As Minister, I want to increase the competitiveness of the commercial State companies, to improve quality and broaden the range of services available to the consumer and to provide value for money and perhaps, most importantly for the future, to position these sectors strategically so they can deliver superior performance in a future of unprecedented change.
Since I became Minister, this Government has introduced a comprehensive, integrated approach across the whole range of transport, energy and communications. My strategy emphasises competitive pricing, customer focus, performance measurement, forward planning and effective management of change. Within the overall strategy, the issue of good corporate governance and good management practice for the commercial State companies within my remit is central. This includes two areas of particular relevance to us today, procurement and asset disposal.
Best practice in those areas is founded on two key principles; first, to get the best possible value and second, to allow all qualified contenders to compete for business. The two are linked; getting the best value depends on open competition and without competition, we cannot be sure we have got the best value.
This is particularly important in the State sector where enterprises are publicly owned and where there is an extra responsibility to give all those qualified the opportunity to compete. There must not be any room for favouritism or golden circles. This is precisely why for some years now formal guidelines have been laid down for procurement practices.
I remind the House that there has always been a certain amount of scepticism as to whether these principles are being fully applied in the public sector. As recently as last August, Deputy Harney stated on radio that one only has to look at very significant contracts awarded in this State over the past ten or 15 years, and to look at the political association of some of the companies involved, to see that the system is not satisfactory, even though new tendering procedures were introduced for the State sector some years ago. It is interesting that Deputy Harney should have got from her network of contacts exactly the same feeling as I received from those who have indicated to me that they believe a cosy cartel operates in the State sector. Many people feel excluded from State business for reasons other than price and quality.
Contrary to the impression given by the Opposition, I did not dig for any dirt on any file since I took over as Minister, but I regret to advise the House that it was brought to my attention that the two best practice principles which I have outlined have not been fully observed in the recent past in two of the commercial State companies for which I have responsibility.
The following example led directly to my decision to set up the task force to review the controls and procedures governing procurement and sale of assets.
In 1992, following a competitive tendering process. Bord Gáis appointed a firm of architects for a £1.6 million refurbishment of its headquarters at Little Island. The company was subsequently approached by a neighbouring firm in Little Island to sell its existing headquarters there. Bord Gáis agreed to do this in June 1994 and in November 1994, decided to consolidate all its Cork based activities at its existing Albert Road location in the city.
In April this year, the board decided to extend the appointment of the architects originally appointed for the refurbishment of the Little Island premises to undertake the necessary design work relating to Albert Road site. Even though the new project is three times the size of the original project, the board decided to extend the architectual contract without competitive bidding, saying that it did so to meet the timescale set by the prospective purchaser of the Little Island complex. This deal was meant to be concluded by August last.
While I acknowledged that the board's decision of April was broadly in accordance with the guidelines for State bodies on competitive tendering, my clear preference would have been for BGE to have gone to tender for the revised and much expanded project at Albert Road. This project was sufficiently different in scale and nature to warrant such an approach.
On 2 June 1995, I met with the Bord Gáis chairman in the company of the Minister of State at the Department of Transport, Energy and Communications, Deputy Stagg, and made it clear that I was not happy with what had happened. I had also asked my officials to review the Bord Gáis case in the light of the guidelines for State companies. It informed me, after a review, that the guidelines, in fact, were silent on the issue of asset disposal.
It was on 2 June 1995, that I announced publicly my intention to conduct a full review of procurement and tendering in the commercial State companies for which I have responsibility. I ask the House to note that date; it was 2 June 1995. I am pleased that since my meeting with the chairman, Bord Gáis has announced strict new procedures in relation to property disposals, property valuations and property consultancy. Despite the original apparent urgency, the deal has not yet been done for the Little Island property and no decision will be taken by the prospective purchaser until November of this year. This directly contradicts the reasons cited by the board for not putting the architectural contract out to tender in April last. Speed, it seems, is no longer of the essence. In line with my earlier expressed preference for competitive tendering. I have asked the board to review those transactions and notably the continuation of the architectural contract and to report back to me in the matter.
Meanwhile, another disturbing incident was brought to my attention. This matter involved CIE. The specific case I want to look at has to do with the sale of land owned by CIE in Cork and is a vivid illustration of what has been described as a cosy cartel.
I am referring to the sale of CIE-owned land at Horgan's Quay in Cork. The land in question was a strategic three acre site at Horgan's Quay forming part of the Kent Railway Station. It is close to Cork city centre with excellent road frontage. This site has long been regarded as a valuable piece of property and has attracted attention from potential purchasers over a ten year period. CIE's own property consultants advised as recently as May 1994: "this is a very important site which should appreciate substantially in value over the next 20 years".
There were two firm inquiries about the sale of the Horgan's Quay site from the Cork Harbour Commissioners between 1983 and 1993. No deal was done because, according to CIE, the site was considered to be of strategic importance to the company's operations. There were also other inquiries about land at Kent Station from other substantial companies.
On 22 July 1994, just three weeks after Dermot O'Leary was appointed chairman of CIE, Mr. Owen O'Callaghan of O'Callaghan Properties (Ltd) phoned CIE's property manager and said that he was interested in acquiring property at Horgan's Quay. On 13 October, less than three months after this approach, the board of CIE approved the sale of the property to O'Callaghan Properties. Given the ten years of inactivity which had preceded this sale the speed with which this deal was completed is nothing short of remarkable.