This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
Supplementary Information (Tables)
Program Activity | Actual 2008-09 |
2009-10 | ||
---|---|---|---|---|
Planned Revenue |
Total Authorities |
Actual | ||
ACQUISITIONS | ||||
Acquisition | 35.4 | 29.3 | 50.6 | 50.6 |
Optional Services Revolving Fund | 108.9 | |||
Traffic and Vaccine | 100.1 | 98.3 | 106.2 | |
Communication Procurement | 2.5 | 4.2 | 4.3 | |
TOTAL ACQUISITIONS | 144.3 | 131.9 | 151.1 | 161.1 |
ACCOMMODATION & REAL PROPERTY ASSETS MANAGEMENT | ||||
Rentals and Concessions | 897.3 | 584.4 | 985.1 | 985.1 |
Real Property Services Revolving Fund | 1,275.4 | |||
Recoveries of disbursements on behalf of clients | 937.4 | 937.3 | 1,221.0 | |
Fee revenues from real property related common services | 391.4 | 391.5 | 390.0 | |
Real Property Disposition Revolving Fund | ||||
Sales of real properties | 13.1 | 8.0 | 12.0 | 7.8 |
TOTAL ACCOMMODATION & REAL PROPERTY ASSETS MANAGEMENT | 2,185.8 | 1,921.2 | 2,325.9 | 2603.9 |
RECEIVER GENERAL FOR CANADA | ||||
Stewardship of Public Money & Accounts of Canada | 19.9 | 14.6 | 14.8 | 14.8 |
TOTAL RECEIVER GENERAL FOR CANADA | 19.9 | 14.6 | 14.8 | 14.8 |
INFORMATION TECHNOLOGY INFRASTRUCTURE SERVICES | ||||
Information Technology Infrastructure Services | 227.1 | 137.9 | 146.6 | 146.6 |
Telecommunications and Informatics Common Services Revolving Fund | 239.9 | 290.4 | 239.1 | 260.8 |
TOTAL INFORMATION TECHNOLOGY INFRASTRUCTURE SERVICES | 467.0 | 428.3 | 385.7 | 407.4 |
FEDERAL PAY & PENSION ADMINISTRATION | 98.9 | |||
Pay | 2.4 | 5.8 | 5.8 | |
Pension | 99.6 | 105.3 | 105.3 | |
TOTAL FEDERAL PAY & PENSION ADMINISTRATION | 98.9 | 102.0 | 111.1 | 111.1 |
LINGUISTIC MANAGEMENT & SERVICES | ||||
Translation Bureau Revolving Fund | 206.2 | |||
Translation Services | 223.9 | 223.9 | 212.8 | |
Interpretation Services | 3.3 | 3.3 | 2.9 | |
Terminology Services | 1.2 | 1.2 | 0.4 | |
TOTAL LINGUISTIC MANAGEMENT & SERVICES | 206.2 | 228.4 | 228.4 | 216.1 |
SPECIALIZED PROGRAMS & SERVICES | ||||
Consulting and Audit Canada Revolving Fund | 34.0 | 54.9 | 55.0 | 35.3 |
Various Vote Portion | 67.6 | |||
Acquisitions | 11.1 | 23.7 | 23.7 | |
Consulting, Information and Shared Services | 30.0 | 34.2 | 34.2 | |
Sydney Tar Ponds Project | — | — | — | |
Accounting, Banking and Compensation | — | 2.3 | 2.3 | |
Oversight Branch | — | 3.0 | 3.0 | |
Office of Greening Government Operations | 0.7 | 0.7 | 0.7 | |
TOTAL SPECIALIZED PROGRAMS & SERVICES | 101.6 | 96.7 | 118.9 | 99.2 |
PROCUREMENT OMBUDSMAN | ||||
Procurement Ombudsman | — | — | — | — |
TOTAL PROCUREMENT OMBUDSMAN | — | — | — | — |
INTERNAL SERVICES | 156.4 | |||
Oversight Branch | 0.2 | 2.2 | 2.2 | |
Minister and DM | 1.8 | — | — | |
Legal Services | — | 5.3 | 5.3 | |
Corporate Services, Policy and Communications | 13.4 | 22.8 | 22.8 | |
Human Resources | 13.6 | 24.3 | 24.3 | |
Finance | 16.5 | 19.1 | 19.1 | |
Departmental Reserve | 20.0 | — | — | |
Information Technology Services | 57.2 | 65.0 | 65.0 | |
TOTAL INTERNAL SERVICES | 156.4 | 122.7 | 138.7 | 138.7 |
Total Respendable Revenue | 3,380.1 | 3,045.8 | 3,476.6 | 3,752.3 |
Program Activity | Actual 2008-09 |
2009-10 | ||
---|---|---|---|---|
Planned Revenue |
Total Authorities |
Actual | ||
Dry Docks | 4.8 | 6.0 | 4.7 | 4.7 |
Seized property | 12.5 | 5.0 | 18.2 | 18.2 |
Other non-tax revenue | 51.5 | 19.4 | 56.2 | 56.2 |
Total Non-respendable Revenue | 68.8 | 30.4 | 79.1 | 79.1 |
Total Respendable and Non-respendable Revenue | 3,448.9 | 3,076.2 | 3,555.7 | 3,831.4 |
User Fee | Fee Type | Fee- setting Authority |
Date Last Modified | 2009-10 | Planning Years | ||||||
---|---|---|---|---|---|---|---|---|---|---|---|
Forecast Revenue |
Actual Revenue |
Full Cost |
Performance Standards |
Performance Results |
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 | 5.94 | 9.06 | 2,280 | 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. | 96.7% | 2010-11 2011-12 2012-13 |
9.50 9.00 9.00 |
2,980 2,680 2,730 |
Total | 5,94 | 9,06 | 2,280 | 27.50 | 8,390 | ||||||
