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Name of Transfer Payment Program: Canadian Language Sector Enhancement Program

Start date: July 3, 2009

End date: March 31, 2013

Fiscal Year for Ts & Cs: 2009-2010

Strategic Outcome: The Canadian Language Sector Enhancement Program seeks to support the training of a skilled workforce and to strengthen the language sector's capacity through contribution agreements.

Program Activity: Linguistic Management and Services (1.6)

Program Sub-Activity: Management of Translation Function (1.6.1)

Description: PWGSC's Canadian Language Sector Enhancement Program is an initiative that has been identified as part of the government's official languages strategy in the Roadmap for Canada's Linguistic Duality 2008-2013: Acting for the Future. The program has two components: University Scholarships in Translation (8 M$) and the Language Industry Initiative (10 M$).

The University Scholarships in Translation component (8 M$) enables post secondary institutions to attract, retain, and graduate new translators and interpreters and to encourage students to pursue careers in these fields.

Increasing the numbers of skilled workers will enhance the capacity of public and private sector organizations. Post secondary institutions and language industry organizations will be able to meet the demand for services more effectively.

The objective of the Language Industry Initiative component (10 M$) is to strengthen the capacity of the Canadian language sector in the following areas: promoting the language industry, providing student internships, encouraging innovative projects, and integrating language technologies.

This component will help the industry implement promotional activities to enhance the industry's profile and to promote the various language professions. It will be used to offer students on-the-job internships leading to permanent jobs within the industry and to provide funding support for enhancing capacity in the context of innovative projects, including the development of tools, standards, infrastructures, studies, alternative programs and other practices. This component will also help promote and facilitate the use of language technologies in post secondary institutions, private sector companies and non profit organizations.

Expected results: The expected outcomes of the performance measurement strategy are interrelated, since they focus on training a skilled workforce and strengthening the capacity of the language sector so that it can become more attractive to potential students and workers, thus enabling the language industry to flourish. Ultimately, the program seeks to create a language sector with more skilled workers that has the capacity to meet the demand for language services and contribute to Canada's linguistic duality.

Immediate outcomes:

• University Scholarships in Translation component: Post secondary institutions attract and retain more students in translation, interpretation, terminology and localization.
• Language Industry Initiative component: Increased visibility for the industry and increased cooperation among the various stakeholders for carrying out promotional activities, training the workforce, and integrating language technologies.

Intermediate outcome (joint outcome for both program components):

• The language sector employs more students, trains more workers, and better integrates language technologies.

Ultimate outcome (joint outcome for both program components):

• Canada's language sector has the capacity to meet the demand for services to support linguistic duality in Canada.

Performance Measures

University Scholarships in Translation component:

• Higher rate of student graduates in post-secondary translation programs
• Higher rate of student enrolments in post-secondary translation programs

Language Industry Initiative component:

• Increase in the language industry's capacity
• Increased participation by businesses and non profit organizations in activities organized by project sponsors for the language sector

(In millions of dollars)

	Forecast Spending 2011-2012	Planned Spending 2012-2013	Planned Spending 2013-2014	Planned Spending 2014-2015
Total Grants
Total Contributions	5 210.000	5 497.037	0	0
Total other types of transfer payments
Total Transfer Payments	5 210.000	5 497.037	0	0

Fiscal Year of Last Completed Evaluation:

No evaluation has been completed yet. However, an evaluation is currently being carried out jointly by PWGSC and Canadian Heritage.

Decision following the Results of Last Evaluation (Continuation, Amendment, Termination, Pending, or N/A):N/A

Fiscal Year of Planned Completion of Next Evaluation: 2012-2013

General Targeted Recipient Group:

Eligible recipients of funding act as sponsors in the respective project categories. For the University Scholarships in Translation component, eligible sponsor organizations include the following:

• Canadian post secondary institutions and other educational organizations offering educational programs in translation at the college or university level that lead to a degree in a field of study related to translation. In this document, reference to the terms "translation" and "translation program(s)" refers to all post secondary programs in translation including interpretation, terminology, localization, and language technology integration.

For the Language Industry Initiative component, eligible sponsor organizations include the following:

• Canadian non profit organizations or businesses that can demonstrate they have the capacity to coordinate the delivery of projects across Canada for the benefit of the language industry.
• Canadian post secondary institutions and other educational organizations offering academic programs in translation (i.e., programs at the college or university level that lead to a degree in a field of study related to translation including interpretation, terminology, localization and language technology integration).

Initiatives to Engage Applicants and Recipients:

An invitation to tender was issued on July 3, 2009, which has allowed PWGSC to establish multi year contribution agreements and commit all funds for the full duration of the program.

Name of Transfer Payment Program: Payments in Lieu of Taxes

Start date: 1950

End date: -

Fiscal Year for Ts & Cs: The last major update of the Payments in Lieu of Taxes Act was in fiscal year 2000-2001.

Strategic Outcome: High quality, central programs and services that ensure sound stewardship on behalf of Canadians and meet the program needs of federal institutions.

Program Activity: 1.2 Accommodation & Real Property Services

Program Sub-Activity: 1.2.5 Payments in Lieu of Taxes

Description: This program sub-activity administers the Payments in Lieu of Taxes program on behalf of the Government of Canada by issuing payments to taxing authorities under the authority of the Payments in Lieu of Taxes Act. Local taxing authorities benefit through receipt of payments, which compensate them for the services they provide federal property located in their jurisdictions.

Expected results: Local taxing authorities receive payments on behalf of the Government of Canada, as a contribution to the cost of local government

Internet PILT page: www.tpsgc-pwgsc.gc.ca/biens-property/peri-pilt/index-eng.html

(In millions of dollars)

	Forecast Spending 2011-2012	Planned Spending 2012-2013	Planned Spending 2013-2014	Planned Spending 2014-2015
Contributions
Canadian Language Sector Enhancement Program	5.2	5.5	-	-
Total Contributions	5.2	5.5	-	-
Other Payments (Statutory)
Payments to Municipalities and Other Taxing Authorities	505.1	511.0	513.5	516.1
Recoveries from Custodian Departments	(505.1)	(511.0)	(513.5)	(516.1)
Total other types of transfer payments	-	-	-	-
Total Transfer Payments	5.2	5.5	-	-

8.1 As of April 1, 2012, and pursuant to departmental strategic frameworks, new construction and build-to-lease projects, and major renovation projects, will achieve an industry-recognized level of high environmental performance¹.

Performance Measure	RPP	DPR
Target Status
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per departmental strategic framework.	6
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework.	6
Existence of strategic framework.	Yes (by March 31,2012)

Strategies / Comments

1. Minimum Level of Environmental Performance: All newly constructed federal government office buildings, including Crown-owned, leased-to-own, and build-to-lease will meet the LEED Canada-NC Gold level of environmental performance.
2. All major renovations in office buildings and all non-office buildings will meet the LEED Canada-NC Silver, 3 Green Globes for Design or equivalent level of environmental performance.
3. Threshold (dollar value or floor area): None (no exclusions on the basis of threshold).
4. Applicable Building Types: All office and non-office buildings (no exclusions on the basis of building type).
5. Tracking and Reporting: Data will be collected quarterly to track progress against this target.

8.2 As of April 1, 2012, and pursuant to departmental strategic frameworks, existing crown buildings over 1000m² will be assessed for environmental performance using an industry-recognized assessment tool².

