The Yukon Hire Commission was created in late 1996 to develop--through meaningful consultation with workers, businesses, and the public--the basis for revising policies and regulations affecting government hiring and contracting. Using existing resources, the three-person team assessed past and present hiring and contracting practices in the Yukon, as well as in other Canadian jurisdictions. Over 13 months, Commission members met with hundreds of people to examine problems and develop solutions. A Consultation Paper was released for public review in June, 1997. The dozens of suggested solutions it presented formed the basis for the final round of public consultation in October, 1997.
The Final Report of the Yukon Hire Commission contains 40 recommendations that, when implemented, will improve the hiring and contracting practices of many Yukon organizations. (See Appendix B for a list of recommendations.) The recommendations put into action the government's commitment to putting Yukon people first and putting Yukon businesses first. Relying mostly on incentives and organizational changes to bring about positive change, the Yukon Hire Commission has tried to reflect the advice and concerns of Yukon people in its recommendations.
The Yukon Hire Commission's mandate called for active consultation with all interested parties and anyone affected by government decisions. (Appendix A lists most people and organizations consulted.) The Commission was to strive to build consensus on the issues and policy recommendations, and include government staff involved in implementing contracting and hiring practices in that process.
The Yukon Hire Commission regularly briefed the public and the Legislative Assembly about its work. In addition to the Consultation Paper, the Commission met with individuals and groups upon request, issued several newsletters, and provided--through Commissioner's Statements in the Legislature--information to MLAs.
The Commission was told the government's seeming lack of knowledge about the skills and abilities of Yukon people was also of concern. The Yukon will need to continue importing specialized skills. New people bring new talents we can all benefit from. It makes sense, however, for the Yukon government to provide incentives to ensure qualified Yukon people are hired first, especially on projects involving government funds. Employers can always choose to ignore the incentive; there are no walls around the Yukon.
The policy recommendations contained in this final report meet the following goals:
The recommendations contained in this Final Report are subject to review and approval by the Cabinet of the Yukon Government. The Commission anticipates up to a year will be required to implement some of its recommendations, although many can be achieved much more quickly.