Government of Saskatchewan

2006 – 2007Annual Report

SaskatchewanPropertyManagement

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Table of Contents

Letters of Transmittal.................................................................................................................................2

Introduction.................................................................................................................................................3

Who We Are.................................................................................................................................................4

Risk Management.......................................................................................................................................6

2006-2007 Results at a Glance.................................................................................................................7.2006-2007 Performance Results............................................................................................................�0

. Goal.I.–.Effective.and.value-added.service............................................................................................�0

. Goal.II.–.Sustainable.property.infrastructure.........................................................................................�4

GoalIII–Partnershipsthatbenefitgovernmentandcommunities........................................................20

2006-2007 Financial Results...................................................................................................................22

For More Information...............................................................................................................................29

Appendices............................................................................................................................................... 30

A–OrganizationalChart........................................................................................................................ 30. B–KeyPiecesofLegislation.................................................................................................................3�

ThisannualreportisalsoavaialbleinelectronicformatfromtheDepartment’swebsiteatwww.spm.gov.sk.ca

2

Letter of Transmittal

HisHonourtheHonourableDr.GordonL.BarnhartLieutenantGovernorofSaskatchewan

May.it.please.Your.Honour:

IrespectfullysubmittheAnnualReportforSaskatchewanProperty.ManagementforthefiscalyearendingMarch31,2007.

ClaySerbyMinisterofPropertyManagement

TheHonourableClaySerbyMinisterofPropertyManagement

IhavethehonourofsubmittingtheAnnualReportforSaskatchewan.PropertyManagementforthefiscalyearendingMarch31,2007.

DebMcDonaldDeputyMinister

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Introduction

The2006-07fiscalyearmarkedSaskatchewanPropertyManagement’ssecondyearasagovernmentdepartment.TheDepartmentisworkingtofurtherimproveperformancemeasuresinfutureperfor-manceplans,andthisworkwillbereflectedinfutureannualreports.

ThisreportmeasurestheDepartment’sworktoprovideeffectiveandvalue-addedservicesforclients,toprovidesustainablepropertyinfrastructure,andtocreateandmaintainpartnershipsthatbenefitgovernmentandcommunities.Aswell,anumberofactionsarerelatedtotheGovernment’sGreenStrategy,ashighlightedintheResultsataGlancesection.

Thisannualreportdescribesresultsfromthe2006-07PerformancePlan,whichcanbefoundat:http://www.spm.gov.sk.ca/docs/spm_performance_plan_2006-07.pdf

Thegovernment-wideplanandbudgetdocumentsareavailableat:http://www.gov.sk.ca/finance/budget/budget06/budgetsummary.pdf

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SaskatchewanPropertyManagement(SPM)managesthevastandvariedinfrastructureandassetsrequiredfortheprovincialgovernmenttodelivernecessaryservicesandprogramming.Whetherthatisprovidingreliabletransportation,findingadequateofficespaceforpublicservantstoworkin,makingsuremailreachesitsdestination,orimplementingnewtelecommunicationstechnology,SPMservesthegovernment,oftenbehindthescenes.Byprovidingefficientandeffectiveservicesforday-to-dayoperations,SPMsupportsotherdepartmentsbyenablingthemtofocusontheirspecificmandatestoservethepeopleofSaskatchewan.

Vision

• Toprovidethebestpropertymanagementandsupportservicesforbestvaluetopublicagencies. inSaskatchewan

Mandate

• Tosupportpublicagencyprogramdeliverybyprovidingbestvalueforclientrequirementsinthe areasofaccommodation,propertymanagement,furnishingsandsupplies,transportation,purchas- ing,riskmanagement,recordsmanagement,telecommunicationsandmailservices

SPM by numbers

• 834.5fulltimeequivalentemployees• Leasesorowns774buildings• Ownsmorethan5,200vehicles•. Operates.6.aircraft• Housesover140,000boxesofarchivestorage• Processes25millionpiecesofmailperyear• Purchases$125millioningoodsperyear• Manages$1.9billionworthofproperty(replacementvalue)

Commercial Services

•. Transportation–TheCentralVehicleAgency(CVA)providesvehiclesandfleetmanagement. servicestoexecutivegovernmentdepartments,someCrowncorporations,andotherpublicly. fundedorganizations.AirtransportationservicesincludeAirAmbulanceServicetoresidentsand ExecutiveAirServiceforelectedofficials.

•. Purchasing–Thisbranchconductscompetitionsforpublicservicegoodsandservices.

•. Relocation Services–Afullrangeofrelocationservicesismanagedforgovernmentemployees.

•. Records Management–SPMprovidesacentral,securestoragefacilityforwarehousingand. retrievinggovernmentdocumentsanddisposalofdocumentsfollowingSaskatchewanArchives . Board.approval.

•. Mail Services–SPMhandlesmailforgovernmentdepartments,boards,commissions,crown. corporations,andsomeauthorizedpublicagencies.

•. Distribution Centre–Thiscentreprovidesofficeandjanitorialsuppliestoclientsandachieves. savingstogovernmentbybulkpurchasingandcentralizedwarehousing.

Who We Are

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Accommodation Services

TheAccommodationServicesdivisionensuresthatgovernmentdepartmentsandagencieshavetheofficeandprogramspacerequiredtodelivergovernmentservices.Itprovidesplanning,constructionprojectmanagement,buildingoperationandmaintenance,leasing,propertypurchase,realestate,propertydisposal,security,andfurniture.

Corporate Support Services

CorporateSupportServicesdivisionincludeshumanresources,financialservices,centraladministra-tion,andriskmanagementservices.ThedivisionsupportstheprogramareasoftheDepartmentbyprovidingcentralizedbudgeting,accounting,internalaudits,humanresourcesandconsultativeser-vices,payrollandadministrativeservices,learninganddevelopment,aswellasriskmanagementandinvestigativeservices.Thedivisionalsodevelopsthestrategicplan,departmentalpolicies,andbusinessimprovementinitiatives.

Information Services

TheInformationServicesdivisionmanagesSPM’sinformationtechnologyassetsandmaintainsandoperatesallthedepartmentalsoftwareapplications,suchasShopSPM.Thedivisionalsoprovides.servicestogovernmentdepartmentsandagencies,includingCentrexandVoIPphoneservicesand.theweb-basedgovernmentdirectory(www.gtds.gov.sk.ca).

