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ARCHIVED - 2011-2012 RPPs - Status Report on Transformational and Major Crown Projects

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Agriculture and Agri-Food Canada

Status Report on Transformational and Major Crown Projects


Description:

The Grants and Contributions Delivery Project (GCDP) is being repositioned to ensure that it complies with the Department's overall grants and contributions reform, supports Government of Canada administrative reform efforts, and so that rigorous project management controls required for projects of this size are implemented.

GCDP received authority in June 2009 through the Growing Forward Service Excellence Initiative to conduct Phase I - Preliminary Project Approval (PPA) of GCDP, which includes the System Development Life Cycle phases of Conceptual, Preliminary and Detailed Design.

In Phase II, the GCDP will perform business alignment of programs through the adoption of common business processes, as well as the implementation of a common technical platform. Both will improve the access, management and delivery of non-BRM Grants and Contributions (Gs&Cs) programs.

The GCDP is split into two discrete phases:

  1. Phase I (PPA) which will include business transformation toward a core common business process framework and further clarification of the GCDP business requirements, flexible architecture design and completion of functional design of a common Departmental Gs&Cs delivery platform (known as GCDP) for all non-BRM grants and contributions programs; and
  2. Phase II – develop and build the platform components (estimated completion March 2013 includes a stabilization period).

The project will officially conclude when:

  • The non-BRM Gs&Cs delivery platform includes all critical functionality of security, financial and reporting requirements;
  • Three early-adopter programs have been implemented onto the delivery platform; and
  • The in-house GCDP Support Centre is in place in the Information Services Branch. This Centre will provide maintenance, end user support and continued program implementation of all remaining and upcoming new programs.

Project Phase:

This project is currently in the initiation, planning and design phase.


Leading and Participating Departments and Agencies:
Lead Department Agriculture and Agri-Food Canada
Contracting Authority Agriculture and Agri-Food Canada, Public Works and Government Services Canada
Participating Departments Public Works and Government Services Canada, Treasury Board Secretariat


Prime and Major Subcontractor(s):
Prime Contractor Deloitte & Touche LLP - 100 Queen Street, Suite 800, Ottawa, Ontario, K1P 5T8
Major Subcontractor(s) CSDC Systems Inc. (formerly Grantium) - 279 Laurier Ave. West, Suite 200,Ottawa, Ontario K1P 5J9


Major Milestones:
List of Major Milestones Completion / Target Date
Preliminary Project Approval 04-Jun-2009
Conceptual Design & Approved Architecture 01-Jul-2010
Business Alignment 31-Mar-2011
Detailed Design 31-Mar-2011
Treasury Board Submission (Final Draft) 01-Jan-2011
Treasury Board Submission Approval 31-Jan-2011
Development and Implementation 30-Nov-2012
Stabilization and Maintenance 31-Mar-2013

Project Outcomes:

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

Progress Report and Explanations of Variances:

Progress to date:
Conceptual Design - Complete
Preliminary & Detailed Design - Complete
Overall Business Requirements - Complete
Supplementary Project Staffing - Complete
Pre-Phase II Health Check Independent Review (to assess the viability of the GCDP go forward plan and the project’s readiness to proceed) - Complete
Management Response to Independant Assesment and associated Action Plan - Complete
Project Governance - Complete
Business Transformation - Under way
Phase II Treasury Board Submission (Authority to proceed with Business Transformation and the Development and Implementation of the GCDP) - Under way

The project team has re-established project milestones target dates for the PPA phase of the project to ensure the business re-design is achieved before implementing technology. This will ensure a stronger understanding and endorsement of Gs&Cs reform and the proposed solution department wide, which will form the basis for Phase II being submitted to Treasury Board. The GCDP team developed a strategy and has addressed all findings of the independent assessment and has identified an approach to stay aligned to the Service Excellence Treasury Board Submission to have a common non-BRM Gs&Cs delivery platform implemented by 2013.

Industrial Benefits:

In February 2007, an independent blue ribbon panel provided recommendations aimed at simplifying the administration of Gs&Cs while, at the same time, strengthening accountability and risk-based approaches for managing the programs. Through the development of the action plan and other work that has taken place over the past year, AAFC is meeting the commitments made by the Government in response to the panel's key recommendations.

With this plan, recipients, stakeholder organizations and federal program administrators will be able to see AAFC's progress, and more importantly, the project's next steps and the Department's commitment to engage them in the process. The last year has seen much activity, and a solid foundation is being laid for systemic change. This kind of change takes time, and there is still much work to be done. However, it is believed that the action plan will serve as a vital roadmap to guide AAFC over the next few years.

Note: Further details on this project can be found in the Status Report on Projects operating with specific Treasury Board Approval in the 2009-10 Departmental Performance Report.


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Canada Border Services Agency

Status Report on Transformational and Major Crown Projects

Temporary Resident Biometrics Project

Description:

The Temporary Resident Biometrics Project is a Citizenship and Immigration Canada led major Crown project, in partnership with the Canada Border Services Agency (CBSA) and the Royal Canadian Mounted Police (RCMP). The business objective of the project is to streamline identity management within the Government of Canada's temporary resident program. Against the backdrop of the rise of identity fraud globally and the use of increasingly sophisticated means to evade detection, a key challenge in Canada's immigration program is identifying applicants and managing their identity with confidence. The project is not aimed at the re-engineering of processes and systems, but rather an enhancement to existing processes related to applications for temporary resident visas/study permits/work permits and temporary resident permits. In addition, the project will leverage investment in existing Citizenship and Immigration Canada, CBSA and RCMP systems to the maximum extent possible.

Budget 2008 provided the CBSA with a funding of $12.7 million. With this funding, the CBSA will design and develop photo verification capability during primary and secondary inspection at all ports of entry, as well as discretionary biometric verification in secondary inspection lines at selected ports of entry. The CBSA is currently on schedule to implement the above-noted work components by March 2013.

Project Phase:

The Temporary Resident Biometrics Project is currently in the analysis and design phase; the construction and implementation phases will begin in 2011-12. In the analysis and design phase, Citizenship and Immigration Canada, the CBSA and the RCMP are working collaboratively to define and develop the solution as well as the approaches and plans for implementing the project. A critical first step is the clear definition of a set of comprehensive business and supporting infrastructure requirements agreed to by all partners. Requirements will then be used to define the business solution and how it will work (functional design), how technology will enable the solution (technical design), and how all the pieces fit and work together (supporting architectures).

Substantive plans and strategies for completing the project and managing the business change will be finalized and approved by all partners, culminating in a submission to obtain effective project approval in 2011. During the construction and implementation phases, the project will focus on developing, monitoring and controlling deliverables (as defined by the business requirements) while meeting schedule commitments.

Leading and Participating Departments and Agencies
Lead department or agency Citizenship and Immigration Canada
Contracting authority Public Works and Government Services Canada
Participating departments and agencies

Canada Border Services Agency
Royal Canadian Mounted Police



Prime and Major Subcontractors
Prime contractor n/a
Major contractors n/a


Major Milestones
List of Major Milestones Date
Approval of re-scoped option and funds Fall 2010
Business use cases for Phase 1 (re-scoped option) Fall 2010
Requests for proposals posted Fall 2010
Effective project approval received Spring 2011
System requirements for Phase 1 (re-scoped option) Spring 2011
Evaluating responses to the requests for proposals Spring 2011
System use cases for Phase 1 (re-scoped option) Summer 2011
Develop solution By end of 2011-12
Implement solution By end of 2012-13

Project Outcomes

The objectives of the Temporary Resident Biometrics Project are to:

  • Strengthen identity management: Ensure that the Government of Canada is using accurate and robust tools to store and safeguard client identity information so that only legitimate holders of temporary resident visas/study permits/work permits and temporary resident permits gain entry to Canada.
  • Enhance security: Reduce the likelihood that known criminals or immigration violators will gain access to Canada through the temporary resident visa program.
  • Improve program integrity: Introduce additional tools which make it more difficult for illegal migrants, previous deportees, people smugglers and traffickers to exploit identity loopholes for economic benefit by assuming different identities. Identity and nationality information of refugee claimants, gained through biometric checks, will support decision-making at the Immigration and Refugee Board of Canada.
  • Facilitate processing of legitimate clients: For returning clients, biometric identifiers will improve operational efficiency by reducing the paper burden and the time taken at ports of entry to re-establish identity. More efficient and effective identity management is one of a number of key tools to support ongoing processing improvements that will enable Citizenship and Immigration Canada to increasingly automate service delivery and help guide its service delivery.

Progress Report and Explanations of Variances

  • By fall 2009, planning had proceeded to the point where it was determined that the full scope, as approved in March 2007, could not be delivered within the existing funding envelope. As a result, an amended preliminary project approval was sought in April 2010 to allow time to resolve the scope issues. 
  • With the $12.7 million that the CBSA received in Budget 2008, the project will be re-scoped to include photo verification capability during primary and secondary inspection only at Canadian ports of entry with immigration-processing capabilities, and discretionary biometrics verification during secondary inspection at selected ports of entry.
  • Due to delays in the request for proposals process, the CBSA will not procure any equipment in 2010-11. 
  • The effort requirement to conduct the cost analysis, the uncertainties in terms of project scope, and the need to revisit project plans have delayed the effective project approval submission, which had been planned for 2009-10. Effective project approval is now tentatively scheduled for March 2011.
  • The CBSA will be ready to implement the project's reduced scope solution by March 31, 2013 as originally envisioned.

Industrial Benefits

  • This major Crown project does not directly benefit Canadian industry; it is a project to improve the safety of Canadian citizens.
  • Immigration and the granting of Canadian citizenship are vital to the continued growth and prosperity of Canada.
  • To support the Government of Canada's priorities of strong economic growth and a safe and secure world, a balance must be maintained between the desire to welcome newcomers to Canada and the obligation to protect the health, safety and security of Canadian society.
  • Criminals, terrorists and other known inadmissible persons must not be allowed to enter or stay in Canada.

 

Air Cargo Security Program

Description:

The primary objective of the Air Cargo Security Program is to develop a comprehensive air cargo security regime in Canada. The program will align Canada's approach with the regimes of international partners, and will ensure that it mitigates the risks associated with both the introduction of explosives in cargo or mail and the use of cargo aircraft as weapons. Supply-chain programs to identify low-risk cargo will be developed and procedures identified to screen high-risk and targeted cargo.

Project Phase:

The priority initiatives of the Canadian Air Cargo Security Program major Crown project to be implemented in 2010-11 are as follows:


Leading and Participating Departments and Agencies
Lead department or agency Transport Canada
Contracting authority Public Works and Government Services Canada
Participating departments and agencies Canada Border Services Agency


Prime and Major Subcontractors
Prime contractor n/a
Major contractors n/a


Major Milestones
List of Major Milestones Date
Privacy Impact Assessment 2011
Memorandum of Understanding for the exchange of information between Transport Canada and the CBSA 2011
Interoperability between Transport Canada and the CBSA 2011-12
Agreement on the risk assessment process for Transport Canada participants 2011-12

Project Outcomes

The beneficiaries of this program are air travellers. Benefits include:

  • enhanced regulatory regime;
  • oversight, training and compliance;
  • screening technologies and processes;
  • mutual recognition and interoperability;
  • support for risk assessments undertaken by Transport Canada; and
  • screening of air cargo items at small and remote class II and class “other” airports.

Progress Report and Explanations of Variances

  • Work on this initiative commenced in May 2010 upon approval of the Treasury Board submission.
  • Since that time, the Privacy Impact Assessment has been approved internally and forwarded to the Office of the Privacy Commissioner for review.
  • The Air Cargo Security Program interoperability working group has been established and will meet in the near future.

Industrial Benefits

The industrial benefits include:

  • protection of the Canadian public and those working in the air cargo supply chain;
  • streamlining trade through risk management;
  • promotion of the movement of goods, both domestically and internationally, through effective trade supply chains;
  • improvement in the ability of the CBSA to detect high-risk cargo;
  • improvement in the controls and the ability to make better, more efficient allocations of CBSA resources; and
  • assurance of the efficient flow of goods contributing to Canada's economic prosperity.

 

eManifest

Description:

eManifest represents Phase III of the Advance Commercial Information program, which is aimed at improving the CBSA's ability to detect shipments that pose a high or unknown risk to the safety and security of Canadians. eManifest will help the Agency protect and secure Canadian frontiers by “pushing the border out.” It will accomplish this by requiring carriers to electronically submit all pre-arrival commercial information (including cargo, conveyance and crew data) in the highway and rail modes of transportation. It will also require freight forwarders and importers to electronically submit advance secondary cargo and advance trade data for all modes (marine, air, rail and highway). This will enable the CBSA to more effectively analyze risk, assist with ensuring that efficient border procedures are in place, and help secure the international trade supply chain.

Project Phase:

eManifest is being deployed in multiple phases, whereby deliverables are being implemented at various stages throughout the project, according to client group. During the life cycle of the project, the following activities related to the electronic receipt and automated risk assessment of pre-arrival data will be undertaken including:

  • primary and secondary cargo information;
  • conveyance information;
  • crew/driver information; and
  • importer release/advance trade information.

The project will also see the development of the following:

  • alternative methods of communication (Internet portal);
  • cargo messaging/notification system;
  • linkages between cargo, importer admissibility and release information (including arrival status);
  • a multi-modal manifest suitable for all modes of transportation;
  • improved information for border services officers at the primary inspection line;
  • integrated examination results;
  • a mechanism for risk assessors to make pre-arrival admissibility recommendations;
  • trend analysis and pattern detection (supported by business intelligence and a data warehouse);
  • compliance management and data quality review;
  • information reporting to senior management; and
  • capacity and infrastructure which are sufficient to meet established pre-arrival reporting time frames and volumes.

In addition, some activities included in the list above will be implemented or retrofitted for the air and marine modes because the activities were not included as part of Phases I and II of the Advance Commercial Information program. These are:

  • electronic receipt and automated risk assessment of pre-arrival data, including secondary cargo, crew and importer release/advance trade data;
  • development of trend analysis and pattern detection;
  • linkages between cargo, advance trade data and release information (including arrival status); and
  • multi-modal manifest suitable for all modes of transportation.
Leading and Participating Departments and Agencies
Lead department or agency Canada Border Services Agency
Contracting authority

Canada Revenue Agency
Public Works and Government Services Canada

Participating departments and agencies n/a


Prime and Major Subcontractors
Prime contractor n/a
Major contractors n/a


Major Milestones
List of Major Milestones Date
Highway carriers begin to transmit cargo and conveyance data using a Web-based eManifest 2011
Rail carriers begin transmission of cargo and conveyance data 2011
Freight forwarders begin transmission of secondary cargo/house bill data 2011
Importers begin transmission of importer data (beginning with the marine mode) 2012
Full implementation of eManifest in all modes of transportation expected 2014

Project Outcomes

eManifest has the following immediate outcomes:

  • enhanced knowledge and capacity to risk assess pre-arrival data and monitor trade community compliance;
  • enhanced co-operation with U.S. Customs and Border Protection through harmonized commercial processes;
  • enhanced innovative systems and technology to effectively and efficiently assess data;
  • increased success of detection activities to intercept high-risk goods and travellers;
  • increased compliance by the trade community with CBSA legislation;
  • enhanced flow of low-risk people and goods; and
  • improved stakeholder satisfaction.

eManifest has the following strategic outcomes:

  • Canada's population is safe and secure from border-related risks.
  • Legitimate travellers and goods move freely and lawfully across Canada's border.

Progress Report and Explanations of Variances

Treasury Board granted effective project approval on November 29, 2007.

The following eManifest project achievements were realized between 2007 and 2010:

  • completed successful consultation and communication activities with external stakeholders within the trade community through the eManifest Stakeholder Partnership Network and the Border Commercial Consultative Committee;
  • implemented the foundations for an automated border process with U.S. Customs and Border Protection to support the secure movement of commercial goods through Canada and/or the United States by land;
  • introduced the ability to extract U.S. marine cargo data on U.S.-destined cargo;
  • made changes to the Accelerated Commercial Release Operations Support System / Canadian Food Inspection Agency interface;
  • implemented a notification system (carriers are notified when primary cargo reports are matched with secondary cargo reports);
  • improved TITAN/Accelerated Commercial Release Operations Support System linkages;
  • introduced the ability to validate appraisal quality data with the Harmonized System Code;
  • introduced the ability to perform an historical search to view all details of the cargo/container/conveyance;
  • Bill S-2, an Act to amend the Customs Act, received Royal Assent on June 11, 2009 (the Act contains modifications to the advance commercial reporting requirements that provide the CBSA with the authority to mandate that carriers, importers and freight forwarders, in all modes of transportation, provide the CBSA with electronic shipment information prior to arrival in Canada);
  • implemented Phase I of the electronic data interchange for rail reporting, enabling facilitated electronic processes for use by rail carriers; and
  • developed an interim solution to manage the CBSA's information technology infrastructure to support the future increase in the receipt of electronic data volumes and processes from trade-chain participants.

The following eManifest project achievements were realized in 2010:

  • implemented electronic data interchange for highway carriers;
  • highway carriers began transmitting cargo and conveyance data to the CBSA through the electronic data interchange system in advance of their arrival at the border;
  • trained nearly 1,500 staff across Canada (border services officers, superintendents and clerks in the highway mode, and client services officers) through WebEx, a Web-based interactive learning environment, and conference calls. Other employees will be trained with an eLearning product;
  • developed and distributed multiple training products (manuals, quick reference guides); and
  • conducted multiple consultations with the eManifest Stakeholder Partnership Network.

The spending profile was adjusted to reflect figures in the effective project approval submission dated November 2007. The total amount spent during 2008-09 was primarily related to the design and development of components towards the implementation of electronic reporting in the highway mode. Such components include electronic reporting interchange, Internet portal, and improved systems integration for border services officers at the primary inspection line. Additional spending was to carry out the further development and implementation of capacity and infrastructure enhancements to support future electronic reporting time frames and volumes.

The 2008-09 carry-forward amounts are attributed to a further refinement of the project schedule and associated implementation dates. Rollout of systems' functionality has been aligned to meet the requirements of specific client groups, which necessitated the realignment of project spending. Furthermore, in response to the current economic environment, the Government of Canada requested a temporary rollback of $85 million (to be repaid over two years commencing in 2011-12) in order to support other government pressures. This rollback necessitated a complete review of project spending profiles and the project deployment strategy. As such, project components were realigned in order to account for yearly pressures related to this budget reduction, which included moving procurement activities for infrastructure and hardware to future years. A significant number of yearly carry-forwards are associated with procuring a data warehouse and associated tools. As a result of this realignment of project funds, the last project release is now scheduled for 2013-14, a delay of two years from previous reports. The project completion is targeted for 2015.

The 2010-11 Budget takes into account a contribution to the Government of Canada ($45 million) that led to a reduction of funds available for the current fiscal year. This reduction will be managed through a carry-forward as identified in 2009-10. In other words, funds were carried forward from 2009-10 to 2010-11. These funds will be used to compensate for the contribution to the Government of Canada and will be spent accordingly on previously-planned deliverables.

Industrial Benefits

eManifest will provide the following industrial benefits:

  • Enhanced prosperity: eManifest will contribute to a strong economy by facilitating the flow of low-risk trade in a high-volume, time-sensitive, trans-border environment.
  • Enhanced security: Canadian society will be better protected from health, safety, security and terrorist threats as eManifest will “push the border out” as a means to obtain the right data at the right time. eManifest will use sophisticated tools and technology and rigorous risk assessment systems to interdict threats prior to their arrival at the border.
  • Streamlined border processing: Obtaining and risk assessing commercial information from trade-chain participants before the arrival of goods in Canada will minimize the processing required at the border, streamline the clearance process and reduce border congestion.
  • Consistency of application: As eManifest will expand the existing requirements for marine and air carriers to those in the highway and rail environments, there will be a consistent application of risk assessment across all modes of transportation relative to CBSA requirements.
  • Reduced costs of compliance: Members of the trade community will be able to leverage the investment they are making to comply with both international and U.S. requirements. To the greatest extent possible, eManifest will develop system requirements using recognized international and North American standards.
  • Enhanced systems performance: Given the high volumes and compressed time frames associated with trans-border trade, the CBSA will make enhancements to its information technology infrastructure that will improve system performance and reliability.

