EXECUTIVE PROFILE Deputy Minister of Health and Social Services Government of Northwest Territories
CONTENTS Territory and Government Overview 2 Position Responsibilities 7 Candidate Requirements 9 Application Process 13
TERRITORY AND GOVERNMENT OVERVIEW ABOUT THE NORTHWEST TERRITORIES The Northwest Territories (NWT) is made up of 1.17 million square kilometres of mountains, forests and tundra threaded by wild, clean rivers feeding thousands of pristine lakes. The territory starts at the 60th Parallel and extends into the Arctic Ocean and reaches beyond the Arctic Circle. More than 40,000 people call this majestic setting home. The NWT is a land of six distinct regions: The South Slave is the gateway to the territory. The North Slave lies atop Great Slave Lake. The Dehcho has big rivers and big mountains. The Sahtu is the trackless core of the territory, remote even by Northern standards. The Western Arctic is a storybook landscape of tundra, ice, mountains, reindeer, polar bears and muskox. Yellowknife is the wild metropolis the capital of the territory and the little big city. The city buzzes with frontier spirit and cultural activity. Add to that its setting perched on pink outcrops above the waves of Great Slave and you ve got the ideal place to experience the modern North. The population of the NWT is multicultural and diverse. Half of the population is Indigenous here since time immemorial while half are originally from elsewhere. Of the former, a wide range of cultures are represented. About nine percent are Métis, mostly concentrated on the south side of Great Slave Lake. Another 11 percent are Inuvialuit, the people of the far North. The Dene make up about 30 percent of the territorial population. The NWT is a young territory: barely 32 years old on average, which is far below the Canadian average. Almost one-quarter of residents in the NWT are under age 15. With brilliant blue skies most of the year, the NWT is the best place on earth to enjoy the aurora borealis and the midnight sun. Tourists from around the globe visit to experience the rugged outdoor activities and scenery. The summers seem endless with extended daylight throughout the summer season. During the winter months there is no better place to watch the world s best northern lights dance. ABOUT THE GOVERNMENT OF NORTHWEST TERRITORIES The 18th Assembly of the Government of Northwest Territories (GNWT) convened on Thursday, February 18th, 2016. The Legislative Assembly of the GNWT is based on consensus government, with 19 elected members from which the seven members of the Executive Council (Cabinet) are elected. The Northwest Territories is one of only two jurisdictions in Canada with a consensus system of government instead of one based on party politics. In this system, all Members of the Legislative Assembly are elected as independents. Shortly after the election, all Members meet as a Caucus to set priorities for that Assembly. The Caucus remains active throughout their term as the forum where all Members meet as equals. EXECUTIVE PROFILE DEPUTY MINISTER OF HEALTH AND SOCIAL SERVICES 2
ABOUT THE GOVERNMENT OF NORTHWEST TERRITORIES (Continued) Members who are not in Cabinet are referred to as Regular Members. They become the unofficial opposition and are responsible, through questioning in the House and the work of standing committees, for holding the government accountable and responsive to the people of the Northwest Territories. Compared to the party system, there is much more communication between Regular Members and Cabinet. All legislation, major policies, and proposed budgets pass through the Regular Members standing committees before coming to the House. This gives Members a chance to influence changes made on initiatives before they re made public. The 11 Regular Members also hold the balance of power, as only seven Cabinet Ministers are elected. A Cabinet that ignores the direction favored by the majority soon runs into trouble. Even so, consensus government does not mean that unanimous agreement is necessary for decisions to be made, motions passed, and legislation enacted. A simple majority carries the vote. ABOUT THE DEPARTMENT OF HEALTH & SOCIAL SERVICES Much of the social context of the NWT is the product of historical factors such as colonization, residential schools, rapid cultural change, and the removal of people s power to make decisions about their own lives. There exist significant gaps when comparing the social conditions of people in the NWT with those in the rest of Canada, comparing Aboriginal and non-aboriginal residents in NWT, comparing between genders, and considering whether a person lives in a smaller or larger NWT community. Most social conditions in the territory are showing improvement over time, with an emphasis on community wellness and safety that begins with supports to encourage individuals and families to be and stay healthy. Healthy lifestyles, including mental health, are kept with the promotion of physical activity, volunteerism, positive relationships within families, and time on the land. These are the things we believe help to prevent chronic disease, domestic abuse, and feelings of helplessness. This means getting it right from the start, before children are even born and when they are under age five, through until late in life when planning is required to ensure independence for seniors in the places where they are most comfortable. When mental health concerns do arise, especially for youth, our communities and health care system need to be prepared with services that take into account one s culture, location, and social setting. When chronic disease is diagnosed, it needs to be caught early, by health practitioners who understand the cultural and historical dimensions of health care in NWT. When family violence or crime does occur, we need measures in place to reintegrate offenders and heal families. EXECUTIVE PROFILE DEPUTY MINISTER OF HEALTH AND SOCIAL SERVICES 3
