ARCHIVED - Public Works and Government Services Canada - Supplementary Tables

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

Program Activity: Linguistic Management & Services (1.6)

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

Name of Transfer Payment Program: Canadian Language Sector Enhancement Program

Start date: July 3, 2009

End date: March 31, 2013

Description: PWGSC’s Canadian Language Sector Enhancement Program ($18 million) is an initiative set out in the government’s official languages strategy, the Roadmap for Canada’s Linguistic Duality 2008-2013: Acting for the Future. The program has two components, namely, University Scholarships in Translation ($8 million) and the Language Industry Initiative ($10 million).

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

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

In the Language Industry Initiative Component, eligible sponsor organizations include the following:

• Canadian non-profit organizations or businesses that can demonstrate they have the capacity to coordinate the delivery of projects across Canada for the benefit of the language industry;

• Canadian post-secondary institutions and other educational organizations offering academic programs in translation (i.e. programs at the college or university level that may lead to a degree in a field of study related to translation, including interpretation, terminology, localization and language technology integration).

Expected results: The expected outcomes of the performance measurement strategy are interrelated, as they focus on both developing a skilled workforce and enhancing the capacity of the language sector so that it can become more attractive to potential students and workers, enabling the industry within the language sector to flourish. Ultimately, the Program will help create a language sector with more qualified workers and with the capacity to meet the demand for language services and to contribute to Canada's linguistic duality.

Immediate outcomes:

• University Scholarships in Translation Component: Post-secondary institutions attract and retain more students in translation, interpretation, terminology and localization;

• Language Industry Initiative Component: Increased awareness of the industry and increased collaboration among stakeholders for promotion, workforce development and integration of language technologies.

Intermediate outcome (joint outcome for both components of the Program):

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

Ultimate outcome (joint outcome for both components of the Program):

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

Performance Measures

University Scholarships in Translation Component:

• Increase rate of student graduates in Post-secondary translation programs

• Increase rate of student enrolments in Post-secondary translation programs

Language Industry Initiative Component:

• Increase rate of the language industry capacity

• Increase rate in the participation of businesses and NPO to activities organized by project sponsors for the language industry

Summary of the 3 Year Plan:

The information is available on the website of Public Works and Government Services Canada.

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

Program Activity: 1.2 Accommodation & Real Property Services

Program Sub-activity: 1.2.5 Payments in Lieu of Taxes

Name of Transfer Payment Program: Payments in Lieu of Taxes

Start date: 1950

End date: -

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

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

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

Performance Measure	RPP	DPR
Target Status
Number of completed new construction, build-to-lease and major renovation projects in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-2012)	Not applicable in FY 2011-2012
Number of completed new construction, build-to-lease and major renovation projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-2012)	Not applicable in FY 2011-2012
Existence of strategic framework. (Optional in RPP 2011-2012)	To be completed in FY 2011-2012*

Strategies / Comments

1. *In fiscal year 2011-2012, PWGSC will develop a strategic framework for green buildings which will identify: minimum levels of environmental performance, appropriate thresholds, applicable building types, industry recognized assessment and verification tools to be used, and the expected number of projects / buildings to achieve the target within each fiscal year.
2. PWGSC is committed to achieving LEED Gold for new construction and built-to-lease projects, and LEED Silver for major renovations. 

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

Performance Measure	RPP	DPR
Target Status
Number of buildings over 1000m2, as per departmental strategic framework. (Optional in FY 2011-2012)	Not applicable in FY 2011-2012
Percentage of buildings over 1000m2 that have been assessed using an industry-recognized assessment tool, as per departmental strategic framework. (Optional in FY 2011-2012)	Not applicable in FY 2011-2012
Existence of strategic framework. (Optional in RPP 2011-2012)	To be completed in FY 2011-2012*

Strategies / Comments

1. *In fiscal year 2011-2012, PWGSC will develop a strategic framework for green buildings which will identify: minimum levels of environmental performance, appropriate thresholds, applicable building types, industry recognized assessment and verification tools to be used, and the expected number of projects / buildings to achieve the target within each fiscal year.

