January 14, 2015

THE JACK LAYTON FERRY TERMINAL AND HARBOUR SQUARE PARK

INNOVATIVE DESIGN COMPETITION
COMPETITION BRIEF Request for Proposals (RFP)#2014-39
 TABLE OF CONTENTS

1 INTRODUCTION 1
1.1 DESIGN COMPETITION (RFP) OVERVIEW 1
1.2 GOALS OF THE DESIGN COMPETITION 2

2 REQUIRED DESIGN ELEMENTS 3

3 HISTORICAL OVERVIEW 5

4 PROGRAM DESCRIPTION AND SITE ANALYSIS 11

5 FERRY OPERATIONS AND CONTEXT 19

5.1 FERRY SERVICE OPERATIONS 19
5.2 FERRY BOATS 20
5.3 SECURITY REGULATIONS 21
5.4 WATER TAXIS 21

6 POST-COMPETITION SERVICES 23
6.1 REFINEMENT OF THE MASTER PLAN 23
6.2 SELECTION, DETAILED DESIGN AND
CONSTRUCTION DOCUMENTS FOR PHASE 1 IMPLEMENTATION 23
6.3 CONTRACT ADMINISTRATION FOR PHASE 1 IMPLEMENTATION 23
6.4 DESIGN REVIEW PANEL 23
6.5 PERSONNEL 23

7 TIMING AND INSTRUCTIONS TO PROPONENTS 25

7.1 TIMETABLE OF EVENTS 25
7.2 ENQUIRIES 25
7.3 ADDENDA 26
7.4 WITHDRAWAL/AMENDMENT OF PROPOSALS 26
7.5 JOINT VENTURE PROPOSALS 26
7.6 BACKGROUND MATERIALS 27

8 SUBMISSION INSTRUCTIONS 29
8.1 SUBMISSION DEADLINE 29
8.2 SUBMISSION PROCESS 29
8.3 PROPOSAL FORMAT 29
8.3.1 Proposal Submission Form 30
8.3.2 Proposal Booklet 11” x 17” (A3), bound 30
8.3.3 Proposal Display Panels 30”x 42” (B1) 30
8.3.4 Physical Model 30

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9 EVALUATION, SELECTION, AND AWARD PROCESS 33
9.1 COMPLIANCE REVIEW 33
9.2 PUBLIC EXHIBITION AND PRESENTATION 33
9.3 THE JURY 33
9.4 EVALUATION 33
9.5 HONORARIA 34
9.6 CONTRACT FOR SERVICES 34

10 WATERFRONT TORONTO – BACKGROUND INFORMATION 35

10.1 SUSTAINABILITY REPORTING 35
10.2 PROCUREMENT POLICY 36
10.3 WATERFRONT TORONTO EMPLOYMENT INITIATIVE (WTEI) 36
10.4 WSIB 37
10.5 MANAGEMENT AND REPORTING REQUIREMENTS 37
10.6 DELIVERABLE FORMATS (POST COMPETITION) 37

11 LEGAL AND OTHER MATTERS 39

11.1 LIMITATIONS OF LIABILITY 39
11.2 ACCEPTANCE OF TERMS 39
11.3 NEGOTIATIONS 39
11.4 COSTS INCURRED BY PROPONENTS 39
11.5 ERRORS AND OMISSIONS 39
11.7 COMMUNICATIONS 40
11.7 PROCEDURAL RIGHTS OF WATERFRONT TORONTO 40
11.8 VERIFICATION OF PROPOSALS 41
11.9 PROPOSAL CLARIFICATIONS 42
11.10 DISQUALIFICATION 42
11.11 GOVERNING LAW 42
11.12 OWNERSHIP OF DATA 43
11.13 WITHHOLDING TAX 43
11.14 TAXES AND DUTIES 44
11.15 HOSPITALITY, FOOD AND TRANSPORTATION 44

Forms:
The forms below are provided to be filled in for submission, as required.

F1 Submission Form

Attachments:
Sample Contract (AIA Document B141-1997)
Supplementary Conditions – AIA Document B141-1997
Confidentiality Agreement
Digital Data License Agreement

Background Materials listed in Section 7.6 (electronic only)

THE JACK LAYTON FERRY TERMINAL AND HARBOUR SQUARE PARK INNOVATIVE DESIGN COMPETITION
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 “Shore Stories”, public art

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1 INTRODUCTION

1.1 Design Competition (RFP) Overview

Five teams, representing a range of different architectural and landscape philosophies, have been
shortlisted (through RFQ #2014-30) to participate in the Design Competition for the Jack Layton Ferry
Terminal and Harbour Square Park (the RFP Stage), based on the program set out in this Competition Brief.
As your firm was one of the teams shortlisted, Waterfront Toronto welcomes a Proposal from your firm in
response to this RFP. This RFP process is open to all shortlisted firms (hereinafter called “Proponents”).

Waterfront Toronto and the City of Toronto are sponsoring this six-week Innovative Design Competition
for the Jack Layton Ferry Terminal and Harbour Square Park to help develop bold new concepts for this
important site. The dedication of the Toronto Island Ferry terminal in memory of the late political leader
Jack Layton creates a new imperative to remake this important gateway into something of which Toronto,
Ontario, and Canada can be proud. It presents an exciting opportunity to develop an inclusive process
that reflects the needs and aspirations of millions of ferry users, promotes outstanding architectural and
park design, and builds upon the larger revitalization effort of the Central Waterfront and Queens Quay
Boulevard.

The design competition will kick off on Wednesday, January 14th, 2015 with an all-day orientation session,
at which the teams will hear presentations from Waterfront Toronto and government officials, meet with
key stakeholders and advocacy groups, and tour the site. In mid-February, 2015, there will be a mid-term
review session at which each of the teams will present their initial ideas to Waterfront Toronto and City
Staff, technical advisors, and Stakeholders for feedback. In early March, 2015, completed proposals will be
put on public exhibition for a period of one week, during which time formal input will be solicited form the
Stakeholder Advisory Committee, Technical Advisory Committee and the general public. A jury comprised
of six distinguished design and arts professionals will receive formal reports from these groups, and then
select a winning proposal or combination of proposals to be recommended to the Waterfront Toronto
Board of Directors and the City of Toronto for adoption.

This design competition is being run by Waterfront Toronto in cooperation with the City of Toronto.
Questions regarding this competition should be directed to Waterfront Toronto:

Betty Leung, Procurement Manager

Procurement@[Link], tel. (416)-214-1344 x272

Waterfront Toronto will coordinate all information exchanged between Waterfront Toronto and the
Shortlisted Proponents.

Submissions are to be received no later than March 3, 2015 at 2:00 PM EST

Please refer to Section 7.1 – Timetable of Events for more details.

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 1.2 Goals of the Design Competition

The ultimate goal of this Innovative Design Competition (RFP) is to produce a unifying and inspiring master
plan for the ferry terminal, surrounding parkland, and adjacent areas that can be built in phases over time.

While a high value will be placed on bringing bold, new ideas to this design challenge, understanding marine
safety and regulatory restrictions will be important to ensuring the viability of this master plan. Many
of these are included in the Appendix, listed in Section 7.6 (Background Materials) that accompany this
document. While these requirements need not be fully resolved in the Competition stage, any deviations
will need to be thoughtfully considered, explained, and ultimately acceptable to the regulatory agencies.

The designs should propose cost-effective solutions that will have as much impact as possible within the
context of a publically funded and maintained facility. The designs should be conscious of the long-term
maintenance implications, of these heavily used facilities.

Given the wide range of challenges – from the pragmatic to the poetic – there are two broad goals the Jack
Layton Ferry Terminal and Harbour Square Park Innovative Design Competition seeks to achieve:

Goal #1:
Create an inspiring vision for the long-term transformation of the Ferry Terminal and Harbour
Square Park to be articulated in a Master Plan.

Goal #2:
Develop a short-term landscape enhancement proposal for Phase 1 implementation.

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2 REQUIRED DESIGN ELEMENTS

In order to achieve the goals described in Section 1.2, seven (7) elements have been identified as required
components of the proposals. The jury will consider the team’s approach to each of these elements in
making their final selection.

Each submission should include carefully-crafted, conceptual design propositions for the following design
elements:

I. Iconic and Welcoming Ferry Terminal

The Ferry Terminal should be a comfortable and attractive terminal building that provides waterfront
views. Consideration should be given to how ticketing, waiting areas, amenities, food and beverages,
could all work.

II. Continuous Waterfront Access

Building upon the West 8 + DTAH design for the water’s edge promenade, eliminate the “dead end” posed
by the terminal configuration today.

