rcmp hq relocation communications plan [excerpt]

RCMP E Division HQ Relocation Project

Communications Plan Transition Phase

May 2012- Draft

Government of Canada

to relocate & consolidate the RCMP E Division Headquarters from the City of Vancouver and various other locations to the

Green Timbers site in the City of Surrey, British Columbia

Prepared by

Public Works and Government Services Canada

RCMP E Division HQ Relocation Project Transition Phase Communications Plan

May 2012 1

Purpose ……………………………………………………………… The purpose of this plan is to communicate the transition from design and construction to occupancy by client, where the RCMP will transition from the 25 various locations currently occupied by their employees to the new RCMP E Division Headquarters located at Green Timbers, Surrey. As PWGSC enters the Close-Out Phase of the RCMP E Division Headquarters Relocation Project, the plan outlines how PWGSC will coordinate announcements and media relations activities associated with the Transition into Close-Out, as well as outline detailed strategies that focus on specific aspects of this phase. Background ………………………………………………………… As the largest public-private partnership (P3) outside the nation capital region, the RCMP E Division HQ Relocation Project has pioneered the P3 design, build, finance and maintain (DBFM) model where traditional procurements methods were not used, but instead a tailored approach to procurement strategies was taken. The uniqueness of the project is reflected in the complex nature of PWGSC’s role as the client-service provider, and what that role entails. Essentially, the Project Team has gone above and beyond the traditional client-service provider role, and has become a real facilitator for the Client to transition into the new facility. A key complexity of PWGSC’s role as the client-service provider concerns the fact that PWGSC has taken an integrated approach to the Project, in which stakeholders are involved in the decision making process when and where appropriate. This approach will continue to be employed throughout the duration of this project right through to the Close-out Phase. With this kind of approach, there exist inherent challenges with managing communication opportunities and developing communications activities. The relationship with PWGSC and third parties is actively managed such that stakeholders feel respected and involved, and communications are clear, transparent and inclusive of all party interests. Transitioning into the Close-Out phase there is an increased public visibility of the Project, with the significant possibility of increased media attention. This plan will help to direct an umbrella communications approach focused on managing increased media and public interest through specific and effective communications activities and messages.


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Communications Objectives ………………………………

1. Use communication opportunities to highlight accomplishments of the Project Team with specific emphasis on:

o The holistic approach PWGSC has taken by integrating all primary stakeholders in the decision making process throughout the duration of the Project, in the form of integrated Project committee teams, to ensure effective communications, and support positive stakeholder perception of the Facility and how the Project is conducted.

o Going beyond the client-service provider role by offering transitional and post-transitional communications tools and resources to enhance user experience of and facilitate the transition into the new facility.

2. Use and develop communications tools and resources to mitigate any problems

or issues that may arise. By taking a holistic approach to communications, PWGSC actively anticipates, assesses, manages and evaluates communications risks such that PWGSC is able to effectively and appropriately tackle communications challenges effectively, quickly, and in such a way as to positively reflect on the Project, the Project Team, the Client and Project stakeholders.

3. Provide consistent messaging to ensure effective and appropriate messaging both internally to the Team, Stakeholders, the Client and its’ employees, and externally to the public, OGD’s, the media, and other concerned parties.

4. Define how PWGSC will play a leadership role with communications activities by advantaging communications opportunities to positively reflect on the Project. This is supported by the development and use of communications tools and messages to benefit all stakeholders involved with the project.

5. Communicate the activities involved the transition to the new facility as

appropriate, as well as create a framework of how communications should be conducted leading to the Grand Opening in the form of a Communications Plan.

Strategic Considerations …………………………………… As a jointly funded activity, this project will be identified as a Government of Canada initiative benefiting all Canadians. This project will also incorporate a high degree of security given the sensitive nature of the information involved. This will impact how information is managed and shared. First, adequate tolerance and respect for individual departmental mandates and regulations associated with each participating party is necessary in order to facilitate appropriate communications and encourage positive relations between all stakeholders. Second, PWGSC will be prudent about Information Management policies and actions to ensure proper and appropriate communications tools are used. The new federal budget will represent significant cuts to government spending. The budget will be released March 29th, however a detailed budget outlining specific


May 2012 3

changes to government departments will not be released until after the fiscal year end; Because of this, there is much uncertainty in the resourcing and funds that will be available for the department.