ABOUT THE DEPARTMENT OF HEALTH & SOCIAL SERVICES (Continued) Territorial government is one partner in ensuring the wellness and safety of our communities, alongside families, community groups, police, courts, schools and aboriginal governments. The GNWT s plan begins with prevention, by encouraging healthy lifestyles and strong families, making sure sustainable and responsive systems are in place for people when they are needed, and planning for individual well-being from birth to old age, being mindful of history and culture, but confident that residents have many strengths to build upon and anchor us towards a better future. With this context, the Government of Northwest Territories has laid out the following priorities for the Department of Health and Social Services: 1. Focusing on mental health and addictions by ensuring that services are delivered locally with culturally-appropriate methods. 2. Taking action so that seniors can age in place. 3. Fostering healthy families by focusing on wellness, prevention, and improved nutrition. 4. Taking action on the crisis of family and community violence. 5. Creating opportunities for healthy lifestyles and community leadership for our youth. Northwest Territories Health and Social Services Authority The Northwest Territories Health and Social Services Authority (NTHSSA) is responsible for the design and delivery of territorial health and social services planning across the Northwest Territories. Established on August 1, 2016, the NTHSSA is the result of a four year process that examined the health and social services system in the Northwest Territories. Through extensive public and stakeholder engagement it was determined that while the system in the Northwest Territories was delivering good care, there were a number of areas for improvement and barriers to break down to achieve future innovation. The NTHSSA is funded by the Government of the Northwest Territories through the Department of Health and Social Services. The Department is responsible for the ministry functions as related to health and social services which include: setting standards and policies, strategic and business planning, resource allocation, and monitoring. The Department also administers the NWT Health Care Plan and Provides vital statistics services. Prior to the establishment of the NTHSSA there were eight independent health and social services authorities in the Northwest Territories. This proved to be a systemic barrier to innovation, improving patient care, and efficiency. EXECUTIVE PROFILE DEPUTY MINISTER OF HEALTH AND SOCIAL SERVICES 4
Northwest Territories Health and Social Services Authority (Continued) As a result of the work examining the system the NTHSSA was formed by amalgamating six regional health authorities in the Beaufort Delta, Sahtu, Dehcho, Fort Smith, Yellowknife, and Stanton Territorial Hospital. This was done to achieve a number of goals including: 1. Improving coordination of services; 2. Ensuring community and regional input into Territorial programs; 3. Maximizing the use of human resources, facilities and every dollar spent; 4. Making the system more responsive to the needs of residents; and 5. Enhancing frontline and community based patient-client care. The establishment of this new authority provides the foundation to make improvements to meet these goals. The NTHSSA is responsible for delivering health and social services in most communities across the NWT. At this time the Hay River Health and Social Services Authority will continue operations and maintain its own Board of Management. This is an interim measure until a time when negotiations can be completed to bring the staff of this authority into the public service. The Tlicho Community Services Agency will continue to be a Board of Management under the Hospital Insurance and Health and Social Services Administration Act and will continue to deliver health and social services in Tlicho Communities. The establishment of the new Authority will respect the legislation that establishes the TCSA which was implemented as a result of the Tlicho Self Government Agreement. Through continued partnership with the Tlicho Community Services Agency and the Hay River Health and Social Services Authority the NTHSSA will continue to make improvements to the entire health and social services system. By working closely with these groups and having their representatives on the Northwest Territories Health and Social Services Leadership Council, improvements to the system can be made collaboratively together. To further facilitate this new framework and structure, the GNWT has created Regional Wellness Councils to provide a strong and clear voice for the regions. These Councils also give residents an easier way to bring any concerns to the attention of senior decision makers at the territorial level. Another area where progress has been made is in the move to a single Territorial Medical Staff, a priority item that will have an immediate positive impact on the system. A unified medical staff will be able to deliver more consistent care as they set shared standards and work across geographic boundaries to make improvements to the entire system. This is also an opportunity to foster an environment of collaboration among medical professionals. For more information on the GNWT, go to www.gov.nt.ca. For more information on the Department of HSS, go to www. hss.gov.nt.ca. For more information about moving to Yellowknife and the Northwest Territories, go to www.comemakeyourmark.ca. EXECUTIVE PROFILE DEPUTY MINISTER OF HEALTH AND SOCIAL SERVICES 5