ThisdivisionalsomanagestheDepartment’sgeneralcommunications,suchasthewebsite.and.publications..

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Risk Management

Asabuildingowner,projectmanager,andemployer,SaskatchewanPropertyManagementhasamoralandlegalresponsibilitytomanagerisk.SPMisrequiredbyfederalandprovinciallegislationandmunicipalbylawstoprotectthepublicwhouseourbuildings,thetenantswhoworkinourbuildingsandouremployees.

Aninternalriskmanagementteamconductsanannualriskreview,usingavarietyoftechniques,includinginterviewingkeypersonnel,conductingsiteinspectionsofhighvaluefacilities,andreviewingbothexternalandinternalreportsgeneratedfromavarietyofsources.

ThefollowingisasummaryofthekeyrisksfacingtheDepartmentandourplansandactivitiestomanagetheserisks.

• AgingInfrastructure

SPMmanagestheriskofaginginfrastructurethroughongoingpreventativemaintenanceaswell. assystematicinformationgatheringandanalysis.Accessibilityimprovements,fireprotection,and majorpreventativemaintenancearehighpriority,whileotherprojectsaredeterminedbybuilding conditionandprogramneeds.Whenkeyfacilitiesarenolongermeetingrequirements,SPMconsid- ersmajorretrofits,capitalimprovements,replacement,orevendecommissioningofthebuildings.

• SuccessionPlanning

SPMvaluesitsemployeesandtheircollectivewealthofknowledgeandskills,andfacesthesame demographicchallengesasotherNorthAmericanemployers.Toactivelyrecruitandretainvaluable. employees,SPMisimplementingaformalsuccessionplancalledBuildingFutureLeaders,imple- mentingabroaderseriesofsupervisoryandleadershipmodulesforstaff,workingwiththePublic ServiceCommissiontoimplementmarketsupplementswhenrequired,andencouragingsupportive policiesandpracticesalignedwiththeStatementofOrganizationalCulture.

• MarketRisk

SPMfacestheconstantriskofanunpredictableandever-changingmarketplace.Volatilefuelprices andrisingleasecosts,forexample,haveasignificantimpactonSPM’soperations.Toadjustand. respondtothedynamicmarketconditions,SPMcontinuallyreviewshowwellitsprogramsand . practicesaremeetingtheneedsofitsclients,andconductsongoingreviewsofitsoperationalcosts.

• BusinessContinuityManagement

SPMneedstobeabletorespondtoclientneedsintheeventofanemergency.SPMismanaging. thisriskthroughthedevelopmentofdisasterrecoveryplans,businesscontinuityplanning,. pandemicplanning,andotherrelatedactivities.

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Summary of Performance Results

Contributing to the Government of Saskatchewan’s Green Strategy• Threegovernmentfacilitieshavebeenupgradedatacostof$1.7milliontoachieveanoverall. decreaseinenergyconsumptionof16percentforthesefacilities.• TheSaskatchewanDiseaseControlLaboratory,thereplacementofthe1913sectionoftheRegina. CorrectionalCentre,andCenturyPlazainReginahavebeendesignedtoachieveinternational. LeadershipinEnergyandEnvironmentalDesign®(LEED)certification.• Ninety-fiveE-85vehicles(capableofusing85percentethanolblendgasoline)havebeenpurchased. in.2006-07.• Althoughopportunitiestoenhancepaperrecyclingwereinvestigated,itwasdecidedthatseparating typesofpaperdoesnotsignificantlyenhancerecyclingprocesses.• SPMpurchased18.9millionkWhsofgreenenergy(windgeneratedelectricity)in2006-07,. representingapproximately23percentoftheelectricityrequirementsofgovernment.

Other significant initiatives• VoiceoverInternetProtocol(VoIP)isarelativelynewtechnologythatallowsphonecallstobe. madeviatheinternetinsteadoftraditionalphonelines.Aswitchtothistechnology,whichSPMwill. implementoverthenextthreeyears,willtranslateintosignificantsavingsforgovernment.SPM’s headoffice,CenturyPlaza,isalreadytransferredtoVoIP.• SPMownssixaircraftforthegovernment,threeofwhichareusedforAirAmbulanceandthreefor ExecutiveAir.AnagingfleethasnecessitatedthepurchasesoftwonewKingAirB200aircraft,and. onepreviouslyleasedKingAirB200aircraftwasalsopurchased.In2007-08,oneKingAirB200 aircraftwillbemovedfromAirAmbulancetoExecutiveAirtoreplaceadecommissioned. Cheyenneaircraft.

2006-07 Results at a Glance

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Summary of Financial Results

EffectiveApril1,2005,SaskatchewanPropertyManagement(SPM)wasestablishedtoreplacethe.SaskatchewanPropertyManagementCorporation.

MostoftheDepartment’sprogramsoperateontheprinciplesofsharedservicesandnetbudgetingwhicharesetoutinlegislationinThe Financial Administration Act, 1993.TheActallowsfordepartmentsto.providesharedservicestootherdepartmentsandtochargethosedepartmentsforthecostsof.those.services..

Thecostofsharedservicesisallocatedtodepartmentsandthiscostisdescribedasinternalrecoveries,becausethedepartmentsreceivingthoseservicesareinternaltotheGeneralRevenueFund(GRF).In.essence,SPMchargesdepartmentsforaccommodation,transportationandotherservicesprovided.tothem.Thesechargesarereflectedinthefinancialresultsfortherespectivedepartments.

TheActalsoallowsaformofnetbudgetingforservicesprovidedbyadepartmenttogovernment.organizationsthatareoutsideofexecutivegovernment.Theprovisionofservicestoandrecoveryof.thecostofthoseservicesfromagenciesexternaltotheGRFaredescribedasexternalrecoveries..SPMchargesarecoveryfee(price)forthoseservices.

FollowingtheDepartment’spricingprincipleofcostrecovery,theexpensesofSPM’sCentralManage-mentandServicessubvoteareallocatedtoprogramsubvotesandthosecostsarereflectedinthefullcostrecoveryratestructure.ThecostofprovidingExecutiveGovernment’spurchasingfunctionis.appropriatedandisnotrecoveredthroughchargestodepartments.Someothercostsarenot.recovered.and.are.directly.appropriated..In.2006-07.these.costs.include:• OperationsandMaintenanceoftheLegislativeAssembly;• EnergyPerformanceInvestments;and• WindEnergy.

