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Government of Canada Real Property Community Competencies

   

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Introduction

In this section

Purpose

This document outlines the competencies that real property practitioners in the Government of Canada need to meet the requirements of today and in years to come. Detailed knowledge requirements and statements are outlined in Appendix A. These competencies replace the Federal Government Real Property Competency Suite, published by the Treasury Board of Canada Secretariat in 2010.

The development of these competencies has been the result of a collaborative effort on behalf of the real property community between the Treasury Board of Canada Secretariat and representative members of the community.

This document supports a range of human resources activities:

  • planning (succession planning, gap analysis)
  • developing work descriptions
  • assessing and selecting candidates
  • writing performance objectives and assessments
  • creating professional development plans
  • recognizing employee contributions

The Real Property Community Competencies make up the overarching model that describes the roles and responsibilities required in an organization that deals with federal real property. It articulates the diverse types of activities, establishes the relationships between them and helps locate them within an organizational context.

Real property roles and responsibilities are organized into seven subgroups called functional families. Each of the seven functional families is supported by its corresponding competency model, which comprises the competencies required in each functional family to effectively support a real property organization’s activity. Competency models outline the competencies required by an individual to successfully perform their roles and meet their responsibilities.

This document supports the role of deputy heads and their senior designated officials for real property in meeting specific capacity requirements that are set out in the Policy on the Planning and Management of Investments and the Directive on the Management of Real Property. It will help real property practitioners assess their competencies and identify learning and development opportunities to advance their careers within the federal real property community.

Guiding principles

The principles that guide the Government of Canada’s real property community follow the Treasury Board’s Policy on the Planning and Management of Investments and the Directive on the Management of Real Property. These principles help real property practitioners plan, acquire, maintain, and dispose of real property in a way that supports the government’s programs and services while ensuring best value to the Crown. Real property practitioners should consider the following key guiding principles in all their work:

  • demonstrate best value and sound stewardship, considering the life-cycle costs of assets and services
  • uphold the obligations of the Crown with respect to Indigenous peoples
  • consider opportunities to advance government socio-economic, security and environmental objectives, such as accessibility and reducing greenhouse gas emissions

The responsibilities and compliance standards of occupational health and safety in federally regulated workplaces should be integrated into all relevant aspects of real property practitioners’ knowledge and behaviours.

Who should use this document?

  • Senior designated officials for real property to ensure that their workforce has the specific knowledge, skills and abilities required for various roles within the organization and for guiding recruitment, training and development efforts
  • Real property practitioners and their supervisors to establish mandatory and optional learning needs, knowledge requirements and performance objectives
  • Classification advisors to develop standards, generic job descriptions and profiles of competencies relevant to a position
  • Hiring managers to identify the exact qualifications needed for vacant positions, assess applicants and interview candidates based on those qualifications
  • The Canada School of Public Service to ensure that its course curriculum meets current and future professional development and learning needs
  • Other government departments working with the Treasury Board of Canada Secretariat to define professional development requirements and support-related initiatives
  • The Treasury Board of Canada Secretariat and departmental community leads to develop career progression roadmaps to ensure a coordinated approach to community development

Real property practitioners should have or should be acquiring all competencies related to the functional families listed in this document to the highest possible proficiency level and be assessed against these competencies in the performance management cycle.

Part 1: real property community

In this section

The management of real property entails multiple roles and responsibilities that take place simultaneously at strategic, operational and service levels within a real property organization. Given this complexity, roles and responsibilities are divided into seven functional families in the Real Property Community Competencies.

Strategic level

At the strategic level, the three main areas – Real Property Organizational Management, Program Management, and Portfolio Management – work together to ensure that the real property community supports key programs and government priorities. These functional families facilitate the integration and optimization of operational functions in a cohesive and efficient manner. In general, the demonstration of advanced-level proficiency behaviours is required for all competencies at the strategic level.

Real property organizational management

The Real Property Organizational Management functional family is responsible for planning, organizing, directing, controlling and evaluating all real property activities within a custodian department. Real property organizational management is functionally accountable for real property program and portfolio outcomes, irrespective of organizational reporting relationships and control of resources. This functional family applies to leaders (managers and directors) of the real property organization.

Real property organizational management will intersect with all other functional families, as real property managers and team leads will need the overarching integrated management skills represented in the Real Property Organizational Management functional family and the specific competencies of the particular functional family (or families) that they lead.

Program management

The Program Management functional family integrates and oversees real property activities at the department level to ensure that they are managed in a way that enables outcomes, demonstrates sound stewardship, and provides best value consistent with the Government of Canada’s socio-economic and environmental objectives. Program management drives the capability of a custodian organization and is responsible for the delivery of expected results in real property management, while ensuring that legal, policy and financial accountabilities are upheld on behalf of the minister. Program management:

  • establishes and oversees governance and internal controls
  • ensures effective evidence-based decision-making
  • monitors strategic real property risks and performance
  • maximizes limited real property–related financial and human capital resources in an operating environment that is subject to significant economic and market factors

Portfolio management

The Portfolio Management functional family develops inclusive strategies, plans and programs of work to optimize the aggregate life cycle of all real property assets. When prioritizing spending and investment (operating and capital expenditures), portfolio management maintains and promotes a strategic portfolio perspective while integrating analysis of site- and asset-level factors, user requirements, and corporate priorities. Through the operation of a strategic portfolio planning process and the development of planned programs of work, portfolio management drives activities and any required change management at the operational and service level to optimize the performance (physical condition, financial, environmental, functionality and utilization) of all real property assets.