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 2009-2010, fees were waived in 62% of ATI requests completed, amounting to $2,830 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 2009-2010, 17% of responses to ATI were made by electronic means; a reduction of 6% compared to previous fiscal year. The difference between the forecast revenue and the actual revenue is due to a 24% increase in the number of requests received by the Department in 2009-2010. |
User Fee | Fee Type | Fee- setting Authority |
Date Last Modified | 2009-10 | Planning Years | ||||||
---|---|---|---|---|---|---|---|---|---|---|---|
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 Regulations |
Subscription fees last revised in 1985 |
70.0 | 64.0 | 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 0.02% |
2010-2011 subscriptions 2011-12 2012-13 |
62.0 60.0 58.0 |
155.0 161.0 166.0 |
Total | 70.0 | 64.0 | 152.02 | 180.0 | 482.03 | ||||||
Date Last Modified: 1985 | |||||||||||
Other Information: 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 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 0.02 % |
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 |
User Fee (R): Dry dock revenue
User Fee (O): Other User Fees: Nil
Fee Type (R): Regulatory (R) as per Esquimalt Graving Dock Regulations, 1989 (SOR/89-332 and SOR/95-462)
Fee Type (O): Other Products and Services (O): Nil
Fee-setting Authority (R & O): Order-in-Council
Date Last Modified (R & O): 1995. Note: “Regulations Amending the Esquimalt Graving Dock Regulations, 1989” (SOR/2009-324 dated December 10, 2009) established new fees effective April 1, 2010.
Performance Standards (R & O): EGD meets on a regular and on-going basis with its tenant clients to ensure customer service and client needs are met.
Performance Results (R & O): 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 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue |
Actual Revenue |
Full Cost | Fiscal Year |
Forecast Revenue |
Estimated Full Cost |
See Note 2 | 3487.8 | See Note 2 No costs were incurred by other departments in support of the fee activity. |
2010-11 | See Note 2 | See Note 2 No costs were incurred by other departments in support of the fee activity. |
2011-12 | See Note 2 | See Note 2 No costs were incurred by other departments in support of the fee activity. |
|||
2012-13 | See Note 2 | See Note 2 No costs were incurred by other departments in support of the fee activity. |
2009-10 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue |
Actual Revenue |
Full Cost | Fiscal Year |
Forecast Revenue |
Estimated Full Cost |
See Note 2 | 1205.4 | See Note 2 No Costs were incurred by other departments in support of the fee activity |
2010-11 | See Note 2 |
See Note 2 No costs were incurred by other departments in support of the fee activity. |
2011-12 | See Note 2 | See Note 2 No costs were incurred by other departments in support of the fee activity. |
|||
2012-13 | See Note 2 | See Note 2 No costs were incurred by other departments in support of the fee activity. |
2009-10 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue |
Actual Revenue |
Full Cost | Fiscal Year | Forecast Revenue |
Estimated Full Cost |
5600.0 | 4693.2 | 13533.8 | 2010-11 | 5000.0 | 14886.5 |
2011-12 | 6500.0 | 22338.2 | |||
2012-13 | 7000.0 | 66322.0 | |||
Other Information: |
External Fee | Service Standard | Performance Results | Stakeholder Consultation |
---|---|---|---|
Fees for use of facilities are charged in accordance with the Esquimalt Graving Dock Regulations, 1989 (SOR/89-332 and SOR/95-462). | EGD meets on a regular and on-going basis with its tenant clients to ensure customer service and client needs are met. | Last fiscal year 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. | Service standards are published on the web site where users make facility bookings. http://www.tpsgc-pwgsc.gc.ca/pac/cse-egd/index-eng.html |
User Fee: Dry Dock Revenue
Fee Type: Regulatory (R) as per Selkirk Marine Railway Dry Dock Regulations, 1989 (SOR/89-331)
Fee-setting Authority: Department of Public Works and Government Services Act (1996, c.16)
Date Last Modified: 1989, PC 1989-1198
Performance Standards: 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.
