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Description

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

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

A revised LTVP was presented and approved by Cabinet in June 2007. This update, which was undertaken in conjunction with the Parliamentary Partners – the Senate, the House of Commons and the Library of Parliament – established a comprehensive approach for rehabilitating the heritage buildings, providing additional parliamentary accommodations and creating a secure and welcoming environment for parliamentarians, staff, visitors and tourists.

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

Each five-year program is composed of three components: the Major Capital Program, the Recapitalization Program, and the Planning Program. Currently, the focus of the programs is as follows:

1. The Major Capital Program of the current five-year program of work focuses on advancing the restoration of the main Parliament Buildings, beginning with the West Block. The Major Capital Program includes:

   1. Restoration and adaptation for the Wellington building, former Bank of Montreal building and the initiation of work for the East Block; and

   2. The West Block’s major rehabilitation and the construction of an infill in the building’s courtyard to accommodate a temporary Parliamentary Chamber, so that the Centre Block can be emptied and restored.

2. The Recapitalization Program is designed to address urgent work required to preserve the buildings and address health and safety issues critical to reducing overall expenditures and to limit the potential closure of occupied buildings. Projects in the Recapitalization Program are not stop-gap measures but rather permanent interventions to stop or reduce continued deterioration – investing in sustaining the building well beyond future major renovations. The Recapitalization Program may also include urgent building repairs required to ensure the ongoing viability of buildings and address health and safety issues. The major focus of this Recapitalization Program for the first five years includes:

   1. Centre Block – rehabilitation of portions of the pavilions and ventilation towers;

   2. East Block – exterior envelope repair of the 1867 wing with initial focus on the rehabilitation of the Northwest Tower and the Southeast corner;

   3. Confederation Building – repairs to the entire building envelope (masonry, windows and roof) and upgrade of elevators and domestic water/storm drainage system;

   4. Emergency work – such as the West Block water main; and

   5. Parliamentary Grounds work such as the North perimeter wall and slope stabilization.

3. The Planning Program focuses on the development of a number of Master Plans that guide project planning as well as the preparatory work for future projects, including the development of plans and cost estimates for projects in the next five-year Program, providing overall coordination between active projects to ensure they dovetail and contribute to the broader objec-tives of the LTVP Vision and Guiding Principles.

Master Plans in the coming years will address the three blocks opposite Parliament Hill between Bank and Elgin Streets; Material Handling and Transportation; Landscape; underground Infrastructure and the West Sector Area. Other Planning studies will focus on the Centre Block Rehabilitation Program of Works; Interim Vehicle Screening Facilities; the Visitor Welcome Centre; Underground Tunnel Connections and other foundation studies to support future projects.

Project Phase

The LTVP encompasses numerous and varied individual major capital, recapitalization and planning projects at different project phases at any one time. The Major Capital Projects are detailed below.

National Project Management System (NPMS) Reference

West Block Program

The West Block, located within the Parliamentary Precinct, is the oldest of the Parliament Buildings located on the "Hill". This three-storey building was built in three phases starting in 1859 and was completed in 1906. The West Block provides accommodations for Members of Parliament (MPs), and for parliamentary functions and support services.

Renovations of the building are required for health and safety and asset integrity reasons. In order to implement the renovations, the building must be completely vacated, thus requiring the provision of alternate accommodations for the MPs, parliamentary functions and support services. Consequently, the program of work is being undertaken in two phases. Phase 1 of the West Block program is now completed and the Phase 2 has begun.

Phase 1 involved:

• Emergency stabilization of towers;

• Repairs of the exterior masonry;

• Establishing alternate accommodations for parliamentary use in the Clarica, C.D. Howe, and 1 Wellington for committee rooms and the La Promenade facility for MP offices, support services and committee rooms; and

• The permanent relocation of the Food Production Facility for Parliament Hill to a remote site.