TheDepartment’s2006-07expenditurebudget(appropriation)was$34.266million,including$24.324millionforcapitalassetacquisitions.Inthefallof2006,theLegislatureapprovedanadditional$2.8millionrequiredtoprovideforthebuy-outofaleasedaircraft.ThisadditionalfundingallowedSPMtocontinuetoprovidethesamelevelofairserviceforthePremier,CabinetMinisters,MLAs,andtheLieutenantGovernor.Furthermore,inthespringof2007,theLegislatureapproved$5.1millionforthedecommissioningcostsrelatedtotheagreementtotransfertheSourisValleyRegionalCareCentretotheCityofWeyburn..Inadditiontoappropriatedfunds,theDepartment’sfundingalsoincludesrecoveryofcostsrelatedtosharedservicesandnetbudgeting.IntotaltheDepartment’sbudgetedfundingrepresentsactivityof$279million,summarizedas:

2006-2007 Funding. Budget Actual ($000s) ($000s)

TotalAppropriation 34,266 41,427

ExpensesallocatedtoDepartments 180,277 190,320

Expenseschargedtoexternalclients 64,571 65,190

TOTAL 279,114 296,937

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Theactualactivityin2006-07was$297million;avarianceof$18million.Thevarianceisdueinlargeparttoanincreaseinappropriationforanaircraftleasebuy-outandspecialwarrantfundingtocoverthecostsassociatedwiththetransferoftheSourisValleyRegionalCareCentre.Inaddition,SPM.recoveredthecostoftwoairambulanceaircraftfromtheDepartmentofHealth.Resultsbysubvote.andprogramareaaresummarizedinsubsequentpagesoftheannualreport.Detailedpayee.informationwillbepublishedinVolume2ofthe2006-07PublicAccounts.

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SaskatchewanPropertyManagementisguidedbythegovernment’saccountabilityframework,andcontinuallyworkstoimprovetransparencyandaccountabilitybyitsreportingprocess.Goodreportingpractices,whichincludeidentificationandmonitoringoftargets,improveperformanceandassist.programmanagersanddepartmentsinmakingmoreeffectivedecisions.

SaskatchewanPropertyManagementisworkingtowardsettingtargetsthatreflectindustrystandardsandgiveamorecomprehensivepictureoftheconditionofgovernmentinfrastructureandassets.AsthisworkisincorporatedintheDepartment’sperformanceplans,theAnnualReportwillreflectthoserefinedmeasuresandtargets.

Thekeyactionsoriginallypresentedinour2006-07planarelistedbelow,followedbyareporton.actualprogressforeach.Resultsareincludedforallkeyactionsandperformancemeasuresthatwerepublishedinour2006-2007PerformancePlanaswellasforallcommitmentsrelatedtoSPMinthe.government-wide2006-2007PerformancePlanSummary.

AdditionalinformationaboutSPMperformancemeasuresfor2006-07canbefoundonthe.Department’swebsiteatwww.spm.gov.sk.ca.

Goal I – Effective and value-added service

Objective 1 – Cost effective services for clients

SaskatchewanPropertyManagementdeliversarangeofsupportservicestodepartmentsandagen-ciesoftheGovernmentofSaskatchewan,includingaccommodation,transportation,maildelivery,andnewtechnology.Byprovidingthesesupportservicescentrally,SPMisabletocaptureeconomiesofscale,whichhelpensureeffectiveandefficientoperationandlowerthecostofservicestoSPMclients.

SaskatchewanPropertyManagementcontinuallyevaluatesitsrangeanddeliveryofservicestoensuretheDepartmentispursuingandachievingitsmandateofmeetingtheneedsofclientsbydeliveringtherightservicesatanappropriateprice.BecauseSPMtakesresponsibilityforthesesupportservices,individualdepartmentsandagenciesaremoreabletofocusontheirspecificmandatesinsteadof.day-to-dayoperationalimperatives.

Key results

• EvaluatepotentialchangestolocationsonSPMinter-officemailnetworktoensurecost-effective servicedeliveryforallusersofgovernmentinter-officemail.[2006-07.planned.result]

o Theevaluationhasbeencompleted.AproposedreorganizationoftheReginaoperationwas . . delayed.due.to.a.labour.disruption.

• Investigateopportunitiestoenhancepaperrecyclingtoprovidegreaterreturntogovernmentby separatingvarioustypesofpaper.[2006-07.planned.result]

o Theinvestigationwascompleted.Itwasrecommendedtoretainthestatusquo,asseparating typesofpaperdoesnotenhancetherecyclingprocess.

• Implementimprovementsininventorymanagementinseveralbusinessunitsfollowingtherecom-. mendationsmadeintheinventoryoptimizationreviewcompletedin2005-06.[2006-07.planned.result]

o TheDistributionCentrestockroomhasreduceditsoperationalinventoryofofficeandpaper products,andMailServicesisphasingouttheuseofprepaidenvelopes.

2006-07 Performance Results

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Measurable results

1. Price comparisons for SPM office space compared to the private sector

Result: 2.3%belowprivatesectormarketprice(September2006)

SPMownsandleasesspaceinbuildingsonbehalfofgovernment.Inturn,SPMleasesthisspacetoindividualgovernmentdepartments.Thisperformancemeasureshowsthecost-ef-fectivenessofcentralizedaccommodationservicesprovidedtogovernmentdepartmentsandagenciesbycomparingthegrossrentalrateforofficespaceinReginaandSaskatoon,totheprivatesector.Thesetwocitiesareusedforthe.baseline.since.they.represent.6�.per.cent.of.SPM’stotalofficebuildingspaceandcompara-tivemarketofficespaceinformationisreadilyavailable.Programspacethatisdesignedforaspecificfunction,suchasacorrectionalfacilityorcourthouse,isexcludedfromthismeasure,astheprivatesectordoesnottypicallyprovidereadilycomparablefacilities.

SPM’slevelofinfluenceoverthisperformancemeasureishigh.SPMcaninfluencetheratesforofficespacebyhowandwhenitacquiresaccommodation,throughqualityspecifications,timingofnegotia-tionsandRequestsforProposals,andbuild,buy,leaseanalysisanddecisions.