Performance Measure		RPP	DPR
Target Status
Number of buildings over 1000m2, as per departmental strategic framework.		220
Percentage of buildings over 1000m2 that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework.	FY 2011-2012	7%
	FY 2012-2013	32%
	FY 2013-2014	57%
Existence of strategic framework.		Yes (by March 31,2012)

Strategies / Comments

1. Minimum Level of Environmental Performance: No pre-determined level of environmental performance is identified as the intent is to establish the performance of individual buildings and then develop a process for integrating the most logical steps to improve its performance into the established management practices of the Real Property Branch.
2. Threshold (dollar value or floor area): None (no exclusions on this basis).
3. Applicable Building Types: Assessments will be conducted on all Crown-owned buildings for which PWGSC is the custodial department. Exceptions will be only those buildings which cannot be appropriately characterized by the selected assessment tool.
4. Assessment tools include: BOMA BESt, Green Globes or equivalent
5. PWGSC is planning to complete a full cycle of assessments on all buildings in 5 years (by March 31, 2016).
6. During Fiscal Year 2011-12, only 7% will be assessed as there is no Standing Offer Arrangement in place to carry out assessments at this time.
7. For Fiscal Year 2012-13 and 2013-14, 25% will be done to make up for the shortfall in Fiscal Year 2011-12.
8. Tracking and Reporting: Data will be collected quarterly to track progress against this target.

8.3 As of April 1, 2012, and pursuant to departmental strategic frameworks, new lease or lease renewal projects over 1000m², where the Crown is the major lessee, will be assessed for environmental performance using an industry-recognized assessment tool³.

Performance Measure	RPP	DPR
Target Status
Number of completed lease and lease renewal projects over 1000m2 in the given fiscal year, as per departmental strategic framework.	49
Number of completed lease and lease renewal projects over 1000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per departmental strategic framework.	25
Existence of strategic framework.	Yes (by March 31,2012)

Strategies / Comments

1. Minimum Level of Environmental Performance: Leased office space that exceeds 500 m² in rentable area and in which PWGSC is the majority leasee (> 50% of the total rentable area in the building) will be assessed using the BOMA BESt assessment method and must qualify for certification of at least Level 1.
2. Leased office space that exceeds 10,000 m² in rentable area and in which PWGSC is the majority leasee (> 50% of the total rentable area in the building) will be assessed using the BOMA BESt assessment method and must qualify for certification of at least Level 2.
3. Threshold (dollar value or floor area): 500 m² in rentable area and in which PWGSC is the majority leasee (> 50% of the total rentable area in the building).
4. Applicable Building Types: All leased office buildings.
5. The planned results are based on historical data for leasing activity and assumptions as to the character of the leased space and the ability to have them assessed.
6. Tracking and Reporting: Data will be collected quarterly to track progress against this target.

8.4 As of April 1, 2012, and pursuant to departmental strategic frameworks, fit-up and refit projects will achieve an industry-recognized level of high environmental performance⁴.

Performance Measure	RPP	DPR
Target Status
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework.	15
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework.	13
Existence of strategic framework.	Yes (by March 31,2012)

Strategies / Comments

1. Minimum Level of Environmental Performance: The fit-up or refit projects will meet a level of environmental performance of LEED Canada-CI Silver, 3 Green Globes for Fit-up, or equivalent.
2. Threshold (dollar value or floor area): This target applies to fit-up or refit projects where general purpose office space exceeds 1,000 m² in area.
3. Applicable Building Types: All buildings with general purpose office space.
4. The fit-up/refit project must require the office space to be completely redesigned to meet the new requirements of the occupant.
5. Tracking and Reporting: Data will be collected quarterly to track progress against this target.

8.5 The federal government will take action now to reduce levels of greenhouse gas emissions from its operations to match the national target of 17% below 2005 by 2020.

Performance Measure		RPP	DPR
Target Status
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020-2021, relative to fiscal year 2005-06.		-17%
Departmental GHG emissions in fiscal year 2005-06, in kilotonnes of CO2 equivalent.		266*
Departmental GHG emissions in fiscal year 2005-06, in kilotonnes of CO2 equivalent.	FY 2011-2012	258
	FY 2012-2013	261
	FY 2013-2014	261
	FY 2014-2015	256
	FY 2015-2016
	FY 2016-2017
	FY 2017-2018
	FY 2018-2019
	FY 2019-2020
	FY 2020-2021	221
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year.	FY 2011-2012	- 3%
	FY 2012-2013	-1.9%
	FY 2013-2014	-1.9%
	FY 2014-2015	-3.8%
	FY 2015-2016
	FY 2016-2017
	FY 2017-2018
	FY 2018-2019
	FY 2019-2020
	FY 2020-2021	-17%
Existence of an implementation plan to reduce GHG emissions.		Yes, by March 31, 2012

Strategies / Comments

1. Targeted GHG emissions sources: Facilities and fleet.
2. Ongoing implementation of energy reduction measures in buildings, the Energy Services Acquisition Program to reduce energy use in PWGSC central heating and cooling plant in the NCA, anticipated changes in the PWGSC portfolio and other initiatives.
3. Emission sources excluded: Housing units located in northern territories, such as Workplace 2.0.
4. *Changes to Baseline: The baseline GhG emissions reported for 2005-2006 have been adjusted to reflect the sale and lease back of 7 properties to Larco Investments in 2007. Additional adjustments to the PWGSC portfolio and GhG baseline may be required in future years reporting.
5. Key Components of PWGSC Implementation Plan: From 2011-2012 to 2020-2021, emissions reductions are primarily expected to result from energy efficiency upgrades and retrofits at departmental facilities:
   1. 9% - Office buildings
   2. 6% - Energy Services Acquisitions Program - Central Heating and Cooling Plants
   3. 2% - Capital Investment
   4. <1% - Fleet and Data Centres**
6. **The transfer of data centre management to the newly created federal agency, Shared Services Canada, may have a significant impact on the stated contribution of the reported activities towards meeting PWGSC's GHG reduction target. If necessary, this will be reflected in future reports.
7. Incremental Energy Reduction estimates are not linear, given known portfolio changes programmed before 2020.
8. Tracking and Reporting: Data will be collected semi-annually to track progress against this target.

8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.

Performance Measure	RPP	DPR
Target Status
Existence of implementation plan for the disposal of all departmentally-generated EEE	Completed in FY 2010-2011
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year.	100%

Strategies / Comments

1. Definition of location within the department: Locations refers to the National Capital Area and five regions: Pacific Region, Western Region, Ontario Region, Quebec Region, and Atlantic Region.
2. Number of locations: There are 6 locations for this target.
3. Implementation plan: PWGSC's implementation plan addresses the disposal of all departmentally generated surplus electronic and electrical equipment (EEE) in a manner consistent with the Guideline for the Disposal of Federal Surplus EEE.
4. Key components of the disposal process have been identified such as, asset classification; wiping of memory-containing assets; triage and identification of appropriate disposal methods; safe packaging and transportation of EEE; and, collection of disposal data.
5. Throughout 2012-2013, PWGSC will evaluate common Regional components of the EEE disposal process, key activities and key activity areas in order to assure standardization and a common best practice approach to the activity.
6. PWGSC's implementation plan identifies responsibilities, including delegated authority, for EEE disposal at all 'locations'.
7. Tracking and reporting: PWGSC is capable of using its departmental integrated financial and materiel management system to report on quantities of key equipment types disposed of through all designated streams at all locations. PWGSC is committed to exploring ways to build a consistent capacity to track weight.
8. Data will be collected quarterly to track progress against this target.
9. Mechanism to evaluate plan effectiveness: PWGSC departmental disposal authorities meet regularly to ensure consistent application of the e-waste implementation plan.

8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations, and space configuration allow.