 


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Canadian Food Inspection Agency

Summary of Capital Spending by Program Activity

 
($ Millions) Forecast Spending
2010-11
Planned Spending
2011-12
Planned Spending
2012-13
Planned Spending
2013-14
Food Safety Program 18.4 8.1  1.7 0.9
Animal Health and Zoonotics Program 3.9 0.0  0.0 0.0
Plant Resources Program 1.1 0.0  0.0 0.0
International Collaboration and Technical Agreements 0.0 0.0  0.0 0.0
Internal Services 13.0 12.9 12.9 12.9
Total 36.4 21.0 14.6 13.8
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Canadian Space Agency

Annexe 4 - Status Report on Transformational and Major Crown Projects


RADARSAT-2

The RADARSAT-2 Major Crown Project (MCP) activities ended during the 2010-2011 fiscal year. The Major Crown Project closure submission received Treasury Board approval in May 2010.

Summary of Non-Recurring Expenditures ($ in millions)
(as of March 31, 2010)
Program Current Estimated Total Expenditure Forecast to March 31, 2010 Planned Spending 2010-2011 Future Years
RADARSAT–2 417.7 417.7 0.0 0.0





RADARSAT Constellation

1- Description

The RADARSAT Constellation is the follow-on to RADARSAT-1 and RADARSAT-2. RADARSAT-1 was launched in 1995 and is still operating. RADARSAT-2, developed in partnership with the private sector, was launched in 2007 for a seven-year mission. Canada has established itself as a leading global supplier of C-band satellite radar data. The RADARSAT Constellation will enhance this leadership and position Canadian industry in technology and value-added product markets.

The RADARSAT Constellation is designed as a scalable constellation of three small satellites. The first satellite is planned to be launched during fiscal year 2014-2015, followed by the second and third in fiscal year 2015-2016. With a constellation, the time between successive imaging of the same part of the Earth (revisit time) is significantly reduced. The creation of a three-satellite constellation will increase the frequency of available information, as well as the reliability of the system, making it better suited to operational requirements of Departments. In the event of a satellite failure, the other satellites will be able to provide a reduced level of service.

The scope of the RADARSAT Constellation Major Crown Project (MCP) includes the design, development, manufacture, integration, test and launch of the satellites plus the design, development, manufacture and installation of the associated ground segment. One year of operation of the three-satellite constellation is also included in addition to an applications development program.

The RADARSAT Constellation will provide all-weather day and night data in support of three key priorities: maritime surveillance, environment and resources monitoring, and disaster management. The three-satellite constellation will provide more accurate data than its predecessors with an average daily coverage of Canada and its surrounding waters. Coverage will increase significantly in Canada's North.

The RADARSAT Constellation supports the maritime surveillance requirements of Environment Canada, the Department of National Defence, Fisheries and Oceans Canada (including the Canadian Coast Guard) and Transport Canada. It is the principal data source envisioned for wide area surveillance of Canada's remote areas and sea lanes. Only satellite data can offer regular cost-effective coverage to task ships and aircraft seeking to intercept suspect vessels. The daily coverage of marine areas will also support fisheries monitoring, ice and iceberg monitoring, pollution monitoring and integrated ocean and coastal zone management.

The RADARSAT Constellation will support monitoring on Natural Resources Canada, Environment Canada, Parks Canada and Agriculture and Agri-Food Canada. It will be a critical source of information for agriculture, forestry and wildlife habitat. The Constellation will also provide medium resolution data for wide area change detection, supporting water quantity monitoring, wetlands mapping and coastal change monitoring.

The RADARSAT Constellation can provide high resolution (3m), all-weather imagery of most places in the world on a daily basis for the purpose of supporting disaster management, both in Canada and globally. This data is critical to disaster mitigation, warning, response and recovery. Disaster types supported include flood monitoring and relief, oil spills, changes in the permafrost in northern Canada, volcanic eruption and earthquake warning and hurricane monitoring.

In addition, the RADARSAT Constellation develops Canadian high technology design and manufacturing capabilities and the integration of satellite data into information products and services. Canada's space and geomatics industries will benefit from favourable positioning on international markets and increased access to data essential to many international users.

The RADARSAT Constellation will provide C-band SAR data continuity for existing RADARSAT users, including the Canadian Ice Service. The Service relies on SAR data to fulfill its mandate to provide the most accurate and timely information about ice in Canada's navigable waters to promote safe and efficient maritime operations and to help protect Canada's environment.


2- Project Phase

RADARSAT Constellation MCP completed the preliminary design in March 2010.


3- Leading and Participating Departments and Agencies

Sponsoring Agency: Canadian Space Agency
Contracting Authority: Public Works and Government Services Canada
Participating Departments: Natural Resources Canada
Environment Canada
National Defence
Foreign Affairs and International Trade
Industry Canada
Fisheries and Oceans
Agriculture and Agri-Food Canada
Transport Canada
Public Safety
Indian and Northern Affairs Canada
Parks Canada


4- Prime and Major Sub-Contractors

Prime Contractor City
- MacDonald, Dettwiler and Associates (MDA) - Richmond, British Columbia


Major Sub-Contractors City
- MacDonald, Dettwiler and Associates - Ste.-Anne-de-Bellevue, Quebec
- Magellan Aerospace, Bristol Aerospace - Winnipeg, Manitoba
- COMDEV Limited - Cambridge, Ontario
- MacDonald, Dettwiler and Associates - Halifax, Nova Scotia


5- Major Milestones

The major milestones on the RADARSAT Constellation Major Crown Project are the following:

Phase Major Milestones End Date
A: Initial Planning and Identification Requirement Definition March 2009
B: Preliminary Design Preliminary Design March 2010
C: Detailed Design Detailed Design July 2012
D: Manufacture and Acceptance Launch satellite #1
Launch satellite #2 and # 3
2014-2015
2015-2016
E1: Operations Operations (part of MCP) March 2017
E2: Operations Operations (not part of MCP) 2017 to 2024

6- Project Outcomes

RADARSAT Constellation is managed under the Space Data, Information and Services Program Activity and will contribute to a single overarching result:

User Other Government Departments (OGDs) offer more diversified or cost-effective programs and services due to their utilization of space-based solutions. This result is measured by:

  1. Number of OGDs' programs serviced by space data/services that are outlined in reports to Parliament (RPP, DPR) of such users.

  2. Degree of appreciation expressed by the OGDs through formal and informal structures.

Performance is monitored in the CSA Departmental Performance Report. For more performance information, go to:
http://www.asc-csa.gc.ca/eng/publications/default.asp#parliament


7- Progress Report and Explanation of Variances

On December 13, 2004, the Domestic Affairs Committee of Cabinet granted approval-in-principle to a ten-year, $600 million program to implement a RADARSAT Constellation aimed at addressing user needs with respect to Canadian sovereignty and marine surveillance, environmental monitoring and change detection, and disaster management. The RADARSAT Constellation is to be government-owned and operated.

In the 2005 Budget, the CSA was provided with an additional $110.9 million over five years (2005-2006 to 2009-2010). Combined with a further $89.1 million from the CSA's reference levels, a total of $200 million was identified for CSA to work with the Canadian space industry on the development of the next generation of advanced radar remote sensing satellites. This funding covers Phases A (Initial Planning and Identification Phase) through C (Detailed Design Phase) of the RADARSAT Constellation Project, but is insufficient for building and operating the satellites.

On June 6, 2005, Treasury Board (TB) granted Preliminary Project Approval (PPA) to the RADARSAT Constellation and expenditure authority for the Project Initial Planning and Identification Phase A at a substantive cost estimate of $13 million (excluding GST). Phase A sought to finalize feasibility studies, define user requirements, payload and bus options for the mission, and reduce technology risks for the antenna, transmit/receive modules, and sensor electronics.

The Phase A work started in July 2005 and was completed in December 2006. Phase A was then extended to allow additional technical risk reduction activities to continue during the period prior to the Phase B contract award. This was completed in March 2008.

A revised PPA TB Submission to proceed to Phases B and C was approved in March 2007. In December 2006, Public Works and Government Services Canada (PWGSC) initiated a competitive Request for Proposal (RFP) process to identify a prime contractor for the RADARSAT Constellation project (i.e., for Phases B/C/D of the space segment and a portion of the ground segment) and negotiate a contract for Phases B and C with the winning prime contractor, MDA. The contract for Phase D would follow successful completion of Phases B and C, obtaining the necessary funding and the granting of Effective Project Approval (EPA) from TB. In September 2008, PWGSC obtained authority to enter into a contract with MDA. Negotiations for Phase B were completed in October 2008 and the contract for Phase B was awarded to MDA in November 2008. Phase B was completed in March 2010. The contract for Phase B was amended to include the scope of Phase C which will continue until January 2012. Budget 2010 approved continuation of the RCM program by allocating $497 million over 5 years, $100 million of which will come from CSA's Reference Levels.

A joint Revised Preliminary Project Approval (PPA) was prepared by CSA and PWGSC, and was approved by Treasury Board (TB) on December 9, 2010. The RCM Major Crown Project indicative cost estimates were revised from $625 million to $873 million. The purpose of this Revised PPA was also to request Revised Expenditure Authority for RCM to include the procurement of long-lead items during Phase C and also the inclusion of a technology demonstration program for the DND funded Automatic Identification System (AIS) payload. As a result of the addition of the long-lead items, the phase C is now planned to end in July 2012, although the mission CDR will occur in January 2012.


8- Industrial Benefits

Significant industrial benefits in the space and Earth observation sectors are expected from the RADARSAT Constellation program. It is expected to generate employment growth in the Canadian knowledge-based economy and spur the growth of small and medium-sized businesses as the Canadian infrastructure and services industry continues to grow. As of March 2010, the CSA had funded $52 million worth of work to Canadian industry directly attributable to the RADARSAT Constellation MCP.

CSA's overall regional distribution targets will apply to the project on a "best efforts" basis. The prime contract also includes a requirement for 70% Canadian content, excluding launch services. Since Canadian space program spending is relatively low in Atlantic Canada, a minimum requirement of 3.5% of the total Canadian content will apply for that region. The prime contract includes reporting obligations and performance measures as well as financial penalties for not meeting the minimum Atlantic Canada content. CSA will continue to work closely with Industry Canada and Atlantic Canada Opportunities Agency to monitor regional distribution achievements and to support the prime contractor in the delivery of the given targets.


Regional Distribution of Canadian Content Contracts to Canadian Industry
(as of March 31, 2010)
Program British Columbia Prairie Provinces Ontario Quebec Atlantic provinces Total Canada
RADARSAT Constellation 30.3% 11.7% 20.1% 34.7% 3.2% 100%
Note:
Due to rounding, decimals may not add up to totals shown.
Summary of Non-Recurring Expenditures ($ in millions)
(as of March 31, 2010)
Program Current Estimated Total Expenditure Forecast to March 31, 2010 Planned Spending 2011-2012 Future Years
RADARSAT Constellation 280.9 118.0 88.5 74.3




James Webb Space Telescope

1- Description

The James Webb Space Telescope (JWST) is a joint mission of NASA, ESA, and the Canadian Space Agency. The mission concept is for a large filled-aperture telescope located 1.5 million km from Earth. Like Hubble, the JWST will be used by the astronomy community to observe targets that range from objects within our Solar System to the most remote galaxies, which are seen during their formation in the early universe. The science mission is centred on the quest to understand our origins, and specifically aimed at:

  • Observing the very first generation of stars to illuminate the dark universe when it was less than a billion years old.
  • Understanding the physical processes that have controlled the evolution of galaxies over cosmic time, and, in particular, identifying the processes that led to the assembly of galaxies within the first 4 billion years after the Big Bang.
  • Understanding the physical processes that control the formation and early evolution of stars in our own and other nearby galaxies.
  • Studying the formation and early evolution of proto-planetary disks, and characterizing the atmospheres of isolated planetary mass objects.

The JWST is scheduled for launch in 2014. JWST instruments will be designed to work primarily in the infrared range of the electromagnetic spectrum, with some capability in the visible range. JWST will have a large mirror, 6.5 metres in diameter and a sunshield the size of a tennis court that will both fold up and open once in outer space.

Canada is providing the Fine Guidance Sensor (FGS) and Tuneable Filter Imager (TFI). The FGS is integral to the attitude control system of JWST, and consists of two fully redundant cameras that will report precise pointing information of JWST. Canadian expertise in this area has been established with the successful fine error sensors for the FUSE mission. Packaged with the FGS but functionally independent, the Tuneable Filter Imager is a unique, narrow-band camera with imaging capability. For example, it will allow astronomers to search for extrasolar planets through a technique called coronography, which means that the light from a star will be blocked out so that astronomers can see what is in the star's neighbourhood.

The JWST-FGS Major Crown Project, in partnership with COM DEV, consists of the design, development, integration and testing and integration into the spacecraft, launch and commissioning of the Fine Guidance Sensor and Tunable Filter Imager.

By participating in this leading-edge international space exploration mission, the Canadian Space Agency is actively promoting Canadian scientific expertise and innovative, advanced space technologies. The National Research Council's Herzberg Institute of Astrophysics is a key Government of Canada partner for activities related to the development of science instruments and distribution of telescope data. In return for its overall investment in the JWST, Canada will obtain a minimum of 5% of the time on this unique space telescope. Already, the news of Canada's involvement in this international space exploration mission is inspiring youth, educators and amateur astronomers, and rallying members of Canada's world-renowned astrophysics community.


2- Project Phase

The JWST-FGS Major Crown Project (MCP) is currently in phase D Integration and Testing.


3- Leading and Participating Departments and Agencies

Sponsoring Agency: Canadian Space Agency
Contracting Authority: Public Works and Government Services Canada for the Canadian Space Agency
Participating Departments: NRC's Herzberg Institute of Astrophysics
Industry Canada


4- Prime and Major Sub-Contractors

Prime Contractor City
- COMDEV Canada - Ottawa, Ontario


Major Sub-Contractors Country
- Teledyne - U.S
- Corning Netoptix - U.S
- IMP Aerospace Avionics - Canada
- ABB Bomem - Canada
- MDA - Canada
- INO - Canada
- CDA - U.S
- ESTL - Europe


5- Major Milestones

The major milestones of the JWST Major Crown Project are the following:

Phase Major Milestones Date
A: Initial Planning and Identification Requirement Definition 2003-2004
B: Preliminary Design Preliminary Design August 2004 to May 2005
C: Detailed Design Detailed Design July 2005 to September 2008
D: Manufacture and Acceptance Manufacturing/Assembly; Integration/Testing; Pre-launch preparations, Launch/System Commissioning May 2007 to December 2015
E: Operations Operations 2014-2015 to 2018-2019
Note:
The Major Crown Project terminates with the completion of Phase D.

6- Project Outcomes

The JWST-FGS MCP is managed under the Space Exploration Program Activity and will contribute to two overarching results:

Result 1 - Expansion of advanced scientific knowledge acquired through space exploration endeavours.

Indicator: Number of peer-reviewed scientific publications, reports and conference proceedings based on space exploration data produced by researches (sciences and technologies) in Canada.

Result 2 - Multiple use and applications of knowledge and know-how acquired through space exploration endeavours.

Indicator: Number of terrestrial applications and of space re-utilization of knowledge and know-how acquired through space exploration endeavours.

Performance is monitored in the CSA Departmental Performance Report. For more performance information, go to:
http://www.asc-csa.gc.ca/eng/publications/default.asp#parliament


7- Progress Report and Explanation of Variances

In March 2004, Treasury Board gave Preliminary Project Approval for Phases B, C and D at an indicative cost of $67.2 million. In December 2006, before the completion of the detailed design of the FGS, the CSA requested increased expenditure authority to complete the project. Treasury Board granted Effective Project Approval for a substantive total cost estimate of $98.4 million in February 2007 with the condition "that the Canadian Space Agency provide reports to Treasury Board at the completion of Phases C and D of the JWST project which include up-to-date information on the project scope, costs, schedule and risks". At the same time, the project became a Major Crown Project.

The first Critical Design Review (CDR), held in March 2007, for the guider function of the FGS, did reveal some technical issues, which required additional effort to resolve. This Review took place after the Effective Project Approval (EPA) received in February 2007. After this first CDR, with the focus now turning toward the preparation of the system level CDR, new issues became apparent requiring additional analysis. Testing of the Tunable Filter Imager prototype also revealed technical issues that needed to be addressed.

During this transition between the completion of the detailed design phase (Phase C) and the initiation of the manufacturing phase (Phase D) the project faced the prospect of a significant cost growth and therefore required the CSA to return to Treasury Board to amend its Effective Project Approval (EPA) for the JWST Major Crown Project. The current estimated total cost for the Definition and Implementation phases is now $147.5 million. In December 2007, Treasury Board granted a revised Effective Project Approval. Manufacturing, integration and test of the FGS will be completed during fiscal year 2010-2011.

During the last period, the project has been very busy with the hardware and software development. COM DEV Canada, the prime contractor for the JWST Fine Guider Sensor (FGS) project, has been working on the FGS Engineering Test Unit (ETU) and Proto Flight Model (PFM).

The ETU was delivered to NASA Goddard Space Flight Center in September 2010 after the successful test campaign replicating the environmental conditions of launch, transition to its operation site and perations. These tests were performed at DFL from the fall of 2009 to the beginning of fiscal year 2010-2011.

On the PFM side, COM DEV International Ltd. has received the flight components and proceeded with the integration steps. The PFM is planned to be delivered to NASA Goddard Space Flight Center in 2011.


8- Industrial Benefits

As of March 31, 2010, the CSA has funded $71.97 million worth of work to Canadian industry directly attributable to the JWST-FGS Major Crown Project. Direct industrial benefits from the construction of the JWST-FGS and TFI system will benefit central regions of Canada. Although there is no regional distribution requirement for this project, the following table provides an approximate distribution:

Regional Distribution of Canadian Content Contracts to Canadian Industry
(as of March 31, 2010)
Program Ontario Quebec Atlantic Provinces Total Canada
JWST-FGS and TFI 89.5% 8.7% 1.8% 100%

Summary of Non-Recurring Expenditures ($ in millions)
(Forecast to March 31, 2011)
Program Current Estimated Total Expenditure Forecast to March 31, 2011 Planned Spending 2011-2012 Future Years
JWST-FGS and TFI 147.5 141.2 4.5 1.8

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Citizenship and Immigration Canada

Status Report on Major Crown/Transformational Projects – Global Case Management System

1. Description

The Global Case Management System (GCMS) is Citizenship and Immigration Canada’s (CIC’s) electronic business platform. It is integral to making the citizenship and immigration system more modern, efficient, flexible and responsive to Canada’s labour market. It is essential to improving citizenship and immigration services, maintaining program integrity and strengthening the security of Canada.

GCMS is helping CIC move toward an integrated and virtual business model. GCMS also lays the foundation to support future business improvements and innovation, such as the introduction of e-services and improved identity management through biometrics.

2. Project Phase

GCMS is currently in the project implementation phase. GCMS was granted preliminary project approval in 2001. In September 2004, it was successfully implemented for the Citizenship Program. The first version of GCMS is currently being used to process more than 200,000 applications each year for Canadian citizenship and proof of citizenship.

Based on the results of independent reviews, GCMS underwent a project assessment, and a revised go-forward plan was developed with a reduced scope. In August 2008, approval was granted to develop the next phase of GCMS, which focused on visa offices overseas where the majority of clients first seek CIC services.

An independent review completed in June 2009 confirmed that the project schedule is achievable, the technology is sound and the initiative is on track. In June 2010, the first visa office overseas began using GCMS Release 2. Once fully implemented in March 2011, GCMS will provide a single, integrated processing capability for all citizenship and overseas immigration applications.

3. Leading and Participating Departments and Agencies

Lead Department Citizenship and Immigration Canada
Contracting Authority Public Works and Government Services Canada
Participating Departments Canada Border Services Agency

4. Prime and Major Subcontractor(s)

Prime Contractor None (CIC is responsible for system integration.)
Major Subcontractor(s) None (Various subcontractors are used.)

5. Major Milestones

List of Major Milestones Date

Funding approved for the GCMS project at the same time as CIC’s Treasury Board submission on the implementation of policy reforms and the new Immigration and Refugee Protection Act (IRPA).

August 2000

Preliminary Project Approval and major Crown project designation granted to GCMS.

March 2001

Effective Project Approval (EPA) granted to GCMS.

January 2002

Request for proposal for the acquisition of a commercial, off-the-shelf software package for case management is posted for tender by Public Works and Government Services Canada.

February 2002

Contract for the off-the-shelf software package for case management is awarded.

March 2003

Amended EPA granted to GCMS to address the impact of procurement delays.

