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1. Description
PWGSC is the custodian of the buildings and grounds within 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 was developed to help guide the fulfillment of this mandate. It was originally approved in 2001. In May 2005, Cabinet instructed the Minister of PWGSC to return with 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. This strategy is composed of a broad strategic direction and a series of cyclical five-year programs. These cycles provide greater flexibility in planning and implementation based on changing government and parliamentary priorities, building conditions, etc. This flexibility allows for more accurate costing and more realistic project timelines.
Each five-year program is composed of three components:
An important element in the LTVP is a strong reporting framework that enables the Parliamentary Partners and PWGSC to set both long-term direction and achieve immediate priorities. The revised LTVP has strong oversight and accountability measures that will ensure more effective management of the costing, planning and scheduling of the LTVP through new government approvals every five years. In addition to the annual Departmental Performance Report, the Parliamentary Precinct provides regular quarterly report cards to the Minister and the Parliamentary Precinct Oversight Advisory Committee. An annual report on progress of the LTVP program to the Treasury Board Secretariat is also provided.
2. Project Phase: Ongoing
3. Leading and Participating Departments
4. Prime Contractors and Major Sub-Contractors
See separate notes for each of the following projects: West Block Renovation Program and Wellington Building Renovation Project.
5. Major Milestones
Milestone | RPP 2007-2008 | DPR 2007-2008 |
---|---|---|
Memorandum to Cabinet – Update on the LTVP for the Parliamentary Precinct | Not included | Completed – July 2002 |
Memorandum to Cabinet – LTVP for the Parliamentary Precinct – Update | Not included | Completed – May 2005 |
Memorandum to Cabinet – The Long Term Vision and Plan for the Parliamentary Precinct – Update 2007 | Not included | Completed – June 2007 |
6. Progress Report and Explanation of Variances
Progress against each of the three programs in fiscal year 2007-2008 to-date is highlighted below:
See separate notes for additional information on the following initiatives: West Block Renovation Program and Wellington Building Renovation Project.
7. Industrial Benefits
See separate notes for each of the following initiatives: West Block Renovation Program and Wellington Building Renovation Project.
Summary of Non-recurring Expenditures
See separate notes for each of the following initiatives: West Block Renovation Program and Wellington Building Renovation Project.
1. Description
The West Block, located within the parliamentary Precinct, is the oldest of the parliamentary buildings located on the "Hill". The three-storey building was built in three phases starting in 1859 and completed in 1906. The West Block provides accommodation for Members of Parliament (MPs) and for parliamentary functions and support services.
Renovations of the building are required for health and safety and asset integrity reasons. In order to implement the renovations, the building has to be completely vacated, thus requiring the provision of alternate accommodations for the MPs, parliamentary functions and support services. Consequently, the program of work will be undertaken in two phases.
Phase 1 involves:
Phase 2 involves:
The most recent Preliminary Project Approval (June 2005) in current dollars is $769.2 million (GST excluded) / $821.5 million (GST included). This approval includes most swing space projects, however, it does not include the funding for the Wellington Building.
The current schedule calls for MPs and support staff to vacate the West Block in 2010-2011 (Phase 1), with rehabilitation work (Phase 2) to start shortly thereafter.
2. Project Phase:
West Block Building: Project Definition (Design); and
Interim Locations: Project Definition (Design), Project Implementation through Project Close-out
3. Leading and Participating Departments and Agencies
4. Prime Contractors and Major Sub-Contractors
5. Major Milestones
Milestones reported against the West Block Renovation Program include:
Milestone | RPP 2007-2008 | DPR 2007-2008 |
---|---|---|
Revised Preliminary Project Approval (PPA) | Completed - June 2005 | Completed - June 2005 |
Partial Effective Project Approval (Phase 1) | Completed - June 2005 | Completed - June 2005 |
$17. million Spending Authority Approved | Approved – December 2006 | Approved – December 2006 |
Full Effective Project Approval (Phase 1) | October 2007 | Partial EPA (Phase 1) – February 2007 |
Revised PPA for West Block Program | December 2008 | Q1 2010-2011 |
Effective Project Approval (Phase 2) | December 2008 | Q1 2010-2011 |
La Promenade swing space completion | December 2009 | Q1 2010-2011 |
MPs vacate West Block | December 2009 | Q1 - Q2 2010-2011 |
Major construction start | Summer 2010 | Q3 2010-2011 |
Major construction completion | Summer 2018 | Q3 2020-2021 |
6. Progress Report and Explanations of Variances
Variances of the Major Milestones:
Previous reported milestones have been revised to reflect progressive iterations of the various projects within the West Block Renovation Program. Program milestones, the overall program/project schedules and program cost changes are in response to schedule slippage in the La Promenade Renovation Project. This slippage is the result of: challenges in relocating commercial tenants; changes to the functional program and design; and difficulties in relocating the La Promenade committee rooms. This delay impacts the move schedule for MPs from the West Block and therefore affects the overall West Block Renovation Program schedule. An active management approach has been instituted to avoid further delays, and lessons learned have been captured and are being applied to subsequent projects of this nature.