2. Central Vehicle Agency (CVA) pool price compared to Public Service Commission private vehicle usage rate.

Result: TheCVAprice*($0.278/km)is32.6%belowthePublicServiceCommissionrate($0.413/km). . (November2006)

SPMassemblesafleetofvehiclesandrentsthemtogovernmentdepartmentsandagencies.Throughbulkpurchasingandfleetmanagement,SPMcanpasssignificantsavingstoclients.Apoolofvehicleslocatedthroughouttheprovinceisavailableforshort-termuse.CVAchargesaper-kilometrefeetocoverallfixedandoperatingcosts.for.the.pool.vehicles..An.alternative.is.to.payemployeestheprivatevehicleusageratesetbythePublicServiceCommission.

SPM’slevelofinfluenceoverthismeasureishigh.SPMhassignificantinfluenceonitspricesforshort-termvehicleusage,althoughithasnoinfluenceonthePublicServiceCommission’sprivatevehicleusagerate.

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3. CVA pool price compared to market price.

Result: TheaverageCVApoolprice*($0.297/km)is29.8%belowtheaveragemarketprice($0.416/km). . (November2006)

Thecomparisonisbasedonanaverageofthreerentalcompanyratesforavarietyofonetothree-daytripsforamid-sizedvehicle.

SPMhassignificantinfluenceoveritsownpriceschargedtogovernmentdepartmentsandagen-cies,andnoinfluenceovermarketprices.

Objective 2 – Enhanced client service delivery

Asaclient-drivenorganization,SPMgoesbeyondcentralizedaccommodationandsupportservicestoprovideservicedeliverysystemsthatmeetitsclients’needs.Technologyisessentialtoprovidingvalue-addedservicesforclients,andSPMplaysanimportantroleinevaluatingandimplementingservicesthatcanimproveefficiencyandeffectiveness.

Key results

• Continuewithsystemandcapacityenhancementsforthegovernmentrecordscentretoensure. governmentagencieshaveappropriate,secure,low-coststorageforinactivegovernmentrecords. . [2006-07.planned.result]

o TheDistributionCentreacquiredanadditionaltwotothreeyearsofcapacity—approximately $36,000worthofarchivalshelving,or17,000boxes.

• UpgradepostalmeteringandassociatedequipmentinSPMmailroomsandatclientsitesaround theprovincetoensurecompliancewithnewCanadaPoststandardstobeputinplaceinDecember 2006.Newstandardsincludeapplicationofbarcodesonoutgoingmailthatwillallowforhigher. efficiencyinsortingmailbyCanadaPost..[2006-07.planned.result]

o Thisprojectissubstantiallycomplete,withminorsoftwareandequipmentissuesstill. beingaddressed.

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Measurable results

1. Percentage of clients satisfied with service received for government support, accommodation, transportation and purchasing services

SPMsurveysitsclientseverytwoyearstodeterminesatisfactionwithitsprogramsandservices.RespondentsareaskedtorateSPM’sservice,valueformoneyandneedsmetusingafive-pointscalefrom“verysatisfied”to“verydissatisfied.”Theinitialsurveyin2004usedafour-pointscale,sodirectcomparisonisnotpossible.Thenextsurveywillbeconductedin2008andwillonceagainuseafive-pointscale.

SPMhasahighlevelofinfluenceonthismeasuresinceitdeterminesthenature,level,priceandmeansofservicedeliverytoclients.Atotalof83SPMclientsweresurveyedinMarch2006and68responseswerereceived.Theresponsesprovidealevelofaccuracyofplusorminus5.1percent,95timesoutof.�00.

ThefollowingperformancemeasureindicatesthepercentageofSPMclientsthatareeithersatisfiedorverysatisfiedwithSPMservices,valueformoneyandneedsmet.. . . . . .

Governmentsupportservices 72.46%

Accommodationservices 64.72%

Transportation.services. �4.33%

Purchasingservices 71.98%

Overallrating 72.55%

(March2006)

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Goal II – Sustainable property infrastructure

Objective 1 – Appropriate facilities and equipment for clients

ProvidingappropriatefacilitiesandequipmentforSPMclientsinvolvesmanagementofalifecyclefromassessmentandacquisitionthroughmaintenanceandenhancementand,insomecases,ultimatedisposalofassetsnolongerrequired.ThedegreetowhichgovernmentemployeeshaveadequatespacetoworkandthetoolstodotheirworkeffectivelyandefficientlyhasadirectimpactonthelevelofserviceprovidedtotheSaskatchewanpublic.

Key results

• Identifylong-termprogramandspacerequirementneedsinconsultationwithclients.Focuswillbe onworkingwith: - JusticeforcourtfacilitiesinLloydminster,Regina,andcircuitpoints; - SIASTlong-termrequirementsforallcampuses;and - CorrectionsandPublicSafetyforcorrectionsfacilitiesinSaskatoonandPrinceAlbertand foryoungoffenderfacilitiesacrosstheprovince.[2006-07.planned.result]

o ConstructionhasbeencompletedatReginaQueen’sBenchCourtHouseandMeadowLake. AboriginalCourt,havecommencedatYorktonBroadcastPlaceandPunnichyCircuitCourt,and design/planningisunderwayatanumberofotherlocationsintheprovince. o AdditionalshopspacehasbeenaddedatKelseySIASTCampus,andanewInter-professional SimulationLearningCentrewillbeaddedfortheNursingprogramatWascanaCampusin. summer2007.RenovationplansarefinalizedatthePalliserSIASTCampus,withconstruction scheduledtostartsummer2007. o Constructiontoreplacethe1913portionoftheReginaProvincialCorrectionalCentreisapproxi- mately30percentcompletewithanticipatedcompletionin2008-09.

• Refinethelistofcoregovernmentfacilitiesbasedonclients’needsinordertoallocatelimited. capitalandmaintenancefundingtopriorityfacilities.[2006-07plannedresult] o Minorchangeshavebeenmadetothelist,whichnowincludes154buildingsin71facilities.

