Okay, thank you, Mr. Chair. Next, I wanted to touch on something more broad. It's related to some of the overall goals that we have in the business plan for this department around integrating, in general, programs and services and also trying to empower the public service to deliver things in ways that better serve residents. So something I've heard about often and seen myself is that the way we do sort of consultation, even just about sort of day-to-day programs, policies in communities, we tend to send just a constant stream, army of different people from different government departments into various communities. You know, like every day, every week, there's different people flowing through, trying to each consult about their one little thing and they're often not very coordinated with each other. So, for example, there might be a public meeting or consultation in a community one week about something and then something very similar the next week, and people think why are we here again. We just talked about this. We just told you everything. You know, we answered your questions, and now you've sent someone else to ask similar questions or the same thing; what are we doing here all over again. And also I think there's a pattern sometimes of, you know, we may send people -- you know, again, a huge selection of different people to go and consult in communities who may be experts in their very particular field but they may not have any experience with public consultation or have any -- have ever been in that community, they don't have any relationships there. So every single person we're sending is trying once again to establish a new relationship but they might only be there once. And so it's often occurred to me can we do this more efficiently in ways that actually better serve communities and build better relationships so these consultations, we get more out of them and we stop sort of spending so much time going over and over and over and over the same things. And so I wonder if there's a role for EIA in better combining or coordinating the kinds of consultations and sessions and meetings that happen in communities, ensuring we're not duplicating with the same questions. And even having, say, a team of people that do know the community well, maybe they're even based in the region or in the community, and they can be the ones who are on the -- in front consulting with the community on a range of different topics, and maybe they're not the experts in wildlife, in engineering, in infrastructure, in all the things, but at least they have that relationship. And so they can be the ones -- instead of perhaps sending every single expert from every GNWT department, they can just get the information they need from those experts, but they can be the ones interacting on an ongoing basis with people that they've built that relationship with and in that way, we could get more out of these sessions.
So that's a long little speech. But I wonder if EIA has considered anything along these lines of better coordinating the public meetings and consultations and integrating things coming from different departments into sort of funneling or streamlining through some sort of community consultation team that may or may not be linked to EIA. Thank you, Mr. Chair.
Thank you. I am going to go to the Minister.
Thank you, Mr. Chair. So I can say that I have not put my mind to having a single GNWT consultation team that would travel around and do all different types of consultation, but I understand what the Member's talking about, the consultation burden that Indigenous governments and communities outside of -- especially outside of Yellowknife and the regional centres feel. So EIA's role in that is that we do speak with the Indigenous governments and we talk to them about the consultation burden and if they're experiencing it. And so if we learn that this community is, you know, seeing lots of these things happening, we'll relay that to the departments so that they're aware of it. It is a very large organization, the GNWT, and it's hard to keep an eye on every piece of consultation that's happening and, you know, sometimes people will go out because there's a timeline that they need to hit and they need to get that consultation. But we've made efforts to try and tighten things up a little bit. I think the Council of Leaders is an example of that where it's not necessarily consultation on a specific issue, but it gets people together, it gets people aware of the general issues. And I know that some departments do go out. They bundle their consultation. They'll do a couple of pieces of legislation or a few different initiatives all at the same time. I know the Department of Justice has been doing that. But yeah, to the Member's point about a unit, a consultation unit that would sort of encompass all consultation, I have not considered that. Thank you.
Okay, thank you. I will go to the Member from Yellowknife North.
Thank you, Mr. Chair. So, I mean, I am just throwing things out there now, maybe planting a little seed but hope to maybe continue conversations on this idea. Thank you, Mr. Chair.
Okay, thank you. Next on my list I have is the Member from Inuvik Boot Lake.
Thank you, Mr. Chair. Mr. Chair, I brought up in the House before the potential of looking at having some more senior people in the regions, and specifically Inuvik. And I know we have superintendents there. I know we have regional management committees. But more specifically, you know, would the department consider having a more senior position kind of beyond that level of regional superintendent? Maybe someone who can actually work as well with the -- you know, department's envoy in Ottawa as well. Because given if you look at what's happening around with DND up there, with what's happening with LNG development, we've talked about several times in this House around land transfer, but actually having some boots on the ground in a region such as Inuvik at a senior level I think would not only benefit the government for having that, again, someone who knows the needs of the region, but also give the residents, you know, the -- you know, I guess, see that we're actually listening and have someone there on the ground to interact with senior officials in the community and relay that directly you back into the Office of the Secretary of Cabinet. Is that something, Mr. Chair, that the Minister would consider? Thank you.
