Status report on transformational and major Crown projects

• A reduction in the cost of delivering email services to departments and agencies
• Improved access by the public to Government of Canada employees, thereby enhancing the delivery of information and services to Canadians
• Addressing of key security issues of email systems, which are among the most vulnerable systems in government

• Phase 1 – Idea Generation - May 2012
• Phase 2 – Initiation - May 2012
• Phase 3 – Planning - June 2013
• Phase 4 – Operational Readiness – November 2015
• Phase 5 – Deployment – December 2018
• Phase 6 – Closeout – March 2019

In FY 2017-18, two additional Partners (Health Canada and Indigenous and Northern Affairs Canada) completed migrations to the new email service, bringing the total number of Partners transitioned to the new email service to 17.

In March 2018, amended project and expenditure authorities were approved to transition six additional partners (Agriculture and Agri-Food Canada, Canadian Food Inspection Agency, Canadian Environmental Assessment Agency – a partner of Environment and Climate Change Canada, Public Service Commission of Canada, Parks Canada, and Veterans Affairs Canada) for operational reasons by December 2018, and close the project by March 2019.

• Establish an enterprise WCS contract and ensure relationships with industry that are open, transparent and fair.
• Modernise traditional telephony technologies by migrating to VoIP technology that will carry interdepartmental communications over Canada’s transformed wide area network (GCNet WAN).
• Execute an efficient transition with minimal business impacts.
• Reduce infrastructure complexity through standardisation to an enterprise service, and provide greater telecommunication capacity, reliability and capability to enable partners and clients to deliver optimum support service to Canadians.
• Improve service availability and increase customer satisfaction.
• Reduce administrative duplication (e.g., invoice processing) and standardised IT service management processes by transforming from multiple telephone service contracts in silos to a shared service.
• Provide increased communication capabilities (i.e., Desktop Videoconferencing, Instant Messaging, Presence and Desktop Sharing).
• Support an improved GC security posture through standardised security measures and controls.
• Yield ongoing service delivery efficiencies at target state.

The services provided by the WCS contract will involve delivery to locations subject to Comprehensive Land Claim Agreements (CLCAs). Therefore, the WCS RFP included rated criteria for the provision of a Comprehensive Land Claim Agreements (CLCAs) plan promoting indigenous participation in the performance of the work. As a result of this, the WCS contract contains a mandatory requirement for Telus to implement, and report, on the CLCA plan which was submitted by Telus and evaluated by Canada as a part of its Bid. The annual CLCA report must cover:

• The number of Aboriginal persons employed in each CLCA for which a commitment was made in the CLCA Plan
• A description of the Contractor’s recruitment process (including any subcontractor recruitment processes) currently in use and any plans for changing the recruitment process during the coming year
• A description of the Contractor’s retention process (including any subcontractor retention processes) currently in use and any plans for changing the retention process during the coming year
• The nature of the work performed in each CLCA over the course of the year and any plans for changing the nature of that work during the coming year
• The types of positions filled by Aboriginal persons over the course of the year
• The type of on-the-job training and skills provided by Aboriginal persons performing any portion of the Work in CLCAs

• Phase 1 – Idea Generation – January 2014
• Phase 2 – Initiation – April 2014
• Phase 3 – Planning – June 2017
• Phase 4 – Operational Readiness – September 2018
• Phase 5 – Deployment – January 2026
• Phase 6 – Closeout – March 2026