• Implementastrategytocontinuetomeetthegovernment’sairtransportationrequirements... [2006-07.planned.result] o OneleasedKingAir200aircraftwaspurchased.Inaddition,twonewKingAir200aircraftwere purchasedforAirAmbulance.In2007-08,oneKingAirB200aircraftwillbemovedfromAirAmbu- lancetoExecutiveAirtoreplaceadecommissionedCheyenneaircraft.

• TransformpublicsectorcommunicationsplatformutilizingCommunityNetandVoIPtoachieve. savingsandtoenhancepublicaccesstogovernmentservices..[2006-07.planned.result]

o SPMplanstoconvertapproximately10,800CentrexlinesandhandsetsbelongingtoExecutive. GovernmenttoVoIPduringthenextthreeyears.Thiswillbeaccomplishedinpartnershipwith theInformationTechnologyOfficeandSaskTel.

• Canvasclientstoreviewvehiclerequirementsandidentifythenumberandtypeofvehiclesrequired tomeetclientneeds.[2006-07.planned.result]

o SPMcompiledandreviewedclientrequirements,andorderstomeettheseneedsweremade March21,2007.

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Measurable results

1. Proportion of facilities meeting long-term client program needs

Result:. 63.6%.(March2006)

SPM’sperformanceinmeetingclients’needs,serviceandvalueexpectationsisassessedthroughasurveysenttoclientseverytwoyears.Sincetheinitialsurveyin2004usedafour-pointscaleinsteadofafive-pointscaletodeterminesatisfaction,resultscannotbedirectlycompared.Thenextsurveywillbeconductedin2008andwillonceagainuseafive-pointscale.

2. Average annual distance traveled per government vehicle.

Result: 26,136km(August2006)

Theaverageannualnumberofkilometres.traveledpervehicleintheSPMfleetisan.indicationoftheextenttowhichthevehiclesareneededandusedbygovernmentdepartmentsandagencies.Alownumberofkilometrestrav-eledpervehiclemightsuggestunder-utilization,whileahighnumberofkilometresmightsuggestmorevehiclesarerequired.

SPM’sinfluenceoverthismeasureisindirect..Asaserviceprovider,SPMdeterminesthecom-positionofthefleet.However,clientsdeterminetheextenttowhichvehiclesareutilized.

3. Vacancy rate for office space.

Result:. 0.�%.(August2006)

Whileitisprudenttohavesomeunusedcapacityinitsbuildingstoallowforperiodicmovementandchangesofpeopleandprograms,SPMbelievesitisimportanttohavearelativelylowvacancyratetominimizethecostofunusedspace.Thisperformancemeasureisdesignedtodemon-stratetheeffectivenessofSPMinmanagingthegovernment’sspaceportfolio.SPMofficespaceinReginaandSaskatoonisusedforcomparativepurposesinestablishingvacancymeasurements,because.it.collectively.represents.6�.per.cent.of.SPM’stotalavailableofficespace.

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Objective 2 – Affordable and sustainable infrastructure

Withmorethan500buildingsownedbySPM,akeychallengeistomaintainthespacetoensurefutureviability.Limitedcapitalspendingforasustainedperiodhascreatedabacklogofmaintenanceandmajorcapitalupgradingofbuildings.Asaresult,SPMmustplaneffectivelyforthefuturecondition.oftheinfrastructureandexploreimprovedmethodsofsustainableassetmanagement.

SPM’sstrategyistoconcentratefinancialinvestmentsontargetedcorefacilitiesthatareoccupiedbyhighpriorityprogramsandwhichwillbeviableforthelong-term,consideringcondition,functionanduse.Fundingforremainingfacilitiesisprimarilyallocatedonthebasisofoccupantsafetyandhigh.priorityregulatorycodes.

ExistingperformancemeasurescoverthetwomostsignificantareasprovidedbySPMtoclients:.accommodationandvehicles.

Key results

• Implementmajorcapitalconstructionprojectsforthefollowingfacilities: - ReginaProvincialCorrectionalCentre - SaskatchewanDiseaseControlLaboratory. . . . [2006-07.planned.result]

o ConstructionontheCorrectionalCentreisapproximately30percentcomplete,and. constructionontheLaboratoryisexpectedtobegininsummer2007.

• UpdatethecapitalplanforcorefacilitiesbasedonSPM’spriorityratingsystem.[2006-07.planned.result]

o Afiveyearcapital/maintenanceplanhasbeendeveloped.

Capitalandmajormaintenanceprojectsplannedfor2006-07includeworkinthefollowingbuildings:

La Ronge.

MistasniukPlace Projectcomplete

Moose Jaw..

CourtHouse Projectsubstantiallycomplete

SIASTPalliserCampus Constructionscheduledforsummer2007

North Battleford.

KramerPlace Inconstruction–anticipatedcompletionsummer2007

MentalHealthFacility Planningstudyunderway

Prince Albert

CorrectionalCentre Constructiontostart2007-08

L.F.McIntoshBuilding Multi-yearretrofit–inconstruction

PineGroveCorrectionalCentre Projectcomplete

SIASTWoodlandsCampus Projectcomplete

Regina

CenturyPlaza Projectsubstantiallycomplete

CooperPlace Inconstruction-approximately60%complete

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DunningPlace Projectsubstantiallycomplete

LloydPlace Projectcomplete

SIASTWascanaCampus Projectcomplete

WalterScottBuilding Inconstruction–anticipatedcompletionin2008-09

Saskatoon

SaskatchewanResearchCouncilPilotPlant Inconstruction

SturdyStoneCentre Projectcomplete

Swift Current

E.I.WoodBuilding,SwiftCurrent Indesign

Yorkton

KuziakBuilding Projectcomplete

• Upgradeaccessibilityineightgovernmentbuildingsatanestimatedcostof$1.2million... [2006-07.planned.result]

PrinceAlbert,L.F.McIntoshBuilding Ongoing

Regina,CooperPlace Ongoing

Regina,WascanaCentreInfrastructure Constructionscheduledtobeginin2007-08

Regina,515HendersonDrive Designcompletedin2006-07;

Constructiontobegin2007-08

Yorkton,KuziakBuilding Scheduledforcompletionsummerof2007

o Fiveoutofeightprojectsarecurrentlyproceeding(seeabove). o Estimatedcosthasbeenrevisedto$1.52millionduetoescalatingconstructioncosts.