Okay, thank you. I will go to the Minister.
Thank you, Mr. Chair. And the Member has raised this a number of times with me, and I appreciate his enthusiasm for the work. We do have a regional director in the community right now under EIA, but in this activity here, Office of the Secretary of Cabinet, there's actually only two employees. There's a deputy minister and the executive assistant for the deputy minister. So from this budget here, we would not be looking at doing that. That being said, EIA has the GSOs, the government service officers, which are stationed all over the territory and we have a regional director, and so we're -- and now we have integrated service teams -- or service integration teams. So we're looking at how we structure ourselves in the regions. And maybe the deputy minister can speak to some of this because it is a good time to have this discussion. Thank you.
Okay, thank you. I will go to the deputy minister.
Thank you, Mr. Chair. And, yeah, maybe just to echo the Premier, we do have a regional director, a regional manager in Inuvik, and we're also looking at a new framework for our regional leadership teams. From region to region, various departments have superintendents that operate out of those regional centres. And we're looking at how we might be able to enhance their coordination and their situational awareness, and it does harken back to a mandate priority from the last government and from the 19th Assembly which was around strengthening regional decision-making. We've not lost sight of that. So what we're looking at is, you know, how we can build in some greater accountability for those regional leadership teams, bringing them to ADMs and deputy minister committee meetings for example, where they can provide an on-the-ground update on what they're seeing and then also can be provided further direction as well so that they can go out and more accurately represent the government and respond to issues that are arising in that region. Thank you, Mr. Chair.
Thank you. I will go to the Member from Inuvik Boot Lake.
You know, I appreciate that. And I know, I mean, the regional director is often kept busy enough. I know they're there, you know, looking at each department in the region, you know, fielding questions from that, organizing -- organizing, I guess, departmental work on the ground up there as well, working with the interagency committee. I see our regional director there when I attend those meetings when I am in town. I guess what I am thinking is work beyond that. I mean, that person is busy enough. They have -- you know, they have that work to do. But I am thinking more of at a strategic level, you know, at kind of a more senior position there, reporting directly in to the deputy minister from the region on things, like I talked about, on the bigger things that are happening and ensuring that -- because we've talked about before, one little misstep, Mr. Chair, or one little thing can delay a project for a year, you know, if you're not aware of the cultural relevance of a lot of issues, decisions that are made up there -- we have two Indigenous governments up there -- like, and I am not saying that the department is not aware of any of that. But, again, having someone in the region on the ground, I think would be just beneficial and would help move things forward a lot quicker and avoid any of those pitfalls where you can have, again, one small misstep that may not seem like a big thing, as we've seen in the past, can, you know, cause way more damage than it should. So, again, and it's more of a comment, but, you know, I do think the department should consider that. Even at an ADM level, Mr. Chair, you can -- you can have an ADM outside of Yellowknife. I know it's not something that we've normally done. I think it's been contemplated, I think, in Fort Smith, but -- one in Fort Smith. But we need -- you know, even at that level up there, I think would be something that would go a long way for the residents of that region, certainly for the Indigenous governments of that region, to know they have one there, and something that I think the department should at least consider. Thank you, Mr. Chair.
Thank you. I am going to go to the Minister regarding the comments. Thank you.
Thank you, Mr. Chair, and I appreciate the Member's comments. When we're talking about projects and the Member mentioned that some missteps could delay projects, we are looking at the work that is happening, or that will be happening around the territory, in Inuvik specifically with the Department of National Defence, and trying to determine how we can best structure ourselves to ensure that we don't have those missteps and there's support when available. So I will take the Member's comments and consider that as we are looking at how we structure ourselves to advance these big projects that we're going to be seeing around the territory, hopefully. Thank you, Mr. Chair.
Thank you. I will go back to the Member for Inuvik Boot Lake.
