A. A Management
Model
The Parliamentary
Precinct is the setting for three distinct, yet related institutions.
The Senate, House of Commons and Library of Parliament are each
autonomous, with different Parliamentary functions and separate
administrations. Work to date on the long-term renovation of the
Parliament Buildings has resulted in successful collaboration among the
institutions on many fronts — striking a balance between autonomy and
collaboration. Now, with a comprehensive long-term plan under
development there is a unique opportunity to build on these recent
successes.
The
management model described in this section offers an approach to
optimizing the opportunities ahead. The model is designed to support the
role of the House of Commons as a capable and knowledgeable client and
to ensure that requirements are met throughout the planning and
transition phases of the renovation program and far into the future.
Past Management Approaches
Over the past 30 years, numerous project plans have been proposed to
preserve or develop specific elements of the Parliamentary Precinct.
However, few of these projects were implemented. Ad hoc, piecemeal
approaches to renovation and development did not always reflect the
requirements of stakeholders and tended to focus on the needs of a
single institution or even a single building.
New Model for the Current
Challenges
Building on the experience of
previous efforts, the House proposes a model that is Precinct-wide,
goal-oriented and client-driven, based on innovative decision-making and
dedicated, long-term funding.
The
Precinct-wide information technology initiative, led by the House of
Commons, with contract advice and support from Public Works and
Government Services, broke new ground in the Precinct and provides a
successful example.
Precinct-wideThe long-term renovation and
development of the Parliament Buildings must be comprehensive and
Precinct-wide in scope. The requirements of the Senate, House of Commons
and Library of Parliament should be integrated into every major element
of the renovation initiative. As in all systems, a change in one area or
element will have an impact on the others.
Goal-oriented and sustainable
The Parliamentary institutions,
PWGSC and Treasury Board must work within a comprehensive, systems
approach where outcomes, impacts and benefits are clear and sustainable.
Client-driven
The long-term renovation and
development program for the Parliament Buildings calls for a
client-driven approach to planning and implementation. The House of
Commons has the expertise and capacity to serve as a knowledgeable
client for the planning and implementation of the long-term plan. The past five years have seen
collaborative working relationships with the Senate and the Library of
Parliament on key development initiatives. In particular, the House has
served as coordinator for two Precinct-wide projects — in information
technology and security — with the full collaboration of the Senate and
the Library of Parliament and endorsement and support of Public Works
and Government Services Canada.
Innovative decision-making and
funding
The new model must also include
a new funding strategy, and a strong accountability component. Funding
delivered through a dedicated, "detailed envelope" of dollars, with a
broad, 15-year timeframe (followed by a full review of the envelope) and
specific milestones (to ensure project delivery) will be key to the
success of the overall plan. It will ensure that the full plan can be
committed and implemented through one major funding approval, while
segregating funds by specific projects. This approach provides a
built-in mechanism for accountability, re-profiling of funds and for
accelerating or delaying elements of the renovation as the overall
program unfolds.
The key organizing
element in defining how buildings will be used is the location of core
activities of Parliament — Chamber, Committee, Caucus and Members’
offices — within a clearly defined and secure Precinct.
Matching up the requirements of the House of Commons with its buildings
and facilities will result in buildings used as follows (see also
Figure L):
Within the Precinct
- Centre Block
will remain a multi-function building, housing the Senate and House
of Commons Chambers, the historical committee rooms and offices for
Parliamentary Officials, Officers, Ministers and Members.110
The building will retain its public role, accommodating the media,
visitors and tourists in ways that respect the effective functioning
of Members.
- West Block
will accommodate a total of nine committee rooms as well as Members’
offices and support services.
- East Block
will continue to be used by the House of Commons until the end of
the renovation program.
- Confederation and
Justice Buildings will house Members’ offices and support
services.
- Replacement
committee room facility will house 12 committee rooms,
support services and appropriate accommodation for the public and
the media.
Adjacent to the Precinct
Administrative and party
research functions will be consolidated into existing Crown-owned space.
Remote from the Precinct The facilities at 747 Belfast
Road will continue to house postal, distribution, printing,
photomechanical and materiel management services. The site at 45
Sacré-Cœur will remain a document storage facility.
Effective
transition planning will be vital to successful achievement of the
long-term renovation of the Parliamentary Precinct. Of utmost importance
is ensuring minimal disruption to the work of Parliament as the Precinct
moves towards its new long-term patterns of accommodation and
circulation.
Logical Sequence of Renovation Activities
The detailed physical
requirements must be implemented in an order that leads directly to the
desired use of buildings. The House of Commons has developed a scenario
for ensuring that priorities are achieved. The scenario provides a
"broad-brush" sequencing of renovation activities based on a set of
transition guidelines, over both short and medium terms. A detailed
implementation plan, required before projects are initiated, would show
a phased construction plan and would illustrate several activities
occurring at the same time, while maintaining the same overall
sequencing shown here.
The scenario reflects the most urgent priorities from a functional
point of view, as well as the most logical sequencing from a physical
point of view. More detail on the nature and number of moves required,
and the sequencing of events is provided in Figures
M and
N at the end of this section.
Over the short-term …
1. Management
model is endorsed and adopted — establishing the commitment to
comprehensive renovation and development of the Precinct and
identifying working relationships among all partners in the process.
2. Parliamentary Precinct
is clearly re-defined — in order to ensure that all core Parliamentary functions are
located within the Precinct.
3. Committee Room building
is constructed —
providing a permanent solution to meet current and future needs.
Over the medium-term …
4. West Block is renovated
— playing a major role as transition space throughout the renovation
period. It will provide temporary accommodation for those functions
presently housed in the Centre Block, allowing the renovation of
that building to be done. Once renovations are completed, those
functions will be moved back to the Centre Block and the West Block
will be converted to the ultimate function of committee rooms and
standard offices for Members.
5. Centre Block is
renovated — providing required information technology
infrastructure, restoration of the Chamber and committee/caucus
rooms, and standard offices for Members.
6. Confederation Building
is renovated — in
three stages, one for each wing of the building, providing standard
offices for Members.
Integral activities over the short and
medium term … Throughout the renovation
program, Members’ offices will be standardized. Precinct-wide service
and support systems will be addressed through integration of information
technology and security infrastructure and improved circulation. |
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"Because future projects are
inter-related, there is a pressing need for an updated and comprehensive
long-term plan for the Parliamentary Precinct."
108
Report of the Auditor General,
1998
"A first step has been taken [toward needed collaboration] with
the Parliamentary Precinct Information Technology Program Charter,
signed in December 1997 by Public Works, the Senate, Library of
Parliament and the House of Commons." 109
Report of the Auditor
General, 1998
A "sunset program" approach, with specific beginning and ending
dates, built-in milestones and frequent reporting, will strengthen
accountability and ensure that the full renovation and development plan
is accomplished within the total approved budget
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