Operational level

Asset and transaction management manages operational service delivery, provides critical asset- and realty-related data, and information to facilitate effective integrated portfolio and investment planning. In doing so, these functional families inform technical and advisory and project management activities. All competency proficiency levels are relevant to the operational level.

Asset management

Asset management is responsible for:

  • ongoing life-cycle management and asset performance through regular proactive performance and compliance assessments (including building condition reports)
  • preventive and predictive maintenance planning
  • the development of asset-level (or site-level) plans, such as building management plans and asset management plans

Asset management also delivers or oversees responsive facility management and repair.

Transaction management

Transaction management is responsible for the oversight and execution of federal real property transactions, including but not limited to acquisitions, disposals, occupancy instruments, leases and licences. Practitioners within this functional family:

  • support the planning of investments that necessitate transactions
  • negotiate, implement and ensure due diligence and compliance with the legal and administrative obligations arising from such transactions

This functional family includes all related similar activities, such as transfers of administration and transfers of administration and control.Footnote 1

Service level

The Technical and Advisory and Project Management functional families contribute expertise in the operation of assets and in project management. They support planning, execution, and oversight of spending and investments. All competency proficiency levels are relevant to the service level.

Technical and advisory

The Technical and Advisory functional family:

  • conducts technical studies
  • implements quality controls
  • contributes professional and technical expertise to ensure optimal and compliant delivery of real property services and projects

In addition to oversight and quality assurance, the technical and advisory function, when operations are in-house, ensures the day-to-day operation of assets, including preventive maintenance and repairs, and the design and specification of construction projects. This functional family includes specialized real property functions that often consist of regulated professions (for example, architects and engineers) and trades.

Real property project management

The Project Management functional family is responsible for delivering real property projects such as new construction, upgrades, maintenance, demolition and remediation. Project management incorporates the management of operational activities that support the development of projects, including the identification and execution of relevant developmental studies, plans and specifications.

Functional families do not necessarily align directly with a sector or specific position, as they take a holistic view of the organization’s needs. As such, in a large organization, multiple positions may be required to fulfill the roles and responsibilities of one functional family. On the other hand, in a smaller organization, a single position or sector may integrate the roles and responsibilities from more than one functional family.

Part 2: the Real Property Competency Framework

In this section

There are five categories of competencies that real property practitioners need to fulfill their responsibilities. To effectively manage real property within the public service, practitioners must first focus on real property–specific competencies, which are supported by core, key leadership, general and digital competencies. These layers collectively provide a comprehensive framework for the skills, knowledge and abilities required in a high-performing real property organization.

To perform well, employees need a relevant and applicable combination of competencies from all five categories. Although this document includes a brief overview of the four supporting competencies with links to detailed documents, the primary focus is on real property–specific competencies.

1. Real property–specific competencies

To effectively manage real property within the federal public service, it is essential to focus on real property–specific competencies, which are supported by core, key leadership, general and digital competencies. These layers work together to provide a comprehensive framework for the skills, knowledge and abilities needed in a high-performing real property organization. Employees, supervisors and managers working in real property need two types of specific competencies:

  1. Functional competencies are the essential knowledge, skills, experience, and personal attributes and abilities needed for real property specialists to do their jobs. They cover all stages of managing real property:
    • real property foundations
    • governance and performance measurement
    • financial resources and investment management
    • integrated real property portfolio planning
  2. Technical competencies are the practical knowledge and skills needed to perform well in a specific job. They focus on the know-how needed for successful performance:
    • business acumen
    • risk management
    • project management
    • data analytics
    • negotiation

Technical competencies are common across all investment management communities.

In addition to real property–specific competencies, the framework includes the following four supporting competencies.

2. Core competencies

Core competencies are the basic skills that all public servants need, no matter what their job is. Every government employee should have these competencies, as they are essential for leadership and specific real property tasks. Core competencies involve:

  • how employees work with others
  • how they perform their work to achieve their objectives

3. Key Leadership Competencies for supervisors, managers and executives

The Key Leadership Competencies define the behaviours expected of leaders in Canada’s public service leaders. No matter what their job is, executives, managers and supervisors are expected to model these competencies.

4. General competencies

General competencies are important for all employees, regardless of their job. Everyone, from entry-level employees to executives, should demonstrate these competencies.

These skills and abilities are traditionally associated with successful on-the-job performance.

5. Digital competencies for all public servants

Digital competencies (only available to Government of Canada employees) are based on international standards and input from experts. These competencies are always changing, and everyone may see them differently.

Proficiency levels

No single category of competencies alone enables an employee to perform well. Real property practitioners must use a mix of these skills to achieve their highest levels of proficiency.

Proficiency is a high degree of competence and expertise in performing a function. Proficiency levels are the different degrees of familiarity with a function and the ability to perform the function. The three proficiency levels defined for each competency are meant to guide the development of employees toward acting as leaders and trusted advisors. The levels are cumulative, which means that a real property specialist that exhibits behaviours at advanced levels is expected to be proficient at the foundational and intermediate levels.

