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2010-11
Report on Plans and Priorities
Public Works and Government Services Canada
Supplementary Information (Tables)
Table of Contents
- Details on Transfer Payments Programs
- Green Procurement
- Horizontal Initiatives
- Upcoming Internal Audits and Evaluations over the next three fiscal years
- Sources of Respendable and Non-respendable Revenue
- Status Report on Transformational and Major Crown Projects
- Summary of Capital Spending by Program Activity
- User Fees/External Fees
Details of Transfer Payment Programs (TPP)
| Forecast Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
Planned Spending 2012-13 |
|
|---|---|---|---|---|
| Contributions | ||||
| Canadian Language Sector Enhancement Program | 1.1 | 4.9 | 5.0 | 4.6 |
| Total Contributions | 1.1 | 4.9 | 5.0 | 4.6 |
| Other Payments (Statutory) | ||||
| Payments to Municipalities and Other Taxing Authorities | 498.9 | 509.1 | 519.3 | 529.7 |
| Recoveries from Custodian Departments | (498.9) | (509.1) | (519.3) | (529.7) |
| Total Other Payments | 0.0 | 0.0 | 0.0 | 0.0 |
| Total Transfer payments | 1.1 | 4.9 | 5.0 | 4.6 |
Totals may not add up due to rounding.
Green Procurement
Part A: Green Procurement Capacity Building
Performance Measures For Part A:
1a. Number of procurement and materiel management staff with formal green procurement training (e.g., C215 or in-house tailored alternative) relative to total number of procurement and materiel management staff.
1b. Number of acquisition cardholders with formal green procurement training (e.g., C215 or in-house tailored alternative) relative to total number of acquisition cardholders.
2. Number of performance evaluations of managers and functional heads of procurement and materiel management that incorporate environmental considerations relative to total number of performance evaluations of managers and functional heads of procurement and materiel management.
3. Number of departmental procurement processes and controls that incorporate environmental considerations relative to total number of departmental procurement processes and controls that should address environmental considerations. Alternatively, departments can report on progress and plans to improve the integration of environmental considerations in management processes and controls relative to procurement.
| Activity | 2008-09 Level as % |
2010-11 Target as % |
Description/Comments |
|---|---|---|---|
| 1a. Training for Procurement and Materiel Management Staff |
100% of Materiel Managers 22% Procurement Personnel |
90% of Materiel Managers and Procurement Personnel | Mitigation strategies will be in place to ensure that new and outstanding procurement personnel will receive green procurement training (CSPS C215). PWGSC notes that setting a target of 100% is difficult due to employee turnover, individual learning requirements, and other challenges. |
| 1b. Training for Acquisition Cardholders | 14% Acquisition Cardholders |
90% of Acquisition Cardholders | Mitigation strategies will be in place to ensure that outstanding Acquisition Cardholders will complete green procurement training (CSPS C215). All new Acquisition Cardholders must complete green procurement training in order to receive their acquisition card. PWGSC notes that setting a target of 100% is difficult due to employee turnover, individual learning requirements, and other challenges. |
| 2. Performance Evaluations | No data available | All identified managers and functional heads will have environmental consideration clauses incorporated into their performance evaluations for the 2011-12 fiscal year. | Identify which managers and functional heads should have environmental considerations included in their performance evaluations. Establish standardized green procurement and/or other environmental consideration clauses that can be incorporated into performance evaluations. Establish a system for monitoring the inclusion of environmental/green procurement considerations in performance evaluations taking into consideration the EPMA planning cycle. |
| 3. Procurement Processes and Controls | No data available | By March 31, 2011, all identified management processes and controls, relating to procurement, will have incorporated environmental considerations. | Identify all management processes and controls, relating to procurement, which could be modified to include environmental considerations. Establish a schedule and necessary approval processes for revising identified management processes and controls. Establish a system for monitoring the inclusion of environmental considerations in management processes and controls. |
Part B: Use of Green Consolidated Procurement Instruments
Performance Measures For Part B:
Dollar value of purchases against green consolidated procurement instruments (as designated by PWGSC) for a specified good or service relative to total dollar value of purchases for that good or service. Departments should include a minimum of 2 goods or services (e.g., IT Hardware, Imaging Devices, Paper).
When a green consolidated procurement instrument (as designated by PWGSC) is not used or is unavailable for the specified good or service, this performance measure should be used: Dollar value of purchases that incorporate environmental considerations for a good or service relative to total dollar value of purchases for that good or service. Departments should indicate when a green consolidated procurement instrument for a good or service (as designated by PWGSC) is not used.
| Good/Sevice | 2008-09 Level as |
2010-11 Target as % |
Description/Comments | |
|---|---|---|---|---|
| $ | % | |||
| IT Hardware (includes: desktops, notebooks, servers, and thin clients) | $4,800,000 | 99% | 100% | Exceptions are expected due to operational, security, graphics and communications requirements. Where exceptions exist, efforts will be made to ensure that IT Hardware purchases incorporate environmental considerations (e.g. Energy Star, non-hazardous materials, RoHS, WEEE, EPEAT, IEEE, etc.). |
| Vehicles | $586,454.23 | 92% | 100% | Exceptions are due to operational vehicle requirements (e.g., towing capacity, off-road use, cargo capacity, etc). Where exceptions exist, efforts will be made to ensure that vehicle purchases incorporate environmental considerations (e.g., clean diesel engines, fuel consumption / km, etc.) |
Part C: Reduction Initiatives for Specific Goods (Optional/Where Applicable)
Performance Measure For Part C:
Total quantity of a consumable purchased (e.g., paper) or an asset owned/leased (e.g., printing devices) relative to total number of full time employees (FTE).