Guiding Principles Focusing on patient/client Support Individuals and Families to stay healthy Ensure regions have a voice at the territorial level Ensure access to care and services Emphasize quality care Sustainability Respect diversity of all cultures. EXECUTIVE PROFILE DEPUTY EXECUTIVE MINISTER PROFILE AVP, HEALTH AND STUDENT SOCIAL SUCCESS SERVICES 5 6
POSITION RESPONSIBILITIES GENERAL The Deputy Minister of Health and Social Services (HSS) holds responsibility for the strategic direction and delivery of departmental policies, programs and services as they relate to the HSS portfolio. The Deputy Minister provides effective advice and support to the Premier, the Minister and Cabinet; provides leadership to staff across the department; and works closely with the Northwest Territories Health and Social Services Authority ( the Authority ), the Hay River Health and Social Services Authority, and the Tlicho Community Services Agency. The Deputy Minister also works closely with local and indigenous governments, provincial and federal partners, as well as other partners, to meet the Department s mandate. With the recent establishment of the Authority, the Deputy Minister will continue to work closely with that organization s leadership to address the ongoing transformation of service delivery. In addition, he or she will focus on the key priorities of the 18th Legislative Assembly. The Deputy Minister reports to the Minister of Health and Social Services. The Deputy Minister position is appointed by the Premier, to whom the Deputy Minister will ultimately report, but is provided day-to-day direction by the Minister. KEY DUTIES Support Minister to achieve their Mandate (as described here). Provide the leadership and administration of an important, complex and very large Department. Collaborate with stakeholders to design and implement programs, policies and services that support the health and quality of life of citizens. Continue to oversee the transition of the health authority amalgamation into the Authority and provide further clarity on the roles and responsibilities of the Authority and the Department. Continue to maintain active, supportive and collaborative relationships with the Hay River Health and Social Services Authority and the Tlicho Community Services Agency. Play an active role in the regions throughout the Territory to ensure a solid understanding of the unique needs and challenges of various communities. Demonstrate acknowledgement, respect and support for traditional indigenous knowledge and ways of life through policies and programs. Ensure that the Minister is provided timely, effective, ongoing information, advice, and support to enable him to carry out his responsibilities and Mandate objectives. EXECUTIVE PROFILE DEPUTY MINISTER OF HEALTH AND SOCIAL SERVICES 7
KEY DUTIES (Continued) Work together with other Deputies across departmental lines. Model collegiality, professionalism and a whole -ofgovernment perspective to departmental staff. Contribute to the overall stability and strength of the public service by maintaining a positive culture within the department where staff are well-informed, valued and have opportunities to develop, contribute, and to advance the goal of a representative public service. Foster key relationships with federal, provincial/territorial, municipal and Aboriginal government counterparts; all of which must be managed in the context of the federal engagement strategy, the government s commitment to Respect, Recognition and Responsibility and other relevant policy commitments. Fulfill all responsibilities within the context of the Department s Establishment Policy, all relevant legislation, and any direction that has been or may be issued by Cabinet or the Financial Management Board. Support the efforts of the government to build and maintain respectful government-to-government relations by implementing the government-wide Aboriginal government engagement strategy. Support the efforts of the government to advance the federal engagement strategy. REPORTING RELATIONSHIPS Reports to: The Premier of the NWT The Minister of Health and Social Services Relates to: All Deputy Ministers at the GNWT All MLA s at the GNWT Northwest Territories Health and Social Services Authority, Hay River Health and Social Services Authority, Tlicho Community Services Agency Peers at other government jurisdictions and Aboriginal governments/organizations Direct Reports: Chief Public Health Officer ADM, Corporate Services ADM, Health Programs ADM, Families and Communities Director, Corporate Planning and Reporting Director, Policy, Legislation and Communication EXECUTIVE PROFILE DEPUTY MINISTER OF HEALTH AND SOCIAL SERVICES 8
CANDIDATE REQUIREMENTS GENERAL The ideal candidate has Deputy Minister or equivalent experience, or has held a senior leadership role in health care or social services. He or she has demonstrated an ability to work in a multi-stakeholder environment to demonstrably improve the health and wellbeing of citizens. The Deputy Minister will be known for their ability to build productive and sustainable relationships with a diverse range of constituents, including elected officials, indigenous communities, nongovernment service delivery partners, and community members. He or she will bring a balanced approach, strategic vision, strong fiscal acumen and an ability to quickly synthesize complex information to support astute decision making. The incumbent also brings experience working with rural, remote and indigenous communities and a proven ability to connect to community in a culturally-appropriate way. Typically the knowledge, skills and abilities required for this position would be attained through completion of industry appropriate academic credentials, at minimum a Master s level degree in areas related to Health, Social Work, Public Administration or Business Administration coupled