TABLE OF CONTENTS RFP 9118-19-5040
Notice to Potential Proponents ...... 1 Table of Contents ...... 2 1.0 TERMINOLOGY ...... 3 1.1 References to Labeled Provisions ...... 3 1.2 Definitions ...... 3 1.3 Interpretation ...... 5 1.4 RFP Process Terms and Conditions ...... 6 2.0 PURPOSE ...... 6 2.1 Mandatory Site / Information Meeting ...... 7 2.2 Cooperative Purchasing Process ...... 10 2.3 Background ...... 11 2.4 Gender Diversity in City Procurements ...... Only 11 2.5 Social Procurement ...... 11 3.0 SCOPE OF WORK ...... 18 4.0 PROPOSAL EVALUATION AND SELECTION PROCESS ...... 44 4.1 Selection Committee ...... 44 4.2 Selection Criteria ...... 44 4.3 Selection Process ...... 48 4.4 Schedule of Events ...... 48 4.5 Clarifications ...... 48 4.6 Interviews or Demonstrations ...... 48 4.7 Evaluation Results ...... 49 4.8 Negotiations and Agreement...... Copy 49 5.0 PROPOSAL SUBMISSION REQUIREMENTS ...... 50 5.1 General Overview ...... 50 5.2 Proposal Documentation and Delivery ...... 51 5.3 Proposal Content ...... Submit...... 53 APPENDICES ...... 62 APPENDIX A - RFP PROCESS TERMS AND CONDITIONS ...... 62 APPENDIX B - AGREEMENT TERMS AND CONDITIONS ...... 70 APPENDIX C - STANDARD SUBMISSION FORMS ...... 77 APPENDIX D - SUPPLEMENTARY SUBMISSION FORMS ...... 85 APPENDIX E - PROPOSAL EVALUATION TABLE(S) ...... 87 APPENDIX F – PROJECT REFERENCENot MATERIAL ...... 91
Viewing Do
2 of 112
1.0 TERMINOLOGY
1.1 References to Labeled Provisions
Each reference in this Request for Proposal to a numbered or lettered “section”, “subsection”, “paragraph”, “subparagraph”, “clause” or “subclause” shall, unless otherwise expressly indicated, be taken as a reference to the correspondingly labelled provision of this Request for Proposal (RFP).
1.2 Definitions
Throughout this Request for Proposal, unless inconsistent with the subject matter or context,
“Addendum” or “Addenda” means any document or documents issued by the City prior to the Closing Deadline that changes the terms of the RFP or contains additional information related to the RFP; Only "Affiliated Person" means everyone related to the Proponent including, but not limited to employees, agents, representatives, organizations, bodies corporate, societies, companies, firms, partnerships, associations of persons, parent companies, and subsidiaries, whether partly or wholly-owned, as well as individuals, and directors, if:
A. Directly or indirectly either one controls or has the power to control the other, or B. A third party has the power to control both.
“Agencies and Corporations” refer to bodies and organizations that have a direct reporting or funding relationship with the City of Toronto or Council.Copy The list of current organization name and contact of agencies and corporations to be considered under this RFP is available from the following page on the City's website www.toronto.ca/abcc
“Agreement” means any written contract between the City and a Vendor or any purchase order issued by the City to the Vendor with respect to the Services contemplateSubmitd by this RFP, and shall be deemed to include the terms and conditions for the provision of the Services as set out in this RFP.
“City” means the City of Toronto.
"City Contact" means the City employee(s) designated as City Contact on the Notice to Potential Proponents for all matters related to the RFP call process.
“Closing Deadline” means the date andNot time specified on the RFP Cover Page or any Addenda issued by the City, as the date and time by which Proponents must submit their Proposal;
“Conflict of Interest” includes, but is not limited to, any situation or circumstance where: Viewing (a) in relation to the RFP process, the Proponent has an unfair advantage or engages in conduct, directly or indirectly,Do that may give it an unfair advantage, including but not limited to (i) having or having access to information in the preparation of its Proposal that is confidential to the City and not available to other Proponents; (ii) communicating with any person with a view to influencing preferred treatment in the RFP process including the giving of a benefit of any kind, by or on behalf of the Proponent to anyone employed by, or otherwise connected with, the City ; or (iii) engaging in conduct that compromises or could
3 of 112
be seen to compromise the integrity of the open and competitive RFP process and render that process non- competitive and unfair; or (b) in relation to the performance of its contractual obligations in the City contract, the Vendor’s other commitments, relationships or financial interests (i) could or could be seen to exercise an improper influence over the objective, unbiased and impartial exercise of its independent judgement; or (ii) could or could be seen to compromise, impair or be incompatible with the effective performance of its contractual obligations;
“Council” means City Council.
"Diverse Supplier" means any business or enterprise that is certified by a Supplier Certification Organization to be: More than 51% (majority) owned, managed and controlled by persons belonging to an equity- seeking community, or A social purpose enterprise whose primary purpose is to create social,Only environmental or cultural value and impact, and where more than 50% of the persons who are fulltime equivalent employees or are participating in, or have completed, transitional employment training, experience economic disadvantage.
"Equity-seeking Community" means a group that experiences discrimination or barriers to equal opportunity, including persons of low-income, vulnerable youth (age 18-29), women, Aboriginal People, persons with disabilities, recent newcomers, LGBTQ2S+ people, racialized people, and other groups the City identifies as historically underrepresented.
"may" and "should" used in this RFP denote permissive (not mandatory).
“MFIPPA” means the Municipal Freedom ofCopy Information and Protection of Privacy Act.
"must", "shall" and "will" used in this RFP denote imperative (mandatory), meaning Proposals not satisfying imperative (mandatory) requirements will be deemed to be non compliant and will not be considered for contract award. Submit “Project Manager” means the main contact person at the City for all matters relating to the project.
“Proponent” means a legal entity that submits a Proposal. If two or more legal entities wish to submit a Proposal as a consortium, one member of the consortium must be identified as the Proponent with whom the City may enter into an Agreement, and the other member(s) must be identified as subcontractors to that Proponent.
“Proposal” means an offer submitted byNot a Proponent in response to this RFP, which includes all of the documentation necessary to satisfy the submission requirements of the RFP.
“RFP” means this Request for Proposal package in its entirety, inclusive of all Appendices and any bulletins Viewingor Addenda that may be issued by the City.
“Services” means all services and deliverables to be provided by a Vendor as described in this RFP. Do “Solution” means a set of goods and services meeting the City’s requirements, as set out in this RFP.
4 of 112
"Supplier Certification Organization" is a non-profit organization recognized by the City of Toronto that certifies businesses and enterprises as Diverse Suppliers by assessing them using established, consistent criteria. Recognized Supplier Certification Organizations include:
Canadian Aboriginal and Minority Supplier Council Canadian Gay and Lesbian Chamber of Commerce Social Purchasing Project Women Business Enterprise Canada Canadian Council for Aboriginal Business
"Supplier Code of Conduct" means business ethical standards contained in Article 13 Chapter 195, Purchasing, of the Toronto Municipal Code; “Vendor” means the successful Proponent with whom the City enters into an Agreement.
"Workforce Development" means a relatively wide range of activities, policies and programs to create, sustain and retain a viable workforce that can support current and future businessOnly and industry. It is an approach that integrates career exploration, industry–driven education and training, employment, and career advancement strategies, facilitated by the collaboration between employers, training and education institutions, government, and communities.
1.3 Interpretation
In this RFP and in the Agreement, unless the context otherwise necessitates,
(a) any reference to an officer or representative of the City shall be construed to mean the person holding that office from time to time, and the designate or deputy of that person, and shall be deemed to include a reference to anyCopy person holding a successor office or the designate or deputy of that person;
(b) a reference to any Act, bylaw, rule or regulation or to a provision thereof shall be deemed to include a reference to any Act, bylaw, rule or regulation or provision enacted in substitution thereof or amendment thereof; Submit
(c) all amounts are expressed in Canadian dollars and are to be secured and payable in Canadian dollars;
(d) all references to time shall be deemed to be references to current time in the City;
(e) a word importing only the masculine, feminine or neuter gender includes members of the other genders; and a word defined inNot or importing the singular number has the same meaning when used in the plural number, and vice versa;
(f) any words and abbreviations which have well-known professional, technical or trade meanings, are Viewingused in accordance with such recognized meanings;
(g) all accounting terms have the meaning recognized by or ascribed to those terms by the Canadian Institute ofDo Chartered Accountants; and
5 of 112
(h) all index and reference numbers in the RFP or any related City document are given for the convenience of Proponents and such must be taken only as a general guide to the items referred to. It must not be assumed that such numbering is the only reference to each item. The documents as a whole must be fully read in detail for each item.
1.4 RFP Process Terms and Conditions
This RFP process is governed by the terms and conditions in Appendix ‘A’.
2.0 PURPOSE
2.1 Mandatory Information Meeting Interested Proponents must attend the information meeting to familiarize themselves with the Project details and scope and ascertain the full extent of the work required. A mandatoryOnly information meeting will be held on Day, May 22, 2019 at 10:00 a.m. The meeting will be hosted in Meeting Room C 100 Queen St W, Toronto. Proponents will meet with the City Representative(s) to review the background of the project and request for proposal. Site meetings will not be available at any other times. Proposals submitted by Proponents that did not attend the mandatory information meeting shall be declared informal and will not be considered. Individuals attending the meeting must sign in and clearly indicate on the sign in sheet the name of representative and the firm they are representing.
2.2 Project Purpose The purpose of this RFP is to select a qualified consultant and consultant team to provide professional and technical services for the purposes of developingCopy a comprehensive Master Plan for Toronto Island Park as required by Parks Forestry and Recreation – Capital Projects Division and its partner divisions working collaboratively with key stakeholder groups, in association with Purchasing and Materials Management Division (PMMD).
The key objectives of the project are: Submit 1. To complete review of existing background documents and complete additional background research to better understand the natural and cultural heritage of the Islands and the significance of this important waterfront park. 2. To complete a high-level Inventory and Analysis of the existing assets and conditions around Toronto Island Park – including natural and built forms. 3. As part of the Inventory and Analysis to complete a Public Life Study of the Island to identify how many people are visiting the park, who is visiting, where they are spending their time and what they are doing throughoutNot their visit. 4. To develop and execute a comprehensive Communications and Public Relations Plan and Engagement and Outreach Plan including relevant City divisions, stakeholder groups and community members at local and city-wide scales to share information and updates as well as Viewingseek input and support for the Mater Plan as it develops. 5. To develop a comprehensive Toronto Island Park Master Plan (including high-level costing and phasing approach) that will strive to meet the current and future needs of the City, Stakeholder groups andDo Community including; a vision and guiding principles, defining park entrances and gateways, ensuring circulation and access for all and establishing identities for the different districts across the Island to protect, enhance and ensure the future of Toronto Island Park for years to come. 6. Identify and develop schematic solutions for priority areas within each of the key districts within Toronto Island Park to enhance and support the Master Plan and better define improvements
6 of 112
needed for specific areas and/or features to further re-inforce the identities of the different districts across the Island and to protect, enhance and ensure the future of Toronto Island Park for years to come. 7. To complete a high-level review of the current business model and existing permits and leases on the Island including but not limited to Centreville, the Yacht clubs, the Island School and Artscape. Including also recreational and event permits, annual events to evaluate and make recommendations towards establishing best management practices and infrastructure upgrades needed to support these event and permits, short and longer- term leases and projected uses in a more effective way – considering revenue generation, operational impacts while ensuring the protection and integrity of Toronto Island Park as a whole. (Note: These recommendations may be used to support a separate and more comprehensive Business Study and Plan for the Island.) 8. Using the Trail and Wayfinding Strategy, design and prepare and implement new wayfinding signage at each of the Ferry Terminal Areas – including the Jack Layton Ferry Terminal on the mainland aligned with the intentions of the Toronto Island Park MasterOnly Plan as a quick start project after the Master Plan is completed and provide as part of the Master Plan a suggested role-out for the whole Island Park
The final Toronto Island Park Master Plan will inform future decision making and budget processes by establishing priority areas and/or projects on the Island as well as categorizing the Master Plan outcomes as small medium and large projects relating directly to the capital investment required to complete the proposed works.
The vendor and team will build on existing reports and information that is made available upon award of the contract, as well as engagement activities that have already been conducted by City staff. The vendor and team will review compiled works and completeCopy additional research as needed to supplement areas where gaps or additional information is needed. When completed, the Vendor will prepare a report summarizing their findings to demonstrate their understanding of the inventory and analysis phases of work.
The scope of work is comprised of 3 specific streams of work alSubmitigned with specific areas of expertise. Each stream of work is outlined below and the additional detail relating to the scope of work for each stream is described in detail in section 3.0 of this RFP. Each stream of work are listed separately, but it should be understood that a coordinated approach to the delivery and development of the Master Plan project is expected. Work streams are listed as follows: 1. Communications and Public Relations Plan 2. Public Engagement and Outreach Plan 3. Park Master Plan: Park Planning and Landscape Architecture Not The Vendor and sub-consultant team will approach this Master Plan considering the complexity of Toronto Island Park’s landscape and uses; as an integrated and significant part of the City’s Park system, as a residential community and neighbourhood, as a cherished waterfront park that is a city-wide park and Viewingtourist destination, and Island getaway with a rich cultural heritage and natural landscape worth protection and celebration. Do To achieve this, the vendor and sub-consultant team will develop a coordinated Work Plan and Schedule for all streams of work considering the local Island Community, the City’s larger Waterfront and Parkland context as well as the City-wide demographic of park users and visitors that cherish this park. The Vendor and team will develop the coordinated work plan, project communications and consultations using various formats and approaches in order to complete background investigations and develop a better
7 of 112
project understanding, gather information and data, seek input and build consensus on a Vision, Guiding Principles and Goals and Objectives for the future of the Park. These activities will set the foundation and framework for developing the Toronto Island Master Plan.
2.3 Project Rationale As an important Waterfront Park and Island oasis, Toronto Island Park receives approximately 1.5 million visitors per year. Visitor statistics alone provide clear evidence that Toronto Island Park is not only a well- used and highly valued waterfront park – it anchors the City of Toronto acting as: 1. A unique waterfront experience, destination and recreational amenity on our city’s Waterfront that is gaining recognition outside Toronto and on an international stage. 2. An important oasis-like escape for City of Toronto residents and visitors alike looking to get away from the vibrant and busy city to relax and recharge. 3. A special place known to island residents as “home” to be valued, protected, restored and secured for many for years to come 4. A unique and natural environment with many ESA’s to be valued, protectedOnly and enhanced to ensure sustainability of environmentally sensitive and significant flora and fauna 5. A unique Waterfront Park that is integral to the City’s Parkland system, with a unique natural heritage and cultural landscape with unrealized potential for enhancing the Island Park user experience and for Indigenous placemaking.
Population growth, especially in the Toronto’s Downtown Core is placing increased demands on the City’s waterfront Parks. With growth, the pressure for park space increases and the significance and importance of Toronto Island Park also increases. This increasing popularity results in greater demands for services and amenities, which in turn increases expectations for varied programs and events. Increased use results in greater environmental impacts and operational demands. A new vision for Toronto Island Park, including protection of existing infrastructure and assets, new programs, management approaches and coordinated servicing needs to be put in placeCopy to better meet these demands, mitigate these impacts and protect the unique and highly valued environment known as Toronto Island Park.
Over the years, Toronto Island Park has been shaped and influenced by extreme weather events, Lake Ontario currents and wave action. Human interventions in the formSubmit of engineered solutions have mitigated dramatic changes to the Island landscape where possible. Then, unexpectedly in spring 2017 high lake levels resulted in extensive flooding and damage across the Island. Repairs to community and park infrastructure and major investment in flood protection were required. To further complicate matters, the aging ferries and infrastructure are challenged to keep pace with these increased service demands and environmental pressures.
In a similar timeframe, two important planning initiatives advanced through the TOcore study; the Downtown Secondary Plan and the DowntownNot Parks and Public Realm Plan. These plans, approved by Council in mid-2018, projected significant growth in Toronto’s downtown core and highlighted the significance of Toronto Island Park within the Core Circle -- a circuit of public spaces that connects existing natural features around Downtown -- as an integrated and significant part of the City’s greenspace network. Viewing To compliment this framework and better address these challenges and make informed decisions that align with the City'sDo approved plans, PF&R has decided to take a more proactive and strategic approach to considering the future of Toronto Island Park. The Toronto Island Park Master Plan is the first of its kind. Since the origin of the park, a comprehensive Master Plan has not been completed and park program and uses have evolved incrementally over time in response to the changing needs of residents and park users. To ensure the Park's ongoing success and strategic management, and to realize its full potential, the City is seeking to complete a comprehensive Master Plan for Toronto Island Park.
8 of 112
To ensure the Park's ongoing success and strategic management, and to realize the Park's full potential, the City is seeking assistance from a vendor and team to complete a Toronto Island Park Master Plan – including communications, engagement and outreach as the first step in developing broader vision for the Toronto Island Park in alignment with the vision established in TOcore Downtown Plan and the Downtown Parks and Public Realm Plan (see www.toronto.ca/tocore), other Island and Waterfront Park initiatives with the goal of making informed decisions about future parks planning, operational management and capital improvements to ensure the viability and sustainability of this park for years to come.
2.4 Project Team - Lead, Partners and Key Stakeholders The Toronto Island Park Master Plan project will be overseen by the Capital Projects section of the City’s Parks Forestry and Recreation Division (PFR) in collaboration with the Toronto and Region Conservation Authority (TRCA) other city divisions and partner agencies who are actively engaged in management, conservation and restoration activities, recreational programs and or have assets on the Island. The Waterfront Secretariat and agencies such as Waterfront Toronto will also participateOnly as partners and key stakeholders. In addition, the project will also seek input and engagement from local island, waterfront and city-wide residents and stakeholders, including how best to address current operational requirements as well as the short-term and long-term goals of the City, the needs of the community, City-wide park users and tourists alike.
2.5 Project Expertise The City requires professional services from a single, qualified consulting firm, or a consulting team comprised of a number of firms of varied disciplines, to be led by a registered Landscape Architect, with a commitment to design excellence and a proven ability to design and manage complex projects to develop innovative and high-quality Park Masterplans including working with multiple stakeholders, extensive and layered park programs, as wellCopy as a demonstrated proficiency in sustainable landscape design, natural and cultural heritage interpretation, and public consultation and facilitation.
A joint proposal by a consortium of two or more Proponents having no formal corporate links may be submitted, but one person or company must be shown as the primeSubmit Proponent and be prepared to represent the consortium to the City by executing the Agreement, acting as the primary contact, and taking overall responsibility for performance of the Agreement.
Where a proposal is made by a prime Proponent with associate firms working with or under the prime Proponent in either a sub-contracting or consortium relationship, it is required that those associate firms be named in the Proposal.
The Prime Proponent (Vendor) is responsible for assembling, coordinating, and administering the services of qualified professional firmsNot to carry out the vario us disciplines of work needed to develop the Toronto Island Park Master Plan. The following, mandatory professional and technical services are required for the Vendor's Design Team;
Viewinga. Landscape Architect – lead (full member in good standing with the OALA) b. Communications Team (for Communications and Public Relations Plan and including a professionalDo writer) c. Public Engagement and Outreach Team (Public Consultation Plan and Facilitator Services) d. Indigenous Consultation Specialist e. Ecological Specialists (Ecology and Biology with expertise in terrestrial and aquatic ecosystems) f. Cultural Heritage Specialist g. Coastal Engineer
9 of 112
h. Cost Consultant
The costs (fees and disbursements) for all services will be included in the Vendor's fees and disbursements for this RFP, for all stages of the scope of work.
2.6 Work Plan and Budget Range The Toronto Island Park Master plan will be awarded as one single contract with five (5) phases of work anticipated to extend over the course of two years. Each phase of work builds incrementally on the previous phase. It is expected that the Prime Proponent or Vendor will ensure that all works and deliverables are coordinated throughout all phases of work. The project schedule is anticipated to be timed roughly as follows:
2.6.1 Phases of Work 2019 Work Plan Only Project Planning Communications and Public Relations Plan
Engagement and Outreach Plan
Information Gathering Phase 1: Background Material Review & Precedent Research Phase 2: Inventory and Analysis Planning and Option Phase 3: Alternative Approaches (Start) Analysis Copy 2020 Work Plan Planning and Option Phase 3: Alternative Approaches (Complete) Analysis Phase 4A: Preliminary MasterSubmit Plan Phase 4B: Preliminary Costing and Phasing Final Plans / Costing Phase 5A: Final Master Plan Development and Phasing Phase 5B: Final Coating and Phasing
Each of the 3 work streams are required to address all five (5) phases of work. Specific details relating to the scope of work for each streamNot are described in detail in Section 3.0 of this RFP. 2.6.2 Project Budget Range The City's range in budget for this project is currently approximately $400,000 - $500,000. The Contract will be divided into five (5) phases of work and will be aligned with approved budgets. ViewingPlease note that this amount is only an approximation and does not reflect the total amount that will be paid to any Vendor. This amount is for information only and should not form the basis of any submission. Do 2.7 Cooperative Purchasing Process After award, the Vendor acknowledges that the City may inform its Agencies and Corporations of the Vendor's Contract with the City. If the Vendor wishes to provide the same deliverables and/or Services to the City's Agencies and Corporations, it shall use commercially reasonable efforts to negotiate for the
10 of 112
purpose of entering into separate and distinct contracts with the City's Agencies and Corporations based on the same or comparable terms (including price and duration) as are set out in the City's Contract with the Vendor. The Vendor further acknowledges that that City shall not be liable for any separate contracts negotiated with the City's Agencies and Corporations by the Vendor.
2.8 Gender Diversity in City Procurements As part of City Council's support to enhance gender diversity on boards of corporations, all corporations conducting business with the City of Toronto are encouraged to utilize an intersectional analysis to strive to have gender parity on their corporate boards.
2.9 Social Procurement The goal of the City of Toronto Social Procurement Program is to drive inclusive economic growth in Toronto by improving access to the City's supply chain for diverse suppliers and leverage employment, apprenticeship and training opportunities for people experiencing economic disadvantage, including those from equity-seeking communities. The City of Toronto expects its Bidders to embraceOnly and support the City of Toronto Social Procurement Program and its respective goals. Social procurement creates social value for the City in addition to the delivery of efficient goods, services, and works. The City of Toronto Social Procurement Program consists of two components: Supplier Diversity and Workforce Development.
For more information on the City of Toronto Social Procurement Program, visit: http://www.toronto.ca/purchasing/socialprocurement.
2.10 Supplier Diversity The goal of supplier diversity is to increase the diversity of the City's supply chain by providing diverse suppliers with equitable access to competitiveCopy procurement processes.
In accordance with Section 1.3.2 of the City of Toronto Social Procurement Policy, points will be assigned to proponents that submit information as part of their proposal that will improve supplier diversity in the City's supply chain. See section 5.3, Proposal Content for more information Submit 3.0 PROJECT BACKGROUND
3.1 Toronto Island Park - History (Sourced from the City of Toronto Park web-site)
Historically the Toronto Islands were a series of ever changing sandbars that developed from the eroding Scarborough Bluffs. Over time, eroded stone and sand was carried westward by Lake Ontario currents to create the Islands. By the early 1880’s the longest of these sandbars extended nearly 9 kilometres south- west from Woodbine Ave, through AshbridgesNot Bay and the marshes of the lower Don River, forming a natural harbour between the lake and the mainland. These sandbars were connected to the mainland at their most easterly limits. The main peninsula was well known by indigenous people as a place of leisure and relaxation and became Viewingknown to European settlers as the “Island of Hiawatha”. Regular storms and the strong wave action of Lake Ontario worked to erode the peninsula, requiring frequent repair of small gaps. Then in 1858 a large storm completely separated the peninsula from the mainland and the gap was not repaired and the beginnings of TorontoDo Island were created. By the late 1800’s many of Toronto’s wealthiest families built beautiful Victorian summer homes on the Island. The Ward family settled at the area known today as Ward’s Island and built the landmark Wards Hotel in 1882 and the Wiman Bath’s created a resort, which attracted many visitors.
11 of 112
The Hanlan family settled at Gibraltar Point in 1862 and was one of the first year round inhabitants of the Island. Then in 1867 the federal government transferred the Islands to the City of Toronto - Plan D-141 which divided the land into lots and allowed cottages, amusement areas and resort hotels to be built. The west side of the Island became a resort destination for citizens of Toronto. The first summer cottage community was founded in 1878 and John Hanlan built a hotel. In the 1890’s - 1910 an amusement park and baseball diamond for 10,000 spectators was added to the Island amenities. High water levels continually damaged Island properties and then in 1956 a large portion of the land was transferred to the Municipality of Metropolitan Toronto to be developed as a regional park. Cottages and residence and deteriorating hotels reminiscent of an era gone-by were demolished to be replaced by parkland uses. To this day parkland, recreational amusements and residential uses continue to be the dominant features of the Islands.
3.2 Site Description and Study Area Toronto Islands Park consists of a series of small tightly grouped islands that are a defining feature of the City of Toronto Inner-Harbour, located directly across from the Jack Layton FerryOnly Terminal at the foot of York and Bay Street in the heart of Toronto’s downtown core. The close proximity of these Islands to Toronto’s downtown have helped to secure a special place in many Torontonians hearts for this cherished Island getaway. Toronto Island Park is comprised of 14 individual Islands including from west to east; Centre Island, Muggs Island, Olympic Island, South Island, RCYC Island, South Chippewa Island, Snake Island, Algonquin Island, and Wards Island and two smaller islands: Duck Island, and Hanlan’s Island. This series of Islands is home to many Island residents on Algonquin and Wards Islands respectively, 3 beaches, a Yacht club, Toronto’s oldest heritage site - the Gibraltar Point Lighthouse, Franklin’s Children Garden, the Island Public Natural School, the William Meany Maze, Centreville Amusement Park, Artscape Gibraltar Point, the Island Café and the Rectory Restaurant, Parks Forestry and Recreation Boat Rental and even the Billy Bishop Airport. Note: The Billy Bishop airportCopy does not fall within the scope of the Master Plan – however edges and the interface or access to and from the airport should be considered and addressed. Toronto Island Park is over 330 ha (820 ac) in size and is easily accessed via the City of Toronto Ferries - a short 10 minute ride - via regular ferry service from the Jack Layton Ferry Terminal to three different Island ferry docks; Wards Island, Centre Island and Hanlan’sSubmit Point. Private water taxis also provide transportation to and from the island from various locations across Toronto’s Central Waterfront. In addition water taxis and some private tenders also have boat access to the Island.
Not Viewing Do
12 of 112
Only
3.3 Project Significance Toronto Island Park is an integral part of the City’s park network and provides a rare park experience with a unique range of activities and parkland programs and amenities in an oasis-like Island setting that is only a 10 minute Ferry Ride form Toronto’s bustling downtown core. In addition, this unique park satisfies the diverse needs and interests of city residents by offering access to traditional park programming and activities, permits and leases, waterfront park amenities, specialized shorelines and park uses including but not limited to; a residentialCopy community, a public school, seniors center, an amusement park, a children’s garden, a landscape maze, yacht clubs, internal waterways and water access, bridges, boardwalks and beaches, and a historic lighthouse to name a few.