| Consumable/Asset | 2008-09 Level as Ratio # per FTE |
2010-11 Target |
Description/Comments |
|---|---|---|---|
| Paper – Double-sided Printing by Default (on networked resources) | 32% of printed pages on networked devices are double sided in the NCA. | 60% of printed pages on networked devices will be double-sided in the NCA. | PWGSC will configure printing resources and desktop configurations to print double-sided by default which will reduce paper consumption. |
| Printing Devices | Departmental-wide estimate of 2.5:1 (office employees to printing device) | By March 31, 2011, achieve a minimum average ratio of office employees to printing device of 4:1, where building occupancy levels and space configuration apply. | PWGSC is presently undergoing an IT Asset Alignment exercise. The results are anticipated to help in achieving the target ratio. |
Horizontal Initiatives
1. Name of Horizontal Initiative: Sydney Tar Ponds and Coke Ovens Remediation Project
2. Name of lead department(s): PWGSC
3. Lead department program activity: Specialized Programs & Services
4. Start date of the Horizontal Initiative: May 12, 2004
5. End date of the Horizontal Initiative: March 31, 2014
6. Total federal funding allocation (start 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.) Costs outside of the cost share are: PWGSC federal lead oversight $25.8 million, Environment Canada $7.6 million and Health Canada $5.5 million.
7. 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 with over 700,000 tonnes of toxins, as a result of a century of manufacturing steel. The project is in support of the federal government's sustainable development initiative, recognizing the environmental, social and economic dimensions of the Sydney area. The project will have long term benefits for all Canadians. 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 website for the Canadian Environmental Assessment Agency is: http://www.ceaa-acee.gc.ca
8. 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.
9. Governance structure(s):
- Memorandum to Cabinet dated April 2004 mandated Public Works and Government Services Canada (PWGSC) and, by law (CEA) act, as the federal lead for the project.
- Memorandum of Agreement (MOA) between Canada and the Province of Nova Scotia was signed on May 12, 2004.
- 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.
- The Sydney Tar Ponds Agency was set up by the province to manage and implement the project. Its operating charter was established on August 18, 2004.
- An Independent Engineer was jointly appointed in October 2005, to monitor and confirm the engineering and financial integrity of the project as work progresses.
- A Project Management Committee, which includes senior representatives from both the federal and provincial governments, oversees all aspects of the project.
- A Protocol Agreement was established October 28, 2005, allowing for meaningful economic participation of First Nations communities. Set asides were established for competition among Canadian First Nations businesses.
- Results-based Management and Accountability Framework (RMAF) and Risk-based Audit Frameworks (RBAF) were established for the length of the project in accordance with Treasury Board conditions.
- On May 31, 2007, Treasury Board Decision #833589 granted approval of the terms and conditions of the Final Cost Share Agreement (FCSA) and associated funding for the cost shared activities, with PWGSC as the federal lead, as well as for costs of federal operations of Environment Canada and Health Canada. The FCSA 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.
- On March 18, 2009, a MOA was signed between Canada and Nova Scotia Environment to share expertise and coordinate relevant regulatory process.
10. Planning Highlights for 2010-2011: A mid-term project evaluation is planned for 2010-11 as per the project's Results-based Management and Accountability Framework (RMAF). Continuous monitoring of the RMAF's key performance indicators are ongoing to ensure evidence based information. Various Operational Reviews are planned to be performed by Audit Services Canada.
The Construction phase continues with project elements to control surface water and groundwater and to cap and contain contaminated sediments through solidification and stabilization. Key plans and risks are as follows:
The first project element TP6A – flow diversion of Coke Ovens Brook and Wash Brook, will continue throughout the three phases of project element TP6B. TP6B - Solidification, Stabilization and Channel Construction of the Tar Ponds is a three phased project that will see the first phase, South Tar Pond, completed by the fall of 2010. Project element TP7 – Tar Ponds Surface Cap, will begin during 2010 and is expected to complete the entire South Pond prior to unfavourable weather. Should the TP6B - Solidification, Stabilization and Channel Construction contractor be later than expected in completing the South Pond, there is a risk of the TP7-Tar Ponds Surface Cap contractor not completing prior to unfavourable weather. This risk will be monitored closely.
The abutment portion of project element TP6C – Ferry Street Bridge, will be completed during the fiscal year 2010/11.
Project element CO1 – Coke Oven Brook Connector, is expected to be completed in the summer of 2010. This element is required to accept clean water from project element CO7/CO8 – Groundwater Collection/Water Treatment Plant. CO7/CO8 - Groundwater Collection and Water Treatment Plant is expected to be completed in May 2010 and commissioned to allow treated water to flow into the TP6B channel via the CO1 - Coke Oven Brook connector.
Project element CO2B – Realignment of SPAR Road, is currently being awarded and will be completed in the Spring of 2010. Project element CO6 – Coke Ovens Surface Cap, was delayed to allow results of a future land use study to update the final design. This element is a two phased project with the first portion being an Aboriginal Set-Aside and is scheduled to start in June of 2010.
| 11. Federal Partners | 12. Federal Partner Program Activity | 13. Names of Programs for Federal Partners | 14. Total Allocation (2004-2014) | 15. Planned Spending for 2010-2011 |
16. Expected Results for 2010-11 |
|---|---|---|---|---|---|
1. PWGSC Operating: Cost Share Payment to Province of Nova Scotia: |
Federal lead | Specialized Programs & Services -Sydney Tar Ponds & Coke Ovens Remediation Project |
|
|
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. |
| 2. ENVIRONMENT CANADA | Provision of advice to PWGSC | Sydney Tar Ponds | $7,640,000 | $677,491 | Provision of expert and technical advice to PWGSC on technical issues, historical studies and scientific issues related to contaminated sites. |
| 3. HEALTH CANADA | Provision of advice to PWGSC | Sydney Tar Ponds | $5,500,000 | $285,662 | Provision of expert and technical advice to PWGSC on issues related to human health, technical issues and risk assessment. |
| Total $321,250,000 |
Total $48,106,266 |
||||
17. Results to be achieved by Non-federal Partners (if applicable):
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, has planned remediation work for cost shared expenditures for fiscal year 2010-11 in the amount of $73.3M ($43.9M federal cost share).
