ARCHIVED - Public Works and Government Services Canada - Supplementary Tables

Name of Horizontal Initiative: Sydney Tar Ponds and Coke Ovens Remediation Project

Name of Lead Department(s): PWGSC

Lead Department Program Activity: Specialized Programs & Services

Start Date: May 12, 2004

End Date: March 31, 2014

Total Federal Funding Allocation (from start date to end date):

$282 million for PWGSC cost share with the Province of Nova Scotia. (The Province of Nova Scotia’s share is up to $120 million for a total project cost of $402 million.) Related costs outside of the cost share for federal operations oversight and regulatory responsibility with regard to the site are: PWGSC federal lead oversight $25.8 million, Environment Canada $7.6 million and Health Canada $5.5 million.

Description of the Horizontal Initiative (including funding agreement):

This initiative is a Federal - Provincial Cost Share to remediate the Sydney Tar Ponds and Coke Ovens sites situated on federally and provincially owned lands in the heart of Sydney, Nova Scotia. These sites were contaminated as a result of a century of manufacturing steel. The project is in support of the federal governments' sustainable development initiative, recognizing the environmental, social and economic dimensions of the Sydney area. The project will have long term benefits for all Canadians.

A Protocol Agreement and subsequent Aboriginal Set Aside Procurement Strategy were developed with specific project work elements totalling approximately $19M set aside for competition among Canadian First Nations businesses and contractors.

When remediation is complete, Nova Scotia will take ownership of the lands. Any remaining contaminants will be managed and monitored by the Province of Nova Scotia in accordance with the Memorandum of Agreement.

The provincial agency’s website can be found at: http://www.tarpondscleanup.ca. The project was subject to the federal environmental assessment process under a joint panel review pursuant to the Canadian Environmental Assessment Act.The website for the Canadian Environmental Assessment Agency is: http://www.ceaa-acee.gc.ca/050/viewer_e.cfm?cear_id=8989#Documents

Shared Outcome(s):

The targeted results to be achieved by the partners will result in long term environmental, economic, and social benefits for Nova Scotians, First Nations Communities and all Canadians. Downtown Sydney will have new land to be developed, which will aid in the rejuvenation of the economically depressed area.

Governance Structure(s):

1. Memorandum to Cabinet dated April 2004 defined Public Works and Government Services Canada (PWGSC) as the federal lead for the project.

2. Memorandum of Agreement (MOA) between Canada and the Province of Nova Scotia was signed on May 12, 2004.

3. The Interim Cost Share Agreement with the province, signed on October 20, 2004, provided for interim governance and funding and for undertaking preventative works and preliminary works as set out in the MOA.

4. The Sydney Tar Ponds Agency (STPA) was set up by the province to manage and implement the project. Its operating charter was established on August 18, 2004.

5. An Independent Engineer was jointly appointed in October 2005, to monitor and confirm the engineering and financial integrity of the project as work progresses.

6. A Project Management Committee (PMC), which includes senior representatives from both the federal and provincial governments, oversees all aspects of the project.

7. A PMC Secretariat assists the PMC with day to day administration of the agreements.

8. An Operations Advisory Committee supports the PMC by coordinating all operational activities required for implementation and successful completion of the work activities.

9. An Environmental Management Committee supports the PMC by coordinating the federal and provincial provision of advice to the proponent and the PMC on issues related to Environmental Management of the Project.

10. A Community Liaison Committee is composed of representatives of the community and serves as a sounding board for the STPA activities, project progress and planned work.

11. A Protocol Agreement was established October 28, 2005, allowing for meaningful economic participation of First Nations communities.

12. On July 9, 2008, an Aboriginal Set Aside Procurement Strategy was established for competition among Canadian First nations businesses. This Strategy identifies specific project works totalling approximately $19M.

13. Results-based Management and Accountability Framework and Risk-based Audit Frameworks were established.

14. The Final Cost Share Agreement was signed on September 27, 2007, incorporating Environmental Assessment panel recommendations, reaffirming funding commitments and further delineating the governance structure for the final seven years of the remediation project to its completion in 2014.

15. On March 18, 2009, a MOA was signed between Canada and Nova Scotia to share expertise and coordinate relevant regulatory process.

Performance Highlights:

1. The remediation Project remains on time, on budget and within scope. The quality of deliverables meets project standards and a risk management strategy is implemented.

2. The standards (air, water, soil, health and safety) are identified, monitored and met and environmental components are monitored regularly and impacts are mitigated as planned.

3. Tools in the Project communications strategy keep the community informed of and supportive of the Project. A Community Liaison Committee acts as a bridge between the Project and the local community.

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (2004-2014)	2010-11 ($ millions)
				Planned Spending	Actual Spending
PWGSC Operating: Cost Share Payment to Province of Nova Scotia:	PA 1 Federal lead	Specialized Programs & Services -Sydney Tar Ponds & Coke Ovens Remediation Project	$25,870,000	$2,380,088	$2,335,543
			$282,240,000	$40,416,068	$40,416,068
ENVIRONMENT CANADA	PA 1 Provision of advice to PWGSC on technical issues, historical studies and scientific issues related to contaminated sites.	N/A	$7,640,000	$677,491	$581,108
HEALTH CANADA	PA 1 Provision of advice to PWGSC on issues related to human health, technical issues and risk assessment.	N/A	$5,500,000	$285,662	$133,358
Total			$321,250,000	$43,759,309	$43,466,077

Expected Results for 2010-2011:

• Expert and technical advice; and

• PWGSC’s project team, as federal lead, ensures the project is complying with the project agreements, the efficient and effective use of public funds, application of federal standards and policies, and effective communication with stakeholders, using appropriate oversight and due diligence.

Results Achieved in 2010-2011:

The Project remains on track to meet the approved budget and the Project is moving ahead pursuant to the MOA.

Comments on Variances:

The PWGSC variance after the February 2011 reprofiling was minor, less than 1% of the budget. The minor variance of $44K in planned and actual expenditures arose due to consultants’ fees being less than planned. The HC and EC variance resulted from their advisory responsibilities consuming fewer resources than initially forecast.

Results Achieved by Non-federal Partners:

The Sydney Tar Ponds Agency, who is implementing the day to day technical aspects of the Project elements in accordance with the agreements signed by the government partners, carried out remediation work for cost shared expenditures in the amount of $67.3M ($40.4M federal cost share).

Contact information:

Randy Vallis, Director, Sydney Tar Ponds and Coke Ovens Remediation Project, 295 Charlotte Street, Sydney, NS B1P 6J9
Tel: (902) 564-2543
Email: randy.vallis@pwgsc.gc.ca

Brenda Powell, Chief Business Management, Sydney Tar Ponds and Coke Ovens Remediation Project
Tel: (902) 368-0359
Email: brenda.powell@pwgsc.gc.ca