Thank you, Mr. Chair. And thank you for that. I certainly appreciate you spending some time to think about that and see how we can move those forward at whatever, you know, level the department deems fit. But no further questions right now, Mr. Chair.
Thank you. Is there any further questions? Okay, seeing no further questions, please turn to page 147.
Executive and Indigenous Affairs, Office of the Secretary to Cabinet, $2,747,000. Does committee agree?
Agreed.
Thank you. Members, for the consideration of the Status of Women Council, we will excuse the Minister of the Executive and Indigenous Affairs and have the Minister responsible for the Status of Women before us.
I will just continue on. There are additional information items from pages 150 to 152. Oh, hang on excuse me for a second.
My apologies. Thank you for further clarification on that. If there's no further questions on the status of women council, I will just continue to move on.
Thank you, Members. We will now -- thank you. Before I go to the Member from Monfwi, is your question for the status of women Minister?
Department summary.
Okay, thank you. We're going to continue on.
Members, please return to the department summary found on page 117, with items on pages 118 and 121. I am going to go to the Member from Monfwi.
Thank you. Thank you, Mr. Chair. GSO, for Tlicho region, there's four. It was like that within the 2024-2026, and it's the same. But it's part-time, on a part-time basis. I just wanted to ask the Minister if they have any plan of changing the status from part-time to full-time. Because I can -- I get a lot of phone calls from my constituents, especially elders, and they said I can't wait -- because this is an emergency. I can't wait for the workers to be in the office in the afternoon. And most of the phone calls I get are in the morning, so I just -- I know they're -- you know, they can -- they're flexible with their time but I just wanted to ask the Minister -- or Premier, because it's his -- it's a good program. It's a good service, because they provide a lot of services, especially dealing with the elders and unhoused people. It's a good program. I like it, I do support that. It's just that it's part-time. So I just wanted to know if it's -- do they have a plan to change the status from part-time to full-time? Thank you.
Okay, thank you. I will go to the Minister.
Thank you, Mr. Chair. So there is no plan currently to make that change. We have not heard that there are workload issues that would require additional time. I understand what the Member is saying, though, that maybe some times of day are less convenient for some residents than other times of day. But given the workload, the plan is to continue forward as a part-time position. Thank you.
Thank you. I will go back to the Member for Monfwi.
No, that's -- it's a real good position, you know. They provide lots. And the people that I know that are in that job in my region, they all speak fluently in Tlicho so they can provide both members, and I really do appreciate that and I know they're doing an excellent job. But it's just that it's, you know, given the time of day, you know, it's -- sometimes the elders, they don't know what to do, where to go, and that's when they call me. And I always tell people that, you know, okay, go to GSO office, go to GSO office. And then -- and they're, you know, like, I explain, the office, because it's a wraparound services or the way that it was explained. So it would be nice, you know -- I know they're -- I understand about the workload but there's more that they can do. So it would be nice if -- and with the mine closure and not enough jobs, maybe these workers have spouse that was working or -- you know, is working at the mine and there's going to be interruption with their pay so maybe it's a -- maybe the Premier's office can reconsider trying to change the status from part-time to full-time. That's my main questions regarding that, issues that I have with that. Thank you.
Okay, thank you. I will just go to the Minister.
Thank you. I will consider the Member's comments. Thank you, Mr. Chair.
Thank you. Is there any further questions? Seeing no further questions, I will now call the department summary.
Executive and Indigenous Affairs, operations expenditures, total department, 2026-2027 Main Estimates, $39,529,000. Does the committee agree?
Agreed.
Thank you, Minister. Thank you to the witnesses for appearing before us today. Sergeant-at-Arms, please escort the witnesses from the chambers.
Then I am going to go to the Member of Inuvik Boot Lake.
Committee, we have agreed to consider Committee Report 35-20(1), Standing Committee of Public Accounts Report on the Review of Auditor General's 2025 Report on Protected and Conserved Areas in the Northwest Territories. I will now go to the chair of the Standing Committee on Public Accounts for opening comments. I will go to the Member from Range Lake.
