caveatemptor THE QUARTERLY FORUM OF THE ONTARIO PUBLIC BUYERS ASSOCIATION 2022 - ISSUE 3 Change is in the Air for Caveat Emptor Magazine
EDITORIAL
ADVISOR
Readers
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. 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
EDITOR
CAVEAT EMPTOR IS PUBLISHED QUARTERLY. Circulation: @900 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: E: COLLEEN.SELKIRK@BURLINGTON.CA P: (905) 335-7600 EXT: 7661 Your submission doesn’t need to be publish perfect as our editor 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. 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!
DIRECTOR
Dawn McLeod, CPPB, Town of Oakville
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. and members are urged to seek specific advice on matters of concern and not to rely solely on the text of this publication. BOARD
Melissa Mordue, CPPB, City of Burlington Rozalyn Werner-Arcé, CAE, OPBA Colleen Selkirk, CPPO, CPPB, City of Burlington BOARD MEMBERS Scott Agnello, CPPO, CPPB, Waterloo Regional Police Service Adam Beres, City of Welland Marina McLaughlan, CPPB, Waterloo Region District School Board
In the article, Change is in the Air for Caveat Emptor magazine, we’ve written about some exciting and necessary changes we are making to OPBA’s quarterly publication. Change is never easy, but of course, procurement professionals know that. In fact, change is what keeps your day interesting and challenging. When weighing in on the decision, the board of directors considered our readership’s needs and priorities, and OPBA’s environmental impact and fiscal realities. In the end, we think it is the right decision and we are counting on the support of members.
Changes in procurement rules are also on the agenda for Ontario’s provincial government. Read Paul Emanuelli’s critique on the provincial government’s recently passed legislation, Bill 84 – the new Building Ontario Business Initiative Act Don’t miss his Top Ten BOBI Questions. They are probably on your mind too. But it’s not all about change. It’s about sharing too. Lori Friesen, CPPB of Haldimand County has generously shared insights on how her team developed a deeper understanding of insurance requirements in the procurement process. She’s even included an Insurance Coverage Matrix developed by her agency to support the entire procurement staff team. While there can be comfort in keeping everything the same, as the old saying goes, “To everything there is a season”. In fact, “Tis the season for our annual conference!” The OPBA is launching into Fall with its member’s best interests at heart. Speaking of heart, we’d l ve to see you at our conference this year! Don’t forget to register early.
Rozalyn Werner-Arcé, CAE Executive Director Ontario Public Buyers Association
22022 - Issue 3 | caveatemptor
In This Issue In This Issue
It’s a cliché to say, but I just can’t help myself…. “it’s hard to believe fall is just around the corner! Where did the summer go?” Seriously, where did it go? But, rest assured there are no platitudes in this issue of Caveat Emptor. In fact, as we say goodbye to the dog days of summer, we are ready to spring into the autumnal season with energy and positivity.
Speaking of change, it’s a theme running through the Spotlight on the Waterloo District School Board’s procurement and distribution services team led by OPBA’s Marketing Advisor, Marina McLaughlan, NIGP-CPP, CPPB. Now there’s a team that embraces change!
Change is in the Air for Caveat Emptor Magazine
Change
Rozalyn Werner-Arcé, CAE, Executive Director, OPBA is in Caveat
Emptor Magazine 3 2022 - Issue 3 | caveatemptor
So, we’re sure you’ll understand that one of the ways we will achieve our progressive goals is by transforming the Caveat Emptor newsletter from a quarterly static publication (sometimes outdated by the time it goes to ‘print’) to a dynamic e-news format. As such, this issue (Issue #3, Sept. 2022) will be the last issue of Caveat Emptor in an e-magazine Withformat.the e-news platform, we can publish timely articles, and you will stay up-to-date on the latest trends in the procurement industry. As an OPBA member, you’ll also experience the convenience of reading the e-news format of Caveat on any mobile device. Articles will be stored on a searchable website so you can easily locate stories on topics you are dealing with at the moment. Of course, you will still be able to review past Caveat Emptor issues dating back to 2017 (Issue #3) by logging into the OPBA website and clicking on Newsletters, Suggested Reading Rest assured, we are committed to maintaining our high-quality content, vetted by our expert Caveat editorial board members, including everyone’s favourite column, Dear ERB
The transformation of OPBA will continue over the coming months as we refresh the OPBA brand to give it a more contemporary look and feel and update our technology, including a new website to better serve our members. It is a common theme these days to be thinking about ways to reduce our carbon footprint. We at OPBA, along with many of our members, must also consider ways to manage escalating costs while maintaining quality services with the environment in mind.
As the procurement profession evolves, so must the Ontario Public Buyers Association (OPBA). For the last 64 years, the association has been a beacon for our members, the ‘go-to’ organization replete with a wealth of knowledge and collective experiences. We have a strong and supportive ideology that is clearly evident in how we develop our professional networks and share information and resources. There is a long-standing appreciation and value for the association, the educational opportunities, and all it has done to promote and elevate the profession and support members in their public procurement roles. To sustain this commitment, the association is updating some of its business practices. The board has recognized that change was required for some time; the pandemic simply sped up some of those initiatives, such as taking the highly-regarded Principles Certificate program online and moving the exam to a digital platform.
The board, volunteers, and staff of OPBA remain passionate about developing our members’ skills, knowledge, and expertise to elevate their value as procurement professionals. We invite you to continue to watch for other transformations designed to help you in your professional lives.
the Air for
Spotlight
the
WRDSB will open a brand-new school in September 2022 – Oak Creek Public School. It has been exciting to watch the progress, and we cannot wait to see the finished product! Additional information regarding the Board is available on the Board’s website at: www.wrdsb.ca on Waterloo Region School Board Procurement Team
The Waterloo Region District School Board is situated in Canada’s innovation heartland, where we are “Innovating tomorrow by educating today.” The Board provides a comprehensive educational program for approximately 64,000 students in the Region of Waterloo. The Board is the seventh largest public school district in Ontario with 16 secondary schools, 106 elementary schools and approximately 8,500 staff members.
District
Spotlight on the Waterloo Region District School Board Procurement Team42022 - Issue 3 | caveatemptor
Spotlight on the Waterloo Region District School Board Procurement Team 5 2022 - Issue 3 | caveatemptor
Marina McLaughlan, NIGP-CPP, CPPBManager, Procurement / Distribution Services
Technology: I have worked at places that were not far off from the stone age right up to being fully integrated with suppliers and customers (automotive). Thanks to these experiences, I’ve seen it all; from having a warehouse employee take a dipstick measurement and miscalculate the fuel required in an underground fuel tank resulting in the flooding of the outside compound, to having tanks monitored remotely and filled as required by the supplier, only to have the supplier pump fluid into the wrong tank, wreaking havoc. In each instance, the file landed on my desk to resolve. That’s the part of procurement I enjoy, solving problems.
