request for proposal - toronto zoo 02.2015.03 issued.pdf · made in response to this request for...

2015-03-20

REQUEST FOR PROPOSAL

RFP 02 (2015-03)

MASTER PLAN – CONSULTING SERVICES

You are invited to submit a written proposal to provide professional consulting services for creation of a 10 -

15 year Master Plan. Your submission must consider future development of the Zoo considering its long

term goals and objectives. All proponents are expected to review the content of the RFP carefully to ensure

all costs, resources and services are included to deliver the proposed project.

The Proposal package includes Instructions, Background, Project Description, Proposal requirements, and

Forms. Quoted prices shall remain in effect for a period of ninety (90) days from the Proposal due date.

Due Date: Provide four (4) copies of your proposal, one (1) unbound signed and clearly marked as

ORIGINAL and three (3) copies of the original proposal clearly marked as COPY and one

(1) electronic copy (Microsoft Word or PDF) on a CD or flash drive in a sealed package or

envelope. The original and all copies should be identical (excluding any obvious differences

in labeling as noted above). Proposal to be delivered to the office of Purchasing & Supply,

Toronto Zoo, Administrative Support Centre, 361A Old Finch Ave., Toronto, Ontario, M1B

5K7 by:

Date: Friday, 2015-04-10 Time: 1200 hours (noon) local time

The Board of Management of the Toronto Zoo reserves the right to reject any or all proposals, or to accept

any proposal, should it deem such an action to be in its interests.

For any questions concerning the contract terms and conditions of this RFP, please contact, Peter

Vasilopoulos, Supervisor, Purchasing & Supply, at 416-392-5916, [email protected]. Deadline

for written questions is Friday 2014-04-03 at 1200 hours (noon) local time.

If you have any technical questions concerning the requirements of this RFP, please contact, Tom Quan,

Director of Facilities & Services at (416) 392-5985, [email protected].

Yours truly,

Robin D. Hale

Chief Operating Officer

mailto:[email protected]

2014-01-20

RFP 02 (2015-03) – MASTER PLAN - CONSULTING SERVICES of 21

Table of Contents

SECTION SECTION DESCRIPTION PAGE (S)

RFP LETTER Invitation Letter 1

T.O.C. Table of Contents 2

Instructions Instructions 3

1.0 Definitions 4

2.0 Background and Project Scope of Work 5

3.0 Project Description and Deliverables 6

4.0 Award Notification 9

5.0 Schedule of Events 9

6.0 Fee Proposal 10

7.0 Proposal Submission Format 10

8.0 Proposal Evaluation Criteria 11

9.0 Proposal Terms & Provisions 11

10.0 Proposal Form 16

Notice of No Bid 17

Submission Label 18

Appendix A Fee Proposal Form 19

Appendix B List of Sub-Contractors 20

Appendix C Strategic Plan 2015-2020 21

Appendix D Toronto Zoo Site Plan 31

Appendix E Review of Related Documents 32

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INSTRUCTIONS

1. Review and complete the RFP requirements and enclosed FORMS and return by due date and time,

Friday, 2015-04-10, 1200 hours (noon) local time

2. Proposals must not be submitted by facsimile or email.

3. The person(s) authorized to sign on behalf of the Proponent and to bind the Proponent to statements

made in response to this Request for Proposal must sign the proposal.

4. Provide four (4) copies of your proposal, one (1) unbound original signed and three (3) copies of the

original proposal in a sealed package or envelope. The package containing the Proposal must be

labelled with the submission label provided within.

5. All copies of all pages of the Proposal should be printed in duplex (i.e. on both sides of the pages)

where possible and 11 point font.

6. All proposals will be irrevocable for a period of ninety (90) days from the date of the proposal

deadline.

7. The duration of the assignment is expected to be approximately nine (9) months. The contract may be

extended by the Zoo on mutually acceptable terms.

8. Pricing should be in Canadian dollars.

9. Quote discounts or quantity price breaks separately on FORMS.

10. Provide references of at least three (3) clients for whom your company has performed similar work.

References must include client company name, contact name, address and e-mail address

Toronto Zoo, in its sole discretion, may confirm the Proponent’s experience and or ability described in

its Proposal by checking the Proponent’s references. The provision of the references by the Proponent

is deemed to be consent to such confirmation/contact with the references.

Toronto Zoo reserves the right to revisit the Proponent’s scores in the rated requirements based on

information learned during reference checks, should they reveal that there is inconsistency between the

Proponent’s answers to the rated requirements and the results of the reference checks.

11. For any questions concerning the contract terms and conditions of this RFP, please contact, Peter

Vasilopoulos, Supervisor, Purchasing & Supply, at 416-392-5916, [email protected].

For any technical questions concerning the requirements of this RFP, please contact, Tom Quan,

Director of Facilities & Services at (416) 392-5985, [email protected].

Deadline for written questions is Friday, 2015-04-03 at 1200 hours (noon) local time.



2014-01-20


1.0 DEFINITIONS

1.1 The following definitions will apply to this Request for Proposal and to any subsequent Contract:

1.1.1 “Board” means the Board of Management of the Toronto Zoo;

1.1.2 “COO” means the Chief Operating Officer of the Toronto Zoo;

1.1.3 “Consultant” means the person, partnership or corporation contracting with the Board to

provide the required Services;

1.1.4 “Contract” means acceptance by the Toronto Zoo (by way of written acknowledgement,

Agreement, Contract or Purchase Order) to furnish Services for money or other

considerations;

1.1.5 “Contract Price” means the price payable under the contract to the Consultant, being the

Proposal Price eventually accepted by the Board of Management of the Toronto Zoo subject

to any changes pursuant to the Contract Requirements;

1.1.6 “Proponent” means an individual or company that submits or intends to submit, a proposal

in response to this Request for Proposal;

1.1.7 “Proposal Price”, “Contract” and “Contract Documents” have the meanings set out

therefore in clauses contained in these documents;

1.1.8 Request for Proposal (RFP)” means the RFP document in its entirety, inclusive of any

addenda that may be issued by the Toronto Zoo;

1.1.9 “Services” or “Work” means everything that is necessary to be performed, furnished

delivered by the Consultant to meet the Consultant’s obligation under this Contract;

1.1.10 “Steering Committee” means a committee of designated Toronto Zoo staff created to

oversee the project.

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2.0 BACKGROUND AND PROJECT SCOPE

The Toronto Zoo is seeking a qualified and experienced consultant or consultant team to facilitate and

develop a Master Plan with a forward-thinking analysis considering the Zoo’s Mission and Vision,

goals and objectives with respect to animal care, existing structures and site conditions, financial

sustainability, conservation, education and visitor experiences. The Zoo’s current Master Plan

prepared in 1990 concluded in 2014.

The Toronto Zoo opened August 15, 1974 and in 2014 we celebrated our 40th anniversary. Home to

more than 5,000 animals and 300 exhibits representing the world’s biomes, the Zoo is situated on 710

acres of land in the picturesque Rouge Valley. The Zoo attracts approximately 1.3 million visitors

annually. In 2013, the Toronto Zoo received a pair of giant pandas from China on loan for a five year

period as part of an international conservation program.