III. Improved Queuing Areas

Long lines in the hot sun during peak summer hours with sparse public amenities are challenges that
detract from the user experience. Transport Canada security regulations for the design, construction and
operation of passenger vessel facilities will be a key consideration, but must be interpreted within the
overall goal of improving and celebrating this special place on Toronto’s waterfront. The ferry terminal and
public space must be universally accessible, incorporate food and beverage facilities, provide shade and
wind protection, and opportunities for seating, play and contemplation.

Summer line ups at Ferry Terminal

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 IV. Enhanced Harbour Square Park
Harbour Square Park is intended to be both a regional destination for families, as well as an amenity for
local residents. With the growing number of families living in the Waterfront neighborhood, innovative
play areas for children, incorporating features with “High Play Value”, should be considered. These play
areas should be accessible year round and encourage children of all ages to stay and play.

V. Connections between the terminal and the rest of the city

The approach sequence to the ferry terminal should be enhanced from Queens Quay right onto the boat,
including both physical and visual connections. Connections to the network of existing and planned parks
and open spaces, including the waterfront trail, should also be improved and enhanced. The approved
design for Queens Quay Boulevard, the Wave Decks, the Water’s Edge Promenade and Boardwalk should
be respected in the proposal, and these elements may be incorporated or reflected in the design.

VI. Promote Sustainable Development

Waterfront Toronto is committed to making the city’s waterfront a national and global model for
sustainability. Building a sustainable community means paying attention to several important aspects
of revitalization at the same time: environmental, social and economic. Designs should take a balanced
approached to sustainability. For instance, the design of the ferry terminal and surrounding park should
ensure healthy trees and habitat, use materials and finishes that are of high quality and durability, and
provide comfort by allowing shade in summer and wind breaks in winter.

VII. Provide Universal Access

All buildings, products and environments proposed for this project must be inherently accessible to older
people, younger people, people without disabilities and people with disabilities. The design should strive
to follow the principles of Universal Design and meet or exceed the requirements of the Accessibility for
Ontarians with Disabilities Act (AODA).

Current entryway to Ferry Terminal

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3 HISTORICAL OVERVIEW

Toronto’s location on Lake Ontario, the first Great Lake encountered traveling up the St. Lawrence River,
has been a defining characteristic over the course of the city’s history. Before European settlement, the
area was a junction point of aboriginal land and water routes, with trails running northward from the
shoreline (along river routes) linking the lower and upper Great Lakes.

In the seventeenth century, the Five Nations Iroquois were using the region for hunting and fishing with
settlements near the mouths of the Humber and Rouge Rivers. During the late seventeenth and early
eighteenth centuries, the region came to be occupied by the Mississaugas, an Algonquian people, whose
subsistence economy was based on garden farming, as well as hunting, fishing and gathering wild plants.

After the American Revolution, Toronto gained importance as a site to expand the fur trade and as a
settlement. The British crown recognized the Mississaugas as the owners of the north shore of Lake
Ontario in the area of Toronto and entered into negotiations to facilitate settlement. The British decided
that Toronto would be an ideal site for a naval base. Governor John James Simcoe believed the area’s
defensible harbour would allow his forces to control Lake Ontario. The construction of Fort York started in
1793 and is now considered the birthplace of modern Toronto.

In the 1850s, a massive campaign of lake-filling was undertaken to extend the shore line south of the
Esplanade. For the next hundred years, the shore was extended farther and farther south. The main
proponents of these extensive campaigns of land-making were the railways, which needed access to the
harbour and space for their yard and station facilities. The original shoreline was north of today’s rail
corridor, and Front Street was built along the edge of the shoreline. The filling continued until the 1950s
when the modern shoreline was established and industrial uses dominated the waterfront.

Harbour filling, 1922 (Toronto Ferry Company in background)

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 In the 1970s, a sort of urban revolution was changing the world, and cities started to rediscover their
waterfronts. Major cities around the world not only redeveloped their waterfronts, they used their
regeneration projects to catapult themselves onto the world stage. During this time, the city realized
that the promise of the St. Lawrence Seaway transforming Toronto into a major North American port was
not to materialize. With the subsequent decline of shipping and less reliance on the railways, Toronto’s
waterfront became less useful for industrial purposes, and a movement to reclaim the waterfront for its
citizens began.

The Toronto islands have been used as a place of healing and relaxation from early Aboriginal times through
to today. Summer hospitals, hotels and resorts were developed over generations for those seeking respite
from city heat, pollution and pestilence. Turn of the 20th century camps, cottages and stately summer
homes, evolved to form a strong year round Island community.

The construction of the Gardiner Expressway removed many acres of recreational land along the Toronto
waterfront, and the Islands’ lands were earmarked as park compensation. In 1955, the new Metro Parks
Department started to demolish homes and cottages on the islands whose leases had expired or whose
lease holders gave up their leases. In 1959, the Metro Parks Department opened ‘Far Enough Farm’, and in
1967, opened the Centreville Amusement Park, along with a new public marina, transforming the Islands
into Toronto’s “Central Park”. Over the next 20 years, the remaining Islanders continued to fight the plans
to remove their homes. The community’s fight for survival was finally rewarded in 1993, when the Ontario
Government passed the Toronto Islands Residential Community Stewardship Act, which enabled Islanders
to purchase 99-year land leases from a Land Trust.

Originally a peninsula, the Toronto Islands were cut off from the rest of the city by a fierce storm in the
mid 1800’s. Since that time, various ferry operators have been shuttling citizens across to what Elizabeth
Simcoe called in 1793 “her favourite sands”. Over 220 years later, the islands continue to serve as a place
of refuge and pleasure for Torontonians with the ferries carrying over 1.3 million people across annually.

Toronto Ferry Passengers, 1908

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The Toronto Ferry Company, founded in 1890, operated from the Toronto Ferry Terminal Wharf located
at the foot of Bay Street and present day Lake Shore Boulevard. Following the Harbour Commissioner’s
Plan of 1912, a concerted effort was made to create a modern and permanent edge to the waterfront,
deal with sewage outfall and silt in the harbour, and address safety issues for those crossing the tracks to
access the waterfront. Lake filling necessitated the relocation of the Toronto Ferry Terminal to the foot of
York Street in 1925. The vestiges of those slips and docks can be seen today in Harbour Square Park West.

In 1926, under pressure from the citizens of Toronto, the Toronto Ferry Company was purchased by the
City of Toronto and eventually run by the Toronto Transportation Commission. A new terminal building
was built at the same York Slip site in 1927 and stood until the redevelopment of the site and the relocation
of the terminal to the present day site at the foot of Bay Street.

In 1962, the entire Island Ferry service was transferred to the Metropolitan Toronto Parks Department,
(now City of Toronto Parks Forestry and Recreation). The late 1960’s and early 1970’s saw the first wave
in waterfront redevelopment with the construction of the Harbour Square Condominiums and Hilton
Harbour Castle (now Westin Harbour Castle) Hotel. As part of this redevelopment, a new ferry terminal
was designed by architect Walter Agius. Additions were made in 1976 by the office of Bernard Gillespie,
Architect. 1976 also saw the refurbishment, and reinstatement of the ferry Trillium, (launched in 1910),
which is still used on special occasions. In 2012, new ticket booths and signage were erected in front of the
old booths. In 2013, the Toronto Island Ferry Docks were re-named in honour of Jack Layton, a Member
of Parliament, leader of the Official Opposition, and former Toronto City Councillor, who passed away in
2011.

Toronto Ferry Terminal, 1972

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 Ferry Terminal location at foot of Bay Street, 1890-1926

Toronto Ferry Company terminal building, 1900 Toronto Ferry Company terminal, 1910 (rebuilt in same location)
(destroyed by fire in 1907)

Ferry Terminal seen from harbour, ca 1912

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 Ferry Terminal Location at York Quay 1926-1971

York Slip, 1965 Ferry Terminal and Street Car Stop, 1926

Ferry Terminal seen from air, 1938

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 The Trillium, 1913

The Trillium, today

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4 PROGRAM DESCRIPTION AND SITE ANALYSIS

The following section provides detailed descriptions of the areas to be considered in the design proposals.
This section also identifies the constraints and sites where no intervention should be proposed.

The subject site is approximately 11.4 acres (4.6 hectares) and occupies the lands between the York Street
Slip and Yonge Street Slip, south of Queens Quay Boulevard. Two of Toronto’s most important streets
terminate at this site: Bay Street, the centre of Toronto’s Financial District, and Yonge Street, which was
fundamental in the original planning and settlement of Toronto.

