Osgoode Township Historical Society and Museum Development Plan
The Parks, Recreation, and Cultural Services Department of the City of Ottawa, hereinafter referred to as the City, is
seeking proposals from qualified firms to provide professional services to prepare a Development Plan for the
Osgoode Township Historical Society and Museum as described in the Terms of Reference attached as Annex “A”.
Period of Proposed Contract:
The proposed period of contract is from 22 May 2012 to 29 November 2012.
The services provided will be subject to review and acceptance by the Project Authority hereby identified as the
Portfolio Manager, Museums and Heritage Programs, Cultural Services Branch of the City of Ottawa. The
Heritage Services Project Coordinator will be the primary point of contact between the City and the Consultant.
All inquiries regarding this Request for Proposal (RFP) are to be directed to the Contracting Authority specified
herein. Inquiries must be received in writing (e-mail) no later than April 18 2012. All inquiries received, and the
answers as provided by the Project Authority will be provided to all Proponents by way of written addendum, no later
than April 22 2012without naming the source of the inquiry.
Order of Precedence:
The documents listed below form part of the RFP and will be incorporated into any resulting contract. If there is a
discrepancy between the wording of one document and the wording of any other document that appears on the list, the
wording of the document that appears first on the list shall take precedence:
Request for Proposal
Annex A - Terms of Reference
Annex B - Financial Proposal and Contractual Acknowledgement
Annex C - General Conditions - Professional Services – December 2009
Content of Submission:
Your proposal must not exceed fifteen (15) single sided 8.5” X 11” pages in 10-point font (Times New Roman). Any
documentation exceeding the maximum fifteen (15) pages will not be considered.
Résumés must be attached to the Content of Submission in the form of appendices. Any other supplemental
documentation that does not respond directly to the Terms of Reference and Evaluation Criteria, such as corporate
literature, must be submitted on CD or DVD. The City will not consider supplemental documentation submitted on
CD or DVD in the evaluation of submissions.
Provide five (5) copies of your service proposal, and two (2) sealed copies of your financial proposal.
Your Proposal should include: (i) a Service Proposal that demonstrates understanding of the scope and particulars of
the Project, and should clearly address the following evaluation criteria numbered 1 through 5 inclusive (and
numbered as such in the Service Proposal); and (ii) a Financial Proposal that addresses the requirements set out in the
Financial Proposal and Contractual Acknowledgement attached as Annex “B”. A total of 100 available points will be
allocated to the Proposal as follows:
Category Available Points
(i) Service Proposal
1. Experience of the Proponent 10
2. Experience and Qualifications of Key Team Members 15
3. Understanding of Objectives 10
4. Quality of Approach and Methodology 15
5. Work Plan, Schedule and Level of Effort 10
(ii) Financial Proposal 30
Total Available Points 100
1. Experience of the Proponent (10 points)
Provide a company profile and relevant company history of the Proponent. Identify a single point of contact for all
correspondence and administration of the contract.
Describe the relevant experience of the Proponent in up to three (3) projects of similar scope and magnitude,
completed in the previous five (5) years. The project examples should demonstrate the Proponent’s experience
with environmental scans, vision development, and museums development strategies; with community
development and the development plans of a similar nature, particularly in provincial or national capitals;
familiarity with comparative data, best practices, innovations and trends across trends across the museum,
heritage preservation and interpretation sectors operating on a larger political or geographic level (i.e. municipal,
provincial and national).
Project descriptions should include the:
1. project title,
3. client name,
4. project overview,
5. Proponent’s role,
7. team members,
8. budget, and
Provide a client reference and contact information for each project description. The City reserves the right to
contact project references to verify information provided.
Describe the Proponent’s ability to provide local contract administration (routine communication and meetings
with the City’s project Staff) at no additional cost to the City.
2. Experience and Qualifications of Key Team Members (15 points)
Identify the Project Manager and key team members of the project team to be employed, including those from
specialized sub-consultants, and describe their individual capabilities, relevant project experience, respective
roles and availability for this project. Provide project examples that demonstrates the Project Manager’s
experience in working with or facilitating project workgroups and community consultations; experience with the
voluntary sector, heritage marketing, funding, tourism; project management abilities and ability to deliver the
scope of work within the timelines indicated; and writing skills. Resumes should be included where appropriate.
The City reserves the right to verify information provided.
3. Understanding of Objectives (10 points)
Describe your understanding of the assignment, including overall scope, objectives and deliverables; and discuss
any specific challenges that may exist, concerns or expectations relating to the overall project approach suggested
in the RFP document.
Note: Responses that incorporate excessive blocks of text that have been copied directly from the RFP will not
be regarded as demonstrating an understanding of the requirement.
4. Quality of Approach and Methodology (15 points)
Describe the approach and methodology to be followed in completing all aspects of the assignment in order to
achieve the stated project objectives. Describe how the Proponent proposes to meet the timelines identified
within each phase of the project and to produce the deliverables identified in the “Project Deliverables section of
Annex A, Terms of Reference, attached.
The Approach section of the proposal shall outline the consultant’s strategies, assumptions, and philosophies in
completing this design assignment. The Methodology portion of the proposal shall describe the consultant’s
proposed process for completing this assignment.
5. Work Plan, Schedule and Level of Effort (10 points)
Provide a work plan and schedule, in a table or chart, which includes a breakdown of the major tasks and the level
of effort by individual team member in sufficient detail as to allow a complete understanding as to how and by
whom the work is to be carried out.
Financial Proposal (30 points)
Provide a firm cost to complete the assignment, including all professional fees and expenses. Use Annex B that is
attached for this purpose, and return with your submission. Also provide a proposed payment schedule based on
defined milestones or deliverables.
Points will be awarded based on standard deviation where the low cost responsive proposal receives full points, and
other proposals lose points to the extent that they exceed the low cost responsive proposal. Financial points will only
be awarded to Proponent who has achieved a minimum score of 75% (52.5 out of 70) on the evaluation criteria
numbered 1 to 5 inclusive. Proposals that do not meet the minimum score required will be deemed non-compliant
and will be given no further consideration.
