Committee - Corporate Services Agenda Preview — June 11, 2026

Summary

One-sentence summary: The June 11, 2026 Committee - Corporate Services agenda includes Bill 97 Impacts on MFIPPA Legislation and 2025 Licensing, Marriage, and Commissioning Overview.

On June 11 at 5:30 PM, the Council will consider reports detailing upcoming legislative changes under Bill 97 that will expand Freedom of Information response deadlines starting July 1, 2026, adding extension options to help agencies manage large requests. These timelines address rising request volumes during an election year. Starting January 1, 2027, mandatory Privacy Impact Assessments will apply city-wide to programmes including recreation registrations and transit applications, requiring all employees to undergo training regardless of their division or current role. To assist with these obligations without straining resources, the City anticipates a shared internship beginning August 2026 while purchasing specialized software in 2027 with estimated annual costs around $8,640 plus setup fees and taxes exceeding $10,500 total. Simultaneously, Corporate Services will present data on Owen Sound's 2025 licensing and marriage services, where weekday "Marriage in Minutes" ceremonies dominated the schedule while lottery licence fees were retained provincially but local raffles persisted.

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2 CALL FOR ADDITIONAL BUSINESS

CALL FOR ADDITIONAL BUSINESS

3 DECLARATIONS OF INTEREST

DECLARATIONS OF INTEREST

4 CONFIRMATION OF MINUTES

CONFIRMATION OF MINUTES
4.a
Minutes of the Corporate Services Committee meeting held on May 7,

5 DEPUTATIONS AND PRESENTATIONS There are no deputations or presentations.

DEPUTATIONS AND PRESENTATIONS
There are no deputations or presentations.

6 PUBLIC FORUM

PUBLIC FORUM

7 CORRESPONDENCE RECEIVED FOR WHICH DIRECTION IS REQUIRED There are no correspondence items being presented for consideration.

CORRESPONDENCE RECEIVED FOR WHICH DIRECTION IS REQUIRED
There are no correspondence items being presented for consideration.

8 REPORTS OF CITY STAFF 8.a

REPORTS OF CITY STAFF
8.a
8.b
Clerks

8.a Report CR-26-059 from the Information and Privacy Coordinator Re: Bill

1
Report CR-26-059 from the Information and Privacy Coordinator
Re: Bill 97 Impacts on MFIPPA Legislation

THAT in consideration of Staff Report CR-26-059 respecting the impacts of
the Plan to Protect Ontario Act (Budget Measures), 2026 (Bill 97) on the
Municipal Freedom of Information and Protection of Privacy Act (MFIPPA), the
Corporate Services Committee recommends that City Council receive the
report for information purposes.

Highlights:






MFIPPA is the Municipal Freedom of Information and Protection of
Privacy Act.
Bill 97 introduced changes to MFIPPA; some come into effect July 1,
2026, and others come into effect on January 1, 2027.
Important July 1, 2026 changes include: longer response times for
Freedom of Information (FOI) requests, second time extension
option, and staged access plans.
Important January 1, 2027 changes include: privacy safeguards,
mandatory privacy impact assessments, and mandatory privacy
breach reporting.

Vision 2050 - Strategic Plan Alignment:
Strategic Plan Priority: The recommendation contributes to core service
delivery or a corporate initiative that enables service delivery for one or more
strategic priorities.
Staff Report CR-26-059: Bill 97 impacts on MFIPPA legislation
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Previous Report/Authority:
Bill 97, Plan to Protect Ontario Act (Budget Measures), 2026
Municipal Freedom of Information and Protection of Privacy Act (MFIPPA)
Report CR-26-006 Re: FOI 2025 Year in Review

Background:
Bill 97 was introduced on March 26, 2026, to reform the province’s access
and privacy legislation. After less than a month of consideration, and with
limited committee review or public consultation, the bill received royal assent
on April 24, 2026.
This report outlines the most impactful changes in Schedule 11 of Bill 97 that
will be updated in MFIPPA.

Analysis and Options:
Schedule 11 of Bill 97 outlines the changes to MFIPPA. Some amendments
are coming into effect on July 1, 2026, while others will take effect on
January 1, 2027.

Important Changes Effective July 1, 2026
Longer response timelines
Response timelines will be counted in “business days” rather than calendar
days. A “business day” is any day that is not a Saturday or a holiday. The
new timelines are explained in the chart below.
Type of Deadline

Current Deadline

New Deadline

Issue a decision

30 calendar days

45 business days

Transfer or forward a request

15 calendar days

15 business days

Notice to an affected party

30 calendar days

30 business days

Affected-party response deadline 20 calendar days

20 business days

Period to consider affected-party
representations

10 business days

10 calendar days

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Type of Deadline

Current Deadline

New Deadline

Appeal period

30 calendar days

30 business days

The current timelines and deadlines will remain in effect until July 1, which
means some requests received in June may span both systems.
Second Time Extension
Currently, staff may only issue a single time extension in two circumstances:
1.

If the request is for a large number of records or a large number of
records need to be searched, and the timeline would unreasonably
interfere with the operations of the City; or

2.

If outside consultation is required, and the request cannot be
reasonably completed within the timeline.

Beginning July 1, the City will be able to issue a second time extension in
three circumstances:
1.

If the requester consents to the extension;

2.

If the number of responsive records is significantly more than
initially identified; or

3.

If one of the following arises, provided that it was not reasonably
foreseeable when the time limit was initially extended:
a.

A knowledgeable employee is unable to respond; or

b.

Additional consultations become necessary to respond.

The option of a second time extension will provide staff with more flexibility
when processing large requests in the prescribed circumstances outlined
above. For requesters, this may lead to longer wait times for the release of
records.
Staged Access Plans
Currently, MFIPPA does not allow for staged access plans. Beginning July 1,
staged access plans will be permitted. A staged access plan will allow the
City to:
1.

divide a request into separate categories of records and set out the
areas of the institution to be searched for those records; and

2.

establish a schedule that sets out:

Staff Report CR-26-059: Bill 97 impacts on MFIPPA legislation
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a.

whether or not access to records, or parts of those records, will
be given or an indication of when such decisions respecting
access to records will be made; and

b.

when access to the records, or parts of those records, is to be
given or, if necessary, when the records, or parts of those
records, are to be produced.

The City will be able to issue a plan for staged access to records when:







the time required to search for responsive records would
unreasonably interfere with the regular duties of employees of the
institution;
the scope of the request is overly broad because of the period of
time it covers;
the preparation of responsive records for disclosure would
unreasonably interfere with the operations of the institution due to
their volume; or
the person who made the request has submitted other requests to
the institution and the person’s requests would, collectively,
unreasonably interfere with the operations of the institution.

Requesters will be required to provide a written response to the access plan
within 30 business days, to indicate:
1.

their acceptance of the plan;

2.

any proposed amendments; or

3.

any modifications to the scope of the plan.

If a requester doesn’t respond within 30 business days, the request may be
deemed abandoned. A requester can appeal the City’s initial decision to
propose a plan, but once it has been amended, the access plan isn’t subject
to an appeal.
Time Conclusions
With the year-over-year increase in Freedom of Information (FOI) requests,
staff believe that longer response times, the ability to request a second
extension, and the ability to stage access for large requests will help ease
the burden.
While the longer timelines will help ease the strain of meeting deadlines,
staff wish to emphasize that these tools do not reduce the overall volume of
work required to process FOI requests. In practice, staff anticipate managing
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more requests concurrently, which adds to the complexity of the work. Staff
will need to make additional effort to ensure each request is handled
accurately and within the new prescribed timelines. While the total workload
remains unchanged, the revised framework provides staff with greater
flexibility and a longer timeframe to complete these responsibilities
effectively. It is also anticipated that additional communication will be
required with requesters frustrated with the longer response timelines.

Important Changes Effective January 1, 2027
Privacy Safeguards
The City must take reasonable steps to ensure personal information in its
custody or control is protected against theft, loss, and unauthorized copying,
modification, or disposal.
Privacy Impact Assessments and Prescribed Content Requirements
As previously alluded to in staff report CR-26-006, Privacy Impact
Assessments (PIAs) will be required under MFIPPA starting in 2027. This
aligns with legislative changes made to the Freedom of Information and
Protection of Privacy Act (FIPPA) under Bill 194 in 2025.
A Privacy Impact Assessment (PIA) is a written evaluation that is prepared
before collecting personal information. At a minimum, a PIA contains:
1.

The purpose for which the personal information is intended to be
collected, used and disclosed, as applicable, and an explanation of
why the personal information is necessary to achieve the purpose.

2.

The legal authority for the intended collection, use and disclosure of
the personal information.

3.

The types of personal information that is intended to be collected
and, for each type of personal information collected, an indication
of how the type of personal information is intended to be used or
disclosed.

4.

The sources of the personal information that is intended be
collected.

5.

The position titles of the officers, employees, consultants or agents
of the institution who will have access to the personal information.

6.

Any limitations or restrictions imposed on the collection, use or
disclosure of the personal information.

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7.

The period of time that the personal information would be retained
by the institution, in accordance with subsection 30(1).

8.

An explanation of the administrative, technical and physical
safeguards and practices that would be used to protect the personal
information in accordance with subsection 30(5) and a summary of
any risks to individuals in the event of a theft, loss or unauthorized
use or disclosure of the personal information.

9.

The steps to be taken by the institution,
a.

to prevent or reduce the likelihood of a theft, loss or
unauthorized use or disclosure of personal information from
occurring, and

b.

to mitigate the risks to individuals in the event of such an
occurrence.

10. Such other information as may be prescribed.
Each PIA must be conducted before collecting personal information, or within
a reasonable time after collecting it. Further, the PIA must be updated before
any significant change to the purpose of the collection takes place.
Mandatory Privacy Breach Reporting
The City must report any theft, loss or unauthorized use or disclosure of
personal information if it is reasonable to believe that there is a real risk of
significant harm to an individual. The report is to be made to the Information
and Privacy Commissioner (IPC) and to the affected individual.
Further, the City must keep a record of every reported theft, loss, or
unauthorized use or disclosure of personal information, provide it to the IPC
upon request, and include it in the annual statistical report to the IPC.
Privacy Conclusions
As privacy safeguards, PIAs, and mandatory privacy breach reporting are
newly legislated, and as these represent additional responsibilities for the
City, staff are working on an implementation plan and a staff education plan
in consultation with the Strategic Leadership Team. Staff anticipate reporting
back to committee on these plans in the fall.

Resource Alignment:
Financial Resources
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No indication was provided in Bill 97 that any FOI fees charged to requesters
would change. As previously mentioned, the City can recoup only a fraction
of the costs associated with administering the Freedom of Information
program through fees charged to requesters.
The current software acquisition budget will be used to purchase an
additional module, “PIA” from Vayle (the City’s current FOI management
software provider) to assist in conducting and managing privacy impact
assessments beginning in 2027. The 2027 annual cost of the Vayle PIA
module is $8,640, plus a one-time setup fee of $1,950, plus taxes.

Human Resources
The current workload related to FOI requests is high. For the period from
January 1 to May 15, 2026, 64 requests have been received (42 from OSPS
and 22 from others), of which 2 required an extension due to the volume of
records involved. In 2025, 95 requests were completed, suggesting the City
will continue the year-over-year increase in the number of requests received.
As PIAs will be a new exercise for the City, training will be required. Staff
have attended one PIA training session and hope additional training will be
offered as January 2027 approaches.
The fact that 2026 is a municipal election year places additional strain on the
limited resources available. The Association of Municipal Managers, Clerks
and Treasurers of Ontario (AMCTO) is lobbying the provincial government to:





ensure that municipalities have access to tools and resources
required to implement changes;
amend implementation timelines to allow municipalities to achieve
compliance while continuing to deliver essential services to the
public, particularly as it relates to the requirement for privacy
impact assessments; and
provide legislative clarity on several provisions.