October 2003

The first GCMS business component (Citizenship) is implemented.

September 2004

A second amendment to the EPA granted to address the impact of cumulative slippage that includes critical new requirements in project scope and provides for an incremental deployment approach.

September 2005

Completion of a System Under Development audit of the GCMS project.

November 2005

A third amendment to the EPA granted to address a wording anomaly with regard to the Goods and Services Tax (GST).

December 2006

Independent review indicates the need to assess project status and review options for completing GCMS objectives.

December 2006

A fourth amendment to the EPA granted to undertake this assessment and to develop a revised go-forward plan.

February 2007

A fifth amendment to the EPA granted, extending the time frame for completion of a substantive go-forward plan to late fiscal year 2007–2008.

October 2007

Independent review validates project’s recovery plan and project team’s readiness to deliver.

December 2007

A sixth amendment to the EPA granted with a reduced scope for the second release of GCMS.

August 2008

Independent review confirms that technology is sound, project schedule is achievable and “success is within sight.”

June 2009

Remainder of funding required to complete the project is released.

September 2009

Deployment of new GCMS version to existing citizenship users.

May 2010

GCMS deployment to first visa office overseas.

June 2010

GCMS deployment to all visa offices overseas is complete.

March 2011

6. Project Outcomes

’s is CIC’s secure electronic business platform that will integrate citizenship and immigration data worldwide. It will provide a secure and effective system for managing clients that will deliver improved program integrity, increased overall efficiency and better service delivery—all elements of the government agenda—in a complex and changing business environment. ’s will lay the foundation to support future business improvements and innovations such as the introduction of e-services and improved identity management through biometrics.

7. Progress Report and Explanations of Variances

In September 2009, the latest project status report was reviewed and the remainder of the funding required to complete the project.

Previously, in August 2008 approval was granted to extend the time required to complete the project to March 31, 2011, and increase the project’s total spending authority to $387 million (including GST). Consistent with recommendations from independent reviews conducted between December 2006 and December 2007, GCMS Release 2 is being developed with a reduced scope focused on visa offices overseas.

The GCMS project has faced considerable challenges, adding to the cost and time needed to complete the project, including:

  • an overly ambitious scope with no initial phased delivery;
  • a change of government direction to commercial off-the-shelf software;
  • splitting of immigration with the creation of the Canada Border Services Agency;
  • amendments to IRPA, representing a major change in the administration of the immigration system; and
  • a need to respond to increased security risks, while respecting privacy.

The GCMS project is within its approved budgetary estimate of $387 million and is on schedule to deploy to all international missions by March 31, 2011. As of April 1, 2011, ’s will be CIC’s business platform and will be reviewed and enhanced on an ongoing basis, based on departmental priorities.

8. Industrial Benefits

This major Crown project does not directly benefit Canadian industry; it is a project to provide CIC with an automated, integrated case management tool to support its global business network and to provide enhanced end-to-end client services to support the delivery of CIC’s services.

Status Report on Major Crown/Transformational Projects — Temporary Resident Biometrics Project

1. Description

Today, the use of biometrics is expanding rapidly given its unique approach and its potential to identify an individual reliably. The introduction of biometric technology into the temporary resident stream screening process will enhance the screening of applicants in the temporary resident program, thereby fixing the client’s identity at the time of application for a visa or for a study or work permit, and allowing verification of that identity when the individual seeks entry at the border. As a result, Canada will better ensure the safety and security of Canadian society and reduce abuse of the immigration system by limiting opportunities for persons with Canadian criminal or deportation histories to use alternate identities to return to Canada. The project will also facilitate the processing of legitimate temporary workers, students and visitors. Many other countries, including such key migration countries as the United States, the United Kingdom, Australia and New Zealand, have either recently implemented or are planning to implement similar projects.

2. Project Phase

The Temporary Resident Biometrics Project is moving to its execution phase. During the planning phase, CIC, CBSA and the RCMP worked collaboratively to define the solution, as well as the approaches and plans for implementing the Temporary Resident Biometrics Project. A critical first step was the definition of a set of comprehensive business and supporting requirements agreed to by all partners in 2010. The technology RFP will be released and the contract awarded in 2011.  Requirements will be used to design the business solution and how it will work (functional design), how technology will enable the solution (technical design), and how all the pieces fit and work together (supporting architectures).

Substantive plans and strategies for completing the project and managing the business change are expected to be finalized and approved by all partners, culminating 2010–2011 with a submission to obtain Effective Project Approval.

During the execution phase, expected to begin in 2011, the project will focus on developing, monitoring and controlling deliverables (as defined by the business requirements), while meeting schedule commitments.

3. Leading and Participating Departments and Agencies

Lead Department CIC
Contracting Authority PWGSC
Participating Departments CBSA and the RCMP

4. Prime and Major Subcontractor(s)

Prime Contractor None (Tendering in late 2010)

Major Subcontractor(s)

Not applicable (N/A)

5. Major Milestones

List of Major Milestones Date

Request for Proposal (RFP) Tender

2011

Deployment

2013

Project Shutdown

2013

6. Project Outcomes

Funding was included in Budget 2008 to enhance and strengthen identity management within the Temporary Resident Program, allowing overseas visa officers and border service officers at ports of entry (POEs) to make decisions based on accurate identity and immigration admissibility information, and permitting border service officers to verify applicants’ identity at Canada’s POEs. The following performance indicators underscore the benefits of the project:

Protect Canadians

between 2003 and 2007, 0.7 percent of refugee claimants had hits against the RCMP criminal fingerprint database. Based on the current volume of 1.2 million temporary applicants with the assumption of a similar pattern of hit results, it is estimated that fingerprint matching could detect 8,400 known criminals or potential security threats annually.

Reduced Abuse of Visa Program

Biometrics will allow the Government to detect and deter temporary applicants who use different identities, including previously refused visa/permit applicants. Fingerprint matching of refugee claimants between 2003 and 2007 found that 2.5 percent of them made repeat claims, likely under different identities. It is expected that the application of biometrics in the Temporary Resident Program will yield similar results.

Reduced Abuse of Refugee Program

Biometrics will make it possible to cross-reference visa/permit applicants against the refugee claimant database and vice-versa. Even within the limited scope of the field trial (October 2006 to April 2007), 12 cases out of 1,482 recorded entries into Canada were found between the visa and refugee streams—a rate of 0.8 percent. Under the auspices of the Five Country Conference, CIC, in partnership with CBSA and the RCMP, began sharing 3,000 fingerprint records per country per year under the High Value Data Sharing Protocol (Protocol) in September 2009. Canada is exchanging bilaterally with the United States, the United Kingdom, and Australia. This initiative covers refugee claimants as well as immigration enforcement cases. To date, the Protocol has yielded positive results, including potential interventions and warrant closures. To highlight some successes, as of May 31, 2010, Canada had a 43 percent match rate with the United States, a 4 percent match rate with the United Kingdom and a 0.1 percent match rate with Australia. Given these successes, development of future systematic biometric immigration information is being explored. This type of biometric matching could increase the quality of evidence available for decision makers at the Immigration and Refugee Board to establish the credibility of refugee claims.

Facilitate Removals

Biometrics will facilitate the removal of individuals who should not be in Canada by linking undocumented foreign nationals to the identity and place of origin stated on their visa application. Of the approximately 23,000 refugee claimants in 2006, 30 percent were without identity or travel documents. Biometrics will also detect previous deportees who apply for a Canadian visa under a different identity, thereby preventing them from returning to Canada.

Ensure Border Security

Biometric verification at the POE will allow CBSA officers to confirm that the individual arriving in Canada is the same one to whom CIC issued the visa/permit abroad. Currently, one of the key vulnerabilities is the inability to ensure that the visa/permit and the genuine holder remain together once the document is issued by CIC. It is this gap that resulted in 523 Canadian visas being used fraudulently by foreign nationals to travel to Canada in 2006. This includes altered and counterfeit visas as well as impostor fraud. The actual extent of the abuse is expected to be much higher than this figure suggests.

7. Progress Report and Explanations of Variances

In late 2007, CIC sought policy approval for the introduction of biometrics into the Temporary Resident Program, and funding to support this initiative was included in Budget 2008. In March 2009, CIC received preliminary approval for the implementation of the Biometrics Project. The Temporary Resident Biometrics Project is currently one year behind in the planning phase of the project; however, it is anticipated to recover some of this time during the execution phase, deploying by 2013.

8. Industrial Benefits

The Temporary Resident Biometrics Project will improve the safety and security of Canadian citizens. Immigration and the granting of Canadian citizenship are vital to the continued growth and prosperity of Canada. To support the Government of Canada outcomes of strong economic growth and a safe and secure world, a balance must be maintained between the desire to welcome newcomers to Canada and the obligation to protect the health, safety and security of Canadian society. Criminals, terrorists and other known inadmissible persons must not be allowed to enter or stay in Canada.

Status Report on Major Crown/Transformational Projects — Refugee Reform project

1. Description

Through implementation of the Balanced Refugee Reform Act, Canada is improving its asylum system with the aim of helping those truly in need and doing so much more quickly. The new legislation seeks to streamline the asylum system to ensure that Canada can continue to provide timely protection to those in need while deterring abuse of the system. All eligible asylum claimants will continue to receive a fair hearing based on their personal situation and will have avenues for appeal. The new measures include:

These new measures will continue to exceed Canada’s international and domestic legal obligations to asylum seekers.

2. Project Phase

The Refugee Reform Project is currently in the Project Implementation Phase. Citizenship and Immigration Canada (CIC), the Canada Border Services Agency (CBSA), the Royal Canadian Mounted Police (RCMP), the Canadian Security Intelligence Service (CSIS), the IRB and the Department of Justice are working collaboratively and have defined the requirements and plans for the project. Requirements have been used to guide the definition of the business solution to support the process. The project is focused on developing, monitoring and controlling deliverables while at the same time meeting schedule commitments. A project charter has been approved by all partners. The project management plan has been finalized.

3. Leading and Participating Departments and Agencies

Lead Department CIC
Contracting Authority None
Participating Departments IRB, CBSA, CSIS, RCMP and the federal Department of Justice

4. Prime and Major Subcontractor(s)

Prime Contractor None
Major Subcontractor(s) None

5. Major Milestones

Partner List of Major Milestones Date

CIC

Balanced Refugee Reform Act Receives Royal Assent

June 29, 2010

CIC

Project Charter Approved

September 30, 2010

CIC

Schedule Baselined and Approved

December 31, 2010

CIC

Project Management Plan Approval

December 31, 2010

CIC

Performance Measurement Strategy to Treasury Board Secretariat

March 31, 2011

CIC

Complete Assessment of Backlog Reduction Strategy

March 31, 2013

CIC

Refugee Reform: Coming into Force (CIF)

Late 2011

CIC

Complete Comprehensive 3-Year Evaluation

March 31, 2015

6. Project Outcomes

These changes will result in faster decisions and faster removals of failed asylum claimants. Resettlement of refugees from abroad will also be enhanced through increased resettlement of 500 government-assisted refugees and 2,000 privately sponsored refugees annually, and an increase to resettlement assistance funding.

7. Progress Report and Explanations of Variances

Funding of $550.9 million was allocated in Budget 2010 to implement the Balanced Refugee Reform Act and to meet the anticipated requirements from the bill receiving Royal Assent, including funding to implement the three-year backlog reduction strategy and the enhancements to the resettlement assistance program with an ongoing total of $85.4 million for CIC and partner departments.

Each department and agency’s funding falls within the funding envelope set out for the backlog reduction, new system and Resettlement Assistance Program.

8. Industrial Benefits

This new legislation will support the underlying principles of Canada’s asylum system: ensuring fairness, protecting genuine refugees and upholding Canada’s humanitarian tradition.

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Fisheries and Oceans Canada

Status Report on Major Crown Projects

Mid-Shore Patrol Vessels

Description

The Mid-Shore Patrol Vessels (MSPV) project will acquire up to 9 Mid-Shore Patrol Vessels for the Canadian Coast Guard (CCG) Fleet - five of the nine MSPV will be used primarily to support the Conservation and Protection Program in the Maritimes, Quebec and Pacific Regions. The other four vessels will be used in a joint program with the Royal Canadian Mounted Police (RCMP) to enhance maritime security along the Great Lakes – St. Lawrence Seaway system. This project serves two purposes:

  • Fleet Renewal - the acquisition of Conservation and Protecction patrol vessels represents the first step in modernization of the CCG fleet and will ensure the integrity of the fishery monitoring program and will provide the capacity for DFO to support the strategic role in fisheries enforcement; and
  • Maritime Security - the acquisition of MSPV for Maritime Security will allow CCG, in conjunction with the RCMP, to respond to the Government's commitment to enhance the security of the nation's coasts and waterways.
Project Phase The MSPV Project is currently in the Construction phase.
Lead Department Canadian Coast Guard, Fisheries and Oceans Canada
Contracting Authority Public Works and Government Services Canada
Participating Departments Industry Canada; RCMP; Treasury Board Secretariat; Privy Council Office; Indian and Northern Affairs Canada; Atlantic Canada Opportunities Agency; Western Economic Diversification Canada; Canadian Economic Development; Finance Canada; Public Safety Canada; Department of National Defence.
Prime Contractor

Irving Shipbuilding Inc.
P.O. Box 9110, 3099 Barrington Street
Halifax, Nova Scotia
B3K 5M7
Operating as: Halifax Shipyard

Major Sub-Contractor(s) International Contract Engineering, Damen, Lloyd’s Register, MTU.
Project Outcomes

The MSPV project supports the Vessel Procurement and Fleet Renewal objectives of the Canadian Coast Guard.

Project Outcomes are the measurable results expected at the end of the project and contribute to the Fleet Operational Readiness Program Activity in the DFO Program Activity Architecture.
Progress Report and Explanations of Variance

All 2009-10 objectives for the MSPV project were achieved.

In August 2009, a contract was awarded to Irving Shipbuilding Inc. for the procurement of 9 MSPV. Construction of the first vessel began in September 2010 and delivery is expected in Fall 2011.

Industrial Benefits Canadian industry will benefit from this project. The Request for Proposal (RFP) requires overall industrial benefits equal to 100% of contract value. Regional allocation of industrial benefits is monitored by Industry Canada.

Major Milestones Date
Preliminary Project Approval August 2005
Effective Project Approval June 2006
1st Request for Proposal (RFP) (cancelled) July 2007
Amended Effective Project Approval – to include 4 additional vessels identified in Budget 2007 December 2007
2nd RFP issued (cancelled) August 2008
3rd RFP issued March 2009
Contract Awarded August 2009
First Vessel Delivery Fall 2011
Delivery of final MSPV Summer 2013

($ millions)
Current Estimated
Total Expenditure
Forecast Expenditures
to March 31, 2010
Planned Spending
2010-11
Future Years'
Requirements
227.0 57.0 85.1 84.9

Offshore Fisheries Science Vessels

Description

The Offshore Fisheries Science Vessels (OFSV) project will acquire three OFSV for the Canadian Coast Guard (CCG) Fleet. The OFSV will replace four aging Coast Guard ships on the east and west coasts of Canada that provide a platform from which critical scientific research and ecosystem-based management can be performed.

Project Phase The OFSV Project is currently in the design phase.
Lead Department or Agency Canadian Coast Guard, Fisheries and Oceans Canada
Contracting Authority Public Works and Government Services Canada
Participating Departments or Agencies Industry Canada; Treasury Board Secretariat; Privy Council Office; Indian and Northern Affairs Canada; Atlantic Canada Opportunities Agency; Western Economic Diversification Canada; Canadian Economic Development; Finance Canada.
Prime Contractor

To be determined

Major Sub-Contractor(s) Design Contractor: STX Canada Marine Inc.
Project Outcomes

The OFSV project supports the Vessel Procurement and Fleet Renewal objectives of the Canadian Coast Guard.

Project Outcomes are the measurable results expected at the end of the project and contribute to the Fleet Operational Readiness Activity in the DFO Program Activity Architecture.
Progress Report and Explanations of Variance

During 2009-10, the concept design work was finalized and the associated Design Instructions and Guidance were developed. An RFP for design was issued in March 2010 and the design contract was awarded in October 2010.

The Preliminary Project Approval was amended in September 2010, to extend the design phase, and separate the design contract from the eventual construction contract. This approach was adopted to increase project management efficiencies within the approved funding envelope and account for the implementation of the National Shipbuilding Procurement Strategy under which the OOSV will be constructed. Project milestones have been revised and the vessel is expected to be delivered by 2014.

Industrial Benefits Canadian industry will benefit from this project. Regional distribution will be determined at contract award.

Major Milestones Date
Preliminary Project Approval October 2005
Amended Preliminary Project Approval November 2006
2nd Amended Preliminary Project Approval – to include 4 additional vessels identified in Budget 2007 June 2009
Issue RFP for Design Spring 2010
3rd Amended Preliminary Project Approval – to award contract September 2010
Issue Design Contract October 2010
Commence Process to obtain Effective Project Approval and Authority to Contract Fall 2011
Construction Contract Award Winter 2012
First Vessel Delivery April 2014
Delivery of final OFSV Winter 2015

($ millions)
Current Estimated
Total Expenditure
Forecast Expenditures
to March 31, 2010
Planned Spending
2010-11
Future Years'
Requirements
244.0 7.4 5.2 231.4

Offshore Oceanographic Science Vessel

Description

The Offshore Oceanographic Science Vessel (OOSV) project will acquire a replacement vessel for the Canadian Coast Guard's largest science vessel - CCGS Hudson. This vessel was built in 1963 and its replacement is critical to fulfilment of the Department's science mandate as well as mandates of other government departments and agencies. The vessel currently operates on the east coast of Canada.

Project Phase The OOSV Project is currently in the design phase.
Lead Department or Agency Canadian Coast Guard, Fisheries and Oceans Canada
Contracting Authority Public Works and Government Services Canada
Participating Departments or Agencies Industry Canada; Environment Canada; Natural Resources Canada; Treasury Board Secretariat; Privy Council Office; Indian and Northern Affairs Canada; Atlantic Canada Opportunities Agency; Western Economic Diversification Canada; Canadian Economic Development; Finance Canada.
Prime Contractor

To be determined

Major Sub-Contractor(s) Design Contractor: STX Canada Marine Inc.
Project Outcomes

The OOSV project supports the Vessel Procurement and Fleet Renewal Objectives of the Canadian Coast Guard.

Project Outcomes are the measurable results expected at the end of the project and contribute to the Fleet Operational Readiness Program Activity in the DFO Program Activity Architecture.
Progress Report and Explanations of Variance

During 2009-10, the concept design work was finalized and the Work Scope definition and the associated Design Instructions and Guidance were developed. An RFP for design was issued in April 2010 and the design Contract was awarded in October 2010.

The Preliminary Project Approval was amended in September 2010, to extend the design phase, and separate the design contract from the eventual construction contract. This approach was adopted to increase project management efficiencies within the approved funding envelope and account for the implementation of the National Shipbuilding Procurement Strategy under which the OOSV will be constructed. Project milestones have been revised and the vessel is expected to be delivered by 2015.
Industrial Benefits Canadian industry will benefit from this project.  Regional distribution will be determined at contract award.

Major Milestones Date
Preliminary Project Approval July 2008
1st Amended Preliminary Project Approval June 2009
Issue RFP for design Spring 2010
2nd Amended Preliminary Project Approval – to award contract September 2010
Issue Design Contract October 2010
Commence process to obtain Effective Project Approval and Authority to Contract Fall 2011
Construction Contract Award Spring 2012
Delivery of OOSV June 2014

($ millions)
Current Estimated
Total Expenditure
Forecast Expenditures
to March 31, 2010
Planned Spending
2010-11
Future Years'
Requirements
144.4 5.1 4.1 135.2

Polar Icebreaker Project

Description

The new Polar Icebreaker is expected to be delivered in time for the decommissioning of  the CCGS Louis S. St-Laurent. This new polar icebreaker will help strengthen Canada's Arctic sovereignty and will be able to operate in the Arctic in more severe weather conditions and for a longer period of time - 3 seasons instead of the current 2 seasons.

Project Phase The Polar Icebreaker Project is currently in the definition phase.
Lead Department or Agency Canadian Coast Guard, Fisheries and Oceans Canada
Contracting Authority Public Works and Government Services Canada
Participating Departments or Agencies Industry Canada; Treasury Board Secretariat; Privy Council Office; Indian and Northern Affairs Canada; Atlantic Canada Opportunities Agency; Western Economic Diversification Canada; Canadian Economic Development; Finance Canada; Environment Canada; National Defence.
Prime Contractor

To be determined

Major Sub-Contractor(s) n/a at this time
Project Outcomes

The Polar project supports the Vessel Procurement and Fleet Renewal Objectives of the Canadian Coast Guard.