The City reserves the right to award subsequent phases of the project to the successful Consultant, and fees for any
follow-on contracts shall be based on the same unit or per diem rates proposed under this Request for Proposal. A
sliding discount of five percent (5%) shall be applied to hourly or per diem rates, proposed under this Request
for Proposal, where the cumulative value of the original contract and follow-on contract(s) exceeds $100,000.
Although the City recognizes that over time, individual charge rates are influenced by inflation, the rates for any
follow-on contracts must be either maintained, or the inflationary increases must be limited to fifty percent (50%) of
the recognized consumer price index or similar cost of living index. The City also reserves the right to request
competitive proposals for subsequent phases of the project if deemed to be in the best interests of the City of Ottawa.
a. Once the procurement process is complete and either a Contract has been awarded, the City will permit the
Contractor to propose innovative operational or strategic improvements that result in cost savings, which cost
savings do not, in the opinion of the City, have a negative impact on the compliant fulfillment of the contract
b. Approval of an innovative operational or strategic improvement will be conditional upon the Contractor
quantifying the cost savings and the Contractor also agreeing to share these cost savings equally with the City.
Any approval pursuant to subsections (a) and (b) will be recorded in the Contracting Authority's procurement control
file and documented as change management. Change management could result revisions in existing purchase orders or
the issuance of new purchase orders or result in changes in processes and procedures as these relate to the City's
interaction with the Contractor.
The General Conditions – Professional Services dated December 2009, which are attached as Annex “C”, form part of
this RFP and shall form part of and be incorporated into any resulting contract.
An evaluation team, overseen by City staff, which may include representation from a group(s) affiliated with the
Billings Estate National Historic Site, will review all proposals received and score the proposals using a “consensus”
approach, in relation to the criteria and points that are identified.
An award may be made solely on the basis of the proposal submission, without a meeting with the Proponent.
However, one or more Proponents may be invited to attend a formal interview with the evaluation team, or to provide
written clarification on their proposal.
Basis of Selection:
The Project Authority intends to recommend the appointment of the Proponent on the basis of “best overall value” to
the City as determined by the proposal which attains the highest score out of the 100 points available based on the
evaluation criteria. The Proponent appointment is subject to approval by the City of Ottawa.
Proposals shall remain valid and open for acceptance by the City for a period of sixty (60) calendar days, following the
due date for receipt of proposals.
Submission of Proposals:
Please provide five (5) copies of your service proposal, and two (2) sealed copies of your financial proposal, signed by
an authorized official, in a sealed envelope, clearly identified as to contents and addressed to:
Osgoode Township Historical Society and Museum
Box 74 Vernon, Ontario K0A 3J0
Proposals MUST be received at this location NOT LATER THAN 3:00 P.M. LOCAL TIME, on
26 April 2012
Proposals received after the above due date and time will not be considered, but will be returned unopened, to the
For further information regarding the Request for Proposal, please contact:
City of Ottawa-Cultural and Heritage Branch
300 Des Peres Blancs Ave
Attention: Meredith McNulty
Title: Heritage Services
Telephone: 613-580-2424 x23582
Proponents are advised that all communications with the City related to this RFP prior to the closing date must be
directly and only with the Contracting Authority.
Note to Proponent:
It is essential that the elements contained in the proposal be stated in a clear and concise manner. Failure to provide
complete information as requested will be to the Proponent’s disadvantage.
Proposals should be submitted in the format requested, with an index and preferably including the criteria subject to
point rating in a clear identifiable location. If a Proponent feels that the conditions will restrict it unnecessarily in
any way, it should so state in its proposal. Any deviation from the stipulated conditions should be given in detail with
an explanation as to why such deviations are being proposed. The City reserves the right to accept any proposal as
submitted without prior negotiations. It is the responsibility of the Proponent to obtain clarification of the requirements
contained herein, if necessary, prior to submitting a proposal.
Each proposal will be evaluated solely on its content. Assessment of the proposal commences immediately after
The City reserves the right to accept or reject any or all tenders received, should it be deemed in the best interest of the
City. Should only one tender be received, the City reserves the right to reject it. If the tender amount exceeds the
approved funds which are available, the Contracting Authority retains the absolute right to eliminate the tender from
further consideration due to the lack of availability of funds.
The City reserves the right to accept or reject any or all proposals received or to cancel the RFP in its entirety, all
without any right of recourse on the part of any Proponent, and to seek clarification from one or more Consultants on
the contents of their proposal submission.
The Proponent is advised that all communications with the City related to this RFP during the bidding process must be
made directly and only with the Contracting Authority.
This RFP does not commit the City to award a contract or to pay any costs incurred in the preparation of a proposal, or
attendance at a meeting with City staff.
The Contracting Authority will only make official modifications to the RFP process, or to the actual “terms of
reference” through official addendum issue. Any oral statement or other representation from any source should not
be accepted as binding, unless confirmed through an official written addendum.
Copies of this Request for Proposal are available from the MERX Distribution Unit, telephone 1-800-964-6379 or
via the Internet at www.merx.com. MERX is the official and sole distributor of this Request for Proposal and any
addenda. If a Proponent obtains this document by means other than through MERX, the accuracy of the document
and receipt of any addenda are the sole responsibility of the Proponent.
The City relies on the electronic MERX advertisement to provide public notice of this business opportunity and is not
obligated to notify past or present suppliers in any other manner.
OSGOODE TOWNSHIP HISTORICAL SOCIETY & MUSEUM
TERMS OF REFERENCE
OSGOODE TOWNSHIP HISTORICAL SOCIETY AND MUSEUM
The Osgoode Township Historical Society and Museum (OTHSM) was founded on November 23, 1972
under the name of the New Horizons Historical Group of Osgoode Township. The Museum was opened to receive
visitors on September 21, 1973. On November 25, 1975, the Osgoode Township Historical Society was incorporated
by Letters Patent under the corporations Act of the Province of Ontario as a corporation without share capital.
