Official website for the Government of Saskatchewan. Resources for residents and businesses. Find information on provincial programs and services, jobs, education, health, families, First Nations, immigration, taxes. The Premium Institute of Bartending Schools has 3 Bartending Programs to choose from Start by selecting the one best one suited for you. Summary table contains Tables by province or territory: Alberta. Tables by province or territory: Alberta Tables by province or territory: Alberta. Adult correctional services, admissions to provincial. Through wealth generated primarily by our offshore oil sector along with successful negotiations relating to the Atlantic Accords, Newfoundland and Labrador became a . Applying these newfound revenues strategically to sustained investments in health care, education, infrastructure, debt reduction and new opportunities, we have built a rock- solid foundation sturdy enough to sustain growth for generations to come. President, Counselling Practice Director & Professional Speaker. Nutrition expert Andrea Holwegner is the energetic founder and president of Health Stand Nutrition Consulting Inc., based in Calgary, Alberta, Canada. Alberta Association of Midwives (AAM) www.abmidwives.ca. Midwives Association of British Colombia (MABC) www.bcmidwives.com. Association of Midwives of Newfoundland and Labrador Midwives www.amnl.ca/home.html#a. Due to the near-universal desire for safe and good quality healthcare, there is a growing interest in international healthcare accreditation. Providing healthcare, especially of an adequate standard, is a complex and. Flu (influenza) Causes, symptoms, risks, treatment, prevention, surveillance information and guidance for health professionals. In fact, Newfoundland and Labrador has never been stronger than it has become during this decade of transformation. On a wide range of performance measures, Newfoundland and Labrador has been among the leaders of growth in Canada. But we have not yet completed the transformation. Now that the foundation has been laid, the time has come to build upward. The time has come to raise the pillars of an economy durable enough to weather any storm. Already, we are weathering a storm that would be crushing us had we not made the choices that transformed this province over the past 1. Still, we know we are capable of becoming even stronger. In this year's Budget, we are ready to lay out the plan that will make that happen. This Budget is about the future. This Budget is about what we are going to do next. With a new Premier, with a renewed vision, we are ready to be bold and innovative in tackling the challenges that remain. In this year's pre- Budget process, we have been particularly thorough in evaluating our circumstances and weighing the choices we could make. We have listened with keen interest to the suggestions offered in pre- Budget consultations. We have consulted with experts, and we have deliberated at length. The time has come to choose. So today, I will outline some of the new ways we will address the challenges before us. In this first Budget of our new Premier's tenure, we also happen to be facing a particular challenge that, a year ago, no one saw coming. The precipitous, protracted and unpredictable decline in the global market price of oil and the parallel drop in the global market prices of mined commodities such as iron ore have shaken economies from Canada to Australia. No economy is unaffected by the impact. Different governments have made different choices. Today, I will announce ours. The choices our government is making are grounded on one overriding principle, and that principle is simply this: what is in the best interests of Newfoundlanders and Labradorians. We certainly look forward to hearing the choices of those who will inevitably criticize ours. But it is not enough to simply criticize our budget choices or criticize the financial position of the province. Our detractors must outline their alternatives. We are confident that we have struck a responsible balance that protects people's frontline services, safeguards economic activity and jobs, and serves the best interests of Newfoundlanders and Labradorians, both now and tomorrow. That is why we have entitled this Budget . Our government is acutely aware of our duty, not only to protect the tremendous progress our province has achieved over the last decade, but also to prepare our province to take advantage of the prospects we have on the horizon. Let me begin by speaking, not about the immediate, short- term fiscal challenges we are facing, but about the new approaches we are taking to build a stronger province for the long term. The short- term challenges are just that - short- term; temporary; transitory; finite in duration. We will get through them, just as we have gotten through the challenges of the past. Recall the global economic downturn of 2. We endured it, we survived it and we are stronger because of how we managed it. Long- term principles are guiding stars that lead us through challenging times and ever upward to higher goals. Today, I will outline eight new principles that will guide us in the next phase of our journey of transformation and growth.