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2008-09
Departmental Performance Report

Public Works and Government Services Canada

Supplementary Information (Tables)

Table 1 – Sources of Respendable and Non-Respendable Revenue

Respendable Revenue
(in millions of dollars)
Government Services Program Activity	Actual 2007-08	2008-09
Government Services Program Activity	Actual 2007-08	Planned Revenue	Total Authorities	Actual
Real Property
Federal Accomodation and Holdings
Rentals and Concessions	756.4	540.7	897.4	897.4
Real Property Stewardship	3.3	1.1	1.9	1.9
Real Property Services Revolving Fund
Recoveries of disbursements on behalf of clients	891.6	838.7	838.7	932.8
Fee revenues from real property related common services	144.6	141.2	141.2	342.6
Total Real Property Services Revolving Fund	1,036.2	979.9	979.9	1,275.4
Real Property Disposition Revolving Fund
Sales of real properties	11.2	8.5	8.5	13.1
Total - Real Property	1,807.1	1,530.2	1,887.7	2,187.8
Acquisitions
Acquisition Services
Major Crown Projects	15.5	6.6	20.1	20.1
Acquisitions	36.8	21.5	17.4	17.4
Canadian General Standards Board	2.8	2.3	2.5	2.5
Crown Assets Distribution	2.4	—	2.9	2.9
Seized Property Management	7.1	6.5	7.4	7.4
Others	17.8	10.5	23.6	23.6
Total Acquisition Services	82.4	47.4	73.9	73.9
Acquisition Stewardship	4.7	1.9	3.2	3.2
Optional Services Revolving Fund
Traffic and Vaccine	96.1	90.0	96.3	105.0
Crown Assets Distribution¹	—	—
Communication Procurement	3.6	4.1	4.1	3.9
Locally Shared Support Services	5.1	6.3
Software Brokerage / Benchmarking	—	—
Total Optional Services Revolving Fund	104.8	100.4	100.4	108.9
Total - Acquisitions	191.9	149.7	177.5	108.9
Information Technology
Information Technology Infrastructure Services	249.6	249.2	238.3	238.3
Information Technology Infrastructure Stewardship	1.1	4.1	73.7	73.7
Telecommunications and Informatics Common Services Revolving Fund	196.6	197.3	197.3	239.9
Total - Information Technology	447.3	450.6	509.3	551.9
Receiver General and Public Service Compensation
Receiver General Services	2.4	2.1	4.9	4.9
Receiver General Stewardship	19.5	13.0	19.8	19.8
Public Service Compensation Services	3.4	3.0	1.5	1.5
Public Service Pay Stewardship	6.7	3.5	7.1	7.1
Public Service Pension Stewardship	74.2	98.2	97.9	97.9
Total - Receiver General and Public Service Compensation	106.2	119.8	131.2	131.2
Government Information
Information Services	5.8	31.0	40.4	40.4
Information Stewardship	—	0.5	0.8	0.8
Consulting and Audit Canada Revolving Fund - Consulting Services	19.0	20.9	19.4	18.1
Total - Government Information	24.8	52.4	60.6	59.3
Business Integration
Business Integration Services	28.2	—	—	—
Business Integration - Performance Management	38.6	37.4	40.5	40.5
Total - Business Integration	66.8	37.4	40.5	40.5
Consulting and Audit Canada
Consulting and Audit Canada Revolving Fund - Audit Services	16.3	28.0	24.0	15.9
Translation Bureau
Translation Bureau Revolving Fund
Translation Services	210.4	206.0	217.8	199.2
Interpretation Services	3.2	3.3	3.3	4.1
Terminology Services	1.7	1.4	1.8	2.9
Total - Translation Bureau	215.3	210.7	222.9	206.2
Office of Green Government Operations
Greening of Government Operations Services	—	—	—	—
Greening of Government Operations Stewardship	2.0	0.7	1.4	1.4
Total Office of Green Government Operations	2.0	0.7	1.4	1.4
Total Respendable Revenue	2,877.7	2,579.5	3,055.1	3,380.2

Non-Respendable Revenue
(in millions of dollars)
Program Activity	Actual 2007-08	2008-09
Program Activity	Actual 2007-08	Planned Revenue	Total Authorities	Actual
Dry Docks	6.4	5.6	4.8	4.8
Net proceeds from sale of seven (7) office complexes and lands ^{(Note 1)}	1,335.8	—	—	—
Miscellaneous Non-tax Revenues
Seized Properties	0.8	—	12.5	12.5
Other non-tax revenue	74.3	20.7	51.5	51.5
Total Non-respendable Revenue	1,417.3	26.3	68.8	68.8
DEPARTMENT TOTAL	4,295.0	2,605.8	3,123.9	3,449.0

Totals may not add up due to rounding.

¹ Gross sale price from the Sale and Leaseback of buildings are $1,411.1M. From that amount, $57.8M is related to a lease inducement and $17.5M for various expenses attributable to the transaction such as consulting fees, legal fees, and insurance premiums. The net amount of $1,335.8 has been deposited in the Consolidated Revenue Fund.

Table 2 – User Fees

***Canada Gazette***
(in thousands of dollars)
User Fee	Fee Type	Fee-setting Authority	Date Last Modified	2008-09					Planning Years
User Fee	Fee Type	Fee-setting Authority	Date Last Modified	Forecast Revenue	Actual Revenue	Full Cost	Performance Standards	Performance Results	Fiscal Year	Forecast Revenue	Estimated Full Cost
Subscription rates charged to external/private sector clients for printing and distributing the hardcopy version of the Canada Gazette	Regulatory (R)	Subscription fees are set in the Statutory Instruments Act assented to in 1971	Subscription fees last revised in 1985	97.7	74.8	152.0	Meet all the legislated publication deadlines for the Canada Gazette and meet the publication deadlines for each of our clients. Achieve less than 1% error count in all editions of the Canada Gazette.	100%: All notices were published within the legislated deadlines. 100%: The Canada Gazette Directorate met all of its publication dates for all formats of the Canada Gazette. 100%: The error count was 0.03%	2009-10 subscriptions 2010-11 subscriptions 2011-12 subscriptions	70.0 65.0 65.0	152.0 155.0 155.0
Total				97.7	74.8	152.0²				200.0	462.0³
Date Last Modified: 1985
Other Information: 1. Subject to a departmental legal assessment the Canada Gazette Directorate is reporting annually on the Subscription Fees charged to external/private sector clients as the User Fees Act does not apply to internal clients, i.e. other government departments or agencies. Information on insertions fees is no longer included in this table as these fees fall under the contracting authority of the Minister of PWGSC. 2. These figures are only the direct costs of producing and distributing the Gazette. 3. These figures forecast only the direct costs of producing and distributing the Gazette.

**External Fees**
***Canada Gazette***
External Fee	Service Standard	Performance Results	Stakeholder Consultation
Subscription rates are charged for the printing and distribution of the Canada Gazette.	100% compliance with the legislated publication deadlines for the Canada Gazette and the legislated publication deadlines for each of its clients. Error rate of less than 1%.	100%: All notices were published within the legislated deadlines. The Canada Gazette Directorate met all its publication dates for all formats of the Canada Gazette. The error count was 0.03 %	The subscription rates have not been modified since 1985. The establishment of the current fee structure pre-dates the November 2004 Policy On Service Standards for External Fees.
Other Information: N/A

***Access to Information and Privacy***
($ thousands)
User Fee	Fee Type	Fee-setting Authority	Date Last Modified	2008-09					Planning Years
User Fee	Fee Type	Fee-setting Authority	Date Last Modified	Forecast Revenue	Actual Revenue	Full Cost	Performance Standards	Performance Result	Fiscal Year	Forecast Revenue	Estimated Full Cost
Fees charged for the processing of access requests filled under the Access to Information Act (ATIA)	Other Products and Services (O)	ATIA	1992	6.25	6.19	3,084	Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request.	95.5%	2009-10 2010-11 2011-12	5.94 5.64 5.36	3,052 3,205 3,365
Total				6.25	6.19	3,084				16.94	9,622
Date Last Modified: N/A
Other Information: It is the Department's practice to waive fees where (a) the total reproduction costs that could be assessed amounts to less than $25; and (b) the legislative time limits have been exceeded by more than 6 months and the request contains a voluminous number of records. In 2008-2009, fees were waived in 52% of ATI requests completed, amounting to $4.7K waived. In an effort to reduce the amount of paper copied, applicants can request that certain information be provided to them by electronic means, such as by diskette, CD or email, in order to reduce the amount of fees to be paid. In 2008-2009, 23% of responses to ATI were made by electronic means; an increase of 4% compared to previous fiscal year.