The objectives of the Osgoode Township Historical Society, as a set forth in the Letters Patent, are as
follows: to encourage research into the history of the Township of Osgoode; to secure and preserve an accurate
account of the progress and development of the Township of Osgoode; to promote public interest in the history of the
area; to operate maintain a museum as a repository for Native Peoples and Pioneer artefacts, historical documents and
other articles of historical significance; to promote the study, practice and knowledge of any phase of historical and
archaeological research within the area; to research, collect and preserve objects and documents of historical interest
to the former Township of Osgoode, and to disseminate this acquired information through educational and outreach
programs, special events and interpretive displays.
The OTHSM is located on a parcel of land owned by the City of Ottawa in the small village of Vernon.
Within the two buildings onsite totalling over 10 000 square feet of space, the OTHSM has one of the best agricultural
collections in the region and is a resource for many individuals interested in the history of the former township, the
rural lifestyle in the City of Ottawa and local family histories and genealogical research. Currently staff consists of a
full time Administrative Assistant, full time Assistant Curator, part time Bookkeeper, and contract Marketing and
Communications Coordinator. Several volunteers also assist on a daily basis. Annually we hire summer students
through various grant programs. The OTHSM is open Tuesday through Saturday all year round from 9am until 5pm
but is also available for special bookings at other times. Admission fees are currently waived in favour of a donation
from visitors. The majority of our funding is through Municipal Grants with some funding also coming from
Provincial and Federal Grants.
On average, over 5000 people are serviced annually by the OTHSM in some capacity, by way of educational
events, viewing the museum exhibits or conducting genealogical research in person, online or by phone.
Approximately 7% of visitors are tourists from across Canada, the United States and Europe. The lack of public
transportation to our facility presents its own challenges and limits access to our site for many urban residents.
COLLECTION AND EXHIBITS
The OTHSM contains over 7300 artefacts and 137 linear feet of archival material detailing early life in rural
Ottawa, family histories for genealogical research, census records, maps, school and church records. Preservation and
documentation of this heritage material is an important aspect of the OTHSM operations as we are also the owners of
the collection. One Hundred percent of the collections documented in the accessions register have been added to a
computer data base and three hundred objects previously uncatalogued have been added to the collection. This work
has resulted in ease of access to the information contained in the collections and preservation of the artefacts for future
generations. Storage has been an issue for many years and we have sought proper storage offsite at the Diefenbunker.
We have very limited onsite storage yet more is needed to declutter some exhibits.
PROGRAMMING AND EVENTS
Over the past year, school programs were developed and delivered to local schools, children's craft activities
were formalized, in- house adult and youth workshops were presented, seniors outreach programs were given and the
first ever children's summer camp program was conducted. A new permanent exhibit was installed detailing the
History of Osgoode Township and aspects of the rural life experienced by the residents of the City of Ottawa.
Attendance at our events is usually fair and the events have always been well received by those who do attend. Fees
vary depending on the costs involved in preparing the event.
1 Osgoode Township Historical Society and Museum Board of Directors
2 OTHSM members
3 Osgoode Ward (individuals, organizations, schools, and businesses)
4 Greater Ottawa community
5 The City of Ottawa
6 Federal and provincial granting organizations
7 Ottawa Museum Network Partners
CITY SUPPORT OF AND DIRECTION FOR THE OTHSM
The City of Ottawa is responsible for implementing the Ottawa 20/20 Heritage Plan, adopted by City Council in 2003.
The Heritage Plan acknowledges the intrinsic value of Ottawa’s local museums and recognizes their capacity for
community building. It contains the following Strategic Directions that have implications for the OTHSM:
1 Collect and preserve Ottawa’s rich documentary and material heritage.
2 Identify and protect archaeological and built heritage resources, and cultural heritage landscapes,
streetscapes, cemeteries and burial grounds, public and symbolic civic places.
3 Increase knowledge and convey information about local history and heritage to a large, diversified
community through a variety of means.
4 Promote local heritage assets and programming as a part of the city’s marketing and tourism strategies.
5 Foster citizen participation and engagement in local heritage preservation and interpretation.
6 Provide adequate financial, human and other resources to effectively collect, preserve, research, and interpret
Ottawa’s rich history and heritage.
City Council also approved, in September 2005, a Museum Sustainability Plan (MSP) to help strengthen the capacity
of the local museum sector. The OTHSM is an integral part of the network of local museums (the Ottawa Museum
Network) because it contributes to the telling of the “Greater Ottawa Story”. To build the capacity of the museum,
the MSP proscribed the creation of a development plan for the OTHSM.
In the context of fulfilling the above stated commitments and managing this heritage resource in the most effective
way possible, the OTHSM (herein after called “the Client”) is seeking an experienced, multi-disciplinary team of
consultants (hereinafter called “the Consultant”) to assist staff and Board members with the preparation of a
2. Project Goal and Objectives
The goal of this project is to create a Development Plan for the Osgoode Museum. This plan will provide a vision for
the development of the site and museum in the areas referred to below in the Project Description over a ten-year period
(2012-2022), and must include an implementation plan for the first five-year period (2012-2017).
The OTHSM is seeking a holistic plan with specific strategies to address its place, relevance, and sustainability within
a small-scale, rural community of Ottawa. Consideration should be given to operational sustainability through
recommendations around governance, human resources, partnership synergies, revenue generation, and fundraising.
As well, controlled growth should be analyzed in terms of future staff, on-site capacity for public exhibitions and
programming, and space for collection development. The Project Authority is Robin Cushnie, Museum Manager,
who will work in concert with a steering committee composed of OTHSM staff and Board members.
The Development Plan will:
Be a practical planning and management tool for the OTHSM staff, and board to implement.
Identify clear goals, objectives, and actions that address components stated below in the Project Description.
Support OTHSM, municipal, and provincial policies, practices, and standards, and be aligned with Heritage
Raise public awareness of the OTHSM and deepen the role it plays in the social, recreational, cultural,
tourism and economic development of the City.