^ Back to top. EIGHT LONG- TERM PRINCIPLES1. We Will Cultivate a Culture of Cost Management. Our first new approach is this: we will launch a process to overhaul our existing program and service delivery model in order to contain expenditure growth. This renewed approach to fiscal management will be applied to all government departments and agencies. Our Premier has asked me, as President of Treasury Board, to lead this process. Soon, we will appoint an external consultant with the expertise to examine the structure of the provincial government and its agencies for efficiency improvements. This consultant will help us answer questions such as: Why does it cost 4. To what extent is it related to our dispersed and aging population? And, how can we innovate to deliver those services more effectively? We are going to work with our employees throughout the system to cultivate a . We have no interest in unleashing a series of cost- reduction exercises that cannot be maintained. We opt instead to cultivate an approach that is sustainable, progressive and continuous. In everything we do as a government, we must ensure that the people of the province are seeing top value for the tax dollars we are spending to serve them. We Will Refocus to Strengthen Health Services. Our second new approach regards health care. Health care spending right across this country is growing at an unsustainable rate. We know there are better, more efficient ways to deliver health care service. There are choices we can make that will shift greater focus and attention toward frontline health care services that people need. We are going to consolidate key administrative support services in the provincial health care system to find efficiencies, economies of scale and better value for our money. This will allow regional health authorities to focus on their core business which is the provision of high quality health services to the people of our province. The province currently has four regional health authorities employing approximately 2. Their primary function is to deliver health and community services to Newfoundlanders and Labradorians. We do not intend to reduce the number of authorities. The regional health authorities each have separate administrative services, such as purchasing, supply chain management, human resources, information management and information technology. By consolidating administrative functions among regional health authorities, we will find greater efficiencies and promote better value for our money. Further, the Newfoundland and Labrador Centre for Health Information, which was initially established to provide a comprehensive province- wide health information system, also carries out similar administrative functions as the regional health authorities. By bringing together the functions of the Centre with the administrative functions of the regional health authorities, we will create a new stand- alone shared service organization. Through this move, we will be positioned to have a single organization with a focus on supporting those who deliver health services through the provision of essential administrative functions, information and analytics. Consistency and better alignment of these functions will support us in transforming the health care system and support regional health authorities in strengthening their focus on patient care. We Will Ensure Trades Education is Industry- Driven. Our third new approach is this: we will overhaul our approach to trades education by working with College of the North Atlantic to develop a new strategic vision and direction that is opportunity- driven and industry- driven. No one would disagree that it would be reckless to train people for jobs that do not exist or to fail to train people for jobs that are about to open up. Recognizing this, our government in 2. Skills Task Force to match people and programs to labour force needs. Thousands of people have been able to take advantage of emerging opportunities thanks to the education, the workforce skills training and the certifications they received on our watch. We will work with the College to ensure it serves students and employers more effectively while delivering programs more efficiently. We will focus on creating centres of excellence in specific disciplines, and we will follow up on these decisions with investments to ensure our College is even better at what it does. Students will benefit. Employers will benefit. Our economy will benefit, and Newfoundland and Labrador will be even better positioned to capture new opportunities about to emerge. We Will Develop an Attrition Plan. Our fourth new approach is to develop an attrition plan that will enable us to strategically right- size our public service and ensure the Government of Newfoundland and Labrador continues to be an employer of choice for talented young people seeking an active role in facilitating the growth of our province. Every year, hundreds of people leave the public service, either to retire or to seek employment elsewhere. Some of the jobs they leave must be staffed because the positions are key to effective service delivery, particularly in sectors such as health care, education and public safety. Currently, our province has a relatively large public service per capita in the national context. The total number of employees in the entire public service, including core government departments as well as agencies, boards and commissions, is over 4. This represents 1. As we find ways to more effectively deliver programs and services, we will achieve efficiencies through a streamlined public service. On an annual basis, only a fraction of newly vacated positions need to remain unstaffed in order to successfully transition to a smaller public service. The provincial government will use attrition as a tool to minimize layoffs and manage the size of the public service, while at the same time reducing negative consequences for our economy. Our attrition plan, which I announced on April 2. Newfoundland and Labrador.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. Archives
January 2017
Categories |