Thank you, Mr. Chair. I am pleased to speak to committee's report and its recommendations. The auditor general's report evaluated the Government of the Northwest Territories work on implementing the Healthy Land, Healthy Peoples work plan, focusing on the GNWT's work to establish new protected areas, support the management of existing protected and conserved areas, and secure long-term funding for conservation activities.
The committee's review was informed by in-camera briefings and the exchange of correspondence between the committee and the GNWT.
The committee held a public briefing on October 29th, 2025, with Jerry DeMarco, Commissioner of the Environment and Sustainable Development, staff from the Office of the Auditor General, and the deputy ministers and staff from the GNWT's Departments of Executive and Indigenous Affairs, Environment and Climate Change, and Industry, Tourism and Investment.
The committee is supportive of the progress made by the GNWT to advance the conservation of the lands and waters of the NWT, and the territory's prominent and leading contribution to Canada's conservation targets. The committee is also pleased to note that GNWT agreed to the audit report's recommendations. However, the committee remains seriously concerned about the rate of progress towards fully responding to the recommendations. The committee is also concerned about the stability of future long-term funding for conservation efforts and management of territorial protected areas and believes that the Department of Environment and Climate Change remains overly reliant on short-term funding. Several of the committee report's recommendations focus on these concerns.
The committee report also focused on the GNWT's co-management relationships with Indigenous governments and organizations. In particular, the report calls on the GNWT to expedite progress on advancing Dinaga Wek'ehodi and the four Dehcho candidate protected areas while respecting ongoing land claim negotiations. The committee notes that effective protection and conservation relies on healthy underlying relationships between the GNWT and Indigenous governments and organizations. Several of the committee's recommendations identify measures that the committee believes will improve these relationships and advance reconciliation.
At the same time, the committee believes that the GNWT still has a role to play in providing direction, fostering capacity-building, and in resolving disputes when asked.
Individual Members may have additional comments on the report and its recommendations. Thank you, Mr. Chair.
Thank you. I will now open the floor to general comments on Committee Report 35-20(1). Are there any questions?
Okay, seeing no further comments, I will go back to the Member from Range Lake.
Thank you, Mr. Chair. I move that this committee recommends that the Government of the Northwest Territories create a program line for conservation planning and implementation in the 2027-2028 Main Estimates and adopt staged funding triggers tied to milestones under the Protected Areas Act. Thank you, Mr. Chair.
Okay, thank you. The motion is in order. To the motion.
Question.
Question has been called. All those in favour? All those opposed? Motion carried.
---Carried
Thank you. I will go back to the Member from Range Lake.
Committee Motion 140-20(1):
Committee Report 35-20(1): Standing Committee on Public Accounts Report on the Review of the Auditor General’s 2025 Audit of Protected and Conserved Areas in the Northwest Territories – Stabilizing Operational Capacity for Territorial Protected Areas,
Thank you, Mr. Chair. I move that this committee recommends that the Government of the Northwest Territories stabilize its operational capacity for territorial protected areas by increasing capacity funding to support management boards and by fully funding the staffing of positions identified in the establishment agreements;
And further, the government should allocate sufficient resources in the 2027-2028 Main Estimates to close capacity gaps and ensure the effective delivery of management plans, monitoring programs, and guardians initiative. Thanks.
The motion is in order.
Question.
All those in favour? All those opposed? Motion carried.
---Carried
I will go back to the Member from Range Lake.
Thank you, Mr. Chair. I move that this committee recommends that the Government of the Northwest Territories identify its financial obligations and resource requirements for conservation initiatives outside the Protected Areas Act and provide the necessary funding, including working with the federal government, to secure appropriate long-term resources for these activities within one year and report back to the Standing Committee on Public Accounts on its progress. Thank you, Mr. Chair.
The motion is in order.
Question.
All those in favour? All those opposed? Motion carried.
---Carried
I will go back to the Member from Range Lake.
Thank you, Mr. Chair. I move that this committee recommends that the Government of the Northwest Territories establish more flexible multi-year financing tools by amending the Financial Administration Act and related policy instruments to enable funding mechanisms suitable for intergenerational conservation commitments and to complete this work in time for it to be reflected in the 2027-2028 Main Estimates. Thank you, Mr. Chair.
