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2010-11
Departmental Performance Report

Public Works and Government Services Canada

Supplementary Information (Tables)

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Table of Contents

• Sources of Respendable and Non-respendable Revenue
• User Fees/External Fees
• Status Report on Projects operating with specific Treasury Board Approval
• Status Report on Major Crown Projects
• Details on Transfer Payments Programs
• Horizontal Initiatives
• Green Procurement
• Response to Parliamentary Committees and External Audits
• Internal Audits and Evaluations

Sources of Respendable and Non-Respendable Revenue

Respendable Revenue

Program Activity	2008-09 Actual ($ millions)	2009-10 Actual ($ millions)	2010-11 ($ millions)
			Planned Revenue	Total Authorities	Actual
ACQUISITIONS
Acquisitions	35.4	50.6	39.5	52.1	52.1
Optional Services Revolving Fund	108.9
Traffic and Vaccine		106.2	106.5	85.4	84.7
Communication Procurement		4.3	4.5	4.0	3.8
TOTAL ACQUISITIONS	144.3	161.1	150.5	141.5	140.7
ACCOMMODATION & REAL PROPERTY ASSETS MANAGEMENT
Rentals and Concessions	897.3	985.1	644.9	1,006.3	1,006.3
Real Property Services Revolving Fund	1,275.4
Recoveries of disbursements on behalf of clients		1,221.0	1,380.2	1,447.1	1,536.9
Fee revenues from real property related common services		390.0	422.9	414.9	219.0
Real Property Disposition Revolving Fund
Sales of real properties	13.1	7.8	11.0	11.0	8.5
TOTAL ACCOMMODATION & REAL PROPERTY ASSETS MANAGEMENT	2,185.8	2,603.9	2,459.0	2,879.3	2,770.8
RECEIVER GENERAL FOR CANADA
Stewardship of Public Money & Accounts of Canada	19.9	14.8	13.1	28.5	28.5
TOTAL RECEIVER GENERAL FOR CANADA	19.9	14.8	13.1	28.5	28.5
INFORMATION TECHNOLOGY INFRASTRUCTURE SERVICES
Information Technology Infrastructure Services	227.1	146.6	149.1	132.9	132.9
Telecommunications and Informatics Common Services Revolving Fund	239.9	260.8	251.3	260.6	266.9
TOTAL INFORMATION TECHNOLOGY INFRASTRUCTURE SERVICES	467.0	407.4	400.4	393.4	399.8
FEDERAL PAY & PENSION ADMINISTRATION
Pay		5.8	2.5	5.1	5.1
Pension		105.3	101.4	104.7	104.7
TOTAL FEDERAL PAY & PENSION ADMINISTRATION	98.9	111.1	103.8	109.7	109.7
LINGUISTIC MANAGEMENT & SERVICES
Translation Bureau Revolving Fund
Translation Services	199.2	212.8	218.0	211.0	210.6
Interpretation Services	4.1	2.9	3.9	3.0	3.9
Terminology Services	2.9	0.4	-	0.1	0.4
TOTAL LINGUISTIC MANAGEMENT & SERVICES	206.2	216.1	221.9	214.1	214.9
SPECIALIZED PROGRAMS & SERVICES
Consulting and Audit Canada Revolving Fund	34.0	35.3	41.4	35.7	39.3
Various Vote Portions	67.6
Acquisitions		23.7	23.7	24.8	24.8
Consulting, Information and Shared Services		34.2	29.9	33.8	33.8
Sydney Tar Ponds Project		-	-	-	-
Accounting, Banking and Compensation		2.3	-	4.5	4.5
Oversight Branch		3.0	-	2.9	2.9
Office of Greening Government Operations		0.7	0.7	0.7	0.7
TOTAL SPECIALIZED PROGRAMS & SERVICES	101.6	99.2	95.7	102.3	105.9
PROCUREMENT OMBUDSMAN
Procurement Ombudsman	-	-	-	-	-
TOTAL PROCUREMENT OMBUDSMAN	-	-	-	-	-
INTERNAL SERVICES
Oversight Branch		2.2	1.9	2.6	2.6
Minister and DM		-	-	-	-
Legal Services		5.3	-	7.3	7.3
Corporate Services, Policy and Communications		22.8	13.2	20.1	20.1
Human Resources		24.3	14.5	26.1	26.1
Finance		19.1	18.6	19.0	19.0
Departmental Reserve		-	-	-	-
Information Technology Services		65.0	53.1	78.1	78.1
TOTAL INTERNAL SERVICES	156.4	138.7	101.2	153.3	153.3
Total Respendable Revenue	3,380.1	3,752.3	3,545.6	4,022.1	3,923.5

Totals may not add up due to rounding.

Non-Respendable Revenue

Program Activity	2008-09 Actual ($ millions)	2009-10 Actual ($ millions)	2010-11 ($ millions)
			Planned Revenue	Total Authorities	Actual
Dry Docks	4.8	4.7	9.0	6.9	6.9
Other non-tax revenue (including seized property)	64.0	74.4	53.7	111.6	111.6
TOTAL NON-RESPENDABLE REVENUE	68.8	79.1	62.7	118.4	118.4
Total Respendable and Non-Respendable Revenue	3,448.9	3,831.4	3,608.3	4,140.5	4,041.9

Totals may not add up due to rounding.

User Fees/External Fees

• User Fees and Regulatory Charges
  • Access to Information
  • Esquimalt Graving Dock
  • Selkirk Marine Railway Dry Dock (1989)
  • Subscription rates charged to external/private sector clients for printing and distributing the hardcopy version of the Canada Gazette
• User Fees Totals
• External Fees

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User Fees and Regulatory Charges

User Fees Totals

	2010-11 ($ thousands)			Planning Years ($ thousands)
	Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
Subtotal Regulatory	5,091.0	6,911.3	16,214.9	2011-12	6,552.6	17,728.3
				2012-13	7,032.0	75,938.0
				2013-14	7,531.3	22,550.3
Subtotal Other Products and Services	9.5	11.3	3,718.8	2011-12	9.0	3,772.0
				2012-13	9.0	3,806.2
				2013-14	9.0	3,840.9
Total	5,100.5	6,922.6	19,933.7	2011-12	6,561.6	21,500.3
				2012-13	7,041.0	79,744.2
				2013-14	7,540.3	26,391.2

Notes: Numbers may not add due to rounding.

