Madam Chair, I certainly understand that we run a number of complex projects and some of them can't be guaranteed or predicted with absolute certainty that they can be done, so it's fully understandable that there can and will be some carry-overs. But I guess an aspect that I wanted to ask about is that, you know, as the implementation of some of these goes ahead and indeed, you know, the Minister or the department finds that, for instance, there is very limited uptake on a call for bidders or the cost of something comes in extraordinarily high, well above anticipated costs, do we have a way of looking at things to see if they are indeed achievable or doable or do they still have the value that we originally predicted? Are we routinely and regularly going through these carry-over projects to see whether or not they're, in effect, worth continuing given all these circumstances? Do we have a way of just taking some of them out of the mix because they don't meet our original expectations, Madam Chair?
Bill Braden on Item 20: Consideration In Committee Of The Whole Of Bills And Other Matters
In the Legislative Assembly on May 11th, 2007. See this statement in context.
Item 20: Consideration In Committee Of The Whole Of Bills And Other Matters
Item 20: Consideration In Committee Of The Whole Of Bills And Other Matters
May 10th, 2007
Page 137
See context to find out what was said next.