18. 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
Upcoming Internal Audits and Evaluations(Next three fiscal years)
| 1. Name of Internal Audit | 2. Internal Audit Type | 3. Status | 4. Expected Completion Date |
|---|---|---|---|
| Attest Audit of the Financial Statements for the Translation Bureau Revolving Fund for Fiscal Year ended March 31, 2010 | Financial | Planned | September 2010 |
| Attest Audit of the Financial Statements for the Real Property Disposition Revolving Fund for Fiscal Year ended March 31, 2010 | Financial | Planned | September 2010 |
| Attest Audit of the Financial Statements for Consulting and Audit Canada Revolving Fund for Fiscal Year ended March 31, 2010 | Financial | Planned | September 2010 |
| Attest Audit of the Financial Statements for the Telecommunications and Informatics Common Services Revolving Fund for Fiscal Year ended March 31, 2010 | Financial | Planned | September 2010 |
| Attest Audit of the Financial Statements for the Optional Services Revolving Fund for Fiscal Year ended March 31, 2010 | Financial | Planned | September 2010 |
| Attest Audit of the Financial Statements for the Real Property Services Revolving Fund for Fiscal Year ended March 31, 2010 | Financial | Planned | September 2010 |
| Annual Attest Audit of the Financial Report of Administrative Costs Chargeable to the Canada Pension Plan for Fiscal Year ended March 31, 2010 | Financial | Planned | December 2010 |
| Attest Audit of the Financial Statements for the Translation Bureau Revolving Fund for Fiscal Year ended March 31, 2011 | Financial | Planned | September 2011 |
| Attest Audit of the Financial Statements for the Real Property Disposition Revolving Fund for Fiscal Year ended March 31, 2011 | Financial | Planned | September 2011 |
| Attest Audit of the Financial Statements for Consulting and Audit Canada Revolving Fund for Fiscal Year ended March 31, 2011 | Financial | Planned | September 2011 |
| Attest Audit of the Financial Statements for the Telecommunications and Informatics Common Services Revolving Fund for Fiscal Year ended March 31, 2011 | Financial | Planned | September 2011 |
| Attest Audit of the Financial Statements for the Optional Services Revolving Fund for Fiscal Year ended March 31, 2011 | Financial | Planned | September 2011 |
| Attest Audit of the Financial Statements for the Real Property Services Revolving Fund for Fiscal Year ended March 31, 2011 | Financial | Planned | September 2011 |
| Annual Attest Audit of the Financial Report of Administrative Costs Chargeable to the Canada Pension Plan for Fiscal Year ended March 31, 2011 | Financial | Planned | December 2011 |
| Attest Audit of the Financial Statements for the Translation Bureau Revolving Fund for Fiscal Year ended March 31, 2012 | Financial | Planned | September 2012 |
| Attest Audit of the Financial Statements for the Real Property Disposition Revolving Fund for Fiscal Year ended March 31, 2012 | Financial | Planned | September 2012 |
| Attest Audit of the Financial Statements for Consulting and Audit Canada Revolving Fund for Fiscal Year ended March 31, 2012 | Financial | Planned | September 2012 |
| Attest Audit of the Financial Statements for the Telecommunications and Informatics Common Services Revolving Fund for Fiscal Year ended March 31, 2012 | Financial | Planned | September 2012 |
| Attest Audit of the Financial Statements for the Optional Services Revolving Fund for Fiscal Year ended March 31, 2012 | Financial | Planned | September 2012 |
| Attest Audit of the Financial Statements for the Real Property Services Revolving Fund for Fiscal Year ended March 31, 2012 | Financial | Planned | September 2012 |
| Annual Attest Audit of the Financial Report of Administrative Costs Chargeable to the Canada Pension Plan for Fiscal Year ended March 31, 2012 | Financial | Planned | December 2012 |
5. Electronic Link to Internal Audit Plan:
The PWGSC Risk-based Multi-year Audit and Evaluation Plan will be tabled at the Audit and Evaluation Committee in 2009-2010 and approved by the Deputy Minister. Approved audit reports will be posted on the following PWGSC internet site: www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html for the English page and www.tpsgc-pwgsc.gc.ca/bve-oae/index-fra.html for the French page.
Upcoming Evaluations (Next three fiscal years)
| 1. Name of Evaluation | 2. Program Type | 3. Status | 4. Expected Completion Date |
|---|---|---|---|
5. Electronic link to evaluation plan:
The PWGSC Risk-based Multi-year Audit and Evaluation Plan will be tabled at the Audit and Evaluation Committee in 2009-2010 and approved by the Deputy Minister. Approved evaluation reports will be posted on the following PWGSC internet site: www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html for the English page and www.tpsgc-pwgsc.gc.ca/bve-oae/index-fra.html for the French page.