HIGHLIGHTS ON SOME OF OUR PROCUREMENT TEAM MEMBERS:
Klaus Padaric - Senior Procurement Specialist My career in procurement started about 30 years ago working in a machine shop tool crib on the night shift. Learning about blanket purchase orders and readying parts to be shipped out for repair were some of the first skills acquired and came in handy years later when procurement projects included managing maintenance stores. About 13 years ago during the great recession, my former employer shut down its automotive manufacturing facility in town. I have been with the Waterloo District School Board since then, managing the commodities in facilities. On the operational side are things like snow plowing, grass cutting and custodial products, and on the capital side are construction projects, including everything from a barrier-free washroom up to a new school build, with all the build variety of 120+ schools in between. It’s a full day managing tenders, vendors, and expectations.
My journey in public procurement started over 23 years ago. Prior to that, I was an Account Executive for a marketing/advertising firm. After moving to the public sector side of the world, I started in the accounting department and, shortly thereafter, created and formalized the role of purchasing division within the organization. I have worked in procurement within the public health, municipal and school board sectors, all of which have enriched my knowledge base. At each agency, I helped implement and recommend enhancements for efficiencies and mentored colleagues on new processes. I came to Waterloo Region District School Board in mid-April 2021. Starting as a manager in a new agency during COVID-19 brought its own challenges but I hit the ground running and haven’t looked back since. I am thoroughly enjoying every minute of it. Some on the team are new to public procurement, and some have been at WRDSB for many years. Our team members bring many varied experiences to their role, which is an asset to the wellrounded strength of the team. In my short time with the Board, I have implemented many enhancements and efficiencies, some of which include updated bid document templates, an electronic RFP evaluation process, and electronic contract management. Where I get the most satisfaction out of my career is mentoring others. Our team has adapted well to learning new things and new ways of getting things done. I am a visionary, and it is hard to hold me back. I am excited about the future changes we will strive towards together. The bonus part of this role is the internal stakeholders with whom I have built a positive rapport. Working for and representing Waterloo Region District School Board is such a privilege. I am involved in the Ontario Public Buyers Association (OPBA) currently holding the positions of Marketing Advisor (satisfying my earlier passion of working for the marketing/ advertising firm) and on the Caveat Emptor Editorial Committee; as well as the Ontario Association of School Business Officials (OASBO).
Rebecca Witteman, CPPB - Senior Procurement Specialist
I have been with the WRDSB for 29 years, and it is easy to remember how long, as my son was just 3 months old. Prior to joining the WRDSB, I had owned several small businesses. In June of 1993, I was approached by good friends and talked into an opportunity to work as a part-time evening custodian at a local school. This worked out great as I had benefits and didn’t need a babysitter. Once our son started kindergarten, I accepted a position in the Materials Department, aka Purchasing, aka Procurement, which is where I discovered my passion for procurement. Does anyone really plan to be a Procurement Professional? From 2001, and after 7 years of night school, I earned my CPPB designation, was promoted to Buyer, and have never looked back. To this day, I am still passionate about procurement and flourish when new opportunities are presented. I’ve often been told in meetings, (jokingly) to sit on my hands, don’t ask questions and don’t volunteer. Some of you know how that worked out. I absolutely love procurement because every day is different. Currently, I am the Senior Procurement Specialist, responsible for the portfolio that includes construction and facilities. This very sudden temporary opportunity came right at the peak of the tendering season, and for some crazy reason, this is my happy place and where I thrive. I’m loving it and the facilities team. For my other role, (instructional and operations) my clients are teachers, consultants, principals, secretaries and ultimately the student, and anyone else who would give me their ear and listen to my sales pitch about what procurement can do for them. I am honoured to represent the Waterloo Region District School Board.
While I don’t know what direction my career will take me next, I am planning to finish taking the OPBA Principles courses this fall and write the exam before the end of the year.
Spotlight on the Waterloo Region District School Board Procurement Team62022 - Issue 3 | caveatemptor
Julie Jordan - Procurement Specialist My name is Julie Jordan and I am the current Procurement Specialist. I started with the WRDSB 10 years ago teaching in a kindergarten classroom. It wasn’t until 2019 that I first started my career in procurement (it was the day that I was hired as the Procurement Clerk that I could actually say the word “procurement” without it getting all tongue twisted!). Being the Procurement Clerk provided a lot of insight into how the department operates and, more importantly, why. It didn’t take long for my name to be the one to contact when someone had a question, “if Julie couldn’t answer it, she would know who could!”. When the pandemic hit, it caused me to change my thinking on many levels, both personally and professionally. I looked at it as an opportunity for growth and to make things run as smoothly as possible, despite the challenges that were faced. After one year of being a clerk, the Junior Buyer position opened up and without hesitation, I applied and was awarded the job. This brought new experiences with putting out tenders for the first time, as well as being on the approval side of things. Customer service was (and is) still one of my favourite parts of the job - I always make time to provide answers or “jump on a quick meet” when someone needs help. It was in January 2022 that I had the opportunity to cover the Procurement Specialist position on a temporary basis. Again, there were many new experiences taking on this size of portfolio and trying to fill the shoes of my predecessor was very daunting. Classroom resources are one of my favourite commodities that I am responsible for now; my teaching background definitely comes into play in this area. With this new role, I have also become more of a participant with the Grand River Cooperative Procurement Group and am still learning the ins and outs of co-operative purchasing. One thing that I have learned is that most people are very patient and forgiving when someone is learning a new role with different responsibilities, for which I am very grateful!
Marianne Langstaff - Junior Buyer
to see projects through, from start to finish, and experiencing how the students of the WRDSB benefit, are my favourite parts of the role. Distribution Centre
I have been working in procurement for only a year and a half but have learnt so much from the senior members of the WRDSB team in that time. Although my background is in science (B. Sc), education (B. Ed), and office administration, I find that the skills learned in previous careers are easily transferable to the procurement sector. My current portfolio covers the daily operations of the facilities department and support for capital tenders. With several NIGP courses completed, I plan to obtain my CPPB certification when I return from maternity leave. I enjoy the customer service aspect of procurement, the multitasking challenges, and the fact that every day is different!