Public Environment Analysis …………………………… PWGSC has conducted ongoing Public Environment Analysis (PEA) focusing on media regarding P3 projects for the duration of this fiscal year. The results of the analysis show P3’s to be portrayed in a neutral or positive light in both mainstream media and commercial news markets in British Columbia. With specific focus on February and March of 2012, publications focused on commercial news, with focus on construction and infrastructure, typically portray a positive perception of P3 projects, and at times encourage the model for infrastructure construction and renewal. Trends in the commercial news market, shown in articles gathered from the PEA analysis, show that there is a growing focus on new procurement strategies, particularly increased interest in Design, Build, Finance, and Maintain (DBFM) models. Mainstream media from February-March 2012 typically portray a neutral perception of P3 projects, especially with concern to building infrastructure. Articles about large-scale Federal or Provincial P3 projects, specifically regarding buildings or other large infrastructure, typically justify the use of a P3 model for the projects by citing evidence or listing points in favour of the model; this is seen in both neutral and positive articles. Alternative and some mainstream media are more critical of P3 projects, specifically when P3’s concern public services such as water or sewage, and as a result can portray a negative perception of P3 projects. Majority of negative media, as seen in the PEA analysis, comes from local news publications discussing small-scale P3 projects in a specific community; Transportation services and water resources dominate these kinds of articles. There are key reporters that publish articles specifically on P3’s, and portray either a neutral or positive perception of P3 projects. These reporters follow specific stories over a period of time, and are generally from local or commercial news publications.

Communications Approach ……………………………… PWGSC will employ a pro-active approach to communicating messages and delivering communications activities. This will allow us to create dialogue with stakeholders and address concerns before they develop into issues requiring management. We will seek a high level of visibility for Project activities to drive home the good news story, with the inclusion of several Success Stories, highlighting the Project and its relevance to all Canadians. Major events over the course of the project may include, but are not limited to:

x Construction completion x Transfer of ownership x Move-in (Transition into building) x Grand opening event


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Included in PWGSC’s approach is to assist within departments who are acting as operational representatives once the Facility is in full operations. Representatives are from Professional Technical Services (PTS) and Portfolio Management (ATM). PWGSC must ensure that representatives:

x Understand the project agreement x Understand unique elements in project agreement as opposed to more

traditional FM contract This approach will allow PWGSC to facilitate an appropriate relationship between the client and GTAP / ETDE FM as the Facility Management team.

Key Stakeholders ……………………………………………… Internal: PWGSC RCMP, including affected employees GTAP (Bouygues Building Canada Inc., Bird Design-Build Construction, ETDE FM) External: Treasury Board Treasury Board Secretariat Municipal partners Municipality of West Vancouver Municipality of Surrey

Key Audiences ……………………………………………………

x Members of Parliament o Don Davies – Vancouver Kingsway o Jasbir Sandhu – Surrey North

x Members of the Legislative Assembly o Sue Hammell – Surrey Green Timbers o Dr. Moira Stilwell – Vancouver Langara

x Provincial government officials o Ministry of Justice o Solicitor General

x City of Surrey o Mayor Diane Watts and Council o Planning and bylaw departments o Residents of Surrey

x City of Vancouver, in terms of future land use o Residents of Vancouver

x Municipal government officials in municipalities served by the RCMP x PWGSC employees x Other Government Departments (as future clients) x RCMP Employees x General Public x Translink


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Key Challenges and Opportunities…………………… Conflicting Agendas:

CHALLENGE: Coordinating communication activities with three distinct parties with their own mandates and policies. PWGSC is in a client-service provider role, and must remember this positioning.

OPPORTUNITY: By integrating our approach, for example through the establishment of integrated committee teams, PWGSC is able to coordinate communications that best serve all stakeholder interests to ensure Client and stakeholder satisfaction and positive perception of the Facility.

Conflicting Information:

CHALLENGE: Despite an appropriate level of integration, individual teams are still responsible for their own organizations with specific duties and mandates. This can result in conflicting messaging. The use of a Joint Communications Protocol and a commitment to sharing messages will ensure consistency in information about the Project.

OPPORTUNITY: PWGSC is best positioned to lead in the development and use of effective and appropriate communication messaging that benefits both the Project and its’ stakeholders.

