OPBA - Caveat Emptor - 2021 Issue 1

caveatemptor THE QUARTERLY FORUM OF THE ONTARIO PUBLIC BUYERS ASSOCIATION

2021 - ISSUE 1

PROCUREMENT WHEELS IN MOTION

The Caveat Emptor serves as a forum for views and information on issues of interest to those who spend public funds. Views expressed in this newsletter are those of the Contributors, the Editor, the Editorial Board or of the Editorial Director and do not necessarily reflect the views of the Ontario Public Buyers Association Inc.

Have an article you wish to contribute to the Caveat? Please send your submission to the attention of the Advisor, Colleen Selkirk, at the City of Burlington:

Readers and members are urged to seek specific advice on matters of concern and not to rely solely on the text of this publication.

Your submission doesn’t need to be publish perfect, as our Editor, Adam Beres is happy to assist. All changes and edits will be sent to you for approval prior to print to ensure we have captured your thoughts and views.

EDITORIAL BOARD DIRECTOR Melissa Mordue, CPPB, City of Burlington EDITOR Adam Beres, City of Welland ADVISOR Colleen Selkirk, CPPO, CPPB, City of Burlington BOARD MEMBERS Scott Agnello, CPPO, CPPB, Waterloo Regional Police Service Tony DiDomenico, CPPB, Mohawk College Marina McLaughlan, CPPB, City of Burlington

E: COLLEEN.SELKIRK@BURLINGTON.CA P: (905) 335-7600 EXT: 7661

Each year at our Annual Conference we present the Dick Brimmell awards for the Best Article contribution and the Article Most Worthy of Honorable Mention. These prestigious awards are accompanied by a commemorative plaque and cheques in the amount of $500 and $250 respectively to recognize the written achievement, so get your pen to paper, the next winner could be you!

Would you like to see your agency’s accomplishments in print? Submit an article which highlights achievements by public purchasers and their agency. Remember that project that turned out just right? The one that left you with a positive feeling? Our membership would love to hear about it.

Dawn McLeod, CPPB, Town of Oakville CAVEAT EMPTOR IS PUBLISHED QUARTERLY. Circulation: @800

Find us online at www.opba.ca Need help, or have comments? Contact the OPBA Central Office P: (905) 682-2644 E: INFO@OPBA.CA

In This Issue

In This Issue Well, things have escalated quickly in 2021 now, haven’t they? And we thought having a swab shoved up the nose was uncomfortable, little did we know something ELSE was in store…

For what it is worth, greetings and Happy New Year.

We at the Caveat Emptor are hoping you and yours are safe and healthy. At the time of writing “In This Issue”, we have been in a full provincial lockdown with many of us working from home when and where possible. Schools are opening for in-person learning for Hamilton, Halton, Niagara, HaldimandNorfolk and Brant County. There are mixed feelings regarding this matter between teachers, school boards, parents and students.

With less places to go, we have more time on our hands as a positive, however are not able to visit and spend our time with those we love. As a result, we at the Caveat are curious: Have you picked up new skills or talents? Maybe building a ship inside a glass bottle? Juggling? Learning a musical instrument? Maybe you have become more philosophical developing Deep Thoughts, similar to Jack Handey: “Sometimes I just feel like curling up on the floor in front of the fireplace, and just rolling around the room, like a tumbleweed, and not even caring if I knock things over, or break them. And if anyone gets mad, you can just shake your head and go, ‘What happened?”

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In This Issue Soon to be enjoying his time and hobbies more often is Gar Darroch, after thirty years of dedicated service with The City of Burlington. Read on to find his Retirement Notice which reflects on his colourful career, including time spent on the Caveat editorial board. On behalf of us at the Caveat, all the best to you, Gar. It has been an absolute pleasure.

With spending more time working from home, many of us may be wondering how Social Media fits into the procurement world. Should the two mix? Would it be a help or hindrance? Read on to find some considerations in the article Social Media – Is it a Beneficial Means of Advertising Solicitations?