Sources of Respendable and Non-Respendable Revenue
| Program Activity | Forecast Revenue 2009-10 |
Planned Revenue 2010-11 |
Planned Revenue 2011-12 |
Planned Revenue 2012-13 |
|---|---|---|---|---|
| ACQUISITIONS | ||||
| Acquisition | 44.1 | 39.5 | 39.5 | 39.5 |
| Optional Services Revolving Fund | ||||
| Traffic and Vaccine | 98.3 | 106.5 | 107.2 | 107.6 |
| Communication Procurement | 4.2 | 4.5 | 4.5 | 4.5 |
| Subtotal Optional Services Revolving Fund | 102.5 | 111.0 | 111.7 | 112.1 |
| TOTAL - ACQUISITIONS | 146.6 | 150.5 | 151.2 | 151.6 |
| ACCOMMODATION & REAL PROPERTY ASSETS MANAGEMENT |
||||
| Rentals and Concessions | 947.8 | 644.9 | 645.8 | 643.8 |
| Real Property Services Revolving Fund | ||||
| Recoveries of disbursements on behalf of clients | 937.4 | 1,377.8 | 964.9 | 970.1 |
| Fee revenues from real property related common services | 391.4 | 425.3 | 410.7 | 403.1 |
| Subtotal Real Property Services Revolving Fund | 1,328.8 | 1,803.1 | 1,375.6 | 1,373.2 |
| Real Property Disposition Revolving Fund | ||||
| Sales of real properties | 12.0 | 11.0 | 10.0 | 10.0 |
| TOTAL - ACCOMMODATION & REAL PROPERTY ASSETS MANAGEMENT | 2,288.6 | 2,459.0 | 2,031.4 | 2,027.0 |
| RECEIVER GENERAL FOR CANADA | ||||
| Stewardship of Public Money & Accounts of Canada | 14.8 | 13.1 | 12.9 | 13.0 |
| TOTAL - RECEIVER GENERAL FOR CANADA | 14.8 | 13.1 | 12.9 | 13.0 |
| INFORMATION TECHNOLOGY INFRASTRUCTURE SERVICES |
||||
| Information Technology Infrastructure Services | 146.1 | 149.1 | 156.8 | 169.9 |
| Telecommunications and Informatics Common Services Revolving Fund | 239.2 | 251.3 | 254.9 | 242.8 |
| TOTAL - INFORMATION TECHNOLOGY INFRASTRUCTURE SERVICES | 385.3 | 400.4 | 411.7 | 412.7 |
| FEDERAL PAY & PENSION ADMINISTRATION |
||||
| Pay | 4.9 | 2.5 | 2.5 | 2.5 |
| Pension | 123.6 | 101.3 | 73.7 | 29.4 |
| TOTAL - FEDERAL PAY & PENSION ADMINISTRATION | 128.5 | 103.8 | 76.2 | 31.9 |
| LINGUISTIC MANAGEMENT & SERVICES | ||||
| Translation Bureau Revolving Fund | ||||
| Translation Services | 223.9 | 218.0 | 221.3 | 235.2 |
| Interpretation Services | 3.3 | 3.9 | 3.9 | 3.9 |
| Terminology Services | 1.2 | 0.0 | 0.0 | 0.0 |
| Subtotal Translation Bureau Revolving Fund | 228.4 | 221.9 | 225.2 | 239.1 |
| TOTAL - LINGUISTIC MANAGEMENT & SERVICES | 228.4 | 221.9 | 225.2 | 239.1 |
| SPECIALIZED PROGRAMS & SERVICES | ||||
| Consulting and Audit Canada Revolving Fund | 38.2 | 41.4 | 43.5 | 46.1 |
| Acquisitions | 22.4 | 23.7 | 23.7 | 23.7 |
| Consulting, Information and Shared Services | 33.7 | 29.9 | 29.9 | 29.9 |
| Sydney Tar Ponds Project | 0.0 | 0.0 | 0.0 | 0.0 |
| Accounting, Banking and Compensation | 0.9 | 0.0 | 0.0 | 0.0 |
| Departmental Oversight | 2.8 | 0.0 | 0.0 | 0.0 |
| Office of Greening Government Operations | 0.7 | 0.7 | 0.7 | 0.7 |
| TOTAL - SPECIALIZED PROGRAMS & SERVICES | 98.7 | 95.7 | 97.8 | 100.4 |
| PROCUREMENT OMBUDSMAN | ||||
| Procurement Ombudsman | 0.0 | 0.0 | 0.0 | 0.0 |
| TOTAL - PROCUREMENT OMBUDSMAN | 0.0 | 0.0 | 0.0 | 0.0 |
| INTERNAL SERVICES | ||||
| Corporate Services, Policy and Communications | 22.3 | 13.2 | 13.2 | 13.2 |
| Finance | 18.7 | 18.6 | 18.6 | 18.6 |
| Information Technology Services | 62.6 | 53.1 | 52.8 | 54.1 |
| Legal Services | 5.3 | 0.0 | 0.0 | 0.0 |
| Minister and Deputy Minister | 0.3 | 0.0 | 0.0 | 0.0 |
| Human Resources | 23.2 | 14.5 | 14.4 | 14.4 |
| Departmental Oversight | 2.3 | 1.9 | 1.9 | 1.9 |
| Departmental Reserve | 0.0 | 0.0 | 0.0 | 0.0 |
| TOTAL - INTERNAL SERVICES | 134.8 | 101.2 | 101.0 | 102.2 |
| Total Respendable Revenue | 3,425.7 | 3,545.6 | 3,107.4 | 3,077.9 |
| Program Activity | Forecast Revenue 2009-10 |
Planned Revenue 2010-11 |
Planned Revenue 2011-12 |
Planned Revenue 2012-13 |
|---|---|---|---|---|
| ACCOMMODATION & REAL PROPERTY ASSETS MANAGEMENT |
||||
| Dry Docks | 4.5 | 9.0 | 9.0 | 9.0 |
| Other non-tax revenue | 53.7 | 53.7 | 53.7 | 53.7 |
| Total Non-respendable Revenue | 58.2 | 62.7 | 62.7 | 62.7 |
| Total Respendable and Non-respendable Revenue | 3,483.9 | 3,608.3 | 3,170.1 | 3,140.6 |
Note: The Total Respendable and Non Respendable Revenue line should match the corresponding line in the department's Planned Spending Table. If it does not, an explanation must be provided.