In October 2013, Toronto City Council considered a report regarding the future governance structure

of the Toronto Zoo. Council recommended that the Toronto Zoo remain as a City board and made

several recommendations to strengthen the governance structure. The need for a Strategic Plan and a

Capital Master Plan was emphasized in the report and Council endorsed these recommendations

recognizing the importance of having a “roadmap” for moving forward. The Strategic Plan was

adopted by the Board in November, 2014.

In 2011, the Federal government announced the creation of the Rouge National Urban Park (RNUP) as

part of the national parks system. The Toronto Zoo is located in the heart of the RNUP and although

the Zoo lands will be adjacent to the Park, there is tremendous potential for synergies between the Zoo

and the new park. A RNUP concept and management plan is being developed and over the last year

the Toronto Zoo has been meeting with Parks Canada to explore areas of collaboration.

The Toronto Zoo is a multi-faceted organization, with core specialized responsibilities in animal

management and exhibits programming, while committed to the higher purpose of wildlife, research,

education and conservation. As well, there are the administrative functions, customer-facing services,

marketing, public relations and facility maintenance functions.

The original Toronto Zoo Master Plan was prepared in 1969 and formed the basis of the blueprint for

the Toronto Zoo. In 1986 there was updated Master Plan prepared for the Zoo by Marshall Macklin

Monaghan Limited. The 1990 Capital Master Plan revised the project listing and estimates in the

1986 Plan, and was used for the next 25 years along with the Revenue and Visitor Enhancement Study

(1998) as a blueprint for development. The two latter plans have been almost completely

implemented. Since the creation of the Toronto Zoo the way zoos are designed and operated has

changed considerably and continues to evolve as we move forward. Today, there is more emphasis on

earned revenues, wildlife conservaton and scientific research; and the public programs and offerings

have changed to satisify the higher expectations of the visiting public, including interactive exhibits,

face to face encounters, better educational content through graphics and interactives, and facititiy

designs that improve animal enrichment, reproduction capability, sustainability and support external

conservation activities.

Over the years, many Operating and Capital projects have been undertaken to improve the Zoo’s

facilities, exhibits and infrastrutuce however, continuous upgrades and modifications are required.

Some exhibits are old and outdated and others have limited educational value. Holding facilities,

equipment and infrastructure are deteriorating as well or have reached end-of-life and require

replacement. A complete review of the site, facilities, exhibits, equipment and infrastructure is

required to assist with preparation of the new master plan. As well, the direction of the Zoo and its

mission and vision, goals and objectives as set out in the 2015-2020 Strategic Plan have to be

considered in prioritizing work of the master plan and allocating resources for such work.

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The terms of this engagement are outlined in a deliverable of set objectives over approximately nine

months, to commence immediately upon award and issuance of a purchase order.

3.0 PROJECT DESCRIPTION AND DELIVERABLES

Reporting to the Director of Facilities & Services and working with the Steering Committee, the Consultant

will undertake the following:

3.1 Review Related Documents

3.1.1 Review existing background information to understand the Toronto Zoo’s history, purpose,

operating environment and future plans. A comprehensive list of relevant documents is

included in Appendix E and attached to this RFP.

3.1.2 Review inspection reports from Canada’s Accredited Zoos and Aquariums (CAZA),

Association of Zoos and Aquariums (AZA), Canadian Council on Animal Care (CCAC),

Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA).

3.1.3 Review master plans from other major zoos.

3.2 Research

3.2.1 Identify and review trends and recent developments in the zoo and aquarium community.

3.2.2 Identify and review tourism trends and other factors impacting the Zoo’s operating

environment. Your review should include the Toronto Zoo’s 2010 Economic Analysis.

3.2.3 Undertake a gap analysis, such as a SWOT analysis, to determine resources, limitations and

characteristics of the site.

3.2.4 Identify and review recent design developments and the future design plans for zoos and

aquariums.

3.2.5 Complete a thorough review of the existing site including exhibits, holdings, administration

and operations facilities, public spaces, rental spaces, circulation, etc., to fully understand the

condition of these existing spaces.

3.2.6 Review the guest admissions process and various food, retail and ride points of sale

throughout the Zoo.

3.2.7 Review the major animal exhibit areas and related public education programs. Toronto Zoo

will identify suitable exhibits.

3.3 Consultation

3.3.1 Conduct user and stakeholder interviews with selected management staff and Board

Members.

3.3.2 Facilitate meetings with project team members to collect information and discuss the content

of the Master Plan.

3.3.3 Facilitate meetings with staff from the following areas: Operations & Administration;

Corporate Planning; Conservation, Education & Wildlife; Member & Guest Services; and,

Marketing, Communications & Partnerships.

3.3.4 Consult with the Toronto Region Conservation Authority (TRCA) and Parks Canada to

determine possible joint program and capital projects within the Rouge National Urban Park.

3.4 Consolidation, Review and Final Documents

3.4.1 After research and data collection, define the master planning principles and provide design

concepts and general findings.

3.4.2 Provide a report on the Market Analysis and Marketing findings and recommendations.

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3.4.3 Based on the findings from your research and consultation phases provide an initial report at

the completion of the research phase (that will show approximately 25% of your work).

Your inital report should describe the overall conceptual approach as well as including a

high level outline of the plan identifying the key areas of focus of the master plan. Within

each of these focus areas should be identified the purpose, approach, rationale and data to be

obtained in order to complete the plan. This would clearly demonstrate that you are aware

of the needs of the Zoo and are following the requirements set out in the RFP. Your initial

report should show numerous components (drawings, sketches, cost estimates, project

descriptions, schedule, etc.) of your overall plan for complete review and comment by the

Zoo. Your initial report is to be presented to the steering committee.

3.4.4 The Toronto Zoo will review your initial report and provide comment within approximately

three weeks of receipt.

3.4.5 Submit your Preliminary Findings report (at approximately 75% of your work) showing

revisions from the initial report and additional information on your prepration of the master

plan to assure the Zoo that you are providing a viable document. Your initial report is to be

presented to the steering committee.

3.4.6 The Toronto Zoo will review and provide comment on your Preliminary Findings report

within three weeks of receipt.

3.4.7 Submit your Draft final report (at 98%) showing revisions from the Preliminary Findings

report and additional information included for a complete and final Toronto Zoo master plan.

Your draft final report is to be presented to the steering committee.

3.4.8 Submit your final report to the Steering Committee and present (as required) to the Board of

Management.

3.5 Deliverables

3.5.1 Market Analysis and Marketing Plan

The consultants will provide a detailed report on the following:

an assessment and identification of existing markets with a detailed socio-economic

and geographic profile and their capacity for growth and identify any new or new

emerging market segments which align with current Zoo positioning;

identify and analyze current and future competitive trends and forces in the

marketplace; evaluation of other similar or competitive consumer attraction profiles;

analyze external factors impacting Toronto regional tourism;

impacts of global tourism trends;

market analysis of existing situation to reflect assessment of Zoo's current market

share of Toronto's marketplace in key and secondary/other demographics;

assessment of the Toronto Zoo’s strengths and weaknesses (including geographic

location of Zoo);

analyze the current product offerings and make recommendations on future products

and/or niche products which could yield growth in a current market segment or

alternate new market segment with estimates for growth based on investments;

analyze life cycle of current Zoo visitor and member;

analyze economic and socio-economic factors impacting Zoo attendance relative to

key demographics in the current Toronto marketplace;

identify new metrics for success measures and requirements for positioning/re-

positioning the Zoo and determine yearly attendance targets and make

recommendations to meet targets (including any new and diverse audiences);

assessment of ticket and other related retail price points and recommendations for

opportunities for per capita gains on each visitor.