***Public Ports and Harbours - Esquimalt Graving Dock (EGD)***
($ thousands)
User Fee	Fee Type	Fee-setting Authority	Date Last Modified	2008-09					Planning Years
User Fee	Fee Type	Fee-setting Authority	Date Last Modified	Forecast Revenue	Actual Revenue	Full Cost	Performance Standards	Performance Result	Fiscal Year	Forecast Revenue	Estimated Full Cost
Booking	Regulatory (R) as per Esquimalt Graving Dock Regulations, 1989 (SOR/89-332 and SOR/95-462)	Order-in-Council	1995	See Note 2	147.0	See Note 2 No costs were incurred by other departments in support of the fee activity.	EGD meets on a regular and on-going basis with its tenant clients to ensure customer service and client needs are met.	Last fiscal EGD met on a formal basis every other month (6 times/yr) with all tenant clients. Additionally, all major vessels were met prior to departure to ensure needs were met.	2009-10 2010-11 2011-12	See Note 2	See Note 2 No costs were incurred by other departments in support of the fee activity.
Draining					145.0
Dockage for a vessel per unit of gross tonnage (minimum 2500 tons), per day					885.2
Dockage for cargo on board per tonne of cargo, per day					—
Berthage at North Landing Wharf, per metre, per day (a) working vessels					77.8
Berthage at North Landing Wharf, per metre, per day (b) non-working vessels					2.4
Berthage at South Jetty, per metre, per day					88.2
Storage of cargo, building materials, equipment or machinery, per tonne, per day					—
Top wharfage, per tonne (minimum 50 tonnes) (one-time charge)					0.0
Crane per hour (a) with light hook					539.2
Crane per hour (b) with main hook, up to 50 tonne lift					35.1
Crane per hour (c) with main hook, over 50 tonne lift					24.4
Mobile Crane, per hour (a) 9-tonne crane					82.7
Mobile Crane, per hour (b) 20-tonne crane					0.0
Forklift per hour					0.0
Air Compressor, per manifold hour					423.1
Motor work boat, per hour					1.3
Fresh water, per cubic metre					11.7
Electric power, per kilowatt hour					703.3
Parking, per section, per shift					127.4
Tie-up and letting go					1.4
Flood-lights (a) per standard (high mast), per hour					—
Flood-lights (b) per caisson (4 lights), per hour					—
Overtime labour of dry-dock employees, per employee, per hour					162.2
Commissionaire service, per employee, per hour					205.9
Other User Fees (see Additional Tariff Items below)	Other Products and Services (O)	Order-in-Council	1995	See Note 2	1102.3	See Note 2 No Costs were incurred by other departments in support of the fee activity	EGD meets on a regular and on-going basis with its tenant clients to ensure customer service and client needs are met.	Last fiscal EGD met on a formal basis every other month (6 times/yr) with all tenant clients. Additionally, all major vessels were met prior to departure to ensure needs were met.	2009-2010 2010-2011 2011-2012	See Note 2	See Note 2 No costs were incurred by other departments in support of the fee activity
				Sub-Total (R)	3663.3				2009-10 2010-11 2011-12	5,600.0 5,600.0 5,600.0	12,894.0 13,151.0 13,414.0
				Sub-Total (O)	1102.3				2009-10 2010-11 2011-12	5,600.0 5,600.0 5,600.0	12,894.0 13,151.0 13,414.0
				Total	4765.6	13,199.0				16,800.0	39,459.0
Date Last Modified: No substantial modification has been made since March 31, 2004.
Other Information: Note 1: Revenue forecast assumes no rate increase during planning horizon. Submission to change rates currently under way. Note 2: Since revenues are not forecasted and costs are not calculated based on individual fee items, only the total figures are provided for all user fees at the EGD.

***Public Ports and Harbours - Selkirk Marine Railway Dry Dock***
($ thousands)
User Fee	Fee Type	Fee-setting Authority	Date Last Modified	2008-09					Planning Years
User Fee	Fee Type	Fee-setting Authority	Date Last Modified	Forecast Revenue	Actual Revenue	Full Cost	Performance Standards	Performance Result	Fiscal Year	Forecast Revenue	Estimated Full Cost
See Tariff Items below	Regulatory (R) as per Selkirk Marine Railway Dry Dock Regulations, 1989 (SOR/89-331)	Department of Public Works and Government Services Act (1996, c.16)	1989 PC 1989-1198	22.7 See Note 1	12.6 See Note 1	161.0 See Note 1 No costs were incurred by other departments in support of the fee activity.	The user fees were introduced prior to March 31, 2004. Performance standards have not yet been established as contracts are established on an individual custom basis.	Selkirk Marine Railway Dry-dock services are responsive to, and satisfy the specific needs of each external user, in accordance with the Selkirk Marine Railway Dry-dock regulations.	2009-10 2010-11 2011-12	15.0 15.0 n/a see note 2	47.3 48.3 n/a see note 2
Sub-Total (R)				22.7	12.6	161.0			2009-10 2010-11 2011-12	15.0 15.0 n/a	47.3 48.3 n/a
Total				22.7	12.6	161.0				30.0	143.9
Date Last Modified: No substantial modification has been made since March 31, 2004.
Other Information Note 1: Since revenues are not forecasted and costs are not calculated based on individual fee items, only the total figures are provided for all user fees. Note 2: This facility is slated for disposal by 2010.

**Public Ports and Harbours - Selkirk Marine Railway Dry Dock Tariff Items**
TARIFF OF DOCK CHARGES
ITEM SERVICES AND FACILITIES	DOCK CHARGES ($)
Entry fee	655.00
Setting up keel and bilge blocks	655.00
Hauling out vessel	515.00
Launching vessel	515.00
Accommodation of vessel in the dry dock per day, per unit of gross tonnage	1.05
Fee for the winter term, one vessel	6,000.00
Fee for the winter term, tow vessels, per vessel	3,000.00
Additional charge pursuant to subsection 36(1) up to a maximum of $1000.00 per day, per unit of gross tonnage	1.80