Project Outcomes are the measurable results expected at the end of the project and contribute to the Fleet Operational Readiness Program Activity in the DFO Program Activity Architecture.

Progress Report and Explanations of Variance

In-house conceptual design work in preparation for detailed design work to follow has commenced and is ongoing throughout 2010-11. An RFP for the design portion of the project will be released in Spring 2011 with the winning bidder to be announced in Summer 2011. The detailed design work by the winning design company will commence in 2011 to be delivered in 2013.

Industrial Benefits Canadian industry will benefit from this project. Regional distribution will be determined at contract award.

Major Milestones Date
Approbation définitive de projet June 2009
Design Contract Awards Target Date 2011
Effective Project Approval – Target Date 2013
Contract Award (Construction) 2013
Delivery of Polar Icebreaker 2017

($ millions)
Current Estimated
Total Expenditure
Forecast Expenditures
to March 31, 2010
Planned Spending
2010-11
Future Years'
Requirements
800.0 15.8 9.5 774.7
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National Defence

Erratum

Subsequent to the tabling of the Department of National Defence's Report on Plans and Priorities 2011/12, a typographical error in the section III Supplementary Information, specifically the "Status Report on Transformational Projects and Major Crown Projects", on the Next Generation Fighter Capability (NGFC) has been corrected. The NGFC Project Phase "Definition" has been replaced with "Option Analysis".

Status Report on Transformational and Major Crown Projects

Industrial and Regional Benefits (IRB) information herein consists of the identified percentage of contract or acquisition value committed to IRBs and/or the dollar amount (against direct and indirect IRBs), where known and applicable. For more detailed information, please consult Industry Canada.

Table of Contents

AIRLIFT CAPABILITY PROJECT – STRATEGIC (ACP-S)

Description:

The objective of the Airlift Capability Project - Strategic is to acquire four new aircraft that will provide the Canadian Forces (CF) with the global reach and speed necessary to operate effectively over long distances, as well as to deliver personnel and cargo directly into a theatre of operation, including threat environments.

Project Phase:

Implementation: All four aircraft have been accepted on schedule and project close-out is expected for summer 2012.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor The Boeing Company, St-Louis, Missouri, USA


Major Milestones
Major Milestone Date
Synopsis Sheet (Effective Project Approval) June 2006
Advanced Contract Award Notice Posted on MERX July 2006
Contract Award February 2007
Delivery First Aircraft August 2007
Delivery Second Aircraft October 2007
Delivery Third Aircraft March 2008
Delivery Fourth Aircraft April 2008
Initial Operational Capability October 2008
Full Operational Capability Spring 2012
Project Close-Out Summer 2012

Progress Report and Explanations of Variances:

All four aircraft have been accepted on schedule and the fleet has flown in excess of 10,000 flying hours. The project office is currently working on the Implementation Phase of the project. Due to complexities in transitioning to in-service support, Full Operational Capability (FOC) will be delayed to spring 2012 when the infrastructure at Trenton is completed and the Squadron can sustain all planned mission types as stated in the Statement of Operational Requirement. The project will close-out after FOC.

Industrial and Regional Benefits (IRBs):

IRBs are equivalent to 100% of the acquisition contract, Boeing's share of the in-service support Foreign Military Sales (FMS) contract value and the value of the engines. (A separate IRB agreement was negotiated with Pratt and Whitney USA for the value of the C-17 engines). The three IRB agreements total $1.9B. Several IRB announcements have been made and all regions of Canada are benefiting from these contracts.

AIRLIFT CAPABILITY PROJECT – TACTICAL (ACP-T)

Description:

The objective of the Airlift Capability Project - Tactical is to ensure a continued tactical airlift capability. This project will replace the CF's aging CC 130E Hercules fleet. It will also provide the CF with an assured and effective tactical airlift capability that allows the requisite operational flexibility and responsiveness to support international and domestic operations.

Project Phase:

Implementation: The project entered the Implementation Phase with the December 2007 contract award to Lockheed Martin Corporation for 17 C-130J-30 aircraft. Aircraft deliveries began in June 2010. The final aircraft are to be delivered no later than December 2012.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Agencies The Regional Development Agencies


Prime and Major Sub-Contractors
Prime Contractor Lockheed Martin (LM) Corporation, Marietta, Georgia, USA
ISS Sub-Contractor Cascade Aerospace, Abbotsford, British Columbia, Canada
ISS Sub-Contractor IMP Aerospace, Enfield, Nova Scotia, Canada
ISS Sub-Contractor CAE, Montreal, Quebec, Canada
ISS Sub-Contractor Standard Aero, Winnipeg, Manitoba, Canada
ISS Sub-Contractor HAAS Group, Oshawa, Ontario, Canada


Major Milestones
Major Milestone Date
Revised Preliminary Project Approval June 2006
Solicitation of Interest and Qualification August 2006
Issue of Request For Proposal August 2007
Effective Project Approval December 2007
Contract Award December 2007
First Aircraft Delivery June 2010
Initial Operational Capability Fall 2011
Full Operational Capability Winter 2013/2014
Project Close-Out Spring 2014

Progress Report and Explanations of Variances:

Canada's first aircraft arrived in Canada in June 2010, six months ahead of its original scheduled delivery date. Four aircraft have now been delivered. During 2011, eight aircraft are scheduled for delivery and by August 2012, the remaining four aircraft will have been delivered.

With recent contract amendments and in conjunction with infrastructure upgrades at the aircraft's Main Operating Base in Trenton, Ontario, the support systems are progressively being established to accommodate the new fleet as it is delivered.

The ACP-T project is currently running on schedule and on budget.

Industrial and Regional Benefits (IRB):

Lockheed Martin Corporation has committed to provide IRBs equivalent to 100% of the eligible contracted value for both the capital acquisition and the in-service support portions, including a 15% requirement for the participation of small and medium business. The IRB requirements are administered by Industry Canada, through Public Works and Government Services Canada, for the duration of the contract and any amendments.

ARCTIC/OFFSHORE PATROL SHIP (AOPS)

Description:

The Arctic/Offshore Patrol Ship (AOPS) project has been established in order to deliver to the Government of Canada a naval ice-capable offshore patrol ship to demonstrate sovereignty in Canada's waters, including the Arctic. When the project is complete, the six to eight fully supported AOPS delivered to the CF will be capable of:

  • Conducting armed, sea-borne surveillance of Canada's waters, including the Arctic;
  • Providing to Government situational awareness of activities and events in these regions; and
  • Cooperating with other elements of the CF and other Federal Government departments to demonstrate Canadian sovereignty, when and where necessary.

Project Phase:

Definition.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors:

AOPS procurement will proceed with the National Shipbuilding Procurement Strategy (NSPS) as announced by the Government of Canada in June 2010. It is anticipated that NSPS will complete the selection and negotiation of the umbrella agreement with the shipyards in fall 2011. This will be followed by the negotiation of the AOPS contract with the selected shipyard to obtain a substantive cost estimate. Effective Project Approval (EPA) and Contract Award (CA) could then follow in June 2012. Delivery of the first AOPS is expected in 2015 with Initial Operational Capability (IOC) in 2016.


Major Milestones
Major Milestone Date
Treasury Board Preliminary Project Approval May 2007
Release of Definition, Engineering, Logistics and Management Support
Request for Proposals (DELMS RFP)
December 2007
DELMS RFP Close February 2008
DELMS Contract Award May 2008
Effective Project Approval June 2012
Award of Implementation Contract June 2012
Delivery of First Ship 2015
Initial Operating Capability of First Ship 2016
Project Complete 2022

Progress Report and Explanations of Variances:

The project continues to progress steadily since obtaining Preliminary Project Approval (PPA) in May 2007 with indicative cost full up excluding GST or HST of $3.0308B ($BY) for Implementation Phase. The Project Definition Phase will produce an AOPS ship specification and drawing package that the NSPS selected shipyard will be contracted for the detailed design and build the AOPS.

Industrial and Regional Benefits (IRB):

IRBs for this project are equivalent to 100% of the contracted value for both the capital acquisition and in-service support.

ARMOURED PERSONNEL CARRIERS (APC)

Description:

The Armoured Personnel Carrier (APC) is essential for all foreseeable CF roles, including territorial defence, United Nations (UN) peacekeeping and peace enforcement operations, other international commitments, and aid of the civil power. The existing APC fleet did not meet the minimum operational requirements when compared to the modern, technically sophisticated weapons and vehicles Canadian soldiers encounter during operations. They suffered shortcomings in protection, self-defence capability, mobility, carrying capacity and growth potential. The APC project fielded a fleet of modern, wheeled, armoured personnel carriers. 651 Light Armoured Vehicles (LAV) III were procured in six configurations: Infantry Section Carrier, Command Post, Engineer, Forward Observation Officer, TOW (Tube Launched, Optically Tracked, and Wire Guided) Under Armour, and LAV III Less Kits. The latter was eventually configured into the LAV III with Remote Weapon Station.

Project Phase:

Implementation. All vehicles were delivered by October 2007 and construction activities for indoor accommodation are well under way. The project is scheduled for completion in March 2012.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor General Dynamics Land Systems, London, Ontario, Canada


Major Milestones
Major Milestones Date
Treasury Board Approval December 1995
Contract Award December 1996
First Vehicle Delivery July 1998
Exercise of First Option July 1998
Exercise of Second Option July 1999
Exercise of Third Option July 1999
Last Vehicle Delivery October 2007
Project Completed March 2012

Progress Report and Explanations of Variances:

In August 1995, the Government approved, in principle, the procurement of up to 651 APCs. In January 1997, the Government announced the award of a contract to General Dynamics Land Systems - Canada (GDLS-C) to build 240 new eight-wheel-drive APCs. The contract contained three options for an additional 120, 120 and 171 APCs respectively. All three options have been exercised. All vehicles were delivered by October 2007.

The vehicles have been involved in significant operational demands after being fielded and have performed well. They have since undergone a number of modifications to adjust to the modern threat, and will require additional work to optimize their performance against these threats. A separate project has been launched to address this issue.

In March 2004, TBS authorized $129M for indoor accommodation of the LAV III to facilitate regular maintenance and training programs, and prevent any deterioration that would result from outdoor storage. Construction of these accommodations will take place in six locations: Edmonton, Wainwright, Petawawa, Montréal, Valcartier, and Gagetown. Construction activities are scheduled for completion in early 2012 with a project closure as early as March 2012.

Industrial and Regional Benefits (IRB):

This project includes industrial benefits valued at $1.595B with $852.9M in direct IRBs and $742.9M in indirect IRBs.

CANADIAN CRYPTOGRAPHIC MODERNIZATION PROGRAM (CCMP)

Description:

The Canadian Cryptographic Modernization Program (CCMP) is an omnibus project that will modernize the Government of Canada's aging cryptographic equipment and infrastructure in order to safeguard classified information and maintain Canada's ability to establish secure communications both nationally and internationally.

The CCMP omnibus project includes the following sub-projects:

  1. Secure Voice / Telephone Re-key Infrastructure
  2. Secure Voice / Telephone Family
  3. Classified Security Management Infrastructure
  4. Combat Identification Family (Identification Friend or Foe (IFF))
  5. Link Encryption Family
  6. Network Encryption Family
  7. Secure Radio Family
  8. Secure Mobile Family

Project Phase:

Implementation for some sub-projects, Definition for others.


Leading and Participating Departments and Agencies
Lead Department Communications Security Establishment Canada (CSEC)
Contracting Authority Public Works & Government Services Canada (PWGSC)
Participating Departments and Agencies Government of Canada departments and agencies using cryptographic equipment to protect classified information


Prime and Major Sub-Contractors
Prime Contractor N/A
Major Sub-Contractor Various allied manufacturers of cryptographic equipment


Major Milestones
Project/Sub-project Major Milestones Date
Preliminary Project Approval for the CCMP Omnibus Project March 2005
Preliminary Project Approval for a CCMP Omnibus Project sub-project: Classified Security Management Infrastructure November 2006
Preliminary Project Approval for Classified Security Management Infrastructure Phase 1B Implementation and Phase 2 Definition February 2008
Secure Voice/Telephone Re-key Infrastructure – Completed September 2009
Secure Voice/Telephone Family – Completed 2011
Classified Security Management Infrastructure – Phase 1A Completed 2012
Classified Security Management Infrastructure - Phase 1B Completed 2012
Link Encryption Family – Completed 2013
Secure Mobile Environment - Completed 2014
Network Encryption Family - Completed 2014
Classified Security Management Infrastructure – Phase 2 Completed 2016
Combat Identification Family (Identification Friend or Foe (IFF)) - Completed 2016
Secure Radio Family – Completed 2016
Classified Security Management Infrastructure - Phase 3 Completed 2020

Progress Report and Explanations of Variances:

The CCMP is on budget. The CCMP schedule is dependent on the American Crypto Modernization and Key Management Infrastructure programs. This allows Canada to leverage American Research and Development and maintain interoperability with its Allies. Completion dates for the sub-projects are regularly reviewed to keep them aligned with the American programs.

  • The CCMP originated as a 12-year program ending in 2016. However, the end date of the Classified Security Management Infrastructure project will need to be extended past 2016 to remain aligned with the U.S. Key Management Infrastructure Program. While the Classified Security Management Infrastructure baseline schedule and cash flow will be updated, extending the end date will not impact the overall cost of the CCMP.

Industrial and Regional Benefits:

There are no IRBs associated with this project.

CANADIAN FORCES UTILITY TACTICAL TRANSPORT HELICOPTER (CFUTTH) PROJECT

Description:

The purpose of the Canadian Forces Utility Tactical Transport Helicopter (CFUTTH) Project is to acquire helicopters in support of national and international tactical aviation roles. The project supports the Land Forces, Aerospace Forces, Canadian Expeditionary Force Command (CEFCOM) operations and Civil Emergency Preparedness, as well as a wide range of defence objectives. It has replaced three aging helicopter fleets - the CH118 Iroquois, the CH135 Twin Huey and the CH136 Kiowa. The Bell 412CF/CH146 was procured as a single role multi-mission helicopter capable of supporting a majority of the tasks previously undertaken by the fleets it replaced. The operational requirements for the CFUTTH defined the principle task requirements to include: the tactical lift of troops; logistical lift; reconnaissance and surveillance; direction and control of fire; aero-medical support; casualty evacuation; command and liaison, and communications assistance. These mission capabilities are employed in support of Defence operational commitments, UN peacekeeping missions, and support to other Government Departments and Agencies, including aid of the civil power.

Project Phase:

Implementation. The project has delivered 100 Bell 412CF/CH146 Griffons, a flight simulator, composite maintenance trainer, facilities, mission kits (including defence electronic warfare suites), as well as other equipment, documentation and services. It is scheduled for completion in fiscal year 2010-11.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor Bell Helicopter Textron, Mirabel, Québec, Canada
Major Sub-Contractors Pratt & Whitney, Montréal, Québec, Canada
BAE Systems Canada Inc., Montréal, Québec, Canada
CAE, Montréal, Québec, Canada


Major Milestones
Major Milestone Date
Contract Award September 1992
Critical Design Review April 1993
First Helicopter Delivery March 1995
Simulator Acceptance June 1996
Last Helicopter Delivery December 1997
Project Completion 2011

Progress Report and Explanations of Variances:

This project received Government approval in April 1992 and Treasury Board approval in September 1992, with an original budget of $1.293B. Following directed reductions to the project budget and by assuming certain performance risks, the project will be completed in 2011 for approximately $200M less than the initial TB budget approval. Remaining work consists of modifying the CH146 to accommodate the Radar Laser Warning Receiver (RLWR) functionality.

Industrial and Regional Benefits (IRB):

To date, Bell Helicopter has claimed $289.5M direct and $252.1M indirect IRBs, totaling $541.6M, representing 107% of the overall commitment of $506.7M.

CANADIAN SEARCH AND RESCUE HELICOPTER (CSH) PROJECT

Description:

Maintaining a national search and rescue capability is a key DND mission. The purpose of the Canadian Search and Rescue Helicopter (CSH) project was to replace the CH-113 Labradors with a fleet of 15 new helicopters. The new helicopters have addressed the operational deficiencies of the CH-113 Labrador fleet and eliminated the supportability difficulties of the older airframes. Given expected aircraft availability rates and a sufficient fleet size, continuous operations are anticipated well into the 21st century.

Project Phase:

Completed. As of July 2003, all 15 Cormorant helicopters have been delivered. Spare parts and infrastructure are in place to support operations. Initial training is complete. Effective Project Closure was achieved in September 2004 at which point the Project Management Office was closed; however, some aspects of the contract were noted as deficiencies. Final contract completion is projected to occur in 2013-14.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor Agusta Westland International Limited (formerly European Helicopters Industries Ltd. (EHI)), Farnborough, UK
Major Sub-Contractors Westland Helicopters, Yeovil, UK
Agusta Spa, Cascina Costa, Italy
General Electric Canada Inc., Mississauga, Ontario, Canada


Major Milestones
Major Milestone Date
Treasury Board Effective Project Approval April 1998
Contract Award April 1998
First Aircraft Delivery (at plant in Italy) September 2001
Final Aircraft Delivery (at plant in Italy) July 2003
Project Completion (Effective Project Completion September 2004
Expected Project Closure 2013-14

Progress Report and Explanations of Variances:

The project has procured the required aircraft spares, maintenance and support equipment, a Cockpit Procedures Trainer and facilities for the four CF search and rescue bases. The project has also established and funded the first two years of an in-service support contractor for follow-on support.

The Cormorant has been operational at the squadrons in Comox, BC, Gander, NL, Greenwood, NS and Trenton, ON. However, CH149 operations at 424 Squadron in Trenton have been suspended temporarily due to the lack of aircraft availability and difficulty in maintaining adequate aircrew training.

It should be noted that although Effective Project Closure was achieved in September 2004, some work is still ongoing and full completion is not expected before 2014. The milestones still outstanding are tied to a three year Technical Publication Revision Service which commenced in fiscal year 2010-11, and a number of milestones related to outstanding aircraft deficiencies which are expected to take at least an additional year to address.

Industrial and Regional Benefits (IRB):

The contractor committed to providing direct and indirect IRBs valued at $629.8M, within eight years from the date the contract was awarded. It is estimated that these benefits created or sustained roughly 5,000 person-years of employment in Canada, and that all regions of Canada benefited from this project. The contractor has completed its obligations to Canada in regards to IRBs under the CSH contract. Small businesses in Canada will also benefit from the project by the placing of $67M in orders.

CANADIAN SURFACE COMBATANT PROJECT (CSC)

Description:

The Canadian Surface Combatant Project will recapitalize Canada's surface combatant fleet. Due to the pressing need to replace the IROQUOIS Class destroyers, the Canadian Surface Combatant Project will begin with the acquisition of a replacement for Area Air Defence and Task Group Command and Control capabilities, and form the basis for the subsequent acquisition of general-purpose warships. The Canadian Surface Combatant Project will pursue system commonality in design and acquisition in an effort to generate acquisition and through-life cost savings in a number of areas including crewing, training, and maintenance and logistics support. This will result in a number of aspects of the ships being common, regardless of variants produced.

Project Phase:

Option Analysis.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor To be determined
Major Sub-Contractors To be determined


Major Milestones
Major Milestone Date
Identification Phase Approval July 2007
Identification Phase Amendment No. 1 Approval January 2009
Preliminary Project Approval 2011
Effective Project Approval 2015
Implementation Contract - Awarded 2015
Initial Operational Capability 2021
Full Operational Capability 2036
Initial Operational Capability 2037

Progress Report and Explanations of Variances:

The Options Analysis is still underway and the development of project documents is progressing. While the Government announced its broad intention about fleet recapitalization when it announced the Canada First Defence Strategy in May 2008, there has yet to be a specific Canadian Surface Combatant project announcement.

Industrial and Regional Benefits (IRB):

This procurement will provide IRBs for the capital acquisition and its associated In-Service Support. These IRB requirements will be negotiated and accepted by Industry Canada prior to contract award.

CLOSE COMBAT VEHICLE (CCV)

Description:

The Close Combat Vehicle project will deliver a highly protected, very mobile infantry fighting vehicle that can conduct close combat operations in intimate support of Canadian Forces Leopard 2 tanks.

