Presented by: Update on the Federal Government’s Kevin Radford Assistant Deputy Minister Real Estate Portfolio and Space Requirements Real Property Services Public Services and in the National Capital Area Procurement Canada October 19, 2016
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OVERVIEW Public Services and Key services to federal organizations Procurement Canada delivers… Affordable office Real Property Services accommodation provides… Cost-effective Real Property services Stewardship for public works such as buildings, bridges and dams, and national treasures Pride in Service, Faith Real Property Services in People, Excellence demonstrates… in Delivery 4
Drivers for change New federal government Budget 2016 and related priorities Mandate letters New technologies Expected results for our RPS portfolio and space requirements: • Responsive • Flexible, multi-use, and adaptive • Healthy • Green & environmentally conscious • Conducive to collaboration • Open and transparent • Enabled for seamless access to new technologies 5
Vision for a modern workplace Adaptable Flexible Mobile Collaborative Digital Attractive 6
Workplace 2.0 implementation update Innovative practices and networking: • Early adopters allowed to innovate in how they use space • New fit-up sub-program based on Activity-Based Workplaces • Digital capabilities integrated into the workplace • New procurement tool for collaborative furniture Short-term goal (1-3 years): Mobility within an asset • Promote mobility concepts across government • Work points vs. offices, Activity-Based Workplaces Medium-term goal (3-5 years): Mobility within any departmental asset • Introduce and implement the concept of interdepartmental hubs Objective: modern workplaces for the new Public Service, based on the principles of flexibility, efficiency, health, collaboration and digital capacity 7
National Real Property program: by the numbers Space for 257,000 79 million sq. ft. 28% of public servants 46% leased the federal inventory from 99 departments 54% Crown-owned and agencies $4.7 billion+ $7 billion 3,000+ annual spending market value employees $450 million of 15 LEED-certified payments in lieu of buildings taxes 8
National Capital Area (NCA) Real Property portfolio: A key economic driver for the region 89 crown-owned buildings Over 50% of portfolio 178 privately-owned 142,000 employees is in the NCA buildings Largest lease holder of ~40% of Ottawa market private office space in the NCA ~90% of Gatineau market PSPC activities influence: Types of landlords that are attracted to Real estate investment, economic Ottawa/Gatineau development & rental rates 9
NCA Portfolio Supply Profile MEDIUM TERM CURRENT STATE *Long-term leases are holdings of over 15 years 10 *Short and medium-term holdings are leases of 15 years or less
Strategic Direction of the NCA Portfolio & Future State Manage and improve the portfolio along three dimensions: Objective: A smaller, leaner, higher-performing portfolio which Affordability Agility is well located, fit-up for Workplace 2.0, and which operates efficiently and affordably Quality The NCA portfolio by 2021 80% of portfolio At least 10 to 15% 17% reduction in oriented to smaller overall Greenhouse gasses rapid-transit access 11
Future nodes The geospatial footprint of the NCA portfolio will shift to capitalize on current and planned rapid transit infrastructure Geographically balanced portfolio Investment priorities across all sectors Real estate opportunities inside the greenbelt 12
Trends and emerging opportunities Greening Government Operations: sustainable now and for the future Healthy and environmentally- friendly construction Energy Star ratings Smart building technology Greenhouse gas reduction Carbon neutral portfolio by 2030 Clear picture of our energy performance Emerging opportunities Sustainable efficient building Lease acquisitions primarily RFPs geospatially aligned with operations with reduced within 600 metres of rapid rapid transit and extended operating cost transit stations based on client requirements 13
Trends and emerging opportunities Managing PSPC owned assets: vital to workplace wellness Publish online inventory of buildings with asbestos Implement Workplace 2.0 and 3.0 8.5:10 ratio of workstations to employees Update National Portfolio Plan Improve partnership with Shared Services Canada Update Building Condition Reports for most buildings Initiate building disposals (second wave) Emerging opportunities Demand for leased assets that will permit Waves of disposals creating opportunities for efficiencies of modern workplace installations recapitalization, redevelopment and partnerships 14
Trends and emerging opportunities Real Property Delivery Partner for Departments: Partnership and collaboration will make new markets Modernize 5% of our space per year (Workplace 2.0) Re-purpose surplus Crown inventory, potentially as affordable housing Expand the “campus” concept by developing enterprise-wide Investment Plans Develop long-range planning strategies with clients Emerging opportunities Market opportunities for new infrastructure Opportunities for private sector to support projects service delivery 15
Trends and emerging opportunities Client-centric service strategy and service improvement: Meeting client expectations for ongoing improvement Implement a Service Management Model Implement a single-window for clients to enhance service delivery Develop integrated 5-year plan with all clients Define a sourcing strategy to be Real Property service provider of choice Develop an integrated Demand Management process Emerging opportunities Diversity of real property Better demand management Office space as a service and long-term planning market opportunities 16
Conclusions for Industry Industry will have new We will continue to: opportunities for: • Maintain active leasing mandates in the • Partnerships NCA (currently over 100) to help • Infrastructure projects sustain market conditions • Development of node sites • Strive for openness and transparency • Property investments along through procurement tools that reflect transit lines best practices and promote economic • Leadership in environmental growth projects • Encourage opportunities for competitive leasing processes while also engaging in lease renewals where economically prudent 17
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