Table 3 – Details on Project Spending

**($ millions)**
Project	Current Estimated Total Cost	Actual 2006-07	Actual 2007-08	2008-09
Project	Current Estimated Total Cost	Actual 2006-07	Actual 2007-08	Planned Spending	Total Authorities	Actual
REAL PROPERTY SERVICES
Office Accommodation Projects
Newfoundland and Labrador
St. John's - Tax Data Centre (Mid Life Renovation) (I-PPA)¹	50.8	0.1	0.3	2.5	1.0	1.0
Nova Scotia
Halifax - New Royal Canadian Mounted Police Government of Canada Building - Construction (LPA)²	39.7	1.0	1.2	2.8	39.4	4.2
Prince Edward Island
Charlottetown – Jean Canfield Building - Construction (S-EPA)	52.7	19.4	6.9	2.8	52.8	2.9
Quebec
Montr�al - 740 Bel-Air Street – Construction of multi-purpose building including items funded by National Defence (Completed)	54.7	2.0	0.2	0.1	60.3	0.1
National Capital Area (Quebec)
Gatineau - Laurier Tach� Garage - Renovation (S-EPA)	64.4	11.6	6.1	0.0	66.6	0.1
National Capital Area (Ontario)
Ottawa - Skyline Campus - Renovation and Federal Occupancy (S-EPA-MCP)³	105.8	9.3	35.9	30.7	114.3	28.4
Ottawa - Lorne Building Redevelopment (I-PPA)⁴	124.2	0.0	0.0	0.5	0.0	0.7
Parliamentary Precinct
Ottawa - Library of Parliament (LOP) - Conservation, Rehabilitation and Upgrade (EPA)	127.9	7.4	0.9	3.9	127.9	1.3
Ottawa - West Block (PPA)^{5, 6}	769.2	13.5	24.7	40.8	250.4	30.2
Ottawa - Site Infrastructure - New Construction (PPA) (DEFERRED)⁶	82.5	0.0	0.0	0.0	4.6	0.0
Ottawa - Wellington Building - Renovation (PPA)	425.2	1.0	1.0	9.8	101.4	5.4
Saskatchewan
Regina - Government of Canada Building – Acquisition, renovation and fit-up (Completed)	44.9	4.7	6.0	1.0	47.8	1.4
British Columbia
Surrey - Royal Canadian Mounted Police "E" Division Headquarters, Land and Public Private Partnership (P3) Design, Build, Finance, Maintain (DBFM) (I-PPA-MCP)⁷	1,300.0	0.8	1.6	5.2	21.0	4.2
Non-Office Accommodation Projects
Newfoundland and Labrador
Argentia - Environmental remediation (S-EPA)⁸	92.5	4.8	4.1	6.1	93.5	3.3
Quebec
Montr�al - Repair of King Edward Quay⁹	6.2	0.0	0.3	3.0	6.6	3.1
Montr�al - Repair of Jacques-Cartier Quay⁹	7.3	0.0	0.0	0.0	8.5	0.0
National Capital Area (Quebec)
Gatineau - Purchase of Place Du Centre 200 Prom du Portage (Completed)	6.7	0.0	6.7	0.0	7.2	0.0
National Capital Area (Ontario)
Ottawa - Central Heating and Cooling Plant - East Tunnel (S-EPA)¹⁰	18.8	0.2	0.2	0.7	1.8	0.2
Parliamentary Precinct
Ottawa – Portrait Gallery of Canada – Renovation (EPA)	32.4	0.8	0.1	0.0	32.4	0.0
Lease Accommodation Projects
National Capital Area (Ontario)
Ottawa - Place Vanier Replacement (PPA)	79.7	0.0	0.0	0.4	82.3	0.1
Ottawa - 269 Laurier Avenue West, (LPA)^{11, 12}	231.4	24.0	12.2	14.2	60.1	12.1
Ottawa - 131 Queen Street, (LPA)	166.3	39.2	24.3	15.0	166.3	15.9
Ottawa - 181 Queen Street, (LPA) (Completed)	59.9	6.3	6.3	6.2	59.9	6.3
Ontario
Toronto - 277 Front Street East, Lease (LPA)¹³	75.5	0.0	7.9	4.1	75.5	13.4
Western
Edmonton – Justice (LPA)	55.9	0.0	0.0	0.0	55.9	0.1
Edmonton – Justice (LCA)	175.2	0.0	0.0	0.0	175.2	0.0
British Columbia
Vancouver – 1138 Melville (LPA)	53.4	0.0	0.0	2.0	53.4	0.0
Vancouver – 1138 Melville (LCA)	120.8	0.0	0.0	0.5	120.8	0.0
Engineering Assets Projects
National Capital Area (Quebec)
Laniel Dam - Reconstruction (R-EPA)	36.0	6.7	6.8	4.2	21.4	4.2
National Capital Area (Ontario)
Alexandra Bridge - Rehabilitation/Deck Replacement (EPA)	52.4	0.3	0.4	1.0	2.9	1.0
PUBLIC SERVICE COMPENSATION
Pension Modernization Project - Definition Phase (PPA)¹⁴	18.4¹⁵	7.8	1.3	0.0	18.4	0.0
Pension Modernization Project - Implementation Phase (EPA)¹⁶	200.1¹⁷	0.0	0.0	66.3¹⁸	200.1	42.8¹⁹

¹ Project has Preliminary Project Approval (PPA), options are being explored for Effective Project Approval (EPA) potentially may be lease project.
² The project was originally planned to be crown construct now has Lease Project Approval (LPA) as Lease Purchase. The $ amount represents capital required to put lease in place.
³ Based on speculative contract cost forecasts at completion, it is anticipated that there will be excess overall project funding. This is currently identified as fiscal year 2010-2011 expenditures and includes the PWGSC fee mark-up.
⁴ Preliminary Project Approval (PPA) received on April 23, 2009. Approved amount $6.2.
⁵ Additional information is available in Table 4- Status Report on Major Crown Projects of this report.
⁶ Current Estimated Total Cost has been reduced to the Preliminary Project Approval (PPA) Approved amount.
⁷ A correction was made in the May 2009 Capital Project Briefing Note Update on the contract period (from 25 years to 28 years) with an estimated total cost of $1.3B instead of $1B.
⁸ Project was previously included in the Engineering Asset section. Project was reclassified to Non-Office. Funding source remains as a Federal Holding project.
⁹ Part of the $61.4M of specific authorities (SA) received from Treasury Board in Nov 2007.
¹⁰ This project, which originally had an estimate of 31M, has now been converted to 5 smaller projects. This project will now just be for the project #1 with an estimated dollar value below 20 million dollars. It is OSS/Owner Investors plan to return to Treasury Board some time in January 2010 to inform them of the change and acquire Effective Project Approval (EPA) in the amount of $18M in hopes of receiving the $16.5M that is currently in reserve to complete project #1 of the program of work.
¹¹ Planned spending 2007-2021 is rent and escalation only.
¹² Total Authorities are based on Estimated Total Considerations of fiscal years 2005-2006, 2006-2007, 2007-2008 and 2008-2009.
¹³ 2008-2009 actual includes $3.8 million annual rent, as well as PWGSC ($1.5 million) and client-funded ($8.1 million) fit-up as identified in the Treasury Board submission.
¹⁴ Numbers include all salaries, operating and management activities, employee benefits, health care and accommodation costs, but exclude GST.
¹⁵ These figures represent the authorities for the Definition Phase of the project, last revised and approved by Treasury Board on March 29, 2007. The phase has been completed at a cost of $18.4 million (expenditures in 2004-2005 were $3.6 million)
¹⁶ Numbers include all salaries, operating and management activities, employee benefits, health care and accommodation costs, but exclude GST.
¹⁷ Effective Project Approval (EPA) was received on June 13, 2007, authorizing $184.8 million for the main Pension Modernization Project and $15.3 million for the Legacy Systems Initiatives in support of the Pension Modernization Project.
¹⁸ Included $62.7 million for the Pension Modernization Project and $3.6 million for the Legacy Systems Initiatives in support of the Pension Modernization Project. A Treasury Board Submission is currently in the final review process to reprofile unspent funding from 2008-2009 into future years.
¹⁹ Included $40.4 million for the Pension Modernization Project and $2.4 million for the Legacy Systems Initiatives in support of the Pension Modernization Project.

Table 4 – Status Report on Major Crown Projects

Long-Term Vision and Plan for the Parliamentary Precinct

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:

The Major Capital Program of the first five-year program of work will focus on advancing the critical West Block Program. The West Block Program includes:
1. Securing space in order to be able to empty the La Promenade and Wellington buildings. This required the fit-up of almost a million square feet of space in seven buildings in the downtown core (C.D. Howe, Clarica, Confederation, 119 Queen Street, 131 Queen Street, 155 Queen Street, and 181 Queen Street) and the relocation of over 1300 parliamentary staff and over a dozen major parliamentary support functions;
2. Restoration and fit-up of the La Promenade building, Wellington building, former Bank of Montreal building and the construction of a new food production facility for Parliament Hill. These projects must be completed before the major rehabilitation of the West Block can begin;
3. Stabilization and preparation of the West Block Building for the major renovation, including exterior stabilization of the building's masonry and towers; and
4. The West Block's major rehabilitation and transformation to support the Chamber functions of the House of Commons (infill).
The Recapitalization Program includes a series of urgent building interventions (related mostly to exterior masonry repairs) required to ensure the ongoing viability of buildings and address health and safety issues. These projects are a part of the full restoration work that will ultimately be done on these buildings and by undertaking them early will ensure that future projects are less complicated and costly. The major focus of this Program for the first five years includes:
1. Centre Block rehabilitation of portions of the roof and ventilation towers;
2. East Block exterior envelope repair of the 1867 wing with an initial focus on the north-west tower and the south-east corner;
3. Confederation Building repairs to the entire building envelope, including masonry, windows and roof;
4. Emergency work required - for example, the West Block water main; and
5. Ground work such as the North perimeter wall and slope stabilization.
The Planning Program focuses on the development of more refined plans and reliable cost estimates for projects in the next five-year Program. This includes:
1. East Block renovation and Infill Feasibility Study;
2. Security and Visitor Services Facility - Feasibility Study;
3. West Sector Master Plan; and
4. Centre Block Renovations.

