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2023-05-31 Finance Committee Agenda Packet - Open Session�B City of Saint John Finance Committee - Open Session AGENDA Wednesday, May 31, 2023 3:45 pm Meeting Conducted by Electronic Participation 1. Call to Order 2. Approval of Minutes 2.1 Minutes of April 26, 2023 3. Approval of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 5.1 Council Professional Development Policy 5.2 Events Ticket Policy for Mayor and Council 6. Business Matters 6.1 Performance Management Dashboard 6.2 2024 General Operating Budget Public Engagement - Shape Your Budget 6.3 Parks Capital Budget Recommendation 6.4 General Fund Long Term Financial Plan 6.5 Procurement Policy and Protocols 6.6 2023 Year -to -Date Results General Fund and Utility Fund 7. Adjournment Pages 1-4 22 - 26 27 - 39 40 - 46 47 - 85 86 - 158 159 - 197 Finance Committee Meeting Open Session April 26, 2023 MINUTES — OPEN SESSION FINANCE COMMITTEE MEETING APRIL 26, 2023 AT 4:40 PM MEETING CONDUCTED THROUGH ELECTRONIC PARTICIPATION Present: Councillor G. Sullivan Mayor D. Noade Reardon Councillor P. Radwan Councillor G. Norton Councillor D. Hickey Also Present: Chief Administrative Officer B. McGovern Commissioner of Finance and Treasurer K. Fudge Commissioner Transportation & Environment M. Hugenholtz Commissioner Growth & Community Services J. Hamilton Commissioner Human Resources S. Hossack Fire Chief K. Clifford Director of Transit and Fleet I. Fogan Director Financial Services J. Forgie Director Financial Services C. Lavigne Director Corporate Performance & Chief Information Officer S. Rackley-Roach Intermediate Accountant V. Parikh Administrative Assistant A. MacLean 1. Meeting Called to Order Councillor Sullivan called the Finance Committee open session meeting to order. 2. Approval of Minutes 2.1 Minutes of March 22, 2023 Moved by Councillor Norton, seconded by Councillor Radwan: RESOLVED that the minutes of March 22, 2023 be approved. MOTION CARRIED. 3. Approval of Agenda Moved by Councillor Hickey, seconded by Councillor Radwan: RESOLVED that the agenda of April 26, 2023 be approved. MOTION CARRIED. 4. Disclosures of Conflict of Interest No disclosures. 5. Consent Agenda 6. Business Matters 6.1 Social Procurement (Verbal Update) Mayor Noade Reardon joined the virtual meeting. Finance Committee Meeting Open Session April 26, 2023 Ms. Forgie highlighted that part of the Social Procurement Protocol is community effort. Staff is compiling a list of any potential vendors who might be interested. There would be a public notice announcement sent out for the information and feedback session, which is to be held on May 11th in Council Chambers 12:30 am - 1:30 pm and 5:30 — 6:30 pm (with a virtual option upon request). Moved by Councillor Hickey, seconded by Mayor Noade Reardon: RESOLVED that Social Procurement verbal update be received for information. MOTION CARRIED. 6.2 Enterprise Resource Planning (ERP) — System Renewal Introduction Ms. Rackley-Roach stated various factors that would be beneficial to the City with an implementation of a new, more modern ERP system such as: • Ability to seamlessly integrate applications to improve data analytics for performance management • Leverage advancements of the artificial intelligence to enhance customer service Ms. Rackley-Roach highlighted that testing the new software over time, often in parallel with the current system, is critical to success. It would allow for time to verify the intended results and address any issues that could impact the organization or the public. Staff will be bringing forward the award of the request for proposals for the first phase of the project on May 11 for consideration of the Council. Ms. Rackley-Roach stated that in 2021 $2,335,000 was approved for the project, with an expectation that staff would be recommending more funding as part of the capital budgeting process as requirements become more defined. Moved by Mayor Noade Reardon, seconded by Councillor Hickey: RESOLVED that the presentation "Enterprise Resource Planning (ERP) System Renewal Introduction" be received for information. MOTION CARRIED. 6.3 Service Based Budgeting Ms. Rackley-Roach gave an overview of what Service Based Budgeting is and presented examples of how Service Based Budgeting has been effective in various areas of the City in the past. She stated that in re -instating a service -based approach to budgeting, the focus would be on setting service levels for public -facing surfaces, as they relate to Councils priorities. Ms. Rackley-Roach stated that Service Based Budgeting approach looks across all service levels to make the final decision of what the budget would look like. Priorities are focused on the outcomes that Council would like to achieve in the community, as outlined in the 10-year strategic plan. Annual evaluation of service levels and resources allows the City to adjust priorities to respond to a changing environment. Moved by Councillor Radwan, seconded by Mayor Noade Reardon: RESOLVED that the presentation "Service -Based Budgeting" be received for information. MOTION CARRIED. 6.4 Internal Audit Services Ms. Forgie stated that objectives in Audit Workplan 2023 are: • Focus on talent acquisition • Complete the 2022 approved internal audit • Continue ongoing administration of reoccurring audit activities (ie: management action plans, planning/updating, consulting/advisory for the City) • Build an Enterprise Risk Management (ERM) Framework and update the Risk Management Policy (Budget of $25,000) Finance Committee Meeting Open Session April 26, 2023 ERM provides a better overview of how various risks from various departments may impact the organization, as well as ways to prioritize and manage those risks. Ms. Forgie highlighted that building and implementing Enterprise Risk Management helps coordinate and prioritize resources, track progress, develop metrics and provides a clear focus for the organization. Moved by Councillor Hickey, seconded by Councillor Norton: RESOLVED that as recommended in the submitted report Finance Committee Report Internal Audit Services 2023, the Finance Committee recommend to Common Council that Internal Audit Plan 2023 be approved. MOTION CARRIED. 6.5 Saint John Water 10 Year Long Term Financial Plan Mr. Lavigne introduced the following financial principals for Saint John Water Long Term Financial Plan: • Ensuring Sustainability • Increasing Flexibility • Reducing Vulnerability • Environmental Responsibility He further elaborated on each principal, explaining what impact they might have. Mr. Lavigne introduced financial targets and explained how they correlate with the financial principals. He presented the summary of the impacts on Saint John Water annual operating budget as a result of applying financial principles to achieve the financial targets: • Limits on rate increase may impact service delivery, infrastructure deficit and risk of failure if revenue growth is slower than expected. • Managing infrastructure risk is key to keeping rate increases limited. Mr. Lavigne highlighted the 2023 and 2024 Capital Budgets in comparison to the recommended 2022 SOTI average annual capital investment budget: • 2022 SOTI report call for average annual capital investment of $25M. • 2023 Capital Budget - $12.63M ($4.87M Utility Funded and $7.76M Other Funding) • 2024 Capital Budget - $13AM ($5.04M Utility Funded and $8.44M Other Funding) • Other Funding sources are not guaranteed to continue and would have a significant impact on capital funding. Moved by Mayor Noade Reardon, seconded by Councillor Hickey: RESOLVED that as recommended in Saint John Water 10 Year Long Term Financial Plan that the Finance Committee adopt the following financial principles: • Ensuring Sustainability • Increasing Flexibility • Reducing Vulnerability • Environmental Responsibility As well as direct staff to incorporate the financial principles and targets as presented in the 10 Year Utility Fund Long Term Financial Plan. MOTION CARRIED. 7. Adjournment Moved by Mayor Noade Reardon, seconded by Councillor Hickey: RESOLVED that the Finance Committee meeting be adjourned. MOTION CARRIED. The Finance Committee open session meeting held on April 26, 2023 was adjourned at 6:08 pm. Finance Committee Meeting Open Session April 26, 2023 Respectfully submitted, Anna MacLean, Recording Secretary YFf,jj�r� 1 FINANCE COMMITTEE REPORT M&C No. Click here to enter text Report Date May 25, 2023 Meeting Date May 31, 2023 Service Area Finance and Administrative Services Chairman Sullivan and Members of Finance Committee SUBJECT. FAS-027 Mayor & Council Professional Development Policy AUTHORIZATION Primary Author Commissioner/Dept. Head Chief Administration Officer Kevin Fudge Kevin Fudge J. Brent McGovern RECOMMENDATION It is recommended that Finance Committee amend FAS-027 Mayor & Council Professional Development Policy. EXECUTIVE SUMMARY Common Council approved FAS-027 Mayor & Council Professional Development Policy to provide structure in how the budget is allocated to elected officials. The City is committed to encouraging professional development for the Mayor and Common Council, recognizing the investment is inextricably linked to the achievement of its mission, strategic direction, and governance. The Mayor & Council professional development policy (FAS-027) sets criteria for eligible professional development activities, establishes protocol on the allocation of budget to Mayor and Council, ensures fairness and equity between Councilors with respect to usage of funds and instills reporting requirements for public transparency. The rules that govern travel expenditures are within the Council approved FAS-025 Travel Policy. It is recommended that the policy be amended such that Councilors formally appointed to the Federation of Canadian Municipalities (FCM) by Common Council are not penalized from enrolling in other professional development activities. Staff suggest FAS-027 be amended to exempt FCM costs for Council appointees. PREVIOUS RESOLUTION N/A 61 -2- REPORT N/A STRATEGIC ALIGNMENT The Mayor & Council professional development policy aligns with Council's strategic priority to Perform. SERVICEAND FINANCIAL OUTCOMES Policy provides the framework for which Mayor & Council approve professional development opportunities. INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Input has been received from the Chief Administrative Officer ATTACHMENTS Mayor & Council Professional Development Policy C.1 SAINT 10HN Title: FAS-027 Mayor & Council Professional Development Subject: FAS-027 Mayor & Council Professional Category: Finance and Administrative Services Development Policy Policy No.: M&C Report No.: Effective Date: Next Review Date: Area(s) this policy applies to: Mayor & Council Office Responsible for review of this Policy: Finance and Administrative Services Related Instruments: Policy Sponsors: Chief Financial Officer Document Pages: This document consists of 4 pages. Revision History: 2022-10-03 Common Clerk's Annotation for Official Record Date of Passage of Current Framework: I certify that this Policy was adopted by Common Council as indicated above. Common Clerk Date Date Created: Common Council Approval Date: Contact: Finance and Administrative Services TABLE OF CONTENTS 1. POLICY STATEMENT...................................................................................................... 2 2. ELIGIBILITY...................................................................................................................... 2 3. BUDGET ALLOCATION............................................................................................................. 3 4. ROLES & RESPONSIBILITIES........................................................................................... 3 E:3 City of Saint John Mayor & Council Professional Development Policy 1. POLICY STATEMENT SAINT JOHN 1.1 This policy applies to the City of Saint John Mayor and Common Council on eligible professional development expenditures. 1.2 The City of Saint John is committed to encouraging professional development for the Mayor and Common Council, recognizing the investment is inextricably linked to the achievement of its mission, strategic direction, and governance. 1.3 This policy provides the guidelines for approving Mayor and Common Council professional development requests to attend supported professional development opportunities on behalf of the City of Saint John. 1.4 Professional development expenditures shall be in the best interest of City of Saint John taxpayers and involves the development of knowledge, skills, and leadership qualities necessary for the effective duties of Mayor and Council. 1.5 Professional development also includes activities specific to legislative and governance roles and functions. 1.6 A Councillor who is funded by Council budget to attend a conference, seminar, forum, delegation, or similar event shall participate as a representative of Council, not as an individual. 1.7 The City's Annual Report shall list Mayor & Council professional development. 