Full investment analysis report (for asset projects at project approval and initial expenditure authority)

Full investment analysis report (for asset projects at project approval and initial expenditure authority) (DOC, 160KB)

<Project name>
<Location>

National Project Management System
Analysis phase
Version: March 2019
Prepared by:
Date:
SIGMA number:

On this page

This template serves as a helpful tool for preparing an investment analysis report (IAR). It does not replace the "Guide for the Preparation of investment analysis reports". The template has been approved by National Portfolio Management and the 2009 Guide is currently in the process of being updated.

Note

Please attach (or copy) the Summary Cash Flow Table (from Real Property Project Funding and Cost Planning Workbook). For any National Project Management System (NPMS) full project that is, or potentially may be, requesting capital funding (Vote 5, B141 or B143), a betterment test is required to validate the funding. Choices include completion of the Real Property (RP) Project Funding and Cost Planning Workbook for work in crown-owned buildings, or contacting Finance and Administration Branch (FAB) directly for a manual betterment test for those projects with other “focuses” (that is: lease, engineering asset, infrastructure, etc.).

Executive summary

The purpose of the revised Executive Summary is to provide a brief overview of the most essential and relevant information concerning the project for decision-makers. This summary will replace the Integrated Investment Plan (IIP) Project Summary and should be written in a narrative sense, as opposed to using bullet points.

Project description

Instructions

  • In this section, start with a clear statement of the proposal that is being recommended for approval. This includes the authorities requested (e.g. project approval [PA]/expenditure authority [EA] or amended PA/EA) and a brief definition of the project scope (e.g. renovate/retrofit a building, undertake base building modifications, replace a building component, bridge or dam, etc.), amount of space (m2) (as required), total project cost (e.g. base building estimate and/or fit-up) and timing (e.g. in-service date/end construction date). The name(s) of the client department(s) must be identified, along with relevant space requirements, if the project driver is a renovation/repairs to a Crown building that accommodates clients being affected.
  • As an example, use the following wording to begin the statement, as follows:
    • For project seeking the first expenditure authority (EA1)
      The project is seeking project approval in the amount of [insert amount and indicate amount before taxes] and expenditure authorityFootnote 1 in the amount of [insert amount and indicate amount before taxes]Footnote 2, to [indicate purpose]. The in-service date or construction end date is [insert date]. expenditure authority is being sought to proceed with the development of design specifications and to obtain substantive cost estimates for EA2.

Project information

Project background

  • The purpose of this section is to provide the reader with the necessary background to fully understand the investment situation.
  • Provide brief history of the current project and the rationale for undertaking this project (problem/opportunity statement). This should clearly define what factors or issues are driving the initiation of the project and how the project will address these issues. For all projects, indicate information on current location.
  • Projects may be launched for a number of reasons such as: to maintain or improve an asset; Issues related to insufficient effectiveness of a system; improving environmental performance; or to address an urgent health & safety situation. Make reference to any portfolio planning considerations that may be driving the requirement for the project. If applicable, comment on the urgency of the project (e.g. current condition, if represents health and safety issues, components that are old and obsolete and why the need to replace or repair etc.).

Project scope

[Please ensure project scope is well reflected in Callipers under “Activities covered by project complexity and risk assessment (PCRA)”]

Instructions

  • Summarize and provide a brief description of the project scope and the key requirements that are being addressed in this project.
    • For asset-based projects involving existing assets:
      • Provide information on the location of the asset, ensure to summarize any pertinent information concerning the asset’s condition and performance, including identifying other project requirements related to the asset.
      • Identify all the requirements (generally technical requirements) related to the building components or systems that will be replaced, upgraded or repaired.
      • Identify if the requirements were identified in the Building Condition Report, Asset Management Plan or Building Management Plan.
  • Identify any dependencies and impacts (previous project approvals, branches, other projects, contracting, legal, announcements, communications, etc.) that are dependent on the outcomes of this project or whether this project is dependent on the outcomes of another project. [Ensure consistency with Callipers (questions 58 and 59)]
  • Indicate any special issues that need to be brought to the attention of decision-makers. These issues may pertain to level of urgency, health & safety, risk management, potential political considerations, timing, legal issues, and issues regarding the department’s sustainable development targets, heritage conservation considerations or areas of public sensitivity with respect to the project.