External Fees

External Fee	Service Standard	Performance Results	Stakeholder Consultation
Access to Information	Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension must be sent within 30 days after receipt of request.	95.1%	No planned change
Esquimalt Graving Dock	The Esquimalt Graving Dock (EGD) provided facilities and services to all users and client fleet owners on the basis of the following: administration services, to reserve services or space for vessels; notification of users within 48 hours of changes to service/space that may affect the safe and efficient operations of the facility; an Emergency Response Plan for the EGD; and an approved marine facility security plan and a qualified Marine Facility Security Officer. Disputes are referred to first,: Director, Esquimalt Graving Dock, second: Director General Engineering Asset Strategy Directorate , and third: Assistant Deputy Minister – Real Property Associate Deputy Minister – PWGSC.	The Esquimalt Graving Dock (EGD) met all of the facility’s performance standards in 2010-11. Reservations and confirmed bookings were provided in a reasonable manner when requested. Notifications of changes to service and/or capacity of the facility were consistently provided within 48 hours after a change in condition of the service or capacity. The EGD Emergency Response Plan was reviewed as part of a two year updating cycle. The EGD holds a valid “Statement of Compliance of a Marine Facility or a Port” under Part 3 of the Marine Transportation Security Regulations.	Meetings with tenant clients were held bi-monthly to ensure customer service and client needs are met. In addition, all major vessels were met prior to departure to ensure needs were addressed.
Selkirk Marine Railway Dry Dock	Loading / Unloading of marine vessels within 3 days of a client request.  Target is 95% of the time to account for variable weather conditions. Annual inspection(s) and maintenance of the dry dock to be completed prior to commencement of seasonal operations to be completed 100% of the time.	100% achieved 100% achieved. Annual inspection and maintenance completed	Last consultation on User Fees was completed in 1989. Since then, no increases / decreases to user fees have occurred as the Selkirk Marine Railway Dry Dock has been declared non-core to PWGSC’s mandate and identified as surplus to PWGSC’s needs. Stakeholder consultations were carried out when the fees were established in 1989. Since no service standard was set as part of these consultations, two temporary service standards were established. Clients seeking to utilize this facility are consulted on these service standards. Also, as an Offer to Purchase has been made on this facility, clients seeking to utilise this facility in 2011 are advised that this facility may not be available to them and that an agreement with the new owner may be required.
Subscription rates are charged for the printing and distribution of the Canada Gazette.	Delivery of the Canada Gazette to subscribers: Clients are entitled to receive issues in good condition. Should any of their copies arrive damaged, they may call the Government of Canada Publications toll-free line at 1-800-635-7943 and a replacement copy will be sent to them free of charge. Clients are entitled to receive their issues by mail within a reasonable timeframe. Although delivery times cannot be guaranteed, every effort is made to provide issues according to the following standards: within Canada: 2-8 business days within the U.S.: 4-10 business days international: 6-10 business days If subscribers experience a delay in receiving their issues, they may call the Government of Canada Publications toll-free line at 1-800-635-7943 and a representative will address the situation and take the necessary measures to resolve it satisfactorily. If the Government of Canada Publications toll free line is unable to satisfactorily resolve any issues experienced by subscribers, the issue will be referred to the Canada Gazette Directorate (CGD) who will investigate the situation and take appropriate measures to find a solution.	100%: CGD’s service standards were met. Any issues relating to the delivery of the Canada Gazette (i.e. quality of the issues and delivery timelines) were satisfactorily resolved by calls made to the Government of Canada Publications toll-free line. There was no intervention from the CGD to resolve issues.	Stakeholder consultations on subscription rates last took place prior to 1985. Subsequent to these consultations, the subscription rates were increased in 1985. In March 2011, consultations with subscribers took place by way of a client satisfaction study in which a mail-out survey was sent to the 481 Canadian subscribers. One hundred and nineteen subscribers (25%) chose to complete the survey. The questions focused on the CGD’s subscription service standards. Specifically, the respondents were asked about any issues they had experienced when paying for and renewing their subscription, as well as any issues they had experienced with regard to the delivery of their subscription. Among the results obtained: 83% had not encountered any difficulty with paying for their subscription; 80% had not experienced any difficulty when renewing their subscription; 58% indicated that they “always” received their copies in a timely fashion, while 38% indicated that they received their copies in a timely fashion “most of the time”; 76% indicated that they “always” received their copies in good condition and the remaining 24% indicated that they received their copies in good condition “most of the time”; 83% of respondents have never attempted to contact someone regarding a problem with the delivery of the Canada Gazette; and Out of the few respondents who had contacted someone regarding a delivery problem, 89% said that their problem had been resolved satisfactorily.

Other Information:

The Esquimalt Graving Dock performance standard is published on the web site where users make facility bookings. (http://www.tpsgc-pwgsc.gc.ca/pac/cse-egd/rendement-performance-eng.html)

Should the Selkirk Railway Dry Dock be sold, the Selkirk Marine Railway Dry Dock Regulations will be repealed. Should the sale of this facility not complete, more formal consultation with stakeholders will be held on service standards.

Status Report on Projects Operating with Specific Treasury Board Approval

Project	Original Estimated Total Cost ($ millions)	Revised Estimated Total Cost ($ millions)	Actual Cost Total ($ millions)	2010-11 ($ millions)				Expected date of close-out
				Main Estimates	Planned Spending	Total Authorities	Actual
Federal Pay & Pension Administration
Pension Modernization Project - Definition Phase (PPA)	19.5	19.1	17.21	0.0	0.0	0.0	0.0	2007-2008
Pension Modernization Project - Implementation Phase (EPA)	192.5	192.7	156.01	39.1	37.6	56.9	34.7	2012-2013
Pay Modernization Project – Definition Phase (PPA)	36.6	36.6	8.71	10	6.3	10	5.4	2012-2013
Pay Modernization Project – Implementation Phase (EPA)	155.5	155.5	0	0	0	0	0	2015-2016
Pay Consolidation Project – Definition Phase (PPA)	2.9	4.1	3.61	1.0	1.9	1.9	1.8	2011-2012
Pay Consolidation Project – Implementation Phase (EPA)	103.2	102.1	0	0	0	0	0	2015-2016
Parliamentary Precinct
Ottawa – West Block (PPA)2	769.2	1,171.3	220.14	53.7	53.7	743.8	53.24	2018
Ottawa – Wellington Building – Renovation (PPA)	425.2	425.2	46.49	52.6	23.0	305.8	27.86	2015

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• ¹ Numbers include an estimated GST/HST expenditures.
• ² The current cost estimate for the complete rehabilitation of the West Block and construction of a permanent courtyard infill is $862.9M. Additional costs are related to a portfolio of projects required to empty the West Block including: the complete rehabilitation and fit-up of the La Promenade building, the construction of a new food production facility for Parliament Hill, the fit-up and lease of office space in the C.D. Howe, Clarica and 119 Queen Street buildings, and the complete restoration and new addition to the former Bank of Montreal (144 Wellington).

Status Report on Major Crown/Transformational Projects

Long-Term Vision and Plan for the Parliamentary Precinct

Description

In 2007, 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), and 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 Vision and Guiding Principles for the Precinct and the extensive set of Planning and Design Principles created to guide future development. The Vision of the LTVP is to ensure that changes to Parliamentary Precinct occur in a way that balances the evolving functional needs of parliamentarians and other users with the overriding commitment to preserve the historic, environmental and symbolic primacy of the site. 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 shorter term objectives in the context of the longer term vision and provides a strategy for getting projects underway and completed in an efficient and timely manner.