Additionally, all City staff will be impacted by the new legislative
requirements. While the Clerks division will coordinate PIAs, this is a
corporate obligation that will affect staff across the City. Content experts will
be required to contribute to PIAs that affect their area. Education will be
required for all staff, focusing specifically on PIAs and generally on privacy
best practices.

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At a minimum, larger PIAs will need to be added to staff work plans as
projects. At this time, it is unknown how many PIAs the City will need to
undertake or how much time they will require. The amount of time required
will be influenced by the complexity of the PIA and the sensitivity of the data
involved.
Staff will provide a report later this year, outlining further details of an
implementation plan for PIAs, once additional information (such as updated
regulations in MFIPPA) is available, and a plan has been developed in
consultation with the Strategic Leadership Team.
To support staff in implementing the plan, the City has applied to the
Municipal Innovation Internship Program, administered by the Association of
Municipal Managers, Clerks and Treasurers of Ontario (AMCTO) and Mitacs.
This program matches Ontario municipalities with post-secondary students
for eight-month innovation or research projects. Through the City’s project,
“Modernizing Privacy Processes,” an intern would help review current privacy
practices and develop new processes and resources to support Privacy
Impact Assessments (PIAs) and privacy best practices. The program costs
$30,000, shared equally by the City and Mitacs, and the internship runs from
January to August 2027.

Time and Scheduling
Due to the volume of FOI requests described above, the Information and
Privacy Coordinator is spending most of their time on FOI requests, and
other responsibilities are not being completed. This includes records
management tasks such as disposition of electronic and physical records,
staff education, policy development, and file management.
At this time, it is unknown what the ongoing demands of PIAs and privacy
obligations will be. Staff will work with the Strategic Leadership Team to
determine the best way to meet the additional legislative obligations, given
limited staff resources.

Technology and Infrastructure
The Vayle PIA module, “PIA”, will assist in conducting and managing privacy
impact assessments. The cost is outlined under Financial Resources above.
This software will automate and optimize the PIA process to provide:


Step-by-step workflow ensuring consistent assessment processes.

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




Task management and assignment for clear responsibility
allocation.
Risk analysis for early privacy risk identification.
Program dashboard for better monitoring and identifying potential
privacy risks.
Electronic tracking and reporting to save time and reduce
administration costs.

Climate and Environmental Impacts:
There are no anticipated climate or environmental impacts.

Communication and Engagement:
This report was posted to the City’s website with the agenda in advance of
the meeting.
The City’s Freedom of Information webpage will be updated on July 1, 2026
and January 1, 2027, to reflect the relevant legislative changes.

Report Developed in Consultation With:
City Clerk and Manager of Legislative Services

Attachments:
None.
Reviewed by:
Briana Bloomfield, City Clerk
Kate Allan, Director of Corporate Services
Submission approved by:
Tim Simmonds, City Manager
For more information on this report, please contact Desirée van Dijk,
Information and Privacy Coordinator at dvandijk@owensound.ca or 519-3764440, extension 1222.

Staff Report CR-26-059: Bill 97 impacts on MFIPPA legislation
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MFIPPA Changes from Bill 97
Corporate Services Committee

June 11, 2026

so 11

nt to live

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Bill 97 Introduction
• Introduced on March 26, 2026, Royal Assent on April 24, 2026
• Significant changes to access to information and privacy laws
• Two types of changes: FOI and privacy
• FOI changes provide more time and more flexibility
• Privacy changes create new obligations for municipalities

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FOI: Longer Response Timelines
Effective July 1, 2026

Issue a decision
Transfer or forward a request
Notice to affected-party

Current
Deadline
30 days
15 days
30 days

45 business days
15 business days
30 business days

Affected-party response deadline

20 days

20 business days

10 days

10 business days

30 days

30 business days

Type of Deadline

Period to consider affected-party
representations
Appeal period

New Deadline

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3

FOI: Additional Tools
Effective July 1, 2026

Second time extension where:
• Requester consents to an extension, or
• Number of responsive records is much more than initially
identified, or
• One of the following arises:
o A knowledgeable employee is unable to respond; or
o Additional consultations become necessary to respond.
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4

FOI: Additional Tools continued
Effective July 1, 2026

Staged Access Plans are used where:
• The time required would unreasonably interfere with the
regular duties;
• The scope of the request is overly broad (time period);
• The preparation would unreasonably interfere with operations
(volume);
OR
• One person, multiple requests that interfere with operations
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5

FOI: Conclusion
Effective July 1, 2026

• New timelines
o ease deadline pressure
o more flexibility to respond
• However, the amount of work on each file stays the same
• Number of requests continues to rise

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6

Privacy: Safeguards
Effective January 1, 2027

The City must take reasonable steps to ensure
personal information in its custody or control is
protected against theft, loss, and unauthorized
copying, modification, or disposal.

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7

Privacy: Privacy Impact Assessments (PIA)
Effective January 1, 2027

What is a PIA?
• A PIA is a risk management tool used to identify and
reduce privacy risks before new or changed programs,
systems, or processes involving personal information are
implemented.
• PIAs apply to the collection, use, disclosure, retention,
and protection of personal information across programs,
technologies, and information.
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8

Privacy: Mandatory PIAs
Effective January 1, 2027

Examples of where PIAs will be required:
• Recreation program registrations (soccer, art camps, etc.)
• Tax and water billing
• Transit applications
• Fire investigation reports
• Donations to the Art Gallery
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9

Privacy: Mandatory Breach Reporting
Effective January 1, 2027

The City must:
• Report to IPC any theft, loss, or unauthorized use or disclosure where
reasonable risk of significant harm to an individual.
• Keep a record of every reported theft, loss, or unauthorized use or
disclosure of personal information.
• Provide the record to the IPC if requested and include it in the annual
statistical report to the IPC.

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Privacy: Next Steps
• In 2026
• Education on PIAs
• Create a corporate personal information inventory
• In 2027
• Create policies, procedures, etc.
• Create a schedule for the creation and monitoring of PIAs
• Undertake 1-2 PIAs

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Thank you

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Staff Report
Report To:

Corporate Services Committee

Report From:

Briana Bloomfield, City Clerk

Meeting Date:

June 11, 2026

Report Code:

THAT in consideration of Staff Report CR-26-060 respecting the 2025
licensing, marriage, and commissioning overview, the Corporate Services
Committee recommends that City Council receive the report for information
purposes.

Highlights:


In 2025:
o
o
o



The City generated $122,625 in gross revenue from licensing,
marriages, and commissioning;
There were 75 business licenses, 89 lottery licenses and 211
marriage licenses issued; and
87 civil marriages were performed.

For questions or to book an appointment for licensing, marriage, or
commissioning services, email lkazarian@owensound.ca or call 519376-4440 ext. 1268.

Vision 2050 - Strategic Plan Alignment:
Strategic Plan Priority: The recommendation contributes to core service
delivery or a corporate initiative that enables service delivery for one or more
strategic priorities.

Staff Report CR-26-060: 2025 Licensing, Marriage, and Commissioning Overview
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Previous Report/Authority:
Commissioners for Taking Affidavits Act
Vital Statistics Act
Business Licensing By-law
Charitable Solicitations on Highways By-law
Lottery Licensing By-law

Background:
In early 2025, Service Review Project 1a5, a review of Civil Marriage
Services, was completed. Following the completion of this review, and to
keep Committee, Council, and the public apprised of statistics related to
licensing, marriages, and commissioning, staff are presenting this overview
report and intend to provide annual updates on a go-forward basis. This
approach will establish a baseline for tracking trends over time.

Analysis and Options:
Outlined below are statistics from 2025 respecting licensing, marriages and
commissioning. Staff will continue to provide annual updates and when
necessary, more fulsome reviews of specific services.
Overview of licensing, marriage, and commissioning statistics:
Total

Gross
Revenue

Estimated
Process Time
Per Application

Business Licenses Issued

75

$19,800

90 minutes

Civil Marriages Performed

87

$30,600

60 minutes

Commissioning Completed

86

$3,900

15 minutes

Death Permits Issued

551

$22,600

15 minutes

Lottery Licenses Issued

89

$13,500

45 minutes

Marriage Licenses Issued

211

$31,700

30 minutes

Municipal Information Form
and Compliance Letters
Submitted (AGCO)*

5

$500

45 minutes

Type

Staff Report CR-26-060: 2025 Licensing, Marriage, and Commissioning Overview
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Estimated
Process Time
Per Application

Type

Total

Gross
Revenue

Tag Day Licenses Issued**

1

$25

30 minutes

1105

$122,625

535 hours

Total

*A Municipal Information Form and accompanying compliance letters must
be provided to the Alcohol and Gaming Commission of Ontario (AGCO) to
support an application for a new liquor sales licence or for an extension of a
licensed premise to an existing liquor licence. The Licensing and Marriage
Coordinator coordinates this process for applicants. This is typically
processed for new businesses or for businesses that have a change of
ownership.
**Tag Day Licenses are issued in accordance with the City’s Charitable
Solicitations on Public Highways By-law. It permits groups that undertake
charitable or patriotic work to request donations on certain days. An example
of this is when the Scouts organization accepts donations and provides an
apple or a tag to those who provide a donation.
A further breakdown of statistics relating to business licensing, civil
marriages, and lottery licensing is provided below.
Business Licence statistics:
Business Type

Total

Food Truck

2

Change of Ownership

5

General Business

34

Hawker Peddler

16

Home Occupation

9

Relocations

6

Taxi

3

Total

75

Overall, 75 business applications were processed across seven categories,
highlighting steady commercial activity throughout the reporting period.

Staff Report CR-26-060: 2025 Licensing, Marriage, and Commissioning Overview
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Civil Marriage statistics:
Civil Marriage Type

Total

Just Say Yes Valentine's Day Event

12

Weekday - Marriage in Minutes

51

Weekday - Regular

3

Evening/Weekend - Regular

21

Total

87

Civil marriages remain a popular service offered by the City. The Just Say
Yes Valentine's Day Event was sold out in both 2024 and 2025, and Marriage
in Minutes has become the most utilized type of civil marriage, accounting
for 60% of all weddings performed in 2025.
Lottery Licence statistics:
Lottery Licence Type

Total

Bingo

6

Break Open Ticket

5

Raffle

58

Total

69

Online lotteries have become increasingly popular in recent years, and these
licenses are issued by the AGCO, which also retains the license fees. While
online lotteries have reduced the number of licenses the City issues, many
licenses are still processed in-house, particularly raffle licenses.

Next Steps
The Lottery Licensing By-law and Charitable Licenses on Highways By-law
are outdated and require review. The By-law Supervisor is currently
developing a regulatory by-law review schedule, and all licensing by-laws will
be incorporated into this process to ensure they are reviewed regularly and
on an ongoing basis. Staff anticipate reviewing these two by-laws in 2027;
however, the timing will depend on the overall departmental work plan and
project priorities for that year.
Appointments are encouraged for commissioning, lottery licensing, marriage
licensing and civil marriage inquiries. Staff will be investigating an online
booking model, in which members of the public can review an appointment
Staff Report CR-26-060: 2025 Licensing, Marriage, and Commissioning Overview
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calendar and select the day and time that best suits their needs. This will
create efficiencies for staff and improve customer service.