Less trips to the office results in less cars on the road. The Waterloo Regional Police Service is doing their part, recently launching a greener vehicle choice with their hybrid cruisers. Check out Cruising Into a Greener Future at WRPS to find out more of the advantages, including reduced idling.

If your organization has been on the fence about adopting full e-bidding, inclusive of construction tenders, maybe the need for physical distancing has been the nudge to develop an internal process?

Check out the Two Part Construction Tender Close developed by the Town of Milton to assist contractors with construction bidding.

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Sharing the limelight this time is the Town of Halton Hills. The Town has seen significant growth in the past and expecting much more in the next ten years. Read on to learn of their procurement team structure and the several exciting projects completed in a twenty year span.

Speaking of growth, the City of Welland will be building a new Transit facility to replace the outgrown, aging existing facility. Read on to learn about the three step process they will be following to construct the estimated 50,000 square foot facility. Currently the project is in the Step 1 phase, developing the Statement of Requirements. Stay tuned for more updates!

So please - share with us any new skills or hobbies you have picked up. We would love to hear about them. Maybe you have taken on some tasks around the house that have been put off? Or maybe you joined the Facebook group where you pretend you are an ant?

Speaking of which, there is a collapse in tunnel 834.

My fellow ants need me, I must go so I can B I T E my way through to help save them…

Gar Darroch Retires

Gar Darroch Retires After more than thirty years with the City of Burlington, Gar Darroch, Manager of Procurement Services, has decided to retire. Gar’s last day in the office was February 3, 2021.

Gar joined the City in 1990 as a Senior Buyer after nine years in private sector procurement.

His first major role upon joining the City was to cochair the team preparing for the implementation of GST. Subsequent responsibilities included the experience of two job rotation assignments - Assistant to the City Manager, and Manager of Corporate Support Services, Clerk’s Department. During his time in Burlington, it became apparent that Gar had a passionate interest in the City’s architectural heritage and history.

His volunteer activities included active participation with Heritage Burlington – L.A.C.A.C. and serving as the City’s exclusive contact person for the elderly resident of Burlington’s oldest home (c. 1816) in 2001. This was while successfully stewarding that structure to a new owner and location through a Request for Proposals process. He personally developed a marketing package in the form of a bound softcover 90 page book that was the core content of this RFP. This document detailed the social history of the structure, and included a heritage architectural engineer’s comprehensive inspection report of the structure as well as a heritage architect’s detailed review of the home’s architectural merits.

At the personal request of former Councillor and later M.P., Mike Wallace, he also served as the volunteer Secretary for the Citizen / Staff committee created to develop a business case for the saving and re-purposing of what is now known as the Paletta Mansion on Burlington’s waterfront.

His procurement role has allowed him to be directly involved with many of the City’s legacy accomplishments. These include the Locust Street Parking Garage – Office complex, the Burlington Performing Arts Centre, and Burlington’s new Provincial Offences Courthouse.

As an active member of the Ontario Public Buyers Association, he has co-authored their textbook, Principles of Effective Public Purchasing, served on the Editorial Board for their quarterly journal, Caveat Emptor, and written numerous award winning articles related to procurement matters.

Gar and his wife, Anne, are looking forward to spending more time at their country property near Picton in Prince Edward County.

In addition, they are anticipating hiking the Bruce Trail end to end in 2021. While bicycling near Brantford on a rail trail this summer, Gar saw a scene that is a metaphor for all of us as we navigate through COVID 19. He captured it with the attached photograph. The message is – there is light at the end of the tunnel! Please join us in wishing Gar a long, happy and healthy retirement.

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Ask Erb

Dear Erb, With all the recent changes in ways of working, we are wondering, do you think Social Media is a beneficial means of adverting Bid Solicitations?

Sincerely, Tweetie Bird

Dear Tweetie Bird Anything that increases awareness of a solicitation should benefit an organization – right? Not so fast, let’s analyze this a bit more.