The scope of the this project is to deliver 108 Close Combat Vehicles, with an option to acquire up to an additional 30 vehicles, plus associated long-term through-life incentivized in-service support.

Project Phase:

Definition.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor To be determined
Major Sub-Contractors To be determined


Major Milestones
Major Milestone Date
Preliminary Project Approval June 2009
Request for Proposal (RFP) Released Spring 2011
Effective Project Approval Summer 2012
Contract Award Winter 2012-13
First Delivery Winter 2014-15
Initial Operational Capability TBD
Full Operating Capability TBD
Project Completion TBD

Progress Report and Explanations of Variances:

In June 2009, the CCV project obtained Treasury Board expenditure authority for its Definition phase at a substantive cost estimate of $46.4 M ($BY), plus GST/HST. The CCV project is on budget and is proceeding toward EPA and contract award. The project has released three Solicitations of Interest and Qualifications (SOIQ) to industry via PWGSC. Work continues on the preparation of the RFP, which is due to be released in spring 2011.

Industrial and Regional Benefits (IRB):

IRBs for this project are equivalent to 100% of the contracted value for both the capital acquisition and in-service support. As well, a direct component of Canadian IRBs may be mandated in the RFP by Industry Canada.

FIXED-WING SEARCH AND RESCUE (FWSAR)

Description:

Fixed-wing SAR aircraft are needed to provide immediate assistance to distress cases within the 18 million square kilometres Canadian SAR area of responsibility. The purpose of this project is to replace the CC115 Buffalo and CC130 Hercules currently providing the fixed-wing SAR capability from four Main Operating Bases with a fleet of new aircraft.

This replacement will address the operational deficiencies of the CC115 Buffalo and Legacy CC130 Hercules fixed-wing SAR aircraft while eliminating the supportability and affordability difficulties of the older airframes. The solution will provide the capability to conduct an effective fixed-wing response and immediate assistance to SAR incidents within the Canadian SAR Area of Responsibility.

Project Phase:

Definition. The FWSAR Major Crown Project will enter the project definition phase as soon as the Preliminary Project Approval (PPA) is received from Treasury Board currently estimated as winter 2010-2011.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada


Prime and Major Sub-Contractors
Prime Contractor TBD


Major Milestones
Major Milestone Date
Preliminary Project Approval Winter 2010/2011
Project Effective Approval Winter 2012/2013
Contract Award Spring 2013
First Aircraft Delivery Fall 2016
Last Aircraft Delivery Fall 2018
Project Completion Spring 2019

Progress Report and Explanations of Variances:

The Definition phase of the FWSAR project will start as soon as PPA is received from the TB.

Industrial and Regional Benefits (IRB):

Maximum IRBs will be sought for this project and details will soon be determined by Government stakeholders.

FORCE MOBILITY ENHANCEMENT (FME)

Description:

The Force Mobility Enhancement (FME) project is a two-phase project and is part of the Family of Land Combat Vehicles (FLCV) projects. Phase 1 will procure new Armoured Engineer Vehicles (AEV) to replace the Leopard 1 Badger AEV and produce additional Armoured Recovery Vehicles (ARV) from procured surplus Leopard 2 Main Battle Tanks. Both platforms will support the Leopard 2 Family of Vehicles (FOV) until 2035. In Phase 2, the project will acquire tactical mobility implements for the Leopard 2 MBT to include mine rollers, mine ploughs, and dozer blades.

Project Phase:

Definition. The FME project entered the Definition Phase with the approval of TB on June 18, 2009.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor To be determined
Major Sub-Contractors To be determined


Major Milestones
Major Milestone Date
Identification Phase Approval - Identification Phase August 2008
Preliminary Project Approval - Definition Phase June 2009
Request for Proposal - Phase 1 October 2010
Revised Preliminary Project Approval September 2011
Contract Award - Phase 1 October 2011
Contract Amendment for the delivery of up to 4 ARV TBC
Request for Proposal (RFP) - Phase 2 February 2011
Contract Award - Phase 2 prototypes October 2011
Effective Project Approval - Phase 2 May 2013
Initial Operational Capability - Phase 1 April 2014
Full Operational Capability 2015
Project Close-Out 2017

Progress Report and Explanations of Variances:

On June 18, 2009, TB approved $11.3M in Definition funds, allowing the Definition Phase to begin.

A Letter of Interest (LOI) for Phase 1 was released on July 17, 2009 and closed 28 August 2009. The release of a draft RFP for the acquisition of AEVs (Phase 1) closed on 25 June 2010. The final RFP for Phase 1 has been on the MERX since 5 October 2010 and will close on 11 February 2011. An RFP for Phase 2 will then be released in early 2011.

Industrial and Regional Benefits (IRB):

100% of IRBs will be sought on Phase 1 with the exception of the government-to-government purchase of the Leopard 2 MBT chassis.

HALIFAX CLASS MODERNIZATION/FRIGATE LIFE EXTENSION (HCM/FELEX)

Description:

The HCM/FELEX project is the principal component of the overall HALIFAX Class Modernization (HCM) initiative. The project will plan and manage HALIFAX Class mid-life refits, acquire the major elements of the new combat system, and deliver stability enhancements, degaussing improvements and a Commander Task Group capability in four ships. Major equipment acquisitions through HCM/FELEX will include a modernized Command and Control System, Multi-Link, Identification Friend or Foe Mode S/5, upgrades to the radars, new Electronic Support Measures System, upgrades to the Internal Communications system, and an upgraded Harpoon Weapon System. These acquisitions will both sustain current capability and contribute to the new littoral operations role of the HALIFAX Class.

Project Phase:

Implementation. Implementation of the HCM/FELEX project will occur through three principal contracts: two Multi-Ship Contracts (MSC) for docking work periods/refits and one Combat System Integration contract to develop, procure and install the majority of the combat system elements of the project. Project completion is expected by January 2019.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
In-Service Support Contractor (Class Design Agent) Fleetway Incorporated, Halifax, Nova Scotia, Canada
Internal Communications System DRS Flight Safety, Kanata, Ontario, Canada
Multi-Ship Contract (East) Halifax Shipyard, Halifax, Nova Scotia, Canada
Multi-Ship Contract (West) Victoria Shipyard, Victoria, British Columbia, Canada
Combat System Integration Contract Lockheed Martin Canada, Montréal, Québec, Canada
Harpoon/Advanced Harpoon Weapons Control System (AHWCS) The Boeing Company, St-Louis, Missouri, USA


Major Milestones
Major Milestone Date
Preliminary Project Approval February 2005 (FELEX)
February 2007
(HCM/FELEX)
Refit Procurement Strategy Approval by Treasury Board Secretariat March 2007
Revised Preliminary Project Approval (Part 1) June 2007
Multi-Ship Contracts (MSC) Awarded (Docking Work Periods & Refits) March 2008 (West)
March 2008 (East)
Effective Project Approval (EPA) Approval (Part 2) September 2008
Combat System Integration Contract Award November 2008
Refits Begin October 2010
Full Operational Capability January 2018
Project Closure January 2019

Progress Report and Explanations of Variances:

In September 2008, Treasury Board granted EPA and Expenditure Authority for the project with full-up project value of $2,988M ($BY).

A Request for Proposal (RFP) for the Multi-Ship Contracts (docking work periods and refits) resulted in two successful bidders, Halifax Shipyard on the east coast and Washington Marine Group (Victoria Shipyard) on the west coast. Contracts were awarded to the two shipyards in March 2008. The Combat System Integration contract was awarded to Lockheed Martin Canada in November 2008.

The HCM/FELEX project is presently in its Implementation Phase and is currently on schedule and within budget.

Industrial and Regional Benefits (IRB):

IRBs for this project are equivalent to 100% of the contracted value.

INTELLIGENCE SURVEILLANCE, TARGET ACQUISITION AND RECONNAISSANCE (ISTAR)

Description:

ISTAR is an omnibus project that received TBS approval for Definition Phase activity in April 2003. The purpose of this project is to develop, deliver and evolve an integrated, interoperable, ISTAR capability that will improve the ability of commanders to visualize the operational area, manage sensors and information collection resources, and to plan and implement actions to successfully complete operational missions. The project will provide enhancements to existing capabilities and include the acquisition of new capabilities in the areas of communications, command and control and sensors.

Project Phase:

Implementation. Delays have been experienced in formally advancing the sub-projects to the Implementation Phase due to the impact of numerous Unforecasted Operational Requirements (UOR) for Afghanistan that are related to and implemented by the LF ISTAR Project Management Office (PMO). In support of UOR for OPERATION ATHENA in the 2003-04 timeframe, the project delivered equipment in the areas of Command and Control, Tactical Unmanned Aerial Vehicles (TUAV), Weapons Locating Sensors and Electronic Warfare capabilities. These early deliveries enhanced professional knowledge and contributed to project definition work. Early delivery of elements of the Unmanned Aerial Vehicles, Electronic Warfare, and Data Link Communications sub-projects continued during 2006 with the UOR for OPERATION ARCHER. As well, urgently required systems, in particular the HALO Acoustic Weapons Locating System, the Lightweight Counter Mortar Radar system, and additional Electronic Warfare systems were fielded in 2007. Responding to the need for persistent surveillance identified by the Canadian Forces (CF) Counter Improvised Explosive Devices (IED) Task Force and confirmed in the recommendation of The Independent Panel on Canada's Future Role in Afghanistan, the LF ISTAR PMO delivered additional Small Unmanned Aerial Vehicle capability through a contracted service in 2008. In early 2008, the Electronic Warfare sub-project and the Command and Control sub-project were approved for implementation.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Type 1 Radios Data Link Communication (DLC) project
- Foreign Military Sales
US Army, USA
Light Weight Counter Mortar Radars (LCMR) - Foreign Military Sales US Army, USA
Small UAV Service Contract In Situ, Bingen, Washington, USA
Remote Viewing Terminal Unforecasted Operational Requirement (UOR) L3 Communications, CSW, Salt Lake City, Utah, USA


Major Milestones
Major Milestone Date
Treasury Board Preliminary Project Approval April 2003
Minister of National Defence Approval TUAV UOR May 2003
Treasury Board Project Approval in Arrears TUAV UOR
Full Operational Capability
Sub-Project Close-Out
May 2005
December 2005
June 2009
Beyond Line of Sight Communication Effective Project Approval
Initial Operational Capability
Full Operational Capability
Project Close-Out
November 2005
July 2006
February 2010
March 2010
Communications & Data Link Component Treasury Board Effective Project Approval
Initial Operational Capability
Full Operational Capability
December 2006
October 2009
December 2011
Command and Control (C2) Treasury Board Effective Project Approval
Initial Operational Capability
Full Operational Capability
February 2008
July 2010
December 2011
EW Sensors Treasury Board Effective Project Approval Phase 1
Amendment 1 (AL 1)
Initial Operational Capability
Full Operational Capability
November 2005
February 2008
March 2008
January 2013
In-Service Sensors Enhancement Treasury Board Effective Project Approval May 2011
Medium Range Radar Treasury Board Effective Project Approval May 2011
WLS Acoustic Sensor Effective Project Approval
Initial Operation Capability
Full Operational Capability
Project Close-Out
November 2005
March 2008
November 2009
March 2010
Family of UAV Treasury Board Effective Project Approval for UOR
Family of Mini UAV Treasury Board Effective Project Approval for AL 1
November 2005

May 2011
Light Weight Counter Mortar Radar Effective Project Approval
Initial Operation Capability
Full Operational Capability
March 2007
March 2008
July 2011
Deliveries Complete all ISTAR sub-projects September 2014
Project Completion March 2015

Progress Report and Explanations of Variances:

Current estimates are that the project will be complete in 2015. This delay is associated with the maintenance of an off-the-shelf philosophy. Approvals have been received for all but three of the LF ISTAR sub-projects. Delivery of equipment actually started with UORs in Op ATHENA. Prosecuting the project with the requirement to deploy and support the capabilities directly to operations has delayed a number of the remaining capabilities. Final deliveries are scheduled out to 2015.

The Tactical Unmanned Aerial Vehicle project was closed in June 2009 and the Acoustic Weapon Locating System and Beyond Line Of Sight sub-projects closed in May 2010.

Industrial and Regional Benefits (IRB):

The benefit to Canadian industry from the ISTAR project continues to be determined during the approval of the procurement strategy for each sub-project. Canadian industry has derived long-term benefits from many aspects of the ISTAR project through the establishment of long-term in-service support contracts.

JOINT SUPPORT SHIP (JSS)

Description:

The Joint Support Ship (JSS) project will acquire up to three multi-purpose ships. The presence of replenishment ships increases the range of endurance of a Naval Tasking Group, permitting it to remain at sea for significant periods of time without going to shore for replenishment. The JSS will replace the two current Auxiliary Oiler Replenishment vessels that are now more than 40 years old and nearing the end of their service lives. The new ships will provide core replenishment, limited sealift capabilities, and support to forces ashore.

Project Phase:

Definition.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies

Prime and Major Sub-Contractors

The prime contractor for the JSS construction will be a designated Canadian shipyard, selected as part of the National Shipbuilding Procurement Strategy (NSPS). It is expected that the shipyard will be identified to PMO JSS by late summer 2011. Identification of major sub-contractors will be determined through the Canadian shipyard's teaming arrangement for JSS construction.

The prime contractor for the project's In-Service Support Contract (ISSC) will be completed separately from the selection of the NSPS designated shipbuilder. The JSS project intends to compete the ISSC after it has entered the project implementation phase.


Major Milestones
Major Milestone Date
Options Analysis Fall 2009
Revised Preliminary Project Approval June 2010
Project Definition Phase Recommenced July 2010
Contract Award Risk Reduction and Design Studies Spring 2011
Project Definition Phase Complete January 2013
Effective Project Approval February 2013
Award of Implementation Contract March 2013
Delivery of First Ship Spring 2017
Initial Operating Capability - First Ship Spring 2018
Delivery of Second Ship Spring 2018
Final Operating Capability Fall 2019

Progress Report and Explanations of Variances:

In August 2008, the Minister of Public Works and Government Services Canada announced the termination of the initial procurement process to acquire three Joint Support Ships.

After receiving and evaluating the mandatory requirements for the Joint Support Ship project from the bidders, the Crown has determined that both proposals were not compliant with the basic terms of the Request for Proposal (RFP).

During the August 2008 to September 2009 timeframe, the Project Office conducted Options Analysis that examined cost versus capability of various options.

During late 2009 and early 2010, work continued on a revised procurement approach, centered principally on the concept of early identification and mitigation of program risk, for the JSS project. On June 2010, the JSS project received Treasury Board expenditure authority for its Definition Phase at a substantive cost estimate of $143M ($BY) including HST with an indicative project cost of $2.613B ($BY) including HST.

The revised procurement approach will, in part, seek to undertake assessments of existing, proven designs, as a potential means of reducing project risks and ensuring program affordability. The PMO will be conducting Risk Reduction and Design Studies related to new and existing designs. These studies are scheduled to be conducted in 2011 and will inform the JSS PMO of the viability and affordability of the design options.

Industrial and Regional Benefits (IRB):

IRBs for this project are equivalent to 100% of the contracted value for both the capital acquisition and in-service support.

JOINT UNMANNED AERIAL VEHICLE SURVEILLANCE TARGET ACQUISITION SYSTEM (JUSTAS)

Description:

This project will procure and field a mature Medium Altitude Long Endurance Unmanned Aerial Vehicle system to provide the mandatory capabilities for domestic and international operations. This Joint Unmanned Aerial Vehicle Surveillance Target Acquisition system will complement existing reconnaissance, surveillance, and target acquisition capabilities, increase maritime and arctic domain awareness and provide precision force application in support of Land and Special Operations Forces.

Project Phase:

Option Analysis. The project is currently in Option Analysis.


Leading and Participating Departments and Agencies
Lead Department Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Department Industry Canada


Prime and Major Sub-Contractors
Prime Contractor TBD


Major Milestones
Major Milestone Date
Preliminary Project Approval (PPA) TBD
Project Effective Approval (EPA)  
Contract Award  
First aircraft delivery  
Last aircraft delivery  
Project Completion  

Progress Report and Explanations of Variances:

Nil

Industrial Regional Benefits (IRB):

Maximum IRBs will be sought for this project and details will be determined by Government stakeholders.

LIGHT ARMOURED VEHICLE III UPGRADE PROJECT (LAV III UPGRADE)

Description:

The recent experiences of CF and other nations in Afghanistan, Iraq and global operational theatres demonstrate the ongoing requirement for a highly protected, yet highly mobile Light Armoured Vehicle. The threats of mines and IEDs have proliferated and are likely to be faced in most medium to high threat missions. Despite improvements to the protection of the vehicle, the current LAV III fleet has insufficient protection to defeat modern threats. Further, it has insufficient mobility given the increased payload requirement of the vehicle. As well, the target acquisition and fire control systems require upgrading to overcome obsolescence issues and to improve technical effectiveness and lethality. The LAV III Upgrade Project will capitalize on existing and evolving technology to upgrade a significant portion of the LAV III fleet to a standard required to protect the soldiers and equipment of the CF in current and future operations.

Project Phase:

Definition. The objective of the Definition Phase is to design, produce, test and select appropriate upgrade packages to address the three main capability deficient areas of mobility, protection and lethality.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor General Dynamics Land Systems, London, Ontario, Canada


Major Milestones
Major Milestone Date
Treasury Board Approval (DND) June 2009
Treasury Board Approval for Contract Approval (PWGSC) April 2010
Implementation Start Spring 2011
First Vehicle Delivery 2012
Last Vehicle Delivery Late 2017
Project Completed Spring 2019

Progress Report and Explanations of Variances:

The project received Preliminary Project Approval (PPA) in June 2009 and was announced by the Minister of National Defence (MND) in July 2009. In preparation for the PWGSC TBS Submission, a negotiating team engaged the Original Equipment Manufacturer (OEM) in a technical bid evaluation and an agreement in principal was reached for the definition contract. The PWGSC submission received TB approval in April 2010. The Definition Contract start date was April 2010. Definition work is progressing with upgrade packages designed and built and testing taking place in the fall 2010. Timelines have been adjusted to reflect a later than expected approval of the Definition Contract.

Industrial and Regional Benefits (IRB):

The majority of the work in the Definition Contract will be completed in London, Ontario.

LIGHT UTILITY VEHICLE WHEELED (LUVW)

Description:

Light utility vehicles are highly mobile and essential to facilitating the tactical command of combat, combat support and combat service support units, to assist in the gathering and dissemination of information and to liaise within and between field formations.

The LUVW project mandate is to replace Canadian Iltis vehicles with two separate vehicle acquisitions: 1,159 Standard Military Pattern (SMP) vehicles (Mercedes Benz G Wagon) with integrated logistic support and 170 Armour Protection Systems, for use by field force units; and 1,061 Militarized Commercial Off-the-Shelf (Mil COTS) vehicles (GM Silverado) for use primarily by the Reserve Force.

Project Phase:

Close-Out.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor (Phase 1) SMP Mercedes-Benz Canada (MBC), Toronto, Ontario, Canada
Prime Contractor (Phase 2) Mil-COTS General Motors Defense Military Trucks, Troy, Michigan, USA


Major Milestones
Major Milestone (Phase 1) SMP Date
Award of Contract October 2003
First Full Production Delivery February 2004
Final Production Delivery November 2006
Project Close-Out November 2010
Major Milestone (Phase 2) Mil COTS Date
Award of Contract October 2002
First Full Production Delivery October 2003
Final Production Delivery December 2004
Project Close-Out November 2010

Progress Report and Explanations of Variances:

The LUVW project received approval to close in October 2010. There are no outstanding issues. All production contracts are closed. Full Operational Capability (FOC) was reached in March 2010 and certified.

An Initial Support Contract (ISC) was awarded to Mercedes Benz Canada (MBC) in November 2005 to provide spares, repair and overhaul, lease of diagnostic equipment, support and engineering services, and 4th line vehicle repair, with the last (3rd) year option exercised in October 2007. This contract was amended and extended to June 2009 at which time a new ISC contract was awarded to MBC in June 2009 to allow continued support of the LUVW SMP fleet. A new support contract was awarded to MBC in April 2010. The contract is valued at $35.1M (including GST) over four years with a provision for three optional one-year extensions.

The project cost at completion is $296M ($BY, net of GST).

