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Michel Patrice
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Michel Patrice
2020-02-27 11:36
We've outlined the decisions that we believe parliamentarians should be involved in and consulted on so that they can share their opinion and ultimately make a decision. A number of decisions will be required in the coming months to continue making progress on the project.
It's not my intent to go into all of those decisions. Obviously, the objective of this meeting is not to get one decision on any of those topics, but just to give you a sense of what needs to be reviewed in designing the program and designing the building. I would say that governance is more the objective, in terms of putting that on the board's agenda to discuss and obtain direction on where the board wants to go.
In a simplified way, the governance for the parliamentary precinct involves many players.
First, the legislative power, in this case the House of Commons, determines the requirements for buildings and offices.
The executive power is the custodian and is responsible for carrying out projects and implementing budgets.
There are obviously other stakeholders, including the Department of Canadian Heritage, the National Capital Commission and the City of Ottawa.
The devil's in the details. That's simplified, but when it's time to really get to answers and discussion, the decision becomes a bit more complex. The parliamentary administration is the lead for engagement with parliamentarians. It is our responsibility to ensure that members are properly engaged to allow for effective decision-making as it relates to defining the requirements of your workplace for the next 100 years.
Historically, the board has been the decision-maker for LTVP and related projects.
In the previous Parliament, for example, the board appointed a working group that was created to help it make decisions. This concerned the excavation required for the future Visitor Welcome Centre.
We remember the discussions. It may not have been a perfect model yet, but the fact that you were kept informed and that you received help with making decisions was a step in the right direction.
I have reflected quite a bit over the past year on what could be an efficient decision-making process that would ensure that members are engaged in the level of details both on the requirements and potential cost of options.
Obviously, you must receive enough information to ensure that you're satisfied and assured that any potential decision will be made with full knowledge of the facts. In my view, our obligation as an administration is to act transparently and to respond to your requests and concerns.
I would add that our job is to make recommendations. Your job is to study them.
I believe that the working group named by the board is a good model, but we also need to reflect on the interplay with PROC, which also has an interest in the Centre Block or the projects. For example, as Susan has mentioned in terms of the chamber, one of the big decisions that will need to be made is whether or not to expand the chamber. This has implications and I believe it merits the necessary study by members to arrive at a conclusion. I believe that PROC would be well placed to do that kind of study and make recommendations to the board.
For example, if the decision is not to expand the chamber, we know because of the growth in the number of MPs that the rules will have to be adapted. Because of the growth in those numbers, assigned seating will no longer be possible. There are all sorts of procedural implications that would need to be examined with respect to the rules.
I believe that another aspect could be the level of effort for other types of decisions, as we did in the past for the visitor welcome centre, for example. I suggest that for a series of the decisions, it will take hours of iterative discussions between members, the administration and Public Works, so that the members, whoever they are, feel they have all of the information necessary to make a decision in the best interest of the House of Commons, and also Canadian taxpayers.
I would suggest that the level of effort, in terms of the members engaged in that exercise, would be a minimum of probably two hours per week.
I'm leaving you with that at a very high level. That's how I see the way that everybody could work in a complementary fashion in a working group, PROC and the board itself. I will leave it at that.
I am ready for questions.
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