Renew the City and the community’s commitment to the long-term (10 years and beyond) sustainability of
Raise public awareness of the OTHSM and the stories it tells within the context of the history of the greater
Be achievable in its deliverables, timelines, and financial responsibility (in both expenditures and anticipated
Meet professional standards for museum and cultural resource management practice
3. Project Description
To fulfill the goal and objectives of this project, the Consultant must:
1. Review existing policies, procedures, practices, plans, and pertinent documents.
2. Conduct an Environmental Scan to analyze broad changes taking place in Vernon, the surrounding
communities, and wider Ottawa (e.g. residential and commercial development, demographics, community
engagement trends, leisure trends, local competition) as they relate to and impact upon the museum.
3. Conduct Stakeholder Consultations to solicit input from OTHSM staff, Board of Directors, members and the
community. The Consultant will propose a process for conducting these consultations, and will hold a
minimum of three sessions. The Consultant will prepare and present a summary report for the Client.
4. Facilitate a review and updating of the museum’s mission, vision, and mandate in collaboration with the
5. Recommend a museum development plan that includes, but is not limited to:
a. Site development
Propose a high-level strategy for the development of the site over a 10-year period. This should include, but
is not limited to:
1 Exterior space: Recommendations for the improved use of the outdoor space on the museum site (e.g.
the agricultural barn; creation of a picnic shelter or community garden)
2 Interior space: Recommendations for the improved use of interior space and/or construction of
additional space for administrative, research, and display functions.
3 New builds: Recommendations for new builds (i.e. a classroom in the agricultural barn)
4 Superstructure: Landscaping, pathways, signage
5 Specific recommendations for facility requirements in the mid-term (5 years) and long-term (10 years) to
anticipate future staff space needs, exhibits, programming, and collection storage requirements.
Outline associated capital costs.
Longevity and best value for results are important considerations. Recommendations must be financially
feasible. Provide a high-level cost estimate for each recommendation. Situate all recommendations on a
high-level, realistic timeline for implementation.
b. Visitor experience and audiences
Based on the Environmental Scan and Stakeholder Consultations, recommend an overall vision and goal for
the visitor experience and suggest client services that should be available to support this (food service, etc.)
Identify preliminary capital requirements.
Evaluate current museum audiences and identify specific groups from the local and wider Ottawa
communities that are potential new audiences. Recommend clearly defined, creative strategies for the
short-term (2 years), mid-term (5 years), and long-term (10 years) to maintain current audiences and engage
suggested new audiences through exhibits, programming, outreach, and communications. Forecast impacts
of developing the suggested new audiences on visitation and revenues for the mid-term (5 years) and
long-term (10 years).
Review the museum’s fee structure, including research and program fees and the admission by donation
policy, and recommend changes or additions that will support the museum’s financial self-sustainability.
Investigate the idea of packaging the museum as a rural destination day trip.
Identify potential new partner groups from Vernon, surrounding communities, and wider Ottawa for profile
building, audience development, exhibits, programming, and outreach, Suggest areas of common interest or
motivation for new joint initiatives and partnerships projects. Provide recommendations for increasing
visibility of the museum and leveraging funding to support museum activities.
d. Marketing and communications
Review current marketing practices and communications materials. Provide recommendations for changes or
additions to current marketing practices and communications materials to better position the museum to meet
its profile-building, audience development, service delivery, and revenue goals. Best value for investment is
an important consideration.
Review current interpretive approaches to suggest new high-level primary, secondary, and tertiary themes
and interpretation topics that will:
1 Look at the site within the wider context of the history of Ottawa and Ontario
2 Reflect contemporary issues and aim to engage people of different ages and abilities; cultural, and
economic backgrounds, and levels of education; and specifically the audiences we should be developing
3 Recommend program delivery styles preferred by target audience groups in the local community.
Provide high-level direction for changes and additions to the permanent exhibit. Provide direction for new
temporary exhibits both at the museum and at other spaces in the local community.
g. Programs, events, and outreach activities
Evaluate the effectiveness of current programs, events, and outreach activities. Based on the Environmental
Scan and Stakeholder Consultations, develop reasonable service delivery targets for existing and suggested
new programs, events, and outreach activities. Suggest creative ideas for new programs, events, and
outreach activities that will support the museum’s mission, vision, and mandate and will be relevant to the
interests of contemporary audiences. Provide direction on the possibility of expansion to outdoor spaces on
the museum site and spaces within the surrounding community. Staff capacity and best value for investment
(visitor satisfaction versus revenue generation) are important considerations.
Conduct a high-level assessment of the collection and recommend an abbreviated list of collecting priorities
that address major gaps in the collection and will support interpretation, programming, and exhibits. Make
specific recommendations that address current storage inadequacies and account for future (5 and 10 year)
storage requirements. Identify capital requirements.
i. Human resources
Review staffing designations, roles, and responsibilities. Provide suggestions for increasing efficiencies in
staffing to meet operational requirements and service delivery goals. Evaluate current organizational
capacity and outline the capacity, necessary to realize the recommendations set forth in the proposed
Development Plan. Identify budget implications.
Review the roles, responsibilities, and current operating model of the Board of Directors and recommend the
best operating model to support the museum’s activities and growth. Outline best practices for governance
as the museum moves forward, and make recommendations as to whether or not the museum should pursue a
separate incorporation from the historical society.
k. Funding sources
Review the museum’s financial status including municipal and provincial operational funding, donations,
and revenue streams such as Genealogy Centre research service fees and program fees. Recommend a
detailed and realistic strategy for the mid-term (5 years) that will assist the museum to meet the revenue target
set by the City, that is, to generate 15% of its own operational funding. Recommend an appropriate and
creative fundraising plan to augment operating funds and generate capital funds through grants, donations,
memberships, sponsorships, capital campaigns and planned giving programs.
Special Requirements will be provided by the Proponent.