2. In PWGSC SDS 2007-2009, PWGSC made the commitment to assess existing Crown-owned office buildings using BOMA Go Green Plus.

3. As of March 2010, 258 existing Crown-owned office buildings have been assessed.

4. The development of the strategic framework will build on this initial commitment for office buildings to include all buildings. 

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

Performance Measure	RPP	DPR
Target Status
Number of completed lease and lease renewal projects over 1000m2 in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-2012)	Not applicable in FY 2011-2012
Number of completed lease and lease renewal projects over 1000m2 that were assessed using an industry-recognized assessment tool in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-2012)	Not applicable in FY 2011-2012
Existence of strategic framework. (Optional in RPP 2011-2012)	To be completed in FY 2011-2012*

Strategies / Comments

1. *In fiscal year 2011-2012, PWGSC will develop a strategic framework for green buildings which will identify: minimum levels of environmental performance, appropriate thresholds, applicable building types, industry recognized assessment and verification tools to be used, and the expected number of projects / buildings to achieve the target within each fiscal year.

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

Performance Measure	RPP	DPR
Target Status
Number of completed fit-up and refit projects in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-2012)	Not applicable in FY 2011-2012
Number of completed fit-up and refit projects that have achieved an industry-recognized level of high environmental performance in the given fiscal year, as per departmental strategic framework. (Optional in FY 2011-2012)	Not applicable in FY 2011-2012
Existence of strategic framework. (Optional in RPP 2011-2012)	To be completed in FY 2011-2012*

Strategies / Comments

1. *In fiscal year 2011-2012, PWGSC will develop a strategic framework for green buildings which will identify: minimum levels of environmental performance, appropriate thresholds, applicable building types, industry recognized assessment and verification tools to be used, and the expected number of projects / buildings to achieve the target within each fiscal year.

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

Performance Measure		RPP	DPR
Target Status
Departmental GHG reduction target: Percentage of absolute reduction in GHG emissions by fiscal year 2020-2021, relative to fiscal year 2005-2006.		Target for FY 2020-2021: 17%
Departmental GHG emissions in fiscal year 2005-2006, in kilotonnes of CO2 equivalent.		Baseline: 278 (FY 2005-2006)
Departmental GHG emissions in the given fiscal year, in kilotonnes of CO2 equivalent.	FY 2011-2012	270
	FY 2012-2013
	FY 2013-2014
	FY 2014-2015
	FY 2015-2016
	FY 2016-2017
	FY 2017-2018
	FY 2018-2019
	FY 2019-2020
	FY 2020-2021
Percent change in departmental GHG emissions from fiscal year 2005-2006 to the end of the given fiscal year.	FY 2011-2012	- 3%
	FY 2012-2013
	FY 2013-2014
	FY 2014-2015
	FY 2015-2016
	FY 2016-2017
	FY 2017-2018
	FY 2018-2019
	FY 2019-2020
	FY 2020-2021

Strategies / Comments

1. Targeted GHG emissions sources: All buildings, central heating and cooling plants, data centres and fleet, with the exception of:
   1. Housing units located in northern territories
2. Key Components of PWGSC Implementation Plan:
   1. From 2011-2012 to 2020-2021, emissions reductions are primarily expected to result from energy efficiency upgrades and retrofits at departmental facilities:
      1. 9% - Office buildings
      2. 6% - Energy Services Acquisitions Program – Central Heating and Cooling Plants
      3. 2% - Capital Investment
      4. <1% - Fleet and Data Centres

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

Performance Measure	RPP	DPR
Target Status
Existence of implementation plan for the disposal of all departmentally-generated EEE. (Optional in RPP 2011-2012)	Completed in FY 2010-2011
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year.	100%

Strategies / Comments

1. The PWGSC definition of ‘location’ is Region. The National Capital Area is considered a separate region; there are 6 locations for this target.