The site has been sub-divided into Primary and Secondary study areas. The Primary Study area (areas
1 and 2 on MAP A, page 17) includes the Ferry Terminal itself and the park lands that surround it, and
therefore design proposals should be heavily driven by responding to these elements. The Primary study
area is also where City of Toronto Council has authorized the expenditure for Phase 1 implementation. The
Secondary Study areas (marked as 3,4,5,6, and 7 on MAP A, page 17) are important points of connection
with the rest of the city and should be factored into the design proposal.

PRIMARY STUDY AREAS

1 Ferry Terminal

1.1 Ticketed waiting area: This is the single-most problematic aspect of the entire ferry user experience
and needs to be fundamentally rethought to provide a place for boarding passengers to wait that is
welcoming, comfortable, and served with amenities. A new design is required for the waiting area.

1.2 Original ticket booths: Part of the initial architectural conception, these booths have become
outdated and are no longer in use. These may be retained or removed in the new design.

1.3 New ticket booths: These were installed in 2012 to improve conditions for ticket vendors as well
as ticket purchasers, and their modern functionality should be preserved. They also represent a recent
financial investment by the city and it is preferred that they be reused. A new architectural treatment
should be designed if they are proposed to be kept, or a new design developed if they are to be replaced.

1.4 Indoor Waiting Area: This small space was recently renovated to provide an improved waiting area
during winter months, which is a crucial amenity for year-round residents and park users. A new design
for expanded, year-round, climate-protected waiting facilities is required.

1.5 Snack Bar: This small convenience stand is inadequate for the summer crowds. A new design for
a food service facility capable of handling large crowds is required.

1.6 Operations Building: Originally the Marine Fire Services Unit headquarters, this building serves as
operations centre for the both the ferry service and the island parks, both of which are run by the City of
Toronto Parks, Forestry and Recreation. This function must be preserved on the site, however the building
may be retained or replaced somewhere on the site. A new architectural treatment or a new design is
required.

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 1.7 Public Washrooms: These facilities serve waiting passengers, which is a critical function particularly
in the summer. They may be retained or relocated. A new architectural treatment or a new design is
required.

1.8 Ferry Slip 1: This function must be maintained to provide for the current boats and be consistent
with the other slips, but a new design may be proposed if warranted.

1.9 Ferry Slip 2: This function must be maintained to provide for the current boats and be consistent
with the other slips, but a new design may be proposed if warranted.

1.10 Ferry Slip 3: This function must be maintained to provide for the current boats and be consistent
with the other slips, but a new design may be proposed if warranted.

1.11 Ferry Slip 4 (Winter and Cars): This slip is used by the Ongiara which provides service throughout
the winter to Ward’s Island or Hanlan’s Point (depending on wind conditions) and is also the only car ferry
that transports vehicles to the islands.

1.12 Trillium Ferry Slip: This historic steam ferry has its own dedicated slip, and is used only on special
locations and during summer months. Consideration should be given to relocating this slip, so that the
Yonge Street Slip can be better utilized for large visiting ships. However, any relocation will require careful
attention to functional and marine safety requirements.

1.13 Operations Area: This zone provides space for back-of-house functions for the Island Ferry service,
and also serves as the waiting area for vehicles boarding the car ferry. This area functions poorly and is
space-constrained. A new design for this area is required to better handle the movement of goods and
vehicles.

1.14 Queuing Area: This broad walkway serves and the main queuing place for passengers waiting to
buy tickets to the Island Ferry. A new design is required for the queuing area.

1.15 Public Art: “Shore Stories”, community mosaic mural completed in 2012 by youth artists under the
direction of Arts for Children and Youth (AFCY). This work must stay in proximity to the Ferry terminal, but
alternate locations may be considered as part of the redesign of Harbour Square Park.

2 Harbour Square Park

2.1 Harbour Square Park (East): Developed with the Harbour Square redevelopment and serves as the
front door to the Ferry Terminal, one of the busiest destinations in the city during the summer months.
Its landscaping and design treatment are both in need of refurbishment. An appropriate design should be
proposed for this park that is integrated with the larger design ideas of connectivity between the terminal,
Bay Street, and the water’s edge and marks this space as public and inviting.

2.2 Parking Lot: Harbour Square Condominiums leases the land for the surface parking lot from the
City Toronto. The Lease is up on October 31, 2015. Alternate uses for this site may be reconsidered as part
of the re-design of Harbour Square Park.

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2.3 Main Green: This was originally the Bay Street Slip and was filled as part of the Harbour Square
Redevelopment. Vestiges of the slip remain, including the bollards and transition in the dockwall structure.
There is also a Heritage Toronto plaque marking the site of the “Noronic” disaster, considered one of
Toronto Harbour’s worst tragedies. A new, exciting design is required for this main space that preserves
the trees and heritage features if possible.

2.4 Water’s Edge Promenade: This promenade must be consistent with the water’s edge promenade
designs provided as part of the Background Materials. No changes to the design template should be
proposed. However, a design concept for extending public waterfront access to the east is required.

2.5 Naturalized Shoreline: this bio-engineered, erosion-resistant shoreline was designed by Fleisher
Ridout Landscape Architects. The slope was constructed from branches of native species, including
dogwood, Alder and Willow. This installation has become a successful feature of the Central Waterfront
with the visual sensation of passing over a native wetland complemented by the auditory surprise of
hearing waves breaking on the shore – a sound rarely heard along the Central Waterfront. No specific
design treatments are requested for this area, although proposals for tying the boardwalk aesthetically to
the rest of the water’s edge promenade should be included.

2.6 Public Art – “Sundial Folly”: Outdoor sculpture completed in 1995 by Paul de Figueiredo and
Jonathan Fung of TZero Design Inc. This artwork should be maintained in its current location.

2.7 Harbour Square Park (West): A City of Toronto public park, it was created as part of the second
phase of re-development of the area in the 1980s/1990s. The result of an international design competition
sponsored by the City of Toronto, the park was designed by Fleisher Ridout Landscape Architects and
Natale and Scott Architects and includes boardwalk, piers, lookouts and the artwork “Sundial Folly”. No
specific design treatments are required for this area, although proposals that refresh the existing park
design, and promote connections between York Street and the ferry terminal should be included.

2.8 Public Art : “Jack’s Got Your Back, Stronger Together, The Jack Layton Memorial”, completed in
2013 by sculptor David Pellettier. This work must stay in proximity to the Ferry terminal, but alternate
locations may be considered as part of the redesign of Harbour Square Park.

2.9 Park Bridge: This portion of the park is constructed atop a bridge that allows the Bay Street
driveway to the Harbour Square Condominiums to pass through the site without interrupting the park
space. The design of this area should follow from the design decisions regarding the treatment of the Bay
Street driveway to the Harbour Square Condominiums (see 3.6).

SECONDARY STUDY AREAS

3 Harbour Square Condominiums

3.1 33 Harbour Square: Condominiums developed by the Campeau Corporation as part of the first
wave of revitalizing the waterfront. Residents enjoy an elevated covered walkway to the Westin, and
landscaped roof garden. No specific design treatments are requested for this building.

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 3.2 55/66 Harbour Square: Condominiums developed by the Campeau Corporation as part of the
first wave of revitalizing the waterfront. Residents enjoy an elevated covered walkway to the Westin, and
landscaped roof garden. No specific design treatments are requested for this building.

3.3 77/99 Harbour Square (One York Quay): the last of the harbour square condominiums, completed
in 1993. No specific design treatments are requested for this building.

3.4 York Street Access Road: This private drive provides access to the Harbour Square Condominium
complex. No design changes are required, but some enhancements to the pedestrian landscape should
be proposed.

3.5 Garage and Rooftop Park: This large above-ground parking structure provides most of the
residential parking in the building. On the top floor is a private roof garden with spectacular views of the
lake. No specific design changes are requested.

3.6 Bay Street Access Road: This private drive provides access to the Harbour Square Condominium
complex. It creates a poor termination for the Bay Street view corridor and a confusing and unwelcoming
barrier to pedestrians headed to the Ferry Terminal. This access point must be retained. However, a new
design for this entrance road is required, and should be considered in conjunction with the Park Bridge
overhead.

3.7 Connecting Bridge: This enclosed, climate-controlled walkway provides a direct connection
between the Westin Harbour Castle Hotel and the Harbour Square Condominium Complex. It is preferred
that it be retained, but its removal may be considered provided adequate justification and an alternate
route for residents to the hotel identified.

 
4 Westin Harbour Castle Hotel

4.1 Westin Harbour Castle Hotel: The hotel was originally built in 1975 as the Harbour Castle Hilton by
the Campeau Corporation, along with the 33/55/65 Harbour Square condominiums and Harbour Square
Park East. The hotel has 977 guest rooms, 33 meeting spaces, and two dining establishments, Mizzen at
the main lobby and Toula on the top floor, which was originally a rotating restaurant.

