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=== Background ===

=== Background ===

Application Modernization is one of four pillars of the Workload Migration & Cloud Enablement (WLM&CE) initiative. A brief Frequently Asked Questions document can be found here.

Application Modernization is one of four pillars of the Workload Migration & Cloud Enablement (WLM&CE) initiative. Please review the brief Frequently Asked Questions [https://gccollab.ca/file/view/1760164/enfaq-wlm-app-mod-enfrfaq-wlm-app-mod-en| FAQ].

From [https://www.budget.gc.ca/2018/docs/plan/chap-04-en.html#Enabling-Digital-Services-to-Canadians Budget 2018:]

From [https://www.budget.gc.ca/2018/docs/plan/chap-04-en.html#Enabling-Digital-Services-to-Canadians Budget 2018:]

Priorities for investment from the Application Modernization and Workload Migration funds are based upon identifying high business value applications that are impacted by at-risk technologies. These at risk technologies can include, amongst other things, end of life software, end of life infrastructure, outdated architectures, to be decommissioned facilities such as data centres, etc…  

Priorities for investment from the Application Modernization and Workload Migration funds are based upon identifying high business value applications that are impacted by at-risk technologies. These at risk technologies can include, amongst other things, end of life software, end of life infrastructure, outdated architectures, to be decommissioned facilities such as data centres, etc…  

To stabilize the IT landscape and ensure continuity of services to Canadians, TBS and SSC are working in collaboration with GC departments that demonstrate a readiness to modernize applications and migrate them to end state hosting platforms (cloud or enterprise data centres).

1) To stabilize the IT landscape and ensure continuity of services to Canadians, TBS and SSC are working in collaboration with GC departments that demonstrate a readiness to modernize applications and migrate them to end state hosting platforms (cloud or enterprise data centres).

Departments may identify applications of high business value that are impacted by technology risks as a priority investment. If endorsed by governance, those priorities will be eligible for access to Application Modernization funds and support from the Workload Migration program.

2) Departments may identify applications of high business value that are impacted by technology risks as a priority investment. If endorsed by governance, those priorities will be eligible for access to Application Modernization funds and support from the Workload Migration program.

To facilitate the prioritization process, [https://gccollab.ca/file/view/2650400/engeneric-wlm-app-mod-gcearb-gate1-prioritizationfr a GCEARB Gate1 (Prioritization) template] has been provided for departments to complete. This template, once completed, can be brought forward to your Departmental Architecture Review Board before being brought forward to request endorsement by governance ([https://gccollab.ca/groups/profile/2006418/enworkload-migration-working-groupfrgroupe-de-travail-sur-la-migration-des-charges-de-travail WLM Working group], [[GC EARB]], ADM CEPP, and DM CEPP). The request for endorsement is a department’s opportunity to make a strong business case for investment to address at-risk technologies.

To facilitate the prioritization process, [https://gccollab.ca/file/view/2650400/engeneric-wlm-app-mod-gcearb-gate1-prioritizationfr a GCEARB Gate1 (Prioritization) template] has been provided for departments to complete. This template, once completed, can be brought forward to your Departmental Architecture Review Board before being brought forward to request endorsement by governance ([https://gccollab.ca/groups/profile/2006418/enworkload-migration-working-groupfrgroupe-de-travail-sur-la-migration-des-charges-de-travail WLM Working group], [[GC EARB]], ADM CEPP, and DM CEPP). The request for endorsement is a department’s opportunity to make a strong business case for investment to address at-risk technologies.

The endorsement of priority at-risk technologies must be supported by the departments’ Application Portfolio Management (APM) data, readiness to proceed with the application modernization framework (described on this page), and the strategy that will be used to modernize (rehost, replatform, refactor, replace and to which hosting platform; data centre or cloud services)

The endorsement of priority at-risk technologies must be supported by the departments’ Application Portfolio Management (APM) data, readiness to proceed with the application modernization framework (described on this page), and the strategy that will be used to modernize (rehost, replatform, refactor, replace and to which hosting platform; data centre or cloud services)

In 2018, the following data centre facilities were identified as at-risk technologies to be decommissioned and the applications to be migrated or modernized to a new data centre or cloud services.

In 2018, the following data centre facilities were identified as at-risk technologies to be decommissioned and the applications to be migrated or modernized to a new enterprise data centre or cloud services.