Resource Alignment:
Financial Resources
The gross revenue in 2025 from licensing, marriages, and commissioning
was $122,625.
Staff continue to monitor fees and charges as part of the fees and charges
review.

Human Resources
The Licensing and Marriage Coordinator is the staff member responsible for
licensing, including the registration of deaths, the issuance of lottery,
marriage, and business licenses, the commissioning of documents, and the
coordination of civil marriages. This position also manages parking ticket
appeals, processes payments for Clerk fees, arranges catering for Council
meetings, assists with the municipal election, and books City facilities for
weddings.
As noted in the first chart of the report, the Licensing and Marriage
Coordinator is estimated to spend approximately 535 hours on issuing
licenses, permits, performing civil marriages, and commissioning documents.

Time and Scheduling
N/A.

Technology and Infrastructure
Cloudpermit is a software platform currently used by By-law Enforcement
and Building Services, with Planning in the process of implementation. The
use of Cloudpermit for licensing will be investigated in the future to create a
more efficient process for staff and the public.

Climate and Environmental Impacts:
There are no anticipated climate or environmental impacts.

Staff Report CR-26-060: 2025 Licensing, Marriage, and Commissioning Overview
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Communication and Engagement:
The City’s website remains the best place to find information about licensing,
marriage, and commissioning services.
The public are encouraged to book an appointment for service by emailing
lkazarian@owensound.ca or by calling 519-376-4440 ext. 1268.

Report Developed in Consultation With:
Licensing & Marriage Coordinator

Attachments:
None.
Reviewed by:
Kate Allan, Director of Corporate Services
Submission approved by:
Tim Simmonds, City Manager
For more information on this report, please contact Briana Bloomfield, City
Clerk at bbloomfield@owensound.ca or 519-376-4440 ext. 1247.

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2025 Licensing, Marriage and
Commissioning Overview
Corporate Services Committee Meeting

June 11, 2026
Page 35 of 88

2025 Licensing, Marriage & Commissioning Stats
Type

Total

Gross Revenue

Business Licenses Issued
Civil Marriages Performed
Commissioning Completed
Death Permits Issued

75
87
86
551

$19,800
$30,600
$3,900
$22,600

Lottery Licenses Issued
Marriage Licenses Issued
Municipal Information Form
and Compliance Letters
Submitted (AGCO)
Tag Day Licenses Issued

89
211

$13,500
$31,700

5

$500

1

$25

Total

1105

$122,625

Page 36 of 88 2

Business Licence Stats
Business Type

Total

Food Truck
Change of Ownership
General Business
Hawker Peddler

2
5
34
16

Home Occupation
Relocations
Taxi

9
6
3

Total

75

Page 37 of 88 3

Civil Marriage Stats
Civil Marriage Type
Just Say Yes Valentine’s Day Event
Weekday – Marriage in Minutes

Total
12
51

Weekday – Regular
Evening/Weekend – Regular
Total

3
21
87

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Lottery Licence Stats
Lottery Licence Type
Bingo
Break Open Ticket

Total
6
5

Raffle
Total

58
69

Page 39 of 88 5

Next Steps
• In 2027:
• Lottery Licensing By-law Review
• Charitable Licenses on Highways By-law Review
• Investigate an online booking model
• 2026 Overview Report

Page 40 of 88 6

Report Recommendation
THAT in consideration of Staff Report CR-26-060

respecting the 2025 licensing, marriage, and
commissioning overview, the Corporate Services

Committee recommends that City Council receive
the report for information purposes.

Page 41 of 88 7

Staff Report
Report To:

Corporate Services Committee

Report From:

Lauren Stewart, Purchasing and Claims Coordinator

Meeting Date:

June 11, 2026

Report Code:

THAT in consideration of Staff Report CR-26-061 respecting the Procurement
Policy, the Corporate Services Committee recommends that City Council
direct staff to:
1.

2.

Bring forward by-laws to:
a.

Adopt Procurement Policy No. AF009 and repeal Purchasing Bylaw No. 2020-002;

b.

Amend Delegation of Powers and Duties By-law No. 2014-109
as outlined in the report; and

Give notice of the Procurement Policy in accordance with Notice Bylaw No. 2018-022.

Highlights:






The Procurement Policy has been updated to reflect current best
practices, legislative requirements and City needs, replacing the
previous Purchasing By-law (2020-002).
Approval thresholds have been increased to improve efficiency
while maintaining appropriate oversight and compliance with trade
agreements.
The policy supports a streamlined procurement process by
maintaining Council’s focus on budget approval and strategic
direction, while authorizing staff to proceed with procurements that
fall within approved budgets.
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

New sections, appendices, and clearer processes (e.g., contract
management, reporting, bid irregularities) improve transparency,
consistency, and usability for staff and suppliers.

Vision 2050 - Strategic Plan Alignment:
Strategic Plan Priority: The recommendation contributes to core service
delivery or a corporate initiative that enables service delivery for one or more
strategic priorities.

Previous Report/Authority:
By-law No. 2020-002 – Procurement of Goods and Services

Background:
Legislation
In addition to case law, public procurement is guided by various legislation,
including the following:
Municipal Act:
Section 270 of the Municipal Act, 2001, requires municipalities to adopt
and maintain policies related to various matters, including
the procurement of goods and services, as well as the delegation of powers
and duties.
City of Owen Sound Delegation of Powers and Duties By-law:
The proposed Procurement Policy will replace the current Purchasing By-law.
As a result, a housekeeping amendment to the Delegation of Powers and
Duties By-law No. 2014-109 will be required to update references to the
Purchasing By-law within Schedule A and any other applicable references.
Buy Ontario Act:
In 2022, BOBIA (Building Ontario Business Initiatives Act) was introduced,
which encourages buying Ontario, and included OPS (ministries and
provincial agencies) and BPS (hospitals, school boards, and schools).
The Procurement Restriction Policy came into effect in March 2025, which
was the Province’s response to US tariffs. This policy is still in force.

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Bill 72, the Buy Ontario Act, was passed in December 2025 and will repeal
BOBIA.
On March 30, 2026, the Province released the Municipal Buy Ontario
Procurement Directive, establishing new requirements for municipal
procurement practices. The strategic objectives of the directive are to protect
Ontario’s jobs and businesses, promote and build key industries, and
strengthen economic resilience.
Key implementation dates for municipalities include:




General compliance: April 13, 2026
Fleet procurement requirements: April 13, 2026
Capital infrastructure requirements: May 15, 2026

The initial directives issued under the Buy Ontario Act focus on:




Capital Infrastructure and Construction:
Requiring municipalities to incorporate considerations for Ontario
and Canadian goods, services, and supply chains. This includes
requirements to give preference to Ontario/Canadian materials and
services, to mandate Domestic Supply Chain Plans from bidders,
and to add weighted evaluation criteria or considerations for
domestic supply chains.
Light Duty Fleet Vehicles:
Requiring municipalities to prioritize the procurement of vehicles
manufactured in Ontario (MIO) or from Ontario Vehicle Producers
(OVP), subject to availability and operational requirements.

Impacts:
The implementation of the Municipal Buy Ontario Procurement Directive will
have significant operational, financial, and administrative implications for
municipal procurement practices. Key impacts include:




Shift in award outcomes: Procurement decisions may no longer
result in awards to the lowest price bid (Quotations, Tenders) or
highest overall scored proposal (Proposals), where domestic supply
chain considerations are applied.
Increased procurement complexity: New evaluation criteria,
mandatory domestic supply chain plans, and documentation
requirements will add complexity to procurement processes and
may lengthen solicitation timelines.

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









Reduced compliant bidders and market limitations: The
requirement to prioritize Ontario/Canadian goods and services may
reduce the number of compliant bidders in certain sectors,
particularly where specialized goods, infrastructure components, or
fleet vehicles have limited domestic availability.
Supply chain and availability risks: The City may experience
challenges in sourcing Ontario-made / Canadian-made materials or
compliant fleet vehicles, potentially impacting project scheduling,
delivery timelines, and budget.
Administrative and compliance burden: Staff will require
enhanced capacity for documentation, evaluation weighting,
contract management, and audit readiness. Stronger internal
controls and record-keeping systems will be necessary to show
compliance.
Fiscal and capital budget pressures: Domestic supply chain plan
requirements may result in higher project costs in some categories,
placing additional pressure on operating and capital budgets.
Non-compliance risk: Non-compliance with provincial directives
may result in financial consequences, including the potential
withholding of provincial funding.

The full operational, financial, and administrative impact of these
directives is not yet fully known, as implementation details continue to
evolve and limited provincial guidance and support have been provided to
date, creating uncertainty regarding staff resourcing and workload
implications.

Analysis and Options:
Reasons for Updated Policy:
Updating the procurement policy ensures the organization remains
compliant, transparent, and operationally effective by aligning purchasing
practices with current legislation, market conditions, internal controls, and
evolving expectations for accountability, risk management, and value for
money. The following reasons were the primary drivers of this update:


The Purchasing By-law was last updated in December 2019. The
best practice for policy review is every five (5) years to ensure
regular compliance with relevant legislation and best practices.

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



The previous document was structured as a by-law, whereas
procurement is more appropriately governed through a policy
framework that allows administrative flexibility.
Current thresholds and approval authorities no longer reflect
current market conditions or operational realities.
o

o




The update to thresholds is particularly important in the
context of evolving provincial procurement requirements under
the Buy Ontario Act and associated directives.
The introduction of new requirements—such as domestic
supply chain considerations, additional evaluation or
commitment criteria, and increased documentation
obligations—adds complexity and administrative effort to
procurement processes, particularly for competitive
procurements.

Staff feedback identified inefficiencies, unclear processes, and
administrative bottlenecks.
Opportunity to align with the City’s upper-tier Grey County
practices and broader municipal best practices.

Benchmarking:
In developing this policy, a review of 22 other municipalities was conducted
to inform best practices and support policy development.
Emphasis was placed on reviewing the procurement practices of comparator
and neighbouring municipalities, including:









Brockville
Cobourg
Collingwood
Huntsville
Orangeville
Meaford
Saugeen Shores
Town of Blue Mountains

Additionally, several sections of the policy were drawn from the County of
Grey’s procurement policy to align with the upper tier municipality.

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Benchmarking Findings:
Procurement Staffing Capacity
Upon review of our municipal comparators, it was noted that most
municipalities operate with either decentralized procurement functions or
additional procurement staffing capacity. Decentralized procurement function
refers to staff supporting functions of the procurement processes such as
posting their own solicitations, issuing purchase orders, and supporting the
award process. The City operates with a primarily centralized model
with limited staffing, reinforcing the need for streamlined processes.
Authority to Award and Thresholds





8 of 9 municipalities provide staff with authority to award contracts
where sufficient budget has been approved.
50% of municipalities have direct purchase thresholds consistent
with the proposed increase.
56% of municipalities utilize open competition thresholds of
$100,000 or greater.
Only one municipality has updated its procurement policy following
the release of the Municipal Buy Ontario Procurement Directive.

