Each of Canada’s Provinces and Territories is home to a body known as “Federal Councils”. These Councils are made up of key senior officials for the federal departments and agencies in each region. Each of these Councils is tasked with acting as an overarching federal information sharing and policy development organization. Additionally, the Councils regularly liaise with hundreds of regional managers and staffers, who provide support to their respective Councils though their involvement with Council Sub-committees on a wide range of management and policy issues.

Within the Yukon, the Yukon Federal Council has a key role in the development and implementation of processes and policies related to the dissemination of information and the coordination of responses to issues of concern. The Yukon Federal Council also promotes integrated and improved service delivery, and co-operation with other jurisdictions.

The key objective of this project is the development of a dynamic and accessible presentation of pan-territorial statistics over the past 10 years, illustrating historical and current statistical data in a manner that presents factual information, while also acting as a compelling narrative device.

The genesis for this lies in the new trend of political and academic figures to make use of presentations which move far beyond the staid PowerPoint Presentation model of “a summary on a slide”, but rather acts in an interactive, compelling and entertaining manner. The Yukon Federal Council requires this comparative data to be focused on statistical factors related to the following issues:

1)      Economic Issues

2)      Social Issues

3)      Demographic Issues

4)      Health Issues

DPRA has carried out statistical research and analysis for a vast number of Federal, Territorial and private sector clients including: Environment Canada, Health Canada’s First Nations and Inuit Health Branch (FNIHB), Indian and Northern Affairs Canada (INAC), Department of Fisheries and Oceans (DFO), Justice Canada, numerous departments of the Government of the Northwest Territories, the NWT legislative Assembly, the Yukon Department of Human Resources, Victoria Gold, NWT Chamber of Mines, Agnico-Eagle Mines and Nunavut Tunngavik Inc.

Related Projects

• Nunavut Planning Commission – Socio-Demographic and Economic Analysis

Terriplan Consultants has been serving clients for more than 20 years out of Yellowknife as a registered northern company in the NWT. Part of DPRA Canada since 2001, as of August 2011 the Yellowknife office is operating under the DPRA name.  DPRA Canada has also opened its second northern office in Whitehorse, Yukon.

As part of a dynamic employee-owned company, DPRA’s northern offices – along with offices in Ottawa, Toronto, and Victoria – continue to provide specialized consulting services to the private and public sectors:

Since 1998 Terriplan/DPRA has been providing support to the Working Group that developed and is now implementing the NWT CIMP and Audit.

TASKS + OBJECTIVES

These initiatives are designed to meet requirements of the Gwich’in, Sahtu, and Tlicho land claim agreements, and of the Mackenzie Valley Resource Management Act (MVRMA), and to support informed resource management decisions throughout the NWT. We have worked closely with the NWT CIMP and Audit Secretariat (staffed by INAC) and the Working Group (which includes representation from Regional Aboriginal organizations, the federal and territorial governments, and MVEIRB) on work planning, consultation, stakeholder workshops, and research related to monitoring protocols and other topics.

SMART SOLUTIONS

Strategic advice has been given on the development of the draft Terms of Reference for the first (2005) and second (2010) NWT Environmental Audits, and the Audit process. Facilitation support has been provided at Working Group and Audit Sub-Committee meetings and a number of workshops and other events for more than 10 years.

DPRA was retained by the Public Service Commission of the Yukon Government in order to develop a comprehensive recruitment and retention strategy – one of three projects that encompass a broad approach in dealing with the issues of strengthening its public service – the other two components include a Branding Strategy and a Marketing Strategy.

TASKS + OBJECTIVES

The recruitment and retention strategy provides the vision, values, long?term goals and key initiatives necessary to guide the public service towards becoming the employer of choice in the territory. It reflects the aspirations of multiple stakeholders: (1) the Legislative Assembly; and (2) Yukon Government public service senior management. It also reflects research into best practices within the public services in other jurisdictions. The strategy is based on the political, cultural, social, economic and environmental realities of the North and serves as a foundation document to guide Yukon public servants in improving the calibre of the programs and services they deliver to the public.

SMART SOLUTIONS

Key to the plan’s success is its ability to address the issues of increasing Aboriginal participation; ensuring that the public service is sustainable; integrating public service recruitment, retention and professional development programs across all levels of government in the Yukon; making investments in human capital; knowledge management; increasing HR staff ability to be closely connected to its clients; ensuring that identified actions and goals take into consideration innovation and best practices; and, most importantly, establishing and retaining the Yukon Government’s status as an employer of choice among Yukon residents.

DPRA was retained by the City of Kelowna to update its community based strategic plan. Central to the plan were growth, development, emergency preparedness and environmental protection issues.

