Property and Buildings

A. Key Services

We manage one of the largest and most diverse real estate portfolios in the country. We also offer a wide range of real property services.

Office Accommodation Services

  • Managing office space needs of federal organizations in accordance with the Government of Canada's accommodation policy, guidelines and standards
  • Advising clients on the most suitable approach to meeting their accommodation needs, e.g.: appropriate mix of Crown-owned, lease and lease-purchase arrangements, including public-private partnerships
  • Effective maintenance and operation of our real estate assets
  • Responding to property and facility emergencies
  • Ensure effective stewardship on behalf of Canadians by offering solutions representing fair value to the Crown.

Real Property Services

  • Advising clients in planning or decision making on acquisition, construction and maintenance of assets to determine the most cost-effective real estate solution
  • Providing project delivery services, such as design and construction, to deliver projects ranging from rehabilitation to fit-up, across various asset types including office buildings, laboratories, secure facilities, marine infrastructures, bridges, dams and contaminated sites and lands
  • Providing property and facility management services with state-of-the-art practices and technologies for cost savings and environmental benefits PRIORITY SERVICE!
  • Expertise in a wide variety of asset types: office buildings, secure facilities, laboratories, transportation, heritage facilities, contaminated sites and lands, etc.

Client Relationship Management

  • Effective engagement
  • Reliable communications
  • Monitoring client satisfaction
  • Issues management
  • Strategic demand planning
  • Service agreements
  • Program oversight
  • Client reporting

B. Featured Initiatives

We are transforming and creating new services to better meet our clients' needs and ensure effective stewardship on behalf of Canadians.

Workplace 2.0

Creating modern workplaces that will attract, retain and encourage public servants to work smarter, greener and healthier to better serve Canadians. There are a variety of tools and resources available to implement Workplace 2.0, starting with the Government of Canada Workplace 2.0 Fit-up Standards.

Our Workplace 2.0 vision for workplace renewal has three pillars:

  • The Workplace - renewing our physical workspace.
  • The Back Office - updating systems, policies and processes to support public servants in program delivery.
  • The Way We Work - using new tools and technologies to connect, collaborate and communicate across the country and with Canadians.

Check out a video of The Workplace of the Future! Also see examples of other resources available on our GCpedia site at - Workplace 2.0.


  • Maximized use of space and technology to create more flexible and dynamic office spaces that encourage collaboration.
  • Healthier and attractive workplaces to help public servants be more productive.
  • Increased employee mobility for better work/life balance.
  • The government's Federal Sustainable Development Strategy (FSDS) commitment to shrink its environmental footprint and reduce levels of GHG emissions from its operations means greener and more cost-efficient buildings. This translates into savings for Canadians.

Best Practices:

  • Continuing outreach activities with client departments on Workplace 2.0.
  • Support tools have been developed for clients, including the Workplace 2.0 Toolkit, Navigating Change to Workplace 2.0, Government of Canada Workplace 2.0 Fit-up Standards, fact sheets, a photo gallery and more.
  • Workplace 2.0 Accreditation, launched in June 2013, provides an innovative approach to engaging and motivating client departments when adopting a modernized workplace. Workplace 2.0 accreditation helps client departments plan their office environment to incorporate the key elements of a modern, effective and efficient workplace. Accreditation is also used at the conclusion of a project to assess the degree (bronze, silver or gold) to which clients have created a Workplace 2.0 environment. It is based on the three integrated themes that define a Workplace 2.0 work environment: People, Space, and Technology and Sustainability.
  • Webinars and presentations in support of accreditation will continue to be held as needed based on demand.
  • As of April 2014, 12 projects have been accredited and many more are currently in the process of being evaluated.

Real property-1: Property Management and Project Delivery Services (RP-1) NEW!

The RP-1 Service Management Mechanism is composed of six regional, performance-based contracts to provide a comprehensive range of real property services for federally owned and leased assets across Canada on behalf of PWGSC and several other custodians of federal real property.

PWGSC has been leveraging the private sector to augment its capacity to effectively deliver comprehensive real property services, including property management services for crown-owned and lease-purchase assets, lease administration services for leased space, project delivery services and a host of other real property services (typically categorized as optional services) across Canada. This complex initiative is national in scope and will impact all areas of PWGSC's Real Property Program including the regions. The contract in-service date is April 1, 2015.

Expected Benefits:

  • A commitment to ensuring that asset integrity is maintained and all applicable legislative and regulatory requirements are met.
  • A focus on internal capacity to respond to program needs that support the departmental/branch objectives and mandate.
  • Increased agility (speed) and scalability (volume of work) to respond to changes in business demand and priorities.
  • An ability to consider and address the findings of recent PWGSC and/or Office of the Auditor General (OAG) audits.
  • A capability to accommodate differing service levels, service delivery requirements and/or performance criteria by type / category of asset.