The OTHSM is seeking an experienced, multi-disciplinary team of consultants to assist staff and Board members with
the preparation of a Development Plan. Minimum experience or qualifications will be expected and verified,
including: more than five years of experience working with local museums and historic sites, more than three years of
experience in facilitating strategic planning processes, experience carrying out consultation processes, more than five
years’ experience and demonstrated expertise in creating comprehensive development plans for museums and historic
sites, expertise with program development, audience engagement, financial planning and fundraising, written and
interpersonal communication skills and making this assignment the Proponent’s principal concern for the duration of
4. Work Completed to Date and Resources
The Consultant will be provided with the following support information and material by OTHSM staff, Board and
OTHSM Accession Register (access will also be provided to the collection database and storage facility)
· OTHSM Annual Report
· OTHSM Policies
· OTHSM Plans
· Ottawa 20/20 Heritage Plan, April 2003
· Museum Sustainability Plan, August 2005
· Ottawa Museum Network audience development reports and marketing strategies
· List of grants currently being leveraged
· Annual budget information
· Contact information for OTHSM staff and board members
City of Ottawa Service Agreement
5. Project Authority
The Project Authority is Robin Cushnie, Museum Manager at the OTHSM who will work in concert with a steering
committee composed of OTHSM Administrator Ann Robinson and one other Board member.
6. Responsibilities of the Consultant, Project Deliverables and Schedule
Reporting to the Project Authority, the Consultant will serve as project manager, process expert, facilitator, researcher,
technical/content resource, and writer. The Consultant will be ultimately responsible for gathering, analyzing, and
synthesizing information; coordinating and carrying out all activities relating to the Development Plan process; and
writing, revising, and presenting the drafts and final version of the Development Plan and its contributing documents,
all to the satisfaction of the Project Authority. In preparing the Development Plan and Implementation Plan, the
Consultant will work collaboratively with OTHSM staff and Board members and adapt their work process and
deliverables to local realities, circumstances, and opportunities.
The Development Plan will be developed in consultation with OTHSM staff and Board members through frequent,
in-person meetings. Meetings are to be scheduled according to an agreed upon timeline similar to that outlined in the
Project Deliverables and Schedule (section 6 below). Documents for review at meetings must be submitted at least
five working days prior to the meeting dates so the Client has a chance for thoughtful consideration prior to discussion.
OTHSM staff and Board will require electronic and hardcopy versions of all materials, documents, and products
developed by the Consultant (in Microsoft Office software).
The maximum budget available for this project is $50 000 including all applicable taxes
The Consultant should be available to commence work on or before 2 May 2012. The following is suggested as a
project schedule, but the Consultant may propose an alternative.
Project start-up will be May 2012, with a meeting between OTHSM and the Consultant. Foundation work consisting
of the preparation and presentation of an Environmental Scan report and the schedule for stakeholder consultations
will be complete by late July 2012. Stakeholder consultations will be carried out with staff, the Board, volunteers and
the wider community with a summary of those consultations presented in August 2012. Assessment of foundation
statements will include strategic planning (mission, vision, mandate, goals) in late August 2012. A draft
Development Plan and Implementation Plan will be finished by late September 2012 and the OTHSM will review and
comment on the draft before it is finalized. The final Development Plan and Implementation Plan will be presented to
OTHSM in late October 2012 and the project will be complete by late November 2012 with the submission of all
outstanding, final copies of materials, documents, and products.
PROJECT DELIVERABLES TIMELINE PAYME
Milestone 1: Project start-up
Deliverable 1 – Meeting between Client and Consultant 22 May 2012
Milestone 2: Foundation work 15 June 2012
Deliverable 1 – Preparation and presentation of Environmental Scan 10%
Deliverable 2 – Presentation of schedule for Stakeholder Consultations
Milestone 3: Stakeholder consultations 18 July 2012
Deliverable 1 – Carry out consultation with staff
Deliverable 2 – Carry out consultation with Board and volunteers 10%
Deliverable 3 – Carry out consultation with the wider community
Deliverable 4 – Presentation of Stakeholder consultations summary paper
Milestone 4: Assessment of foundation statements 28 August 2012 10%
Deliverable 1 – Strategic planning retreat (mission, vision, mandate, goals) 10%
Milestone 5: Draft Development Plan and Implementation Plan 26 September
The Client expects to review and comment on the draft at least three times
before it is finalized.
Milestone 6: Final Development Plan and Implementation Plan
29 October 2012
Deliverable 1 – Presentation of Osgoode Museum Development Plan and
Implementation Plan to Client
Milestone 7: Project closure
Deliverable 1 – Submission of all outstanding, final copies of materials, 29 November
documents, and products 2012 10%
7. Special Requirements to be provided by the Successful Proponent
Minimum experience or qualifications expected – to be verified, including:
o More than five years of experience working with local museums and historic sites
o More than three years of experience in facilitating strategic planning processes
o Experience carrying out gaps and needs analysis within a museum context
o Experience carrying out consultation processes
o More than five years of experience and demonstrated expertise in creating comprehensive
development plans for museums and historic sites
o Expertise with program development, audience engagement, financial planning and fundraising
o Excellent written and interpersonal communication skills
Ability to meet with OTHSM staff , Board members, and stakeholders onsite at the OTHSM
Make this assignment the Proponent’s principal concern for the duration of the project
Be willing to work evenings and weekends with stakeholder groups
Provide all necessary presentation equipment such as a laptop, projector, and screen
Ability to provide services in both official languages for stakeholder groups and consultations with the
Basis of Payment:
The Proponent offers to provide the Services detailed herein under Annex A, and as further detailed in the Proponent’s
proposal, to the acceptance of the Project and Contracting Authority and Contracting Authority for the following Firm
Professional Fees (including sub-consultants) $
Firm Total Price: $
The Proponent is required to provide a detailed price breakdown by task showing the major components of the
assignment, with their proposal submission. The breakdown should include the specific activities planned, the timing,
and the associated level of effort by individual or classification for which the Proponent will seek payment. Also
include the hourly or per diem rate applicable to the team members.