Managing Perceptions:

CHALLENGE: Development of negative and/or conflicting perceptions. Internally: PWGSC employee “point of view” on operations and management of new facility. Externally: Discrepancies between Client or stakeholder perception of the Facility and communications activities pertaining to it.

OPPORTUNITY: Develop and use communications activities to positively affect existing perceptions of the new facility. For example, provide the RCMP with better messaging to counter any existing negative internal employee perceptions of the Facility.

Operational Period:

CHALLENGE: PWGSC staff involved with Operations may not be familiar with the Project or P3’s in general, and therefore may miss the nuisances of this Project Agreement, as well as the uniqueness of the stakeholder relationship involved with the Project.

OPPORTUNITY: PWGSC will develop and implement an Engagement Strategy that will encourage a deeper understanding of the Project.


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Risk of an Integrated Team: CHALLENGE: Lines of responsibility and accountability become blurred internally; Questions are raised as to who becomes responsible for (x), and is it appropriate for that party to take responsibility of (x).

OPPORTUNITY: Creation of active dialogue between all parties through the use of integrated teams and committees to ensure stakeholder satisfaction with the Project.

Understanding PWGSC’s Role within the Project:

CHALLENGE: Highlighting PWGSC accomplishments in an environment were the Client profile is more prominent in terms of how the public relates to Project.

OPPORTUNITY: PWGSC must manage communication activities to enhance/ increase public visibility, and promote PWGSC’s role in the Project.

Cost of Project in P3 Context:

CHALLENGE: Perception that the province and municipalities are paying directly for the Facility, and the differences between upfront capital costs and a P3-DBFM approach.

OPPORTUNITY: PWGSC will continue using consistent messaging to maintain transparency and accountability of taxpayer funds.

Key Strategies ………………………………………… In order to effectively deliver a strong communications approach to capitalize on current and future communications opportunities, PWGSC has formulated distinct strategies to tackle various aspects of the Transition and Close-Out Phases. Strategies are located in the Appendix. Internal Communications Strategy Ensure a coordinated approach between all key stakeholders is managed in the development and employment of communications activities and messages. Service Plan Transition Strategy This plan outlines three distinct phases in the Transition to the new Facility, Engagement, the Move and User orientation, and will ensure that the client and end user is familiarized with Facility operations and services that directly affect or at the disposal of the user. Stakeholders associated with this plan include the PWGSC, RCMP, Project Co., and Move Management Contractors (MMC).


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External Communications Strategy To encourage positive public and media perception of the new Facility, and to manage increased publicity of the Facility as the Project transitions from construction to building completion and occupancy by Client. Included is an Event Plan associated with the Grand Opening. Transportation Strategy Provide options for addressing various transportation concerns (RCMP employees concerned with commuting to/ from the site). Engagement Strategy While the Project Team is currently working towards service commencement, we also recognize the need to educate other PWGSC stakeholders on the Project Agreement to assist integration. This strategy, therefore, concerns the engagement of senior Operational staff to aid their understanding of what is required in the Operational Phase.

Critical Timeline………………………………………………… Organization Activity Critical Date PWGSC Facility tours prior to Grand Opening

Governance Requirements

x Ongoing Steering Committee meetings x Presentation for SPAC

Update fact sheet

x Graphics and Images- Hire CP photographer

x Media Lines x Q’s and A’s for Project completion

Facilitate Engagement workshops

x Assist within departments who are acting as operational representatives (PTS and ATM) once facility in full operations

x Ongoing relations with Project Co. (specifically GTAP)

Facilitate Grand Opening Event

x Event Plan x Liaise with Public Safety Council and RCMP

Information kit for Ministers

Ongoing Ongoing Ongoing x March 16, 2012

Feb- summer 2012 Summer 2013


May 2012 8

RCMP Facility tours prior to Grand Opening Photo montage

x Assisted by PWGSC Storyboards and Memorabilia Grand Opening Event

x Welcome Package

Ongoing Summer 2013

Project Co. Facility tours prior to Grand Opening Work with RCMP in the development of Welcome Package for employees

Ongoing Spring-Summer 2013

Move Management Contactor (MMC)

Orientation Package Prior to move

Resources Required ……………………………………………

x Co-op student x Potential for consultants x Printing costs x Photography

Evaluation …………………………………………………………… The success of the Transition and Close-Out of the Project will be measured in three areas:

x Media engagement, in terms of the number of articles published regarding the Project, and the tone of articles

x Stakeholder engagement with the Project during Close-Out x Positive public reception of the building, and perception of Value for Money

achieved x End-user satisfaction (PWGSC and RCMP employees)

The Communications Protocol between PWGSC and the RCMP will also be monitored and evaluated on a regular basis to see if there is room for more efficient and effective practices to be introduced.


