2023-03-22 Finance Committee Agenda Packet - Open Session�B
City of Saint John
Finance Committee - Open Session
AGENDA
Wednesday, March 22, 2023
4:30 pm
Meeting Conducted by Electronic Participation
1. Call to Order
2. Approval of Minutes
2.1 Minutes of November 21, 2022
3. Approval of Agenda
4. Disclosures of Conflict of Interest
5. Consent Agenda
5.1 Budget 101 Infographic (Recommendation: Receive for Information)
5.2 How is Money Spent in the City Infographic (Recommendation: Receive for
Information)
5.3 Capital Reserve Recommendation (Recommendation in Report)
6. Business Matters
6.1 Strategic Procurement Policy Update
6.2 General Fund Long -Term Financial Plan
6.3 2024 General Fund Budget Proposed Timeline
6.4 2022 Unaudited General Fund and Utility Fund Financial Results
7. Adjournment
Pages
1-5
6-7
8-9
10 - 15
16-74
75 - 101
102 - 106
107 - 146
Finance Committee Meeting
Open Session
November 21, 2022
MINUTES —OPEN SESSION FINANCE COMMITTEE MEETING
NOVEM BER 21, 2022 AT 5:00 PM
MEETING CONDUCTED BY ELECTRONIC PARTICIPATION
Present: Councillor G. Sullivan
Mayor D. Noade Reardon
Councillor P. Radwan
Councillor G. Norton
Councillor D. Hickey
Also
Present: City Manager J. Collin
Commissioner of Finance and Treasurer K. Fudge
Commissioner Transportation & Environment M. Hugenholtz
Commissioner Saint John Water B. McGovern
Commissioner Growth & Community Services J. Hamilton
Commissioner Human Resources S. Hossack
General Counsel M. Tompkins
Fire Chief K. Clifford
Director Transit and Fleet I. Fogan
Director Financial Services J. Forgie
Director Financial Services C. Lavigne
Intermediate Accountant V. Parikh
City Clerk J. Taylor
Administrative Officer R. Evans
Administrative Assistant K. Tibbits
1
Finance Committee Meeting
Open Session
November 21, 2022
1. Meeting Called to Order
Councillor Sullivan called the Finance Committee open session meeting to order.
2. Approval of Minutes
2.1 Minutes of November 3. 2022
Moved by Mayor Noade Reardon, seconded by Councillor Radwan:
RESOLVED that the minutes of November 3, 2022 be approved.
MOTION CARRIED.
3. Approval of Agenda
Moved by Mayor Noade Reardon, seconded by Councillor Hickey:
RESOLVED that the agenda of November 21, 2022 be approved.
MOTION CARRIED.
4. Disclosures of Conflict of Interest
No disclosures.
5. Consent Agenda
5.1 2022 Operating and Capital Reserves (Recommendation in Report)
Moved by Mayor Noade Reardon, seconded by Councillor Norton:
RESOLVED that the Finance Committee approve the transfers to and from the following reserves and
forward a copy of the report to Common Council for approval:
General Operating Reserves
• $1,178,200 from the General Operating Fund to the General Operating Reserve
• $367,437 from the General Capital Reserve to General Operating Reserve
• $2,580,059 from the General Operating Reserve to the General Operating Fund
General Capital Reserves
• $4,492,845 from the General Operating Fund to General Capital Reserve
• $2,073,852 from the General Capital Reserve to the General Capital Fund
• $367,437 from the General Capital Reserve to General Operating Reserve Utility Operating
Reserves
• $455,178 from the Utility Operating Fund to the Utility Operating Reserve
Utility Capital Reserves
• $1,438,068 from the Utility Operating Fund to the Utility Potable and Fleet Capital Reserve
• $1,005,304 from the Utility Operating Fund to the Utility Industrial Capital Reserve
• $472,626 from the Utility Capital Reserve (Fleet) to the Utility Capital Fund
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Finance Committee Meeting
Open Session
November 21, 2022
MOTION CARRIED.
6. Business Matters
6.1 Performance Management
S. Rackley-Roach reviewed the submitted report and discussed 2022 deliverables, Council's priorities and
key performance indicators, the performance dashboard, metrics, and the launch of the performance
management system. Next steps include implementation of the dashboard by the end of the first quarter
2023 and completion of the majority of operation metrics by the end of 2023. Additional goals include
implementation of the corporate performance management and reporting system in 2022-2023; the
annual review of the Strategic Plan in 2023; identification of service level gaps and a move to performance -
based budgeting in 2023; and, a redesign of the continuous improvement program to integrate with the
performance management system in 2025 to 2026.
Moved by Mayor Noade Reardon, seconded by Councillor Radwan:
RESOLVED that the presentation entitled "Performance Management" be received for information.
MOTION CARRIED.
6.2 2023 Proposed General Fund Operating Budget
Mr. Fudge provided a summary of changes from the previous budget based on feedback from Finance
Committee members and other members of Common Council, noting the following adjustments:
Revenues
Transfer from Operating Reserves - $800,000
Own Source Revenues increase - $50,000
Expenditures
Community Services Reserve - $800,000
Increase in Unspecified Grants - $50,000
There were minor adjustments between service areas within Growth and Development to ensure better
alignment, however no impact to the overall budget.
The proposed 2023 General Operating Budget totals $177,287,500, up 7.63% year over year and includes
a property tax rate reduction of 9.0 cents, from $1.71 to $1.62. If approved, the 2023 property tax rate
would be reduced by a total 16.5 cents over the last two years. The budget also moves the tax differential
for Commercial and Heavy Industry from 1.5 to 1.7. The budget continues to advance and surpass the
City's long term strategic financial objectives and increases flexibility, reduces vulnerability, and is
sustainable. It also balances the financial objectives of the long-term plan while balancing the priorities of
Council along with the recently adopted 10-year strategic plan.
Moved by Mayor Noade Reardon, seconded by Councillor Norton:
K3
Finance Committee Meeting
Open Session
November 21, 2022
RESOLVED that as recommended in the submitted report 2023 Proposed General Fund Operating Budget,
the Finance Committee approve the proposed 2023 General Fund Operating Budget and forward to the
next meeting of Common Council for receive and file and endorse the following:
RESOLVED that:
1. The sum of $177,287,500 be the total Operating Budget of the City of Saint John for 2023;
2. The sum of $142,105,410 be the Warrant of the City of Saint John for 2023;
3. The tax rate for the City of Saint John be set at $1.62;
4. The City of Saint John set the property tax rate for Heavy Industrial Class at 1.7 times the residential
rate;
5. The City of Saint John set the property tax rate for Non -Residential Class at 1.7 times the residential
rate; and,
6. The Wage Escalation Policy apply to the Management Professional Group.
MOTION CARRIED with Councillor Radwan voting nay.
6.3 Internal Audit — Health and S
Referring to the submitted report, Ms. Forgie noted that the Health and Safety Internal Audit was
approved as part of the Internal Audit Plan for 2022. A third party with expertise in Health and Safety was
engaged to assist. The focus was on the design and structure of the City's Corporate Health and Safety
Program relative to leading practices, including how processes are communicated and implemented
within the City's business units with a focus on Utilities and Infrastructure Services, specifically Saint John
Water. The scope of the audit included Health and Safety governance activities, tools (data and
technology), systems, applicable policies and procedures, communications (internal and external), and
training programs.
Moved by Mayor Noade Reardon, seconded by Councillor Radwan:
RESOLVED that the Finance Committee receive and file the internal audit summary of results for the
Health and Safety Internal Audit.
MOTION CARRIED.
6.4 Year -to -Date Financial Results and Year -End Protections for General Fund and Utility Fund
Referring to the submitted presentation, Mr. Lavigne provided an overview of the estimated year-end
financial forecasts for the General Fund and Utility Fund operating budgets. The projections have risk of
changing due to such things as supply chain issues and snow removal costs. Revenues have improved in
areas that were impacted by COVID-19 such as parking and recreation. Potable water revenues have also
improved, which is largely attributed to better than anticipated revenue; the recommendation to transfer
to the capital reserve will help with budgeting challenges and the rising cost of capital projects.
Moved by Mayor Noade Reardon, seconded by Councillor Norton:
RESOLVED that as recommended in the submitted presentation "October 31, 2022 Unaudited Financial
Results and Forecast General Fund and Utility Fund," the Finance Committee adopt the following:
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Finance Committee Meeting
Open Session
November 21, 2022
• Recommend transferring only $1,750,000 in General Fund Operating reserves instead of the
budgeted $2,367,056 to alleviate risk of a large surplus;
• Recommend transferring $750,000 from the Utility Fund Potable operating budget to Capital
reserves;
• Finance Committee receive and file this presentation as presented and direct any questions to
staff.
MOTION CARRIED.
7. Adjournment
Moved by Mayor Noade Reardon, seconded by Councillor Norton:
RESOLVED that the Finance Committee meeting be adjourned.
MOTION CARRIED.
The Finance Committee open session meeting held on November 21, 2022 was adjourned at 7:40 pm.
61
$1)098 36%
Invested in Public Safety.
This includes police and fire
services, dispatch, emergency
management and street lighting.
$374 12%
$65 2%
Invested in Parks and
Public Spaces.
This includes the
maintenance of parks,
trails, beaches, and city
landscaping.
Invested in Roads and
Sidewalks
This includes snow control,
maintenance, repair and
traffic management.
Invested in Arenas and
Sports fields
This includes the operation
and maintenance of City -
owned arenas and fields.
$56 2%
Invested in Regional Facilities and
Market Square
This includes TD Station, Aquatic
Centre, SJ Arts Centre, Imperial
Theatre and SJ Trade and
Convention Centre.
$137 4%
Invested in transit and
parking
This includes transit
infrastructure and
operations and parking
administration.
$3)078
A home with a value of $190,000
will pay $3,078 in city taxes.
Here's where that money goes:
$140 5%
Invested in Solid Waste and
Stormwater
This includes residential
garbage and compost
collection, bulky item pick up,
and stormwater management.
V
$203 7%
Invested in Growth and
Community Services
This includes community
planning, building
inspections and
permitting, economic
development, heritage,
and arts and culture.
$212 7%
Invested in
Corporate and
Support Services
This includes M M M
internal services
such as IT,
Communications,
Finance, General
Counsel and Human
Resources.
$72 2%
Invested in
ii•o
•••o
Infrastructure and
+j
I"
•,
,••
'm'
Asset Management
This includes
buildings and facilities
maintenance and
operations, capital
from operating
and other asset
management.
$667 22%
Invested in Debt Payments
and Fiscal Charges
This includes interest
and principle payments,
commitments to disability,
pension and reserve
contributions.
$16 1%
Invested in Mayor and
Council
This includes expenses
and salaries.
(Note: Based on 2023 Operating Budget. Figures are intended to provide a basic visual representation for educational purposes.)
3UDGETIL
1
65$ 2%
investie clans les pares
L-j
et les espaces publics.
Cela comprend
1 098 36 �0
$
1'entretien des
pares, des sentiers,
investie clans la securite publique.
des plages et
Cela comprend les services de
I'amenagement
police et d'incendie, la reparttion,
paysager de
la gestion des urgences et
la ville. y 4
1'eclairage des rues.
374 $ 12 %
investie clans les routes et
les trottoirs
Cela comprend le
deneigement,l'entretien, la
reparation et la gestion de la ,
circulation. `.