The Implementation Strategy for the LTVP 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 triad of 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 allow 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.

Project Phase

Accordingly, the current 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. A number of projects have been completed, including renovations at 1 Wellington and the La Promenade Buildings to provide Committee Rooms and Parliamentary office space and the relocation of fourteen House of Commons operational units from the Wellington Building. These completed renovations and relocations allowed for the emptying of the West Block and 180 Wellington Buildings and the start of their major rehabilitation. Bank of Montreal) is also underway.

The Recapitalization Program focuses on the physical state of the buildings in the Parliamentary Precinct, 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 develops strategies to ensure that all LTVP projects and objectives are executed in a coordinated and timely manner. Planning studies are currently being developed for Centre Block, to ensure that the major rehabilitation of the building can proceed without delay. In addition to planning studies, the Planning Program includes a number of master planning initiatives, such as the West Sector Area Master Plan, the Underground Infrastructure Master Plan, Material Handling and Transportation Master Plan, the Parliament Hill Master Landscape Plan Update, and Blocks 1, 2 and 3 Sector Area Master Plan. Once completed, these documents will be used to coordinate the preparation of more detailed plans and will provide a road map for efficient, coordinated, integrated development through the foreseeable future while preserving the flexibility necessary to respond to changing conditions.

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.

Leading and Participating Departments and Agencies

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

Prime and Major Subcontractor(s)

See separate notes for each specific project.

Major Milestones

See separate notes for each specific project.

Project Outcomes

See separate notes for each specific project.

Progress Report and Explanations of Variances

See separate notes for each specific project.

Industrial Benefits

See separate notes for each specific project.

Parliamentary Precinct Project - Wellington Building

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 has been completely vacated during the renovations. The Wellington Building is part of the Long Term Vision and Plan and will be used for Parliamentary accommodations.

Project Phase

This project is currently in project implementation. The work will be completed in two phases to expedite project delivery. Phase 1, which is currently being implemented, includes interior demolition, asbestos abatement and seismic reinforcement work. Phase 2, which will begin in fiscal year 2011/2012, will include the restoration of the exterior envelope undertaken as advanced work, followed by base building construction and fit-up the interior space. The entire renovation is targeted to be completed in late 2015, and subject to final funding approval.

Leading and Participating Departments and Agencies

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

Prime and Major Subcontractor(s)

Prime Contractor

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) 75 Albert Street Suite 1005 Ottawa ON K1P 5E7 Fournier Gersovitz Moss and Associates (Heritage) 1435 rue St. Alexandre #1000 Montreal QC H3A 2G4 Phase 1 Construction: PCL Construction Ltd., 49 Auriga Drive, Nepean, Ontario, K2E 8A1 Amor Construction (Abatement Contractor), 134 Saint Paul Street, Vanier, Ontario, K1L 6A3 OSC Contractors (Demolition contractor), 42 Stafford Drive, Brampton, Ontario, L6W 1L4

Major Milestones

Major Milestone	RPP 2010-2011	DPR 2010-2011
Preliminary Functional Program Completed	July 2007	Completed - July 2007
Revised Preliminary Project Approval and Phase 1 Effective Project Approval	March 2008	Completed - March 2008
Consultant Contract Award	August 2008	Completed - August 2008
Final Functional Program	October 2009	Completed - January 2009
Final Schematic Design Report	October 2009	Completed - Sept 2009
Phase 1 Construction Start	April 2010	Completed - May 2010
Phase 2 Effective Project Approval	2012	Completed - March 2011
Phase 1 Construction Completion	2012	2012
Phase 2 Construction Start	2012	October 2011
Phase 2 Construction Completion	2015	2015

Project Outcomes

	Project objectives (expected results)	Performance indicators	Project outcomes (performance summary)
Long Term Vision and Plan for the Parliamentary Precinct	Parliamentarians have safe, modern facilities that support their work and Parliament Hill is restored as the cultural centre of Canada's federal government, to the benefit of all Canadians	Under the LTVP First Five-year Program, 2007-2012, 90% of projects are to be delivered on-time, on-budget and on-scope	Status:  Of the projects completed in 2010/2011, all were on-time, on-budget and on-scope

Progress Report and Explanations of Variances

A suite of projects to completely empty the Wellington Building are now complete. Fourteen House of Commons operational units were transferred to alternative locations in Crown-owned and leased facilities. 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.

The design of the renovation for 180 Wellington has been approved by the Senate and the House of Commons, and final contract documents are being developed. Selective interior demolition and asbestos abatement are 50% complete.

The current total project cost is $425.2 million (current dollars, excluding GST/HST). Separate project approval has been received for alternate space at 181 Queen Street and 131 Queen Street.

Industrial Benefits

Several multi-million dollar contracts will be awarded over the 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

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.

Project Phase

This project is currently in project implementation. Renovations of the building are required to address health and safety and asset integrity conditions. In order to implement the renovations, the building has been 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 is being undertaken in two phases.

Phase 1

1. Emergency stabilization and rehabilitation of towers – complete;

2. Repairs and conservation of the exterior masonry – construction start in 2011;

3. Fit-up of alternate accommodations in the La Promenade building and other locations for MPs, committee rooms and support services – complete; and

4. The permanent relocation of the food production facility for Parliament Hill to a remote site – complete.

Phase 2

1. Fit-up of space for the relocation of Confederation Room 200 to the former Bank of Montreal building – construction start 2011;

2. Asbestos abatement, interior demolition, of the West Block building – underway;

3. General rehabilitation of the West Block building – construction start 2011; and

4. 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 – construction start 2011*.

*Requires additional funding for completion

Leading and Participating Departments and Agencies

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

Prime and Major Subcontractor(s)

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	Contractor for demolition and abatement at West Block is Ellis Don, 303-150 Isabella St Ottawa, ON K1S 5P7
Prime Contractor	General contractor for the West Block 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	Design consultant for the Bank of Montreal rehabilitation project is NORR Architects and Engineers Ltd., 175 Bloor Street East, Toronto, Ontario, M4W 3R8
Prime Contractor	Design consultant for the La Promenade fit-up project was KWC Architects Inc. 110 Argyle Avenue, Ottawa, Ontario K2P 1B4; project complete.
Prime Contractor	General contractor for the La Promenade fit-up project was Pomerleau Inc., 220-343 Preston St. Ottawa, Ontario,K1S 1N4; project complete.
Prime Contractor	General contractor for construction of the Food Production Facility for Parliament Hill was PCL Construction Ltd, 49 Auriga Drive, Nepean, Ontario, K2E 8A1; project complete.
Prime Contractor	General contractor for the renovation of 1 Wellington was PCL Construction Ltd, 49 Auriga Drive, Nepean, Ontario, K2E 8A1; project complete.