In addition, in an attempt to accelerate the overall schedule of the West Block Renovation Program, we are exploring strategies to advance the program schedule. This includes exploring the relocation of committee rooms at the same time as moving Members of Parliament. This would enable the West Block to be completely vacant during construction, therefore reducing potential construction work delays and allowing for simultaneous construction activities.
Progress Report and Status Update:West Block Renovation Program activities for 2007-2008 to-date include:
7. Industrial Benefits
A number of multi-million dollar contracts will be awarded for the building construction phase, as well as for the Building Components and Connectivity (BCC) component of the project (information technology systems, multimedia systems, furniture and miscellaneous equipment). The number of available jobs will be determined upon award of the West Block building construction contract and the BCC contracts for the West Block renovation program.
Summary of Non-recurring Expenditures
($ Millions) |
Estimated Total Expenditure (PPA – June 2005) |
Actual Expenditures to March 31, 2008 | Planned Spending 2008-2009 | Future Years’ Requirements |
---|---|---|---|---|
West Block Renovation Program (incl. swing space – excluding Wellington) (current dollars – GST excluded) |
$769.2 | $66.9 | $40.9 | $661.4 (PPA – June 2005) |
1. Description
The Wellington Building, located at 180 Wellington Street, in Ottawa is a recognized federal heritage building and key Parliament Hill asset. It is a six-storey structure first built in 1925 and later enlarged in the 1950’s by the Metropolitan Life Insurance Company. The House of Commons has been the major tenant since the Crown expropriated the building in 1973 to provide future accommodation for the needs of Parliament and the Government of Canada. Seven commercial tenants occupy the ground floor facing Sparks Street.
Renovations of the building are required for health and safety reasons and involve extensive exterior and interior work. The building systems and life safety systems are obsolete and have long surpassed their life expectancy (over 40 years old). Work will comprise asbestos removal, upgrading obsolete building systems, meeting new seismic and environmental standards, reinforcing the structure, restoring the exterior masonry and renovating the interior space.
The planned start of construction is in the third quarter of 2009-2010, with completion of the committee rooms in the third quarter of 2014-2015 and parliamentary office units in the third quarter of 2015-2016. The building will be completely vacated during the renovations. The current cost estimate (Preliminary Project Approval (PPA) – February 2008) in constant dollars is $425.2 million (GST excluded) / $445.3 million (GST included).
The work will be completed in two overlapping stages to expedite project delivery.
The Wellington project is a key enabler of the LTVP by relocating Parliamentarians and functions from the West and East Blocks and thus facilitating the renovation of the Centre Block. Initially it will facilitate the West Block program by providing interim accommodations for the West Block committee rooms during its renovation. It will also provide office units for the Senate during renovation of the East Block.
2. Project Phase: Planning Phase
3. Leading and Participating Departments and Agencies
4. Prime Contractor and Major Sub-Contractors
The contract award for the prime consultant architectural and engineering design team is scheduled for second quarter of 2008-2009.
5. Major Milestones
Milestones reported against the Wellington Building Renovation Project.
