Mr. Speaker, I am not here to defend government, and I am not here to defend Cabinet. What I am defending, unapologetically, is public servants. I would never pretend that the GNWT is a model of a well-functioning institution.
My first job when I moved here almost 18 years ago was with the GNWT, and I found myself in a little unit that was such a terrifyingly dysfunctional place that I quit after only a few months. And I never went back. I swore I did not want to work for government. But I did fall in love with this place and especially its people. This community and communities across the NWT are made up, in large part, with government workers, everyone from renewable resource officers to nurses to teachers, and yes, even the policy makers and program staff in departmental offices that we are funding through this budget all play a necessary part in keeping this territory running and putting all the supports and services in place that most of us take for granted every day.
Look, so government often moves slowly. We heard a lot about that yesterday. We all know that, and we agree it's not good. But to change it, we first need to be clear about why it moves slowly.
As far as I can tell, it's not because there is any conspiracy. It's because decision makers tend to be really bad at reaching agreement amongst ourselves on the right path forward. Sometimes leaders even think it's supposed to be that way, that the right way to be a leader is always to be angry and disagree with anything the other side says. And then if those types of leaders are quick to get really mad when a bold decision is taken they disagree with, Ministers and public servants alike, especially those on the front lines, feel vulnerable to shaming and blaming while trying to implement something that some folks don't like. So the constant incentive is for government to not do anything different, out of fear. If leaders cannot agree on what to do, the safest option always appears to be don't rock the boat, don't do anything too different that you could get blamed for.
Mr. Speaker, this budget, it moves away from the primary objective of fiscal restraint and towards a focus on shifting resources towards things that will shore up our foundations and prepare us for a possible big influx of federal investment around northern security. So I think that has broad consensus. And when you zoom out, it becomes obvious, though, that the actual amount of resources being shifted around towards our priorities is relatively minor; however, there are some notable initiatives that in themselves will make a big difference, and I want to point those out.
I think that the plan to expand lab and diagnostic services at Stanton to a 24/7 model will make a huge difference both to patients and to the efficiency and effectiveness of our healthcare system. I am pleased to see that significant new resources are being allocated to transitional and supportive housing projects as well as towards the stabilization of emergency shelters across the territory.
But as a group, we have struggled to come up with a common idea of the changes that we actually want to see in this particular budget or any GNWT budget. My main objectives are not related to any specific budget line but require achieving a clear vision for how we're going to build a stable and well-supported healthcare workforce and identifying concrete things that are holding us back from building a robust labour force, including basic education and literacy.
Mr. Speaker, in conclusion, I will continue to emphasize the need to have the tough conversations amongst us leaders that could actually lead to consensus on a bold path forward rather than focusing on the divisions because I believe that that is the most significant thing holding us back, that if we can address it we can allow this government to make more progress faster. Thank you, Mr. Speaker.