Prashant Madan - Procurement Clerk
Jennifer Noble - Procurement Clerk
I bring a combined experience of over 15 years in purchasing, sales, office administration and cost analysis to the role of Procurement Clerk, a position I have held for the past 6 months. With the support and guidance of the senior WRDSB team and peers, I have quickly adapted to this new role. As a Procurement Clerk, I process the purchase orders, change orders, and cancellations as required in the Board Financial Information System (K212) for all 121 schools and corporate office (Education Center). I also assist internal and external clients with respect to board procurement policy and procedures and ensure vendor documentation is received and maintained in the WRDSB system. I provide support for school level staff and other departments with online ordering and purchasing, as well as assisting with the organization and compliance of vendors.
Our roles consist of shipping/receiving of the Board’s centralized items. We coordinate, schedule, and organize the courier routes between all the Boards facilities. We ensure efficiencies happen with mail delivery. We help schools with loaner stock pickup/ drop-off, as well as redeployment of surplus furniture. This is like putting a puzzle together making sure all the pieces intertwine seamlessly. We have a great recycling program for cartridges, AV, ITS, fluorescents, books, furniture, and equipment.
Spotlight on the Waterloo Region District School Board Procurement Team 7 2022 - Issue 3 | caveatemptor
With over 20 years of banking, customer service, and administration experience as well as two years at WRDSB, I have held the role of Procurement Clerk for the past 6 months. The support of my senior WRDSB team members has made for a quick and successful transition. As a Procurement Clerk, I assisted with the distribution of PPE to schools during the height of the pandemic. I provide support for school-level staff and other departments with online ordering and purchasing, as well as assisting with the organization and compliance of vendors for school Beingevents.able
This article is an excerpt from the forthcoming 2023 edition of The Art of Tendering: A Global Due Diligence Guide. On March 3, 2022, Ontario’s Bill 84, entitled An Act to enact two Acts and amend various other Acts, received royal assent after being rushed through the provincial legislature in just ten days. Bill 84 creates the new Building Ontario Business Initiative Act, a one-page statute referred to by the government as “BOBI”, which will require Ontario public institutions to apply preferential treatment, as mandated by future provincial cabinet regulations, to Ontario companies in future public sector contract awards. The government’s initial explanations for the new law reflect an ill-conceived scheme that would impose significant new costs, complexities, and risks on Ontario public institutions, while potentially causing more harm than benefit to Ontario businesses.
In addition to being ill-conceived in purpose, the new law is also unclear in scope. Based on the circuitous definitions in the new statute, BOBI would apply to provincial-level government ministries and agencies, as well as universities, colleges, school boards, and hospitals, but it is unclear if it will also be applied to municipalities. It is hard to tell whether the omission of municipalities is a temporary oversight or whether the provincial government wants to avoid an immediate backlash from Ontario’s municipal governments, who are likely to object to provincial cabinet overreach into local procurement.
In summary, rather than taking direct steps to help Ontario businesses, which could include a reduction in individual provincial taxes to make Ontario wages more competitive, a reduction in provincial corporate taxes for small- and medium-sized businesses, or a break on the punitive Employer Health Tax that imposes new taxes on small businesses when they enjoy modest growth, the provincial government has devised a scheme that would only benefit those Ontario suppliers who bid on government contracts at the expense of everyone else.
“Buy PantomimeProtectionistSchemeOntario”a
BOBI, which ironically was introduced by Ontario’s Associate Minister of Small Business and Red Tape Reduction, threatens to drown public institutions in reams of new procurement regulations, while exposing Ontario businesses, including small- and medium-sized businesses, to retaliatory trade sanctions from other jurisdictions. The new law would require all Ontario taxpayers, including all Ontario businesses, to subsidize a scheme that only benefits the select group of Ontario businesses that compete for Ontario public sector contracts.
“Buy Ontario” Scheme a Protectionist Pantomime82022 - Issue 3 | caveatemptor
Paul Emanuelli - General Counsel and Managing Director – The Procurement Office COSTLY RED TAPE TO FAVOUR PREFERRED BIDDERS
Based on the government’s announcements, the underlying premise of BOBI is that high wages, and the regulatory burden imposed by provincial regulations, make Ontario businesses uncompetitive when bidding for Ontario public sector contracts against suppliers from other jurisdictions. The provincial government wants to offset these alleged disadvantages by mandating local preferences in favour of Ontario bidders.
In the government’s own words, the new legislation will introduce quotas that “will see the government targeting to spend at least $3 billion in contracts awarded to Ontario businesses annually by 2026”. The government also states that the new scheme “will apply to the province’s overall procurements, which amount to $29 billion in goods and services annually across all public sector organizations.” This means that a massive amount of public sector procurement contracts across Ontario could be exposed to complex protectionist preferences based on future regulations centrally mandated by the provincial cabinet. “Buy
However, even if lawful, which is a live issue, this protectionist math would need to be reasonably accurate to be legally defensible when applied in a specific bidding process. How this protectionist math would work is hard to say, since the Waterloo example raises many questions but offers no coherent answers.
In its first example, the government refers to a “tech startup in Waterloo” that “pays its employees fair wages, which results in higher costs to develop software than some of its overseas competitors.” The government states that under BOBI, “when bidding for government procurement contracts, these extra costs are taken into consideration.”
According to the government, BOBI would mandate public institutions to pay more for Ontario products and services to subsidize the higher costs associated with, for example, fair wages, environmental disposal fees, and workplace safety standards. These broadly accepted areas of provincial regulation have now been targeted by the provincial government as a problem that needs to be solved, not by cutting taxes and streamlining regulations to make them less costly and complicated, but by creating more complex regulations that interfere with public sector contract awards through the imposition of protectionist trade practices.
While these measures could conceivably help “overseas” programmers who would enjoy an “Ontario premium”–assuming their employers passed the extra payments to them instead of banking them as corporate profits–it is unclear how a BOBI subsidy to either a Waterloo bidder or its “overseas competitors” would benefit Ontario taxpayers or other Ontario businesses.
The Ontario government claims that by “harnessing our immense buying power, BOBI will allow our government to build our businesses in every corner of our province and support new jobs for our workers.” However, BOBI would never help all Ontario businesses since, as noted above, it is limited in scope to only helping select Ontario businesses that compete for government contracts. Further, BOBI could end up costing Ontario jobs when Ontario businesses lose work outside of Ontario due to retaliatory sanctions imposed on them in response to these protectionist Basedpractices.on the numbers provided by government ministers, the adverse impact of BOBI could be massive.
Ontario” Scheme a Protectionist Pantomime 9 2022 - Issue 3 | caveatemptor
GOVERNMENT EXAMPLES OF PROTECTIONIST SCHEMES
Who would perform the complex comparative cost-ofliving analysis to calculate the degree to which the wages paid to programmers in Waterloo are fairer wages than the lower wages paid to programmers working for “overseas competitors”? How many extra points would a public institution be mandated to award the Waterloo company? Would the BOBI penalty still apply against the “overseas competitor” if that bidder promised to match the wages of the Waterloo programmers, at least for its Ontario work?