Taxes and HST Transition Schedule for July 1, 2010:
The Contractor will be subject to HST after 01 July 2010 in the same manner as it is currently subject to GST. Since
the HST (like the GST) is a Value Added Tax, it will be payable in the same manner as the GST as set out in this
Contractors shall govern themselves accordingly.
The City of Ottawa follows a policy whereby in the absence of prompt payment discount terms, all invoices from
vendors will be paid on a Net 30 basis, that is payments will be made by the City within 30 days of receipt of invoice,
or the acceptance of the goods and services, whichever date is later.
If the financial proposal exceeds the funds which are available for this assignment, the Contracting Authority
retains the right to eliminate the proposal from further consideration due to the lack of availability of funds.”
Method of Payment:
Milestone payments shall be made based on stated deliverables following receipt and acceptance of the deliverable
and an invoice by the Project Authority. The invoice should include a breakdown by each major task and progress to
the date on invoice.
The Proponent should note the following when preparing their financial proposal:
Professional fees are to include the cost of sub-consultants.
All reasonable and proper expenses incurred by the Proponent shall be reimbursed under this item without any
allowance thereon for overhead and or profit. The following costs shall NOT be reimbursed:
Communication expenses including facsimile, local phone and cellular charges
Standard PC or computer aided design and drafting equipment (excludes specialized equipment or software as
identified in Proponent’s submission.)
Travel and Living Expenses unless identified in the proposal or approved in advance.
In the case of approved travel from outside the City, the Proponent shall be reimbursed for authorized reasonable and
proper travel and living expenses incurred by persons directly engaged in the performance of the work, at cost without
any allowances thereon for overhead and profit, but not to exceed the limits outlined in Municipal travel and
expenditure policies for professional staff, in effect at time of travel.
The Proponent hereby agrees to be legally bound by the provisions of the resulting Contract, including, but not limited
to, the General Conditions – Professional Services – December 2009 (Annex “C”), which are attached. The Proponent
further acknowledges and agrees that the final terms of the resulting Contract with the City will be concluded and
become legally binding on both parties upon receipt and acceptance by the Proponent of a Letter to Initiate the Work
issued by the City. The Proponent further agrees that acceptance of the Letter will be deemed to take place five (5)
Business Days after receipt of a Letter, unless the Proponent provides the City with a written objection to, or refusal of,
the Letter within the said five (5) Business Day period.
SIGNED this day of
Signature Name and Title (Print) Has the authority to bind the
Best/Most Favoured Clients:
The Consultant is to certify that the hourly or per diem rates offered to the City of Ottawa in response to this
competitive opportunity are at least as low as those offered to their best/most favoured clients. Should an audit, or
subsequent information demonstrate that the certification is in error, it is agreed that the Contractor shall make
re-payment to the City in the amount found to be in excess of the lowest hourly or per diem rates.
Consultant accepts: ___________________________ Date: ___________________________________
1 Status of the Contractor
The Contractor is engaged as an independent contractor for the sole purpose of performing the Work.
Neither the Contractor nor any of its personnel is engaged as an employee, servant or agent of the City of
Ottawa herein after referred to as the City.
No amendment to the Contract shall be binding unless it is incorporated into the Contract by written
amendment executed by the authorized representatives of the City and of the Contractor.
3 Conduct of the Work
(1) The Contractor represents and warrants that: (a) it is competent to perform the Work; and (b) it has
the necessary qualifications, including knowledge, skill and experience to perform the Work,
together with the ability to use those qualifications effectively for that purpose.
(2) The Contractor shall supply everything necessary for the performance of the Work.
(3) The Contractor shall: (a) carry out the Work in a diligent and efficient manner; (b) ensure the Work:
(i) is of proper quality, material and workmanship; (ii) is in full conformity with the specifications;
and (iii) meets all other requirements of the contract.
4 Compliance with Applicable Laws
The Contractor shall comply with all laws applicable to the performance of the Work.
(1) Unless otherwise provided in the Contract, the Contractor shall obtain the consent of the City in
writing prior to subcontracting or permitting the subcontracting of any portion of the Work at any
(2) Notwithstanding subsection (1), the Contractor may, without prior consent of the City, subcontract
such portions of the Work as is customary in the carrying out of similar contracts.
(3) In any Subcontract, the Contractor shall, unless the City otherwise consents in writing, ensure that
the subcontractor is bound by terms and conditions of the Contract.
6 Replacement of Personnel
(1) When specific persons have been named in the Contract as the persons who must perform the Work,
the Contractor shall provide the services of the persons so named unless the Contractor is unable to
do so for reasons beyond its control.
(2) If, at any time, the Contractor is unable to provide the services of any specific person named in the
Contract, it shall provide a replacement person who is of similar ability and attainment.
(3) The Contractor shall, before replacing any specific person named in the Contract, provide notice in
writing to the City. The replacement must be acceptable to the Project Authority.
(1) The Contract shall not be assigned, in whole or in part, by the Contractor without the prior consent in
writing of the City and any purported assignment made without that consent is of no effect.
(2) No assignment of the Contract shall relieve the Contractor from any obligation under the Contract or
impose any liability upon the City, unless otherwise agreed to in writing by the City.
8 Time of the Essence
Time is of the essence of the Contract.
9 Security and Protection of the Work
The Contractor shall keep confidential all information provided to the Contractor by or on behalf of the City
in connection with the Work and all information developed by the Contractor as part of the Work, title to
which vests in the City under the Contract, and shall not disclose any such information to any person without
the written permission of the City.
10 Inspection of the Work
The Work and any and all parts thereof shall be subject to inspection. Services provided shall be to the
satisfaction and acceptance of the City.
(1) Except as otherwise provided in the Contract, and except as provided in subsection (2), title to the
Work or any part thereof shall vest in the City upon delivery and acceptance thereof by or on behalf
of the City.