Performance Measure		RPP	DPR
Target Status
Ratio of departmental office employees to printing units in fiscal year 2010-2011, where building occupancy levels, security considerations and space configuration allow.		Actual Results for FY 2010-2011: 5.8:1
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow.	FY 2011-2012	6:1
	FY 2012-2013	8:1
	FY 2013-2014

Strategies / Comments

1. Definition of Printing Units: As per PWGSC’s IT Asset Alignment Program's Phase II Program Ratio, networked printers, multifunctional devices, photocopiers, faxes and scanners are included. Non-networked desktop printers are not included in this ratio.
2. Scope: The ratios include all printing units and office employees within the department. PWGSC has not excluded any printing units on the basis of building occupancy levels, security considerations or space configuration.
3. Method used for determining number of printing units: PWGSC requires all branches / regions to physically count all printing units within the branch every six months. PWGSC also requires branches / regions to estimate the number of printing units that will be part of the branch's / region's inventory in six months and in eighteen months.
4. Method used for determining # of office employees: PWGSC uses a combination of data obtained from HR systems and physical head counts to determine the number of office employees. Office employees include all employees (Full-Time Equivalents, Part-Time Equivalents, Students, Casuals, and those on Contract).
5. Number of office employees subject to the target (latest available count, Nov. 2011): 14,700
6. Tracking and Reporting: Data will be collected semi-annually to track progress against this target.

8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005-2006 and 2011-2012, and applicable scope.

Performance Measure		RPP	DPR
Target Status
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope.		6062 sheets / employee (FY 2010-2011*)
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected.	FY 2011-2012	Not reported
	FY 2012-2013	-14%
	FY 2013-2014	-20%

Strategies / Comments

1. Scope: PWGSC has elected to include all departmental employees and all paper purchased through the PWGSC Standing Offer for paper.
2. Method used for determining paper consumption: The paper supplier reports through the Public Works and Government Services Canada (PWGSC) paper standing offer.
3. Method used for determining # of office employees: PWGSC uses data obtained from HR systems to determine the number of office employees. Office employees include all employees (Indeterminate, Term, Casual, Seasonal, Student and Part-time Worker).
4. Number of office employees as of baseline date (December 2010): 14,560
5. Implementation strategies to reduce paper consumption: The Department has identified and will put in place paper reduction initiatives that it can implement in the short-term (e.g. duplex printing). Other initiatives that will reduce paper consumption over the longer term include a move to paperless meetings and electronic recordkeeping, desktop transformation and printing unit consolidation. Pending performance results, the department will implement additional actions to address current paper-based systems.
6. * The baseline year was changed from 2009-2010 to 2010-2011, because more complete data was available in 2010-2011. Data for 2009-2010 under-represented actual PWGSC paper consumption and did not allow for internal view (of branch-level data) or consistency with future years reporting.
7. Tracking and Reporting: Data will be collected quarterly to track progress against this target.

8.9 By March 31, 2012, each department will adopt a guide for greening meetings.

Performance Measure	RPP	DPR
Target Status
Presence of a green meeting guide.	Yes: Adopted August 2011

Strategies / Comments

1. Adoption: The PWGSC Green Meetings and Events guide was approved for adoption through a departmental consultation and approval process. It is referenced in PWGSC Environmental Policy and is accessible to all employees from PWGSC's Publiservice site. A Green Meeting Champion was also nominated to advocate green meeting practices across the Department.
2. Scope: The Guide addresses all types of meetings and is intended to be used by meeting organizers and participants to help reduce the environmental impacts of meetings hosted by PWGSC. The Guide addresses key principles of green meetings, key greening areas, roles and responsibilities, as well as tracking and reporting requirements, and provides tools and resources for meeting organizers and participants.
3. Implementation Plan: The department has put in place an implementation plan and will integrate green meeting principles into the departmental event planning process.
4. Tracking and Reporting: The implementation of the Guide will be monitored through the existing departmental events reporting process. PWGSC will report in future Departmental Performance Reports on PWGSC's use of the Green Meetings Guide.
5. Data will be collected quarterly to track progress against this target.

8.10.1 By March 31, 2014, the average fuel efficiency (in litres per 100 km) of all (new) light-duty vehicles purchased in the fiscal year by PWGSC wwill be 15% improved over the average fuel efficiency of light-duty vehicles purchased by PWGSC in base-year 2009-10.

Performance Measure		RPP	DPR
Target Status
Average fuel consumption rate of light-duty vehicles purchased in base year		8.6 L/100km (FY 2009-10)
Average fuel consumption rate of light-duty vehicles purchased in given year	FY 2011-2012	Not reported
	FY 2012-2013	8 L/100km
	FY 2013-2014	7.3 L/100km

Strategies / Comments

1. PWGSC has ensured that this target meets all requirements of the SMART criteria, including specific, measurable, achievable, relevant and time bound.
2. Scope of implementation:
   • Incorporating guidance on vehicle right-sizing into the PWGSC Motor Vehicle Fleet Management Policy and incorporating environmental considerations into vehicle procurement processes and controls.
   • Replacing light-duty vehicles within the Treasury Board Secretariat Guide to Fleet Management benchmark range.
3. Changes to the target: The target has changed to a comparison of light-duty vehicles purchased in the given year against light-duty vehicles purchased in the base year of 2009-2010 for the following reason:
   • The original comparison of vehicles purchased in the given year against the entire base-year fleet of vehicles is not a 'like-to-like' comparison and results in the target being too easily met.
4. Changes to the performance measure: The performance measure has changed from using actual vehicle kilometres traveled data to lab tested rated fuel consumption for the following reason:
   • Using actual, driver reported, data will result in a minimum lag of 3 quarters as any new vehicles will require at least that amount of time to accumulate a sufficient amount of odometer readings to provide accurate fuel consumption figures
5. Tracking and Reporting:
   • Data will be collected quarterly to track progress against this target. Other information collected may contribute to communications related to the achievement of this target.
   • Performance against this target will be measured based on average fuel consumption rate of new vehicle purchases.
6. Implementation strategies: The updated PWGSC Motor Vehicle Fleet Management Policy is being developed in consultation with departmental fleet management stakeholders and, upon approval, the finalized policy will be communicated to this same audience.
7. Opportunities for continuous improvement: Green fleet management is a constantly evolving field, the Department will work to incorporate new technologies designed to reduce environmental impact as they become available and operationally feasible.
8. Estimated environmental benefits: Achieving a 15% reduction in the average fuel consumption of all new purchased vehicles will decrease average GHG emissions of new purchased vehicles from 3956 kgCO2e to 3362 kgCO2e.

8.10.2 As of April 1, 2011, and on an ongoing basis, 95% of IT hardware will be purchased against PWGSC consolidated procurement instruments or meet the environmental criteria contained in the PWGSC consolidated procurement instruments.

Performance Measure		RPP	DPR
Target Status
Purchases meeting the target relative to total of all purchases for IT hardware, as measured by dollar value, expressed as a percentage		97% (FY 2010-11)
Progress against measure in the given fiscal year.	FY 2011-2012	95%
	FY 2012-2013	95%
	FY 2013-2014	95%

Strategies / Comments

1. PWGSC has ensured that this target meets all requirements of the SMART criteria, including specific, measurable, achievable, relevant and time bound.
2. Scope: "IT hardware" includes desktops, notebooks, and monitors. "PWGSC consolidated procurement instruments" includes Standing Offers and Requests for Volume Discount (RVDs).
3. Processes / reporting requirements: Financial database.
4. Implementation strategies: Departmental policy mandates the use PWGSC standing offers. For select IT hardware where a consolidated procurement instrument is not available or not suitable, the Department will work to ensure that IT hardware purchases incorporate the environmental criteria included in consolidated procurement instruments.
5. Tracking and Reporting: Data will be collected quarterly to track progress against this target.

8.10.3 By March 31, 2013, PWGSC will establish a baseline and SMART target to reduce GHG emissions from its business-related travel.

