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Status Report on Major Crown/Transformational Projects


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:

  • Business Transformation: the departmental adoption of a Common Business Process Model to design, deliver and report on non-Business Risk Management (BRM) Gs&Cs programs; and
  • Common Tools Utilization: the implementation of a departmental “one common platform” for the electronic delivery and management of non-BRM Gs&Cs programs.

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.

Project Phase

This project is currently in the implementation phase.

Leading and Participating Departments and Agencies

Leading and Participating Departments and Agencies
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 and Major Subcontractors

Prime and Major Subcontractors
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 - GCDP Phase I and II

Major Milestones Phase I
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
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

Project Outcomes

  • Increased decision support through improvement of performance reporting across Gs&Cs programs;
  • Increased consistency of program delivery through the rationalization of work processes and enabling technological infrastructure;
  • Increased accessibility and transparency for clients of Agriculture and Agri-Food Canada in the delivery of services;
  • Increased auditability in how Agriculture and Agri-Food Canada aligns to legal, political and policy changes; and
  • Increased value for money in how Agriculture and Agri-Food Canada executes, monitors, and controls ongoing operations.

Progress Report and Explanations of Variances

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

Financial Information:

  1. Proof of Concept (PoC) of the GCDP from February 2006 to May 2008, incurred costs of $3,074,200 (excluding GST/HST of $153,710).
  2. In June 2009, the GCDP received approval and funding ($2,344,155 - excluding GST/HST of $79,388) to conduct Preliminary Project Approval (PPA). Phase I of the project was from April 1, 2009 to March 31, 2011.
  3. On February 17, 2011, project approval was provided for the GCDP and expenditure authority for the implementation of the GCDP at a substantive cost estimate of $9,987,411 (excluding HST of $734,996), for fiscal years 2011-12 and 2012-13, bringing the total expenditure authority to date to $15,405,767 (excluding GST/HST of $968,093), which includes the 2006-2008 PoC and the 2009-2011 PPA.
  4. As of June 30, 2011, the GCDP is currently running slightly under budget as some key procurement contracts have not yet been initiated and there have been staffing delays of the Information Systems Branch GCDS Support Centre.
  5. The GCDP is to be completed by March 31, 2013.

Industrial Benefits

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.