(2) Upon any payment being made to the Contractor in respect of the Work or any portion of the Work,
either by way of progress payments or accountable advances or otherwise, title to the Work so paid
for shall vest in and remain in the City unless already so vested under any other provision of the
(3) Notwithstanding any vesting of title referred to in this section and except as otherwise provided in
the Contract, the risk of loss or damage to the Work or part thereof so vested shall remain with the
Contractor until its delivery to the City in accordance with the Contract.
(4) Any vesting of title referred to in subsection (2) shall not constitute acceptance by the City of the
Work and shall not relieve the Contractor of its obligation to perform the Work in accordance with
12 Indemnity Against Third-Party Claims
(1) The Contractor shall indemnify and save harmless the City and its employees, officers and agents
from and against any and all claims, actions, losses, expenses, costs, damages or other proceeding
which they or any of them may at any time incur or suffer as a result of or arising out of:
(a) any injury to persons (including injuries resulting in death) or loss of or damage to property
of others which may be or be alleged to be caused by or suffered as a result of the
performance or non-performance of the Work or any part thereof, and
(b) any liens, attachments, charges or other encumbrances or claims upon or in respect of any
materials, parts, work-in-process or finished Work furnished to, or in respect of which any
payment has been made by, the City.
13 Royalties and Infringement
(1) In this section, “Royalties” includes:
(a) license fees and all other payments analogous to royalties for, and also claims for damages
based upon, the use or infringement of any patent, registered industrial design, trade mark,
copyrighted work, trade secret, or other intellectual property right, and
(b) any costs or expenses incurred as a result of the exercise by any person of Moral
(2) the Contractor shall indemnify and save harmless the City and its employees and agents against any
claim, action, suit or other proceeding for the payment of Royalties, that results from or is alleged to
result from the carrying out of the Contract or the use or disposal by the City of anything furnished
by the Contractor under the Contract.
(3) the City shall indemnify and save harmless the Contractor and its servants and agents against any
claim, action, suit or other proceeding for the payment of Royalties, that results from or is alleged to
result from the use by the Contractor in performing the Contract of equipment, Specifications or
other information not prepared by the Contractor and supplied to the Contractor by or on behalf of
the City, provided that the Contractor notifies the City immediately of any such claim, action, suit or
other proceeding, but the City shall not be liable to indemnify or save harmless the Contractor for
payment of any settlement unless the City has consented to the settlement.
(1) The City shall have the sole ownership of copyrights to all materials produced under the contract.
(2) Reproduction of any documents or other data for use by anyone is forbidden, without express
permission in writing by the City.
15 Default by the Contractor
(1) Where the Contractor is in default in carrying out any of its obligations under the Contract, the City
may, upon giving written notice to the Contractor, terminate for default the whole or any part of the
Contract, either immediately, or at the expiration of a cure period specified in the notice if the
Contractor has not cured the default to the satisfaction of the City within that cure period.
(2) Where the Contractor becomes bankrupt or insolvent, makes an assignment for the benefit of
creditors, or takes the benefit of any statute relating to bankrupt or insolvent debtors, or where a
receiver is appointed under a debt instrument or a receiving order is made against the Contractor, or
an order is made or a resolution passed for the winding up of the Contractor, the City may upon
giving notice to the Contractor, immediately terminate for default the whole or any part of the
(3) Upon the giving of a notice provided for in subsection (1) or (2), the Contractor shall have no claim
for further payment other than as provided in this section, but shall be liable to the City for any
amounts, including milestone payments, paid by the City and for all losses and damages which may
be suffered by the City by reason of the default or occurrence upon which the notice was based,
including any increase in the cost incurred by the City in procuring the Work from another source.
The Contractor agrees to repay immediately to the City the portion of any advance payment that is
unliquidated at the date of the termination. Nothing in this section affects any obligation of the
City under the law to mitigate damages.
16 Termination for Convenience
(1) Notwithstanding anything contained in the Contract, the City may, at any time prior to
the completion of the Work, by giving notice to the Contractor, terminate the Contract as regards all
or any part of the Work not completed. Upon a termination notice being given, the Contractor shall
cease work in accordance with and to the extent specified in the notice, but shall proceed to complete
such part or parts of the Work as are not affected by the termination notice. The City may, at any
time or from time to time, give one or more additional termination notices with respect to any or all
parts of the Work not terminated by any previous termination notice.
(2) In the event of a termination notice being given pursuant to subsection (1), the Contractor shall be
entitled to be paid, to the extent that costs have been reasonably and properly incurred for purposes
of performing the Contract and to the extent that the Contractor has not already been so paid or
reimbursed by the City:
(a) on the basis of the Contract Price, for all completed Work that is inspected and accepted in
accordance with the Contract, whether completed before, or after and in compliance with
the instructions contained in, the termination notice; and
(b) the cost to the Contractor for all Work terminated by the termination notice before
completion, the cost to the Contractor being determined in accordance the Contract Price
and percentage completed;
(3) The Contractor shall have no claim for damages, compensation, loss of profit, allowance or
otherwise by reason of, or directly or indirectly arising out of, any action taken or termination notice
given by the City under this section, except to the extent that this section expressly provides.
17 Accounts and Audit
(1) The Contractor shall keep proper accounts and records of transactions and activities, in addition to
all expenditures or commitments made by the Contractor in connection therewith and shall keep all
documents, invoices, receipts and vouchers relating thereto. All such accounts and records as well as
any invoices, receipts and vouchers shall at all times during the contract period be open to audit,
inspection and examination by the City.
(2) Copies of said records shall be provided to the City when requested by the employee responsible for
the contract so that they can be maintained in accordance with the City's Records Management
Policy and Records Retention and Disposition By-Law 2003-527.
(3) When activities requiring the collection or handling of personal information are contracted out, the
contract shall set out the privacy protection and security obligations assumed by the contractor.
18 Conflict of Interest
(1) Neither the Consultant nor any person, firm or corporation associated or affiliated with or subsidiary
to the Consultant shall tender for the construction of a project, or have an interest either directly or
indirectly in the construction of a project that arises from the Services provided as a result of this
contract, without the prior written consent of the City.