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3.5.2 Development Plan

The consultant is to complete a thorough review of the existing conditions of holdings and

exhibits and provide a recommendation for work to be completed within the timeline of the

Master Plan. All factors outlined in the RFP and documents referenced must be considered

when providing the following deliverables

analysis of past planning documents;

a comparison of Toronto Zoo with development taking place in other major zoos;

a review of important physical elements of the Zoo (animal collection, displays and

exhibits, circulation, vegetation, and infrastructure);

assessment of strengths and weaknesses of various elements of the Zoo;

using the existing information provided on Conservation, Education and Scientific

Research programs and activities, provide analysis and recommendations on the

physical impacts in the Development Plan;

future development program leading to a Master Plan and listing of projects to be

undertaken over the next 10-15 years;

a narrative and illustrated sustainability and green programs plan for construction;

illustrated report on facilities additions, enhancements, upgrades and repairs;

3.5.3 Financial Operations and Funding Requirements

3.5.3.1 The key deliverable for this element of the overall Master Plan is to:

consolidate the capital financial aspects detailed in each of the various Zoo

Master Plan sub-plans (the Market Analysis and Marketing Plan, and the

Development Plan);

consolidate the operating financial aspects detailed in each of the various Zoo

Master Plan sub-plans;

provide related financial projections for the Master Plan period (2016-2030).

3.5.3.2 While the financial data is developed at the Master Plan level may not be in sufficient

detail for budgeting purposes, the financial data developed for the Master Plan level

should:

1. Clearly present the financial implications for both the Capital and Financial

Operations Plan based on the concepts developed in the Master Plan and sub

plans including;

o Capital Requirements (2016 – 2030)

Based on the Physical Development Plan

o Staffing Levels (2016 – 2030)

Based on the requirements outlined in the various sub-plans

o Operating Costs and Revenues (2016 – 2030)

Total overall plan based compiled from the respective sub-plans

2. Provide sufficient detail to be fully utilized as a guide for annual budgeting

purposes, (when considered in conjunction with the policy direction outlined in

the Master Plan, and various sub-plans);

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3.5.3.3 For purposes of year over year comparisons and projections, it is expected that the

proponent will present several views of the financial exhibits as follows:

1. In constant dollars; and

2. Inflated at an assumed rate that can be supported by the proponent as

reasonable.

3.6 Submittal Requirements

3.6.1 Provide initial, interim reports and a final Master Plan.

3.6.2 Provide a detailed proposed project schedule indentifying appropriate milestons as set out in

Article 5.0.

3.6.3 Provide one (1) 36” x 24” colour rendering of the “existing” site plan with an overlay of the

“new” site plan showing Zoo development over the next 10 - 15 years on a presentation

board as well as a high resolution digital copy.

3.6.4 A specific set of proposed exhibit priorities package and accompanying illustrated larger

scale plan, layouts and views.

3.6.5 Vignette sketch perspectives with sketch plan renderings (minimum 3 coloured 18”x24”)

3.6.6 Present your draft and final Master Plan package to the project team for review and

comments, and subsequently be prepared to make a presentation to the Board.

3.6.7 Provide five (5) colour versions of the complete set of documentation.

3.6.8 Provide one (1) digital copy of the complete set of documentation.

4.0 AWARD NOTIFICATION

4.1 The successful Proponent shall be retained through the issuance of a Purchase Order, which

shall include the terms and conditions of this Request for Proposal.

5.0 SCHEDULE OF EVENTS

The following is a tentative schedule for the Master Planning process. The final schedule will be developed

jointly with the successful proponent in the first week of project execution:

Pre-Award

Release of RFP 2015-03-20

Proponents’ Question Deadline 2015-04-03

Submission Due 2015-04-10

Interviews, if necessary Week of 2015-04-13

Notification of Award By the Toronto Zoo 2015-04-17

Post-Award

Commencement of Work 2015-04-21

Market Analysis & Marketing Report Due 2015-06-15

Preliminary Findings Report Due 2015-08-14

Draft Final Report / Presentation Due 2015-11-30

Final Report / Presentation Due 2015-12-18

The RFP process and project will be governed according to the above schedule or other schedule provided by

the Consultant and approved by the COO of the Toronto Zoo. Although every attempt will be made to meet

all dates listed, the Toronto Zoo reserves the right to modify any or all dates at its sole discretion.

2014-01-20


Appropriate notice of change will be provided, in writing, as soon as is feasible so that each Proponent will

be given the same non-preferential treatment.

6.0 FEE PROPOSAL

6.1 The proposal shall specify and state a firm not to exceed price using the attached form, Appendix A,

including total fees and expenses (excluding taxes) in order to complete the assignment.

6.2 The Consultant shall not perform any Services or Work that would result in an increase in fee

payable by the Toronto Zoo without the prior written approval of the Toronto Zoo.

6.3 The Consultant shall, even if the rate of payment set forth in the Proposal is based on an hourly rate,

daily or other time based rate, perform all of the Services required to complete the deliverables,

regardless of the fact that the time spent by the Consultant in performance may exceed the

maximum specified therein, and that neither the rate nor any provision of the Proposal shall relieve

the Consultant from performing all the Services or reduce its obligations to one of performing only

some proportionate or other part of the Services.

6.4 The Toronto Zoo is a registered charitable organization (registration #BN 119216398RR0001) and

accordingly may be eligible for preferred pricing which should be reflected in the Bid as submitted.

7.0 PROPOSAL SUBMISSION FORMAT

7.1 Evaluation of Proposals is facilitated when proponents respond in a similar manner. The following

page format and sequence should be followed to provide consistency in the Proponent response and

ensure each Proposal receives full consideration.

7.1.1 Title page, showing Request for Proposal number, Proponent’s name, telephone number,

authorized signature and contact name.

7.1.2 The page letter of introduction, signed by the person or persons authorized to sign on

behalf of and bind the Proponent to the statements made on the Proposal.

7.1.3 Table of Contents.

7.1.4 Executive summary.

7.1.5 Duly executed Proposal Form.

7.1.6 Corporate Information.

7.1.7 Detailed experience, background and other similar project opportunities completed within

the past five (5) years.

7.1.8 Detailed biographies of team lead and key members and their roles.

7.1.1 Estimated time frame to complete the project deliverables and work plan or schedule with

key dates and milestones for immediate implementation and the accompanying

identification of staff and resources that will be assigned to this project.

7.1.2 A breakdown of proposal cost by element; total fixed price for the project, including

consulting fees, sub-contractors (if required), key milestones for earning of proposed fee

and disbursements.

7.1.3 A separate schedule of hours and costs by activity and assigned consultant;

7.1.4 Identified conflict of interests in the event if the Proponent’s representation of any of its

clients could create a conflict of interest should the Proponent provide services to the

Toronto Zoo.

7.1.5 Provide three (3) references including name, address contact person and telephone

number from clients with similar projects as outlined in this RFP, do not list the Toronto

Zoo as a reference.

