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Comprehensive GHG Reduction and Energy Savings Through Public/Private Partnering
Stuart Galloway1, Mats Striegler2, Marie-Lyne Tremblay3, Levi Higgs4, Marianne Lefever5
1Energy Services Association of Canada
2Department of National Defence
3Natural Resources Canada
4Canada Green Building Council
5Healthy City Global 
The objective of this presentation is to host a panel discussion with focus on approaches and deal structures that are currently being used across North America to deliver fully integrated energy savings projects with real GHG reductions at their heart. Panellists will consider the approach at a Federal level and the work that is currently being undertaken on projects.

This panel discussion will bring senior experts together to discuss, live in front of the audience, where partnering with the private sector is evolving to meet with the needs of deep energy retrofits and GHG reduction targets around joined-up, smart portfolio visioning. This includes generating a vision across the next 20+ years, how to realize the vision, appropriate risk sharing, financing options available, how to partner to get to the end goal.

Panellists will consider the appropriate allocation of technical and financial risks of deep energy efficiency upgrades between the public and private sector, including:

  • Description, benefits, source of funds, application to deferred maintenance;
  • Deal structures and financing approaches;
  • Overcoming barriers to success; and,
  • The art of the possible in delivering complete solutions.

The panel will draw upon practical experience and also current developing thinking within both the public sector delivery departments and private sector partners

Stuart Galloway, Chief Executive Officer, Energy Services Association of Canada
Stuart Galloway is the CEO for Energy Services Association Canada (ESAC), a non-profit organization responsible for promoting performance-based solutions for energy and infrastructure renewal initiatives, resulting in fiscally and environmentally responsible outcomes. Prior to that he was the National lead for a Capital and Infrastructure Project Solutions practice providing expertise for strategic capital planning, deal structuring and procurement advice derived from over 25 years in infrastructure and project finance. Stuart’s advisory roles include expertise of the UK, European and Canadian infrastructure markets. As CEO for ESAC, Stuart liaises closely with government at all levels working closely to enable energy and GHG reductions. A major part of that role is speaking at conferences and providing insight into the art of the possible particularly around deal structuring, lessons learned and standardization in today’s market.

Electronic Procurement – Re-imagining Client Service Delivery
Emilio Franco, Jennifer Creighton, Michel Turbide
Public Services and Procurement Canada 
The objective of this presentation is to provide an overview of the Government of Canada's electronic procurement solution project. Through this project, PSPC is re-imagining how it conducts its procurement operations and, in doing so, how it will better enable the real property community to meet the evolving needs of its clients.

Federal procurement operations provide countless economic opportunities to Canadians every year and have the ability to encourage greater competition, foster innovation and support Canadian-owned small and medium enterprises. We also know that our current procurement processes are time-consuming, largely paper-based, administratively burdensome and highly complex, both on our procurement professionals and our suppliers, as well as our clients.

With that in mind, Public Services and Procurement Canada (PSPC) has launched the electronic procurement solution (EPS) project, which aims to improve the way it does business, including finding ways to make procurement processes simpler, more accessible and less administratively burdensome.

Through the EPS project, PSPC is deploying a modern cloud-based platform that will automate and streamline procurement – making it user-friendly, as well as easier and faster for procurement professionals, suppliers and clients to do business and provide the goods and services needed to deliver for Canadians.

Want to know more? Join us for this presentation as we go over what EPS means for you and your suppliers, and how it will better enable the real property community to better meet the evolving needs of its clients.

Emilio Franco, Senior Director, Procurement Business Modernization, Public Services and Procurement Canada
Emilio Franco is a highly versatile public service executive, speaker, professor, youth advocate, and digital transformer who has dedicated his career to leading projects that modernize government and make procurement better. Currently the Senior Director of Procurement Business Modernization at Public Services and Procurement Canada, he leads a complex transformation initiative to modernize the Government of Canada’s procurement operations. In addition to his dedication to the field of procurement, he has also worked to support the advancement of agile, cloud, social media, and other digital services in government.