1.8 Council may request a verbal or written report from any member of Council following the professional development activity. 2. ELIGIBILITY 2.1 Eligible activities, processes and programs including attendance at external professional development courses and conferences, sessions conducted with guest speakers and training, and purchases of training booklets and discussion papers must meet the following criteria: 2.1.1 Must be relevant to the Mayor or Councilor's role on Council or as a Committee Chair. 2.1.2 Must be relevant to the municipal governance process 2.1.3 Must be a conference or course offered or sponsored by an officially recognized group to which the City or its representatives are a member, or where there is a demonstrable affiliation. 9 2 City of Saint John Mayor & Council Professional Development Policy 3. BUDGET ALLOCATION SAINT JOHN 3.1 Common Council shall approve the Mayor and Council professional development budget as part of the annual operating budget approval process. 3.2 Mayor and Council professional development budget allocations shall be subject to annual review as part of the annual operating budget process. 3.3 Mayor and Council professional development budgets shall align with the strategic priorities of Common Council. 3.4 The professional development budget shall be allocated up to a maximum of $3,000 per Councilor and $9,000 for the Mayor. 3.4.1 Cost to attend the annual Federation of Canadian Municipalities (FCM) conference shall be exempted from this policy for Council appointees. 3.5 Unused professional development budgets shall not be carried forward to the following budget year. 3.6 Professional development spend that exceeds the annual approved budget envelope or exceeds the Councilor allocation limit in subsection 3.4 shall be: 3.6.1 Approved by Common Council 3.6.2 Be within the overall Council budget envelope for professional development 3.6.3 Reduced from the Councilor's following year allocation to ensure fairness and equity. 3.7 Common Council shall comply with the Council approved Travel Policy FAS-025 with respect to eligible travel expenses such as accommodations, meals, and travel arrangements. 4. ROLES AND RESPONSIBILITIES 4.1 Common Council shall: 4.1.1 Approve the Mayor & Council professional development policy and any amendments to the policy. 4.1.2 Approve Councilor requests that exceed maximum limits in the policy 4.2 The City Clerk shall: ito] 3 City of Saint John Mayor & Council Professional Development Policy &UNT TOHN 4.2.1 Ensure compliance with the Professional Development Policy 4.3 The Chief Financial Officer shall: 4.3.1 Support compliance through periodic audits. 4.3.2 Include Mayor and Council professional development in the City's annual report. 11 4 -ter`_ II f{�, err I FINANCE COMMITTEE REPORT M&C No. Click here to enter text. Report Date May 25, 2023 Meeting Date May 31, 2023 Service Area Legislative Services Chairman Sullivan and Members of Finance Committee SUBJECT. Events Ticket Policy for Mayor and Council AUTHORIZATION Primary Author Commissioner/Dept. Head Chief Administrative Officer J. Taylor/B.Dryer Melanie Tompkins J. Brent McGovern RECOMMENDATION It is recommended that the Finance Committee endorse the Events Ticket Policy for Mayor and Council as presented and that the Chair of the Finance Committee bring forth a recommendation to Common Council for approval. EXECUTIVE SUMMARY Council approved the Events Ticket Policy for Mayor and Council on July 30th, 2018. Members of Common Council have a long history of participating in charitable, fundraising, ceremonial, cultural, recreational, sport and entertainment functions considered significant to the City. The Ticket Policy allows Council members to show support for local community events by attending as representatives of Common Council. The Policy illustrates Council is mindful of the public's fiscal expectations when performing their duties and representing their constituents. The Policy safeguards the appropriate use and accounting of municipal funds and is in line with the City's strategic approach to financial management. The Council Ticket Policy includes the following provisions: • A list of eligible and ineligible expenses • Guidelines for identifying eligible events • Transparency: Council expenses are made available to the public through the City's Annual Report • One ticket per Council Member per event with one additional ticket for Members' accompanying guest per event • The Clerk's Office manages the administration of the ticket program 12 -2- The current Ticket Policy allocates an annual amount to Mayor and Council's budgets for ticket purchases, however, it does not provide an annual spending limit for individual Councillors. It is recommended that Council amend the Policy to ensure equitability is maintained amongst Councillors by allocating an annual amount of $1000 for ticket purchases to each Councillor. This would follow the same provisions included in Council's Professional Development Policy, whereby a Councillor would require Council's approval to exceed their annual ticket purchase allotment. Any funds spent above the allocated amount would be reduced from the individual Councillor's ticket budget for the following year. Unused funds would not carry forward to the following year. It is further suggested that the Policy be streamlined by removing the provision requiring Common Council's approval for each ticket purchase request. This provision would no longer be necessary under the proposed changes which provide Councillors with an annual budget for ticket purchases. A revised draft policy has been attached to this report forthe Finance Committee's consideration and endorsement. PREVIOUS RESOLUTION Council resolution of July 30, 2018: RESOLVED that Council approve the attached Event Tickets for Mayor and Council Attendance at Local Community Events Policy. REPORT N/A STRATEGIC ALIGNMENT The Mayor & Council professional development policy aligns with Council's strategic priority to Perform. SERVICEAND FINANCIAL OUTCOMES The Policy provides the framework for which Mayor & Council support local community events. 13 -3- INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS The Mayor's office and Chief Administrative Officer provided input. ATTACHMENTS Event Tickets for Mayor and Council Attendance at Local Community Events Policy 14 Q� SAINT IUHN Title: Event Tickets for Mayor and Council Attendance at Local Community Events Policy (short title: Ticket Policy) Subject: Spending Amounts for Mayor and Council Category: Council Members Policy to attend Community Events Policy No.: COR-CC-014 M&C Report No. Effective Date: Next Review Date: As Required Area(s) this policy applies to: Office Responsible for review of this Policy: Common Council City Clerk Related Instruments: Policy Sponsor: • Municipal Grants Policy City Clerk • Memorials Policy • Code of Conduct Policy • Mayor and Council Professional Development Policy Document Pages: This document consists of 6 pages. City Clerk's Annotation for Official Record I certify that the —Insert Title -Policy Statement was adopted by resolution of Common Council on Month -Day -Year. I certify that the —Insert Title -Policy was approved by the City Manager on Month -day -Year City Clerk Date Contact: Office of the Common Clerk 15 TABLE OF CONTENTS 1. POLICY STATEMENT.............................................................................................................P. 2 2. SCOPE..................................................................................................................................P. 2 3. STANDARDS.........................................................................................................................P. 3 4. BUDGET ALLOCATION..........................................................................................................P.4 5. ROLES AND RESPONSIBILITIES.............................................................................................P. 5 6. IMPLEMENTATION...............................................................................................................P. 5 7. PROCEDURES........................................................................................................................P. 5 8. INQUIRIES.............................................................................................................................P. 6 1 1. POLICY STATEMENT 1.1 This policy applies to the City of Saint John Mayor and Common Council on eligible Ticket and event expenditures. 1.2 Members of Common Council have a long history of participating in charitable, fundraising, ceremonial, and cultural/recreational events within the City of Saint John. These functions enhance the quality of life in the City and are a vital ingredient in Saint John's on -going development as a vibrant city. The Ticket Policy for Common Council illustrates that Council Members are mindful of the public's fiscal expectations when performing their diverse roles and in representing their constituents. This Policy safeguards the appropriate use and accounting of municipal funds, in line with the City's strategic approach to financial management that is equitable, balanced, and efficient. 1.3 This policy provides the guidelines for ticket purchases by Council Members to attend charitable or non-profit community events on behalf of the City of Saint John. 1.4 Ticket Purchase expenditures shall be in the best interest of City of Saint John taxpayers. 1.5 Council Members attending a charitable, fundraising, ceremonial/recreational event shall participate as a representative of Council. 1.6 The City's Annual Report shall list Mayor & Council ticket purchases. 1.7 The City Clerk's Office shall track all events and spending related to Mayor and Council attendance at events. 2. SCOPE The policy permits the purchase of tickets for Council Members to attend charitable, fundraising, ceremonial, or cultural/recreational events as a representative of Council. Guiding Principles The City of Saint John supports Council Members purchasing tickets to attend charitable, fundraising, ceremonial, or cultural/recreational events considered significant to the City. The following guiding principles apply: (i) Autonomy of Council • Common Council, as the decision -making body of the City, is separate and distinct from the City Administration; (ii) Accountability of Council 2 17 • Council Members are stewards of city resources and ultimately accountable to the public and their constituents for the type and level of expenses they incur. • Members' expenses should be reasonable and reflect what the public expects of an elected official. (iii) Transparency • The public has a right to know how public funds allocated to Council Members are spent. • The City will provide access to all expenses incurred by Council Members in a manner that meets the requirements of the Local Governance Act. • All accounting, audit and Income Tax Act principles and rules must be followed. (iv) Value — The City recognizes the contribution made by charitable, fundraising, ceremonial, and cultural/recreational functions in creating a vibrant city and enhancing the quality of life. 3. STANDARDS 3. 1 Ticket Purchasing Guidelines Tickets may be purchased for Council Members to attend the following non-profit/charitable types of events: i) Charity and Fundraising — includes ticket costs or other entry fees associated with the attendance. ii) Ceremonial — includes representation at community and corporate or industry events where Council representation would be expected. iii) Cultural/Recreational — includes significant cultural and recreational events taking place in the City where Council representation would be expected. 3.2 Eligible and Ineligible Expenses Eligible Expenses • One ticket for each Member and one additional ticket for an accompanying guest to attend charitable or non-profit community events. 3 iF:3 Ineligible Expenses • Purchase of alcohol, unless included in the ticket price. • Personal entertainment or recreational memberships. • Attendance at a political fundraising event, any donation to a political party or candidate's electoral fund or for some other private benefit. • No payment shall be made or reimbursed by the City for any component of a ticket that is additional to the service cost, such as a donation to a political party or candidate's electoral fund or any other private benefit. • No payment shall be made to support any candidate in any municipal, school board, provincial, federal election or by- election, or promote consent or rejection of a question that has been submitted to electors. Conditions • Each Councillor will have an equal annual budget allocation, approved by Council annually during budget deliberations. The Mayor's Office will have a separate budget for ticket purchases. 4. BUDGET ALLOCATION 4.1 Common Council shall approve the Mayor and Council ticket purchase budget as part of the annual operating budget approval process. 