Attached to this report is a full overview of the benchmarking research
completed (Attachment 2).
Internal Feedback:
In April 2026, an internal survey was conducted to collect data and identify
barriers with the current purchasing policy and processes. This was sent
directly to staff involved in procurement, including the Strategic Leadership
Team, Managers, Project Leads, and Administrative Staff.
Survey Findings




Staff feedback identified that the current purchasing thresholds and
approval processes create administrative inefficiencies and can
impact timely project delivery. Of survey respondents, 56%
indicated that current thresholds “often” or “always” require a more
formal procurement process than necessary, while 72% also
identified low dollar thresholds as one of the biggest challenges
with the current purchasing by-law.
Comments received through the survey supported increasing
procurement thresholds and streamlining approval requirements to

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



reduce administrative burden, improve project delivery timelines,
and better align procurement processes with operational needs.
Survey responses demonstrated that competitive procurement
processes require a significant staff time commitment. For staff who
had served as project leads on an RFP (Request for Proposal) or
RFT (Request for Tender), the majority indicated that specification
development alone typically required 6-10 hours to complete.
Similarly, staff who participated as evaluators on competitive
procurements reported that RFP evaluation commonly required
between 6 and 10 hours per project.

These findings directly informed the policy revisions.

Procurement Policy Changes:
Below is an overview of the proposed procurement policy changes:
1.

Policy Structure

The purchasing document is structured as a policy, rather than a by-law,
because its purpose is to guide the exercise of purchasing discretion, not to
create enforceable legal obligations.
A by-law is a legislative instrument that allows a municipality to impose
obligations and prohibitions and to enforce compliance through fines or other
penalties. That enforcement function is not required or appropriate in the
procurement context. The City does not fine staff or suppliers “under” a
purchasing by-law.
Instead, this policy sets out the City’s approach to procurement to ensure
consistency, transparency, fairness, and accountability in how purchasing
decisions are made. It establishes internal rules and expectations for staff,
providing clear direction on processes, approvals, and authorities while
allowing the necessary administrative flexibility to respond to operational
needs and market conditions.
2.

3.

Clarity
a.

Updated Definitions Section to align with municipal procurement
standards.

b.

Small verbiage changes have been made to the Procurement Policy
to reflect procurement best practices and current City practices.

Appendices
a.

Removed “Exceptions” from the body of the policy to an Appendix
(Appendix A - Exceptions) for clarity and ease of navigation.
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b.

4.

New Appendix B – Authorization and Procurement Methods for a full
overview of the procurement process, including Method, Value,
Procurement and Solicitation Method, Number of Suppliers,
Authority to Issue, Approve and Execute, whether or not the
purchase would be included in the Bi-Annual Council Report, and
Payment Method.

Section Changes
a.

General Modifications
i.

b.

c.

Council
i.

Modification to Council role to include providing the authority
for the initiation and completion of procurement processes
for goods and services through the approval of the annual
operating budget, capital plan, resolutions or by-law.

ii.

This will allow staff to proceed with an award through
delegation, should the project come within budget. Should the
project not come in on budget and over $250,000, an award
report will be provided to Council as per Appendix B –
Authorization and Procurement Methods.

iii.

Clarification has been added that staff are not authorized to
transfer funds between approved budgets, charge unrelated
expenses to project budgets, or use surplus funds from one
project to cover deficits in another project without prior Council
approval.

City Manager and Director of Corporate Services
i.

d.

Where a Section is not mentioned, there are no significant
modifications and 2.b applies.

New section to detail Authority and Responsibilities of City
Manager and Director of Corporate Services.

Standard Procurement
i.

Definitions of Procurement Methods and appropriate uses have
been included to articulate processes. This includes Direct
Purchases, Invitational Competitive Bids (Request for
Quotations), Open Competitive Bids (Request for Tenders,
Proposals, Expression of Interests, Information, and Supplier
Qualifications).

ii.

Thresholds and approval authorities have been revised to
streamline procurement processes. This allows for more
Staff Report CR-26-061: Procurement Policy
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efficient, faster procurement while still ensuring appropriate
oversight. The thresholds are below both the Canadian Free
Trade Agreement (CFTA) and the Comprehensive Economic
Trade Agreement (CETA) thresholds.
iii.

The proposed approval authorities align with the majority of
comparator municipalities reviewed. Council retains authority
through budget and project approvals, and approvals of
procurements exceeding approved budgets. The change
reduces administrative reporting requirements while
maintaining Council oversight of financial decisions.
Table 1 - Thresholds
Procurement
Method

Current
Threshold

Revised
Thresholds

Direct Purchase

Up to $9,999

Up to $25,000

Invitational
Competitive Bids

$10,000 to
$49,999

$25,000 to
$125,000

Open Competitive
Bids

$50,000 and
greater

$125,000 and
greater

Table 2 – Authority to Approve
Procurement
Method

Current
Authority to
Approve

Revised
Authority to
Approve

Direct Purchase

Director

As designated by
Department
Director.

Invitational
Competitive Bid
($25,000 to $50,000)

Purchasing Agent

Purchasing Agent

Invitational
Competitive Bid
($50,000 to
$125,000)

n/a

Director of
Corporate
Services

Open Competitive Bid
(under $250,000)

Director of
Corporate
Services

Director of
Corporate
Services or City
Manager

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Open Competitive Bid
(greater than
$250,000)

Council

Director of
Corporate
Services or City
Manager (if
within budget)
Council (if not
within budget)

e.

Non-Standard Procurement Methods
i.

Thresholds have been revised to streamline procurement
activities. This allows for more efficient, faster procurement
while still ensuring appropriate oversight.
Table 3 – Non-Standard Procurement

f.

Current
Threshold

Revised
Thresholds

Approval
Authority

Single and Sole
Sourcing

Up to
$99,999

Up to
$125,000

Purchasing
Agent

$50,000 and
greater

$125,000 and
greater

Council

Emergency Procurement
i.

g.

Procurement
Method

Council Reporting requirements have been modified from
$100,000 to $125,000 to align with the aforementioned
thresholds.

Agreements and Contracts
i.

New section to provide guidance for the following:
a) Form of Agreements and Contracts
b) Exercise of Contract Extension
c) Execution and Custody of Documents
d) Change Orders
a. The following amendment has been made to
authorize the timely execution of change orders that
are necessary to avoid project delays, operational
disruptions, or additional costs to the City, which can
include contractor delay claims and escalation costs.
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The additional funds must still be available within the
relevant budget and are required to complete works
that are necessary as part of the original contract,
and any change order that pushes a project over the
total approved budget will still require a report to
Council. Completed project over-budget reporting will
ensure transparency and accountability of open
competitive bids.
b. Amendment to remove “shall not exceed the greater
of $100,000 or 10 percent (10%) of the original
contract price”.
h.

Reporting to Council
i.

New section to provide guidance for the following:
a) Clear articulation of reports requiring Council approval:
a. When Provincial or Federal government requires
Council to approve.
b. The award cannot be accommodated within an
approved budget and is greater than $250,000.
c. Single and Sole Source awards exceeding $125,000.
d. Council has directed explicitly that Council approve
the award.
e. Any contract anticipated to be financed by
debentures.
f. Where authority to award has not been expressly
delegated.
b) Emergency Procurement
a. Procurements valued at $125,000 or greater require
a report as soon as practical.
c) Completed Project Over-Budget Reporting
a. New reporting to ensure transparency and
accountability by providing Council with information
on completed open competitive bid projects that
were over-budget.

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b. Completed projects over $125,000 that went over
budget by 20% or more of the awarded amount,
including contingency, will be communicated by the
Department Director in a separate information report
(not within the bi-annual report) to Council when a
project is formally closed by the project lead.
d) Bi-annual Delegated Authority Report
a. The bi-annual reporting threshold has been increased
from $50,000 to $125,000 to reflect procurement
threshold and approval authority changes.
i.

Commitment
i.

New section to provide guidance for the following:
a) Climate Action Strategy, previously named Green
Procurement and Ontario-made / Canadian-made Goods and
Services in light of the Buy Ontario Act and Directives.

j.

Procedures, Templates and Forms
i.

New section to assign responsibility of maintenance of
procedures, templates (e.g., RFPs, contracts), forms (e.g.,
evaluation sheets, approvals), which are the tools required to
carry out the related procurement activities.

ii.

Staff will also be working on several updated procedures,
including:
a) Procurement of Goods and Services Procedure that includes
Procurement methods and notice, Standardization,
Procurement Planning, Rosters, and Risk management
b) Supplier Performance Procedure
c) Disposal of Surplus Goods Procedure
d) Change Order Procedure

Resource Alignment:
Financial Resources
N/A

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Human Resources
The development of the updated Procurement Policy represents a significant
investment of staff time and organizational resources. Since 2025,
approximately 150 hours have been dedicated to reviewing and preparing
the policy, with contributions from the Senior Manager of Strategic Initiatives
& Operational Effectiveness, the Manager of Corporate Services, the Manager
of Legislative Services, and the Purchasing and Claims Coordinator. This
work included benchmarking, research, staff consultation, the incorporation
of procurement best practices, and the drafting and refinement of the policy
document.
The estimated breakdown of staff time is as follows:






Benchmarking: 40 hours
Internal Consultation: 10 hours
Drafting the Policy: 60 hours
Internal Reviews and Revisions: 30 hours
Council Reporting: 10 hours

This effort reflects a comprehensive and collaborative approach to ensuring
the Procurement Policy is current, practical, and aligned with legislative
requirements and municipal best practices.

Time and Scheduling
This procurement policy update was included in the Manager of Corporate
Services 2025 work plan.
The effective date for the policy to take effect is August 1, 2026 to allow staff
to complete the items identified under Communication and Engagement.

Technology and Infrastructure
The proposed procurement policy updates do not require changes to existing
technology or infrastructure. Current systems, including our bidding portal
(Bids and Tenders) are sufficient to support the updated policy.

Climate and Environmental Impacts:
The recommendation supports both the City's Corporate Climate Change
Adaptation Plan and the City's Climate Mitigation Plan.

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Communication and Engagement:
This report has been posted to the City’s website with the agenda in advance
of the meeting.
Staff will provide Notice in accordance with Notice By-law No. 2018-022.
Following Policy approval, the policy will be circulated to all staff. It will be
incorporated into procurement training initiatives.
The Purchasing and Claims Coordinator will host an internal lunch and learn
on the procurement policy changes and answer any staff questions.
The policy will be available to the public and suppliers on the City’s website
under By-laws and Policies and upon request at City Hall. The policy update
will not have a significant impact on suppliers.
Relevant policy changes will be incorporated into solicitation document
templates and procedures.

Report Developed in Consultation With:
Strategic Leadership Team

Attachments:
1.

Attachment 1 – Draft Procurement Policy AF009

2.

Attachment 2 – Benchmarking Research

Reviewed by:
Jason Hoffman, Manager of Corporate Services
Michelle Palmer, Senior Manager Strategic Initiatives & Operational
Effectiveness
Kate Allan, Director of Corporate Services
Submission approved by:
Tim Simmonds, City Manager
For more information on this report, please contact Lauren Stewart,
Purchasing and Claims Coordinator at lstewart@owensound.ca or 519-3764440 ext. 1242.