3 1 % investie clans
les arenas et les terrains de sport
Cela comprend 1'exploitation et
1'entretien d'arenas et de terrains
appartenant a la Ville
56 $ 2 % investie clans
des installations regionales et
Market Square
Cela comprend la station TD, le
centre aquatique, le Centre des arts
de Saint John, le Theatre imperial
et le Centre de commerce et de
congres de Saint John
O - O
137$ 4%
investie clans le transport
en commun et le
stationnement
Cela comprend
l'infrastructure et les
activites de transport
en commun et
I'administration du
stationnement.
Une maison d'une valeur de
190 000 $ paiera 3 078 $ en taxes
municipales.
Void ou I'argent est depense :
140 $ 5 % investie
clans la gestion des dechets
solides et des eaux pluviales
Cela comprend la collecte
des ordures residentielles et
du compost, la collecte des
articles encombrants et la
gestion des eaux pluviales.
203 $ 7 %
investie clans la
croissance et les services
communautaires
Cela comprend la planification
communautaire, les inspections
et la delivrance de permis de
construire, le developpement
economique, le patrimoine, les
arts et la culture.
212$ 7% o
investie clans les services
administratifs et de
soutien M M M
Cela comprend les
services internes comme
Ies TI, les communications,
les finances, les avocats
generaux et les ressources
humaines.
72$ 2%
investie clans la gestion de
('infrastructure et des biens
Cela comprend 1'entretien et
1'exploitation des batiments
et des installations, les
immobilisations decoulant
des operations et la gestion
d'autres biens
667 $ 22 %
investie clans les paiements
de la dette et les charges
fiscales
Cela comprend les versements
d'interets et de capital, les
engagements a 1'egard de
I'invalidite, les cotisations de
retraite et de reserve.
16$1%
investie pour le maire et
le conseil
Cela comprend les
depenses et les salaires
(Remarque : Base sur le budget de fonctionnement 2023. Les chiffres sont destines 6 fournir une representation visuelle debased des fins educatives.)
PROPERTY TAX
(collected and distributed by the City -sourced
Province) Revenues
$19,249,705
UNCONDITIONAL GRANT 0
(determined by the Province) 11 �o
CITY -SOURCED REVENUES
(Examples: parking meters, Market Unconditional
Square, rentals & fess; 911 centre Grant
service to outside communities; $15,868,062
permits & licenses) 9%
2023 EXPENSES
$18,580,739
TOTAL
$177,2871500
2023 REVENUE BUDGET
TOTAL
$177,287,500
797
Growth & Community Services: (Planning, Development,
1,460,000 Permits & Inspections, Population Growth)
Public Works &Transportation Services: (Parks & Public
Spaces, Streets & Sidewalks, Traffic, Solid Waste Collection,
Stormwater Management, Fleet)
Public Safety: (Fire, Police and Public Safety
Communications Centre)
Utilities & Infrastructure: (Engineering, Facility
Management, Carpenter Shop, GIS)
Strategic Services: (Finance, Supply Chain Management,
7,443,379 Information Technology, Corporate Planning, Risk)
Corporate Services: (City Manager's Office, Mayor's
7,074 Office, Common Clerk, Legal, Human Resources,
Communications, Real Estate, Customer Service, External
Relations)
Principal & Interest
Special Pension
f j Other Infrastructure
BUDGET DES RECETTES DE 2023
w6T FONCIER
Recettes
(perdu et distribue par la province)
provenant de
OF SUBVENTION
la ville
INCONDITIONNELLE
19 249 705 $
(etablie par la province)
11
SOURCES DE RECETTES
DE LA VILLE
Subvention
(Exemples : parcometres, Market
inconditionelle
Square, location et frais; Service du
15 868 062 $
centre 911 aux collectivites de
1'exterieur; permis et licences)
9
DEPENSES DE 2023
18,580,739 $
TOTAL
177 287 500 $
TOTAL
177 287 500 $
797 $
CROISSANCE ET SERVICES COMMUNAUTAIRES
(planification, developpement, permis et inspections,
460 000 $
croissance demographique)
TRAVAUX PUBLICS ET SERVICES DES TRANSPORTS
(pares et espaces publics, rues et trottoirs, circulation, collecte
des dechets solides, gestion des eaux pluviales)
SECURITE PUBLIQUE
(Centre de communication sur les incendies, la police et la
securite publique)
SERVICES PUBLICS ET INFRASTRUCTURE
(ingenierie, gestion des installations, magasin Carpenter, SIG)
7 443 379 $
SERVICES STRATEGIQUES
(finances, gestion de la chaine d'approvisionnement,
technologie de ('information, planification ministerielle, risque)
17 074 $
SERVICES ADMINISTRATIFS
(Bureau du gestionnaire municipal, Bureau du maire, commis,
1 $
juridique, ressources humaines, communications, immobilier,
service a la clientele, relations exterieures)
CAPITAL ET INTERET
REGIME DE PENSION SPECIAL
AUTRES INFRASTRUCTURES
FINANCE COMMITTEE REPORT
Report Date March 20, 2023
Meeting Date March 22, 2023
Chairman Sullivan and Members of Finance Committee
SUBJECT. 2023 General Fund and Utility Fund Capital Budget Update
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Finance Committee.
AUTHORIZATION
Primary Authors
Commissioner/Dept.
Chief Administrative
Head
Officer
Craig Lavigne/Michael
Ian Fogan/Kevin Fudge
J. Brent McGovern
Baker
RECOMMENDATION
It is recommended that members of the Finance Committee endorse the following
recommendations and forward a copy of this report to Common Council for
approval.
"Recommend approval of transferring up to $2 million dollars from the General
Fund Capital Reserve, as needed, to offset potential cost overruns on the 2023
General Fund Capital Budget as a result of supply chain and other inflationary
pressures."
"Recommend deferring General Fund Capital Budget Projects if cost overruns due
to supply chain or other inflationary pressures exceed $2 million dollars based on
the priority rankings in Appendix 1 (i.e., Priority ranking 4 would be utilized first)"
and,
"Recommend deferring three Utility Fund Capital Projects if required to offset cost
overruns due to supply chain or other inflationary pressures based on the priority
rankings in Appendix 2 (i.e., Priority ranking 3 would be utilized first)"
EXECUTIVE SUMMARY
The purpose of this report is to provide Finance Committee with an overview of
how the Committee can support the 2023 Capital programs (Utility and General
Fund) in terms of the significant overages' capital projects have recently been
ito]
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incurring as part of the tendering process. Staff are recommending a combination
of deferring several general and utility fund projects as well as withdrawing up to
$2 million dollars of General Fund Capital Reserves to address potential shortfalls
in funding for priority 2023 Capital projects.
PREVIOUS RESOLUTIONS
N/A
STRATEGIC ALIGNMENT
This report aligns with Council's priority of PERFORM. The updated 2023 capital
prioritization and risk mitigation strategy ensures the City is accountable for
results in delivering public service by adhering to its plans, policies, procedures,
and best practices.
REPORT
The purpose of this report is to update Finance Committee on the status of the
2023 Capital budget for both the General Fund and Utility Funds in terms of
mitigating the impact of rising costs of capital works.
The economic environment has changed drastically throughout the world as
everyone attempts to recover from the COVID 19 pandemic. The Bank of Canada
raised interest rates seven times in 2022, ending the year with an interest rate of
4.25%.
Along with interest rate hikes the inflation rates seen in 2022 are the highest seen
in almost 40 years. Inflation ended 2022 with a 6.3% rate year over year, however,
was as high as 8.1% year over year in June of 2022. The inflation coupled with the
increased cost of diesel and continued supply chain issues has created a number
of challenges as it relates to the City's capital projects. On average for full street
reconstruction projects tendered in 2022 the City has seen overall project budgets
needing to increase by a factor of between approximately 1.5 to 2.1 to cover
increased costs. Staff are seeing some areas (i.e. watermain work) affected much
more than other components within street reconstruction projects.
Staff have already brought forth recommendations to mitigate capital project
overages such as scope changes or using surplus funds in other projects. The
Capital Budget Policy provides two strategies to help mitigate the risk of increased
cost of capital projects.
➢ The policy allows the use of capital surpluses to be reallocated to capital
deficits or shortfalls.
➢ The policy allows staff to defer or carry forward projects for up to two
years without having to relist the project for approval. This is
11
-3-
advantageous for managing the timing of projects in order mitigate risk
such as the current environment.
Finally, there is Capital Reserves and a Capital Reserve Policy which can also play
a role in mitigating the cost increases, however the use of such funds will need to
be strategic as there are limited funds available.
As staff undertake the 2023 Capital program, there will not be any surplus funds
available in other projects to mitigate the pricing increases that Staff are currently
seeing during the tendering process as well as throughout the design process
where engineer's estimates are compared to the budget available.
As a result of this issue, staff undertook a review of the 2023 Capital programs and
prioritized the list of projects based on a number of factors such as.
➢ Safety or Risk of Failure
➢ Projects that have secured Other Share funding
➢ Projects that have been tendered
➢ Projects currently underway
➢ 2022 Capital Projects that required Supplemental Funding
If the City is successful in receiving Other Share funding for projects (i.e. district
energy) on the proposed general fund deferral list it is the intention that these
projects would move forward with the allocated required City Share and would be
removed from the deferral list.
General Fund Projects proposed to be deferred are noted in Appendix 1 while
deferred Utility Fund projects are noted in Appendix 2.
General Fund
Staff are recommending the approval of up to $2 million dollars to be transferred
from the General Capital Reserve as needed to fund price increases for Capital
projects undertaken in 2023. The current balance in the General Fund Capital
Reserve that is not allocated is $7.29M. There is an additional $772K being
transferred into the reserve in 2023 as part of the 2023 operating budget. The
recommended $2 million dollars to be potential transferred represents 25% of the
reserve balance which will be used to address the inflationary pressures in the
Capital program. Although it is difficult to predict pricing for the Capital works,
the transferring of these funds will help alleviate the pricing challenges. Staff will
report back to Finance Committee with actual capital reserve transfers for capital.
Approvals of all transfers to and from reserves is part of the provincial
requirements on reserve transfers.
12
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The intention is that once $2 million dollars from the General Fund Capital Reserve
is utilized to offset project overages, that staff would then utilize deferred general
fund projects funding to offset overages on the higher priority capital projects.
Deferred General Fund Capital Projects that have their City Share utilized as an
offset to address other project overages will be relisted in the 2025 Capital
Program or considered as part of any 2024 Capital Program revisions.
Utility Fund
Staff are recommending the three projects listed in Appendix 2 be deferred and if
required their Utility Share funding be utilized to offset project on higher priority
projects within the 2023 Capital Program.
Deferred Utility Fund Capital Projects that have their Utility Share utilized as an
offset to address other project overages will be re-evaluated in the 2025 Capital
Program planning process or considered as part of any 2024 Capital Program
revisions.
Conclusion
In conclusion, the three recommendations will allow staff more flexibility to move
forward with 2023 Capital projects by having more City share funding available
through projects being deferred as well as the use of up to $2 million dollars or
25% of the balance in General Fund Capital reserves. This will ensure Staff will not
need to return to Common Council with every 2023 Capital Program project
tender award seeking approval of surplus capital funds or use of Capital reserves.