Major Milestones

Major Milestone	RPP 2010-2011	DPR 2010-2011
Revised Preliminary Project Approval	June 2005	Completed - June 2005
Partial Effective Project Approval (Phase 1)	June 2005	Completed - 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	Approved - December 2006
Effective Project Approval (Phase 1)	February 2007	Approved - February 2007
MPs, parliamentary functions and support services vacate West Block	2010	Completed – December 2010
Effective Project Approval	2010	Completed - 2010
Major Construction Start	2010	Completed – February 2011
Major Construction Completion	2020	2018*
La Promenade swing space completion	2010	Completed – December 2010
Bank of Montreal	2014	2014
Food Production Facility	2010	Completed – Fall 2009

*Requires additional funding for completion

Project Outcomes

	Project objectives (expected results)	Performance indicators	Project outcomes (performance summary)
Long Term Vision and Plan for the Parliamentary Precinct	Parliamentarians have safe, modern facilities that support their work and Parliament Hill is restored as the cultural centre of Canada's federal government, to the benefit of all Canadians	Under the LTVP First Five-year Program, 2007-2012, 90% of projects are to be delivered on-time, on-budget and on-scope	Status:  Of the projects completed in 2009-2010, all were on-time, on-budget and on-scope

Progress Report and Explanations of Variances

The West Block Program of work consists of sub-projects involving emergency stabilization of towers and masonry, several interim space projects, major rehabilitation of the building and construction of a courtyard infill.

Stabilization

The work coming to completion is required in order to ensure the most at risk areas of the building envelope are stabilized. The masonry pilot project on the South East Tower of the West Block was completed in 2009. Construction work on the North Towers of the West Block is continuing with masonry and copper roof repairs and will be completed at the end of Summer 2011. The Masonry Wall Investigation and Research Project - conducted with the Intelligent Sensing for Innovative Structures (ISIS) Canada and three Canadian universities – is also complete. The objective was 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.

Relocation Projects

La Promenade swing space - scope of the project consists of restoring the building and fitting up 62 MP suites and 3 committee rooms for Parliamentarians. This project was completed, under budget, in December 2010.

1 Wellington (the former Canadian Museum of Contemporary Photography) - completed on-time and on-budget in 2010/2011. The facility at 1 Wellington currently provides four committee rooms to the House of Commons. The building was handed over to the House of Commons prior to the start of the Fall Parliamentary session.

144 Wellington (former Bank of Montreal Building) – has been identified as the permanent alternate location for West Block's Confederation Room 200 functions. The concept design has been approved, and the contracts for the start of the rehabilitation work are nearing tender stage. Construction will start in early 2012 and completion is scheduled for 2014.

Food Production Facility - was permanently relocated off-site. Completed ahead of schedule and under budget in Fall 2009.

Rehabilitation Project

In January of 2011, Parliamentarians and their staff were relocated to the newly renovated La Promenade building, leaving the West Block empty so that work could begin. The West Block site has been prepared for construction activity, which has begun with demolition and asbestos abatement. The rehabilitation of the building is expected to be completed in 2018.

Current Treasury Board Preliminary Project Approval is $1,171.3 million (current dollars excluding GST/HST).

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.

Government of Canada Pension Modernization Project (GCPMP)

Description

The GCPMP is a major component of PWGSC's Transformation of Pension Administration agenda. The purpose of this project is to renew PWGSC's pension administration systems and services, and transform its business processes to industry standard. This will allow PWGSC to ensure the sustainability of the pension administration function. It will also allow PWGSC to cope with the increasing business volume. Demographic trends indicate that by 2016, approximately 40% of the current public service will have become eligible for retirement. As a result, increasingly large numbers of employees are seeking retirement counselling and want access to capabilities that allow them to analyze their pension benefit options. Similarly, demands for enrolment services are increasing as new employees are hired to replace retirees.

PWGSC's approximately 40-year-old systems and business-process infrastructure for pension administration were in grave need of renewal. The limited capabilities of existing processes and the archaic technology of the legacy systems are severely compromising PWGSC's ability to sustain current service levels. As well, they are severely limiting PWGSC's ability to offer future services that are comparable to the delivery performance and cost-effectiveness industry standards. Although the project is focused on the Public Service Superannuation Act administration, the project is implementing a multi-plan solution that will provide for other pension plans within the public service.

Since July 2007 the project has been completing its Implementation Phase, which is expected to take five years. The project is replacing the current pension systems and business processes with commercial-off-the-shelf software applications and industry-standard business processes. Implementation is proceeding according to the following phased approach, which introduces new systems and functionality over five releases aligned with the centralization of pension services delivery from departments to PWGSC:

New system / functionality and centralized service	Target completion date
Release 1.0 - Implementation of Siebel Case Management software and a new Interactive Voice Response System / Centralization of Service Purchase services	Completed in February 2009
Release 1.5 - Implementation of enhanced case management applications, including document imaging capabilities / Centralization of Plan Enrolment and Orientation services	Completed in January 2010
Release 2.0 - Implementation of software functionality related to the administration of Contributor accounts and Pension Benefits Division Act/ Centralization of services related to Pension Benefit and Survivor Pension Entitlements and Employer Support	April 2011
Release 2.5 - Implementation of software functionality related to the administration of Service Buyback and Leave Without Pay / Centralization of Leave Without Pay services	November 2011
Release 3.0 - Implementation of software functionality related to the administration of Annuitant accounts and accounting	September 2012

Project Phase

The two Transformation of Pension Administration projects, the GCPMP and the Centralization of Pension Services Delivery Project (CoPSDP) are currently in their Implementation Phases and are within 18 months of completion. Implementation activities began in July 2007 and are expected to be completed in September 2012.

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.) 99 Bank 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 (formerly Pearson Canada Solutions) 169 Colonnade Road, Nepean, Ontario K2E 7J4 Oracle Canada Inc. 50 O'Connor St., Suite 1301, Ottawa, Ontario K1P 6L2

Major Milestones

Major Milestone	Date
Project Definition Phase (from Preliminary Project Approval to Effective Project Approval):
Preliminary Project Approval for completion of Project Definition	May 2004
Release of draft Request For Proposal	May 2004
Consultations with vendors	July 2004
Release of final Request For Proposal	October 2004 (Release of Request For Proposal was delayed to allow the project to address feedback from consultations)
Close of bidding period	January 2005 (Bidding period was extended at the request of the bidders)
Evaluation of bids	May 2005 (Completion date was deferred to accommodate the extended bidding period and the larger than expected number of bids)
Preparation of the Treasury Board submission for contract authority / Contract award	November 2005 – Contract signed with EDS (now HP) November 2005 – Vendor began work (contract award was deferred to accommodate the extended bidding and evaluation periods. Treasury Board approved the contract award to EDS Canada Inc. in October 2005)
Requirements Mapping and Gap Analysis These activities were rescheduled from original planned date of January 2006 to April 2006 following contract award.	April 2006
Architecture and Design	September 2006
Effective Project Approval	June 2007 (Completion of the Treasury Board Submission was delayed to accommodate Treasury Board’s request to prepare a single submission for both the GCPMP and the CoPSDP)
Implementation Phase (Effective Project Approval to Close-Out):
Phase 5 – Effective Project Approval Start-Up Activities	March 2008 (Final Crown approval and sign-off of vendor deliverables was completed March 2008)
Phase 6 – Design, Construction and Implementation: Release 1.0 – Client Services Basic Case Management and Interactive Voice Response (IVR Release 1.5 – Enhanced Case Management and Imaging Release 2.0 – Replacement of current system and business processes for the administration of active accounts (Contributors) Release 2.5 – Improved business processes and system functionality for the administration of Service Acquisition, Leave Without Pay (LWOP) and Pension Benefits Division Act (PBDA) Software Upgrade Release 3.0 – Replacement of current system and business processes for the administration of retired member accounts (Annuitants) and improvement of Accounting and reporting functionality	Basic Case Management completed December 2008 Interactive Voice Response completed February 2009 Enhanced Case Management completed December 2009 Imaging completed January 2010
Phase 7 – Final Maintenance Transition
Phase 8 – Close-out Phase