Industrial and Regional Benefits (IRB):

The IRBs required for Phase 1 were valued at 100% of the contract value. The latest report from Industry Canada indicates that MBC has successfully fulfilled its IRB obligation under the terms and conditions of Phase 1. There are no mandated industrial benefits for the Phase 2 (Mil COTS) contract. However, all support will be generated by local commercial truck service stations providing industrial benefits to Canada. For the Initial Support Contract (ISC), there are IRB requirements valued at 75% of the contract value and Industry Canada reports that MBC is up to date and progressing on its activities. There is an IRB requirement in the current support contract in the amount of 100% of the contract value.

LIGHTWEIGHT TOWED HOWITZER (LWTH)

Description:

The Lightweight Towed Howitzer (LWTH) project is a key facet of the land forces current indirect fire capability deficiency. Specifically, the project will field 25 M777 lightweight 155mm towed howitzers, each with a Digital Gun Management System (DGMS), and supported by improved ammunition and a modern truck. The 25 howitzers (six were delivered in a three month period ending July 2009 and the remaining will be delivered by May 2011) will augment the 12 M777 howitzers currently in service. These capability enhancements in terms of lethality, range, precision, mobility and digitization are needed to support future missions and tasks likely to be assigned to the CF.

Project Phase:

Definition. The LWTH project entered the Implementation Phase with the approval of the Minister of National Defence in January 2010. The project is planning to enter project close-out in January 2013.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor BAE Systems, Barrow-in-Furrow, Cumbria, UK
Major Sub-Contractor SELEX Sensor and Airborne Systems Ltd, Edinburgh, UK


Major Milestones
Major Milestone Date
Identification Phase Approval – Identification Phase January 2008
Preliminary Project Approval (PPA)– Definition Phase June 2008
M-777 Foreign Military Sale (FMS) Agreement November 2008
DGMS Contract Award November 2009
Effective Project Approval (EPA)– Implementation Phase January 2010
M777 Support Contract Award June 2010
Initial Operational Capability October 2011
Final Operation Capability December 2012
Project Close-Out March 2013

Progress Report and Explanations of Variances:

TB approved PPA with indicative total project cost of $278.282M ($BY including GST) and delegated EPA authority to MND in June 2008.

The Foreign Military Sales (FMS) Letter of Offer and Agreement (LOA) to procure 25 M777 howitzers was signed in November 2008.

The Contract Award for the DGMS was signed by the Minister of Public Works and Government Services Canada at the end of November 2009.

The M777 Support Contract was awarded in June 2010.

The Initial Operational Capability was originally forecasted to occur in July 2011. However, it has now shifted to October 2011. This change was a result of unforeseen issues with technical integration.

Industrial and Regional Benefits (IRB):

The IRBs are an integral part of the Lightweight Towed Howitzer project. For the M777 lightweight 155mm towed howitzer, the original equipment manufacturer has committed to 100% of the FMS agreement value (less the value of the US government furnished equipment) through a combination of direct and indirect IRBs. For the digital gun management system, the original equipment manufacturer has committed to 100% of the contract value in direct and indirect IRBs.

In view of the low value of the M777 Initial Support contract and the high proportion of parts and labour, the initial support contract will not have IRBs. However, as the support concept matures, IRBs will be considered.

MARITIME HELICOPTER PROJECT (MHP)

Description:

The purpose of this project is to replace the CH124 Sea King with a fleet of 28 new fully equipped Maritime Helicopters bundled with a long-term in-service support contract and the modification of the HALIFAX class ships to accommodate the new Maritime Helicopters. This replacement will address the operational deficiencies of the current CH124, eliminate the supportability difficulties of the older helicopter, and provide a sufficient fleet size of multi-purpose shipborne Maritime Helicopters for operations well into the 21st century.

Project Phase:

Implementation. In November 2010, the project marked the six-year milestone in the Implementation Phase. Delivery of the first interim Maritime Helicopter is scheduled for early 2011. The project focus is now shifting from design and engineering to flight test and preparations for operational testing and evaluation, followed by delivery of the compliant Maritime Helicopters starting in June 2012.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada (PWGSC)
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor Sikorsky International Operations Incorporated, Stratford, Connecticut, USA
Major Sub-Contractors General Dynamics Canada, Ottawa, Ontario
L-3 MAS, Mirabel, Québec, Canada


Major Milestones
Major Milestone Date
Preliminary Project Approval June 2003
Invitations for Bids Posted on MERX December 2003
Effective Project Approval November 2004
Contract Award November 2004
First Delivery (Interim Maritime Helicopters) 2011
First Delivery (Compliant Maritime Helicopters) July 2012
Final Delivery 2013
Project Close-Out 2014

Progress Report and Explanations of Variances:

In December 2008, following discussions to minimize delays in the planned delivery of the integrated Maritime Helicopter, the Government and Sikorsky agreed to a new schedule for the delivery of six interim helicopters starting in November 2010, with delivery of fully-compliant helicopters commencing in June 2012. A second contract amendment in June 2010 modified the requirements for the interim Maritime Helicopter to allow delivery with an earlier version of mission system software while still enabling the start of initial training and operational testing.

Other components of the project such as construction of the Training Centre building in Shearwater, NS, and ship modification work on the 12 Halifax Class Frigates have progressed well and are on schedule. The first test flight of the Maritime Helicopter occurred on November 15, 2008. The second Maritime Helicopter, first aircraft with complete Mission System Hardware installed, underwent its first test flight on July 29, 2009. Defence crews, as part of the Combined Test Force with Sikorsky, began aircraft testing on July 10, 2009. The first Ship Helicopter Operation Limitations - Sea Trial and the second Sea Trial are now complete. The project is currently running within its authorized budget.

Industrial and Regional Benefits (IRB):

The IRBs are equivalent to 107% of the contract value for the capital acquisition and more than 80% of the contract value for the in-service support. Further, Sikorsky has agreed to an additional $80M in IRB in the June 2010 contract amendment for the in-service support contract.

MATERIAL ACQUISITION AND SUPPORT INFORMATION SYSTEM (MASIS)

Description:

The mission of the Materiel Acquisition and Support Information System (MASIS) project is to provide the Department of National Defence (DND) with an integrated materiel acquisition and support information system that enables the cost-effective optimization of weapon/equipment system availability throughout the life cycle. The scope of MASIS includes all end-to-end information requirements within Defence related to the materiel acquisition and support functions, which are comprised of systems engineering, integrated logistics support (ILS), equipment configuration, technical data management, asset management, maintenance management, project management, performance management, operational support, business management, decision support analysis and contract management.

Project Phase:

Implementation. To date, the project has completed Phases 1 to 4 and implementation of Phase 5 is currently underway where emphasis is on the delivery of the MASIS solution to the Army and Air Force. Project completion is expected for 2012.


Leading and Participating Departments and Agencies
Lead Department or Agency National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies N/A


Prime and Major Sub-Contractors
Prime Contractor IBM Canada, Ottawa, Ontario
Major Sub-Contractors SAP Canada, Ottawa, Ontario
Pennant, Ottawa, Ontario, Canada


Major Milestones
Major Milestone Date
Preliminary Project Approval - Expenditure Authority for Phase 1 June 1998
Contract Awarded for Prime Systems Integrator December 1998
MASIS system - Go Live Phase 1 (202 Work Depot Montréal) September 1999
Expenditure Authority for Phases 2 and 3:

  • Implementation of Complex Contracts;
  • Implementation of the MASIS solution to the Navy;
  • Operations Support and Maintenance for MASIS;
  • Planning and scoping for requirements scheduled to be implemented for the Army.
June 2000
Amended Expenditure Authority for Phase 4:

  • Investigation of opportunities to progress the implementation of MASIS to the maximum extent possible within the future available Phase 5 funding;
  • Management of Operations Support and Maintenance for MASIS (outside MASIS project Expenditure Authority);
  • Project was deemed as a Major Crown Project with this approval.
December 2003
Amended Expenditure Authority for Phase 5 to cover rollout of additional functionality to wider user base including Air Force and Army. June 2007
Project Close-out 2012

Progress Report and Explanations of Variances:

In June 2000, Phase 1 to 3 EPA received for $147.8M. This has since been completed.

In December 2003, additional funding of $34.4M approved for Phase 4 which has since been completed.

In June 2007, the MASIS project received TB approval for Phase 5 in the amount of $170M. Phase 5 activities are on budget and planned completion of this project is within the 2012 timeframe.

Industrial and Regional Benefits (IRB):

All IRBs are attributed to Ontario since all project expenditures occur in Ontario.

MEDIUM-TO-HEAVY-LIFT HELICOPTER (MHLH)

Description:

Over the last decade, the ability to move personnel and equipment by air has become a vital and growing capability requirement for the Canadian Forces (CF) in fulfilling a wide range of roles. CF operational experience, particularly in current operational theatres, has highlighted the urgent need for medium-to-heavy-lift helicopters to support land forces in a threat environment by quickly, efficiently and safely moving large numbers of personnel and heavy equipment from forward deployed bases, thus reducing their vulnerability to attack. Both at home and overseas, medium-to-heavy-lift helicopters will provide the Government with a wider range of military options for addressing threats and emergencies beyond the CF's current helicopter fleets.

The Medium-to Heavy-Lift Helicopter project will deliver 15 Chinooks CH-47F helicopters to support land-based domestic and international operations and to support land staff training on the road to high readiness. The project will acquire 15 helicopters, integrated logistic support and other related support elements.

Project Phase:

Implementation.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor The Boeing Company, Philadelphia, Pennsylvania, USA
Prime Contractor CAE, St-Laurent, Quebec, Canada


Major Milestones
Major Milestone Date
Synopsis Sheet Preliminary Project Approval June 2006
Advanced Contract Award Notice Posted on MERX July 2006
Effective Project Approval and Contract Award June 2009
First Aircraft June 2012
First fully mission ready aircraft June 2013
Initial Operational Capability June 2014
Full Operational Capability (FOC)* June 2017
Project Close-out June 2018
* Resource allocations (pilots) have caused FOC to be extended by two years.

Progress Report and Explanations of Variances:

In June 2009, TB granted Effective Project Approval with a substantive cost of $2.312B. A contract was awarded to The Boeing Company in June 2009 at a value of $1.156B (USD). In March 2010, a contract amendment to the existing CAE contract for Operational Training was issued to include MHLH requirements. The Medium-to Heavy-Lift Helicopter project is currently on budget. The project is to be completed by June 2018.

Industrial and Regional Benefits (IRB):

The procurement strategy for MHLH will provide IRBs equivalent to 100% of the contracted value for both the capital acquisition and integrated in-service support. Canadian companies will have access to Boeing's global value chain which will allow them to do long-term, high-value work on Boeing's international fleets of aircraft through global partnerships. This new business being generated in Canada means that Canadian firms will hold an enviable place in the global aerospace industry.

MEDIUM SUPPORT VEHICLE SYSTEM PROJECT (MSVS)

Description:

The Medium Support Vehicle System Project is a capability replacement project for the existing Medium Logistics Vehicle Wheeled (MLVW) fleet that has reached the end of its service life due to age, heavy usage and corrosion. The MSVS project will deliver the following mix of vehicles:

  • Medium-sized Standard Military Pattern (SMP) vehicles:
    - Up to 1,500 vehicles, with options for an additional 650;
    - Up to 150 integrated armour protection systems, with options for an additional 150; and
    - Up to 300 companion Load Handling System trailers, with options for an additional 240.
  • Medium-sized Militarized Commercial Off-the-Shelf (Mil COTS) vehicles:
    - 1,300 commercial vehicles with militarized components.
  • Special Equipment Vehicle (SEV) Kits:
    - 868 special equipment vehicle kits, with options for an additional 110.

Project Phase:

Definition for SMP and SEV Kitting, and Implementation for Mil COTS and SEV Baseline Shelters.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor - Mil COTS Navistar Defence LLC, Warrenville, Illinois, USA
Prime Contractor - SEV Baseline Shelters DEW Engineering and Development ULC, Ottawa, Ontario, Canada


Major Milestones
Major Milestone Date
Preliminary Project Approval June 2006
Mil COTS - Invitation for Bids Posted on MERX November 2007
Mil COTS – Revised Preliminary Project Approval December 2008
Mil COTS - Contract Award January 2009
Mil COTS - First Delivery June 2009
Mil COTS - Delivery Complete Fall 2010
SEV Baseline Shelter - Invitation for Bids Posted on MERX May 2008
SEV Baseline Shelter - Revised Preliminary Project Approval June 2009
SEV Baseline Shelter - Contract Award July 2009
SEV Baseline Shelter - First Delivery Summer 2011
SEV Baseline Shelter - Delivery Complete Spring 2014
SMP - Invitation for Bids Posted on MERX Early 2011
SMP - Revised Preliminary Project Approval Spring 2012
SMP - Contract Award Spring 2012
SMP - First Delivery Spring 2013
SMP - Delivery Complete Early 2015
SEV Kits - Invitation for Bids Posted on MERX Spring 2011
SEV Kits – Effective Project Approval Spring 2012
SEV Kits - Contract Award Spring 2012
SEV Kits - First Delivery Early 2013
SEV Kits - Delivery Complete Fall 2014
Project Close-out Fall 2015

Progress Report and Explanations of Variances:

In June 2009, TB expenditure authority was obtained for SEV Baseline Shelters for $161.4M ($BY) plus GST and a Revised PPA was granted for an indicative full-up cost of $1.244B ($BY) plus GST for all components of the MSVS project.

  • Mil COTS - An Agreement in Principle was reached in August 2008 with the single responsive bidder. Contract approval was received in December 2008. The contract was awarded in January 2009.
  • SEV Baseline Shelters - An Agreement in Principle was reached in April 2009 with the single responsive bidder. Rev PPA and contract approval was received in June 2009. The contract was awarded in July 2009.
  • SMP - Portions of a draft Request for Proposal (RFP) were posted on the project website in October 2009 for industry comment. The final RFP is planned for release in early 2011.
  • SEV Kitting - A draft SEV Kitting RFP was posted on the project website in late December, 2009 for industry comment. The complete draft RFP was released in June 2010 for industry comment. The final RFP is planned for release in spring 2011.

Industrial and Regional Benefits (IRB):

IRBs equivalent to 100% of the contract value will be required for Mil COTS, SMP and SEV Baseline Shelters. IRBs cannot be obtained for SEV Kitting as the international trade agreements (North American Free Trade Agreement (NAFTA), World Trade Organization Agreement on Government Procurement (WTO-AGP)) apply.

MILITARY AUTOMATED AIR TRAFFIC SYSTEM (MAATS) PROJECT

Description:

DND and Transport Canada (now NAV Canada) initiated a national air traffic system project to automate air traffic services. Defence and the CF established the Military Automated Air Traffic System (MAATS) Project to ensure that military air operations continue to function effectively. The project directly supports the defence objective of conducting military air traffic control operations.

The MAATS project will provide the essential infrastructure, systems, and automated capabilities to efficiently interface Air Traffic Management Systems (ATMS) and accurately exchange data between applications. The project will deliver a stable, sustainable, and operational ATMS while providing as much integration as possible with NAV Canada's Canadian Automated Air Traffic System (CAATS). New equipment will be installed where system interfaces are not currently available. All existing Defence radar systems, meteorological and aids sensors are retained and interfaced to the MAATS. In 2006, CAATS was no longer in a position to support military operations and DND selected the option to progress the project with an in-house solution. Since 2006, the Aerospace and Telecommunications Engineering Support Squadron (ATESS) has been mandated to design, develop and implement the complete Defence ATMS solutions for MAATS.

Project Phase:

Implementation.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor Raytheon Canada Limited, Richmond, British Columbia, Canada
NavCanada, Ottawa, Ontario, Canada
Major Sub-Contractors Hewlett Packard Canada Ltd, Ottawa, Ontario, Canada
CVDS, Montréal, Québec, Canada
Frequentis Canada Ltd, Ottawa, Ontario, Canada


Major Milestones
Major Milestone Date
Treasury Board Effective Project Approval July 1993
Contract Award January 1994
Preliminary Design Review September 1997
May 2000
Critical Design Review February 2001
Factory Acceptance Test (Closure) January 2002
Initial Delivery (Montréal) December 2003
Contract Complete (Last Payment) December 2004
Approval received to disengage concurrent development with NAV CANADA project and pursue sustainable minimum military requirement September 2006
Begin Software Development on Phoenix Systems October 2006
Complete Phoenix NAMS II Development October 2007
Initial Operational Capability - First Wing Operational with NAMS II Equipment October 2007
Full Operational Capability (FOC) - All Wings with delivered Equipment June 2009
Begin Project Close-Out July 2009
MAATS Project Close-Out Senior Review Board (SRB) January 2010
Project Management Office (PMO) Close-Out March 2010
Project Complete December 2010

Progress Report and Explanations of Variances:

TB granted EPA with project costs of $179.2M.

In June 2006, the MAATS project objectives were declared unachievable with CAATS. Given a number of alternative options, the MAATS' PMO recommended to cease MAATS/CAATS development, and continue the project with the implementation of an "in-house" solution coined Phoenix. With the support of the Chief of the Air Staff and the Assistant Deputy Minister (Materiel) Group, the Programme Management Board (PMB) concurred with the PMO's recommendation in March 2007. MAATS' PMO was directed to de-link the project from NAV Canada's Canadian Automated Air Traffic System (CAATS); concentrate on the re-vitalization and integration of Air Traffic Controller (ATC) information sources at each of the seven Wings (Comox, Cold Lake, Moose Jaw, Bagotville, Trenton, Greenwood, and Goose Bay); keep military Instrument Flight Rules (IFR) operations at the Wings vice at two Military Terminal Control Centres; and pursue the development and fielding of the Phoenix solution.

Since approvals were received in July 2007, the Phoenix solution is well on its way to upgrading the current Air Traffic Management System capability inclusive of the following sub-systems: the Radar Processor, the Navigational Aids and Meteorological Sub-System (NAMS), the Air Movement Statistics Package and the Flight Data System. Phoenix is based on the proven Radar Processing Display System II (RPDS II) which was certified for Operational Airworthiness. Phoenix is built on standard commercial Off-the-Shelf hardware and open source software, thus keeping technical risk low. Installation of Phoenix equipment at 8 Wing Trenton was completed and Provisional Operational Airworthiness Clearance was granted in October 2007, ahead of schedule. Actual close-out activities, including a project completion report to TBS was completed in June 2010.

All sites are now synchronized with same technology and interfaces and the Phoenix environment has been running since 2007 without any downtime or major failure. The Vancouver 2010 Olympics shifted ATESS personnel priorities, delaying the revision of the last delivery called Flight Data Entry Terminal.

Industrial and Regional Benefits (IRB):

IRBs to be applied across all regions of Canada.

NEXT GENERATION FIGHTER CAPABILITY (NGFC)

Description:

The objective of the NGFC project is to acquire 65 next generation fighters to replace the CF-18 fleet on its retirement so as to maintain a manned fighter capability necessary for the defence of Canada and North America, and for CF collective expeditionary operations.

Project Phase:

Option Analysis

Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor Lockheed Martin Aeronautics Company, Fort Worth, Texas, USA


Major Milestones
Major Milestone Date
Synopsis Sheet (Identification) January 2010
Synopsis Sheet (Effective Project Approval) February 2011
Treasury Board Expenditure Authority March 2011
First Participant Procurement Request January 2012
Delivery First Aircraft December 2016
Initial Operational Capability May 2020
Full Operational Capability September 2025
Project Close-Out December 2027

Progress Report and Explanations of Variances:

In July 2010, the Government of Canada announced its decision to acquire 65 F-35 Lightning II fighter aircraft to replace the CF-18 fleet at an estimated acquisition cost of $9B. The process for acquisition is detailed in the Joint Strike Fighter (JSF) Production, Sustainment and Follow-On Development (PSFD) Memorandum of Understanding (MoU). A Project Management Office was stood up in October 2010 and work has been initiated to advance a Treasury Board submission seeking the required expenditure authorities.

Industrial and Regional Benefits (IRB):

By signing the PSFD MoU, the nine partner countries involved agreed to an industrial participation model for the JSF program. As a result, Canada's defence industry has a unique opportunity to be a part of the JSF global participation model for the JSF program. Canada's defence industry has the opportunity to be a part of the JSF global supply chain, which means Canadian companies would not only work in support of the 65 aircraft that Canada is buying, but for the more than 3,000 F-35s that will be built. To date, Canadian companies have received more than $350M in contracts for the development and production of the F-35 and early estimates show that opportunities available to Canada's aerospace industry could total $12B.