SERVICE AND FINANCIAL OUTCOMES
This report meets the City's financial policies, ensures the City stays on budget as
well as meets the goals of the Long Term Financial Plan.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Input was received from all service areas that have projects included in the 2023
Capital programs.
ATTACHMENTS
Appendix 1 — 2023 Capital Program - General Fund Projects
Appendix 2 — 2023 Capital Program - Saint John Water Projects
13
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LO
FINANCE COMMITTEE REPORT
Report Date
March 16, 2023
Meeting Date
March 22, 2023
Service Area
Strategic Services
Chair Sullivan and Members of Finance Committee
SUBJECT. Strategic Procurement Policy
OPEN OR CLOSED SESSION
This matter is to be discussed in Finance Committee Open Session.
AUTHORIZATION
Primary Author
Commissioner/Dept.
Chief Administrative Officer
Head
Chris Roberts/Jodie Forgie
Kevin Fudge
J. Brent McGovern
RECOMMENDATION
It is recommended that the Finance Committee receive and file the attached draft
Strategic Procurement Policy.
EXECUTIVE SUMMARY
The purpose of this report is to update the Finance Committee on staff's progress
with respect to modernizing the City's procurement policy and associated
processes, as described within this report and accompanying Power Point
Presentation.
PREVIOUS RESOLUTION
N/A
STRATEGIC ALIGNMENT
The recommendation is a step toward the implementation of the City's new
Strategic Procurement Policy. It is aligned with Common Council's priority to
"Perform". The new policy will update the City's procurement practices to
become more streamlined, efficient and strategic, with a view to enhancing the
the overall financial health of the organization.
-2-
REPORT
The City of Saint John's procurement policy was last updated in 2011. While it
was very suitable and progressive for its day, much has changed since its
implementation. As a result, a full modernization project has been undertaken to
bring a new policy into alignment with the current environment in which the City
conducts its procurement activities.
Notable changes in public procurement since the implementation of the current
policy include:
• Updated thresholds and procedures within the New Brunswick
Procurement Act and Regulation
• Implementation of the Canadian Free Trade Agreement (CFTA)
• Implementation of the Comprehensive Economic and Trade Agreement
(CETA)
• Evolving case law with respect to public procurement in Canada
The City's new Strategic Procurement Policy addresses these substantial changes
while simultaneously incorporating various recommendations from the Ernst &
Young Operational Review (2020), specifically:
• Supplier Performance and Contract Management
• Reduction of Payment Vouchers
• Red -Tape Reduction
In addition to the above, Common Council has expressed a keen interest in
adopting Social Procurement practices in an effort to create social value for the
community. The new Strategic Procurement Policy incorporates this mindset.
Some of the benefits of social value include:
• Promotion of supplier diversity
• Support of Social Enterprises
• Payment of a living wage
• Inclusive employment practices
• Environmental stewardship
• Support of businesses owned by members of traditionally disadvantaged
groups
SERVICEAND FINANCIAL OUTCOMES
A modern, strategic policy which drives increased value for the organization and
community while streamlining existing business practices.
17
-3-
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
The modernization project was undertaken by a cross -functional team of
dedicated professionals from across the City. The team includes members from
the following service areas:
• Supply Chain Management
• Finance
• City Solicitor's Office
• General Counsel
• Engineering
• Chief Administrative Officer's Office
Additionally, the project team utilized the services of two highly recognized
consultants in the field of public procurement:
• Larry Berglund — Presentations Plus
• Paul Emanuelli —the Procurement Office
ATTACHMENTS
• City of Saint John Draft Strategic Procurement Policy
• Associated Power Point Presentation
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Strategic Procurement Policy
Effective Date: [Date]
Last Revision Date: [Date]
Version: [Version #]
TABLE OF CONTENTS
Section 1— Purpose and Principles
Section 2 — Interpretation and Application
Section 3 — Ethical Conduct and Conflict of Interest
Section 4 — Roles and Responsibilities
Section 5 — Establishment of Supply Arrangements
Section 6 — Procurement of Deliverables
Section 7 - Social Procurement
Section 8 — Supplier Relations and Contract Management
Section 9 — Procurement Record -Keeping
Section 10 — Compliance Monitoring and Reporting
STRATEGIC PROCUREMENT POLICY
SECTION 1- PURPOSE AND PRINCIPLES
1.1 Purpose
The purpose of this policy is to detail the principles, procedures, roles, and responsibilities for the City's
Procurement operations.
The City recognizes that the taxpayers expect and have the right to receive a high level of services at the
best value. The City is committed to maintaining a high standard of professionalism in the management
of its public resources. The strategic objectives of the City's business practices are reflected in this policy.
This policy establishes the accountability to ensure that economically, socially and environmentally
responsible acquisitions include goods, services, inventory, vehicles, equipment, infrastructure,
construction, and capital expenditures.
The Citywill take the necessary actions to ensure it complies with applicable trade agreements, legislated
requirements, and best procurement practices in the public sector. All competitive opportunities will be
open where required, fair, and transparent.
This policy applies to the procurement of all goods, services and construction for the City. This policy and
its corresponding Procurement Procedures Manual is administered by Supply Chain Management under
the direction of the CAO.
1.2 Principles — Strategic Procurement Policy Statement
The City benefits from the alignment of its administrative and operational duties to meet its long-term
objectives. The City wants to ensure best value is realized in all its procurement activities.
This policy is one of the means by which the City can affect social and economic development to achieve
best value for its citizens. Through procurement actions, the City can achieve best value for its citizens
which can result in social, environmental and economic benefits. This policy will assist in obtaining best
value and alignment with existing corporate plans (including but not limited to the City's Climate Action
Plan, Ten -Year Strategic Plan and Ten -Year Financial Plan).
The City is committed to conducting its Procurement operations in accordance with the following
principles:
(a) compliance and consistency with applicable legislation, trade agreements, policies, and
procedures;
(b) open, fair, and transparent processes that afford equal access to all qualified Suppliers;
3 1 P a g e
!E:3
(c) reciprocal non-discrimination and geographic neutrality with respect to its trading partners in
accordance with trade treaty obligations;
(d) achieving best value through consideration of the full range of Procurement Methods and the
adoption of commercially reasonable business practices;
(e) effective balance between accountability and efficiency;
(f) ensuring adherence to the highest standards of ethical conduct;
(g) establishing standardization of goods, equipment, and technology wherever possible to realize
best value;
(h) procuring goods and services with due regard to the use of responsible products without
compromising a healthy, safe, relevant, and aesthetically acceptable learning and working
environment;
(i) procuring the necessary quality and quantity of goods and services in an efficient, responsive, and
cost-effective manner;
(j) ensuring that administrative effort and expense are to be commensurate with the value of the
purchase;
(k) ensuring that the City is not unduly exposed to risk in all procurement -related transactions;
(1) ensuring business processes are conducted with fairness, integrity, accountability, and
transparency; and
(m) ensuring that all procurement awards and contracts are free of any conflicts of interest or bias.
1.3 Role of Supply Chain Management
Supply Chain Management is responsible for the purchase of goods and services, and the procurement
of construction contracts for all City departments, except for the procurement of infrastructure
construction contracts and professional services required by Utilities and Infrastructure Services.
Infrastructure construction contracts and professional services will be coordinated through the Supply
Chain Management department.
Supply Chain Management is the City's link to the vendor community on all matters related to the
procurement of goods, services and construction.
Supply Chain Management shall prepare, or assist with the preparation of, all bid documents, related
reports and recommendations for consideration, approval or award by the CAO, or designate, and/or
Common Council on all procurement related matters.
The City will consider other leading sustainability practices and may incorporate these emerging
strategies into the City's policies where it is deemed to be appropriate and aligns with the City's strategic
objectives.
Supply Chain Management oversight and support services include, but are not limited to:
1. deploying procurement strategies and tactics which ensure value for money in all transactions;
41 Page
2. determining the procurement method which is most appropriate for the market conditions
and facilitating the competitive bid processes and procedures;
3. ensuring supplier performance is meeting or exceeding the City's expectations;
4. compliance with all specifications for all acquisitions;
5. processing all contracts as per the signing authorities for contracts;
6. considering environmental, economic and strategic values when making recommendations or
decisions;
7. supporting other departments with policy compliance and best practices;
8. providing professional procurement advice and services, including the recommendations on
type of bid solicitation method;
9. monitoring compliance with this policy, the Procurement Procedures Manual and any
applicable legislation and trade agreements;
10. notifying Commissioners or Directors, of non-compliance with this policy, the Procurement
Procedures Manual and applicable legislation and trade agreements; and
11. notifying the CAO and/or Common Council of non-compliance.
Commissioners are responsible for procurement activities within their departments and divisions and are
accountable for achieving the specific objectives of the procurement policy.
1.4.1 Requirement for Approved Funds
With respect to subsection 2.3.2 the authority to award a Contract is subject to the identification and
availability of sufficient funds in appropriate accounts within the Budget(s).
Where goods and services are routinely purchased or leased on a multi -year basis, the authority to
award a Contract is subject to all of the following conditions:
the identification and availability of sufficient funds in appropriate accounts for the current year
within the Budget(s).
the requirement for the goods or services will continue to exist in subsequent years and, in the
opinion of the Chief Financial Officer, the required funding can reasonably be expected to be
made available, and
the Contract has a provision in it that the supply of goods or services in subsequent years is
subject to the approval by Common Council of the Budget estimates to meet the proposed
expenditures.
1.4.2 Acquisitions Outside of Approved Budget
Where a requirement exists to initiate a project for which Deliverables are required and funds are not
contained in appropriate accounts within Common Council approved Budget(s) to meet the proposed
expenditure, the Commissioner shall, prior to the commencement of the purchasing process, submit a
report, through the CAO, to Common Council containing:
51 P a ge
67i]
1. information surrounding the requirement to contract;
2. the terms and conditions of the proposed Contract; and
3. information on the availability of the funds within existing Budget(s), which were originally
approved by Common Council for other purposes or on the requirement for additional funds.
1.5 Common Council Approved Contracts
Notwithstanding any other provision of this policy, the following shall be subject to Common Council
approval:
1. any Contract prescribed by legislation to be made by Common Council;
2. where the Bid price is higher than the approved Budget(s) and the necessary adjustments
cannot be made;
3. where authority to approve has not been expressly delegated; and
4. where a Contract is a result of a public private partnership ("P3") opportunity.
1.6 Prohibitions
The following activities are prohibited:
1. the division of contracts, purchases, or changes to the scope of work to avoid the requirements
of this policy.
2. the award or approval of a Contract without the appropriate authority to do so;
3. purchase by the City of any goods or services for personal use by or on behalf of any member of
Common Council, appointed officers, employees of the City or their immediate families unless
specifically authorized by Common Council;
4. purchase by the City from any member of Common Council, appointed officers, employees of the
City or their immediate families or from any other source that could result in a conflict of interest;
5. the use of personal credit cards for City purchases where a City Purchasing Card is available;
6. making commitments to other parties or acquiring items through a Contract which extends
beyond approved funding availability;
7. the award of a Contract where Supply Chain Management has determined that the provisions of
this policy have not been adhered to and has so advised the person responsible for the
procurement;
8. any transaction which could result in the creation of an employee - employer relationship.