The character and landscape of this park is also varied and includesSubmit natural beaches and shorelines to ferry docks, engineered shorelines and hardened waterfront edges. There are extensive open lawns and horticultural beds, naturalized areas, beach dunes, ESA’s, wetlands, habitat areas and woodlots. The character of Toronto Island Park is varied and the experiences that this unique Island Park affords are many! Over the years, the character of Toronto Island Park has significantly changed, and many of these changes have not always been guided by a thorough and holistic park planning and management process.
The Toronto Island Park Master Plan will make recommendations to address the natural and cultural heritage, existing assets and infrastructure,Not recreational amen ities, park services and features, park programs and uses. It will also evaluate what areas of the park are valued, what programs and activities on the island are popular and what aspects of the park programming and infrastructure need to change or be improved. The analysis will also take into consideration the Island residents, businesses, permit and lease holders and events. The plan will prioritize flood protection of the Island and give consideration to Viewingthe perspective of Toronto Island Park in the broader context Toronto’s Waterfront. Additionally, the Master Plan will critically evaluate the future vision and direction for the Park, to better share storied past of the Island’s naturalDo and cultural history and to promote the significance, and sustainability of the Toronto Islands for all park users and visitors alike for years to come.
13 of 112
3.4 Internal Consultations and Other Relevant Studies and Initiatives As part of the early stages of this project the City completed internal and partner stakeholder consultations; first to discuss the separate divisional interests, ambitions and challenges of the existing Toronto Island Park and second to have an interdivisional conversation to discuss the shared vision and common interests, ambitions and challenges relating to Toronto Island Park. The outcomes and themes from these sessions established a shared direction for the Master Plan that is reflected in this RFP. The Summary Report from these sessions will be provided to the successful vendor and team as the preliminary foundation for the Master Plan.
In addition, there is a significant amount of work that has already been completed and/or compiled on Toronto Island Park including but not limited to the following; E.g. TRCA Flood Mitigation Assessment, Ferry Fleet Assessment, Toronto Island Heritage Study and the Jack Layton Ferry Terminal Master Plan, the Parks Wayfinding Strategy etc. And other important documents that reference or relate to Toronto Island Park include; TOcore Study, the Central Waterfront Secondary Plan, the Downtown Parks and Public Realm Plan, the Parks Wayfinding StrategyOnly and Indigenous Consultation and Engagement in the City of Toronto.
A more detailed background is also provided in the Project Profile Report. Appendix F - attached.
3.5 Preliminary Project Framework The following section outlines preliminary guiding principles and objectives that will serve as the starting point for the Toronto Island Park Master Plan. It is anticipated that these will evolve and be developed further by the Vendor team through the engagement and outreach process. 3.5.1 Preliminary Guiding Principles The Master Plan will ensure that TorontoCopy Island Park becomes: 1. A model for resilience, environmental excellence and sustainability 2. An Island of balanced and varied activity celebrating four seasons 3. An Island of rooms with diverse and memorable experiences 4. An Island Park A world-class waterfront park destination accessible and inclusive for all 5. An Island Park that celebrates and protects its naturalSubmit and cultural heritage and supports opportunities for Indigenous placemaking 6. An Island oasis - car-free, care-free and protected 7. A park to return to create lasting memories 8. An Island community and culture centered on balance and respect for past, present and future
3.5.2 Preliminary Project ObjectivesNot In addition, the Toronto Island Park Master Plan will support the following key objectives: 1. User Experience Excellence: A decision to visit Toronto Island Park will be simple, Viewingfun, positive and engaging form beginning to end! The Toronto Island Park Master Plan will be developed to maximize the potential for a positive Island experience from the moment of deciding to visit Toronto Island Park, through ticket purchase, ferry ride, getting around the DoIsland and the return home. 2. Park Animation through Four Seasons: The Toronto Island Park Master Plan will be designed to offer programs, activities and experiences through all 4 seasons in order to realize the full potential and diversity of experience that Toronto Island Park has to
14 of 112
offer. Consideration will be given to designing new and/or upgrading existing facilities, considering temporary structures to function through different seasons. 3. Ecological Approach to Design: The Toronto Island Park Master Plan will lead by example and center around an ecological approach to design promoting protection, enhancement and rehabilitation of the park landscape and ecology, ESA’s, beaches and significant habitat areas including the management and replacement of the tree canopy, consideration of turf management and horticulture in order to sustain the integrity of the Island Park landscape and natural areas. The Master Plan will design and plan for resilience in the context of climate change and high lake effect and flood mitigation. This approach will extend to built-forms and retrofits and/or repairs of existing Park buildings, shelters and infrastructure and consider innovation and energy efficient design and explore concepts relating to reducing carbon footprints, re-useable energy and absorptive landscapes etc. 4. Integrated and Connected Park: Realize the vision for Toronto Island Park within TOcore as an integrated and significant park within the City's greenspace network. Ensure the Master plan framework will Integrate Toronto Island Park as a key connection in theOnly Core Circle—a transformative idea of TOcore that envisions a circuit of public spaces connecting existing natural features around Downtown. Consider how Toronto Island Park will accommodate the increased trends in visitor use and larger park programs and events and how best to manage and balance competing uses to sustain the character and integrity of the Park. Consideration should also be given to the overarching strategy for servicing the Island with some focus on food and beverage services and how that can be better integrated with Centreville Amusements and/or existing permits and leases. 5. Celebrate Island Stories through Placemaking: the Toronto Island Park Master Plan will develop the potential for enhancing the park experience by creating a network of destination spaces and places of unique identity and interest throughout Toronto Island Park. These places will include but not limitedCopy to, creating hubs and social gathering spaces, celebrating views, exploring, learning about and/or protecting nature, creating spaces for play, art and programs for all ages, celebrating access to waterfront and beaches, water features and cooling, active and passive recreational activity areas, management of waterfront and beach access, boardwalks, seawalls and promenades, lookouts, walking trails and loops, nature interpretation, protected habitats, operationSubmits and maintenance needs, limited or “no access areas” and lighting. The celebration of Indigenous cultures and histories will be addressed in the Toronto Island Master Plan, implemented through placemaking and other initiatives informed by the involvement of Indigenous Communities. 6. Flood Protection through Design Innovation: the Toronto Island Park Master Plan will ensure thoughtful and integrated design recommendations and improvements relating to flood protection, high lake effect and extreme weather events impacting Toronto Island Park with specific consideration for NotTRCA and PFR initiatives already in progress and existing Park infrastructure, amenities, assets and programs etc. Any new recommendations will also be aligned with the key recommendations of the recent flood mitigation reports, the principles of low impact development and other legislation or requirements. Specific case Viewingstudies and precedents will be referenced to demonstrate successes when and where relevant. 7. Create Hubs for Activity and Information: The arrival and departure points at Ferry Terminals and docks accessing Toronto Island Park, as well as waiting areas on the mainland or Islands willDo act as landing and launching zones and need to provide protected and adequately sized areas for visitors to gather safely and comfortably, collect information and orient themselves to the spaces and places or services and amenities of the Island and or Central Waterfront in order to create a positive Island Park experience. The Toronto Island Master Plan will critically evaluate these existing areas on the Island – consider the adequacy of their design, configuration, microclimate, connections, capacity and amenities. The
15 of 112
Master Plan will also consider servicing to/from these locations and explore opportunities for improvements. 8. Engage and Encourage Park Exploration: the Toronto Island Park Master Plan will encourage every park visitor to want to return again by creating captivating, engaging and diverse experiences and programs in different space and places across the Island. Marketing and way-finding will be used as a strategic tool to promote circulation and access throughout the Island considering a variety of access and entrance/exit points to ensure park programs and uses are in complement to the main access points to the Island and are keeping with the carrying capacity of the Island Park landscapes and habitats. An important aspect of this will also include the definition of natural area for protection (sensitive habitats, ESAs etc.) and a public educational program to support this approach. 9. Economies of Island Park Scale: The Toronto Island Park Master Plan will give consideration to the existing Toronto Island Park economy; revenue generating activities, current funding sources, operational funding needs etc. Consideration will be given to what systems are working and will identify challenges and explore gaps and/orOnly missed opportunities. This will also include an overview and general understanding of existing leases and permits on the Island including but not limited to Centreville, the Yacht clubs, the Island School and Artscape to name a few. Recreational and event permits and repeat annual events are also important considerations and can on any given day dramatically increase the number of visitors to Toronto Island Park placing very different needs on the Toronto Island Park infrastructure, services and amenities. With this in mind the Master Plan will evaluate and consider options and make recommendations towards establishing best management practices and infrastructure upgrades needed to support these event and permits, short and longer-term leases and projected uses in a more effective way – considering revenue generation, operational impacts while ensuring the protection and integrity of Toronto Island Park as a whole. (Note: These recommendations may be used to support a separate and more comprehensive Business Study Copyand Plan for the Island.)
3.6 Meetings: General Description There are four (4) different categories of meetings that will be Submitrequired in the delivery of the Toronto Island Park Master Plan which are described as follows: a. Staff and Coordination Meetings: will involve the Vendor, and other members of the Vendor's team, as may be required, to meet and coordinate with staff. These meetings will serve to review project requirements and draft materials, discuss alternative approaches and options and review progress, and schedule. Meetings will occur during normal business hours on weekdays. Each meeting may require up to two (2) hours in duration and may include in person meetings or conference calls. b. Steering Committee Meetings:Not will involve the Vendor, and other members of the Vendor's team, as may be required to meet with the project Steering Committee. Steering Committee Meetings will be coordinated and hosted by the City and will include a presentation to the City, PFR General Manager and Division Heads and relevant Partners Viewingsuch as TRCA. Steering Committee Meetings will be hosted at key project milestones to provide Senior Managements with a project update and to support/approval for proposedDo direction of the plan in advance of larger engagements events. The information from these meeting may also be used to provide the Ward Councillor with project updates. Meetings will occur during normal business hours. Each meeting may be expected to last approximately one to two (1-2) hours. c. Advisory Group Meetings: will involve the Vendor, and other members of the Vendor's team, as may be required, to meet with the different project Advisory Groups. Advisory
16 of 112
group meetings will include; Technical Advisory Committee Meetings and Stakeholder Advisory Committee Meetings. The composition of these groups has not yet been formalized but will likely be comprised of staff from various City divisions, Partners and Key Stakeholders, Community and Citizen representatives, neighbourhood associations, representatives of nearby business improvements areas, and key Island Stakeholders such as Ports Toronto, Toronto Water, TDSB and other Permit and Lease holders etc. Through a transparent application process , the City will establish the TAC and SAC Committees. The Vendor and Team will be responsible for preparing and finalizing the Terms of Reference for these groups. The Ward Councillor may also attend/participate in these meetings. These meetings will not require the creation of separate or specialized presentation materials as they are intended to be used to present presentation materials intended for and in advance of larger public meetings. Meetings may occur during normal business hours and after hours, weekday evenings. Each meeting may be expected to last approximately two (2- 3) hours. d. Engagement and Outreach Meetings: will be defined in the EngagementOnly and Outreach Plan. These engagements will involve the Vendor, and other members of the Vendor's team, to meet with, Island Residents, Park users, Waterfront Stakeholders and the public, to solicit broad-based input into the development of the Island Park Master Plan. Meetings will take various formats requiring different time commitments and staffing resources in different locations and may occur after normal business hours, weekday evenings and weekends. Community meetings are expected to last approximately two (2) hours, not including setup and take down time, but may also include day-long Engagement events on the Islands at the Ferry Terminal or at other locations within the City. Details relating to stages of work and specific requirements for required meetings are partially outlined in section 4.0 Scope of Work. It is the Vendor and teams responsibility to develop a coordinated work plan and establish the meeting requirements and schedule. A start-up meeting and close-out meeting are standard requirements. Generally speaking eachCopy phase of work shall include 1-3 coordination meetings with staff to review materials, work plan and project schedule. Each phase will also include a large format public engagement. Stakeholder and Advisory Group meetings can be scheduled as part of the overall workplan. Additional staff meetings and smaller engagement and outreach meetings will be included as part of the Communications and Engagement and OutreSubmitach Plans. The vendor and team will submit these plans at the outset of the project and will be updated regularly as the project progresses.
3.7 Deliverables: General Description The Vendor and team members will be responsible for a coordinated work plan and deliverables through each stage of the Master Plan project. Section 3.0 below will highlight the specific deliverables required in relation to each stage of the work. Deliverables will take a variety of forms and not be limited to the following; Work Plans and Schedules, Meeting Coordination, Meeting Agendas and Summaries, Draft and Final Reports, Conceptual Plans andNot Sketches, Schematic Plans and Plan Enlargements for priority areas, renderings and 3D images to illustrate design intent, Image Collages, Graphics, Photos, Photo documentaries, Communications and Web-Page Content, etc. In anticipation of the Toronto Island Park Master Plan being a complex and detailed document the Vendor Viewingwill be required to submit, as an early deliverable a “Table of Contents” for the Master Plan report. This will serve to structure the way information is gathered, synthesized, developed and reviewed and will serve as an invaluableDo organizing tool through the duration of the project. All documents will be submitted for review in draft format and include timelines required for review in order to meet project key milestones. As a guideline a minimum of two weeks should be budgeted for to allow for distribution to appropriate staff and divisions. Tighter timelines can be negotiated as needed. Draft documents will be submitted digitally in PDF or Word format with complimentary comment forms for appropriate divisions to complete and streamline the revision process.
17 of 112
Submitted final documents will include six (6) hard copies, and six (6) digital copies on disc, plus one (1) copy submitted digitally in “pdf” to the satisfaction of the City. Note: All deliverables will be developed in accordance and aligned with corporate communication standards and corporate identity manuals and compliant with City’s accessibility standards.
4.0 SCOPE OF WORK
The scope of work for the Toronto Island Park Master Plan will included 3 Parts of work: Part 4.1 - A Communications Plan (through all 5 phases) including; a. Key Messaging b. Media Releases c. Social Media Materials d. Web Page Updates etc. Only Part 4.2 - A Public Engagements and Outreach Plan (through all 5 phases) including; a. Public Life Study b. Public Engagement c. Indigenous Engagement d. Steering Committee Meetings e. Advisory Committee Meetings Part 4.3 - A Park Master Plan including; Phase1: Background Research and PrecedentsPhase 2: Inventory and AnalysisPhase 3: Alternative ApproachesPhase 4: Preliminary Park Master Plan with Costing and Phasing StrategyPhase 5: Final Park Master Plan with Costing and Phasing Strategy
For the purposes of this RFP each part of the Copyscope of work is presented in chronological order. Details relating to the Communications Plan and Engagement and Outreach Plan are outlined in detail in Section 4.1 and 4.2 respectively. The Prime consultant will be responsible for the coordination and delivery of the Master Plan - outlined in Section 4.3. In addition, the Vendor and team members will be required to Submitdevelop and update the project work plan and schedule so as to be fully coordinated through all phases of work. The coordination effort will largely fall to the Vendor as the lead, but it is expected that the respective sub consultants will notify the Vendor when additional coordination and updates are needed.
It should also be noted that the Vendor team, including the Communications Team and Engagement and Outreach Team will coordinate materials and attend all Steering Committee, Advisory Group and Public Engagement meetings and provide a coordinated effort to complete the scope of work and deliverables as required in developing the Toronto IslandNot Park Master Plan.
Part4.1 Communications and Public Relations Plan: Viewing4.1.1 Communications and Public Relations Plan - Purpose and Objectives: The Vendor will include a Communications Consultant as part of their team composition who will play a key role and be responsible to work with the Vendor to develop, coordinate and execute a CommunicationsDo and Public Relations Plan addressing all phases of the project. The communications team will also include a professional writer who will review all communications materials and provide editorial services to the project team on all reports and summary communications that will be shared publically.
18 of 112
The Communications Consultant, in direct co-ordination and collaboration with the City's project manager, the Vendor and the City's relevant communications and engagement staff will develop and implement a comprehensive Communications and Public Relations Plan, to launch the Toronto Island Park Master Plan project, to promote the project and encourage involvement of community and stakeholders in the Park Master Plan as well as share updates on project progress and other relevant aligned initiatives through all stages of the project. The vendor and Communications team will use Toronto Island graphics already developed by the City as a springboard for their plan and will integrate these graphics to develop key messaging for the launch and duration of the project. Graphics will be provided to the winning team following contract award. Given the complexity of Toronto Island Park, the Communications Plan will require a compelling narrative to communicate and demonstrate project understanding and the significance of Toronto Island Park to the downtown core and as a destination on Toronto’s Waterfront. The Communications Plan will also serve to generate excitement and broad public interest for the project and encourage broad-based public participation at city-wide and local scales building trust and rapport and public buy-in for the future vision of the park. Only The Communications Plan will also need to demonstrate sensitivity to current events, monitor feedback and identify key issues, develop awareness of other initiatives to ensure Master Plan project goals and objectives are aligned through the duration of the project. 4.1.2 Communications Plan - Scope: The Communications consultant will work collectively with the Vendor and Engagement and Outreach team through all stages of the project to ensure a coordinated approach and work plan. The Communications Consultant will attend all Steering Committee, Advisory Group and public engagement meetings to remain informed about the project as it develops through all stages of work.
All communications and the project narrative will be developed in alignment with the City’s Corporate Communications standards, and in conjunction with PFR as the Project lead, Key Stakeholders and Partner Agencies. The Communication PlanCopy will also include clear messaging that can be adjusted to incorporate updates relating to other parallel waterfront initiatives related to Toronto Island Park – see list provided in section. The Communications and Public Relations Plan will serveSubmit to: 1. Develop a project schedule and identify key communication milestones in the project and critical path that is aligned with the overall project schedule and will ensure that the public is provided with regular updates; and can be revised if necessary. 2. Determine target audiences and stakeholders that will be the focus for project communications at in all project phases while noting that different communication methods may be needed or adapted as the project progresses or to better target specific audiences; 3. Develop a strategy to promote Notpublic awareness of the project and proposed changes to the park and encourage a sense of pride and ownership in the transformation of this significant public space 4. Develop a media strategy and web-page to proactively leverage earned media where possible and Viewingappropriate for the project including templates for regular media releases and web-page updates to help streamline the review and approval process; 5. Prepare keyDo messages and narratives in accessible plain language that will be delivered through the course of the study, considering updates and messaging for all relevant audiences including but not limited to; the Councillor’s Office, Partners and Stakeholders, the Working Groups as well as the public at City Wide, Toronto Waterfront and Island Community scales 6. Establish metrics through which data will be collected and analyzed to review the effectiveness of the plan and to evaluate when updates or alternative strategies are warranted;
19 of 112
7. Ensure plan includes a strategy and resources to manage issues that may arise during the course of the project and be prepared to adapt the Communication Plan if required as a result of issues that arise. 8. Work with Vendor and Engagement Team to prepare FAQ’s and responses to public feedback as required through all phases of the project 9. Ensure that the use of graphics, infographics and other visual communications tools will be integrated into the overall approach and all presentations and social media outlets etc. and are used to complement the desired project message; 10. Provide communications support to the Engagement and Outreach Plan being prepared for the project a. Review schedule and key of milestones for engagement and outreach being mindful of Summer months, Religious Holidays and other important variables b. Assist Team members with project messaging and updates within each stage of work c. Determine best methods, formats and mediums (including social media and web-pages) for all communications and optimal methods for broad-based Onlyoutreach. d. Communicate in advance about upcoming engagement events to encourage participation and promote and solicit public input. e. Provide review of technical presentations and background materials for consultation events from Communications and key messaging standpoint f. Regularly communicate progress throughout the project and share relevant updates on other relevant aligned initiatives as the project progresses if needed g. Provide communications support specific to the Public Life Study being prepared for the project 11. Ensure all communications are developed in accordance with and: h. Aligned with corporate communication standards and corporate identity manuals i. Ensure that all materials provideCopyd in format that meets or exce eds the City's Accessibility requirements and guidelines j. Arrange for and complete translation services and accommodation Services and ASL interpretation of other accommodations if required for the duration of the project in keeping with the City's Translation Policy Submit 12. Recommend and provide support for additional consultation methods such as on-line surveys, pop-up consultations or social media formats as needed The Communications and Public Relations Plan will be prepared in report and presentation formats and will be periodically updated throughout the course of the contract as agreed with the Project Manager, Vendor and Project Team with an emphasis on key messages and the overall narrative. All communications shall be reviewed and approved by the City’s Project Manager and Communications and Engagement staff prior to public release. Not 4.1.3 Communications and Public Relation Plan - Deliverables: Deliverables as shown assume that draft versions of all documents will be submitted for review and comment and final documents will be submitted for project records and public information. ViewingCommunication Plan deliverables will include: 1. Communications and Public Relations Work Plan and Schedule (Coordinated with other works thru all phases)Do 2. Review of Engagement and Outreach materials (Draft/ Final) a. Key Messaging b. Presentation Materials c. Summary Reports
20 of 112
i. Public Life Study Report ii. Engagement Reports iii. Indigenous Engagement Report 3. Communications and Public Relations Materials (Draft/ Final) a. Key Messaging b. Media Releases c. Social Media Materials d. Other 4. Communications and Public Relations Summary Report (Draft/ Final) 5. Web Page Updates (with City Communications , Project Team and PFR Web and aligned with City’s Accessibility Guidelines)
Part 4.2 Public Engagement and Outreach Plan: Only 4.2.1. Public Engagement and Outreach Plan - Purpose and Objectives: The Vendor will include an Engagement and Outreach consultant as a key part of their team who will play a primary role and be responsible to work with the Vendor to develop, coordinate and execute an Engagement and Outreach Plan for the Toronto Island Park Master Plan project addressing all phases of the project. For the purposes of this RFP Engagement and Outreach is outlined here at a high level but the detailed plan is anticipated to be developed in greater detail by the successful Vendor and team upon award of contract. Detailed descriptions for the deliverables for all types of engagement are outlined in section 4.2.4. It is critical that the Vendor and team be prepared to launch the first phase of the Engagement and Outreach Plan in summer 2019 to capture Copypeak season for Toronto Island Park. This scope of work will be the first deliverable to be submitted to the City, Capital projects and the City’s Communications team for review and approval upon award of the contract so to be put into action immediately. This preliminary engagement work will be fully integrated with the overarching engagement and outreach plan that will carry through the Submitsummer of 2019 through to the end of the project The Engagement and Outreach Plan will be developed to solicit stakeholder and public input into the future development of the Master Plan for the park through all phases of the project. All inputs received will be summarized in report format and synthesized with the team to establish a vision, guiding principles and framework for the future of Toronto Island Park. The Vendor team and Engagement and Outreach consultant, will work in direct co-ordination and collaboration with the City's project managerNot and the City's relevant communications and engagement staff to develop and implement a comprehensive Engagement and Outreach Plan for the Toronto Island Park Master Plan.
ViewingLevels of Engagement The engagement process should be structured using an approach designed to engage the largest number of stakeholders possible, while accommodating different levels and styles of engagement. Though Proponents are freeDo to recommend their own structure, it is suggested that the process be structured using the following three categories or levels of engagement, developed using the International Association of Public Participation's (IAP2) Engagement Spectrum. The categories of engagement and their corresponding IAP2 Spectrum levels are: a. Broad Engagement (Inform & Consult): The tools associated with this level of engagement will target the largest number of stakeholders possible, and should be included in both the 21 of 112
Communications Strategy as well as the online and social media portion of the Engagement Strategy. Much of the engagement at this level will be more generalised, allowing the public and stakeholders to easily weigh in on key issues in a manner that is quick and convenient, but also acting as a window into the process, inviting participants to engage more deeply on the issues that matter to them. b. Targeted Active Engagement (Involve): This level of engagement may be themed according to the Study's six building blocks, and should be focused on people who are interested in providing more detailed feedback on a specific element of the study. The tools corresponding to this level of engagement will likely require a greater time commitment and level of understanding on the part of participants. c. Collaborative Engagement (Collaborate): The tools associated with this level of engagement will be designed to provide participants with the most robust opportunity to participate. Engagement at this level will also likely be themed according to the building blocks and will provide an opportunity for in-depth exploration of issues, policies andOnly recommendations. To ensure broad-based outreach the engagement program will include a variety of engagement methods and formats as outlined above and consider a variety of scales of outreach including but not limited to the following contexts: Island Context, Waterfront Context and City-Wide Contexts.
4.2.2 Public Engagement and Outreach Plan - Scope: The Engagement consultant will work collectively with the Vendor and Communications team through all phases of the project to ensure a coordinated approach and work plan. The Engagement Consultant will coordinate and attend all Steering Committee, Advisory Group and public engagement meetings to facilitate and record meeting events and outcomes through all stages of work. The Engagement and Outreach plan will serveCopy to: A. Organize and Coordinate the Work Plan: 1. Include a coordinated work plan and project schedule with Vendor and team including key milestones for engagement and outreach and coordinate activities, goals and objectives specific to each stage of workSubmit with City and all team members 2. Define goals and objectives for each stage of work that reflects the unique context, challenges and opportunities of the project, identifying specific requirements for public engagement using innovative and engaging strategies; 3. Provide innovative and cost-effective methods of engaging the public and target groups, including pop-ups, web-based communications such as website postings, e- blasts, surveys and postings on social media outlets, as well as other innovative methods to be proposed by bidders through all phases of the project 4. Help to develop project keyNot messaging and critical timelines for communications in advance of engagement and outreach events. Arrange for and book facilities for meetings, and pay rental costs for the use of facilities, separately if needed. City may Viewingthrough the Councillor’s Office or other means be able to complete facility bookings to have fees waived and these options should be considered first. The City may chooseDo to pay rental costs for the use of facilities if fees are required separately. B. Target Audiences, Build Excitement and Monitor Progress: 1. Work with Vendor and Communications team to determine target audiences and stakeholders that will be the focus for project communications at in all project phases while noting that different communication methods may be needed or adapted as the project progresses or to better target specific audiences;
22 of 112
2. Promote public awareness of the project and use methods and techniques to maximize outreach and provides the greatest flexibility to solicit broad-based and comprehensive public input through all stages of the design process. 3. Provide input to the project narrative that will be delivered through the course of the study, considering specific messaging for different audiences including but not limited to; the Councillor’s Office, Partners and Stakeholders, the Working Groups as well as the public 4. Actively monitor and manage stakeholder relationships and conversations emerging through social media channels to remain aware of public feedback, public views and comments through these channels 5. Notify City Project Manager and team of developing trends, divergent views, opinions or raising concerns so that appropriate responses can be developed both in design and communications and engagement approaches as well as development of FAQ’s 6. Reporting back to stakeholders and the public in “What we heard” Summaries, while providing progress and updates on the development of the ParkOnly Master Plan C. Provide Opportunities for Input 1. Provide opportunities for input from the community and stakeholders as a means of ensuring the final design and master plan considers and reflects some of the ideas, needs and aspirations of public as well as City, Stakeholders and Partners 2. Include a strategy and resources to manage issues that may arise during the course of the project and ability to adapt the plan if required as a result of issues that arise.
