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
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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.
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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.
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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.
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(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.
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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
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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
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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
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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
RFP 02 (2015-03) – MASTER PLAN - CONSULTING SERVICES Page 19 of 21
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
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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
RFP 02 (2015-03) – MASTER PLAN - CONSULTING SERVICES Page 21 of 21
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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2014-11-27
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.
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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.
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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,
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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
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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".
2015-2020 STRATEGIC PLAN
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.