6 1 P a g e
51
SECTION 2 - INTERPRETATION AND APPLICATION
2.1 Defined Terms
Terms used in this policy are defined in the following Glossary of Terms:
GLOSSARY OF TERMS
insert head of organization, CAO definition.
"Bid" means a submission in response to a Solicitation Document, and includes tenders, proposals,
quotations, or other responses.
"Bidder" means a Supplier that submits a Bid, and includes proponents and respondents.
"Budget(s)" means a Common Council approved annual General Fund Operating and Capital Budgets and
Saint John Water Operating and Capital Budgets, including authorized revisions.
"CAC)" means the Chief Administrative Officer of the City of Saint John, New Brunswick.
"City" means the City of Saint John, New Brunswick.
"Common Council" means the City of Saint John Common Council.
"Competitive Process" means the solicitation of Bids from multiple Suppliers.
"Contract" means a commitment by the City for the Procurement of Deliverables from a Supplier, which
may be evidenced by an agreement executed by the Supplier and the City, or a Purchase Order issued by
the City to the Supplier.
"Contract Administrator" means an employee assigned to the management of a Contract.
"Deliverables" means any goods, services, or construction, or combination thereof.
"Invitational Competition" means a Competitive Process in which an invitation to submit Bids is issued to
at least three Suppliers.
"Legal Services" means the City's legal advisors.
"Low -Value Procurement" means any Procurement of Deliverables with a value below the Low -Value
Procurement Threshold set out in the Procurement Policy, except where the Procurement is made
through an existing Standing Offer or Qualified Supplier Roster.
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"Low -Value Procurement Threshold" means the maximum value for a Procurement of Deliverables that
the City may procure without proceeding with an Open Competition.
"Master Framework Agreement" means a master agreement entered into between the City and the
prequalified Suppliers that have been included on a Qualified Supplier Roster.
"Non -Standard Procurement" means the acquisition of Deliverables through a process or method other
than the standard method required for the type and value of the Deliverables. Non-standard Procurement
methods include:
(a) acquiring Deliverables directly from a particular Supplier without conducting a Competitive
Process when an Invitational Competition or an Open Competition would normally be required;
and
(b) soliciting Bids from a limited number of Suppliers without conducting an open prequalification
process when an Open Competition would normally be required.
"Open Competition" means the solicitation of Bids through a publicly posted Solicitation Document.
"Open Competition Threshold" means the minimum value for a Procurement of that the City must
procure using an Open Competition as prescribed by applicable Acts and Trade Treaties.
"Open Framework Competition" means the Competitive Process used to establish a Qualified Supplier
Roster and provide for an ongoing application process during the term of the Qualified Supplier Roster.
"Performance Evaluation Report" means a report evaluating a Supplier's performance.
"Procurement" means the acquisition of Deliverables by purchase, rental, or lease.
"Procurement Manager" means the individual officer or employee who is responsible for Supply Chain
Management.
"Procurement Method" means the bid solicitation format and includes but is not limited to:
Request for Quotations (RFQ)
Request for Proposals (RFP)
Negotiated Request for Proposals (NRFP)
Invitation to Tender (ITT)
"Procurement Oversight Committee" ("POC") means the committee established by the City under the
Procurement Policy for the purposes of considering and making determinations on procurement -related
matters.
"Procurement Plan" means the plan developed by a Service Area at the outset of an Invitational
Competition or Open Competition.
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"Procurement Procedures Manual" means the compilation of specific details pertaining to various
procurement processes.
"Procurement Value" means the maximum total value of the Deliverables being procured, and it must
include all costs to the City, including, as applicable, acquisition, maintenance, replacement, and disposal;
training, delivery, and installation; and extension options, less applicable rebates or discounts and
exclusive of sales taxes.
"Purchase Order" means the City's written document issued by a duly authorized employee of the City to
a Supplier formalizing all the terms and conditions of the purchase and supply of the Deliverables
identified on the face of the Purchase Order.
"Purchasing Card" means a credit card provided by the City to authorized officers and employees for use
as a payment method to purchase directly from Suppliers where permitted under the Procurement Policy
and in accordance with any cardholder agreement and applicable procedures.
"Qualified Supplier Roster" means a list of Suppliers that have participated in and successfully met the
requirements of a Request for Supplier Qualifications ("RFSQ') and have therefore been prequalified to
perform discrete work assignments involving the delivery of a particular type of deliverable. The Suppliers
that qualify for inclusion on the Qualified Supplier Roster will enter into a Master Framework Agreement
and will be eligible to participate in Roster Competitions, as and when the goods or services are required.
"Request for Information" or "RFI" means a market research initiative for the collection of data for the
purposes of future Procurement planning.
"Roster Competition" means an expedited, invitational competition between Suppliers that have been
included on a Qualified Supplier Roster for the selection of a Supplier to perform a discrete work
assignment during the term of the roster.
"Service Area" means the branch, department, division, or unit of the City that is requisitioning the
purchase of the Deliverables.
"Service Area Head" means an individual officer or employee who is responsible for a specific Service
Area.
"Service Area Lead" means the Service Area employee assigned primary responsibility for a procurement.
"Social Value" means a procurement outcome which has a positive impact on inclusive employment
practices, small to medium-sized businesses, supplier diversity, workforce development and
environmental stewardship.
"Solicitation Document" means the document issued by the City to solicit Bids from Bidders.
"Standing Offer" means a written offer from a pre -approved Supplier to supply Deliverables to the City,
upon request, through the use of an ordering process during a particular period of time, at a
predetermined price or discount, generally within a predefined dollar limit. The Standing Offer does not
create a contractual commitment from either party for a defined volume of business. The commitment to
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purchase against a Standing Offer is formed at the time a specific order is placed through the issuance of
a Purchase Order to the Supplier.
"Supplier" means a person carrying on the business of providing Deliverables.
"Supply Chain Management" means the branch, department, division, or unit responsible for purchasing
Deliverables for the City.
2.2 Application
This policy applies to the Procurement of all Deliverables with the exception of the exclusions set out
below:
SCHEDULE OF EXCLUSIONS
2.2.1. Excluded Acquisitions and Expenditures
This policy does not apply to:
(a) Contracts or agreements for the sale, purchase, lease, or licence of land or existing buildings.
(b) the acquisition of the following Deliverables:
i. services of expert witnesses or factual witnesses used in court of legal proceedings;
ii. goods intended for resale to the public;
iii. goods purchased on a commodity market;
iv. works of art; and
V. subscriptions to newspapers, magazines, or other periodicals.
(c) Contracts or agreements relating to hiring of employees or employee compensation or
reimbursement of employee expenses.
Procurement includes the acquisition of Deliverables by purchase, rental, or lease.
2.3.1 Spending and Approval Authorities
Spending and approval authorities are as follows (excluding tax):
Approved Operating
Approved Capital
Title
Budget
Budget
Amount
Amount
Common Council
Greater than $150,000
Greater than $500,000
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Chief Administrative
Officer
$150,000 or less
$500,000 or less
Commissioners
$100,000 or less
$100,000 or less
Directors
$25,000 or less
$25,000 or less
Line Manager
$15,000 or less
$15,000 or less
Foreman, Supervisor,
Admin or Designate
$7,500 or less
$7,500 or less
2.3.2 Contract Award Authority Delegation
Pursuant to By-law No. LG-21, a "By-law Respecting Delegation of Authority to Award or Approve
Contracts", Council delegated its authority to approve or award contracts to its CAO, Commissioners and
Directors within the spending limits authorized under this policy and subject to compliance with any other
applicable terms and conditions of this policy.
2.4 Low Value Procurement Threshold
As referred to in this policy, the Low Value Procurement Threshold is set at $15,000 plus taxes.
2.5 Emergency Purchases
Notwithstanding any other provisions of this policy, where an emergency exists and prior approval of the
Procurement Manager cannot be obtained, a Service Area Head, or their designate, may authorize any
officer or employee to acquire required Deliverables in an expedited manner.
If the expenditure is not within the approved budget envelope and/or the amount of the purchase
exceeds the spending and approval authorities set out in this policy the Service Area Head must provide
a report to Common Council providing the relevant details surrounding the application of this section.
For the purposes of this policy, an emergency exists when an unforeseeable situation or event occurs that
is a threat to any of the following:
(a) public health and/or safety;
(b) the maintenance of essential services; or
(c) the welfare of persons or public property;
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Situations of urgency resulting from the failure to properly plan for a Procurement do not constitute an
emergency. When using this section, the Service Area Head, or their delegate, shall ensure that a formal
contract (when necessary) and other required procurement records are created prior to the acquisition
of the goods or services, or, where not feasible in cases of extreme urgency, as soon thereafter as is
reasonably possible. For greater certainty, Section 3 — Ethical Conduct and Conflict of Interest shall apply
to emergency purchases and Conflicts of Interest must be avoided in relation to all purchases including
emergency purchases.
2.6 Related Documents
The following documents are to be read in conjunction with this policy:
1. The City of Saint John Procurement Procedures Manual under the Procurement Policy
2. The City of Saint John Procurement Card Policy
3. The New Brunswick Procurement Act and Regulation 2014-93
4. The Agreement on the Opening of Public Procurement for New Brunswick and Quebec
5. The Canadian Free Trade Agreement
6. The Canada -European Union Comprehensive Economic and Trade Agreement
SECTION 3 - ETHICAL CONDUCT AND CONFLICTS OF INTEREST
3.1 Conduct and Conflicts of Interest
For the purposes of this section, "Conflict of Interest" includes:
(a) when applied to the activities of the City and its consultants and service providers: (i) a
conflict between one's private interests and one's public, fiduciary, or contractual duties in
relation to any procurement activity; or (ii) engaging in any conduct that may give another
party an unfair advantage in a procurement process; or
(b) in relation to a bidding process, a Bidder has an unfair advantage or engages in conduct,
directly or indirectly, that may give it an unfair advantage, including, but not limited to: (i)
having, or having access to, confidential information of the City in the preparation of its Bid
that is not available to other Bidders; (ii) having been involved in the development of the
Solicitation Document, including having provided advice or assistance in the development
of the Solicitation Document; (iii) receiving advice or assistance in the preparation of its
response from any individual or entity that was involved in the development of the
Solicitation Document; (iv) communicating with any person with a view to influencing
preferred treatment in the bidding process (including, but not limited to, the lobbying of
decision -makers involved in the bidding process); or (v) engaging in conduct that
compromises, or could be seen to compromise, the integrity of the open and competitive
bidding process or render that process non-competitive or unfair; or
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(c) in relation to the performance of its contractual obligations, a Supplier's other
commitments, relationships, or financial interests: (i) could, or could be seen to, exercise
an improper influence over the objective, unbiased, and impartial exercise of its
independent judgement; or (ii) could, or could be seen to, compromise, impair, or be
incompatible with the effective performance of its contractual obligations.
The City's Procurement activities must be conducted with integrity, and all individuals involved in the
City's Procurement activities must act in a manner that is consistent with the principles and objectives of
this policy and avoid any Conflict of Interest.
All participants in a Procurement process, including any outside consultants or other service providers
participating on behalf of the City, must declare any perceived, potential, or actual Conflicts of Interest
and, must recuse themselves from participating in any manner in a Procurement Process to which the
perceived, potential, or actual conflict of interest applies.