Performance Measure		RPP	DPR
Target Status
Existence of GHG target from business travel		Yes (by March 31, 2013)
Progress against measure in the given fiscal year.	FY 2011-2012	N/A
	FY 2012-2013	100%
	FY 2013-2014

Strategies / Comments

1. Changes to the target: PWGSC is refocusing a departmental target on its procurement of travel to center on a reduction of the environmental footprint associated with its business-related travel. Air travel makes up the majority of total business travel emissions (95%).
2. The previous target as stated in RPP 2011-2012 was to increase by 5% employee trips taken by rail over trips by all modes of transportation, where operational requirements allow. Following analysis of detailed departmental travel data, this target was found to be of limited scope, as it focused on only a small portion of total travel (in particular, where air travel could be realistically displaced by a shift to rail).
3. By September 30, 2012, PWGSC will further analyse the relevant data and emission reduction potentials, determine a baseline and set a GHG reduction target from business travel for inclusion in RPP 2013-2014.

8.11.1 Training for select employees.

As of April 1, 2011, and an on ongoing basis, 90% of materiel managers and procurement personnel, and 100% of acquisition cardholders will have taken a recognized training course on green procurement.

Performance Measure		RPP	DPR
Target Status
Number of materiel managers, procurement personnel, and acquisition cardholders who have completed training relative to the total number of materiel managers, procurement personnel, and acquisition cardholders.		Actual results for FY 2009-2010: 100% materiel managers 84% of procurement personnel 100% of acquisition cardholders
Progress against measure in the given fiscal year.	FY 2011-2012	90% materiel managers and procurement personnel, 100% of acquisition cardholders
	FY 2012-2013	Same as 2011-2012
	FY 2013-2014	Same as 2011-2012

Strategies / Comments

1. PWGSC has ensured that this target meets all requirements of the SMART criteria, including specific, measurable, achievable, relevant and time bound.
2. Scope: This target applies to all PWGSC materiel managers, procurement personnel, and acquisition cardholders.
3. PWGSC notes that setting a target of 100% for materiel managers and procurement personnel is difficult due to employee turnover, individual learning requirements, and other challenges.
4. Methodology for designating/identifying employees requiring green procurement training: The following criteria are used to identify employees who are required to complete Green Procurement Training
   1. Positions whose key job functions are procurement activities (e.g. development of procurement strategy and plans, document preparation, bid evaluation, negotiation, and/or contract management).
   2. Positions whose key job functions are materiel management activities (e.g. requirements planning, asset distribution, inventory management and disposal).
   3. Managers or supervisors who lead a procurement or materiel management project or activity focused teams.
   4. Managers or supervisors who plan, assign, and supervise procurement or materiel management activities within a team.
   5. Managers or supervisors who evaluate the performance of procurement and/or materiel management officers.
   6. All new acquisition cardholders must complete green procurement training in order to receive their acquisition card.
5. Implementation strategies: Mitigation strategies will be in place to ensure that new and outstanding materiel managers, procurement personnel and acquisition cardholders will receive green procurement training (CSPS C215).
6. Tracking and Reporting: Data will be collected quarterly to track progress against this target.

8.11.2 Employee performance evaluations for managers and functional heads of procurement and materiel management.

As of April 1, 2011, and an on ongoing basis, 90% of identified managers and functional heads will have environmental consideration clauses incorporated into their performance evaluations.

Performance Measure		RPP	DPR
Target Status
Number of performance evaluations of identified positions that have environmental consideration clauses relative to the total of identified positions.		100% of 117 identified positions (FY 2010-2011)
Progress against measure in the given fiscal year.	FY 2011-2012	90%
	FY 2012-2013	90%
	FY 2013-2014	90%

Strategies / Comments

1. PWGSC has ensured that this target meets all requirements of the SMART criteria, including specific, measurable, achievable, relevant and time bound.
2. Scope: All identifies managers and functional heads of procurement and materiel management.
3. PWGSC notes that maintaining a target of 100% over the long term is difficult due to employee turnover, individual performance requirements, and other challenges.
4. Methodology for designating/identifying managers and functional heads of procurement and materiel management:
   1. Positions whose key job functions are procurement activities (e.g. development of procurement strategy and plans, document preparation, bid evaluation, negotiation, and/or contract management).
   2. Positions whose key job functions are materiel management activities (e.g. requirements planning, asset distribution, inventory management and disposal).
   3. Managers or supervisors who lead a procurement or materiel management project or activity focused teams.
   4. Managers or supervisors who plan, assign, and supervise procurement or materiel management activities within a team.
   5. Managers or supervisors who evaluate the performance of procurement and/or materiel management officers.
   6. Functional Heads of Procurement or Materiel Management were identified as Executives with varying levels of responsibility for the work performed by subordinate units performing work in the area of procurement or materiel management.
5. Implementation strategies: A suite of sample environmental performance objectives was developed to assist with the inclusion of appropriate environmental performance objectives in performance agreements.
6. Tracking and Reporting: PWGSC will monitor the inclusion of environmental/green procurement considerations in performance evaluations taking into consideration the EPMA planning cycle using established system.
7. Data will be collected quarterly to track progress against this target.

8.11.3 Management processes and controls.

By March 31, 2014, a minimum of three management processes and controls related to procurement and/or materiel management will be adjusted to support departmental green procurement implementation.

Performance Measure		RPP	DPR
Target Status
Number of processes, controls and management information systems that will be adjusted as a result of green procurement implementation strategies		Minimum of 3, by FY 2013-14
Progress against measure in the given fiscal year.	FY 2011-2012	1
	FY 2012-2013	2
	FY 2013-2014	3

Strategies / Comments

1. PWGSC has ensured that this target meets all requirements of the SMART criteria, including specific, measurable, achievable, relevant and time bound.
2. Scope: A minimum of three management processes and controls will be completed from April 1, 2011 to March 31, 2014. The PWGSC Motor Vehicle Fleet Management Policy was identified for revision in 2011-2012 and Shared Travel Services is the process identified for revision in 2012-2013.
3. Methodology: Processes targeted to date were selected based on their ability to support achievement of targets set under 8.10. An additional process or control to target is expected to be identified as a result of a business process audit that is currently underway. The PWGSC Motor Vehicle Fleet Management Policy was identified for revision in 2011-2012 and Shared Travel Services is the process identified for revision in 2012-2013.
4. Continuous improvement: Recognizing that the field of green procurement is continually evolving, PWGSC will continue to periodically review the procurement and materiel management processes and controls to ensure the integration of green procurement principles and practices into the review process.
5. Implementation strategies: The updated PWGSC Motor Vehicle Fleet Management Policy is being developed in consultation with departmental fleet management stakeholders and, upon approval, the finalized policy will be communicated to this same audience. Implementation and engagement strategies related to Shared Travel Services are under development in collaboration with key regions at time of preparation for this document.
6. Tracking and Reporting: Data will be collected quarterly to track progress against this target.

By March 31, 2014 complete remediation or complete risk management plans at 72% of known contaminated sites

Performance Measure		RPP	DPR
Target Status
Percentage of known contaminated sites with completed remediation or completed risk management plans, as of March 2010.		Actual results for FY 2009-2010: 65%
Progress against measure in the given fiscal year.	FY 2011-2012	67%
	FY 2012-2013	71.8%*
	FY 2013-2014	72%

Strategies / Comments

1. Scope: PWGSC is responsible for 254 known contaminated sites, as of December 2010 which represents the baseline denominator for the calculation of our target. As of November 3rd 2011, PWGSC is responsible for 308 known or suspected contaminated sites.
2. As of March 2010, 172 active contaminated sites (listed on the Federal Contaminated Sites Inventory (FCSI) were listed with a status of either "remediation complete" (i.e., completed remediation or risk management plan implemented) or "assessed, no action required" as indicated in the FCSI effective June 2009 which represents the baseline numerator for the calculation of our target.
3. As of November 3rd, 2011, 196 active contaminated sites (listed on the Federal Contaminated Sites Inventory (FCSI) were listed with a status of either "remediation complete" (i.e., completed remediation or risk management plan implemented) or "assessed, no action required" as indicated in the FCSI effective June 2009.
4. *Changes to target for 2012-2013: The number of active sites has decreased by 10 between F Y2008-09 and FY2009-10 primarily due to divestiture. This change has resulted in more rapid achievement of interim targets and thus, these targets have been revised.
5. This target is in line with previous sustainable development commitments (PWGSC SDS 2007-2009, Target 4.1.1)
6. Tracking and Reporting: Data will be collected quarterly to track progress against this target.