Phase 2 involves:

• Restoration and adaptation for Parliamentary use of space in the former Bank of Montreal building to relocate Confederation room (Ceremonial Room 200);

• Asbestos removal, interior demolition, and general rehabilitation of the West Block building; and

• Constructing facilities critical to the continued functioning of Parliament during the renovation of the Centre Block, including an infill in the courtyard of the West Block to accommodate the House of Commons’ chamber activities.

Wellington Building

The Wellington Building is located at 180 Wellington Street, across from Parliament Hill. It is a six-storey structure first built in 1925 and later enlarged in the 1950s by Metropolitan Life Insurance Company. The House of Commons has been the major occupant since the Crown expropriated the building in 1973 for government and parliamentary use. Renovations of the building are required to address health and safety issues, replace obsolete building systems and meet building code requirements, including seismic reinforcement. The building will be completely vacated during the renovations. This project is a key enabler of the LTVP for the Parliamentary Precinct, as it will provide interim accommodations for Senate and House of Commons Committee Rooms and offices for Parliamentarians during the restoration of the East and Centre Blocks. The work will be completed in two phases to expedite project delivery.

Phase 1 will include interior demolition, asbestos abatement and seismic reinforcement work.

Phase 2 will include the restoration of the exterior envelope, renovation of the base building and interior space. Phase 1 construction started as planned in spring 2010 and the project is targeted for completion in 2015. The current total cost estimate is $425.2 million (GST and HST excluded).

Leading and Participating Departments and Agencies

Lead Department	PWGSC
Contracting Authority	PWGSC
Parliamentary Partners	Senate of Canada, House of Commons, Library of Parliament
Participating Agencies	The National Capital Commission, the Federal Heritage Buildings Review Office and the Royal Canadian Mounted Police

Prime Contractors and Major Sub-Contractors

West Block
Prime Contractor	The West Block building rehabilitation and infill is a joint design venture of ARCOP/FGM, Architects – Montreal, Quebec. The former Bank of Montreal building is being designed by NORR Limited Architects and Engineers, Toronto, Ontario.
General Contractors	The West Block North Towers Restoration is being carried out by Verreault, Montreal, Quebec.
Wellington Building
Prime Contractor	Design consultant for the Wellington renovation project is NORR Limited, Architects and Engineers, Toronto, Ontario.
General Contractor	Phase 1 Contractor: Abatement, interior demolition and seismic upgrading of the Wellington Building is being carried out by PCL Constructors Canada Inc., Edmonton, Alberta.

Major Milestones

Milestone	Date
LTVP
Memorandum to Cabinet – Update on the LTVP for the Parliamentary Precinct	Completed – July 2002
Memorandum to Cabinet – LTVP for the Parliamentary Precinct – Update	Completed – May 2005
Memorandum to Cabinet – The Long Term Vision and Plan for the Parliamentary Precinct – Update 2007	Completed – June 2007
Memorandum to Cabinet – The Long Term Vision and Plan for the Parliamentary Precinct – Update 2010	Completed – April 2010
West Block
Revised Preliminary Project Approval (PPA)	Completed – December 2010
Partial Effective Project Approval (Phase 1)	Completed – June 2005
Full Effective Project Approval (Phase 1)	Approved – February 2007
Partial Effective Project Approval (Phase 2)	Completed – December 2010
La Promenade swing space completion	Completed – September 2010
MPs vacate West Block	Completed January 2011
Major construction start	February 2011
Full Effective Project Approval (Phase 2)	2013*
Major construction completion	2018*
Wellington
Preliminary Functional Program Completed	Completed – July 2007
Revised Preliminary Project Approval and Phase 1 Effective Project Approval	Completed – March 2008
Consultant Contract Award	Completed – August 2008
Final Functional Program	Completed – July 2010
Construction Start (Phase 1)	Completed – May 2010
Partial Effective Project Approval (Phase 2)	March 2011
Construction Completion (Phase 1)	April 2012
Construction Start (Phase 2)	April 2012*
Full Effective Project Approval (Phase 2)	2013*
Construction Completion (Phase 2)	2015

* Subject to additional funding

Project Outcomes

The Long Term Vision and Plan provides clear direction for the renewal of Canada’s seat of government over a long-term planning horizon. It focuses on achieving three key objectives:

• Ensuring that the physical and heritage integrity of the existing buildings serve Parliament’s needs now and into the future;

• Ensuring that Parliamentary accommodations meet changing requirements; and

• Ensuring that the overall design of the Precinct is exemplary in terms of its urban and environmental capacity.