For greater clarity, it is the responsibility of all members of Common Council to disclose any perceived,
potential or actual procurement -related conflict of interest and, when the conflict is raised by a member
of Common Council, to address that conflict in accordance with the procedures established by Common
Council.
3.2 Supplier Conduct and Conflicts of Interest
The City requires its Suppliers to act with integrity and conduct business in an ethical manner.
All Suppliers participating in a Procurement process or providing Deliverables to the City must declare any
perceived, potential, or actual conflicts of interest and must conduct themselves in accordance with the
Supplier Code of Conduct set out below.
The City may refuse to do business with any Supplier that has engaged in illegal or unethical bidding
practices, has an actual or potential conflict of interest or an unfair advantage, or fails to adhere to ethical
business practices.
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SUPPLIER CODE OF CONDUCT
The City requires its Suppliers to act with integrity and conduct business in an ethical manner. The City
may refuse to do business with any Supplier that has engaged in illegal or unethical bidding practices,
has an actual or potential conflict of interest or an unfair advantage, or fails to adhere to ethical
business practices.
Suppliers are responsible for ensuring that any employees, representatives, agents, or subcontractors
acting on their behalf conduct themselves in accordance with this Supplier Code of Conduct. The City
may require the immediate removal and replacement of any individual or entity acting on behalf of a
Supplier that conducts themselves in a manner inconsistent with this Supplier Code of Conduct. The
City may refuse to do business with any Supplier that is unwilling or unable to comply with such
requirement.
A. ILLEGAL OR UNETHICAL BIDDING PRACTICES
Illegal or unethical bidding practices include:
(a) bid -rigging, price-fixing, bribery or collusion, or other behaviours or practices prohibited by
federal or provincial statutes;
(b) offering gifts or favours to the City's officers, employees, appointed or elected officials, or any
other representative of the City;
(c) engaging in any prohibited communications during a Procurement process;
(d) submitting inaccurate or misleading information in a Procurement process; and
(e) engaging in any other activity that compromises the City's ability to run a fair Procurement
process.
The City will report any suspected cases of collusion, bid -rigging, or other offences under the
Competition Act to the Competition Bureau or to other relevant authorities.
B. CONFLICTS OF INTEREST
All Suppliers participating in a Procurement process must declare any perceived, potential, or actual
conflicts of interest.
The term "conflict of interest," when applied to Suppliers, includes any situation or circumstance
where:
(a) in the context of a Procurement process, the Supplier has an unfair advantage or engages in
conduct, directly or indirectly, that may give it an unfair advantage, including but not limited to:
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i. having, or having access to, confidential information of the City that is not
available to other Suppliers;
ii. having been involved in the development of the Procurement document, including
having provided advice or assistance in the development of the Procurement
document;
iii. receiving advice or assistance in the preparation of its response from any
individual or entity that was involved in the development of the Procurement
document;
iv. communicating with any person with a view to influencing preferred treatment in
the Procurement process (including but not limited to the lobbying of decision -
makers involved in the Procurement process); or
V. engaging in conduct that compromises, or could be seen to compromise, the
integrity of an open and competitive Procurement process or render that process
non-competitive or unfair; or
(b) in the context of performance under a potential Contract, the Supplier's other commitments,
relationships, or financial interests:
i. could, or could be seen to, exercise an improper influence over the objective,
unbiased, and impartial exercise of its independent judgment; or
ii. could, or could be seen to, compromise, impair, or be incompatible with the
effective performance of its contractual obligations.
Where a Supplier is retained to participate in the development of a Solicitation Document or the
specifications for inclusion in a Solicitation Document, that Supplier will not be allowed to respond,
directly or indirectly, to that Solicitation Document.
C. ETHICAL BUSINESS PRACTICES
In providing Deliverables to the City, Suppliers are expected to adhere to ethical business practices,
including:
(a) performing all Contracts in a professional and competent manner and in accordance with the
terms and conditions of the Contract and the duty of honest performance;
(b) complying with all applicable laws, including safety and labour codes (both domestic and
international as may be applicable); and
(c) providing workplaces that are free from harassment and discrimination.
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SECTION 4 - ROLES AND RESPONSIBILITIES
4.1 Role and Responsibilities of Common Council
It is the role of Common Council to establish policy and approve expenditures through the City's budget -
approval process. Through this policy, Common Council delegates to the City's officers and employees the
authority to incur expenditures in accordance with approved budgets through the Procurement of
Deliverables in accordance with the rules and processes set out in this policy. Common Council may
provide strategic direction and guidance on major projects prior to the commencement of the
Procurement process; however, Common Council will not generally be involved in the day-to-day
Procurement operations or individual Procurement processes, except to the extent that the approval of
Common Council is required under this policy or in the event that an exception to this policy is required.
4.2 Roles and Responsibilities of Officers and Employees
Specific responsibilities pertaining to all stages of a Procurement process, from the initial identification of
requirements through to the management of Contracts with Suppliers, are detailed in this policy. In
addition to those specific responsibilities, the general roles and responsibilities delegated to the City's
officers and employees are set out below.
4.2.1 Procurement Manager
It is the role of Supply Chain Management to lead the City's Procurement operations. In fulfilling this role,
the Procurement Manager, or designate, is responsible for:
(a) ensuring the consistent application of this policy and the provision of Procurement services to the
Service Areas efficiently and diligently;
(b) in collaboration with Service Areas, developing an annual procurement plan to help facilitate
proactive procurement planning across the organization and to help identify major projects
requiring the creation of project -specific oversight steering committees;
(c) developing Procurement strategies and continually analyzing business requirements and
spending patterns to identify opportunities for more strategic sourcing, including the creation of
new Qualified Supplier Rosters to consolidate purchasing opportunities and to reduce instances
of emergency procurements and Non -Standard Procurements;
(d) monitoring and reporting non-compliance and conflicts of interest in accordance with this policy;
(e) researching, developing, maintaining, updating, and communicating Procurement procedures,
and templates;
(f) addressing any issues or concerns that arise in respect of a Procurement process and seeking
guidance, support, and advice of Legal Services, as required; and
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(g) developing an annual procurement training plan for the organization and providing appropriate
orientation, training, and tools to employees involved in Procurement activities.
4.2.2 Service Area Heads
It is the role of the Service Areas to ensure that their requirements for Deliverables are met in accordance
with the principles and objectives of this policy. In fulfilling this role, Service Area Heads are responsible
for ensuring that their Service Area complies with this policy, encouraging sound Procurement practices
and ensuring the provision of appropriate education and training to employees involved in Procurement
activities.
Service Area Heads will be held accountable for any decision to proceed with a Procurement process or
transaction that is not conducted in accordance with this policy or does not have the approval of Supply
Chain Management.
4.2.3 Service Area Employees
Employees of all Service Areas are responsible for complying with this policy. Service Area employees
involved in Procurement activities must understand their obligations and responsibilities under this policy,
and they should consult with Supply Chain Management in respect of any questions regarding the
application or interpretation of this policy or adhering to any established procurement procedures.
4.2.4 Supply Chain Management Employees
Employees of Supply Chain Management are responsible for complying with this policy and ensuring this
policy is applied consistently. Supply Chain Management employees must understand their obligations
and responsibilities under this policy, and they should consult with the Procurement Manager in respect
of any questions regarding their application or interpretation.
4.2.5 Legal Services
It is the role of Legal Services to provide legal advice and assistance on the City's Procurement activities
and its relationships with Suppliers. In fulfilling this role, Legal Services is responsible for:
(a) advising the Procurement Manager as required on legal issues arising from Procurement activities
and reviewing and approving specific Solicitation Documents and related documentation referred
for legal review by the Procurement Manager;
(b) providing advice on the finalization of Contracts and agreements and reviewing and advising on
proposed changes to the City's standard terms and conditions, legal agreements, and Solicitation
Document templates; and
(c) providing legal advice and counsel to the City in the event of a Contract dispute or legal challenge
flowing from a Procurement process.
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4.3 Procurement Oversight Committee
The CAO may establish a Procurement Oversight Committee ("POC") for the purpose of:
(a) making determinations relating to Conflict of Interest; (ii) Non -Standard Procurement; (iii) bid
protests; and (iv) supplier suspension;
(b) providing oversight as the steering committee for all Open Competitions, unless a project -specific
oversight steering committee is created for a specific procurement;
(c) monitoring and reporting non-compliance with this policy; and
(d) providing input on other Procurement matters that may be referred to it by the Procurement
Manager.
The POC will include the Procurement Manager and at least two other senior -level officers or employees
of the City and will also include the Service Area Head responsible for the specific Procurement in question.
Legal Services will provide guidance and advice to the POC, as required.
For greater clarity, if the CAO does not establish a POC, reference in this policy to POC shall be interpreted
to mean CAO.
SECTION 5 - ESTABLISHMENT OF SUPPLY ARRANGEMENTS
5.1 Recurring Requirements
Before initiating a procurement, Service Areas must consider the availability of existing supply
arrangements. If the Deliverables will be required on a frequent or regularly recurring basis, and there is
no existing supply arrangement, the Service Area must consult with Supply Chain Management about the
possibility of establishing a Standing Offer or Qualified Supplier Roster.
5.2 Standing Offers
Standing Offers may be established for standardized Deliverables to be purchased by all Service Areas,
where:
(a) the requirements for Deliverables are recurring and predictable over an extended period of time;
(b) the requirements are standard and clearly defined at the time of establishment of the Standing
Offer; and
(c) it is possible to fix pricing for the Deliverables for the duration of the Standing Offer.
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The establishment of a Standing Offer does not create a contractual commitment to procure Deliverables
from the Supplier. The commitment to purchase against a Standing Offer is formed at the time a specific
order is placed through the issuance of a Purchase Order to the Supplier.
The Procurement Manager is authorized to establish Standing Offers through Invitational and Open
Competitions as required. The competitions will be managed by Supply Chain Management, with the co-
operation and involvement of subject -matter experts from the relevant Service Area(s). If
multiple Standing Offers are established for the same goods or services, clear ranking methodologies and
call-up procedures must be specified.
5.3 Qualified Supplier Rosters
Qualified Supplier Rosters may be established to prequalify Suppliers that will be eligible to compete for
discrete work assignments involving the delivery of a particular type of Deliverables, as and when required.
The establishment of a Qualified Supplier Roster does not create a contractual commitment to procure
Deliverables from any of the Suppliers. When Deliverables are required, a Roster Competition will be
conducted for the purposes awarding a contract to one of the qualified Suppliers.
The Procurement Manager is authorized to conduct Open Framework Competitions to establish Qualified
Supplier Rosters. The Open Framework Competition will be managed by Supply Chain Management, with
the co-operation and involvement of the Service Area(s).
5.4 Co-operative Purchasing
The City may participate in co-operative or joint purchasing initiatives with other entities where such
initiatives are determined to be in the best interests of the City. If the City participates in such co-operative
or joint purchasing initiatives, the City may adhere to the policies of the entity conducting the purchasing
process, provided that such policies comply in spirit with this policy and with generally applicable legal
requirements. If the City is leading a co-operative or joint purchasing initiative, this policy will be followed.
SECTION 6 - PROCUREMENT OF DELIVERABLES
6.1 Procurement Planning
Effective Procurement planning is essential to ensuring an effective result and to limiting risk to the City.