Jennifer Creighton Change Management Lead Electronic Procurement Solution (EPS) Public Services and Procurement CanadaJennifer Creighton
Jennifer Creighton has worked for the federal government for 18 years and has consistently upheld the Government of Canada’s vision by collaboratively leading transformations within Public Services and Procurement Canada (PSPC). Jennifer is highly analytical and is consequently experienced with business analytics, which enables her to influence corporate strategies through fact-based, data-driven insights and analyses. Jennifer leads complex initiatives ranging from project implementations, strategic communications and divestitures to Sigma-based process improvements, organizational restructuring initiatives and launch proposals. Jennifer is the manager of the change management team within the Acquisitions Branch and is responsible for implementing the Electronic procurement solution (EPS). Throughout her career, she has led the development and implementation of national strategies, change initiatives and approaches that promote and foster partnership and strategic relations with other government departments.

Jennifer has been a member of PSPC's Managers Community Network (MCN) since June 2016. Jennifer joined the MCN to learn from and to share knowledge with other managers. She strives to build a strong management community by focusing on professional development and learning opportunities. She is also a council member with the PSPC Psychological Health and Safety Board for its national working group. Jennifer is committed to providing networking opportunities and promoting workplace well-being.

Michel TurbideMichel Turbide, Manager, Solution Delivery, Electronic Procurement Directorate, Acquisitions Branch, Public Services and Procurement Canada
Michel Turbide began his career in the public service as a contracting officer with the Canadian Food Inspection Agency. In 2005, Michel took his career on a different path and began supporting procurement operations as departmental financial systems officer. Over time, Michel took on more challenging roles including a management role with the Integrated Finance and Materiel System (IFMS) Program Office where he was responsible for the development of common configuration of the Asset Accounting, Plant Maintenance and Materials Management modules of SAP. In 2015 Michel joined the PSPC’s Acquisitions Program Transformation Sector and began working on the e-Procurement Solution (EPS). During this time, Michel has focused on change management, and modernizing procurement activities through business process reengineering.


Tales from AIP – Case Study Examples from Natural Resources Canada
Brian Taylor, Geoff Spence, Charles Rowswell, Roger Amyot, Lori Campbell-Gay
Natural Resources Canada
The objective of this presentation is to provide a look back at NRCan's approach to their Accelerated Infrastructure Program and how this department completed record projects from coast to coast to coast.

A case study review of Natural Resources Canada's AIP2 and AIP3 programs of work:

  • Methodology used to prepare business case and select projects (science enhancement, energy efficiency, base building requirement);
  • Review of different contracting and construction methodologies used for this program;
  • Discussion of some of the various project highlights: Edmonton, AB; Inuvik, NT; Resolute, NU; Prince Albert, SK; Victoria, BC; Fredericton, NB; Sault St Marie, ON; Quebec, QC; and,
  • Lessons learned: what worked well, some of the problems and opportunities for improvement.

Brian Taylor, Region Head, Prairies and North, Natural Resources Canada
Brian Taylor, BA, SR/WA, AACI, is the Region Head of Property and Facilities Management for Natural Resources Canada across the Prairies and Northern Region. Responsible for day-to-day operations of multiple facilities, he provides guidance and recommendations for asset management and re-investment to a portfolio of buildings with a variety of specific scientific purposes. Brian led the Accelerated Infrastructure Program (AIP) team in this region to deliver $50M of projects across 5 different locations.

Brian joined NRCan in 2010, and brings with him 19 years experience in the Federal Public Service, and has worked for all three levels of government since 1994.

Roger Amyot, Region Head, Quebec, Natural Resources Canada
Roger has a bachelor degree in business. Roger is the Region Head of Property and Facilities Management for Natural Resources Canada across Quebec Region. Responsible for day-to-day operations of multiple facilities he provides guidance and recommendations for asset management and re-investment to a portfolio of buildings with a variety of specific scientific purposes. Roger lead the AIP team in his region to deliver over $15M of projects across 4 different locations. He has work 15 years in the private sector operating a portfolio of commercial as well as residential buildings. He joined the federal government later on, managing first a portfolio of leases across the province of Québec. After that period he worked on the alternative form of delivery (AFD) for 4 years before moving on to Natural Resources Canada.

