Program directory · National Research Council Canada
Special Purpose Real Property (Enabling)
- Department
- National Research Council Canada
- Program code
- BNQ21 (NRC)
- Core responsibility
- Science and Innovation
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
NRC has developed a national real property portfolio that is well structured for meeting its program objectives. This portfolio includes 178 owned buildings and three major leased buildings located at twenty-two sites across the country. Of the 181 owned and leased buildings, eighty-eight are special purpose real property categorized as Research and Technological Development buildings. NRC’s management of its real property is based on a centralized model whereby the Real Property Planning and Management (RPPM) is accountable for the management of all real property across Canada. The RPPM Branch is responsible for the management of real property. NRC engages in a wide range of activities in support of its real property portfolio. Those activities may be broadly grouped into three general classes: Routine maintenance of existing real property assets; Capital improvements and major modifications to existing real property assets; and Changes to the NRC real property portfolio though purchase, sale, lease or license.
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 |
|---|---|---|---|
| Special Purpose Real Property (Enabling) | This program | 2018-19 – 2028-29 | $505M |
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 |
|---|---|---|---|---|
| 2018-19 | ≤ 15% | 2019 | 12.9% Note: Starting in 2019-20, Public Service and Procurement Canada will be conducting Building Condition Assessments of the NRC’s Montreal Road Campus and in coming years all of NRC’s regional buildings. When these assessments are completed, the NRC will be able to provide individual building FCIs and the portfolio FCI will be updated. | Met |
| 2019-20 | ≤ 15% | 2020 | 12.9% | Met |
| 2020-21 | ≤ 15% | 2021 | 13.3% | Met |
| 2021-22 | ≤ 15% | 2022 | 12.8% | Met |
| 2022-23 | ≤ 15% | 2023 | 12.3% | Met |
| 2023-24 | ≤ 15% | 2024 | 14.4% | Met |
| 2024-25 | ≤ 15% | 2025 | 13.6% | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≤ 15% | 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 | $74.2M | $78.3M |
| 2019-20 | $72.9M | $77.7M |
| 2020-21 | $74.4M | $80.4M |
| 2021-22 | $49.4M | $68.8M |
| 2022-23 | $50.7M | $60.9M |
| 2023-24 | $75.9M | $69.8M |
| 2024-25 | $81.7M | $69.2M |
| 2025-26 | $85.4M | — |
| 2026-27 | $82.4M | — |
| 2027-28 | $85.1M* | — |
| 2028-29 | $76.4M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 35 | 10 |
| 2019-20 | 35 | 10 |
| 2020-21 | 10 | 10 |
| 2021-22 | 10 | 10 |
| 2022-23 | 10 | 10 |
| 2023-24 | 15 | 15 |
| 2024-25 | 10 | 12 |
| 2025-26 | 10 | — |
| 2026-27 | 7 | — |
| 2027-28 | 7* | — |
| 2028-29 | 7* | — |
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 | $74,228,970 | $70,900,000 | $53,500,000 | ||||||||
| 2019-20 plan | $72,900,000 | $55,500,000 | $48,000,000 | ||||||||
| 2020-21 plan | $74,442,786 | $49,399,357 | $50,687,578 | ||||||||
| 2021-22 plan | $49,399,357 | $50,687,578 | $48,000,000 | ||||||||
| 2022-23 plan | $50,687,578 | $48,000,000 | $48,000,000 | ||||||||
| 2023-24 plan | $75,908,700 | $93,130,700 | $101,741,700 | ||||||||
| 2024-25 plan | $81,723,943 | $85,376,546 | $89,492,531 | ||||||||
| 2025-26 plan | $85,402,535 | $89,518,458 | $89,518,203 | ||||||||
| 2026-27 plan | $82,435,229 | $85,147,964 | $76,360,357 | ||||||||
| Actual | $78,273,141 | $77,666,829 | $80,369,588 | $68,802,988 | $60,885,288 | $69,844,363 | $69,204,717 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