Status Report on Major Crown Projects
Parliamentary Precinct Project - Long Term Vision and Plan
1. Description
In 2007, Public Works and Government Services Canada (PWGSC) updated the Long-Term Vision and Plan (LTVP) for the Parliamentary Precinct. This update was undertaken in conjunction with the parliamentary partners - the Senate, the House of Commons and the Library of Parliament. The LTVP established a comprehensive approach for rehabilitating the heritage buildings, providing additional parliamentary accommodations and creating a secure and welcoming environment for parliamentarians, staff, visitors and tourists. It confirmed the long-term vision and guiding principles for the Precinct and the extensive set of planning and design principles created to guide future development. A major component of the LTVP Update was the creation of a new implementation framework designed to improve results and enhance accountability. This framework establishes short-term objectives in the context of the long-term vision and provides a strategy for getting projects underway and completed in an efficient and timely manner. The implementation strategy is composed of a broad strategic direction and a series of rolling five-year programs. The strategic direction establishes the renovation of the core historic parliamentary buildings - the West Block, Centre Block and East Block - as the first priority. Since Centre Block cannot be renovated while occupied, the East and West Blocks will be renovated first. This will be done not only to accommodate the interim uses from Centre Block, but also to address the pressing restoration work that is required on these two buildings. This work initiates a series of projects to create interim accommodation for those functions displaced from the East and West Blocks and, in a cascading fashion, triggers further projects required to house those displaced from buildings renovated for interim Parliamentary uses.
The rolling five-year programs establish short-term cycles for the approval of specific projects to implement the strategic direction. These shorter cycles provide greater flexibility in responding to government and parliamentary priorities, building conditions and current market conditions, and allowing for better accuracy in determining functional requirements and establishing project costs and scheduling. Each five-year program is composed of three components:
The Major Capital Program, which includes primary projects necessary to advance the overall objective of restoring the key heritage buildings;
The Recapitalization Program, which includes a series of urgent building interventions (related mostly to exterior masonry repairs), required to ensure the ongoing viability of buildings and address health and safety issues. These projects will be part of the full restoration work that will ultimately be done on these buildings and by undertaking them early will ensure that future projects are less complicated and costly; and
The Planning Program, which includes the development of more refined plans and reliable cost estimates for projects in the next five-year program.
2. Project Phase
Accordingly, the first five-year program includes projects for each of the three components. The core focus of the Major Capital Program is the stabilization and renovation of the West Block. Other projects will provide appropriate interim space to sustain the operations of Parliament while the West Block is being renovated, and will create interim and permanent facilities that meet the operational needs of Parliament and allow future phases of the LTVP to proceed in a cost-efficient manner. Specific projects will be undertaken in La Promenade Building, the Wellington Building, the former Bank of Montreal Building, and in several office buildings in downtown Ottawa.
The Recapitalization Program focuses on the core historic buildings and their physical state, and includes a series of projects for East Block, Centre Block and Confederation Building. These projects will ensure that the key buildings are consistently restored, as required; addressing problems that cannot wait until the major renovation projects can begin. The primary focus of these projects will be the long term restoration of discrete components of the buildings to extend their life.
The Planning Program will focus on preparing for the renovations of East Block. The intent is to ensure that West Block and East Block renovations are completed simultaneously so that work on the Centre Block can ultimately proceed without delay. The Planning Program will also include feasibility studies for future Centre Block renovations, and several master plans (including: underground infrastructure, west sector master plan, landscape master plan update, materiel handling and transportation, and Blocks 1,2,3).
Funding for individual projects within this five-year program will follow the normal approval process for government expenditures and will be approved by Treasury Board on a project-by-project basis.
3. Lead and Participating Departments
- Lead Department or Agency: Public Works and Government Services Canada.
- Contracting Authority: Public Works and Government Services Canada.
- Participating Departments and Agencies: Senate of Canada, House of Commons, Library of Parliament.
4. Prime Contractor and Major Sub-Contractors
See separate notes for each specific project.
5. Major Milestones
See separate notes for each specific project.
6. Progress Report and Explanation of Variances
See separate notes for each specific project.
7. Industrial Benefits
See separate notes for each specific project.
Parliamentary Precinct Project - Wellington Building
1. Description
The Wellington Building is located at 180 Wellington Street, across from Parliament Hill. It is a six-storey structure first built in 1925 and later enlarged in the 1950's by Metropolitan Life Insurance Company. The House of Commons has been the major tenant since the Crown expropriated the building in 1973. Renovations of the building are required to address health and safety issues, replace obsolete building systems and meet building code requirements. The building will be completely vacated during the renovations. The Wellington Building is part of the Long Term Vision and Plan and will be used for Parliamentary accommodations.
2. Project Phase
The work will be completed in two phases to expedite project delivery. Phase 1 will include interior demolition, asbestos abatement and seismic reinforcement work. Phase 2, dependent on additional funding, will include the restoration of the exterior envelope, renovation of the base building and fit-up the interior space. The entire renovation is targeted to be completed in 2015 (depending on additional funding). The current total cost estimate is $425.2 million(current dollars, excluding GST). Separate project approval has been received for alternatespace at 181 Queen Street and 131 Queen Street.
3. Lead and Participating Departments
| Lead Department | Public Works and Government Services Canada |
|---|---|
| Contracting Authority | Public Works and Government Services Canada |
| Participating Departments | Senate of Canada, House of Commons, Library of Parliament |
4. Prime Contractor and Major Sub-Contractors
| Prime Contractor (Architectural, Mechanical and Electrical) |
Design consultant for the Wellington renovation project is NORR Architects and Engineers Ltd., 175 Bloor Street East, Toronto, Ontario, M4W 3R8 |
|---|---|
| Major Subcontractor(s) | Adjeleian Allen Rubeli (Structural) Fournier Gersovitz Moss and Associates (Heritage) |
5. Major Milestones
| Major Milestone | Date |
|---|---|
| Preliminary Functional Program Completed | July 2007 |
| Revised Preliminary Project Approval and Phase 1 Effective Project Approval | March 2008 |
| Consultant Contract Award | August 2008 |
| Final Functional Program | October 2009 |
| Final Schematic Design Report | October 2009 |
| Phase 1 Construction Start | April 2010 |
| Phase 2 Effective Project Approval | 2012* |
| Phase 1 Construction Completion | 2012 |
| Phase 2 Construction Start | 2012* |
| Phase 2 Construction Completion | 2015 |
*Subject to additional funding
6. Progress Report and Explanation of Variances
The Relocation Program is underway to completely empty the Wellington Building, whereby fourteen House of Commons operational units are being transferred to alternative locations in Crown-owned and leased facilities prior to start of construction in April 2010. Some relocations are temporary, pending completion of the renovation, while others are permanent. Alternative locations include 131 Queen, 155 Queen, 2086 Walkley Road, Confederation Building and 2455 Don Reid Drive in Ottawa and 45 Sacré Coeur in Gatineau.