The benefits of a well conceived and executed LTVP will be substantial. When the work envisioned is complete, the Parliament Buildings will stand not only as proud symbols of Canadian heritage, but as the hub of a parliamentary system of government equipped to handle the demands of a dynamic nation in a rapidly changing world.

Progress Report and Explanations of Variances

Progress Report

The following projects were successfully completed: The Food Production Facility, which is fully operational; the 1 Wellington facility, which is fully operational, the La Promenade facility, which is fully operational, the relocation of Parliamentary Security Service Communication to the Confederation Building; the relocation of the Trade Shops and the re-location and consolidation of printing services. Additional smaller relocations occurred successfully for security administration, curatorial services, laundry services, the health unit, communications, the Ethics Commissioner, and the maintenance support services unit.

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

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

Variances of the Major Milestones:

There are currently no variances to the major milestones, with the positive exception of advancing the complete emptying of the West Block by four years and advancing the planned completion of the West Block Project by two years from the planned completion date set as part of the 2007 revised LTVP. An active management approach has been instituted to avoid project delays, and lessons learned have been captured and are being applied to subsequent projects of the LTVP Program.

Industrial Benefits

Several multi-million dollar contracts will be awarded over a multi-year period for building construction, information technology systems, multimedia systems, furniture and other equipment.

It is expected that in excess of 20,000 direct and indirect private sector jobs will be generated.

Description:

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

Project Phase:

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

Leading and Participating Departments and Agencies

Lead Department	Public Works and Government Services Canada
Contracting Authority	Public Works and Government Services Canada
Participating Departments	Public Works and Government Services Canada

Prime and Major Subcontractor(s)

Prime Contractor	Major Subcontractor(s)
HP Enterprise Services (formerly EDS Canada Inc.) 50 O’Connor St., 6th Floor, Ottawa, Ontario K1P 6B9	James Evans & Associates (JEA) 4th floor, 844 Courtney St., Victoria, British Columbia V8W 1C4
	Vangent Canada Limited 169 Colonnade Road, Nepean, Ontario K2E 7J4

Major Milestones

List of Major Milestones	Date
Preliminary Project Approval for completion of Project Definition	Completed May 2004
Approval of contract award	Completed October 2005
Contract Award	Completed November 2005
Completion of Project Definition	Completed June 2007
Effective Project Approval for Implementation	Completed June 2007
Implementation Phase
Implementation of Release 1.0 (Client Services)	Completed February 2009
Implementation of Release 1.5 (Case Management functions)	Completed December 2009
Implementation of Release 1.6 (Imaging functions)	Completed January 2010
Implementation of Release 2.0 (Contributor functions and functions related to Pension Benefits Division Act - except functions related to Service Purchase and Leave Without Pay)	Revised to February 2011
Implementation of Release 2.5 (Contributor functions related to Service Purchase and Leave Without Pay)	Revised to November 2011
Implementation of Release 3.0 (Annuitant and Accounting functions)	Revised to March 2012 (under review)
Final maintenance transition	Revised to March 2012 (under review)
Close-Out Phase	Revised to March 2012 (under review)

Project Outcomes

• Increased quality, responsiveness and reliability of client service (advice and information)
• Increased client satisfaction (target of 90% satisfaction across public service pension plan members by one year after project completion)
• Increased accuracy and quality of information / records
• 10% reduction in cost of total administration target
• Increased take-up rate of self-service by public service pension plan members

Progress Report and Explanations of Variances:

Project Definition Phase (completed June 2007):

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

Implementation Phase (in progress):

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

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

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

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

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

Industrial Benefits:

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

Description:

PWGSC’s Transformation of Pay Administration Initiative was launched in October 2009, after receiving Treasury Board Minister’s approval for the Pay Modernization and Consolidation of Pay Services Projects. These projects will replace the 40-year-old pay system and gradually consolidate pay administration services from departments to PWGSC’s new Centre of Expertise in Miramichi, New Brunswick. The transformation will ensure the long-term sustainability of the Government of Canada pay administration system and services as well as contribute to a more effective and efficient public service, offering better value to Canadians.

