Good Practices and Innovations in Public Governance 2003-2011

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Good Practices and InnovATIONS in Public Governance transferred to the Dogrib and the Rae-Edzo School Society was established. In the following years, the other Dogrib Communities witnessed the success of the school society in Rae Edzo and they petitioned the government to allow them to take control of their local schools. The government agreed and, in 1989, the Dogrib Divisional Board of Education was established. It created a new service delivery model that combined education, health, family and children’s services within one organisational structure under one community elected board of directors. It is the only example of an agency providing this broad range of services in the Northwest Territories and, to the agency’s knowledge, in Canada. It is ideally suited to rural and remote areas of Canada and perhaps to similar areas in other countries as well. In the early 1990s the Dogrib leadership became increasingly concerned about the quality of health and social services provided in their communities. The service did not meet the needs of the residents and they were not culturally responsive. Communities had to deal with increasing health and social problems. In 1996, with the Dogrib treaty 11 Chiefs requested that the government allow them to take over control of these services and integrate them into the existing school system structure. Once again, the government agreed. In 1997, the Government of North Western Territories (GNWT) and the Dogrib 11 Councils established a partnership and created the Dogrib Community Services Board (DCSB). The Dogrib Divisional School Board was expanded to include responsibility for the delivery of health and social services. Board members were elected representatives of the four Dogrib communities. This was the beginning of a new and unique institutional mechanism – the only one of its kind in the Northwest Territories. In the following years, the Board and staff began developing what has become known as the Tlicho Model of Integrated Service. It is based upon: an integrated service delivery approach; a wellness model; refining the services to make them more culturally relevant; and a community development approach based upon identifying individual and community strengths and building upon them. In 1999, the representatives of the Dogrib communities held a series of meetings and created the vision and mission statement for the DCSB. The organisation now had a clear direction into the future. In 2005, the Dogrib succeeded in negotiating their land claim and gain the right to set up their own aboriginal selfgovernment under the Tlicho Agreement. The Dogrib Community Services Board became the Tlicho Community Services Agency (TCSA). Within the past year the TCSA continues to refine and expand services and develop the Tlicho Model of Integrated services. It also continues to build capacity and develop its own people. At present more than two thirds of the agency’s 200 staff are Tlicho citizens. The Tlicho Community Services has shown that innovative approaches to governance and successful delivery of education, health, and social services, with a strong emphasis on tradition and culture can greatly benefit all citizens. The success of the 320
2007 Category 3: Canada TCSA in delivering culturally-relevant services stands as a model for the delivery of services elsewhere. The TCSA’s dedication and innovation is making a difference in improving the health and well being of all residents in the Tlicho community, and their emphasis on educational achievement, has contributed to both increased high school graduation rates and postsecondary enrolment. In August 2006, the Tlicho Community Services was awarded the Silver Award for Innovative Management by the Institute of Public Administration of Canada (IPAC) for their managerial initiatives. 321
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2009 United Nations Public Service
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Lessons Learned on InnovATION in Go
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This publication provides an overvi
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Good Practices and Innovations in Public Governance 2003-2011

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