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Policy AF009
Procurement

Topic: Administration & Finance
Lead Division: GRAMP
Next Scheduled Review: 2031

Policy Statement .......................................................................................... 3
Purpose ....................................................................................................... 3
Scope .......................................................................................................... 4
Definitions ................................................................................................... 4
Policy .......................................................................................................... 8
Authority and Responsibilities ...................................................................... 8
Conduct and Conflicts of Interest Council and City Employees ....................... 12
Standard Procurement Methods ................................................................. 13
Non-standard procurement methods .......................................................... 16
Emergency Procurement ........................................................................... 18
Agreements and Contracts ........................................................................ 18
Reporting to Council ................................................................................. 20
Supplier Inquiries..................................................................................... 21
Contract Administration ............................................................................ 21
Unsolicited Proposals ................................................................................ 21
Cooperative Purchasing ............................................................................ 22
Commitment ........................................................................................... 22
Protection of Confidential/Personal Information ........................................... 22
Disposal of Surplus Assets ........................................................................ 23
Incorporation of Accessibility Design, Criteria and Features ........................... 23
Procedures, Templates and Forms .............................................................. 23
Policy review ........................................................................................... 24
Related Information and Resources ............................................................... 24
Internal .................................................................................................. 24
Appendices ............................................................................................. 24
AF009 Procurement

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Revision History ......................................................................................... 24
Appendix “A” to Policy AF009 - Exclusions / Exceptions ................................... 26
Appendix “B” to Policy AF009 - Authorization and Procurement Methods ............ 29

AF009 Procurement

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Policy AF009
Procurement

Topic: Administration & Finance
Lead Division: GRAMP
Next Scheduled Review: 2031

Policy Statement
1.

The City recognizes that maintaining a policy for the procurement of goods
and services, per subsection 270(1) of the Municipal Act, 2001, S.O. 2001,
c. 25, promotes and maintains the integrity of the procurement process and
allows the City to obtain the best value by ensuring quality, efficiency, and
effectiveness throughout the procurement process.

2.

The City follows these guiding principles in the public procurement of goods,
services and construction:
a.

competition is encouraged amongst suppliers by using an open,
transparent and fair process;

b.

assistance and direction are provided to all stakeholders relating to the
procurement process;

c.

where practicable, accessibility for persons with disabilities will be
provided;

d.

where practicable, environmentally conscious choices will be made;
and

e.

staff are mandated to use ethical purchasing practices.

Purpose
3.

This policy has been enacted for the procurement of goods, services,
construction or consulting to:
a.

ensure an efficient, timely and cost-effective approach while
maintaining controls necessary for a public agency;

b.

encourage objective and equitable treatment of all suppliers while
ensuring the principles of fairness, transparency and accountability;

c.

ensure the best value of an acquisition is obtained by determining the
total cost. Factors to consider may include, but shall not be limited to,
the determination of the total cost of performing the intended function
over the lifetime of the task, acquisition cost, installation, disposal
value, disposal cost, quality of product, training cost, maintenance
cost, quality of performance and environmental impact;

AF009 Procurement

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d.

support effective business planning to ensure that acquisitions occur
after consideration of need, alternatives, timing and appropriate life
cycle management;

e.

adhere to the highest standards of ethical conduct and to avoid
conflicts between the interests of the City and those of the City’s
employees, officers and elected officials;

f.

ensure compliance with applicable trade agreements, applicable laws
and regulations; and

g.

encourage due regard for the preservation of the natural environment.

Scope
4.

This policy applies to all procurement undertaken by City employees, save
and except, the exclusions and exceptions outlined in Appendix ‘A’ to this
policy.

5.

This policy applies to all employees of the City and all local boards of the
City who have not adopted their own policy for the procurement of goods
and services.

Definitions
6.

For the purposes of this policy,
“Acquisition” means to obtain goods, services, construction or consulting
Services;
“Applicable Law” means all federal, provincial, and municipal laws that apply
to or have jurisdiction over the City, as amended from time to time,
including, without limitation, any statutes, by-laws, regulations, rules, and
any lawful orders or directives;
“Approval Authority” means the authority to approve and award
Procurements, as well as any assignment or corporate change requests
related to such procurements, up to the procurement values for the
respective employee outlined in Appendix “B”- Authorization and
Procurement Methods;
“Bid” means an offer or submission in response to a solicitation document;
“Bidder” means a supplier that submits a bid;
“Canadian-Made Good” means a good that meets any one of the following
criteria:
i.

wholly manufactured or originating in Canada;

AF009 Procurement

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ii.

at least 51% of the total direct costs of producing or manufacturing
the good have been incurred in Canada; or

iii.

labelled as “Made in Canada” or “Product of Canada”.

“Canadian Service” means a service wholly provided by individuals (natural
persons) located in Canada.
“City” means The Corporation of the City of Owen Sound;
“City Manager” means the Chief Administrative Officer of the City;
“Competitive Process” means either an open competition bid or an
invitational competition bid;
“Confidential Information” means information of commercial value, the
disclosure of which is likely to have the effect of either impairing the City's
ability to obtain such information as is necessary to perform its statutory
functions, or causing substantial harm to the competitive position of the
supplier or other organization from which the information was obtained,
unless the City is required by law to disclose such information;
“Construction” means the process of using labour to build, alter, repair,
improve or demolish any structure, building or public improvement, and
generally does not apply to routine maintenance, repair or operations of
existing real property;
“Consulting Services” means the provision of expertise or strategic advice
that is presented for consideration and decision-making, and is generally
acquired to obtain information, advice, training or direct assistance;
“Contract” means a commitment by the City for the procurement of goods,
services, construction, or consulting services from a supplier which may be
evidenced by any of the following when issued to a supplier by a duly
authorized employee of the City:
i.

An agreement executed by the supplier and the City; or

ii.

Purchase order

“Cooperative Purchasing” means a variety of arrangements whereby two or
more publicly funded entities combine their requirements in a single
procurement process to obtain advantages of volume purchases from the
same supplier(s);
“Council” means the Council of the City;
“Department” means any department within the City;

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“Director” means any employee whose position title includes “Director”, as
well as any other senior leader designated as a Director by the City Manager
from time to time.
“Disposal” means an act through which the City gives up title to property or
ownership of goods;
“Emergency” means a situation, or the threat of an impending situation,
which, may in the opinion of the purchasing agent, affect the environment,
life, safety, health or welfare of the general public, or the property of the
residents of the City, or an action taken to prevent serious damage,
disruption of work, or to restore or to maintain essential service to a
minimum level;
“Employee” means City of Owen Sound full-time employees, part-time
employees, and students;
“Goods” includes supplies, equipment, materials, products, structures and
fixtures to be delivered, installed or constructed;
“HST” means harmonized sales tax;
“Invitational Competition” means a competitive process in which an
invitation to submit bids is issued to a minimum of three suppliers;
“Local Boards and Affiliates” means municipally or provincially established
entities in which the City has a minority or majority share and where City
Councillors may be members of the governing board for that entity (e.g.,
Owen Sound Police Services Board, Owen Sound & North Grey Union Public
Library Board);
“Non-Standard Procurement” means the acquisition of goods, services,
construction or consulting services through a process other than the process
normally required for the type and procurement value of the goods, services,
construction or consulting service set out in Sections 24 and 25;
“Ontario-Made Good” means a good that meets any one of the following
criteria:
i.

it is wholly manufactured or originating in Ontario; or

ii.

at least 51% of the total direct costs of producing or
manufacturing the good have been incurred in Ontario.

“Ontario Service” means a service wholly provided by individuals (natural
persons) located in Ontario.
“Open Competition Bid” means the solicitation of bids through a publicly
posted solicitation document;
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“Personal information” refers to personal information as defined within the
Municipal Freedom of Information and Protection of Privacy Act, R.S.O.
1990, c. M. 56;
“Procurement” or “Purchasing” means the acquisition of goods, services,
construction or consulting services by purchasing, renting or leasing;
“Procurement Value” means the estimated amount (excluding taxes) for
budget or planning purposes in acquiring particular goods, services,
construction or consulting services, which amount may be higher, lower or
equal to the actual cost of the goods, services, construction or consulting
services when ultimately acquired. For greater certainty, when multi-year
contracts are awarded for the acquisition of goods, services, construction or
consulting services, the estimated value of the goods, services, construction
or consulting services for such multi-year contracts is the estimated amount
to be paid for the goods, services, construction or consulting services over
the entire contract, and is not limited to the amount which may be payable
in any particular budget year. The procurement value must include all
anticipated costs to the City, including, as applicable, acquisition,
maintenance, replacement, disposal, and training, delivery, installation and
extension options, less applicable rebates or discounts and shall exclude HST
or other taxes;
“Purchase Order” means the City’s written document issued by a duly
authorized employee of the City to a supplier formalizing all the terms and
conditions of the purchase and supply of the goods, services, construction or
consulting Services; identified on the face of the purchase order;
“Purchasing Agent” means the employee designated as the City’s purchasing
agent by the Director of Corporate Services;
“Purchasing Card” means a corporate credit card provided by the City to a
duly authorized employee of the City for use as a payment method to
purchase directly from suppliers where permitted under this policy and in
accordance with a written cardholder agreement and applicable procedures;
“Services” means the furnishing of labour, time or effort by a supplier, which
may involve the delivery or supply of products incidental to the provision of
the services, and includes professional, construction or maintenance
services;
“Solicitation Document” means the document issued by the City to solicit
bids from suppliers;
“Standard Procurement” means the acquisition of goods, services,
construction or consulting services set out in Sections 20-23;
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“Strategic Leadership Team” consists of senior leaders in the organization
who are appointed to the team by the City Manager at any given time;
“Supplier” means a person carrying on the business of providing goods,
services, construction or consulting services;
“Specifications” means the detailed description of and written requirements
and standards for goods, services, construction or consulting services and
also includes any drawings, designs and models; and
“Standardization” is a management decision-making process that examines
a specific, common need or requirement and then selects goods, services,
construction, or consulting services that best meet that need to become the
standard.

Policy
Authority and Responsibilities
7.

General
a.

The Purchasing Agent will administer this policy.

b.

Any questions involving the meaning or application of this policy are to
be submitted to the purchasing agent, who will resolve the question.

c.

Specific responsibilities pertaining to all stages of a procurement
process, from the initial identification of requirements through to the
management of contracts with suppliers, are detailed in this policy and
the City’s procurement procedures. In addition to those specific
responsibilities, the general roles and responsibilities delegated to the
City’s elected officials, officers and employees are set out below.

d.

Where this policy delegates a power or duty to an officer or employee
of the City, the delegation also applies to a person appointed by the
City Manager or the delegate to act in the capacity of the delegate
from time to time.

e.

Where a title to a position used in this policy no longer exists or is
modified, the authorities assigned to the position may be exercised by
a person deemed by the City Manager to have the responsibilities of
the original position until such time as an amendment to this policy
reflecting the applicable change in title is approved by Council.

f.

The approval authority for awarding of contracts for the procurement
of goods, services and construction on behalf of the City is outlined in
Appendix “B”- Authorization and Procurement Methods, attached to
and forming part of this Policy.

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g.

8.

The approval for the Authorization limits for payment are outlined in
Appendix “B” – Authorization and Procurement Methods, attached to
and forming part of this policy.

Compliance
a.

9.

No contract or purchase shall be divided to avoid any requirements of
this policy.

Council
a.

In accordance with best practices in municipal procurement, Council
recognizes the need for a clear separation of political and
administrative functions in relation to the City’s procurement
operations as follows:
i. City Council is the ultimate authority for all expenditures. Council
provides the authority for the initiation and completion of
procurement acquisitions for goods and services through the
approval of the annual operating budget, capital plan,
resolutions or by-laws. Only Council has the authority to add or
remove items from the approved annual operating budget or
capital plan. Staff do not have authority to move funds between
approved budgets, charge unrelated expenditures to a project
budget, or use surplus funds from one approved project to offset
deficits in another without express Council approval.
ii. To avoid the potential appearance of bias or political influence in
procurement contract award decisions, members of Council will
have no involvement in competitive procurement processes from
the time those procurement processes have been initiated
through the advertisement or issuance of the solicitation
document until a contract has been entered into with the
successful supplier, except where Council considers or approves
the contract award in accordance with this policy.

