Feasibility report (for Space Projects)

Feasibility report (for Space Projects) (Word, 422KB)

<Project Name>
<Location (if applicable)>

National Project Management System

Feasibility Phase

Version:  July 02, 2013
Prepared by:
Lease Number:

On this page


The feasibility report (FR) presents the project parameters and defines the potential solutions to the defined problem, need or opportunity. It expands on each of these potential solutions, providing sufficient detail and non-financial evaluations to permit the project leader to recommend to the approving authority all viable potential solutions that should be further analyzed in the next phase (investment analysis report [IAR]). The FR should also justify why any potential solutions were considered to be non-viable or considered to be non-compliant with government policy and/or project objectives and therefore not considered further.

Executive Summary

  1. Statement of the problem/opportunity
    • Problem/Opportunity definition
  2. Previous Approvals, decision or agreements (if applicable)
  3. Special issues to Regional Investment Management Board/Real Property Investment Board (if applicable)
    • Risk management
    • Potential political consideration
    • Timing
    • Legal issues
    • Client issues
    • Department’s sustainable development targets
    • Heritage conservation
    • Public sensitivity
    • Recent or ongoing related projects
  4. List options to be analyzed

1.0 Problem/Opportunity Definition

  1. General Information
    • Client requirement
    • Occupancy Expiry Date
    • New Acquisition Date
    • Deadline to exercise lease option(s) (if applicable)
    • Location of space (address)
  2. Drivers
    • Program requirements
    • Current Accommodation not suitable (if applicable)
    • Possible opportunities
  3. Previous approvals, decisions or agreements:
    • Real Property Investment Board (RPIB)
    • Regional Investment Management Board decision (RIMB)
    • Treasury Board approvals (TB)
    • Cabinet or Ministerial decision
    • Interdepartmental agreement
  4. Special Involvement of other departments


This section should not include any indication of the proposed solution. Its purpose is to concentrate on what drives the project.

2.0 Background

2.1 Project History

2.2 Building Condition

  1. Brief description of building
    • Age, area, location, main characteristics, classification of the building, building owner
    • History of occupancy (When did the federal government begin leasing in this building? How was this space acquired initially?)
    • Environmental performance assessment (BOMA BESt, LEED, etc.)
  2. Overall condition
    • Building Performance Report (Building-related problems and impacts)
    • Recent renovations, refresh projects or tenant service projects, and fit-up condition
    • Accessibility Report (if not available; must have a confirmation from Property Management on condition, and should include the estimated date that the report will be available)
    • Lease Condition Report (LCR) (if not available; must have a confirmation from Property Management on condition, and should include the estimated date that the report will be available)

2.3 Tenant Considerations

  1. Description of tenants
    • Background information on tenants
    • Inventory of current occupancies for Client Departments
    • Nature of program(s) that may be impacted by this requirement
  2. Impact of current problem/opportunity on tenants (if applicable)
    • Additional tenant costs
    • Disruption of Program
    • Required relocation
    • In-service date
  3. Client liaison activities (if applicable)
    • How client concerns are currently being dealt with

The table presents, for each address or client, the Client occupancy starting date, the expiry date, the options left, the amount of office space occupied, the Special Purpose Space occupied, and the total amount of space occupied.

Inventory of current occupancies in the region (This information is from the OI List.)
Name or address Client Occupancy Starting Date Expiry Date Lease Expiry Date Options Left Office SPS Total r
u r u r
Fontaine Apr. 1, 2009 Dec. 31, 2013 Dec. 31, 2022   117.6 129.2     129.2
Monclair May 1, 2010 Mar. 31, 2013 Apr. 30, 2020   1,350.1 1,357.9     1,357.9
Saint-Joseph May 1, 2010 Aug. 31, 2014 Aug. 31, 2014 1 X 5Y 195.6 225.9     225.9
Vincent Massey Aug. 1, 2011 Mar. 31, 2016 Jul. 31, 2036   1,477.0 2,429.0 752.8 884.3 3,313.3
Grand Total 3,140.3 4,142.0 752.8 884.3 5,026.3

Current client(s) occupancies affected by this requirement

Note: Special Purpose Space (SPS) and office, even if they are the same rate, they should always be shown separately.

The table presents, for each client, the lease number, the occupancy instrument, the type of funding (reimbursing or not), the type of space, the number of FTEs, the amount of space occupied, the number of parking and the occupancy expiry.