4.2 Mayor and Council ticket purchase budget allocations shall be subject to annual review as part of the annual operating budget process. 4.3 Mayor and Council ticket purchase budgets shall align with the strategic priorities of Common Council. 4.4 The ticket purchase budgets shall be allocated up to a maximum of $1,000 per Councillor/Deputy Mayor. 4.5 Unused ticket purchase budgets shall not be carried forward to the following budget year. 4.6 Ticket Purchase expenditures that exceeds the Council Member's allocation limit shall be: 4.6.1 Approved by Common Council 4.6.2 Be within the overall Council budget envelope for ticket purchases Il 4.6.3 Reduced from the Councilor's following year allocation to ensure fairness and equity. 5. ROLES AND RESPONSIBILITIES 5.1 Common Council Shall: 5.1.1 Approve the Mayor & Council Ticket Policy and any amendments to the policy. 5.1.2 Approve Councillor requests that exceed their individual annual spending limit. 5.1.3 Council Members are responsible for attending and representing the City at local community events. 5.2 The City Clerk's Office Shall 5.2.1 Ensure compliance with the ticket policy. 5.2.2 The Office of the City Clerk is responsible for the purchase of Council Members' event tickets. 5.3 The Chief Financial Officer Shall: 5.3.1 Support compliance through periodic audits. 5.3.2 Include Mayor and Council ticket purchases in the City's annual report. 6. AUTHORIZATION/IMPLEMENTATION The Ticket Policy becomes effective immediately upon approval of Common Council. 7. PROCEDURES i) Administrative procedures for tracking the requests for purchasing tickets, entering the expenses in the City credit card log system and forwarding to the Finance Department for payment are developed by the City Clerk. ii) The City Clerk's Office will keep a list of all ticket purchases made by Mayor and Council. iii) In the spirit of accountability and transparency, the individual office expenses for Members of Common Council will be made available in the City's Annual Report. 5 K91 8. INQUIRIES Inquiries may be made to the City Clerk. \' 21 FA z I Ln +-j .CD C- 4-j O _O E • L rl a � U O O U U 4- C- O M E > 0- n N w 0 .4-) m O a) E O I Ohmm OWN M c6 LU O � O O U O � LL O •+j � c6 >O > E O U M � ( — U O > O W m -C m 0 C O U o 2 c U) M -C u J m O Lli cn O O N Ln ( O � E J 0-0 U� +, C C- C- M +-) O M .� E � Q C O to O O > •�, Q U O O O Q O c6 U') U U') � O I P 1+� C N N to co to c w U N OA m OA C f6 L Q 0 qql- O N z I C: L- fa f� N 0 t�A U C: C: �--� E a--+ bn m O •� c: O 0-0 a--+ �Do �O� cn N Rt .` cn +-+ N O N cam }+ O Q �ON O 0 (/ N +j W N O'er O E N ca O E ci 0 amm 0 IO O Q O W U -0 N N '=3 C: 07 O(l) L 0 W CL 4- 0 a� E a) E L O ca O a-+ N cr O Q� 'O U L Q ca 0 I 41 (n U a--+ U cu a� U •� O � ' .0 m N > 0 �O Co CO Q N N N N O 0 0 � ca Q to i O a) N ,� bLA 0 O U � X lu Lu o � w � ) N •� � N O cu •0 •Q co Q X •Q O a� �•— UC: N ro a-i � � O Q a--+ N— ro Q Lr) x N Q 4-+ ca _ N a--+ � U 0 Ln •2 •E N O N T N O O N - N a� Q O �cn 0. �. 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What are your top 5 spending priorities for the 2024 Budget? o Road and Sidewalks o Snow Plowing o Parks and Recreation Facilities o Recreation Programing o Affordable Housing Advocacy o Police Services o Fire Services o Climate Action o Active Transportation (cycling, walking, trails, etc..) o Arts and Culture o Garbage and Recycling o Economic Development o Transit Services o By-law services and enforcement o Community Programming o Stormwater Management o Traffic Management Q2. What are your lowest 5 spending priorities for the 2024 Budget? o Road and Sidewalks o Snow Plowing o Parks and Recreation Facilities o Recreation Programing o Affordable Housing Advocacy o Police Services o Fire Services o Climate Action E &I o Active Transportation (cycling, walking, trails, etc..) o Arts and Culture o Garbage and Recycling o Economic Development o Transit Services o By-law services and enforcement o Community Programming o Stormwater Management o Traffic Management Q3. If the City exceeded tax base growth targets for 2024 and therefore had the option to reduce the property tax rate or increase services, what would be your preference? o Reduce Property Tax Rate o Increase Service levels based on your top 5 services chosen in previous question. Q4. The 10-year strategic plan (link) has been developed to build upon the City's vision and mission to establish an overarching strategic direction that will guild operational planning and budgeting. What would be your top 5 priorities? o Foster new partnerships to ensure Saint John remains an arts and culture destination. o Work towards achieving the recommendations of PlaySJ with a proportional share increase of 5% to current parks and recreation budgets. o Establish and implement a plan to address the social needs of the community that supports inclusion, diversity, equity and quality of life. o Provide increased opportunities to engage a more diverse population for civic pride, participation, beautification, and community partnerships. o Grow our property tax base by 3% annually, including at least 1% of new build assessment. o Grow our population to 85,000 from current population of 70,000. o Champion for fair regional cost sharing and property tax reform that recognizes the City's contributions to the region and province. 01.1 o Protect our environment. o Deliver excellence in serving our customers to defined service levels. o Build and invest in transit and active transportation to increase overall sustainable transportation usage to 20%. o Deliver sustainable public safety programs that meet the needs of a growing and diverse community. o Deliver excellence in financial stewardship. o Strengthen the competitiveness of the water utility in comparison to municipalities with similar service and infrastructure. o Focus on continuously improving as a high-performance public service organization. Q5. Overall, how would you rate the City in terms of the programs, services and value for your tax dollars? o Very good value for your tax dollars o Fairly good value for your tax dollars o Fairly poor value for your tax dollars o Very poor value for your tax dollars o Don't Know Q6. Please select on the following age ranges 0 0-19 o 20-29 o 30-39 o 40-49 o 50-59 o 60-69 o 70-79 o 80 + o Prefer not to answer. WA Q7. Have you moved to Saint John within the past 5 years? o Yes o No o Prefer not to answer. Q8. Do you operate a business in Saint John? o Yes o No o Prefer not to answer. Q9. What best describes your household? o One Person o Two Persons o Three Persons o Four Persons o Five or more Persons o Prefer not to answer. Q10. What is your current housing situation? o Rent o Own o Prefer not to answer. o Other (please specify) Q11. What is your Postal Code? M-11 Q12. What is your Gender Identity: "(check all that apply)" o Cisgender o Transgender o Male o Female o Nonbinary o Two -Spirit o Other (please indicate) o Prefer not to answer Q13. The City of Saint John strives to be and values a welcoming city that pulsates with diversity. Please check any of the following categories that apply: o Indigenous (meaning the original peoples of North America and their descendants) o Racialized Person (as defined by Statistics Canada) o Person with Disabilities (as defined in Canada's Federal Disability Reference Guide) o Neurodivergent o Youth (meaning between the ages of 18-29); or o LGBTQIA2S+ o Senior o Recent Immigrant (past 10 years) Q14. Do you have any suggestions on how the City of Saint John could generate revenue, reduce operational spending, or find efficiencies? 061 FINANCE COMMITTEE REPORT Report Date May 09, 2023 Meeting Date May 31, 2023 Service Area Transportation and Environment Services Chairman Sullivan and Members of Finance Committee SUBJECT. Parks Asset Renewal Fund Initiatives OPEN OR CLOSED SESSION This matter is to be discussed in Finance Committee Open Session. AUTHORIZATION Primary Author Commissioner/Dept. Head Chief Administrative Officer Barb Crawford Michael Hugenholtz/ Marc Dionne J. Brent McGovern RECOMMENDATION That Finance Committee approve the list of proposed projects to be funded by the 'Parks Asset Renewal' amounts included in the approved General Fund Capital Budgets for 2023 and 2024. EXECUTIVE SUMMARY PlaySJ, Saint John's Parks and Recreation Strategic Plan notes parks and recreation opportunities as essential to the quality of life of all residents in Saint John. The City has been working toward right sizing the parks and playgrounds in the City by concentrating investments in District Playgrounds and District Parks. After a couple decades of under -investment into our parks and playgrounds many of these spaces are in poor condition. The approved General Fund Capital Budget for 2023 and 2024 includes a funding envelope of $900,000 and $600,000 respectively for asset renewal in these areas. Several projects have been identified for implementation through this program and are detailed within this report. These investments will benefit the user experience of our parks and playgrounds by promoting healthy & active living as well as improving accessibility. -2- PREVIOUS RESOLUTION Common Council at its meeting dated October 171h, 2022 adopted the following resolution: Finance Committee: 2023 and 2024 General Fund Capital Budget and 2023 and 2024 Utility Fund Capital Budget Moved by Councillor Sullivan, seconded by Councillor Radwan: RESOLVED that as recommended in the submitted report M&C 2022-317: 2023 and 2024 General Fund Capital Budget and 2023 and 2024 Utility Fund Capital Budget, Common Council approve the 2023 and 2024 General Fund Capital Budget for $62,570,055 with City Share of $29,949,247 and Other Share of $32,620,808. The funds in the General Fund Capital Budget described the 'Parks Asset Renewal' envelope as subject to approval of a plan by the Finance Committee. STRATEGIC ALIGNMENT The proposed recommendations aligns with Common Council's priorities of GROW, BELONG & MOVE. GROW: We value smart growth. Recreation opportunities enhance quality of life, visitor experience, and stimulate economic impact. BELONG: We value a welcoming community. The proposed investment in District Parks and District Playgrounds enable enhanced offerings for visitors, residents, and newcomers as well as offering programming to the community. MOVE: We value sustainable transportation choices. The proposed investments offer accessible transportation choices. REPORT Saint John's quality of life and attractiveness is often evaluated on its recreational facilities and the opportunities it provides to residents. The City's Parks and Recreation Strategic Plan, Play SJ, recommends a recreation delivery model comprised of three overarching, inter -connected focus areas. The recommended focus areas are Healthy & Active Living, Right -Sizing and Community Development. The City of Saint John is poised for continued growth and its community leaders, citizens, businesses and visitors are eager to benefit from additional recreation opportunities that will enhance quality of life, visitor experience, and stimulate economic impact. !II -3- Outdoor facilities provide Saint John residents with opportunities to engage in healthy physical activities. These opportunities strengthen communities by fostering social interaction among residents and contribute to quality of life. The projects identified in this report align with Common Council's priorities and place investment in District Playgrounds and District Parks considered priorities in PlaySJ. Proposed Projects for Parks and Playground Asset Renewal Projects The focus of this funding envelope is renewal and reinvestment into existing assets rather than new, larger scale projects such as the new public space at Market Slip or Harbour Passage extensions. Staff have identified several projects below to utilize the funds set aside in the Capital budget. The projects are identified in order of proposed implementation. It's expected that the majority of the projects proposed below can be completed and operational in the 2023 construction season. The projects that are not able to be completed in 2023 will be carried forward to 2024 or future years for completion. No. Project Title Project Location Photograph 1 Replacement of two Carleton Community wooden structures - Centre / Market Place accessibility ramp & platform at the Carleton Community Centre. 2 Replacement of an existing Carleton Community (damaged) water feature at Centre / Market Place the Carleton Community Centre Splash Pad. 3 Replacement of solar light Rockwood Park i batteries at Lily Lake that are past their effective service life and no longer hold a charge :1 -4- No. Project Title Project Location Photograph 4 Repair and replacement of Rockwood Park picnic shelters (x4) at sf- Rockwood Park f 5 Replacement of Bleachers Memorial Park at Memorial Park Field (softball) 6 Replacement of garbage Various District Parks cans (x50) at various district & Playgrounds parks and playgrounds. _p 7 Replacement of park Various District Parks benches (x50) throughout & Playgrounds City. 8 Resurfacing of Tennis Peter Murray Arena Courts (x3) by Peter Murray Arena 9 Replacement of Memorial Memorial Park Park Dugouts (softball) !i93 -5- E. OU 10 Repairs to Skate Park Skatepark including concrete, rails & platforms. 