May 2012 9

Internal Communications Plan Purpose: PWGSC & RCMP: Ensure a coordinated approach between all key stakeholders in the development and employment of communications activities and messages. Objectives:

1. Maintain governance requirements through ongoing steering committee meetings, and presenting to the Special advisory committee (SPAC).

2. To assist Operational staff to gain a deeper understanding of how communications are conducted in an integrated team setting, and how to continue this environment into Service Commencement.

Strategy: When working within an integrated team environment, it is essential to respect the mandates and policies of all stakeholders to ensure internal communications are respectful and appropriate. For the Close-Out phase of the Project, PWGSC will be repositioning employees of the Project Team once the transfer of ownership to the Client occurs. Engagement with staff will take place on procedures regarding re-integration of Project Team employees into other PWGSC departments. The RCMP will be vacating leased office space over a short period of time, and there is an opportunity for PWGSC to take advantage of the vacated office space. Audience/ Participants:

x The RCMP E Division Relocation Project Team x RCMP employees involved in Integrated activities x GTAP (Bouygues Canada, Bird Construction, ETDE FM)

Key Challenges:

x IM and Audit Readiness o EDRM o Records management o Best practices

x Assist government branches who are acting as operational representatives once facility in full operations

o Such that they understand the project agreement o Reps are from PTS (professional technical services ) and ATM (Portfolio

Management) o Understand unique elements in project agreement as opposed to more

traditional FM contract o Setting up the right relationship to both client and GTAP / ETDE as FM

team


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May 2012 11

Internal Communications- Service Plan Purpose: PWGSC will aid RCMP, the client and end user, in ensuring users are familiarized with Facility operations and services that directly affect or at the disposal of the user. An Engagement Plan, Move Plan and a User Orientation Plan are included as components of the overall Service Plan. Objectives:

1. Ensure users are familiarized with the new Facility through the use of a variety of communications tools and resources. User feels welcome in the space, and able to use the Facility to its potential.

2. User understands Facility maintenance and services, emergency protocols and procedures, access to building, IT and security, Facility amenities, and methods to reach Points of Contact for user information, questions and concerns.

Key Messages:

x The continued use of Workplace 2.0 practices x The ongoing management of the Project Agreement and Project relations with

GTAP o This includes life-cycle benefits:

� Performance based contract � Ongoing life-cycle maintenance repair and renewal as part of the

P3-DBFM process x Ways PWGSC has redefined the P3 process

o Integrated Partnership Committee: now considered an international best practice

o Level of involvement in design process o Flexible process for Request for Proposals

Key Challenges:

x E n g a g e m e n t

Roles and Responsibilities

PWGSC - Engagement Sessions with PWGSC, RCMP, and Project Co. - Demonstrate innovation and expertise in the development and use of Best Practices - Motivate the implementation of RCMP Move Champions

RCMP - Engagement of RCMP Move Champions (senior leadership) to use opportunities to deliver key messages (i.e. town halls)

Project Co.

- Participation in the Engagement Sessions- Transition to the Operational Period


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x Move Plan


PWGSC - Support the development of tools and resources to aid the Move-In process

RCMP - Move Coordinators/ Ambassadors to liaise with Move Management Contractors - Establishment and communication of internal RCMP “Points of Contact” for employee questions and concerns

o Move Ambassadors/ Coordinators � Move Coordinators kick off meeting � Articulate to users what “point of contact”

has what information, and how employees are to access these resources.

� Determine process of answering user questions and concerns

� Articulate to users what “point of contact” has what information, and how employees are to access these resources.