10.

City Manager
a.

It is the role of the City Manager to oversee the City’s administration. In
fulfilling this role, the City Manager is responsible for:
i.

ensuring that all employees adhere to this policy and procedures
and shall address any non-compliance that the Director of
Corporate Services has brought to their attention;

ii.

exercising their approval authority for all procurement activity
within the prescribed limits of this policy; and

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iii.
11.

delegating authority approval limits to staff in compliance with this
policy and all applicable procedures.

Director of Corporate Services
a.

It is the role of the Director of Corporate Services to oversee the
Corporate Services department. In fulfilling this role, the Director of
Corporate Services is responsible for:
i.

ensuring that all employees adhere to this policy and procedures
and shall address any non-compliance that the Purchasing Agent
has brought to their attention.

ii.

exercising their approval authority for all procurement activity
within the prescribed limits of this policy;

iii.

delegating authority approval limits to staff in compliance with this
policy and all applicable procedures; and

iv. provide support and guidance to the Purchasing Agent, as required.
12.

Purchasing Agent
a.

It is the role of the Purchasing Agent to lead the City’s procurement. In
fulfilling this role, the Purchasing Agent is responsible for:
i. researching developments in Canadian public procurement
requirements and best practices and, through collaboration with
employees, recommending updates to this policy and developing
the City’s procurement procedures to reflect such developments
and support the City’s procurement goals and objectives;
ii. providing procurement advice and related services, including
developing and maintaining the necessary forms and solicitation
document templates, for the purpose of fulfilling the
procurement needs of the City;
iii. developing procurement strategies and continually analyzing the
City’s business requirements and spending patterns to identify
opportunities for more strategic sourcing, including:
the standardization of goods and services in conjunction
with employees, where appropriate and feasible; and
the consolidation of all similar goods and services where
appropriate and possible;

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iv. ensuring the consistent application of procurement procedures
and providing procurement services in an efficient and diligent
manner;
v. addressing and, where possible, resolving issues or concerns
that arise in respect of a procurement process or the application
and interpretation of this policy and the City’s procurement
procedures and seeking guidance and advice from the Strategic
Leadership Team, as required;
vi. ensuring compliance with this policy and reporting noncompliance, in writing, to the appropriate Director and/or the
Director of Corporate Services where warranted;
vii.

providing appropriate orientation, training and tools to City
employees involved in procurement activities; and

viii.
serving as the City’s representative as a member of
cooperative purchasing groups and organizations, where such
membership is determined to be in the best interests of the City.
13.

Directors
a.

It is the role of the Directors to ensure that their department’s
requirements for goods, services, construction or consulting services
are met in accordance with the goals and objectives of this policy. In
fulfilling this role, the Directors are responsible for:
i. exercising their approval authority for all procurement activity
within the prescribed limits of this policy;
ii. delegating approval authority limits to staff in compliance with
this policy and all applicable procedures;
iii. ensuring that all procurement activities and decisions are
the City’s procurement procedures;
iv. monitoring all contract expenditures to ensure compliance with
financial limits;
v. identifying and addressing non-compliance with this policy and
applicable procedures within their departments; and
vi. upon discovery of instances of non-compliance, notifying and
consulting with the Purchasing Agent to obtain advice with
respect to mitigating potential risks to the City arising from the
non-compliance.

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14.

Employees
a.

15.

Employees are responsible for complying with this policy. Employees
involved in procurement activities must clearly understand their
obligations and responsibilities under this policy and all applicable
procedures, and should consult with the Purchasing Agent in respect of
any questions regarding the application or interpretation of this policy
or the procurement procedures.

Restricted Acts after Nomination Day
a.

Certain staff are delegated authority in the City’s Delegation of Powers
and Duties By-law to approve contract awards, which would not be
permitted for approval by Council under Sections 275 (1) to (4.1) of
the Municipal Act, 2001 (otherwise known as “Restricted Acts After
Nomination Day”).

Conduct and Conflicts of Interest Council and City Employees
16.

Conduct
a.

17.

Conflict of Interest
a.

18.

The City’s procurement activities must be conducted with integrity so
as to maintain the public’s trust. All procurement activities undertaken
by the City must be conducted in accordance with applicable codes of
conduct and with the Municipal Conflict of Interest Act, R.S.O. 1990, c.
M.50, as applicable.
All participants in a procurement process, including any suppliers
acting on the City’s behalf, must declare any perceived, possible or
actual conflicts of interest

Suppliers
a.

The City expects its suppliers to act with integrity and conduct
business in an ethical manner. The City may refuse to do business with
any supplier that:
i. has engaged in illegal or unethical bidding practices;
ii. has an actual or potential conflict of interest;
iii. has an unfair advantage in the procurement process; or
iv. fails to adhere to ethical business practices.

b.

Where a supplier is retained to participate in the development of a
solicitation document or the specifications for inclusion in a solicitation
document, that supplier will not be allowed to respond, directly or

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indirectly, to that solicitation document unless the Purchasing Agent is
satisfied that there is not a reasonable alternative or that there is not
a competitive advantage to be gained.
19.

Illegal or unethical bidding practices
a.

Practices include:
i. bid-rigging, price-fixing, bribery or collusion or other behaviours
or practices prohibited by federal or provincial statutes;
ii. attempting to gain favour or advantage by offering gifts or
incentives to City officers and employees, members of Council or
any other representative of the City;
iii. lobbying members of Council or City officers and employees or
engaging in any prohibited communications during a
Procurement process;
iv. submitting inaccurate or misleading information in response to a
Procurement opportunity; and,
v. engaging in any other activity that compromises the City’s ability
to run a fair procurement process.

b.

The City will report any suspected cases of collusion or other bidrigging offences under the Competition Act, R.S.C., 1985, c. C-34 to
the Competition Bureau or to other relevant authorities.

c.

In providing goods, services, construction or consulting services to the
City, suppliers are expected to adhere to ethical business practices,
including:
i. performing all city contracts in a professional and competent
manner and in accordance with the terms and conditions of the
contract; and
ii. complying with all applicable laws, including safety and labour
codes (both domestic and international as may be applicable).

Standard Procurement Methods
20.

Methods of procurement
a.

All purchases of goods and services, save and except those outlined in
Appendix “A” to this policy, shall be undertaken utilizing one of the
following methods of procurement, using standardized documents.

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21.

b.

All invitational competitive bids and open competitive bids will be
issued and received within the bidding portal, unless decided otherwise
by the Purchasing Agent.

c.

The dollar figures set out in Sections 21, 22, and 23 exclude the nonrefundable portion of HST. For multi-year contract awards, the
thresholds are determined by the total contract value, not the annual
cost.

d.

Where the City is facilitating an acquisition for local boards and
affiliates, the local boards and affiliates may elect to have the
purchase approved by their board instead of the approval authority
outlined in Appendix “B” – Authorization and Procurement Methods.

Direct Purchase
a.

Direct Purchases may be used when:
i. The dollar value of the goods or services is less than $25,000; or
ii. The goods or services are not covered under an existing
contract.

b.

22.

Staff are encouraged to obtain three quotes wherever possible.
Obtaining competitive quotes is considered good business practice and
should be exercised.

Invitational competitive bid (Request for quotations)
a.

Request for quotations (RFQ) procedures will be used when:
i. The budget is between $25,001 and $125,000;
ii. The ability exists to detail what is being purchased;
iii. The department is responsible for providing detailed
specifications to the Purchasing Agent. The Purchasing Agent
shall incorporate the specification and facilitate the quotation
process.

b.

All RFQ’s will be issued and received within the bidding portal, unless
decided otherwise by the Purchasing Agent.

c.

The RFQ method allows potential suppliers to be invited to participate
in the quotation process. Departments are required to provide contact
information for a minimum of three suppliers.

d.

Award will be to the lowest compliant supplier.

e.

Although a minimum of three quotes is sought in an RFQ, an open
competitive process without a minimum number of bids is encouraged.

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23.

Open competitive bid
a.

Request for tenders (RFT)
i. RFT procedures shall be used when:
the budget is greater than $125,001;
the ability exists to detail what is being purchased;
ii. The department is responsible for providing detailed
specifications to the Purchasing Agent. The Purchasing Agent
shall incorporate the specification and facilitate the tendering
process.

b.

Request for proposals (RFP)
i. RFP procedures shall be used when:
the solution to the requirement cannot be accurately
specified innovative solutions are required
ii. The RFP method of purchase is a competitive method of
purchase that may result in further negotiation with the shortlisted and/or successful highest-ranked bidder prior to a contract
being finalized.

c.

Requests for expression of interest (REOI)
i. Requests for expression of interest may be issued to obtain
information on the availability and interest of suppliers of any
goods or services.
ii. Requests for expression of interest are used to assess bidder
capabilities, or to conduct market research, without the intention
of evaluating the responses or awarding a contract.
iii. An REOI may not be used to pre-qualify a potential supplier and
must not influence their chances of being a successful bidder on
any subsequent purchasing opportunity. The information
received may be used to develop future documents for a
subsequent competitive process.

d.

Requests for Information (RFI)
i. RFI may be issued to provide staff with an understanding of
potential solutions/needs.
ii. An RFI may be issued in advance of a formal bid process to
assist in the development of a more definitive set of terms and

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conditions, scope of work/service and the selection of qualified
bidders.
iii. RFI may or may not lead to a formal competitive bid process.
e.

Request for Supplier Qualifications (RFSQ)
i. RFSQ may be issued to prequalify bidders for various projects or
purchases. The purpose of an RFSQ is to determine whether the
qualifications of a bidder, as required by the City, are at a level
that will allow participation in a subsequent bidding opportunity
that takes place as a direct result of the request for supplier
qualifications.
ii. A bidder may be pre-qualified by providing a compliant response
to a request for supplier qualifications. Selection of pre-qualified
bidders will be based on fully disclosed evaluation criteria, which
may include experience with similar work; verification of
applicable licenses and certificates; financial capability; and
other criteria deemed important by the City.
iii. As a result of pre-qualification, the City will only allow those prequalified Bidders to participate in the subsequent bidding process
for the scope of work and/or services as specified in the RFSQ
document.
iv. Pre-qualification may be used on a project-specific basis or for a
group of projects that are similar in scope for which the same
category of supplier would be utilized.

Non-standard procurement methods
24.

Single sourcing
a.

Single sourcing is a method of procurement whereby there is more
than one supplier able to supply a required good or service, and a
purchase order is issued or a contract awarded without a competitive
bidding process. Single sourcing will be permitted if one or more of the
following circumstances apply:
i. for the procurement of goods, services, construction or
consulting services relating to matters with confidential
information or privileged nature where the disclosure of those
matters through an open competition could reasonably be
expected to compromise government confidentiality, cause

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economic disruption or otherwise be contrary to the public
interest;
ii. for the procurement of goods, services, construction or
consulting services from a publicly funded agency or a non-profit
organization;
iii. for the procurement of goods, services, construction or
consulting services through a vendor of record (VOR) program or
buying group, where analysis supports best value;
iv. for the procurement of goods, services, construction or
consulting services under exceptionally advantageous
circumstances such as bankruptcy or receivership, but not for
routine purchases;
v. for the procurement of a prototype for the procurement of
goods, services, construction or consulting services to be
developed in the course of, and for a particular contract for
research, experiment, study or original development, but not for
any subsequent purchases; or,
vi. for the procurement of goods, services, construction or
consulting services that is financed primarily from donations that
are subject to conditions that are inconsistent with a standard
procurement process conducted in accordance with this policy
and applicable procedures.
b.