Client Lease No OI Funding Type of Space FTEs u r Parking Occupancy Expiry
ABC 123456 4A0000 Non-reimbursing Office
62 1,000.0
2 May 31, 2015
123457 4A0001 Reimbursing Office 46 750.0 844.2 3 May 31, 2015
Total for ABC 108 2,250.0 2,532.6 5  

2.4 Strategic Context

  1. Describe how the problem/opportunity relates to current strategies and plans
    • National Investment Strategy (NIS)
    • Regional Investment Strategy (RIS)
    • Community Based Investment Strategy (CBIS)
    • Portfolio Strategy
    • Strategic Action Plan
    • Lease Action Plan
    • Client Strategy (Explain the client's long-term and short-term accommodation strategy)
    • Government of Canada Workplace 2.0 (WP2.0) fit-up standards
  2. Meet with Portfolio Management, Owner Investor Analyst, Asset Manager and any other relevant stakeholders, to ensure that all necessary background information is included; any additional directives from upper management, priorities, budget cuts, strategic and operating review, etc. Also, obtain a copy of the Accommodation Projects 101 Workbook, which explains PSPC's accommodation project processes and helps guide you through the implementation of an accommodation project from start to finish.

2.5 Stakeholders

  1. List all the relevant stakeholders who have an involvement in the problem/opportunity
  2. Briefly describe their stake

3.0 Project Scope

  1. Requirements (for Project scopeFootnote 1)
    • Space required: number of FTEs to accommodate, of Special Purpose Space (SPS), of storage (warehouse, training rooms, etc.,)
    • Type of space (identify if any non-compliant space or SPS was approved by PSPC)
    • Swing Space (if applicable)
    • Geographical boundaries including justification of boundaries chosen
      • North:
      • South:
      • West:
      • East:
    • Identify the City and Province. Identify unique program and/or operational requirements that may further restrict the geographic boundaries as per the Geographic Boundaries Procedure (page available on Government of Canada network only).
    • Date by which space is required
    • Length of term as required by client
  2. PSPC Space Allocation Limits (see table below)
    • Number of FTEs
    • Space entitlement (u/ r) as per Space Allocation Limits (WP2.0)
    • Ratio u/FTE (current vs. WP2.0)
    • Determine if space is quasi-judicial; if yes, WP2.0 entitlement is different
    • If client is above u/FTE target, justification is required
    • Requirements for compliance to WP 2.0 fit-up standards and exemptions (non-compliant space)
  3. Operational parking requirements (as per the custodial parking policy)
  4. Special considerations (if applicable)
    • Specific location within a building (ground floor, retail space, etc.)
    • Specific type of location
    • Security requirements (highly sensitive)
    • Heritage building
  5. Client demand forecast (if applicable)
    • Factors influencing future demand
    • Likelihood of factors
    • Impact on client requirements
    • Future changes in funding levels
  6. Occupancy commitments (client commitment vs. lease term)
  7. Impact on space envelope and source of client funding (ECF or Non-Reimbursing)

Space Allocation Standards based on future project requirement

The table presents, for each client, the type of space, the number of FTEs, the space allocation limits, the requested space, the variance and the utilization rate.

Client Type of Space FTEs Space Allocation Limits (u) Requested Space (u) Variance (+/-) Utilization rate
(u /FTE)
X Office – General Administration 183 Office 
2,429.12 2,430 0 12.92
Y Office – Public Contact 0 0 0 0 n/a
Z Office – Quasi-Judicial 0 0 0 0 n/a
Total Usable Area Required 188 2,429.12 2,430   12.92

4.0 Identification and Analysis of Options

4.1 Options Considered

Note: Status quo must be fully analyzed and the consequences of maintaining the status quo are identified. For space projects, Status quo is the option of renewing the lease. Refer to Base Case (Status Quo) Scenario.

4.2 Analysis of Non-Financial Factors/Preliminary Risk Assessment

Advantage and Disadvantage and Preliminary Risk Assessment Table (example)

The table presents examples of options, their advantages, disadvantages, and preliminary risk assessments for each options.

Option Advantages Disadvantages Preliminary Risk Assessment
Option #1
Renewal In-Situ
  • Benefit from client investments and current infrastructure
  • No disruption to the tenants program delivery and services to Canadians
  • Non-competitive process
  • Risk of user needs not being met (low): client has confirmed that they are satisfied in their current space
  • Risk of changing requirements (low): client has confirmed their requirements through SOR and CARQ
Option #2
Lease Tender Call
  • Open transparent and competitive process
  • Space alignment with OAF
  • Risk of not finding suitable alternative space
  • Limited internal resources
  • Disruption to client
  • New fit-up required, longer project delivery timeline
  • Risk of user needs not being met (medium): there is a risk that adequate space cannot be found
  • Risk of changing requirements (medium): once a functional program is completed, the client may modify their requirements

Some examples of non-financial factors are the following:

Some examples of risk factors relevant to each option (ranked High, Medium or Low) are the following:

4.3 Non Feasible Options

4.4 Feasible Options

5.0 Recommended Options for Further Analysis

6.0 Project Team, Approval and Signatures

Position Organization Name
Project Director    
Senior Project Leader    
CASA or Accommodation Manager    
Senior Project Manager    
Project Manager    
Prof. and Tech. Resources    
Senior Financial Advisor    
Property Manager    
Other (specify)    
Action Date Signature
Prepared by

Project Leader

Reviewed by    
Recommended by    
Approved by    
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