Options considered and a brief description of option selected with justification

Instructions

  • Identify and list the options that were considered (non-feasible and feasible options) and analyzed. Illustrate the results of the financial analysis in the form of a table showing the PVCOA and the risk-adjusted PVCOA (if calculated) for each feasible option. 
    • Feasible
      • Option 1 (Present Value Cost $XXM – construction cost $XXM)
      • Option 2 (Present Value Cost $XXM – construction cost $XXM)
    • Non-feasible
      • Option 3
  • The selected option should include a concise statement that explains the rationale for selecting the recommended option. The recommendation should be based upon the financial, non-financial and risk factors that contribute to making this the best value approach.
  • As per the TBS-PSPC IIP Protocol, please complete the table (below) and indicate whether Minister Engagement for the project is required.

This table is only an example and contains no data.

Yes ☐  No ☐ (check one)

Criteria for minister engagement
Criteria for minister engagement YesTable "Criteria for minister engagement" note 3/No Notes
The project, or others associated to it, is likely to attract negative media coverage.    
The project is part of a government-wide initiative.    
The project is related to observations from Office of the Auditor General (OAG).    
The Minister has shown interest or has been briefed on this project or others of a similar nature in the past (e.g. Minister briefings, Treasury Board (TB) submissions, speeches, etc.).    
The project has significant security considerations.    
The project is high risk or high dollar value.    

Table "Criteria for minister engagement" note

Table "Criteria for minister engagement" note 3

Yes indicates that the Minister may require a briefing on the project as per governance.

Return to table "Criteria for minister engagement" note 3 referrer

Note 1:
Note 2:

Approval authorities and funding

Instructions

  • Provide the project complexity and risk assessment (PCRA) rating level with a score of  [%] for the project;
  • Identify the appropriate delegated authority required for project approval;
  • Indicate if there is a requirement for a TB Submission for Contracting Authority (CA) (e.g.: CA for design/CA for construction) and/or to access new funding. (e.g.: table below or similar)
Table no.
Item Amount Approval Authority
PA $X,XXX Assistant Deputy Minister (ADM), Real Property Services (RPS)
CA $X,XXX Treasury Board
PCRA/IIP Level 2 Real Property Investment Board
  • State the class of cost estimate (e.g. indicative or substantive). For projects seeking expenditure authority, it must be stated that substantive cost estimates have been provided.

Project cash flows

  • Provide cash flow by budget year in current dollars for one-time costs (e.g. fit-up/base building) using the IIP table provided below. Goods and services tax (GST)/ Harmonized Sales Tax (HST) are shown separately. Fill in yellow cells only and answer whether it is funded (Y/N), others are formulas.
  • Identify the source of funding (e.g. Vote 1, Operating B123, Vote 5 - Capital B141 and/or Fit-up B143) and Other government departments (OGD) direct (client) costs. (Note: Non-Furniture, fixture & equipment (FF&E) – OGD reimbursed via Revolving Fund line (table below) refers specifically to fit-up construction costs related to Special purpose space (SPS), non-compliant or other fit-up requirements).
Project construction costs (for IIP inclusion)
Categories Funded
Y/N 		Total cost Previous years IIP investment period (in thousands of dollars) Future years (2022-2023 and up)
2017-2018 2018-2019 2019-2020 2020-2021 2021-2022 Total 5-years
Public Services and Procurement Canada (PSPC) vote 1—Operating (B123) Y 1,303,839 569,854 325,874 254,111 154,000 N/A N/A 733,985 N/A
PSPC vote 5—Capital (B141) Y 14,084,700 52,000 3,850,250 6,957,250 3,225,200 N/A N/A 14,032,700 N/A
PSPC vote 5—Fit up (B143) Y 5,653,994 N/A 1,522,581 1,545,555 2,585,858 N/A N/A 5,653,994 N/A
Total vote 1 and 5 (before taxes) (a) N/A 21,042,533 621,854 5,698,705 8,756,916 5,965,058 N/A N/A 20,420,679 N/A
Non furniture, fixture & equipment (FF&E)—Other government departments (OGD) reimbursed via revolving fund (b) N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A
Total project construction cost (before taxes) (c) = (a) + (b) N/A 21,042,533 621,854 5,698,705 8,756,916 5,965,058 N/A N/A 20,420,679 N/A
Taxes (Goods and services tax [GST], Harmonized sales tax [HST], Provincial sales tax [PST]) N/A 2,735,529 80,841 740,832 1,138,399 775,458 N/A N/A 2,654,688 N/A
Total project construction cost (incl. taxes) (d) = (c) + taxes N/A 23,778,062 702,695 6,439,537 9,895,315 6,740,516 N/A N/A 23,075,367 N/A
FF&E (OGD reimbursed via revolving fund or directs costs, before taxes) = e Y 3,047,474 N/A 1,525,252 1,522,222 N/A N/A N/A 3,047,474 N/A
Total project construction cost (Project construction cost before taxes + FF&E) (f) = (c) + (e) N/A 24,090,007 621,854 7,223,957 10,279,138 5,965,058 N/A N/A 23,468,153 N/A