The first wave of workload migration projects began in 2018:

The first wave of workload migration projects began in 2018:

* Tunney’ Pasture DC (Statistics Canada)

* Statistics Canada (Tunney’ Pasture DC )        - Execution phase

* Dorval DC (Environment and Climate Change Canada)

* Canada Border Services Agency (St. Laurent DC)  - Discovery/Execution phase

* Natural Resources Canada (Booth Street)         - Discovery phase

* Department of National Defence (GoldenRod)      - Discovery phase

* Royal Canadian Mounted Police (Vanier)          - Discovery phase

* Environment and Climate Change Canada (Dorval DC)- Execution phase

* Aviation Parkway DC (22 partner department tenants)

* Aviation Parkway DC (22 partner department tenants)

* St. Laurent DC (Canada Revenue Agency and Canada Border Services Agency)

 

* Booth Street DC (Natural Resources Canada)

* Goldenrod DC (Department of National Defence)

* Transport Canada                               - Execution phase

* Canadian Food Inspection Agency                 - Discovery phase

* Innovation, Science and Economic Development Canada- Discovery phase

* Public Services and Procurement Canada          - Planning

* Health Canada                                   - Planning

* Correctional Services Canada                    - Planning

 

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== '''Engagement''' ==

== '''Engagement''' ==

Once priorities are reached and the impacted partner departments are notified, the Application Modernization starter kit package, along with application modernization handbook and [https://gccollab.ca/file/view/1760164/enfaq-wlm-app-mod-enfrfaq-wlm-app-mod-en| FAQ] documents are provided. This package contains [https://gccollab.ca/file/view/2650400/engeneric-wlm-app-mod-gcearb-gate1-prioritizationfr| GC EARB Gate 1 (Prioritization) template], [[gccollab:file/view/2092934/enapplication-modernization-cost-estimates-templatefr|App Mod Cost estimates template]] (used to identify funding requirements), Departmental & Data Centre View dashboard, Application Risk Review dashboard, and [https://gccollab.ca/file/view/3088763/engeneric-wlm-app-mod-business-casefr| Business case template].  Partner departments are provided guidance/assistance throughout the engagement journey.

Once priorities are reached and the impacted partner departments are notified, the Application Modernization starter kit package, along with application modernization handbook and [https://gccollab.ca/file/view/1760164/enfaq-wlm-app-mod-enfrfaq-wlm-app-mod-en| FAQ] documents are provided. This package contains [https://gccollab.ca/file/view/2649702/engeneric-wlm-app-mod-gcearb-gate1-discoveryfr| GC EARB Gate 1 (Discovery) template], [[gccollab:file/view/2092934/enapplication-modernization-cost-estimates-templatefr|App Mod Cost estimates template]] (used to identify funding requirements), Departmental & Data Centre View dashboard, Application Risk Review dashboard, and [https://gccollab.ca/file/view/3088763/engeneric-wlm-app-mod-business-casefr| Business case template].  Partner departments are provided guidance/assistance throughout the engagement journey.

Partner Departments are endorsed by governance ([https://gccollab.ca/groups/profile/2006418/enworkload-migration-working-groupfrgroupe-de-travail-sur-la-migration-des-charges-de-travail WLM Working group], [[GC EARB]], ADM CEPP, and DM CEPP) and funding becomes available to initiate the discovery phase. A [https://gccollab.ca/file/view/3089069/enmou-generic-fund-disbursement-v3docxfr| Memorandum of Understanding] between the Government of Canada’s Chief Information Officer (GC CIO) and the Deputy Head of a department will be agreed upon by both parties to secure the funding.

Partner Departments are endorsed by governance ([https://gccollab.ca/groups/profile/2006418/enworkload-migration-working-groupfrgroupe-de-travail-sur-la-migration-des-charges-de-travail WLM Working group], [[GC EARB]], ADM CEPP, and DM CEPP) and funding becomes available to initiate the discovery phase. A [https://gccollab.ca/file/view/3089069/enmou-generic-fund-disbursement-v3docxfr| Memorandum of Understanding] between the Government of Canada’s Chief Information Officer (GC CIO) and the Deputy Head of a department will be agreed upon by both parties to secure the funding.

