Program directory · Global Affairs Canada
Real Property Planning and Stewardship
- Department
- Global Affairs Canada
- Program code
- BVF05 (EA)
- Core responsibility
- Support for Canada's Presence Abroad
- In Departmental Plans
- 2018-19 – 2024-25 · Appeared and later dropped
What it does
The Real Property Planning and Stewardship Program is responsible for real property investment planning; strategic portfolio management and corporate real estate services; administration of rent and lease agreements; budget planning; and corporate reporting.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Real Property Planning and Stewardship | This program | 2018-19 – 2026-27 | $2.04B |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
No significant changes detected.
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | — | 2020 | 90% New target has been determined for the 2020-21 reporting period. | No result reported |
| 2020-21 | ≥ 85% | 2021 | 86% | Met |
| 2021-22 | ≥ 85% | 2022 | 90% | Met |
| 2022-23 | ≥ 85% | 2023 | 85% | Met |
| 2023-24 | ≥ 85% | 2024 | 82% The target was not met due to a shift from using the Structural Condition Index to determine asset condition, to the Facility Condition Index, which includes more information from Building Condition Reports. | Not met |
| 2024-25 | ≥ 85% | 2025 | 58% The target was not met due to a transition to the more robust Facility Condition Index, replacing the Structural Conditions Index. Additionally, since 2017–18, portfolio growth, rising building values and static budgets—combined with low reinvestment rates—have led to fewer assets rated as "good" or "fair". | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | ≥ 2% | 2020 | 1.6% The 2% target is no longer mandated by TB and departments are now responsible to develop their own target. New target will be defined in 2020-21 report. | Not met |
| 2020-21 | ≥ 2% | 2021 | 1.2% The number of projects and resulting spending on repairs, maintenance, and recapitalization in 2021 was reduced due to the COVID-19 pandemic. | Not met |
| 2021-22 | ≥ 2% | 2022 | 2.5% | Met |
| 2022-23 | ≥ 2% | 2023 | 1.6% The 2% target is no longer mandated by Treasury Board and departments are now responsible for developing their own target. The target is currently being examined and any changes will be reflected in future reporting cycles. | Not met |
| 2023-24 | ≥ 2% | 2024 | 1% The new replacement cost of the Crown-owned portfolio and target reinvestment rate are currently under review. | Not met |
| 2024-25 | ≥ 2% | 2025 | 1.6% The target was not met due to insufficient resources to complete required maintenance activities. | Not met |
Current: the 2026-27 plan's targets
No indicators in the 2026-27 plan.
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $195M | $301M |
| 2019-20 | $337M | $290M |
| 2020-21 | $343M | $252M |
| 2021-22 | $326M | $290M |
| 2022-23 | $324M | $292M |
| 2023-24 | $364M | $293M |
| 2024-25 | $362M | $328M |
| 2025-26 | $368M* | — |
| 2026-27 | $364M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 79 | 68 |
| 2019-20 | 94 | 87 |
| 2020-21 | 94 | 103 |
| 2021-22 | 90 | 100 |
| 2022-23 | 95 | 100 |
| 2023-24 | 109 | 91 |
| 2024-25 | 82 | 87 |
| 2025-26 | 82* | — |
| 2026-27 | 82* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 |
|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $194,957,011 | $200,469,826 | $186,375,774 | ||||||
| 2019-20 plan | $336,736,858 | $321,670,260 | $314,196,488 | ||||||
| 2020-21 plan | $343,384,193 | $334,455,756 | $334,187,174 | ||||||
| 2021-22 plan | $325,867,851 | $325,317,331 | $324,942,283 | ||||||
| 2022-23 plan | $323,978,661 | $324,142,428 | $313,967,724 | ||||||
| 2023-24 plan | $363,892,678 | $353,702,300 | $353,787,472 | ||||||
| 2024-25 plan | $362,457,401 | $368,143,266 | $364,095,830 | ||||||
| Actual | $300,607,639 | $289,681,139 | $251,561,812 | $289,724,468 | $291,635,483 | $293,397,886 | $328,119,061 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