2. PWGSC’s implementation plan addresses the disposal of all departmentally generated surplus electronic and electrical equipment (EEE) in a manner consistent with the Guideline for the Disposal of Federal Surplus EEE.

3. PWGSC’s plan identifies responsibilities, including delegated authority, for EEE disposal at all ‘locations’.

4. PWGSC is updating its departmental integrated financial and materiel management system to enable reporting of quantities of key equipment types directed to each disposal mechanism.

5. PWGSC departmental disposal authorities meet regularly to ensure consistent application of the e-waste implementation plan.

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

Performance Measure		RPP	DPR
Target Status
Ratio of departmental office employees to printing units in fiscal year 2010-2011, where building occupancy levels, security considerations and space configuration allow. (Optional)		Actual Results for FY 2010-2011: 4:1
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow.	FY 2011-2012	6:1
	FY 2012-2013	8:1
	FY 2013-2014

Strategies / Comments

1. Definition of Printing Units: As per PWGSC’s IT Asset Alignment Program’s Phase II Program Ratio, including networked printers, multifunctional devices, photocopiers, faxes and scanners.

2. Scope: The ratios include all printing units and office employees within the department. During the 2011-2012 fiscal year, PWGSC will determine any additional scope for this target, including building occupancy levels, security considerations and space configuration.

3. Method used for determining number of printing units: PWGSC requires all branches / regions to physically count all printing units within the branch every six months. PWGSC also requires branches / regions to estimate the number of printing units that will be part of the branch’s / region’s inventory in six months and in eighteen months.

4. Method used for determining # of office employees: PWGSC uses a combination of data obtained from HR systems and physical head counts to determine the number of office employees. Office employees includes all employees (Full-Time Equivalents, Part-Time Equivalents, Students, Casuals, and those on Contract).

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

Performance Measure		RPP	DPR
Target Status
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope. (Optional in RPP 2011-2012)		Baseline FY 2009-2010 selected
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected. (Optional in RPP 2011-2012)	FY 2011-2012	Not available*
	FY 2012-2013
	FY 2013-2014

Strategies / Comments

1. Scope: PWGSC has elected to include all departmental employees and all paper purchased through the PWGSC Standing Offer for paper.

2. Method used for determining paper consumption: PWGSC Standing Offer usage data.

3. Method used for determining # of office employees: PWGSC uses a combination of data obtained from HR systems and physical head counts to determine the number of office employees. Office employees includes all employees (Full-Time Equivalents, Part-Time Equivalents, Students, Casuals, and those on Contract).

4. *Implementation strategies to reduce paper consumption: PWGSC is in the process of developing implementation strategies to reduce paper consumption. As such, at this time it is not possible to estimate paper consumption for the 2011-2012 fiscal year.

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

Performance Measure	RPP	DPR
Target Status
Presence of a green meeting guide. (Optional in RPP 2011-2012)	To be completed in FY 2011-2012

Strategies / Comments

1. The department has initiated the process outlined in the FSDS Guideline for 8.9: Adopting a Departmental Green Meeting Guide for developing a green meeting guide and is on track to meet the 2012 deadline.

2. The green meeting guide will be approved for adoption through a departmental consultation and approval process.

8.10.1 By March 31, 2014, the average fuel efficiency (in litres per 100 km) of all new light-duty vehicles purchased in the fiscal year by PWGSC will be 15% improved over the average light-duty vehicle fleet fuel efficiency (in litres per 100 km) in fiscal year 2009-2010.

Performance Measure		RPP	DPR
Target Status
Average light-duty vehicle fleet fuel consumption relative to kilometres travelled in 2009-2010		Baseline: 13.2 L/100km (FY 2009-2010)
Average fuel consumption relative to kilometres travelled of new light-duty vehicles purchased	FY 2011-2012	Not available*
	FY 2012-2013	Not available*
	FY 2013-2014	11.2 L/100km

Strategies / Comments

1. PWGSC has ensured that this target meets all requirements of the SMART criteria, including specific, measurable, achievable, relevant and time bound.

