Thank you, Mr. Ferguson.
Thank you, Mr. Chair.
I'd also like to thank the members for the opportunity to appear before the committee today.
Good afternoon, Mr. Chair, and members of the committee.
I'm Marc Seaman, chair of the board of directors of the National Capital Commission. As mentioned, I'm joined here today by Dr. Mark Kristmanson, the commission's chief executive officer.
I will touch on the NCC's mandate and the measures taken in 2018 to carry out that mandate. Then, Mr. Kristmanson will discuss the NCC's operations and, more specifically, the Auditor General's special examination.
The modern NCC is committed to building a dynamic and sustainable 21st century capital that reflects the best of Canadians and of Canada. This commitment is enshrined in the National Capital Act, which gives the NCC four main roles: planning, development, conservation, and improvement. This is so that the nature and character of the seat of the Government of Canada may be in accordance with its national significance.
In short, the NCC's job is to ensure that Canada has a capital appropriate for a G7 nation, a capital that is a source of pride and inspiration for all Canadians.
Eleven months ago, on behalf of the Government of Canada, the Honourable Mélanie Joly, Minister of Canadian Heritage, appointed me as chair of the NCC board of directors. It's a great honour to be able to contribute to the development of the national capital region for the enjoyment of future generations.
I'd like to take this opportunity to say that, since becoming board chair, I have not ceased to be surprised at the wide array of assets and property under the NCC's stewardship, not to mention the scope of the corporation's responsibilities.
I grew up in the national capital region. I'm blessed to have lived and worked most of my life here and, until recently, I wasn't even aware of the scope and the vast responsibilities of the NCC. That would include 535 square kilometres of terrain, or more than 10% of the entire capital region, comprising 300 kilometres of multi-use pathways and 200 kilometres of scenic parkways; 145 bridges, including two interprovincial bridges; Gatineau Park and the Greenbelt; and 1,700 properties with 1,000 buildings, including the six official residences.
I was even more surprised to learn that all of this is supported by an annual capital appropriation of $22.4 million and by a permanent staff of 400. I was not surprised when the Auditor General's office raised its concerns over the issue of deferred maintenance. Indeed, in my interviews with the auditors, I mentioned my own concerns in this regard, and I commend the Auditor General for highlighting this challenge.
The special examination report states that “The Corporation assessed the condition of 27 percent of its assets as fair, poor, or critical, and identified a shortfall in resources needed to restore those assets”. The NCC's analysis shows that it might not be able to maintain and preserve all its assets at an acceptable level in the future. This echos the 2006 mandate review, which said that “Attempting to continue to do everything, even when funding has faded away, has verged on the heroic, but now borders on the irresponsible”.
That was 11 years ago. Since then, the NCC has played its part in government-wide efforts to curtail expenditures. So this government's investment of $55 million over the next two years as announced in the 2018 federal budget is not only very welcome, but also necessary. It will address in a tangible way the concerns raised in the Auditor General's special examination.
Our board of directors is committed to working efficiently and effectively with the staff of the modern NCC and its many partners and stakeholders, and with Canadians from coast to coast to create the capital promised in the NCC's mandate, which I referred to a few minutes ago.
The board of directors of the modern NCC is made up of women and men from diverse walks of life and every part of the country. In recent years, the board amended its governance rules so that the mayors of the cities of Ottawa and Gatineau could participate in board meetings on an ex officio non-voting basis.
This involvement, along with ad hoc contributions from other mayors in the region, has brought a whole new dimension to our work.
Our board of directors supports the Auditor General's recommendations and has approved management's action plan, including a focus on risk management.
I've been particularly impressed by the risk management assessment framework presented by staff for every decision brought to the board for approval or for a decision.
The board also recognizes that in almost every other category, the Auditor General found a well-run organization delivering real value on behalf of all Canadians.
I would again like to thank the committee for inviting us to discuss the special examination of the NCC conducted by the Auditor General, whose report was released in 2017. The committee's work will help fulfill Parliament's wish of making Canada's capital a place worthy of its national importance.
Mr. Chair, with permission, I would like to turn now to our CEO, Dr. Kristmanson, to address the report in greater detail.