11 Replacement of portions of Forest Hills fencing around Forest Hills�x� maintenance building `� t 12 Replacement of Market Slip Little River Reservoir Beach Volleyball Court at Little River 13 Repairs and repositioning to King Square �'.. granite at King Square planter. k4l 14 Replacement of portions of Shamrock Park ` fencing at two soccer fields at Lower Shamrock Park 15 Replacement of playground Ellerdale Street equipment at Ellerdale ` Street playground o. fi •`� No. Project Title Project Location Photograph 16 Resurfacing of 11 Various District Parks basketballs courts across & Playgrounds the City as well as replacement of basketball court infrastructure 17 Replacement of fencing for Peter Murray Arena Dog Park by Peter Murray oz2tc Z. Arenati ♦SSG S ' i 18 Repair of Pickle Ball fence Forest Hills at Forest Hills 19 Maintenance work at the Rainbow Park Rainbow Park communitye garden' =F SERVICEAND FINANCIAL OUTCOMES The 2023 Capital Budget includes $900,000 for'Parks Asset Renewal'. Approximately $200,000 of that amount has been already earmarked to support various initiatives including a new disc golf course and a new cricket field. The remaining amount combined with the $600,000 approved for parks asset renewal in 2024 will be applied towards these projects roughly in the order listed above. Any projects that are not able to be completed within the available budget will be considered in future years. As these investments are focused on asset renewal there will be no significant impact on the Parks operating budgets. It should be noted that there remains a significant backlog of these types of projects and continued support through the budgeting process in future years will be necessary to continue to improve the quality of our parks and public spaces. :111 -7- INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Public Works and Transportation Services and Utilities & Infrastructure Services were consulted related to their current and future involvement in the proposed projects. ATTACHMENTS None FINANCE COMMITTEE REPORT Report Date May 25, 2023 Meeting Date May 31, 2023 Service Area Strategic Services Chairman Sullivan and Members of Finance Committee SUBJECT. City of Saint John Long Term Financial Plan 2023-2032 OPEN OR CLOSED SESSION This matter is to be discussed in Finance Committee Open Session. AUTHORIZATION Primary Author Commissioner/Dept. Head Chief Administration Officer Craig Lavigne Kevin Fudge J. Brent McGovern RECOMMENDATION Recommend Finance Committee approve the City of Saint John Long Term Financial Plan 2023-2032 and forward it to Common Council for approval. EXECUTIVE SUMMARY The Finance Committee approved the assumptions and financial targets for the 2023-2032 General Fund Long Term Financial Plan at its meeting held on March 22, 2032. Staff have finalized the long-term financial plan and are seeking the Finance Committee's approval to send it to Common Council for final adoption. The updated 10-year financial plan sees the City continue to aggressively tackle long term debt, make significant investments to achieve the objectives in the 10- year strategic plan, address the City's infrastructure needs, and position the City more competitively with an ongoing strategy to reduce the tax rate. PREVIOUS RESOLUTION Finance Committee —July 2022 "It is Recommended that the Finance Committee direct staff to continue with current Financial Principles and Targets embedded in the Long -Term Financial Plan as part of the updated plan." Finance Committee — March 2023 "Recommend that the Finance Committee approve the assumptions and financial targets presented for Stretch Case in the 2023-2032 General Fund Long Term Financial Plan." -2- STRATEGIC ALIGNMENT This initiative aligns with the Council priorities of; PERFORM by ensuring the City is accountable for results in delivering public service by adhering to its plans, policies, procedures, and best practices. REPORT See Appendix — City of Saint John Long Term Financial Plan 2023-2032 SERVICEAND FINANCIAL OUTCOMES N/A INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS Input into this plan has been received from all service areas and Finance Committee ATTACHMENTS Appendix - City of Saint John Long Term Financial Plan 2023-2032 !E:3 z n C) z z LL w z ui - z r 0 z U) LL 0 Cl ti , Ql r N lzzT l0 r- N rn rn c n rn cn N O N }, � i Q N � � � p a cn U � cn O n � N U O O Q m U X X X X O U ) U O Q c Q Q c Q Q c Q Q c Q Q U Q r-I rl r-I r-I N N 4—j c- n W N 4—j O Q U L4- O O`f) E o ap � � V >- I Q ) h0 > c :} ` c 4-1w O a cn E Ln _0 U 4-1 i U Ln 0) U U O c O c c c Q - O +-1 c Q c c c 0 a a I N E cn M 'E 4. 4} X-C -o N t () = � M 6 v- O C O +-� `- _0 t -0 a) U cn a) a) cn cn co a) .E c t� — E p .� E c 0 �� cn 3 Q Q V O a) + 0 o~ E O r2 "4-1 O E-0 c OIz Q •= +� > a) .� cn t 0> M o a) co 4-1 E - E U wu C `n c Q -0 v O 0 .� s .N to OU M a) 4- cn c O p O t Q �6 M Q) C N N +1 T -6 O bUA N cn -C a) C C C (O aLn te.1 lii D- U l0 .V 4A U - '�' C .> t 0 a) N a) c�O C 4- co -Q 'u ,� C — Q�V v �t - E�� o .— M � O � Ln C 'n a) % Q)C EO -_� N U C N O C 4-1 C U E 0 a) t N a) t 6 C co m- n + a) O a) a) S t 4-1 O C 0c4 >' �O a) Q m~ m '� N O 1Ln —Co N v�? 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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 1) That Finance Committee recommend to Common Council the approval of the revised City of Saint John's Strategic Procurement Policy FAS-011 2) That Finance Committee recommend to Common Council By -Law Number LG-21 for approval 3) That Finance Committee refer the following administrative documents to Common Council for receive and file: • Social Procurement Protocol; • Contract Management Protocol; • Supplier Performance Evaluation Protocol 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, and to recommend referring the applicable documents to Common Council for approval and implementation. PREVIOUS RESOLUTION N/A STRATEGIC ALIGNMENT As part of an operational review performed it was identified that a more strategic approach should be taken within procurement and the policy revisions E:11.1 -2- that are 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 overall financial health of the organization. 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 Staff felt it was prudent to solicit feedback from the vendor community with respect to the upcoming implementation of the City's Social Procurement initiatives. As such, two vendor open -houses were conducted on Thursday, May 11, 2023 with approximately 25 vendors in attendance (both in -person and virtually). E:�l -3- Both sessions resulted in very valuable discussions with the attendees and staff have incorporated feedback into the Social Procurement Protocol. Said protocol has also been updated to include further drafting from the City's consultant. In addition to the above, the City's General Counsel have drafted Bylaw Number LG-21. This Bylaw will permit Common Council to delegate the awarding of contracts to the CAC, Commissioners and Directors of the City within the spending limits authorized under the Strategic Procurement Policy. By creating this Bylaw it allows the City to incorporate significant changes to the policy in relation to contract execution processes. SERVICEAND FINANCIAL OUTCOMES A modern, strategic policy which drives increased value for the organization and community while streamlining existing business practices. E:1:3 -4- 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 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's Strategic Procurement Policy; • Social Procurement Protocol; • Contract Management Protocol; • Supplier Performance Evaluation Protocol; • By-law Number LG-21; and • Procurement Policy Update Presentation E-lue CITY OF SAINT JOHN NEW BRUNSWICK A By-law Respecting Delegation of Authority to Award or Approve Contracts By-law Number LG-21 An uncertified copy of this by-law is available online Arrete relatif aux Arrete numero LG-21 Une copie non certifiee de 1' arrete est disponible en ligne 0I91 -2- TABLE OF CONTENTS TABLE DES MATIERES Section Description Page Article Designation Page Recitals Preambule 1 Title 1 Titre 2 Definitions 2 Definitions 3 Interpretation 3 Interpretation 4 Contract Award or Approval 4 ................. 5 Contract Execution 5 ................. 021 -3- RECITALS PREAMBULE WHEREAS, The City of Saint John deems it ATTENDU QUE, The City of Saint John juge advisable to make this by-law to delegate its opportun de prendre le present arrete destine a authority to award or approve contracts; .................. ; et AND WHEREAS, subsection 9(1) of the Local ATTENDU QUE, 1'paragraphe 9(1) de la Loi sur Governance Act, S.N.B. 2017, c. 18, provides that la gouvernance locale, L.N.-B. 2017, ch. 18, a council may, by by-law, delegate any of its prevoit que sauf disposition contraire de la powers, duties or functions under this Act, any presente loi, de toute autre loi ou d'un arrete, le other Act or a by-law to a committee of the conseil peut deleguer par voie d'arrete l'un des council, an officer of the local government or a pouvoirs, des devoirs et des fonctions que lui corporation referred to in subsection 8(1) unless attribue la presente loi, toute autre loi ou un arrete this Act or any other Act or by-law provides a l'un de ses comites, a des fonctionnaires du otherwise; gouvernement local ou a une personne morale visee au paragraphe 8(1); et AND WHEREAS, subsection 9(2) of the Local ATTENDU QUE, 1'paragraphe 9(2) de la Loi sur Governance Act, S.N.B. 2017, c. 18, provides that la gouvernance locale, L.N.-B. 2017, ch. 18, in a delegation under subsection 9(1), the council prevoit que daps la delegation que prevoit le may impose on the delegate the terms and paragraphe 9(1), le conseil peut imposer au conditions it considers appropriate; delegue les modalites et les conditions qu'il juge appropriees; et AND WHEREAS, notice of this by-law, and of ATTENDU QUE, avis du present arrete et de la the Common Council meeting at which this by- reunion du conseil communal a laquelle it a ete law was discussed, was provided in accordance debattu a ete donne conformement a la Loi sur la with the provisions of the Local Governance Act. gouvernance locale. NOW THEREFORE, the Common Council of A CES CAUSES, le conseil communal de The The City of Saint John, enacts as follows: City of Saint John edicte Title Titre 1 This By-law may be cited as the 1 Le present arrete peut etre cite sous le Delegation of Authority to Award or Approve titre Arrete ........................... (ci-apres Contracts By -Law (hereinafter the `By-law"). « 1'arrete » ). Definitions Definitions 2 The words defined in subsection 2.1 of 2 Les termes definis a 1'paragraphe 2.1 de la the Strategic Procurement Policy adopted by the ............................. ont le sens qui leur est City, when used in this By-law, shall have the donne dans cette ........ My -4- same meaning as the said Policy. Interpretation Interpretation 3 Rules for interpretation of the language 3 Les regles d'interpretation suivantes used in this By-law are contained in the lettered s'appliquent au present arrete comme suit: paragraphs as follows: (a) The captions, article and section a) Les titres, intertitres et numeros des names and numbers appearing in this By- dispositions ne servent qu'a faciliter la law are for convenience of reference only consultation de 1'arrete et ne doivent pas and have no effect on its interpretation. servir a son interpretation. (b) This By-law is to be read with all b) Le genre ou le nombre changes of gender or number required by grammaticaux doivent &re adaptes au the context. contexte. (c) Each reference to legislation in this c) Les renvois legislatifs paraissent en By-law is printed in Italic font. The italique. Le renvoi a une loi vise reference is intended to include all egalement les modifications qui s'y applicable amendments to the legislation, appliquent, y compris toute legislation de including successor legislation. Where remplacement. Les renvois a d'autres this By-law references other by-laws of arretes de la municipalite visent the City, the term is intended to include egalement les modifications qui s'y all applicable amendments to those by- appliquent, y compris tout arrete de laws, including successor by-laws. remplacement. (d) The requirements of this By-law d) Les obligations qu'il cree are in addition to any requirements s' aj outent a celles decoulant d' autres contained in any other applicable by-laws arretes applicables de la municipalite ou of the City or applicable provincial or des lois et reglements applicables des federal statutes or regulations. gouvernements federal ou provinciaux. (e) If any section, subsection, part or e) Si une disposition quelconque est parts or provision of this By-law, is for declaree invalide par un tribunal any reason declared by a court or tribunal competent pour quelque motif que ce soit, of competent jurisdiction to be invalid, the la decision n'entache en rien la validite de ruling shall not affect the validity of the 1'arrete daps son ensemble ni de toute By-law as a whole, nor any other part of autre disposition. it. [Contract Award or Approval ..................... 