Foundational proficiency

At this level, the practitioner’s behaviour is reactive. An entry-level or junior real property practitioner has a basic understanding of the discipline and may need a fair amount of guidance, learning and direction to perform day-to-day operational duties. A practitioner who has foundational proficiency can complete a series of tasks based on clear procedures and step-by-step support from a more experienced practitioner. They require additional training to apply knowledge without assistance or frequent supervision.

Intermediate proficiency

At this level, the practitioner’s behaviour is proactive. A real property practitioner has functional command of the discipline and completes the work with minimal guidance. They address unusual situations with a fair degree of effectiveness based on related organizational policies and procedures.

Advanced proficiency

At this level, the practitioner’s behaviour is strategic. A real property practitioner completes tasks by applying extensive knowledge, skills and strategies to plan, organize, manage and oversee the work of others. They are recognized as a leader and a resource to others. They translate complex concepts into applicable solutions. They are experts that guide, solve problems, forecast issues and events, and analyze trends while taking a strategic approach.

The competencies required for each of the functional families are identified in Part 3: Competency Model Map, with each competency being defined and explained in Part 4: real property competencies.

Part 3: real property function competency models

In this section

Real Property Organizational Management Competency Model

The Real Property Organizational Management functional family plans, organizes, directs, controls and evaluates all real property activities within a custodian department. The Real Property Organizational Management Competency Model applies to real property executives (executives and equivalents) and the management group. They generally represent the real property equivalent of Key Leadership Competencies. Different from other functional families, this model looks across the organization and should exist within and above every other function. Generally, only advanced-level proficiency behaviours from functional and technical competencies are associated with this model.

Examples of positions

Manager, regional manager, director and executive director

Applicable competencies

Program Management Competency Model

The Program Management Competency Model applies to real property practitioners responsible for integrating and overseeing all real property–related activities at the enterprise level to ensure that they are managed in a way that enables outcomes, demonstrates sound stewardship, and provides best value consistent with the Government of Canada’s socio-economic and environmental objectives. Program management drives the capability of a custodian organization and is responsible for the delivery of expected results in real property management while ensuring that legal, policy and financial accountabilities are upheld on behalf of the minister. Program management involves the following, within an operating environment that is subject to significant economic and market factors:

  • establishes and oversees governance and internal controls
  • ensures effective evidence-based decision-making
  • monitors strategic real property risks and performance
  • maximizes limited real property–related financial and human capital resources

Examples of positions

Policy analyst, business analyst, performance analyst, information management analyst, budget analyst, risk analyst, business intelligence analyst and real property program manager

Applicable competencies

Portfolio Management Competency Model

The Portfolio Management Competency Model applies to real property practitioners responsible for developing strategies, plans and programs of work to optimize the aggregate life cycle of all real property assets. When prioritizing spending and investment (operating and capital expenditures), portfolio management maintains and promotes a strategic portfolio perspective while integrating analysis of site and asset-level factors, user requirements, and corporate priorities. Through the operation of a strategic portfolio planning process and the development of planned programs of work, portfolio management drives activities at the operational and service level to optimize the condition and utilization of all real property assets.

Examples of positions

Portfolio analyst, strategic portfolio planner, portfolio manager, investment analyst, investment planner and portfolio strategy advisor

Applicable competencies

Asset Management Competency Model

The Asset Management Competency Model applies to real property practitioners responsible for providing facilities and property management services. The asset management function involves overseeing and optimizing the use, maintenance and value of property assets. This function includes the following in leased and Crown-owned buildings:

  • managing facilities
  • handling tenant relations
  • planning and executing projects such as fit-ups, refits, alterations, space optimization and renovations

Technology now plays a significant role in asset management by streamlining operations, enhancing decision-making and improving tenant experiences.

Examples of positions

Property manager, facility manager, real estate asset manager and accommodations officer

Applicable competencies

Transaction Management Competency Model

The Transaction Management Competency Model applies to real property practitioners who provide guidance and strategic advice on acquiring, managing and disposing of government-owned and managed real estate assets. Key responsibilities include:

  • executing real estate strategies to maximize portfolio value and efficiency
  • overseeing property acquisitions, leases and disposals while ensuring regulatory compliance
  • managing the maintenance, leasing and administration of government properties for effective use
  • joining forces with government departments, external agencies and stakeholders on real estate projects

This role integrates client objectives, corporate strategy, resource management, market knowledge and real estate fundamentals to structure advantageous transactions and deliver advisory services.

Examples of positions

Real estate advisor, realty specialist, real estate contracting officer, real estate services specialist, acquisition manager, divesture specialist and leasing officer

Applicable competencies

Technical and Advisory Competency Model

The Technical and Advisory Competency Model applies to real property practitioners who provide:

  • engineering, architectural and technical expertise
  • advisory services for construction, design, renovation, conservation and restoration

This expertise and these advisory services relate to:

  • real property
  • management of environmental issues (contaminated sites, environmental health and safety)
  • land information management
  • measuring, mapping, geodesy and photogrammetry in compliance with applicable policies, regulations and legislation related to federal real property

Examples of positions

Architect, engineer, real property technical specialist, energy and environmental specialist, engineering data management coordinator, building operator, operations and maintenance technician, facilities specialist, and geomatic services specialist

Applicable competencies

Real Property Project Management Competency Model

Real property project management for the Government of Canada involves managing processes and projects to acquire, lease, design, build and renovate real estate assets within defined project objectives and allocated time and resources. This role involves project planning, day-to-day management of the project, resource coordination, and project execution and monitoring.