An important element in the LTVP is the 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 and Agencies

Lead Department	PWGSC
Contracting Authority	PWGSC
Participating Departments	Senate of Canada, House of Commons, Library of Parliament
Consultations and Approvals with	The National Capital Commission (NCC) and Federal Heritage Buildings Review Office (FHBRO)

4. Prime Contractors and Major Sub-Contractors

Prime Contractor	See separate notes for each of the following projects: West Block Renovation Program and Wellington Building Renovation Project.
Major Subcontractor(s)

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 Explanations of Variances

Progress against each of the three programs in fiscal year 2007-2008 to-date is highlighted below:

The Major Capital Program continues to focus on advancing the critical West Block Program. This includes vacating and fit-up of key buildings to enable vacating West Block so it can be renovated.
- 119 and 131 Queen Street - completed fit-up of these buildings in order to relocate functions displaced from the La Promenade and Wellington buildings. The La Promenade and Wellington buildings will be used as interim Parliamentary Offices and Committee rooms during the renovation of West Block and then Centre Block.
- Wellington Building - awarded the prime consultant contract and advanced the concept design for this major rehabilitation and fit-up project. Also advanced a suite of 15 re-location projects to completely empty and de-commission the Wellington Building so that asbestos abatement, demolition and seismic reinforcement work can begin;
- La Promenade Building - successfully completed the building demolition portion of the project, and started the fit up portion in Fall 2008. This project is on schedule for completion in Summer 2010.
- Food Production Facility - construction commenced in Summer 2008 and is four to six months ahead of schedule and targeted for completion in Fall 2009;
- Former Bank of Montreal Building - concept design nearing completion;
- 1 Rideau Canal - awarded prime consultant contract. Construction will begin in Fall 2009 and is targeted for completion in Fall 2010;
- West Block Rehabilitation - final design will be completed in Summer 2009. The project will then move into the development of construction drawings so that construction contracts can be tendered and awarded in 2010 when the building is completely emptied.
- Southeast Tower Restoration project - successfully completed, under original budget, in Fall 2008. Valuable information gained from this pilot project is being incorporated into current and future Parliament building projects, e.g., seismic, masonry, asbestos abatement and roofing;
- North Towers Restoration project - construction started in Fall 2008
- West Block Investigations Program is ongoing - This is a proactive measure to understand the current condition of the building to ensure immediate Health and Safety measures are addressed.
The Recapitalization Program continues to focus on a series of urgent building interventions (related mostly to exterior masonry repairs) required to ensure the ongoing viability of buildings and address health and safety issues. Work has been initiated and includes:
- Centre Block - project definition and determining scope of work for rooftop elements and towers;
- East Block - project definition and determining scope of work to rehabilitate building exterior masonry;
- Confederation building - project definition and determining scope of work to rehabilitate building exterior masonry and interior building systems;
- Emergency work - West Block water main emergency repair completed; and
- Grounds - continue work on the North Perimeter wall and North Slope Stabilization.
The Planning Program continues to focus on the development of more refined plans and reliable cost estimates for projects in the next Five-year Program. Work has been initiated and includes:
- East Block - initiation of Renovation and Infill Feasibility Study;
- Security & Visitor Services Facility - initiation of a Feasibility Study for Visitor Services and Screening;
- West Sector Master Plan - to commence to initiate a West Sector Area Master Plan;
- Immediate Security Measures - initiate studies for immediate security measures; and
- Canadian Museum of Contemporary Photography - initiation of a Feasibility Study for Committee Room use.

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.

8. Summary of Non-recurring Expenditures

See separate notes for each of the following initiatives: West Block Renovation Program and Wellington Building Renovation Project.

West Block Renovation Program

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 was 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:

Emergency stabilization of towers;
Repairs and conservation of the exterior masonry;
Fit-up of alternate accommodations in the Clarica, C.D. Howe, La Promenade, and Wellington buildings 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:

Fit-up of space in the former Bank of Montreal building to relocate Confederation room (Ceremonial Room 200);
Asbestos abatement, interior demolition, and general rehabilitation of the West Block building; and
Associated infrastructure to support legislative functions during the renovation of the Centre Block, including a courtyard infill to accommodate chamber activities and construction of a security screening facility.

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

Lead Department	PWGSC
Contracting Authority	PWGSC
Participating Departments	Senate of Canada, House of Commons, Library of Parliament
Consultations and Approvals with	The National Capital Commission (NCC) and Federal Heritage Buildings Review Office (FHBRO)

4. Prime Contractors and Major Sub-Contractors

Prime Contractor	For the West Block building is a joint venture - ARCOP/FGM, architects - Montreal, Quebec For the La Promenade Renovation project is KWC Architects Inc., Ottawa, Ontario For the old Bank of Montreal building is NORR Architects, Ottawa, Ontario
General Contractor(s)	For the La Promenade building is Pomerleau - General Contracting and Construction Management, Saint-Georges, Quebec For the North Tower Restoration project is L'Unique Assurances G�n�rales/ASYS Realisation, Montreal, Quebec

5. Major Milestones

Milestone	RPP 2008-2009	DPR 2008-2009
Revised Preliminary Project Approval (PPA)	Completed - June 2005	Completed - June 2005
Partial Effective Project Approval (Phase 1)	Completed - June 2005	Completed - June 2005
$17.2 million Spending Authority Approved	Approved - December 2006	Approved - December 2006
Full Effective Project Approval (Phase 1)	February 2007	Approved - February 2007

Effective Project Approval (Phase 2)	Late 2009/Early 2010	Late 2009/Early 2010
La Promenade swing space completion	Late 2009/Early 2010	Summer 2010
MPs vacate West Block	Late 2009/Early 2010	Summer 2010
Major construction start	2010	Summer 2010
Major construction completion	Late 2018	Late 2018

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. 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 this program.

In an attempt to accelerate the overall schedule of the West Block Renovation Program, we have undertaken a strategy to relocate committee rooms at the same time as moving Members of Parliament. This will enable the West Block to be completely vacant during construction, therefore reducing potential construction work delays and allowing for simultaneous construction activities, hence reducing the overall time to complete the project.

Progress Report and Status Update:

West Block Renovation program activities for 2008-2009 to date include:

La Promenade building demolition project (Package 1) is complete. (Package 2) - Fit Up of the building, has been tendered and is on schedule, Construction scheduled for completion for Summer 2010;
Bank of Montreal building - concept design nearing completion;
Food Production Facility project - construction is commenced, ahead of schedule and planned for completion in Fall 2009.
The West Block building design including courtyard infill is targeted for completion in Summer 2009;
Southeast Tower Restoration project successfully completed in Fall 2008. Project completed under original budget. Valuable information gained from this pilot project will be incorporated into future Parliament building projects (seismic, masonry, asbestos removal and roofing).
The North Towers Restoration project work commenced in the Fall 2008: and
The West Block Investigations Program is ongoing. This is a proactive measure to understand the current condition of the building to ensure immediate Health and Safety measures are addressed. In addition, these investigations provide information to assist in the future planning of the building. Sensors have been inserted throughout the stone wall to monitor stone movement based on temperature and humidity changes. Work is being conducted with three Canadian universities to analyze and recommend approaches for seismic reinforcement; valuable information has been gained and will be incorporated into the design of the main West Block building as well as the Centre and East Block buildings.

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). It is estimated that 8,500 jobs have and will be generated by the implementation of the West Block Renovation Program

8. Summary of Non-recurring Expenditures

($ Millions)	Estimated Total Expenditure (PPA - June 2005)	Actual Expenditures to March 31, 2009	Planned Spending 2009-2010	Future Years' Requirements
West Block Renovation Program (incl. swing space - excluding Wellington) (current dollars - GST excluded)	$769.2	$96.7	$75	$597.5 (PPA - June 2005)

Parliamentary Precinct Project - Wellington Building

1. Description

The Wellington Building is located at 180 Wellington Street, across from Parliament Hill. It is a six-storey structure first built in 1925 and later enlarged in the 1950's by Metropolitan Life Insurance Company. The House of Commons has been the major tenant since the Crown expropriated the building in 1973. Renovations of the building are required to address health and safety issues, replace obsolete building systems and meet building code requirements. The building will be completely vacated during the renovations. This project is a key enabler of the West Block Building Program, as the Wellington Building will provide interim accommodations for the West Block Committee Rooms during its renovation. It will also provide interim office accommodations for parliamentarians during the restoration of the East and Centre Blocks.

2. Project Phase

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, dependent on additional funding, will include the restoration of the exterior envelope, renovation of the base building and fit-up the interior space. The planned start of construction is 2010. The entire renovation, including the ten committee rooms required to enable the West Block renovations, and the 69 parliamentary offices to facilitate both East and Centre Block renovations, are targeted to be complete in 2015. The current total cost estimate excluding swing space is $425.2 million (current dollars, excluding GST). Separate project approval has been received for alternate spaces at 181 Queen Street and 131 Queen Street.