TASKS + OBJECTIVES

The project included the design, development and conduct of a variety of consultation activities, including a community telephone survey of 500 residents, a web-based online survey, focus groups, interviews and public forums.

SMART SOLUTIONS

Throughout the process, the study team assisted stakeholders, City employees and members of the public to develop a Vision, Goals and Objectives for the City of Kelowna.

The DPRA team also assisted City staff to develop preferred options, recommendations, action plans and an implementation and monitoring plan for the updated Strategic Plan.

Related Projects:

• Town of Aurora Strategic Plan Update
• Town of Richmond Hill – Strategic Plan & Community and Staff Survey
• U.S. National Park Service – New Bedford Whaling Historical National Park
• Northwest Territories Public Service Strategic Plan

DPRA completed a comprehensive organizational structure review and identification of service delivery model options for Toronto Public Health’s Healthy Families Service Area.

TASKS + OBJECTIVES

Tasks included a jurisdictional review of best practices and service delivery models (including Peel, Ottawa, London-Middlesex, York Region, Durham Region), inventory of current directorate (child health and reproductive and infant health) functions, staff engagement involving interviews, working group sessions, on-line survey, informal staff discussions, and open space information collection methods.

SMART SOLUTIONS

DPRA conducted an evaluation of existing service delivery models used for public health nurses (PHNs) as well as operating structures. This resulted in DPRA developing a variety of options, conducting qualitative and quantitative evaluation of these options, and recommending a service model for PHNs and supporting organizational structure. DPRA also developed an implementation plan for the recommended service delivery option and restructuring option.

DPRA Canada recently completed public engagement activities for the North West Local Health Integration Network (North West LHIN) associated with the development of an Environmental Scan of Aboriginal health programs and services as well as gathering information about the health status of Aboriginal people residing with the North West LHIN Region.

TASKS + OBJECTIVES

The project included developing an inventory of all current health programs and services available to Aboriginal peoples in the North West LHIN as well as the utilization patterns, resources, referral patterns, access issues and waiting times associated with the identified programs and services. DPRA developed a comprehensive database for the NW LHIN and populated the database with information received through research, interviews and engagement sessions.

SMART SOLUTIONS

To help understand the needs of the region and the Aboriginal population, DPRA produced a summary outlining the health status of Aboriginal people located within the North West LHIN (on- and off-reserve, urban, rural, and remote) with respect to chronic diseases, injuries, mental health and addictions issues, acute illnesses, and mortality rates. As part of this project DPRA reviewed literature from organizations such as First Nations, Inuit & Aboriginal Health Branch, Ontario Health Analytics Branch, Sioux Lookout First Nation Authority, Sioux Lookout Meno Ya Win Health Centre, Assembly of First Nations, Chiefs of Ontario, Métis Nation of Ontario, Ontario Native Women’s Association, Aboriginal Healing & Wellness Strategy, and the Aboriginal Healing Foundation.

A key part of this research was to develop and carry out engagement sessions in a number of First Nation communities located within the North West LHIN region. DPRA was responsible for the organization and facilitation of the 15 community engagement sessions, including preparing summary reports and interviewing key contacts while in the communities. The purpose of this engagement was to better understand the health status, needs and priorities of the North West LHIN. Key project stakeholders included the North West LHIN Aboriginal Health Services Advisory Committee, relevant staff representing hospitals and nursing stations located within the North West LHIN (e.g., health service providers, health directors, nursing station staff), Aboriginal health representatives (e.g., Northern Ontario School of Medicine, First Nations, Inuit & Aboriginal Health Branch  / Health Canada, Aboriginal Healing & Wellness Strategy), and Aboriginal community and organizational contacts within the region (e.g., community health access centres, health authorities, health services, Child and Family Services, Friendship Centres, and Tribal Councils).

At the conclusion of the project, DPRA provided the NW LHIN with a detailed Environmental Scan and Inventory of the Health Programs and Services and a Health Status Report that presents the findings from the literature review, community engagement sessions and key stakeholder interviews. The report also included a summary of the health status of the aboriginal population within the NW LHIN with respect to chronic disease, acute disease, injuries, mental health and addiction issues and mortality rates.

DPRA assisted the Human Resources Department of the GNWT to develop a comprehensive NWT Public Service Strategic Plan. The goal of the Human Resources Strategic Plan (“Strategic Plan”) was to ensure the GNWT public service reflects the demographics of the territory as a whole and provides a work environment that reflects principles of fairness, equity and accountability.