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8.0 PROPOSAL EVALUATION CRITERIA

Evaluation Criteria Points Awarded

Stage One

Understanding of the assignment/objectives 25

Demonstrated understanding of similar projects

and previous experience 20

Suitability & acceptability of proponent’s detailed

proposed services, methodology and approach

to prepare the Master Plan. 35

Proposal fee

The lowest cost proposal that is qualified to stage two will

receive 20 points. The remaining proposals will be assigned

points based upon the following formulas: (lowest cost proposal

divided by proponent’s proposal cost x 20) 20

Total 100

Stage Two – Interview (if required)

Based on the paper submission proposal scoring, high-scoring Proponents may be asked to attend an

interview.

Proponent’s presentation of proposal and performance,

including ability to answer questions 50

The proposals submitted will be evaluated using the evaluation criteria and will be comprehensively

reviewed by the Selection Team. It is the sole discretion of the Toronto Zoo to select its Selection

Team and to retain additional members and advisors as deemed necessary.

The Selection Team will select one or more proposals which in its sole opinion:

a) Meets or exceeds the evaluation criteria, including but not limited, as outlined above;

b) Has a demonstrated track record of success with similar projects, and

c) Provides the best value, but may not necessarily be the one(s) offering the lowest fees.

All proposal scores and rankings shall be the property of the Toronto Zoo and will not disclose any

of the same during or after the evaluation process. Due to budget and time constraints, the Selection

Team will not be able to provide debriefs for unsuccessful proponents. By responding to this RFP,

the proponents will be deemed to have agreed that the decision of the Selection Team will be final

and binding.

9.0 PROPOSAL TERMS AND PROVISIONS

The successful Proponent shall be retained through a contractual agreement and/or a purchase

order, which includes the terms and conditions of this Request for Proposal.

9.1 Consultant’s Liability and Indemnity

The Consultant will from time to time at all times hereafter well and truly save, defend and keep

harmless and fully indemnify the Board, the City of Toronto, and the Toronto and Region

Conservation Authority and each of their officers, employees and agents (hereinafter called the

“Toronto Indemnities”) of, from and against all manner of action, suits, claims, executions and

demands which may be brought against or made upon the Toronto Indemnities or any of them and

of, from and against all loss, costs, charges, damages, liens and expenses which may be sustained,

incurred or paid by the Toronto Indemnities, their officers, employees and agents or any of them by

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reason of or on account of or in consequence of the execution of this agreement or provision of the

business or any other work or matter to be carried out or performed by the Proponent with respect

to the Request for Proposal or any agreement that may result from the request for proposal process,

and/or the non-execution or imperfect or improper execution thereof and will pay to the Toronto

Indemnities on demand any loss, costs, damages and expenses which may be sustained, incurred or

paid by the Toronto Indemnities or any of them in consequence of any such action, suit, claim, lien,

execution or demand and any monies paid or payable by the Toronto Indemnities or any of them in

settlement or discharge on account thereof.

The Consultant shall be responsible for any and all damages, or claims for damages for injuries or

accidents done or caused by his or her employees, or resulting from the prosecution of the Work, or

any of their operations, or caused by reason of the existence of location or condition of the works,

or of any materials, plant or machinery used thereon or therein, or which may happen by reason

thereof, or arising from any failure, neglect or omission on their part, or on the part of any of their

employees to do or perform any or all of the several acts or things required to be done by him or

them under and by these General Conditions, and covenants and agrees to hold the Board, the

Toronto and Region Conservation Authority and the City of Toronto, their officers, agents,

employees, Consultants and invitees harmless and indemnified for all such damages and claims for

damage; and in case of the Consultant’s failure, neglect or omission to observe and perform

faithfully and strictly, all the provisions of the Work, the COO may, either with or without notice

(except where in these Contract Requirements, notice is specially provided for, and then upon

giving the notice therein provided for), take such steps, procure such material, plant trucks and men,

and do such work or things as he/she may deem advisable toward carrying out and enforcing the

same and any such action by the COO as he is herein empowered to take, shall not in any way

relieve the Consultant or his/her surety from any liability under the Contract.

9.2 Insurance Requirements (at the discretion of the Toronto Zoo)

9.2.1 The Consultant shall effect, maintain and keep in force, at its sole cost and expense and

satisfactory to the COO as to form and substance the insurance described below:

9.2.2 The Consultant shall be required to arrange, pay for and maintain in force at all times at the

Consultant’s expense such comprehensive policies of insurance as applicable to persons

undertaking the Work, including liability and professional liability (errors and omissions)

coverage which are to be written in amounts, with deductible limits and terms that shall be

subject to the approval of the Toronto Zoo at all times.

The Consultant shall provide certified copies of such insurance or a certificate(s) of

insurance as determined by, and upon request of, the Toronto Zoo. Without limiting the

generality of the foregoing, the comprehensive general liability policy coverage required

under the Contract will be Two Million ($2,000,000) Dollars minimum and the policy shall

name the Toronto Zoo and the City of Toronto as insured as if a separate policy had been

issued to each and shall include a cross/liability-severability of interest clause.

Standard automobile liability insurance for all owned vehicles with limits of not less than

Two Million Dollars ($2,000,000.00) per occurrence.

9.2.3 All policies of insurance required to be taken out by the Consultant shall be placed with

insurers licensed to conduct business in the Province of Ontario and shall be subject to the

approval of the COO, acting reasonably.

9.2.4 The Consultant shall deliver to the Board evidence of the insurance required prior to the

commencement of the agreement, in form and detail satisfactory to the COO acting

reasonably.

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9.2.5 All insurance policies shall be endorsed to provide a minimum advance written notice of not

less than thirty (30) days, in the event of cancellation, termination or reduction in coverage

or limits, such notice to be made to the COO.

9.2.6 The provisions of this section shall no way limit the requirements and obligations imposed

on the Consultant elsewhere in the Contract, nor relieve the Consultant from compliance

therewith and fulfillment thereof.

9.2.7 The parties agree that insurance policies may be subject to deductible amounts, which

deductible amounts shall be borne by the Contract.

9.3 Incurred costs

The Proponent shall bear all costs and expenses with respect to the preparation and submission of its

Proposal and the Proponent’s participation in the proposal process (the “Proposal Costs”), including

but not limited to: all information gathering processes, interviews, preparing responses to questions

or requests for clarification from the Board and contract discussions and negotiations.

The Toronto Zoo shall not be responsible for or liable to pay any Proposal Costs of any Proponent

regardless of the conduct or outcome of the Proposal Request, Purchase Order process, or Contract

process.

9.4 The RFP does not constitute an offer or tender by the Toronto Zoo. Receipt of Proposals by the

Toronto Zoo pursuant to this RFP or selection or notification confers no rights under any Proposal

nor obligates the Toronto Zoo in any manner whatsoever.

9.5 Liability of Errors

While the Toronto Zoo has used considerable efforts to ensure an accurate representation of

information in this Request for Proposal, the information contained in this Request for Proposal is

supplied solely as a guideline for Proponents. The information is not guaranteed or warranted to be

accurate by the Toronto Zoo, nor is it necessarily comprehensive or exhaustive. Nothing in this

Request for Proposal is intended to relieve Proponents from forming their own opinions and

conclusions with respect to the matters addressed in this Request for Proposal.