019] -5- 4 Common Council hereby delegates its 4 ..................... authority to award or approve Contracts to the CAO, Commissioners and Directors of the City within the spending limits authorized under the Strategic Procurement Policy subject to compliance with any other applicable terms and conditions of said Policy. Contract Execution ..................... 5 The Mayor and City Clerk are authorized 5 ..................... to execute any Contract awarded or approved by the CAO, Commissioners or Directors of the City if the requirements prescribed under the Strategic Procurement Policy are met. IN WITNESS WHEREOF the City of Saint John EN FOI DE QUOI, The City of Saint John a fait has caused the Corporate Common Seal of the apposer son sceau municipal sur le present arrete said City to be affixed to this By-law the le 2023, avec les signatures day of , A.D. 2023 and signed by: suivantes Mayor / Maire City Clerk / Greffier de la municipalite First Reading - Premiere lecture - Second Reading - Deuxieme lecture - Third Reading - Troisieme lecture - �L! Discussion Draft Social Procurement Protocol 1.0 Purpose The purpose of this protocol is to: (a) establish transparent procedures for the implementation of the social procurement objectives identified in the City's Strategic Procurement Policy for Procurements valued below the Open Competition Threshold; and (b) further the following strategic objectives identified by the City: a) respecting the values of inclusivity, diversity, equity, culture, and fair labour practices; b) supporting diverse organizations; c) striving for an ever -improving quality of life with a view to becoming the most vibrant and welcoming community in Atlantic Canada by growing the City, serving the City and becoming the community of choice through the cultivation of community pride and the vibrant promotion of beautification, arts, culture, heritage, recreation, education, employment, and diversity; d) providing residents with opportunities to prosper with flourishing neighbourhoods and a protected environment with quality municipal services; and e) promoting population growth and a growing tax base for the City. 2.0 Establishing Qualified Supplier Rosters To furtherthe above -noted objectives, the Procurement Manager shall establish Qualified Supplier Rosters open to all qualified suppliers in areas of repeat purchasing for transactions valued below the Open Competition Threshold for goods and services including but not limited to: 1. Light duty vehicles and trailers 2. Firearms and ammunition 3. Building renovations 4. Landscaping/lawncare services 5. Building demolitions 6. Equipment maintenance services 7. Safety supplies 8. Flashlights/batteries 9. Water meters 10. Paints/stains 11. Clothing 12. Gloves 13. Boots 14. Nursery stock OR 15. Pest control 16. Computer cabling 17. Well and water testing 18. Delivery of summons 19. Training 20. Mats 21. Bulky item pickup 22. Printing services 23. Pump installation 24. Vehicle parts 25. Dumpster rentals 26. Portable toilet rentals 27. Equipment rentals 28. Removal of biosolids 29. Shredding services 30. Windshields/auto glass 31. Sweeper brooms 32. Tires 33. Automotive filters and other parts 34. Small engine equipment (mowers, etc.) 35. Piping 36. Fittings 37. Hand tools 38. Concrete rings and risers 39. Chemicals 40. Industrial gasses 41. Cleaning supplies 42. Lubricants 43. Envelopes 44. Blade sharpening 45. Fire hydrants 46. Fasteners, nuts, bolts 47. Drafting/plotter paper 48. Treadmills 49. Signage 50. Flaggers 51. Light construction (e.g. decks) 52. Automotive undercoating 53. Vehicle rentals 54. Crosswalk services 55. Crane and hoist inspections 56. Ready mix concrete 57. Cold mix 58. Badges and regalia 59. Swag 60. Other categories of good or services identified by the Procurement Manager 3.0 Identifying Saint John's Social Procurement Suppliers When establishing the Qualified Supplier Roster noted above, the Procurement Manager shall register those Suppliers with a business address within the geographic boundaries of the City that identify as falling within any of Social Procurement Supplier categories noted below: a) Diverse Suppliers (meaning Suppliers who have a diverse ownership group or workforce or who engage in inclusive employment practices that reduce systemic barriers to employment, and for greater clarity, diverse means "including or involving people from a range of different social and ethnic backgrounds and of different genders, sexual orientations, etc."); b) Social Enterprise Suppliers (meaning Suppliers that embed a social, cultural or environmental purpose into their business, and reinvest the majority of their profits into their social mission); c) Environmentally Responsible Suppliers (meaning Suppliers who reduce their carbon footprint by having adopted environmentally sustainable workplace practices and/or policies); d) Social Impact Suppliers (meaning those small business Suppliers who employ a total of twenty (20) or fewer employees within the City of Saint John and provide a positive social impact to the Saint John Community by paying property taxes or rent within the City of Saint John); e) Living Wage Suppliers (meaning those Suppliers who hire employees living in Saint John and pay those employees a living wage, which for greater clarity means at least $22/hour or the equivalent salary); f) Work Experience Suppliers (meaning those Suppliers who provide paid work experience programs to residents living in Saint John); or g) Designated Ownership Suppliers (meaning Suppliers with at least 51% ownership in one or more of the following designated categories): i. Indigenous Peoples (meaning the original peoples of North America and their descendants); ii. Racialized Person(s) (as defined by Statistics Canada); iii. Woman/Women; (meaning women or those identifying as women); iv. Person(s) with Disabilities (as defined in Canada's Federal Disability Reference Guide) v. Youth (meaning between the ages of 18-29); or vi. LGBTQIA2S+ (meaning Lesbian, Gay, Bisexual, Transgender, Questioning, Intersex, Asexual and Two Spirits, or any other analogous group that identifies within this category). 4.0 Direct Procurements and Invitational Competitions 4.1.1 Direct Procurements Where the Procurement Value is belowthe Low -Value Procurement Threshold, a Service Area may engage in Low -Value Procurements without the involvement of Supply Chain Management for any Procurement MA where the above -noted Qualified Supplier Roster is created by Supply Chain Management. When engaging in Low -Value Procurements, the Service Area shall, whenever practical, direct those Procurements to a supplier identified as a Social Procurement Supplier. The Service Area shall report all Procurements under this section to the Procurement Manager. 4.1.2 Invitational Competitions When the Procurement Value is above the Low -Value Procurement Threshold but below the Open Competition Threshold, Supply Chain Management, with the co-operation and involvement of the Service Area, shall solicit at least three (3) Bids as part of an Invitational Competition. 4.1.3 Invitational Competition Among Social Procurement Suppliers When conducting an Invitational Competition, Supply Chain Management, with the co-operation and involvement of the Service Area, shall, whenever practical, solicit all Bids from Suppliers identified as Social Procurement Suppliers. There shall be no preferences given when evaluating Bids in an Invitational Competition when all invitees are Social Procurement Suppliers. 4.1.4 Invitational Competition Involving Other Suppliers When it is not possible or practical to limit an Invitational Competition to Social Procurement Suppliers, Supply Chain Management will invite as many Social Procurement Suppliers as possible to the Invitational Competition but there shall be no preferences given in the evaluation of Bids as between Social Procurement Suppliers and other Suppliers. 5.0 Conflict of Interest Rules Apply For greater certainty, Section 3 — Ethical Conduct and Conflict of Interest of the Strategic Procurement Policy shall apply to all Procurements under this protocol and Conflicts of Interest must be avoided in all Procurements under this protocol. 6.0 Report to Common Council The Procurement Manager shall maintain records of all Procurements made under this protocol and shall report the results to Common Council within a year of the implementation of this protocol and annually thereafter. Contract Management Protocol 1. Purpose and Interpretation The purpose of this protocol is to provide guidelines and set out the roles and responsibilities for the management of all Contracts with Suppliers for the provision of Deliverables procured by the City. Defined terms used in this protocol have the meaning assigned in the Glossary of Terms. 2. General Principles Contract management begins with the awarding of a Contract and should continue throughout the life of a Contract until all the obligations under the Contract have been satisfactorily completed, final payment has been made, and warranties have expired. The Contract must be appropriately managed to ensure that all Deliverables are properly received, payments are appropriately made, all timelines are met, and any extension options are appropriately exercised. 3. Roles and Responsibilities 3.1 Role of Service Area Heads and Their Designates It is the role and responsibility of the Service Area Head or designate to: (a) assign a Contract Administrator to each Contract for Deliverables procured by the Service Area; (b) provide support and advice to the Contract Administrator as required; (c) ensure that all Contract Administrators in the Service Area are appropriately trained, have knowledge and understanding of applicable policies and protocols, and are able to fulfill the role of Contract Administrators as set out in this protocol; and (d) monitor and ensure compliance with this protocol and the Supplier Performance Evaluation Protocol. 3.2 Role of Contract Administrator It is the role and responsibility of the Contract Administrator to: (a) be familiar with and understand all of the terms and conditions of the Contract; (b) create a file for the retention of all documentation related to the Contract, as further described in Section 5 of this protocol; (c) facilitate and maintain a professional working relationship with the Supplier; 061 (d) ensure all Contracts are complete and accurate and executed prior to the commencement of any work or deliveries; (e) ensure all invoices are complete and accurate prior to approving payment; (f) review invoices in a timely manner and ensure approved payments are made in accordance with the payment terms in the Contract; (g) track renewal or extension dates and appropriately exercise discretion in respect of options to renew or extend Contracts; (h) anticipate and respond to changes in circumstances that may impact Contract performance, such as unseasonable weather, labour disruptions, unforeseen site conditions, indications of changes in the Supplier's financial stability, etc.; (i) meet with the Supplier at appropriate intervals to discuss any performance issues or concerns; (j) formally evaluate the Supplier's performance in accordance with the Supplier Performance Evaluation Protocol; (k) document all communications related to the Supplier's performance of the Contract; (1) consult with Legal Services, as necessary, with respect to interpretation of the terms and conditions of the Contract; and (m) seek advice from Legal Services, as necessary, with respect to compliance issues and Contract disputes. 3.3 Role of Legal Services It is the role and responsibility of Legal Services to: (a) respond to requests for assistance from the Contract Administrator with respect to: i. inadequate Supplier performance, non-compliance with Contract terms and conditions, or Contract disputes that may have a negative impact and/or potentially lead to legal action; ii. Contract amendments or requests from the Supplier for the assignment of a Contract; iii. interpretation of terms and conditions under the Contract and the remedies for breach of Contract provided for in the Contract and/or at law; (b) provide advice in a timely manner once advised that a Supplier has initiated or threatened legal action against the City at any time throughout the life of the Contract; and (c) provide advice in a timely manner once advised that the Supplier may be, or is about to be, declared bankrupt or insolvent. W9191 3.4 Role of Procurement Services Contract management is the responsibility of the Service Area that is receiving the Deliverables under the Contract. With the exception of Contracts managed by Procurement Services on its own behalf, Procurement Services is not responsible for and should not be involved in the day-to-day management of a Service Area's Contracts. Procurement Services should be advised of serious performance issues or Contract disputes that may result in early termination of a Contract and must be provided with copies of all Interim and Final Performance Evaluation Reports in accordance with the Supplier Performance Evaluation Protocol. It is the role and responsibility of Procurement Services to: (a) provide assistance to Service Areas and Legal Services in connection with the possibility of early termination of a Contract; (b) advise on options and strategies for maintaining stability and supply of the Deliverables in the event of early termination of a Contract; (c) maintain detailed documentation of all communications related to Supplier performance; and (d) retain copies of all Interim and Final Performance Evaluation Reports, in accordance with the Supplier Performance Evaluation Protocol. 