Project risks

Instructions

  • Using the table (below), provide a brief description/risk statement, indicate the risk assessment/risk level, and summarize the mitigation measures to effectively manage those risks.
  • This information should be in line with the risk management plan. Use same terminology as in Risk Management Plan for Risk Statements, Assessment and Response.
  • Identify the key risks associated with the implementation plan for the recommended option. These risks are typically the highest risks identified in the Risk Management Plan.
  • Indicate the risk allowance being requested for project implementation. This would be the sum of residual risk indicated in the Risk Management Plan.

This table is only an example and contains no data.

Risk allowance requested: $ XXX
Highest risk statements Risk assessment Risk response
     
     
     
     

1. Problem/Opportunity definition

  1. Key Issues (factors driving the initiation of the project)
    • Maintain or improve asset
    • Issues related to insufficient effectiveness of a system
    • Improving environmental performances
    • Client Requirements
    • Possible Opportunity
    • Emergency situation
  2. Previous approvals, decisions or agreements:
    • Regional Investment Management Board decision (RIMB)
    • Real Property Investment Board (RPIB)
    • Treasury Board approvals (TB)
    • Cabinet or Ministerial decision
    • Interdepartmental agreement

Note

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

2. Background

2.1 Project history

  1. Short history
    • Relationship to other projects or programs (if applicable)
  2. Compliance with NPMS

2.2 Building condition

  1. Brief description of the building
    • Age, area, location, main characteristics, classification of the building, building owner
    • Environmental performance assessment (BOMA BESt, LEED, etc.)
    • Heritage considerations
    • Strategic value of asset
  2. Future plans for use of asset
  3. Overall condition information from Building Condition Report, Properties Facilities Management, Building Management Plan, Asset Management Plan etc. (if applicable)
    • Building systems (Architectural, Structural, Fire Alarm System, Interior Condition, Mechanical Systems, Electrical Systems, Indoor Air Quality, etc.)
    • Limitations
    • Recent renovations
    • Facility Condition Index (FCI) (if applicable)
    • Upcoming requirements
    • Operational, financial, environmental and functional performance
    • Project related problems and impacts
    • Accessibility
    • Impact of current problem on tenants (if applicable)

2.3 Tenant considerations

  1. List the Occupants
  2. Type and amount of space occupied in form of a table (if appropriate)
  3. Information on client changes, movement, issues, etc. (if applicable)
Type and amount of space occupied
Client Type of space Square meter usable (m2u) Square meter rentable (m2r) Occupancy instrument (OI) expiry date
X Storage 473.9 494.3 August 31, 2016
Y Office
Special purpose space 		2,744.0
774.3 		2,982.6
807.5 		December 31, 2017
Z Office 6,900.0 7,495.1 September 30, 2018
Total usable area required 10,892.2 11,779.5    

2.4 Strategic context

  1. Describe how the problems/opportunities relate to current strategies and plans, such as:
    • National Investment Strategy (NIS)
    • Regional Investment Strategy (RIS)
    • Community Based Investment Strategy (CBIS)
    • Portfolio Strategy
    • Strategic Action Plan
    • Asset Management Plan
    • Building Management Plan
    • Client Strategy (Explain the client’s long-term and short-term accommodation strategy, if applicable)
  2. Meet with the Portfolio Management Sector, Owner Investor Analyst, Asset Manager, Accommodation 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.