BOBI’S IMPACT COULD BE MASSIVE
Scheme a Protectionist Pantomime102022 - Issue 3 | caveatemptor
Turning back to the bigger picture, if the Ontario government wants to help Waterloo start-ups so badly and genuinely wants to be in the business of picking winners and losers through state-controlled central government planning, it would be far less costly and complicated to give those Waterloo start-ups a government grant. While that type of corporate handout will have its critics, and may also be questionable under existing trade laws, it would be simpler and more effective in helping a Waterloo start-up grow its overall business, when compared to making that company dependent on winning public sector bids in a centrally rigged protectionist theatre show.
Furthermore, has the Ontario government considered that the global IT suppliers that currently service Ontario public sector institutions, as well as Ontario businesses more generally, rely on global supply chains with service centres in multiple locations across all time zones? Who will be performing the protectionist math against each tech hub around the world to determine its “fair wage” rating so that Ontario public sector institutions can apply local preference mandates against multinational IT bidders for each location where they propose to use programmers? Finally, will the “fair wage” formula be a oneway street to sanction IT operations in “overseas” jurisdictions, but be ignored if Ontario technology companies shortchange their workers when compared to what employers pay programmers in more affluent jurisdictions? If fairness is a twoway street, would the Waterloo company be downgraded by Ontario’s centrally mandated “fair wage” formulas if it pays its programmers less than companies who employ programmers in Seattle, San Francisco, or Austin, or will lower wages be considered a valid comparative advantage when they favour Ontario companies and a problem only when they favour “overseas” suppliers?
Multinational technology companies are unlikely to welcome the Ontario cabinet’s intrusion into their global staffing practices or the random application of these “BOBI-traps” by different public sector institutions struggling to interpret and apply those central government mandates. While it may be stating the obvious, these global IT companies can afford lawyers and, historically speaking, have not been shy about using them to challenge ill-conceived government procurement schemes. These are the types of questions that lawyers are likely to ask when they inevitably bring a bid protest challenge after their clients lose a contract award because of a BOBI-trap. Ontario’s central government planners should be ready with answers and budgets to pay for the resulting legal entanglements.
Unfortunately, the Ontario government’s Waterloo demagoguery is only the first act in its protectionist pantomime. In its second example, the government refers to a “Brampton uniform manufacturer” that “follows Ontario’s strict environmental standards when disposing of waste, which adds additional expenses compared to some competitors who pollute for free.” The government states that under BOBI, “businesses who pay to protect our environment will have a fairer chance in the bidding process.” Since it is not clear which jurisdictions allow uniform manufacturers to pollute for free, or what that even means, this would need to be defined. Will the provincial government be centrally mandating the required formulas by establishing a global waste disposal cost index that measures these costs in every jurisdiction around the world, or will that protectionist math be mandated to each Ontario public sector institution to figure out on its own when applying BOBI-pollution-index penalties to different bidders each time they tender to purchase uniforms from the global supply chain? “Buy Ontario”
“Buy Ontario” Scheme a Protectionist Pantomime 11 2022 - Issue 3 | caveatemptor
Further, how much of a markup should Ontario public sector institutions be required to pay to reward the Brampton uniform manufacturer for following provincial environmental rules? Would a 20 percent markup be too high or too low? Would double the cost be acceptable? Would the government’s central planning committee be making those decisions? Who will pay for the extra costs of performing all those calculations, for the additional price of the goods, and for defending the resulting lawsuits? The answer is that Ontario taxpayers would end up paying for this, including those Ontario businesses that will never benefit from the scheme since they are not among those specially selected companies who bid on public sector contracts. To round out its trilogy of protectionist scenarios, the government refers to a Sault Ste. Marie office supply manufacturer who dutifully “follows Ontario law and provides a safe working environment for its employees, which comes with associated costs that some competitors do not have.” The province states that under BOBI, “these extra costs will not hinder its bid.” Rather, according to the provincial government, public institutions would presumably be mandated to apply a workplace safety cost assessment to figure out how much to subsidize Ontario office supply manufacturers as a reward for complying with workplace safety laws that are more stringent than similar laws in other jurisdictions that produce those same products. Like the other BOBI schemes, this sounds very complicated. It also sounds like another lawsuit waiting to happen. As stated above, instead of deciding through cabinet fiat which Ontario companies should be granted preferential BOBI subsidies in bidding competitions, why not just give every Ontario employee and Ontario business a tax cut so that all Ontario wages and companies are more competitive? Why entertain a fringe protectionist sideshow when mainstream alternatives are so easily available? Who, other than politicians and their specially selected favourites, gain from the politics of protectionism?
TRIGGERING A TRADE WAR AGAINST OURSELVES
BOBI flies in the face of well-established public procurement rules. Non-discrimination, a core global standard in public procurement, was recognized across Canada in the 1990s under the former Agreement on Internal Trade. That treaty was since replaced in 2017 with the Canadian Free Trade Agreement, which further aligns our government procurement rules with international anti-protectionist standards. Treaty enforcement mechanisms include the right of suppliers across Canada, and internationally for larger contracts under similar international treaties, to legally challenge the unlawful imposition of discriminatory barriers against open competition in public sector bidding. This means that contracts should be awarded to the best bid based on the merits of the competition, not based on the location of the bidder. This concept, referred to as “reciprocal non-discrimination”, is so core to the government procurement system that a breach of the principle is tantamount to a declaration of trade war against your trading partners.
While awarding to local suppliers may have appeal on a superficial level, jurisdictions across Canada and globally can and will retaliate by imposing their own protectionist policies against Ontario suppliers. It is unclear whether the Ontario government has done the protectionist math to figure out whether Ontario companies will end up better off or worse once the BOBI scheme instigates retaliatory measures in other jurisdictions that cost Ontario businesses existing customers and clients, as well as new ones, outside of Ontario. If that math was available, we could rationally assess whether triggering a trade war for “Team Ontario” would be worth the trouble for Ontario businesses and taxpayers. Unless the government has a rational business case to support it, BOBI is nothing more than superficial protectionist theatre that appeals to emotion over reason. This is never the basis for sound public policy.