Performance Results: 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 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
15.0 See Note 1 |
10.0 See Note 1 |
34.5 See Note 3 See Note 1 No costs were incurred by other departments in support of the fee activity. |
2010-11 | 29.0 | 36.4 See Note 4 |
2011-12 | n/a See Note 2 |
n/a see Note 2 |
|||
2012-13 | n/a See Note 2 |
n/a see Note 2 |
|||
Other Information: |
External Fee | Service Standard | Performance Results | Stakeholder Consultation |
---|---|---|---|
Fees for use of facilities are charged in accordance with Selkirk Marine Railway Dry Dock Regulations, 1989 (SOR/89-331) | The user fees were introduced prior to March 31, 2004 and specific performance standards are established as contracts 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. | The current fee structure was established in 1989 and pre-dates the 2004 Policy On Service Standards for External Fees. |
2009-10 | Planning Years | |||||
---|---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost | |
Sub-Total (R) | 70 | 64 | 152 | 2010-11 | 91* | 191* |
15 | 3487.8 | 34.5 | 2011-12 | 60* | 161* | |
* | 10 | * | 2012-13 | 58* | 166* | |
Sub-Total (O) | 2010-11 | 9.5* | 2,980* | |||
5.94 | 9.06 | 2,280 | 2011-12 | 9* | 2,680* | |
* | 1205.4 | * | 2012-13 | 9* | 2,730* | |
Total | 90.94* | 4776.26 | 2466.5* | 2010-11 | 100.5* | 3171* |
2011-12 | 69* | 2841* | ||||
2012-13 | 67* | 2896* | ||||
* These totals do not include the Esquimalt Graving Dock totals. See the table below for these totals. |
2009-10 | Planning Years | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
5600.0 | 4693.2 | 13533.8 | 2010–11 | 5000.0 | 14886.5 |
2011-12 | 6500.0 | 22338.2 | |||
2012-13 | 7000.0 | 66322.0 | |||
* 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 Esquimalt Graving Dock. Significant amounts have been included in the estimated full cost for the Federal Contaminated Sites Action Plan – 2010/11 $4.2M, 2011/12 $11.5M, 2012/13 $55.2M – these amounts are awaiting approval. |
Project | Original Estimated Total Cost |
Revised Estimated Total Cost |
Actual Cost Total |
2009-2010 | ||||
---|---|---|---|---|---|---|---|---|
Main Estimates |
Planned Spending |
Total Authorities |
Actual | Expected date of close-out |
||||
REAL PROPERTY SERVICES | ||||||||
Office Accommodation Projects | ||||||||
Newfoundland and Labrador | ||||||||
St. John's - Tax Data Centre (Mid Life Renovation) (I-PPA)1 | 50.8 | 67.8 | 0.89 | 0 | 2.5 | 0.95 | 0.07 | 2013-14 |
Nova Scotia | ||||||||
Halifax - New Royal Canadian Mounted Police Government of Canada Building - Construction (LPA)2 | 39.7 | 101.1 | 13.3 | 0 | 0.85 | 101.1 | 0.59 | 2013-14 |
Prince Edward Island | ||||||||
Charlottetown – Jean Canfield Building - Construction (S-EPA) | 52.7 | 52.7 | 52.67 | 0 | 2.8 | 52.8 | 0.09 | 2009-10 |
Quebec | ||||||||
Quebec – New building in the Estimauville district – Construction of an office building for multiple clients by emphyteusis agreement with a lease | 110.4 | 110.4 | 1.2 | 0 | 1.3 | 110.4 | 1.2 | 2011-12 |
Quebec – Consolidation of the Canada Revenue Agency’s Tax Services Office – Construction of an office building by emphyteusis agreement with a lease | 106.8 | 106.8 | 0.6 | 0 | 0.9 | 1.4 | 0.6 | 2012-13 |
National Capital Area (Quebec) | ||||||||
Gatineau - Laurier Taché Garage - Renovation (S-EPA) | 64.4 | 64.4 | 64.4 | 0 | 0.14 | 66.6 | 0.14 | 2009-10 |
National Capital Area (Ontario) | ||||||||
Ottawa - Skyline Campus - Renovation and Federal Occupancy (S-EPA-MCP)3 | 114.3 | 105.8 | 97.2 | 0 | 30.7 | 114.3 | 10.4 | 2010-11 |
Ottawa - Lorne Building Redevelopment (I-PPA)4 | 447.4 | 124.2 | 4.49 | 0 | 4.2 | 6.21 | 3.79 | 2014-15 |
Parliamentary Precinct | ||||||||
Ottawa - Library of Parliament (LOP) - Conservation, Rehabilitation and Upgrade (EPA) | 127.9 | 127.9 | 126.3 | 1.2 | 3.9 | 127.9 | 1.2 | Claims negotiation |
Ottawa - West Block (PPA)5, 6 | 769.2 | 769.2 | 16.7 | 70.6 | 40.8 | 250.4 | 70.6 | 2018 |
Ottawa - Wellington Building - Renovation (PPA) | 425.2 | 425.2 | 18.6 | 9.7 | 9.8 | 101.4 | 9.7 | 2015 |
British Columbia | ||||||||
Surrey - Royal Canadian Mounted Police "E" Division Headquarters, Land and Public Private Partnership (P3) Design, Build, Finance, Maintain (DBFM) (S-EPA-MCP) | 632.5 | 632.5 | 19.9 | 0 | 3.6 | 21.0 | 3.8 | 2013-14 |
Non-Office Accommodation Projects | ||||||||
Newfoundland and Labrador | ||||||||
Argentia - Environmental remediation (S-EPA)7 | 92.5 | 99.5 | 93.1 | 0 | 6.1 | 100.4 | 2.6 | 2010-11 |
Quebec | ||||||||
Montréal - Repair of King Edward Quay8 | 6.2 | 6.2 | 5.55 | 0 | 3.0 | 6.6 | 2.2 | 2009-10 |