Linkedin, Twitter, Facebook, Instagram, YouTube are different venues of Social Media. Should more government purchasing organizations use social media? Does this help to attain more competitive bids? Would it just cultivate more salespeople to promote their products and suggest why they have the ‘better’ product? A potential advantage is it could bring more awareness and knowledge base to the buyers. Suppliers are now notified of solicitations through their electronic portals so looking at other means like social media, does this enhance their ability or just add extra work?

For smaller governmental agencies perhaps, they struggle to get enough bidders hence a lack of competition to their bid solicitations.

Possibly companies tend to overlook the smaller agencies and want to compete on the larger projects solicited. Social media could be looked at as a benefit to outreach smaller businesses that are capable for certain solicitations.

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It would definitely add extra work to the procurement department in public sectors to ensure that the posting was available on all social media portals that they wish to engage in. What if it is not consistent? This would open a new avenue for bidders to ask questions. Would the procurement team need to monitor daily? Strong language would need to be imbedded within the bid document to state they are courtesy notifications and are not to be relied upon for the most up to date information and refer the audience to a link to where bid documents are located. Social media is not just a broadcast tool, it is a listening tool as well; the comment thread could get quite lengthy and railroaded off track very easily.

Which leads to question whether it would it be utilized inappropriately more than for information only purposes? Would you need to sift through disgruntled suppliers’ comments?

Are all bidder companies allowing access to social media platforms? If not, does this run your organization at the risk of litigation saying it is not a fair competitive process?

Ask Erb

Could it seem beneficial if the supplier could add a link to their social media page so the evaluators could see more in depth the products offered and the specifications for each product and further information on the business that is bidding?

Bidders may argue this is adding another layer of transparency. They may also add that it shows how many potential clients are currently using or interested in their product. However, the flip side – this could tend to make the bidders ‘lazy’ and instead of uploading the proper information they refer to just the link. Then this becomes a ‘chasing the information’ from a purchasing/evaluator perspective. How does the purchasing department justify if the information they are reading is accurate and truthful and not fraudulent? Most government purchasing departments are spread thin on resources as it is.

Social Media can provide access to relevant and timely information. It can be an essential and effective tool. Some ways in which to use social media: Emergency alerts and severe weather updates (crisis communication), Citizen Engagementactivities and class registration, City Hall and Council meetings, public service announcements- regards to health, safety etc., Construction updates, road closures and pavement markings. It can be a means to listen to residents’ chatter about what is happening around the City and provides a great insight to the needs and wants of the people.

It can be used as an education tool - educate your audience with trustworthy valuable content. Never post a negative post, this would quickly turn viral - even be conscious of the tone you are setting.

Remain legal compliant.

Your agency will require a social media policy. Work with your IT Department to make sure you have the right security in place so hackers can’t wreak havoc for the municipality. Privacy - who can post comments and other content on the social media, who can view it, who can search for their social media page or channel? Begin with the assumption that everything posted on a municipal site is likely public record. Be sure to abide by the platform policies of the social media provider.

There are a lot of angles to look at when contemplating utilizing social media as a means to advertise your solicitations. Although there could be some benefits; using social media for this aspect, in my opinion would add a layer of complexity and risk.

-ERB

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Cruising into a Greener Future at WRPS

youtu.be/jcesfOlVgtc

Cruising into a Greener Future at WRPS Submitted by: Scott Agnello, Waterloo Regional Police Service

The police officer is synonymous with the police cruiser. Throughout history our cruisers have seen many changes, some bigger, some smaller, some brighter!

In 2020 the Waterloo Regional Police Service (WRPS) was excited to announce the launch of its first hybrid cruisers, as the Police Service moves towards green technologies.

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Cruising into a Greener Future at WRPS

WRPS purchased eight 2020 Ford Police Interceptor Utility Hybrid vehicles as part of a pilot project. So far, six of the hybrid cruisers have been deployed to Central (Kitchener), North (Waterloo and Townships), and South (Cambridge) divisions. Four additional 2021 Ford Police Interceptor Utility Hybrid vehicles have been purchased and will be on the road later in 2021.