Best Practices:

  • Industry consultations.
  • National Core Team members including all regions and participating OGDs.

C. What's coming

National Client Accommodation Strategy (NCAS)

Consultations with clients in 2012-2013 on their deficit reduction action plan (DRAP) commitments identified a gap in the existence of consistent and reliable accommodation planning information. As a result, PWGSC is developing and piloting a National Client Accommodation Strategy (NCAS) with one client department. The results of this pilot will help PWGSC develop an approach to support clients in defining, planning and implementing their national accommodation strategies while ensuring alignment with PWGSC and their own portfolio objectives.

The NCAS will provide reliable accommodation planning information and will support and guide decision making related to:

  • The acquisition, maintenance and disposal of office space and special purpose space in support of a client department's program requirements and savings commitments;
  • The tracking and monitoring of demand information required to make broader portfolio and sound investment decisions for PWGSC and clients; and
  • The management of the PWGSC Real Property Branch National Portfolio Strategy and Plan which will bring more efficiency to the way we manage our office accommodation program.

Update of PWGSC Accommodation Projects 101 Workbook

The PWGSC Accommodation Projects 101 Workbook was launched last year. An update of the Workbook is being prepared to include more information on the Workplace 2.0 accreditation process and a section on Base Building Security versus Tenant Security. This update will help both the PWGSC project team and the client have a better understanding of the funding accountabilities with regard to securing our buildings and our tenants.


NOVUS will be released soon! This integrated information technology system will improve efficiency and effectiveness in the way that Real Property employees of PWGSC carry out their day-to-day duties. The integration of existing processes and systems will streamline information exchange between Real Property work areas, service providers, and clients, to improve service delivery. It will also help Real Property find better ways of working and enhance decision making and reporting.

D. Ensuring Value for Money

Value for money is ensured through the following cost avoidance and risk avoidance features:

  • Leveraging PWGSC's real property resources
    • Key functions such as legal, policy and program direction and portfolio planning and management
    • Established national and regional networks
    • Robust governance structure
    • Integrated information management systems and strong analytical and reporting capabilities
    • Reduced need for clients to set up and run large internal real property organizations
  • PWGSC's expertise and knowledge
    • The team of engineers and other specialists ensure compliance with rules and regulations, codes, policies and guidelines
    • Legal experts mitigate legal risks and liabilities
    • Experienced project managers abide by industry standards and best practices
    • Staff have in-depth knowledge of Government of Canada processes when dealing with central agencies such as TBS
  • PWGSC's extensive contracting and procurement experience
    • Timely and flexible access to private sector
    • Experience in negotiating supply arrangements and standing offers
    • Ability to use purchasing power and benefit from economies of scales
    • Valuable market intelligence owing to our regional presence across the country
    • Compliance with contracting rules the requirements of international trade agreements such as NAFTA

E. Service Standards, Results and Targets

We have surpassed all of our targets for property and buildings services three years in a row! These results demonstrate our commitment to continuously improving service and meeting client expectations. Our continued success is based on preventative maintenance, responsive emergency management, timely and professional work through the National Service Call Centre, and consistency in project delivery across the country, which is ensured by the National Project Management System (NPMS).

In 2014-2015, we will strive for on-going communication to keep our clients satisfied and foster early involvement in project planning to ensure timely project delivery.

Table Summary

The Table on Service Standards, Results and Targets for the Property and Buildings service category shows service targets and results for 2013-2014, and service targets 2014-2015 for the following services: Office Accommodation Services; Professional and Technical Services; and Client Relationship Management. It also indicates if the results are available by client in 2013-2014.

Property and Buildings Target
Available by Client Target
Office Accommodation Services
Ensure facilities remain operational during normal business hours (defined as 7:00 a.m. to 6:00 p.m., Monday through Friday) 99% 99%Indicates that the target was met or surpassed   99%
Satisfaction rating for service calls reported through the National Service Call Centre 85% 89%Indicates that the target was met or surpassed   85%
Professional and Technical Services
Deliver projects over $1M on time, on scope and on budget in accordance with the National Project Management System principles, provided that certain conditions Footnote * are met and are based on negotiated project charters or specific service agreements
  • On time
  • On scope
  • On budget
90% 97%Indicates that the target was met or surpassed   90%
90% 98%Indicates that the target was met or surpassed   90%
90% 99%Indicates that the target was met or surpassed   90%
Client Relationship Management
Provide regular progress reports to client departments and address any potential issuesFootnote * 95% 100%Indicates that the target was met or surpassed 95%
Acknowledge clients' inquiries within 1 business day 95% 100%Indicates that the target was met or surpassed 95%
Respond to clients' inquiries within 3 business days 95% 100%Indicates that the target was met or surpassed 95%

Indicates that the target was met or surpassedIndicates that the target was met or surpassed.
Indicates that the target has increased or the result has improved from the previous yearIndicates that the target has increased or the result has improved from the previous year.