3. Coordinate with communications team to prepare communications to be broadcast to the Public and Advisory Groups in advance of meetings, through internet and social media, promoting notification Copyand awareness of Engagement and Outreach 4. When appropriate, engage with public and build relationships with stakeholders by attending complimentary events organized by others to promote project awareness and maximize public outreach Submit D. Support Master Plan and Communications Team and Deliverables 1. Work with Vendor and Communications team to coordinate all presentation materials, boards and supporting information in graphic, hard copy and digital, formats to satisfaction of City and City’s requirements. 2. Host and staff and facilitate all steering group meetings and advisory group meetings, engagement events, pop-ups and community meetings etc. 3. Help Vendor to synthesizeNot engagement outcomes into meaningful themes and ideas to serve as the rationale for the proposed design, and project priorities based on City, Stakeholder and Public feedback received to inform decision making in the development of the Master Plan Viewing4. Identify any changes and improvements to the minimum consultation strategy as outlined in this RFP 5. ProvideDo support specific to the Public Life Study being prepared for the project as needed 6. Ensure all engagement materials are developed in accordance with and: i. Aligned with corporate communication standards and corporate identity manuals ii. Compliant with City’s accessibility guidelines
23 of 112
7. Recommend and provide support for additional consultation methods such as on-line surveys, pop-up consultations or social media formats as needed to expand the capacity of engagement and outreach if needed. The Outreach and Engagement Plan will be prepared in report and presentation formats and will be periodically updated throughout the course of the contract as agreed with the Project Manager, Vendor and Project Team with an emphasis on the engagement strategy and key outcomes in complement to the project narrative. All engagement strategies shall be reviewed and approved by the City’s Project Manager, Vendor and Communications team prior to implementation.
4.2.3 Types of Engagement In addition to satisfying these general requirements, the Engagement and Outreach Plan will address five specific areas for engagement: 1: Public Life Study Will be required through all project phases and can be completed in compliment with public Only events to gather and solicit information to further inform and rationalize the development of the plan. 2: Public Engagement Will be required through all project phases in a variety of formats to further inform, rationalize and validate the development of the plan. 3: Indigenous Engagement Will be required through all project phases and in advance of public events to vet information and proposed plan in advance of broader public outreach, to help anticipate and address Q and A’s and to further Copyinform, rationalize and validate the development of the plan. 4: Steering Committee Meetings Will be required at key milestones in the project and in advance of public events to provide project updates
in advanceSubmit of broader public outreach and to confirm approvals and validate the direction of the plan. 5: Advisory Group Meetings Will be required through all project phases and in advance of public events to vet information and proposed plan in advance of broader public outreach, to help anticipate and address Q and A’s and to further inform, rationalize and validate the Notdevelopment of the plan. The section below describes the particular scope relating to the five different types of Engagement. Deliverables for all engagement types are outlined in section 4.2.5.
ViewingType 1 - Public Life Study: The Engagement and Outreach Plan will include the development of a Public Life Study that provides empirical data and Doanalysis about Toronto Island Park use and park users at various times of the day and week across all 4 seasons. It is anticipated that the Public Life study will be initiated in summer 2019 and this will need to be factored in accordingly to the project workplan. The Public Life Study will include assessments and empirical analysis of the existing site including both ‘hardware’ (physical infrastructure) and ‘software’ (uses, activities, and management). The Public Life Study will include community engagement with diverse stakeholders through a variety of 24 of 112
activities such as workshops, focus groups, pop-ups, intercept surveys and on-site conversations. The objective of the Public Life Study is to provide a baseline of existing conditions of how public space is being used and concrete design recommendations for improvements to the park. The scope of the Public Life (PL) Study is described as follows and will: 1. Engage the public and key stakeholder groups in assessing the quality of the park and determining needs and aspirations; 2. Observe and document public life to understand people’s behaviour in the park – how they move through it and how they linger – at different times of day, on different days of the week, and during different seasons; 3. Inform improvements to the park in the short- to medium-term, while also contributing knowledge to the ‘big moves’ for revitalization of the park; 4. Provide insight on how public visits and animation can be fostered at the Ferry Terminal, Island Arrivals and within Toronto Island Park; and Only 5. Include the methodology for collecting the data, methods for analyzing the data collected and how findings and observations would be translated into annotated drawings, figures, mapping and other forms of visual communications to tell a compelling story that builds a broad understanding of assets, issues and opportunities, as well as sparks the curiosity and interest of the public to join the conversation. 6. Conduct fieldwork, which may be done by students and other community volunteers, and will be organized by the Consultant and paid for by the Consultant. To facilitate this fieldwork, the Consultant will prepare a "Toolkit for Conducting the Public Life Study" along with a training plan and deliver training session and associated materials to those conducting the fieldwork if volunteers are required beyond the core consulting team. 7. Include/conduct specific analysis byCopy the consultants will include but not be limited to Island Park access and mobility, Park Entrances and gateways, Way-finding, Social interaction, Nature, Safety, Comfort, Vibrancy and Park Animation, Recreation; Passive and Active, Built form, (green) Infrastructure, Natural areas, Habitats and ESA’s, Culture, Heritage, View-sheds, Waterfront access, Boardwalks, BeachesSubmit and Shorelines etc. Additional guidance in scoping this task is provided as follows: Proponents should recommend an approach to carrying out the PL Study that incorporates behavioral mapping of public life, public engagement in assessing the quality of public spaces, and analyzing/recommending public space improvements at Toronto Island Park For the behavioural mapping component, the Consultant will propose an approach to observing, and then analyzing and summarizing, patterns of how this public spaces is used and by whom in to better understand: i. How people move through theNot space (walk and cycle, most used spaces and routes, patterns etc.) ii. Where people linger (surveying stationary activities, e.g. recreation, social Viewinginteraction, sitting alone or in groups, patterns; iii. Who is using and not using public space (gender, age, patterns) iv. When peopleDo are using the space (time of day, day of week, time of year, patterns) v. How many people are using the space (at different times, days, seasons, patterns) vi. Other aspects as recommended by Proponents.
25 of 112
In addition, proponents are encouraged to recommend the intervals and frequency of observational data collection. However, the following may serve as guidance: • Seasonal activity – considering all four seasons • Weekly activity – twice weekly counts once per season: weekday and weekend counts • Daily temporal activity – two counts for each day: daytime and evening
For the public engagement component, the Consultant will engage the public in assessing the quality of public spaces and their effectiveness at fostering public life. This may take the form of intercept surveys of pedestrians to gauge level of satisfaction with the public park space, seek ideas on and priorities for improvement and determine the purpose of their visit to the Island Park. Based on the analysis of behavioural mapping and public assessment of public spaces, the Consultant will provide metric-based design recommendations to improve Toronto Island Park. Type 1 - Public Life Study - Deliverables: 1. Public Life Summary Report: a. All content as outlined above Only b. Summary of public consultation input c. Summary of key recommendations 2. Metric-based design recommendations to improve the park 3. Database of Public Life Study, in digital format (spreadsheet and/or mapping), together with guidelines for periodic updates to the Public Life Study 4. Design and Delivery of Student/ Volunteer/Staff training program (if engaged in the data gathering) 5. PowerPoint slide deck with compelling graphics and visuals summarizing the key findings of the above reports
Type 2 - Public Engagement Copy Part 2 of the Engagement and Outreach Plan will include the development of an Public Engagement Strategy for the Toronto Island Park Master Plan that addresses both in-person as well as online engagement and social media. The Engagement Strategy should be designed to accommodate the three levels of engagement identified in 3.2.3 (unless the Proponent Submithas recommended an alternative way of categorizing engagement) and will solicit general comments and input about the existing Toronto Island Park and the future ideas and proposals for the future of Toronto Island Park.
Public Engagement Strategy will, at a minimum: Include recommendations for an exciting and engaging event to kick start the broader public engagement process that will beNot completed through summer 2019; Include recommendations for at least one (1) "Flash" engagement event per phase, to create buzz and recruit people into the larger process. These will be one-time engagement events that occur in high-volume locations, are highly visible, and require only a short amount of an individual's time; Viewing Include recommendations for at l east one (1) in-person engagement event at the Broad Engagement level per phase; Reflect, to the extent possible, the recommendations in the City’s Youth Engagement Strategy; Contain specificDo additional strategies for reaching aboriginals, newcomers, renters, vulnerable populations, low-income residents, and other special audiences.
26 of 112
Online consultation should be a key element of the Engagement Strategy to identify and reach lesser- known and less vocal stakeholders, and to solicit feedback from younger demographics and those who don't or can't attend traditional meetings.
Tools and Methodologies As part of the proposals, Proponents are to recommend a suite of engagement tools and methodologies to be implemented for the project as the overall Engagement and Outreach Plan. These tools and methodologies will consist of a mix of in-person and online/digital approaches, should be designed to engage and solicit feedback from the maximum number of participants possible, representing the diversity of park users and visitors to the City of Toronto as well as youth, seniors. The approaches to engagement will be highly effective and focused to ensure meaningful outcomes and will use innovation and fun as a means to solicit feedback. Approaches should also yield maximum results while being cost-effective. A number of tools should be included and the Vendor will state the cost of using each tool outlined in their proposal. The tools listed below are the ones that the City is most interested in employing although proponents may recommend others as part ofOnly their strategy as they see fit.
Media Release / Media Blitz – These can occur at different points throughout the course of the project and should be used to ignite public interest, and drive engagement. Lectures / Discussion Panels – Allow for a more detailed examination concepts, issues and ideas to increase understanding and generate discussion. Themed Workshops – These could be linked with a lecture or a discussion panel to allow for a focused look at different elements of each building block. Interactive Open Houses (Trade Show format) – These would be broad engagement events that focus on all building blocks and would provide the public with the opportunity to learn more about the topics they are most interested in, and ask questions to experts in those areas. Planners in Public Spaces (PiPs) – CopyThe City will be employing this tool throughout the course of the project but the location of the booths could be linked with other engagement initiatives. Moving Conversations – These can include walks, bike rides, or transit rides with a focused examination of one Island Park district/neighbourhood, theme, area or buildings. Conversation Corps – This concept utilizes community partners to disseminate information, generate discussion, and collect feedback about the projectSubmit from specific communities. Check Market – This is an online survey tool used by the City allows for quick information and data gathering. Telephone Town Halls and/or webinars – These provide a way to reach a large number of people in an interactive manner, from the comfort of their own homes. Social Pinpoint – This is an online service that allows people to drop a pin on a map and leave a comment about spaces and places they are familiar with and have thoughts, ideas and opinions about. Project Website – The websiteNot for the project has not yet been launched (www.toronto.ca/TorontoIsland Park) but it will need to be reviewed and updated with new information and possibilities for interaction with those who visit, as the study continues.
ViewingProponents shall also address in their submission how the tools and methodologies proposed will integrate, monitor and use a feedback loop within their plan that will serve to inform the effectiveness of the engagement and outreach and can be adapted over the course of the assignment to harness opportunities as theyDo arise, and/or adjust the plan to changing circumstances.
The scope of the Overall Engagement Strategy is described will: 1. Ensure a coordinated work plan with the Vendor and Communications Team
27 of 112
2. Propose a structure for the engagement process that clearly and transparently connects inputs from the public and stakeholders to project outcomes; 3. Make use of a wide array of tools and methodologies that engage the maximum possible audience using fun, animated and meaningful methodologies; 4. Fully integrates social media as both an engagement and communications tool in a way that mirrors in-person engagement; 5. Includes specific strategies related to raising the level of public awareness and understanding around the Toronto Island Park Master Plan as well as other relevant issues and updates that may be relevant such as the TRCA Flood Assessment and Ferry Fleet Replacement projects. 6. Makes use of both centralised (i.e. designed and led by the Vendor and/or City staff) and decentralised (i.e. led by community partners) consultation approaches; 7. Includes tools that will be used to build consensus between internal City divisions and partners or key stakeholders Only 8. Be flexible enough to develop and evolve as the project progresses and that the Vendor and team will need to adapt the plan and approach as required through all stages of work.
Type 3 - Indigenous Engagement: The Indigenous engagement and place-making initiative emerges from ongoing work led by City staff, partner agencies and Indigenous leaders and activists to better reflect the City's commitment to reconciliation in parks and public realm, and catalyzed in a request from the Parks and Environment Committee to develop an "Indigenous Place-Making Framework". The Initiative is being co-led by Parks, Forestry and Recreation and the Indigenous Affairs Office and includes other divisions and agencies involved in building, animating and maintaining public spaces in the City to ensure its success. Copy Consultation has been ongoing. Through this ongoing dialogue with the Aboriginal Advisory Committee and other Indigenous leaders, the Initiative has begun to focus on four priorities: 1. Expanding and ensuring presentation and commemoration of Indigenous histories and cultures, including collaborations with Museums and Heritage Submit 2. Creating space – physically, and in process and policy – for ceremony, teaching and community. 3. Strengthening Indigenous connections with lands and waters, both traditionally and contemporarily used 4. Building capacity for land-based indigenous engagement, and for greater cultural competency in City of Toronto staff.
Indigenous Placemaking Initiative is also embedded in the City of Toronto’s Downtown Secondary Plan which includes the following vision statementNot and key objective s; Vision Statement: Toronto’s identity as the traditional territory of the Huron-Wendat Confederacy, the Haudenasaunee Confederacy, the Mississaugas of the New Credit First Nation and the Métis Viewingpeople, and home to many diverse Indigenous peoples is reflected and celebrated in Downtown’s public spaces and increasingly in its built environment. Do Indigenous Placemaking Initiative: The planning, design and development of parks and the public realm will be guided by the following objectives: Reinforce historic places, including those places of Indigenous presence previously unrecognized;
28 of 112
Celebrate Indigenous histories and recognize cultural and natural heritage through placemaking, naming, wayfinding, monuments, interpretive features, public art, partnerships and programming; Support Indigenous cultural and ceremonial practices through the provision of programmable spaces; Partnerships and collaboration with Indigenous communities will be encouraged in the planning, design and development of parks and the public realm.
Key themes emerging from TOcore Indigenous Engagement are listed as follows: A strong interest in the relationship between Indigenous communities and the land and the water The need to harmonize the city’s relationship with nature; and the importance of considering the past, present and future in this work and the need to recover stories from the past, and prioritize the restoration of the natural environment The importance of Indigenous placemaking initiatives, the need for fire circles, planting of native species, Indigenous storytelling, renaming of streets that were traditional travelling routes, and commemoration. The Toronto Island Park Master Plan will include a plan for Indigenous consultationOnly through a letter of invitation to explore the engagement opportunities and to find formats, venues and conversations that are meaningful to the participants – and may or may not be aligned with the larger public consultation events.
Engagement and Outreach with Indigenous Groups will: Prepare invitations to begin the conversations and Indigenous Engagements if desired Facilitate indigenous consultation events in formats and venues as determined Assist City in coordinating and organizing meetings and agendas, including leading and facilitating these engagements with theCopy Indigenous Engagement team members Procure ceremonial offerings as required for various meetings and ceremonies Provide support and documentation leading up to during and following meetings and ceremonies Prepare summary materials as needed and print documentation for the City's project website page in a format that meets City Accessibility requirements Submit Recommend and provide materials for additional consultation methods as determined through the process
Type 4 - Steering Committee Meetings Project Steering Committee Meetings will be hosted by the City and include but not be limited to representatives from the City such as theNot PFR General Manager and Division Heads, relevant Partners such as TRCA and key stakeholders. The schedule for these meetings will be coordinated with the overall project schedule and hosted in advance of larger public engagement events to provide Senior Management with project updates at key milestones and to ensure support for project approach and Viewingdirection. Steering Committee Meetings will include the Vendor, and team as required to coordinate meeting materials and attend meetings to provide a high level overview of their project understanding, background research,Do analysis and data that has contributed to the ideas and options that are being considered in the early stages of the Master Plan. It is understood this will be an iterative process that progresses and builds as the project moves forward. The vendor and team will not be required to prepare special materials for these meetings with the exception of some form for feedback. The vendor and team will structure the presentations
29 of 112
in a similar format to what will be shared publically including all relevant materials to describe the ideas being presented. Feedback and discussion will be encouraged and are an essential part of these meetings as they are intended to act as a sounding board to highlight and identify and address any Senior Management concerns relating to the proposed Master Plan and materials that will be shared as part of the future public engagement processes. Information from these meeting may also be used to provide the Ward Councillor with project updates. To prepare for the Steering Committee Meetings the Vendor and Team will: 1. Prepare a calendar of dates for these meetings that is aligned with the project work plan and coordinate date, time and invitation to participants for each meeting in collaboration with City staff. 2. Prepare and share meeting materials with participants in advance – including a ‘homework activity’ so that participants arrive at each meeting having reviewed the materials provided and prepared to discuss the relevant materials. 3. Present Draft Presentation Materials: Only a. Introduce team and summarize background understanding, Island Park related issues and share precedent research or other relevant information. b. Summarize methodology for engaging the public, collecting data and methods used for analyzing the data and how findings and observations translate into the annotated drawings, figures, mapping etc. c. Present opportunities for feedback and explain approach intended for gathering additional feedback from the public. d. Seek input and feedback on presentation to inform final revisions to materials in advance of sharing publically Copy 4. Provide project overview and look ahead in the schedule to share critical next steps in the project process and to ensure that input is requested on the proposed approaches. 5. Summarize and report back on Meeting Outcomes Note: Steering Committee Meetings will occur during normalSubmit business hours. Each meeting may be expected to last approximately one to two (1-2) hours
Type 5 - Advisory Committee Meetings Project Advisory Committee Meetings will be hosted by the City and may include but not be limited to representatives from the City. The schedule for these meetings will be coordinated with the overall project schedule and hosted in advance of larger public engagement events to gather feedback on the Master Plan as it developsNot and/or specific aspects of the plan, to inform plan refinements and fine tune project messaging in advance of sharing with the broader public. Advisory Committee Meetings will include the Vendor, and team as required to coordinate meeting materials and attend meetings to provide a high level overview of the project, background research, Viewinganalysis and data that has contributed to the ideas and options that are being considered through all stages of the Master Plan. It is understood this will be an iterative process that progresses and that the information Dowill builds as the project moves forward. The vendor and team will not be required to prepare special materials for these meetings with the exception of some form for feedback. The vendor and team will structure the presentations in a similar format to what will be shared publically including all relevant materials to describe the ideas being presented. Feedback and discussion will be encouraged and are an essential part of these meetings as they are intended to act as a sounding board to
30 of 112
highlight and address any technical concerns, stakeholder issues and or public questions that may arise through the course of the future public engagement processes. Advisory group meetings will be consist of three specific and targeted groups that will be set-up and coordinated by City staff. A draft Terms of Reference will also be established for each group but can be refined and validated by the Vendor and Team as needed. In addition, the City will assist with the coordination and invitations and notices for each meeting. The composition of each advisory group is described as follows; 1. Technical Advisory The composition of this group will be comprised of staff from various Committee (TAC Meetings) City divisions, Partners and Key Stakeholders, Ports Toronto and Toronto Water. Meetings will focus on the technical aspects of the
plan, Operations, Maintenance and Management practices. 2. Stakeholder Advisory The composition of this group has not yet been formalized but will Committee (SAC Meetings) likely be comprised of Citizen representatives from the Island Community, Waterfront neighbourhood associations, representatives Only of local waterfront business improvements areas, other Island Stakeholders, TDSB and other Permit and Lease holders etc. Meetings will focus on the user experience and functionality of the plan from a more local community and waterfront perspective. 3. Planning Advisory The composition of this group will be derived from the group Committee (PAC Meetings) formalized but Community Planning to review development applications and is comprised of Citizen representatives,
neighbourhood associations, representatives of business improvements areas, City Stakeholders, TDSB and other Permit and Lease holders from across the City. Meetings will focus on the user experience and functionalityCopy of the plan from a city wide and visitor perspective. It is anticipated that the TAC meetings will be run separately from the SAC and PAC. In the interest of transparency and a more comprehensive and inclusive engagement approach the SAC and PAC meetings may be combined into one larger group session. Note: TAC meetings are not required through Phase 1 and 2 as these inputs haveSubmit already been captured and will be provided to the winning Proponent and team. The Ward Councillor or a Councillor’s representative may also attend/participate in these meetings. To prepare for the Advisory Committee Meetings the Vendor and team will: 1. Prepare a calendar of dates for these meetings that is aligned with the project work plan and coordinate date, time and invitation to participants for each meeting in collaboration with City staff. 2. Prepare and share meeting materialsNot with participants in advance – including a ‘homework activity’ so that participants arrive at each meeting having reviewed the materials provided and prepared to discuss the relevant materials and targeted questions. 3. Using the same materials that will be presented publically, present “Draft Presentation ViewingMaterials” for review and feedback: a. Introduce team and summarize background understanding, Island Park related issues and share precedent research or other relevant information. b. SummarizeDo methodology for engaging the public, collecting data and methods used for analyzing the data and how findings and observations translate into the annotated drawings, figures, mapping etc. c. Present opportunities for feedback and explain approach intended for gathering additional feedback from stakeholders and public.
31 of 112
d. Seek input and feedback on presentation to inform revisions to materials (if required) and development of FAQ’s in advance of sharing publically 4. Provide project overview and look ahead in the schedule to share critical next steps in the project process and to ensure that input is requested on the proposed approaches. 5. Summarize and report back on Advisory Meeting Outcomes Meetings may occur during normal business hours and after hours, weekday evenings. Each meeting may be expected to last approximately two (2-3) hours. 4.2.4 Type 2 to Type 5 – Engagement Deliverables: (All phases) 1. Engagement and Outreach Plan and Schedule (Coordinated with other works thru all phases) a. Recommend the tools and engagement approaches to be used, including cost of each tool; b. Identify the level of engagement and target audiences each approach will target; c. Define approaches to feedback loop and social media outreach techniques d. Define approaches to adapt plan to changing needs if required e. Updates as required Only 2. Meeting Flyers, Notices and Agendas for all events (Draft/Final) 3. Meeting Agendas, Workbooks, Activities (Draft/Final) 4. Presentation Materials (Draft/Final) a. Project Overview i. Team ii. Approach and Methodology iii. Communications and Public Relations Plan iv. Engagement and Outreach Plan b. Park Master Plan Copy i. Inventory Analysis ii. Background / Precedents iii. Precedent Images iv. Plans, Plan Enlargements, Sections Submit c. Collect, Document, Summarize and Synthesize Feedback 5. Engagement Summaries and Report Back 6. Communications + Web Page Updates (with city Communications , Project Team and PFR Web and aligned with City’s Accessibility Guidelines)
4.2.5 Engagement and Staff CoordinationNot Meetings: (All phases) Table below is provided to help the proponent understand the minimum requirements for meetings through the Master Plan project. This table is not intended to represent the complete Engagement and Outreach Plan but is intended to inform the minimum requirements. It is expected that each project Viewingteam will prepare their own comprehensive plan and approach to engagement and outreach that satisfies the requirements as outlined in the scope of work described in this RFP. Engagement Type Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Do Total/ Background Inventory + Alternative Preliminary Final Mtg Type Analysis Approaches Master Plan Master Plan Steering Committee 1 1 1 1 1 1 / phase Meetings
32 of 112
Public Engagements ‐ 1 1 1 (1) 1 / phase Technical Advisory 1 optional 1 1 1 1 / phase Committee (TAC) 3,4,5 Stakeholder Advisory ‐ 6‐8 1 1 1 As shown Committee (SAC) * Planning Advisory ‐ 1 1 1 1 As shown Committee (PAC) * Public Engagements ‐ 1 1 1 (1) 1 / phase Staff Coordination As shown 5 5 5 5 5 Meetings *Note: SAC and PAC meetings can be hosted as one larger meeting or hosted as separate meetings within each phase. It is anticipated that all advisory committee meetings will be scheduled in advance of the larger public engagement events scheduled for each phase of work. Only
Part 4.3 Toronto Island Park Master Plan
4.3.1 Phase 1: Project Background and Precedent Research Purpose and Objectives: The Vendor will be required to complete a high-level review of background materials, existing conditions, programming and overall functionality of Toronto Island Park including Island Ferry services, the TRCA Flood Mitigation Assessment and Island Access and Visitor Report as well as review other relevant reports and studies. The vendor andCopy team is also required to identify relevant precedents and case studies that may be relevant and could help inform decision making to shape the future of Toronto Island Park. All information collected and reviewed will establish a solid project understanding as the foundation for the development of Alternative Approaches and Schematic Plans for priority areas and to inform the Toronto Island Park Master Plan. Submit As part of project start-up, City staff will provide the successful bidder with relevant background materials related to the project and project goals. This may include but not be limited to the following:
1. Island History and Cultural Heritage 2. Park Planning Framework 3. Waterfront Park Context 4. Current and Relevant Studies Reports and/or Concurrent projects (some listed in Section 3.4) 5. General operational Requirements and Needs 6. Key Stakeholders; Local, WaterfrontNot and City-Wide
Phase 1 - Scope: ViewingThe Vendor and team will: 1. Review and compile all relevant information from background information provided relating to the Island's history,Do natural and cultural heritage and surrounding contexts. Complete additional independent research to complement and complete the information provided as needed. 2. Assess and synthesize all research and the information that is revealed and determine what is most relevant and valuable to determining the future Master Plan approach. 3. Review and understand the Parks and Trails Wayfinding Strategy
33 of 112
4. Compile an inventory of site opportunities and constraints relating to the Island's history, natural and cultural heritage and surrounding contexts and consider how the important aspects of the Park history should be incorporated into the plan and considered for creating story lines to share with the public. 5. Compile general, high-level precedent reviews of other prominent island or waterfront parks, including site, layout, and programming, etc. and other relevant information; analyze the differences and similarities. 6. Prepare graphic materials including photo collages, diagrams, plans, sections, 3D model views, etc. as required to communicate key information, to help demonstrate opportunities and storylines. 7. Prepare panels, projected presentations, and handouts to present to the City, Key Stakeholders or Community and stakeholders at meetings. 8. Solicit input from the City and Stakeholders relating to the Island's history, natural and cultural heritage and surrounding contexts, concurrent projects, operational requirements etc. 9. Lead team and provide professional services and facilitation to complement as the scope of work as outlined in section 3.1 (Communications) and 3.2 (Engagement). Only Phase 1 - Deliverables:
1A-Updated Work Plan/Schedule: 1. Coordinated Work plan and updated project schedule including Communications and Engagement and Outreach scope of work. 1B-Background Document Summaries: 1. Project Background - Summary Report: Draft 2. Existing Materials - Summary Report of Key Findings: Draft 3. Draft Power Point Presentation to support project background and key findings of existing materials Copy 4. All graphic materials to support summary as listed above and communication materials required for communicating all important background summary information. Graphic materials may include but not be limited to: a. Historic, Maps and Images, Current Mapping and diagramsSubmit b. Schematic Plans and Sections of existing conditions c. Panels and or Digital Presentations for consultation exercises d. Handouts and Worksheets for consultation exercises 1C-Master Plan Report Progress: 1. Draft Content for Phase 1 of Master Plan Report 1D-Wayfinding Quick Start Project: 1. Review of the Parks and Trails WayfindingNot Strategy 1E-Social Media and Web Page: 1. All graphic and web page update and social media materials to support summary of deliverables as listed above and communication and engagement materials as required supporting the plan Viewingdevelopment. 4.3.2 Phase 2 - DoSite Inventory, Investigation and Analysis: Phase 2 - Purpose and Objectives: The successful bidder will be responsible to complete a high-level and through review and outcomes of Phase 1 relating to Island history and natural environment and shorelines, existing conditions, existing facilities, infrastructure and assets, programming and uses as well as evaluating present park usage, and
34 of 112
usage patterns, program and existing uses, complete a gap analysis, accessibility audit, as well as review the City’s current management and maintenance practices. The Vendor and team will also review the overall functionality of Toronto Island Park including Island Ferry Services, Ferry Landings and Amenities, Island Access, Business and Commercial Uses, Leases, Permits and Events. As part of this phase of work the vendor and team will also consider the wayfinding at each of the ferry terminals and will explore the existing conditions and wayfinding already in use and begin to consider new approaches and options using the Parks and Trails Wayfinding Strategy. City staff will provide the successful bidder with materials related to the project. This may include some of the following as well as a list of current and recent past Toronto Island Park projects, State of Good Repair Reports, ESA mapping, local information and policies etc. and may include but not be limited to the following: Existing Park Services, Infrastructure and Assets Existing Programs and Uses Only Island Park Natural Heritage and ESA’s Indigenous Placemaking Island Park Cultural Heritage Existing Business, Commercial Uses Existing Permits, Leases and Events Other documents may include but not be limited to a high level review of the following: TRCA Flood Mitigation Assessment Report Ferry Fleet Replacement Report Waterfront Revitalization TOcore Downtown Plan and the Downtown Parks and Public Realm Plan ESA and Habitat Assessment Reports Copy Parkland Strategy Arborist Report and Documents Island Park Management Plan (Updated) Evaluation of Lighting and Electrical Submit Pedestrian Walkways and Pathway Audit Reports Park Buildings, Asset Inventory and Audit Reports Island Gateways – Docking – Arrival and Departure Areas
Phase 2 – Scope of Work: The Vendor and team will: Not 1. Complete a review of existing background reports and documents, audits and condition assessment of the park, including review and understanding of key recommendations from the following: a. TRCA Flood Mitigation Report: Develop and consider all recommendations in the context of this Viewingreport in order to work to align priorities to address flood risk and maximize flood protection for Toronto Island Park and high risk areas identified through this study. The Executive Summary for the TRCA Flood Mitigation Report is provided as appendices to the RFP. The full report will be provided toDo the successful pr oponent and team upon award. b. SGR Inspection Reports for Park Assets and Buildings: Through review of existing SGR reports and site verification where needed – review and understand the general conditions of all park assets and buildings within the park and determine a high level plan to address and prioritize revitalization and or replacement of existing assets within the context of the Toronto Island Park Master Plan.