Service Areas must ensure that they leave sufficient time to plan for a procurement, including time for:
(a) developing proper specifications and business requirements;
(b) obtaining internal reviews;
(c) conducting a Competitive Process, as required; and
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(d) obtaining necessary approvals.
6.2 Market Research
Where the Service Area is uncertain about the Deliverables required or where there is insufficient internal
knowledge about the market, the Service Area must consult with Supply Chain Management about the
feasibility of conducting a Request for Information ("RFI") process. If it is determined that an RFI is needed,
that RFI process must be openly posted in order to gather market research from prospective Bidders. It
must not be used as a prequalification tool.
6.3 Procurement Value
It is important to accurately estimate the value of the Procurement to determine the appropriate
Procurement method and ensure compliance with the requirements of this policy.
6.4 Contract -Splitting
Subdividing, splitting or otherwise structuring Procurement requirements or contracts in order to reduce
the value of the Procurement or in any way circumvent the requirements or intent of this policy is not
permitted.
6.5 Initiating Procurement
Unless specifically permitted under this policy, Service Areas are not permitted to procure Deliverables or
engage with potential Suppliers regarding the Procurement of Deliverables without the involvement of
Supply Chain Management.
6.6 Procurement Authorization
Before any Procurement process begins, proper authorization of the Procurement and delegation of
authority to procure must be obtained in accordance with 2.3.1.
6.7 Standard Procurement Methods
Depending on the nature, value, and circumstances of the procurement, the City may procure Deliverables
through the following standard Procurement methods. The various thresholds for the different methods
of procurement shall be as established and maintained by the POC.
6.7.1 Existing Supply Arrangement
6.7.1.1 Ordering from Standing Offer
When a Standing Offer is available, its use is mandatory for all Service Areas. To purchase from the
Standing Offer, the Service Area must submit an authorized requisition to Supply Chain Management. A
purchase order referring to the Standing Offer details should be created and sent to the Supplier. The
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Purchase Order referencing the Standing Offer and reflecting the pre -negotiated prices and terms and
conditions of the Standing Offer will be created and issued to the Supplier by the Procurement Manager.
6.7.1.2 Roster Competition
If the Deliverables are available under an existing Qualified Supplier Roster, they must be acquired through
a Roster Competition.
Roster Competitions will be managed by Supply Chain Management, with the co-operation and
involvement of the Service Area.
6.7.2 Low -Value Procurement
Where the Procurement Value is below the Low -Value Procurement Threshold and the Deliverables are
not covered under an existing Standing Offer or Qualified Supplier Roster, Service Areas may make Low -
Value Procurements without the involvement of Supply Chain Management.
It is the responsibility of the Service Area to determine if there is an existing Standing Offer or Qualified
Supplier Roster for the required Deliverables before making a purchase. When available, the Deliverables
must be purchased in accordance with the terms of the Standing Offer
For Low -Value Procurements, the Service Area is only required to obtain one quote and may acquire the
Deliverables using a corporate purchasing card or by submitting a requisition to the Procurement Manager.
Where practical, departments are encouraged to obtain multiple quotes to ensure they are obtaining best
value. Quotes may be obtained through advertisements or Supplier catalogues or by contacting the
potential Supplier(s) by telephone or email.
The Service Area Head is responsible and accountable for Low -Value Procurements and may authorize
specific individuals within the Service Area to make Low -Value Procurements and may assign specific
spending authority limits.
If a Service Area anticipates making multiple Low -Value Procurements of the same Deliverables and the
total value of those purchases may exceed the applicable Low -Value Procurement Threshold, the
department must contact Supply Chain Management to discuss the possibility of setting up a Standing
Offer or Qualified Supplier Roster or consolidating the Procurement to avoid contract splitting.
Supply Chain Management is available to assist Service Areas with Low -Value Procurements, and Service
Areas may request that Supply Chain Management conduct an Invitational Competition for any Low -Value
Procurement.
6.7.3 Invitational Competition
An Invitational Competition, in which Bids are solicited from a minimum of three Suppliers, is the standard
method of Procurement when the Procurement Value is between the Low -Value Procurement Threshold
and the Open Competition Threshold.
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Invitational Competitions will be managed by Supply Chain Management, with the co-operation and
involvement of the Service Area.
Open Competition may be conducted in lieu of an Invitational Competition, where the Procurement
Manager, in consultation with the Service Area, determines that it would be in the City's best interest.
6.7.4 Open Competition
An Open Competition, in which Bids are solicited from all interested Suppliers through a publicly posted
Solicitation Document, is the standard method of Procurement when the Procurement Value equals or
exceeds the Open Competition Thresholds.
Open Competitions may include two -stage Procurement processes in which a prequalification process is
conducted by soliciting and evaluating submissions from all interested Suppliers in order to establish a
short list of prequalified Suppliers that will be eligible to submit a Bid in response to a second -stage
Solicitation Document. A two -stage Procurement process may be used whenever determined appropriate
by the Procurement Manager, in consultation with the Service Area.
Open Competitions will be managed by Supply Chain Management, with the co-operation and
involvement of the Service Area.
6.8 Non -Standard Procurement
Non -Standard Procurement means the acquisition of Deliverables through a method other than the
standard method for the type and value of the Deliverables, as set out above under Section 6.7. Details
pertaining to Non -Standard Procurements can be found in the Procurement Policy Manual.
Non-standard Procurement methods include:
(a) acquiring Deliverables directly from a particular Supplier without conducting a Competitive
Process when an Invitational Competition or an Open Competition would normally be required,
including but not limited to emergency purchases; and
(b) soliciting Bids from a limited number of Suppliers without conducting an open prequalification
process when an Open Competition would normally be required.
Under no circumstances will a Non -Standard Procurement be used for the purpose of avoiding
competition among Suppliers or in a manner that discriminates against, or advantages Suppliers based on
geographic location. For greater certainty:
(a) the Service Area Head will remain responsible for ensuring Open Competition, or at minimum,
Invitational Competition, whenever feasible even in circumstances where direct awards would
otherwise be recognized under the applicable trade treaties; and
(b) the Conflict of Interest rules will apply to all Non -Standard Procurements.
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AYA
6.9 Contract Award and Finalization
Contracts must be awarded in accordance with this policy.
A Contract may be entered into through the execution of a legal agreement and/or the issuance of a
Purchase Order evidencing the contract. The Contract must be entered into prior to the delivery or
provision of the Deliverables.
The Procurement Manager has delegated authority to issue Purchase Orders on behalf of the City.
Agreements must be signed by the Mayor and Common Clerk.
No Contract may be entered into, either through the issuance of a Purchase Order or the execution of an
agreement, unless:
(a) approved funding in an amount sufficient to cover the Procurement Value is available;
(b) the Procurement process was conducted in accordance with this policy; and
(c) all required authorizations have been obtained.
SECTION 7 - SOCIAL PROCUREMENT
7.1 Social Procurement Values
Where possible and practicable, to achieve best value for taxpayer dollars, the acquisition of Deliverables
may include the following values and criteria when planning for and sourcing its requirements:
1. Sourcing of environmentally and ecologically responsible products and equipment, leveraging low
carbon options;
2. Respect for the values of inclusivity, diversity, equity, culture, and fair labour practices;
3. Support of diverse organizations or organizations that have a social impact
The criteria and process will be outlined in the Procurement Procedures Manual to assist in the proper
execution of these values.
7.2 Social Procurement Above the Open Competition Threshold
Any social procurement objective above the applicable Open Competition Thresholds must be supported
by a plan approved by Common Council prior to its implementation that confirms, among other things:
1. the jurisdictional basis for the City to implement the objective under authority delegated by the
provincial government;
231Page
C:�:3
the trade -treaty authority for the City to implement the objective under programs established by
the federal or provincial government based on the powers granted to those senior levels of
government under the trade treaties;
the public policy rationale supporting the objective, including a clear definition of measurable
outcomes that the objective is intended to achieve; and
4. operational details for the implementation of the objective in the form of evaluation and award
criteria and contract performance requirements that ensure the transparency and defensibility of
evaluation and award decisions and contract administration practices in compliance with existing
public procurement standards.
7.3 Social Procurement Below the Open Competition Threshold
A Service Area may implement social procurement objectives for Contracts valued below the applicable
Open Competition Thresholds as a pilot project and shall report the results of that pilot project to
Common Council within a year of its implementation. For greater clarity, any below -threshold Contracts
that include social procurement objectives will remain subject to the provisions of this policy, including
but not limited to Section 3 — Ethical Conduct and Conflict of Interest,and any such pilot project shall at
minimum address factor number four identified in the prior paragraph and shall be approved by the POC
before being implemented by the Service Area.
SECTION 8 - SUPPLIER RELATIONS AND CONTRACT MANAGEMENT
8.1 Debriefings
Where the City has conducted an Open Competition, the City shall provide a debriefing to all unsuccessful
Suppliers upon request.
8.2 Procurement Protests
Suppliers may formally protest the outcome of a Procurement process. Procurement protests must be
managed and responded to in accordance with directions provided by the POC.
8.3 Contract Management
All contracts for Deliverables must be managed by the Service Area. Master Framework Agreements will
be managed by Supply Chain Management.
8.4 Contract Extensions or Amendments
Contract extensions and amendments must not be used to expand a Contract beyond what was
contemplated under the terms of the Contract and the original Procurement process or to circumvent the
need to procure additional Deliverables through a Competitive Process in accordance with this policy.
24 1 P a
C1']
During the course of a contract, additional work may arise that could not be anticipated during the project
planning process. Contract amendments for adjustments to the scope of the Contract may be approved
if the adjustment is for work that is directly connected or incidental to the original Contract scope.
The expansion or extension of a Contract to procure Deliverables that were not contemplated in the
original Procurement is a Non -Standard Procurement and, if the total cumulative value of the additional
Deliverables equals or exceeds the Open Competition Threshold, the Non -Standard Procurement must be
approved by the POC. Where a Contract is amended or extended more than once, the total cumulative
value of the additional Deliverables includes the value of all previously approved amendments and
extensions and the value of the proposed amendment or extension.
If a Contract amendment results in a net increase to the Contract value previously approved, the
amendment must be approved in accordance with 2.3.1.
All amendments to an existing Contract must be appropriately documented. Legal Services should be
consulted regarding all matters pertaining to Contract interpretation and application, and for any changes,
extensions, renewals, or amendments required to be made to any executed contract.
8.5 Contract Disputes
All potential Contract disputes with Suppliers must be managed in accordance with the dispute resolution
mechanisms outlined in the contract. Where a Contract is silent on dispute resolution, the Service Area
should ensure that potential disputes are proactively managed and appropriately escalated. Written
copies of all communications and correspondence with Suppliers concerning a Contract dispute must be
maintained by the Service Area. A Contract can be terminated prior to its expiry date only with the
involvement of Legal Services.
8.6 Supplier Performance
The performance of a Supplier under Contract must be monitored and tracked by the Service Area. Details
pertaining to managing supplier performance can be found in the Procurement Policy Manual.
8.7 Supplier Suspension
Suppliers can be suspended from participating in future Procurement processes based on determinations
made by the POC and as allowed for by the New Brunswick Procurement Act and Regulation 2014-93.