* Increase security

* Increase security

* Increase quality  

* Increase quality  

This guide does not instruct an organization how to undertake its modernization journey, but instead is meant to be a catalyst for establishing the vision. These changes can be wide sweeping impacting roles, responsibilities, and culture. They are not undertaken in a year, but instead must be seen as a journey of maturity and continuous improvement.  

This guide is meant to be a catalyst for establishing the vision. These changes can be wide sweeping impacting Roleroles, responsibilities, and culture. They are not undertaken in a year, but instead must be seen as a journey of maturity and continuous improvement.  

While some organizations have started this journey years ago and are ready to go "all in" on cloud and the workforce are DevOps practitioners, others have not begun the journey.  

While some organizations have started this journey years ago and are ready to go "all in" on cloud and the workforce are DevOps practitioners, others have not begun the journey.  

For those who have not yet begun a modernization journey the choice may be take this opportunity to start that journey. For others, they may decide to simply sustain operations as-is.

For those who have not yet begun a modernization journey the choice may be take this opportunity to start that journey. For others, they may decide to simply sustain operations as-is. Here is a simple visual for plotting your cloud adoption .

[[Image:Cloud maturity map .png]]

[[Image:Cloud maturity map .png]]

A simple visual for plotting you cloud adoption maturity can be found here. Most organizations start small with a few low risk applications. A team of willing and keen developers from within your existing workforce would lead an initative to migrate those low risk workloads to the cloud. From these experiences they would use their learnings to train others to do the same. As the number of workloads grow, the need for more sophisticated methods such as automation and DevOps will need to be applied. This will facilitate scaling without impacting agility. Existing governance and roles will also need to evolve. An organization should review the [insert roles and reap document here] to ensure your organization is ready to undertake the required roles to support cloud services.

Start small with a few low risk applications. A team of developers from within your existing workforce would lead an initative to migrate those low risk workloads to the cloud. The build from these experiences and learnings to train others to do the same. As the number of workloads grow, the need for more sophisticated methods such as automation and DevOps will need to be applied. This will facilitate scaling without impacting agility. Existing governance and roles will also need to evolve. An organization should review the [https://gccollab.ca/file/view/3691530/engc-cloud-rr-matrixfr GC Cloud R&R Matrix] to ensure your organization is ready to undertake the required roles to support cloud services.

A [[gccollab:file/view/1994079/encloud-fitness-scorecardfr|simple scorecard]] has been devised to assess low risk workloads for cloud migration. This scorecard is meant to provide you a short list from which to further decide where to start. Any application can be migrated to the cloud with enough time and effort. The scorecard is meant to identify low risk and low effort migrations.

See the [[gccollab:file/view/1994079/encloud-fitness-scorecardfr|simple cloud fitness scorecard]] to assess low risk workloads for cloud migration. It provides you a short list to help with the decision as to where to start and to identify low risk and low effort migrations. Any application can be migrated to the cloud with enough time and effort.  

 

For organizations that desire to forego modernization opportunities, the decision to rehost the entire application portfolio to a new data centre provides that opportunity.

==== <big>Determine Rationalization and Retirement Opportunities</big> ====

==== <big>Determine Rationalization and Retirement Opportunities</big> ====

===== <u>Obsolete Applications</u> =====

===== <u>Obsolete Applications</u> =====

Your application portfolio rates the business value of applications. Review low business value applications. Assess whether these applications remain needed:

Your application portfolio rates the business value of applications. Review low business value applications. Assess whether these applications are still needed:

* Use access/update logs to identify applications that have received few updates in the past two years.

* Use access/update logs to identify applications that have received few updates in the past two years.

* Identify the most recent users and inquire as to the business value of the application. 

* Identify the most recent users and inquire as to the business value of the application. 

====== '''Replace (Repurchase)''' ======

====== '''Replace (Repurchase)''' ======

This is an opportunity to determine if Software-as-a-Service solutions for some of the COTS or custom built application you may have running today. Migrating to SaaS is an opportunity to access the latest version of that service and to lower lifecycle management burden. For example, if you operate a legacy email application, you may want to take the opportunity to replace it with Office 365.

This is an opportunity to determine if Software-as-a-Service (SaaS) solutions for some of the COTS or custom built application you may have running today. Migrating to SaaS is an opportunity to access the latest version of that service and to lower lifecycle management burden. For example, if you operate a legacy email application, you may want to take the opportunity to replace it with Office 365.