2. Incorporating guidance on vehicle right-sizing into the PWGSC Motor Vehicle Fleet Management Policy and incorporating environmental considerations into vehicle procurement processes and controls.

3. Continuing regular vehicle maintenance program (oil changes, tune-ups, tire pressure checks, etc.).

4. Replacing light-duty vehicles within the Treasury Board Secretariat Guide to Fleet Management benchmark range.

* At time of RPP, PWGSC was not in a position to forecast average fuel efficiency of vehicles purchased for FY 2011-2012 and 2012-2013. PWGSC’s analysis shows that a 15% improvement in fuel efficiency is achievable within three years.

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

Performance Measure		RPP	DPR
Target Status
Purchases meeting the target relative to total of all purchases for IT hardware, as measured by dollar value, expressed as a percentage		Baseline not available
Progress against measure in the given fiscal year.	FY 2011-2012	95%
	FY 2012-2013	95%
	FY 2013-2014	95%

Strategies / Comments

1. PWGSC has ensured that this target meets all requirements of the SMART criteria, including specific, measurable, achievable, relevant and time bound.

2. Scope: "IT hardware" includes desktops, notebooks, servers and thin clients. "PWGSC consolidated procurement instruments" includes Standing Offers and Requests for Volume Discount (RVDs)

3. Processes / reporting requirements: Financial database

4. Implementation strategies: Departmental policy mandating use of PWGSC standing offers. For select IT hardware where a consolidated procurement instrument is not available or not suitable, the Department will work to ensure that IT hardware purchases incorporate the environmental criteria included in consolidated procurement instruments. However, it is difficult to attain 100% due to the decentralized nature of operations and operational requirements.

8.10.3 By March 31, 2014, PWGSC will increase by 5% employee trips taken by rail and other green modes of transportation over trips by all modes of transportation, where operational requirements allow.

Performance Measure		RPP	DPR
Target Status
Percentage of trips taken by rail and other green modes of transportation within 500km of the point of origin over all trips taken within 500km of the point of origin.		Baseline not available*
Progress against measure in the given fiscal year.	FY 2011-2012	Not available*
	FY 2012-2013
	FY 2013-2014

Strategies / Comments

1. PWGSC has ensured that this target meets all requirements of the SMART criteria, including specific, measurable, achievable, relevant and time bound.

2. *In fiscal year 2011-2012, PWGSC will undertake a comprehensive review of travel data, set a baseline, define target scope and develop implementation strategies.

8.11.1 Training for select employees.

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

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

Strategies / Comments

1. PWGSC has ensured that this target meets all requirements of the SMART criteria, including specific, measurable, achievable, relevant and time bound.

2. Mitigation strategies will be in place to ensure that new and outstanding materiel managers, procurement personnel and acquisition cardholders will receive green procurement training (CSPS C215).

3. All new acquisition cardholders must complete green procurement training in order to receive their acquisition card.

4. PWGSC notes that setting a target of 100% for materiel managers and procurement personnel is difficult due to employee turnover, individual learning requirements, and other challenges.

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

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

Performance Measure		RPP	DPR
Target Status
Number of performance evaluations of identified positions that have environmental consideration clauses relative to the total of identified positions.		Baseline not available
Progress against measure in the given fiscal year.	FY 2011-2012	90%
	FY 2012-2013	90%
	FY 2013-2014	90%

Strategies / Comments

1. PWGSC has ensured that this target meets all requirements of the SMART criteria, including specific, measurable, achievable, relevant and time bound.

2. Identify which managers and functional heads should have environmental considerations included in their performance evaluations.

3. Incorporate standardized green procurement and/or other environmental consideration clauses into performance evaluations.