2.5 Stakeholders

(Relevant groups who may be implicated in the problem/opportunity)

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

3. Project scope

  1. Requirements
    • Must identify all the requirements (generally technical requirements related to building components or systems that will be replaced, upgraded or added)
    • Identify if the requirements were identified in the Building Condition Reports (BCR), Asset Management Plans (AMP) or Building Management Plans (BMP)
  2. Highlight any special issues/requirements relative, but not restricted to the following:
    • Technical requirements
    • Level of urgency
    • Health and safety
    • Environmental requirements
    • Sustainable Development Strategy requirements
    • Requirement based on a current strategy
    • Policy requirements
    • Timing requirements
    • Security requirements
    • Accessibility requirements
    • Requirement to address the condition of the Asset
    • Heritage building
    • Client requirements
    • Other requirements

4. Identification & analysis of options

The information in the following section should only summarize the key findings of the feasibility report and should be updated, if applicable.

4.1 Options considered

Identify and describe all reasonable options for satisfying the project requirements.

4.2 Non feasible options

Clearly explain why the eliminated options are not considered for further analysis.

4.3 Feasible options

Clearly explain why the retained options are being considered for further analysis.

4.4 Financial analysis of options

Note 1

  • This section summarize the non-financial analysis of the feasibility report, except that a cost estimate and schedule of work for each option analyzed must now be included.
  • Status Quo option must always be fully analyzed. For asset projects, Status quo is the option of maintaining the asset as-is, with minor repairs when necessary. The estimated project cost for this option is the average maintenance cost per year.
  1. Description of options:
  • Option 1: Status Quo
    • Scope: Clearly explain the details of this option (what they consist of) and its limitation
  • Option 2:
    • Scope: Clearly explain the details of this option (what they consist of) and its limitation
    • This option includes/excludes:
    • Additional scope of work (compared to Option X)
  • Option 3:
    • Scope: Clearly explain the details of this option (what they consist of) and its limitation
    • This option includes/excludes:
    • Additional scope of work (compared to Option X)
  1. Advantage and Disadvantage and Cost/Schedule Estimate Table. For example:
Advantage and disadvantage, and cost/schedule estimate for options presented
  Advantages Disadvantages Cost & schedule
Option 1:
Status Quo
  • Disruption: No added disruptions to elevator service by removing elevators from service for upgrading.
  • Codes and standards: Does not address non-compliance with current barrier free design, B44 Elevator Safety Code, and safety bulletin from Technical Standards and Safety Authority
  • Future maintenance: Increased capital and maintenance costs due to the replacement of obsolete components of the existing control and drive systems.
  • Tenant satisfaction: Continued tenant dissatisfaction regarding elevator service and reliability including numerous shutdowns and entrapments.
  • Cost estimate: $XXXX (average cost of maintenance repair, and/or any opportunities cost if applicable)
  • Net present value (NPV) if applicable
  • Schedule (start and completion)
Option 2:
Upgrade to comply with current B44 elevator safety code only
  • Health and safety: The elevator system will have a significant overall improvement to the level of safety.
  • Codes & standards: Full compliance with current barrier free design, B44 Elevator Safety Code, and safety bulletin from Technical Standards and Safety Authority.
  • Disruption: Disruption to elevator service, as one elevator at a time will be down for approximately four to five weeks for upgrading.
  • Tenant satisfaction: No improvements in elevator service or reliability.
  • Future modernization: Approximately 15-20% of this work (and costs) would become redundant when a major modernization is carried out in the near future.
  • Energy efficiency: No energy-related savings as the original drive and control equipment would be retained.
  • Cost estimate: $XXXX (Total project cost estimate, current dollars, Class D, including GST/ HST of $XXX)
  • NPV if applicable
  • Schedule (start and completion)
Option 3:
Complete elevator modernization
  • Health and safety: The elevator system will have a significant overall improvement to the level of safety.
  • Codes and standards: Full compliance with current barrier free design, B44 Elevator Safety Code, and safety bulletin from Technical Standards and Safety Authority.
  • Long-term solution: Completely refurbished custom cab interiors that should not require refurbishing for another 10-15 years.
  • Tenant satisfaction: Significant improvement in elevator service and waiting times with the installation of microprocessor based computerized controls and dispatching as well as increased system reliability.
  • Energy efficiency: Elevator energy savings of approximately 40% with the installation of solid state motor drives and permanent magnet alternating current gearless drive machines.
  • Recapitalization project: Staging and timing of other projects within the complex may incur revisiting, upgrading or changing some base building which form part of this project.
  • Disruption: Longest shutdown time for each elevator. One elevator at a time will be out of service for approximately 12 weeks.
  • Cost estimate: $XXXX (Total project cost estimate, current dollars, Class D, including GST/ HST of $XXX)
  • NPV if applicable
  • Schedule (start and completion)
  • Some examples of advantage/disadvantage that can be used:
    • Project requirement satisfaction
    • Strategic compatibility (Long Term Vision and Plan, NIS, RIS, AMP, CBIS etc.)
    • Impact on diversity or balance of the inventory
    • Timing requirements respected
    • Support goals and objectives of PSPC Sustainable Development Strategy
    • Client requirements satisfaction
    • Suitability of accommodation
    • Health and Safety
    • Seismic/Code
    • Conservation of Heritage Value
    • Continuity of Operations
    • Flexibility
    • Disruptions to tenants
    • Accessibility
    • Federal presence
    • Good Neighbour Policy
    • Environmental factors
    • Aboriginal considerations
    • Cost
  1. For projects that require National approval, also use an "Evaluation Matrix for Qualitative Analysis"
    • Each factor should be explained
Example of evaluation matrix for qualitative analysis
Non-Financial factor Weight Option 1
score		 Option 2
score		 Option 3
score
Factor 1 30 30 27 30
Factor 2 25 22 25 25
Factor 3 20 17 10 16
Factor 4 15 15 5 12
Factor 5 10 8 6 6
Total score 100 92 73 89