Lori Campbell-Gay, Manager of Workplace Services, Atlantic, Natural Resources Canada

Geoff Spence, Region Head, Pacific, Natural Resources Canada

Charles Rowswell, Region Head, Central Region, Natural Resources Canada 

Indigenous Engagement Initiative - Canadian Coast Guard College Project
Joan Muise, Peter Curley, Alex Russell
Public Services and Procurement Canada
The objective of this presentation is to  share how PSPC has leveraged the mechanical system upgrade project at the Canadian Coast Guard College to engage local Indigenous communities.

Sydney, Nova Scotia, is the home of the Canadian Coast Guard College. The facility includes residence for the officer cadets attending the College (180 enrolment) and 50 Marine Communications and Traffic Services trainees. The campus provides classrooms, simulators and laboratories for their education, as well as office space for the 160 Fisheries and Oceans Canada staff that support them.

The campus was built in the early 1980's and the mechanical systems have outlived their useful life. The Mechanical and Sprinkler Project provided the opportunity to replace aging equipment and reduce GHG, while adding much needed AC. The presentation will include steps the PSPC has taken to include Indigenous engagement requirements in their tender documents, including a review of engagement with MEBONS ( contract language used, and reporting by the successful contractor, as required in the tender documents. Lessons learned will be included in the presentation.

Joan Muise, Senior Project Manager, Public Services and Procurement Canada
Joan Muise, P.Eng, is a civil engineer who has worked on and led many large projects and programs of work for Public Services and Procurement Canada (PSPC) including substantial midlife refit of the Canadian Coast Guard College (CCGC), and the Sydney Tar Ponds Remediation Project.

Peter Curley, Indigenous Lead, Client Service Management, Public Services and Procurement Canada
Peter Curley was previously an Environmental Specialist and in that role has worked closely with Indigenous groups as part of the permit process for many projects. Peter volunteered to help Joan with the Indigenous component of the CCGC project and has now transitioned to lead the Atlantic Region by taking a position as Regional Indigenous Engagement Coordinator with Client Service Management.

Alex Russell, Supply Specialist, Acquisitions, Public Services and Procurement Canada
Alex Russell is a Supply Specialist with the Acquisitions Branch at PSPC in Nova Scotia. Alex has been instrumental in the successes of the CCGC program of work and proposed the wording and scope of the Indigenous Engagement Plan submissions for the CCGC Mechanical Project.


Indigenous Participation within Federal Government Procurement
Dolores Coelho and Mike Ricci
Crown-Indigenous Relations and Northern Affairs Canada
The objective of this presentation is to  provide an overview of how the Government of Canada is incorporating Indigenous participation within federal government contracting.

The Procurement Strategy for Aboriginal Business (PSAB) is a Government of Canada policy aimed at increasing Indigenous businesses, people and communities participating and benefiting from federal government contracting. There are four mechanisms used to implement this policy, namely, mandatory set-asides, voluntary set-asides, joint-venturing and, the most misunderstood, Indigenous Participation Components (IPCs).

This presentation will focus primarily on Indigenous Participation Components (also known as Aboriginal Participation Components or Indigenous Benefit Plans) and will provide an overview of how they are generally structured within contracts, reporting and auditing done by Crown-Indigenous Relations and Northern Affairs Canada (CIRNAC) in relation to IPCs and recent examples and successes of Indigenous inclusion.

Dolores Coelho, Senior Program Officer, Crown-Indigenous Relations and Northern Affairs Canada
Dolores Coelho joined Crown-Indigenous and Northern Affairs Canada (CIRNAC) in 1999 and has been working as a Senior Program Officer in the Procurement Strategy for Aboriginal Business (PSAB) unit. She has brought a great deal of knowledge and experience dealing with both the procurement community, as well as Aboriginal businesses.