NO PREFERENTIAL TREATMENT
Once Ontario’s misguided local preference train starts rolling, it could derail the entire public procurement system and cause collateral damage across the entire economy. In addition to triggering sanctions against Ontario businesses operating in other jurisdictions, Ontario’s BOBI plan would encourage Ontario municipal politicians, who already face significant populist pressure to favour local suppliers, to follow suit and start applying protectionist measures along municipal lines. Ontario businesses, especially small- and mediumsized local businesses, could quickly find themselves in the crossfire of local trade wars, encircled by protectionist barriers each time they attempt to win work outside their local city limits. This powder keg of protectionist sentiment, which is always present in the background, could quickly explode and derail decades of progress in establishing open opportunities in our public tendering system. That collateral damage would not be limited to public sector contracts. Other provincial governments, and municipal governments inside and outside Ontario, could start erecting territorial barriers to make it more difficult for all Ontario companies to perform work for their private sector customers as well.
In conclusion, attempting to manage large supply chain forces that are beyond the reach and control of central planners, or politically tinkering with a complex government procurement system, is a bad idea. If the government wants to make Ontario workers and businesses more competitive, employee and business tax cuts and streamlined regulations would be a far more effective and equitable means of doing so when compared to protectionist schemes designed to benefit specially selected suppliers at the expense of everyone else.
“Buy Ontario” Scheme a Protectionist Pantomime122022 - Issue 3 | caveatemptor
Further, if Ontario were to start a trade war, how would we identify friends from enemies? BOBI does not explain what constitutes an “Ontario business”. The scheme could end up favouring large out-ofprovince companies with the wherewithal to set up a local Ontario operation to the detriment of small- and medium-sized Ontario-based businesses, who would face retaliatory sanctions from other jurisdictions where they have not set up a local presence. How would this provincially imposed friendly fire reduce red tape and help small- and medium-sized Ontario businesses?
10. Once the Ontario government introduces protectionist practices, how does it plan to stop similar trade treaty violations imposed by other provincial governments across Canada and by municipal governments within Ontario? Has Ontario consulted the federal government in relation to this scheme to develop a plan to deal with retaliatory sanctions from other countries?
5. Will the “fair wage” formula be a one-way street to sanction business operations in “overseas” jurisdictions, but be ignored if Ontario companies shortchange their workers when compared to what employers pay their staff in more affluent jurisdictions?
3. If the Ontario government wants to give preferential treatment to specific types of Ontario businesses, why not give them government grants instead of unnecessarily complicating the public tendering process?
1. Will the new legislation apply to municipalities?
Paul Emanuelli’s Top Ten BOBI Questions 13 2022 - Issue 3 | caveatemptor
6. How much of a mark-up will Ontario public sector institutions be required to pay Ontario suppliers who bid on public sector contracts as part of the new BOBI-subsidies scheme?
2. If the Ontario government wants to help Ontario suppliers become more competitive, why doesn’t it apply across-the-board personal and business tax cuts and streamline the provincial regulations that it claims are putting those suppliers at a competitive disadvantage?
4. When developing regulations under the new law, how will the provincial cabinet decide which businesses get preferential treatment? Will this be a public process or will industry interest groups be permitted to lobby cabinet ministers directly to try to win preferential treatment?
8. Has the government done the protectionist math to figure out whether Ontario companies will end up better off or worse once the BOBI scheme instigates retaliatory measures in other jurisdictions that cost Ontario businesses existing customers and clients, as well as any potential new ones, outside of Ontario?
9. Once the Ontario scheme provokes a trade war, how would we identify friends from enemies? Will large multinationals be considered Ontario businesses? If so, how does this help Ontariobased small- and medium-sized businesses?
7. Will the provincial government compensate Ontario public institutions for the extra costs of administering these protectionist practices, securing the goods and services that are mandated a BOBI subsidy, and responding to any resulting litigation?
TOP TEN QUESTIONS REGARDING ONTARIO’S NEW BUILDING ONTARIO BUSINESS INITIATIVE ACT: Paul Emanuelli’s Top Ten BOBI Questions
Procurement professionals are expected to have a wide breadth of information to help support their agencies when sourcing goods, services, and construction. While procurement professionals are well-versed in various procurement legislation, processes, and documentation, in many cases, staff also need guidance on insurance requirements when sourcing the very simple to the very complex. Depending upon the size of the agency, in-house insurance expertise may be readily available to provide guidance on the type of insurance coverage, in what value and why. Other agencies may not have this same benefit and build knowledge through networking groups, courses, etc.
When we began working remotely, we quickly realized that there was a knowledge gap in this area and wanted to find a solution that would be easy to reference, but also thorough enough to help staff understand the complexities of insurance. That led to brainstorming with the Legal and Support Services division, including purchasing, risk management and insurance, to provide an allencompassing tool, yet be easy enough to digest the information. This cooperation resulted in the development of an Insurance Coverage Matrix to be utilized by all staff. The Matrix provides information on the various types of insurance coverage, when to ask for it and in what values for all staff – regardless of their expertise level specific to insurance requirements. Although it is a comprehensive document, each purchasing activity still needs to be reviewed based on its own merits. To further expand on this knowledge sharing, additional information exchanges have occurred with user divisions on the importance of Certificates of Insurance and on ensuring that the Certificates provided to the County match what was requested in the bid document and subsequent contract/ purchase order terms and conditions. This positive action has resulted in staff growing their knowledge in insurance coverage - why we ask for coverage and the risk if we do not confirm or validate Althoughcoverage. each agency differs on the level of risk they are willing to absorb, the matrix has met Haldimand’s objectives in finding a good balance of risk transfer/acceptance and knowledge sharing to County staff. We hope other agencies find this helpful too.
