Thank you.
I have just a quick one, and it is on chapter 3.
One of the things you don't talk about--or I'm missing it--is the ineffective oversight we have on projects. In 3.79, you give the example of West Block. There's partial funding allocated for a total project, yet that building is going to be closed down, whereas a project could actually start; we could bring in the required people, complete it, and get it done.
Second, before paragraph 3.58, you say “Project management practices are generally sound”, and yet I think for those of us who have actually been out in the real world, these sorts of ineffective, inefficient practices we have for doing the work are almost intolerable. Scaffolding goes up around a building, it sits there for two years, and nobody goes in it. I don't know how that project management can be seen as sound.
We have a building behind the Justice building. I don't know how many hundreds of thousands we spent to paint it--extraordinary means--and now, three years later, it's back to almost the condition it was in. I don't see that as good, sound project management.
You don't tend to make comments about this, and yet I think it is something all of us see every day. We see it as very frustrating, and I'm wondering if there's a course of action you could talk to us about for that.