Examples of positions

Real property project manager, project manager land development, project officer and project administrator

Applicable competencies

Part 4: real property competencies

In this section

Functional competencies for the real property community

The following functional competencies for the real property community are not exhaustive, and there may be additional proficiencies required that are specific to the organization.

Real property foundations

Having a good foundation in real property means:

  • understanding the purpose and potential of federal real property to contribute to broad government objectives
  • identifying opportunities to manage real property proactively to achieve an optimal balance of resource expenditure and realization of outcomes, including accessibility, socio-economic and environmental returns

This knowledge should include the ability to position the real property sector as a strategic partner and program enabler by:

  • providing high-quality service and advice
  • proactively mobilizing a network of diverse internal and external stakeholders (for example, program leads, internal functions, internal service providers, users and suppliers) to support management strategies, plans and change management

Behavioural indicators
Foundational proficiency
  • Understands the application of laws, policies and broader socio-economic objectives related to the management of real property
  • Regularly meets with departmental programs to ensure that their needs are being met and to learn of anticipated changes to business needs
  • Ensures that government and departmental priorities and interests are represented
Intermediate proficiency
  • Understands and provides advice on the laws, policies and broader socio-economic objectives related to the management of real property
  • Maintains strong relationships with program leads, internal functions, internal service providers, users and suppliers
  • Integrates an equitable approach when considering frameworks, strategies, plans and projects within all levels and functions of real property management
Advanced proficiency
  • Understands and applies decisions relating to the laws, policies, and broader socio-economic objectives related to the management of real property
  • Integrates Indigenous rights and reconciliation, accessibility, heritage preservation, and ethical considerations in the planning of investments and management of real property

Governance and performance measurement

Establishing and maintaining a framework for informed, effective and timely real property decision-making involves:

  • internal policies, procedures, processes and structures
  • the optimal distribution of accountabilities, responsibilities and delegated authorities

This framework integrates a wide range of information sources to measure and monitor results, outcomes, trends and risks in real property management, aligning with departmental results frameworks, government reporting requirements, ethical guidelines, legal standards and industry best practices.

Behavioural indicators
Foundational proficiency
  • Understands the application of departmental and real property governance, policy and decision-making mechanisms, including the distribution of mandates, accountabilities, roles, responsibilities and delegated authorities
  • Develops and implements real property standards, business processes, and human and financial resources monitoring systems for the ongoing management of the real property program and portfolio
  • Actively monitors the performance of investments, assets and the whole portfolio
  • Applies methodologies, tools and instruments to measure real property performance considering the departmental results framework
  • Monitors real property performance and risk at the corporate, program, portfolio, service, and asset or site level
  • Understands the role and purpose of performance information and indicators
  • Understands how the socio-economic environment, government priorities and news topics influence or may influence the real property portfolio
Intermediate proficiency
  • Ensures that departmental and real property governance, policy and decision-making mechanisms, including the distribution of mandates, accountabilities, roles, responsibilities and delegated authorities uphold the deputy head’s accountability and balance risk and complexity
  • Ensures that governance mechanisms support informed decision-making, integrate relevant parties’ perspectives and balance interests
  • Ensures that decisions are made at the program, portfolio, asset and project levels with the appropriate level of detail or aggregation for that level, and that decisions at each of those levels are effectively communicated and documented and are cohesive and coherent
  • Collects, analyzes and disseminates lessons learned that support the continual improvement of real property management activities
  • Benchmarks and monitors real property performance and risk at the corporate, program, portfolio, service, asset and site level
  • Clarifies the role and purpose of performance information and indicators
  • Leverages plain language, data and visualization to communicate performance and frame decisions
  • Systematically collects and analyzes performance against pre-established targets (at the strategic, operational and service levels) to support continuous improvement
Advanced proficiency
  • Applies departmental and real property governance, policy and decision-making mechanisms, including the distribution of mandates, accountabilities, roles, responsibilities and delegated authorities to uphold the deputy head’s accountabilities
  • Contributes the real property perspective to departmental plans and reports
  • Ensures that roles, responsibilities and accountabilities are clear
  • Develops the role and purpose of performance information and indicators
  • Develops strategies and plans for real property data governance
  • Ensures that information management systems, processes and outputs link to real property performance and departmental results frameworks and support government-wide reporting requirements

Financial resource and investment management

Optimizing real property resources involves:

  • contributing to departmental business planning and financial and investment management processes
  • integrating decision-making for operational and capital budgets
  • enabling evidence-based in-year resource reallocation
  • ensuring that investment analysis incorporates comprehensive life-cycle costing

It also includes monitoring financial risk and performance and analyzing both qualitative and quantitative factors to recommend best value decisions for acquisition, disposal, renovation, recapitalization or replacement, incorporating cost-benefit analysis, risk, complexity, and project expenditure and forecast total life-cycle costs of real property. It is critical to ensure transparency and accountability in budgeting and expenditure, promoting equitable access to resources, and making decisions that balance economic efficiency with social and environmental responsibility.

