Mr. Chairman, the Minister just a moment ago mentioned that he become aware that there were perhaps some problems along the way. I notice that the Comptroller General has reported, for instance, that the cash register controls were not always maintained and there were days when cash flow shortages were as much as $120 Canadian. I think these are clear warning signs that there were serious problems in the management of food and liquor operations. I think that is a field in which the Minister has some experience in a previous job. Also, when the Minister told this House that he and his department would be very closely monitoring the field operations, I was wondering if he would tell us how he could miss those signs that were coming back. He mentioned he did see some of the signs. How could he miss how important they might be, and why did they not get addressed? Why did he not feel they were important enough for him to perhaps jump on a plane, go over there himself and investigate what was happening?
Charles Dent on Tabled Document 133-12(3): Evaluation Of The Financial Operations Of Expo '92 Revolving Fund And Tabled Document 134-12(3): Aurorales Expo '92 Revolving Fund Account Balance Sheet, March 19, 1993
In the Legislative Assembly on April 2nd, 1993. See this statement in context.
Tabled Document 133-12(3): Evaluation Of The Financial Operations Of Expo '92 Revolving Fund And Tabled Document 134-12(3): Aurorales Expo '92 Revolving Fund Account Balance Sheet, March 19, 1993
Item 18: Consideration In Committee Of The Whole Of Bills And Other Matters
April 2nd, 1993
Page 1475
See context to find out what was said next.