Check against delivery

Mr. Speaker, residents across the Northwest Territories depend on a health and social services system that is steady, responsive, and able to adapt under pressure. In recent years, our system has indeed faced significant pressure, which was a key factor in my decision to appoint a Public Administrator to lead the Northwest Territories Health and Social Services Authority just over a year ago. His role is to help guide the Authority through this period of transition and support the system as it responds to these pressures.

Today, in light of recent concerns raised by Members of this House about the pace and direction of the work being led by the Public Administrator, I want to provide a clear update on the progress underway, the challenges that have affected some timelines, and the priorities for the year ahead.

A major focus of the Public Administrator’s work plan has been strengthening relationships with communities, Regional Wellness Councils, and partners across the system. Throughout 2025, he and the Northwest Territories Health and Social Services Authority met with residents, practitioners, and community representatives in every region. These conversations continue to identify local challenges, support community-driven solutions, and shape priorities for improving access to care for smaller communities and Indigenous residents.

Mr. Speaker, the work to improve access to care in the Dehcho Region is one example of this partnership in action. Staff and community partners are collaborating to enhance local services and support care closer to home. Early results of this work include stronger service delivery for remote communities through increased staff training, a hybrid remote and on-site nurse practitioner model, and select point-of-care testing. Lessons from this work are informing planning in other regions and will support future community-focused service models.

In addition, the Northwest Territories Health and Social Services Authority has advanced improvements in primary care operations. Targeted projects are supporting progress in areas such as diabetes care and scheduling for community health nurse appointments. The “52 in 52” initiative continues to encourage frontline staff to identify small but meaningful improvements each week that enhance access to care and improve the patient experience.

Work is also underway to reduce administrative burdens. The Health Authority has begun testing a new technological tool that helps primary care providers complete their notes more quickly so they can spend more time with patients. Staff have been clear that administrative paperwork is a challenge, and Mika AI Scribe is a practical solution being piloted and evaluated to support them.

The Northwest Territories Health and Social Services Authority has also been focused on building leadership capacity within their governance structure as they prepare to transition away from a Public Administrator–led model. This includes training, mentorship, and strategic planning sessions. The organizational review completed last year provided recommendations to clarify roles, strengthen decision-making, and improve alignment across programs. These findings are guiding changes, using existing resources, in areas such as Corrections Health Services, Dietician Services, and Adult Services, with implementation planned for the coming fiscal year.

Mr. Speaker, some initiatives have required adjusted timelines. Work on the People Strategy progressed well last year; however, it identified issues extending beyond the Health Authority’s mandate and required a government-wide response. As the scope expanded, additional coordination became necessary, and that work continues.

Wildfire activity in 2025 also delayed planned engagement in the Dehcho region, and some reporting tools required additional time to ensure accuracy and consistency of data.

Mr. Speaker, while we have experienced delays in some areas, we understand the importance of reporting on progress. That is why regular progress updates are publicly available, and quarterly workplan updates will continue to be posted on the Northwest Territories Health and Social Services Authority’s governance webpage. Briefings have been, and will continue to be, provided to Members and to partners like the Northwest Territories Medical Association. Monthly updates are shared with Regional Wellness Council Chairs, with staff, and with the public. A Performance Indicators Dashboard was launched in November 2025 on the Northwest Territories Health and Social Services Authority’s website, providing residents with easy access to information on key areas of service delivery.

In addition to public accountability, financial sustainability also remains a priority. The first phase of the budget review was completed in April 2025, and the Health Authority is working with the Healthcare System Sustainability Unit to address the main drivers of the deficit.

Mr. Speaker, while significant work remains to ensure the long‑term financial sustainability of our system, it is important to recognize progress. In 2024–2025, the Authority’s year-end deficit was reduced by nearly 34 million dollars compared to what had been budgeted. In the current fiscal year, targeted spending reductions have decreased the operations-related deficit by approximately 8 million dollars. These improvements demonstrate meaningful progress in stabilizing the system while maintaining essential services.

Looking ahead, Mr. Speaker, the Northwest Territories Health and Social Services Authority is preparing for another important year of transition. In 2026, our work will focus on improving the medical travel experience, reviewing access to primary care in Yellowknife, strengthening risk management, and simplifying key processes. The Public Administrator will continue his engagement on health equity and will focus on supporting staff throughout the organizational changes underway. He will also continue working with me to develop options for a future governance model.

Mr. Speaker, the progress made over the past year reflects the dedication of staff, community partners, and leaders across the system. Their efforts have strengthened the foundation for the year ahead and will support a more stable and responsive system for residents. As we move through this transitional year, we will continue to focus on improving access to care, supporting staff, and working closely with communities, Indigenous partners, and Members of this House. Our goal remains clear: to build a system that supports healthy people and communities, and that better meets the needs of residents today and into the future.

Quyanainni, Mr. Speaker.