Insurance – Right Coverage for the Associated Risk142022 - Issue 3 | caveatemptor
Insurance – Right Coverage for the Associated Risk
Submitted by, Lori Friesen, CPPB, Manager, Legal & Support Services, Haldimand County
Orders
15 2022 - Issue 3 | caveatemptor
Auto Liability Maybe $2m No Maybe $2m Maybe $2m Maybe $2m Liability insurance that responds for injury or damage to third parties arising out of use or operation of a motor vehicle. Additional Insured requirements do not apply to this coverage. Required if Contractor will use a motor vehicle of any kind during performance of the Work. (including storage in licensed trailers)
Wrap up Liability (OCIP) No No No No Maybe Stand alone Owner Controlled insurance policy. Provides sweeping blanket policy that covers contractor and all sub contractors on project. Removes risk that parties have gaps in coverage during large project. Reviewed case by case based on value; usually forms part of contract funding and can be used to offset budget for project
*Do not remove from Clause A below if the applicable field below states Yes
Yes Yes Yes Yes Yes Standard inclusion to CGL. Allows for an additional insured on a policy to also bring suit as a claimant against the insured. Always PropertyFormDamage*
LiabilityImpairmentEnvironmental(Sudden & PollutionAccidental) Maybe No Maybe Maybe Maybe Extension of CGL or under separate coverage; provides protection for damage arising out of an unexpected spill of pollutants during the Work. Includes time limits for discover and reporting of the spill in order to activate insurance coverage. Important where Contractor is working with hazardous materials or pollutants or has potential to damage infrastructure that would cause damage of hazardous nature. (portable toilets, oil spill, gas leak, contamination, etc)
Haldimand County: Insurance Coverage Matrix Required Insurance Coverage Table 1Type InsuranceofCoverage ContractorGeneral&Trades (hands on plumbing,electrical,worketc) Professional (Consulting or servicesprogramming,independentServiceconstructionconsultant,providedonsite) Low ConstructionValue (<$1m Watermain,SewerRoad,,Demolition,Excavation,Landscape) Med ConstructionValue (>$1m <$5m Road, Watermain,Sewer,Demolition,Excavation,Landscape) High ConstructionValue (>$5m constructionnewalltypes) Description of Coverage When to Ask for It General Liability; aka Business(CGL,GeneralCommercialLiabilityGL)orLiability* Yes $2m (low Risk) $5m risk)(medium $10m (high risk) Yes $2m (small or short term project) $5m (large or long term project) Yes $2m Yes $5m Yes $10m Required whenever Contractor or Vendor is on County premises to do work, or where professional advise is being provided in relation to work on site. Used to protect County and Contractor in case of bodily injury, property damage to third parties (including the County) arising out of performance of the Work.
LiabilityContractual*
Alcohol Liability* No Maybe $2m No No No Can be stand alone or extension of CGL If any event or activity take place on County premises and involves sales, service or consumption of alcoholic are made in accordance with Terms & Conditions noted in the following: Procurement Policy Policy 2013 02 1 Contracts issued through Purchasing Purchase or for goods and services by Direct Purchase Purchase Order Other insuring such as Licenses or Facility Rentals, contracts or land related agreements; permits and licenses issued by Haldimand County; Unless a contract requires coverage, requests for COIs are not legally binding. Alternatively, a request for confirmation of made Lines of coverage are shown in blue below, however they may be shown as part of CGL coverage in a Certificate of Insurance. Add or remove as necessary by cutting from Table 2 below.
Yes Yes Yes Yes Yes Liability arising out of the insured’s products or business operations once the operations have been completed or product has been made; standard extension to CGL. If Contractor is providing an item or performing work that could potentially fail and cause injury to persons or damage to property as a result of the work. No Maybe Maybe Maybe Maybe Similar protection is CGL, EL insurance protects an employer against litigation from their employees due to workplace injury, even if WSIB coverage in in place. Used in industries where they are exempt from obtaining WSIB trade unions; private daycare.
Non AutomobileOwned Maybe Maybe $2m Yes if on site Yes if on site Yes if on site Standard extension to CGL. Provides protection during use of personal vehicles in course of employment or as instructed by employer. Applicable if Contractor may or will be using rented vehicles in performance of the Work. If unsure, request it.
*County must be added as Additional Insured to CGL when: Contractor will be doing work on County premises; Contractor will be granted access to County premises or property as part of other Work (development agreements, right of way, permission to enter, etc.)
Cross InterestSeverabilityLiability,of*
Type InsuranceofCoverage ContractorGeneral&Trades (hands on plumbing,electrical,worketc) Professional (Consulting or servicesprogramming,independentServiceconstructionconsultant,providedonsite) Low ConstructionValue (<$1m Watermain,SewerRoad,,Demolition,Excavation,Landscape) Med ConstructionValue (>$1m <$5m Road, Watermain,Sewer,Demolition,Excavation,Landscape) High ConstructionValue (>$5m constructionnewalltypes) Description of Coverage When to Ask for It Separate
CrimeComprehensive Maybe; not less than $50,000 Maybe; not less than $50,000 No No No Embezzlement, fraud, forgery, and counterfeiting are the most common crime acts protected under this coverage; applies to outside professionals operating in areas such as Grandview Lodge, or with vulnerable people, or entering people’s homes. For financially based contracts, access to funds and financial systems. Police checks are mandatory if this coverage is required.
Always Endorsements to CGL policies above are noted in light green below, and are generally not, but may be provided under separate lines in a Certificate of Insurance.
If Vendor or Contractor is based outside of Ontario or WSIB cannot be provided.
agreements,
Yes Yes Yes Yes Yes Assumption of the financial consequences of another’s negligent acts or omissions prescribed through services related to a contract; s tandard on CGL policies, however, not asking for it may preclude the Vendor from having this coverage. When any contract/agreement is in place
insurance can be
beverage. NOTE: Insurance coverage requirements
Cyber Liability No Maybe Maybe Maybe Maybe Financial losses that result from data breaches and cyber events, such as lost of corrupted or stolen data. Most policies include first party and third party coverage. If access to data or network is given, this is mandatory (all IT and Finance related contracts)
LiabilityProfessional(Errors & Omissions) Maybe $2m Yes $2m Maybe $2m Yes $2m Yes $2m Coverage related to the provision of advice offered in a professional capacity, across a broad spectrum of services such as accountants, consultants, nutritionists, collections agencies, etc. When provision of advice or consulting is part of the contract. Separate stand alone policies please talk to LSS to if this coverage is required or desired
Yes No Yes Yes Yes Coverage for County owned Property during course of work, used where there is a chance that Contractor could cause damage to property in its care, custody or control. In construction projects where Builder’s Risk policy is not being procured.
LiabilityEmployer’s*
Broad
Builder’s Risk (OCIP) No No No No Yes for value of work Stand alone Owner Controlled Insurance policy. Covers damages to building and/or building supplies during construction project and protects the municipality for losses or damages. Standard CGL does not cover all losses covered in Builder’s Risk. Coverag e ends at completion of project. In all large projects for construction or re construction.
Contracts
Products OperationsCompleted&*
b. The Certificate of Insurance shall identify the activity to which the Certificate applies;
ThresholdsDollar Risk can also be established on dollar values In accordance with Procurement Policy requirements; if no purchase order or contract exists, no insurance coverage is require d.
c. (enter other coverages listed in Table 1, as necessary from Table 2 below)
c. The Certificate shall name Haldimand County as Additional Insured with re spect to applicable coverage; and d. Insurance companies providing coverage must be licensed to do business in the Province of Ontario.