WRPS cruisers are on the streets of the Region of Waterloo 24/7. A cruiser is an officer’s mobile office and it’s packed with power-hungry equipment that until now was only powered by a gas engine, whether in use or idling.

With the new hybrid cruiser, the officer will spend a good portion of their time on battery power with an estimated savings of approximately $4,000 per year per vehicle in fuel costs.

These fleet improvements are part of our employeeled plans that includes other green projects like the introduction of electric vehicle charging stations which were installed in the fall of 2020 and an anti idling campaign that is currently in place.

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Cruising into a Greener Future at WRPS

ANTI IDLING PROJECT In 2018, WRPS and the Region of Waterloo conducted a random sampling from our patrol vehicles, extracting data from Ford’s onboard monitoring system to determine our idling rate. As a result of the sample evaluated, they found that 70% of the time the vehicles were running, they were doing so, at idle (zero) RPM.

lifetime. According to Ford, it is also estimated that one hour of idling is the equivalent of approximately 53 km of wear and tear on a vehicle. The ability to reallocate these funds could mean the hiring of more members, purchasing of more equipment, or having the ability to modernize some of our current technology.

Here is an example of one of our units - Vehicle 7737: total engine hours 6718hrs, 4842hrs at idle RPM

This initiative has lead to a decrease in idling at WRPS. While we do not have an official number yet, it is estimated we reduced idling by 5% in 2020.

It is estimated that vehicle 7737 has used approximately $6400 of gasoline while just idling.

Using the 70% average for our current fleet, with 104 marked patrol units it is estimated that we are spending upwards of $665,000 on idling over their

WRPS is investigating where electric vehicles could be added to our fleet. While there are no pursuit rated electric vehicles currently, we are looking at other units where an electric vehicle would be a viable option. Stay tuned!

March is Procurement Month!

Please watch member connect and our OPBA website for more details on how we are celebrating, including an exciting contest.

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Two Part Construction Tender Close

Two Part Construction Tender Close Submitted by: Leslie Williamson, Town of Milton

WHY WOULD I CONSIDER A 2-PART CONSTRUCTION CLOSE? There was a time when there was such a thing as a public tender opening for all of our bids. The construction tenders were particularly interesting.

On the day of closing, the contractors would sit in the lobby with several envelopes in their hands.

They would see who else was in the lobby and decide which envelope they would submit. The construction tenders were conducted using a two part closing – the pricing envelope first and followed by a second envelope being submitted a couple of hours later, immediately followed by a public opening.

Back in 2015, the Town of Milton used an electronic platform for goods and services bids but wanted to expand the on-line offering to include construction.

The thought was that due to high competition between the municipalities in the GTHA, it would be easier to submit bids for the Town of Milton and help to be more competitive.

A team was assembled including our electronic bidding provider, the general contractors’ association and the Town. This team agreed we could implement online bids for construction and include our 2-part construction bid process. We conducted several pilot projects and developed best practices to achieve best value.

In these meetings, it was clear the general contractors still needed a two-part closing, to ensure there were no mistakes (i.e. the wrong subcontractor named, details missing), that might cause their bid to be deemed non-compliant and rejected.

A process was developed by the team in conjunction with legal counsel. The key points of the two-part tender close are: 1. Clear direction to the bidders on how the closing will be handled.

2. The set up in your electronic bid process needs to match the directions in the bid and the correct forms need to be attached to each of the two stages.

3. The determination of an appropriate amount of time between the first close and the second close.

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Two Part Construction Tender Close

HOW TO DETERMINE THE TIME REQUIRED BETWEEN THE 2-PART CLOSING This is an interesting question and really, it is dependent on what is being requested in your document. The sample project below outlines what the Town of Milton includes in each of the two parts of the closing. Milton generally allows 2 hours between each of the closings and only requests major/key subcontractors to be named and keep the alternative pricing to a minimum. If your agency prefers to have all subs named and/or have a long list of alternative pricing, consider extra time.

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If you are unsure of the amount of time needed, it is best to consult with one of the construction associations.

