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Table 11: Projects by Business Line ($ millions)
Business Line Current Estimated Total Cost Actual Spending
Actual Spending 2005-2006 2006-2007
Main Estimates Planned
Total Authorities* Actual Spending
Corporate Services
Berlin, Germany **
Chancery construction3
101.2 15.5 2.6 101.2 2.0 101.2 0.9
Dhaka, Bangladesh
Compound construction2
25.5 2.4 3.7 25.5 4.6 26.0 2.7
Moscow, Russia
Fit-up of new chancery and residential accommodation3
1.3 0.0 0.6 40.0 4.4 40.0 0.7
Rome, Italy
Chancery acquisition /fit-up2
46.1 4.2 5.1 46.1 1.1 46.1 3.3
Seoul, Korea
Chancery/7 staff quarters construction2
69.0 4.7 5.6 69.0 24.9 69.0 22.2
Total 243.1 26.8 17.6 281.8 37 282.3 29.8

Explanatory notes:
This table represents major capital and lease projects in support of key Departmental and governmental objectives and priorities. Projects include those requiring Treasury Board approval because their cost exceeds Departmental delegated authorities. Project phases are shown as defined by the Treasury Board approval process:

  1. project definition phase (preliminary project approval);
  2. project implementation phase (effective project approval, lease project approval); and
  3. project closeout (completed).

* "Total authorities" represents the current approved Treasury Board authority for the entire project, from initiation to completion.
** Berlin project: A VAT refund in the amount of $8.0M was received in FY 2005-2006. The amount shown in that FY are expenditures only.

Corporate Services Projects
These major property projects will provide safer, more secure and cost-effective office and residential accommodation that addresses a number of serious problems facing staff abroad:

  • program growth and overcrowding - Berlin, Moscow;
  • deterioration of existing owned assets, affecting health and safety - Rome;
  • deterioration of existing leased accommodation - Dhaka, Moscow, Seoul.

These new facilities also support broader Canadian government strategic priorities through more effective and efficient delivery of government services abroad. For example, over 50 percent of this major capital investment is directed to G8 countries (Germany, Italy, Russia). Each project is summarized below.

Berlin - The Embassy project completion and handover took place in April 2005. Items on the deficiencies list are now completed.

Dhaka- Construction of the Chancery and Official Residence has been delayed owing to the non-performance of the contractor. Earliest completion date is now September 2007.

Moscow - Negotiations with Developer for the relocation of the chancery were terminated.

Rome- The move to the new Chancery took place in June 2006. Security upgrades underway.

Seoul - Construction is progressing in 3 stages: substructure, base building and fit up. After obtaining revised EPA authority from TB, the base building construction contract was awarded in June 2005. The forecast completion date is September 2007.

The Department has ensured that property resources are managed effectively and that the cashflows are managed within current levels of appropriations and revenues. Management techniques included a constant process of internal reallocation against emerging and changing priorities, managed project delays (reducing short-term demand on resources), deferrals and a planned revenue flow from property disposals.