Project Co. - Coordination of move schedules with RCMP to ensure work stations are complete and ready

Move Management Contractor

- Orientation Package o Information regarding what to pack and what to

leave at the existing facility o Where employees move to; Inclusion of floor plans

and maps as a guide for employees o Move schedule and move-in dates o Key Considerations:

� Format x Move packages/ Information kits,

online fact sheet, reminder emails � Who will compile this information

o Move-Out Plan in place � Host a Purge Party (4 weeks advance of

move) � Clean up day party � Use of a Purging Protocol


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x Orientation


PWGSC - Evaluation of User satisfaction

RCMP - Welcome Packages o Printed

� Building Access x Hours of operation x Access points and emergency exits x Access requirements (security pass,

ID, etc.) � Security

x Contact information & building location x Front Desk Help

� IT access � Building Access

x Hours of operation x Access points and emergency exits x Access requirements (security pass,

ID, etc.) o Online

� Access to Amenities � Catering � Booking rooms � Emergency Plans and Procedures

x Will this information be updated, and how often? How will employees receive updates?

o Videos � Tutorials � Virtual tours

o Town halls for in-person orientations from Senior Leadership

-Way-finding o Printed maps and guides o Way-finding signage o Move-In maps and signs o Tours o Open House/ walk-through

� Specific information kits or folders - Design elements used as communication tools:

o Storyboards o Pictures o Memorabilia


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Project Co. - Facilities Management o Point of contact for item related to workplace

maintenance (burnt light bulbs, unclean bathrooms, requesting HVAC, etc.)

o Point of Contact list- Location and employee access

Audience and Participants: RCMP Relocation Project Team Facility Management Team: ETDE FM PWGSC Operational Team RCMP Employees Public Safety Council Ministers Next Steps: -Organize Engagement sessions with appropriate parties discussing each phase of the Transition and Close-Out - Develop tools and resources to account for the different phases of the Transition and Close-Out


May 2012 15

External Communications Plan Purpose: To encourage positive public and media perception of the new Facility, and to manage increased publicity as the Project transitions from construction to building completion and occupancy by Client. Objectives:

1. The Grand Opening Event will attract high media and public attention, therefore specific activities will take place to monitor media articles about the Facility.

2. The Project Team will develop key messaging and engage in communications opportunities to promote positive public reception of the new RCMP E Division Headquarters.

Strategy: Media relations will be the focus of the External Communications Plan. PWGSC will strive to keep Q/A’S, online fact sheet and web information, and media lines updated and accurate. There will also be added emphasis on the production and use of videos or images to reflect Project progress and information. PWGSC will produce a Media Relations Plan that will aim to tell a strong story and positively reflect on the Project. This plan will ensure that Project information is developed ahead of time and made easily accessible. Key Messages:

x Expected LEED Gold status of the Facility x Project remained On Time, On Budget, On Scope x Value for money

o Purpose-built facility with room for future growth x The new Facility represents the first federal accommodation P3-DBFM, and the

largest federal accommodation project outside of the national capital region Communications Activities and Deliverables: Activity Date Notes Update fact sheet March 2012 -Graphics and images- hire

CP photographer -Media lines -Q’s and A’s for project completion

Project tours Close to construction completion

-Pacific Regional Council -Federal Council -Assistant Deputy Minister John McBain


May 2012 16

RCMP project tours To coincide with PWGSC project tours

-Assist with tour for Mayors where necessary

Photo montage Pre-groundbreaking through to completion

-Compiled by RCMP and PWGSC

Press Kits Grand Opening Event -To be provided to select invited media

Information Kits for Ministers Prior to Grand Opening Event

Audience/ Participants: Engagement with external stakeholders

x KEY OGD/ agencies x Industry associations or other facility groups x City of Surrey x Treasury Board x Office of the Auditor General

*retrieve document containing “who this region views as a key stakeholder”


May 2012 17

Draft Transportation Strategy RCMP E Division Headquarters Relocation Project Purpose: Many RCMP employees, currently located at the existing RCMP E Division Headquarters in the City of Vancouver, will have to adjust their transportation routes/methods for getting to and from work when E Division Headquarters moves to the City of Surrey. As both RCMP and PWGSC recognize that various federal policies and directives have impacted the amount of available parking on site (i.e. security requirements and environmental considerations) and the potential cost of parking on site, the integrated Project Team is actively seeking ways to appropriately support the transportation needs of RCMP employees to/from work. The purpose of this strategy is to identify various opportunities to boost the transportation options of employees in getting to the Green Timbers site while still respecting Treasury Board, PWGSC and RCMP directives and policies on employee parking. Objectives:

- Determine both public and private means of getting to the site. - Explore potential existing synergies created by the close proximity of the

Surrey Outpatient Hospital for providing transportation related services for employees.