All supply chain professionals strive for best value in our contracts. This is one process to ensure the general contractors have time to submit an accurate and complete bid. Working together with the various associations has led to Milton having very few issues with construction contracts.

Two Part Construction Tender Close

SAMPLE BID DOCUMENT TERMS: 1.1 Bid Submissions and Closing Times A.

Bidders are advised that this bid is a two-part submission closing. The following outlines the requirements and submittals for the Bid Closing – Part One and Bid Closing – Part Two.

1.2 Bid Submission - Part One: A.

Bidders are advised that Bid Submission – Part One No. XXX-1 must be submitted electronically on or before 11:00:00 a.m., Local Milton time, XXX.

B.

Bid Submission - Part One No.XXX-1 must include the following:

C.

I.

Stipulated Bid Price

II.

Digital Bid Bond (e-Bond)

III.

Digital Agreement to Bond (e-Bond)

Failure to provide all of the required submittals set out above in Bid Submission - Part One XXX-1at the time of closing will cause the tender submission to be non-compliant and rejected.

1.3 Bid Submission – Part Two A.

Bidders are advised that Bid Submission – Part Two, must be submitted electronically on or before 1:00:00 p.m., Local Milton time, XXX. Bid Submissions – Part Two will only be accepted from the bidders who successfully submitted Bid Submission - Part One

B.

Bid Submission - Part Two must include the following: I.

Section 00 43 23 - Alternative Prices Bid Form Supplement.

II.

Section 00 43 36 - List of Subcontractors Bid Form Supplement.

III.

Mechanical detailed prices

IV. Electrical detailed prices C.

Failure to provide all of the required submittals set out above in Bid Submission – Part Two at the time of closing will cause the tender submission to be non-compliant and rejected.

1.4 For a Bid submission to be acceptable, both Bid Submission Part One No. XXX-1 and Bid Submission Part Two must be received and submitted accordingly.

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Town of Halton Hills Purchasing Team

Town of Halton Hills Purchasing Team Submitted by: Peter Atkinson, Town of Halton Hills, with many contributors from the team

Wow! Definition - an exclamation expressing astonishment or admiration. This simple 3 letter word sums up the past year for many of us in purchasing land. The rapid collapse of supply chains, delivery problems, material requests, endless purchase orders, all the time while mitigating the needs of the pandemic while still fulfilling our primary roles. Many of us were able to step up and find solutions for our agencies.

In the last 20 years, the Town of Halton Hills has seen a growth from 36,000 in 1991 to 48,000 in 2001 and today 61,000. The Town is expecting to grow to nearly 100,000 in the next 10 years with the water pipe coming up from Lake Ontario so there will be lots of opportunity to enhance our infrastructure.

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Town of Halton Hills Purchasing Team During the last 20 years, the Town and purchasing has worked on the new construction of: • Two new fire stations and expansion and renovation of the third fire station • A new library and a major expansion and renovation to the second library • A new community centre including a pool • Two arena expansions; adding four new ice pads • A new public works building • 15 soccer fields • 7 ball diamonds • 40 playgrounds • 6km of trails • A new skatepark • Two new splashpads It has been a time of unprecedented growth and the purchasing card program has been one of the hallmarks of our success to support our ability to handle so many purchases. The program has grown from its launch in 1998 to over $1 million in 2007 to over $5 million today. The program allows staff to purchase lower cost items in a timely manner while purchasing staff concentrate on the big dollar items.

We are looking forward to several exciting projects at the Town of Halton Hills including the conversion of a former firehall (the old historic Acton Town Hall) into a 2900 sq ft. youth centre. This project is anticipated to be completed in the spring.

We also have a massive multiyear project known as Vision Georgetown. It is a 1000-acre parcel of land that will become home to 19,000 residents and provide 1700 new jobs. Roads, parks, trails and infrastructure will all have to be added along with an expansion of the Gellert Community Centre.

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Town of Halton Hills Purchasing Team

THE TEAM First is our team leader and purchasing agent for the town, Senior Manager of Purchasing and Risk Management, Simone Gourlay. She has been in this role for over 21 years and has overseen the team through adversity and technology change.