Montréal - Repair of Jacques-Cartier Quay8 | 7.3 | 7.3 | 0.02 | 0 | 0 | 8.5 | 0 | 2009-10 |
National Capital Area (Ontario) | ||||||||
Ottawa - Central Heating and Cooling Plant - East Tunnel (S-EPA) | 10.0 | 54.7 | 1.97 | 0 | 0.7 | 1.8 | 1.97 | 2011-12 |
Parliamentary Precinct | ||||||||
Ottawa – Portrait Gallery of Canada – Renovation (EPA) | 27.4 | 32.4 | 6.4 | 0 | 0 | 32.4 | 0 | Cancelled |
Lease Accommodation Projects | ||||||||
National Capital Area (Ontario) | ||||||||
Ottawa - Place Vanier Replacement (PPA) | 79.7 | 79.7 | 0.3 | 0 | 0.4 | 82.3 | 0.2 | 2012-13 |
Ottawa - 131 Queen Street, (LPA)9 | 166.3 | 166.3 | 99.1 | 14.4 | 15.0 | 166.3 | 14.4 | Rent & Fit-up (Fit -up 2010-2011) |
Ottawa - RCMP Headquarters - 3000 Merivale Rd. | 447.4 | 447.4 | 34.5 | 0 | 91.3 | 91.3 | 25.8 | 2011-12 |
Ontario | ||||||||
Toronto - 277 Front Street East, Lease (LPA)10 | 75.5 | 75.5 | 19.7 | 0 | 4.1 | 75.5 | 3.6 | 2009-10 |
Western | ||||||||
Edmonton – Justice (LPA) | 55.9 | 55.9 | 0.3 | 0 | 0 | 55.9 | 0.3 | 2011-12 |
Edmonton – Justice (LCA) | 175.2 | 175.2 | NA11 | 0 | 0 | 175.2 | NA11 | 2011-12 |
British Columbia | ||||||||
Vancouver – 1138 Melville (LPA) | 53.4 | 53.4 | 0 | 0 | 2.0 | 53.4 | 0 | 2010-11 |
Vancouver – 1138 Melville (LCA) | 120.8 | 120.8 | 0 | 0 | 0.5 | 120.8 | 0 | 2010-11 |
Engineering Assets Projects | ||||||||
National Capital Area (Quebec) | ||||||||
Laniel Dam - Reconstruction (R-EPA) | 22.0 | 36.0 | 26.4 | 12.8 | 4.2 | 12.8 | 5.1 | 2010-11 |
National Capital Area (Ontario) | ||||||||
Alexandra Bridge - Rehabilitation/Deck Replacement (EPA) | 28.7 | 52.5 | 22.3 | 27.4 | 1.0 | 27.4 | 19.5 | 2011-11 |
Federal Pay & Pension Administration | ||||||||
Pension Modernization Project - Definition Phase (PPA)12 | 18.4 13 | 18.4 | 18.4 | 0.0 | 18.4 | 0.0 | 2007-2008 | |
Pension Modernization Project - Implementation Phase (EPA)14 | 200.1 15 | 200.1 | 118.0 | 68.1 16 | 200.1 | 48.2 | 2011-2012 |
PWGSC is the custodian of the buildings and grounds within the area surrounding Parliament Hill, known as the Parliamentary Precinct. Part of this important mandate is to maintain the historical and architectural integrity of these assets.
A Long Term Vision and Plan (LTVP) for the Parliamentary Precinct, approved in 2001, was developed to help guide the fulfillment of this mandate. In May 2005 Cabinet instructed the Minister of PWGSC to return with options to revise the LTVP and its associated costs.
A revised LTVP was presented and approved by Cabinet in 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 LTVP has a reporting framework that enables the Parliamentary Partners and PWGSC to achieve immediate priorities and to set long-term direction. The 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.
West Block Program
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:
Phase 2 involves:
The most recent Preliminary Project Approval (June 2005) is $769.2 million (GST excluded). The current schedule calls for MPs and support staff to vacate the West Block in the autumn of 2010 (Phase 1), with rehabilitation work (Phase 2) to start shortly thereafter. In 2009-2010, much of the work of Phase 1 was completed and planning for Phase 2 well advanced.
Wellington Building
The Wellington Building is located at 180 Wellington Street, across from Parliament Hill. It is a six-storey structure first built in 1925 and later enlarged in the 1950s by Metropolitan Life Insurance Company. The House of Commons has been the major occupant since the Crown expropriated the building in 1973 for government and parliamentary use. Renovations of the building are required to address health and safety issues, replace obsolete building systems and meet building code requirements, including seismic reinforcement. The building will be completely vacated during the renovations. This project is a key enabler of the Long Term Vision and Plan for the Parliamentary Precinct, as it will provide interim accommodation for Senate and House of Commons Committee Rooms and Offices for Parliamentarians during the restoration of the East and Centre Blocks. The work will be completed in two phases to expedite project delivery. Phase 1 will include interior demolition, asbestos abatement and seismic reinforcement work. Phase 2, dependent on additional funding, will include the restoration of the exterior envelope, renovation of the base building and interior space. Construction started as planned in spring 2010 and is targeted for completion in 2015. The current total cost estimate is $425.2 million (GST excluded).