35 of 112
c. Infrastructure Inspection Reports: Through review of existing SGR reports and site verification where needed – review and understand the general conditions of all infrastructure and assets within the park and determine a high level plan to address and prioritize revitalization and or replacement of existing assets within the context of the Toronto Island Park Master Plan. d. Accessibility Audit: Existing audits and information for items (ii) and (iii) will be provided to the team if available from the City. e. General Tree Canopy Assessment: Complete a review of existing conditions of the tree canopy across the Island with and understanding of protected habitat areas and ESAs that would be excluded and identify opportunities to enhance the tree canopy and areas for additional shade trees within Toronto Island Park with specific focus on areas impacted by the High Lake effect in 2017 and recommendations, monitoring or management strategies that have been put in place by forestry operations to address the impacts to the tree canopy within the park. 2. Complete a high-level Inventory and Analysis of the following; a. Park Spaces Place and Cultural Heritage b. Park Environment and Natural Heritage Only c. Park Gateways and Wayfinding including signage at ALL of the existing ferry terminals d. Park Access and Circulation e. Park Program and Animation f. Park Infrastructure Facilities and Amenities g. Park Servicing and Operations h. Park Business and Commercial Uses i. Events and Festivals and Servicing Needs j. Public Art 3. Assess the overall functionality of the site by completing a SWOT analysis, considering ferry arrival points, docking areas and gateways, circulation and wayfinding, shoreline treatments and access, ESA’s beaches, parking and park servicing and determine any shortcomings that should be addressed in the future Toronto Island Park Master CopyPlan. 4. After completion of the SWOT, complete a gap analysis and summarize at a high level the site opportunities and constraints for Toronto Island Park as a whole as well as for individual Islands that comprise the park. Submit 5. Compare these public engagement findings with the internal City divisions findings to confirm where two are aligned and to highlight differences in order to help determine the final direction to develop further for Toronto Island Park 6. Prepare graphic materials including photo collages, diagrams, plans, sections, 3D model views, etc. as required to communicate the outcomes of the SWOT and analysis and key issues and opportunities. 7. Prepare panels, projected presentations, and handouts to present to the City, Key Stakeholders and Community Stakeholders as part ofNot the project communications and consultation strategy. 8. Solicit input and validation from the City and stakeholders regarding the existing conditions, key findings and overall functionality of Toronto Island Park 9. Summarize input received on the inventory and analysis phase in report format and communicate Viewingback to City, Stakeholders and Public using the feedback loop and communication tools established for the project. Summary Report to be organized in a complimentary way to the information sharing that will compriseDo the Engagement and Outreach methods so as to easily co-relate to the future recommendations and Final Park Master Plan. 10. Ensure team members and sub consultants are completing all tasks to support this phase of work.
36 of 112
Phase 2 - Deliverables:
2A-Updated Work Plan/Schedule: 1. Coordinated Work plan and updated project schedule including Communications and Engagement and Outreach scope of work. 2B-Inventory and Analysis: 1. Project Background - Summary Report: Final 2. Existing Materials - Summary Report of Key Findings: Final 3. Power Point Presentation to support project background and key findings of existing materials (Final) 4. Draft - Inventory and Analysis 5. All graphic materials to support summary as listed above and communication materials required for communicating all important background summary information. GraphicOnly materials may include but not be limited to: a. Historic, Maps and Images, Current Mapping and diagrams b. Schematic Plans and Sections c. Panels and or Digital Presentations for consultation exercises d. Handouts and Worksheets for consultation exercises e. Web-page updates and web page management 2C-Master Plan Report Progress: 1. Draft Outline and Table of Contents for the Master Plan Report 2. Final Content for Phase 1 of Master Plan Report 3. Draft Content for Phase 2 of Master PlanCopy Report 2D-Wayfinding Quick Start Project: 1. Inventory and Analysis of Wayfinding and Signage for Quick Start project at each of the Ferry Terminal Areas – including the Jack Layton Ferry Terminal on the mainland aligned with the Parks and Trails Wayfinding Strategy Submit 2E-Social Media and Web Page: 1. All graphic and web page update and social media materials to support summary of deliverables as listed above and communication and engagement materials as required supporting the plan development.
4.3.3 Phase 3 – Alternative Approaches Phase 3 - Purpose and Objectives: Not The Vendor and team will develop 2 alternative approaches towards the Toronto Island Park Master Plan that will be aligned with outcomes from Phase 1 and Phase 2 findings and address key issues as Viewingidentified. Each alternative will also incorporate the ideas and aspirations resulting from the stakeholder and public engagement processes completed in fall 2018 and summer 2019. These alternative approaches will need to demonstrate larger park planning and design strategies that think more holistically about Toronto Island ParkDo and the need for strategic thinking about this Island Park in the context of Toronto’s Waterfront, relevant Plans and related projects with additional references to successful design precedents and design innovation. Each alternative approach will consider (at a minimum) the three main districts of the Island Park as defined by the existing Ferry landings including but not limited to; Wards Island, Centre Island and Hanlan’s Island and identify defining characteristics and features for each Island Park district that should
37 of 112
be protected as well as explore opportunities for enhancements. The overarching guiding principles and objectives as outlined in section 2.7 of this RFP should be used as tools to develop these alternatives. Each district may be further described and supported by developing a minimum of 5 schematic designs for priority areas within each district and or featured amenities as well as consideration for the access and circulation to connect and link each area to enhance the complete park experience.
As part of this phase of work the vendor and team will also consider the wayfinding at each of the ferry terminals and will explore options for improvements considering the Parks and Trails Wayfinding Strategy considering options for implementation.
Each of the alternative approach will consider (at a minimum) the three main districts of the Island Park as defined by the existing Ferry landings including but not limited to; Wards Island, Centre Island and Hanlan’s Island and identify defining characteristics and features for each Island Park district that should be protected as well as explore opportunities for enhancements. The overarching guiding principles and objectives as outlined in section 2.7 of this RFP should be used as tools to develop these alternatives. Each district may be further described and supported by developing schematic Onlydesigns for priority areas and or featured amenities as well as a circulation and access to connect and link each area to form a complete park experience. The alternative approaches will need to be developed and presented so that public and stakeholders will be able to evaluate the various options and identify a preferred alternative and/or identify features within each alternative that are the most desirable. This will become the foundation for the Preliminary Master Plan. A minimum of 5 priority areas within each district should be explored in more detail - including schematic design, plan enlargements and section to illustrate the design intent.
Phase 3 - Scope of Work: The Vendor and team will: Copy 1. Develop themes and guiding principles, park program and key features to establish 2 separate alternative approaches to the Toronto Island Park Master Plan 2. Prepare preliminary design concepts and alternatives, focusing on but not limited to 3 park districts including but not limited to Wards Island, Centre IslandSubmit and Hanlan’s Island; and also consider designs for 3-5 sub-areas within each district. a. Consider how Toronto Island Park will accommodate the increased trends in visitor use and larger park programs and events and how best to manage and balance competing uses to sustain the character and integrity of the Park b. Island Park gateways and arrival areas, existing capacity, assets and amenities c. Wayfinding and circulation routes to access all areas of the Island Park d. Consider Island Park revitalization in the context of planning for resilience in context of climate change Not e. Consider the Cultural Heritage of the Island and consider opportunities to celebrate and focus on the strength of the story-line and placemaking opportunities f. Consider the Natural Environment, ESA’s and habitat areas of the Island and consider Viewingopportunities to tree canopy management, forest renewal and replacement on the Island.– what g. Consider Beaches, Boardwalks and shorelines around the Island Park h. Consider buildings, shelters, structures and/or rehabilitation and/or replacements i. Explore potentialDo for new park features and amenities, including shared use areas with schools, Artscape etc. j. Provide alternatives to park program that relate to each of the design alternatives being considered.
38 of 112
k. Consideration should also be given to the overarching strategy for servicing the Island with some focus on food and beverage services and how that can be better integrated with Centreville Amusements and/or existing permits and leases. 3. Prepare and complete communications and consultation as required to evaluate and determine preferred alternative in order to begin to prepare the preliminary Toronto Island Park Master Plan. 4. Summarize input received on the alternatives shared in report format and communicate back to City, Stakeholders and Public using the feedback loop and communication tools established for the project. 5. Ensure team members and sub consultants are completing all tasks to support this phase of work.
Phase 3 – Deliverables: Each stage of the work described below to be presented in graphic format with plan, section and 3-D perspective images to clearly communicate the design vision, supported by precedent images and brief text descriptions, provided in digital PDF format and hard-copy format: Only 3A-Updated Work Plan/Schedule: 1. Coordinated Work plan and updated project schedule including Communications and Engagement and Outreach scope of work. 3B-Master Plan Progress: 1. Two (2) Alternative Approaches (including priority areas within each district) for the Toronto Island Park Master Plan complete with all relevant and supporting information; drawings, plans and sections (Draft/ Final) 2. Power Point Presentation and Panels to illustrate 2 Alternative Approaches to the Toronto Island Park Master Plan complete with themes and guiding principles to support each (Draft/ Final) 3. All graphic materials to support each themedCopy alternative and communication materials required for communicating all important summary information. Graphic materials may include: a. Historic, Maps and Images, Current Mapping and diagrams b. Schematic Plans and Sections c. Panels and or Digital Presentations for consultationSubmit exercises d. Handouts and Worksheets for consultation exercises e. Web-page updates and web page management
3C-Master Plan Report Progress: 1. Revised Outline and Table of Contents for the Master Plan Report. 2. Revised Content for Phase 1 and 2 of Master Plan Report 3. Draft Content for Phase 3 of MasterNot Plan Report 3D-Wayfinding Quick Start Project: 1. Draft Scope of work for Wayfinding Quick Start project for signage at each of the Ferry Terminal Areas – including the Jack Layton Ferry Terminal on the mainland aligned with the Parks and ViewingTrails Wayfinding Strategy 3E-Social Media and Web Page: 1. All graphic andDo web page update and social media materials to support summary of deliverables as listed above and communication and engagement materials as required supporting the plan development. 4.3.4 Phase 4 – Preliminary Park Master Plan including Costing and Phasing
39 of 112
Using inputs received specifically in Phase 3 and being mindful of all other inputs received to this point, the Vendor and team will develop 1 preferred alternative - the Preliminary Toronto Island Park Master Plan complimented with an overarching theme and guiding principles as the foundation for the preferred plan. This high level plan and guiding principles will be further refined and developed to explore priority areas in more detail, adding important design features and weaving the concept and approach across the entire Toronto Island Park.
The phase 4 work will also define the preferred approach for wayfinding at each of the ferry terminals and will ensure the preferred option being presented is aligned with the Parks and Trails Wayfinding Strategy and will consider the approach for implementation as a quick start item once the Master Plan is completed.
All of the plan and design developments will be further be supported by adding key design features and schematic designs for select amenities and/or priority areas. And will also include a Preliminary Class C cost estimate, and identify small, medium and large scale project priorities and phasing recommendations. These will be presented to the City, Steering Committee and Advisory Groups Onlyfor review in advance of sharing with the public.
Phase 4 – Scope of Work: The Vendor and team will: 1. Develop a vision, guiding principles, park program and key features to establish a consolidated preferred approach to present as the Preliminary Toronto Island Park Master Plan 2. Initiate and complete design development of the plan to weave the preferred elements of the alternatives together and explore the preliminary master plan design in more detail focusing on key features, design elements and priority areas within each district, but not limited to; a. Complete Design development IslaCopynd Park gateways and arrival areas – considering the mainland ferry terminal and the front door and all island ferry docks as the gateways to the park. The design principles and proposals for all areas should be related to one another and part of a larger picture. b. Complete design development of Wayfinding and Submitcirculation Routes c. Develop a storyline for the Natural and Cultural /Heritage assets on the Island to celebrate and focus on the strength of the story-line and peacemaking opportunities across the Island d. Develop more detail around proposed treatments for Beaches, Boardwalks and shorelines around the Island Park e. Develop more detail around proposed treatments for buildings, shelters, structures and/or rehabilitation and/or replacements f. Develop ideas further for new park features and amenities , including shared use areas with schools, Artscape etc Not g. Refine park program to align with the preferred plan and design alternatives being developed. h. Develop preliminary phasing and Class C cost estimates for the Park Master Plan and the implementation plan and potential partners, Viewingi. Refine approach to tree canop y management, forest renewal and replacement on the Island. 3. Prepare and complete communications and consultation as required to evaluate and determine preferred alternativeDo in order to begin to prepare the preliminary Toronto Island Park Master Plan. 4. Summarize input received on the alternatives shared and how this informed the development of the preliminary Master Plan in report format and communicate back to City, Stakeholders and Public using the feedback loop and communication tools established for the project. 5. Ensure team members and sub consultants are completing all tasks to support this phase of work.
40 of 112
Phase 4 - Deliverables: Each stage of the work described below to be presented in graphic format with plan, section and 3-D perspective images to clearly communicate the design vision, supported by precedent images and brief text descriptions, provided in digital PDF format and hard-copy format:
4A-Updated Work Plan/Schedule: 1. Coordinated Work plan and updated project schedule including Communications and Engagement and Outreach scope of work. 4B-Master Plan Design Progress: 1. One (1) Preferred Alternative presented as the Preliminary Toronto Island Park Master Plan complete with all relevant and supporting information.(Draft/ Final) 2. Power Point Presentation and Panels to illustrate the Preliminary Toronto Island Park Master Plan (Draft/ Final) 3. All graphic materials to support the plan and communication materials requiredOnly for communicating all important summary information. Graphic materials may include but not be limited to: a. Historic, Maps and Images, Current Mapping and diagrams b. Preliminary Plans and Sections c. Panels and or Digital Presentations for consultation exercises d. Handouts and Worksheets for consultation exercises
4C-Master Plan Report Progress: 1. Draft of all sections/chapters relating to the Alternative Approaches Phase of the project. 2. Final Outline and Table of Contents forCopy the Master Plan Report. 3. Final Content for Phase 1 and 2 of Master Plan Report 4. Revised Content for Phase 3 of Master Plan Report 5. Draft Content for Phase 4 of Master Plan Report Submit 6. Draft Executive Summary 4D-Wayfinding Quick Start Project: 1. Preliminary Design for Quick Start project for Wayfinding signage at each of the Ferry Terminal Areas – including the Jack Layton Ferry Terminal on the mainland aligned with the Parks and Trails Wayfinding Strategy 4E-Social Media and Web Page: 1. All graphic and web page update and social media materials to support summary of deliverables as listed above and communication Notand engagement materials as required supporting the plan development.
Viewing4.3.5 Phase 5 – Final Park Master Plan including Costing and Phasing Using inputs received specifically in Phase 4 and being mindful of all other inputs received to this point, the Vendor and teamDo will develop th e Final Toronto Island Park Master Plan complete with Vision, Guiding principle, Goals and objectives as the foundation for decision making and budget processes moving forward. This high level plan and guiding principles will define fundamental design improvements required to achieve the vision for the future Toronto Island Park and will define priority areas in more detail, highlighting important design features and weaving the vision through the entire Toronto Island Park Plan.
41 of 112
The phase 5 work will also include the final design for the wayfinding at each of the ferry terminals and will ensure the final option being presented is aligned with the Parks and Trails Wayfinding Strategy. Implementation is intended to follow as a quick start item once the Master Plan is completed. Plan and proposed design improvements will be further be supported with empirical information and graphics for select amenities and/or priority areas to set a strong foundation and rationale for the plan. The Class C cost estimate will be finalized, and will serve to identify small, medium and large scale project priorities and phasing recommendations. These will be presented to the City, Steering Committee and Advisory Groups for review in advance of sharing with the public.
Phase 5 - Scope of Work:
The Vendor and team will: 1. Develop the final vision, guiding principles, goals and objective and park program and key features to establish to present as the Final Toronto Island Park Master Plan Only 2. Complete a final conceptual design of the park Master Plan incorporating all vetted and approved feedback received that supports the plan focusing on key features, design elements and priority areas, but not limited to; a. Final concept design of Island Park gateways and arrival areas – considering the mainland ferry terminal and the front door and all island ferry docks as the gateways to the park. The design principles and proposals for all areas should be related to one another and part of a larger picture. b. Final concept design for Wayfinding and circulation Routes c. Final storyline for the Natural and Cultural /Heritage assets on the Island to celebrate and focus on the strength of the story-line and placemaking opportunities across the Island d. Final concept design and design guidelines and management recommendations around proposed treatments for Beaches, Boardwalks and shorelines around the Island Park e. Present final approach to tree canopyCopy management, forest renewal and replacement on the Island. f. Final concept design and design guidelines around proposed treatments for buildings, shelters, structures and/or rehabilitation and/or replacements g. Present final ideas and recommendations for new park features and amenities , including shared use areas with schools, Artscape etc Submit h. Present final park program to align with the final concept plan and design alternatives being presented. i. Complete final phasing and Class C cost estimates for the Conceptual Park Master Plan and the implementation plan and define potential partners, 3. Prepare and complete communications and consultation as required to present the Final Toronto Island Park Master Plan. 4. Summarize input received on the alternatives shared and how this informed the development of the Final Master Plan in report format Notand communicate back to City, Stakeholders and Public using the feedback loop and communication tools established for the project. Viewing5. Ensure team members and sub consultants are completing all tasks to support this phase of work. Phase 5 - Deliverables: Each stage of the work described below to be presented in graphic format with plan, section and 3-D perspective imagesDo to clearly communicate the design vision, supported by precedent images and brief text descriptions, provided in digital PDF format and hard-copy format:
42 of 112
5A-Updated Work Plan/Schedule: 1. Coordinated Work plan and updated project schedule including Communications and Engagement and Outreach scope of work. 5B-Master Plan Design Progress: 1. One (1) Final Toronto Island Park Master Plan complete with all relevant and supporting information.(Draft/ Final) 2. Power Point Presentation and Panels to illustrate the Final Toronto Island Park Master Plan (Draft/ Final) 3. All graphic materials to support the plan and communication materials required for communicating all important summary information. Graphic materials may include but not be limited to: a. Historic, Maps and Images, Current Mapping and diagrams b. Preliminary Plans and Sections c. Panels and or Digital Presentations for consultation exercisesOnly d. Handouts and Worksheets for consultation exercises e. Web-page updates and web page management
5C-Master Plan Report Progress: 1. Final Master Plan Report – Draft of all sections/chapters relating to the Preliminary Master Plan feedback, Summary of Communications and Engagement processes through the project and Final Phase of the project. 2. Final Content for Phase 3 of Master Plan Report 3. Final Content for Phase 4 of Master Plan Report 4. Final Content for Phase 5 of Master PlanCopy Report: a. Summarize Master Plan highlights and key recommendations, b. Define and illustrate project priorities, c. Summarize and Illustrate small, medium and large scale projects to inform future capital work plans, budgets and funding partnerships 5. Final Executive Summary Submit 6. Review revisions as required for the entire Master Plan Report to ensure all content is aligned with final outcomes of the Master Plan process 5D-Wayfinding Quick Start Project: 1. Final Design and Implementation for Quick Start project for Wayfinding signage at each of the Ferry Terminal Areas – including the Jack Layton Ferry Terminal on the mainland aligned with the Parks and Trails Wayfinding Strategy 5E-Social Media and Web Page: Not 1. All graphic and web page update and social media materials to support summary of deliverables as listed above and communication and engagement materials as required supporting to share the final ViewingMaster Plan with the public.
4.3.6 Timelines Do Toronto Island Park Master Plan Duration (Anticipated) Background Review, Site Inventory and Analysis June – Fall 2019 Alternative Approaches October - January 2019
43 of 112
Plan Refinements February - March 2020 Preliminary Park Master Plan and Implementation Plan April - June 2020 Final Park Master Plan and Implementation Plan October - December 2020 Communications and Engagement Strategy Duration (Anticipated) Engagement and Outreach Plan (aligned with Master Plan) June 2019 – December 2020 Communications Plan (aligned with Master Plan) June 2019 – December 2020
5.0 PROPOSAL EVALUATION AND SELECTION PROCESS
5.1 Selection Committee
All Proposals will be evaluated through a comprehensive review and analysis by a Selection Committee, which will include members from Parks, Forestry and Recreation Division. Only The Selection Committee may at its sole discretion retain additional committee members or advisors. The aim of the Selection Committee will be to select one (1) Proposal which in its opinion meet(s) the City's requirements under this RFP and provide(s) the best overall value to the City. The Proposal(s) selected, if any, will not necessarily be the one(s) offering the lowest fees or cost (pricing). Pricing is only one of the components that will be used to determine the best overall value for the City. By responding to this RFP, Proponents will be deemed to have agreed that the decision of the Selection Committee will be final and binding.
5.2 Selection Criteria Copy
The prime proponent must be a landscape architectural firm with a valid OALA (Ontario Association of Landscape Architects) member, or a consulting team comprising a number of firms with varied disciplines that is led by a Landscape Architect, a Full Member with seal, in good standing with the Ontario Association of Landscape Architects (OALA). Submit This is a mandatory requirement. Proposals must identify the Full Member holding the seal. The proponent and team must demonstrate a commitment to the following: a. Design excellence and a proven ability to design and implement park master plans. b. Design excellence and a proven ability to design and implement high-quality urban destination and/or waterfront parks. c. Proven experience delivering complex park projects involving communication plans and extensive public engagement Notand outreach using innovative strategies and social media tools d. Experience delivering a park project including stormwater management and/or flood mitigation strategies integrated within park design. e. Demonstrated experience with park plans with designs including cultural heritage assets, and Viewinginterpretation. f. Demonstrated experience with park plans celebrating the importance of and protecting natural park heritage including interpretation and management strategies. g. DemonstratedDo experience with designing and implementing Park Wayfinding. The proponent and team must have completed a minimum of two park master plan projects and at least one project each including natural and/or heritage interpretation and wayfinding within the past 10 years. The proponent must also be able to demonstrate extensive experience with two project examples of delivering
44 of 112
complex park projects involving extensive communication and public engagement and outreach. The projects examples provided can be separate from each other.
The following mandatory professional and technical services are required for the Vendor's team: Landscape Architect – lead (full member in good standing with the OALA) Communications Team (for Communications Plan and including a professional writer with a minimum of five (5) years' experience in the facilitation of municipal design and planning projects of similar size and scope.) Public Engagement and Outreach Team (Public Consultation Plan and Facilitator Services with a minimum of five (5) years' experience in the facilitation of municipal design and planning projects of similar size and scope.) Indigenous Consultation Specialist with demonstrated experience in at least 2 projects Ecological Specialists – Ecology and Biology with expertise in terrestrial and aquatic ecosystems Heritage Interpretation Professional Coastal Engineer Only Cost Consultant (Note: A third-party cost consultant is not required if the proponent can demonstrate that an in-house staff member has the training, background and experience required to fulfill this role.)
The composition of the Proponent's Project Team should possess the qualifications and experience to provide, as a minimum, the following core services: Landscape design, horticulture and arboriculture, accessibility design Communications including professional writer Public Consultation, engagement and outreach Indigenous Consultation, engagementCopy and outreach Natural Heritage Interpretation, Preservation and Restoration Cultural Heritage Interpretation, Preservation and Assessment Coastal Engineering and shoreline design and management Expertise in construction cost estimating and contractSubmit administration
The successful Proponent will be selected in accordance with the following selection criteria. Refer to Evaluation Table in Appendix E: A) PROPONENT COMPANY PROFILE Stability and professionalism of the proponent, and ability of proponent team to address the demandsNot of the project B) EXPERIENCE AND QUALIFICATIONS OF THE PROPONENT Proven ability to design and implement Master Plans and high-quality public parks, natural and cultural heritage interpretation and management etc. as outlined in section Viewing4.2 above. Strong technical, cost estimation, contract document preparation and implementation Doexperience Proven ability to work collaboratively with municipal staff and community stakeholders Proven ability to exercise control of project schedule and budget Successful implementation of recent projects of similar size and scope.
45 of 112
C) PROPOSED TEAM AND RESOURCES Strength, experience & qualifications of project lead Project Team member composition and experience (appropriate staff of sub- consultants with required skills) D) UNDERSTANDING OF ASSIGNMENT AND PROPOSED SOLUTION Design understanding and philosophy for this assignment Understanding and approach to the site, context, community consultation, and design. Special skills the team offers to ensure project success Statement of project risks and mitigation measures E) WORK PLAN AND DELIVERABLES Detailed work plan, schedule and appropriate assignment of team members and staff including hourly assignment of key staff. F) FEES: Only Consulting fee is in line with the budget
The lowest priced proposal receives 25 points, and the remaining proposals are assigned points based on the following formula; (Lowest price / proponent’s price) x 25 Selection Process
The Selection Committee will score the Proposals using the evaluation table in Appendix E.
A Mandatory Requirement is a minimum need that must be met by the Proponent. The City will eliminate from the evaluation process any proponent not fulfilling all mandatory requirements. If the submission fails any mandatory requirements, the Proposal will be rejected.
If the submission fails any mandatory requirements,Copy the Proposal will be rejected.