===== '''<u>Choose Your Migration Target</u>''' =====

===== '''<u>Choose Your Migration Target</u>''' =====

===== '''<u>Generate Portfolio Analysis Dashboard</u>''' =====

===== '''<u>Generate Portfolio Analysis Dashboard</u>''' =====

Request that TBS generate a dashboard of your application portfolio. This will ensure your decisions have been correctly reflected. A sample of the dashboard that is generated is found here:

Request that TBS generate a dashboard of your application portfolio. This will ensure your decisions have been correctly reflected. A sample of the dashboard that is generated is found here:  

[[File:SamplePortfolioAnalysis.png|1000x1000px|center|alt=Sample Application Portfolio Analysis]]

[[File:SamplePortfolioAnalysis.png|1000x1000px|center|alt=Sample Application Portfolio Analysis]]

=== ''Document Cost Estimates'' ===

=== ''Document Cost Estimates'' ===

An [[gccollab:file/view/2092934/enapplication-modernization-cost-estimates-templatefr|App Mod Cost estimates template]] has been devised to identify cost estimates. A Memorandum of Understanding between the GC CIO and the Deputy Head of a department will be agreed upon by both parties to secure the funding for execution phase. The MoU generic template can be found here (insert template).

An [[gccollab:file/view/2092934/enapplication-modernization-cost-estimates-templatefr|App Mod Cost estimates template]] has been devised to identify cost estimates. A [https://gccollab.ca/file/view/3089069/enmou-generic-fund-disbursement-v3docxfr Memorandum of Understanding] between the GC CIO and the Deputy Head of a department will be agreed upon by both parties to secure the funding for execution phase.  

=== ''Gate2: GC EARB Endorsement and MoU to Release Funds'' ===

=== ''Gate2: GC EARB Endorsement and MoU to Release Funds'' ===

The [https://gccollab.ca/file/view/2649702/engeneric-wlm-app-mod-gcearb-gate1-discoveryfr generic template] for the presenting your discovery analysis and funding approval to move to execution.

The [https://gccollab.ca/file/view/2649702/engeneric-wlm-app-mod-gcearb-gate1-discoveryfr generic template] for the presenting your discovery analysis and funding approval to move to execution.

As part of the GC EARB a CIO will explain their migration strategy and target choices. This includes how those choices align to the Cloud First policy requirement (requirement 6.4.2) and meeting requirement 6.1.1 of the Directive..

As part of the GC EARB a CIO will explain their migration strategy and target choices. This includes how those choices align to the Cloud First policy requirement (requirement 6.4.2) and meeting requirement 6.1.1 of the Directive.

If and when endorsement is provided by GC EARB, approval will be requested from the GC CIO. A [https://gccollab.ca/file/view/3089069/enmou-generic-fund-disbursement-v3docxfr Memorandum of Understanding] between the GC CIO and the deputy head of the requesting department will be agreed to by both parties.

If and when endorsement is provided by GC EARB, approval will be requested from the GC CIO. A [https://gccollab.ca/file/view/3089069/enmou-generic-fund-disbursement-v3docxfr Memorandum of Understanding] between the GC CIO and the deputy head of the requesting department will be agreed to by both parties.

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== '''References''' ==

== '''References''' ==

====== '''TB Policies & Standards''' ======

====== '''TB Policies & Standards''' ======

[https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12755&section=html Policy on Management of Information Technology]

[https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=12755&section=html Policy on Management of Information Technology]

[https://canada-ca.github.io/digital-playbook-guide-numerique/en/overview.html Government of Canada Digital Playbook (draft)]

[https://canada-ca.github.io/digital-playbook-guide-numerique/en/overview.html Government of Canada Digital Playbook (draft)]

[https://www.canada.ca/en/government/system/digital-government/modern-emerging-technologies/cloud-services/government-canada-security-control-profile-cloud-based-it-services.html Government of Canada Security Control Profile for Cloud-Based GC IT Services]

[https://www.canada.ca/en/government/system/digital-government/modern-emerging-technologies/cloud-services/government-canada-security-control-profile-cloud-based-it-services.html Government of Canada Security Control Profile for Cloud-Based GC IT Services]

Les priorités d’investissement tirées du fonds sur la modernisation des applications et de la migration de la charge de travail sont fondées sur la détermination des différentes applications à valeur organisationnelle élevée qui sont touchées par les technologies à risque. Ces technologies à risque peuvent comprendre les logiciels en fin de vie utile, l’infrastructure en fin de vie utile, les architectures désuètes, les installations devant être mises hors services (p. ex., les centres de données), etc.  