7. Industrial Benefits
Several multi-million dollar contracts will be awarded over a seven-year period for building construction, information technology systems, multimedia systems, furniture and other equipment. An estimated 1,500 private sector jobs will be generated by this project.
Parliamentary Precinct Project - West Block
1. Description
The West Block, located within the Parliamentary Precinct, is the oldest of the parliamentary buildings located on the "Hill". It is a three-storey building that was built in three phases starting in 1859 and completed in 1906. The West Block provides accommodation for Members of Parliament (MPs) and for parliamentary functions and support services.
2. Project Phase
Renovations of the building are required to address health and safety and asset integrity conditions. In order to implement the renovations, the building has to be completely vacated, thus requiring the provision of alternate accommodations for the MPs, parliamentary functions such as committee rooms and support services. Consequently, the program of work will be undertaken in two phases.
Phase 1 involves:
-
Emergency stabilization and rehabilitation of towers;
-
Repairs and conservation of the exterior masonry;
-
Fit-up of alternate accommodations in the La Promenade building and other locations for MPs, committee rooms and support services; and
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The permanent relocation of the food production facility for Parliament Hill to a remote site.
Phase 2 involves*:
-
Fit-up of space for the relocation of Confederation Room 200 to the former Bank of Montreal building;
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Asbestos abatement, interior demolition, and general rehabilitation of the West Block building; and
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Associated infrastructure to support legislative functions during the renovation of the Centre Block, including a courtyard infill to accommodate Chamber activities, and provision of a security screening and material handling facility.
*Subject to additional funding
The current schedule calls for MPs and support staff to vacate the West Block in 2010, with construction to start on specific areas of West Block shortly thereafter. Overall completion is scheduled for 2020.
Current Treasury Board Preliminary Project Approval is $769.2 million, excluding GST.
3. Lead and Participating Departments
| Lead Department | Public Works and Government Services Canada |
|---|---|
| Contracting Authority | Public Works and Government Services Canada |
| Participating Departments | Senate of Canada, House of Commons, Library of Parliament |
4. Prime Contractor and Major Sub-Contractors
| Prime Contractor |
Design consultant for the West Block renovation and fit-up project is ARCOP/FGM, architects in joint venture, 1244 Ste-Catherine Ouest, 3rd floor, Montreal PQ, H3G 1P1 |
|---|---|
| Prime Contractor |
Design consultant for the La Promenade fit-up project is KWC Architects Inc. 110 Argyle Avenue, Ottawa, Ontario K2P 1B4 |
| Prime Contractor |
General contractor for the La Promenade fit-up project is Pomerleau Inc., 220-343 Preston St. Ottawa, Ontario,K1S 1N4 |
| Prime Contractor |
General contractor for the North Towers stabilization and rehabilitation project is L'Unique General Insurance inc., 425, blvd. de Maisonneuve Ouest, suite 750, Montréal (Québec) H3A 3G5 with Verrault, 1080 cote du Beaver Hall, Suite 800, Montreal, Quebec, H2Z 1S8 |
| Prime Contractor |
General contractor for construction of the Food Production Facility for Parliament Hill is PCL Construction Ltd, 49 Auriga Drive, Nepean, Ontario, K2E 8A1 |
| Prime Contractor |
Design consultant for the Bank of Montreal rehabilitation project is NORR Architects and Engineers Ltd., 175 Bloor Street East, Toronto, Ontario, M4W 3R8 |
5. Major Milestones
| Major Milestone | Date |
|---|---|
| Revised Preliminary Project Approval | June 2005 |
| Partial Effective Project Approval (Phase 1) | June 2005 |
| $17.2 million Spending Authority Approved for the development of preliminary design to EPA for West Block, Bank of Montreal, Wellington Committee rooms and project management support services for the program | December 2006 |
| Effective Project Approval (Phase 1) | February 2007 |
| MPs, parliamentary functions and support services vacate West Block | 2010 |
| Effective Project Approval | 2010* |
| Major Construction Start | 2010* |
| Major Construction Completion | 2020* |
| La Promenade swing space completion | 2010 |
| Bank of Montreal | 2014* |
| Food Production Facility | 2010 |
*Subject to additional funding
6. Progress Report and Explanation of Variances
The West Block Program of work consists of sub-projects involving emergency stabilization of towers and masonry, several interim space projects, major renovations of the building and construction of a courtyard infill.
Stabilization:
The work presently underway is required in order to ensure the most at risk areas of the building envelope are stabilized. The work includes:
-
South East Tower masonry pilot project - completed.
-
North Towers - construction started.
-
Tower scaffolding - contract documents for the MacKenzie and Laurier Towers, completed. Work will be done in Phase 2 as part of the overall building envelope program, unless building condition demands an earlier start date*.
-
Masonry Wall Investigation and Research Project - conducted with the Intelligent Sensing for Innovative Structures (ISIS) Canada and three Canadian universities. This initiative is nearing completion. The objective is to gain and share leading edge knowledge on seismic reinforcing methodologies for heritage masonry walls. PWGSC constructed masonry wall sections, similar to those used in our Parliament buildings, in the University of Calgary seismic laboratories, in order to simulate seismic events and assess the reaction of various reinforcement methodologies.
