice; Health and Social Services; housing; and Education, Culture and Employment. The program provides wraparound support to some of our most vulnerable. It acknowledges that not all people start from the same place and not every person requires the same supports. Over the course of its pilot term, integrated case management received 426 program referrals. This program employs pathfinders who connect Yellowknifers to a network of supports, building their capacity and confidence to access government.
Cross-functional, integrated teams can be more flexible, more creative, and more effective. Most importantly, they learn from both their successes and their failures, but they need room to fail fast and move forward faster. Our social and environmental problems are unique. Cookie-cutter solutions won't work. Much of what we need to do has little precedent. Integrated matrix teams need to be mandated and given the latitude to succeed.
Mr. Speaker, there are challenges associated with moving from a siloed to a matrix style of organization. Ministerial authority, as established in legislation, can be rigid, and legislation and policies will be required to support a matrix structure. I am pleased to see the progress the GNWT has been making. The deputy ministerial committee structure sets up cross-departmental working groups to ensure that GNWT departments are not working at cross-purposes with one another. In the last Assembly, the ATIPP Act was amended to permit the collection and disclosure of information to deliver common or integrated programs and services. Mr. Speaker, I seek unanimous consent to continue.
---Unanimous consent granted