Milestone | RPP 2007-2008 | DPR 2007-2008 |
---|---|---|
Initial Functional Program | Completed – May 2005 | Preliminary Functional Program – Revised completed – July 2007 |
Revised PPA and Phase 1 Effective Project Approval | April 2007 | Revised PPA and Stage 1 EPA – Completed – February 2008 |
Consultant Contract Award | September 2007 | Q2 2008-2009 |
Revised Functional Program | March 2008 | Q2 2008-2009 |
Phase 2 Effective Project Approval (EPA) | January 2009 | Stage 2 EPA – Q2 2010-2011 |
Phase 1 Construction Start | July 2009 | Stage 1 Construction Start – Q1 2010-2011 |
Phase 1 Construction Completion | September 2010 | Stage 1 Construction Completion – Q3 2011-2012 |
Phase 2 Construction Start | September 2010 | Stage 2 Construction Start – Q4 2010-2011 |
Phase 2 Construction Completion | August 2013 | Stage 2 Construction Completion: Committee Rooms – Q3 2014-2015 Parliamentary Office Units – Q3 2015-2016 |
6. Progress Report and Explanations of Variances
Variances of the Major Milestones:
Previous reported milestones have been revised to reflect progressive iteration of the project requirements. Project milestones, the overall project schedule and project cost changes can be attributed to three major drivers: change in the building's use, national building code changes, and construction cost escalation. The shift from the original project scope of restoring the Wellington Building to accommodate parliamentary support services to that of accommodating ten committee rooms and 69 parliamentary suites has had a significant impact on project requirements such as structural design, information technology, and security. In addition, subsequent to the 2001 cost estimate, the seismic code and sustainability standards have changed significantly.
Note: These changes have direct cost implications, which are compounded when project escalation is considered. The total estimated cost is now expressed in current dollars (including escalation) whereas previously it was in constant dollars.
Progress Report and Status Update:
Since obtaining PPA in June 2001, pre-planning activities were undertaken pertaining to the swing space needed to vacate the building and studies were conducted to address areas such as House of Commons program requirements, to analyze the need to completely empty the building (including commercial tenants) during the renovation, to assess the building condition, to develop approaches to meet sustainability objectives, the new seismic code, conservation of the heritage fabric, and to develop cost estimates, project schedules and risk management plans.
Revised PPA and partial EPA were received in February 2008. Current activities include the preparation of a Threat Risk Assessment and associated Security Design Guidelines, a Blast Mitigation Study, and the final Functional Program. A Prime Consultant contract for architectural services was awarded in the second quarter of 2008-2009.
7. Industrial Benefits
A number of multi-million dollar contracts will be awarded for the building construction phase, as well as for the Building Components and Connectivity (BCC) component of the project (information technology systems, multimedia systems, furniture and miscellaneous equipment). The number of available jobs will be determined upon award of the construction contract and the BCC contracts for the Wellington Building Renovation Project.
Summary of Non-Recurring Expenditures:
($millions) | Current Estimated Total Expenditure (PPA – February 2008) | Actual Expenditures to March 31, 2008 | Planned Spending 2008-2009 | Future Years Requirement |
---|---|---|---|---|
Wellington Building Renovation Project – (Current dollars GST excluded) | $425.2 | $3.5 | $5.0 | $416.6 |
1. Description
The GCPMP is a major component of PWGSC's Transformation of Pension Administration agenda. The purpose of this project is to renew PWGSC's pension administration systems and services, and transform its business processes. This will allow PWGSC to provide industry standard pension administration services to employees, employers and pensioners.
PWGSC's approximately 40-year-old systems and business-process infrastructure for pension administration are in grave need of renewal. The limited capabilities of existing processes and the archaic technology of the legacy systems severely compromise PWGSC's ability to sustain current service levels. As well, they severely limit PWGSC's ability to offer future services that are comparable to the delivery performance and cost-effectiveness industry standards.
Employers are looking to provide better and broader services to their employees. Demographic trends indicate that by 2016, approximately 40% of the current public service will have become eligible for retirement. As a result, increasingly large numbers of employees are seeking retirement counselling and want access to capabilities that allow them to analyze their pension benefit options. Similarly, demands for enrolment services are increasing as new employees are hired to replace retirees. At the same time, pension administration business units face significant losses of experienced, trained personnel, as approximately 42% of the compensation trainers, supervisors, managers, and coaches will be eligible to retire by the fall of 2009.
The GCPMP has completed its Project Definition Phase. A Requirements Mapping and Gap Analysis for the business and technical requirements and the solution proposed was completed in the spring of 2006; this exercise included the mapping of the proposed future business processes as well as the core processes built into the solution’s commercial products. The project team has also completed the preliminary system design and implementation planning, developed substantive estimates, and received Effective Project Approval (EPA) from Treasury Board in June 2007.
In July 2007, the project began its Implementation Phase activities, which are expected to take 4½ years to complete. The project will replace the current pension systems and business processes with commercial-off-the-shelf software applications and industry-standard business processes. Implementation will involve using a phased approach that will introduce new systems and functionality over five releases. The first release will first introduce a new interactive voice response system, as well as modern case management tools, for the pension services centre in Shediac, New Brunswick. The next release will add enhanced case management tools and document imaging capabilities. This will be followed by the replacement of the systems and processes currently used to administer both active member accounts and retired member accounts. Finally, the project will introduce new processes and system functionality in support of pension fund accounting and reporting.