Environmental Impairment Liability Environmental Liability (EIL)/Contractors Pollution Liability maintained in force throughout the duration of the Contract, in an amount of no less than $1,000,000 per accident or occurrence and in the annual aggregate, and shall include Contractual Liability, on a blanket basis or by specific reference to the Contract, extended to assumed liabilities with respect to contractual provisions, Sudden and Accidental coverage, and Gradual Release coverage (if applicable to the work). If the policy is written on a claims made basis, coverage must be in place for a period of at least 12 months after the completion or termination of the Contract
Standard Wording for Certificates of Insurance: (add/remove terms as necessary based on review of Table 1) Throughout the term of the Contract (or the Work), the Contractor covenants and agrees at all times during the term hereof to take out and keep in full force and affect a policy (or policies) of: a. Commercial General Liability Insurance: on an occurrence basis, including but not limited to bodily and personal injury liability, extended bodily injury, property d amage, products liability, completed operations liability, owners & contractors protective liability, blanket contractu al liability, premises liability, and contingent employer’s liability coverage, having an inclusive limit of not less than $2 ,000,000 (or $5,000,000) per occurrence. The insurance policy will contain Cross Liability and Severability of Interest clauses.
Work does not involve any modification of maintenance to County property. No engineering or architectural services required ; no professional advice given that has high dollar impact; No bodily injury to others is anticipated or likely; No damage to, destruction or loss of property anticipated or likely ; No losses of revenue or additional expenses to the County are anticipated or likely.
All requested/required insurance must be maintained by the Contractor in accordance with their Agreement with the County and must be kept in force for the duration of the Agr eement.
Work involves some minor modification or maintenance to be performed to County property, including engineering and/or architectural services. Some potential risk of damage to, destruction or loss of property possible or likely; Some potential loss of income or additio nal expenses possible or likely; Some potential of bodily injury to others anticipated or likely; Recreation programs with moderate physical activity or vulnerable people (children, seniors, disable). Activity taking place at locations belonging to others. High Risk These activities meet all or most of the following conditions: High value construction projects; and/or projects that involve demolition ; A large number of people are present or will utilize the end products; High risk of bodily injury to others or municip al employees possible or likely; Event will include consumption of alcoholic beverages ; High risk of damage to, destruction or loss of property possible or likely; Contractor/consultant will have access to confidential information that could harm the County if released or result in an unauthorized invasion of privacy for employees or the public; The Contractor or event operator/tenant is occupying a County/Board facility worth more than $2 million . High risk of loss of income or additional expenses anticipated or likely if a problem with t he work occurs;
Any production companies or any project involving the use of aircraft, fireworks or other pyrotechnics.
MediumRisk
Please contact legalservices@haldimandcounty.on.ca for questions related to Risk and Insurance; and purchasing@haldimandcounty.on.ca for questions to contracts and purchases made in accordance with the Purchasing policy.
Table 3
Table 2 Cut and paste clauses and insert to standard wording for Certificates of Insurance as required: Type Clause Automobile Liability Insurance Automobile coverage that complies with all requirements of the current legislation of the Province of Ontario, having an incl usive limit of not less than Choose an item. per occurrence for Third Party Liability, in respect of the use or operation of vehicles owned, operated or leased by the Con tractor for the provision of services; Non Owned Automobile Liability Non owned Automobile Liability coverage, in standard for m having an inclusive limit of not less than Choose an item. per occurrence in respect of vehicles not owned by the Contractor, that are used or operated on its behalf for the provision of services under the Contract; Errors Omissions/Professional& Liability Errors & Omissions/Professional Liability having a limit of not less than Choose an item. per claim; Comprehensive Crime Comprehensive Crime on a blanket basis, providing coverage for dishonesty, disappearance and destr uction, with a third party extension, having a limit of not less than $50,000; Cyber Cyber showing coverage for incident response, crime, system damage and business interruption, as well as privacy liability, having a limit of not less than $2,000,000
Low risk activities require only the basic types of insurance, generally automobile and general liability. The conditions listed must be met in order to be classified as a low risk project or activity:
Insurance – Right Coverage for the Associated Risk162022 - Issue 3 | caveatemptor
The work or project has all or some of the following characteristics:
The following provides guidelines for minimum acceptable limits of various types of insurance that may be required for an activity or exposure, and a way to rate risks
Low Risk
Where the Agreement provides for the Contractor to enter County premises for the purpose of the Work, the CGL must include th e County and any other party as Additional Insured.
The following requirements shall apply. (do not remove these terms)
Date of issue: January 2021.
All Certificates of Insurance received make up the whole of the Work, and shall be retained with the Agreement file, along with any other confirmation of Terms and Conditions.
a. The Certificate of Insurance will provide 30 days’ written notice of cancellation, alteration or material change;
b. (enter other coverages listed in Table 1, as necessary from Table 2 below)
Together Towards Tomorrow is this year’s theme for our second virtual conference. Our amazing team is putting together a great lineup of educational sessions and interactive activities.
Hello from your 2022 OPBA Conference Committee on the 64th Annual Conference.
This two-day event includes a mock trial, as well as experts on social and circular procurement, insurance, legal and construction procurement. To keep this event interactive we are bringing back panelist discussions and network cafés. In addition to outstanding educational sessions, the conference is filled with fun interactive experiences such as guided wellness, chef-led sessions, and gamification (just to name a few)! Plus each attendee will receive a gift box tailored to our theme. Earlybird pricing ends September 1 so register soon! Don’t forget to purchase a conference themed t-shirt to support this year’s charity “The Women’s Centre Grey Bruce”
64th OPBA Conference 17 2022 - Issue 3 | caveat
Roger Haskett did such an amazing job last year weaving the virtual conference sessions together, that we have invited him back as this year’s keynote speaker and Master of Ceremonies. You won’t be disappointed!
Jackie Osti Advisor emptor
To download the brochure, click here. To register, click here. See you there!
OPBA Conference
Regards, New to the RFP Process
Dear Erb, Do RFP debriefings truly add value to the procurement process?
This process is used to provide constructive feedback to a proponent on their proposal submission for the purpose of considering this feedback when preparing subsequent proposal submissions.
A debriefing is a practice where the request for proposal process has been completed, and the purchasing professional meets with a proponent to discuss the strengths and weaknesses of that proponent’s submission.
Dear New to the RFP Process,
Agencies may benefit equally from the information provided during a debriefing that can then be utilized when preparing subsequent solicitations. Debriefs may also develop relationships and build trust with proponents.
The procurement professional’s conduct and level of disclosure during a debrief is directed by policies and procedures, based upon laws, regulations and other applicable legal guidance that the agency is subject to or adopts, along with generally accepted ethical principles. Complying with the policies and procedures ensures the appropriate level of disclosure, type of information, and method of disclosure during the debrief. To ensure compliance, it is best practice to apply the strictest requirement as a standard to be followed. In determining the level of disclosure, it is recommended that you assess the risk of the debrief for potential controversy. Debriefs for large, complex or high-profile procurements may require additional preparation.