A Proponent's technical portion of the Proposal must score a minimum of 75% (or 56.3 points) The selected Proponent will be selected in accordance with the following selection criteria: Submit Proposal Content/Selection Criteria:
Proponent's overall stability and ability to address the demands of this project. /5
Company’s commitment and related policies to supplier and evidence of being a diverse supplier Expertise working with major clients onNot master plans and major urban or waterfront /4 parks
Expertise working with cultural heritage assets and interpretation /2
ViewingExpertise working with natural heritage assets, interpretation and management /2
Proven ability to conduct thorough, engaging community consultation and /4 communication plansDo Proven expertise in implementing urban parks with design excellence. /3
46 of 112
Previous project experience demonstrates proponent's strong technical and cost /3 estimation experience
Proven ability to exercise control of project schedule and budget /2
Proponent incorporates environmentally sustainable and "green" principals in both /2 corporate practices and design solutions.
/25 total
Proposed Staff Team & Resources
Strength, experience and qualifications of Project Lead (Landscape Architect) /6
Project Team member composition and experience (appropriate staff of sub- consultants with required skills) Only Project Manager /3
Communications and Public Relations /3
Engagement and Outreach /3
o Approach to Consultation /3
o Understanding of Indigenous Engagement /2 Copy /20 total Understanding of RFP and Proposed Approach to Solution Understanding of the project goals and design approach Submit /10 Understanding of the site and waterfront context /5
Understanding of project complexity and related approach to communications, public /5 relations and engagement and outreach
Innovative approach and special skills that the team offers to ensure project success, /5 including shoreline engineering and flood mitigation Not /25 total Work Plan & Deliverables ViewingDetailed work plan, schedule and appropriate assignment of team members and staff /3 time Detailed project scheduleDo and appropriate coordination and timing for review of /2 materials and meetings /5 total Total Technical Score: /75 total
47 of 112
Core Pricing
The lowest priced proposal receives 25 points, and the remaining proposals are /25 total assigned points based on the following formula; (Lowest price / proponent’s price) x 25
TOTAL SCORE /100
5.3 Selection Process
The Selection Committee will score the Proposals using the evaluation table in Appendix E.
If the submission fails any mandatory requirements, the Proposal will be rejected.
A Proponent's technical portion of the Proposal must score a minimum of 75% Only(or 56.3 points) for the Cost of Services envelope to be opened and evaluated.
Purchasing & Materials Management Division may open the Cost of Services envelopes to ensure compliance with the requirements of the RFP; however, the Selection Committee will not have any knowledge of any information contained in the Cost of Services envelopes until evaluations for the technical portion of the Proposal are complete and Proponents have been short-listed.
The Proposal that achieves the highest Total Score will be ranked first. In the event of a tie Total Score, the Proponent achieving the highest score for its technical portion of the Proposal will be ranked first overall.
Copy 5.4 Schedule of Events
Please refer to section 4.3.6 – Proposed Timelines above. Submit This schedule is subject to change and appropriate written notice of any changes will be provided where feasible.
5.5 Clarifications
As part of the evaluation process, the Selection Committee may make requests for further information with respect to the content of any Proposal in order to clarify its understanding of the Proponent’s response. The clarification process shall not be used toNot obtain required info rmation that was not submitted at time of close or to promote a particular Proponent.
The Selection Committee may request this further information from one or more Proponents and not from Viewingothers.
5.6 Interviews or Demonstrations Do A Proponent whose written Proposal has met or exceeded the minimum score for the technical portion of the Proposal or has received a high ranking may be invited to an interview with the Selection Committee, the results of which will be used by the Selection Committee as a mechanism to revisit, revise, confirm and finalize the score and select the recommended Proponent(s). The City reserves the right to interview up to a maximum of five (5) top ranked Proponents. The Selection Committee may interview any Proponent(s)
48 of 112
without interviewing others, and the City will be under no obligation to advise those not receiving an invitation until completion of the evaluation and selection process.
The representatives designated by the Selection Committee in its invitation to the Proponent must attend any interview scheduled as part of this evaluation process unless the City agrees otherwise in writing and at its sole discretion.
The representative of a Proponent at any interview scheduled is expected to be thoroughly versed and knowledgeable with respect to the requirements of this RFP and the contents of its Proposal, and must have the authority to make decisions and commitments with respect to matters discussed at the interview, which may be included in any resulting Agreement.
Where the staff team proposed by the Proponent is an important element in the selection criteria, the staff team proposed shall be present for the interviews. Only No Proponent will be entitled to be present during, or otherwise receive any information regarding, any interview with any other Proponent.
Refusal of a Proponent to participate in an interview/demonstration requested by the City may, in the City's sole discretion, be considered a failure of the Proponent to comply with a Mandatory Requirement of the RFP and thus subject to disqualification.
5.7 Evaluation Results
Upon conclusion of the evaluation process, a final recommendation will be made by the Selection Committee to the appropriate City staff member and/or City Council. Copy Proposal evaluation results shall be the property of the City and are subject to MFIPPA. Evaluation results may be subject to public release pursuant to MFIPPA.
Proponents should be aware that Council and individual CouncillSubmitors have the right to view the Proposals provided that their requests have been made in accordance with the City’s procedure.
5.8 Negotiations and Agreement
The award of any Agreement will be at the absolute discretion of the City. The selection of a recommended Proponent will not oblige the City to negotiate or execute an Agreement with that recommended Proponent.
Any award of an Agreement resulting Notfrom this RFP will be in accordance with the bylaws, policies and procedures of the City.
The City shall have the right to negotiate on such matter(s) as it chooses with the recommended Proponent Viewingwithout obligation to communicate, negotiate, or review similar modifications with other Proponents. The City shall incur no liability to any other Proponent as a result of such negotiation or alternative arrangements. Do Negotiations should not be initiated prior to discussions with Legal Services.
It is highly desirable to put parameters on what can be negotiated subsequent to award as it maintains the fairness of the procurement process. If the scope of what may be negotiated is too broad and results in an Agreement substantially different from what was evaluated, the whole process can be called into question.
49 of 112
Areas where negotiation usually occurs include:
The timelines and milestones of the assignment, especially if the RFP and award timelines have slipped Work approval and invoicing processes A detailed “statement of work” as long as it is based on the Proposal contents and can be seen as a clarification process. Minor re-distribution of work between City staff and the contractor (with minor adjustments to cost)
During negotiations, the scope of the services may be refined, issues may be prioritized, responsibilities among the Proponent, all staff and sub-consultants provided by it and the City may be settled and the issues concerning implementation may be clarified.
Any Agreement must contain terms and conditions in the interests of the City andOnly be in a form satisfactory to the City Solicitor. If the Agreement requires City Council approval, then the final Agreement must contain terms and conditions substantially as set out in the Council report authorizing the Agreement. Any Agreement will incorporate as schedules or appendices such part of the RFP (including addenda) and the Proposal submitted in response thereto as are relevant to the provision of the goods and/or services.
The terms and conditions set out in Appendix ‘B’ shall be incorporated in any Agreement entered into with the recommended Proponent. These terms and conditions are mandatory and are not negotiable. Any Proponent wishing to request that the City consider any changes to the terms and conditions set out in Appendix "B" must follow the process outlined in section 5 of Appendix "A".
If any Agreement cannot be negotiated withinCopy thirty (30) to ninety (90) business days of notification to the recommended Proponent, the City may, at its sole discretion, terminate negotiations with that Proponent and negotiate an Agreement with another Proponent or abort the RFP process and not enter into any Agreement with any of the Proponents.
Submit
6.0 PROPOSAL SUBMISSION REQUIREMENTS
6.1 General Overview
The City has formulated the procedures set out in this RFP to ensure that it receives Proposals through an open, competitive process, and that Proponents receive fair and equitable treatment in the solicitation, receipt and evaluation of their Proposals.Not The City may reject the Proposal of any Proponent who fails to comply with any such procedures.
Proposals are expected to address the RFP content requirements as outlined herein, and should be well Viewingordered, detailed and comprehensive. Clarity of language, adherence to suggested structuring, and adequate accessible documentation is essential to the City’s ability to conduct a thorough evaluation. The City is interested in Proposals that demonstrate efficiency and value for money. General marketing and promotional materialDo will not be reviewed or considered.
The City prefers that the assumptions used by a Proponent in preparing its Proposal are kept at a minimum and to the extent possible, that Proponents will ask for clarification prior to the deadline for Proponent questions rather than make assumptions. Proponents should also review sections 3 to 6 of Appendix A with respect to asking questions about the RFP. Where a Proponent's assumptions are inconsistent with
50 of 112
information provided in the RFP, or so extensive that the total Proposal cost is qualified, such Proponent risks disqualification by the City in the City's sole discretion.
Only
Copy Submit Not Viewing Do
51 of 112
6.1.1 No Incorporation by Reference
The entire content of the Proponent's Proposal should be submitted in a fixed form, and the content of website or other external documents referred to in the Proponent's Proposal, but not attached WILL NOT BE CONSIDERED to form part of its Proposal.
6.2 Proposal Documentation and Delivery
6.2.1 Main Proposal Document 1) Must consist of one (1) original (clearly marked as such on its first page) and preferably three (3) full photocopies of: (i) Main Proposal Document as described in the section 5.3 below titled Proposal Content, including all attachments and appendices as required.Only (Mandatory) (ii) Form 1 (Proposal Submission Form) completed and signed by an authorized official of the Proponent. This includes the acknowledgement of all addenda received as per Appendix A, item 4. (Mandatory) (iii) Appendix D (Price Detail Form) completed as indicated. (Mandatory) (iv) must be completed in a non-erasable medium and signed in ink; (v) must include Proponent experience and references as per Section 4.2, Section 5.3 Sub-section 3 and 4 , and Appendix D Form 4 ; (vi) should include: Form 4 – Experience with Similar Projects in the Last Ten Years - Summary
Certificate of Practice, as per the Ontario Association of Landscape Architects (OALA) requirements Copy Certificate of Authorization and Consulting Engineer Designation, as per the Professional Engineers of Ontario (PEO) requirements. Note: Forms 1 and 2 are provided in Appendix C. Submit 6.2.2 Envelope 2 - Cost
1) The documentation for the Cost of Services Submission:
(a) Must be PACKAGED AND SEALED IN A SEPARATE ENVELOPE labeled Cost of Services (submissions made by fax, telephone, electronic message or telegram will not be accepted) displaying a full and correct return address; Not (b) Must consist of One (1) original, clearly marked as such on its first page, and one (1) copy of Appendix D (Price Detail Form) completed as indicated.
Viewing(c) One (1) electronic (soft copy) version of the Pricing in Excel format. Electronic versions should be submitted on one (1) USB storage key, CD-R or similar media, and marked or labelled with the Proponent name. The City prefers that such USB, CD-R or similar media accompanyDo the original hard copy version of the Proponents Proposal. On the basis that in the event where there are deviations between the original hard copy, the additional hard copies, and the soft copy, the hard copy identified as the "original", shall prevail;
52 of 112
NO COST INFORMATION SHALL BE INCLUDED IN THE BODY OF THE TECHNICAL PORTION OF THE PROPOSAL OR IT WILL BE REJECTED AND DECLARED NON- COMPLIANT.
6.2.3 Proposal Documentations
The documentation for each Proposal: 1) Must be submitted in a sealed envelope or container (submissions made by fax, telephone, electronic message or telegram will not be accepted) displaying a full and correct return address. 2) Should be double sided, with minimum 11 point font, with unlimited appendices.
3) Must be completed in a non-erasable medium and signed in ink;
4) Must not include: (a) any qualifying or restricting statements; Only (b) exceptions to the terms and conditions of the RFP that have not be approved through an addendum; or (c) additional terms or conditions.
5) One (1) electronic (soft copy) version of the Proposal in searchable PDF files. Electronic versions should be submitted on one (1) USB storage key, CD-R or similar media, and marked or labelled with the Proponent name. The City prefers that such USB, CD-R or similar media accompany the original hard copy version of the Proponents Proposal. On the basis that in the event where there are deviations between the original hard copy, the additional hard copies, and the soft copy, the hard copy identified as the "original", shall prevail.
6) Must be delivered no later than the ClosingCopy Deadline to: Chief Purchasing Official Purchasing and Materials Management Division 18th Floor, West Tower, City Hall Toronto, ON, M5H 2N2 Submit
Delays caused by any delivery service (including Canada Post and courier) shall not be grounds for any extension of the Deadline, and Proposals that arrive after the Deadline will not be accepted.
7) No cost information shall be included in the body of the technical portion of the Proposal or it will be rejected.
8) Include references as per sectionNot Subsection 3 Project Experience
9) Proponents must have attended the mandatory site / information meeting as per section 2.1 Viewing6.3 Proposal Content The Proposal should contain the following items: Letter of IntroductionDo – Introducing the Proponent and signed by the person(s) authorized to sign on behalf of and to bind the Proponent to statements made in response to this RFP. This should contain the same signature as the person signing the submission forms.
53 of 112
Table of Contents – Include page numbers and identify all included materials in the Proposal submission.
Subsection 1 – Executive Summary Proponents should provide a summary of project understanding and key features of the Proposal.
Subsection 2 – Proponent Profile (A) Proponents should have staff, organization, culture, financial resources, market share and an installed base adequate to ensure their ongoing ability to deliver and support the proposed total Solution throughout the system’s useful lifetime, including the ability to provide timely response and service to the City over the period of the contract.
1. To permit the Proponent to be evaluated fully as a viable and sound enterprise, include the following information with respect to the Proponent, and if applicable, for each consortium member. Only (a) A profile and summary of corporate history including: date company started; products and/or services offered; total number of employees; major clients; and business partners and the products/services they offer;
(b) a copy of the Proponent's and if applicable for each consortium member, Corporate Profile Report(s) (Ontario), or equivalent official record issued by the appropriate government authority Copy (e) The Proponent should demonstrating its commitment to diversity by providing a company- approved supplier diversity policy that details the Proponent's commitment to an active supplier diversity program. This policy may demonstrate its commitment to diversity by, but not limited to: describing the Proponent's commitment toSubmit providing equitable access to subcontracting opportunities for diverse suppliers and demonstrated results of the policy; describing the Proponent's commitment to a pro-active employment diversity program, including providing the company approved employee diversity policy and demonstrated results of the policy, or
(f) Diverse Supplier: If the Proponent is certified by a Supplier Diversity Organization, the Proponent should provide evideNotnce of such certification.
2. If the Proponent is a member of a consortium, provide a description of the relationship(s) between consortium members. Please note section 2 of Appendix A regarding consortiums and Viewingthe requirement that there be a single Proponent.
Subsection 3 – ExperienceDo and Qualifications of the Proponent 1. It is important that the Work be undertaken by a Proponent who can demonstrate specific knowledge of, and experience in performing similar work for projects of comparable nature, size and scope. In particular, the Proponent should demonstrate the following in its Proposal:
54 of 112
(a) Experience of the Proponent with other similar projects : Using Form 4, provide 5 examples of public or private projects completed within the last 10 years, with reference, for the purpose of evaluating the Proponents experience and track record of success. Submissions with incomplete references may be declared non-compliant.
In addition to Form 4, Proponents may also include summaries and images of the same projects within the main body of their proposal in any format.
Note that the City prefers examples that are similar to the projects being proposed in this RFP. For example, solutions for the municipal or public sector, projects with public consultation, projects involving master plans and high quality park design, natural and heritage interpretation and high profile urban projects of similar size, scale and complexity.
Please note that where the skills/expertise/experience are being providedOnly by a subcontractor or other legal entity apart from the Proponent, a Proposal that does not include the information requested in this Subsection 3 for each such subcontractor or other entity will not be awarded full marks during the evaluation process.
In providing references, Proponents agree that the City can contact the individuals provided as part of the evaluation process. The City will make its own arrangements in contacting the references. Substitution of references will not be permitted after the close of the RFP.
References and Past Performance - The City's evaluation may include information provided by the Proponent's references and may also consider the Proponent's past performance on previous contracts with the City or other relatedCopy Agencies, Boards or Co mmissions of the City. Subsection 4 – Proposed Staff Team and Resources 1. The Proposal must include a list of key staff that the Proponent would propose to use for this work together with their professional qualifications, related project experience and an indication of their duties and responsibilities on this particular project. Submit It is important that the work be undertaken by a team who can demonstrate specific knowledge of, and experience in performing similar work for projects of comparable nature, size and scope. In particular, the Proponent should provide the following in its Proposal: a) Mandatory Requirements: Landscape Architect lead (full member with Seal in good standing with the Ontario Association of Landscape Architects) Local Landscape ArchitectNot (full member with Seal in good standing with the OALA) if lead proponent is from out of province Project Manager and supporting staff (Minimum 5 years' experience with public projects) Communication Project Manager and supporting staff (Minimum 5 years' experience with Viewingpublic projects) Engagement and Outreach Project Manager and supporting staff (Minimum 5 years' experience with public projects) CoastalDo Engineer Cost Consultant Heritage Interpretation
b) Include strategies and individuals that can fulfill the roles and responsibilities for any unforeseen events requiring replacement of team members.
55 of 112
c) Resumes for proposed individuals are to be included as an Appendix to the Proposal. d) Provide a statement of any conflict of interest, if applicable. Refer to Appendix A – RFP Process Terms and Conditions for information relating to conflicts of interest. Note: The Proponent should submit signed consent forms authorizing the disclosure of personal information to the City, or its designated agent(s), for any resumes that are submitted; however, the Proponent will accept all liability if signed consent forms and resumes are not disclosed to the City.
It is important that key project individuals (i.e. major areas of responsibility) be named, with accompanying indication of guaranteed availability. Continuity of key personnel will be required, with a contractual obligation for substitutions only with full written approval of the City.
Subsection 5 – Proposed System/Solution Provide a statement of the Proponent's understanding of the goals and objectives of the project and how those goals and objectives will be achieved. The following points illustrate the type of information that the Selection Committee will be looking for as demonstration of the Proponent'sOnly understanding of the assignment: A clear and readable statement of design understanding and philosophy for this assignment A response to the site and its context Approach to communications and community consultation for this project Special skills that the team offers to ensure a successful project Key areas of the project that the Proponent believes are risks/problems associated with the project and how they will be mitigated Key areas that are critical for success The statement of project understanding shall Copybe in written format, and may be supplemented with photographs and images only. Please note that the Selection Committee is not looking for conceptual designs.
Subsection 6 – Work plan and Deliverables Submit It is important that the project is started and completed in an efficient and effective manner. The Proponent is requested to provide:
1. A detailed work plan indicating the project method, schedule, Gantt chart, tasks, and deliverables. 2. An estimated overall timeline of the project, including an indication of how soon you could commence work. 3. Key dates for major deliverables shouldNot be clearly defined in the Proponent's detailed work plan. 4. For each deliverable provide sufficient detail for the reviewers to evaluate the value of the effort expended. Viewing5. Proposed project staffing over the assignment period should include numbers by “classification” for key staff as well as all other staff. 6. State assumptionsDo regarding roles and involvement of City staff and the estimated amount of their time involvem ent. Sub-Section 7 – Cost of Services To be submitted in the Cost of Services envelope as per section 5.2 .2 above.
56 of 112
In the event of mathematical errors found in the pricing pages, the unit prices quoted shall prevail. Extensions and totals will be corrected accordingly by City staff and adjustments resulting from the correction will be applied to the Total Lump Sum Price quoted.
Prices submitted in a Proposal are to be firm for the duration of the RFP process and the term of any resulting Agreement.
All prices must be stated in Canadian currency. The Proponent shall assume all currency risk.
The City shall not be responsible for any additional costs.
The Proponent shall be solely responsible for all costs including but not limited to, wages, salaries, statutory deductions and any other expenses and liabilities related to its own personnel, and subcontractors and suppliers and their respective personnel. Only The Proponent shall be solely responsible for any and all payments and/or deductions required to be made including, but not limited to, those required for the Canada Pension Plan, Employment Insurance, Workplace Safety and Insurance, and Income Tax.
All invoices must clearly show HST as a separate value and HST "registrant" number.
Without restricting the generality of the foregoing, the Proponent acknowledges that, if it is a non-resident person, payments to the Proponent, as a non-resident person, may be subject to withholding taxes under the Income Tax Act (Canada). Further, unless the Proponent, as a non-resident person, provides the City with an official letter from Canada Revenue Agency waiving the withholding requirements, the City will withhold the taxes it determines are required under the Income Tax Act (Canada). Copy A. Core Pricing
The Proponent must complete and submit the Price Detail Form located in Appendix D – Supplementary Submission Forms. Submit
The total price quoted must include all labour, profit, other overhead, materials, equipment, licences, analysis, travel, accommodations, communication, transportation and delivery costs (courier, long distance charges, and so on), staff time, City/Vendor meetings (as and where deemed required by the City), disbursements and any/all other operational costs and fees associated with the Services, excluding all applicable taxes. The City shall not be responsible for any additional costs.
A design contingency Allowance totalingNot $50,000 is to be included in the core pricing as itemized in the pricing detail form. This amount represents and estimated allowance for additional unforeseen work, if required for the duration of the project and will be spent as authorized by the City of Toronto.
ViewingB. Taxes
Harmonized Sale Tax (HST) is to be applied to the prices submitted as specified in the relevant sections of the call documentDo or in the Price Schedule provided in the call.
HST for the supply and delivery of materials/goods is to be shown as additional/separate line items on the Price Schedule and any subsequent invoices.
57 of 112
C. Payment Terms and Discount Schedule
1. Propose payment terms for Core Pricing. The City’s standard payment terms are 60 days from the receipt of the invoice. The final payment terms may be subject to further negotiation.
2. Propose any prompt payment discount terms.
If all the correct billing information has been indicated on the invoice, and no acceptable discount for early payment has been offered, the City will endeavour to pay within the vendor's terms from the receipt date of the invoice in Corporate Accounts Payable Unit - Metro Hall, 55 John Street, 14th floor.
Payment terms should be clearly indicated on the invoice including early payment terms.
The City will consider offers of early payment discount terms. Discounts will only be taken when early payment discount terms are met from the receipt date of the invoice in the CorporateOnly Accounts Payable unit.
Note: Discount terms for early payment cannot be earlier than 15 days from the receipt date of the invoice by the City of Toronto, Accounting Services Division, and Corporate Accounts Payable unit.
City of Toronto offers secure electronic deposit payments directly to your bank account through our “Direct Deposit” program. For more information and/or to enroll for this payment option, please email us at [email protected] or contact our AP Customer Service Desk at [email protected] or 416-397-5235.
To support an electronic payable environment, the City of Toronto Corporate Accounts Payable unit will accept electronic vendor invoices submitted via email at [email protected] . Note: Electronic invoices submitted must be in a PDF format asCopy an attachment. If you have any questions regarding this process, please contact our AP Customer Service Desk at [email protected] or 416-397-5235
D. City of Toronto's Invoice and billing requirements Submit To assist in prompt payment, it is essential that all required billing information is provided on the invoice submitted to the City of Toronto. If the billing information is missing from an invoice it will result in a payment delay and the invoice may be returned to you without payment.
It is the Vendor's responsibility to submit correct invoices for payment of goods /services delivered to the City of Toronto Divisions. If an incorrect invoice is submitted, the vendor will be requested to issue a credit note and submit a new invoice. If the invoice in question offered an early payment discount, the re-issue date of theNot new invoice will be used to calculate the early payment discount terms.
1) Exceptions Viewing The standard invoice billing requirement must be followed with the exception of vendor invoices related to an approved capital project subject to construction lien holdbacks only. Billing requirementDo direction will be provided by the contract custodian or city divisional designate.
2) Electronic Invoices
To support an electronic payable environment, the City of Toronto Corporate Accounts Payable unit will accept electronic vendor invoices submitted via email to [email protected]
58 of 112
invoices submitted must be in a PDF format with either single or multiple invoice(s) per attachment . Note: Do not send statements or past due invoices to this email address, only current invoices will be accepted. Do not send hard copy invoices to Corporate Accounts Payable if you have submitted an electronic invoice. If you have any questions regarding this process, please contact AP Customer Service at 416-397-5235 and follow the prompts.
1.1 Billing Requirements
(1) All original Vendor invoices must be addressed and be sent DIRECTLY to: City of Toronto Accounting Services Division Corporate Accounts Payable 55 John Street 14th Floor, Metro Hall Toronto, ON Only M5V 3C6
(2) Invoice/s submitted to the City of Toronto must have complete ship to information including:
I. Name of City Division, II. The City Division’s contact name and phone number (the person ordering or picking up the goods and/or services), III. Delivery location of goods and/or services (excluding pick-up order), IV. Purchasing document information on the invoice (blanket contract number, contract release order number (CRO) purchase order (PO) or Divisional Purchase Order (DPO), or Schedule "A" must be clearly indicated on the invoice. (*This purchasing number should be provided by City staff at theCopy time of order*) V. Complete "Remit To" address is required on all submitted vendor invoices
Invoices that do not contain the required billing information may be returned without payment to the vendor for correction. Submit
(3) City purchases with the use of a credit card/PCard, are NOT to be sent to Corporate Accounts Payable. These invoices are considered paid.
(4) Vendors are encouraged to provide packing slips and/or goods receipt confirmations directly to the ordering Division for goods/services delivered.
(5) Vendors are to provide backupNot documentation directly to the ordering Division, not Corporate Accounts Payable.
1.2 Contract Release Order for Contract Purchases Viewing A request for delivery in the form of a Contract Release Order (CRO) will be issued for each purchase against a contract. Do All invoices submitted for payment of contract goods/services must contain:
I. Blanket Contract Number II. Contract Release Order Number (CRO)
59 of 112
Under no circumstances are Contract Release Orders to be filled for commodities or services that are not included on a Contract.
The total value estimated on a Contract including all charges, excluding any applicable taxes, is not to be exceeded without authorization.
A Contract shall not be valid once the specified period has elapsed unless an extension has been requested by the City.
The City, in its sole discretion, has the right to terminate a contract prior to the expiration of the term without cause or penalty, provided the Total Value Estimated as specified on the Contract Order has been reached.
1.3 Discount Terms
The City will consider offers of early payment discount terms. If correctOnly billing information has been indicated on the invoice, it is the City’s policy to pay within vendor’s discount terms from the receipt date of the invoice in the Corporate Accounts Payable unit – Metro Hall, 55 John Street, 14th Floor.
Early Payment terms should be clearly indicated on the invoice.
Note: Discount terms for early payment cannot be earlier than 15 days from the receipt date of the invoice by the City of Toronto, Corporate Accounts Payable unit.
1.4 Direct Deposit
City of Toronto offers secure electronicCopy deposit payments directly to your bank account through our “Direct Deposit” program. For more information and/or to enrol for this payment option, please email us at [email protected] or contact the Direct Deposit program line at 416-392- 9736 and follow the prompts. Submit Effective January 1, 2014, all new contracts for existing or new vendors must be enrolled in the Direct Deposit program.
1.5 Construction Contracts & Consultant Assignments related to Capital Projects – With a Holdback only.
Invoices related to an approved capital project with a holdback and managed by a Contract Administrator (CA) must be forwaNotrded to the CA for review and approval. Billing requirement direction will be provided by the contract custodian or city divisional designate prior to the start of the Contract.
Viewing1) All invoices must be addressed and sent DIRECTLY to:
Contract Administrator CityDo of Toronto Address Contact Info: Phone #, E-mail address
Note: Contact Information of respective CA will be provided in writing, prior to the start of the contract.