Behavioural indicators
Foundational proficiency
  • Monitors year-over-year expenditures to identify trends, efficiencies and opportunities for optimization
  • Collects relevant benchmarking information from public and private entities to monitor and optimize real property performance
  • Applies templates, tools and processes to ensure consistency in investment planning processes
  • Understands the financial and economic data required to effectively analyze investment options
Intermediate proficiency
  • Monitors and analyzes year-over-year expenditures to identify trends and efficiencies and provides recommendations for optimization opportunities
  • Identifies and communicates financial, economic and market factors variables that impact real property resources and spending power when forecasting, costing and budget planning, including inflation, supply chain, construction costs and supplier availability
  • Provides expert input into the development of departmental and real property budget and plans, including:
  • comprehensive analysis, forecasting and rationale for investments while considering capital or project costs
  • ongoing life-cycle management costs of real property
  • necessary departmental costs, including additional human resource capacity, information management and information technology (IM/IT) infrastructure, and relationship management
  • Develops cash management strategies to level year-over-year expenses
  • Conceptualizes, develops and implements templates, tools and processes to ensure consistency in investment planning processes
  • Analyzes financial and economic data to develop detailed financial models at the project, asset, site and portfolio levels, and evaluates current and long-term costs
Advanced proficiency
  • Forecasts, plans, integrates and monitors capital, operating, and grants and contributions budgets, including human capital (salary, benefits and service provider) and costs (regular and project-based)
  • Creates and applies plans, tools and processes to manage resources effectively, ensuring that tasks are prioritized, and goals are clearly defined
  • Ensures that real property financial management practices are reflected in and incorporated into departmental business, financial and investment planning processes
  • Undertakes qualitative and quantitative analysis of multiple investment options, incorporating economic contribution, value for money, cost-benefit analysis, and financial, organizational and life-cycle considerations
  • Conducts economic contribution analysis, value-for-money analysis, modelling and statistical analysis as they apply to areas such as real estate investment analysis, cost-benefit analysis, risk analysis, financial and departmental performance, and sustainability measurement to ensure that real property decisions:
  • are evidence-based
  • represent the best value to the Crown
  • are made in a manner consistent with sustainable development principles and broad government policy objectives, including climate resilience, Indigenous reconciliation, accessibility and economic development
  • Communicates clearly and effectively to secure investment approval, leveraging succinct, persuasive, data-informed and evidence-based reports, business cases, presentations and proposals

Integrated real property portfolio planning

Integrated real property portfolio planning involves the ongoing assessment, integration and prioritization of information at the asset, site and project levels to develop strategies and plans that optimize the overall performance of the portfolio. These portfolio plans set out how the portfolio will be proactively and intentionally managed to:

  • support the custodian’s mandate and meet strategic business objectives and forward-looking program requirements
  • contribute to the Government of Canada’s priorities for real property, socio-economic and environmental outcomes
  • ensure sound life-cycle management of real property
  • plan portfolio decisions to ensure sound stewardship and best value to the Crown

For more information, consult the Guide to Portfolio Management and the Real Property Portfolio Strategy.

Behavioural indicators
Foundational proficiency
  • Uses established templates, tools and processes to ensure consistency in planning programs of work, including the integration of preventive maintenance, compliance and recapitalization requirements
  • Ensures integration and consideration of the needs and perspectives of the department, users and clients, and of relevant parties in processes to develop planned programs of work
  • Uses established templates, tools, processes, data-informed decision criteria and prioritization frameworks to enable evidence-based allocation of spending and investment on planned programs of work
  • Ensures integration and consideration of sustainability, accessibility, reconciliation and inclusion factors in developing planned programs of work
  • Monitors portfolio-, asset- and site-level plans, including the departmental Real Property Portfolio Strategy, in response to evolving contexts, including strategic demand, client requirements and economic factors
Intermediate proficiency
  • Provides real property input into the development of departmental and real property budget or Treasury Board submissions, including:
  • the rationale for one-time capital project costs
  • ongoing life-cycle management costs of real property
  • necessary departmental costs such as additional human capital capacity and IM/IT infrastructure
  • Conceptualizes, develops and implements templates, tools and processes to ensure consistency in planning programs of work, including the integration of preventive maintenance, compliance and recapitalization requirements
  • Conceptualizes, develops and implements templates, tools, processes, data-informed decision criteria and prioritization frameworks to enable evidence-based allocation of spending and investment on planned programs of work
  • Incorporates organizational and financial requirements when developing planned programs of work
  • Analyzes portfolio-, asset- and site-level plans, including the departmental Real Property Portfolio Strategy, in response to evolving contexts, strategic demand, client requirements and economic factors
  • Informs investment decisions at the segment and whole-portfolio level
Advanced proficiency
  • Anticipates, assesses and incorporates organizational, financial and human resource requirements when developing planned programs of work
  • Identifies opportunities, limitations and risks with respect to investment decisions (including a status quo decision)
  • Revises portfolio-, asset- and site-level plans, including the departmental Real Property Portfolio Strategy, in response to evolving contexts, strategic demand, client requirements and economic factors
  • Leads investment decisions at the segment and whole-portfolio level

It should be noted that these competencies are not exhaustive and that there may be some competencies or expected proficiency levels that are specific to each individual organization.