The project is currently completing the first release, and is expecting to complete the implementation in the fall of 2008, as planned.
2. Project Phase
The two Transformation of Pension Administration projects, the GCPMP and the Centralization of Pension Services Delivery Project (CPSDP) are currently in their Implementation Phases. Implementation activities began in July 2007 and are expected to be completed in January 2012.
3. Leading and Participating Departments and Agencies
Sponsoring Department: Public Works and Government Services Canada
Contracting Authority: Public Works and Government Services Canada
Stakeholder Departments: Treasury Board Secretariat, Department of National Defence
4. Prime and Major Sub-Contractor
Prime Contractor: EDS Canada Inc. (EDS)
Major Sub-Contractors: James Evans and Associates, Siebel Systems, and Vangent (formerly Pearson Canada Solutions)
5. Major Milestones
Milestone | Date completed |
---|---|
Project Definition Phase (from PPA to EPA): | |
Preliminary Project Approval (PPA) received from Treasury Board (TB) | May 3, 2004 |
Release of draft RFP (Completion: May 2004) |
May 25, 2004 |
Consultations with vendors (Completion: July 2004) |
July 2004 |
Release of final RFP (Completion: September 2004) |
October 22, 2004 (Release of RFP was delayed to allow the project to address feedback from consultations) |
Close of bidding period (Completion: December 31, 2004) |
January 31, 2005 (Bidding period was extended at the request of the bidders) |
Evaluation of bids (Completion: March 2005) |
May 27, 2005 (Completion date was deferred to accommodate the extended bidding period and the larger than expected number of bids) |
Preparation of the TB submission for contract authority / Contract award (Completion: June 2005) |
November 4, 2005 – Contract signed with EDS November 7, 2005 – Vendor began work (contract award was deferred to accommodate the extended bidding and evaluation periods. TB approved the contract award to EDS Canada Inc. on October 31, 2005) |
Requirements Mapping and Gap Analysis These activities were rescheduled from original planned date of January 2006 to April 2006 following contract award. |
April 2006 |
Architecture and Design (Completion: September 2006) |
September 2006 |
Effective Project Approval (Completion: November 2006) |
June 13, 2007
(Completion of the Treasury Board Submission was delayed to accommodate Treasury Board’s request to prepare a single submission for both the GCPMP and the Centralization of Pension Services Delivery Project) |
Implementation Phase (EPA to Close-Out): | |
Phase 5 – EPA Start-Up Activities (Completion: January 2008) |
March 2008 (Final Crown approval and sign-off of vendor deliverables was completed March 7, 2008) |
Phase 6 – Design, Construction and Implementation:
|
(See note below) |
Phase 7 – Final Maintenance Transition (Completion: January 2012) |
|
Phase 8 – Close-out Phase (Completion: January 2012) |
Note: The dates for the implementation phase have been updated to reflect the implementation plans completed during the preparation of the TB Submission for EPA.
6. Progress Report and Explanation of Variances
The initiation and preliminary planning phases were conducted from September 2000 to January 2004, leading up to the finalization and presentation of the Treasury Board Submission for Preliminary Project Approval (PPA) in April 2004. Approval in principle was received from the Treasury Board in March 2004. PPA was received in May 2004, and the project proceeded with the Project Definition Phase.
Following the receipt of PPA, the GCPMP completed and released a draft Request for Proposal (RFP) for the procurement of a contractor for the development and implementation of business transformation and the COTS software-based solution. Industry feedback was analyzed and integrated into the final RFP, which was released in October 2004. The close of the bidding period was extended from December 2004 to January 2005 at the request of bidders. The evaluation of bids was conducted from February to May 2005. Contractor selection was based on the evaluation processes and scoring specified in the RFP. These processes included: the evaluation of hard copy proposals; an evaluation of each bidder’s corporate capabilities, references, presentations and readiness assessment; and the evaluation of financial proposals.
As the EDS Canada Inc. proposal was fully compliant and obtained the highest proposal score, EDS was the recommended bidder. An independent third-party (fairness monitor) was engaged to observe and verify that the evaluation process was conducted with integrity, objectivity and impartiality. The fairness monitor reported that the recommended bidder was selected appropriately.