60 of 112
2) Invoice/s submitted to the City of Toronto Contract Administrator must have complete information including:
I. Contract/Project Number II. Name of City Division and Contract Administrator III. Vendor Number IV. Vendor Name and address V. The City Division’s contact name and phone number (the person ordering or picking up the goods and/or services), VI. Description of work/ Project Name VII. Location of work VIII. Bill through Dates(Work Done): from and to IX. Invoice Date X. Sub-total Amount: Excluding all taxes XI. Total Invoice Amount; Including all taxes Only Purchasing document information on the invoice (blanket contract number, contract release order number (CRO) purchase order (PO) or Divisional Purchase Order (DPO), must be clearly indicated on the invoice. (*This purchasing number should be provided by City staff at the time of order*)
Section 8 – Cost Control
1. Submit a proposed methodology for Proponent’s resource planning, cost estimation, cost budgeting, and cost control measures. The Proponent should clearly demonstrate the cost control measures that it will implement to ensure that the Lump Sum or Upset Limit for the Services will not be exceeded.
In describing the cost control measures, do notCopy refer to or include the pricing contained in the ‘Cost of Services’ envelope. Cost control measures are those management processes used to control cost. Including pricing information in technical portion of the submission will result in the Proposal being rejected Submit Not Viewing Do
61 of 112
APPENDICES
APPENDIX A - RFP PROCESS TERMS AND CONDITIONS
1. Proponent’s Responsibility It shall be the responsibility of each Proponent:
(a) to examine all the components of this RFP, including all appendices, forms and addenda; (b) to acquire a clear and comprehensive knowledge of the required services before submitting a Proposal; (c) to become familiar, and (if it becomes a successful Proponent) comply, with all of the City’s Policies and Legislation set out on the City of Toronto website at: https://web.toronto.ca/business-economy/doing-business-with-the-city/understand-the- procurement-process/purchasing-policies-legislation/
The failure of any Proponent to receive or examine any document, form, addendum,Only Agreement or policy shall not relieve the Proponent of any obligation with respect to its Proposal or any Agreement entered into or Purchase Order issued based on the Proponent’s Proposal. 2. Prime Proponent A Proposal by a consortium of two or more entities may be submitted, but one person or company must be shown as the prime Proponent and be prepared to represent the consortium to the City by executing the Agreement, acting as the primary contact, and taking overall responsibility for performance of the Agreement. Where a Proposal is made by a prime Proponent with associate firms working with or under the prime Proponent in either a sub-contracting or consortium relationship, it is required that those associate firms be named in the Proposal. Copy 3. City Contacts and Questions All contact and questions concerning this RFP should be directed in writing to the City employee(s) designated as “City Contact” in the Notice to Potential ProponentsSubmit. No City representative, whether an official, agent or employee, other than those identified “City Contacts” are authorized to speak for the City with respect to this RFP, and any Proponent who uses any information, clarification or interpretation from any other representative does so entirely at the Proponent’s own risk. Not only shall the City not be bound by any representation made by an unauthorized person, but any attempt by a Proponent to bypass the RFP process may be grounds for rejection of its Proposal. From and after the date of this RFP until the time of any ensuing contract award, no communication with respect to this matter shall be made by any potential Proponent, or its representatives, including a third- party representative employed or retainedNot by it (or any unpaid representatives acting on behalf of either), to promote its Proposal or oppose any competing Proposal, nor shall any potential Proponent, or its representatives, including a third party representative employed or retained by it (or any unpaid representatives acting on behalf of either), discuss the RFP or its Proposal with any City staff, City Viewingofficials or Council member(s), other than a communication with the "City Contact" identified on page 1 on this RFP.
Proponents shouldDo be aware that communications in relation to this RFP outside of those permitted by the applicable procurement policies and this RFP document contravene the Lobbying By-law, an offence for which a person is liable to a maximum fine of $25,000.00 on a first conviction and $100,000.00 on each subsequent conviction. In addition, the City's Supplier Code of Conduct provides that any Proponent found in breach of the policy may be subject to disqualification from
62 of 112
the call or a future call or calls at the discretion of Council.
Notwithstanding anything to the contrary as set out in this document, the obligations as set out in the City of Toronto Municipal Code, Chapter 140 shall apply.
For your information, please find below the links to the City's Procurement Processes Policy, Lobbying By-Law and Interpretive Bulletin on Lobbying and Procurement: https://www.toronto.ca/wp-content/uploads/2017/08/9587-Procurement-Processes-Policy-January-1- 2017.pdf https://www.toronto.ca/legdocs/municode/1184_140.pdf 4. Addenda If the City, for any reason, determines that it is necessary to revise any part of this RFP or to provide additional information relating to this RFP, such information will be communicated to all Proponents by addenda. Each addendum shall form an integral part of this RFP. Such addenda may contain important information, including significant changes to this RFP. Proponents are responsibleOnly for obtaining all addenda issued by the City.
All Proponents must acknowledge receipt of all Addenda in the space provided on the Proposal Submission Form.
The City reserves the right to revise this RFP up to the Closing Deadline.
If any addendum is issued after the Deadline for Issuing Addenda, the City may at its discretion extend the Closing Deadline for a reasonable amount of time.
The City’s Purchasing and Materials Management Division will make reasonable efforts to issue the final Addendum (if any) no later than two (2) daysCopy prior to the Deadline.
5. Exceptions to Mandatory Requirements, Terms and Conditions If a Proponent wishes to suggest a change to any mandatory requirement,Submit term or condition set forth in any part of this RFP, it should notify the City in writing not later than the deadline for questions. The Proponent must clearly identify any such requirement, term or condition, the proposed change and the reason for it. If the City wishes to accept the proposed change, the City will issue an Addendum as described in the article above titled Addenda. The decision of the City shall be final and binding, from which there is no appeal. Changes to mandatory requirements, terms and conditions that have not been accepted by the City by the issuance of an Addendum are not permitted and any Proposal that takes exception to or does not comply with the mandatory requirements, terms and conditions of this RFP will be rejected. 6. Omissions, Discrepancies and InterpretationsNot A Proponent who finds omissions, discrepancies, ambiguities or conflicts in any of the RFP documentation or who is in doubt as to the meaning of any part of the RFP should notify the City in writing not later than Viewingthe deadline for questions. If the City considers that a correction, explanation or interpretation is necessary or desirable, the City will issue an Addendum as described in the article above titled Addenda. The decision and interpretation of the City shall be final and binding, from which there is no appeal. No oral explanation or interpretationDo shall modify any of the requirements or provisions of the RFP documents. 7. Proponents Shall Bear Their Own Costs
Every Proponent shall bear all costs associated with or incurred by the Proponent in the preparation and presentation of its Proposal including, if applicable, costs incurred for interviews, demonstrations,
63 of 112
or any other activity that may be requested as part of the evaluation process or the process for the negotiation or execution of an Agreement with the City, as the case may be.
8. Limitation of Liability The City shall not be liable for any costs, expenses, loss or damage incurred, sustained or suffered by any Proponent prior, or subsequent to, or by reason of the acceptance or the non-acceptance by the City of any Proposal, or by reason of any delay in acceptance of a Proposal, except as provided in this RFP.
9. Post-Submission Adjustments and Withdrawal of Proposals No unilateral adjustments by Proponents to submitted Proposals will be permitted.
At any time throughout the RFP process, a Proponent may withdraw a submitted Proposal prior to the Closing Deadline. To effect a withdrawal, a notice of withdrawal must be sent to the City Contact and must be signed by an authorized representative of the Proponent. The City is underOnly no obligation to return withdrawn Proposals. A Proponent who has withdrawn a Proposal may submit a new Proposal, but only in accordance with the terms of this RFP. 10. Binding Proposal After the Closing Deadline each submitted Proposal shall be irrevocable and binding on Proponents for a period of 120 days.
11. Acceptance of Proposals The City shall not be obliged to accept any ProposalCopy in response to this RFP. The City may, without incurring any liability or cost to any Proponent: (a) accept or reject any or all Proposal(s) at any time; (b) waive immaterial defects and minor irregularities in any Proposals; (c) modify and/or cancel this RFP prior to accepting any ProposSubmital; (d) award a contract in whole or in part. The City is relying on the experience and expertise of the Proponent. The City reserves the right to disqualify any Proponent who has given inaccurate, incomplete, false or misleading information in the sole opinion of the City. Proponents and their Affiliated Persons that are currently on a City of Toronto suspended vendor list are not eligible for an award. 12. Verify, Clarify and Supplement When evaluating proposals, the City mayNot request further informa tion from the Proponent or third parties in order to verify, clarify or supplement the information provided in the Proponent's Proposal. The City may revisit and re-evaluate the Proponent’s Proposal or ranking on the basis of any such information. ViewingIf the City makes a request to a Proponent for clarification of its Proposal, the Proponent will provide a written response accordingly, which shall then form part of the Proposal. If, in the opinion of the City, any Proponent has clearly misinterpreted the services or underestimated the hours or value of theDo services to be performed as reflected in its Proposal content and submitted price/fees, or all or any or any combination of them, then the City may reject its Proposal as not representative of the scope of the services).
64 of 112
13. No Incorporation by Reference The entire content of the Proponent's Proposal should be submitted in a fixed form and the content of websites or other external documents referred to in the Proponent's Proposal will not be considered to form part of its Proposal. 14. Unbalanced Bids (In this paragraph “Bid” refers to the Proposal) The City may reject a bid if it determines, in its sole discretion, that the bid is materially imbalanced. A bid is materially imbalanced when: (a) it is based on prices which are significantly less than cost for some items of work and prices which are significantly overstated in relation to cost for other items of work; and (b) the City had determined that the proposal may not result in the lowest overall cost to the City even though it may be the lowest submitted bid; or (c) it is so unbalanced as to be tantamount to allowing an advance payment.Only 15. Ownership and Confidentiality of City-Provided Data All correspondence, documentation and information provided by City staff to any Proponent or prospective Proponent in connection with, or arising out of this RFP, the Services or the acceptance of any Proposal: (a) is and shall remain the property of the City; (b) must be treated by Proponents and prospective Proponents as confidential; (c) must not be used for any purpose other than for replying to this RFP, and for fulfillment of any related subsequent Agreement. 16. Ownership and Disclosure of Proposal Documentation (a) The documentation comprising any Proposal submitted in response to this RFP, along with all correspondence, documentation andCopy information provided to the City by any Proponent in connection with, or arising out of this RFP, once received by the City: i) shall become the property of the City and may be appended to the Agreement and/or Purchase Order with the successful Proponent; ii) shall become subject to the Municipal FreedomSubmit of Information and Protection of Privacy Act ("MFIPPA"), and may be released, pursuant to that Act. (b) Because of MFIPPA, Proponents should identify in their Proposal material any scientific, technical, commercial, proprietary or similar confidential information, the disclosure of which could cause them injury. (c) Each Proponent’s name at a minimum shall be made public. (d) Proposals will be made availableNot to members of City Council provided that their requests have been made in accordance with the City’s procedure and may be released to members of the public pursuant to MFIPPA. (e) The City will not return the Proposal or any accompanying documentation submitted by a ViewingProponent. 17. Intellectual Property Rights Each Proponent warrantsDo that the information contained in its Proposal does not infringe any intellectual property right of any third party and agrees to indemnify and save harmless the City, its staff and its consultants, if any, against all claims, actions, suits and proceedings, including all costs incurred by the City brought by any person in respect of the infringement or alleged infringement of any patent, copyright, trademark, or other intellectual property right in connection with their Proposal.
65 of 112
18. Failure or Default of Proponent If the Proponent, for any reason, fails or defaults in respect of any matter or thing which is an obligation of the Proponent under the terms of the RFP, the City may disqualify the Proponent from the RFP and/or from competing for future tenders or RFP issued by the City for a period of one year. In addition, the City may at its option either: (a) Consider that the Proponent has withdrawn any offer made, or abandoned the Agreement if the offer has been accepted, whereupon the acceptance, if any, of the City shall be null and void; or (b) Consider that the Proponent has abandoned any Agreement and require the Proponent to pay the City the difference between its Proposal and any other Proposal which the City accepts, if the latter is for a greater amount and, in addition, to pay the City any cost which the City may incur by reason of the Proponent’s failure or default, and further the Proponent will indemnify and save harmless the City, its officers, employees and agents from all loss, damage, liability, cost, charge and expense whatever which it, they or any of them may suffer, incur or be put to by reason of such default or failure of the Proponent. The Proponent shall be ineligible to submit a new Proposal or bid for any Call that the City is required to reissue as a result of the Proponent's failureOnly or default or where the City deems that the Proponent has abandoned the Agreement. 19. Publicity The Proponent and its affiliates, associates, third-party service providers, and subcontractors shall not release for publication any information in connection with this RFP or any Agreement without prior written permission of the City. 20. Selection of Top-Ranked Proponent(s) The top-ranked Proponent(s), as established under the evaluation that are selected by the City to enter onto an agreement pending award will be so notified by the City in writing. 21. Notification to Other ProponentsCopy Once the recommended Proponent(s) is notified of their selection, the other Proponents will be notified by the City in writing of the outcome of the RFP process. 22. Debriefing Submit Proponents may request a debriefing after receipt of a notification of the outcome of the selection process. All requests must be in writing to the City Contact and must be made within sixty (60) days of notification of the outcome of the selection process. The intent of the debriefing information session is to aid the Proponent in presenting a better proposal in subsequent procurement opportunities. Any debriefing provided is not for the purpose of providing an opportunity to challenge the RFP process. 23. No Contract until Execution of Written Agreement No legal relationship or obligation regardingNot the procurement of any good or service shall be created between the Proponent and the City by the RFP process until the selection of the Proponent to provide the Deliverables pursuant to an Agreement. Viewing24. Cancellation The City may cancel or amend the RFP process without liability at any time. 25. Bid ProtestDo Procedure (a) Pre-award bid disputes. Proponents should seek a resolution of any pre-award dispute by communicating directly with the City Contact as soon as possible from the time when the basis for the dispute became known to them. The City Contact may delay the outcome of the selection process, or any interim stage of this RFP process, pending
66 of 112
the acknowledgement and resolution of any pre-award dispute. For more information, see the Pre-Award and Post-Award Bid Dispute Procedure. (b) Post-award bid disputes. Any dispute to the outcome of this RFP process must be received in writing by the City Contact no later than ten (10) days after the date of the notification of the outcome of the selection process, or where a debriefing has been requested, no later than five (5) days after such debriefing is received. Any dispute that is not timely received or in writing will not receive further consideration. Any written dispute with a procurement value over $100,000 that cannot be resolved by the City Contact through consultations with the Proponent, shall be referred to the Treasurer or their designate(s) for an impartial review, based on the following information: i. A specific description of each act or omission alleged to have materially breached the procurement process; ii. A specific identification of the provision in the solicitation or procurement procedure that is alleged to have been breached; Only iii. A precise statement of the relevant facts; iv. An identification of the issues to be resolved; v. The Proponent's arguments, including any relevant supporting documentation; and vi. The Proponent's requested remedial action. The Treasurer or their designate(s), in consultation with the City Solicitor, may: i. Dismiss the dispute; ii. Accept the dispute and direct the City Contact to take appropriate remedial action, including, but not limited to, rescinding the award and any executedCopy contract, and canceling the solicitation. For more information, see the Pre-Award and Post-Award Bid Dispute Procedure. 26. Supplier Code of Conduct (a) Honesty and Good Faith Submit Proponents must respond to the City's RFP in an honest, fair and comprehensive manner that accurately reflects their capacity to satisfy the requirements stipulated in the RFP. Proponents shall submit a Proposal only if they know they can satisfactorily perform all obligations of the contract in good faith. Proponets shall alert the Buyer to any factual errors, omissions and ambiguities that they discover in the RFP as early as possible in the process to avoid the RFP being cancelled. (b) Confidentiality and Disclosure Not Proponents must maintain confidentiality of any confidential City information disclosed to the Proponent as part of the RFP. Viewing(c) Conflicts of Interest and Unfair Advantage Proponents must declare and fully disclose any actual or potential conflict of interest or unfair advantage related to the preparationDo of their bid or where the Proponent foresees an actual or potential conflict of interest in the performance of the contract. (d) Collusion or Unethical Bidding Practices No Proponent may discuss or communicate, directly or indirectly, with any other Proponent or their Affiliated Persons about the preparation of their Bid including, but not limited to, any connection, comparison of figures
67 of 112
or arrangements with, or knowledge of any other supplier making a submission for the same work. Proponents shall disclose to the Buyer any affiliations or other relationships with other Proponents that might be seen to compromise the principle of fair competition, including any proposed subcontracting relationships. (e) Illegality
A Proponent shall disclose to the Buyer any previous convictions of itself or its Affiliated Persons for collusion, bid-rigging, price-fixing, bribery, fraud or other similar behaviours or practices prohibited under the Criminal Code, the Competition Act or other applicable law, for which they have not received a pardon. (f) Interference Prohibited
No Proponent may threaten, intimidate, harass, or otherwise interfere with any City employee or public office holder in relation to their procurement duties. No Proponent may likewise threaten, intimidate, harass, or otherwise interfere with an attempt by any other prospective Proponent to bid for a City contract or to perform any contract awarded by the City. (g) Gifts of Favours Prohibited Only
No Proponent shall offer gifts, favours or inducements of any kind to City employees or public office holders, or otherwise attempt to influence or interfere with their duties in relation to the RFP or management of a contract. (h) Misrepresentations Prohibited
Proponents are prohibited from misrepresenting their relevant experience and qualifications in relation to the RFP and acknowledge that the City's process of evaluation may include information provided by the Proponent's references as well as records of past performance on previous contracts with the City or other public bodies. Copy (i) Prohibited Communications
No Proponent, or Affiliated Person, may discuss or communicate either verbally, or in writing, with any employee, public office holder, or the media in relation to any solicitation between the time of the issuance of the RFP to the award and execution of final form of contractSubmit, unless such communication is with the Buyer and is in compliance with Chapter 140, Lobbying of the Municipal Code. (j) Failure to Honour Bid
Proponents shall honour their Bid, except where they are permitted to withdraw their bid in accordance with the process described in the RFP. Proponents shall not refuse to enter into a contract or refuse to fully perform the contract once their bid has been accepted by the City. (k) Proponent Performance Not Proponents shall fully perform their contracts with the City and follow any reasonable direction from the City to cure any default. Proponents shall maintain a satisfactory performance rating on their Contracts with the ViewingCity and other public bodies to be qualified to be awarded similar contracts. (l) Disqualification for Non-Compliance with Supplier Code of Conduct Proponents shallDo be required to certify compliance with the Supplier Code of Conduct in the RFP Submission Form 1 (Appendix C), with their Bid and verify compliance, upon request from the Buyer, prior to award. Any contravention of the Supplier Code of Conduct by a Proponent, including any failure to disclose potential conflicts of interest or unfair advantages, may be grounds for the Chief Purchasing Official to disqualify a Proponent from the RFP and suspend the Proponent from future procurements.
68 of 112
27. Governing Law and Interpretation The terms and conditions in this Appendix A - Terms and Conditions of RFP Process: (a) are included for greater certainty and intended to be interpreted broadly and separately (with no particular provision intended to limit the scope of any other provision); (b) are non-exhaustive (and shall not be construed as intending to limit the pre-existing rights of the parties to engage in pre-contractual discussions in accordance with the common law governing direct commercial negotiations); and (c) are to be governed by and construed in accordance with the laws of the province of Ontario and the federal laws of Canada applicable therein.
Only
Copy Submit Not Viewing Do
69 of 112
APPENDIX B - AGREEMENT TERMS AND CONDITIONS
Note to Appendix:
The terms set out in this Appendix shall be incorporated in any Agreement entered into with the recommended Proponent substantially in the form as presented in the Appendix. These terms are mandatory and are not negotiable. Any Proponent wishing to request that the City consider any changes to the terms and conditions set out in Appendix "B" must follow the process outlined in section 5 of Appendix "A".
1. Compliance with Laws The Vendor will be required to comply, at its sole expense, with all federal, provincial and municipal laws, rules and regulations (including, without limitation, the City's Fair Wage and other policies or by- laws applicable to the City's vendors, the Ontario Fire Code, the Ontario Employment Standards Act, the Ontario Human Rights Code, the Ontario Labour Relations Act, the WorkplaceOnly Safety and Insurance Act, the Income Tax Act and Occupational Health and Safety requirements) in relation to the provision of any Services, including the obtaining of all necessary permits and licences, and shall submit proof of such compliance to the City, upon request, and the Vendor shall indemnify and save the City harmless from any liability or cost suffered by it as a result of the vendor's failure to comply with this provision.
2. Non-Exclusivity The awarding of an Agreement to a Vendor shall not be a guarantee of exclusivity.
3. Confidentiality The Vendor shall treat as confidential all informationCopy of any kind which comes to the attention of the Vendor in the course of carrying out the Services and shall not disseminate such information for any reason without the express written permission of the City or otherwise in accordance with MFIPPA or other applicable privacy law. The Vendor may be required to enter into a detailed confidentiality and conflict of interest agreement in a form satisfactory to the City Solicitor. Submit 4. Conflict of Interest The Vendor shall: (a) avoid any Conflict of Interest in the performance of its contractual obligations; (b) disclose to the City without delay any actual or potential Conflict of Interest that arises during the performance of its contractual obligations; and (c) comply with any requirements prescribed by the City to resolve any Conflict of Interest. In addition to all other contractual rights or rights available at law or in equity, the City may immediately terminate the Contract upon giving notice to the Vendor where: (a) the Vendor fails to disclose an actual or potential Conflict of Interest; (b) the Vendor fails to comply with any requirements prescribed by the City to resolveNot or manage a Conf lict of Interest; or (c) the Vendor’s Conflict of Interest cannot be resolved to the City's reasonable satisfaction. 5. Indemnities ViewingThe Vendor shall indemnify and save harmless the City of Toronto, its Mayor, Members of Council, officers, employees, and agents from and against any losses, liens, charges, claims, demands, suits, proceedings, recoveries and judgements (including legal fees and costs) arising from or related to the Vendor's performanceDo or non-performance of its obligations, including payment obligations to its approved subcontractors and suppliers and others, and including breach of any confidentiality obligations under this Agreement.
70 of 112
Upon assuming the defence of any action covered under this section the Vendor shall keep City of Toronto reasonably informed of the status of the matter, and the Vendor shall make no admission of liability or fault on City of Toronto's part without City of Toronto's written permission. 6. Intellectual Property Indemnity The Vendor shall indemnify and save harmless the City of Toronto, its Mayor, Members of Council, officers, employees, and agents from and against any losses, liens, charges, claims, demands, suits, proceedings, recoveries and judgements (including legal fees and costs) arising from infringement, actual or alleged, by the Proposal, its use or misuse, or by any of the deliverables developed or provided or supplied under or used in connection with the Services (including the provision of the Services themselves), of any Canadian, American or other copyright, moral right, trade-mark, patent, trade secret or other thing with respect to which a right in the nature of intellectual/industrial property exists. 7. Employment & WSIB Indemnity Nothing under this Agreement shall render the City responsible for any employment, benefit or termination liability (including those under or in connection with the Workplace Safety andOnly Insurance Act, 1997 or any successor legislation ("WSIA"), whether statutorily required, at common law or otherwise, resulting from Services supplied under this Agreement by persons employed or otherwise engaged by the Vendor. In the event that employment related costs, or other related responsibility falls to the City for any reason whatsoever, the Vendor agrees to indemnify the City for such costs. 8. No Assignment The Vendor shall not assign any part of the project that may be awarded to it under the Agreement without the prior written consent of the City, which consent shall not be unreasonably withheld. However, such written consent shall not under any circumstances relieve the Vendor of its liabilities and obligations under this RFP and the Agreement. 9. Subcontractors Copy The Vendor shall be solely responsible for the payment of every subcontractor employed, engaged, or retained by it for the purpose of assisting it in the performance of its obligations under the Agreement. The Vendor shall coordinate the services of its subcontractors in a manner acceptable to the City, and ensure that they comply with all the relevant requirements of the Agreement. Submit The Vendor shall be liable to the City for all costs or damages arising from acts, omissions, negligence or wilful misconduct of its subcontractors.
10. Personnel and Performance The Vendor shall make available appropriately skilled workers, consultants or subcontractors, as appropriate, and must be able to provide the necessary materials, tools, machinery and supplies to carry out the project. Not The Vendor shall be responsible for its own staff resources and for the staff resources of any subcontractors and third-party service providers. ViewingThe Vendor shall ensure that its personnel (including those of approved sub-contractors), when using any City buildings, premises, equipment, hardware or software shall comply with all security policies, regulations or directives relating to those buildings, premises, equipment, hardware or software. Personnel assignedDo by the Vendor to perform or produce the Services or any part of it, (including those of approved subcontractors) may, in the sole discretion of the City, be required to sign non-disclosure Agreement(s) satisfactory to the City before being permitted to perform such services.
71 of 112
11. Independent Contractor The Vendor and the City agree and acknowledge that the relationship between the City and the Vendor is one of owner and independent contractor and not one of employer-employee. Neither is there any intention to create a partnership, joint venture or joint enterprise between the Vendor and the City. 12. Insurance The successful vendor agrees to purchase and maintain in force, at its own expense and for the duration of the services, the following policies of insurance, which policies shall be in a form and with an insurer acceptable to the City. A certificate evidencing these policies signed by the insurer or an authorized agent of the insurer must be delivered to the City prior to the commencement of services:
1. Commercial General Liability provided that the policy: (i) is in the amount of not less than Two Million Dollars ($2,000,000.00),Only per occurrence; (ii) adds the City of Toronto as an additional insured;
(iii) includes Non-Owned Automobile Liability, Employer's Liability and/or Contingent Employer's Liability, and any other provision relevant to the services;
(iv) includes a clause which will provide the City with thirty (30) days' prior written notice of cancellation (15 days if cancellation is due to non payment of premium). 2. Professional Liability (errors and omissions) coverage provided that the policy: (i) is in the amount of not less than OneCopy Million Dollars ($1,000,000); (iii) will extend to infringement of copyright and other intellectual property, including misuse of trade secrets, if appropriate. Notwithstanding anything to the contrary contained in this Agreement, kept in full force and effectfor a period ofSubmit time ending no sooner than TWO YEARS after the termination or expiry ofthis Agreement, as the case may be.
3. Automobile Liability insurance with a minimum limit of One Million Dollars ($1,000,000) for all owned or leased licensed motorized vehicles used in the performance of services.
It is understood and agreed that the coverage and limits of liability noted above are not to be construed as the limit of liability of the vendor in theNot performance of serv ices. It is also agreed that the above insurance policies may be subject to reasonable deductible amounts, which deductible amounts shall be borne by the vendor. At the expiry of the policies of insurance, original signed Certificates evidencing renewal will be Viewingprovided to the City without notice or demand.
The successful vendorDo is responsible for any loss or damage whatsoever to any of its materials, goods, equipment or supplies and will maintain appropriate all-risk coverage as any prudent owner of such materials, goods, supplies and equipment. The successful vendor shall have no claim against the City or the City’s insurers for any damage or loss to its property and shall require its property insurers to waive any right of subrogation against the City.
72 of 112
13. Warranties and Covenants The Vendor represents, warrants and covenants to the City (and acknowledges that the City is relying thereon) that any deliverable resulting from or to be supplied or developed under the Agreement will be in accordance with the City’s functional and technical requirements (as set out in the RFP) and, if applicable, will function or otherwise perform in accordance with such requirements. 14. Third Party Software Where the City is in possession of software containing or constituting confidential proprietary information belonging to third parties, the Vendor shall not, except in the usual incidental manner genuinely necessary for the intended use of such software on the equipment of the City,
(a) analyze, copy, decompile, disassemble, translate, convert, reverse engineer or duplicate any physical embodiment or part thereof, or permit any person to do so; or
(b) divulge to any unauthorized person the ideas, concepts or techniques, or make any other improper use, of such software. Only The Vendor shall fully defend, save harmless and indemnify the City from and against any loss or damages suffered by the City as a result of any failure by the Vendor, its officers, directors, partners, contract personnel, agents and employees or any of them to comply with the provisions hereof.