with five to ten years senior leadership experience in a related environment of similar scope and complexity. A Certified Health Executive (CHE) designation with the Canadian College of Health Leaders (CCHL) would be an asset. SPECIFIC REQUIREMENTS Demonstrated leadership experience and skills within a related portfolio, ideally gained within a rural or northern community setting. An ability to listen, build trust and demonstrate flexibility to accommodate diverse cultural needs. Demonstrated strategic planning and forward thinking, and an ability to balance the interests of many stakeholders and to reflect the expectations of the population. Experience working at federal/provincial/territorial tables, or experience representing and advocating for the interests of an organization or body at a national level. Ability to draw on business acumen and strategic skills to ensure that the activities of the department are effective and sustainable. Uses creativity and views tactical problems or initiatives from a broad perspective and presents solutions that support strategic objectives. Champions ideas and strategies to successful implementation. Superb communications skills including the ability to engage a wide variety of people and be visible and approachable throughout the Department, government, and communities. Able to articulate a vision and sell it across all organizational and national levels. EXECUTIVE PROFILE DEPUTY MINISTER OF HEALTH AND SOCIAL SERVICES 9
SPECIFIC REQUIREMENTS (Continued) Ability to build and maintain collaborative relationships that bring diverse stakeholders together to work toward common goals. Ability to identify talent, build teams, see the strengths that individuals contribute and effectively engage individuals in working toward a common goal. Political acuity - able to work effectively in a policy/political environment, keep peers and leaders well-briefed, and make decisions or provide advice as appropriate. Able to maintain a long-term, broad-view perspective, but quickly respond to opportunities and advance issues. Knowledge of sound governance and governance best practices. Sound understanding of and commitment to the application of continuous quality improvement principles and practices. Able to effectively manage conflicts, crises or disputes, communicating ideas and concepts, and taking action towards resolution. A good listener, demonstrating empathy and compassion. SKILLS, ABILITIES & EXPERIENCE As in all Deputy Minister positions, there are a number of critical attributes required in the role: leadership capacity, intellectual depth, technical competence, the ability to think strategically and skills to build strong relationships at the executive level within government and key stakeholders. In addition, the following competencies must be present: Authentic Leadership Authentic Leadership is a driver of personal and interpersonal conduct. It means acting with integrity in interpersonal and organizational practices, and treating everyone with respect regardless of their background and which group they represent. Authentic leaders also demonstrate behaviours that model and support the GNWT public service s mission and vision to ensure its success, and build the same level of support and productivity in others. This competency guides all interpersonal interaction with colleagues, direct reports, staff, stakeholders, partners, members and representatives of external government agencies, and the citizens of the NWT. Ability to inspire and lead staff in the achievement of departmental objectives, through a culture of empowerment and accountability. Ability to adapt and respond to changing situations, environments and requirements, in a timely, efficient and proactive manner. Ability to lead effectively in a politicized and dynamic environment. EXECUTIVE PROFILE DEPUTY MINISTER OF HEALTH AND SOCIAL SERVICES 10
Authentic Leadership (Continued) Commitment to a team-based collaborative approach to management. Experience of leading significant systems change, and developing innovative and creative solutions and methods relating to delivery of services. Demonstrable systems, critical thinking, planning and problem solving skills. Demonstrable facilitation, negotiation and mediation skills. Demonstrable ability to create and support innovation and manage and implement change. Sensitive to political and other external issues and their impact on the ENR portfolio, the community and the citizens of NWT. Strong policy and legislative understanding, and able to produce solid initiatives. Systems Thinking Systems thinking is a driver of how thinking about problems and strategies should be approached within the GNWT. It is about approaching all work that is done within the GNWT as part of a larger system that is integrated and inter-related. That is, understanding that work done in one part of the GNWT impacts a variety of other groups/projects inside and outside the GNWT. It is the ability to assess options and implications in new ways in order to identify solutions, always keeping the broader perspective and impact in mind, and appreciating how current, short-term outcomes are driven by long term strategy and vision. Engaging Others Engaging others is a driver of how the GNWT achieves its objectives. It is about proactively building networks, connecting with others, understanding and building relationships with many stakeholders, partners, and governments, and collaborating across the GNWT and beyond, in order to achieve the goals and priorities that are important to Northerners. Action Management Action management is about setting a plan in motion and getting it done. It is about knowing which initiatives and results are important, and working with current resources to achieve results that are aligned with the goals of the organization. Action management is also about managing change in order to be able to achieve results. It is being able to readily adapt to changing priorities, managing uncertainty, and effectively working in a changing environment. People Management Action management is about setting a plan in motion and getting it done. It is about knowing which initiatives and results are important, and working with current resources to achieve results that are aligned with the goals of the organization. EXECUTIVE PROFILE DEPUTY MINISTER OF HEALTH AND SOCIAL SERVICES 11