• Implementpricingforlife-cyclecostsfornewand“re-life-ed”facilities:

- Regina–LloydPlaceandCenturyPlaza;

- MeadowLake–equipmentstoragebuilding;

- Carlyle–equipmentstoragebuilding;and,

- Yorkton–weighscale.

. . . . [2006-07.planned.result]

o LifecyclechargesarebeingappliedtoLloydPlace,CenturyPlazaandtheExecutiveAir. administrationbuildinginRegina,andtotheequipmentstoragebuildinginMeadowLake. commencingin2006-07.

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Objective 3 — Reduce the environmental impact of government operations

Key results

• Upgradethreegovernmentfacilitiesatacostof$1.7milliontoachieveanoveralldecreaseinenergy consumptionof16percentforthesefacilities.[2006-07.planned.result]

o Boththemen’sandwomen’sCorrectionalCentresinPrinceAlbert,aswellasthemen’s. CorrectionalCentreinSaskatoonwereupgradedanddeliveredonbudget. o Upgradesarecomplete,andtheenergyperformanceanalysiswillbecompletedJuly2007.

• PlananddesignthenewportionsoftheReginaCorrectionalCentre,theSaskatchewanDisease ControlLaboratoryandCenturyPlazainReginatoachieveinternationalLeadershipinEnergyand EnvironmentalDesign®(LEED)certification.[2006-07.planned.result]

o BoththeReginaCorrectionalCentreandtheSaskatchewanDiseaseControlLaboratoryareon tracktobeLEED®“Certified”or“Silver”whentheyarecompleted. o SPMwillapplyforLEED®certificationforCenturyPlaza.

• Continuetoassesstheavailability,costandviabilityofhybridandalternativefuelvehicles,for. applicabilitytogovernmentvehicleapplications..[2006-07.planned.result]

o Ninety-fiveE-85vehicles(capableofusing85percentethanolblendgasoline)havebeen.. . purchased.in.2006-07.

• Purchase18.9millionkWhsofgreenenergy(windgeneratedelectricity)whichrepresentsapproxi-. mately23percentoftheelectricityrequirementsofgovernmentatacostof$400,000.. [2006-07.planned.result]

o Thistargethasbeenachieved.

Measurable results

1. Average condition of government buildings (Facility Condition Index)

Result:. 20%.(November2006)

Tokeepbuildingsinagoodstateofrepairtomeetgovernmentprogramrequirementsandtoprotectpeopleandtheinvestmentingovern-mentassets,SPMmustcontinuallymeasuretheconditionofgovernmentbuildings.TheindustrymeasurementforfacilityconditionistheFacil-ityConditionIndex(FCI).ThelowertheFCI,thebettertheconditionofafacility,whilethehighertheindexthegreaterchancethefacilityisshow-ingsignsofdeterioration.AlowerFCIisalsoageneralindicatorofalowerdeferredmaintenancebacklog.Thelevelofcapitalandmaintenancefundingavailableforgovernmentbuildingswilldirectlyaffectthisperformancemeasure.

2004 200� 20060

�

�0

��

2020

Progress to date

Per

Cen

t

3026

2�

30

3�

�9

2. Average age of vehicles

Result:. 4.7.years.(September2006)

Theaverageageofvehiclesisanindicationofthe.overall.condition.and.sustainability.of.the.SPMfleetofvehiclesandtheneedforreplace-ment.SPMhasamoderatelevelofinfluenceoverthismeasure.Eachyear,SPMsurveysclientstodeterminevehiclerequirements,.includingthenumberandtypeofvehiclesrequired;however,governmentdeterminestheamountoffundingavailabletopurchasevehicles.SPMalsosetsguidelinesforvehiclereplacement;however,thedecisiontoretainorreplaceavehicleonceitexceedsthereplace-mentguidelinesrestswithdepartments.andagencies.

3. Average mileage on vehicles.

Result:105,101km(September2006)

Theaveragemileageofvehiclesisanindication.of.the.overall.condition.and.sustainability.of.the.vehiclefleet.SPMhasamoderatelevelofinfluenceoverthismeasure.SPMdeterminestheamountoffundingavailabletopurchaseorleasevehicles.Eachyear,SPMsurveysclientstodeterminevehiclerequirements,includingthenumberandtypeofvehiclesrequired.SPMalsosetsguidelinesforvehiclereplacement;however,the.decision.to.retain.or.replace.a.vehicle.once.itexceedsthereplacementguidelinesrestwithdepartmentsandagencies.

2003 2004 200� 2006�

2

3

4

� 4.7

Progress to date

Yea

rs

�.��.�

�6

7

2003 2004 200� 2006�00

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Progress to date

Th

ou

san

ds

of

kms

105,027

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107,735

111,513

105,101

20

Goal III – Partnerships that benefit government and communities

Objective 1 – Facilitate economic development

AsGovernment’sprocurementagent,SPMisresponsibleforobtaininggoodsandinformation.technologyservicesonbehalfofgovernmentdepartmentsusingafair,openandcompetitiveprocess.Intheprocurementprocess,SPMendeavourstoobtainthebestvalueforgovernmentwhileseekingtofacilitateahighproportionoflocalsuppliersintheprovisionofgoodsandservices.

Key results

• Followingconsultationsin2005-06,makepolicyrecommendationsregardingprocurementfrom SaskatchewanAboriginal-ownedbusinesses..[2006-07.planned.result]

o SPMhasdevelopedapolicytoencourageAboriginal-ownedbusinessestoparticipateinthe procurementprocess,whichwillbeimplementedin2007-08.

Measurable results

1. Goods and information technology services sourced in Saskatchewan through SPM’s Purchasing branch.

Result: 76.8%*.Thismeasurerecognizesprocurementcanbeaneffectivetoolinpromotingprovincialeconomicactivityandmeasurestheproportionofgovern-mentbusinessbeingsourcedwithintheprovince.SPMhasamoderatelevelofinfluenceoverthismeasure.SPMestablishestheprocurementprocesstoobtainbestvalueforgovernmentand,concurrently,toencourageclientdepartmentstosupportSaskatchewansuppliers.

* Excludes contracts for the purchase of aircraft, as these are one-time purchases of goods not available in Saskatchewan.

2003 200� 200770

7�

Progress to date

Per

Cen

t

��.2

�0

��

2004 2006

79.9

77.3* 77* 76.8*

Resultsarethree-yearaveragesendingMarch31of.each.year.