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 of the Horizontal Initiative: May 12, 2004

End Date of the Horizontal Initiative: March 31, 2014

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.) Related costs outside of the cost share for federal operations oversight and regulatory responsibility with regard to the site are: PWGSC federal led oversight $25.8 million, funded through PWGSC Specialized Programs and Services, Environment Canada $7.6 million and Health Canada $5.5 million. PWGSC does not administer funding to Environment Canada and Health Canada for this project. Their portion of funding is part of their respective departmental allotments. All federal funding is from Vote 1 Operating Expenditures.

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 99 hectares of federally and provincially owned lands in the heart of Sydney, Nova Scotia. These sites were contaminated with over 1,266,000 tonnes of contaminated soil and sediments, 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. An Aboriginal Procurement Strategy was developed and specific project work elements were 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: www.tarpondscleanup.ca. The website for the Canadian Environmental Assessment Agency is: www.ceaa-acee.gc.ca/050/viewer_e.cfm?cear_id=8989#Documents

Shared Outcome(s): The targeted result to be achieved by the partners is to continue to eliminate the pathways to exposure to contaminants, resulting 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 mandated 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 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 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 Project Management Committee Secretariat, which includes senior representatives from both the federal and provincial governments, supports the PMC and coordinates day to day administration of the Final Cost Share Agreements and its implementing agreements.

8. An Operational Advisory Committee gives the Sydney Tar Ponds Agency opportunity to report to federal and provincial officials on operational issues and to seek and be provided with advice.

9. An Environmental Management Committee composed of Federal and Provincial Regulators, expert departments and, the Sydney Tar Ponds Agency, coordinates the provision of advice to the proponent and the PMC on issues related to Environmental Management of the Project.

10. A Community Liaison Committee provides, in accordance with a mutually agreed upon federal/provincial strategy, information to the community on the Project; liaison between the community and governments with respect to identification and management of community stakeholder interests; and, facilitates exchanges of information on matters of a general interest or on specific Project issues and concerns.

11. A Protocol Agreement was established October 28, 2005, allowing for meaningful economic participation of First Nations communities. An Aboriginal Procurement Strategy was developed and specific project work elements were set aside for competition among Canadian First Nations businesses and contractors.

12. Results-based Management and Accountability Framework (RMAF) and Risk-based Audit Frameworks (RBAF) were established for the length of the project. Continuous monitoring of the RMAF’s key performance indicators are ongoing to ensure evidence based information.

13. 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.

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

Planning Highlights for 2012-2013: Continuous monitoring of the Results-based Management and Accountability Framework's key performance indicators are ongoing to ensure evidence based information.

The Construction phase of the North Pond and the former South Pond, continues with project elements TP6A - Water Flow Diversion (pump around) which will redirect two brooks away from remediation activities; TP6B - solidification and stabilization treatment of contaminated sediments in the Tar Ponds; TP7 - Capping of the Tar Ponds; CO6A & CO6B - Capping of the Coke Ovens; and, Future Site Use Plans.

Key plans and risks are as follows:

TP6A - Water Flow Diversion - The final phase of the pumping system will operate until the fall of 2012 which will then mark the completion of the new channel through to the Sydney Harbour.

TP6B - Solidification and Stabilization treatment of contaminated sediments in the Tar Ponds - The final and third phase of this element will be completed by the fall of 2012. This phase includes the portion of the North Pond between the Narrows (narrowing portion near the center of the North Pond) and the Battery Point Barrier (Interface with Sydney Harbour). The South Tar Pond treatment was completed in fiscal year 2011/12.

The biggest risk would be delay to TP6B on water management due to the close proximity and more chance for tidal effects on the work area. There is an additional risk of encountering debris of archaeological significance which is said to be higher in this phase more so than others.

TP7 - Tar Ponds Cap, will be engaged in following up and completing the cap in the orphaned areas of the South Pond and mobilizing, in mid fall 2011, to the final phase location of the North Tar Pond once the Solidification/Stabilization is complete.

TP6C - Ferry Street Bridge construction will be completed in the spring 2012. The completion of the Ferry Street Bridge will complement the Future Site Use Efforts which will begin early summer 2012.

CO6 -Coke Ovens Surface Cap is a two phased project. The first phase was an Aboriginal Procurement Set-Aside, and the second phase was open to all qualified contractors. The first phase, CO6A, north portion, bordered by Sydney Port Access Road and Coke Ovens Brook, will be completed in Fiscal Year 2011/12 with likely only hydro-seed touch up and minor items remaining for 2012/13. The second phase, CO6B, began in earnest in the fall of 2011 and is targeted for completion December, 2012.

Federal Partners:

Public Works and Government Services Canada (PWGSC) - lead federal department.

Environment Canada (EC) - Provision of advice to PWGSC as required.

Health Canada (HC) - Provision of advice to PWGSC as required.

Electronic Link to Government Performance Reports: www.tbs-sct.gc.ca/dpr-rmr/index-eng.asp.

Electronic Link to Sydney Tar Ponds and Coke Ovens Sites cleanup: www.tarpondscleanup.ca.

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($ millions)
		Total Allocation (2004-2014)	Planned Spending for 2012-13
Federal lead, PWGSC Operating: Cost Share Payment to Province of Nova Scotia:	Sydney Tar Ponds & Coke Ovens Remediation Project	$25,870,000 $282,240,000	$2,931,102 $53,804,677
Environment Canada - Provide advice to PWGSC	Sydney Tar Ponds	$7,640,000	$678,553
Health Canada - Provide advice to PWGSC	Sydney Tar Ponds	$5,500,000	$234,200
Total		$321,250,000	$57,648,532

Expected Results:

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.

Provision of expert and technical advice to PWGSC on technical issues, historical studies and scientific issues related to contaminated sites.

Provision of expert and technical advice to PWGSC on issues related to human health, technical issues and risk assessment.

Total Allocation For All Federal Partners (2004-2014)	Total Planned Spending for All Federal Partners for 2012-13
$321,250,000	$57,648,532

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 2012-13 in the amount of $53.8M 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

Description:

PWGSC is the custodian of the buildings and grounds within the area surrounding Parliament Hill, known as the Parliamentary Precinct. Part of this important mandate is to maintain the historical and architectural integrity of these assets.

In 2007, in conjunction with the Parliamentary Partners-the Senate, the House of Commons and the Library of Parliament–PWGSC updated the Long Term Vision and Plan (LTVP). The updated LTVP provides a co ordinated long term approach to rehabilitating the heritage buildings in the Parliamentary Precinct (including the Parliament Buildings), meeting the accommodation requirements of Parliament, and providing a secure and welcoming environment for parliamentarians, staff and visitors.

The LTVP confirms the Vision and Guiding Principles for future development in the Parliamentary Precinct. The Vision ensures that changes within the Precinct meet the evolving functional needs of parliamentarians and other stakeholders while keeping in mind the historic, environmental and symbolic primacy of the site. The Guiding Principles are expressions of values and attitudes towards development within the Precinct and they set out essential areas for consideration when change is contemplated. Together with the Vision, the Guiding Principles establish a qualitative context for project evaluation and decision making.