Purchasing Analyst retired in 2019 after being with the Town for more than 20 years. She knew everything and everyone. She has been sadly missed however, Susan Harries has filled her shoes and brings valuable experience and skills.”

“Purchasing has been part of the design and construction teams for the fire stations and the public works building. We are a small team but very knowledgeable. We look after everything and have been told on more than one occasion that we provide 5-star service. We are helpful and meet with the departments to develop work plans for the year and provide them with purchasing options and look to amalgamate purchases within various departments. Being small has its benefits and we develop good relationships with all staff. 2020 has been trying and there have been a lot of retirements at key levels within the Town. Sharon Collie, our

As our Purchasing Analyst, Susan is a recent arrival after working 13 years with Halton Region. “At Halton Hills I am learning something new every day! I love the variety that working in a smaller municipality offers. It allows you to get involved in bids and projects at all levels and across all areas in the organization. The challenge since joining Halton Hills is getting up to speed so I know as much about the town after a year and a half as I did about my previous employment after 13 years!

I am very fortunate to work with such a great team who are always willing to help one another, share information and have a laugh!”

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Town of Halton Hills Purchasing Team Since 2019, Risk Management has been added to our portfolio, with Kathleen Reinhardt. Kathleen has been with the town for many years and is transforming into her new role. A Risk Management strategy is in development to ensure the safety of the contractors, staff and public across the organization. “As the Town’s Risk and Insurance Advisor, I’m focused on introducing a comprehensive risk management strategy. This includes the development of recommended risk management policies and procedures and embedding them into all aspects of corporate operations. In addition, I monitor insurance claim activity, assess the nature of that activity, recommend measures to mitigate liability, and ensure that endorsed measures are consistently adopted. I also stay alert to best practices and consider how to implement and assist staff as required. My objective is to ensure that through a solid policy and procedural framework, we are helping to safeguard residents and visitors to our community, as well as our staff who deliver services.”

The team has also been fortunate to have Shaunna Fedora join in 2018 as a much-needed Purchasing Clerk. She has taken on Bids & Tenders Pro and tackled Visa reconciliations. She will help anyone and at any time. Shaunna has been with the Town for almost 3 years. Born and raised right here in Halton Hills, she is motivated and excited to be part of building and maintaining the wonderful community she grew up valuing! Entering the procurement world was an unexpected career change for Shaunna that she says has brought the most welcomed experiences. “The learning never ends; adapting to change, connecting the dots, learning about public procurement as a whole and mastering the Bids & Tenders bidding system offers challenges and constant growth that only drives to me want to know more. The positive support and comradery that our Purchasing team has with, and for one another, both professionally and personally, is icing on the cake that has made this the most fulfilling and rewarding position I’ve ever had the pleasure to enjoy.”

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Peter Atkinson, our Stores Clerk, has been with us since 2001 and has always been receptive to change. He maintains all the inventory for Public Works and with the onset of our new Public Works building he has had to up and move numerous times which includes moving all his inventory and shelving. He has searched high and low for PPE when we needed it most and is instrumental in keeping our staff safe. “I’ve been supporting town staff for nearly 20 years by getting staff the stuff to do their jobs. I moved to Halton Hills 23 years ago to go to college and never left. I am proud to call it my adopted home. There are always new challenges to acquire something or do small projects to assist the team from catch-basins to auto filters to PPE. Long gone are the days of memorizing vendor catalogues. Now it’s all about Google searches to find comparable parts and pricing. As well, in recent years I have used my experience in sales to handle all surplus disposal with great success. “ Halton Hills is a great place to work. It’s exciting everyday working for such a beautiful place to live from our two little downtowns (Acton and Georgetown), the hills of the UNESCO Niagara Escarpment biosphere reserve, our Credit River on the east side and the Grand River Basin on the west with the Silver Creek running throughout.

Welland Transit – Three step approach to constructing a new facility.