9.6 Toronto Zoo Rights and Options Reserved:

The Toronto Zoo reserves the right to award the contract to any proponent who will best serve the

interest of the Toronto Zoo. The Toronto Zoo reserves the right, in its sole discretion, to exercise

the following rights and options with respect to the proposal submission, evaluation and selection

process under this RFP:

(a) To reject any or all proposals.

(b) To re-issue this RFP at any time prior to award of work.

(c) To cancel this RFP with or without issuing another RFP.

(d) To supplement, amend, substitute or otherwise modify this RFP at any time prior to the

selection of one or more proponents for negotiation.

(e) To accept or reject any or all of the items in any proposal and award the work in whole or in

part.

(f) To waive any informality, defect, non-responsiveness and/or deviation from this RFP and

its requirements.

(g) To permit or reject at the Toronto Zoo’s sole discretion, amendments (including information

inadvertently omitted), modifications, alterations and/or corrections of proposals by some or

all of the proponents following proposal submission.

2014-01-20


(h) To request that some or all of the proponents modify proposals based upon the Toronto

Zoo’s review and evaluation.

(i) To request additional or clarifying information or more detailed information from any

Proponent at any time, before or after proposal submission, including information

inadvertently omitted by the proponent.

9.7 Cancellation

Nothing herein shall be construed as giving the Proponent the right to perform the services

contemplated under this agreement beyond the time when such services become unsatisfactory to the

Toronto Zoo; and in the event that the Proponent shall be discharged before all the services

contemplated hereunder have been completed or the services are for any reason terminated, stopped

or discontinued because of the inability of the Proponent to serve under this agreement, the

Proponent shall be paid only for the portion of the work which shall have been satisfactorily

completed at the time of termination.

9.8 Ownership and Confidentiality of Board-Provided Data

All correspondence, documentation and information provided by the Toronto Zoo staff to any

bidder or prospective Bidder in connection with, or arising out of this RFP, the services or

acceptance of the RFP:

9.8.1 is and shall remain the property of the Board;

9.8.2 must be treated by Proponents and Prospective Proponents as confidential;

9.8.3 must not be used for any purpose other than for replying to this RFP, and for fulfillment of

any related subsequent agreement.

9.9 Copyright:

The final product and related materials from the work is to be for the exclusive use of the Toronto

Zoo. The Toronto Zoo shall be the only and sole owner of the product and related materials for the

sole and unfettered use by the Toronto Zoo. Upon payment of the said product and related materials

by the Toronto Zoo, the successful bidder shall have no hold, proprietary claim, ownership, use of

any kind, intellectual or otherwise nor shall there be any restrictions placed on the final product and

related products by the successful bidder. By submitting a Proposal in this response to this RFP, the

Bidder shall thereby acknowledges and agrees that the Toronto Zoo has exclusive ownership and

sole and unfettered use of this final product and related products.

9.10 Ownership and Disclosure of Proposal Documentation

The documentation composing any Proposal submitted in response to this RFP, along with all

correspondence, documentation and information provided to the Toronto Zoo by any Bidder in

connection with, or arising of this RFP, once received by the Toronto Zoo:

9.10.1 Shall become property of the Toronto Zoo and may be appended to purchase order

issued to the successful Bidder;

9.10.2 Shall be come subject to the Municipal Freedom of Information and Protection of

Privacy Act (“MFIPPA”) and may be released pursuant to that Act

Because of MFIPPA, prospective Bidders are advised to identify in their Proposal material any

scientific, technical, commercial, proprietary or similar confidential information, the disclosure of

which could cause them injury.

2014-01-20


Each Bidder’s name shall be made public. Proposals will be made available to member of the Board

on a confidential basis and may be released to members of the public pursuant to MFIPPA.

9.11 Conflict of Interest Statement

In its Proposal, the Proponent must disclose to the Toronto Zoo any potential conflict of interest that

might comprise the performance of the Work. If such a conflict of interest does exist, the Toronto

Zoo may, at its discretion, refuse to consider the Proposal.

The Proponent must also disclose whether it is aware of any Toronto Zoo employee, member of

board, agency or commission or employee thereof having a financial interest in the Proponent and

the nature of that interest. If such an interest exists or arises during the evaluation process or the

negotiation of the Agreement, the Toronto Zoo may, at its discretion, refuse to consider the Proposal

or withhold the awarding of any agreement to the Proponent until the matter is resolved to the

Toronto Zoo’s sole satisfaction.

Proponents are cautioned that the acceptance of their Proposal may preclude them from participating

as a Proponent in subsequent projects where a conflict of interest may arise. The Consultant(s) for

this project may participate in subsequent/other Toronto Zoo projects provided the Consultant(s) has

(have) satisfied pre-qualification requirement of the Toronto Zoo, if any and in the opinion of the

Toronto Zoo, no conflict of interest would adversely affect the performance and successful

completion of an Agreement by the Consultant(s).

If, during the Proposal evaluation process or the negotiation of the Agreement, the Proponent is

retained by another client giving rise to potential conflict of interest, then the Proponent will so

inform the Toronto Zoo. If the Toronto Zoo requests, then the Proponent will refuse the new

assignment or will take steps as are necessary to remove the conflict of interest concerned.

9.12 No Collusion

A proponent shall not discuss or communicate, directly or indirectly, with any other Proponent or

their agent or representative about the preparation of the Proposals, Each proponent shall attest by

virtue of signing the Proposal Submission Form that its participation in the RFP process is conducted

without any collusion or fraud. If the Toronto Zoo discovers there has been a breach of this

requirement at any time, the Toronto Zoo reserves the right to disqualify the Proposal or terminate

any ensuing Agreement.

9.13 Governing Law

This RFP and any quotation submitted in response to it and the process contemplated by this RFP

including any ensuing Agreement shall be governed by the laws of the Province of Ontario. Any

dispute arising out of this RFP or this RFP process will be determined by a court of competent

jurisdiction in the Province of Ontario

2014-01-20


10.0 PROPOSAL FORM

The undersigned Proponent having reviewed and fully understood the RFP and all terms and requirements

of the RFP and all terms and conditions of the RFP and information provided, hereby submits the attached

Proposal and supporting materials (“the Proposal”) in accordance.

I/We, hereby, have received, allowed for and included as part of our submission all issued Addendum

numbered __________.

The Board of Management of the Toronto Zoo reserves the right to reject any or all Proposals or to accept

any Proposal, should it deem such action to be in its interests.

By submitting a Proposal the Proponent agrees to all of the terms and conditions of this Request for

Proposal.

By signing and submitting this proposal, you are agreeing to the release of your proposal information, as

deemed necessary by the Board, in order to conduct business associated with this proposal or project.

COMPANY INFORMATION

Company Name:

Name of authorized

Signing Officer

Title:

Signature: Date:

Contact Name: Title:

Address:

Telephone #: Fax #:

Email: Web Site:

HST #:

DISCOUNT Discount Days

Discount allowed for prompt payment and period within which invoice

must be paid to qualify.

%

Name of Firm:

Signature of Signing Officer(s)

2014-01-20


NOTICE OF NO BID INSTRUCTIONS: It is important to the Toronto Zoo to receive a reply from all invited bidders. If you are unable, or do not wish to submit a bid, please complete the following portions of this form. State your reason for not bidding by checking the applicable box(es) or by explaining briefly in the space provided. It is not necessary to return any other Request for Proposal/Quotation/Tender documents or forms. Please just return this completed form by fax or by mail prior to the official closing date. Purchasing and Supply Fax Number: (416) 392-6711.