The LTVP includes an Implementation Framework designed to provide greater flexibility in planning and implementation and support more accurate costing and project timelines. This Framework established a strategy, consisting of a series of cyclical five-year programs. Each five-year program is composed of four components: the Major Capital Program, the Recapitalization Program, the Planning Program, and the Building Components and Connectivity Program. The current focus of the programs is as follows:

1. The Major Capital Program of the current five-year program of work focuses on advancing the restoration of the main Parliament Buildings, beginning with the West Block. The Major Capital Program includes:

   1. Restoration and adaptation for the Wellington building (180 Wellington), the Sir John A. Macdonald Building(144 Wellington) and the initiation of work for the East Block; and

   2. The West Block's major rehabilitation and the construction of an infill in the building's courtyard to accommodate a Parliamentary Chamber, so that the Centre Block can be emptied and restored.

2. The Recapitalization Program is designed to address urgent work required to preserve the buildings and address health and safety issues critical to reducing overall expenditures and to limit the potential closure of occupied buildings. Projects in the Recapitalization Program are not stop-gap measures but rather permanent interventions to stop or reduce continued deterioration - investing in sustaining the building well beyond future major renovations. The Recapitalization Program may also include urgent building repairs required to ensure the ongoing viability of buildings and address health and safety issues. The major focus of this Recapitalization Program for the first five years includes:

   1. Centre Block – rehabilitation of portions of the pavilions and ventilation towers;

   2. East Block – exterior envelope repair of the 1867 wing with initial focus on the rehabilitation of the Northwest Tower and the Southeast corner;

   3. Confederation Building – repairs to the entire building envelope (masonry, windows and roof) and upgrade of elevators and domestic water/storm drainage system;

   4. Emergency work – such as the West Block water main; and

   5. Parliamentary Grounds work such as the North perimeter wall and slope stabilization.

3. The Planning Program focuses on the development of a number of Master Plans that guide project planning as well as the preparatory work for future projects, including the development of plans and cost estimates for projects in the next five-year Program, providing overall coordination between active projects to ensure they dovetail and contribute to the broader objectives of the LTVP Vision and Guiding Principles.

   Master Plans in the coming years will address the three blocks opposite Parliament Hill between Bank and Elgin Streets; Material Handling and Transportation; Landscape; underground Infrastructure and the West Sector Area. Other Planning studies will focus on the Centre Block Rehabilitation Program of Works; Interim Vehicle Screening Facilities; the Visitor Welcome Centre; Underground Tunnel Connections and other foundation studies to support future projects.

4. The Building Components and Connectivity (BCC) Program is both precinct-wide (across Parliamentary Precinct) and building specific. Components are building fixtures, furnishings and equipment. Connectivity includes interconnected systems for networking, security, multimedia and other electronic communications. BCC is installed as part of each building project. The BCC Program delivers precinct-wide projects to provide the infrastructure and services to implement the connectivity requirements for the Precinct. The current priority projects for the Precinct include:

   1. Integrated Security System (ISS) Upgrade and Expansion - To upgrade and expand the ISS to meet the needs associated with changing technology and growth during implementation of the LTVP;

   2. Trunked Radio Communications System (TRCS) - - To replace the existing 30 year old TRCS to meet the communications needs of security and operational groups;

   3. Core Network Infrastructure Revision - To select and install network equipment and infrastructure to meet the needs of changing technology, new systems and growth during implementation of the LTVP; and

   4. Wireless Signal Reinforcement and Wireless Network - To improve cell phone signal reception and provide wireless internet connectivity to meet the needs of Parliamentarians.

Project Phase:

The LTVP encompasses numerous and varied individual major capital, recapitalization and planning projects at different project phases at any one time. The Major Capital Projects are detailed below.

 

West Block Program

The West Block is the oldest of the Parliament Buildings located on the "Hill". This three-storey building was built in three phases starting in 1859 and was completed in 1906. Prior to being closed for renovations, the West Block provided accommodations for Members of Parliament MPs), and for parliamentary functions and support services.

Renovations of the building are required for health and safety and asset integrity reasons. In order to implement the renovations, the building had to be completely vacated, thus requiring the provision of alternate accommodations for the MPs, parliamentary functions and support services. Consequently, the program of work is being undertaken in two phases. Phase 1 of the West Block program is now completed and the Phase 2 has begun.

Phase 1 involved:

• Emergency stabilization of towers;

• Repairs of the exterior masonry;

• Establishing alternate accommodations for parliamentary use in the Clarica, C.D. Howe, and 1 Wellington for committee rooms and the La Promenade facility for MP offices, support services and committee rooms; and

• The permanent relocation of the Food Production Facility for Parliament Hill to a remote site.

Phase 2 involves:

• Restoration and adaptation for Parliamentary use of space in the Sir John A. Macdonald Building (144 Wellington) to relocate Confederation room (Ceremonial Room 200);

• Hazardous materials removal, interior demolition, and general rehabilitation of the West Block building; and

• Constructing facilities critical to the continued functioning of Parliament during the renovation of the Centre Block, including an infill in the courtyard of the West Block to accommodate the House of Commons' chamber activities.

• Construction of Phase 1 of the Visitor Welcome Centre and Security Screening Facility which will be the entry point for visitors, provide interpretive programming services as well as visitor screening.

Sir John A. Macdonald Building(144 Wellington)

The Sir John A. Macdonald Building is located at 144 Wellington Street, directly across from Parliament Hill. The building was originally constructed in 1932 to accommodate the Bank of Montreal's Main Ottawa Branch location. In 1973, the Crown expropriated the three blocks facing Parliament Hill between Elgin and Bank, which included the former Bank of Montreal Building, to accommodate Parliamentary and general functions.

In 2003, a highest and best use study was commissioned and the subsequent report recommended that the former Bank of Montreal Building be rehabilitated to permanently house the West Block's Confederation Room (Room 200). Acting on this recommendation, PWGSC is rehabilitating the former Bank of Montreal Building to house two multi-purpose rooms and associated functional meeting and ceremonial space for the House of Commons. On January 11,2012, the former Bank of Montreal Building was re-named the Sir John A. Macdonald Building in honour of Canada's first prime minister.

The Sir John A. Macdonald Building Rehabilitation involves an extensive renovation and adoptive re-use of a classified heritage asset and an addition in an empty lot to the west side of the building. The rehabilitation of the existing building will include removal of hazardous substances, refurbishment of the exterior masonry facades, refurbishment of windows and structural seismic upgrading, replacement of mechanical, electrical and life safety systems, and interior fit-up to meet the functional program requirements of the former Confederation Room (Room 200) functions.

The building addition is necessary to house the support functions that compliment the Room 200 functions. These include emergency exists, washrooms, security screening areas, loading and storage facilities and barrier free access. It will also provide an associated multi-purpose room with full translation and broadcasting capabilities. The building addition will be designed and constructed to respect and compliment the heritage character of the Sir John A. Macdonald Building.

180 Wellington Building

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 1950s by Metropolitan Life Insurance Company. The House of Commons has been the major occupant since the Crown expropriated the building in 1973 for government and parliamentary use. Renovations of the building are required to address health and safety issues, replace obsolete building systems and meet building code requirements, including seismic reinforcement. The building has been completely vacated for renovations. This project is a key enabler of the LTVP for the Parliamentary Precinct, as it will provide interim accommodations for Senate and House of Commons Committee Rooms and offices for Parliamentarians during the restoration of the East and Centre Blocks. The work will be completed in two phases to expedite project delivery.

Phase 1 construction started, as planned, in spring 2010 and includes interior demolition, hazardous materials abatement and seismic reinforcement work which is scheduled to be completed by March 31, 2013.

Phase 2 will include the restoration of the exterior envelope, renovation of the base building and interior space. The Wellington Building is targeted for completion in 2015. The current total cost estimate is $425.2 million (GST and HST excluded).