Technical competencies for the real property community

Business acumen

Business acumen refers to maintaining relevant contextual awareness of the federal real property operating environment. It includes:

  • external factors such as business, economic and industry trends
  • internal factors such as government-wide priorities and organizational structure and requirements
Behavioural indicators
Foundational proficiency
  • Identifies links between operating environment, organizational context and the ongoing management of real property at all levels of activity
  • Reflects and applies contextual and business awareness to the development and implementation of frameworks, strategies, plans and management models
  • Actively maintains contextual awareness of issues and trends in corporate real estate
  • Maintains an awareness and understanding of market forces, business trends and the latest in innovation and integrates these into their work and strategies
  • Pursues opportunities for acquiring knowledge on innovative solutions, concepts, strategies, plans and approaches to optimize financial and non-financial resources
Intermediate proficiency
  • Provides evidence-based advice to align real property strategies and plans to corporate-level departmental objectives
  • Demonstrates awareness of critical strategic and operational drivers of demand for real property assets and services, and positions the strategic use of real estate in support of departmental objectives
  • Actively maintains contextual awareness of issues and trends in corporate real estate
  • Proactively leverages departmental and industry knowledge to achieve best value
  • Applies innovative solutions, concepts, strategies, plans and approaches to optimize financial and non-financial resources
Advanced proficiency
  • Identifies and manages risks based on subject matter expertise of industry and government priorities, dynamics and operational structures
  • Identifies and integrates complex management structures (centralized versus decentralized), service delivery models, and departmental accountabilities in the development and implementation of a real property operating model
  • Actively maintains contextual awareness through participation in governance bodies, domain-specific associations, relevant parties’ engagement and professional development
  • Develops innovative solutions, concepts, strategies, plans and approaches to optimize financial and non-financial resources

Risk management

Risk management refers to proactively identifying, anticipating and mitigating risks in real property management at the program, portfolio, site, asset and project level. It links risks in real property management to mandate-driven program outcomes through the corporate risk profile, and ensures that mechanisms are in place to document, communicate and escalate serious portfolio-related health and safety, financial, legal, operational, environmental, and reputational risks.

Behavioural indicators
Foundational proficiency
  • Understands the range of risks in real property management at the program, portfolio, asset, site and project levels
  • Applies risk management strategies and approaches (including tools, templates and processes) to identify, monitor, review and mitigate real property risks on an ongoing basis
  • Applies mechanisms, processes and tools to ensure that risks are documented, communicated and escalated to accountable decision makers
  • Collects evidence-based data to support informed decisions with respect to managing and mitigating risk
  • Collaborates with diverse relevant parties when managing risk
Intermediate proficiency
  • Identifies and assesses the full range of risks in real property management at the program, portfolio, asset, site and project levels
  • Evaluates and communicates the impact of risk in real property management on department-level strategies, objectives and reputational stability
  • Implements risk management strategies and approaches (including tools, templates and processes) to identify, monitor, review and mitigate real property risks on an ongoing basis
  • Implements mechanisms, processes and tools to ensure that risks are documented, communicated and escalated to accountable decision makers
  • Considers the variable financial, economic and market factors that impact real property management when assessing risk, including inflation, supply chains, construction costs, and labour or supplier market availability
  • Analyses evidence-based data to support informed decisions with respect to managing and mitigating risk
  • Collaborates and consults with diverse relevant parties when identifying, assessing and managing risk, including the evaluation and sharing of lessons learned
Advanced proficiency
  • Identifies, assesses and communicates the full range of risks in real property management at the program, portfolio, asset, site and project levels
  • Develops risk management strategies and approaches (including tools, templates and processes) to identify, monitor, review and mitigate real property risks on an ongoing basis
  • Develops mechanisms, processes and tools to ensure that risks are documented, communicated and escalated to accountable decision makers
  • Ensures that decisions are evidence-based and data-informed with respect to managing and mitigating risk

Data analytics

Data analytics refers to planning and managing data as a strategic resource to enable decision-making. It includes research, user testing, collection and analysis of raw and disaggregated data to facilitate evidence-based decision-making. Data analytics requires organizing, summarizing, visualizing and communicating information to support decision-making, performance and progress monitoring.

For more information on data analytics competencies, refer to the GC Digital Competencies for All Public Servants (available only on the Government of Canada network).

Project management

Project management refers to ensuring that the fundamentals of project planning, management and oversight are applied to achieve defined objectives and success criteria in real property projects, respecting time, scope and resource constraints in consideration of socio-economic and environmental outcomes.

For more information on project management competencies, refer to Government of Canada Project Management Community Competencies.

Negotiation

Negotiation refers to representing the interest of the department and the Government of Canada in reaching the best agreement possible and balancing the interests of the parties involved for equitable solutions. Negotiation includes agreements with internal and external relevant parties.

Behavioural indicators
Foundational proficiency
  • Creates an open and inclusive discussion environment and demonstrates professionalism and genuine interest in the other parties related to property use
  • Listens carefully and questions relevant parties to seek a better understanding of their needs, interests and priorities for equitable real property solutions
  • Balances assertiveness and empathy
Intermediate proficiency
  • Thinks creatively of solutions that benefit all parties and demonstrates an open mind to options that can be offered by the other party
  • Identifies the best alternative to a negotiated agreement if needed
  • Recognizes potential conflicts and finds ways to help parties work through issues, clarifying assumptions and expectations
Advanced proficiency
  • Prepares negotiations and demonstrates a good understanding of the objectives they need to meet from the negotiations and the trade-offs they can concede, and understands the overall value of an agreement
  • Keeps everyone focused on long-term objectives and resolves disagreements when negotiations stall
  • Uses knowledge of different cultures during negotiations to help reach consensus and cooperation