A Proposal/Quotation/Tender is not submitted for the following reason(s):

Project/quantity too large. .

Project/quantity too small.

We do not offer services or commodities to these requirements

Cannot meet delivery or completion requirement

We do not offer this service or commodity.

Agreements with other company do not permit us to sell directly.

Cannot handle due to present commitments.

Licensing restrictions

Unable to bid competitively. We do not wish to bid on this service or commodity in the future.

Insufficient information to prepare quote/proposal/tender

Specifications are not sufficiently defined

We are unable to meet bonding or insurance requirements.

Other reasons or additional comments (please explain):

Company Name:

Address

Contact Person:

Signature of Company Representative:

Date:

Phone Number:

Email address

Fax Number:

2014-01-20


SUBMISSION LABEL

This address label should be affixed to the front of your sealed tender, quotation and proposal envelope/package submission. Toronto Zoo will not be held responsible for envelopes and packages that are not properly labelled or submitted to an address other than the one listed on this label.

Vendor Name

RFP 02 (2015-03) MASTER PLAN – CONSULTING SERVICES Closing: Friday, 2015-04-10, 12:00 hours (noon) local time

TO BE RETURNED TO Toronto Zoo

Supervisor, Purchasing & Supply ADMINISTRATIVE SUPPORT CENTRE

361A OLD FINCH AVE. TORONTO, ONTARIO

M1B 5K7

2014-01-20


MASTER PLAN – CONSULTANT

RFP 02 (2015-02) APPENDIX A - FEE PROPOSAL FORM

FEES

DISBURSEMENTS HST TOTAL

Master Plan

Per diem/hourly rates, team members

2014-01-20


APPENDIX B – LIST OF SUB-CONTRACTOR

The Bidder proposes to sublet the following portions of the Work to the persons firms or corporations indicated. The Bidder

(contractor) is responsible for all pricing with all subcontractors.

The Bidder submits that in proposing the under mentioned subcontractors, the Bidder has consulted each and have

ascertained to our completed satisfaction that those names are fully acquainted with the extent and nature of the work and

that they will execute their work with the requirements of the contract documents.

Work or services to be provided Name and address of sub-contractor

or person

Telephone

Name of Bidder:

2014-01-20


APPENDIX E - REVIEW OF RELATED DOCUMENTS

Review existing background information to understand the Toronto Zoo’s history, purpose, operating environment

and future plans. Relevant documents include, but are not limited to:

2015-2020 Toronto Zoo Strategic Plan

2015 Building Audit (may be available as early as June 2015)

Rouge National Urban Park Shared Facility Study (in progress)

2015-2024 Capital Works Program & Project Descriptions

2014 Education Branch Board Report

2014 Volunteer Branch Board Report

Breeding Facility Report (2014)

Proposed New Governance Model (2013)

2013 Environmental Initiatives Report (2014 in progress to follow)

2013 Conservation, Education & Wildlife Division Strategic Plan

Toronto Zoo Education Strategic Plan (2013)

Conservation & Education Activities Booklet 2012, 2013-2014

Wildlife Conservation and Sustainable Living 2011

Conservation & Education Activities Report 2011-2012

Centre for Sustainable Life and Learning (2009)

2008 Animal /Exhibit Study

North Zoo Site Redevelopment Plan (2008)

Site Services Plan (1998)

Revenue and Visitor Experience Enhancement Study (1997)

1990 Toronto Zoo Capital Master Plan

Metropolitan Zoo 1986 Master Plan (MMM)

Toronto Green Standards

Ontarians with Disabilities Act

CSA Standards, Accessible design for the built environment

RNUP Concept and Management Plan

AZA/CAZA Accreditation Requirements (current)

Accreditation/Inspection Reports (AZA, CAZA, CCAC, OMAF)

Visitor Survey Results (annual data available)

Marketing and Visitor research

Annual Reports

Capital Campaign Project Summaries

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STRATEGIC PLAN

2015-2020

The 2015-2020 Toronto Zoo Strategic Plan, presented in this document in draft form, is the

result of broad consultation and thoughtful deliberation with the Toronto Zoo Board of

Management, staff, volunteers, members and key stakeholders. This Plan provides direction to

guide the Board of Management and staff in their actions and decisions over the next five

years. The Zoo’s goals and actions are organized under seven pillars that reflect the Toronto

Zoo’s priorities.

Now more than ever, the work the Toronto Zoo does to save and protect species and their

habitats is critical to the ongoing survival of many of the worlds’ most vulnerable species. That

is why we are here. We are here because the Zoo is increasingly called upon to make critical

contributions in the areas of wildlife care, research, veterinary and nutritional science and

species preservation. We do this with many partners including conservation groups,

governments, universities, environmental organizations and other wildlife care facilities

globally. More than ever before, the work we do behind the scenes is vital to the survival of

animals.

The Zoo’s impact on wildlife and their habitats extends beyond our 700 acre site. The Toronto

Zoo has been a leader in breeding programs and reproductive research aimed at reviving and

returning endangered species to their native habitats. By releasing endangered stock bred at

the Zoo into the wild, the Toronto Zoo has helped to make great strides in preserving many of

Canada’s threatened and endangered animals including the Alberta wood bison, the black-

footed ferret and the Vancouver Island marmot. Our work extends beyond Canadian borders,

with re-introduction programs for the Puerto Rican crested toad and the axoltl from Mexico as

two excellent examples.

The Toronto Zoo’s strategy going forward builds on the strong foundation that has been

created over the past forty years. This further transformation to a zoo-based conservation

centre of excellence is supported by seven goals each with its own objectives. These seven

goals will guide the organization for the next five years as we embrace our renewed mission

and vision while demonstrating our core values in our daily activities.

2015-2020 STRATEGIC PLAN

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INSTITUTIONAL STATEMENTS

As part of the strategic planning process, new institutional statements were created to reflect

the changed direction of the Toronto Zoo. The new mission and vision statements are

grounded in the seven pillars of the Toronto Zoo’s Strategic Plan and signal our steadfast

commitment to conservation of wildlife and habitats. Our mission answers the question: “Why

do we exist?” Our vision conveys the impact that the Toronto Zoo will make on its various

communities.

An organization’s values are the guiding principles that define employee behaviour and action

and remain constant while the operating environment is ever-changing. Our six core values are

the principles that are, and will be, embedded in our practices to guide our staff and volunteers

in their daily conduct.

OUR VISION:

Canada’s national leader in

saving wildlife to ensure the rich

diversity of nature for future

generations.

OUR MISSION:

A living centre for education and

science, committed to providing

compelling guest experiences and

inspiring passion to protect

wildlife and habitats.

OUR CORE VALUES:

EXCELLENCE: We ensure the highest standard of care

for wildlife, provide excellent guest service and create

fun and transformational experiences that connect

people to nature.

CONSERVATION: We are committed to practicing and

promoting activities and actions that benefit wildlife

and the environment.

INNOVATION: We encourage creativity, strive to think

differently and turn our ideas into actions.

COLLABORATION: We conduct ourselves in a manner

that fosters respect and teamwork among staff,

volunteers and our partners to achieve our mutual

goals.