West Block Program
West Block Rehabilitation and Infill: Project Delivery (Design)
La Promenade Building: Project Delivery (Implementation)
Food Production Facility: Project Close-out
Former Bank of Montreal: Project Delivery (Design)
1 Wellington Street: Project Delivery (Implementation)
North Towers Restoration: Project Delivery (Implementation)
West Block Investigations: Project Delivery (Implementation)
Wellington Building
Wellington Building: Project Delivery (Design)
Lead Department | PWGSC |
---|---|
Contracting Authority | PWGSC |
Parliamentary Partners | Senate of Canada, House of Commons, Library of Parliament |
Participating Departments | The National Capital Commission, the Federal Heritage Buildings Review Office and the Royal Canadian Mounted Police |
West Block | |
---|---|
Prime Contractor | The West Block building rehabilitation and infill is a joint design venture of ARCOP/FGM, architects - Montreal, Quebec. The La Promenade building renovation is being designed by KWC Architects, Ottawa, Ontario. The 1 Wellington Street renovation is being designed by DFS Architects, Montréal, Quebec. The former Bank of Montreal building is being designed by NORR Limited Architects and Engineers, Toronto, Ontario. |
General Contractors | The La Promenade building rehabilitation is being carried out by Pomerleau - General Contracting and Construction Management, Saint-Georges, Quebec. The West Block North Towers Restoration is being carried out by Verreault, Montreal, Quebec. The 1 Wellington Street renovation is being carried out by PCL Constructors Canada Inc., Ottawa, Ontario. |
Wellington Building | |
Prime Contractor | Design consultant for the Wellington renovation project is NORR Limited, Architects and Engineers, Toronto, Ontario. |
General Contractor | Abatement, interior demolition and seismic upgrading of the Wellington Building is being carried out by PCL Constructors Canada Inc., Ottawa, Ontario. |
Milestone | RPP 2009-2010 | DPR 2009-2010 |
---|---|---|
LTVP | ||
Memorandum to Cabinet - Update on the LTVP for the Parliamentary Precinct | Completed - July 2002 | Completed - July 2002 |
Memorandum to Cabinet - LTVP for the Parliamentary Precinct – Update | Completed - May 2005 | Completed - May 2005 |
Memorandum to Cabinet - The Long Term Vision and Plan for the Parliamentary Precinct - Update 2007 | Completed - June 2007 | Completed - June 2007 |
West Block | ||
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) | 2010 | 2010 |
La Promenade swing space completion | 2010 | 2010 |
MPs vacate West Block | 2010 | 2010 |
Major construction start | 2010 | 2010 |
Major construction completion | 2020 | 2018 |
Wellington | ||
Preliminary Functional Program Completed | July 2007 | July 2007 |
Revised Preliminary Project Approval and Phase 1 Effective Project Approval | March 2008 | March 2008 |
Consultant Contract Award | August 2008 | August 2008 |
Final Functional Program | January 2009 | January 2009 |
Phase 1 Construction Start | 2010 | May 2010 |
Phase 2 Effective Project Approval | 2010* | 2011* |
Phase 1 Construction Completion | 2012 | 2012 |
Phase 2 Construction Start | 2012* | 2012* |
Phase 2 Construction Completion | 2015 | 2015 |
*Subject to additional funding
Project objectives (expected results) | Performance indicators | Project outcomes (performance summary) | |
---|---|---|---|
Long Term Vision and Plan for the Parliamentary Precinct | Parliamentarians have safe, modern facilities that support their work and Parliament Hill is restored as the cultural centre of Canada's federal government, to the benefit of all Canadians | Under the LTVP First Five-year Program, 2007-2012, 90% of projects are to be delivered on-time, on-budget and on-scope | Status: Of the projects completed in 2009-2010, all were on-time, on-budget and on-scope. |
Progress Report
As noted in the 2009-2010 Annual Report to the Treasury Board Secretariat on the LTVP, within the Major Capital Program, all projects are on track, on budget and on scope. The following projects were successfully completed in Fiscal Year 2009/10: The Food Production Facility, which is fully operational; the relocation of Parliamentary Security Service Communication to the Confederation Building; and the relocation of the Trade Shops to 2086 Walkley Road. Additional smaller relocations occurred successfully for the e-printing services, security administration, curatorial services, laundry services, the health unit, communications, the Ethics Commissioner and the maintenance support services unit.
At the end of this reporting period, the major projects were also all on schedule and on budget, with construction projects for La Promenade, the North Towers Restoration and the Rideau Committee Rooms at 1 Wellington Street are all on track. In addition, the concept design of the West Block’s courtyard infill received endorsement from the National Capital Commission and the House of Commons, and PWGSC awarded a major construction contract for asbestos abatement, interior demolition and seismic upgrading of the Wellington building.
Progress against each of the three programs in fiscal year 2007-2008 to date is highlighted below:
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, relocation of committee rooms into the former Museum of Contemporary photography at 1 Wellington Street will allow this function to be moved out of the West Block 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. Overall, this strategy has allowed the complete emptying of the West Block to occur four years earlier than initially planned and its completion to occur two years earlier than planned.
West Block Program
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 private-sector jobs will be generated by the implementation of the West Block Renovation Program.
Wellington Building
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 5,800 private-sector jobs will be generated by this project.
