Program directory · Public Services and Procurement Canada
Parliament Hill and Surroundings
- Department
- Public Services and Procurement Canada
- Program code
- BVX03 (GSC)
- Core responsibility
- Property and Infrastructure
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Program is delivered by the Science and Parliamentary Infrastructure Branch (SPIB) and provides essential office and special use accommodations space that supports the delivery of the programs and property management services to Parliament Hill and its surroundings. The accommodations space is defined as the buildings occupied in majority by the Senate, House of Commons, Library of Parliament, Parliamentary Protective Service and the related premises and grounds. This includes notably all the buildings and land on Parliament Hill and those north of Sparks Street, between Elgin and Bank Streets as a single, inclusive campus to facilitate more effective planning, development and support efficient Parliamentary operations. The “Parliament Hill and Surroundings” program acknowledges the portfolio’s unique historical importance and heritage value while dealing with the distinct space needs of clients who, in large part, are not public servants but rather from the legislative arm of government.
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 |
|---|---|---|---|
| Parliament Hill and Surroundings | This program | 2018-19 – 2028-29 | $4.08B |
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 | Indicators added: Percentage of Parliamentary Precinct heritage assets with completed conservation documentation. | Departmental Results Framework (GC InfoBase) |
| 2020-21 | Indicators dropped: Number of hours per annum that essential property management services are not provided for the ongoing operation of Parliament | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Spending $666M, against $498M in 2022-23 (+34%). | Actual spending (GC InfoBase) |
| 2026-27 | Indicators added: Percentage of time buildings used by Parliament are available for parliamentary business | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Percentage of major projects that are delivered OTOBOS (on time, on budget, and on scope).; Percentage of Parliamentary Precinct heritage assets with completed conservation documentation. | Departmental Results Framework (GC InfoBase) |
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 | ≥ 90% | 2019 | 100% | Met |
| 2019-20 | ≥ 90% | 2020 | 100% | Met |
| 2020-21 | ≥ 90% | 2021 | 100% | Met |
| 2021-22 | ≥ 90% | 2022 | 100% | Met |
| 2022-23 | ≥ 90% | 2023 | — No major capital projects over $1M were delivered in fiscal year 2022 to 2023 | No result reported |
| 2023-24 | ≥ 90% | 2024 | — No major capital projects were completed (nor planned to be completed) in fiscal year 2023 to 2024. | No result reported |
| 2024-25 | ≥ 90% | 2025 | 100% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≥ 80% | 2021 | 80% | Met |
| 2021-22 | ≥ 80% | 2022 | 80% Result is on target and may be exceeded in future years as additional service providers such as the Canadian Conservation Institute may be relied on to complete Heritage Conservation documentation. | Met |
| 2022-23 | ≥ 80% | 2023 | 91% | Met |
| 2023-24 | ≥ 80% | 2024 | 92% | Met |
| 2024-25 | ≥ 80% | 2025 | 87% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≤ 48 | 2019 | 43.75 | Met |
| 2019-20 | ≤ 2 | 2020 | 0 | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 97% | 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 | $577M | $652M |
| 2019-20 | $631M | $526M |
| 2020-21 | $422M | $486M |
| 2021-22 | $429M | $506M |
| 2022-23 | $364M | $498M |
| 2023-24 | $340M | $666M |
| 2024-25 | $394M | $744M |
| 2025-26 | $803M | — |
| 2026-27 | $838M | — |
| 2027-28 | $689M* | — |
| 2028-29 | $852M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 32 | 105 |
| 2019-20 | 107 | 98 |
| 2020-21 | 110 | 108 |
| 2021-22 | 132 | 91 |
| 2022-23 | 126 | 82 |
| 2023-24 | 86 | 72 |
| 2024-25 | 75 | 84 |
| 2025-26 | 86 | — |
| 2026-27 | 70 | — |
| 2027-28 | 69* | — |
| 2028-29 | 69* | — |
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 | $576,978,428 | $621,180,610 | $451,894,048 | ||||||||
| 2019-20 plan | $630,853,165 | $461,566,494 | $405,351,536 | ||||||||
| 2020-21 plan | $421,803,812 | $340,437,593 | $139,980,402 | ||||||||
| 2021-22 plan | $428,792,473 | $466,506,990 | $473,867,976 | ||||||||
| 2022-23 plan | $363,549,965 | $352,012,187 | $495,273,827 | ||||||||
| 2023-24 plan | $339,516,654 | $500,922,802 | $604,794,203 | ||||||||
| 2024-25 plan | $393,814,825 | $322,958,702 | $263,187,597 | ||||||||
| 2025-26 plan | $802,866,576 | $730,176,658 | $893,128,861 | ||||||||
| 2026-27 plan | $837,748,396 | $689,347,969 | $852,106,222 | ||||||||
| Actual | $652,023,805 | $526,466,762 | $486,145,278 | $506,420,705 | $497,527,628 | $666,434,823 | $743,737,096 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.