Les priorités d’investissement tirées du fonds sur la modernisation des applications et de la migration de la charge de travail sont fondées sur la détermination des différentes applications à valeur organisationnelle élevée qui sont touchées par les technologies à risque. Ces technologies à risque peuvent comprendre les logiciels en fin de vie utile, l’infrastructure en fin de vie utile, les architectures désuètes, les installations devant être mises hors services (p. ex., les centres de données), etc.  

Afin de stabiliser le paysage de la technologie de l’information (TI) et d’assurer la continuité des services offerts aux Canadiens, le Secrétariat du Conseil du Trésor du Canada (SCT) et Services partagés Canada (SPC) travaillent en collaboration avec les ministères du gouvernement du Canada (GC) qui se montrent prêts à moderniser leurs applications et à les transférer vers des plateformes d’hébergement d’état final (centres de données en nuage ou organisationnels).  

1) Afin de stabiliser le paysage de la technologie de l’information (TI) et d’assurer la continuité des services offerts aux Canadiens, le Secrétariat du Conseil du Trésor du Canada (SCT) et Services partagés Canada (SPC) travaillent en collaboration avec les ministères du gouvernement du Canada (GC) qui se montrent prêts à moderniser leurs applications et à les transférer vers des plateformes d’hébergement d’état final (centres de données en nuage ou organisationnels).  

Les ministères peuvent relever comme investissements prioritaires les applications à valeur organisationnelle élevée qui sont touchées par différentes technologies à risque. Une fois approuvées par la gouvernance, ces priorités pourront bénéficier du fonds de modernisation des applications et des mesures de soutien prévues par le programme de migration de la charge de travail.  

2) Les ministères peuvent relever comme investissements prioritaires les applications à valeur organisationnelle élevée qui sont touchées par différentes technologies à risque. Une fois approuvées par la gouvernance, ces priorités pourront bénéficier du fonds de modernisation des applications et des mesures de soutien prévues par le programme de migration de la charge de travail.  

Pour faciliter le processus d’établissement de l’ordre des priorités, [https://gccollab.ca/file/view/3399063/enfrgu00e9nu00e9rique-mod-app-et-mct-point-de-contru00f4le-priorisationpptx un modèle pour le point de contrôle 1 du CEAI GC (établissement de l’ordre des priorités)] a été fourni aux ministères afin d’être rempli. Après l’avoir rempli, les ministères pourront présenter ce modèle à leur conseil d’examen de l’architecture avant de le présenter à la gouvernance [https://gccollab.ca/groups/profile/2006418/enworkload-migration-working-groupfrgroupe-de-travail-sur-la-migration-des-charges-de-travail groupe de travail sur la MCT] [[groupe de travail sur la MCT]], Comité des sous-ministres adjoints sur les priorités et la planification intégrées (SMA CPPI) et Comité des sous-ministres sur les priorités et la planification intégrées (SM CPPI)) aux fins d’approbation. La demande d’approbation permet au ministère de présenter une rigoureuse analyse de rentabilisation pour les investissements afin d’aborder les technologies à risque.  

Pour faciliter le processus d’établissement de l’ordre des priorités, [https://gccollab.ca/file/view/3399063/enfrgu00e9nu00e9rique-mod-app-et-mct-point-de-contru00f4le-priorisationpptx un modèle pour le point de contrôle 1 du CEAI GC (établissement de l’ordre des priorités)] a été fourni aux ministères afin d’être rempli. Après l’avoir rempli, les ministères pourront présenter ce modèle à leur conseil d’examen de l’architecture avant de le présenter à la gouvernance [https://gccollab.ca/groups/profile/2006418/enworkload-migration-working-groupfrgroupe-de-travail-sur-la-migration-des-charges-de-travail groupe de travail sur la MCT] [[groupe de travail sur la MCT]], Comité des sous-ministres adjoints sur les priorités et la planification intégrées (SMA CPPI) et Comité des sous-ministres sur les priorités et la planification intégrées (SM CPPI)) aux fins d’approbation. La demande d’approbation permet au ministère de présenter une rigoureuse analyse de rentabilisation pour les investissements afin d’aborder les technologies à risque.  