4.2 Hotel Main Entrance: The main lobby is recessed deep beneath the second floor, in a raised porte-
cochere, with poor connections to Queens Quay for pedestrians. No designs are required for the entrance
sequence to the hotel.

4.3 Park Facade: The ground floor meeting rooms of the hotel that face the park were originally
designed as retail spaces to serve the waiting ferry passengers, but they were not successful and eventually
turned into conference rooms with no direct connection to the park. Design ideas for this part of the hotel
may be proposed, but there is no commitment that any proposed changes will be adopted as part of the
Ferry Terminal master plan.

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5 Yonge Street Slip

5.1 Access Lane: This city-owned road is used to provide servicing to both the Harbour Castle Hotel
and the Ferry Terminal, as well as the TTC for Wheel Trans drop-offs. As an access road, it has never
been given any landscape design treatment. However, as a frontage on the Yonge Street Slip, which is
slated to be repurposed for larger visiting ships, it will become very visible. A new design treatment, in
conjunction with 5.2, is required. However, the functional and servicing requirements of the laneway must
be understood and preserved as part of the design proposal.

5.2 Parking Lot: This water’s edge parcel is owned by the Toronto Port Authority and leased to a
parking operator and a gyro shop. A new design treatment, in conjunction with 5.1, is required and the
parking function may be eliminated.

5.3 Captain John’s Restaurant: This floating restaurant has been permanently closed and the ship is
slated for dismantling in 2015. No design proposals should be made for the reuse or incorporation of the
ship.

5.4 Yonge Street Parking: This lot is owned by Waterfront Toronto. The eastern half is being given to
the developer of the Pier 27 development project in exchange for the western half of their waterfront lot
to the south. The combined parcels are slated to become a new waterfront park, which will be designed
through a design competition in the future. Teams may propose ideas for this space in conjunction with the
ferry terminal, but there is no commitment to implement them as part of the Jack Layton Ferry Terminal
master plan.

5.5 Pier 27: This 303 unit condominium project is being built in phases. The first phase, nearly
complete, consists of three bar buildings with gantry-like cross-buildings on top. The second phase is
expected to include a 35-story tower on the site of the Presentation Sales Centre pavilion. A portion of
the western property is being exchanged with Waterfront Toronto to create a public park along the entire
eastern side of the Yonge Street Slip.

 
6 Bay Street Corridor

6.1 10-20 Bay Street (Waterpark Place): A twin tower office complex constructed in 1986. This complex
provides direct a connection to the below-grade street car stop, as well as the PATH system (downtown
Toronto’s underground pedestrian walkway network) with a second-level bridge.

6.2 Ferry Terminal Bus Loading Zone: Bay Street will be reorganized to accommodate buses which
service the Jack Layton Ferry Terminal. This will include buses servicing the summer camps and school
located on the island. This reorganization includes six on-street drop-offs for buses only.

6.3 Westin Harbour Castle Conference Centre: A 38,520 square-foot (3578 m2) conference facility
constructed with the hotel in 1975 and is linked by a glass walkway over Queens Quay. The land is owned
by the City of Toronto and leased to the Conference Centre.

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 7 York Street Slip

7.1 Pier 6 (Second Cup Café): Pier 6 is the oldest surviving building on Toronto’s present waterfront.
Its steep roof and deep eaves, cargo doors, and classical detailing are characteristic of the port’s freight
sheds around the turn of the century. Built in 1907 as part of a ferry terminal complex near the corner
of Yonge Street and Lake shore Boulevard, it was relocated to the York Street slip in 1922, soon after the
original site was reclaimed. Development pressures during the 1980’s included plans to fill the north end
of the York Street slip, and to remove the building. As a result of a joint effort by the Toronto Harbour
Commission and the City of Toronto, the historic building was relocated to its current site in 1989 and
renovated to preserve a unique style of Toronto’s waterfront architecture while accommodating a wide
range of modern uses.

7.2 Water Taxi docks: Toronto Harbour Water Taxi operates year-round, (weather-permitting) between
Harbourfront and the Toronto Islands. Service is also provided to the Billy Bishop Toronto City Airport and
other locations on demand. Other water taxi stands are located at the foot of Bathurst, Spadina, and
Yonge Street. Most water taxis are single deck pontoon-style.

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 6
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COMPETITION BRIEF (RFP #2014-39)

THE JACK LAYTON FERRY TERMINAL AND HARBOUR SQUARE PARK INNOVATIVE DESIGN COMPETITION
2.6

PROGRAM DESCRIPTION MAP A

17
 Passengers exiting Ferry Terminal

THE JACK LAYTON FERRY TERMINAL AND HARBOUR SQUARE PARK INNOVATIVE DESIGN COMPETITION
18 COMPETITION BRIEF (RFP #2014-39)
5 FERRY OPERATIONS AND CONTEXT

5.1 Ferry Service Operations

The ferries are operated by the City of Toronto Parks, Forestry and Recreation Division (PF&R).

Normal travel time by ferry to and from the Toronto Islands is about 15 minutes in each direction. Ferries
typically depart up to every 30 minutes depending upon weather and crowd requirements. In the summer,
there is regular service to Centre Island, Ward’s Island and Hanlan’s Point. In the winter, only the Ward’s
Island ferry runs regularly, servicing mostly Island residents. There is no winter service to Centre Island,
and departures to Hanlan’s Point on an as-needed basis only.

On average, Toronto’s ferries carry more than 2,500 passengers an hour to and from the Islands. In ideal
conditions, using all five ferries, this could more than double to approximately 5,750 passengers an hour.
In the summer, there is more of a demand for passengers Island-bound early in the day, and more of a
demand City-bound later in the day.

During holidays and festivals, crowds swell and demand for ferry service is very high with line ups that can
extend out to Bay Street. PF&R manages the sale of tickets in order to prevent over-crowding within the
terminal. The terminal building itself can hold approximately 1,500 – 2,000 people. There are currently
plans to install 4 new electronic ticket machines at the terminal for Summer 2015.

Beasley Concessions has a 20 year license agreement with the City for the concession within the terminal
which will end in 2033. There is no option for Beasley Concessions to expand beyond their current license
area under the terms of the current agreement. The license agreement does not grant exclusivity, that is,
other licenses could be issued to other vendors within Harbour Square Park.

The whole of the ferry service is wheel chair accessible. All newly designed ticket booths, washrooms and
waiting shelters are accessible for both the public and if necessary the staff who work within them. All of
the City of Toronto ferry service has been made fully accessible for wheelchairs.

The ferries Thomas Rennie, Sam McBride, and William Inglis

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 5.2 Ferry Boats

The ferries currently in use are the William Inglis, the Sam McBride, the Thomas Rennie the Ongiara and
the Trillium.

Ferry Name Launched Current Passenger Notes

Capacity
William Inglis 1935 304 Named after William Inglis, head of local appli-
ance manufacturer John Inglis and Sons.
Sam McBride 1939 731 Named after former Toronto Mayor and Alder-
man Sam McBride.
Thomas Rennie 1951 731 Named after former Toronto Harbour Commis-
sioner Thomas Rennie
Ongiara 1960 220, 10 cars or Used to provide winter service and to carry
8 trucks service vehicles.
Trillium 1910 891 Retired in 1957, it re-entered service in 1976
after being refurbished.
2,877 Passengers

As part of the 2014 Capital Budget process, PF&R developed a Ferry Replacement Plan which addresses
the aging ferry fleet and proposes a strategy to replace 4 ferries over the next 20 years.

PF&R intends to replace its Toronto Island Ferry fleet which will provide the City with four new ferries
starting in 2016/2017.

The Trillium will be decommissioned in 2016, which will severely impact service to the islands. The
implementation of the Ferry Replacement Plan is mission critical to maintaining service and access to
Toronto Islands.

The 10 Year Recommended Capital Plan includes the replacement of 2 ferries. The first ferry is to be
acquired and integrated into ferry operations between 2016 and 2019. The second ferry is to be acquired
and integrated between 2019 and 2021.

The third and fourth ferries are to be added between 2027 and 2032. All timelines are subject to change
based on the yearly review of the Ferry Replacement Reserve Fund and the Ferry Replacement plan.

A revitalized fleet has the potential to reduce waiting times, decrease boarding times, increase ferry
capacity, which will improve service and access to the City’s number one tourist attraction.