Mike Ricci, Program Officer, Crown-Indigenous Relations and Northern Affairs Canada
Mike Ricci joined CIRNAC as a Program Officer in the PSAB unit in February 2018. Previous to that, Mike held numerous positions within the fields of project management and administration at Natural Resources Canada.

In their current positions, Dolores and Mike provide training to the public and private sector on the PSAB policy initiative. They promote PSAB and the Indigenous Business Directory through the development and implementation of communication strategies for the directorate and branch. They are responsible for policy development through the review, analysis and enhancement of existing policies to increase the reach and impact of Indigenous procurement.


So You Have Project Approval... Now What?
Dean Kaardal and Iole Faragalli
The objective of this presentation is to discuss experiences in a variety of different contracting methods used in the public and private sectors in both Canada and abroad. We will explore the advantages and disadvantages using case studies from a variety of project delivery methods such as the traditional “design-bid-build” methods to P3 partnerships to integrated project delivery.

In the evolution of a project, as a project manager, the first steps are establishing the client needs and obtaining funding approval for the project to proceed. After that comes the hard part: delivering what was promised and selecting the project team.

In this session, we will discuss experiences in a variety of different contracting methods used in the public and private sectors in both Canada and abroad. We will explore the advantages and disadvantages using case studies from a variety of project delivery methods such as the traditional “design-bid-build” methods to P3 partnerships to integrated project delivery.

Although successful project delivery is the objective, it is imperative to monitor project key performance indicators (KPIs) throughout the life of a project. These KPI include a periodic review of cost, quality, schedule, and management. To achieve this, we will also discuss the importance of a strong collaborative team approach and the project management tools that are important in meeting the client’s original project mandate.

Lastly, we will discuss some lessons learned and opportunities for continuous improve in terms of vendor selection and evaluation. This last topic will provide feedback into the Public Services and Procurement Canada proposed new Vendor Performance Management Policy.

Dean Kaardal, Vice President, Alternative Project Delivery, Stantec
Dean Kaardal is the Vice President leading the Alternative Project Delivery (APD) sector for Stantec’s Buildings Line. He has been a professional electrical engineer for over 30 years in the industry, excelling in communicating complex engineering solutions with clients and colleagues. His APD experience includes public private partnerships (P3s or PPPs), design builds (DBs), and integrated project delivery (IPD), and his work includes time on both sides of the process having worked on proponent teams responsible for project design and delivery, as well as on the owner’s side preparing statements of requirements and reviewing compliance. His notable projects include North Island Hospitals, RCMP E Division Headquarters, Iqaluit Airport, Abbotsford Hospital and Cancer Centre, Moose Jaw Hospital Replacement, and Calgary Cancer Centre. Dean has worked with owners, developers, construction firms, and financiers, and focuses on establishing mutually beneficial arrangements and building long-term relationships with these partners.

Iole Faragalli, Senior Associate – Buildings, Stantec
Iole Faragalli is an engineer with 16 years of storage tank system design, construction and management experience. She currently leads the Fuel Systems Engineering Practice in the Stantec Ottawa office. Iole’s previous experience with DND’s North Warning System project in Canada’s Arctic as the Life Cycle Manager of its Bulk Fuel Infrastructure and Water Supply System, has given her the expertise in managing different engineering disciplines, completing projects in very severe environments, coordinating logistics, and the technical expertise to ensure successful projects completed on time.

During the last 10 years at Stantec, Iole has completed storage tank system design, construction, developed operation and management plans, spill response plans and technical training material for the RCMP, Fisheries and Oceans Canada, Atomic Energy of Canada Limited, Air Canada, the Bank of Canada, and various other Canadian federal departments.


Pricing: Are you achieving value out of your acquisition project?
Brian Bost1 and Brian Gifford2
2Public Services and Procurement Canada
The objective of this presentation is to help real property and procurement practitioners understand drivers of value and increase their “procurement” business acumen. It will also help them identify management strategies that can be used throughout the acquisition lifecycle to improve value obtained from their procurement.