PROTECTED MILITARY SATELLITE COMMUNICATIONS (PMSC)

Description:

The Department of National Defence (DND) and the Canadian Forces (CF) are being provided with global communications that are secure, guaranteed and directly interoperable with our Allies by the Protected Military Satellite Communications (PMSC) project. The project will deliver a Canadian Advanced Extremely High Frequency (AEHF) Military Satellite Communications System for near-worldwide assured, secure, survivable, and jam-resistant communications to the CF for the command and control of deployed Canadian commanders and forces, as well as interoperability with our principal ally, the United States.

Project Phase:

Implementation. The PMSC project is being implemented in two phases with project completion expected for winter 2017.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor United States Department of Defense (DoD)
Major Sub-Contractors Raytheon, Waltham, Massachusetts, USA
Rockwell Collins Inc., Cedar Rapids, Iowa, USA


Major Milestones
Major Milestone Date
Preliminary Project Approval August 1999
Effective Project Approval November 2003
Initial Terminal Delivery Fall 2012
Initial Satellite Delivery Winter 2012-13
PMSC System Full Operational Capability Fall 2017
Project Complete Winter 2017-18

Progress Report and Explanations of Variances:

The PMSC project is being implemented in two phases.

In the completed Phase 1, procurement of guaranteed access to the US Department of Defense (DoD) Advance Extremely High Frequency (AEHF) satellite constellation was approved by TB through granting Preliminary Project Approval in August 1999. TB also granted approval for the Department of National Defence (DND) to enter into a Military Satellite Communications (MILSATCOM) Memorandum of Understanding (MOU) with the US DoD. This would ensure DND access to the US DoD Advance Extremely High Frequency (AEHF) satellite constellation. This MOU was signed in November 1999. In addition, approval was granted to define the terminal segment.

Phase 2 has been underway since November 2003, when TB granted Effective Project Approval (EPA) for the procurement and installation, where necessary, of the associated AEHF satellite terminals. The project is on budget.

The total substantive cost for this project (both phases) is estimated at $592M ($BY) including GST/HST. The project is on budget.

However, due to slippages in the US DoD overall satellite launch schedule and since the satellite constellation is the heart of the AEHF MILSATCOM and PMSC Systems, DND has had no option other than to accept the schedule setbacks and slip DND milestones, such as the PMSC System Full Operational Capability by several years.

Industrial and Regional Benefits (IRB):

Under Phase 1, the US DoD has committed to a work share with Canadian industry proportional to our contribution. Suppliers from both nations will be permitted to bid on project work. In Phase 2, the Senior Procurement Advisory Committee (SPAC) endorsed that terminal acquisition and support will be procured through Foreign Military Sales (FMS) with installation done through Defence-managed contracts. IRBs will be sought by Industry Canada at 100% of the contract value.

SUBMARINE CAPABILITY LIFE EXTENSION (SCLE)

Description:

The Submarine Capability Life Extension (SCLE) project replaced the Oberon class submarine fleet with four existing British Upholder class (renamed Canadian Victoria class) submarines. The project will ensure that Canada preserves its submarine capability within the existing capital budget. The project supports Canada's ability to conduct surveillance and control of its territory, airspace and maritime areas of jurisdiction, as well as Canada's ability to participate in bilateral and multilateral operations.

Project Phase:

Implementation. The project has delivered four functional Victoria class submarines with up-to-date, safe-to-dive certificates, four crew trainers (including a combat systems trainer, a ship control trainer, a machinery control trainer, and a torpedo handling and discharge trainer), and four trained crews. Canadianization of three platforms and 13 of 17 associated projects have been completed. The last platform (HMCS CHICOUTIMI) will complete Canadianization during her Extended Docking Work Period (EDWP) which officially began in July 2010. The remaining associated projects will be completed by project closure in March 2013.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor The Government of the United Kingdom, (UK) of Great Britain and Northern Ireland, Ministry of Defence, UK
Major Sub-Contractors British Aerospace Engineering (BAE) Marine Systems (formerly Vickers Shipbuilding and Engineering Limited (VSEL)/Marconi Marine) Cumbria, UK


Major Milestones
Major Milestone Date
Treasury Board Approval June 1998
Main Contract Award July 1998
Initial Support Contract Award July 1998
Initial Operational Capability (IOC) April 2006
Full Operational Capability (FOC) Fall 2011
Project Close-Out March 2013

Progress Report and Explanations of Variances:

EPA was granted to the SCLE project in June 1998 at an estimated total cost of $812M ($BY) net of GST. The expenditure ceiling was increased by $84.8M by TBS in June 2003 to accommodate increased scope to include 17 submarine related projects and initiatives that were progressing outside the bounds of SCLE. The SCLE project is within budget.

Canada has accepted all four Upholder submarines from the United Kingdom. The operational status of each of these vessels is summarized below:

  • Her Majesty's Canadian Ship (HMCS) Victoria is currently undergoing an Extended Docking Work Period (EDWP) at Fleet Maintenance Facility (FMF) Cape Breton. She is scheduled to undock in early 2011 and complete this activity in mid 2011.
  • HMCS Windsor is currently undergoing an Extended Docking Work Period (EDWP) at Fleet Maintenance Facility (FMF) Cape Scott. She is scheduled to undock in mid 2011 and complete this activity in 2011.
  • HMCS Corner Brook is operational and is participating in various exercises and patrols. She will remain operational until mid-2011.
  • HMCS Chicoutimi was handed over to Canada in October 2004 and while en-route to Canada, she had an electrical incident at sea that resulted in a fire and was returned to Canada via sealift. Although some of the repairs have been completed, a decision was taken to delay the completion of the repair and Canadianization until her EDWP. HMCS Chicoutimi was signed over to the Canadian Submarine Management Group (In- Service Support Contractor) in June 2009. Her EDWP commenced in July 2010.

Based on progress to date and current information, all performance objectives of this contract will be met within the allocated budget.

Industrial and Regional Benefits (IRB):

This project will provide an estimated $200M in direct and indirect IRBs. This includes Canadian modifications to the submarines and the relocation of the simulators and trainers to Canada. A further $100M in IRBs have taken the form of waivers to provide industrial offsets in the United Kingdom for Canadian companies bidding on defence contracts.

TACTICAL ARMOURED PATROL VEHICLE (TAPV)

Description:

Emerging threats have highlighted a number of critical deficiencies with the G-Wagon Light Utility Vehicle Wheeled, the RG-31 Armoured Patrol Vehicle, and the Coyote Light Armoured Vehicle. These deficiencies include capacity, protection, mobility, weapons effects, information and human dimensions.

The Tactical Armoured Patrol Vehicle (TAPV) project will deliver to the land forces a wheeled combat vehicle that will overcome these deficiencies. This vehicle will fulfill a wide variety of roles on the battlefield, including but not limited to surveillance, security, command and control, cargo and personnel carrier. It will have a high degree of tactical mobility and provide a very high degree of crew protection.

The project scope includes an estimated initial purchase of 500 TAPV and an optional purchase of up to 100 additional vehicles, plus associated long-term in-service support.

Project Phase:

Definition. The TAPV Project entered the Definition Phase with the approval of TBS in June 2009. Expenditure and contracting authority for the Definition Phase were also delegated to Defence and Public Works and Government Services Canada (PWGSC) respectively for the TAPV and its associated in-service support.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Prime Contractor Not identified at this time
Major Sub-Contractors Not identified at this time


Major Milestones
Major Milestone Date
Identification Phase approved March 2008
Project Charter approved May 2009
Preliminary Project Risk Assessment endorsed June 2009
Definition Phase approved June 2009
Statement of Operational Requirements approved January 2010
Implementation Phase approved Spring 2012
Contract awarded Spring 2012
Initial Operational Capability Delivery certified 2013
Full Operational Capability Delivery certified 2015
Project Completion Report Approved 2017

Progress Report and Explanations of Variances:

In June 2009, TB granted PPA with approved indicative project cost of 1.312B ($BY), including GST. Further, TB granted Expenditure Authority for Definition at a substantive cost of $39.2M ($BY). The TAPV Project is within budget.

In November 2008, the Defence Senior Project Advisory Committee approved a procurement strategy for a phased approach within a competitive process. Consequently, the TAPV Project issued a Letter of Interest/Request for Price and Availability (LOI/P&A) in July 2009 to support cost planning. Results were received in September 2009. Given the multiple contenders who expressed interest in the LOI/P&A, the project issued a Solicitation of Interest and Qualification (SOIQ) in March 2010 to pre-qualify potential contenders against essential TAPV requirements. Following the SOIQ evaluations, the project will issue a Request for Proposal (RFP) in early 2011 to those contenders that have addressed the SOIQ requirements. Final contract awarding will be completed in spring 2012 after Implementation Phase approval is given.

Industrial and Regional Benefits (IRB):

This procurement will provide IRBs for the capital acquisition of the TAPV and its associated in-service support. Direct industrial and regional benefits requirements have been established at 25% for the Acquisition Contract and at 40% for the Support Contract.

TANK REPLACEMENT PROJECT (TRP)

Description:

The purpose of the Tank Replacement Project (TRP) is to replace Canada's aging Leopard C2 tank fleet with a modern, heavily protected, mobile, direct fire support capability. The Tank Replacement Project is divided into two phases. Phase 1 consisted of the loan of 20 Leopard 2 A6M Main Battle Tanks (MBT), two Armoured Recovery Vehicles (ARVs) and logistics support from the German Government for immediate deployment to Afghanistan, as well as the purchase of 100 surplus Leopard 2 MBT from the Netherlands Government. Phase 2 consists of the repair, overhaul, upgrade and introduction of up to 100 Leopard 2 tanks and armoured recovery vehicles into service with the CF as well as the Integrated Logistics System (ILS) inherent to the variants.

Project Phase:

Implementation. The project received Preliminary Project Approval (PPA) (inclusive of EPA for Phase 1) from Treasury Board in March 2007 and Effective Project Approval (EPA) in June 2009 for Phase 2. The project is capped at $650 million.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and its regional agencies


Prime and Major Sub-Contractors
Phase 1
Prime Contractor for ARV upgrades Rheinmetall Land Systeme (RLS), Germany
Prime Contractor for MBT upgrades Krauss Maffei Wegmann (KMW), Germany
Prime Contractor for loaned tanks German Government
Prime Contractor for tank purchase Netherlands Government
Phase 2
Prime Contractor for 20 Leopard 2 A4 (operational) tanks Krauss Maffei Wegmann (KMW), Germany
Prime Contractor for 20 Leopard 2 A6 tanks for return to German Government Krauss Maffei Wegmann (KMW), Germany
Prime Contractor for 42 Leopard 2 A4 training tanks Rheinmetall Canada Inc (RhC), Canada
Prime Contractor for 8 Leopard 2 ARVs To be determined
Prime Contractors for ILS related contracts:
1. Ammunition
2. Simulators
3. Special Tools & Test Equipment (STTE)
4. Initial Provisioning of Spare Parts

To be determined
To be determined
To be determined
To be determined


Major Milestones
Major Milestone Date
Treasury Board Preliminary Project Approval (PPA) March 2007
Phase 1 - Loan Agreement with German MoD May 2007
Phase 1 - Contract to KMW for upgrades to Loaned tanks May 2007
Phase 1 - Contract to RLS for upgrades to Loaned tanks May 2007
Initial Operating Capability (IOC) August 2007
Phase 1 - Acquisition of tanks from Dutch Government December 2007
Phase 1 – PPA amendment approved by Treasury Board June 2008
Treasury Board Effective Project Approval (EPA) with conditions June 2009
Phase 2 – Contract to KMW for urgent requirement of 20 Leopard 2 A4 Operational tanks (repair, overhaul and upgrade) June 2009
Phase 1 – Contract to KMW for replacement in kind tank return to German MoD - 20 x A6 (NLD) tanks July 2009
Phase 2 - Contract for repair and overhaul of 42 x Leopard 2A4 CAN (Training) tanks August 2010
Phase 2 – Contract for 8 ARVs March 2011 (TBC)
Full Operational Capability (FOC) – (Phase II) January 2014
Project Close-Out January 2015

Progress Report and Explanations of Variances:


  • Treasury Board approved the PPA Amendment in June 2008 allowing the Replacement in Kind concept for the loaned tanks. Canada will retain the loaned German Leopard 2A6 M. In return, the purchased Dutch Leopard 2 A6 will be converted to a German standard and returned to German Ministry of Defence.
  • EPA was approved by TB in June 2009 supporting the Phase 2 procurement strategy including development of a work capacity in Canada.
  • Development of this capacity resulted in the FOC change to January 2014. In addition, cost continues to be tightly managed within the cost ceiling in accordance with the core deliverables and prioritized activities.

The project continues to move forward aggressively while ensuring effective support to the equipment challenges in Afghanistan and the establishment of critical support contracts.

Industrial and Regional Benefits (IRB):

No IRBs were required for Phase 1. For Phase 2, IRBs are a requirement. Bidders will be required to submit acceptable IRB proposals with their bids. The successful contractors will be required to undertake IRB activities in Canada valued at 100% of the contract value. IRB proposals will be evaluated by representatives of Industry Canada and the Regional Development Agencies. Contractors will be required to submit annual IRB reports detailing their achievements, which Industry Canada will review and verify.

WHEELED LIGHT ARMOURED VEHICLE - LIFE EXTENSION (WLAV-LE)

Description:

The Wheeled Light Armoured Vehicle - Life Extension (WLAV-LE) has addressed deficiencies in command, combat support and combat service support capabilities to ensure that the current fleets of wheeled armoured vehicles are capable of operating in the current and anticipated threat environment. The WLAV-LE improved the mobility, protection and capability of the in-service Bison fleets (primarily composed of Infantry Section Carriers (ISC)) through a life extension and conversion to command and support variants dedicated to the LAV III and LAV-Recce (Coyote) fleets. The following capabilities are being provided in the 2004-11 timeframe:

  1. Conversion of the entire Bison fleet of 199 vehicles to 32 Ambulances, 16 Electronic Warfare, 4 Nuclear, Biological and Chemical Defence, 32 Maintenance and Recovery Vehicle, 32 Mobile Repair Team, 82 Command, Control, Communications and Intelligence vehicles;
  2. Provision of updated add-on armour packages for operations stock as a result of changes made to existing vehicles, to provide the crew and mission essential equipment with a basic level of protection; and
  3. Sufficient Integrated Logistics Support to maintain the fleet for the first two years of operations.

Project Phase:

Implementation. Just over 98% of the Bison fleet has been converted.


Leading and Participating Departments and Agencies
Lead Department or Agency Department of National Defence
Contracting Authority Public Works and Government Services Canada
Participating Departments and Agencies Industry Canada and Atlantic Canada Opportunities Agency


Prime and Major Sub-Contractors
Bison Re-Role
Prime Contractor
(6 variants)
DEW Engineering and Development ULC (DEW), Ottawa, Ontario, Canada
Prime Contractor
(1 variant)
General Dynamics Land Systems – Canada (GDLS-C), London, Ontario, Canada


Major Milestones
Major Milestone Date
Treasury Board Preliminary Project Approval September 1996
Treasury Board Effective Project Approval November 1998
Initial Contract Award with DEW January 2003
Treasury Board Revised Effective Project Approval September 2006
New Contract Award with DEW May 2007
Contract Award with GDLS-C October 2007
Implementation – Initial Operational Capability March 2009
Implementation – Full Operational Capability December 2010
Project Completed March 2011

Progress Report and Explanations of Variances:

In September 2006, TB granted a reduced expenditure authority to WLAV-LE due to the cancellation of the Armoured Vehicle General Purpose (AVGP) component of the project. This change resulted from the decision taken by Defence in March 2005 to retire the AVGP fleet for a revised project cost of $170.3M ($BY). The original planned dates for the Initial Operational Capability (August 2008) and Full Operational Capability (December 2009) have been revised as a result of delays experienced in getting contract approval, in completing the prototype build and in achieving a successful first article inspection for the Mobile Repair Team variant. The WLAV-LE is currently running under budget and is to be completed by March 2011.

Industrial and Regional Benefits (IRB):

There is no IRB strategy associated with this project.

The WLAV-LE is excluded from the Agreement on Internal Trade under article 508 - Exceptional Circumstances. The exceptional circumstance is related to the economic hardship facing the local economy from the closure of CF Base Chatham in New Brunswick. A portion of the work is to be carried out in the Chatham area (now defined as the Miramichi Region). It is a provision of the contract with DEW Engineering and Development ULC that the work is to be done in the Chatham Area of the province of New Brunswick to the maximum extent possible and where cost effective to the Crown.

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Public Works and Government Services Canada

Status Report on Transformational1 and Major Crown Projects2

Long-Term Vision and Plan for the Parliamentary Precinct

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.

A Long Term Vision and Plan (LTVP) for the Parliamentary Precinct, approved in 2001, was developed to help guide the fulfillment of this mandate. In May 2005 Cabinet instructed the Minister of PWGSC to provide options to revise the LTVP and its associated costs.

A revised LTVP was presented and approved by Cabinet in June 2007. This update, which was undertaken in conjunction with the Parliamentary Partners – the Senate, the House of Commons and the Library of Parliament – 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.

One of the key features of the 2007 LTVP is a new Implementation Strategy that consists of a broad strategic direction and a series of cyclical five-year programs. These cycles provide greater flexibility in planning and implementation and support more accurate costing and project timelines.

Each five-year program is composed of three components: the Major Capital Program, the Recapitalization Program, and the Planning Program. Currently, the 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, former Bank of Montreal building 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 temporary 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 objec-tives 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.

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.

National Project Management System (NPMS) Reference
West Block Program

The West Block, located within the Parliamentary Precinct, 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. The West Block provides 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 must 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 former Bank of Montreal building to relocate Confederation room (Ceremonial Room 200);

  • Asbestos 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.

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 will be completely vacated during the 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 will include interior demolition, asbestos abatement and seismic reinforcement work.

Phase 2 will include the restoration of the exterior envelope, renovation of the base building and interior space. Phase 1 construction started as planned in spring 2010 and the project 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. The former Bank of Montreal building is being designed by NORR Limited Architects and Engineers, Toronto, Ontario.
General Contractors The West Block North Towers Restoration is being carried out by Verreault, Montreal, Quebec.
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

Milestone Date
LTVP
Memorandum to Cabinet – Update on the LTVP for the Parliamentary Precinct Completed – July 2002
Memorandum to Cabinet – LTVP for the Parliamentary Precinct – Update Completed – May 2005
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 – September 2010
MPs vacate West Block Completed January 2011
Major construction start February 2011
Full Effective Project Approval (Phase 2) 2013*
Major construction completion 2018*
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) Completed – May 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) 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

The following projects were successfully completed: The Food Production Facility, which is fully operational; the 1 Wellington facility, which is fully operational, the La Promenade facility, which is fully operational, the relocation of 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 occurred successfully for security administration, curatorial services, laundry services, the health unit, communications, the Ethics Commissioner, and the maintenance support services unit.

At the end of the 2009-2010 reporting period, the major projects were all on schedule and on budget. In addition, the concept design of the West Block’s courtyard infill received endorsement from the National Capital Commission and the House of Commons, and PWGSC awarded a major construction contract for asbestos abatement, interior demolition and seismic upgrading of the Wellington building.

The most recent Preliminary Project Approval (December 2010) is for $1.171 million (GST and HST excluded). The West Block was completely emptied in January 2011 with MPs and support staff occupying their new offices in the La Promenade facility and the major rehabilitation work is set to be initiated in February 2011.

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 two 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.


Government of Canada Pension Modernization Project


Description:

The Government of Canada Pension Modernization Project (GCPMP) has been initiated to renew PWGSC's pension administration systems and business processes in order to ensure the sustainability of the pension administration and improve services to employees, employers and pensioners. The current pension administration processes and system infrastructure are nearly 40 years old. They depend on outdated technology that is expensive to maintain, limits the Government's ability to provide modern services such as web-based self-service, and relies on inefficient and error prone manual processes. The GCPMP will replace existing systems with commercial off-the-shelf software products, streamline business processes, and introduce broader, more flexible service delivery methods. Although the project is focused on the Public Service Superannuation Act administration, the project will implement a multi-plan solution that will provide for other pension plans within the public service.

Project Phase:

The GCPMP began its Implementation Phase in July 2007, following receipt of Effective Project Approval from the Treasury Board. The GCPMP Implementation Phase will take approximately four and a half years to complete.

