Michael Miltenberger

The reason we have instituted the deferred maintenance program is to try to address some of the backlog of the maintenance issues. We have also done assessments of a significant number of major facilities that we own. I think the offer has already been made to share with committee. The Premier as well has indicated that he is prepared to sit down and look at all that new information with the current 20 year needs assessment. Plus we’ll — just so we have a more comprehensive view — provide the ten year retrospective as well. As we move through the capital planning process, as it moves forward...

Thank you, Mr. Chairman. Once again I’d ask if we could refer that question to Minister Lafferty.

Thank you, Mr. Chairman. We’d be happy to provide the ’09–10 list of identified maintenance for communities, all the communities, to the committee again.

Mr. Chairman, we’ll get that work done as quickly as we can. Considering the fact that we’re currently before committee, we’ll endeavour to have that done by tomorrow.

The Member is correct that there is an economic opportunity here as we look at moving to alternative energies. The whole support, installation and monitoring was raised in the House last week — the need, for example, for simple things like having qualified local people to be able to do inspections of pellet stoves and wood fired woodstoves.

Yes, there is an interest, as we move forward and start planning the value-added to this whole operation, in building the economy and being able to sustain, implement and repair and upgrade this whole type of new industry we’re going to be creating in the...

Mr. Chairman, I will once again defer to the Minister of Health and Social Services.

Mr. Chairman, once again, the assessment was done. The staff in the Perry Building are some of the folks that are going to be relocated, because the condition of the building made it beyond use. There’s a balance that we try to look at as we move forward in communities so that we respect some of the concerns raised by the Member. In this case the approach determined as the best was to redo the building.

The intent, clearly, is to put as much money as possible toward program delivery at the community level. We know the money we have currently as a government is insufficient. As we look at things like reductions and revenue options, we’re also looking at how we’re structured. Are we structured to best deliver the programs that are needed? If we’re more efficient and effective in terms of administration, would there be more money that could then go to the program delivery area? That’s the approach we’re taking.

The money that’s in the system will stay in the system, but we’ll try to put it as...

Mr. Chairman, that’s not a part of the capital item. We don’t have that information with us, but we can commit to getting that information for committee.

The one issue that is now before the Diamond Jenness project is the completion of educational programming by the Department of Education, Culture and Employment that will allow this project to move forward.