Project | Original Estimated Total Cost |
Revised Estimated Total Cost |
Actual Cost Total |
2009-10 | ||||
---|---|---|---|---|---|---|---|---|
Main Estimates |
Planned Spending |
Total Authorities |
Actual | Expected date of close-out |
||||
Ottawa - West Block Program | 769.2 | 769.2 | 167.7 | 70.6 | 40.8 | 280.4 | 70.6 | 2018/2019 |
Ottawa - Wellington Building - Rehabilitation | 452.2 | 425.2 | 18.6 | 9.7 | 9.8 | 101.4 | 9.7 | 2015/2016 |
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 became eligible to retire in 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 Public Service Superannuation Act 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 4½ 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 | Completed in January 2010 |
Release 2.0 - Implementation of software functionality related to the administration of Contributor accounts and Pension Benefits Division Act/ Centralization of services related to Pension Benefit and Survivor Pension Entitlements and Employer Support | October 2010 |
Release 2.5 - Implementation of software functionality related to the administration of Service Buyback and Leave Without Pay / Centralization of Leave Without Pay services | June 2011 |
Release 3.0 - Implementation of software functionality related to the administration of Annuitant accounts and accounting | March 2012 |
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 March 2012.
Lead Department | Public Works and Government Services Canada |
---|---|
Contracting Authority | Public Works and Government Services Canada |
Participating Departments | Public Works and Government Services Canada |
Prime Contractor | HP Enterprise Services (formerly EDS Canada Inc.) 99 Bank St., 6th Floor, Ottawa, Ontario K1P 6B9 |
---|---|
Major Subcontractor(s) | James Evans & Associates (JEA) 4th floor, 844 Courtney St. Victoria, British Columbia V8W 1C4 Vangent Canada Limited (formerly Pearson Canada Solutions) 169 Colonnade Road, Nepean, Ontario K2E 7J4 Oracle Canada Inc. 50 O'Connor St., Suite 1301, Ottawa, Ontario K1P 6L2 |
Major Milestone | Date |
---|---|
Project Definition Phase (from Preliminary Project Approval to Effective Project Approval): | |
Preliminary Project Approval for completion of Project Definition | May 22, 2004 |
Release of draft Request For Proposal (Completion: May 2004) |
May 25, 2004 |
Consultations with vendors (Completion: July 2004) |
July 2004 |
Release of final Request For Proposal (Completion: September 2004) |
October 22, 2004 (Release of Request For Proposal 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 Treasury Board 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. Treasury Board 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 CPSDP) |
Implementation Phase (Effective Project Approval to Close-Out): | |
Phase 5 – Effective Project Approval 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:
|
|
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 Treasury Board Submission for Effective Project Approval.
The Pension Modernization project will renew the public service pension administration systems and business processes in order to achieve the following objectives:
Effective Project Approval was obtained in June 2007. After 3 years of implementation activities, the project is within budget and implementation is expected to be completed in fiscal year 2011-2012, as planned.
A multi-million dollar contract has been awarded for the commercial off-the-shelf software products, as well as for the implementation of the new systems and business processes, support services and ongoing maintenance. The products include Penfax for core pension administration and Siebel for the Customer Relationship Management functions. Implementation of the new solution, business processes and associated business transformation, is the responsibility of the System Integrator, HP Entreprise Services (formerly EDS Canada), to whom the contract was awarded. The implementation is being conducted in several phases over a period of approximately four and a half years (July 2007 to March 2012). During that time, it is expected that there will be some temporary positions required to support the system implementation and business transformation activities in both the National Capital Area and Shediac, New Brunswick. In the long term, the project will provide the infrastructure and processes essential to the sustainability of current pension administration operations, and positions, in Shediac, New Brunswick
Name of Horizontal Initiative: Sydney Tar Ponds and Coke Ovens Remediation Project
Name of Lead Department(s): PWGSC
Lead Department Program Activity: Specialized Programs & Services
Start Date of the Horizontal Initiative: May 12, 2004
End Date of the Horizontal Initiative: March 31, 2014
Total Federal Funding Allocation (start to end date):
$282 million for PWGSC Cost share with the Province of Nova Scotia. (The Province of Nova Scotia’s share is up to $120 million for a total project cost of $402 million.) Costs outside of the cost share 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 project was subject to the federal environmental assessment process under a joint panel review pursuant to the Canadian Environmental Assessment Act. 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):
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (2004-2014) |
Planned Spending for 2009-2010 as per RPP |
Actual Spending for 2009-2010 |
---|---|---|---|---|---|
1. PWGSC Operating | PA 1 Federal lead |
a. Specialized Programs & Services -Sydney Tar Ponds & Coke Ovens Remediation Project | $25,870,000 | $2,342,059 | $2,154,938 |
Cost Share Payment to Province of Nova Scotia: | $282,240,000 | $39,708,751 | $37,208,751 | ||
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 | $677,621 | $610,668 |
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 | $285,662 | $197,240 |
Total | $321,250,000 | $43,014,093 | $40,171,597 |
Planned Results for 2009-2010:
Results Achieved in 2009-2010:
The Project remains on track to meet the approved budget and the Project is moving ahead pursuant to the MOA.
Comments on Variances:
The $2.8M variance in planned and actual expenditures arose due to delays in operations and tendering of major elements that are now on their way to completion.