• Preliminary concept design should allow for a multipurpose double-ended ferry with 1,300 passenger
capacity (maximum), reconfigurable to 300 lane-feet vehicle space/ 800 passenger (maximum).
• Open vehicle/ passenger deck (may require to be fitted with collapsible barriers to achieve maximum

THE JACK LAYTON FERRY TERMINAL AND HARBOUR SQUARE PARK INNOVATIVE DESIGN COMPETITION
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 vessel 1,300 passenger capacity.
• Interior passenger accommodation spaces along port and starboard sides of vehicle deck, and over
vehicle deck.
• Single pilot house over upper passenger deck fitted with rotating controls for duel direction operation
of vessel
• Approximate dimensions: Length 50m, Breadth 14m, Depth 4.7m

5.3 Security Regulations

In December 2009, the Government of Canada passed the Marine Transportation Securities Act - Domestic
Ferries Security Regulations.

The Act states that “The operator of a domestic ferry and the operator of a domestic ferry facility shall
maintain MARSEC level 1 at all times unless a higher MARSEC level is required by a security measure
formulated by the Minister under section 7 of the Act.” The act necessitates that domestic ferries and
ferry operators have an approved security plan and security certificate.

MARSEC stands for Marine Security. MARSEC levels are designed to easily communicate pre-planned
responses to increased threat levels.

• MARSEC Level 1 — Appropriate security measures under normal operating conditions.

• MARSEC Level 2 — Increased security measures maintained for a heightened security threat or incident
for a limited period of time.
• MARSEC Level 3 — Additional security measures when a security threat or security incident is probable
or imminent.

Although not a public document, in general terms, the security plan for the Jack Layton Ferry Terminal
requires (the full Security Plan can be found in the Background Materials.):

• that the City maintain a secure perimeter around the terminal (i.e. a fence);
• that access to the terminal is controlled (i.e. gates and staff at the gates);
• that adequate lighting; is provided;
• that adequate signage is provided; and
• that staff are trained with respect to security issues.

5.4 Water Taxis

The Water Taxi License Program is a new initiative implemented 2013 that allows approved operators access
to a maximum of 6 locations on Toronto Islands for the purpose of pick-up and drop-off of passengers. The
locations were chosen by Parks management with both passenger safety and park environmental concerns
in mind and are considered appropriate for single deck pontoon-style water taxis or other appropriate
single deck water-shuttle type craft.
No private operators are permitted to pick up passengers from the Ferry Terminal or Harbour Square Park.
There are water taxi stands located at Bathurst Quay, Spadina Quay, York Quay and Yonge Street.

THE JACK LAYTON FERRY TERMINAL AND HARBOUR SQUARE PARK INNOVATIVE DESIGN COMPETITION
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 Yonge Street Slip

THE JACK LAYTON FERRY TERMINAL AND HARBOUR SQUARE PARK INNOVATIVE DESIGN COMPETITION
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6 POST-COMPETITION SERVICES

Waterfront Toronto will notify the Successful Proponent(s) that they have been selected to enter into
negotiations with Waterfront Toronto and the City of Toronto.

Waterfront Toronto and the City of Toronto will negotiate with the successful Proponent(s) for the following:

6.1 Refinement of the Master Plan

Waterfront Toronto and the City of Toronto will work with the successful Proponent(s) to refine the
proposal, and address any issues raised by stakeholders (including Waterfront Toronto’s Design Review
Panel). This work, including a phasing strategy that prioritizes work and guides future budget requests,
will become the Master Plan which will be implemented as funding becomes available over time.

6.2 Detailed Design and Construction Documents for Phase 1 Implementation

The successful Proponent will also be contracted to help recommend a Phase One Implementation project,
and complete detailed design, construction documents (drawings and specifications) for that project.
Phase One has a modest capital budget allocation of CAD $600,000, excluding professional services fees
which will be negotiated based on Phase 1 scope of work.

6.3 Contract Administration for Phase 1 Implementation

The professional services fees negotiated for Phase 1 Implementation (Section 6.2 above) includes the
successful Proponent’s services to support the City of Toronto during the Tender and Award process to
select a contractor, and to provide Contract Administration during the construction of Phase 1.

6.4 Design Review Panel

The successful Proponent will be expected to present their scheme to the Waterfront Toronto Design
Review Panel. The mission of the Panel is to provide objective, professional advice to designers, developers
and governments to ensure that high-quality design is a critical consideration for all of the development
on Toronto’s waterfront.

6.5 Personnel

The successful Proponent must have an Ontario Association of Landscape Architects (OALA) licensed team
member registered to practice in the Province of Ontario, and is required to provide a copy of this license
to Waterfront Toronto.

The successful Proponent may not, without the consent of Waterfront Toronto, a) change any of its
subcontractors, and b) if the successful Proponent is a joint venture, change its joint venture arrangements.

Requests for substitutions / additions of all personnel must be made in writing and shall not be made
without the prior approval of Waterfront Toronto. In the case of personnel substitutions, the person being
proposed for the substitution must have experience / qualifications that are equal to or greater than those
of the person being replaced (and the fees must remain commensurate).

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 Ferry operations slip and administration building

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7 TIMING AND INSTRUCTIONS TO PROPONENTS

7.1 Timetable of Events

The Design Competition (RFP Process) will be governed by the following Timetable:

Competition Kick Off - January 14, 2015

Issue Competition Brief (RFP Documents)
and Mandatory Site Visit
Design Period 1 January 19 - February 6, 2015
Mid-Term Reviews February 9 - 13, 2015
Design Period 2 February 16 - March 2, 2015
Recommended Deadline for Questions February 23, 2015
Submission Deadline March 3, 2015 at 2:00 p.m. EST (local Toronto time)
(Deadline for Submission of Proposals)
Exhibition and Public Presentations March 16 - 20, 2015
Identification of successful Proponent(s) Late March 2015

Note: Waterfront Toronto reserves the right to alter this timetable.

Submissions must be received and time/date stamped at Waterfront Toronto’s reception desk by the
deadline stated above.

7.2 Enquiries

If any Proponent has enquiries regarding this RFP, it should submit them by email, no later than the date
set out above as the Recommended Deadline for Questions, referencing in the subject line the RFP name
and number indicated on the front page of this RFP, addressed as follows:

Email: procurement@[Link]
Attn: Betty Leung, Procurement Manager

Waterfront Toronto may, at its sole discretion, respond to such questions directly, if they pertain to simple
administrative matters. With respect to all other questions, Waterfront Toronto will circulate all questions
and answers to all invited firms. Any responses will be circulated by email to all Proponents, without
identifying the Proponent that asked the question. Responses will be emailed to the email address to
which the RFP was originally sent (unless a new email address is specified by a Proponent in advance).
To ensure that the Corporation’s procurement process is fair, open and transparent to all Proponents,
there shall be no communication between the Corporation, its consultants, contractors, Jury or Committee
members and the Proponents with the exception of the official representative(s) noted in this procurement
document; unless otherwise arranged by Waterfront Toronto. This blackout period is for the period of
time immediately following the release of the procurement document until the final award. Lobbying
during the procurement process will not be permitted and may result in disqualification.

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 7.3 Addenda

Waterfront Toronto may amend the RFP at any time, in its sole discretion.

Any addenda will be circulated by email to all Proponents. Addenda will be emailed to the email address
to which the RFP was originally sent (unless a new email address is specified by a Proponent in advance).
Waterfront Toronto will issue any amendments to the RFP by addenda only. No other statement, whether
verbal or written, made by Waterfront Toronto or its representatives, will alter the requirements of the
RFP.

Proponents shall not rely on any information or instructions from Waterfront Toronto or its representatives
except as stated in the RFP and any addenda that may be issued. If Waterfront Toronto gives verbal
answers to any question(s) posed at a briefing session (if any) or in any other forum, any answer provided
will not be considered to be final unless and until a written answer is provided.

7.4 Withdrawal/Amendment of Proposals

Proponents can retract their submission to amend and resubmit before the Submission Deadline in
accordance with the following:

(a) The Proponent shall withdraw its original Proposal by notifying Waterfront Toronto’s Procurement
Department in writing at: procurement@[Link]; and

(b) The Proponent shall submit a revised replacement Proposal in accordance with the Competition
Brief before the submission deadline.

Note: Proponents can withdraw from the competition at any time, however it will not qualify to receive
the honorarium, regardless of whether Proponents withdrew from the competition before or after the
submission deadline.

7.5 Joint Venture Proposals

A Proposal may be submitted by:

(a) A single entity as Proponent, with subcontractors, or

(b) a collection of entities or individuals as the Proponent, (the “Joint Venture Proponent”), with
subcontractors.

Where a Proposal is submitted by a team, the lead firm and/or any joint venturer on any given team may
not participate on another team in any capacity. Any subcontractors that are not the lead firm or a joint
venturer may participate on multiple teams if desired.

Note: In the case that the successful Proponent is a Joint Venture, Waterfront Toronto will only contract
with and issue payment to one (1) legal entity (i.e. one joint venture company name).