4. Contract Amendments and Scope Changes 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. 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 in accordance with the Non -Standard Procurement Protocol. 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 the Authorization Schedule. 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. `G 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, Service Areas must 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 and in accordance with the terms and conditions outlined in the Contract. Legal Services must be promptly advised if a Supplier initiates or threatens legal action against the City at any time throughout the life of the Contract or if there are signs that a Supplier is experiencing financial difficulty (for example, the Supplier fails to pay its employees, Suppliers, or subcontractors). 6. Document Retention and Contract File Documentation should be up to date and organized in a way that clearly allows for tracking of the receipt of the expected quantity and quality of the Deliverables under the Contract, timelines for delivery dates, performance milestones, and performance evaluation dates. Contract Administrators must retain originals or copies of the following documents and records: (a) authorization of the award of the Contract to the Supplier; (b) Contracts and all related documentation, including, but not limited to, Solicitation Documents, the Supplier's Bid, customized agreements, related drawings, plans, Purchase Orders, schedules, and specifications; (c) warranties and/or documented certifications, such as ISO ratings, fitness certificates, and compliance with electrical safety standards; (d) insurance certificates, as required by the Contract; (e) surety bonds or other forms of performance guarantees, if required by the Contract; (f) relevant dates, such as delivery dates (this notation may be as simple as a checkmark beside an expected receipt of goods date, and should be initialled and dated by the person doing the review); (g) details of any extenuating circumstances that had an impact on Contract compliance (for example, extreme weather, labour disputes, power outages, accidents); (h) the date, nature, and outcome (positive or otherwise) of informal performance reviews; (i) bills of lading, work orders, service records, invoices, cheque requisitions, etc.; (j) change orders detailing new terms that have been negotiated into the Contract, if applicable; `[oya (k) notes of all verbal discussions regarding Contract compliance; (1) written communications, Interim and Final Performance Evaluation Reports completed in accordance with the Supplier Performance Evaluation Protocol, and notices to and from the Supplier; (m) notes or minutes of any face-to-face and/or site meetings; (n) records of any dispute resolution performance issues and actions taken; and (o) any other relevant communications or documents related to the Contract and/or the Supplier's performance under the Contract. `DIV z V O QC O a O Qj V Q) 0 - s N a4- c +� E � O E O O U +� U u _ U C d U U s O O w U a 4- U i — C U Q O O U cn V) --� OU vI O a U C , O M i O " " N d O Q m 3 � d Z � c s j u O Q o� _E E U Q U V) Q O d oil .� C: v E tL0 aJ O Cl ca E •- 4A C: C: aJ � O > O > }, Ca � C: U v _0 U— a) Ca : U 0 4 -' Ca Cl QJ E v Q c (� � fa QJ �J E •� •E U U 0 Cl C: aJ Cn O -0 ca v Cl: _-0 •U — cn O O — Ca v U U) U > • U to 4-J O Q� O to U 4- Cl O O O — •O 6 w aJ L- •v � O cn •E O O v a-J C/) C/ ) Cl� (a a)O _0}' C: aJ Q� N u O a-J E QJ 0 Ca • U QJ U O C v v ca N v N v _0 C: E 'U Ou L- L- O L v E O � +� U v (/� U 0 U Q) E Q) U O J O U O O oc w ul) w cC z O in w cn (V w U z a 0 z w a z oc O 0 z w Q N L Q �O L . 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U on •� O •v O O N 4- N a--+ O v Ov O U O O N +_+ E •E •E E E O U+ U U U : /� N U N U a-1 a--+ iB N U N �w � - 0104 CM 1 Strategic Procurement Policy Effective Date: [Date] Last Revision Date: [Date] Version: [Version #] MEIII 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 `R 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 ii§1.1 (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 `SF:3 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 i§Le7 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. 7 1 P a g e `NU "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. 8 1 P a g e 121 "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 91 P ae `A 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 101Page `P491 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; 111Page 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 121Page iiP491 (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. 131Pag ` -1 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: 141 WrA 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. 15 1 M-13 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 161Page iiP4%j (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. 17 1 `[till 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. 181Page 131 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 191Page `19% (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 201Page `Edc3 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. 211Page R0111 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. 221Page `K191 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 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 ii19YA 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 iiKQ:j 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 ii[tl%7 (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 M11191 (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 M111I 291Page MIN Supplier Performance Evaluation Protocol 1. Purpose and Interpretation The purpose of this protocol is to establish a performance evaluation process in order to evaluate Supplier performance in a transparent and consistent manner. Supplier performance is critical to the success of Procurement projects. Poor workmanship, unnecessary Contract delays, and unsafe work practices will not be tolerated. Defined terms used in this protocol have the meaning assigned in the Glossary of Terms. 2. Performance Evaluation At the outset of the Contract, the Contract Administrator will provide the Supplier with copies of the Interim and Final Performance Evaluation Reports, which will be used to rate the Supplier's performance in accordance with this protocol. 2.1 Interim Evaluation The Contract Administrator will formally evaluate the Supplier's performance and complete the Interim Performance Evaluation Report (Appendix A) prior to the renewal or extension of the Contract, if applicable, and may formally evaluate the Supplier's performance and complete an Interim Performance Evaluation Report at any time during the term of the Contract, as determined by the Contract Administrator, taking into account the nature, complexity, value, and length of the Contract. In the case of multi -year Contracts, an Interim Performance Evaluation Report should be completed on an annual basis, at a minimum. 2.2 Final Evaluation The Contract Administrator will formally evaluate the Supplier's performance and complete the Final Performance Evaluation Report (Appendix B) upon completion, expiration, or termination of the Contract. 3. Incident Reports Specific incidents of poor performance, in particular any incidents related to health and safety matters, should be recorded at the time of occurrence or discovery. The Incident Report (Appendix C) may be used for this purpose. Email correspondence and notes to file (whether in physical or digital format) may also be used to record details of performance issues and incidents. A copy of the incident report should be provided to the Supplier and, where possible, the Supplier's acknowledgement of the incident should be obtained. Page 1 ` 11191 4. Interim Performance Evaluation Report 4.1 Notification of Supplier The Contract Administrator will notify the Supplier of its overall performance rating and provide the Supplier with a copy of the completed and signed Interim Performance Evaluation Report. 4.2 Performance Issues If the Supplier receives a "Below Standard" rating on any of the rated criteria in the Interim Performance Evaluation Report, the Contract Administrator will meet with the Supplier to clearly identify and discuss the performance issues, determine the corrective action that will be taken to rectify and avoid recurrence of the performance issues, and obtain the Supplier's agreement to take the corrective action within a specified time period. Following the meeting, the Contract Administrator will confirm the details and outcome of the discussion in writing to the Supplier and will attach a copy of the written record of the meeting to the Interim Performance Evaluation Report. The Contract Administrator will inform his or her Service Area Head of the performance issues. If the performance issues are not rectified or there is a recurrence of the performance issues, the Contract Administrator will consult with his or her Service Area Head, Procurement Services, and Legal Services to determine next steps. 5. Final Performance Evaluation Report 5.1 Performance Issues If the Supplier receives a "Below Standard" rating on any of the rated criteria in the Final Performance Evaluation Report, the Contract Administrator will meet with the Supplier to discuss the performance issues and will consider any comments or explanations provided by the Supplier in the finalization of the Final Performance Evaluation Report. 5.2 Recommendation Based on Performance Based on the final rating of the criteria in the Final Performance Evaluation Report, the Contract Administrator will make a recommendation to either: (a) allow the Supplier to continue participating in future Procurement processes; or (b) suspend the Supplier from participating in future Procurement processes in accordance with New Brunswick Regulation 2014-93, item 64(1) with a current period of up to 24 months. 5.3 Recommendation for Continued Participation If the evaluation results in a recommendation to allow the Supplier to continue participating in Procurement processes, the Contract Administrator will notify the Supplier of its final rating and the resulting recommendation and provide the Supplier with a copy of the completed and signed Final Performance Evaluation Report. Page 2 ` IE11 5.4 Recommendation to Suspend If the evaluation results in a recommendation to suspend the Supplier from participating in future Procurement processes in accordance with the New Brunswick Regulation, the following steps must be taken: 5.4.1 Review by Service Area Head The Contract Administrator will submit the Final Performance Evaluation Report to their Service Area Head for review. The Service Area Head will ensure that the Final Performance Evaluation Report is complete, will discuss the ratings with the Contract Administrator, and will ask the Contract Administrator to confirm that the Final Performance Evaluation Report accurately reflects the Supplier's performance. 5.4.2 Notification of Procurement Services The Contract Administrator will inform Procurement Services of the recommendation and provide the Procurement Manager with a copy of the Final Performance Evaluation Report. 5.4.3 Preparation of Suspension Recommendation Report The Contract Administrator will prepare the Suspension Recommendation Report in accordance with the New Brunswick Regulation. 5.4.4 Notification of Supplier In accordance with the New Brunswick Regulation, the Procurement Manager will notify the Supplier of the decision to recommend suspension and will provide the Supplier with a copy of the Suspension Recommendation Report, attaching the completed and signed Final Performance Evaluation Report. The notice will advise the Supplier of the suspension the opportunity to respond to the decision to recommend suspension. 6. Decision to Suspend The decision with respect to suspension of the Supplier will be made in accordance with the New Brunswick Regulation. The completed Final Performance Evaluation Report will be attached to the Suspension Recommendation Report. A decision under the New Brunswick Regulation is final. 