Project Outcomes

The Pension Modernization project is renewing the public service pension administration systems and business processes in order to achieve the following objectives:

1. Sustainability – Ensure the ongoing sustainability of the Government of Canada’s pension administration services and systems through the replacement of outdated legacy systems and the provision of automation and web capabilities needed to enable the centralization of pension services delivery.

2. Accountability – Strengthen accountability, governance, and stewardship of pension administration and resources to achieve and maintain greater operational efficiency.

3. Measurable Results – Ensure the provision of accurate, consistent and timely processing of all transactions and payments.

4. Streamlined Business Processes – Re-engineer and streamline business processes to improve effectiveness and provide a seamless information flow.

5. Client Focus – Provide clients with value-added, best-practice services and reporting that offer flexible access and up-to-date information by leveraging the new system’s capabilities to adopt modern service delivery methods and provide industry standard pension administration services to all pension plan members, pensioners and employers.

Progress Report and Explanations of Variances

Effective Project Approval was obtained in June 2007. After almost four years of implementation activities, the project is within budget and implementation is expected to be completed in fiscal year 2012-2013, within eight months of its planned completion.

• Release 1.0 - Client Services: In February 2009, the project completed its first technology release, as well as the centralization of service purchase. The new Siebel Case Management applications, the Genesys software for the Interactive Voice Response system, and the centralized service are now in full operation in the Government's Public Service Pension Centre, located in Shediac, New Brunswick.

• Release 1.5 - In January 2010, the project completed its second technology release, as well as the centralization of plan enrolment and orientation services. Pension administration made an important step towards paperless case processing with the implementation of Document Imaging capabilities in the Cheque Redemption and Control Directorate in Matane, Quebec. Scanned images of mail, fax and email case documents and forms are now immediately available to the Pension Centre staff in Shediac. In addition, this release enhanced Case Management functionality in the Pension Centre and expanded the use of the new tools to approximately 600 users.

• Release 2.0 - Systems and processes to administer active member accounts (including the calculation of estimates) and Pension Benefits Division: Activities for this release began in January 2008, as planned. Design, development and Vendor testing activities for this release have been completed. Client acceptance testing is approximately 85% completed. This release has incurred an overall delay of ~14 months as a result of the carry over of delays with previous releases, increased technical complexity and limited contractor resource capacity, as well as delays in receiving a stable solution from the vendor. Significant progress has been made and the project expects to implement the new solution in April 2011. This delay has resulted in an eight-month delay to the project’s completion date.

• Release 2.5 - Systems and processes related to Service Buyback and Leave Without Pay. The implementation of Release 2.5 functionality began in September 2009 and design activities were completed in January 2011. Development activities are approximately~ 70% completed. This release has incurred an overall nine month delay due to increased complexity, change requests and the impacts of the Release 2.0 delay. Completion is now expected in November 2011.

• Release 3.0 - Systems and processes to administer retired member accounts and to perform accounting functions: Implementation activities for this final release began in April 2010 and design activities are ~50% completed. Due to the impacts of the Release 2.0 delay, completion date for Release 3.0 is being planned for September 2012, resulting in an overall eight-month delay to the project.

• Final project closeout activities will be done in parallel to Release 3.0 and are being planned for September 2012.

Industrial Benefits

A multi-million dollar contract has been awarded for the commercial off-the-shelf software products, as well as for the implementation of the new systems and business processes, support services and ongoing maintenance. The products include Penfax for core pension administration and Siebel for the Customer Relationship Management functions. Implementation of the new solution, business processes and associated business transformation, is the responsibility of the System Integrator, HP Entreprise Services (formerly EDS Canada), to whom the contract was awarded. The implementation is being conducted in several phases over a period of approximately four and a half years (July 2007 to March 2012). During that time, it is expected that there will be some temporary positions required to support the system implementation and business transformation activities in both the National Capital Area and Shediac, New Brunswick. In the long term, the size and responsibilities of the Pension Centre in Shediac, New Brunswick will be more stable as a result of centralization and the modernization of the systems and services.

Transformation of Pay Administration (TPA) Initiative

Description

PWGSC’s Transformation of Pay Administration Initiative was launched in October 2009, after receiving Treasury Board Minister’s approval for the Pay Modernization and Consolidation of Pay Services Projects. These projects will replace the 40-year-old pay system and gradually consolidate pay administration services from departments to PWGSC’s new Centre of Expertise in Miramichi, New Brunswick. The transformation will ensure the long-term sustainability of the Government of Canada pay administration system and services as well as contribute to a more effective and efficient public service, offering better value to Canadians.

The goal of the Pay Modernization Project is to replace the 40-year-old Regional Pay System (RPS) with a modern, commercial, off-the-shelf pay system. Once implemented, the modernized system will establish a platform for more efficient compensation processes. This project will provide a new pay system that will benefit all departments. It will offer extensive Web capabilities for managers and employees of departments using the GC Human Resource Management System such as requesting and approving overtime payments directly through the Web.

The goal of the Consolidation of Pay Services Project is to gradually transfer pay administration services to a Centre of Expertise located in Miramichi, New Brunswick starting in 2011-2012 with those departments using the endorsed Government of Canada Human Resources Management System (PeopleSoft). The consolidation of pay services will contribute to providing more consistent service delivery and continued sustainability of pay services while addressing the high attrition and turnover rates in the compensation community.

Project Phase

The Pay Modernization Project began its Project Definition Phase in October 2009. The Project Definition Phase will take approximately two and a half years.

The Consolidation of Pay Services Project also began its Project Definition Phase in October 2009 which is planned for completion in April 2011. The Implementation Phase of the Project will take approximately five 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	This Initiative will be delivered by PWGSC ABC branch in partnership with ITSB. Although there are no participating departments 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	There is no Prime Contractor as the procurement process has not been completed. The procurement activities for acquiring the Prime Contractor, originally planned for completion by January 2011, will be completed by the end of June 2011.
Major Subcontractor(s)	There is currently a contract with ADGA for Project Management Office (PMO) services for the duration of the project.