Appendix A

In this section

Foundational knowledge

Functional competencies

Real property foundations
Legislative and policy framework
Environmental and heritage considerations
Federal acts relevant to real property
Regulatory and operational guidelines
Strategic and social frameworks
Governance and performance measurement
Legislative and policy foundations
Strategic governance and oversight
  • Government of Canada priorities: Speech from the Throne, ministerial mandate letters, federal budgets, Clerk’s Annual Report to the Prime Minister on the Public Service of Canada, and others
  • Gender-based Analysis Plus (GBA Plus), including diversity, equity, inclusion and accessibility
  • Canada’s Quality of Life Framework
  • Departmental mandate, Departmental Plan, Departmental Results Report, and other plans and strategies, corporate risk profile and real property portfolio strategy
  • Machinery of government (delegation instruments, federal financial management cycle, budget setting, parliamentary appropriation processes, policy development process, and Cabinet and Treasury Board approval processes)
  • Departmental real property management framework
Performance management and data governance
  • Oversight and administration of information, including collection and generation of data, data use and access, and data governance
  • Approaches and methodologies in performance measurement and reporting, such as outcome indicators, key performance indicators and benchmarking
  • Private industry and government real property metrics and performance indicators (for example, return on investment, market value and financial performance)
  • Government-mandated and ad hoc measures (for example, Departmental Results Report, Directory of Federal Real Property and Federal Contaminated Sites Inventory reporting and performance indicators)
  • Performance monitoring tools such as dashboards, balanced scorecards and heatmaps
Operational and workforce policies
Regulatory and equity considerations
Financial resource and investment management
Financial governance and policy framework
Budgeting and financial planning
  • Real property financial concepts, including operating and capital budgets and expenditures and their relationship to effective asset life-cycle management
  • Budget management and control, including planning, allocation, monitoring and reporting
  • Financial forecasting, modelling and costing
  • Cost structures, financial performance indicators and benchmarks, and trend analysis to support resource optimization
  • Financial management systems and processes
Analytical and decision-making tools
  • Business case writing
  • Financial analysis: life-cycle costing, net present value and discounted cash flow analysis, including construction, maintenance and operation budgets
  • Appraisal, real estate market and economic trends analysis
  • Statistical risk analysis and costing, for example, Monte Carlo analysis
Service delivery
  • Transactions, construction and project management models
Integrated real property portfolio planning
Real property management and life-cycle planning
Strategic planning and sustainability
Operational and policy frameworks
  • High-level understanding of key real property management practices:
  • building performance and compliance inspection
  • preventive and predictive maintenance
  • operation and maintenance planning
  • accommodations
  • occupation instruments
  • real property transactions
  • construction
  • project management models
  • Government of Canada financial management and policy development processes
  • Project and program management, including scheduling and milestone planning
  • Knowledge of information management systems
Policy considerations and socio-economic priorities
  • Benefits and policy requirements, including but not limited to reconciliation, greening, sustainability, climate resilience, diversity, accessibility, heritage and other socio-economic priorities

Technical competencies

Business acumen
Policy and governance foundations
  • Government direction, ministerial mandates, applicable legislative and policy frameworks (internal environment)
  • Global, national and local economic and market factors (labour market, supply chain, and so on) that affect the financial and operating environment (external environment)
Innovation and performance monitoring
  • Trends and innovation in public and private sector real property management
  • Relevant metrics to monitor and demonstrate real property performance in custodian departments
Procurement and strategic operations
  • Procurement and contracting methods for real property management arrangements
  • Internal strategic and operational drivers in real property management, including forecast demand (program directions), supply-side constraints (limited space, functionality, resources) and the relationship between procurement and service delivery
Risk management
Risk governance and assessment frameworks
  • Government of Canada Framework for the Management of Risk and departmental risk planning processes (for example, corporate risk profile)
  • Risk assessment tools and methodologies (for example, probability or severity)
  • Risk management strategies (for example, assume and accept, avoid, control, transfer, and monitor)
Real property risk considerations
  • Departmental risk profile and associated risk documentation
  • Risks specific to the ongoing management of real property, including financial, legal, compliance, health and safety, climate, environment, economic, community impact, asset-related hazard or failure, project management, and availability and competency of human capital
Project and insurance risk management
Data analytics
Project management
Investment and project management frameworks
Project governance and risk management
Performance and competency development
Negotiation
  • Negotiation techniques, strategies and tactics
  • Alternate dispute resolution mechanisms
  • Contractual legal environment

Appendix B

Real Property Core Competencies and Behavioral Indicators Tool

The Real Property Community Competencies defines the expected roles, responsibilities, and behaviours of federal RP professionals. The Real Property Core Competencies and Behavioral Indicators Tool (only available to Government of Canada employees) provides a simplified overview of RP-specific competencies.