25.

Any single source purchase with an amount between $25,000 and
$124,999 must be submitted to the Purchasing Agent by the applicable
Director. Approval will come from the Purchasing Agent in consultation
with the Director of Corporate Services.

Sole Sourcing
a.

Sole Sourcing is available where:
i. only one supplier is able to meet the requirements of a
procurement in order to:
ensure compatibility with existing products;
recognize exclusive rights, such as exclusive licenses,
copyright and patent rights; or
maintain specialized products that must be maintained by
the manufacturer or its representative; or

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ii. where there is an absence of competition for technical reasons
and the goods, services, construction or consulting Services can
only be supplied by one particular supplier and no alternative or
substitute exists;
b.

Any Sole Source purchase with an amount between $25,000 and
$124,999 must be submitted to the Purchasing Agent by the applicable
Director. Approval will come from the Purchasing Agent in consultation
with the Director of Corporate Services.

Emergency Procurement
26.

Conditions for use
a.

Notwithstanding any other provisions of this policy and provided time
does not permit the use of a standard procurement process, goods,
services, construction or consulting services may be purchased on an
Emergency basis where they are required as a result of an unforeseen
situation or an event occurs that is a threat to any of the following:
i. public health or safety;
ii. the maintenance of essential City services or to prevent the
disruption of essential City services;
iii. the welfare of persons or of public property; or
iv. the security of the City’s interests.

27.

Approval Authority
a.

28.

Where an emergency purchase is required as described above, the City
Manager or Director of Corporate Services have the approval authority
to direct the Purchasing Agent to issue a purchase order for the
requirements.

Declared Emergency
a.

Where there is a declared municipal emergency in accordance with the
City’s emergency response plan, the Purchasing Agent or a member of
the Strategic Leadership Team shall authorize any required purchases.
This authority shall continue until the declared municipal emergency is
terminated in accordance with the City’s emergency response plan.

Agreements and Contracts
29.

Form of Agreements and Contracts
a.

An Award pursuant to this Policy may be made by way of agreement,
or Purchase Order in accordance with Appendix “B”.

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30.

Exercise of Contract Extension
a.

Where a bid document for goods or services contains an option for
renewal, the Purchasing Agent may authorize such option, provided
that all of the following apply:
i. the supplier's performance in supplying the goods or services is
considered to have met the requirements of the contract;
ii. the department agrees that exercising the renewal option is in
the best interests of the City;
iii. funding is available in appropriate accounts within the City
Council approved budget, including authorized revisions, to meet
the proposed expenditure;
iv. the contract falls within the authority to award limitations
outlined in Appendix “B”.

31.

32.

Execution and Custody of Documents
a.

Applicable contracts and agreements which are outside of the
procurement process are signed in accordance with the Delegation of
Powers and Duties By-law.

b.

All original purchasing and contract documentation for the contracting
of goods or services shall be retained in accordance with the Records
and Information Management Policy.

Access to Information
a.

33.

The disclosure of information received relevant to the issue of bid
solicitations or the award of contracts emanating from bid solicitations
shall be made by the appropriate officers in accordance with the
provisions of the Municipal Freedom of Information and Protection of
Privacy Act, R.S.O. 1990, as amended, or as may otherwise be
required by law.

Change Orders
a.

Where any contract for goods, services, construction or consulting
services has been authorized under this policy, the Purchasing Agent
may authorize disbursement of additional funds as follows:
i.

are available within the relevant budget; and

ii.

are required to complete works that are necessary as part of the
original contract.

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Reporting to Council
34.

Awards requiring Council approval
a.

Reports requiring Council approval will be prepared by the Purchasing
Agent, in consultation with the department. The following procurements
are subject to Council approval:
i.

When Provincial or Federal government requires Council to approve.

ii.

The award cannot be accommodated within the approved budget
and is greater than $250,000.

iii.

Single and sole source awards exceeding $125,000.

iv. Council has directed explicitly that Council approve the award.
v.

Any contract anticipated to be financed by debentures.

vi. Where authority to award has not been expressly delegated.
35.

Emergency Procurement
a.

36.

Completed Project Over-Budget Reporting
a.

37.

Completed projects over $125,000 that went over budget by 20% or
more of the awarded amount, including contingency, will be
communicated by the Department Director in a separate information
report (not within the bi-annual report) to Council when a project is
formally closed by the project lead.

Bi-annual Delegated Authority Report
a.

38.

When the procurement value of the emergency procurement exceeds
$125,000, the Purchasing Agent shall provide a report to Council as
soon as practical but no later than prior to the end of the quarter in
which the emergency procurement took place.

The Purchasing Agent will provide a bi-annual report to Council
through Committee for all contracts exceeding $125,000 that were
awarded pursuant to delegated authority as defined in Appendix “B” –
Authorization and Procurement Methods. This report shall include an
analysis of spend and procurement strategies.

Legal Claims
a.

No invitational competition or open competition will be awarded to any
supplier which has a claim, or has instituted a legal proceeding against
the City or against which the City has a claim, or has instituted a legal
proceeding with respect to any previous contract, without prior
approval of Council.

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Supplier Inquiries
39.

Request for debriefing
a.

40.

Where the City has conducted a standard procurement process,
unsuccessful bidders may request a debriefing from the Purchasing
Agent. Unsuccessful bidders shall have 60 calendar days following the
date of the contract award notification to request a debriefing.

All other inquiries
a.

All Bidder inquiries and/or complaints and/or protests, whether
addressed to Council, a Director or any other employee shall be
referred to the Purchasing Agent and handled in accordance with the
applicable City procedures.

Contract Administration
41.

Contract Management
a.

All Contracts must be managed by the respective Director acting as
the project lead in accordance with this policy and all applicable
procedures to ensure that both the City and the supplier fulfil the
requirements of the contract. The Director must involve the Purchasing
Agent in the management of contract disputes, as required by
applicable procedures.

Unsolicited Proposals
42.

Review and Approval
a.

43.

Compliance
a.

44.

All unsolicited proposals, including any offers for presentations or
product/service trials submitted to the City with the expectation on the
part of the submitter of obtaining consideration for an ensuing contract
or acquisition by the City, must be directed to the Purchasing Agent for
review and approval for acceptance.
Any Procurement resulting from the receipt of an unsolicited proposal
must comply with the provisions of this policy.

Acquisition
a.

If it is determined that there is a legitimate need for the goods,
services, construction or consulting services offered by way of an
unsolicited proposal, then an acquisition process shall be conducted in
accordance with this policy and all applicable procedures.

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Cooperative Purchasing
45.

Publicly Funded Agencies
a.

The City may participate with other publicly funded agencies in
cooperative Purchasing for goods, services, construction or consulting
Services when it is in the best interests of the City to do so, as
determined by the Purchasing Agent

b.

In the event that the cooperative purchasing contract was led by a
publicly funded agency other than the City, the procurement process
must be consistent with the requirements of this policy and the
resulting contract must permit the City to purchase from that supplier
under the same terms and conditions.

Commitment
46.

47.

Climate Action Strategy
a.

The City is committed to the purchase of goods and services with due
regard to the preservation of the natural environment and to
encouraging the use of environmentally friendly products and services,
except where it is not practicable to do so.

b.

All employees, in conjunction with the Purchasing Agent, are
encouraged to seek additional ways of achieving the goal of being
environmentally safe and responsible by thorough review of each
Procurement process to ensure that, wherever possible and
economically feasible, the City’s solicitation document includes
specifications that reflect environmentally friendly attributes of the
goods and services, except where it is not practicable to do so.

Ontario-made / Canadian-made Goods and Services
a.

The City is committed to include in the procurement documents a
mandatory eligibility requirement for vendors to confirm their
commitment to meet or exceed a specified proportion of Ontario-made
goods, Ontario services or Canadian-made goods and Canadian services
as a part of the procurement, except where it is not practicable to do
so.

Protection of Confidential/Personal Information
48.

Requirement to safeguard
a.

In situations where a supplier may receive the City’s confidential
information as part of the provision of the goods, services,
construction or consulting services, the City will ensure that the

AF009 Procurement

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solicitation document and/or terms and conditions include
requirements that the supplier safeguards the confidential information.
Disposal of Surplus Assets
49.

Written report
a.

50.

The Director shall submit to the Purchasing Agent, a written report of
all City assets from their department, including but not limited to,
furniture, vehicles, equipment, supplies, and other goods and material,
which are deemed surplus or which have become obsolete, worn out,
or otherwise incapable of use.

Approval authority
a.

The Purchasing Agent, shall have the approval authority to sell,
exchange, or otherwise dispose of City assets declared as surplus or
obsolete to the needs of the City. The Purchasing Agent may first offer
the surplus assets to other departments. Any surplus assets not
required by other departments and that are deemed by the Purchasing
Agent as having a residual value may be disposed of by any of the
following disposal methods:
i. by auction or solicitation; or
ii. by donation to a non-profit agency; or
iii. by recycling; or
iv. in the event that all efforts to dispose of the goods by sale are
unsuccessful, by scrapping or destroying if recycling is
unavailable.

Incorporation of Accessibility Design, Criteria and Features
51.

Incorporation by default
a.

The City will promote, and incorporate, whenever possible, the
requirements of the Ontarians with Disabilities Act, 2001 (ODA), the
Accessibility for Ontarians with Disabilities Act, 2005 (AODA), and
specifically, Ontario Regulation 429-07 and Ontario Regulation 191-11
made under the AODA in procurement activities of the City, except
where it is not practicable to do so.

Procedures, Templates and Forms
52.

Related Documents
a.

In addition to this policy, the City has procedures, templates and
forms for use during the procurement process. All tools for engaging in

AF009 Procurement

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procurement activity will be maintained and updated by the Purchasing
Agent as required.
Policy review
53.

The Purchasing Agent will review this policy:
a.

every five (5) years to ensure effectiveness and compliance with
current business processes; or
a. sooner, if required, based on legislative changes.

54.

The Purchasing Agent is authorized to make such administrative changes to
this policy as appropriate to keep the policy current. Any revision to the
policy’s intent must be presented to Council for consideration.

Related Information and Resources
Internal
55.

Procurement of Goods and Services Procedure (in development)

56.

Vendor Performance Procedure (in development)

57.

Disposal of Surplus Goods Procedure (in development)

58.

Change Order Procedure (in development)

External
59.

Accessibility for Ontarians with Disabilities Act, 2005, S.O. 2005, c. 11

60.

Buy Ontario Act (Public Sector Procurement), 2025, S.O. 2025, c. 27, Sched.
1 | ontario.ca

61.

Canada-European Union Comprehensive Economic and Trade Agreement
(CETA)

62.

Canadian Free Trade Agreement (CFTA)

63.

Municipal Act, 2001, S.O. 2001, c. 25 | ontario.ca

64.

Municipal Buy Ontario Procurement Directive

65.

Municipal Conflict of Interest Act, R.S.O. 1990, c. M.50 | ontario.ca

66.

Municipal Freedom of Information and Protection of Privacy Act, R.S.O.
1990, c. M.56 | ontario.ca

Appendices
67.

Appendix ‘A’ – Exclusions/Exceptions

68.