2�

Objective 2 – Constructive relationships with industry

SPM’srelationshipwiththeconstructionindustryandthesuppliercommunitygoesbeyondacquiringaccommodationandsupportservicesrequiredbygovernment.TheDepartmentcultivatesasolidwork-ingrelationshipaimedatknowingandunderstandingthesectorswithwhichwework.ThishelpsSPMensureweobtainthebestvalueforclientsandbuildsconfidenceamongsuppliersthattheprocure-mentprocessisfair,balanced,andtransparent.

Key results

• Reviewbusinessprocessesforgovernmentacquisitionofservicesandmakerecommendationsto. bringaboutamoreconsistentapproachforservicecontractingbyallgovernmentdepartments. . [2006-07.planned.result]

o SPMhasconductedseveralprocurementtrainingsessions/workshops(includingservice. contracting)forthedepartmentsofCommunityResources,InformationTechnologyOffice,and. Environment,andhasworkedwithJusticetoconductalegalreviewofourcompetitionand agreementtemplates. o SPMiscurrentlyworkingonaguidetoservicecontractingforgovernmentprocurement.. . personnel..

• Investigate,research,anddevelopoptionsforgovernmenttoreceiveandevaluatebidsubmissions . electronically..[2006-07.planned.result]

o ElectronicbidsubmissionwillbeaddressedaspartofSPM’soverallwebstrategy,which. includesSaskTenders.Implementationisplannedfor2007-08.

• HostathirdPurchasers’Showcaseinearly2007thatbringstogetherbuyersandSaskatchewan suppliersinterestedinsellinggoodsandservicestothepublicsector..[2006-07.planned.result]

o SPMsuccessfullyhelditsthirdPurchasers’ShowcaseonMarch21,2007,withpositivefeedback fromparticipants.

Measurable results

1. Level of industry satisfaction when dealing with SPM’s Purchasing branch.

Result:. 92.6%.(December2004)

SPMhasaresponsibilitytoensuresuppliershaveconfidenceinthegovernmentprocurementprocess.AsuppliersurveyisusedtomeasuresuppliersatisfactionwithSPM’sprocurementprocess.Asurveywasdistributedto3,281supplierswith487replies,ora14.8percentresponse.Supplierswereasked.in13questionsusingafour-pointratingscale,rangingfrom“verysatisfied”to“verydissatisfied”in.ratingtheirdealingswithSPM’sPurchasingbranch.Theperformancemeasureindicatesthepercent-ageeither“satisfied”or“verysatisfied.”ThenextsurveywillbeconductedinMay2007,andwillbeincludedinnextyear’sannualreport.

22

2006-2007 Financial Results

Central Management and Services (PM01)

. Estimated Actual Variance Notes ($000s) ($000s) ($000s)

ExecutiveManagement 614 410 (204 1

CentralServices 7,712 7,618 (94 1

AccommodationServices 607 607 —

AllocatedtoServicesSubvotes (8,933 (8,635 298 1

— —

Accommodation Services (PM02)

. Estimated Actual Variance Notes ($000s) ($000s) ($000s)

OperationsandMaintenanceofOwnedProperty 80,380 72,470 (7,910 2

OperationsandMaintenanceofLeasedProperty 49,324 48,944 (380 2

AccommodationCostsIncurredonBehalfofthe

LegislativeAssembly 2,818 2,753 (65 2

ProgramDeliveryandClientServices 24,091 34,863 10,772 3

WindEnergy 400 400 —

EnergyPerformanceInvestments 2,140 1,954 (186 4

AccommodationAllocatedtoDepartments (109,494 (116,733 (7,239 5

AccommodationChargedtoExternalClients (41,481 (38,036 3,445 5

8,178 6,615 (1,563

) )

)

)

)

)

)

)

)

)

)

)

)

)

Thefollowingtableoutlinesinformationonactualandbudgetedexpensesandcapitalassetspendingbysubvotesandprograms.CapitalassetspendingincludesamountsspentoncapitalacquisitionsonbehalfofotherdepartmentsforwhichSPMrecoveredtheexpenditures.Thetablealsoidentifiestheamountsallocatedtodepartmentsasinternalrecoveriesandamountschargedtoclientsexternalto.theGRF.Explanationsareprovidedforsignificantvariances.

23

Project Management (PM03)

. Estimated Actual Variance Notes ($000s) ($000s) ($000s)

ReginaProvincialCorrectionalCentre 14,663 11,182 (3,481 6

SaskatchewanDiseaseControlLaboratory 11,096 2,254 (8,842 7

Other 1,575 5,139 3,564 8

ProjectManagementAllocatedtoDepartments (27,334 (18,510 8,824

— 65

Purchasing (PM04)

. Estimated Actual Variance Notes ($000s) ($000s) ($000s)

Purchasing 1,764 1,527 (237 9

Transportation Services (PM05)

. Estimated Actual Variance Notes ($000s) ($000s) ($000s)

VehicleServices 29,800 32,694 2,894 10

AirServices 7,718 19,796 12,078 11

AllocationtoDepartments (22,455 (35,917 (13,462 12

ChargedtoExternalClients (15,063 (17,471 (2,408 12

— (898

Government Support Services (PM06)

. Estimated Actual Variance Notes ($000s) ($000s) ($000s)

MailServices 10,807 10,957 150 13

TelecommunicationServices 12,192 11,962 (230 14

DistributionCentreandOtherServices 6,022 5,589 (433 15

GovernmentServicesAllocatedtoDepartments (20,994 (19,160 1,834 16

GovernmentServicesChargedtoExternalClients (8,027 (9,683 (1,656 16

— (335

) )

)

)

) )

) ) )

)

)

)

)

) )

)

)

)

)

)

24

Asset Disposal (PM09)

. Estimated Actual Variance Notes ($000s) ($000s) ($000s)

AssetDisposal — 5,100 5,100 17

— 5,100

2�

Major Capital Assets (PM07)

. Estimated Actual Variance Notes ($000s) ($000s) ($000s)

Land,BuildingsandBuildingImprovements 7,100 8,064 964 18

Equipment 17,224 21,024 3,800 19

24,324 29,088

Major Capital Asset Aquisitions

26

Explanation of major variances:

1. Thesavingswereprimarilytheresultofsalarysavingsduetovacanciesanddelaysinthestaffing. process.CentralManagementandServicescostsareallocatedtotheothersubvotes,thetotal. allocationisreducedaccordinglyasactualcostswereallocated.

