Program directory · Public Services and Procurement Canada
Real Property and Infrastructure Services
- Department
- Public Services and Procurement Canada
- Program code
- BVX02 (GSC)
- Core responsibility
- Property and Infrastructure
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
This program provides real property services on a fee-for-service basis to the Federal Accommodation and Infrastructure and Parliament Hill and Surroundings programs of PSPC, as well as to other federal organizations. This program delivers its services in accordance with the instructions of its departments and agencies and functional direction received by the service leads. Therefore, office workplaces and PSPC’s engineering and infrastructure assets, including central heating and cooling plants and associated distribution networks that are part of the NCR District Energy System, as well as several bridges, dams, a highway, and marine infrastructure are maintained, updated, renovated and disposed to meet the requirements of government and to comply with health, safety and environmental standards. This program provides project delivery, property and facility management and advisory services. Sourcing mechanisms will play a key role in providing flexible, agile and effective service capacity to ensure these real property services are provided.
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 and Infrastructure Services | This program | 2018-19 – 2028-29 | $2.9M |
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.
| Year | What changed | Source |
|---|---|---|
| 2020-21 | Spending -$16.2M, against $5.9M in 2019-20 (−376%). | Actual spending (GC InfoBase) |
| 2021-22 | Spending -$26.8M, against -$16.2M in 2020-21 (−65%). | Actual spending (GC InfoBase) |
| 2022-23 | Spending -$15.2M, against -$26.8M in 2021-22 (+43%). | Actual spending (GC InfoBase) |
| 2023-24 | Spending $32M, against -$15.2M in 2022-23 (+310%). | Actual spending (GC InfoBase) |
| 2024-25 | Spending $21.1M, against $32M in 2023-24 (−34%). | Actual spending (GC InfoBase) |
| 2025-26 | Planned spending $700K, against $21.1M in 2024-25 (−97%). | Latest Departmental Plan |
| 2026-27 | Indicators added: Percentage of overall department and agency satisfaction with PSPC’s real property services | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Percentage of overall client satisfaction. | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Renamed from “Real Property Services” to “Real Property and Infrastructure Services”. | GC InfoBase program names by year |
| 2026-27 | Planned spending $13M, against $700K in 2025-26 (+1756%). | Latest Departmental Plan |
| 2027-28 | Planned spending $71.2M, against $13M in 2026-27 (+448%). | Latest Departmental Plan |
| 2028-29 | Planned spending -$2.3M, against $71.2M in 2027-28 (−103%). | Latest Departmental Plan |
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 |
|---|---|---|---|---|
| 2018-19 | ≥ 70% | 2019 | 70% | Met |
| 2019-20 | ≥ 70% | 2020 | 75% | Met |
| 2020-21 | ≥ 70% | 2021 | 78% | Met |
| 2021-22 | ≥ 70% | 2022 | 83% | Met |
| 2022-23 | ≥ 70% | 2023 | 82% | Met |
| 2023-24 | ≥ 70% | 2024 | 79% | Met |
| 2024-25 | ≥ 70% | 2025 | 77% | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 60% | 2027 | — | Planned |
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 | $3.7M | $2.2M |
| 2019-20 | $11.2M | $5.9M |
| 2020-21 | $18.9M | -$16.2M |
| 2021-22 | $4.2M | -$26.8M |
| 2022-23 | -$1.8M | -$15.2M |
| 2023-24 | $3.5M | $32M |
| 2024-25 | $20.8M | $21.1M |
| 2025-26 | $700K | — |
| 2026-27 | $13M | — |
| 2027-28 | $71.2M* | — |
| 2028-29 | -$2.3M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 3,222 | 3,123 |
| 2019-20 | 3,426 | 3,207 |
| 2020-21 | 3,464 | 3,294 |
| 2021-22 | 3,523 | 3,441 |
| 2022-23 | 3,745 | 3,542 |
| 2023-24 | 3,688 | 3,641 |
| 2024-25 | 3,688 | 3,755 |
| 2025-26 | 3,689 | — |
| 2026-27 | 3,519 | — |
| 2027-28 | 2,998* | — |
| 2028-29 | 2,907* | — |
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 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $3,700,249 | $3,665,626 | $5,504,488 | ||||||||
| 2019-20 plan | $11,214,122 | $4,340,592 | $20,196,672 | ||||||||
| 2020-21 plan | $18,908,536 | $9,953,853 | -$1,585,063 | ||||||||
| 2021-22 plan | $4,162,692 | -$1,781,346 | -$6,130,600 | ||||||||
| 2022-23 plan | -$1,842,496 | $3,238,487 | $24,136,815 | ||||||||
| 2023-24 plan | $3,500,000 | $27,700,000 | $10,200,000 | ||||||||
| 2024-25 plan | $20,800,000 | $5,400,000 | -$1,800,000 | ||||||||
| 2025-26 plan | $700,000 | -$5,400,000 | $25,450,000 | ||||||||
| 2026-27 plan | $12,988,551 | $71,166,512 | -$2,261,490 | ||||||||
| Actual | $2,208,363 | $5,874,682 | -$16,236,119 | -$26,816,379 | -$15,215,944 | $31,965,458 | $21,146,910 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.