Appendix ‘B’ – Authorization and Procurement Methods

Revision History
AF009 Procurement

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Authority
Council
Choose an item.
Choose an item.

AF009 Procurement

Date

Approval

Click or tap to
enter a date.
Click or tap to
enter a date.
Click or tap to
enter a date.

By-law No. 2026Choose an item.

Description of
Amendment
New, formerly By-law
2020-002

Choose an item.

Page 25 of 29
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Appendix “A” to Policy AF009 - Exclusions / Exceptions
1.

This policy applies to the procurement of all goods, services, construction or
consulting services except those items set below:
a.

b.

Training and Education including:
i.

staff training and professional development;

ii.

memberships, and subscriptions, periodicals and books; and

iii.

training and development including course development and
delivery.

Employer’s General Expenses including:
i.

employee expenses (professional dues / license renewals, meal
allowances, travel, advances, misc.);

ii.

petty cash replenishment and cash advances;

iii.

workers safety insurance board payments;

iv.

health benefits, medical notes and exams;

v.

tax remittances;

vi.

insurance premiums;

vii.

damage claims;

viii.

legal settlements;

ix.

arbitration awards;

x.

charges to, and from, other publicly funded agencies or
administrative authorities mandated by the government;

xi.

Council approved grants and donations;

xii.

employee, Councillor, and Mayor’s income (including sick leave
gratuity, vacation leave, severance);

xiii.

payroll deduction remittances;

xiv.

honorariums;

xv.

debentures, debt and sinking funds;

xvi.

payments to Local Boards and Affiliates;

xvii. real property including land, building, leasehold interests,
easements, encroachments, license and rentals;
xviii. investments;
AF009 Procurement

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xix.

refunds (including building permit refunds, property tax refunds,
and refunds for cancelled services, programs or events);

xx.

license fees (regular maintenance fees for vehicles, elevators,
communications, software etc);

xxi.

utilities (including water, sewer, hydro, natural gas,
telecommunications, postage and cable service);

xxii. temporary staffing agencies and services;
xxiii. election equipment, materials and supplies;
xxiv. media / advertising; and
xxv. software upgrades / maintenance costs;
c.

Special Services including:
i.

legal counsel fees;

ii.

financial services related to financial assets and liabilities,
including banking services, ancillary advisory and information
services as well as management of investments whether or not
delivered by a financial institution;

iii.

witness fees;

iv.

committee fees;

v.

arbitrator fees;

vi.

appraisal fees;

vii.

real estate fees;

viii.

land transfer tax;

ix.

registry office fees;

x.

insurance claims;

xi.

revenue collected on behalf of a third party; and

xii.

collection agency fees;

d.

acquisitions which will be reimbursed in full by a third party;

e.

acquisitions in which the supply is controlled by a statutory monopoly;

f.

work to be performed under the provisions of a warranty or guarantee
held in respect to the original work;

g.

acquisitions purchased on a commodity market;

h.

acquisitions related to cultural or artistic fields, including:

AF009 Procurement

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i.

events supporting local non-profit organizations;

ii.

entertainers for theatre or special events;

iii.

original works of art; and

iv.

antiques or artifacts;

i.

sponsorships;

j.

construction costs of developer build parks when the City is
reimbursing a developer for construction costs related to a park in the
early stages of a subdivision development; and

k.

additional deliveries by the original supplier of the goods, services,
consulting or construction that were not included in the initial
procurement, if a change in supplier:
i.

cannot be made for economic or technical reasons such as
requirements of interchangeability or interoperability with
existing equipment, software, services or installations procured
under the initial procurement; and

ii.

would cause significant inconvenience or substantial duplication
of costs for the City.

AF009 Procurement

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Appendix “B” to Policy AF009 - Authorization and Procurement Methods
Method

Procurement
Value

Direct Purchase
Goods, Services
or Construction

Up to $25,000

Invitational Competitive Bid

Typical
Format

Minimum
Number of
Suppliers

Authority to
Issue
Procurement

Solicitation
Method

Authority to
Approve

Authority to
Execute
Agreement

BiAnnual
Report

Payment Method

Informal
Communication
(e.g. phone or
email)

Single

Department
Directed

Email, Quote,
Estimate

As designated
by Department
Director

As designated by
Department
Director

No

P-Card Invoice or PO.
A PO or Agreement is
recommended for
purchases over $10,000
in value.

Purchasing Agent
if PO

Goods, Services
or Construction

$25,000 - $50,000

Invitational RFQ

3 quotes

Purchasing

Bidding System

Goods, Services
or Construction

$50,001 - $125,000

Invitational RFQ

3 quotes

Purchasing

Bidding System

Open Competitive Bid
Goods, Services
or Construction

$125,000 $250,000

RFP, or RFT

Open
Competition

Purchasing

Bidding System

Goods, Services
or Construction

Greater than
$125,000 (within
budget)

RFP, or RFT

Open
Competition

Purchasing

Bidding System

Goods, Services
or Construction

Greater than
$250,000 (not
within budget)

RFP, or RFT

Open
Competition

Purchasing

Bidding System

Single or Sole
Sourcing

$25,000 - $125,000

Formal
Quotation

Single

Department
Directed

Email, Quote,
Estimate

Single or Sole
Sourcing

Greater than
$125,000

Formal
Quotation

Single

Department
Directed

Email, Quote,
Estimate

Emergency

$25,000 - $125,000

Formal
Quotation

Single

Department
Directed

Email, Quote,
Estimate

Emergency

Greater than
$125,000

Formal
Quotation

Single

Department
Directed

Email, Quote,
Estimate

Non-Standard Procurement

AF009 Procurement

As designated
by Department
Director
As designated
by Department
Director

Purchasing Agent

No

PO or Formal
Agreement

Director of
Corporate
Services

No

PO or Formal
Agreement

Director of
Corporate
Services or City
Manager
Director of
Corporate
Services or City
Manager
Council

Director of
Corporate
Services or City
Manager
Director of
Corporate
Services or City
Manager
Mayor and Clerk

Yes

PO or Formal
Agreement

Yes

PO or Formal
Agreement

No

PO or Formal
Agreement

Purchasing
Agent and
Director of
Corporate
Services
Council

Purchasing Agent

Yes

PO or Formal
Agreement

Mayor and Clerk

No

PO or Formal
Agreement

Department
Director and
Director of
Corporate
Services
Director of
Corporate
Services or City
Manager

Director of
Corporate
Services or City
Manager

Yes

PO or Formal
Agreement

Director of
Corporate
Services or City
Manager

No

Purchase Order or
Formal Agreement

Page 29 of 29
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Attachment 2 - Benchmarking Research
Comparator municipalities
Brockville – updated 2025
•
•

decentralized and two procurement staff.
if within budget staff have delegated authority.

Procurement Method
Direct Purchase
Invitational Competitive
Bid
Open Competition Bid

Threshold
Up to $5,000
$5,000 to $50,000

Authority to Award
Staff
Manager

$50,000 or greater

Department Head or
CAO if over $150,000

Cobourg - updated 2014
•
•

decentralized and one procurement staff.
if within budget staff have delegated authority.

Procurement Method
Direct Purchase
Invitational Competitive
Bid
Open Competition Bid

Threshold
Up to $25,000
$25,000 to $100,000
$100,000 or greater

Authority to Award
Supervisor/Manager
Supervisor/Manager
and Procurement
Supervisor/Manager,
Procurement,
Department Director,
Treasurer (or
designate)

Collingwood – updated 2021
•
•

centralized and two procurement staff.
if within budget staff have delegated authority.

Procurement Method
Direct Purchase –
Goods, Services, and
Construction
Direct Purchase –
Consulting Services

Threshold
Up to $7,500

Authority to Award
Department Head

Up to $15,000

Department Head

Page 85 of 88

Procurement Method
Invitational Competitive
Bid – Goods, Services
and Construction
Invitational Competitive
Bid – Consulting
Services
Open Competitive Bid

Threshold
$7,500 to $133,000

Authority to Award
Department Head

$15,000 to $133,000

Department Head

$133,000 or greater

Department Head &
Procurement or CAO

Huntsville – updated 2023
•
•

centralized and one procurement staff.
if within budget staff have delegated authority.

Procurement Method
Direct Purchase
Invitational Competitive
Bid
Open Competition Bid

Threshold
Up to $15,000
$15,000 to $75,000

Authority to Award
Staff
Staff

$75,000 or greater

Department Head

Orangeville – updated 2023
•
•

decentralized and one procurement staff.
if within budget staff have delegated authority.

Procurement Method
Direct Purchase
Invitational Competitive
Bid
Open Competition Bid

Threshold
Up to $25,000
$25,000 to $120,000

Authority to Award
Manager
Manager

$120,000 or greater

Manager and Treasurer
or Treasurer and CAO if
over $600,000

Page 86 of 88

Neighbouring municipalities
County of Grey – updated 2024
•
•

semi-decentralized and one procurement staff with support from the
Purchasing Manager.
if within budget staff have delegated authority.

Procurement Method
Direct Purchase
Invitational Competitive
Bid
Open Competitive Bid

Threshold
Up to $25,000
$25,000 to $75,000

Authority to Award
Staff
Manager

$75,000 or greater

Department Head,
Deputy CAO or CAO.
Council if over
$500,000

Meaford – updated 2022
•

centralized and one procurement staff.

Procurement Method
Direct Purchase
Invitational Competitive
Bid
Open Competition Bid

Threshold
Up to $5,000
$5,000 to $50,000

Authority to Award
Staff
Staff and Treasurer

$50,000 or greater

Department Head and
Treasurer, CAO and
Treasurer if $100,000
to $200,000 and
Council if $200,000 or
greater

Saugeen Shores – updated 2025
•
•

decentralized with support from two Financial Analysts.
if within budget staff have delegated authority.

Procurement Method Threshold
Direct Purchase
Up to $25,000
Invitational Competitive $25,000 to $50,000
Bid – Goods and
Services

Authority to Award
Department Head
Department
Head/Project Manager

Page 87 of 88

Invitational Competitive $25,000 - $100,000
Bid – Construction
Open Competition Bid – $50,000 or greater
Goods and Services
Open Competitive Bid – $100,000 or greater
Construction

Department
Head/Project Manager
Department Head
Department Head

Town of Blue Mountains – 2026
•
•

centralized and one procurement staff with oversight from Manager of
Purchasing & Risk Management.
if within budget staff have delegated authority.

Procurement Method
Direct Purchase
Invitational Competitive
Bid
Open Competition Bid

Threshold
Up to $10,000
$10,000 to $100,000
$100,000 or greater

Authority to Award
Staff
Manager and
Procurement
Department Head &
Procurement or CAO if
over $500,000

Page 88 of 88

9 MATTERS POSTPONED There are no matters postponed.

MATTERS POSTPONED
There are no matters postponed.

10 MOTIONS FOR WHICH NOTICE WAS PREVIOUSLY GIVEN There are no motions for which notice was previously given.

MOTIONS FOR WHICH NOTICE WAS PREVIOUSLY GIVEN
There are no motions for which notice was previously given.

11 CORRESPONDENCE PROVIDED FOR INFORMATION There are no correspondence items being presented for information.

CORRESPONDENCE PROVIDED FOR INFORMATION
There are no correspondence items being presented for information.

12 DISCUSSION OF ADDITIONAL BUSINESS

DISCUSSION OF ADDITIONAL BUSINESS

13 NOTICES OF MOTION

NOTICES OF MOTION

14 ADJOURNMENT

ADJOURNMENT