The goal of the Pay Modernization Project is to replace the 40-year-old Regional Pay System (RPS) with a modern, commercial, off-the-shelf pay system. Once implemented, the modernized system will establish a platform for more efficient compensation processes. This project will provide a new pay system that will benefit all departments. It will offer extensive Web capabilities for managers and employees of departments using the GC Human Resource Management System such as requesting and approving overtime payments directly through the Web.

The goal of the Consolidation of Pay Services Project is to gradually transfer pay administration services to a Centre of Expertise located in Miramichi, New Brunswick starting in 2011-2012 with those departments using the Government of Canada Human Resources Management System (PeopleSoft). The consolidation of pay services will contribute to providing more consistent service delivery and continued sustainability of pay services while addressing the high attrition and turnover rates in the compensation community.

Project Phase:

The Pay Modernization Project began its Project Definition Phase in October 2009. The Project Definition Phase will take approximately two and a half years.

The Consolidation of Pay Services Project also began its Project Definition Phase in October 2009 which is planned for completion in April 2011. The Implementation Phase of the Project will take approximately five years.

Leading and Participating Departments and Agencies

Lead Department	Public Works and Government Services Canada
Contracting Authority	Public Works and Government Services Canada
Participating Departments	This Initiative will be delivered by PWGSC ABC branch in partnership with ITSB. Although there are no participating departments in the Initiative delivery, there are primary stakeholders as follows: Treasury Board of Canada Secretariat (TBS): TBS, as the employer for the core public administration, according to the Financial Administration Act (FAA) Schedules I and IV, sets compensation policies and negotiates collective agreements with unions representing employees of those organizations. Separate Agencies: These organizations, named in Schedule V of the FAA, negotiate collective agreements, set compensation policy for their employees, and have primary responsibility to ensure that their employees receive accurate and timely pay and benefits. Crown Corporations and Other Federal Entities: As the employer, these organizations, named under Schedules II and III of the FAA, or are not listed under a specific FAA schedule, negotiate collective agreements and set compensation policy for their employees. Departments, Agencies and other Organizations: These organizations have primary responsibility to ensure that their employees receive accurate and timely pay and benefits.

Prime and Major Subcontractor(s)

Prime Contractor	Contract not yet awarded.
Major Subcontractor(s)	Contract not yet awarded.

Major Milestones

This subsection lists the major milestones associated with the progress of the Pay Modernization and Consolidation of Pay Services Projects.

Pay Modernization Project:

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

Consolidation of Pay Services Project:

List of Major Milestones	Date
Consolidation of Pay Services Project Definition Phase
Announcement of region for Centre of Expertise	August 2010 Completed
Planning for building, IT connectivity, architecture and access	November 2010 Completed
Negotiation and timing for transition of each department	March 2011 Completed
Revise Order in Council to revise PWGSC responsibilities	April 2011
Effective Project Approval Planning/TB Submission	April 2011
Consolidation of Pay Services Project Implementation Phase
Wave 1 Departments Transition	August 2011
Wave 2 Departments Transition	February 2013
Wave 3 Departments Transition	August 2014
Project Close Out	October 2015

Project Outcomes

The expected project outcomes for the Transformation of Pay Administration Initiative have been divided into 3 types: Strategic, Final and Measured.