INTEGRITY: We are transparent and committed to

best practices and leading by example.

PASSION: We are proud, energetic and passionate

about saving wildlife and will inspire others to value

the critical role of our Zoo.


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CONSERVATION IMPACT

GOAL 1: Advance to a zoo-based conservation centre of excellence

Objective 1. Establish the Toronto Zoo as the national leader in wildlife conservation, with a

focus on Canadian species and habitats.

Objective 2. Achieve a sustainable wildlife population with a high degree of biodiversity

within the Zoo.

Objective 3. Provide exemplary care to the Zoo’s wildlife population.

Objective 4. Invest in renewal of facilities and infrastructure to meet and exceed industry

standards.

The role of the Toronto Zoo, one of the largest facilities of its kind in the world, has

progressively evolved since its doors first opened 40 years ago. It is situated at the doorstep of

Canada’s newest and largest urban national park (Rouge National Urban Park) where the Zoo

shares the same objective of connecting Canadians with nature. While the Zoo draws more

than 1.2 million visitors annually, allowing them a glimpse of creatures they might never see

otherwise, the Zoo’s priorities have increasingly broadened beyond its borders and focused on

saving and protecting species through wildlife care, research and education throughout Canada

and around the world.

When the Zoo opened in 1974, it was thought the planet was losing one or two species a year.

However, this year, the World Wildlife Fund (WWF) stated that the worlds’ populations of fish,

birds, mammals, amphibians and reptiles fell overall by 52 percent between 1970 and 2010, far

faster than previously thought. Globally, there are fewer than 400 Sumatran tigers left in the

wild, the giant panda population has dropped to 1,600, orangutans are critically endangered

due to habitat loss and the palm oil crisis, and rhinos will soon be extinct if poaching continues.

The impacts of climate change, extraordinary population growth and dramatic loss of habitat

has resulted in the environment being thrust onto the international stage as a priority for many

countries.

The Toronto Zoo has seen firsthand the results of these impacts. A number of the animals in

our care are of species that have been pushed to the brink of extinction because of human

activity. Without us, hundreds of species, thousands of animals would be gone. There is so

much the Zoo can do to counteract the loss of biodiversity on our planet. In Canada alone, we

have worked collaboratively with our partners to reintroduce Vancouver Island marmots, black-

footed ferrets, loggerhead shrikes and Blanding’s turtles back into the wild. More and more we

are playing a key role in breeding and conservation programs for threatened species – both

here in Ontario and nationally. However, we can, and we must, do more.


4 | P a g e 2014-11-27

The ever-increasing environmental challenges compel us to further advance our efforts to save

and protect species at home and abroad. Now is the time for us to take a stand, lead by

example, and make conservation the foundation of everything we do. This is why we are

undergoing a transformation to become a zoo-based conservation organization.

The Toronto Zoo is here to act now. Zoos around the world have an increasing critical role to

play in helping animals and their habitats under threat to survive. Over the last 20 years, the

World Association of Zoos and Aquariums (WAZA) has encouraged its members to reconsider

their role and to place conservation as the number one priority for operations.

We are well positioned to take on this leadership role in Canada. We will have an even greater

focus on broader conservation outcomes and will strive to become the premier institution in

Canada for the preservation and protection of endangered species, most importantly

threatened Canadian species. We will showcase the best Canadian interactive wildlife exhibits

and programs in the world connecting more Canadians to nature and creating inspirational

guest experiences.

We will endeavour to influence behaviour changes within our communities and in support of

wild populations and habitats, particularly those in our backyard. As a wildlife organization we

are uniquely placed to create our own specialist niche, one that enables us to inspire the

millions of guests that visit our centre, and the wider community, to take conservation action

and to work with animals that require our assistance to survive.

We look forward to this challenge.

GUEST ENGAGEMENT

GOAL 2: Enhance the guest experience to appeal to a more diverse audience

and inspire conservation action

Objective 1. Revitalize existing exhibits and amenities and develop new memorable

experiences, to increase support for the renewed mission of the Zoo.

Objective 2. Advance accessibility on the Zoo site.

Objective 3. Create various opportunities for new audiences to connect with and support the

new mission and to increase revenue and attendance.

Objective 4. Increase staff and volunteer interactions with guests to further enhance

conservation awareness and the role of the Zoo in achieving that goal.


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The Toronto Zoo undertakes many conservation and research projects locally, nationally and

internationally for the benefit of threatened and endangered species. The projects are also a

great way for our guests and the public to learn about species survival, reproduction and

habitat preservation.

Situated on more than 700 acres, the Zoo is home to more than 5,000 animals with an even

larger plant population. Over the Zoo’s forty year history, we have welcomed more than 50

million visitors to our site. During this time, the Zoo has evolved to enhance our guests

experience to ensure they become not only repeat visitors but are inspired by their experiences

at the Zoo.

We understand our guests are critical to successfully fulfilling our new mission and vision. We

will continue to provide visitors with truly memorable and fun experiences that will make a

lasting impression and motivate them to take actions to save and protect wildlife. We will do

this through revitalized exhibits, increased animal encounters, more interactions with staff and

volunteers, improved wayfinding, and high quality services that inspire people to take action to

save and protect wildlife and support our new mission. The result will be guests who become

our proud supporters, who convey their experience to others, motivating more people to visit

the Zoo.

Guest experiences will have increased focus on educating people about the threats to wildlife

and their habitats, with an emphasis on Canadian species. We will inspire our guests to take

actions in their everyday lives to make a difference and we will embrace new technologies to

enhance our guest experience to demonstrate the power of the animals in our care as

ambassadors for their counterparts in the wild.

We have a renewed commitment to deliver enhanced programs that engage communities and

new audiences, opening the door to people who may not have had the opportunity to

experience the Toronto Zoo in the past.

GOVERNANCE

GOAL 3: Enhance the governance structure

Objective 1. Establish a separate fundraising entity to be the support organization for the

Zoo.

Objective 2. Update framework and legal agreements to define the role and responsibilities

of the Board of Management.

Objective 3. Enable strategic leadership of the Board of Management.


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In the last few years, the Board of Management has made significant progress on defining the

governance structure of the Toronto Zoo. This includes the relationship between the Board and

the City of Toronto, as well as the potential to improve fundraising and private support for the

Zoo. In October 2013, City Council considered a report from the Board on governance and a

companion report from the City Manager, and a number of recommendations were made.

These recommendations include that the Toronto Zoo will remain a publicly owned asset and

will continue to be governed by a Board of Management. This Strategic Plan includes actions

stemming from Council’s recommendations and reflects the governance work that remains to

be done. For example, there is a need to update the land agreement with the Zoo, the City and

TRCA, and also to develop a relationship framework between the City and the Zoo.

The Board of Management membership will be changing in the coming months, coinciding with

the new term of Council. To build a strong Board, the Strategic Plan includes tasks, such as

providing a comprehensive orientation, to enable new members to understand what the Zoo is

about and where it is going, to perform their role effectively.

This work will establish a sound and effective governance structure, which is critical for

accomplishing all of our strategic goals.

FINANCIAL STABILITY

GOAL 4: Build an organization that is fiscally and environmentally sustainable

for the long term

Objective 1. Nurture a strong and supportive relationship with the new fundraising entity to

facilitate significant contributions to the Zoo.