People Management (Continued) Action management is also about managing change in order to be able to achieve results. It is being able to readily adapt to changing priorities, managing uncertainty, and effectively working in a changing environment. Sustainable Management Sustainable Management is about delivering results by maximizing organizational effectiveness and sustainability of human, financial, and environmental resources. It means implementing rigorous and comprehensive human, financial, and environmental resource accountability systems to ensure that resources are managed effectively and with integrity, and that those are carefully considered in the development and implementation of all policies and programs in order to guarantee a healthy and prosperous NWT for future generations. Consultation & Advisory Skills Supporting the Cabinet is essential and paramount, and Deputies must give candid and frank advice within a relationship of trust and discretion. This advice includes nonpartisan political advice and consultation. The Deputy must make sure the Minister s Office has the most complete information to make policy, program and political decisions, and that he/she has been advised of the major options for action including potential risks and consequences. If the Minister s Office proposes to take an action that is outside legislative authority or one that is unethical, the Deputy must advise against such action, and take the matter to a higher level of authority, if necessary. to audience reaction. Skill in assessing the quality of written material is also important. Negotiation, consensus building and closure ability are also important in the new environment of partnering, alternative service delivery and shared accountability. Self-Confidence The Deputy Minister must be secure in his or her convictions, be self-directed, think independently and take ownership for his or her decisions. A Deputy Minister cannot be intimidated by power or concerned with taking potential blame, but must be able to handle decision-making and potential consequences, in a constructive and assured manner. Discernment & Decision-Making Every good leader must sometimes make unpopular decisions for the sake of benefits to be realized in the future. The validity of these decisions may be questioned and they might cause considerable difficulty and disruption to the organization. However, the Deputy Minister must have the ability to make strong decisions and take principled actions for longer-term benefits. Strength under Pressure A Deputy Minister requires a high level of stamina and patience in order to respond energetically and effectively to the complex demands and stresses of the position. The ability to remain calm and steadfast through major change or crisis is also an important characteristic of his/her behavioral competency. Managing Ambiguity The ability to live with ambiguity and uncertainty is a prerequisite for success in the role as Deputy Minister. Given the degree and nature of change within the public service, being able to accept an imperfectly defined, or even an undefined objective, is essential for successful leadership as a Deputy Minister. Communicating As a senior leader in the government, a Deputy Minister is always on duty and represents the government in all actions and communications. The Deputy Minister must be skilled in public speaking and be able to convincingly and credibly represent the government agenda. The Deputy Minister must also have the ability to think and speak extemporaneously and gear communications to the particular audience, and with sophistication, be able to change or vary tactics in response EXECUTIVE PROFILE DEPUTY MINISTER OF HEALTH AND SOCIAL SERVICES 12
APPLICATION PROCESS How To Apply To apply or make a recommendation, please contact PFM Executive Search Attention Allison Rzen and Gordon Andersen at pfm@pfmsearch.com All telephone inquiries to 604.689.9970 or Toll-Free 1.800.864.9970 Application Format Format for written applications should be presented as follows: 1. A covering letter describing briefly why the opportunity is of interest and what you believe you can bring to the role. 2. A full CV containing the following information: a. Title, full name, address, daytime and evening telephone numbers, and email address b. Residency status c. Present and previous roles d. Details of education, and professional training and qualifications e. Any other relevant information such as offices held in professional bodies, community services, etc. PFM Executive Search PFM Executive Search was founded in 1992 with the vision of creating an executive search firm that provides tailor-made executive search services to clients in the private, public and not-for-profit sectors. Over the last 24 years, our firm has earned the reputation as one of the most respected executive search firms in Canada. PFM Executive Search is a BC owned and operated incorporated company. We are a founding member of Panorama Global Search Partners, an international alliance of like-minded executive search organizations. www.pfmsearch.com EXECUTIVE PROFILE DEPUTY MINISTER OF EXECUTIVE HEALTH AND PROFILE POSITION SOCIAL SERVICES 15 14 13
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