Leading and Participating Departments and Agencies

Lead Department	PWGSC
Contracting Authority	PWGSC
Parliamentary Partners	Senate of Canada, House of Commons, Library of Parliament
Participating Agencies	The National Capital Commission, the Federal Heritage Buildings Review Office and the Royal Canadian Mounted Police

Prime Contractors and Major Sub-Contractors

West Block
Prime Contractor	The West Block building rehabilitation and infill is a joint design venture of ARCOP/FGM, Architects – Montreal, Quebec.
General Contractors	The West Block rehabilitation is being carried out by PCL Constructors Canada Inc.
Sir John A. Macdonald Building (144 Wellington)
Prime Contractor	The Sir John A. Macdonald Building is being designed by NORR Limited Architects and Engineers, Toronto, Ontario.
Wellington Building
Prime Contractor	Design consultant for the Wellington renovation project is NORR Limited, Architects and Engineers, Toronto, Ontario.
General Contractor	Phase 1 Contractor: Abatement, interior demolition and seismic upgrading of the Wellington Building is being carried out by PCL Constructors Canada Inc., Edmonton, Alberta.

Major Milestones

List of Major Milestones	Date
LTVP
Memorandum to Cabinet – The Long Term Vision and Plan for the Parliamentary Precinct – Update 2007	Completed – June 2007
Memorandum to Cabinet – The Long Term Vision and Plan for the Parliamentary Precinct – Update 2010	Completed – April 2010
West Block
Revised Preliminary Project Approval (PPA)	Completed – December 2010
Partial Effective Project Approval (Phase 1)	Completed – June 2005
Full Effective Project Approval (Phase 1)	Approved – February 2007
Partial Effective Project Approval (Phase 2)	Completed – December 2010
La Promenade swing space completion	Completed – December 2010
MPs vacate West Block	Completed January 2011
Major construction start	February 2011
Full Effective Project Approval (Phase 2)	2013*
Major construction completion	2017
Sir John A. Macdonald Building (144 Wellington)
Prime Design Consultant engaged	June 2008
Functional Program completed	February 2009
Effective Project Approval	June 2011
Major construction completion	2015
Wellington
Preliminary Functional Program Completed	Completed – July 2007
Revised Preliminary Project Approval and Phase 1 Effective Project Approval	Completed – March 2008
Consultant Contract Award	Completed – August 2008
Final Functional Program	Completed – July 2010
Construction Start (Phase 1)	April 2010
Partial Effective Project Approval (Phase 2)	March 2011
Construction Completion (Phase 1)	April 2012
Construction Start (Phase 2)	April 2012
Full Effective Project Approval (Phase 2)	2013*
Construction Completion (Phase 2)	Late 2015

* Subject to additional funding

Project Outcomes

The Long Term Vision and Plan provides clear direction for the renewal of Canada's seat of government over a long-term planning horizon. It focuses on achieving three key objectives:

• Ensuring that the physical and heritage integrity of the existing buildings serve Parliament's needs now and into the future;

• Ensuring that Parliamentary accommodations meet changing requirements; and

• Ensuring that the overall design of the Precinct is exemplary in terms of its urban and environmental capacity.

The benefits of a well conceived and executed LTVP will be substantial. When the work envisioned is complete, the Parliament Buildings will stand not only as proud symbols of Canadian heritage, but as the hub of a parliamentary system of government equipped to handle the demands of a dynamic nation in a rapidly changing world.

Progress Report and Explanations of Variances

Progress Report

By March 31, 2011, all major projects were all on schedule and on budget. Successfully completed and fully operational projects included: the Food Production Facility, 1 Wellington (Rideau Committee Rooms), and the La Promenade Building. As well, the West Block North Towers project was completed. Other achievements include the relocation of the Parliamentary Security Service Communication to the Confederation Building; the relocation of the Trade Shops and the re-location and consolidation of printing services. Additional smaller relocations have been successfully completed for security administration, curatorial services, laundry services, the health unit, communications, the Ethics Commissioner, and the maintenance support services unit. Most recently, the West Block was vacated, on schedule, in January 2011 in preparation for its major restoration by PWGSC.

The completion of 1 Wellington and the La Promenade Building are part of PWGSC's LTVP strategy for relocating parliamentarians, their staff and other functions to interim accommodation off Parliament Hill while their building is being restored. Under this strategy, construction of interim accommodation is completed prior to moving occupants from their building in order to allow for major restoration. With the completion of 1 Wellington and La Promenade Buildings, PWGSC added seven committee rooms and 63 parliamentary offices, which enabled PWGSC to empty the West Block Building, while ensuring ongoing parliamentary operations for parliamentarians and their staff.

The restoration of the West Block, which officially began in February 2011, is regarded as the actual start date for the major renovation of the Parliament Buildings on Parliament Hill. Prior to this date, PWGSC's major construction work was focused on projects located off Parliament Hill as part of the LTVP's relocation strategy. Restoration work continued on 180 Wellington which, when completed, will add 69 parliamentary offices and 10 committee rooms to parliamentary operations, enabling PWGSC to vacate and restore the East Block. As well, design work continued on the Sir John A. Macdonald Building (144 Wellington) to provide a permanent replacement for the West Block's former Confederation Room (Room 200). In addition to its restoration of buildings in the Precinct, PWGSC began work on several projects to restore the landscape of Parliament Hill.

Variances of the Major Milestones

There are currently no variances to the major milestones, with the positive exception of advancing the complete emptying of the West Block by four years and advancing the planned completion of the West Block Project by three years from the planned completion date set as part of the 2007 revised LTVP. An active management approach has been instituted to avoid project delays, and lessons learned have been captured and are being applied to subsequent projects of the LTVP Program.

Industrial Benefits

Several multi-million dollar contracts will be awarded over a multi-year period for building construction, information technology systems, multimedia systems, furniture and other equipment.

It is expected that in excess of 20,000 direct and indirect private sector jobs will be generated.

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 pension administration processes and system infrastructure being replaced are more than 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 rely 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.

Project Phase:

The GCPMP's Implementation Phase began in July 2007, following receipt of Effective Project Approval from the Treasury Board and will be completed within five and a half years.

Leading and Participating Departments and Agencies

Lead Department	Public Works and Government Services Canada
Contracting Authority	Public Works and Government Services Canada
Participating Departments	Public Works and Government Services Canada

Prime and Major Subcontractor(s)

Prime Contractor	HP Enterprise Services (formerly EDS Canada Inc.) 50 O’Connor St., 6th Floor, Ottawa, Ontario K1P 6B9
Major Subcontractor(s)	James Evans & Associates (JEA) 4th floor, 844 Courtney St., Victoria, British Columbia V8W 1C4
	Vangent Canada Limited 169 Colonnade Road, Nepean, Ontario K2E 7J4

Major Milestones

List of Major Milestones	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)	Completed December 2009
Implementation of Release 1.6 (Imaging functions)	Completed 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)	Completed April 2011
Implementation of Release 2.5 (Contributor functions related to Service Purchase and Leave Without Pay)	Completed November 2011
Implementation of Release 2.6 (Web-based self-services for Contributors)	Revised to June 2012
Implementation of Release 3.0 (Annuitant and Accounting functions)	Revised to December 2012
Final maintenance transition	Revised to December 2012
Close-Out Phase	Revised to December 2012

Project Outcomes

• Sustainability of the federal public service pension administration services and systems
• Increased quality, responsiveness and reliability of client service (advice and information)
• Increased client satisfaction (target of 90% satisfaction across public service pension plan members by one year after project completion)
• Increased accuracy and quality of information / records
• 10% reduction in cost of total administration target
• Increased take-up rate of self-service by public service pension plan members

Progress Report and Explanations of Variances

Project Definition Phase (completed June 2007):

• In May 2004, the Treasury Board granted preliminary project approval for the completion of the Project Definition Phase and funding in the amount of $18.74 million (excluding GST).
• The GCPMP completed this phase within the approved budget, although there was a delay of approximately six months in obtaining Effective Project Approval.