Objective 2. Increase earned revenue through the creation of new experiences and programs.

Objective 3. Review internal processes to gain operation efficiencies.

To ensure the Toronto Zoo advances to a zoo-based conservation centre of excellence, a stable

financial base with funding to support enhanced conservation and research programs and site

operations and infrastructure is essential.

A key thrust for achieving financial sustainability is the creation of a new charitable fundraising

entity separate from the Toronto Zoo. Fundraising efforts have been hampered over the last

few years due to a downturn in the economy and adverse publicity related to the potential sale

of the Zoo, which triggered concerns about the independence of the Zoo Board from the City,


7 | P a g e 2014-11-27

an issue that has prevented many potential donors from supporting the Zoo over the years. It

will be important for the Toronto Zoo Board and staff to be supportive of the new fundraising

entity and to work in tandem to achieve our mutual goals. The Capital Master Plan will identify

the Zoo’s priority capital needs over the long-term and will inform a potential new capital

campaign. Likewise, operating program needs to support the Zoo’s Canadian conservation

focus will need to be clarified to enable the new entity to raise the needed funds.

Over the years, the Toronto Zoo has been steadily growing its earned revenue, which

encompasses revenue from admissions, parking, food services, group events, rides, rentals etc.

A comparison of peer zoos, undertaken as part of the Assessment phase of this Strategic Plan,

concludes that the Toronto Zoo outperforms most of these zoos. Nevertheless, there is some

growth potential that can be achieved by expanding current programs, such as group events,

and introducing new experiences aligned with the needs of our guests.

Operating efficiencies also is a key determinant in our financial health. As a public entity, we

commit to best business practices and review our operations on a continuous basis looking for

cost savings and efficiencies.

STRATEGIC ALLIANCES

GOAL 5: Maximize existing partnerships and identify new opportunities

Objective 1. Develop a strong partnership with the Rouge National Urban Park.

Objective 2. Develop other strategic alliances using a diverse platform of conservation actions

and stewardship programs.

Objective 3. Establish compelling opportunities for partners, sponsors and donors to support

wildlife and habitats in our priority areas and our conservation focus.

The Toronto Zoo cannot go it alone. To be successful, we must work collaboratively with our

current partners and seek new partners who believe in the renewed mission and vision of our

Zoo. With scarce resources and the ever-pressing need for a diverse range of programs, the

answer lies in leveraging co-operative alliances with others.

The Toronto Zoo is indeed fortunate to be situated in the heart of the new Rouge National

Urban Park. There is tremendous potential for synergies between the Zoo and the new federal

park with benefits for both entities. These include enhancing cross-over visitation between

Park and Zoo guests, joint programs in areas such as conservation, education and research and

possibly shared infrastructure opportunities. This special relationship can serve to solidify and


8 | P a g e 2014-11-27

reinforce that the Toronto Zoo is a national leader in wildlife conservation, particularly with

Canadian species and habitats.

Likewise, there are various educational institutions, government agencies and non-

governmental organizations that can assist the Toronto Zoo in achieving its vision. By inviting

new partners and strengthening our current relationships, this will lead to greater support for

the new directions established in this Strategic Plan.

Additionally, we want to build on our corporate partnership programs. This includes elevating

key sponsors that fully support the Zoo’s programs to become “principal” sponsors, which

broadens their scope of involvement with the Zoo. The ultimate outcome is to connect more

sponsors, donors and partners with the Zoo, at various levels of engagement, to realize greater

resource contributions so that the Zoo can deliver on the goals and actions that support the

new vision.

PEOPLE

GOAL 6: Create an organizational culture that attracts, engages and retains

highly motivated staff and volunteers

Objective 1. Enhance internal communications so that employees and volunteers understand

and embrace the Zoo’s mission, vision, values and goals.

Objective 2. Ensure that the recruitment and selection process reflects our culture and core

values.

Objective 3. Provide learning and development programs that meet the identified needs of

staff and volunteers to allow us to excel in our roles.

Objective 4. Improve reward and recognition programs to reinforce the Zoo’s core values and

to better engage and motivate staff and volunteers.

Our people encompass our staff, our volunteers and our service providers. The Toronto Zoo’s

transformation to a zoo-based conservation organization is predicated on harnessing and

aligning the passion of our people with our strategic aims.

Essentially, our success lies with our people. We need to foster a culture throughout the

organization that is built upon our six stated core values. This starts at the recruitment stage,

before people enter the organization, and continues throughout their career at the Zoo. Our

values of Excellence, Conservation, Innovation, Collaboration, Integrity and Passion will be

embedded in our human resource policies, systems and processes to create a highly engaged

workforce.


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Our people at all levels in the organization will be encouraged through onboarding, training and

development, communications and reward and recognition programs to embrace our mission,

vision and core values. We will work to enhance our channels for communication to actively

engage our people and thereby reinforce our desired culture. Every person in our organization

will be empowered to become an ambassador for the Toronto Zoo.

UNDERSTANDING & CARING

GOAL 7: Increase awareness, understanding and support of the Zoo as a centre

for conservation excellence

Objective 1. Assess the Toronto Zoo brand and re-position to align with the new mission,

vision and goals.

Objective 2. Through school and education programs, inspire current and future generations

to become active stewards of wildlife conservation.

Objective 3. Update the Membership Program to inspire our Members to be champions for

the Zoo.

Objective 4. Increase awareness of donation opportunities to support the priority needs of

the Zoo.

Objective 5. Increase the Zoo’s visibility within Canada and promote understanding and

support of our critical conservation role.

Objective 6. Redesign the website and increase use of social media to communicate our

conservation message.

Behind every animal is a story. Whether the animal is a critically endangered species or an

ambassador for its counterpart in the wild, each animal in our care enables our guests to make

connections and create emotional bonds.

The extensive work the Toronto Zoo does behind the scenes in the “hidden zoo” is a true

testament to the exceptional people who work there every day. There are many stories of

hope and survival and there is an incredible need to bring these stories to life and share with

our guests and the public. These compelling stories will build a strong alignment between the

visitor experience and life sciences areas of the Zoo, so that our conservation efforts and guests

experiences are inextricably linked.

In order for our current and potential visitors, members, donors and sponsors to care about the

critical role of the Toronto Zoo, they must have a better understanding of the breadth and

scope of the work done behind the scenes, or as we call it the "hidden zoo".


10 | P a g e 2014-11-27

While efforts have increased recently to further highlight the efforts of Zoo staff to save and

protect species at home and abroad, more needs to be done to re-position the zoo-based

conservation organization. Through multiple communications channels, including social media

we will increase awareness and understanding for our renewed mission and vision and increase

support for our zoo-based conservation organization.

SUMMARY

The Toronto Zoo believes we have a shared responsibility to care for the wildlife on this planet,

and the Zoo works hard to be a leader in our efforts to save animals and habitats that need

help. This five-year Strategic Plan not only reinforces this commitment but further emphasizes

the critical role we have at home to save Canadian species and wild spaces at risk.

The extensive consultation process undertaken with the Board of Management, staff,

volunteers, members and key stakeholders to develop the new mission, vision, goals, objectives

and values confirms this new direction. We are confident that through increased awareness

and understanding we will continue to capture hearts with our high profile programs that

demonstrate our commitment to saving species and habitats, resulting in increased support in

our fight against extinction.