Major Milestones

This subsection lists the major milestones associated with the progress of the Pay Modernization and Consolidation of Pay Services Projects.

Pay Modernization Project

Major Milestone	Date
Project Definition Phase (from Preliminary Project Approval to Effective Project Approval):
Preliminary Project Approval	July 2009
Release of draft Request For Proposal	September 22, 2009
Consultations with vendors	January 31, 2010
Release of final Request For Proposal	June 9, 2010 (Postponed at the request of a Central Agency)
Close of bidding period	October 13, 2010 (Bidding period was extended at the request of the bidders)
Evaluation of bids	(Completion date was deferred to April 2011 to accommodate the extended bidding period and the complexity of the bid evaluation.)
Contract award	(Contract award has been deferred to June 2011 to accommodate the extended bidding and evaluation periods.)
Process Modeling and Fit-to-Standard Analysis
Effective Project Approval
Implementation Phase (Effective Project Approval to Close-Out):
Configuration
Testing
Pilot
Deployment
Project Close Out

Consolidation of Pay Services Project

Major Milestone	Date
Project Definition Phase (from Preliminary Project Approval to Effective Project Approval):
Preliminary Project Approval for completion of Project Definition	July 2009
Announcement of region for Centre of Expertise	August 2010 (The Prime Minister announced the Transformation of Pay Administration Initiative in August 2010, including Miramichi as the location of the PWGSC Centre of Expertise. The definition phase activities were rescheduled from the original planned date of June 2010 to the dates listed below)
Planning for building, IT connectivity, architecture and access
Negotiation and timing for transition of each department
Close of bidding period	(Deferred to June 2011)
Evaluation of bids	(Deferred to June 2011)
Implementation Phase (Effective Project Approval to Close-Out):
Wave 1 Departments Transition	(Deferred to June 2012)
Wave 2 Departments Transition	(Deferred to June 2013)
Wave 3 Departments Transition	(Deferred to June 2015)
Project Close Out	(Deferred to June 2015)

Project Outcomes

The expected project outcomes for the Transformation of Pay Administration Initiative have been divided into 3 types: Strategic, Final and Measured.

Outcome Type	Outcome	Project / Initiative
Strategic Outcome	GC is employer of choice	Transformation of Pay Administration Initiative
	Increased Contribution to PS Renewal/MAF	Transformation of Pay Administration Initiative
	Increased stakeholder confidence in Payroll Administration function	Transformation of Pay Administration Initiative
	Supports Recommendations of OGGO Report	Transformation of Pay Administration Initiative
	Greening Government Operations	Pay Modernization Project
Final Outcome	Increased Pay Administration Sustainability	Transformation of Pay Administration Initiative
	Increased GC Operational Savings	Transformation of Pay Administration Initiative
	Increased quality of reporting for departments	Consolidation of Pay Services Project
	Created simplified CA Organization	Consolidation of Pay Services Project
	Eliminated need for departments to keep CAs, space, A-Base, etc.	Consolidation of Pay Services Project
Measured Outcome	Increased employee satisfaction	Transformation of Pay Administration Initiative
	Decreased time to train pay administration staff	Transformation of Pay Administration Initiative
	Decreased cost to deliver pay administration	Pay Modernization Project
	Decreased materiel usage (e.g. paper, mail)	Pay Modernization Project
	Decreased work effort for CA's	Pay Modernization Project
	Increased pay administration staff retention	Consolidation of Pay Services Project
	Increased # of accounts per CA	Consolidation of Pay Services Project

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 with an estimated cost of $192,067,332 (including GST) and the Consolidation of Pay Services Project with an estimated cost of $106,132,817 (including GST).

Pay Modernization Project Definition Phase (in progress)

A Request for Proposal (RFP) to procure a firm to provide Project Management Services was issued, and a contract was awarded to ADGA Group in February 2010.

As a first step in procuring the services of both a Commercial-Off-the-Shelf (COTS) pay solution as well as a System Integrator, a Request for Information (RFI) was developed and posted to industry. The goal of the RFI was to gather information from industry to assist in the preparation of the System Integrator RFP. The information gathered through RFI consultative process was assessed and, where applicable, amendments were made to the draft RFP.

The RFP was published June 09, 2010. The RFP closed on October 13, 2010 after an additional extension of 7 weeks at the request of industry. The contract award for the System Integrator is planned for completion by the end of June 2011. The Treasury Board approved funding for the Pay Modernization Project definition phase in the amount of $36,587,929 million (with GST). The project is currently running under budget due to the extension in the RFP closing date which resulted in delays in dependent activities as well as the fact that the use of contingency funding was not required.

Analysis will be completed in 2011-12 to evaluate the proposed new pay solution against the Government of Canada pay requirements. The definition phase for the modernized pay system and processes, originally planned for completion in April 2012, is now expected to be completed by June 2012.

Consolidation of Pay Services Project Definition Phase (in progress)

PWGSC will gradually transfer pay administration services to a Centre of Expertise within PWGSC for departments using the Government of Canada Human Resources Management System (PeopleSoft) over a five year period starting in 2011-2012. By March 2012, the new Centre of Expertise will start its operations.

In preparation, work has been done to compile and analyze up-to-date workforce data on the Compensation community provided by the Heads of Human Resources from departments and agencies. Based on the workforce data provided, the project team has been working with client departments and agencies to develop a transition plan and adopt a government-wide approach to manage compensation staff during the transition. . Staffing processes have been initiated to fill positions in the Centre of Expertise. In addition to this, a far reaching and inclusive governance framework and a robust communications strategy have been developed. Furthermore, a joint union management consultation committee has been established in collaboration with departments, central agencies and the Public Service Alliance of Canada.

A Service Delivery Model and Concept of Operations have been developed for the Centre of Expertise. The project team has also developed Information Technology and network infrastructure plans and estimates. A Request for Information to identify office space for the initial opening of the Centre of Expertise in Miramichi, New Brunswick has been completed.

The Effective Project Approval submission is planned to be tabled in June 2011.

Industrial Benefits

A multi-million dollar contract will be awarded in 2011-12 for the COTS pay solution and a System Integrator. During the course of the project, it is expected that there will be some temporary positions required to support the solution implementation and business transformation activities.

The Consolidation of Pay Services Project will create 550 new public service jobs in Miramichi, New Brunswick, contributing to improve the local economy.

Details of Transfer Payment Programs

Horizontal Initiatives

Green Procurement

Green Procurement Capacity Building

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 and agencies can report on progress to improve the integration of environmental considerations in management processes and controls relative to procurement.