The Federal Government’s core values for procurement include: openness, fairness, transparency and stewardship. At the same time, it must achieve best value to Canadians. How do these principles and the objective of “value” apply to the real property context? What can real property practitioners do to improve the chances of achieving these?

In each acquisition project, there are three distinct phases of its lifecycle: (1) needs identification and business case development; (2) options analysis and procurement; and, (3) contract management and closeout. The considerations and management strategies for achieving value from a procurement will vary during each of these stages, but will broadly include factors such as:

  • Risk and complexity of the procurement;
  • Governing legislation, regulation and policy;
  • Supplier market;
  • Timeframes; and,
  • Operational/deliverable requirements.

By building the appropriate considerations into the acquisition lifecycle, at the appropriate time, real property and procurement practitioners can avoid common procurement pitfalls.

This presentation will examine the key perspectives from the client, contractor and Public Services and Procurement Canada, as they relate to cost, price, strategy and value. It will also examine key considerations that should be applied at each stage of the acquisition life cycle, particularly in light of the review of Canada’s pricing framework, and identify some of the key actions real property professionals and their procurement teams can take to improve likelihood of generating value from a given procurement.

Brian Bost, Partner, KPMG
Brian Bost, FCPA, FCA, CIA, CGAP, CRMA, is a Partner with KPMG’s Risk Consulting practice, with over 29 years of experience in risk management, internal audit, external audit, and costing advisory. Brian specializes in providing advisory services to the Canadian federal government.

Brian facilitated the development of leading practices locally, nationally and internationally within costing, procurement, internal audit, internal control and risk management. Brian is past Chair of the Canadian Audit and Accountability Foundation, and the past President of the Ottawa Chapter of the Institute of Internal Auditors. He was also a member of the International Internal Audit Advisory Committee for Treasury Board.

Brian Gifford, Senior Manager, Public Services and Procurement Canada
Brian Gifford, CPA, CA, CIA, is Senior Manager with Price Support Directorate, Acquisitions Branch at Public Services and Procurement Canada (PSPC), with 35 years’ experience serving the public sector, including at Consulting & Audit Canada, at a major accounting firm, and as a Chief Audit Executive.

Brian joined the Acquisitions Branch in 2008, tasked with the renewal of the Cost and Profit Assurance Program. He is currently leading the response to the review of Canada’s contract cost principles and profit policy. This includes development of the Practitioner’s Guide for Procurement Pricing and a management structure to support oversight and renewal of PSPC’s pricing practices.


Vendor Performance Management - Government of Canada
Ricardo Seoane, Public Services and Procurement Canada
The objective of this presentation is to raise awareness regarding the transformational Vendor Performance Management Initiative being developed by PSPC to incentivize good performance in the federal procurement ecosystem while holding poor performers accountable.

Public Services and Procurement Canada (PSPC) is leading the development of a Vendor Performance Management (VPM) Regime. This transformational, incentive-based procurement initiative will take into consideration past performance in the award of federal contracts, providing the opportunity for contractors to differentiate themselves and be recognized for their good performance, while holding poor performers accountable. The regime will change the behaviour of all stakeholders in the procurement ecosystem towards achieving greater success in the delivery of good and services for Canadians. The regime will provide a framework for evaluating the performance of vendors in federal contracting, and eventually for using past performance information in contract award decisions. While the VPM Policy will first only apply to PSPC and Shared Services Canada administered contracts, the goal is to eventually have it apply to all applicable contracts issued by Government of Canada departments and agencies. The VPM Regime’s key goals are to: incentivize good performance and value-add; facilitate open, ongoing, two-way communications and relationship building between government and vendors; and, to promote public confidence, the accountability of public funds, and responsible partnerships, aligned with and linked to the Integrity Regime. The VPM Policy, a key tool under the regime, will be highlighted during this discussion.


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