3. Leading and Participating Departments and Agencies

Lead Department	Public Works and Government Services Canada
Contracting Authority	Public Works and Government Services Canada
Participating Departments	House of Commons and Senate of Canada

4. Prime and Major Subcontractor(s)

Prime Contractor	Design consultant for the Wellington renovation project is NORR Architects and Engineers Ltd., 175 Bloor Street East, Toronto, Ontario, M4W 3R8

5. Major Milestones

Major Milestone	Date
Preliminary Functional Program Completed	July 2007
Revised Preliminary Project Approval and Phase 1 Effective Project Approval	March 2008
Consultant Contract Award	August 2008
Final Functional Program	January 2009

Phase 1 Construction Start	2010
Phase 2 Effective Project Approval	2010^*
Phase 1 Construction Completion	2012
Phase 2 Construction Start	2012^*
Phase 2 Construction Completion	2015

^*Subject to additional funding

6. Progress Report and Explanations of Variances

The prime consultant has been engaged and has progressed through the analysis of project requirements and the completion of the final functional program. Many occupants and functions have been relocated to locations including 181 Queen Street and 131 Queen Street. Alternate space locations for remaining occupants have been defined, and several of the key relocation projects have obtained Preliminary Project Approval.

7. Industrial Benefits

Several multi-million dollar contracts will be awarded over a seven-year period for building construction, information technology systems, multimedia systems, furniture and other equipment. An estimated 1,500 private sector jobs will be generated by this project.

Government of Canada Pension Modernization Project (GCPMP)

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. 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 percent of the compensation trainers, supervisors, managers, and coaches will be eligible to retire by the fall of 2009.

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.

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.

Since July 2007 the project has been completing its Implementation Phase, which is expected to take 4� years. The project will replace the current pension systems and business processes with commercial-off-the-shelf software applications and industry-standard business processes. Implementation is proceeding according to the following phased approach, which introduces new systems and functionality over five releases aligned with the centralization of pension services delivery from departments to PWGSC:

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

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 Subcontractor(s)

Prime Contractor	EDS Canada Inc. (EDS)
Major Subcontractor(s)	James Evans and Associates, Siebel Systems, and Vangent (formerly Pearson Canada Solutions)

5. Major Milestones

Milestone	Date
*Project Definition Phase (from PPA to EPA):*
Preliminary Project Approval (PPA) received from 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: Release 1.0 - Client Services Basic Case Management and Interactive Voice Response (IVR) (Completion: October 2008) Release 1.5 - Enhanced Case Management and Imaging (Completion: July 2009) Release 2.0 - Replacement of current system and business processes for the administration of active accounts (Contributors) (Completion: February 2010) Release 2.5 - Improved business processes and system functionality for the administration of Service Acquisition, Leave Without Pay (LWOP) and Pension Benefits Division Act (PBDA) (Completion: July 2010) Software Upgrade (Completion: Spring 2011) Release 3.0 - Replacement of current system and business processes for the administration of retired member accounts (Annuitants) and improvement of Accounting and reporting functionality (Completion: October 2011)	(See note below) Basic Case Management completed December 15, 2008 Interactive Voice Response completed February 2, 2009.
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 Explanations of Variances

Effective Project Approval was obtained in June 2007. After 2 years of implementation activities, the project is on schedule and within budget.

Release 1.0 - Client Services: In February 2009, the project completed its first technology release, as well as the centralization of service purchase. The new Siebel Case Management applications, the Genesys software for the Interactive Voice Response system, and the centralized service are now in full operation in the Government's Public Service Pension Centre, located in Shediac, New Brunswick.
Release 1.5 - Enhanced Case Management and Document Imaging functionality: Implementation activities for the second release began in June 2008, as planned. This release is now expected to be completed in December 2009, having incurred a three-month delay that will not affect the overall completion date of the project. This delay was primarily due to the focus of project resources on the resolution of some technical integration difficulties that arose during the previous release.
Release 2.0 - Systems and processes to administer active member accounts (including the calculation of estimates): Activities for this release began in January 2008, as planned. Functional specifications for all core pension functions have been completed and the specifications for the remaining components are on schedule for completion in July 2009. Development of core pension functionality is progressing ahead of schedule and all development and implementation activities are on track for completion in July 2010.
Release 2.5 - Systems and processes related to Service Buyback, Leave Without Pay, and Pension Benefit Division: The implementation of Release 2.5 functionality is expected to begin in September 2009 and be completed in November 2010.
Release 3.0 - Systems and processes to administer retired member accounts and to perform accounting functions: Implementation activities for this final release are expected to begin in April 2010 and be completed in October 2011.
Final project closeout is expected to be completed in January 2012.

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, EDS Canada, 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.

Table 5 – Details on Transfer Payment Programs (TPPs)

**(in millions of dollars)**
Project	Actual 2007-08	2008-09
Project	Actual 2007-08	Planned Revenues	Total Authorities	Actual
GOVERNMENT SERVICES
Federal Accommodation and Holdings
GRANTS
Municipalities and Other Taxing Authorities¹	1.60	—	(1.17)	(1.17)
	1.60	—	(1.17)	(1.17)
Total Transfer Payments	1.6	—	(1.17)	(1.17)

¹ Funding for Payments to Municipalities and Other Taxing Authorities was devolved to the applicable custodial departments. The figures reported represent over collection from custodial clients.

Table 7 – Horizontal Initiatives

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 shared 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.) Costs outside of the cost sharing arrangements are: PWGSC federal lead oversight $25.8 million, Environment Canada $7.6 million and Health Canada $5.5 million.

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 federally and provincially owned lands in the heart of Sydney, Nova Scotia. These sites were contaminated as a result of a century of manufacturing steel. The project is in support of the federal governments' sustainable development initiative, recognizing the environmental, social and economic dimensions of the Sydney area. The project will have long term benefits for all Canadians. 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: http://www.tarpondscleanup.ca. The website for the Canadian Environmental Assessment Agency is: http://www.ceaa-acee.gc.ca/050/viewer_e.cfm?cear_id=8989#Documents

Shared Outcome(s): The targeted results to be achieved by the partners will result 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):

Memorandum to Cabinet dated April 2004 defined Public Works and Government Services Canada (PWGSC) as the federal lead for the project.
Memorandum of Agreement (MOA) between Canada and the Province of Nova Scotia was signed on May 12, 2004.
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.
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.
An Independent Engineer was jointly appointed in October 2005, to monitor and confirm the engineering and financial integrity of the project as work progresses.
A Project Management Committee, which includes senior representatives from both the federal and provincial governments, oversees all aspects of the project.
A Protocol Agreement was established October 28, 2005, allowing for meaningful economic participation of First Nations communities. Set asides were established for competition among Canadian First nations businesses.
Results-based Management and Accountability Framework and Risk-based Audit Frameworks were established.
Treasury Board 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.
On March 18, 2009, a MOA was signed between Canada and Nova Scotia to share expertise and coordinate relevant regulatory process.

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (2004-2014)	Planned Spending for 2008-2009 as per RPP	Actual Spending for 2008-09
1. PWGSC Operating	PA 1 Federal lead	a. Specialized Programs & Services -Sydney Tar Ponds & Coke Ovens Remediation Project	$25,870,000	$2,928,000	$1,678,231
Cost Share Payment to Province of Nova Scotia:	PA 1 Federal lead		$282,240,000	$54,055,000	$14,101,468
2. ENVIRONMENT CANADA	PA 1 Provision of advice to PWGSC on technical issues, historical studies and scientific issues related to contaminated sites.	a. N/A	$7,640,000	$678,087	$641,593
3. HEALTH CANADA	PA 1 Provision of advice to PWGSC on issues related to human health, technical issues and risk assessment.	a. N/A	$5,500,000	$243,325	$211,079
Total			$321,250,000	$57,904.412	$16,632,371

Planned Results for 2008-2009:

Expert and technical advice; and
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.

Results Achieved in 2008-2009: The design phase of several Project elements progressed successfully. The Project remains on track to meet the approved budget and the Project is moving ahead pursuant to the MOA.

Comments on Variances: The variance in planned and actual expenditures arose due to changes in design engineering decisions delaying several major designs and tenders resulting in a revised construction schedule. However, during fiscal year 2008-2010, there were over $50 million ($30 million federal share) of tenders awarded and there will be in excess of $75 million ($45 million federal share) of tenders awarded in the first quarter of 2009-2009for future construction. http://www.infomedia.gc.ca/pwgsc-tpsgc/articles/unrestricted/2009/03/pwg2009311950657_70.htm

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, carried out remediation work for cost shared expenditures in the amount of $23.5 million ($14.1 million 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

Table 8 – Sustainable Development Strategy (SDS)

SDS Departmental Goals: Our SDS 2007-2009 fully supports the Greening of Government Operations Guidance for Organizations Developing Sustainable Development Strategies, incorporating targets and performance measures for the three key priority areas of Building Energy, Vehicle Fleet and Green Procurement. This will ensure that we are well positioned to work and report on the priority areas in a coordinated, government-wide fashion. As well, PWGSC fully supports the common federal sustainable development goals, and uses them as a framework for our departmental commitments.

