Thank you.
Good morning, Ms. Fraser, Mr. Guimont.
I want to thank Ms. Fraser for addressing the problem of the management of the renovation work. You mentioned that the renovations being undertaken are unique and complex.
In a previous life, I was a project manager. I handled some complex projects, including the complete renovation of a court building that housed a detention facility, courtrooms and a registry office, without any interruption to day-to-day operations. Like the House of Commons, a court house cannot shut down. If the department plans the work and estimates the timeline properly, then it is possible to carry out some complex renovations and to come in on budget and on schedule.
As you pointed out, I think the problem has to do with governance. I'm not questioning the competence of PWGSC officials. I'm sure they have all the qualified engineers and personnel to get the job done, but no doubt they are caught up in government red tape. You mentioned that asbestos abatement in the West Block cannot be completed with the current appropriations. So then, another request for appropriations must be made to Treasury Board and in my opinion, that's an issue in terms of project management.
Attempts were made to reassure us earlier by saying that the budget needed to complete the work would likely be approved. However, until that happens, doubts persist and no work is done. Given the tender process, if the work is interrupted for even the briefest period of time, unless these are planned stoppages, costs automatically pile up.
I see that PWGSC wants to make an effort to resolve this governance issue. Yet, when I hear the department say that it wants to examine the governance framework in place in other provinces and countries, it brings to mind our committee. When committees are struck to look into a problem, often it takes a while for them to report back. I'm surprised that we have not progressed beyond this point.
Federal departments are generally perceived to be well structured and well organized. However, studies are still suggested to bring about some improvements. We need to move faster than that. If a department lacks the required skill, then it needs to be found quickly. I believe that is the mandate that has been assigned to you.
When I worked as a project manager, I was accustomed to seeing the full work order, along with the cost estimate. Obviously, projects are carried out with partners, with other departments and with Parliament, for instance, but someone is in charge. Someone is responsible for seeing that the project is completed on time. My question is for Mr. Guimont. Can you outline the project parameters for me? Is there an overall work completion schedule?
I've been an MP for six years and there has been talk about shutting down the West Block for the past three or four years. The building has never in fact been closed, but this year, it looks like there is some truth to that rumour. You mentioned in your opening remarks that you were four years ahead of schedule. That's quite a feat, but I'm not sure it's a good thing. To be either four years ahead of or four years behind schedule is indicative of a scheduling or planning problem.
Were you caught in a bind that prevented you from carrying out the project, or were you obliged to rely on Treasury Board's good will and to tackle the work in stages? Please enlighten me.