Activity	Target as % (as reported in 2010–11 RPP)	Actual Results as %	Description/Comments
Training for Procurement and Materiel Management Staff	90% of Materiel Managers and Procurement Personnel	87% of Materiel Managers and Procurement Personnel department-wide	100% of designated Corporate Services, Strategic Policy Branch and Regional Corporate Services, Strategic Management and Communications staff which conduct procurement activities for PWGSC received green procurement training (43 trained / 43 designated) Due to staff turnover and the shear volume of staff conducting procurement on behalf of other government departments, 85% of Acquisitions Branch procurement personnel received green procurement training (383 trained / 449 designated) As a result, the departmental result fell slightly short of the 90% target (87%, or 426 trained / 492 designated).
Training for Acquisition Cardholders	90% of Acquisition Cardholders	100%	Since all new Acquisition Cardholders must complete green procurement training in order to receive their acquisition card, the actual results for this activity (100%) exceeds the target of 90%). All previous cardholders who have not completed the training had their acquisition cards cancelled.
Performance Evaluations	All identified managers and functional heads will have environmental consideration clauses incorporated into their performance evaluations for the 2011 – 12 fiscal year.	100%	Department – wide 117 managers and functional heads who should have environmental considerations included in their performance evaluations for 2011-2012, have been identified. A suite of sample clauses has been disseminated to all identified managers and functional heads for the 2011-12 fiscal year performance evaluations. Monitoring will be accomplished through the performance management cycle already in place.
Procurement Processes and Controls	By March 31, 2011, all identified management processes and controls, relating to procurement, will have incorporated environmental considerations.	100%	Environmental considerations have been included in Contract Management Control Framework, Contract Management Guide and DP 99 Policy on Procurement, key policy instruments that govern management 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.

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 (This performance measure applies when a green consolidated procurement instrument as designated by PWGSC was not used or was unavailable for the specified good or service).

Good/Service	Target as % (as reported in 2010–11 RPP)	Actual Results as %	Description/Comments
IT Hardware (includes: desktops, notebooks, servers, and thin clients)	100%	98%	There are operational requirements that occasionally require the purchase of IT hardware items (i.e. iPads for testing) that are not included in green consolidated procurement instruments.
Vehicles	100%	100%	Achieved 100% result. Light duty vehicle purchases incorporated environmental considerations (e.g., clean diesel engines, fuel consumption / km, etc.) However, operational requirements (e.g., towing capacity, off-road use, cargo capacity, etc) resulted in exceptions for non-light duty vehicles.

Part C: Reduction Initiatives for Specific Goods

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	Target as % Reduction or # per FTE	Actual Results as % Reduction or # per FTE	Description/Comments
Paper – Double-sided Printing by Default (on networked resources)	60% of printed pages on networked devices will be double-sided in the NCA.	Not available	Reporting of this commitment has been discontinued because PWGSC no longer tracks duplex printing data due to a systems change. However, PWGSC will be tracking paper reduction in accordance with target 8.8 of the Federal Sustainable Development Strategy.
Printing Devices	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.	5.83:1	The target has been exceeded. PWGSC has launched the Information Technology Asset Alignment Project (ITAAP) to promote the reduction of Printing devices and to track and monitor these efforts.

Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees
Responses to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)
Auditor General Spring 2010 Report	Chapter 1 – Aging Information Technology Systems The objective of the audit was to determine whether selected entities had adequately identified and were managing the risks related to critical aging information technology (IT) systems. The audit covered the government entities with the largest IT expenditures — the Canada Revenue Agency, Public Works and Government Services Canada, Human Resources and Skills Development Canada, the Royal Canadian Mounted Police, and Citizenship and Immigration Canada expenditures — as well as the Treasury Board Secretariat’s Chief Information Officer Branch.
Recommendations	Five recommendations were directed at the various federal organizations. Public Works and Government Services Canada was involved in three recommendations. 1.49 Citizenship and Immigration Canada, Human Resources and Skills Development Canada, and Public Works and Government Services Canada should use a department-wide portfolio management approach to ensure that they focus on current and planned IT investments that best contribute to meeting their business objectives, with an acceptable degree of risk and at a reasonable cost. 1.50 Citizenship and Immigration Canada, Human Resources and Skills Development Canada, and Public Works and Government Services Canada should develop a multi-year IT investment plan that presents a balanced mix of mandatory, sustaining, and discretionary investments that they require to both sustain existing systems and to improve service delivery. 1.59 Human Resources and Skills Development Canada, Public Works and Government Services Canada, Citizenship and Immigration Canada, and the Royal Canadian Mounted Police should develop an action plan for each significant aging IT risk. The plans should include specific strategies, key activities, deliverables, and timelines to manage these risks. These entities should report progress regularly to senior management.
Departmental Response	Public Works and Government Services Canada agreed with the recommendations and has committed to implementing corrective action. For further information visit: http://www.oag-bvg.gc.ca/internet/English/parl_oag_201004_01_e_33714.html
	Chapter 3 – Rehabilitating the Parliament Buildings The audit objective was to determine whether Public Works and Government Services Canada manages the project for the rehabilitation of the Parliament buildings using sound management practices that respect the heritage character of the buildings while meeting the needs of Parliament.
Recommendations	One recommendation was directed at Public Works and Government Services Canada. 3.56 The Minister of Public Works and Government Services Canada, in cooperation with and with the support of the speakers of the Senate and the House of Commons—and in concert with the Senate Standing Committee on Internal Economy, Budgets and Administration, and the Board of Internal Economy—should develop and propose mechanisms to ensure that responsibility and accountability for the Parliament buildings rest with the Senate and the House of Commons.
Departmental Response	Public Works and Government Services Canada agreed with the recommendation and has committed to implementing corrective action. For further information visit: Please see Section I or http://www.oag-bvg.gc.ca/internet/English/parl_oag_201004_03_e_33716.html
Auditor General Fall 2010 Report	Chapter 1 – Canada’s Economic Action Plan The audit objective was to determine whether selected federal entities have adequately managed selected programs for Canada’s Economic Action Plan by putting in place appropriate management practices and providing programs to eligible recipients in a timely manner. Public Works and Government Services Canada was one of ten departments selected for this audit.
Recommendations	No recommendation was directed at Public Works and Government Services Canada. For further information, visit: http://www.oag-bvg.gc.ca/internet/English/parl_oag_201010_01_e_34284.html#appb
	Chapter 4 – Managing Conflict of Interest The objectives of the audit were to determine whether: the Treasury Board of Canada Secretariat provides the tools that departments need to meet federal government conflict of interest responsibilities, and the five selected departments have ensured that mechanisms and assistance are in place and that designated senior officials have enough knowledge to meet their responsibilities on the issue of conflict of interest.
Recommendations	Six recommendations were directed at the various federal organizations Public Works and Government Services Canada was involved in three recommendations. 4.64 Agriculture and Agri-Food Canada, Canadian Heritage, Human Resources and Skills Development Canada, Natural Resources Canada, and Public Works and Government Services Canada should develop an approach to risk assessment that includes identification and prioritization of risks, assessment and mitigation strategies, and residual risk assessment, in the key areas where major conflicts of interest could arise. 4.65 Once they have identified high-risk areas through an appropriate risk assessment process, Agriculture and Agri-Food Canada, Canadian Heritage, Human Resources and Skills Development Canada, Natural Resources Canada, and Public Works and Government Services Canada should require public servants in identified high-risk areas to report regularly, whether or not they have a conflict of interest. 4.72 Canadian Heritage, Human Resources and Skills Development Canada, Natural Resources Canada, and Public Works and Government Services Canada should ensure that their training is based on the conflict of interest risks that staff in specific areas face as they carry out their duties; the training should include case studies and scenarios in these areas.
Departmental Response	Public Works and Government Services Canada agreed with the audit recommendations and has committed to implementing corrective action. For further information, visit: http://www.oag-bvg.gc.ca/internet/English/parl_oag_201010_04_e_34287.html
	Chapter 6 – Acquisition of Military Helicopters The overall objective of the audit was to determine whether National Defence and Public Works and Government Services Canada managed the acquisition of selected military helicopters in compliance with key provisions of government contracting and major capital project legislation, regulations, policies, and guidelines and to determine whether the Treasury Board of Canada Secretariat performed its related challenge function.
Recommendations	Two of six recommendations were directed at Public Works and Government Services Canada. 6.65 Public Works and Government Services Canada should review and apply the lessons learned with these helicopter acquisitions to ensure that, for future major capital equipment acquisitions, the degree of modifications and/or development involved is fully reflected in approval documents and in the assessment of risk, and that procurement strategies and contracts are tailored to the complexity of the equipment being acquired. 6.76 Public Works and Government Services Canada should undertake a review of lessons learned in the use of long-term in-service support contracts before amending the contract in 2013 with Boeing, in order to ensure that risks are appropriately identified and managed, costs are properly determined, and alternative service delivery options are considered.
Departmental Response	Public Works and Government Services Canada agreed with the audit recommendations and has committed to implementing corrective action. For further information, visit: http://www.oag-bvg.gc.ca/internet/English/parl_oag_201010_06_e_34289.html
CESD Fall 2010 Report	Chapter 4 - Environmental Petitions The objective of this chapter was to inform Parliament and Canadians about the use of the petitions process. It describes the number, nature, and status of petitions received received between July 1, 2009 and June 30, 2010, and the timeliness of responses from ministers. While Public Works and Government Services Canada was late responding to the only petition it was responsible for this year, it missed the deadline by only one day.
Recommendations	The chapter made no recommendations. For further information, visit: http://www.oag-bvg.gc.ca/internet/English/parl_cesd_201012_04_e_34427.html
Responses to Office of the Privacy Commissioner of Canada
October 2010	Personal Information Disposal Practices in Selected Federal Institutions The audit objective was to determine whether selected government institutions have developed and implemented adequate controls – including policies and procedures – to ensure personal information is disposed of in a secure manner. The audit included Library and Archives Canada, Public Works and Government Services Canada (Crown Assets Distribution) and Industry Canada (Computers for Schools program).
Recommendations	No recommendation was directed at Public Works and Government Services Canada. For further information, visit: http://www.priv.gc.ca/information/pub/ar-vr/ar-vr_pidp_2010_e.cfm
Responses to Office of the Comptroller General (OCG)
OCG April 2010	Horizontal Internal Audit of Information Technology Asset Management in Small Departments and Agencies (SDAs) The objective of the audit was to determine whether the management and control structures in place in SDAs provide an effective framework for managing IT assets. Public Works and Government Services Canada was involved in this audit in its role as Common Service Provider.
Recommendations	No recommendation was directed at Public Works and Government Services Canada. For further information, visit: http://www.tbs-sct.gc.ca/report/orp/2010/it-titb-eng.asp
April 2010	Horizontal Internal Audit of Information Technology Asset Management in Large Departments and Agencies (LDAs) The objective of the audit was to determine whether the management and control structures in place in central agencies and in LDAs provide an effective framework for making IT-related decisions at the government-wide and departmental levels, respectively. Public Works and Government Services Canada was involved in this audit in its role as Common Service Provider.
Recommendations	No recommendation was directed at Public Works and Government Services Canada. For further information, visit: http://www.tbs-sct.gc.ca/report/orp/2010/itl-itgtb-eng.asp

Internal Audits and Evaluations

Internal Audits (2010-2011)

Name of Internal Audit	Internal Audit Type	Status	Completion Date	Electronic Link to Report
Audit of Project Management by Professional and Technical Services Management	Assurance	Completed (carry forward from 2009-2010)	September 2010	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/rapports-reports/2010-2011-eng.html
Annual Attest Audits of the Financial Statements of Revolving Funds for the fiscal year ended March 31, 2010: Translation Bureau Revolving Fund Real Property Disposition Revolving Fund Consulting and Audit Canada Revolving Fund Telecommunications and Informatics Common Services Revolving Fund Optional Services Revolving Fund Real Property Services Revolving Fund	Annual Financial Attest Audits of Revolving Funds	Completed (planned 2010-2011)	September 2010	Report is available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/rapports-reports/2010-2011-eng.html
Annual Attest Audit of the Financial Report of Administrative Costs Chargeable to the Canada Pension Plan for the fiscal year ended March 31, 2010	Annual Financial Attest Audit	Completed (planned 2010-2011)	November 2010	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/rapports-reports/2010-2011-eng.html
Audit of Liabilities and Contingent Liabilities related to Contaminated Sites	Assurance	Completed (carry forward from 2007-2008)	November 2010	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/rapports-reports/2010-2011-eng.html
Audit (consisting of specified forensic audit procedures) of Expenditures under the SNC-Lavalin O&M Contracts	Assurance	Completed (planned 2010-2011)	January 2011	Report is available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/rapports-reports/2010-2011-eng.html
Audit of Written Agreements between Selected Branches and the Information Technology Services Branch	Assurance	Completed (carry forward from 2009-2010)	March 2011	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/rapports-reports/2010-2011-eng.html

Evaluations (2010-2011)

Name of Evaluation	Program Activity	Evaluation Type	Status	Completion Date	Electronic Link to Report
Evaluation of Heritage Conservation Activities	Accommodation and Real Property Assets Management	Summative	Completed (carry forward from 2008-2009)	January 2011	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/rapports-reports/2010-2011-eng.html
Evaluation of the Information Technology Shared Services Telecommunications Line of Business	Information Technology Infrastructure Services	Summative	Completed (carry forward from 2009-2010)	March 2011	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/rapports-reports/2010-2011-eng.html
Evaluation of Large Space Accommodation Projects	Accommodation and Real Property Assets Management	Summative	Completed (carry forward from 2009-2010)	March 2011	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/rapports-reports/2010-2011-eng.html
Evaluation of Shared Travel Services Initiative	Specialized Programs and Services	Summative	Completed (carry forward from 2009-2010)	March 2011	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/rapports-reports/2010-2011-eng.html