- Explore third party options for management of parking and other services. - Address safety and security concerns for employees (i.e. pedestrian routes). - Ensure that parking management, including pay per usage, is in line with TB,

RCMP and PWGSC policies.

Key Stakeholders: - RCMP and PWGSC Senior Management - PWGSC Accommodation Management - RCMP Employees - GTAP - Translink /Coast Mountain Bus - Provincial Emergency Program (PEP) - Surrey Nature Centre - City of Surrey - PSAC, DSRR (Unions) - Fraser Health Authority and Surrey Outpatient Hospital - Surrey Downtown Business Improvement Association

Key Considerations:

- PWGSC Accommodation Management is currently conducting a market study on parking at Crown-owned sites (including Surrey Federal Ops Building and Fairmont) with the intent of determining a market rate to charge for parking at these sites.


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- RCMP employees currently do not pay for parking at the current E Division HQ in Vancouver and crown owned and lease spaces in Surrey

- Some employees will experience a decrease in travel time and cost associated with transportation to and from the new HQ in Surrey, while others may see an increase.

- A number of employees have been vocal in their displeasure at the move and the associated impacts on their commute to work.

- Safety and security concerns for those walking to the site from either transit routes or off-site parking.

- Current planned parking space will not accommodate all employees’ parking needs.

- Translink bus service currently stops 1.5 km away from the site; employees would have to walk the remaining 1.5 km.

- There is currently no bus service onto Green Timbers Way although the road has been designed to accommodate bus traffic with pull-outs and areas for bus shelters already in place.

- Both RCMP and PWGSC wish to support RCMP employees by providing appropriate solutions to accommodate a greater reliance on public transportation.

- The City of Surrey may wish to leverage this project and the anticipated number of RCMP employees working in the Green Timbers area to encourage Translink to improve service in the area.

- Fraser Health Authority (Surrey Out-Patient Facility) is also considering alternate transportation support for staff at the SOPF (i.e. additional parking, shuttle bus).

- RCMP practices for providing parking for employees at other headquarters facilities (outside of PWGSC space and leased space) varies across the country.

- Treasury Board Directives on Employee Parking. - PWGSC policies and practices regarding employee parking at other federal

sites/facilities. - Limited time frame: importance of having a program in place prior to service

commencement date. - Existing parking allocation for the site already exceeds City of Surrey bylaw

requirements. - Recognition of environmental stewardship priorities by encouraging the use

of alternate transportation (i.e. car-pooling, bike, etc.). - Risk of RCMP employees and visitors using free parking intended for Surrey

Nature Centre visitors or Provincial Emergency Program (PEP) visitors. - Risk of RCMP employees and visitors using Surrey Outpatient Hospital

parking and vice verse. Strategic Action Items:

- Develop Terms of Reference to be provided to GTAP along with an advice.


May 2012 19

- Issue advice to GTAP requesting that GTAP provide a comprehensive transportation and related employee services proposal as an innovation. This proposal could potentially include:

o Parking management services o Translink Employee Pass management o Various proposals for shuttling employees to/from the nearest

Skytrain station

- Continue to work with Translink and the City of Surrey to improve public transportation in the area and improve pedestrian access.

Next Steps: - Seek endorsement of strategy from PWGSC/RCMP senior leadership - Provide comments/feedback on draft strategy - Prepare Terms of Reference and advice for GTAP to be issued by February 8, 2012.