7. Retention of Evaluation Reports The Contract Administrator will retain all original Interim and Final Performance Evaluation Reports and will provide Procurement Services with a copy of each Performance Evaluation Report. Procurement Services will retain copies of all Interim and Final Performance Evaluation Reports. 8. Disclosure of Results to Others The results of any performance evaluation processes are intended to be disclosed internally across Service Areas and may be disclosed to other government bodies upon request and to any entity for which it can be demonstrated that the Supplier has listed the City as a reference. Page 3 9. Consideration of Performance in Evaluation of Bids The City may consider past performance evaluation results in the evaluation of future Bids from the Supplier, whether or not the past performance resulted in suspension in accordance with the New Brunswick Regulation, and the City may exclude a Supplier based on significant or persistent deficiencies in past performance. Page 4 APPENDIX A -INTERIM PERFORMANCE EVALUATION REPORT INTERIM PERFORMANCE EVALUATION REPORT SECTION 1 CONTRACT AND SUPPLIER INFORMATION ITT/RFQ/RFP # Contract # Start Date Length of Term Contract Amount (if applicable) Brief Description of Work Contract Administrator's Name Contract Administrator's Service Area Supplier's Legal Name Primary Supplier Contact Address Phone Email SECTION 2 PERFORMANCE CRITERIA AND RATING [Performance criteria and the rating system that will be used to rate the Supplier's performance in respect of each of the criteria must be developed and set out below. Different categories and performance criteria will likely need to be developed for different types of Contracts.] The Rating System [Describe the system that will be used to rate the Supplier's performance in respect of each of the criteria and result in an overall rating of "Below Standard," "Standard" and "Above Standard" performance.] Page 5 ii[Ir/ Category A: Rating 1. 2. 3. 4. Category A Performance Rating: ❑ Below Standard ❑ Standard ❑ Above Standard Category B: Rating 1. 2. 3. 4. Category B Performance Rating: ❑ Below Standard ❑ Standard ❑ Above Standard Page 6 `[E:3 Category C: Rating 1. 2. 3. 4. Category C Performance Rating: ❑ Below Standard ❑ Standard ❑ Above Standard Overall Performance Rating: ❑ Below Standard ❑ Standard ❑ Above Standard SECTION 3 COMMENTS AND EXPLANATIONS General Comments Describe the Supplier's overall performance to date: Page 7 Below Standard Ratings Comments must be provided to explain and substantiate any "Below Standard" rating on any of the criteria: Above Standard Ratings Comments must be provided to explain and substantiate any "Above Standard" rating on any of the criteria: SECTION 4 CONTRACT ADMINISTRATOR'S CONFIRMATION I have evaluated the Supplier's performance in accordance with the Supplier Performance Evaluation Protocol and have assigned a fair and objective rating to each of the criteria in Section 2 of this Interim Performance Evaluation Report. Contract Administrator Date SECTION 5 NOTIFICATION OF SUPPLIER I notified the Supplier of the overall performance rating and provided the Supplier with a copy of this Interim Performance Evaluation Report on Contract Administrator Date This section is to be completed if the Supplier received a "Below Standard" rating on any of the criteria in Section 2. Page 8 `P191 SECTION 6 MEETING WITH SUPPLIER I met with the Supplier on _ to discuss the performance issues that resulted in the "Below Standard" rating, determined the corrective action that will be taken by the Supplier to rectify and avoid recurrence of the performance issues, and obtained the Supplier's agreement to take the corrective action in a specified time period. I provided the Supplier with a written record of the above -noted meeting dated which I have attached to this Interim Performance Evaluation Report. Contract Administrator Date APPENDIX B - FINAL PERFORMANCE EVALUATION REPORT FINAL PERFORMANCE EVALUATION REPORT SECTION 1 CONTRACT AND SUPPLIER INFORMATION Contract # ITT/RFQ/RFP # (if applicable) Start Date Length of Term Contract Amount Brief Description of Work Contract Administrator's Name Contract Administrator's Service Area Supplier's Legal Name Primary Supplier Contact Page 9 151 Address Phone Email SECTION 2 PERFORMANCE CRITERIA AND RATING [Performance criteria and the rating system that will be used to rate the Supplier's performance in respect of each of the criteria must be developed and set out below. Different categories and performance criteria will likely need to be developed for different types of Contracts.] The Rating System [Describe the system that will be used to rate the Supplier's performance in respect of each of the criteria and result in an overall rating of "Below Standard," "Standard," and "Above Standard" performance.] Category A: Rating 1. 2. 3. 4. Category A Performance Rating: ❑ Below Standard ❑ Standard ❑ Above Standard Category B: Rating 1. Page 10 `W 2. 3. 4. Category B Performance Rating: ❑ Below Standard ❑ Standard ❑ Above Standard Category C: Rating 1. 2. 3. 4. Category C Performance Rating: ❑ Below Standard ❑ Standard ❑ Above Standard Overall Performance Rating: ❑ Below Standard ❑ Standard Page 11 `V ❑ Above Standard SECTION 5 CONTRACT ADMINISTRATOR'S CONFIRMATION AND RECOMMENDATION I have evaluated the Supplier's performance accordance Supplier Performance Evaluation 9�JPoY�nd h WM�PV9L5jAT9Mtng toea h of thcriraSecton2 of this Finall ga nejoln Comments of the Supplier's performance, I make the following recommendation: Describe the Supplier's overall performance under the Contract: ❑ I recommend that the Supplier be permitted to continue participating in the City's Procurement processes. ❑ I recommend that the Supplier be suspended from participating in the City's Procurement processes for a period of years in accordance with the New Brunswick Regulation. n el w St and Rat'n s onotract� mini stra�o Da m oments Must De provided to explain an substantiate any "Below Standard" rating on any of the If the recommendation is that the Supplier be permitted to continue participating in the City's Procurement processes, then the Final Performance Evaluation Report is complete and a copy of it must be provided to the Supplier. SECTION 6 NOTIFICATION OF SUPPLIER Above Standard Ratings Nfhn§YRRln0TusY106 p%%Efk4oWA0aiR aftaRYabAfan 1e 6kY1'AP60&5RR�dEY§14 i8h a6fb(PiElheon rritaria• This section to be completed if the Supplier received a "Below Standard" rating on any of the criteria in Section 2. SECTION 4 MEETING WITH SUPPLIER I met with the Supplier on _ to discuss the performance issues that resulted in the "Below Standard" rating, and I have considered the Supplier's comments in finalizing this Final Performance Evaluation Report. Page 12 ` 1511 if the recommendation is that the Supplier be suspended from participating in the City's Procurement processes, the following sections must be completed. SECTION 7 SERVICE AREA HEAD REVIEW I reviewed this Final Performance Evaluation Report and discussed the ratings and the recommendation with the Contract Administrator. I obtained the Contract Administrator's confirmation that this Final Performance Evaluation Report accurately reflects the Supplier's performance. Service Area Head Date SECTION 8 NOTIFICATION OF PROCUREMENT SERVICES The Procurement Manager was notified of the recommendation to suspend the Supplier and was provided with a copy of this Final Performance Evaluation Report on SECTION 9 NOTIFICATION OF SUPPLIER The Supplier was notified of the recommendation, was provided with a copy of this Performance Evaluation Report, and was advised that any statement of dispute in respect of the recommendation must be made in writing to the Procurement Manager within ten business days of the notification. Notification was given on Procurement Manager Date Page 13 APPENDIX C - INCIDENT REPORT INCIDENT REPORT CONTRACT AND SUPPLIER INFORMATION Contract # ITT/RFQ/RFP # (if applicable) Start Date Length of Term Contract Amount Brief Description of Work Contract Administrator's Name Contract Administrator's Department Supplier's Legal Name Primary Supplier Contact Address Phone Email INCIDENT DETAILS Date of Incident Date of Discovery of Incident (if different than above) Page 14 `N7.1 Location of Incident Names and Titles of Individuals Involved Description of Incident: Page 15 `N' FA CONTRACT ADMINISTRATOR'S CONFIRMATION ❑ I have accurately described the incident, to the best of my knowledge. Contract Administrator Date SUPPLIER'S RECEIPT AND ACKNOWLEDGEMENT ❑ I have received a copy of this Incident Report. ❑ I acknowledge the occurrence of the incident described in this report. 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NU) cn ul 0 -i � v, N L. 0) 3� oQ�oJ�L-E� L.Q) -j Q 4J L m 0 L- v N3� >} i U_> - .�° +� v v L aJ 0 3 N 3 v� L-0U)LDvW 0 y +��3��a j V x .. ++ = N ,L c + + Q' v L- o v> o w 3 a a y >LL )0a- L. o y x°�—— 0 3 (A N Q oG w of M W N dA N N 3 m Ln N � QO1 .m—I O N m ' 0 O ' N O cyn I� 00 Ln N I� N Ln N O N N m N Ln r- m m N O m o r- w m o Ln m' m kL N kL l0 Q1 00 m rl � N rl rl 00 m Ln N rl N rl O rl N N N 0 N O O� m m m m O O m m m� m' Lr O cri c y 00 ' Q N Ln o m o o N r� Ln rl 00 m N N rl N rl O O I- O O 00 0 N O O Ln O O O m m O O o O O Ln r- :i- d O m 0 Ln m 0 11 Ln O 00 O N � 00 N N m rn Ln m m o � N Ln l0 N N rl O U U Q N v (A L > c v >' v N > Ln o > cn cwr 0 U J N N O Q O L L E v o Q °�' " > o Ln v N L 3 v N 0- E O i--i L v > v L O v iL n O 0 oC n n N r-I Ln M lC r-I Ln M O N n r-I M co Ln O 0 Ln z 0 z h fa .i N a—+ O O m I Q 0 bn m m 0 N W aA m i cu L Q 0 aA cu L _V) W L cu M O N �l L, i a � ate.• �7- a a-+ M � N bxo N � m M O N 00 00 00 -zt- CV Ln 00 Ln -zt- (-0 M -zt- Q0 M -zt- M Ln 00 CV Ln O -zt- V-i co -zt- N I� O Ln I— 00 CV M -zt- co r-I Q0 Ln Q0 O M 00 O -zt- Ol nl Ol 00 O M M Lr- zt- M M -zt- CV CV I� Ln -zt- V-i nl M r— r-I r— Q0 Q0 Ln Q0 Q0 Q0 -Zt- M N Ol 00 00 Q0 O -zt- 00 O_ I— M_ N Ol I� N �I E � •� cn cn �..I W 00 T-A UD Ln T-A N o' T-A UD Q1 M Ln UD T-A T-A M Ln Imt Imt O O Ln W CT)O Rit M � O 00 r- M QD N � � 00 � O r-I 0 U') N O1 0 N �j O W lD � N Ol I� N Ln oo m rn Ln 1° O �n cn 00 V-� V-� � N U_ �> i L m m m m H m O r � _0 O O O Ln 0 _ i >- X N U :E O cn fa O v O >� CD -0 Q .� > a) i E Q cn — -J O O O C: 070o '� Ol E .� > O .� O — m o aAo •- E o +, O Q -c�- Q m a)O U Q +-+ +�C: X}' �O U CL }, C� C: a) m NO ._ E E U—— cn +-+ Q a)O� }�-W �� a NO . CZO i i � X � N � �� N N m cn 00 4 O ate-J Q � C: '- -o O C6 �' C6 U 0 bD Q G Q O A A A > 0 a� 1. Q - •� U N O > C: 4 -+ i O 0 � •� O ca txo Q -0 :t — E ca C: x U O •� N > o cn •� U 0 cn •U •� •� O }, O X __ ELJ U N Q cn O •� •� +� O � � 0-0 N O CL w •� cu Q 4-' .� 0 I > }, i ca 4-0N > 0 X U 6 O ca N +� C: N > N ' bn U � � O m w O-0 N a U cn no N O Ln �O O O � M cr cn ca CL � U > O CL 4-J Q :3 ca cn U � C ca � LL � O C: i N E E O N Q O W The City of Saint John 2023 General Fund Operating Budget April 2023 2023 YTD YTD YTD Budget Budget Actual Variance Revenues Property Taxes 142,105,410 47,368,470 47,368,470 - PILT Adjustment 64,323 64,323 64,323 - Equalization & Unconditional Grant 15,321,432 5,107,144 5,107,144 - Surplus 2nd Previous Year 1,753,145 584,376 584,382 6 Transfer from Operating Reserves 1,346,630 - - - Growth & Community Services 4,327,812 1,085,905 1,250,574 164,669 Public Works & Transportation Services 5,599,798 1,874,876 1,759,631 (115,245) Public Safety Services 1,976,432 846,368 1,013,978 167,610 Utilities & Infrastructure Services 317,000 115,496 105,142 (10,354) Strategic Services 3,178,518 1,052,004 2,140,321 1,088,317 Corporate Services 285,000 94,996 - (94,996) Saint John Energy Rebates 1,012,000 - - Regional Serivices Commission - 182,208 (182,208) Total Revenues 177,287,500 S8,376,166 S9,393,965 1,017,799 Expenditures Growth & Community Services 18,580,739 6,795,309 5,980,782 814,527 Public Works & Transportation Services 41,715,344 13,224,248 10,993,067 2,231,181 Public Safety Services 59,633,669 19,001,168 18,118,064 883,104 Utilities & Infrastructure Services 6,994,893 2,284,484 1,764,630 519,854 Strategic Services 7,917,074 2,475,467 1,839,452 636,015 Corporate Services 7,443,379 2,362,679 2,211,321 151,358 Other Charges 35,002,402 7,056,866 7,012,115 44,751 Total Expenditures 177,287,500 53,200,221 47,919,431 5,280,790 Surplus (Deficit) - S,175,94S 11,474,535 6,298,590 188 City of Saint John Service Areas 2023 Salaries and Goods & Services April 2023 2023 YTD YTD YTD Budget Budget Actual Variance Growth & Community Services Salaries Goods & Services TOTAL Public Works & Transportation Services Salaries Goods & Services TOTAL Public Safety Services Salaries Goods & Services TOTAL Utilities & Infrastructure Services Salaries Goods & Services TOTAL Strategic Services Salaries Goods & Services TOTAL 5,332,525 1,680,492 1,621,174 59,318 13,248,214 5,114,817 4,359,608 755,209 18,580,739 6,795,309 5,980,782 814,527 16,645,616 5,441,843 5,071,789 370,054 25,069,728 7,782,405 5,921,277 1,861,128 41,715,344 13,224,248 10,993,066 