4. Monitor the inclusion of environmental/green procurement considerations in performance evaluations taking into consideration the EPMA planning cycle using established system.

5. PWGSC notes that setting a target of 100% is difficult due to employee turnover, individual performance requirements, and other challenges.

8.11.3 Management processes and controls.

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

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

Strategies / Comments

1. PWGSC has ensured that this target meets all requirements of the SMART criteria, including specific, measurable, achievable, relevant and time bound.

2. PWGSC will continue the ongoing monitoring of procurement and materiel management processes and controls to ensure the integration of green procurement principles into the review process. A minimum of three management processes and controls will be completed in the next three years in the areas of governance and specific commodity procurement processes.

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

Performance Measure		RPP	DPR
Target Status
Percentage of known contaminated sites with completed remediation or completed risk management plans, as of March 2010.		Actual results for FY 2009-2010: 65%
Progress against measure in the given fiscal year.	FY 2011-2012	67%
	FY 2012-2013	69%
	FY 2013-2014	72%

Strategies / Comments

1. PWGSC is responsible for 254 known contaminated sites, as of December 2010.

2. As of March 2010, 172 active contaminated sites (listed on the Federal Contaminated Sites Inventory (FCSI) were listed with a status of either "remediation complete" (i.e., completed remediation or risk management plan implemented) or "assessed, no action required" as indicated in the FCSI effective June 2009.

3. In 2007-2008, PWGSC completed a report on PWGSC Brownfield sites.

4. This target is in line with previous sustainable development commitments (PWGSC SDS 2007-2009, Target 4.1.1)

5. Baseline as of September 2009 when 2009 Contaminated Sites Management Plan was submitted to Treasury Board Secretariat.

6. PWGSC will continue its ongoing remediation and risk management as per the 2009 Contaminated Sites Management Plan to meet the progress identified in the above table.

By March 31, 2012 hazardous materials used in the operation and maintenance of the Crown-owned building inventory will have been reduced by 25%

Performance Measure	RPP	DPR
Target Status (Optional)
In baseline fiscal year, inventory of hazardous materials used in the operation and maintenance of the Crown-owned buildings.	Baseline FY 2005-2006 selected
Percentage reduction of hazardous materials used in the operation and maintenance of the Crown-owned buildings.	25%

Strategies / Comments

1. This target has been carried forward from PWGSC SDS 2007-2009 (Target 4.1.2)

2. This target will be achieved through the application of the PWGSC National Hazardous Materials Reduction Strategy and Guidelines. This will include product elimination, and /or replacement/ substitution with less toxic and/or non-hazardous alternative products.

3. In fiscal year 2011-2012, PWSCG will conduct a sample survey of hazardous materials used in the operation and maintenance of the Crown-owned building.

By March 2012, PWGSC asset management processes and documents will have been reviewed to ensure that SDS commitments are integrated in the processes

Performance Measure	RPP	DPR
Target Status (Optional)
Percentage of processes reviewed, as of March 2010.	Actual results for FY 2009-2010: 66%*
Progress against measure in the given fiscal year.(2011-2012)	100%

Strategies / Comments

1. This target has been carried forward from PWGSC SDS 2007-2009 (Target 1.2.3)
2. Processes and documents include: National Investment Strategy (NIS), Community-Based Investment Strategy (CBIS), Asset Management Plan (AMP), Building Management Plan (BMP), Investment Analysis Report (IAR), National Project Management System (NPMS)
3. * 66 % represents 4 of 6 existing tools that have been reviewed as of March 2010. They are:
   1. CBIS: Documents are being reviewed to ensure SDS commitments are integrated.
   2. AMP: A review was completed in March 2009. A full policy review has been ongoing since January 2008.
   3. IAR: A revised PWGSC IAR Guide and Template has been developed and national training for completing IARs has commenced
   4. NPMS: A review was conducted to identify opportunities for incorporating sustainability. Recommendations are to be developed into an action plan.