Welland Transit – Three step approach to constructing a new facility.

Submitted by: Adam Beres, City of Welland

CITY OF WELLAND, Transit will be constructing a new, approximately 50,000 square foot, state of the art facility in the near future. As there are many options currently available for design / build, integrated project delivery, hybrid delivery models, City and Transit staff elected to take a step back and adopt a slightly different approach for this project. This approach is not meant to be considered as a preferred method, but something that may be considered for future projects of this scale, depending on the success of this project.

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Welland Transit – Three step approach to constructing a new facility.

STEP 1: DEVELOPING A STATEMENT OF REQUIREMENTS (SOR) Assuming budgets and funding models are in place, a high-level concept is created with internal stakeholders. What features should the building include? City staff identified the new Transit Facility shall support the current and future needs of the City’s transit system. Basic requirements are to include bus maintenance, fleet parts storage, fueling, washing and areas to support administrative and meeting space functions. The new facility shall be constructed with the former facility functioning until an appropriate time to decommission.

With the assistance of a firm that has built a facility similar to what you are building (through direct appointment or competitive process, whichever is appropriate for your procurement bylaw and policy) these needs can be refined and potential roadblocks can be identified early into the project. Working with this vendor, the SOR document can be created. This document would be a highlevel report of the mentioned basic needs of the facility, intended property location, approximate square footage, and analysis of geotechnical information gathered thus far to ensure the facility can be placed where envisioned. This document should be minimal in cost in comparison to your overall budget but extremely valuable for the next phases.

The SOR will include within what is required for Step 2 and 3, and list the appropriate documents that will need to be signed by the awarded Proponents through each phase.

This SOR shall be reviewed by your internal stakeholders and define what the benchmark is for Step 2.

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Some of the deliverables the SOR will provide: 1. Review basic facility needs to establish approximate square footage, costs and construction phasing.

2. Review local zoning and planning approval requirements.

3. Review site conditions in relation to existing facility (if applicable) 4. Develop and plan functional space needed within the facility, offices, change rooms, meeting spaces.

5. Review further needs of building: Service / repair area, parts storage, mechanics offices, and wash bay requirement.

6. Develop site blocking diagrams and plan traffic flow in and around facility.

7. Review existing site servicing and comment of future servicing requirements, including electrical, sewer and water services.

8. Copy of existing site plan for connecting sites if owned. Are there synergies to be shared with neighbouring sites?

9. Review of existing geotechnical investigation.

10. Discuss project development timeline and construction approach which will use a CCDC14 Design / Build contract later in the phase.

11. Provide the Statement of Requirements document for City stakeholder review and comment.

Welland Transit – Three step approach to constructing a new facility.

STEP 2: THE BRIDGING DOCUMENT Utilizing the Statement of Requirements output as deliverables, an RFx document is issued for any and all qualified architectural and engineering firms to compile what is known as a Bridging Document. This is used for creating a firm concept of what the facility should feature and provide a greater sense of design. Up to 50% of the overall project detail may be provided and design work is nearing a similar percentage of completion at this stage. It is noted the firm that provided the SOR may compete in this phase and shall be mentioned as so in this RFx document. The process will not put other interested bidders at a disadvantage, everyone will have access to the same information. The firm awarded the Bridging Document, phase two responsibility shall also act as Compliance Officer to keep the Design-Builder on point, overseeing the design completion, engineering, reduce re-work claims and costly overruns. This step shall also be vetted by the internal stakeholders. The output of this phase shall be a clear idea of what the facility will feature, a skeleton of a design which also indicates room sizes and features, clear sizing of repair facility, traffic flow and ready for final design.

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Welland Transit – Three step approach to constructing a new facility.