May 2012 20


May 2012 21

Draft Engagement Strategy– Transition to Operational Period RCMP E Division Headquarters Relocation Project Purpose: The public private partnership (P3) model used for the RCMP E Division Headquarters Relocation Project also included a 25 year maintenance agreement. While P3s are an additional option in the spectrum of AFD service delivery mechanisms, the P3 model brings some unique elements that requires the department (PWGSC) to broaden its knowledge base in order to effectively mange the long term Project Agreement (PA). While the Project Team is currently working towards service commencement, we also recognize the need to educate other PWGSC stakeholders on the Project Agreement to assist integration. Objectives:

x Build an understanding of the PA as a service delivery tool and PWGSC’s contractual requirements under the PA.

x Determine the organizational structure to support this agreement. x Engage regional senior leadership in the on-going successful management of

this project and identify “champions” to moving into the maintenance portion of the agreement.

x Provide operational representatives with a risk management framework (representative of the P3 context) in which to evaluate service plans.

x Extend the well-established relationship between Canada and Project Co to include directors and managers outside of the project team.

x Ensure that the correct environment exists for the successful management of the 25 year Project Agreement.

x Demonstrate how the PA meets various departmental objectives, including the Regional Strategic Plan, Service/Stewardship mandates, and MAF.

Audience/Participants: x Directors and senior staff within the following units:

o Regional Director General o Professional and Technical Services (RD and Senior Staff) o Accommodation and Portfolio Management (RD and Senior Staff) o Client Service Director (RCMP) o Finance o P3 Centre of Expertise o RCMP o GTAP o Legal representatives (in an advisory capacity)


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Strategy: In order to efficiently deliver complex information to stakeholders the project team proposes to hold a series of education sessions for target audience groups. The intent of these sessions is to provide participants with an appropriate level of understanding of both the PA and its application from a departmental perspective, as well as an opportunity for participants to ask relevant questions. The intent is to initiate dialogue as opposed to a one-way flow of information. In order to better understand what issues need to be addressed in these sessions, a pre-interview will be held with each participant (based on their availability). Once sessions are complete, post-interviews will be held to determine the effectiveness of the sessions and any additional educational requirements. The sessions focused on Facility Management Plan assessment are intended to orient the joint RCMP and PWGSC Operational Period Team evaluating Facility Management Plans (submitted by GTAP) within the context of a Risk Management Framework. The sessions are as follows: *Group 1: Alain, Rocky, Amanda, Carlos, Frank, Pretipal

*Group 2: Middle managers and/staff with direct involvement in the operational period (i.e. Albert, Cheryl, Errol, etc.)

*Group 3: Joint (PWGSC/RCMP) Operational Representatives team

Session Participants Content Dates (tbd) Day 1 – Session 1

Group 1, Legal team, Project team

-Overview of P3 model -Overview of PA -Benefits/Risks of PA -Canada’s legal accountabilities under PA -Qs & As with legal team -Role of Champions

Target April 3 – 5, 2012

Day 1 – Session 2

Group 1, Legal team, GTAP, Project team

-Discussion of responsibilities with GTAP -Existing frameworks -Delegations required


Day 2 – Session 1

Group 1, Group 2, Legal team, Project team

-Group 1 to help set direction for Group 2 -further explanation of legal requirements and operational impacts on PWGSC -Qs and As


Day 2 – Session 2

Group 2, GTAP, Project team

-Overview of Joint Operational Committee -Understanding the GTAP/ETDE vision for FM -Discussion of Best Practices for FM (based on other ETDE/Ecovert-managed facilities)

Day 3 – Session 1

Group 1, Legal, GTAP, RCMP project team,

-presentation of “vision/plan” for operational period

Tbd


May 2012 23

PWGSC project team (Potential Steering Committee Mtg.)

Day 4 – Session 1

Risk Management Framework Group 3, Legal

Risk Management Framework for evaluation of Facility Management Plans (framework to be provided)


Day 5 – Session 1

Service Plan Assessment Group 3, Legal (tbd)

Assessment of Facility Management Plans in context of Risk Management Framework

Target May 7 – 11, 2012

Tools: - Project Agreement - PA Summary document - Risk Management Framework for assessment of Facility Management Plans - Other graphics

Timeline: - February to Summer 2012

Resources: - Legal team (Bull Houser Tupper) to participate in meetings - Logistical resources (i.e. meeting space, etc.)

Evaluation: - Post-interviews to determine effectiveness of sessions and understanding of PA,

the department’s roles and responsibilities under the PA, and how to best meet the intended spirit of the PA.

rcmp hq relocation communications plan [excerpt]

Documents

project team

closeout phase

communications objectives

holistic approach pwgsc

integrated approach

tailored approach

kind of approach

increased public visibility