Outcome Type	Outcome	Project / Initiative
Strategic Outcome	GC is employer of choice	Transformation of Pay Administration Initiative
	Increased Contribution to PS Renewal/MAF	Transformation of Pay Administration Initiative
	Increased stakeholder confidence in Payroll Administration function	Transformation of Pay Administration Initiative
	Supports Recommendations of OGGO Report	Transformation of Pay Administration Initiative
	Greening Government Operations	Pay Modernization Project
Final Outcome	Increased Pay Administration Sustainability	Transformation of Pay Administration Initiative
	Increased GC Operational Savings	Transformation of Pay Administration Initiative
	Increased quality of reporting for departments	Consolidation of Pay Services Project
	Created simplified CA Organization	Consolidation of Pay Services Project
	Eliminated need for departments to keep CAs, space, A-Base, etc.	Consolidation of Pay Services Project
Measured Outcome	Increased employee satisfaction	Transformation of Pay Administration Initiative
	Decreased time to train pay administration staff	Transformation of Pay Administration Initiative
	Decreased cost to deliver pay administration	Pay Modernization Project
	Decreased materiel usage (e.g. paper, mail)	Pay Modernization Project
	Decreased work effort for CA's	Pay Modernization Project
	Increased pay administration staff retention	Consolidation of Pay Services Project
	Increased # of accounts per CA	Consolidation of Pay Services Project

Progress Report and Explanations of Variances:

On July 30, 2009, the Treasury Board approved the “Initiative to Fix the Pay System” (Transformation of Pay Administration) which included the Pay Modernization Project with an estimated cost of $192,067,332 (including GST) and the Consolidation of Pay Services Project with an estimated cost of $106,132,817 (including GST).

Pay Modernization Project Definition Phase (in progress):

A Request for Proposal (RFP) to procure a firm to provide Project Management Services was issued, and a contract was awarded to ADGA Group in February 2010.

As a first step in procuring the services of both a Commercial-Off-the-Shelf (COTS) pay solution as well as a System Integrator, a Request for Information (RFI) was developed and posted to industry. The goal of the RFI was to gather information from industry to assist in the preparation of the System Integrator RFP. The information gathered through RFI consultative process was assessed and, where applicable, amendments were made to the draft RFP.

The RFP was published June 09, 2010. The RFP closed on October 13, 2010 after an additional extension of 7 weeks at the request of industry. The Treasury Board approved the Preliminary Project Approval Phase of the Pay Modernization Project and funding in the amount of $36,587,929 million (with GST). The project is currently running under budget due to the extension in the RFP closing date which resulted in delays in dependent activities as well as the fact that the use of contingency funding was not required.

Analysis will be completed in 2011-2012 to evaluate the proposed new pay solution against the Government of Canada pay requirements. The definition phase for the modernized pay system and processes is expected to be completed by April 2012.

Consolidation of Pay Services Project Definition Phase (in progress):

PWGSC will gradually transfer pay administration services to a Centre of Expertise within PWGSC for departments using the Government of Canada Human Resources Management System (PeopleSoft) over a five year period starting in 2011-2012. By March 2012, the new Centre of Expertise will be in operation.

In preparation, work has been done to compile and analyze up-to-date workforce data on the Compensation community provided by the Heads of Human Resources from departments and agencies. Based on the workforce data provided, the project team has been working with client departments and agencies to develop a transition plan and adopt a government-wide approach to manage the movement of compensation staff during the transition. The project team has also developed detailed Human Resources plans for staffing, classification, and training. Staffing processes have been initiated to fill positions in the Centre of Expertise. In addition to this, a Governance Framework, which includes a Client Engagement Strategy and a Union Consultation Framework, has been developed in collaboration with departments, central agencies, and the union.

A Service Delivery Model and Concept of Operations have been developed for the Centre of Expertise. The project team has also developed Information Technology and network infrastructure plans and estimates. Office space requirements and their associated costs have been identified for the Centre of Expertise in Miramichi, New Brunswick.

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

Industrial Benefits:

A multi-million dollar contract has been awarded for the COTS pay solution and System Integrator. During the course of the project, it is expected that there will be some temporary positions required to support the solution implementation and business transformation activities.

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