Should the Vendor include third party components within the Solution, the Vendor must secure the rights to use and repackage third party components and pass on those rights to the City without additional charges.
15. Ownership of Intellectual Property and Deliverables The City will own all intellectual property rights, including (without limitation) copyright, in and to all deliverables provided by the Vendor and its Copysubcontractors. All information, data, plans, specifications, reports, estimates, summaries, photographs and all other documentation prepared by the Vendor in the performance of the Services under the Agreement, whether they be in draft or final format, shall be the exclusive property of the City. Submit 16. Payment Schedule A payment schedule satisfactory to the City shall form part of the Agreement. No fees or reimbursable expenses shall become payable to the Vendor pursuant to the Agreement other than pursuant to one or more signed schedules. The Vendor shall submit invoices in such detail as may be required by the City, and the City reserves the right to require further proof or documentation from the Vendor in respect of services performed or expenses incurred by the Vendor andNot the Vendor shall provide, without delay, such further proof or documentation. If the City does not approve of the Services which are the subject of the invoice, the City shall advise the ViewingVendor in writing of the reasons for non-approval and the Vendor shall remedy the problem at no additional cost to the City before the City shall be obliged to pay the invoice or any part of it, as the case may be. The Vendor shall be solely responsible for the payment of all personnel costs including statutory and otherwise (includingDo without limitation subcontractors and suppliers and their respective personnel) made available by it and used for performance of any of the Services.
73 of 112
17. Termination Provisions Upon giving the Vendor not less than thirty (30) days’ prior written notice, the City may, at any time and without cause, cancel the Agreement, in whole or in part. In the event of such cancellation, the City shall not incur any liability to the Vendor apart from the payment for the goods, material, articles, equipment, work or services that have been satisfactorily delivered or performed by the Vendor at the time of cancellation. Failure of the Vendor to perform its obligations under the Agreement shall entitle the City to terminate the Agreement upon ten (10) calendar days’ written notice to the Vendor if a breach which is remediable is not rectified in that time. In the event of such termination, the City shall not incur any liability to the Vendor apart from the payment for the goods, material, articles, equipment, work or services that have been satisfactorily delivered or performed by the Vendor at the time of termination. All rights and remedies of the City for any breach of the Vendor's obligations under the Agreement shall be cumulative and not exclusive or mutually exclusive alternatives and may be Onlyexercised singularly, jointly or in combination and shall not be deemed to be in exclusion of any other rights or remedies available to the City under the Agreement or otherwise at law. No delay or omission by the City in exercising any right or remedy shall operate as a waiver of them or of any other right or remedy, and no single or partial exercise of a right or remedy shall preclude any other or further exercise of them or the exercise of any other right or remedy. Upon termination, all originals and copies of data, plans, specifications, reports, estimates, summaries, photographs, and other documents that have been accumulated and/or prepared by the Vendor in performance of the Agreement shall be delivered to the City in a clean and readable format. 18. Right to Audit The City may audit all financial and related recordsCopy associated with the terms of the Agreement including timesheets, reimbursable out of pocket expenses, materials, goods, and equipment claimed by the Vendor. The Vendor shall at all times during the term of the contract, and for a period of X years following completion of the Agreement, keep and maintain records of the Work performed pursuant to this Agreement. This shall include proper records of invoices, voucSubmithers, timesheets, and other documents that support actions taken by the Vendor. The Vendor shall at his own expense make such records available for inspection and audit by the City at all reasonable times. 19. Liquidated Damages If the Vendor at any time fails to supply all goods or services to the City as specified within the Agreement, or fails to replace goods or services rejected by the City, then the City shall be permitted to procure such goods or services elsewhere and charge any additional costs incurred by the City to the vendor as liquidated damages, unless otherwise specified, and deduct such amounts from payments due to the Vendor or to otherwise collect such costs from the vendor by any otherNot method permitted by law. 20. Right to Retain Monies The City shall have the right to retain out of monies payable to the vendor under the Agreement the total Viewingamount outstanding for time to time of all claims arising out of the default of the Vendor of its obligations to the City. This shall include claims pursuant to this or any other contract or cause of action between the Vendor and the City which Dohave not been settled between the City and the Vendor.
74 of 112
21. Occupational Health and Safety
a. The Vendor shall comply with all federal, provincial or municipal occupational health and safety legislative requirements, including, and without limitation, the Occupational Health and Safety Act, R.S.O., 1990 c.0.1 and all regulations thereunder, as amended from time to time (collectively the "OHSA").
b. Nothing in this section shall be construed as making the City the "employer" (as defined in the OHSA) of any workers employed or engaged by the Vendor for the services either instead of or jointly with the Vendor.
c. The Vendor agrees that it will ensure that all subcontractors engaged by it are qualified to perform the Service and that the employees of subcontractors are trained in the health and safety hazards expected to be encountered in the Services.
d. The Vendor acknowledges and represents that: Only
i. The workers employed to carry out the Service have been provided with training in the hazards of the [Services.]to be performed and possess the knowledge and skills to allow them to work safely;
ii. The Vendor has provided, and will provide during the course of the agreement, all necessary personal protective equipment for the protection of workers;
iii. The Vendor’s supervisory employees are competent, as defined in the OHSA, and will carry out their duties in a diligent and responsible manner with due consideration for the health and safety of workers; Copy iv. The Vendor has in place an occupational health and safety, workplace violence and workplace harassment policies in accordance with the OHSA; and
v. The Vendor has a process in place to ensure that healthSubmit and safety issues are identified and addressed and a process in place for reporting work-related injuries and illnesses.
e. The Vendor shall provide, at the request of the General Manager. or his designate, the following as proof of the representations made in paragraph d(i) and d(iv):
i. documentation regarding the training programs provided or to be provided during the Services.(i.e. types of training, frequency of training and re-training); and Not ii. the occupational health and safety policy.
f. The Vendor shall immediately advise the General Manager. or his designate in the event of any of Viewingthe following:
i. A critical injury that arises out of Services. that is the subject of this agreement; Do ii. An order(s) is issued to the Vendor by the Ministry of Labour arising out of the Services.that is the subject of this agreement;
iii. A charge is laid or a conviction is entered arising out of the Services.that is the subject of this agreement, including but not limited to a charge or conviction under the OHSA, the Criminal
75 of 112
Code, R.S.C 1985, c. C-46, as amended and the Workplace Safety and Insurance Act, 1997, S.O. 1997, c. 16, Sched. A, as amended.
g. The Vendor shall be responsible for any delay in the progress of the Services as a result of any violation or alleged violation of any federal, provincial or municipal health and safety requirement by the Vendor, it being understood that no such delay shall be a force majeure or uncontrollable circumstance for the purposes of extending the time for performance of the Services.or entitling the Vendor to additional compensation, and the Vendor shall take all necessary steps to avoid delay in the final completion of the Services without additional cost to the City.
h. The parties acknowledge and agree that employees of the City, including senior officers, have no authority to direct, and will not direct, how employees, workers or other persons employed or engaged by the Vendor do work or perform a task that is the subject of this agreement.
22. Workplace Safety and Insurance Act Only The Vendor shall secure, maintain and pay all costs for Workplace Safety and Insurance Board ("WSIB") workers’ compensation coverage for its employees providing Services under this agreement, whether required statutorily or not under the Workplace Safety and Insurance Act, 1997.
The Vendor represents and warrants that it shall be in good standing with the WSIB throughout the term of this agreement. Prior to supplying the Services and prior to receiving payment, the Vendor shall produce a Clearance Certificate issued by the WSIB confirming that the Vendor has paid its assessment based on a true statement of the amount of its current payroll in respect of the Services and that the City is relieved of financial liability. Thereafter, throughout the period of Services being supplied, a new Clearance Certificate will be obtained from the WSIB by the Vendor and provided to the City every 90 days or upon expiry of the Certificate's validityCopy period whichever comes first.
The Vendor shall ensure that any and all persons, including but not limited to volunteers, students, subcontractors and independent contractors, providing services under this agreement, have secured WSIB coverage, whether required statutorily or not, for the term of this agreement. Submit 23. Accessibility Standards and Customer Service Training Requirements
The Vendor must ensure that all deliverables conform to the requirements of the Accessibility for Ontarians with Disabilities Act, 2005.
The Vendor shall require all applicable personnel (including those of its subcontractors) to fulfill the training requirements set out in the City'sNot policy on Accessibl e Customer Service Training Requirements for Contractors, Consultants and other Services Providers. For a copy of the City of Toronto requirement, visit the website at: https://www.toronto.ca/business-economy/doing-business-with-the-city/understand-the-procurement- Viewingprocess/purchasing-policies-legislation/accessible-customer-ser vice-training-requirements/ Do
76 of 112
APPENDIX C - STANDARD SUBMISSION FORMS
FORM 1: Proposal Submission Form – Mandatory
FORM 2: Notice of No Submission – If Applicable Only
Copy Submit Not Viewing Do
77 of 112 FORM 1 PROPOSAL SUBMISSION FORM
REQUEST FOR PROPOSAL NO. 9118-19-5040
Toronto Island Park Master Plan
CLOSING: 12:00 NOON (LOCAL TORONTO TIME) June 10, 2019
1. PROPONENT INFORMATION
Please complete following form, and name one (1) authorized person to be the contact for the procurement process and for any clarifications or amendments that might be necessary.
Full Legal Name of Proponent: Only
Any Other Trade Name under Which the Proponent Carries on Business:
Street Address:
City, Province/State:
Postal Code:
Phone Number: Copy
Fax Number:
Company Website (If Any): Submit
Contact Person and Title:
Contact Phone:
Contact Facsimile:
Contact E-mail: Not
2. REQUEST FOR PROPOSAL TERMS, CONDITIONS AND SPECIFICATIONS Viewing By signing this form the Proponent agrees that if selected to provide the goods and/or services described in this Request for Proposal document, they will provide those goods and/or services in accordance with the terms, conditions,Do and specifications contained in the Request for Proposal document and in accordance with the Proponent's proposal submission.
78 of 112 FORM 1 PROPOSAL SUBMISSION FORM 3. POLICIES
The Proponent has read, understood and agrees to comply with the policies, practices and statements found on the City’s website at the following link:
https://web.toronto.ca/business-economy/doing-business-with-the-city/understand-the-procurement- process/purchasing-policies-legislation/
Without limiting the Proponent's acknowledgement of the City's general procurement policies, by signing this form, the Proponent acknowledges and certifies that the Proponent, and any of its proposed subcontractors, will provide the goods and/or services in compliance with the following specific policies:
3. 1 DECLARATION OF COMPLIANCE WITH THE CITY'S SUPPLIER CODE OF CONDUCT Only By signing this form, the Proponent acknowledges that it has read and understands its obligations under the Toronto Supplier Code of Conduct and further certifies that the Proponent, and any of its proposed subcontractors, will provide the services in compliance with the Toronto's Supplier Code of Conduct.
Refer to the Supplier Code of Conduct in Article 13 of Chapter 195, Purchasing, of the Toronto Municipal Code.
3.1.1 PROHIBITION AGAINST COLLUSION AND UNETHICAL BIDDING
If the box below is left blank, the Proponent will be deemed to declare that it had no affiliation or other relationships with other Proponents that mightCopy be seen to compromise the principle of fair competition, including any proposed subcontracting relationships. If the Proponent declares an affiliation or other relationship with other Proponents that might be seen to compromise the principle of fair competition, the Proponent must set out the details below: Submit
Not
ViewingRefer to the Supplier Code of Conduct in Section 3.1 of Form 1 of this RFP.
3.1.2 PROHIBITION AGAINST ILLEGALITY Do If the box below is left blank, the Proponent will be deemed to declare that is has no previous convictions of itself or affiliated persons for collusion, bid-rigging, price-fixing, bribery, fraud, or other similar behaviors or practices prohibited under the Criminal Code, the Competition Act, or other applicable law, for which the Proponent has not received a pardon.
79 of 112 FORM 1 PROPOSAL SUBMISSION FORM
If the Proponent declares that it has previous convictions of itself or affiliated persons, the Proponent must set out the details below:
Only
Refer to the Supplier Code of Conduct in Section 3.1 of Form 1 of this RFP.
3.1.3 CONFLICTS OF INTEREST OR UNFAIR ADVANTAGE
For the purposes of this section, the term “Conflict of Interest” means (a) in relation to the procurement process, the Proponent has, or is seen to have, an unfair advantage or engages in conduct, directly or indirectly, that may give it an unfair advantage, including but not limited to (i) having, or having accessCopy to, confidential information of the City in the preparation of its proposal that is not available to other Proponents, (ii) communicating with any person with a view to influencing preferred treatment in the procurement process (including but not limited to the lobbying of decision makers involved in the procurement process), or (iii) engaging in conduct that compromises, or could be seen to compromise, the integrity of the procurement process; or Submit (b) in relation to the performance of its contractual obligations contemplated in the contract that is the subject of this procurement, the Proponent’s other commitments, relationships or financial interests (i) could, or could be seen to, exercise an improper influence over the objective, unbiased and impartial exercise of its independent judgment, or (ii) could, or could be seen to, compromise, impair or be incompatible with the effective performance of its contractual obligations.
Potential Conflicts of Interest or unfair Notadvantage include, but are not limited to:
(1) Engaging current or former City employees or public office holders to take any part in the preparation of the proposal or the performance of the contract if awarded, any time within two (2) years of such Viewingpersons having left the employ or public office of the City; (2) Engaging any family members, friends or private business associates of any public office holder which may have, or appear to have, any influence on the procurement process or performance of the contract, if awarded;Do (3) Prior involvement by the supplier or affiliated persons in developing the technical specifications or other evaluation criteria for the solicitation; (4) Prior access to confidential City information by the supplier, or affiliated persons, that is materially related to the solicitation and that was not readily accessible to other prospective Proponents; or
80 of 112 FORM 1 PROPOSAL SUBMISSION FORM (5) The Proponent or its affiliated persons are indebted to or engaged in ongoing or proposed litigation with the City in relation to a previous contract. If the box below is left blank, the Proponent will be deemed to declare that (a) there was no Conflict of Interest in connection with preparing its proposal; and (b) there is no foreseeable Conflict of Interest in performing the contractual obligations contemplated in this RFSQ process. The Proponent declares that there is an actual or potential Conflict of Interest relating to the preparation of its proposal, and/or the Proponent foresees an actual or potential Conflict of Interest in performing the contractual obligations contemplated in the procurement.
If the Proponent declares an actual or potential Conflict of Interest, the Proponent must set out the details below:
Only
The following individuals, as employees, advisers,Copy or in any other capacity (a) participated in the preparation of our proposal; AND (b) were employees of the City and have ceased that employment within twenty four (24) months prior to the Submission Deadline: Name of Individual: Job Classification: Department: Submit Last Date of Employment with the City: Name of Last Supervisor: Brief Description of Individual’s Job Functions: Brief Description of Nature of Individual’s Participation in the Preparation of the Proposal: (Repeat above for each identified individual. Proponents may include this information on a separate sheet if more space is required)
The Proponent agrees that, upon request,Not the Proponent shall provide the City with additional information from each individual identified above in a form prescribed by the City.
Viewing3.2 RIGHT TO REJECT DEBTORS AND SET OFF POLICY
For a copy of the City of Toronto Policy, visit the website: RIGHT TO REJECTDo DEBTORS AND SET OFF POLICY
81 of 112 FORM 1 PROPOSAL SUBMISSION FORM
3.3 ENVIRONMENTALLY RESPONSIBLE PROCUREMENT STATEMENT
For a copy of the City of Toronto Environmentally Responsible Procurement Policy, visit the website: ENVIRONMENTALLY RESPONSIBLE PROCUREMENT STATEMENT
State if environmentally preferred products/service is being offered: YES______NO______
State briefly the environmental benefit of the product/service offered:
______
______Only
3.4 DECLARATION OF COMPLIANCE WITH ANTI-HARASSMENT/DISCRIMINATION LEGISLATION & CITY POLICY
Organizations/individuals in Ontario, including the City of Toronto, have obligations under the Ontario Human Rights Code, the Occupational Health and Safety Act, the Employment Standards Act, the Accessibility for Ontarians with Disabilities Act, the Criminal Code of Canada and the Charter of Rights and Freedoms. In addition, the City of Toronto also has policies that prohibit discrimination on the additional grounds of political affiliation or level of literacy, subject to the requirements of the Charter. Organizations are required to have and post policies, programs, information, instruction, plans and/or other supports, and an appropriate internal process available to their employees and service recipients to prevent, address and remedy discrimination, racism,Copy harassment, hate and inaccessibility complaints under the applicable legislation and including the additional grounds of discrimination prohibited under City policy. Individuals are obliged to refrain from harassment/hate activity.
The City of Toronto requires all organizations and individuals that contract with the City to sign the following Declaration of Compliance with Anti-Harassment/DiscriSubmitmination Legislation & City Policy. This Declaration must be signed by your organization and submitted with the contract or Letter of Understanding. The name of your organization and the fact that you have signed this declaration may be included in a public report to City Council.
Declaration: I/we uphold our obligations under the above provincial and federal legislation. In addition, I/we uphold our obligations under City policiesNot which prohibit harassment/discrimination on a number of grounds including political affiliation and level of literacy.
WHERE LEGALLY MANDATED I/we have in place the necessary policies, programs, information, Viewinginstruction, plans and/or other supports that are consistent with our obligations, and I/we have an internal process available to my/our employees and service recipients to prevent, address and remedy discrimination, racism, harassment, hate and inaccessibility complaints. I/we agree that I/we shall, upon theDo request of the City, provide evidence of the policies, programs, information, instruction, plans and other supports and an appropriate internal complaint resolution process required under this Declaration which is sufficient to allow the City to determine compliance. I/We acknowledge that failure to demonstrate compliance with this declaration to the satisfaction of the operating Division, in consultation with the City Solicitor, may result in the termination of the contract.
82 of 112 FORM 1 PROPOSAL SUBMISSION FORM
3.6 ACCESSIBILITY STANDARDS FOR CUSTOMER SERVICE TRAINING REQUIREMENTS POLICY
For a copy of the City of Toronto Policy, visit the website: https://www.toronto.ca/business-economy/doing-business-with-the-city/understand-the-procurement- process/purchasing-policies-legislation/accessible-customer-service-training-requirements/
4. DISCLOSURE OF INFORMATION
The proponent hereby agrees that any information provided in this proposal, even if it is identified as being supplied in confidence, may be disclosed where required by law or if requiredOnly by order of a court or tribunal. The proponent hereby consents to the disclosure, on a confidential basis, of this proposal by the City to the City’s advisers retained for the purpose of evaluating or participating in the evaluation of this proposal.
The proponent shall provide the City with ongoing disclosure, should the proponent be awarded a contract and any of the information provided above change.
5. ACKNOWLEDGEMENT OF RECEIPT OF ADDENDA BY NUMBER AND ISSUE DATE
I/WE ACKNOWLEDGE THE RECEIPT OF ALL ADDENDA ISSUED:
ADDENDUM No(s). TO DATEDCopy TO
Submit
SIGNATURE OF AUTHORIZED SIGNING OFFICER
______PRINTED NAME OF SIGNING OFFICER
NotI have authority to bind the proponent and attest to the accuracy of the information provided in this proposal. Viewing Do
THIS FORM (6 PAGES) MUST BE COMPLETED, SIGNED AND SUBMITTED WITH YOUR PROPOSAL OR YOUR PROPOSAL WILL BE DECLARED NON-COMPLIANT.
83 of 112 FORM 2 NOTICE OF “NO SUBMISSION”
RFP # : 9118-19-5040 JD
CLOSING DATE: June 10, 2019
IMPORTANT - PLEASE READ THIS
It is important to the City of Toronto to receive a reply from all invited Proponents. There is no obligation to submit a Proposal; however, should you choose not to submit, completion of this form will assist the City in determining the type of services you are interested in submitting a Proposal in the future.
INSTRUCTIONS:
If you are unable, or do not wish to submit a Proposal on this Request for Proposals,Only please complete the following portions of this form. State your reason for not submitting a Proposal by checking applicable box(es) or by explaining briefly in the space provided. It is not necessary to return any other Request for Proposals documents.
1. We do not offer this service. Other reasons or additional comments.
2. We do not offer services to these requirements.
3. Unable to offer services competitively.
4. Cannot handle due to present commitments.
5. Quantity/project too large. Copy
6. Cannot meet delivery/completion requirements.
7. Licensing restrictions. Submit Do you wish to participate in Request for Proposals for services in the future? YES ____ NO ____
For City’s use only - Do not write in this space. Company Name:
Address:
Not
Signature of Company Representative: Viewing Position: Do Date: Tel. No.:
Fax No.: Send by Fax: 416-397-7779 or by email: [email protected]
84 of 112
APPENDIX D - SUPPLEMENTARY SUBMISSION FORMS
1. Price Detail Form
2. Experience with Similar Projects - Summary
For instructions on completing the Price Detail Form, see section 6.3, Sub-section 7.
Only
Copy Submit Not Viewing Do
85 of 112
APPENDIX D SUPPLEMENTARY SUBMISSION FORMS Form 3 – Cost of Services
This form must be completed and submitted in the Cost of Services envelope or your proposal will be declared informal.
CORE PRICING Pricing to reflect work described under Section 4.0: Scope of Work of the Request for Proposal. This project will be awarded to the successful proponent in one phase: If at any stage the project does not proceed to the next phase, due to budget restrictions, critical stakeholder concerns or unforeseen circumstances, the Vendor will be paid for only the phase of work completed to date. The City reserves the right to not proceed with any phase of the work at its discretion. The total fee including a Communications Plan, an Engagement and Outreach Plan and all scope of work and deliverables associated with Phases 1 through 5 will be used to determine the Cost of Services Score. Note Communications and Engagement scope should be included under each phaseOnly of work accordingly and as described in section 4.0. Stages of Project
1. Communications Plan (including Phase 1-5) ...... $ ______
2. Engagement and Outreach Plan (including Phase 1-5) ...... $ ______
3. Phase 1 Background Material Review & Precedent Research ...... $ ______4. Phase 2 Inventory & Analysis ...... Copy $ ______5. Phase 3 Alternative Approaches ...... $ ______6. Phase 4A and 4B Preliminary Master Plan, Costing andSubmit Phasing ...... $ ______(Including Wayfinding Quick-Start project)
7. Phase 5A and 5B Final Master Plan, Costing and Phasing ...... $ ______(Including Wayfinding Quick-Start project) 8. Contingency ...... Not...... $ 50,000.00 SUBTOTAL (Line items1-8) ...... $ ______
Viewing H.S.T...... $ ______TOTAL FEEDo $ ______
86 of 112
APPENDIX D FORM 4: EXPERIENCE WITH SIMILAR PROJECTS IN THE LAST TEN YEARS SUMMARY
Proponents are to provide all information listed below using this format or any other provided that all information contained in this Appendix is completed. Additional information may be appended This two-page form should be completed and submitted with your proposal for each of the five projects referenced. Proponents may photocopy this form for each project submitted.
Project Name ______Address ______Project Prime Proponent: ______Client Organization: ______
Contact: Tel: Brief Description of Work: ______Only ______
Date Substantially Completed: Area: Landscape Arch. Lead: Project Mgr: Contract Admin: Copy Facilitator: Major Components of Project:
Submit
Scope of Your Firm's Work:
Not
ViewingWays in which this project is similar to the City's proposed project:
Do
87 of 112
Ways this project demonstrates innovation and excellence that may be used in the City's proposed project:
How community and stakeholders were engaged:
Construction Cost (Excl. HST/GST): Tender $ Final $ Only
Major reason for cost variation:
Was the project completed on schedule, and if not; what was the reason for the schedule change?
Copy
Contractor: ______Contact: ______Submit__ Tel: ______
List personnel and sub-consultants used that are also part of the team for this proposal:
Not Other important information to consider
Viewing
Do
88 of 112
APPENDIX E - PROPOSAL EVALUATION TABLE(S)
Detailed Evaluation Table(s)
Compliance with Mandatory Submission Requirements: Pass/Fail Compliance with Mandatory Technical Requirements (if any): Pass/Fail 75 Technical portion of the Proposal: Proponents must meet a minimum of 75% to be considered further. Price/Cost: [Formula: (lowest cost Proposal Proponent’s Proposal cost) 25 x 25] Total Score 100 Only
Copy Submit Not Viewing Do
89 of 112
APPENDIX E
PROPOSAL EVALUATION TABLE
PROPONENT’S NAME______
The City will conduct the evaluation according to the stages described below:
CRITERIA FOR EVALUATION SCORES SCORING SYSTEM 0 – No Value: Fails to address the component. 1 – Poor: Minimally addresses the component, but one or more major considerations of the component are not addressed. 2 – Fair: The response addresses the component adequately, but minor considerations may not be addressed. 3 – Good: The response fully addresses the component and provides a good quality solution. Good degree of confidence in the Bidder's response or proposed solution met. Only 4 – Very Good: All considerations of the component are addressed with a high degree of confidence in the Bidder's response or proposed solution. 5 – Excellent: All considerations of the component are addressed with the highest degree of confidence in the Bidder's response or proposed solution. The response exceeds the requirements in providing a superior response or proposed solution.
Copy Submit Not Viewing Do
90 of 112
APPENDIX F – PROJECT REFERENCE MATERIAL
Toronto Island Park – Profile Report
Only
Copy Submit
Not Viewing Do
91 of 112
Table of Contents
Introduction
1) Background 1.1 – Park Assets and Amenities 1.2 – Ferry Service 1.3 – Special Events 1.4 – Recreation Provision 1.5 – Toronto Islands Residential Community Trust 1.6 – Billy Bishop Airport
2) Area Park Profiles
3) Legislative and Planning Context Only 3.1 – Provincial Policy Statement 3.2 – Growth Plan for the Greater Golden Horseshoe 3.3 – Official Plan 3.4 – Zoning
4) Aligned Initiatives – City of Toronto 4.1 – Parks and Recreation Facilities Master Plan 4.2 – Parkland Strategy 4.3 – Ferry Fleet Replacement 4.4 – TOcore 4.5 – Bathurst Quay StreetscapeCopy and Public Realm Improvement Plan 4.6 – Toronto Waterfront Marine Strategy
5) Aligned Initiatives – External Partners 5.1 – Toronto Island Flood Characterization andSubmit Risk Assessment 5.2 – Gibralter Point Erosion Control Project 5.3 – Waterfront Monitoring Program 5.4 – Jack Layton Ferry Terminal Design Competition 5.5 – Port Lands Flood Protection and Enabling Infrastructure
6) Capital Projects Not Viewing Do
92 of 112
Introduction
Toronto Island Park receives close to 1.5 million visitors per year. It is the City's largest downtown park comprised of 14 individual islands is over 330 ha in size with 225 ha allocated as parkland. Toronto Island Park is an extremely popular Waterfront Park that acts as both a city wide park and tourist destination providing a unique range of activities such as access to four of the city’s best blue flag beaches, Centreville Amusements, an extensive natural shoreline and passive recreation to name a few. The park is also home to approximately 700 residents in 2 residential neighbourhoods on Ward’s and Algonquin Island respectively and the Billy Bishop Airport lives here too - servicing business and short haul flights to locations like Montreal, Ottawa, Boston and New York. These many park assets, landscapes, programs and leases resultOnly in a complex and layered network of interests. These interests, complimentary or competing present many governance and operational challenges. To realize the Park's full potential and to ensure the Park's ongoing success and management, the City is working to develop a long-term strategic plan for the park that will guide future decision making and park investments in Toronto Island Park. The project profile for Toronto Island Park outlines the many different contexts, layers and aligned initiatives that relate to and or impact Toronto Island Park. This document will be used to inform the future discussions relating to Toronto Island Park and will provide critical understanding of the complexities relating to this Island Park as the project progresses. Copy Each section within the profile provides a high level overview of a particular subject area, study or aligned initiative that is important and relevant to Toronto Island Park. As needed additional detail for each can be sourced fromSubmit outside sources. Toronto Island Park is truly greater than the sum of its parts! This can only be properly understood when the complexity of its surrounding context is also understood. The Toronto Island Park Project Profile sets out to provide this high level understanding.