Footnote *

Conditions relate to timely project notification, availability, completeness of statement of requirements, and funding.

Return to footnote referrer *

If you would like to have the results for your department (where the information is available), please contact your account executive. If you don't have an account executive or if you don't know who your account executive is, please feel free to contact us at

We take our commitments on service standards very seriously. If you have any concerns related to our service standards or have any suggestions on how we can improve our services, feel free to contact us at

F. Addressing shortcomings and client issues to increase satisfaction

Check out how we go the extra mile and ensure open, ongoing communication with our clients.

Example 1: Renewal the Real Property Service Agreement CLIENT-CENTRIC!

The Real Property Branch of PWGSC partnered with the Canada Revenue Agency (CRA), PWGSC's largest office accommodation client, to renew the Real Property Service Agreement (RPSA) with CRA. A new, innovative National Service Level Agreement (SLA) for Portfolio Investment Planning, Project Management, and Property and Facility Management was successfully negotiated and Key Performance Indicators (KPIs) that included clear deliverables and reporting were introduced. Regional Portfolio Plans were developed and signed-off on both organizations and included strategies for all CRA sites nationally, ensuring that effective portfolio planning was in place.

The new agreement also introduced a formal process for ongoing review and continuous improvement, as well as a process for closer consultation on policy development that respects CRA’s unique authorities and reimbursing status. Under an integrated leadership model that includes resources from both PWGSC and CRA, long-standing issues have been addressed with the result that the PWGSC Client Barometer turned green for the first time in over four years.

Example 2: Addressing challenges with Shared Services Canada CLIENT-CENTRIC!

PWGSC assisted Shared Services Canada in addressing several challenges, such as an ambitious Headquarters Consolidation Strategy, the closure of multiple data centres and national consolidation efforts. In addition, PWGSC worked diligently to establish detailed guidelines to govern the space transfer negotiations that SSC is undertaking with its 43 partner departments and that will conclude with the creation of a distinct space envelope for SSC.

Example 3: Federal Laboratory Integrated Governance (FLIG) Lab Standards and Asset Mapping HORIZONTAL CLIENT-CENTRIC!

PWGSC actively participates and supports FLIG, a Deputy Minister (DM)/Assistant Deputy Minister (ADM)-led group seeking to achieve Government of Canada efficiencies through horizontal collaboration.

The objectives of the group, whose main members are Canadian Food Inspection Agency (CFIA), Public Health Agency of Canada (PHAC), Agriculture and Agri-Food Canada (AAFC), Department of Fisheries and Oceans (DFO), Environment Canada (EC), Health Canada (HC), Natural Resources Canada (NRCan), National Research Council (NRC) and the Department of National Defence (DND) (DRDC), include the development of laboratory space standards and design guideline. PWGSC (Real Property) has developed the first phase of these standards for Health Science laboratories, and as a pilot, they are now being applied to the Sir Frederick Banting Building project in Tunney’s Pasture, saving millions of dollars and incorporating the latest international trends and technologies.

PWGSC (Real Property) has also enabled the FLIG departments’ use of a mapping tool called GeoPortal, allowing these departments and agencies to map their laboratory locations and equipment inventory, which supports the sharing of space and equipment assets, and has delivered additional efficiencies for the Government of Canada.

Example 4: Workplace 2.0 CLIENT-CENTRIC!

In order to demystify and address client concerns related to Workplace 2.0, PWGSC, Real Property Branch collaborated closely with client departments and agencies, including the Public Service Commission and Office of the Commissioner of Official Languages which have recently relocated to the two new Gatineau Towers at 30 Victoria and 22 Eddy.

At the onset, several clients needed to address their employees’ concerns and explain the anticipated changes and opportunities to upper management. PWGSC supported these clients by delivering numerous presentations, speaking at town halls, delivering training and organizing site visits in an effort to respond to their concerns and issues, and by developing and providing key and critical tools such as the “Workplace 2.0 Toolkit” and “Navigating change to Workplace 2.0”. These initiatives helped the development of client change management plans and fostered project team collaboration, resulting in a broad endorsement of workplace modernization.

G. How satisfied are you?

The PWGSC Barometer measures overall client satisfaction with both the accommodation and real property services of PWGSC. It assesses over 20 departments and agencies which have signed a Departmental Service Agreement (DSA) with PWGSC. Client satisfaction has increased since the initial reporting period in 2012, and remains high, with current ratings of 92% for the Federal Accommodation (FA) Sub-Program and 91% for the Real Property Services (RPS) Sub-Program.

H. To learn more about our Property and Buildings Services