2. Actualenergyandelectricitycostswerelowerduetolowerutilitypricesandlowerutilizationasa resultofawarmerthanseasonalwinter.

3. Additionalcostofapproximately$11millionduetohigherthanbudgetedspendingonminor/ preventativemaintenanceprojects.Theadditionalspendingwasduetoincreasedclientprojects. Thecostsoftheseprojectswererecoveredfromclients.

4. EnergyPerformanceInvestmentsspendingwaslessthanbudgetduetolabourdisruptioninthe . last.quarter.

5. Recoveriesweremorethanbudgetbyapproximately$4million.Thevarianceisduetohigherthan. budgetspendingforclientcapitalprojectspartiallyoffsetbypricingadjustments($6.5millionin total)thatweremadetoreflectlowerelectricity,energy,andsalarycoststhatoccurredduringthe. year.Thepricingadjustmentwasprovidedtoclientsthroughcreditinvoicesdistributednearthe endofthefiscalyear.

6. ThetimingofthebeginningoftheReginaProvincialCorrectionalCentreprojectwaslaterthan. originallyplanned.Constructionwillcontinuein2007-08.

7. TheSaskatchewanDiseaseControlLaboratoryprojectprogressedslowerthantheoriginal. scheduleduetoachangeinthedesignandthetenderingprocessbeingdelayeduntilJanuary/ February2007resultinginreducedcostsduring2006-07.Constructionwillcontinuein2007-08.

8. TheSIAST–KelseyProject,whichincludedacapitaladditiontothebuilding,wasfundedthrough. SupplementaryEstimatesbyAdvancedEducationandEmployment.

9. ThemajorityofthevarianceinPurchasingisduetosalarycostsavingsresultingfrom.. position.vacancies..

10. TheVehicleServicesvarianceincludeshighercoststhananticipated,mainlyduetoincreasedfuel andrepairexpendituresresultingfromrisingcostsandalargervehiclefleet.

11. TheAirServicesvarianceresultsmainlyfromthepurchaseoftwonewairambulanceaircrafton behalfoftheDepartmentofHealth.Theexpenditureofapproximately$11.8millionwasoffsetby. internalrecoveries.TheDepartmentofHealthpaidforthepurchaseoftheseaircraft,whichare. usedsolelyforAirAmbulanceservice.Otherincreasedcostsincludetheincreasedleasecosts.. related.to.the.buy-out.of.the.leased.aircraft.

12. Transportationchargestodepartmentsandexternalclientswerehigherthanbudgetduetothe recoveryfromtheDepartmentofHealthfortwonewairambulanceaircraftandduetoincreased CVArates.

27

13. TheMailServicesvarianceresultsmainlyfromhigherpostagecostsandpostage. meterpurchases.

14. TheTelecommunicationexpensevarianceislargelyduetosalarysavingsastheprogram. experiencedvacanciesduringtheyear.

15. TheDistributionCentrespentlessin2006-07thananticipatedduetolowerdemandwhich. resultedinlowercostofgoodssold.

16. TheGovernmentServicesrecoveryvarianceistheresultofincreasedactivitylevelsin2006-07. forMailServicesandTelecommunicationServices.

17. Additionalfundingwasprovidedthroughthespecialwarrantprocessfordecommissioning. costsunderthetermsofanagreementtotransferSourisValleyRegionalCareCentretothe. CityofWeyburn.

18. CapitalcostswerehigherthanbudgetprimarilyduetothereclassificationofDunningPlace . renovationprojectasacapitalproject.Additionalfundingwasprovidedthroughvirementsfrom.. other.subvotes.

19. Theequipmentacquisitionvarianceresultsfromanincreasedquantityofvehiclepurchases. andthepurchaseofanExecutiveAiraircraftthroughtheexerciseofaleasebuy-outoption.. IncrementalfundingwasapprovedbytheLegislatureinthefallof2006andtheremaining. differencewascoveredthroughvirementsfromothersubvotes.

2�

ThefollowingtableoutlinesinformationonactualandbudgetedrevenuesthatarecrediteddirectlytotheGRF.. Budget Actual Variance Notes ($000s) ($000s) ($000s)

ReceiptsfromotherGovernments

FederalRevenue 180 6 (174 1

Other — 1,911 1,911 2

TOTAL 180 1,917 1,737

Explanation of major variances:1. The“FederalRevenue”includedinthebudgetreflectedanticipatedrebatesrelatedtoimplementing. LEED®andachievingenergyperformancegoalsthroughbuildingretrofits.Thisprogramwas. changedbythefederalgovernmentandSPMdidnotreceiveanyoftherebatespreviously.. anticipated.2. Themajorityof“Other”revenueisarefundofprioryearexpenses,whichisaccountedforas. GRFrevenue.

2006-2007 GRF Revenues

)

29

ForgeneralinformationaboutSPM,visitwww.spm.gov.sk.ca

OtherimportantSPMwebsites:

www.sasktenders.cawww.sasksurplus.cawww.shopspm.com

ForinformationabouttheGovernmentofSaskatchewan,visitwww.gov.sk.ca

Forspecificenquiriesrelatedtothisreport,pleasecontact:

SaskatchewanPropertyManagementCommunications1920RoseStreetREGINASKS4P0A9phone:(306)787-5959fax:(306)787-8582

For more information

30

Appendix A – Organizational Chart

Minister

Deputy Minister

SaskatchewanPropertyManagement

SaskatchewanPropertyManagement

AccommodationServicesDivision

CommercialServicesDivision

CorporateSupportServicesDivision

InformationServices.Division

AssistantDeputy Minister

AssistantDeputy Minister

AssistantDeputy Minister

AssistantDeputy Minister

3�

Appendix B – Key Pieces of Legislation

Key pieces of legislation for which Saskatchewan Property Management is responsible:

•. The Public Works and Services Act•. The Purchasing Act, 2004.and.The Purchasing Regulations•. The Saskatchewan Applied Science Technologists and Technicians Act.•. The Architects Act•. The Interior Designers Act

32