(2) The Consultant is required to disclose to the City, prior to accepting this assignment any potential
conflict of interest.
(3) If a conflict of interest exists, the City may, in its discretion, either withhold this assignment from the
Consultant until the matter is resolved to the satisfaction of the City, or award the assignment to
(4) The Consultant acknowledges and agrees that he/she/it shall not act, work or provide services,
directly or indirectly, for, or to, another person, or persons, partnership, corporation, association or
organization whose interests are in any way adverse, or contrary (in the opinion of the City of
Ottawa), to those of the City of Ottawa with regard to the project for which the consultant was
retained by the City. In the event of a breach of this obligation by the consultant he/she/it shall be
responsible for all costs incurred or suffered by the City, including legal costs on a solicitor and
(5) No person shall provide Consulting Services or Professional Services to both the City and a private
sector developer on the same or related project.
Any notice shall be in writing and may be delivered by hand or by courier, by registered mail, or by
facsimile or other electronic means that provides a paper record of the text of the notice, addressed to the
Party for whom it is intended at the address in the Contract or at the last address of which the sender has
received notice in accordance with this section. Any notice shall be deemed to be effective on the day it is
delivered, mailed or electronically sent.
All of the Contractor's obligations of confidentiality and all of the Contractor's representations and
warranties set out in the Contract as well as the provisions concerning indemnity against third party claims,
royalties and infringement, intellectual property rights and accounts and audit shall survive the expiry of the
Contract or the termination of the Contract for default, for convenience or by mutual consent, as shall any
other provision of the Contract which, by the nature of the rights or obligations set out therein, might
reasonably be expected to be intended to so survive.
21 Entire Agreement
The Contract constitutes the entire and sole agreement between the parties with respect to the subject matter
of the Contract and supersedes all previous negotiations, communications and other agreements, whether
written or oral, relating to it, unless they are incorporated by reference in the Contract. There are no terms,
covenants, representations, statements or conditions binding on the parties other than those contained in the
Any award resulting from this RFP will be subject to City Council approval.
23 Municipal Freedom of Information and Protection of Privacy Act
The City of Ottawa is subject to the Municipal Freedom of Information and Protection of Privacy Act,
R.S.O. 1990, c.M.56, as amended (“MFIPPA”) with respect to, and protection of, information under its
custody and control. Accordingly, all documents provided to the City in response to this Request for
Proposal may be available to the public unless the party submitting the information requests that it be treated
All information is subject to MFIPPA and may be subject to release under the Act, notwithstanding your
request to keep the information confidential.
24 Fraud or Bribery
Should the Contractor or any of his/her agents give or offer any gratuity to, or attempt to bribe any member of
the awarding body, officer or servant of the City, or to commit fraud against the City, the City shall be at
liberty to declare the proposal void forthwith, or to take the whole or any part of the contract out of the hands
of the Contractor, and to invoke the provisions of termination.
25 Successors and Assigns
The Contract shall ensure to the benefit of, and shall be binding upon, the successors and permitted assignees
of the City and of the Contractor.
26 Suspension of the Work
The City may at any time, by written notice, order the Contractor to suspend or stop all or part of the Work
under the Contract for a period of up to 180 days. The Contractor shall immediately comply with any such
order in the manner that minimizes the cost of so doing. At any time prior to the expiration of the 180 days,
the City shall either rescind the order or terminate the Contract, in whole or in part, under the provisions for
termination under the contract.
(1) Without restricting the generality of the Indemnification provisions, the Consultant shall, during the
term of this Agreement, provide, maintain and pay for:
Commercial General Liability Insurance with limits of not less than $1,000,000.00 inclusive per
occurrence for bodily injury, death and damage to property including loss of use thereof. Such
insurance coverage shall be in the name of the Consultant and shall name the City of Ottawa as an
additional insured thereunder.
The Commercial General Liability insurance shall include coverage for:
1 premises and operations liability;
2 products or completed operations liability;
3 blanket contractual liability;
4 cross liability;
5 severability of interest clause;
6 contingent employers liability;
7 personal injury liability;
8 owner’s and contractor’s protective coverage;
9 liability with respect to non-owned licensed motor vehicles;
(b) Automobile Liability Insurance for owned/leased licensed vehicles with limits of not less
than $1,000,000.00 inclusive per occurrence for bodily injury, death and damage to
(c) Professional Liability Insurance with a policy limit for each single claim of not less than
(2) The Consultant shall provide the City with proof, in a form satisfactory to the City, of the insurance
required under this section prior to the commencement of work.
(3) If the City requests to have the amount of coverage increased or to obtain other special insurance for
the Services for the Project, then the Consultant shall endeavour forthwith to obtain such increased
or special insurance at the City's expense.
(4) All the above insurance policies shall contain an endorsement to provide all Named Insureds and
Additional Insureds with thirty (30) days prior written notice of cancellation in whole or in part.
28 Confidential information
For a period of two (2) years from the date of completion, or acceptance, of the project regardless of the date
the Consultant ceases to act, work or provide services for, or to, the City pertaining to the project:
(1) Information communicated by the City to the Consultant, or by the Consultant to the City, in the
course of carrying out the Services provided for herein shall not be either divulged or used by the
Consultant on any other project unless prior approval, in writing, is obtained from the City.
(2) Further, any information that is not common knowledge, and may therefore be considered
confidential by the City, that is acquired in the course of carrying out the work or developed by the
Consultant is part of the work provided herein, shall not be used or divulged by the Consultant
unless prior approval, in writing, is obtained from the City.
(3) Notwithstanding the foregoing, the obligation of confidentiality shall not pertain to information
a) was at the time of disclosure, or thereafter became, part of the public domain, or
b) is required to be disclosed by law or court order, where, in such cases, all reasonable
attempts will be made to notify the City in advance of doing so.
32. Term of Council:
Where a contract may extend beyond the term of Ottawa City Council, the contract shall contain provisions to
minimize the financial liability of the City should the subsequent Council not approve sufficient funds to
complete the contract and the contract must be terminated by the City.