By March 2013, contractually ensure that resources used in construction or maintenance are consumed and recovered in a sustainable manner

Performance Measure		RPP	DPR
Target Status (Optional)
Percent of processes reviewed.		Actual results for FY 2010-2011: 50%*
Progress against measure in the given fiscal year.	FY 2011-2012	75%
	FY 2012-2013	100%

Strategies / Comments

1. * 50% represents 2 of 4 processes identified below (iii to vi).

2. This target has been carried forward from PWGSC SDS 2007-2009 (Target 2.1.2)

3. As of December 2010, clauses have been incorporated in Alternative Forms of Delivery-managed activities.

4. PWGSC National Project Management System ensures resources used in construction are consumed and recovered in a sustainable manner.

5. Targets 8.1 – 8.5 (in this document) address major Real Property contracts opportunities in new construction and renovation, leasing, fit-up and refit projects and in building operation and management.

6. Integration of Sustainable Development in the remaining contractual activities will be addressed in cooperation with Acquisitions Branch.

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

Name of Lead Department(s): PWGSC

Lead Department Program Activity: Specialized Programs & Services

Start Date of the Horizontal Initiative: May 12, 2004

End Date of the Horizontal Initiative: March 31, 2014

Total Federal Funding Allocation (start to end date): $282 million for PWGSC Cost share with the Province of Nova Scotia. (The Province of Nova Scotia’s share is up to $120 million for a total project cost of $402 million.) Related costs outside of the cost share for federal operations for oversight and regulatory responsibility with regard to the site are: PWGSC federal led oversight $25.8 million, funded through PWGSC Special Purpose allotment, Environment Canada $7.6 million and Health Canada $5.5 million. PWGSC does not administer funding to Environment Canada and Health Canada for this project. Their portion of funding is part of their respective departmental allotments.

Description of the Horizontal Initiative (including funding agreement): This initiative is a Federal - Provincial Cost Share to remediate the Sydney Tar Ponds and Coke Ovens sites situated on 99 hectares of federally and provincially owned lands in the heart of Sydney, Nova Scotia. These sites were contaminated with over 1,266,000 tonnes of contaminated soil and sediments, as a result of a century of manufacturing steel. The project is in support of the federal government’s sustainable development initiative, recognizing the environmental, social and economic dimensions of the Sydney area. The project will have long term benefits for all Canadians. An Aboriginal Procurement Strategy was developed and specific project work elements were set aside for competition among Canadian First Nations businesses and contractors. When remediation is complete, Nova Scotia will take ownership of the lands. Any remaining contaminants will be managed and monitored by the Province of Nova Scotia in accordance with the Memorandum of Agreement. The provincial agency’s website can be found at: www.tarpondscleanup.ca. The website for the Canadian Environmental Assessment Agency is: www.ceaa-acee.gc.ca/050/viewer_e.cfm?cear_id=8989#Documents

Shared Outcome(s): The targeted result to be achieved by the partners is to continue to eliminate the pathways to exposure to contaminants, resulting in long term environmental, economic, and social benefits for Nova Scotians, First Nations Communities and all Canadians. Downtown Sydney will have new land to be developed, which will aid in the rejuvenation of the economically depressed area.

Governance Structure(s):

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

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

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

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

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

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

7. A Project Management Committee Secretariat, which includes senior representatives from both the federal and provincial governments, supports the PMC and coordinates day to day administration of the Final Cost Share Agreements and its implementing agreements.

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

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

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

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

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

13. On May 31, 2007, Treasury Board Decision #833589 granted approval of the terms and conditions of the Final Cost Share Agreement (FCSA) and associated funding for the cost shared activities, with PWGSC as the federal lead, as well as for costs of federal operations of Environment Canada and Health Canada. The FCSA was signed on September 27, 2007, incorporating Environmental Assessment panel recommendations, reaffirming funding commitments and further delineating the governance structure for the final seven years of the remediation project to its completion in 2014.