Ask Erb 182022 - Issue 3 | caveatemptor
professional should maintain the appropriate documentation in the procurement file.
6. Instructions on compliance relative to disclosure of information.
3. The debrief may include information on the proponent’s ranking relative to other proposals.
It is critical to the process that the evaluation team understand and appreciate the impact the evaluation documentation has on the quality of the debrief.
1. Development of a training plan that emphasizes the correlation between the evaluation documentation and the quality of the debrief.
The following includes best practices to be considered to assist in ensuring a positive debriefing outcome:
1. Provide a general overview for each evaluation criterion, not a point-by-point comparison.
Achieving a quality debrief depends on policies and procedures as well as a solicitation with clearly stated requirements, evaluation criteria, scoring method and evaluation process. The purchasing professional should provide the evaluation team with an evaluation template/system relevant to that specific procurement to guide the evaluators in documenting the strengths and weaknesses according to the evaluation criteria to support their
2. Includes use of documents to properly record the scoring or ranking.
Thescores.purchasing
Ask Erb 19 2022 - Issue 3 | caveatemptor
3. Covers professional documentation standards such as no slanderous, personal, judgemental, derogatory or extraneous comments.
Discuss strengths and weaknesses of the proposer’s submission in relation to the evaluation criteria:
4. Offers future potential evaluation team members the opportunity to audit a prior debrief, or be an observer, or conduct mock debriefs for the purpose of training.
2. Do not compare information between proposals.
5. Practice the drafting and preparation of documents for debriefs.
The process of debriefing should encompass the following:
3.
• Share only the evaluation comments and score for the proposal being debriefed.
• Note #2 – Legal Counsel should not be in attendance at a debrief.
• Method of contact. An agenda and explanation of the debrief structure and process. Confirmation of who will attend on the proponent’s side and their level of responsibility. Introductions of attendees.
Ask
• The deadline for request.
5. The purchasing professional should manage expectations by addressing the following: • Educational nature of the meeting.
1. The solicitation should include how to request a debrief, identifying:
• Note #1 – a debrief is not an opportunity to unofficially protest or change the outcome.
• Update the procurement file after the debriefing for future reference.
2022 - Issue 3 | caveatemptor
4.
• Level of disclosure – what the agency will/ will not share.
• Share the proponent’s strengths and weaknesses in relation to the evaluation criteria, but not in relation to other submissions.
• Ask the proponent if there is anything else that can be addressed with the parameters of the process.
Sincerely, -ERB Resource – NIGP Best Practice Erb20
Finally, debriefs are an important tool and can result in tangible improvements to processes. Agencies should encourage proponents to request debriefs by actively offering them. This practice provides value to both the proponents and the agency. The quality of the debrief relates to the training of the purchasing professional and the evaluation team, and the process and the detail of the evaluation team’s comments on the strengths and weaknesses of each submission.
• Contact person.
2.
Welcome and Congratulations NEW MEMBERS Angela Lochtie Treasurer/Deputy Clerk City of Pembroke Rachael Artemenko Purchasing Agent Corporation of Norfolk County Alan David Student Ryerson University Carmen Piccinin Senior Procurement Manager OCRC Angela Kuziomko Senior Procurement Manager OCRC Paul Stukator Brant Haldimand Norfolk Catholic District School Board Barry Cape Ottawa Catholic District School Board Christopher Perez Senior Procurement Specialist Seneca College Kelly McGarry Principal Consultant McGarry and Associates Trish Erb Purchasing Clerk City of Stratford Prerna Jain Student Royal Roads University - Student Body Ian Fischer Procurement Specialist City of Kitchener Ruby Sharma Accounting Special Projects Support City of Pickering Wendy Lee Business Ontario Tech University Samantha Ramoutar Procurement Coordinator Regional Municipality of York Olivia Cona Junior Buyer Town of Caledon Andrea Cook Procurement Support Assistant Toronto Transit Commission Christina DelSole Procurement and Contract Specialist Toronto Transit Commission Sarah Nunes McMaster University Jennifer Lamarche City of Greater Sudbury Aislinn Liolli Manager, Accounting & Administration St.Clair College Nazila Shamshiri Anderson College of Health, Business & Technology Zaida Olvera Student Anderson College of Health, Business & Technology Aung Phyo Htet Student Anderson College of Health, Business & Technology Maggie Delbridge Deputy Treasurer Municipalty of South Huron Jennifer Moffatt Buyer Grand Erie District School Board Ying Liu Purchasing Coordinator Art Gallery of Ontario Welcome and Congratulations 21 2022 - Issue 3 | caveatemptor
Robert Leonardis Senior Procurement & Contract Specialist Toronto Transit Commission Misty Jones-Bailey Procurement Coordinator Town of Whitchurch-Stouffville Gerald Lesley Student Durham College & University of Ontario Institute of Technology Sherrie Neville Durham College & University of Ontario Institute of Technology Zoe Ding Purchasing Coordinator Township of King NEW OPBA CERTIFICATESPRINCIPLESNEW MEMBERS Sean Harder Purchasing Clerk Niagara Regional Police Service Angela Johnston Buyer Simcoe County District School Board Lorena Madalena Purchasing Analyst Hamilton-Wentworth Catholic District School Board Christina Stauttener Procurement Analyst Regional Municipality of Waterloo DavidRETIREMENTSAllan Simcoe Muskoka Catholic School Board Steve Rudak City of Kitchener Welcome and Congratulations222022 - Issue 3 | caveatemptor
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 Ontario Public Buyers Association 2022 Governing Board ADVISORY COMMITTEE Professional Development Robin Gallo Regional Workshops Sharon Telfer Principles Program Jennifer Ahern NIGP Education Jackie Osti Conference EXECUTIVE COMMITTEE Tina Iacoe President Tony Cetra Vice President Kim Squires Secretary Michelle Rasiulis Treasurer Marie Kavanagh Director,DevelopmentProfessional Lori Jackson Director, Relationships Melissa Mordue Director, Communications Michelle Palmer Past President ADVISORY COMMITTEE Communications Scott Agnello Technology Marina McLaughlan Marketing Colleen Selkirk Newsletters and Brochures OPBA CENTRAL OFFICE Rozalyn Werner-Arcé Executive Director Derek Duong Special Projects Assistant –Membership and Learning Carley Guerin Special Projects Assistant –Communications Nisarg Toliya Membership and SpecialistLearning ADVISORY COMMITTEE Relationships Victoria Mirlocca Post StudentSecondary/Relations Victoria Mirlocca OtherAssociationsProfessional Jazz Thandi Industry Trends / Legislation