Results 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 $62M ($37.2M 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
Has the department incorporated environmental performance considerations in its procurement decision-making processes?
Yes |
Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:
Policy
Training
Communications
Managed Print
Results achieved:
Results related to PWGSC’s green procurement initiatives are included in part 7 of this table.
Contributions to facilitate government-wide implementation of green procurement:
PWGSC is active in the development of information, tools and guidance to support individual departments and agencies incorporating environmental performance considerations in their procurement decision-making.
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 totaling an estimated spend value of $3.3 billion. Further greening efforts are underway with Green Procurement Plans for commodity management initiatives totaling over $2 billion.
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
Has the department established green procurement targets?
Yes |
Summary of green procurement targets:
Target | 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. |
|
Target was set as a function of environmental risk. |
By March 2010, reduce the quantity of departmental printing equipment (e.g. printers, photocopiers, facsimile machines) by 50% compared to fiscal year 2005-2006. |
|
Target was set as a result of spend, recognizing that it would also reduce the environmental impacts. |
By March 2010, develop and implement PWGSC Green Printing Standards. | Target was set as function of mandate. Corporate Communications plays a coordination role for publishing for the department. |
|
By March 2010, 90 percent of materiel managers, procurement personnel and acquisition card holders to have attended green procurement training. |
|
Target was set to comply with policy direction. |
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. |
|
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. |
Results achieved:
Target | Performance Measures | Results |
---|---|---|
By March 2010, to complete a pilot project that introduces a fully managed print solution to reduce the environmental impacts of PWGSC printing services. | Degree to which pilot project is completed. | 100% |
By March 2010 reduce the quantity of departmental printing equipment (e.g. printers, photocopiers, facsimile machines) by 50 percent compared to fiscal year 2005/2006. | Quantity of printing equipment PWGSC uses Note: Reported reduction is relative to fiscal year 2006/2007 |
100% + (reduced by 62%) |
By March 2010, develop and implement PWGSC Green Printing Standards. | PWGSC Green Printing Standard approved and communicated | 100% |
Percentage of PWGSC published documents in compliance with the PWGSC Green Printing Standards | No quantitative results available | |
By March 2010, 90 percent of materiel managers, procurement personnel and acquisition card holders to have attended green procurement training. | Percentage of material managers [MM], procurement personnel [PP] and acquisition card holders [ACH] who have received green procurement training | MM: 100% PP: 84% ACH: 100% |
By March 2010, support the inclusion of environmental considerations into Canadian General Standards Board (CGSB) standards routinely used in the Government of Canada (GC) procurement process. | Number of environmental considerations in the priority CGSB standards routinely used in the GC procurement process | No quantitative results available |
Number of environmental considerations recommendations related back to standards committee(s) for inclusion into the priority CGSB standards | No quantitative results available |
Responses to the Auditor General and the Commissioner of the Environment and Sustainable Development (CESD) |
|
---|---|
Auditor General 2009 Spring Report |
Chapter 2 – Intellectual Property The audit examined whether selected federal entities can demonstrate that they manage Crown-owned intellectual property assets effectively. The audit looked at the Acquisition Program Integrity Secretariat at Public Works and Government Services Canada and included a sample of: procurement contracts; contracts in which the Treasury Board exemption was invoked; invention disclosures; and licence agreements. |
Recommendation | No recommendation directed at Public Works and Government Services Canada. For further information, visit: http://www.oag-bvg.gc.ca/internet/English/parl_oag_200905_02_e_32515.html#hd3e |
Chapter 3 – Health and Safety in Federal Office Buildings
The audit focused on two major activities of the federal government that exist to reduce the risks to the health and safety of federal employees working in office buildings administered by Public Works and Government Services Canada:
|
|
Recommendations |
Six recommendations were directed at federal organizations. Five recommendations were directed at Public Works and Government Services Canada. 3.43 Public Works and Government Services Canada should ensure that all high-priority deficiencies, including those related to health and safety, identified by its reviews and assessments of building condition and operating performance are included in its annual Building Management Plans. 3.49 Public Works and Government Services Canada should ensure that it implements mechanisms to consistently identify, challenge, and prioritize high-priority deficiencies, including those related to health and safety, and that it corrects these deficiencies within the time frame it has established. 3.54 Public Works and Government Services Canada should strengthen its systems and practices so that it can consistently demonstrate that it is completing mandated maintenance as required. 3.60 Public Works and Government Services Canada should carry out its responsibilities for leased buildings, as required by departmental policies. 3.70 Public Works and Government Services Canada (PWGSC) should work with other government departments to determine the appropriate clarification to be included in lease agreements to facilitate cooperation between building owners and federal tenants regarding fire safety planning and fire emergency organizations. For facilities under existing lease agreements, PWGSC should work with building owners to ensure that tenant departments are provided the information needed to meet their obligations under the Standard for Fire Safety Planning and Fire Emergency Organization. |
Departmental Responses | Public Works and Government Services Canada agreed with the recommendations and has committed to implementing corrective action. For further information, visit: http://www.oag-bvg.gc.ca/internet/English/parl_oag_200905_03_e_32516.html#hd3e |