On November 4, 2005, following approval from Treasury Board, a contract was signed with EDS for the provision of professional services to complete the Project Definition Phase for the new commercial-off-the-shelf (COTS) based pension administration system. The EDS team, including product specialists from James Evans and Associates Ltd. (Penfax), Siebel Systems, and Pearson Canada Solutions (now named Vangent), joined the GCPMP team on November 7, 2005.
The Project Definition Phase activities completed in 2006-2007 included:
Following the completion of these activities in late 2006, the GCPMP completed its business case and prepared its request for Effective Project Approval from the Treasury Board. The presentation of the TB Submission for EPA was delayed from its original target date of December 2006 to June 2007, to accommodate more pressing Treasury Board priorities.
The project is now proceeding with the actual implementation of the new COTS software based pension administration systems and services. To date the project has begun work on the implementation of two of the five planned releases. Implementation of the five releases is expected to occur over 4 ½ years and progress to date includes the following:
The contract with EDS includes options for the completion of the releases of the GCPMP solution. These options include professional services, COTS software, and maintenance and support services as required to implement the new pension system for the Public Service Superannuation Act (PSSA). Although the project is focused on the PSSA administration, the project will implement a multi-plan solution that will provide for other pension plans within the public service.
7. Industrial Benefits
A multi-million dollar contract has been awarded for the COTS products, as well as for the implementation of the new systems and business processes, support services and ongoing maintenance. The products will include Penfax for core pension administration and Siebel for the Customer Relationship Management functions. Implementation of the new solution, business processes and associated business transformation, is the responsibility of the System Integrator to whom the contract was awarded. The implementation will be conducted in several phases over a four and a half year period (July 2007 to January 2012). During that time, it is expected that there will be some temporary positions required to support the system implementation and business transformation activities in both the National Capital Area and Shediac, New Brunswick. In the long term, the project will provide the infrastructure and processes essential to the sustainability of current pension administration operations, and positions, in Shediac, New Brunswick.
1. Description
The STSI is an end-to-end travel solution aimed at delivering value to the Government of Canada and savings to Canadian taxpayers. Its objective is to provide high-quality travel services to Government of Canada employees within an integrated travel management system that enables departments to manage travel more efficiently and maintain the Government of Canada's priority of transparency and accountability in the public sector. STSI offers fully functional, comprehensive and seamlessly integrated travel services to employees travelling on government business, and allows for better travel expense management. Travel services include the following:
2. Project Phase
The last component of the STSI, the Expense Management Tool (EMT), has been designed and fully implemented across the Government of Canada. STSI is now focusing its efforts on working closely with the Treasury Board Secretariat and other government departments to increase adoption and usage of all services and tools.
3. Leading and Participating Departments and Agencies
Lead Department or Agency | The STSI is a joint-initiative between Public Works and Government Services (PWGSC) and Treasury Board Secretariat (TBS). |
Contracting Authority | PWGSC, Acquisitions Branch |
Participating Departments and Agencies | The STSI solution applies to all departments and agencies listed within the Financial Administration Act. The following seven departments were engaged as Vanguards in the Production Acceptance Test of the EMT: Atlantic Canada Opportunity Agency (ACOA), Health Canada, Indian and Northern Affairs Canada, National Energy Board, PWGSC, Statistics Canada, and Veterans Affairs Canada. |
4. Prime and Major Subcontractors
Prime Contractor | Accenture Inc. |
Major Subcontractors | Amex Canada Inc, Bell Canada Inc, and Concur Technologies Inc. |
5. Major Milestones
Major Milestones | Date |
---|---|
Travel Card and Travel Call Centre | April 1, 2004 |
On-line Booking Tool and Travel Portal | November 2004 |
Expense Management Tool - Pilot Phase | December 2005 |
Expense Management Tool - Production Phase | June 2006 |
6. Progress Report and Explanations of Variances
7. Industrial Benefits
Canadian industry in the following regions of Canada will benefit from this project: N/A
Summary of Expenditures:
($millions) | Actual Expenditure 2007-2008 | Planned Spending 2008-2009 | Planned Spending 2009-2010 | Planned Spending 2010-2011 |
---|---|---|---|---|
STSI | 8.733 | 9.480 | 9.480 | 9.480 |
Additional information for the above table:
All expenditures are recovered through various sources of revenues. The Accenture contract runs until 2011-2012. Program funding requirements will likely change at that point. STSI received the authorities from Treasury Board in 2007-2008 to recover costs (established rate) from other government departments for fiscal years 2007-2008 and 2008-2009. STSI will be submitting a request in
the fall of 2008-2009 to Treasury Board for on going authorities to generate revenues.