Appendix C

Definitions

best value
The extent to which a solution or investment achieves the optimal balance of resource expenditure and realization of outcomes, including socio-economic and environmental returns, throughout the asset or service life cycle. For acquisitions, the lowest price is not always representative of best value (reference: Policy on the Planning and Management of Investments.
business acumen
Refers to maintaining relevant contextual awareness of the federal real property operating environment. It includes external factors such as business, economic and industry trends, as well as internal factors such as government-wide priorities, organizational structures, and requirements.
capability
The measure of capacity and the ability of an entity (system, person, or organization) to achieve its objectives (reference: Asset Management: Vocabulary, Overview and Principles – ISO 55000:2024, subsection 3.2.6).
competency
The knowledge, skills, abilities and behaviours that employees use in performing their work satisfactorily (reference: Competencies).
competency framework
A broad conceptual structure for integrating, organizing and aligning multiple competency models (reference: Asset Management Competency Framework for Canadian Communities, page 8).
competency model
A set of key competencies that define the required capabilities for high performance in a job or functional area within an organization (adapted from Asset Management Competency Framework for Canadian Communities, page 8).
core competency
Competencies that relate to how employees interact with their colleagues and how they perform their work to achieve their work objectives (reference: Competencies).
custodian
For the purposes of this document, a department whose minister has responsibility for the administration of real property for the purposes of that department (reference: Policy on the Planning and Management of Investments).
data analytics
Refers to planning and managing data as a strategic resource to enable decision-making. It includes research, collection, and analysis of raw data to facilitate evidence-based decision-making. Data analytics requires organizing, summarizing, visualizing and communicating information to support decision-making, performance and progress monitoring.
financial resource and investment management

Refers to optimizing real property resources by:

  • contributing to departmental business planning, financial, and investment management processes
  • integrating decision-making for operational and capital budgets
  • enabling evidence-based in-year resource reallocation
  • ensuring that investment analysis incorporates comprehensive life-cycle costing

Managing financial resources and investments includes:

  • monitoring financial risk and performance
  • analyzing both qualitative and quantitative factors to recommend best value decisions for acquisition, disposal, renovation, recapitalization or replacement, incorporating cost-benefit analysis, risk, complexity and project expenditures
  • forecasting total life-cycle costs
functional competency
A competency applicable to a particular employee group, such as client service agents, financial specialists, program analysts or human resources professionals (reference: Competencies).
functional family
A subgroup of roles and responsibilities that reflect a specialty area with similar and related work activities that are performed in an organization at various levels of complexity and detail. They share common traits such as common knowledge and behaviours.
functional specialist
An expert in a specific discipline, such as procurement, human resources, finance or information technology.
Gender-based Analysis Plus (GBA Plus)

An analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for:

  • understanding who is impacted by the issue or opportunity being addressed by the initiative
  • identifying how the initiative could be tailored to meet diverse needs of the people most impacted
  • anticipating and mitigating any barriers to accessing or benefiting from the initiative

GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion and sexual orientation.

governance and performance measurement
Refers to establishing and maintaining a framework for informed, effective and timely real property decision-making. It involves internal policies, procedures, processes, structures, and the optimal distribution of accountabilities, responsibilities and delegated authorities. This framework integrates a wide range of information sources to measure and monitor results, outcomes, trends and risks in real property management, aligning with departmental results frameworks, government reporting requirements and industry best practices.
integrated real property portfolio planning

Is the ongoing assessment, integration and prioritization of asset-, site- and project-level information to develop strategies and plans that optimize overall portfolio performance. These portfolio plans set out how the portfolio will be proactively and intentionally managed to:

  • support the custodian’s mandate
  • meet strategic business objectives and forward-looking program requirements
  • contribute to the Government of Canada’s priorities for real property, socio-economic and environmental outcomes
  • ensure sound life-cycle management of real property
  • plan portfolio decisions to ensure sound stewardship and best value to the Crown

For more information, consult the Guide to Portfolio Management and the Real Property Portfolio Strategy.

Key Leadership Competencies
Competencies that define the behaviours expected of Canada’s public service leaders. They inform executives how to lead and serves as the fundamental basis for selection, learning and development, and performance and talent management of executives (adapted from Key Leadership Competencies).
negotiation
Refers to representing the interest of the department and the Government of Canada in reaching the best agreement possible and balancing the interests of the parties involved. Negotiation includes agreements with internal and external relevant parties.
professional development
The process of improving and increasing capabilities through a wide variety of specialized training, formal education or advanced professional learning to help functional specialists improve their professional knowledge, competence, skill and effectiveness.
proficiency
Is a high degree of competence or skill and expertise in performing a function.
proficiency level
The different degrees of familiarity with and ability to perform a function.
program
Individual or groups of services, activities or combinations of these that are managed together within the department and focus on a specific set of outputs, outcomes or service levels. For more information, consult the Policy on the Planning and Management of Investments.
project management
Refers to ensuring that the fundamentals of project planning, management and oversight are applied to achieve defined objectives and success criteria in real property projects respecting time, scope and resource constraints.
real property foundations
Refers to understanding the purpose and potential of federal real property to contribute to broad government objectives and identifying opportunities to manage real property proactively to achieve the optimal balance of resource expenditure and realization of outcomes, including socio-economic and environmental returns.
risk management
Refers to proactively identifying, anticipating and mitigating risks in real property management at the program, portfolio, site, asset and project level. It links risks in real property management to mandate-driven program outcomes through the corporate risk profile and ensures that mechanisms are in place to document, communicate and escalate serious portfolio-related health and safety, financial, legal, operational, environmental and reputational risks.
senior designated official
A person responsible for supporting the deputy head in fulfilling their function-specific policy requirements.
talent management
The strategic process of ensuring that the organization can attract, motivate, develop, retain and generally maximize its return on investment in people. Components of talent management are aligned to and integrated with support organizational objectives. They include but are not limited to attraction, recruitment, assessment, employee development, reward strategies and practices, performance management, and engagement and retention programs (reference: Conference Board of Canada).​
technical competency
A competency applicable to a particular job (reference: Competencies).
   

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2026-01-05