STEP 3: ISSUANCE OF THE FINAL DESIGN BUILD PROJECT RFX BASED OFF THE BRIDGING DOCUMENT. At this point, firms will be evaluated for how they take the Bridging Document to a completed facility, their experience, proposed methodology, total construction costing budget and time lines are all considerations for award. The output of this process will be a clear picture of what the new facility will look like with build-ready design and have been vetted with the Compliance Officer to identify any avoidable hurdles, considering relevant internal HVAC and electrical needs required to support the facility. Once approved by the Compliance Officer,

internal stakeholders and (if appropriate) Public and Council review process, the facility is now constructed by this firm after executing a CCDC14 which also stipulates final construction pricing.

The upfront time spent moving the project through the phases will be valuable for avoiding costly overruns when the actual construction begins, and a clear direction is provided to complete the mutual goals of the project.

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contac t@adr.ca

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Welcome and Congratulations

Welcome and Congratulations NEW MEMBERS

NEW CPPOS & CPPBS Lucia Apted, CPPB Georgian College

Sonia Antic Procurement Consultant Town of Aurora

Phil Reniers Deputy Treasurer Loyalist Township

Reena Chadha Supervisor Corporate Purchasing City of Toronto

Kristine Richardson Purchasing Agent Regional Municipality of Niagara

William Elliott Student Durham College

Ann Rooth Deputy Clerk Municipality of Trent Lakes

Ryan Evans Accounting Clerk Loyalist Township

Mandeep Sidhu Procurement Coordinator Metrolinx

Ian Harris, CPPB City of London

Jennifer Eve Deputy Treasurer City of Pembroke

Liping Sun Student Centennial College

Pamela MacLellan, CPPB Kawartha Pine Ridge District School Board

Alexandra Goodridge Finance Manager Municipality of Port Hope

Ryan Tee Student Durham College

Lynda Toft, CPPB Corporation of Norfolk County

Julie Jordan Junior Buyer Waterloo District School Board

Sabrina Ghermine Purchasing Agent Centre d’excellence en approvisionnement FRANCOachat

Donna Landrito Supervisor Corporate Purchasing City of Toronto Shivam Patel Procurement Coordinator Metrolinx Dmitrii Poliakov Procurement Coordinator Metrolinx Gina Rebancos Director of Purchasing City of Brampton

Logan Erembert Purchasing Agent Centre d’excellence en approvisionnement FRANCOachat

Amanda Asher, CPPB Waterloo Catholic District School Board Allison Blunt, CPPB Regional Municipality of York Tanya Davio, CPPB Liquor Control Board of Ontario

Meaghan Vader, CPPB Township of East Zorra-Tavistock Lori Van Noort, CPPB City of Brampton Maaz Khan, CPPB City of Vaughan David Marshall, CPPB Toronto Transit Commission

Claver Karakura Senior Buyer Centre d’excellence en approvisionnement FRANCOachat

Emma Sears, CPPB City of Vaughan

Vicki Lafford-Field Purchasing Agent City of Welland

RETIREMENTS

Fanshu Lin Student Conestoga College

Gar Darroch City of Burlington Susan Fisher Region of Peel

2021 - Issue 1 | caveatemptor

22

Ontario Public Buyers Association

2021 Governing Board ADVISORY COMMITTEE

ADVISORY COMMITTEE

ADVISORY COMMITTEE

Robin Gallo Regional Workshops

Scott Agnello Technology

Sharon Telfer Principles Program

Marina McLaughlan Marketing

Michelle Maurice Post Secondary/ Student Relations

Jennifer Ahern NIGP Education

Colleen Selkirk Newsletters and Brochures

Professional Development

Communications

Relationships

Victoria Mirlocca Other Professional Associations Jazz Thandi Industry Trends / Legislation

Jackie Osti Conference

EXECUTIVE COMMITTEE

OPBA CENTRAL OFFICE

Tina Iacoe President

Jeremy Klassen Member Services Coordinator

Marie Kavanagh Vice President

Angela Klassen Volunteer Services & Governance Coordinator

Tony Cetra Secretary Bobbi Reive Treasurer Michelle Rasiulis Director, Professional Development Lori Jackson Director, Relationships Melissa Mordue Director, Communications Michelle Palmer Past President

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Contact the OPBA Central Office P: (905) 682-2644 E: INFO@OPBA.CA