PWGSC's departmental SDS goals are provided below in the context of the federal and greening government operations (GGO) goals to which they contribute.

Federal SD Goal(s), including GGO goals: For SDS 2007-2009, PWGSC's goals are:

Goal 1: Governance for Sustainable Development - Strengthen federal governance and decision making to support sustainable development (contributes to federal SD Goal VI and GGO goal on green procurement)

Goal 2: Sustainable Development and Use of Natural Resources (contributes to federal SD Goal V)

Goal 3: Reduce Greenhouse Gas Emissions (contributes to federal SD Goal III and GGO goals on building energy and vehicle fleet)

Goal 4: Sustainable Communities - Communities enjoy a prosperous economy, a vibrant and equitable society, and a healthy environment for current and future generations (contributes to federal SD Goal IV)

More information on PWGSC's SDS 2007-2009 is available at: http://www.tpsgc-pwgsc.gc.ca/dd-sd/strategies/2007/index-eng.html

Expected Results 2008-09	Supporting Performance Measure(s)	Achieved SDS Departmental Results for 2008-09
Outcome 1.1: Clear and effective governance mechanisms to integrate sustainable development in decision making. Target 1.1.5: By March 2009, develop and implement departmental direction for the implementation of the Policy on Green Procurement.	Departmental direction for the implementation of the policy on green procurement approved and procedures and systems established to support monitoring and reporting of departmental direction.	For the 2008-2009 reporting period, PWGSC continued to make progress on its four overarching goals and respective objectives. Detailed progress for all targets is provided in the PWGSC Sustainable Development Performance Report. This report is available on the internet at: http://www.tpsgc-pwgsc.gc.ca/dd-sd/rendement-performance/index-eng.html
Outcome 2.1: Environmentally sustainable use of natural resources is promoted Target 2.1.3: Consistent with previous SDS commitments, in real property projects over $1 million and in communities where industrial recycling is supported, the implementation of construction and demolition waste management practices will be completed, with waste materials being reused or recycled.	Number of projects over $1 million managing construction, renovation, demolition waste. Number of projects over $1 million.
Outcome 3.1: Emissions are reduced Target 3.1.4: Effective April 2007, all gasoline purchased for departmental fleet will be ethanol blended, where available. Note: The wording of this expected result and performance measure were updated in PWGSC's Report on Plans and Priorities 2009-2010 to reflect the intent of the original SDS commitment.	% of gasoline purchased for departmental fleet that is ethanol blended.
Outcome 4.1: Risks to human and ecosystem health from harmful substances are reduced (including cleanup of federal contaminated sites) Target 4.1.1: By March 31, 2009, complete remediation or risk management plans at 65% of known contaminated sites.	% of the 172 active contaminated sites listed on the Federal Contaminated Sites Inventory (FCSI) 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 Federal Contaminated Sites Inventory effective June 2008

Table 9 – Green Procurement

Meeting Policy Requirements

Has the department incorporated environmental performance considerations in its procurement decision-making processes?

In progress

Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:

Policy

A departmental procurement policy has been drafted and is expected to be approved in summer 2009. It reaffirms the requirement to incorporate environmental performance considerations into the procurement decision-making process.

Communications

A baseline evaluation of existing publications was conducted to determine what percentage were printed versus made available in an online format only, and to determine the recycled content of paper used in printed publications.
PWGSC green publishing standards were developed.
A review of all publications produced by Communications Sector was conducted to analyze audience, format (printed versus online), and content.

Managed Print

In moving to a managed print environment, the department conducted an inventory of equipment at the Place du Portage and Place Bonaventure locations. Progress was made in the determining the total cost of ownership to support the development of a business case.

Training

Materiel managers, procurement personnel and acquisition card holders are required to complete the online Green Procurement course offered by the Canada School of Public Service (CSPS). Additionally, a green procurement module is included in the PWGSC Introduction to Procurement Course.

Guidance and Tools

The department issued a Contract Management Guide on February 5, 2009. It includes guidance on incorporating environmental performance considerations in its procurement decision-making processes.
PWGSC's Supply Manual, which contains the department's purchasing policies and references to relevant government laws and conditions, was recently revised. The new version reflects the environmental performance considerations and requirements of the Policy on Green Procurement.

Results achieved:

Communications

Baseline evaluation showed that 57% of publications were available in an online or PDF format only, with no mass printing. Of printed publications, 20% were printed on paper with 50% or greater recycled content, and 30% were printed on paper with a post-consumer waste recycled content of 25% or greater.
The Way Forward News (a newsletter which had been printed six times per year at 2,000 copies per issue) and Facts and Figures (an annual brochure with a print run of 2,000) were both reformatted and moved to online only, which saved a significant amount of paper.

Training

14.07% of Acquisition cardholders have completed the CSPS Green Procurement Course
100% of Materiel Managers have completed the CSPS Green Procurement course
22% of Procurement Officers have completed the CSPS Green Procurement course
100% of employees who took the PWGSC introduction to procurement course received the Green Procurement module training. This training is complimentary to the CSPS Green Procurement Course offered online

Further performance results are referenced in part 8 of this table.

Contributions to facilitate government-wide implementation of green procurement:

In 2008-2009, PWGSC focussed its green procurement implementation efforts on the development of additional information, tools and guidance to support individual departments and agencies incorporating environmental performance considerations in their procurement decision-making. This is reflected in the recently developed Guideline - Integrating Environmental Considerations in Departmental Management Frameworks and the Guideline for Greening Services Procurement. Further guidance was provided to departments through PWGSC's work with the Treasury Board Secretariat on the guidance for Table 9 - Green Procurement in the Departmental Performance Reports 2008-2009.

The Interdepartmental Green Procurement Engagement Strategy, which includes the Green Procurement Forum, provides further opportunities to promote the requirement to incorporate environmental performance considerations in procurement decision-making.

The Performance Measurement Framework (PMF) for the Policy on Green Procurement, which reflects a multi-year incremental approach to improve measurement of government-wide progress against key green procurement objectives, has been refined. It includes departmental reporting against key performance indicators such as "increasing integration of environmental considerations in procurement decision-making processes with respect to: training; employee performance evaluations; direction and processes; green procurement targets; and documenting and reporting on green procurement performance".

The Green Procurement course is available to all federal employees on Campusdirect free of charge. The Office of Greening Government Operations (OGGO) Web site hosts several tools and guidelines and will soon include more that have been recently developed including: Tips for Departments Implementing Green Procurement, the Guideline - Integrating Environmental Considerations Into Departmental Procurement Management Frameworks and the Guideline for Greening Services Procurement.

Acquisitions Branch's Green Procurement Publiservice Web site hosts commodity specific Green Procurement Plans, and a list of Green Standing Offers, Supply Arrangements and Contracts. A Repertoire of Green Language, to assist procurement personnel in developing evaluation criteria, clauses and conditions, statements of work or supplier surveys that must include environmental considerations, was developed and is soon to be published.

Through the commodity management process, PWGSC developed Green Procurement Plans for commodity management initiatives totalling an estimated spend value of $3.3 billion. Further greening efforts are underway with Green Procurement Plans for commodity management initiatives totalling over $2 billion.

Two Acquisitions Branch targets, set for completion in 2008, were completed on time:

By March 2008, establish managed print services contracts that support departments' and agencies' initiatives to reduce the environmental impact of their printing services
By March 2008, embed environmental performance as a key consideration in the departmental performance review process for planned procurements in excess of $2 million.

More information on the Policy on Green Procurement is available at: http://www.tpsgc-pwgsc.gc.ca/ecologisation-greening/achats-procurement/politique-policy-eng.html

Green Procurement Targets

Has the department established green procurement targets?

Yes

Are these green procurement targets the same as those identified in your Sustainable Development Strategy (Table 8)?