*Subject to additional funding
Relocation Projects:
-
La Promenade swing space (temporary accommodation) - scope of the project consists of restoring the building and fitting up 62 MP suites and 3 committee rooms for parliamentarians. The demolition and building envelope remediation (Phase I) contract has been completed. The construction contract for the fit up package was awarded and construction has begun. As part of the design process, a mock up suite was constructed, tested successfully and approved by the House of Commons.
-
Bank of Montreal Building, located at 144 Wellington Street - has been identified as the permanent alternate location for West Block's Confederation Room 200 functions. A major RFP was posted on MERX and a prime consultant contract for the main design work was awarded to Norr Architects and Engineers, 200 Tremblay Road, suite 152, Ottawa. Completion is scheduled for 2014*.
-
Food Production Facility - will be permanently relocated off-site. Solicitation for a design build contractor was awarded to PCL Construction Ltd, 49 Auriga Drive, Nepean, Ontario, K2E 8A1 (Ottawa). Completed Fall 2009.
*Subject to additional funding
7. Industrial Benefits
Several multi-million dollar contracts will be awarded over a ten-year period for building construction, information technology systems, multimedia systems, furniture and other equipment. An estimated 3,500 private sector jobs will be generated by this program of work.
Pension Modernization Project
1. Description
The Government of Canada Pension Modernization Project (GCPMP) has been initiated to renew PWGSC's pension administration systems and business processes in order to ensure the sustainability of the pension administration and improve services to employees, employers and pensioners. The current pension administration processes and system infrastructure are nearly 40 years old. They depend on outdated technology that is expensive to maintain, limits the Government's ability to provide modern services such as web-based self-service, and relies on inefficient and error prone manual processes. The GCPMP will replace existing systems with commercial off-the-shelf software products, streamline business processes, and introduce broader, more flexible service delivery methods. Although the project is focused on the Public Service Superannuation Act administration, the project will implement a multi-plan solution that will provide for other pension plans within the public service.
2. Project Phase
The GCPMP began its Implementation Phase in July 2007, following receipt of Effective Project Approval from the Treasury Board. The GCPMP Implementation Phase will take approximately four and a half years to complete.
3. Lead and Participating Departments
| Lead Department | Public Works and Government Services Canada |
|---|---|
| Contracting Authority | Public Works and Government Services Canada |
| Participating Departments | Public Works and Government Services Canada |
4. Prime Contractor and Major Sub-Contractors
| Prime Contractor | EDS Canada Inc. 50 O'Connor St., 6th Floor, Ottawa, Ontario K1P 6B9 |
|---|---|
| Major Subcontractor(s) | James Evans & Associates (JEA) Vangent Canada Limited |
5. Major Milestones
This subsection lists the major milestones associated with the progress of the Major Crown Project (MCP).
| Major Milestone | Date |
|---|---|
| Preliminary Project Approval for completion of Project Definition | Completed May 2004 |
| Approval of contract award | Completed October 2005 |
| Contract Award | Completed November 2005 |
| Completion of Project Definition | Completed June 2007 |
| Effective Project Approval for Implementation | Completed June 2007 |
| Implementation Phase | |
| Implementation of Release 1.0 (Client Services) |
Completed February 2009 |
| Implementation of Release 1.5 (Case Management functions) |
Revised to December 2009 |
| Implementation of Release 1.6 (decoupled from R.1.5) (Imaging functions) | January 2010 |
| Implementation of Release 2.0 (Contributor functions and functions related to Pension Benefits Division Act - except functions related to Service Purchase and Leave Without Pay) |
Revised to June 2010 |
| Implementation of Release 2.5 (Contributor functions related to Service Purchase and Leave Without Pay) | Revised to November 2010 |
| Implementation of Release 3.0 (Annuitant and Accounting functions) |
October 2011 |
| Final maintenance transition | January 2012 |
| Close-Out Phase | January 2012 |
6. Progress Report and Explanation of Variances
Project Definition Phase (completed June 2007):
- At Preliminary Project Approval, the Treasury Board approved the completion of the Project Definition Phase and funding in the amount of $18,742 million (excluding GST). The GCPMP completed this phase at a cost of $18,335 million, although there was a delay of approximately six months in obtaining Effective Project Approval.
Implementation Phase (in progress):
-
At Effective Project Approval, in June 2007, the Treasury Board approved implementation of the GCPMP and funding in the amount of $184,750 million. The amount budgeted from June 2007 to September 30, 2008, was $67,310,380. Actual expenditures for implementation activities from June 2007 to September 30, 2008, are $39,179,955. The cost variance resulted from lower-than-estimated costs for Human Resources, operations, maintenance and the delay in the Release 1.0.
-
Release 1.0 was completed six weeks behind schedule for the Siebel components and three months behind schedule for the telephony components. This represents an 8% schedule variance on 85% of the release's scope (Siebel components) and a 10% variance for the telephony components (remaining 15% of Release 1.0 scope).
-
The GCPMP is currently involved in activities related to Releases 1.5, 2.0 and 2.5. Release 1.5 is three months behind schedule for the Siebel components as a result of the three-month delay in Release 1.0. The imaging component will be further delayed due to technical problems encountered during readiness testing. At the release level, this represents a 20% variance on the Siebel scope and a 27% variance on the imaging scope. Release 2.0 is also three months behind schedule due to the three-month delay in Release 1.0. As well, the start of Release 2.5 was deferred by four months to minimize the impacts of the delays of previous releases. However, at the project level perspective, these delays are not expected to impact the overall project implementation, which is still expected to be completed in early 2012.