1- Background
Toronto Island Park is over 330 ha (820 ac) in size, with 225 ha allocated as parkland. The park is accessed via regularNot ferry service from the Jack Layton Ferry Terminal to three different ferry docks; Wards Island, Centre Island and Hanlan’s Point. Private water taxis also provide transportation to and from Toronto Island Park from various locations across Toronto’s central waterfront. Viewing Toronto Island Park is comprised of 14 large islands including from west to east; Centre Island, Muggs Island,Do Olympic Island, South Island, RCYC Island, South Chippewa Island, Snake Island, Algonquin Island, Wards Island and two smaller islands: Duck Island, and Hanlan’s Island.
93 of 112
Toronto Island Park – Study Area
Only
1.1 Park Assets and Amenities Copy
Toronto Island Park is home to approximately 700 residents on Algonquin and Wards Islands and includes a wide range of amenities including Franklin’s Children Garden, the Island Public Natural School, Centreville Amusement Park and Billy Bishop Airport. The following table shows the wide range and multitudeSubmit of recreational, natural and transportation related amenities and assets on Toronto Island Park:
Assets and Amenities
Quantity Asset/Amenity 2 Amphitheatre 1 Ball Diamond Not 4 Beaches (Blue Flag) 6 Bridges 1 Farm / Zoo Viewing10 Firepits 37 Picnic Sites 2 DoPicnic Shelters 12 Playgrounds 20 km Roads 2 Splash Pads 8 Tennis Courts
94 of 112
10 km Trails 1 Volleyball Court 4 Yacht Clubs 84 ha Environmentally Significant Areas 37 Ecological Land Classifications
The map below shows the general location of many of these assets and amenities.
Park Asset Map
Only
Copy
Submit 1.2 Ferry Service In 2016, the ferries serviced 1,471,247 passengers, representing an 18.2% increase from 2012. In 2016, August had the highest recorded number of passengers, a consistent trend since 2013. The figure below shows monthly passenger data from 2012-2016. In 2017, Toronto Island Park was closed for several months due to severe flooding. As a result, the total number of ferry passengers for the year declined significantly to 703,465. Not Viewing Do
95 of 112
Only
1.3 Special Events Annually, Toronto Island Park welcomes many special events. The figure below shows that between 2013 and 2016 the growth was inconsistent in the number of attendees and/or number of special events onCopy an annual basis. However, the total number of attendees to special events has grown consistently from 2014-2016, while the number of special events declined in 2015 before increasing again in 2016. Submit Not Viewing Do
96 of 112
1.4 Recreation Provision There are many options for recreation which attract visitors to Toronto Island Park. Some are operated by the City, while others are contracted to third-party operators. The following list shows the variety of recreation opportunities currently available: Centreville Amusement Park Franklin Children's Garden Summer camps Beaches, wading pools and splash pads Bicycle rentals Boat rentals Frisbee golf course Tram tours Harbour tours Hedge maze Only
1.5 Toronto Islands Residential Community Trust In December 1993, the Toronto Islands Residential Community Trust was established by legislation (Bill 61 as amended) to manage the land and buildings associated with the Island community, on behalf of the Island residents and the general public. Under the legislation, residents on Ward’s and Algonquin Islands are able to hold title to their homes and lease the lots on which their houses stand until December 15, 2092. The Trust is mandated to provide stewardship of the Island Residential Community, ensuring that the character of the residential community is maintained. Copy One of the core principles of the Trust is to ensure that the sale of Island homes and leases, which sit on public land, do not result in windfall profits for the owners. Under the legislation, Island homes and leases may only be bought and sold through the Toronto Islands Residential Community Trust. The systemSubmit of regulated prices for homes and leases, sold only to people on a legislated purchasers list, ensures that this principle is maintained. The Trust is also charged with managing its five public buildings for the benefit of the public as well as the community (Algonquin Island Clubhouse, Ward's Island Clubhouse, Old Firehall, Shaw House and The Rectory). The Trust receives no government or outside funding to support its operations.
1.6 Billy Bishop Airport Not Billy Bishop Airport is approximately 85 ha in size and is located in the northwest portion of Toronto Island Park, just west of Hanlan's Point. The airport is connected to the Viewingmainland by a pedestrian tunnel and frequent ferry service, with approximately 2.8 million passengers travelling through the airport in 2017.
The airport is Do managed by Ports Toronto in accordance with the 1983 Tripartite Agreement, executed by the City of Toronto, Transport Canada and Ports Toronto. The Tripartite Agreement obligates Ports Toronto to operate the facility as a public airport until June 2033 and does not contain any provisions for renewal.
97 of 112
The Tripartite Agreement contains the following conditions governing the future development of the airport and the nature and extent of aviation activity: The construction of additional runways or extensions to existing runways is not permitted Expansion of lands comprising the airport beyond the present land area is not permitted Jet-powered aircraft are not permitted to operate from the airport, with the exception of medical evacuations and other emergency uses
2 - Area Park Profiles Although Toronto Island Park is accessible only by water, it's an important component of the parks network of the downtown and central waterfront area. The TOcore Secondary Plan (see section 4.4) includes policies promoting connections between the natural features encircling the downtown: the Garrison Creek watershed, the historic Lake Iroquois shoreline, the Rosedale and Don River Valleys and the TorontoOnly Islands. The Secondary Plan contains policies to improve access and connections along this network for pedestrians and cyclists, making better use of these natural assets and helping to create a cohesive parks and open space system.
The roles, functions and amenities of the following existing and future planned waterfront parks will be considered when developing a Master Plan for Toronto Island Park. This will help ensure that a system approach as outlined in TOcore is used when considering the future of Toronto Island Park.
Name Size (m2) OutdoorCopy Recreation Facilities/Amenities Sherbourne 13,581 Playground, skating rink, splash pad, pavilion with Common cafe Aitken Place Park 3,000 Playground, dog run, pavilion Sugar Beach 4,170 Sand beach (no waterSubmit access), splash pad Harbour Square 20,911 Fieldhouse Love Park (York Off- 8,000 TBD Ramp Park) Rees Ridge (Rees 9,500 TBD St Park) HTO Park 13,220 Not Sand beach (no water access) Ireland Park 16,450 Little Norway Park 24,000 Ball diamond, fieldhouse, playground, wading pool, Viewingoutdoor fitness equipment Music Garden 15,051 Fieldhouse Coronation Park 127,058 Baseball diamonds, dogs off leash area, picnic Do shelter, change rooms Silo Park Approx. TBD 20,000 Villiers Park (above 140,000 Playgrounds, sports field, multi-use courts, top-of-bank) canoe/kayak launches, pavilions,
98 of 112
3 - Legislative and Planning Context
3.1 Provincial Policy Statement The Provincial Policy Statement (PPS) is issued under the Planning Act and includes directions on land use that all municipalities must be consistent with. The PPS states that natural features and areas identified by municipalities shall be protected for the long term. It also states that the diversity and connectivity of natural features in an area, and the long term ecological function and biodiversity of natural heritage systems, should be maintained, restored or improved where possible, while recognizing linkages between and among natural heritage features and areas, surface water features and ground water features.
3.2 Growth Plan for the Greater Golden Horseshoe Only The Province also has an approved Growth Plan for the Greater Golden Horseshoe: the plan includes guiding principles and policies on achieving complete communities, planning of public service facilities, infrastructure, watersheds, natural heritage systems, public open space and climate change. All municipal decisions are to conform with this Plan.
The guiding principles that are most relevant to Toronto Island Park, and that the Master Plan must conform with, include the following: Protect and enhance natural heritage, hydrological and landform systems, features and functions Copy Conserve and promote cultural heritage resources to support the social, economic and cultural well-being of all communities, including First Nations and Metis communities Integrate climate change considerations into planningSubmit and managing growth such as planning for more resilient communities and infrastructure that are adaptive to the impacts of a changing climate
3.3 Official Plan Toronto's Official Plan designatesNot the majority of the land on Toronto Island Park as Parks or Natural Areas. The designation helps to broadly define how Parks and Natural Areas are to be used. The policies and designations identify the lands to be used for public parks and recreational opportunities. The policies specify that natural areas are to Viewingbe maintained primarily in a natural state while allowing for recreational, cultural and educational uses and facilities that minimize adverse impacts on natural features and functions. Do
Other designations on Toronto Island Park include the Island Water Treatment Plant that is designated Other Open Space Areas and the residential areas on Algonquin and Wards Islands that are designated Neighbourhoods. Other Open Space Areas permit utilities and other specialized uses and facilities, while Neighbourhoods are physically 99 of 112
stable areas consisting of lower scale buildings. The Official Plan map showing the land use designations for Toronto Island Park and central waterfront is shown below.
Land Use Designations
Only
A significant portion of Toronto Island Park is designated Natural Areas, which form part of the City's Natural Heritage System. Development is generally prohibited on these lands, except for compatible public uses that minimize adverse impacts on natural features and functions and essential public works. Any development provided for is subject to development criteria which include protecting, enhancing and restoring natural heritage features. Copy
Portions of the Natural Areas are also identified as Environmentally Significant Areas (ESA's). These areas are particularly sensitive and require additional protection to preserve their environmentally significant qualities. Activities are limited to those compatible with the preservation of the natural featuresSubmit and ecological functions of these areas. An impact study will be required for any proposed undertaking not already the subject of an Environmental Assessment. The only Environmental Assessment currently in progress on Toronto Island Park is the Gibralter Point Erosion Control Project (see Section 5.2).
Not
Viewing
Do Environmentally Significant Areas
100 of 112
Only
The Official Plan contains several policies that inform the development, management and protection of Natural Heritage and ESA lands and should be reviewed in the context of any proposed changes to Toronto Island Park. Any change to the zoning by-law (discussed below) which regulates the use of the land must conform with these land use designations and policies in the Official Plan.
3.4 Zoning
Zoning by-law 438-86 applies to the TorontoCopy Islands. The islan ds are divided into four different zoning categories; G, Gm, Gr and R1 with permissions of each outlined below. Construction or development must comply with the specific requirements of the zoning by-law in order to obtain building permits. Submit G: bathing station, conservation lands, golf course, park, playground, day nursery Gm: business for the repair or maintenance of recreation boats or boat equipment, Marina Park, recreational boating use (boating club, school, rentals, launching, storage) Gr: bathing station, conservation lands R1: residential and ancillary uses to a maximum height of 8m and a maximum density of 0.6 time lot coverage. Not
Viewing
Do
Zoning Designations
101 of 112
Only
4 - Aligned Initiatives – City of Toronto
4.1 Parks and Recreation Facilities Master Plan – Parks, Forestry & Recreation In 2017, City Council adopted the Parks and Recreation Facilities Master Plan (FMP), a 20-year plan for new recreation facilities across the city. Guided by the principles of quality, sustainability, innovation, andCopy equity, the Plan helps to identify facility needs and prioritize investment. It addresses three major goals: Renew and upgrade existing facilities by identifying opportunities to expand, repurpose and redevelop facilities. Submit Address gaps and growth-related needs by identifying current and future facility gaps based on the city's existing and projected population. Work with others and explore new opportunities by maximizing opportunities for partnerships and investments.
While the FMP does not identify Notneeds that are specific to Toronto Island Park, the following needs have been identified for the broader Toronto and East York District and could potentially be addressed on Toronto Island Park:
Viewing Multi-use fields Soccer fields Cricket pitchDo Basketball courts Tennis courts Skatespots
102 of 112
A more detailed FMP Implementation Strategy with timelines and financial requirements will be presented to City Council in 2019.
4.2 Parkland Strategy – Parks, Forestry & Recreation The City is currently developing a Parkland Strategy, a 20-year plan for the enhancement of Toronto’s park system through the creation of new parks and the expansion and improvement of access to existing parks. The key themes of the Strategy are: Expand new parkland to support growth and address gaps to create a flexible, adaptable parkland system that will support the needs of a livable, diverse city. Improve accessibility and functionality of the existing parkland system to promote community cohesion, ecological sustainability, and health and wellbeing through active living, access to nature, and the provision of appropriate spaces for rest, relaxation, and leisure. Only Connect parks and open spaces, physically and visually, so that people, communities, and wildlife can navigate to and through the parkland system. Share the parkland system by removing barriers so that parks and open spaces are inclusive and equitably accessible for people of all ages, cultures, genders, abilities, and income levels.
The Strategy has produced an updated methodology to assess parkland provision across the city by measuring hectaresCopy of parkland within a five minute walking distance to people. Toronto Island Park was not included when determining parkland provision on the mainland because it is not considered accessible by this methodology.
The map below shows parkland provision in 2032 for Toronto Island Park and the central downtown area. Future provision is based onSubmit development pipeline data and assumes no additional parkland is acquired. Parkland provision on Toronto Island Park is projected to remain high as no population growth is planned, while the downtown is considered park deficient with provision levels of 0-4 m2 per person for the majority of the area. Although inaccessible by a five minute walk, Toronto Island Park represents a significant source of parkland in close proximity to a park deficient downtown, being only a short ferry ride away. Not
Viewing
Do
Parkland Supply per Person
103 of 112
Only
4.3 Ferry Fleet Replacement – Parks, Forestry & Recreation The City plans to replace four vessels over the next 15 years to improve ferry service to Toronto Island Park. The first two are Copyto be acquired and integ rated into ferry operations between 2021 and 2023. The current ferry fleet of 5 is well maintained but well past the industry standard lifespan of 20 years. The age of vessels ranges from 55 to over 100 years old. In 2016, the service transported more than 1.4 million passengers and nearly 5000 vehicles. Submit
In 2016, an RFP for design and construction support services of a replacement ferry was issued. However, through the process of design and stakeholder consultation, it became apparent that additional replacement analysis was prudent. In May 2017, the finalization of the first vessel replacement design was temporarily delayed in order to complete a more comprehensive ferry fleet replacement analysis. This additional analysis was completed by KPMG,Not working with BMT Fleet Technology. It was provided to the City in late 2018 and is currently under review.
Viewing4.4 TOcore – City Planning TOcore is a three-year, multi-divisional planning study of Toronto's downtown, its relationship to the city and region around it, and the planning policy framework governing growth,Do development and the provision of infrastructure. The Study area is bounded by Lake Ontario to the south, Bathurst Street to the west, the mid-town rail corridor and Rosedale Valley Road to the north and the Don River to the east. A Secondary Plan for the downtown (the Downtown Plan) was adopted by City Council in
104 of 112
2018. The Downtown Plan is a 25-year vision that provides a blueprint to manage growth, sustain liveability, achieve complete communities and support economic growth.
TOcore is a response to the rapid population growth that is projected to continue over the next 25 years. The downtown is expected to grow from 250,000 people today to 475,000 in 2041. The distribution of that growth is shown in the map below. The map shows high population growth south of King Street and along the waterfront, which will impact Toronto Island Park through increased demand on parkland and supporting infrastructure and amenities.
Only
Copy Submit Not Viewing
Do
The Downtown Parks and Public Realm Plan is one of five infrastructure strategies that sets out a vision for parks, open spaces and streets, proposing a framework to re- imagine, transform and grow public space. 105 of 112
The Parks and Public Realm Plan consists of five transformative ideas, one of which is the Core Circle. The Core Circle represents a circuit of public spaces that connect natural features around the downtown including the Garrison Creek watershed, the historic Lake Iroquois shoreline, the Rosedale Valley, Don River Valley and Toronto Island Park. The Downtown Plan contains several Core Circle policies that impact Toronto Island Park:
Connect the Core Circle with a continuous pedestrian and cycle route, while providing users with an immersive natural experience Design parks and open spaces in the Core Circle to serve both local residents and the city as a whole, and to integrate these spaces into the Core Circle Celebrate Indigenous cultures and histories in the Core Circle through placemaking and other initiatives Enhance and protect access to and enjoyment of the LakeOnly Ontario shoreline
The map below shows the concept of the Core Circle.
Copy Submit Not Viewing
Do The southern part of the Core Circle corresponds to the Blue Park concept within the Downtown Plan. The Blue Park recognizes the Inner Harbour as a significant public space, and intends to improve access to the water's edge and around the Inner Harbour for pedestrians and cyclists, and to promote water-based recreation and transportation. The following Blue Park policies within the Downtown Plan impact Toronto Island Park: 106 of 112
Improve access to the water's edge to provide a pedestrian and cycling route around the Inner Harbour and open up opportunities for water-based recreation Recognize and protect the environmental and ecological primacy of the Toronto Islands in a resilient manner Improve access to the Toronto Islands to support their role as a city-wide park resource. This will be achieved through improvements to ferry service and facilities, and exploration of improved pedestrian and cycling connections.
The map below shows the concept of the Blue Park. Only
Copy Submit Not Viewing
Do 4.5 Bathurst Quay Streetscape and Public Realm Improvement Plan The Bathurst Quay Streetscape and Public Realm Improvement Plan consists of overlapping capital projects focused on improving connectivity between the Bathurst Quay neighbourhood and the waterfront; and revitalizing underutilized public waterfront 107 of 112
spaces for greater public use and enjoyment. City Planning (Waterfront Secretariat) is providing overall coordination, while individual projects are being delivered in partnership with various City divisions (PF&R, Transportation Services) and external partners (Ports Toronto, Ireland Park Foundation and TDSB). Mobilization will commence in late November 2018, with construction lasting a period of approximately three years. Individual improvement projects include:
- Rehabilitation of the Western Channel Dockwall with a rebuilt and attractive waterfront promenade; - The selection of Ireland Park Foundation as a non-profit partner for the repair and repurposing of the historic Administration Building as a new arts, community and cultural hub on the waterfront; - A redesign of the Eireann Quay right-of-way with enhanced focus on pedestrian safety and amenity; - A reduction of Ports Toronto's transportation footprint on thOnlye City-owned Canada Malting property; - Exploring visual enhancements to the historic Canada Malting silos (while continuing to pursue a longer-term funding and rehabilitation strategy for these dilapidated structures); and, - The construction of a new public plaza and event space on a portion of the City- owned Canada Malting property (a current brownfield site).
4.6 Toronto Waterfront Marine Strategy In 2006 the City of Toronto and Waterfront Toronto partnered to create a draft marine strategy for the purpose of improving Copypublic access to boating and water-based recreational uses on Toronto's waterfront. The City, WT, TRCA and Ports Toronto are presently discussing opportunities to update the original draft document to reflect current and emerging changes in and around Toronto's harbour. The stated objectives of the revised plan are: identify partnerships with stakeholderSubmits/groups to deliver affordable waterfront programs and services; develop a creative vision for sustainable growth of the marine industry; develop both short and long-term strategies for boat activity displaced by waterfront revitalization; and to protect and enhance the environment. A draft scope of work for the update is still in development. Work is expected to begin in earnest in 2019.
5 - Aligned Initiatives – ExternalNot Partners
5.1 Toronto Island Flood Characterization and Risk Assessment - TRCA
ViewingThe Toronto Islands experienced s ignificant shoreline erosion, damage and debris accumulation from flooding through spring and summer of 2017. The TRCA is undertaking a flood characterization and risk assessment under the National Disaster Mitigation ProgramDo (NDMP) to effectively understand, better prepare for and respond to, and recover from, lake-based flooding events on the Toronto Islands.
The focus of TRCA’s previous risk assessment applications was on river flooding, and did not include the Toronto Islands. The proposed flood characterization and risk 108 of 112
assessment project will help facilitate an understanding of lake-based flood hazards, community and infrastructure vulnerabilities, potential impacts and risk to residents and municipal assets, which in turn can inform future structural and non-structural flood mitigation investments. The flood characterization and risk assessment is critical to the future of Toronto Island Park and will serve as a foundation for the development of the Master Plan.
5.2 Gibralter Point Erosion Control Project – TRCA
The ongoing need to protect Gibraltar Point from erosion prompted TRCA to undertake the Gibraltar Point Erosion Control Project. The Project is a remedial solution for long- term public safety and will result in the protection of significant environmental and socio- economic resources for the City of Toronto. Strong wind storms in the winter of 2016- 2017, along with record high lake levels in Lake Ontario in 2017, have combined to further worsen the erosion problem observed at Gibraltar Point. CoastalOnly engineers have estimated that the shoreline is eroding at a rate of approximately 4m/ year.
The approved concept for shoreline protection at Gibraltar Point consists of an adaptive sand management program, a nearshore reef, and a groyne at the west end of Manitou Beach on the Toronto Islands.
The project was approved in April 2018, and construction of the nearshore reef and groyne started in October 2018 and will be implemented over three years. The fourth, and final, year of the Gibraltar Point Erosion Control Project will consist of the implementation of improvements to existing dune habitat along the beach through the planting of native vegetation and duneCopy restoration. The project is anticipated to be complete in 2022.
5.3 Waterfront Monitoring Program - TRCA Submit Environmental monitoring along the Toronto waterfront is an important aspect of TRCA's Shoreline Management Program. Understanding environmental conditions of the shoreline provides significant information and input into the preplanning, design and approval of restoration projects. This valuable insight into environmental conditions has also been beneficial to the City’s Waterfront Revitalization Plans, official Waterfront Plan development and PF&R's park planning. Monitoring projects focus on documenting local and regional conditions and bio-physicalNot attributes of the shoreline including: fish and wildlife community surveys, wetland monitoring, bio-monitoring, sediment surveys and physical habitat surveys. This project ties directly into the following objectives:
Viewing Water Quality - meet guidelines for water and sediment quality. Water Quantity - reduce erosion impacts on habitats and property. Natural AreasDo and Wildlife - protect, enhance and restore natural features and functions. Natural Areas and Wildlife - achieve healthy aquatic communities. Natural Areas and Wildlife - reduce fish contamination.
109 of 112
This information also contributes to the Toronto Remedial Action plan working to restore Toronto’s waters, fish, wildlife and habitats with the ultimate goal of delisting Toronto as a Great Lakes Area of Concern.
5.4 Jack Layton Ferry Terminal Design Competition – Waterfront Toronto In 2014, Waterfront Toronto collaborated with the City of Toronto to launch an Innovative Design Competition to develop a new vision for the Jack Layton Ferry Terminal and Harbour Square Park. Over 30 design teams submitted proposals during the pre-qualification stage of the competition and five teams were shortlisted to participate in the design competition. The winning proposal successfully created a signature waterfront park and iconic ferry terminal that enhances accessibility and complements proximity to the water’s edge while offering spectacular views of the lake. The winning design team began refining its Master Plan in Onlysummer 2015 based on technical reviews and stakeholder and public feedback. The Master Plan features a larger terminal building with an accessible green roof that will double in size to accommodate the number of visitors. It also includes multiple play areas throughout the site, new rolling hills, and improved views of the water. The Master Plan is a multi-phase project, each of which will be designed and built as soon as funding becomes available. Waterfront Toronto proposes to undertake an implementation study in collaboration with PF&R that will identify alternative funding and financing models for the terminal. The results of Copythis study would be used to put together a detailed funding and implementation plan to enable the delivery of the terminal upgrades In October 2016, Waterfront Toronto, with funding from the City of Toronto, commenced detailed design of Phase 1A of theSubmit project. The scope for Phase 1A features a new, wider promenade to guide people from Bay Street to the terminal gates. A double row of new trees will be planted along the length of the promenade and the incline of the walkway will be removed to improve views of the lake. The entrance to the terminal will be improved with a shaded archway formed by a double row of trees down the expanded promenade and new light standards will be introduced. Not
Viewing 5.5 Port Lands Flood Protection and Enabling Infrastructure – Waterfront Toronto Do The Port Lands Planning Framework was adopted by City Council in October 2017, creating a comprehensive, 50-plus year vision for the area. It provides a context for change and establishes new and enhanced policy direction for the area.
110 of 112
The Port Lands Flood Protection and Enabling Infrastructure (PLFPEI) project, as envisioned in the Port Lands Planning Framework, will create a naturalized Don River valley that will reduce the risk of flooding while creating new opportunities for place- making and recreation. The proposed design includes terrestrial, wetland and aquatic habitats, and provides opportunity to respectfully interact with the natural environment.
The project intends to create approximately 23 hectares of parkland (14 ha above top of bank, 9 ha below top of bank) within the Villiers Islands precinct, which will serve a variety of city-wide and neighbourhood park and recreation functions.
Design of the new river and parkland by Michael Van Valkenburgh Associates is currently underway. The design process is being coordinated by Waterfront Toronto and involves extensive consultation with the TRCA and multiple City divisions including PF&R. The 50% detailed design package for the park is currently under review by the City, with the 60% design package to be submitted in May 2019. Preliminary construction on the project began in December 2017 and is scheduledOnly for completion in 2023.
6 - Capital Projects This section of the report is intended to provide awareness of work within the Capital Branch of PF&R in Toronto Island Park. This awareness includes completed projects from the recent past and designated projects to be initiated within the next ten years.
The following table is divided into two sections. The first section identifies the Capital Asset Management Program (CAMP) projects currently listed in the 10 Year Plan at Toronto Island Park and the year in whichCopy they have had funds allocated for.
Allocated Projects / 10 Year Capital Plan
2019 2020 2021 Submit2022 2023 2024 2025 2026 2027 2028 Centre Island 9 Bay Utility/ Maintenance Bldg. - Bldg# 22B - Roof and building
envelope Centre Island - various Change
Room/Washrooms as per consultant Report
Centre Island - Gabion Wall, etc. Not Toronto Islands Pk. TP - Walks\Defect
Toronto Islands Manitou Veh. Bridge - SGR
Rehabilitation and Centre Island Park - BR 4 ViewingCentre Island Washrm.\Bathing Stn. - Bldg#
18
Centre Island Boat Storage - Bldg# 25 Do
Centre Island Washrm. Facility - Bldg# 35
111 of 112
Island Park Barn Structure - Bldg# 32- Roofing, windows, electrical, paving, and
concrete repairs.
Olympic Island Park BR 2
Centre Island Pavilion Washroom - Bldg# 15
Projects that have been recently completed include the Sunshine Seniors Centre, Centreville Washroom upgrades and the Trillium vessel DryDocking work. Continuing projects include the Wading Pool Conversion at Centre Island and upgrades to Gibraltar Point and Washroom Building 12. The project to upgrade the Dockwall at the Ward's Island Ferry dock is on hold, pending any change to the design of the new Ferry Fleet that would come out of the recently completed Fleet Assessment Report. Only
Copy Submit Not Viewing Do
112 of 112