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Bakopanos Mr. Speaker Lethbridge Mr. McKinnon Mr. Dhaliwal Mr. Grubel Mr. Campbell Mr. Harris Mr. Nault Mrs.


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Chamberlain Mr. Loubier Mr. Duceppe Mr. Pettigrew Mr. Pettigrew Mrs. Lalonde Mr. Pettigrew Miss Grey Mr. Manley Mrs. Volpe Mr.

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McClelland Mr. Bellehumeur Mr. Dion Mr. Gallaway Mr. Langlois Mr.

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Frazer Mr. Torsney Mr. Mayfield Mr. Silye Mr.

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Telegdi Mr. Harvard Mr. Murphy Mr. Parrish Mr. English Mr. Scott Fredericton-York-Sunbury Mr. McGuire Mr. Alcock Mr. Abbott Mr. Nault Mr. White Fraser Valley West Mr. Mitchell Mr. O'Brien London-Middlesex Mr. Speaker, pursuant to Standing Order 36 8 , I have the honour to table, in both official languages, the government's response to nine petitions. In addition, I will table with the Clerk of the House, on behalf of my colleagues, Part III of the Estimates consisting of 78 departmental expenditure plans.

These documents will be distributed to the members of the standing committees to assist in their consideration of the spending authorities sought in Part II of the Estimates. Speaker, it is my pleasure to table the Main Estimates of the Government of Canada for the fiscal year. These estimates mark the turning point: the point where we regain control over government spending. The point where we deliver public services adapted to today's reality. The main estimates I am tabling today contain expenditures that are closer to our means.

We have worked hard and we are on the verge of achieving our objectives. We are working to deliver quality services to all Canadians. Environment Canada has rationalized its approach.

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The number of weather offices was reduced from 71 local offices to 17 regional offices. This was made possible by better use of modern equipment and technology. Weather information and services provided to Canadians will be improved. Government program spending will account for only We took up the fight and we will win the battle to provide our citizens with quality government.

Our expenditure plan will live up to their expectations, but we still have a long way to go to transform government. This year we can achieve our financial goals without announcing any new reductions. I left the public service and decided to enter the political arena in order to protect the financial future of our country.

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I was already dreaming of the day when I would be part of the birth of a new culture of public financial management. Today marks a turning point in the history of the administration of public finance in Canada. We have examined our financial situation, made firm decisions, and taken action to achieve our objectives. We have governed strongly and wisely.


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But make no mistake: the battle has not yet been won. To relent would be to stray from the path that we have set. We are readying ourselves to enter the 21st century on sound and solid footing. Program review has been the cornerstone of our strategy.

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Thanks to this unprecedented exercise, we have been able to achieve our deficit reduction targets, to improve the delivery of services to Canadians and to clarify the role of the federal government in a number of areas. We have inaugurated an ongoing program review, and soon will be in a position to provide public services within our financial limitations.

We have created a stable long term planning framework for the departments. The program review has, among other things, led us to the conclusion that, at the close of the 20th century, the state did not need to be the owner of railways, airports, or even the St.

Lawrence Seaway in order to serve the taxpayers' interests. It enabled us to more clearly define the areas in which the government can best be involved in co-ordinating the actions of all citizens. The main focus of public administration must still be the pursuit of program excellence and quality, in keeping with our means and with the needs of all of our fellow citizens. We are still faced with the challenge of maintaining a culture of state administration which supports constant improvement. To that end, we have put in place a number of initiatives.