Note 2

Not applicable if there is only one feasible option.

  1. Description of results of analysis and conclusion reached for each factor (must justify ratings)

4.5 Risk assessment

  1. Evaluation of relative level of risk for each option (Evaluation Matrix for Risks)

    Legend: Risk assessment matrix (3x3)

    Risk assessment Matrix (3x3). See long description below image.

    Image desciption

    This image indicates the score to attribute to a risk whether the impact and likelihood of the risk is low, moderate or high.

    • Impact Low: Normal
    • Impact Moderate: We could still function
    • Impact High: We couldn't function or our mandate would have to change
    • Likelihood Low: Normal or unlikely
    • Likelihood Moderate: Likely
    • Likelihood High: Very likely
    • Low impact and low likelihood: Accept risks - the score is 1
    • Low impact and moderate likelihood: Accept, but monitor risks - the score is 2
    • Low impact and high likelihood: Manage, mitigate and monitor risks - the score is 3
    • Moderate impact and low likelihood: Risk may be worth accepting with monitoring - the score is 2
    • Moderate impact and moderate likelihood: Management effort worthwhile, mitigate and monitor risks - the score is 4
    • Moderate impact and high likelihood: Must manage and monitor risk (inform senior management) - the score is 6
    • High impact and low likelihood: Considerable management and monitoring required - the score is 3
    • High impact and moderate likelihood: Manage and monitor risks (inform senior management) - the score is 6
    • High impact and high likelihood: Management (extensive senior management involvement) - the score is 9
    Example of evaluation table for risks
    Risk factors Option 1 Option 2 Option 3
    L Likelihood I Score L Likelihood I Score L Likelihood I Score
    Client requirements not being met M M 4            
    Changing client requirements L L 1            
    Timing delays L H 3            
    Cost increase L H 3            
    Negotiation risk L L 1            
    Market conditions L L 1            
    Funding M M 4            
    Lack of human resources L L 1            
    Total score     18            