SECTION 9 - PROCUREMENT RECORD -KEEPING
9.1 Supplier Information
The City must ensure that Supplier information submitted in confidence in connection with a Procurement
process or Contract is adequately protected. Supply Chain Management and the Service Areas must
251Page
rill
ensure that all Bids and contracts are kept in a secure location and are only accessible by those individuals
directly involved with the Procurement or management of the contract.
9.2 Procurement Records
The maintenance, release, and management of all Procurement records must be in accordance with the
City's policies and procedures on document management and access to information.
Supply Chain Management is responsible for ensuring that all documentation relating to a Procurement
is properly filed and maintained in a Procurement project file. Documentation and reports regarding
Procurement processes and Contract awards (including Non -Standard Procurements) and data necessary
to trace the process conducted electronically must be maintained for a minimum period of at least seven
years from the Contract award date, or such longer period as may be required under the City's document
management policies.
SECTION 10 -COMPLIANCE MONITORING AND REPORTING
10.1 Compliance Monitoring
Non-compliance with this policy may expose the City to the risk of Supplier complaints, reputational
damage, Bid disputes, and legal challenges, and may comprises the integrity, fairness, openness, and
transparency of the process.
The Procurement Manager is responsible for monitoring compliance across the organization. Based on
the results of compliance monitoring, reports outlining instances of non-compliance may be issued by the
Procurement Manager to the relevant Service Area Head. The Service Area Head must address the
identified compliance concerns and submit a written confirmation of actions taken to the Procurement
Manager. Ongoing concerns with respect to compliance will be subject to internal audit and to the
additional reporting requirements outlined herein.
10.1.1 Non -Compliance Defined
For the purposes of this section, non-compliance includes:
(a) a breach of any purchasing card policies and procedures;
(b) a breach of any codes of conduct involving a Procurement;
(c) executing a purchase of any kind, including a new purchase, a purchase made through a contract
amendment, or a purchase made under an expired contract, without first obtaining the necessary
funding authorization and other applicable approvals;
(d) commencing performance of a contract prior to the formal approval and execution of that
contract;
261Page
71
(e) directly awarding a contract, or engaging in restrictive tendering, in instances where Open
Competition is required, without first obtaining formal approvals for any such exception to Open
Competition practices;
(f) obtaining procurement approvals based on inaccurate or incomplete information or based on
material misrepresentations or omissions;
(g) failing to adhere to requirements of the procurement policy, including non-compliance relating to
conflict of interest, proper advanced planning, contract splitting, sole sourcing, and
recordkeeping; or
(h) failing to adhere to the due process standards applicable to the government tendering process,
including standards relating to transparency, procedural fairness, non-discrimination, and the
protection of confidential supplier information.
10.1.2 Duty to Report and Rectify
Service Area Heads are required to observe and address non-compliance with this policy within their
Service Areas. Where instances of non-compliance are identified, the Service Area Head is expected to
notify the Procurement Manager and obtain advice: (a) with respect to mitigating potential risks to the
City arising from the non-compliance; and (b) to ensure future non-compliance is avoided.
The Procurement Manager shall record all reported non-compliance to the Procurement Oversight
Committee on a quarterly basis and shall, in consultation with that committee:
(a) develop recommendations for rectification of any such non-compliance; and
(b) provide a report to Common Council on an annual basis of any non-compliance issues not resolved
or without a remediation plan in place.
10.1.3 Procurement Oversight Committee
Once established by the CAO, the Procurement Oversight Committee ("POC") shall meet at minimum on
a quarterly basis, and more frequently as required, to address non-compliance incidents and develop non-
compliance remediation measures that may include, based on the severity of the breach:
(a) the requirement that the individual(s) involved in the breach complete prescribed procurement
remediation training;
(b) the suspension of the individual(s) involved in the breach from any future procurement -related
activities including the use of the purchasing cards or any other involvement in the procurement
process;
(c) additional disciplinary measures as may be appropriate based on consultation with Human
Resources and Legal Services;
27 1 P a
(d) a report to law enforcement authorities where the breach in question is of a criminal or quasi -
criminal nature, and, for greater certainty, such breaches may include but are not limited to
potential breaches of the Criminal Code or Competition Act.
10.2 Audit
All Procurement activities will be subject to audit as prescribed by the CAO.
10.3 Reporting
The Procurement Manager will prepare and submit to Common Council an annual report summarizing
the City's Procurement activities, including:
(a) Non-standard Procurements;
(b) instances of non-compliance as described above; and
(c) procurements over $100,000.
281Page
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The City of Saint John
Operating Fund by Service Area
December 31, 2022 - Unaudited
Revenues
Property Taxes
PI LT Adjustment
2022 2022 Year End
Budget Actual Variance
129,423,226 131,483,072 2,059,846
15 15 -
Equalization & Unconditional Grant
17,837,497
16,647,118
(1,190,379)
Growth & Community Development Services
3,597,649
4,639,580
1,041,931
Public Safety Services
2,105,169
2,177,250
72,081
Transportation & Environment Services
4,808,845
6,888,361
2,079,516
Finance & Adminstrative Services
6,332,418
6,383,753
51,335
Corporate Services
285,000
39,652
(245,348)
Utilities & Infrastructure Services
332,039
284,209
(47,830)
Total Revenues
164,721,858
168,543,009
3,821,151
Expenditures
Growth & Community Development Services
16,291,320
16,848,820
(557,500)
Transportation & Environment Services
39,445,202
41,500,985
(2,055,783)
Public Safety Services
56,204,643
56,129,367
75,276
Strategic Services
7,286,166
6,697,168
588,998
Corporate Services
7,092,813
6,550,227
542,586
Other Charges
31,778,313
31,009,453
768,860
Utilities & Infrastructure Services
6,623,401
7,349,256
(725,855)
Total Expenditures
164,721,858
166,085,277
(1,363,419)
Surplus (Deficit) - 2,457,732 2,457,732
137
1
The City of Saint John
Operating Fund by Service Area
December 31, 2022 - Unaudited
2022 2022 Year End
Budget Actual Variance
Revenues
Property Taxes
129,423,226
131,483,072
2,059,846
PI LT Adjustment
15
15
-
Equalization & Unconditional Grant
17,837,497
16,647,118
(1,190,379)
Growth & Community Development Services
3,597,649
4,639,580
1,041,931
Public Safety Services
2,105,169
2,177,250
72,081
Public Works & Transportation Services
4,808,845
6,888,361
2,079,516
Strategic Services
6,332,418
6,383,753
51,335
Corporate Services
285,000
39,652
(245,348)
Utilities & Infrastructure Services
332,039
284,209
(47,830)
Total Revenues
164,721,858
168,543,009
3,821,151
Expenditures
Growth & Community Development Services
Growth & Community Planning Services
11695,676
1,686,559
9,117
Development Services
102,884
68,059
34,825
Development Engineering
346,667
294,538
52,129
Community Development
388,623
381,111
7,512
Animal Control
91,244
95,370
(4,126)
Dangerous & Vacant Buildiings
547,385
265,456
281,929
Minimum Property Standards
310,229
217,892
92,337
Heritage Conservation Service
195,842
161,049
34,794
Cultural Affairs
126,289
122,802
3,487
Other By-laws
429,822
394,023
35,799
Permitting & Inspection Services
1,027,434
1,303,281
(275,847)
Envision Saint John
2,175,000
2,979,403
(804,403)
Market Square
2,250,000
2,167,157
82,843
Saint John Trade & Convention Centre
262,615
331,662
(69,047)
Imperial Theatre
330,444
330,444
-
Saint John Aquatic Centre
451,198
591,753
(140,555)
Saint John Arts Centre
191,673
191,674
(1)
TD Station
590,777
562,804
27,973
Library
473,001
473,001
-
City Market
1,075,756
1,043,304
32,452
Arts & Cluture Board
70,000
65,060
4,940
Public Arts Maintenance
16,000
24,468
(8,468)
Remembrance Day Ceremonies
1,500
3,129
(1,629)
New Years & Canada Day Celebrations
15,000
19,093
(4,093)
PRO Kids
235,526
137,646
97,880
138
2
The City of Saint John
Operating Fund by Service Area
December 31, 2022 - Unaudited
2022 2022 Year End
Budget Actual Variance
Succeed & Stay
169,736
124,846
44,890
Local Immigration Partnership
124,153
108,023
16,130
Carleton Community Centre
182,700
180,000
2,700
Loch Lomond Community Centre
45,000
45,000
-
North End Community Centre
166,876
166,876
-
Recreation Programming
564,327
504,610
59,717
Neighbourhood Development
152,000
152,000
-
YMCA - Contracted Services
149,560
135,626
13,934
Boys & Girls - Contracted Services
137,887
137,883
4
Unspecified Grants
184,000
351,179
(167,179)
Lifeguards
181,000
184,570
(3,570)
Play SJ
15,000
17,850
(2,850)
Lord Beaverbrook Rink
166,474
177,600
(11,126)
Growth Reserve Fund
350,000
350,000
-
Affordable Housing
300,000
300,000
-
Total Growth & Community Development Servic(
16,291,320
16,848,820
(557,500)
Public Safety Services
Fire Rescue and Suppression Service
22,749,472
22,907,312
(157,840)
Technical Rescue Response
46,065
46,164
(99)
Hazardous Materials
67,188
73,287
(6,099)
Fire Prevention
850,077
913,400
(63,323)
Fire Investigation
58,578
60,295
(1,717)
Emergency Management Service
341,536
288,762
52,774
Water Supply and Hydrants
2,500,000
2,335,319
164,681
Public Safety Communications
2,789,423
2,708,018
81,405
Street Lighting
958,800
921,382
37,418
Police Administration
1,835,003
2,173,929
(338,926)
Criminal Investigation
4,398,533
4,569,449
(170,916)
Police Commission
112,050
105,767
6,283