Implementation Phase (in progress):

• In June 2007, the Treasury Board granted Effective Project Approval for the implementation of the GCPMP and funding in the amount of $184.75 million.
• The amount budgeted from June 2007 to March 31, 2011, was $171,256,412. Project is presently forecasting to be completed by December 31, 2012, a variance of 11 months on an overall project duration of 55 months, with no change in scope and within budget. The unused contingency, as well as project management efficiencies have allowed remaining within budget despite the 11 months delay.

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 is being conducted in several phases over a five and a half year period (2007-2012). During that time, some temporary positions have been 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 the workforce retention of more than 600 employees in Shediac, New Brunswick.

Description:

Public Works Government Services Canada's Transformation of Pay Administration Initiative consists of two projects, the Pay Modernization and Consolidation of Pay Services that were initiated to replace the Government of Canada's outdated pay administration system and renew business processes and services. These projects will ensure the sustainability of pay administration and contribute to a more effective and efficient public service, offering better value for hard-earned Canadians' tax dollars.

The Pay Modernization Project is intended to replace the 40-year-old Regional Pay System (RPS). The current system depends 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 Pay Modernization Project will replace existing systems with commercial off-the-shelf software products, establishing a platform for more efficient compensation processes with extensive Web capabilities.

The Consolidation of Pay Services Project will gradually transfer pay administration services to a Centre of Expertise located in Miramichi, New Brunswick. The current decentralized model provides inconsistent service and is unable to respond to high attrition and turnover rates in the compensation community. Starting in 2011-12 departments and agencies using the endorsed Government of Canada Human Resources Management System (PeopleSoft) will have pay services consolidated, contributing to a more consistent service delivery and ensuring continued sustainability of pay services.

Project Phase:

After receiving Treasury Board Minister's approval in October 2009, the Pay Modernization Project began its Project Definition Phase. The Project Definition Phase was planned for completion in April 2012 and is now scheduled to be completed in June 2012.

The Consolidation of Pay Services Project also began its Project Definition Phase in October 2009 and this phase was completed in December 2011. Implementation will be completed by 2015.

Leading and Participating Departments and Agencies

Lead Department	Public Works and Government Services Canada
Contracting Authority	Public Works and Government Services Canada
Participating Departments	This Initiative will be delivered by the Public Works and Government Services Canada Accounting, Banking and Compensation Branch in partnership with Information Technology Services Branch. Although there are no participating departments / agencies in the Initiative delivery, there are primary stakeholders as follows: Treasury Board of Canada Secretariat (TBS): TBS, as the employer for the core public administration, according to the Financial Administration Act (FAA) Schedules I and IV, sets compensation policies and negotiates collective agreements with unions representing employees of those organizations. Separate agencies: These organizations, named in Schedule V of the FAA, negotiate collective agreements, set compensation policy for their employees, and have primary responsibility to ensure that their employees receive accurate and timely pay and benefits. Crown corporations and other federal entities: As the employer, these organizations, named under Schedules II and III of the FAA, or are not listed under a specific FAA schedule, negotiate collective agreements and set compensation policy for their employees. Departments, agencies and other organizations: These organizations have primary responsibility to ensure that their employees receive accurate and timely pay and benefits.

Prime and Major Subcontractor(s)

Prime Contractor for Pay Modernization Project	IBM Canada Ltd. 3600 Steeles Avenue East Markham, Ontario L3R 9Z7
Major Subcontractor(s) for Pay Modernization Project	Deloitte 100 Queen Street, Suite 800 Ottawa, Ontario KIP 5T8 Oracle Consulting Services 45 O'Connor, World Exchange Plaza, Suite 400 Ottawa Ontario K1P 1A4 Vendita Technology Group 1120 Finch Avenue West, Suite 701 - #718 Toronto, ON M3J 3H7

Major Milestones - Pay Modernization Project

List of Major Milestones	Date
Project Definition Phase
TB Submission for project approval to implement the Pay Modernization Project	June 2012
Preliminary Detailed Design and Architecture	March 2013
Project Implementation Phase
Configuration	March 2014
Testing	September 2014
Pilot	March 2015
Deployment	June 2015
Project Close Out	July 2015

Major Milestones - Consolidation of Pay Services Project

List of Major Milestones	Date
Project Definition Phase
TB Submission for project approval to implement Pay Consolidation	Completed December 2011
Project Implementation Phase
Wave 1 Transfer of 20,000 pay accounts from participating organizations	August 2013
Wave 2 Transfer of 40,000 pay accounts from participating organizations	February 2015
Wave 3 Transfer of 32,000 pay accounts from participating organizations	December 2015
Wave 4 Transfer of remaining 92,000 pay accounts from participating organizations with the planned implementation of the new pay solution	December 2015
Project Close Out	December 2015

Project Outcomes

The main expected project outcomes for the Transformation of Pay Administration Initiative are as follows:

• Increased quality, responsiveness and reliability of systems and services.
• Improved efficiency for the Government of Canada pay administration allowing Compensation Advisors to increase the number of accounts that they can process from 180 to 400 accounts as a result of pay consolidation and modernization.
• Decreased training time for compensation staff to become fully operational from 18 to 12 months.

Progress Report and Explanations of Variances

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 and the Consolidation of Pay Services Project.

Consolidation of Pay Services Project (in progress):

• The Consolidation of Pay Services project is achieving defined performance objectives. It completed its Project Definition Phase and its Treasury Board submission for project approval to implement the Project within budget.
• On December 8, 2011, Treasury Board Ministers granted project authority and expenditure authority for $118.8M to implement the Project.
• The Project Implementation Phase of the Consolidation of Pay Services project is scheduled to be completed by December 2015.

Pay Modernization Project (in progress):

• The Treasury Board approved the Pay Modernization Project, a component of the Transformation of Pay Administration Initiative, with an estimated cost of $192.1M (including GST).
• The Pay Modernization Project is achieving defined performance objectives. In 2011-12, the contract was awarded to IBM Canada LTD. for the Systems Integrator and selection of the software. The business transformation strategy was completed; the pay solution architecture and the detailed project implementation planning and costing were developed. A Fit-Gap analysis was completed to evaluate the proposed new pay solution against the Government of Canada pay requirements.
• The Project Definition Phase is expected to be completed in June 2012.
• The Pay Modernization Project is to be completed in July 2015.

Industrial Benefits

Pay Modernization Project: A multi-million dollar contract has been awarded to IBM Canada Ltd. at an estimated cost of $5,775,000 for the provision of Commercial-off-the-shelf (COTS) software licenses and professional services for the design and implementation of the new pay system.

During the course of the project, it is expected that there will be some temporary positions required in IBM Canada and PWGSC offices located in the National Capital Area to support the solution implementation and business transformation activities.

Consolidation of Pay Services Project: The Initiative will create 550 new jobs in a Centre of Expertise located in Miramichi, New Brunswick.

Summary of Capital Spending by Program Activity

Program Activity	($ millions)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Accommodation & Real Property Assets Management	454.9	551.8	668.3	681.8
Receiver General for Canada	1.2	-	-	-
Information Technology Infrastructure Services	5.0	4.4	0.8	-
Federal Pay & Pension Administration	19.3	7.2	-	-
Internal Services	4.3	-	-	-
Total	484.7	563.4	669.1	681.8

Accommodation & Real Property Assets Management: The increase between 2012-2013 and 2013-2014 can be mainly explained by the planned acquisition of the Terrasses de la Chaudière and the continued implementation of the Long-Term Vision and Plan for the Parliamentary Precinct. From 2013-2014 to 2014-2015, the increase is mainly due to the fit up of the Nortel Carling Campus and the continuation of Phase II of the Engineering assets project.

Information Technology Infrastructure Services: The decrease from 2012-2013 to 2013-2014 is related to funding for the Data Centre Sustainability project which terminates in 2013-2014.

Federal Pay & Pension Administration: The variance between 2012-2013 and future years is mainly due to the decrease of Pay Modernization Project funding.