Edmonton’s city manager says he is the one accountable for the bungled Edmonton Metro Line LRT (light rapid transit) project that is well over a year behind schedule. "There’s a multitude of projects the city works on. We actually do review them on a regular basis. I am not sure why we missed this, but we did and at the end of the day that’s my accountability," said city manager Simon Farbrother to reporters following a tense city council meeting.
During the meeting, councillors said they were frustrated that issues with the $668 million dollar transit line were not better communicated.
Councillor Mike Nickel laid the blame with Farbrother’s management.
He told reporters that the city manager should have kept council in the loop.
"I’m not here to tell him how to fill a pothole. I’m not here to tell him how to fix a street. But, I do expect him to have oversight over a half-a-billion dollar project," Nickel said.
Mayor Don Iveson said there have always been issues with the culture of the transportation department and that the failure to report up is a symptom of this issue.
However, the mayor was less quick to pile on Farbrother.
"It’s quite clear to me at this point that the city manager is working closely with the general manager of transportation to make exactly the kind of changes the auditor has called for," he said.
The council’s discussions were prompted by a recent audit by the city, which argued that poor project management and a lack of communication contributed to the project’s woes.
According to the audit, there was no formal documentation from LRT design and construction to the transportation services general manager advising him of emerging issues and potential delays.
The culture at the time was to provide "verbal rather than written reports."
The city auditor wrote that he did not see any evidence that the city council was informed of emerging issues and potential delays.
Council did not receive formal updates on project progress until December 2013, when construction was supposed to be complete. The city also continued to pay signaling contractor Thales despite it missing numerous deadlines.
The audit listed three recommendations. First, that the city develop a standard corporate reporting methodology for major capital projects, which includes schedule, scope and budget status, as well as overall risk assessment and quality management.
Second, that project roles, responsibilities, lines of communication, management of working relationship, and decision authority levels be clearly defined, assigned and communicated for all major projects.
And third, ensure that for all major projects consistent principles and methodologies of contract administration are adhered to including quality assurance and quality control activities.
The city has accepted all three.
A recent audit showed that a lack of communication contributed to the delay.
Photo: File Photo/Eliza Barlow"
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