Automotive Equipment
1,023,518
1,065,915
(42,397)
Support Services
2,224,375
2,340,060
(115,685)
Detention
176,575
169,147
7,428
Police Operations
15,136,000
14,509,176
626,824
Stations & Buildings
937,450
941,986
(4,536)
Total Public Safety Services
56,204,643
56,129,367
75,276
139
3
The City of Saint John
Operating Fund by Service Area
December 31, 2022 - Unaudited
2022 2022 Year End
Budget Actual Variance
Public Works & Transportation Services
Snow Control Streets
5,177,279
5,792,348
(615,069)
Street Cleaning
1,520,026
1,747,156
(227,130)
Utility Cuts
710,263
965,322
(255,059)
Street Services - Surface Maintenance
7,722,859
8,458,584
(735,725)
Snow Control Sidewalk
921,437
1,119,408
(197,971)
Sidewalk Maintenance
459,829
545,351
(85,522)
Pedestrian & Traffic Management Service
1,982,463
2,038,435
(55,972)
Solid Waste Management
3,674,381
4,030,573
(356,192)
Regional Services Commission
28,657
28,566
91
Landscape - Parks & Open Spaces
1,883,049
2,144,801
(261,752)
Rockwood Park
376,336
310,265
66,071
Urban Forestry
282,576
133,874
148,702
Saint John Horticultural Association
40,000
40,000
-
Arena Operation and Maintenance
1,319,299
1,183,679
135,620
Sportsfield Operation and Maintenance
1,159,089
1,203,632
(44,543)
Other Facility Operation and Maintenance
396,901
358,078
38,823
Parking Administration
760,182
752,973
7,209
Transit Debt
1,824,485
1,841,856
(17,371)
Transit Subsidy
5,273,690
5,490,683
(216,993)
Fleet Stockroom
282,982
208,153
74,829
Stormwater Rural
11958,602
1,576,923
381,679
Peel Plaza
297,216
333,397
(36,181)
Market Square Parking
132,914
140,375
(7,461)
Off Street Parking
11260,687
1,056,553
204,134
Total Public Works & Transportation Services
39,445,202
41,500,985
(2,055,783)
Strategic Services
Finance
1,172,280
1,109,158
63,122
Assessment
1,468,310
1,491,679
(23,369)
Supply Chain Management
428,124
382,899
45,225
Information Technology
31332,935
2,895,449
437,486
Corporate Planning
312,720
194,868
117,852
Insurance
121,797
135,506
(13,709)
Liability Insurance
450,000
487,609
(37,609)
Total Strategic Services
7,286,166
6,697,168
588,998
140
4
The City of Saint John
Operating Fund by Service Area
December 31, 2022 - Unaudited
2022
2022
Year End
Budget
Actual
Variance
Corporate Services
City Manager
1,019,922
702,264
317,658
Mayor's Office
219,350
196,159
23,191
Common Council
524,902
523,164
1,738
Common Clerk
607,207
571,279
35,928
Human Resources
1,853,166
1,835,833
17,333
Legal Department
1,030,331
944,969
85,362
Real Estate
176,940
151,865
25,075
Saint John Industrial Parks
86,371
243,384
(157,013)
Corporate Communications
524,001
339,359
184,642
Customer Service
896,456
893,054
3,402
External Relations
154,167
148,898
5,269
Total Corporate Services
7,092,813
6,550,227
542,586
Utilities & Infrastructure Services
Engineering
1,191,095
1,107,143
83,952
Carpenter Shop
325,622
453,381
(127,759)
Facilities Management
1,545,173
2,061,206
(516,033)
City Hall Building
1,014,587
981,122
33,465
Police Headquarters
-
59,649
(59,649)
GIS
426,585
413,806
12,779
Stockroom
248,134
347,736
(99,602)
Stormwater Urban
1,872,205
1,925,215
(53,010)
Total Utilities & Infrastructure Services
6,623,401
7,349,256
(725,855)
Other Charges
Fiscal Charges
15,741,124
15,845,227
(104,103)
Deficit 2nd Previous Year
991,456
991,456
-
Landfill Closure
300,000
300,000
-
Special Pension Contributions
9,245,733
9,722,817
(477,084)
Reserves
1,200,000
2,316,607
(1,116,607)
Actuarial Gain/Loss
-
(2,466,654)
2,466,654
Capital from Operating
4,300,000
4,300,000
-
Total Other Charges
31,778,313
31,009,453
768,860
Total Expenditures 164,721,858 166,085,277 (1,363,419)
Surplus (Deficit) - 2,457,732 2,457,732
141
5
The City of Saint John
General Operating Fund By Object
Unaudited - December 31,2022
2022 Budget 2022 Actual Year End
$ $ Variance
Revenues
Property Taxes
129,423,226
131,483,072
2,059,846
PILT Adjustment
15
15
-
Fqualization & Unconditional Grant
17,837,497
16,647,118
(1,190,379)
Permits & Licenses
1,062,050
1,328,926
266,876
Rentals & Fees
1,680,893
1,520,690
(160,203)
Inter -fund Charges
1,800,000
1,896,000
96,000
Market Square Parking
-
40,000
40,000
Meter Violations & Summonses
225,000
356,262
131,262
Parking Meters
3,063,395
3,812,055
748,660
Traffic By -Law
281,000
429,675
148,675
Fines
25,000
3,015
(21,985)
Secondments
200,000
82,881
(117,119)
Extra Duties
100,000
70,160
(29,840)
Training
64,817
158,728
93,911
Contributions from Others
892,910
1,638,387
745,477
Partnerships
191,933
199,280
7,347
Emergency Dispatch
1,213,800
1,214,073
273
Utility Cuts
816,000
938,673
122,673
Interest Income
500,000
1,155,704
655,704
Internal Services
282,000
295,614
13,614
Insurance Proceeds
-
36,693
36,693
Other Miscellaneous Revenues
4,562,322
3,972,300
(590,022)
Accomodation Levy
500,000
1,263,688
763,688
Total Revenues
164,721,858
168,543,009
3,821,151
142
6
The City of Saint John
General Operating Fund By Object
Unaudited - December 31,2022
2022 Budget
2022 Actual
Year End
$
$
Variance
Expenditures
Salaries & Benefits
Salaries
60,540,274
58,345,109
2,195,165
Overtime
2,048,971
3,053,447
(1,004,476)
Other Personnel Costs
473,735
324,481
149,254
Fringe Benefits
16,111,547
16,447,779
(336,232)
Pension
9,245,733
9,722,817
(477,084)
Actuarial Gain/Loss
-
(2,466,654)
2,466,654
88,420,260
85,426,979
2,993,281
Goods & Services
General Services
3,644,640
4,832,644
(1,188,004)
Insurance
1,049,906
1,464,796
(414,890)
Professional Services
1,880,765
1,536,711
344,054
Other Purchased Services
1,558,394
1,631,394
(73,000)
Repairs & Maintenance
815,836
961,448
(145,612)
Other Purchased Goods
1,064,607
1,327,325
(262,718)
Roads
4,269,115
5,085,129
(816,014)
Tipping Fees
1,305,000
1,270,788
34,212
Property Taxes
1,270,477
1,380,204
(109,727)
Assessment Charge
1,468,310
1,491,679
(23,369)
Asset Purchases
852,329
950,140
(97,811)
Contracted Services
680,323
669,955
10,368
Postage
99,365
96,982
2,383
Inter -Fund Charges
3,523,000
3,317,724
205,276
Telephone
703,438
444,315
259,123
Radio
385,020
335,299
49,721
Growth Reserve Fund
350,000
350,000
-
Fuel
1,337,999
1,804,025
(466,026)
Advertising
148,075
155,504
(7,429)
Travel, Conferences & Training
773,174
580,337
192,837
Commissionaires
470,000
462,361
7,639
Engineering
161,000
171,687
(10,687)
Cleaners & Janitors
240,620
196,809
43,811
Solid Waste Collection
117,500
186,365
(68,865)
Licenses & Software
1,257,850
1,071,327
186,523
Rentals - Vehicles & Equipment
758,973
440,954
318,019
Asphalt
889,139
958,357
(69,218)
Parts
1,377,893
1,894,624
(516,731)
Apparel
204,488
220,457
(15,969)
Fuel Oil & Gas Oil
305,818
269,430
36,388
143
7
The City of Saint John
General Operating Fund By Object
Unaudited - December 31,2022
Expenditures (Continued)
Salt & Sand
Electricity
Office Supplies
2022 Budget 2022 Actual Year End
$ $ Variance
969,673
1,448,406
(478,733)
1,687,120
1,598,271
88,849
170,120
127,902
42,218
Operating & Safety Supplies
494,782
474,169
20,613
Water
166,970
163,562
3,408
Meals
159,023
173,085
(14,062)
Lumber, Paint, Chemicals & Cement
343,684
291,145
52,539
Tools & Hardware
254,732
143,121
111,611
Memberships
158,294
144,362
13,932
Receptions
112,227
63,496
48,731
City Hall Rental
866,129
872,676
(6,547)
Market Square Rental
2,250,000
2,167,157
82,843
Off Street Parking
619,996
560,725
59,271
41,215,804
43,786,847
(2,571,043)
Grants - Agencies, Boards & Commissions
Grants
2,960,200
3,119,789
(159,589)
Transit Commission
7,098,175
7,311,167
(212,992)
Lord Beaverbrook Rink
166,474
177,320
(10,846)
Saint John Free Public Library
473,001
473,001
-
Regional Services Commission
28,657
28,566
91
Regional Facilities Commission
1,826,707
2,008,318
(181,611)
12,553,214
13,118,161
(564,947)
Fiscal Charges
Interest
2,689,728
2,793,831
(104,103)
Principal Repayment
13,051,396
13,051,396
-
15,741,124
15,845,227 (104,103)
Other Charges
Capital from Operating
4,300,000
4,300,000 -
Other Miscellaneous Expenses
300,000
300,000 -
Transfer to Reserve
1,200,000
2,316,607 (1,116,607)
2nd Previous Years Deficit
991,456
991,456 -
6,791,456
7,908,063 (1,116,607)
Total Expenditures
General Fund Surplus (Deficit)
164,721,858
166,085,277
2,457,732
(1,363,419)
2,457,732
144
8
Saint John Water
Water & Sewerage Operating Budget
December 31, 2022, Unaudited Results
2022
2022
Variance
Budget
Actuals
Revenues
Flat Rate Accounts
22,250,000
22,127,968
(122,032)
Meter Rate Accounts
14,670,000
15,418,145
748,145
Industrial Raw Water Accou nts
6,347,859
6,585,203
237,344
Fire Protection Levy
2,500,000
2,335,319
(164,681)
Storm Sewer Levy
925,000
884,401
(40,599)
Other Revenues
937,216
1,340,925
403,709
Previous Year's Surplus
437,400
437,400
-
Total Revenues
48,067,475
49,129,361
1,061,886
Expenditures
Drinking Water Service
Watershed Management
822,650
1,034,225
(211,575)
Water Treatment
8,440,300
8,146,227
294,073
Water Pumping & Storage
1,178,345
1,088,126
90,219
Transmission & Distribution
4,503,100
4,579,646
(76,546)
Customer Metering
728,300
686,993
41,307
Internal Charges
467,500
572,591
(105,091)
Other Charges
555,000
607,205
(52,205)
Debt Servicing
3,808,000
3,792,126
15,874
Transfer to Operating/Capital Resery
-
880,522
(880,522)
Capital from Operating
1,057,400
11057,400
-
Total Drinking Water Service
21,560,595
22,445,061
(884,466)
Wastewater Service
Wasterwater Pumping
2,997,800
2,941,414
56,386
Wastewater Collection
3,017,855
3,123,551
(105,696)
Wastewater Treatment
4,919,450
4,942,446
(22,996)
Internal Charges
467,500
421,428
46,072
Other Charges
555,000
607,205
(52,205)
Debt Servicing
3,202,100
3,066,784
135,316
Capital from Operating
4,112,800
41112,800
-
Total Wastewater Services
19,272,505
19,215,628
56,877
Infrastructure Management
Engineering Services
717,900
683,669
34,231
Total Infrastructure Management
717,900
683,669
34,231
Industrial Water Service
Watershed Management
660,800
444,473
216,327
Water Pumping & Transmission
1,859,300
2,111,745
(252,445)
Customer Metering
175,950
81,055
94,895
Debt Servicing
1,892,065
1,892,065
-
Transfer to Capital Reserves
1,005,304
1,041,493
(36,189)
145
Transfer to Operating Reserve
455,178 480,010 (24,832)
Capital from Operating 467,878 467,878 -
Total Industrial Water Service 6,516,475 6,518,719 (2,244)
Total Expenditures 48,067,475 48,863,077 (795,602)
Surplus (Deficit)
266,284 266,284
146