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7.6 Background Materials

To help Proponents prepare their submissions, the following exhibits (some of which are confidential) are
available as background materials on this assignment.

In order to receive exhibits marked as confidential, Proponents must return a signed copy of the attached
Confidentiality Agreement and Digital Data License Agreement to: procurement@[Link]

A. Stakeholder Advisory Committee (SAC)

a. Committee Members
b. SAC Meeting Minutes from December 9, 2014
B. Technical Advisory Committee Members (TAC)
C. Photo Inventory
a. Existing Site photo inventory
c. Historic Photos
c. Ortho Photography
D. Base Information (Digital Data License Agreement required)
a. Base CAD
b. Property ownership map
c. Bay Street Bus Parking Strategy
d. Harbour Square Park Arborist Report, 2014
e. Ferry Terminal Plans, 1971
f. As-built Ferry Dock drawings, 1976
g. Dock Wall conditions assessment report
E. Background Documents
a. Archaeological Conservation and Management Strategy
b. Central Waterfront Master Plan
c. Our Common Grounds: Parks, Forestry and Recreation Strategic Plan
d. Making Waves: The Central Waterfront Secondary Plan
e. Toronto Waterfront Aquatic Restoration Strategy (TWARS)
f. Waterfront Toronto Design Review Panel By-laws, Protocols and Procedures
F. New Ferry Acquisition Program and E-Ticket Kiosks (confidential)
G. Security Regulations (confidential)
a. Physical Security Design Requirements
H. Ferry User Data
a. Island Ferry User Data
b. Centreville ticket purchases

THE JACK LAYTON FERRY TERMINAL AND HARBOUR SQUARE PARK INNOVATIVE DESIGN COMPETITION
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 View of Harbour Square Park from water

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8 SUBMISSION INSTRUCTIONS

8.1 Submission Deadline

Proposals must be received either by mail, by hand or by courier, on or before the Submission Deadline set
out in Section 7.1 herein - Timetable of Events. Submission of Proposals by fax, email or other electronic
means will not be accepted.

Late submissions will not be accepted by Waterfront Toronto and will be returned unopened to the
Proponent.

8.2 Submission Process

Proponents should submit eight (8) hard copies of their Proposals (inclusive of at least one copy bearing
original signature(s) marked “Original”), along with an additional electronic copy on CD. The electronic
copy is for the convenience of Waterfront Toronto only, and should there be any discrepancy between the
electronic and hard copy format, the hard copy format shall govern.

Proposals should be addressed to:

Christopher Glaisek, Vice President, Planning and Design

c/o Betty Leung, Procurement Manager
Waterfront Toronto
20 Bay Street, Suite 1310
Toronto, Ontario
M5J 2N8

Proposals should be sealed and clearly marked on the exterior with: a) the title and number of the RFP;
and b) the Proponent’s name, return address and contact person’s name.

8.3 Proposal Format

Each Proposal submission must address all seven of the required design elements described in Section 2
and should include, but are not limited to the following:

• Narrative Summary/ Philosophy

• Master Plan 1:500
• Concept Plans and Sections for the Ferry Terminal 1:100
• Concept Plan for Phase 1
• Concept Plans for Harbour Square Park 1:250
• Finishes and Fixtures Exploration (including lighting) 1:50
• Perspective views (to and from the water)

If there are any questions about submission, they should be asked in advance of the Recommended
Deadline for Questions.

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 8.3.1 Proposal Submission Form

Each Proponent should provide a completed Submission Form, signed by an authorized personnel, and
including acknowledgment of all Addenda. Proponents should use the form attached hereto as Form F1,
without changes.

One (1) hard copy and one (1) electronic copy of Submission Form F1 should be submitted.

8.3.2 Proposal Booklet 11” x 17” (A3), bound

Each Proponent must provide a Proposal Booklet. This should represent the comprehensive, formal
submission, and should contain all imagery and text for judging.

Please use a font no smaller than 10 point. Erasures, overwriting or strike-outs must remain legible and
should be initialed by the person authorized to sign on behalf of the Proponent. Eight (8) hard copies
should be submitted, including one marked “original” and
(high resolution pdf).

8.3.3 Proposal Display Panels 33”x 46” (A0)

Each Proponent must provide proposal display panels. No more than five panels should be created that
collectively highlight the key elements presented in the bound booklet. Each should be mounted on foam
board or equivalent, and numbered to indicate an order for display purposes. Panels should not contain
material that does not appear in the bound booklet.

One (1) set of panels should be provided, along with electronic files for Waterfront Toronto to print
additional sets at its own cost. Electronic copies of panels must be submitted as well in high resolution
..pdf’s.

8.3.4 Physical Model

Proponents must provide a physical model illustrating the basic design concepts, extending over a portion
of, or all of, the project study area. The model should not be larger than 3 ft, or 100cm in any direction.
Formal presentation models are not requested.

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 Entry to Ferry Terminal at Bay Street and Queens Quay

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 Existing Boardwalk

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9 EVALUATION, SELECTION, AND AWARD PROCESS

9.1 Compliance Review

Prior to evaluating Proposals, Waterfront Toronto will perform a review of each Proposal to determine
if it complies with the Proposal submission instructions provided in this RFP. If, in the sole discretion of
Waterfront Toronto, a Proposal does not materially comply with the requirements set out in this RFP and/
or Waterfront Toronto determines that there is a material or perceived conflict of interest, then Waterfront
Toronto may, without liability, cost or penalty, eliminate the Proposal and the Proposal shall then not be
given any further consideration.

9.2 Public Exhibition and Presentation

At the end of the eight week design exercise in the RFP stage, shortlisted Proponents are required to
submit their design proposals to Waterfront Toronto. Thereafter, design proposals will be presented by
the shortlisted Proponents to the public during a public launch, and design proposals will then be put on
exhibit for a one week public comment period. During that time, three groups will submit written reports
to the Jury commenting on each of the design proposals:

i. A Stakeholder Advisory Committee (SAC) (refer to Background Materials for list of SAC members);
ii. A Technical Advisory Committee (TAC) (refer to Background Materials for TAC members); and
iii. The general public, whose comments will be collected and summarized by Waterfront Toronto.

The reports from these three groups will help inform the final review of the design concept submissions.
At the end of the public exhibition and comment period, a jury of distinguished design professionals
will review the final design submissions and reports and recommend one proposal or a combination of
proposals to the Waterfront Toronto Board and the City of Toronto for consideration.

9.3 The Jury

The submissions will be reviewed by a Jury of distinguished arts and design professionals. The Jury will
be formed by Waterfront Toronto and the City of Toronto and will be charged with offering their best
judgment as to which of the proposals best represents the collective aspirations of the City of Toronto for
its waterfront.

9.4 Evaluation

The evaluation of the Proposals will be the responsibility of the jury named in Section 9.3 of this
Competition Brief, above (notwithstanding the jury membership, Waterfront Toronto may change any
member of the jury if unforeseen circumstances occur). In their evaluation, it is anticipated the jury will
consider each Proponent team’s approach to each of the seven design elements identified in Section 2
of this Competition Brief. Any of the seven design elements that are not addressed in the Proponent’s
submission may adversely affect the jury’s evaluation of that submission.

In its evaluation of submissions, the jury will be provided with the input of other parties, including the
general public, the Stakeholder Advisory Committee, the Technical Advisory Committee, described in
Section 9.2 above. The jury will ultimately recommend a winning proposal or combination of proposals

THE JACK LAYTON FERRY TERMINAL AND HARBOUR SQUARE PARK INNOVATIVE DESIGN COMPETITION
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 to the Waterfront Toronto Board of Directors for adoption. The Waterfront Toronto Board of Directors
reserves the right to accept or reject the recommendation of the jury.

Proponents must acknowledge that Proposals are likely to include a diverse range of approaches and,
therefore, may not be readily comparable to one another. As a result, the jury may exercise a broad range
of discretion in evaluation the Proposals. The ultimate evaluation may be based on both subjective and
objective criteria, which may include criteria applicable to only one or a few Proposals because of the
unique or specific nature of those proposals.

9.5 Honoraria

The honorarium of $20,000 (CAD) will be paid as a gesture only, to all shortlisted Proponents who submits
a completed Submission.

Each Proponent is eligible for an honorarium of CAD $20,000.00 as a gesture of goodwill for submitting
a proposal, provided that it is compliant with the instructions laid out in this RFP document, including
a completed submission, participating in the exhibition and public presentations; with the exception of
Proponents who withdraw from the competition (refer to Section 7.4 ).

Furthermore, Proponents shall not hold Waterfront Toronto liable for any error or omission in any part of
the competition process.