7. Industrial Benefits
A multi-million dollar contract has been awarded for the COTS products, as well as for the professional services to implement the new systems, and for support services and ongoing maintenance. The implementation will be conducted in several phases over a four-and-a-half-year period (2007-2011). During that time it is expected that there will be some temporary positions required to support the system implementation and business transformation activities. In the long term, the project will provide the infrastructure and processes essential to the sustainability of current pension administration operations, and of positions in Shediac, New Brunswick.
Transformation of Pay Administration Initiative – Pay Modernization Project
1. Description
PWGSC received preliminary project approval in July 2009 for the Transformation of Pay Administration Initiative which is made up of two projects; Pay Modernization and Pay Consolidation. The goal of this initiative is to transform the systems and processes by increasing flexibility and web self-service for managers and employees and improving efficiency in service delivery; thereby generating significant government-wide operational savings. Of these two projects that make up this initiative the Pay Modernization Project has been identified by Treasury Board (TB) as being a Major Crown Project.
The Pay Modernization Project involves the renewal of PWGSC's compensation administration services, systems and business processes. The Pay Modernization Project will replace PWGSC's 40-year-old technology and business processes with a commercial-off-the-shelf pay solution in order to ensure PWGSC's continuing ability to fulfill its mandate and to provide modern, "industry standard" services to public service employees.
2. Project Phase
Project Definition Phase (post preliminary project approval)
3. Lead and Participating Departments and Agencies
| Lead Department | Public Works and Government Services Canada |
|---|---|
| Contracting Authority | Public Works and Government Services Canada |
| Participating Departments | This project will be delivered by PWGSC ABC branch in partnership with ITSB. Although there are no participating departments in the project delivery, there are primary stakeholders as follows:
|
4. Prime Contractor and Major Sub-Contractors
| Prime Contractor | There is no Prime Contractor currently on board. The current schedule identifies that the procurement activities for acquiring the Prime Contractor are planned for completion by the end of January 2011. |
|---|---|
| Major Subcontractor(s) | There is currently a standing offer with PriceWaterhouseCoopers for the provision of Advisory Services for the duration of the project. The current schedule identifies that the procurement activities for acquiring the firm for the Project Management Office (PMO) are planned for completion by the end February 2010 and the procurement activities for acquiring the Prime Contractor are planned for completion by the end of January 2011. |
5. Major Milestones
| List of Major Milestones | Date |
|---|---|
Definition Phase
|
October 2009 to April 2012 |
Implementation Phase
|
May 2012 to July 2015 |
6. Progress Report and Explanation of Variances
-
Initially, on July 30, 2009, the Treasury Board approved the “Initiative to Fix the Pay System” (Transformation of Pay Administration) which included the Pay Modernization Project with an estimated cost of $192,067,332 (including GST).
-
The Pay Modernization Project start date was October 1, 2009.
-
The Pay Modernization Project is currently in its definition phase and is on schedule and on budget.
-
Activities on schedule include:
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Request for Proposal (Project Management Office)
-
Request For Information (System Integrator, commercial off-the-shelf products (COTS))
-
Request For Proposal Development (Bid Posting; Bid Evaluation; Vendor Selection; and, Contract Approval)
-
7. Industrial Benefits
| Outcome Type | Outcome |
|---|---|
| Strategic Outcome | GC is employer of choice |
| Increased Contribution to PS Renewal/MAF | |
| Increased stakeholder confidence in Payroll Administration function | |
| Supports Recommendations of OGGO Report | |
| Greening Government Operations | |
| Final Outcome | Increased Pay Administration Sustainability |
| Increased GC Operational Savings | |
| Measured Outcome | Increased employee satisfaction |
| Decreased time to train pay administration staff | |
| Decreased cost to deliver pay administration | |
| Decreased materiel usage (e.g. paper, mail) | |
| Decreased work effort for Compensation Advisors |
The region of delivery for the Pay Modernization Project is the National Capital Area.
Summary of Capital Spending by Program Activity
| Program Activity | Forecast Spending 2009-10 |
Planned Spending 2010-11 |
Planned Spending 2011-12 |
Planned Spending 2012-13 |
|---|---|---|---|---|
| Accommodation & Real Property Assets Management | 408.2 | 456.5 | 274.1 | 249.3 |
| Federal Pay & Pension Administration | 2.2 | 10.2 | 18.9 | 2.4 |
| Total | 410.4 | 466.7 | 293.0 | 251.7 |
Note: Departments must identify capital expenditures for revolving funds even if a revolving fund lies within a program activity.
User Fees
| Name of User Fee | Fee Type | Fee-setting Authority | Reason for Planned Introduction of or Amendment to Fee | Effective Date of Planned Change | Consultation and Review Process Planned |
|---|---|---|---|---|---|
| Access to Information Policy | Other Products and Services (O); | Access to Information Act | No planned changes |
| Name of User Fee | Fee Type | Fee-setting Authority | Reason for Planned Introduction of or Amendment to Fee | Effective Date of Planned Change | Consultation and Review Process Planned |
|---|---|---|---|---|---|
| Canada Gazette - Subscription Fees | Regulatory | Statutory Instruments Act, 1971 | No planned changes |
| Name of User Fee | Fee Type | Fee-setting Authority | Reason for Planned Introduction of or Amendment to Fee | Effective Date of Planned Change | Consultation and Review Process Planned |
|---|---|---|---|---|---|
| Public Ports and Harbours - Esquimalt Graving Dock | Regulatory | Public Works Act / Order-in-Council | To bring the dock to a position of full cost recovery. | Planned for April 1, 2010 | All steps in the consultation process under the User Fees Act have been completed, seeking Governor in Council approval. http://www.tpsgc-pwgsc.gc.ca/pac/cse-egd/index-eng.html |
| Public Ports and Harbours - Selkirk Marine Railway Dry Dock | Regulatory | Public Works Act / Order-in-Council | Anticipated Asset Disposal |