Yes

Summary of green procurement targets:

Target	Activity	Associated Benefits	Indicate whether target has been set as a function of mandate, spend and/or environmental risk
By March 2010, to complete a pilot project that introduces a fully managed print solution to reduce the environmental impacts of PWGSC printing services. Performance Measure Degree to which pilot project is completed	Implement a fully managed print solution in the National Capital Area (NCA) including the double-sided default	The following are potential benefits that may be realized: Savings in energy use (from smaller plug load and from less embedded/lifecycle energy) Savings in greenhouse gas and air emissions (energy savings above and from less embedded/lifecycle energy) Savings in water emissions (production) Savings in toxic materials and hazardous waste generation (production)	Target was set as a function of environmental risk.
	Measure and report the results obtained for the NCA
	Establish the baseline benefits and impacts of implementing a fully managed print solution in regions including the double-sided default
	Start regional implementations
	Showcase results to other federal government departments (via the Green Procurement Interdepartmental Steering Group)
By March 2010 reduce the quantity of departmental printing equipment (e.g. printers, photocopiers, facsimile machines) by 50% compared to fiscal year 2005-2006. Performance Measure Quantity of printing equipment PWGSC uses	Introduce a fully managed print solution for the department including the double-sided default feature and decreasing the number of personal printers	The following are potential benefits that may be realized: Savings in energy use (from smaller plug load and from less embedded/lifecycle energy) Savings in greenhouse gas and air emissions (energy savings above and from less embedded/lifecycle energy) Savings in water emissions (production) Savings in toxic materials and hazardous waste generation (production) Greater use of paper with high recycled content in publications, and overall reduced mass printing of departmental publications	The target was set as a result of spend, recognizing that it would also reduce the environmental impacts. Target was set as function of mandate. Corporate Communications plays a coordination role for publishing for the department.
By March 2010, develop and implement PWGSC Green Printing Standards. Performance Measure PWGSC Green Printing Standard approved and communicated % of PWGSC published documents in compliance with the PWGSC Green Printing Standards	Establish PWGSC green printing standard
	Promulgate green printing standard
	Monitor and report on use of green printing standard
By March 2010, 90% of materiel managers, procurement personnel and acquisition card holders to have attended green procurement training. Performance Measure % of material managers, procurement personnel and acquisition card holders who have received green procurement training	Use the TBS Professional Development and Certification Program for the Procurement, Materiel Management and Real Property Communities	Increased awareness and understanding of green procurement	The target was set to comply with policy direction.
By March 2009, develop and implement departmental direction for the implementation of the Policy on Green Procurement. Performance Measure Departmental direction approved Procedures and systems established to support monitoring and reporting of departmental direction	Establish departmental direction including clear identification of accountabilities, roles and responsibilities	Increased awareness of the requirement to assess environmental impacts as part of the procurement life cycle.	The target was set to comply with policy direction.
	Establish and communicate procedures and systems to support implementation of departmental direction	Increased awareness of the requirement to assess environmental impacts as part of the procurement life cycle.	The target was set to comply with policy direction.
	Establish monitoring and reporting system to demonstrate departmental progress in the implementation of the Policy on Green Procurement	Monitoring will identify areas of success and those that require improvement.	The target was set to comply with policy direction.
By March 2008, establish managed print services contracts that support departments' and agencies' initiatives to reduce the environmental impact of their printing services Performance Measure Managed print services contract(s) that include support for environmental performance management available to departments and agencies	Establish contracting instrument	Access to a procurement instrument that will support in the reduction of the environmental impact of printing services	Target was set as a function of environmental risk.
By March 2010, support the inclusion of environmental considerations into the Canadian General Standards Board (CGSB) standards routinely used in the Government of Canada procurement process Performance Measure Number of environmental considerations in the priority CGSB standards routinely used in the GC procurement process Number of environmental considerations recommendations related back to standards committees for inclusion into the priority CGSB standards	Define environmental considerations and needs for standards used in the procurement process	Improves the environmental standards for the 2 commodities in question.	Target was set as a function of spend and environmental risk. Fuels and Lubricants, and Furniture are the 2 commodities targeted and they represent significant government-wide spend and have significant environmental impacts.
	Determine priority CGSB standards routinely used in the Government of Canada procurement process
	Compare environmental considerations and needs and identify gaps for priority CGSB standards
	Relate gaps back to the CGSB's active standards committees for consideration
	Assess inclusion of environmental considerations in priority CGSB standards
By March 2008, embed environmental performance as a key consideration in the departmental performance review process for planned procurements in excess of $2 million. Performance Measure Environmental considerations in departmental procurement review decisions are addressed	Issue revised departmental procedures	Reduced environmental impacts in the procurement of the applicable commodities	Target was set as a function of environmental risk.
	Track implementation as required		Target was set as a function of environmental risk.

Results achieved:

Detailed progress is provided in the PWGSC Sustainable Development Performance Report. This report is available on the internet at: http://www.tpsgc-pwgsc.gc.ca/dd-sd/rendement-performance/index-eng.html

Table 10 – Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees
Standing Committee on Public Accounts Report 7 - February 2008	Chapter 3, Large Information Technology Projects, of the November 2006 Report of the Auditor General of Canada This report, tabled on February 25, 2008, focused on the management of large information technology projects. Two recommendations were directly addressed to Public Works and Government Services Canada - recommendations 5 and 6. The government response was tabled on July 16, 2008.
Recommendation	5- Public Works and Government Services Canada conduct a cost-benefit analysis of the continued use of the Secure Channel and provide it to the Public Accounts Committee by 31 December 2008.
Government Response	The Government agrees in principle and recognizes the importance of a cost-benefit analysis for the Secure Channel. The Secure Channel is the government's common information technology infrastructure which includes a variety of security services. It provides Canadians and businesses with secure, responsive and private access to all federal government on-line programs and services. At the time of the OAG audit, a new business case proposing a financial sustainability model was in development. The current Secure Channel contract approved in December 2006 is based on that business case which, upon contract approval, was finalized and formally submitted to TBS in March 2007. Technology and security threats have changed since the initial implementation. TBS and Public Works and Government Services Canada (PWGSC) are therefore reviewing the March 2007 business case in light of the evolving security and privacy requirements of the Government of Canada. In particular, there is a need to introduce a wider range of security levels that are better adapted to individual departments' programs and services and continues to protect Canadians. Should a continued common security service solution still be required in January 2010, the Government of Canada will develop a business case that includes an analysis of costs and benefits and a confirmation of the Government's commitment to use these services. This new business case would be presented to the Standing Committee on Public Accounts by December 31, 2008.
Recommendation	6- Should the Secure Channel be continued, Public Works and Government Services Canada provide meaningful results-based information in its annual departmental performance report on the Secure Channel, including information on how many transactions it processes, the number of departments using it, its percent capacity use and per transaction cost.
Government Response	The Government agrees that this information is important and agrees to provide it to the Committee. It should be noted that PWGSC provides the government-wide infrastructure for the Secure Channel while specific program transactions enabled by the Secure Channel are the responsibility of the individual departments with TBS having the lead on government-wide policy and performance measurement. The purpose of the Departmental Performance Report (DPR) is to report against the Report on Plans and Priorities (RPP). The RPP outlines the program activities and related performance indicators as approved by the Treasury Board. The Treasury Board Secretariat is currently working on streamlining DPRs and RPPs with view to reducing the amount of general operational data in order to improve the clarity and focus of these reports Therefore PWGSC will provide the following information in a separate report to the Public Accounts Committee in October 2008: number of government organizations using Secure Channel network services; number of ePass issued to businesses and Canadian individuals; number of secure channel transactions for each program government organizations make available online using the Secure Channel ePass service, number of programs which use ePass, number of secure channel ePass transactions processed and per transaction cost; and Secure Channel percent capacity use by Secure Channel service. Note also, that in keeping with TBS practice, we will also link the above information report to the upcoming PWGSC DPR which will be posted on the TBS website following the tabling of this Government Response in the House of Commons. The information report will be updated annually and linked to future PWGSC DPRs as long as a common security service solution continues to exist.

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)
Auditor General 2008 May Report	Chapter 6 - Conservation of Federal Official Residences The objective of this audit was to determine whether the federal government has adopted the management practices required for the conservation of its official residences.
Recommendation	No recommendation directed at Public Works and Government Services Canada.
Auditor General 2008 December Report	Chapter 3 - Contracting for Professional Services The objective of this audit was to determine if PWGSC carries out its contracting activities for professional services in a manner that respects access, competition, and fairness, in compliance with authorities.
Recommendations	3.61 - PWGSC should develop and implement a framework to ensure quality and compliance, on a consistent basis, with appropriate legislation, regulations and policy. This would address such issues as enforcement of the terms and conditions, amendments to the contract, and payment for work done, as mentioned in this section of the report. This framework should include a monitoring program that incorporates lessons learned. 3.72 - PWGSC should: Take reasonable steps to determine whether any similar cases to the one described above have occurred and to ensure appropriate action has been taken; Investigate the circumstances surrounding this particular case in order to ensure that any lessons that can be learned are understood and acted upon; and Monitor the implementation of the instructions to provide management with assurance that they are being complied with and apply these instructions throughout the Department. 3.81 - PWGSC should ensure that it reports all task authorizations as they are issued.
Departmental Response	http://www.oag-bvg.gc.ca/internet/English/parl_oag_200812_03_e_31827.html
CESD 2008 December Report	Chapter 4 - Annual Report on Sustainable Development Strategies The audit objective was to determine whether each department and agency had integrated structures and processes to effectively manage the implementation of a selected commitment from its sustainable development strategy, and could identify some achieved results.
Recommendation	No recommendation directed at Public Works and Government Services Canada.
CESD 2008 December Report	Chapter 5 - Annual Report on Environmental Petitions The objective of this chapter is to inform Parliament and Canadians about the use of the petitions process. In accordance with sections 22 and 23 of the Auditor General Act, the chapter describes the number, nature, and status of petitions received, and the timeliness of responses from ministers.
Recommendation	No recommendation directed at Public Works and Government Services Canada.