9.6 Contract for Services

At the conclusion of the Competition (RFP) process, the successful Proponent will be expected to enter
into a Contract with Waterfront Toronto substantially in the form attached (AIA Document B141-1997
and Supplementary Conditions) to this RFP. It includes the terms and conditions set out in the sample
Contract, as well as other provisions.

Waterfront Toronto reserves the right to substitute a revised form of the Contract, with the consent of the
successful Proponent.

Note: Award of contract / project implementations are subject to funding availability and approvals.
Waterfront Toronto and/or the City of Toronto reserves the right not to award the contract / implementation
phase to any of the Proponents.

After Waterfront Toronto has awarded the contract, any unsuccessful Proponent is entitled to a debriefing
session. If you wish to request a debriefing session, please contact procurement@[Link]
referencing the RFP name and number in the subject line of your email.

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10 WATERFRONT TORONTO - BACKGROUND INFORMATION

10.1 Sustainability Reporting

Sustainable development is embedded as a core principle in every aspect of Waterfront Toronto

revitalization. Beyond creating beautiful and functional public spaces, Waterfront Toronto is developing
green, livable, and prosperous communities that will enhance the environment, benefit the economy, and
produce social-cultural gains in a triple bottom line approach.
Waterfront Toronto’s Sustainability Framework provides the overarching corporate policy on sustainability
and presents a roadmap to guide the transformation of the waterfront into sustainable communities. As
an extension of the Sustainability Framework, Waterfront Toronto has established a set of performance
measures and targets. Data collected on the performance measures allow Waterfront Toronto to track
progress and update its stakeholders on how the corporation is doing with respect to achieving its
sustainability mandate. Data collection applies to all construction projects (public realm and building).
Planning and design proponents must also be aware of our data collection requirements and performance
measures as these may affect design options.

The Performance Measures Data Collection Table listing Waterfront Toronto’s sustainability performance
measures is available at:

[Link]

The winning proponent must strive to incorporate as many of the sustainability objectives as possible
and will work with Waterfront Toronto to identify all applicable measures for reporting purposes. Data on
the performance measures is collected through Quarterly Update Reports (QURs), which are mandatory
reports compiled by the successful Proponent. QURs are submitted to Waterfront Toronto throughout the
year as determined collectively by the project team and Waterfront Toronto. The QURs will include data
on the relevant performance measures identified, including backup documentation, as well as compliance
reporting on Waterfront Toronto’s Environmental Management Plan (EMP). Please refer to the EMP for
full details.

Waterfront Toronto has developed several implementation tools to ensure that sustainability principles
are applied in planning, design and construction across all waterfront projects. The “Environmental
Management Plan” is one such tool, which identifies processes and procedures to mitigate environmental
effects that could result from project-related activities in the Waterfront Toronto development area,
and specifies the minimum environmental standards to which all Waterfront Toronto consultants and
contractors are expected to adhere. (Where a federal, provincial or municipal standard is higher than
the minimum standard specified in this document, the most stringent standard will apply.) Waterfront
Toronto’s “Minimum Green Building Requirements” are also mandatory for all waterfront projects.
Achieving LEED Gold on all waterfront projects eligible for this accreditation is a key part of Waterfront
Toronto’s mandate.

To learn more about Waterfront Toronto’s sustainability tools, please see the following links:

1. Sustainability Framework
2. Environmental Management Plan
3. Minimum Green Building Requirements

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 4. Carbon Tool
5. Parks and Open Space Guideline
6. Soil Treatment Facility

10.2 Procurement Policy

Given the importance of Waterfront Toronto’s mandate, the conduct of the Corporation’s procurement
activities must meet the highest standards of ethics and be economically achievable while supporting the
Corporation’s overall objectives of fairness, openness and transparency. The goal of the Corporation’s
procurement activities is to achieve maximum value for the Corporation and its stakeholders while
achieving its strategic objectives.

Therefore, it is mandatory that all Proponents be aware of Waterfront Toronto’s procurement policy and
adhere to all conditions contained therein.

The Procurement Policy of Waterfront Toronto can be reviewed at [Link]/procurement

10.3 Waterfront Toronto Employment Initiative (WTEI)

WTEI connects unemployed and underemployed Torontonians to employment and training opportunities
generated by waterfront revitalization projects. Waterfront Toronto is a proud participant in WTEI. The
initiative was developed by a collective that includes the City of Toronto’s Employment and Social Services
division and local service providers George Brown College, Dixon Hall, and the YMCA of Greater Toronto.

Waterfront Toronto encourages its partners, including developers, contractors, and consultants, to
participate in WTEI by sharing job opportunities as they become available and to work with WTEI in cases
where customized hiring and/or training strategies would be appropriate.

The successful Proponent is encouraged to participate in WTEI and that it request any contractors,
subcontractors, consultants and subconsultants under its authority to participate. The successful Proponent
shall attend a preliminary meeting with Waterfront Toronto’s Director of Development to discuss the WTEI
program and its opportunities.

The successful Proponent shall subsequently meet with, and report progress to Waterfront Toronto’s
Project Manager in charge of the assignment on a quarterly basis for the term of the project. Reporting
will include, but may not be limited to, the number of jobs posted, the number of submissions received in
response to the jobs posted, the number of candidates interviewed, and the number of hires.

The successful Proponent will be asked to commit to the following:

• Notify WTEI of job opportunities that arise within its organization;
• Circulate any associated job postings; and
• Receive, review and provide feedback on resumes provided by WTEI.

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For more information on the initiative go to:
[Link]/opportunities/waterfront_toronto_employment_initiative

10.4 WSIB

It is mandatory for virtually all businesses in Ontario to register with the Workplace Safety and Insurance
Board (WSIB). More information about the registration process can be found at WSIB’s website at www.
[Link] Waterfront Toronto will require that the successful Proponent submit after the first application
for payment, with each subsequent application for payment, evidence of compliance with the applicable
workers’ compensation legislation at the place of work.

10.5 Management and Reporting Requirements

Depending on the specific assignment, the Proponent may have significant interaction with Waterfront
Toronto staff and other parties in the performance of its services. Parties will be identified at the kickoff
meeting.

10.6 Deliverable Formats (Post Competition)

Waterfront Toronto requires that the successful Proponent provide all future deliverables using the fol-
lowing formats (unless Waterfront Toronto specifies otherwise):

Reports: MS-Word 2010 and/or pdf

Financial Analysis: MS-Excel 2010 and/or pdf
Presentations: MS-PowerPoint 2010
Drawings: AutoCAD (coordinate system and layer standards tbd) for consultant coordination
and file); pdf for client review
3d Models: Autodesk 3ds MAX (native format, uncompressed)
Renderings: High-resolution TIFF or JPEG (resolution tbd)

Note: None of the deliverable formats (pre-contract award / post-contract award) should contain any of
the following characters in the file name: Tilde (~), Number Sign (#), Percent (%), Ampersand (&), Asterisk
(*), Braces ( { } ), Backslash (\), Colin (:), Less Than (<), Greater Than (>), Question Mark (?), Forward Slash
(/), Pipe (|), or Quotation Mark (“).

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 Access lane to Ferry Terminal (at Yonge Street Slip)

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11 LEGAL AND OTHER MATTERS

11.1 Limitations of Liability

No representation, warranty or undertaking, expressed or implied, in fact or in law, is or will be made by,
and no responsibility or liability is or will be accepted by Waterfront Toronto in relation to this RFP.

11.2 Acceptance of Terms

Each Proponent, by submitting a Proposal, represents that the Proponent:

1. has read, completely understands and accepts the terms and conditions of the RFP in full; and,
2. agrees that, if awarded the assignment, will execute a Contract.

11.3 Negotiations

Waterfront Toronto may award a contract on the basis of initial Proposals received, without discussion.
Therefore, each initial offer should contain the Proponent’s best terms/information, including all required
documentation as noted in Section 4 - Submission Instructions.
Waterfront Toronto reserves the right to enter into discussions/negotiations with a preferred Proponent.
If Waterfront Toronto and the preferred Proponent cannot negotiate a successful contract, Waterfront
Toronto may terminate the negotiations and begin negotiations with other Proponents. This process will
continue until a contract has been executed or all Proponents have been rejected. No Proponent shall
have any rights against Waterfront Toronto arising from such negotiations.

11.4 Costs Incurred by Proponents

Each Proponent shall bear all costs and expenses incurred in respect of any aspect of its participation in
this RFP process. Waterfront Toronto is not liable to pay any costs or expenses incurred by any Proponent
in connection with this RFP, or to reimburse or compensate any Proponent in any manner whatsoever or
under any circumstances, regardless of the outcome of the RFP process. Furthermore, the Proponent shall
not hold Waterfront Toronto liable for any error or omission in any part of the RFP process.