2,231,182 48,826,474 15,559,849 14,827,036 732,813 10,807,195 3,441,319 3,291,028 150,291 59,633,669 19,001,168 18,118,064 883,104 3,575,653 1,168,965 999,002 169,963 3,419,240 1,115,519 765,628 349,891 6,994,893 2,284,484 1,764,630 519,854 4,003,562 1,305,225 1,203,384 101,841 3,913,512 1,170,242 636,068 534,174 7,917,074 2,475,467 1,839,452 636,015 Corporate Services - Salaries 5,266,536 1,728,136 1,637,466 90,670 Goods & Services 2,176,843 634,543 573,855 60,688 TOTAL 7,443,379 2,362,679 2,211,321 151,358 Other Charges - Goods & Services 35,002,402 7,056,866 7,012,115 44,751 35,002,402 7,056,866 7,012,115 44,751 TOTAL EXPENDITURES 177,287,500 53,200,221 47,919,431 5,280,790 1 A2a The City of Saint John 2023 General Fund Operating Budget April 2023 2023 YTD YTD YTD Budget Budget Actual Variance Revenues Property Taxes 142,105,410 47,368,470 47,368,470 PILT Adjustment 64,323 64,323 64,323 Equalization & Unconditional Grant 15,321,432 5,107,144 5,107,144 Surplus 2nd Previous Year 1,753,145 584,376 584,382 6 Transfer from Operating Reserves 1,346,630 - - - Growth & Community Services 4,327,812 1,085,905 1,250,574 164,669 Public Works & Transportation Services 5,599,798 1,874,876 1,759,631 (115,245) Public Safety Services 1,976,432 846,368 1,013,978 167,610 Utilities & Infrastructure Services 317,000 115,496 105,142 (10,354) Strategic Services 3,178,518 1,052,004 2,140,321 1,088,317 Corporate Services 285,000 94,996 - (94,996) Saint John Energy Rebates 1,012,000 - Regional Serivices Commission - 182,208 - (182,208) Total Revenues 177,287,500 58,376,166 59,393,965 1,017,799 Expenditures Growth & Community Services Growth & Community Planning Services 1,791,586 511,064 520,524 (9,460) Development Services 220,600 69,610 - 69,610 Development Engineering 350,328 116,159 103,444 12,715 Community Development 608,695 199,396 108,506 90,890 Animal Control 109,250 36,416 33,024 3,392 Dangerous and Vacant Building Program 374,428 125,384 64,138 61,246 Minimum Property Standards 375,506 124,394 67,928 56,466 Heritage Conservation Service 203,654 42,193 48,359 (6,166) Cultural Affairs 129,827 43,621 38,853 4,768 Other By -Laws 356,103 119,417 86,631 32,786 Permitting & Inspection Services 1,181,614 395,347 451,963 (56,616) Regional Economic Development Agency 3,093,000 1,347,664 549,881 797,783 Market Square 2,250,000 750,000 845,249 (95,249) Saint John Trade & Convention Centre 390,186 156,727 84,651 72,076 Imperial Theatre 295,714 147,858 73,875 73,983 Saint John Aquatic Centre 521,281 260,640 160,076 100,564 Saint John Arts Centre 178,408 89,204 44,570 44,634 TD Station 478,246 239,124 128,252 110,872 Library 487,597 163,397 163,397 - City Market 1,144,015 379,855 411,358 (31,503) Arts & Culture Board 70,000 - 18,390 (18,390) Public Art Maintenance & Repair 16,000 9,475 (9,475) Remembrance Day 1,500 - New Year/Canada Day Celebrations 40,000 - 3,650 (3,650) PRO Kids 109,693 36,046 39,011 (2,965) Succeed & Stay 92,785 30,435 27,712 2,723 Local Immigration Partnership 86,424 28,241 27,231 1,010 Carleton Community Center 190,700 95,350 93,750 1,600 Loch Lomond Community Center 45,000 - - - North End Community Center 174,876 87,438 93,750 (6,312) Recreation Programming 666,282 152,089 188,010 (35,921) Neighbourhood Development 170,000 170,000 172,000 (2,000) YMCA - Contracted Services 157,560 78,780 68,466 10,314 AFT The City of Saint John 2023 General Fund Operating Budget April 2023 2023 YTD YTD YTD Budget Budget Actual Variance Growth & Community Services (continued) Boys and Girls Club - Contracted Services 145,887 72,944 69,975 2,969 Unspecified Grants 234,000 117,000 184,210 (67,210) Affordable Housing Strategy 105,719 34,764 18,763 16,001 Lifeguards 195,500 - - - Play SJ 45,000 22,500 - 22,500 Lord Beaverbrook Rink 167,392 64,060 64,032 28 Building Incentive Reserve 350,000 - - - Regional Services Commission 176,383 88,192 517,678 (429,486) Community Improvement Reserve 800,000 400,000 400,000 - Total Growth & Community Development Servl 18,580,739 6,795,309 5,980,782 814,527 Public Safety Services Fire Rescue and Suppression Service 23,591,356 7,650,874 7,376,079 274,795 Fire Training 1,319 436 - 436 Technical Rescue Response 46,925 16,012 19,075 (3,063) Hazardous Materials 69,984 23,180 16,368 6,812 Fire Prevention 908,059 292,195 285,019 7,176 Fire Investigation 66,123 20,400 20,882 (482) Emergency Management Services 360,216 111,488 62,495 48,993 Water Supply and Hydrants 2,500,000 833,332 833,332 - Public Safety Communications Centre 2,894,857 911,442 904,387 7,055 Street Lighting 1,060,000 353,332 307,449 45,883 Police Adminstration 1,987,488 637,574 774,671 (137,097) Criminal Investigations 4,623,244 1,444,703 1,491,314 (46,611) Police Commission 116,350 29,196 20,157 9,039 Automotive Equipment 1,106,149 423,700 326,133 97,567 Support Services 1,812,844 488,876 835,750 (346,874) Dentention 179,975 59,984 48,193 11,791 Police Operations 17,342,680 5,382,412 4,471,208 911,204 Stations and Buildings 966,100 322,032 325,554 (3,522) Total Public Safety Services 59,633,669 19,001,168 18,118,064 883,104 Public Works & Transportation Services Snow Control Streets 5,601,737 1,846,932 2,297,000 (450,068) Street Cleaning 1,605,543 535,767 519,472 16,295 Utility Cuts 919,782 304,999 65,229 239,770 Street Services -Surface Maintenance 7,448,639 2,481,445 632,015 1,849,430 Snow Control Sidewalk 1,034,591 344,096 578,272 (234,176) Sidewalk Maintenance 712,014 234,105 60,906 173,199 Pedestrian & Traffic Management Service 2,343,221 775,464 603,117 172,347 Solid Waste Management 3,830,567 1,272,573 1,322,149 (49,576) Landscape - Parks & Open Spaces 2,095,731 686,150 565,835 120,315 Rockwood Park 405,699 113,277 35,650 77,627 Urban Forestry 336,497 111,071 46,003 65,068 Saint John Horticultural Association 50,000 16,664 41,250 (24,586) Arena Operation & Maintenance 1,375,297 455,951 621,305 (165,354) Sportsfield Operation & Maintenance 1,228,942 401,585 198,542 203,043 Other Facilities Operation & Maintenance 548,513 175,842 54,465 121,377 Transit Debt 1,746,105 218,540 218,540 - Transit Subsidy 5,630,640 1,876,880 1,880,279 (3,399) Fleet Operations 24,306 7,620 265,874 (273,494) Fleet Fuel - - 9,238 (9,238) Fleet Pooled Vehicles 18,945 14,439 51,237 (36,798) 191 The City of Saint John 2023 General Fund Operating Budget April 2023 2023 YTD YTD YTD Budget Budget Actual Variance Public Works & Transportation Services (continued) Fleet Stockroom 300,871 99,436 85,632 13,804 Fleet Welding 10,326 38 - 29,228 29,266 Stormwater Rural 1,844,465 607,890 376,017 231,873 Parking Administration 942,723 312,851 200,482 112,369 Peel Plaza Parking Garage 389,616 88,527 66,861 21,666 Market Square Parking Garage 115,881 38,787 34,473 4,314 Off Street Parking 1,154,693 218,559 192,452 26,107 Total Public Works & Transportation Services 41,715,344 13,224,248 10,993,067 2,231,181 Utilities & Infrastructure Services Engineering 1,252,328 413,572 324,505 89,067 Carpenter Shop 371,482 119,718 82,965 36,753 Facilities Management 1,579,996 521,281 433,915 87,366 City Hall Building 1,009,471 336,480 328,835 7,645 Police Headquarters 4,734 1,560 (82,310) 83,870 GIS 413,258 108,352 98,567 9,785 Stockroom 246,122 80,710 86,874 (6,164) Stormwater Urban 2,117,502 702,811 491,280 211,531 Total Utilities & Infrastructure Services 6,994,893 2,284,484 1,764,630 519,854 Strategic Services Finance 1,250,757 387,635 301,263 86,372 Assessment 1,701,756 - - - Supply Chain Management 449,075 147,099 127,470 19,629 Information Technology 3,511,071 1,221,005 773,831 447,174 Corporate Planning 316,055 111,006 74,633 36,373 Insurance 138,360 58,722 41,810 16,912 Liability Insurance 550,000 550,000 520,446 29,554 Total Strategic Services 7,917,074 2,475,467 1,839,452 636,015 Corporate Services - City Manager's Office 779,271 256,800 207,184 49,616 Mayor's Office 225,837 74,130 67,901 6,229 Common Council 602,503 197,534 221,163 (23,629) Common Clerk 642,779 210,615 194,499 16,116 Human Resources 1,942,089 632,930 606,794 26,136 Legal Department 1,136,916 366,476 355,091 11,385 Real Estate 177,086 47,708 38,754 8,954 Saint John Industrial Parks 170,763 41,660 8,008 33,652 Barge Terminal 25,000 8,328 2,303 6,025 Customer Service 999,115 282,197 340,805 (58,608) Corporate Communications 516,634 170,163 119,104 51,059 External Relations 225,386 74,138 49,714 24,424 Total Corporate Services 7,443,379 2,362,679 2,211,321 151,358 Other Charges - Fiscal Charges 15,685,605 685,486 682,869 2,618 Landfill Closure 300,000 300,000 300,000 - Special Pension Contributions 9,460,000 2,885,784 2,843,649 42,135 Transfer to Capital Reserves 3,771,797 1,257,264 1,257,266 (2) 1 %2 The City of Saint John 2023 General Fund Operating Budget-'`-"' April 2023 2023 YTD YTD YTD Budget Budget Actual Variance Other Charges (continued) Capital from Operating 5,650,000 1,883,332 1,883,333 (1) Operating Reserves 135,000 45,000 45,000 - Total Other Charges 35,002,402 7,056,866 7,012,115 44,750 Total Expenditures 177,287,500 53,200,221 47,919,431 5,280,790 Surplus (Deficit) 5,175,945 11,474,535 6,298,590 1 %3 Saint John Water 2023 Water & Sewerage Operating Budget April 2023 2023 YTD YTD YTD Budget Budget Actual Variance Revenues Flat Rate Accounts 22,250,000 11,125,000 11,167,055 42,055 Meter Rate Accounts 15,300,000 2,550,001 2,499,772 (50,229) Industrial Raw Water Accounts 6,983,657 1,163,942 1,187,890 23,948 Fire Protection Levy 2,500,000 833,332 833,332 - Storm Sewer Levy 925,000 308,332 316,022 7,690 Other Revenues 943,508 264,496 542,509 278,013 Previous Year's Surplus 680,796 226,932 226,932 - Transfer from Reserve 421,492 - - Total Revenues 50,004,453 16,472,035 16,773,512 301,477 Expenditures Drinking Water Service 22,883,672 5,440,936 4,772,353 668,583 Wastewater Service 19,062,663 4,233,285 3,897,405 335,880 Infrastructure Management 709,667 233,906 240,448 (6,542) Industrial Water Service 7,348,451 1,745,840 1,305,412 440,428 Total Expenditures 50,004,453 11,653,967 10,215,618 1,438,349 Surplus (Deficit) - 4,818,068 6,557,894 1,739,826 1 �4 Saint John Water Salaries and Goods & Services April 2023 Drinking Water Service Wages and Benefits Goods & Services Total Wastewater Service Wages and Benefits Goods & Services Total Infrastructure Management Wages and Benefits Goods & Services Total Industrial Water Service Wages and Benefits Goods & Services Total 3,665,934 1,199,955 1,254,944 (54,989) 19,217,738 4,240,981 3,517,409 723,572 22,883,672 5,440,936 4,772,353 668,583 4,286,145 1,402,966 1,264,377 138,589 14,776,518 2,830,319 2,633,028 197,291 19,062,663 4,233,285 3,897,405 335,880 495,720 162,156 161,628 528 213,947 71,750 78,820 (7,070) 709,667 233,906 240,448 (6,542) 1,010,968 330,670 247,169 83,501 6,337,483 1,415,170 1,058,243 356,927 7,348,451 1,745,840 1,305,412 440,428 TOTAL EXPENDITURES 50,004,453 11,653,967 10,215,618 1,438,349 MR Saint John Water``s°'"4`ft 2022 Water & Sewerage Operating Budget April 2023 2023 YTD YTD YTD Budget Budget Actual Variance Revenues Flat Rate Accounts 22,250,000 11,125,000 11,167,055 42,055 Meter Rate Accounts 15,300,000 2,550,001 2,499,772 (50,229) Industrial Raw Water Accounts 6,983,657 1,163,942 1,187,890 23,948 Fire Protection Levy 2,500,000 833,332 833,332 - Storm Sewer Levy 925,000 308,332 316,022 7,690 Other Revenues 943,508 264,496 542,509 278,013 Previous Year's Surplus 680,796 226,932 226,932 - Transfer from Reserves 421,492 - - Total Revenues 50,004,453 16,472,035 16,773,512 301,477 Expenditures Drinking Water Service Watershed Management 794,953 267,317 196,887 70,430 Water Treatment 8,768,620 2,906,583 2,358,603 547,980 Water Pumping & Storage 1,230,957 383,900 374,920 8,980 Transmission & Distribution 4,396,550 1,465,263 1,260,429 204,834 Customer Metering 720,634 238,254 235,393 2,861 Internal Charges 510,050 149,180 121,797 27,383 Other Charges 574,093 - 193,885 (193,885) Debt Servicing 3,752,315 30,439 30,439 - Capital from Operating 2,135,500 - - - Total Drinking Water Service 22,883,672 5,440,936 4,772,353 668,582 Wastewater Service Wasterwater Pumping 3,131,775 1,067,194 1,106,151 (38,957) Wastewater Collection 3,039,799 1,001,618 790,011 211,607 Wastewater Treatment 6,054,322 2,010,338 1,653,236 357,102 Internal Charges 510,050 149,180 149,167 13 Other Charges 574,093 - 193,885 (193,885) Debt Servicing 3,020,324 4,955 4,955 (0) Capital from Operating 2,732,300 - - - Total Wastewater Services 19,062,663 4,233,285 3,897,405 335,880 Infrastructure Management Engineering Services 709,667 233,906 240,448 (6,542) Total Infrastructure Management 709,667 233,906 240,448 (6,542) Industrial Water Service Watershed Management 668,245 138,668 55,806 82,862 Water Pumping & Transmission 2,157,067 715,387 398,602 316,785 196 Customer Metering 176,652 58,489 17,704 40,785 Debt Servicing 1,846,586 - - - Transfer to Capital Reserves 836,677 278,892 278,892 (0) Transfer to Operating Reserve 895,516 298,504 298,505 (1) Capital from Operating 767,708 255,900 255,903 (3) Total Industrial Water Service 7,348,451 1,745,840 1,305,412 440,428 Total Expenditures 50,004,453 11,653,967 10,215,618 1,438,348 Surplus (Deficit) - 4,818,068 6,557,894 1,739,826 197