External Audits (Note: These refer to other external audits conducted by the Public Service Commission of Canada)
PSC 2008 October Report	Government-wide Audit on EX Appointments The objective of the audit was to determine whether EX appointment activities comply with the Public Service Employment Act, other applicable legislation and with the instrument of delegation. The audit covered the executive appointment activities conducted under the first year of the PSEA, from January to December 2006. The Commission examined half of the appointments made in 2006 to the EX-1, EX-2 and EX-3 levels, and all the appointments made to the EX-4 and EX-5 levels.
Recommendation	No recommendation directed at Public Works and Government Services Canada.
PSC 2008 October Report	Study on Mobility of Public Servants The objectives of the study are to describe the nature and level of appointments leading to movement in the federal government, examine factors influencing that movement, and identify lessons learned. The study examined employee movement over 11 years (from 1997-1998 to 2007-2008), and combined quantitative and qualitative methods to identify and analyze mobility trends. A statistical component detailed the nature and level of appointments contributing to employee movement in the public service. Eight departments and agencies were part of the study.
Recommendation	No recommendation directed at Public Works and Government Services Canada.

Table 11 – Internal Audits and Evaluations

Internal Audits (2008-2009)

Name of Internal Audit	Audit Type	Status	Completion Date	Electronic Link to Report
Audit of Risk Mitigation - Human Resources Branch	Assurance	Completed (carry forward from 2007-2008)	September 2008	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Annual Attest Audits of the Financial Statements of Revolving Funds for the fiscal year ended March 31, 2008: Translation Bureau Revolving Fund Real Property Disposition Revolving Fund Consulting and Audit Canada Revolving Fund Telecommunications and Informatics Common Services Revolving Fund Optional Services Revolving Fund Real Property Services Revolving Fund	Annual Financial Attest Audits of Revolving Funds	Completed (planned 2008-2009)	September 2008	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Annual Attest Audit of the Financial Report of Administrative Costs Chargeable to the Canada Pension Plan for the fiscal year ended March 31, 2007	Annual Financial Attest Audit	Completed (planned 2008-2009)	November 2008	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Audit of Succession Planning in Acquisitions Branch and Accounting, Banking, and Compensation Branch	Assurance	Completed (carry forward from 2007-2008)	December 2008	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Audit of Lease Escalations	Assurance	Completed (carry forward from 2007-2008)	December 2008	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Audit of Access Management for Selected Information Technology Systems	Assurance	Completed (carry forward from 2007-2008)	March 2009	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Audit of Configuration Management across PWGSC	Assurance	Completed (carry forward from 2007-2008)	March 2009	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Audit of the Management of the Government of Canada Pension Modernization Project	Assurance	Completed (carry forward from 2007-2008)	March 2009	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Audit of the Construction Contracting Process	Assurance	Completed (carry forward from 2007-2008)	March 2009	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Audit of the Management of the Government of Canada Centralization of Pension Services Delivery Project	Assurance	Completed (carry forward from 2007-2008)	March 2009	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Audit of Acquisition Cards	Assurance	Completed (planned 2008-2009)	April 2009	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Audit of Materiel Management	Assurance	Completed (carry forward from 2007-2008)	April 2009	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Follow-up Audit of the Administrative Costs Charged to the Public Service Superannuation Account	Assurance	Closed after the Preliminary Survey (planned 2008-2009)	June 2009
Audit of Monitoring Controls over Standing Offers	Assurance	In-progress (planned 2008-2009)	November 2009	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Audit of the Certification and Accreditation Processes to Mitigate Security Risks to PWGSC Business Applications	Assurance	Completed (carry forward from 2006-2007)	November 2009	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Audit of PWGSC's Compliance with Acts, Regulations, Policies, and Directives related to Health and Safety Concerns - First Aid	Assurance	In-progress (planned 2008-2009)	November 2009
Audit of Environmental Liabilities	Assurance	In-progress (carry forward from 2007-2008)	March 2010
Audit of Revenue from Commercial and Retail Letting	Assurance	Deferred to 2009-2010 (carry forward from 2007-2008)
Audit of Compensation	Assurance	Deferred to 2009-2010 (planned 2008-2009)
Compliance Audit of Receiver General Settlement System Security Standards	Assurance	Cancelled (carry forward from 2007-2008)
Audit of Designated Properties - Project Management in Parliamentary Precinct	Assurance	Cancelled (carry forward from 2007-2008)

Evaluations (2008-2009)

Name of Evaluation	Evaluation Type	Status	Completion Date	Electronic Link to Report
Evaluation of the Crown Assets Disposition Program	Summative	Completed (carry forward from 2007-2008)	May 2008	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Evaluation of Publishing and Depository Services Program	Summative	Completed (carry forward from 2007-2008)	May 2008	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Targeted Evaluation of the 2005 Alternative Forms of Delivery Initiative	Targeted Evaluation	Completed (carry forward from 2007-2008)	May 2008	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Evaluation of the Federal/Provincial/Territorial Group Purchasing Program for Drugs and Vaccines	Summative	Completed (planned 2008-2009)	March 2009	Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html
Evaluation of the Canadian General Standards Board	Summative	In progress (planned 2008-2009)	September 2009
Evaluation of the Ethics Program	Summative	In progress (planned 2008-2009)	November 2009
Evaluation of Payment in Lieu of Taxes (PILT) Program	Summative	In progress (planned 2008-2009)	November 2009
Evaluation of Translation and Interpretation Services to Parliament	Summative	In progress (planned 2008-2009)	November 2009
Evaluation of PWGSC's Heritage Buildings Conservation Program	Summative	In progress (planned 2008-2009)	January 2010
Evaluation of PWGSC's Involvement in the Federal Contaminated Sites Action Plan	Horizontal Evaluation (with Environment Canada)	In progress (carry forward from 2007-2008)	November 2009
Evaluation of Pay Systems Services	Summative	Deferred to 2012-2013

ARCHIVED - Public Works and Government Services Canada

Archived Content

2008-09 Departmental Performance Report

Public Works and Government Services Canada

Table of Contents

Table 1 – Sources of Respendable and Non-Respendable Revenue

Table 2 – User Fees

Table 3 – Details on Project Spending

Table 4 – Status Report on Major Crown Projects

Long-Term Vision and Plan for the Parliamentary Precinct

1. Description

2. Project Phase

3. Leading and Participating Departments and Agencies

4. Prime Contractors and Major Sub-Contractors

5. Major Milestones

6. Progress Report and Explanations of Variances

7. Industrial Benefits

8. Summary of Non-recurring Expenditures

West Block Renovation Program

1. Description

2. Project Phase

3. Leading and Participating Departments and Agencies

4. Prime Contractors and Major Sub-Contractors

5. Major Milestones

6. Progress Report and Explanations of Variances

Variances of the Major Milestones:

Progress Report and Status Update:

7. Industrial Benefits

8. Summary of Non-recurring Expenditures

Parliamentary Precinct Project - Wellington Building

1. Description

2. Project Phase

3. Leading and Participating Departments and Agencies

4. Prime and Major Subcontractor(s)

5. Major Milestones

6. Progress Report and Explanations of Variances

7. Industrial Benefits

Government of Canada Pension Modernization Project (GCPMP)

1. Description

2. Project Phase

3. Leading and Participating Departments and Agencies

4. Prime and Major Subcontractor(s)

5. Major Milestones

6. Progress Report and Explanations of Variances

7. Industrial Benefits

Table 5 – Details on Transfer Payment Programs (TPPs)

Table 7 – Horizontal Initiatives

Table 8 – Sustainable Development Strategy (SDS)

Table 9 – Green Procurement

Meeting Policy Requirements

Green Procurement Targets

Table 10 – Response to Parliamentary Committees and External Audits

Table 11 – Internal Audits and Evaluations

Internal Audits (2008-2009)

Evaluations (2008-2009)

2008-09
Departmental Performance Report