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

Planning Highlights for 2011-2012: Continuous monitoring of the Results-based Management and Accountability Framework’s key performance indicators are ongoing to ensure evidence based information.

The Construction phase of the North and South Ponds continues with project elements TP6A – Water Flow Diversion (pump around) which will redirect two brooks away from remediation activities; TP6B - solidification and stabilization treatment of contaminated sediments in the Tar Ponds; and, TP7 – Capping of the Tar Ponds.

Key plans and risks are as follows:

A three phase approach is being implemented for completion of the North and South Ponds.

Phase I - South Pond - pump around and solidification to be completed Fall 2010; capping to be completed Spring 2011.

Phase II – North Pond (mid section) – pump around to begin January 2011; solidification to begin Spring 2011; and, capping to begin Fall 2011.

Phase III – North Pond (final section) – pump around to begin January 2012; solidification to begin Spring 2012; and, capping to begin Spring 2013.

TP6C – Ferry Street Bridge, was to occur in fiscal year 2010/2011, but was delayed to alleviate vehicle movements on site and is scheduled to be primarily completed during Fiscal year 2011/12. This delay has no impact to the overall project schedule. The following year, the bridge structure replacement is planned.

CO6 –Coke Ovens Surface Cap is a two phased project. One is a First Nation set aside, and the second is open to all qualified contractors. Both phases are scheduled to be completed in Fall 2011.

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

Environment Canada (EC)

Health Canada (HC)

Electronic Link to Government Performance Reports.

Electronic Link to Sydney Tar Ponds and Coke Ovens Sites cleanup.

Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (2004-2014)	Planned Spending for 2011-2012	Expected Results for 2011-2012
Federal lead, PWGSC	Sydney Tar Ponds & Coke Ovens Remediation Project	Operating: $25,870,000 Cost Share Payment to Province of Nova Scotia: $282,240,000	Operating: $3,234,312 Cost Share Payment to Province of Nova Scotia: $45,921,614	PWGSC’s project team, as federal lead, ensures the project is complying with the project agreements, the efficient and effective use of public funds, application of federal standards and policies, and effective communication with stakeholders, using appropriate oversight and due diligence.
Environment Canada -Provision of advice to PWGSC	Sydney Tar Ponds	$7,640,000	$678,931	Provision of expert and technical advice to PWGSC on technical issues, historical studies and scientific issues related to contaminated sites.
Health Canada - Provision of advice to PWGSC	Sydney Tar Ponds	$5,500,000	$285,662	Provision of expert and technical advice to PWGSC on issues related to human health, technical issues and risk assessment.
		Total $321,250,000	Total $50,120,519

Results to be achieved by Non-federal Partners (if applicable): The Sydney Tar Ponds Agency, who is implementing the day to day technical aspects of the Project elements in accordance with the agreements signed by the government partners, has planned remediation work for cost shared expenditures for fiscal year 2011-2012 in the amount of $76.5M ($45.9M federal cost share).

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

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

Description

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

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.

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.

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: Treasury Board of Canada Secretariat (TBS): TBS, as the employer for the core public administration, according to the Financial Administration Act (FAA) Schedules I and IV, sets compensation policies and negotiates collective agreements with unions representing employees of those organizations. Separate Agencies: These organizations, named in Schedule V of the FAA, negotiate collective agreements, set compensation policy for their employees, and have primary responsibility to ensure that their employees receive accurate and timely pay and benefits. Crown Corporations and Other Federal Entities: As the employer, these organizations, named under Schedules II and III of the FAA, or are not listed under a specific FAA schedule, negotiate collective agreements and set compensation policy for their employees. Departments, Agencies and other Organizations: These organizations have primary responsibility to ensure that their employees receive accurate and timely pay and benefits.

Prime and Major Subcontractor(s)

Prime Contractor	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.