• Centre de données de Goldenrod (ministère de la Défense nationale)

• Centre de données de Goldenrod (ministère de la Défense nationale)

(Insérez la liste de priorités approuvée de la vague 2 du 10 octobre.)  

(Insérez la liste de priorités approuvée de la vague 2 du 10 octobre.)  

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<!-- Mobilisation -->

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== '''Mobilisation''' ==

== '''Mobilisation''' ==

Une fois que l’on a atteint les priorités et avisé les ministères partenaires touchés, on fournit la trousse de départ sur la modernisation des applications, de même que le guide de modernisation des applications et les documents de [https://gccollab.ca/file/view/1760164/enfaq-wlm-app-mod-enfrfaq-wlm-app-mod-en| FAQ]. Cette trousse comporte le [https://gccollab.ca/file/view/3399063/enfrgu00e9nu00e9rique-mod-app-et-mct-point-de-contru00f4le-priorisationpptx modèle pour le point de contrôle 1 du CEAI GC (établissement des priorités)], le modèle d’estimation des coûts liés à la modification des applications (utilisé pour relever les exigences en matière de financement), le tableau de bord Vue du ministère et centre de données, le tableau de bord sur l’examen des risques liés aux applications et le [https://gccollab.ca/file/view/3423530/enfrmodu00e8le-du2019analyse-de-rentabilisationdoc| modèle d’analyse de rentabilisation]. Les ministères partenaires reçoivent de l’aide et du soutien tout au long de la mobilisation.

Une fois que l’on a atteint les priorités et avisé les ministères partenaires touchés, on fournit la trousse de départ sur la modernisation des applications, de même que le guide de modernisation des applications et les documents de [https://gccollab.ca/file/view/1760164/enfaq-wlm-app-mod-enfrfaq-wlm-app-mod-en| FAQ]. Cette trousse comporte le [https://gccollab.ca/file/view/3399890/enfrgu00e9nu00e9rique-mod-app-et-mct-point-de-contru00f4le-1-du00e9couvertepptxpour le point de contrôle 1 du CEAI GC (établissement des découverte)], le modèle d’estimation des coûts liés à la modification des applications (utilisé pour relever les exigences en matière de financement), le tableau de bord Vue du ministère et centre de données, le tableau de bord sur l’examen des risques liés aux applications et le [https://gccollab.ca/file/view/3423530/enfrmodu00e8le-du2019analyse-de-rentabilisationdoc| modèle d’analyse de rentabilisation]. Les ministères partenaires reçoivent de l’aide et du soutien tout au long de la mobilisation.

Les ministères partenaires reçoivent l’approbation de la gouvernance ([https://gccollab.ca/groups/profile/2006418/enworkload-migration-working-groupfrgroupe-de-travail-sur-la-migration-des-charges-de-travail groupe de travail sur la MCT] [[groupe de travail sur la MCT]], SMA CPPI et le SM CPPI), qui rend accessible le financement pour lancer l’étape de la découverte. Un protocole d’entente est conclu entre le dirigeant principal de l’information du gouvernement du Canada et l’administrateur général d’un ministère en vue de l’obtention du financement.  

Les ministères partenaires reçoivent l’approbation de la gouvernance ([https://gccollab.ca/groups/profile/2006418/enworkload-migration-working-groupfrgroupe-de-travail-sur-la-migration-des-charges-de-travail groupe de travail sur la MCT] [[groupe de travail sur la MCT]], SMA CPPI et le SM CPPI), qui rend accessible le financement pour lancer l’étape de la découverte. Un protocole d’entente est conclu entre le dirigeant principal de l’information du gouvernement du Canada et l’administrateur général d’un ministère en vue de l’obtention du financement.  

L’étape de la découverte est terminée à ce stade-ci. L’analyse et la planification réalisées à cette étape seront présentées au CEAI GC dans le cadre de la demande d’approbation de la libération de fonds pour la mise en œuvre.  

L’étape de la découverte est terminée à ce stade-ci. L’analyse et la planification réalisées à cette étape seront présentées au CEAI GC dans le cadre de la demande d’approbation de la libération de fonds pour la mise en œuvre.  

</multilang>

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