TASKS + OBJECTIVES

The primary objectives of the strategic plan were to describe the initiatives that will be undertaken over the next decade in re-affirming the GNWT public service as the best place to work in the NWT. The plan also set the stage and provided the framework for the development of individual departmental human resource plans.  The plan supports the GNWT’s desire to ensure it has the “right people, in the right places at the right time”.

DPRA conducted interviews, meetings, focus group sessions, and surveys (both online and by mail), including individuals and organizations within and external to the GNWT. These sessions and surveys provided feedback from MLAs, the NWT Teachers Association, the Union of Northern Workers, deputy ministers, Persons with Disabilities and other special interest groups, Aboriginal governments, Community governments, and all levels of GNWT staff, forming a solid set of qualitative and quantitative information to be analyzed and examined in developing the Strategic Plan.

The work also included developing a comprehensive assessment of the NWT Public Service as well as other jurisdictions including Yukon, Alberta, Ontario, Nova Scotia, and Australia.

SMART SOLUTIONS

The final plan included 5 strategic goals and supporting strategies and action:  two of which were attraction and recruitment; and, engagement and retention.  The action plan also included directions related to the provision of operational HR services; development and implementation considerations for HR policies, programs and procedures; as well as detailed recommendation for actions related to organizational development, organizational planning and design, human resources utilization, job analysis, performance planning, auditing and evaluating and forecasting.

Related Projects:

• Town of Aurora Strategic Plan Update
• Town of Richmond Hill – Strategic Plan & Community and Staff Survey
• City of Kelowna – Strategic Plan Upate and Community Survey
• U.S. National Park Service – New Bedford Whaling Historical National Park

The Nunavut Planning Commission (NPC) contracted DPRA to prepare a Socio-Demographic and Economic Sector Analysis for Nunavut to support the NPC’s development of a land use plan for Nunavut. The study report provided the NPC with socio-demographic, economic and geospatial information that deepened the Commission’s understanding and awareness of current and possible future trends in Nunavut.

TASKS + OBJECTIVES

This body of information, was compiled from background research, statistical analysis, semi-structured telephone and in-person interviews, and digital mapping, provided a comprehensive data set of information on historical trends, present conditions and future opportunities at the territorial, regional and community levels in Nunavut.

Statistical information collected included population (trends, historic growth, projections), socio-economic profile (labour force, education, income levels, workforce participation), and economic conditions (by industry). These territory-level statistics were synthesized in the project report.

SMART SOLUTIONS

Based on background research, publicly available data and direct communications with GIS personnel in various levels of governments, DPRA established a variety of spatial datasets to be used for creating a series of maps for illustration in the report showing the locations and spatial extent of some existing economic development activities.

DPRA assisted the Town of Richmond Hill with their strategic planning process. Central to the strategic plans were growth, development, and environmental protection issues.  DPRA also completed a Community Satisfaction Survey for the Town of Richmond Hill as a follow-up to the Strategic Planning Process to evaluate the Town’s performance in implementing its Strategic Plan.

TASKS + OBJECTIVES

Balancing the competing uses for the Oak Ridges Moraine is a major flash point in charting the future land uses in much of the Town of Richmond Hill. The project also involved the design, development and conduct of a variety of consultation activities, including a community telephone survey of 500 residents, an internal questionnaire of all 500 Town staff, a web-based online survey, focus groups, interviews and public forums. Throughout the process, the study team assisted stakeholders, Town employees and members of the public to develop a Vision, Goals and Objectives for the Town of Richmond Hill.

The DPRA team assisted Town staff to develop preferred options and recommendations and Action Plans and developed an Implementation and Monitoring Plan for the Strategic Plan. In addition to facilitating the consultation process, the DPRA study team drafted the strategic plan, developed performance measures and prepared press releases and other forms of communication with stakeholders and the general public throughout the process.

SMART SOLUTIONS

Over 500 residents were interviewed by telephone in a two and a half week period to collect their attitudes and opinions on the Town of Richmond Hill’s progress, future direction, and satisfaction with core service levels. A detailed report was produced for the client and it was presented to staff members and Town Council, with the results published in the local newspaper.

Internally, staff members participated in a mail-back survey, focus groups and workshops to determine their attitudes and opinions as input to the strategic planning process as well as identifying organizational issues to improve workplace morale and work environment considerations.

A detailed report was developed from the survey results and presented to staff at six locations across the Town. The report formed the basis for focus groups conducted at specifically determining what could be done to improve workplace morale and work environment considerations.

Related Projects:

• Town of Aurora Strategic Plan Update
• City of Kelowna – Strategic Plan Upate and Community Survey
• U.S. National Park Service – New Bedford Whaling Historical National Park
• Northwest Territories Public Service Strategic Plan