Auditor General 2009 Fall Report |
Chapter 5 – Acquiring Military Vehicles for Use in Afghanistan
The objectives of the audit were to determine whether:
|
Recommendation | Four recommendations were directed at National Defence. One recommendation was directed at Public Works and Government Services Canada and National Defence. 5.48 Public Works and Government Services Canada and National Defence should examine lessons learned in contracting for urgent operational requirements that could be applied to help speed up the regular procurement process. |
Departmental Response | Public Works and Government Services Canada agreed with the audit recommendation and has committed to implementing corrective action. For further information, visit: http://www.oag-bvg.gc.ca/internet/English/parl_oag_200911_05_e_33206.html#appa |
CESD 2009 Fall Report |
Chapter 4 - Annual Report on Environmental Petitions The objective of this chapter was to inform Parliament and Canadians about the use of the petition process, and described the number, nature and status of petitions received between July 1, 2008 and June 30, 2009, and the timeliness of responses from ministers. Public Works and Government Services Canada responded to three petitions assigned to the department within the legislated timeframes. |
Recommendation | The report made no recommendations. For further information, visit: http://www.oag-bvg.gc.ca/internet/English/parl_cesd_200911_04_e_33199.html |
Responses to the Public Service Commission of Canada (PSC) | |
---|---|
PSC 2009 May Report |
Audit of the Federal Student Work Experience Program and subsequent appointments through bridging mechanisms The objective of the audit was to determine whether 11 selected federal organizations complied with legislative and policy frameworks when they hired students for the first time through the Progam and when they used bridging mechanisms to appoint graduates who were formerly hired as participants in this program. The audit also examined whether, for the period from April 1, 2006, to March 31, 2007, selected federal organizations each had an appropriate framework in place to plan and monitor bridging appointments. Public Works and Government Services Canada was one of two departments mentioned for their monitoring practices. |
Recommendations | Four recommendations were directed at deputy heads, departments and agencies, and the Treasury Board Secretariat. |
Departmental Responses | The deputy heads agreed with the audit recommendations and have already taken action to improve the quality of the student appointment and bridging appointment. For further information, visit: http://www.psc-cfp.gc.ca/adt-vrf/rprt/2009/fswep-pfete/index-eng.htm#toc26 |
Responses to the Office of the Comptroller General (OCG) | |
---|---|
OCG 2010 January |
Horizontal Internal Audit of Corporate Risk Profiles in Large Departments and Agencies The objective of the audit was to determine whether systems and practices for corporate risk management ― specifically, those associated with corporate risk profiles ― are in place to ensure that strategies exist for identifying and mitigating risks within the operations of large departments and agencies. Public Works and Government Services Canada was one of thirteen departments and agencies selected as part of this audit. |
Recommendations | Six recommendations were directed at large departments and agencies. |
Departmental Responses | Management agreed with the recommendations and has committed to implement corrective actions. For further information, visit:http://www.tbs-sct.gc.ca/report/orp/2010/crp-pro01-eng.asp#s1 |
Name of Internal Audit | Audit Type | Status | Completion Date | Electronic Link to Report |
---|---|---|---|---|
Audit of Materiel Management Directorate | Assurance | Completed (planned 2009-2010) | April 2009 | Report is available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html |
Audit of Acquisition Cards | Assurance | Completed (planned 2009-2010) | April 2009 | Report is 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, 2009:
|
Annual Financial Attest Audits of Revolving Funds | Completed (planned 2009-2010) | September 2009 | Report is 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, 2009 | Annual Financial Attest Audit | Completed (planned 2009-2010) | 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 | Completed (carry forward from 2008-2009) | November 2009 | Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html |
Audit of Certification and Accreditation Processes to Mitigate Security Risks to PWGSC Business Applications | Assurance | Completed (carry forward from 2006-2007) | January 2010 | Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html |
Audit of Information About the Utilization of Standing Offers | Assurance | Completed (carry forward from 2008-2009) | January 2010 | Report is available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html |
Audit of Office Accommodation Standards | Assurance | Closed after the preliminary survey (carry forward from 2008-2009) | ||
Follow-up Audit of the Administrative Costs Related to the Public Service Superannuation Account | Assurance | Closed after the preliminary survey (carry forward from 2008-2009) |
Name of Evaluation | Program Activity | Evaluation Type | Status | Completion Date | Electronic Link to Report |
---|---|---|---|---|---|
Evaluation of PWGSC’s Involvement in the Federal Contaminated Sites Action Plan | Specialized Programs and Services | Horizontal Formative Evaluation (led by Environment Canada) | Completed (carry forward from 2008-2009) |
November 2009 |
Report is available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html |
Evaluation of the Ethics Program | Internal Services | Summative | Completed (carry forward from 2007-2008) | November 2009 |
Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html |
Evaluation of the Canadian General Standards Board | Specialized Programs and Services | Summative | Completed (carry forward from 2008-2009) | November 2009 |
Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html |
Evaluation of the Translation and Interpretation to Parliament | Linguistic Management and Services | Summative | Completed (carry forward from 2008-2009) | January 2010 |
Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html |
Evaluation of Payments in Lieu of Taxes (PILT) Program | Accommodation and Real Property Assets Management | Summative | Completed (carry forward from 2008-2009) | March 2010 | Report will be available at: http://www.tpsgc-pwgsc.gc.ca/bve-oae/index-eng.html |