Note 3

  • Table not applicable if there is only one feasible option.
  • For projects going to National, a 5x5 matrix (Very High-High-Moderate-Low-Very Low) is necessary.
  1. Examples of other risk factors relevant to each option
    • Risk that the project may not fully rectify an identified problem
    • Risk of user needs not being met
    • Risk of changing requirements
    • Risk of not meeting timing requirements
    • Risk of cost overruns
    • Risk of future performance being impaired
    • Risk of environmental degradation
    • Risk of exceeding approved funding
    • Risk of Base building System Failure
    • Risk related to Indoor Air Quality (IAQ)
    • Risk related to Fire Code Requirements
    • Risk related to a request for Non-Compliance
    • Risk of Political Pressure
    • Risk of client commitment to the project
    • Risk of changing priorities in the Federal Government or Department
    • Other related risks
  2. Explanation of the evaluation matrix per risk:
    • Description of results
  3. Conclusion of risk assessment :
    • Which option carries lowest level of risk? How does each option rank in terms of risk?
    • Do any of the options carry an unacceptable high level of risk?
    • Briefly summarize key findings from the evaluation matrix

4.6 Conclusions

  • Combination of results of all analysis (determine which option provides the overall best value to the federal government)
  • Considering results, what conclusions can be reached?
  • State why preferred option is better than the other options available
  • Convey through the conclusion that the recommended option represents "best value" to the Crown, particularly when it may not be the "least cost" option
  • Convey the risks of not proceeding with the recommended option to further articulate the need to implement the recommended option

5. Strategic impact

This table is only an example and contains no data.

Example of strategic and policy compliance checklist
Policy/Strategy Compliance Justification (always required)
Yes No
Asset/Building Management Plan      
Sustainable Development Strategy      
Good Neighbour Policy (if applicable)      
Community-Based Investment Strategy      
Regional Portfolio Strategy      

6. Recommendation

Maximum length of 2 paragraphs.

  1. Clear and detailed statement of the proposal being recommended for approval.
    • Project definition
    • Cost (HST, Class of estimate, Land Charges Act (LCA), Risk allowance)
    • Timing
  2. Comments on urgency of project
  3. Issues to be brought to the attention of RPIB or RIMB (decision makers)

7. Approval authority and funding

  1. PCRA Score
    • Date when included on IIP list
  2. Identify Delegated Approval Authority (Director General (DG), Assistant Deputy Minister (ADM), Deputy Minister, TB)
  3. Source of funding (including client funding, if applicable)
  4. Expenditure authority of $ XX for project planning and design
  5. Capital project briefing note (CPBN) no.: XXXX

7.1 Cost estimate and cash flow table

This table is only an example and contains no data.

Cost estimate and cash flow table
  2017-2018 2018-2019 2019-2020 2020-2021 Total
Project cost $  $  $  $  $ 
Risk allowance $  $  $  $  $ 
Sub-total $  $  $  $  $ 
Escalation $  $  $  $  $ 
GST/HST $  $  $  $  $ 
Total $  $  $  $  $ 

See detailed cost breakdown in Appendix.

8. Implementation plan

  1. Explain the implementation tasks and activities, including engineering surveys, planning studies and other documents that are required to move the project forward
  2. Include project schedule
    • Key milestones for project
    • Timing to take project to expenditure authority for project implementation
    • Anticipated completion date
    • Provide detailed project schedule attached in appendix
  3. Risk Management Plan (attach as appendix)
    • Identify key risks including summary of risk mitigation measures only for the recommended option

9. Project team, approval and signatures

This table is only an example and contains no data.

Position (examples) Organization Name
Project Director    
Senior Project Leader    
Senior Project Manager    
Project Manager    
Professional and Technical Resources    
Senior Financial Advisor    
Property Manager    
Other (specify)    

This table is only an example and contains no data.

Action Date Signature
Prepared by    
Reviewed by    
Recommended by    
Approved by    

10. Appendices

Below are examples of items that could be included as an Appendix to the IAR:

  1. Identification close out document
  2. Risk Management Plan
  3. Detailed project costs/Cash Flow Tables
  4. Summaries of building condition and building performance
  5. Canadian Environmental Assessment Act, Environment Assessment Report
  6. Project Sustainable Development Strategy with targets
  7. Project Implementation schedule
  8. Communication Strategy
  9. PCRA Summary Sheet
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