NDDN Committee Report

The Bloc Québécois is relatively satisfied with its contributions to the Defence Committee’s examination of the military procurement process. Even though its input was taken into consideration by the Committee members, a few of the suggestions that were not retained will be discussed in a supplementary opinion; others, involving more fundamental issues, will be addressed in a dissenting opinion.

1. Previous reports

The introduction to the report states that two previous reports have already suggested that the status quo is no longer acceptable and that realism and common sense must be brought to bear. One of these reports recommended the acquisition of strategic lift and new supply ships. The Bloc Québécois wishes to reiterate that it has opposed this type of acquisition in the past and has consistently maintained that the government must establish a defence policy and table a defence capability plan before any procurements are made.

2. Project management

Owing to time constraints, the Committee was not able to discuss the importance of ensuring that the Department of National Defence has a stable project management team, for the sake of civilians and military personnel alike. These teams must follow individual projects to completion. Moreover, the careers of military personnel assigned to these projects must continue to progress as though they were on active service.

There are several suggestions defended by the Bloc Québécois but defeated in Committee regarding which we feel compelled to issue a dissenting opinion.

1. The Department of National Defence must assume overall responsibility for managing projects

The Bloc Québécois is not entirely convinced that the Department has full control of the procurement process. As we see it, a number of departments share this responsibility to varying degrees.

The Department of National Defence launches the process by identifying the requirements of the Armed Forces. Public Works is responsible for the contractual aspect of the tendering process, which can take various forms: with or without invitation to tender, advance contract or letter of intent, etc. Industry Canada addresses the economic spin‑offs and Treasury Board ensures that the process complies with government rules.

Although several stakeholders indicated that, in principle, the Department of National Defence is responsible for managing projects to completion; the Bloc Québécois has reservations as regards the leadership provided by the Defence Minister. We would like to establish a clear line of accountability.

The Bloc Québécois established that the line of accountability for projects is often unclear. We found that a project could be blocked and that it was impossible to determine at which level or in which department the project was being held up or blocked altogether. By giving the Department of National Defence responsibility, the Department would then be accountable for project status and general progress.

2. The role of the Auditor General

In several countries, including Great Britain, the Auditor General is responsible for ensuring that projects are completed on budget and on schedule. The Bloc Québécois recommends that the Auditor General report annually on the cost and status of the ten largest projects.

This would make it possible to bring problem projects back under control before they waste taxpayer money and to ensure the high degree of transparency that is seriously lacking at the present time.

Some are opposed to this suggestion on the grounds that it will increase the Auditor General’s spending. We do not deny this fact; however, the financial impact of increasing the Auditor General’s budget is relatively insignificant when compared with the vast sums spent on military contracts.