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Agriculture and Agri-Food Canada (AAFC) identified the need to make strategic changes to the way Grants and Contributions (Gs&Cs) programs were delivered to the Canadian public with the aim of simplifying their administration while, at the same time, strengthening accountability and risk-based approaches for managing programs.
Drivers for this coordinated action include the overall Government of Canada (GoC) Gs&Cs reform, administrative reform efforts and service excellence, and the Report of the Independent Blue Ribbon Panel on Gs&Cs Programs “From Red Tape to Clear Results” for efficient management and effective access to Gs&Cs.
AAFC’s response to these drivers resulted in the need for the Grants and Contributions Delivery Project (GCDP) which is two-fold in scope:
The GCDP was repositioned in April 2010 to ensure that: it complied with the Department's overall Gs&Cs reform; it supported GoC administrative reform efforts; and rigorous project management controls required for projects of this size were implemented.
Phase I of the GCDP was completed in March 2011. This Phase included the completion of a flexible component based architecture, design and costing, confirmation of the "best fit" solution, selection of three programs (Early Adopters) to represent all non-BRM programs and completion of a business alignment exercise for validation of a Common Business Process Model.
In February, 2011, approval was received to move forward with Phase II of the GCDP for the implementation of the Common Business Process Model onto a common information system, the Grants and Contributions Delivery System (GCDS), using a validated solution. Together, the Common Business Process Model and associated information system will improve the access, management and delivery of non-BRM programs. Completion of the GCDP is set for March 2013.
This project is currently in the implementation phase.
|Lead Department||Agriculture and Agri-food Canada|
|Contracting Authority||Agriculture and Agri-food Canada, Public Works and Government Services Canada|
|Participating Departments||Public Works and Government Services Canada, Treasury Board Secretariat|
|Prime Contractor||Deloitte & Touche LLP - 100 Queen Street, Suite 800, Ottawa, Ontario, K1P 5T8|
|Major Subcontractor||CSDC Systems Inc. (formerly Grantium) - 279 Laurier Ave. West, Suite 200, Ottawa, Ontario K1P 5J9|
|Major Milestones - Phase I||Completion Date|
|Preliminary Project Approval||June 4, 2009|
|Conceptual Design and Approved Architecture||June 30, 2010|
|Confirm "Best Fit" Solution||October 31, 2010|
|Preliminary / Detailed Design||November 30, 2010|
|EPA Package Approval||February 17, 2011|
|Business Transformation (Early Adopter Programs)||March 31, 2011|
|Major Milestones - Phase II||Target Date|
|Business Transformation||August 31, 2011|
|GCDS Support Centre Staffing||October 31, 2011|
|Release 1 - Basic Program Office||November 30, 2011|
|Release 2 - Saturn Integration and Legal Amendments||April 30, 2012|
|Release 3 - Front Office||August 30, 2012|
|Release 4 - Business Intelligence||October 31, 2012|
|Release 5 - Transactional Processes and Interfaces to other Departmental Systems||October 2012|
|Treasury Board Reporting (results of the Independent Assessment)||October 2012|
|Project Closeout||March 31, 2013|
Progress To Date:
Phase I of the project - Complete
Conceptual Design - Complete
GCDS Support Centre Staffing - Underway
Business Transformation - Common Model in place, business alignment complete for "Early Adopter" Programs as part of Phase I, and alignment of remaining and new programs is underway
Technical design and configuration - Underway
In February 2007, an independent blue ribbon panel provided recommendations aimed at simplifying the administration of Gs&Cs while, at the same time, strengthening accountability and risk-based approaches for managing the programs. Through the development of the action plan and other work that has taken place over the past year, AAFC is meeting the commitments made by the Government in response to the panel's key recommendations.
With this plan, recipients, stakeholder organizations and federal program administrators will be able to see AAFC's progress, and more importantly, the project's next steps and the Department's commitment to engage them in the process. The last year has seen much activity, and a solid foundation is being laid for systemic change. This kind of change takes time, and there is still much work to be done. However, it is believed that the action plan will serve as a vital roadmap to guide AAFC over the next few years.
Note: Further details on this project can be found in the Status Report on Projects operating with specific Treasury Board Approval in the 2010-11 DPR.