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 Major Subcontractor(s)
HP Enterprise Services (formerly EDS Canada Inc.)
50 O’Connor St., 6th Floor, Ottawa, Ontario
K1P 6B9
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)
Revised to February 2011
  • Implementation of Release 2.5
    (Contributor functions related to Service Purchase and Leave Without Pay)
Revised to November 2011
  • Implementation of Release 3.0
    (Annuitant and Accounting functions)
Revised to March 2012 (under review)
Final maintenance transition Revised to March 2012 (under review)
Close-Out Phase Revised to March 2012 (under review)

Project Outcomes

  • 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):

At Preliminary Project Approval, the Treasury Board approved the completion of the Project Definition Phase and funding in the amount of $18.74 million (excluding GST). The GCPMP completed this phase at a cost of $18.34 million, although there was a delay of approximately six months in obtaining Effective Project Approval.

Implementation Phase (in progress):

At Effective Project Approval, in June 2007, the Treasury Board approved implementation of the GCPMP and funding in the amount of $184.75 million. The amount budgeted from June 2007 to March 31, 2010, was $130,961,550. Actual expenditures for implementation activities from June 2007 to March 31, 2010, were $113,110,732. The cost variance is the result of unused contingency to date, as well as delays in the implementation of some activities related to Releases 2.0 and 2.5.

Release 1.0 was completed six weeks behind schedule for the Siebel components and three months behind schedule for the telephony components.

Release 1.5 was completed three months behind schedule for the Siebel components. The imaging components were further delayed by approximately one month due to technical problems encountered during readiness testing.

The GCPMP is currently involved in activities related to Releases 2.0, 2.5 and 3.0. Release 2.0 is encountering an overall delay of approximately 12 months due to the vendor’s initial underestimation of the complexity of the public service pay and pension rules.

Project is presently forecasting a variance of 2 months on a project duration of 55 months, with no change in scope. Work packages and resource allocations for the final two releases (Releases 2.5 and 3.0) have been re-arranged to limit the impact on the overall project end date and to deliver the project within budget.

Industrial Benefits:

A multi-million dollar contract has been awarded for the COTS products, as well as for the professional services to implement the new systems, and for support services and ongoing maintenance. The implementation will be conducted in several phases over a four and a half year period (2007-2011). During that time it is expected that there will be some temporary positions required to support the system implementation and business transformation activities. In the long term, the project will provide the infrastructure and processes essential to the sustainability of current pension administration operations, and positions in Shediac, New Brunswick.

PWGSC’s Transformation of Pay Administration 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 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:
  1. 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.
  2. 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.
  3. 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.
  4. 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

Contract not yet awarded.

Major Subcontractor(s)

Contract not yet awarded.

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:

List of Major Milestones Date
Pay Modernization Project Definition Phase
Request for Proposal for Project Management Services October 2009
Completed
Project Management Services Contract Award February 2010
Completed
Request For Proposal for a Commercial-Off-the-Shelf/Solution Integrator October 2010
Completed
Commercial-Off-the-Shelf/Solution Integrator Contract Award March 2011
Completed
Fit-Gap December 2011
Effective Project Approval Planning/TB Submission April 2012
Pay Modernization Project Implementation Phase
Configuration March 2014
Testing September 2014
Pilot March 2015
Deployment June 2015
Project Close Out July 2015

Consolidation of Pay Services Project:

List of Major Milestones Date
Consolidation of Pay Services Project Definition Phase
Announcement of region for Centre of Expertise August 2010
Completed
Planning for building, IT connectivity, architecture and access November 2010
Completed
Negotiation and timing for transition of each department March 2011
Completed
Revise Order in Council to revise PWGSC responsibilities April 2011
Effective Project Approval Planning/TB Submission April 2011
Consolidation of Pay Services Project Implementation Phase
Wave 1 Departments Transition August 2011
Wave 2 Departments Transition February 2013
Wave 3 Departments Transition August 2014
Project Close Out October 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 Treasury Board approved the Preliminary Project Approval Phase of the Pay Modernization Project and funding 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 2011-2012 to evaluate the proposed new pay solution against the Government of Canada pay requirements. The definition phase for the modernized pay system and processes is expected to be completed by April 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 be in operation.

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 the movement of compensation staff during the transition. The project team has also developed detailed Human Resources plans for staffing, classification, and training. Staffing processes have been initiated to fill positions in the Centre of Expertise. In addition to this, a Governance Framework, which includes a Client Engagement Strategy and a Union Consultation Framework, has been developed in collaboration with departments, central agencies, and the union.

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. Office space requirements and their associated costs have been identified for the Centre of Expertise in Miramichi, New Brunswick.

The project definition work to date has allowed the project team to develop more accurate cost estimates that have been integrated into the Treasury Board Submission for Effective Project Approval planned to be tabled in 2011-2012.

Industrial Benefits:

A multi-million dollar contract has been awarded for the COTS pay solution and 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.

One of the key objectives of the Consolidation of Pay Services Project is the stabilization of the compensation community. The Initiative will achieve this by creating 550 new jobs in a Centre of Expertise located in Miramichi, New Brunswick.


Notes:

1 As defined in the Policy on the Management of Projects.

2 As defined in the Policy on the Management of Major Crown Projects.

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Royal Canadian Mounted Police

Status Report on Transformational1 and Major Crown Projects2


Description:

The Real Time Identification (RTID) Project was designed to facilitate the timely and efficient exchange of criminal records and fingerprint information and is a re-engineering of systems and business processes used for fingerprint identification, civil clearances and criminal records maintenance. It will transform the current paper-based workflow to an electronic workflow, enabling the “real time” identification of fingerprints submitted electronically.

Fingerprints are submitted by police agencies to support the creation of a criminal record or to search the criminal record repository during a criminal investigation or civil security screening. RTID will streamline these services, facilitate information sharing internationally, and permit an improved tracking of criminals by condensing identification turnaround times from weeks and months to hours and days.

The original RTID business case was approved as part of the Preliminary Project Approval (PPA) submitted in December 2004. Treasury Board Effective Project Approval (EPA) for Phase 1 dated October 2005 and EPA for Phase 2 dated June 2007 were both granted. Funding for the RTID Project was announced on April 20, 2004, under the National Security Policy.

The Project was established under the sponsorship of National Police Services. The Chief Information Officer was appointed Project Leader, responsible for achieving the technology improvements associated with the project. The business owner is the Assistant Commissioner, Forensic Science and Identification Services. From a project governance perspective, the RTID Project Director reports to both the Chief Information Officer and the Assistant Commissioner, Forensic Science and Identification Services.

Project Phase:

The Project is being delivered in two major Phases. RTID Phase 1 modernized the civil clearance process by replacing the Automated Fingerprint Identification System (AFIS) and implementing a new transaction manager, permitting agencies to submit their fingerprint information electronically. Phase 1 was closed from an Information Technology perspective in September 2008.

The scope of RTID Phase 2 has been amended based on recommendations made by an Independent Review conducted in 2010. Project work continues to refine the foundational systems delivered in Phase 1. This component of the project is in implementation phase.

Planning for the delivery of the remaining criminal records processing (disposition) requirements will follow the successful modernization of phase 1.

Leading and Participating Departments and Agencies
Lead Department Royal Canadian Mounted Police
Contracting Authority Public Works and Government Services Canada
Participating Departments
  • Public Safety
  • Citizenship and Immigration Canada
  • Correctional Services Canada
  • Canada Border Services Agency
  • Transport Canada
  • Federal Bureau of Investigation
  • Provincial and Municipal Police Agencies


Prime and Major Subcontractor(s)
Major Subcontractor(s)

Fujitsu Consulting (Canada) Inc., 600-360 Albert Street, Ottawa ON K1R 7X7

ADGA Group, 600-616 Albert Street, Ottawa ON K1P 5G3

Cogent Systems, Inc., 639 North Rosemead Blvd., Pasadena CA 91107, USA



Major Milestones
List of Major Milestone Date

Automated Fingerprint Identification System (AFIS) and infrastructure to permit electronic fingerprint processing in production

March 2007

Electronic fingerprint processes for civil purposes implemented

March 2007
Contract for Criminal Record Workflow Component of RTID System (Phase 2) awarded February 2008
Electronic processing of latent (crime scene) fingerprints implemented March 2008
Vulnerable Sector functionality implemented October 2010
Amended EPA Submission December 2010
EPA Approval March 2011

Project Outcomes

The RTID Project aligns to the RCMP strategic outcome of "criminal activity affecting Canadians is reduced” and supports Forensic Science & Identification Services, Canadian Criminal Real Time Identification Services expected outcome “to maintain the national repository of criminal record and fingerprint information."

RTID Project Service Level Agreements
Service 2001 RTID
Fingerprint verification, civil 10-print searched (not linked to a criminal record) 5 months 3 business days
Fingerprint verification, latent (crime scene) searches 6 weeks 24 hours
Fingerprint verification, refugee 10-print searches 6 weeks 2 hours*
Fingerprint verification, criminal 10-print searches 10 weeks 2 hours**
Criminal record updates 9 months 24 hours***
Fingerprint verification, civil 10-print (linked to a criminal record) 6 weeks 3 business days
* Available in production May 2010
** Contingent upon Criminal Migration implementation
***Contingent upon a full RTID implementation

Progress Report and Explanations of Variances

The RTID Project is in the process of amending its Effective Project Approval (EPA) in order to re-establish the approval authority. The Independent Review and the subsequent options analysis recommended a “right–sized approach with a funding shortfall.” An amended EPA submission to Treasury Board will be submitted in the spring of 2011 to re-baseline the project schedule. No additional funding will be requested as the shortfall will be funded through the RCMP’s annual reference levels.

Industrial Benefits

There are no industrial benefits of the Real Time Identification Project.

Notes

1 As defined in the Policy on the Management of Projects

2 As defined in the Policy on the Management of Major Crown Projects.


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Transport Canada

Status Report on Transformational [1] and Major Crown Projects [2]


Description:

The Canada-United States Bi-National Transportation Partnership that is planning the new Detroit River International Crossing, is composed of:

  • Transport Canada
  • U.S. Federal Highway Administration
  • Ontario Ministry of Transportation
  • Michigan Department of Transportation

The project is a United States/Canadian, Interstate 75 to Highway 401, end-to-end solution consisting of five components: a new international crossing; the Canadian customs plaza; the United States border inspection plaza; the interchange between the United States bridge/plaza and Interstate 75; and the highway connector between Canadian bridge/plaza and Highway 401.

It is the Partnership’s intention to seek a public-private partnership for the bridge and plaza portion of project.

The Bridge

The new Detroit River crossing will be a six-lane bridge that will provide three Canada-bound lanes and three United States bound lanes. The new crossing will accommodate future travel demand, both in terms of meeting capacity and providing flexibility to stream traffic on the crossing to improve border process (e.g. designated Nexus/fast lane).

The new crossing will be constructed to link inspection plazas on the Canadian and United States sides of the Detroit River, and will be a key component of the new end-to-end transportation system that will link the existing Highway 401 to the United States Interstate system. The crossing will consist of both a main bridge that will span the width of the Detroit River and designed to provide navigational clearances that meet United States and Canadian requirements, and approaches to the main bridge that will connect to plazas in both Canada and the United States.

Selection of the bridge type will be made during subsequent design phases of this project. Neither bridge type requires piers to be placed in the Detroit River.

Customs Plaza

In Canada, border inspection plaza alternatives were developed in consideration of the need to provide improved border processing facilities to meet future travel demand and security requirements at the border crossing. The new plaza will be designed to serve the future (2035 and beyond) travel demands at the border crossing. Initial construction of the plaza may not include the fully developed plaza, as the plaza may be developed in stages. The initial construction of the plaza will be such that future expansion will be possible by way of constructing additional inspection or tollbooths.

The plaza was developed in consultation with Canada Border Services Agency and provides sufficient area for primary inspection lane booths and on-site secondary inspection of people and goods. The plaza alternative also allows for dedicated Nexus and fast lanes and provides for a substantial improvement of border crossing processing capabilities.

The plaza will be situated within the Brighton Beach Industrial Park; bounded by the Detroit River, Chappus Street, Ojibway Parkway and Broadway Street. The plaza includes: total plaza area of 202 acres (72.8 hectares); total of 29 inbound inspection lanes; total of 103 secondary inspection parking spaces for commercial vehicles; nine toll collection lanes; and storm water management features to control quality and quantity of runoff rain water.

Ontario Access Road

The new access road will be a controlled access highway connection approximately 11 kilometres long located between the Border Services Plaza and the provincial highway network. The connection is a six-lane urban freeway involving interchanges, grade separations, road closings and the use of service roads. The connection includes a combination of below-grade, at-grade, and above-grade segments and eleven short-tunnelled (or covered) sections. The width of the right-of-way varies and where possible, existing rights-of way will be utilized. Along the corridor, the maximum width of the new right-of-way, not including the existing right-of way, is approximately 300 meters.

Ontario is responsible for the delivery of the Windsor-Essex Parkway, which will connect Highway 401 with the new border inspection plaza and bridge. The province is in the midst of the procurement process and on October 8, 2009, announced a shortlist of three qualified bidders to move to the request-for-proposal stage.

The Rationale for the Project:

Windsor-Detroit is the busiest land border crossing in North America:

  • $130 billion (Canadian dollars in 2006) of two-way surface trade;
  • 28 percent of total Canada-United States trade;
  • Consists of four crossings: Windsor-Detroit tunnel, Ambassador Bridge, truck ferry and Canadian Pacific Railway tunnel;
  • Ambassador Bridge alone handles 99 percent of Windsor-Detroit truck traffic;
  • In recent years, there have been increased traffic delays due to heightened security checks at the United States–Canada border. Inefficiencies at the border crossing directly affect costs; thus affecting abilities to compete internationally; and
  • Traffic is expected to increase over the next 30 years.

Project Phase:

On December 3, 2009, the federal environmental assessment for the new bridge, customs plaza and access road to the bridge, the Windsor-Essex Parkway, was approved. The Province of Ontario commenced some advance construction of the Windsor-Essex Parkway in early 2010, while also advancing its procurement process for the remainder of the Parkway project.

Leading and Participating Departments and Agencies
Lead Department Transport Canada
Contracting Authority Deloitte
Participating Departments Canada Border Services Agency, Public Works and Government Services Canada, Fisheries and Oceans Canada, and
Environment Canada


Prime and Major Subcontractors
Prime Contractor Deloitte
181 Bay Street, Suite 1100
Toronto, Ontario
M5J 2V1
Canada
Tel: 416-643-8382
Fax: 416-601-6690
Major Subcontractors

Investment Grade Traffic & Revenue Forecast
Wilbur Smith Associates
9500 Arboretum, Suite 360
Austin, Texas
78759
United States of America

Air Quality Advisor
Stantec
100 - 401 Wellington Street West
Toronto, Ontario
M5V 1E7
Canada

Cost Consultant
Davis Langdon
1717 Arch Street, Suite 3720
Philadelphia, Pennsylvania
19103
United States of America

Bridge Technical Advisor
Delcan
625 Cochrane Drive, Suite 500
Markham, Ontario
L3R 9R9
Canada



Major Milestones
List of Major Milestone Date
1. Environmental assessment launched with 15 options considered February 2005
2. Options narrowed to 3 potential crossing locations, 3 potential plaza locations and 5 potential access road designs March 2006
3. Announcement of the technically preferred Ontario Access Road May 1, 2008
4. Announcement of the technically and environmentally preferred alternative for the crossing and plaza locations June 18, 2008
5. United States Final Environmental Impact Statement published for final comment December 5, 2008
6. Final Ontario Environmental Assessment Report submitted to the Ontario Ministry of the Environment / Canadian Environmental Assessment Final Screening Report submitted to the Canadian Environmental Assessment Agency December 31, 2008
7. United States Record of Decision January 14, 2009
8. Approval of Ontario’s Environmental Assessment August 24, 2009
9. Approval of Federal Environmental Assessment December 3, 2009

Project Outcomes

The Project is designed to achieve the following substantive objectives:

  • Provide new border crossing capacity to meet increased long-term international trade and travel demand;
  • Improve system connectivity to enhance the continuous flow of people and goods;
  • Improve operations and processing capabilities at the border; and
  • Provide alternative and secure crossing options (i.e. network redundancy) to mitigate risks of any disruptions or blockages of crossing facilities in the region.

In pursuing the above objectives, the assessment and management of procurement options are to respect the following process objectives:

  • Provide a comprehensive and systematic approach to security, safety and emergency operations through the deployment of appropriate technology and processes;
  • Be consistent with Government of Canada’s divestiture policy of a comprehensive risk transfer to an arm’s length entity for financing, design, construction, and operation of the crossing; and
  • Be financially self-sustaining (for capital, operating and maintenance costs) to the maximum extent possible so that the new crossing minimizes the need for public funds.

Progress Report and Explanations of Variances

Work with our United States, Michigan and Ontario partners on the development of the new Windsor-Detroit bridge crossing significantly advanced with the approval of the environmental assessments in both countries, enabling the partnership to proceed with project procurement and construction. To support project implementation, Michigan issued a Request for Expressions of Interest and received significant positive responses from the private sector expressing interest in participating in a public-private partnership arrangement. As well, an investment grade traffic and revenue forecast was undertaken that concluded there was sufficient traffic to support a new crossing as truck volumes are expected to triple and vehicle volumes to double over the next thirty years. Transport Canada also commenced property acquisition with willing sellers and concluded an agreement with the City of Windsor totaling $34 million that encompasses the majority of the properties needed for construction of the border inspection plaza and bridge. Transport Canada continues to acquire property on a willing-buyer, willing-seller basis.

Industrial Benefits

The investment in new border infrastructure will result in a number of positive economic impacts. Recently conducted studies concluded that the direct and indirect (e.g. materials, equipment, services, etc.) impacts of the entire border infrastructure project will lead to the creation of approximately 23,000 jobs; including approximately 13,000 direct, and 10,000 indirect employment opportunities. This is particularly noteworthy in that Statistics Canada has reported that the Windsor-Essex region has maintained one of the highest unemployment rates in Canada. Ancillary benefits of these jobs are expected to result in increases in consumer spending, as personal income and company profits improve in the region.

Additionally, the project will provide significant opportunities for local businesses to participate in construction related aspects of the project’s implementation.

Transportation

The vast majority, 62 percent, of Canadian and United States bi-lateral trade crosses our shared border by land. Each day, almost 36,000 trucks cross the Canada-United States border, close to one-third (12,000 trucks) of those at Windsor-Detroit. This project will improve not only the efficiency of the border crossing in the region, but will also provide direct highway connections, thereby reducing costs associated with shipping, and greenhouse gas emissions and other pollutants resulting from idling vehicles.

Over the next 30 years, trade between Canada and the United States is projected to increase. Under high-growth scenarios, cross-border traffic demand could exceed the capacity of the present border crossings in the Detroit River area as early as 2015.

Economic

Given the significant interdependency of the Canadian and American economies, there is nothing more important to exporters and importers on both sides of the border than being able to ensure that traffic at the border flows efficiently and that the international supply chain remains strong.

Businesses from coast-to-coast in Canada and the United States depend on a reliable and secure transportation network. Manufacturing production depends heavily on the fast and predictable trucking of components, parts and finished products across the border, particularly between Windsor-Detroit.

It is estimated that the direct and indirect impact of the entire border infrastructure project on the province’s Gross Domestic Product will be $1.6 billion. In addition, utilizing Ontario’s two-thirds attribution ratio, it is expected that approximately 15,000 total jobs will occur in the Windsor-Essex Region, while contributing an estimated $587 million to the Gross Domestic Product of the Windsor-Essex region.

Security

The Bi-national Partnership is working with border inspection agencies in both countries to ensure that the proposed border processing facilities meet future travel demand and their security requirements at the border crossing. The plazas will be designed to serve future (2035 and beyond) travel demands. These new plazas are being developed in consultation with the Canada Border Services Agency and the United States Department of Homeland Security, Customs and Border Protection Branch, to provide sufficient areas for primary inspection-lane booths and on-site secondary inspection of people and goods. The plaza designs will allow for dedicated Nexus and fast lanes and will provide for a substantial improvement of border processing capabilities including areas for permanent gamma ray inspection equipment.

With almost $2 billion (Canadian dollars) daily in cross-border trade with the United States, keeping the trade system open and flowing efficiently is critical to ensuring both countries economic prosperity. It is equally critical to protect the border against potential threats to our health, security and economy. Redundant infrastructure will help keep the border open in case of incidents at other crossings.


[1] As defined in the Policy on the Management of Projects

[2] As defined in the Policy on the Management of Major Crown Projects