11.5 Errors and Omissions

No guarantee, representation or warranty, express or implied, is made and no responsibility of any kind is
accepted by Waterfront Toronto for the completeness or accuracy of any information presented in the RFP.
Each Proponent is solely responsible for conducting its own independent research, due diligence, and
any other work or investigation and seeking any other independent advice necessary for its analysis of
the RFP and preparation of its Proposal, negotiation or finalization of a subsequent agreement, and the
subsequent delivery of services to be provided. Nothing in the RFP or associated documents is intended
to relieve Proponents from forming their own opinions and conclusions with respect to the matters
addressed in the RFP.
It is each Proponent’s responsibility to seek clarification from Waterfront Toronto of any matter it considers
to be unclear, and Proponents are to rely on their own independent analysis in preparing a submission.
Waterfront Toronto shall not be responsible for any misunderstanding by any Proponent of any part of this
RFP, or of Waterfront Toronto’s response to any questions or clarifications. Waterfront Toronto shall not be
liable for any information or advice, whether written or oral, provided or made available to any Proponent

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 for any errors or omissions that may be contained in the RFP or in such information or advice.
In its sole discretion, Waterfront Toronto may a) answer similar questions received from various firms only
once; b) edit the language of any question for the purpose of clarity; and c) exclude any question if it is
ambiguous or incomprehensible without asking for clarification of the question.

11.6 Communications

Proponents should channel all communications regarding the RFP to the Waterfront Toronto Procurement
Manager named in Section 3.2 herein. Prospective firms should not attempt to make contact with any of
the following:

1. any Waterfront Toronto director, officer, employee, subcontractor, agent, representative,

consultant/contractor/service-provider or volunteer or municipal, provincial or federal government
employees or representatives connected with Waterfront Toronto;
2. any Jury member of or advisor to the evaluation committee struck to evaluate Proposals under
this
RFP;
3. any other prospective responding firm.

The Proponent shall not issue any public statement or news release pertaining to this RFP process without
the prior express consent of Waterfront Toronto. Waterfront Toronto reserves the right to issue public
statements or news releases with respect to all aspects of this RFP process.
Waterfront Toronto may make public the name of any Proponent and in the case of a successful Proponent,
the value of its contract if over $50,000, according to Waterfront Toronto’s Procurement Policy (which can
be read at [Link]/procurement). Furthermore, Waterfront Toronto may make public
any information regarding any Proposal available to any entity that funds Waterfront Toronto, or any entity
or organization with which Waterfront Toronto works in cooperation. Waterfront Toronto will also publish
the tendered prices of subsequent trade packages.

11.7 Procedural Rights of Waterfront Toronto

Waterfront Toronto has the unilateral and exclusive right, in its sole discretion, at any time either before or
after the deadline for submission of Proposals, to:

1. reject or disqualify any or all Proposals;

2. accept any Proposal;
3. determine whether a Proposal is in compliance with the RFP;
4. determine whether a failure to comply is material or not;
5. if only one Proposal is received, elect to accept or reject it;
6. elect not to proceed with the RFP;
7. alter the timetable (including deadlines);
8. alter the RFP process, requirements, project description, scope of work or any other aspect of this
RFP;
9. seek clarification or request further information or documentation from any or all Proponents

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 (regardless of whether such Proponent(s) should or could have included the information in its/
their submission(s));
10. answer questions from any one or more firms individually and immediately, particularly where the
questions concern simple administrative matters;
11. cancel this RFP and subsequently advertise or call for new submissions for the subject matter of
this RFP (including any portion thereof);
12. determine the membership of the evaluation team;
13. determine the scores of Proposals;
14. decline to enter into a contract with any Proponent if Waterfront Toronto is of the opinion that
the Proponent submitted pricing (inclusive of any unit pricing) that is too low to be sustainable
and/or the delivery of services according to the RFP (including the form of Contract attached
thereto) would be in jeopardy;
15. select one or more than one Proponent for the performance of all or any part of the services that
are the subject matter of the RFP; and
16. cancel its decision to enter into an agreement with any Proponent in the event of a change in any
subcontractor or key persons of a Proponent, or any other material change with respect to the
preferred Proponent’s Proposal that has not been approved by Waterfront Toronto;

in each case without any liability for costs, expenses or damages incurred or suffered by any
Proponent or entity.

This RFP is not a call for tender or an offer to enter into either a binding contract (often referred to as
“Contract A”) or a contract to carry out the project (often referred to as “Contract B”). Neither this RFP
nor the submission of a response nor its receipt by Waterfront Toronto shall create any contractual rights
or obligations whatsoever on either Waterfront Toronto or any Proponent, nor oblige Waterfront Toronto
in any manner whatsoever.

For all its projects, Waterfront Toronto makes every effort to secure the necessary funding prior to going
out for quote. However, Waterfront Toronto’s award of a contract is subject to funding availability.

11.8 Verification of Proposals

Waterfront Toronto may, in its sole discretion, verify any statement or claim contained in any Proposal
or made subsequently in any interview or discussion. That verification may be made by whatever means
Waterfront Toronto deems appropriate and may include contacting the names or persons identified by the
Proponent, and, in addition, contacting persons or entities other than those identified by the Proponent.
In submitting a Proposal, a Proponent is deemed to consent to Waterfront Toronto verifying any information
from third parties and receiving additional information regarding the Proponent, its directors, officers,
shareholders or owners and any other person associated with the Proponent as Waterfront Toronto may
require.
For the purposes of the verification described in the above two paragraphs, the information described
may be collected from and disclosed to government and non-government organizations.

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 11.9 Proposal Clarifications

Waterfront Toronto may request from any Proponent a clarification of the contents of its Proposal,
or supplementary information clarifying matters contained in its Proposal, or seek a Proponent’s
acknowledgment of Waterfront Toronto’s interpretation of any aspect of the Proponent’s Proposal.
Notwithstanding the foregoing, Waterfront Toronto is not obliged to seek any such clarifications. Any
information so received, may, in Waterfront Toronto’s discretion, be considered and deemed to be an
integral part of a Proponent’s Proposal and may be evaluated as such.

11.10 Disqualification

Without limiting any of the rights of Waterfront Toronto as set out under Procedural Rights, in Section
6.7 herein, Waterfront Toronto may, in its sole discretion, disqualify a Proposal or cancel its decision to
make an award to any Proponent under this RFP process, at any time prior to or after the execution of an
agreement, if:

1. the Proponent fails to cooperate in any attempt by Waterfront Toronto to verify any information
provided by the Proponent in its Proposal;
2. the Proponent contravenes or is not materially compliant with any part of this RFP;
3. the Proponent fails to comply with the laws of the Province of Ontario or of Canada, as applicable;
4. the Proposal contains false or misleading information;
5. the Proposal, in the opinion of Waterfront Toronto, reveals a real, foreseeable or perceivable
conflict of interest as defined herein;
6. the Proponent misrepresents any information provided in its Proposal;
7. there is evidence that the Proponent, its employees, agents, consultants/contractors/service
providers or representatives colluded with one or more other Proponents or any of its or their
respective employees, agents, consultants/contractors/service providers or representatives in the
preparation or submission of Proposals;
8. the Proponent has been convicted of an offence in connection with, or any services rendered to
Waterfront Toronto or any Ministry, Agency, Board or Commission of the Government of Ontario,
City of Toronto or the Government of Canada;
9. there is evidence that the Proponent has breached an agreement for services similar to the ones
requested under this RFP with an entity other than Waterfront Toronto; or
10. there is evidence that the Proponent was convicted of a criminal offence within three years
immediately prior to the Submission Deadline.

11.11 Governing Law

This RFP and any agreement(s) that flow from it shall be governed and construed in accordance with the
laws of Ontario and the applicable laws of Canada.
The Proponent agrees that:
1. any action or proceeding relating to this RFP process shall be brought in any court of competent
jurisdiction in the Province of Ontario;
2. it irrevocably waives any right to and will not oppose any Ontario action or proceeding relating to

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 this competition on any jurisdictional basis; and
3. it will not oppose the enforcement against it, in any other jurisdiction, of any judgment or order
duly obtained from an Ontario court as contemplated by this RFP.

11.12 Ownership of Data

All reports, studies, analysis, memoranda, drawings (including, without limitation, autoCAD drawings) and
related data and material (whether in hard copy, electronic form, or otherwise) as may be developed
during the performance of the Contract shall be submitted to and be the exclusive property of Waterfront
Toronto, which shall have the right to use same for any purpose without any further compensation to the
Proponent other than as provided for herein. Upon request, electronic files shall be submitted in native file
format. Any reports or other materials listed above, produced by the Proponent for Waterfront Toronto,
must be granted reliance, in order to be relied upon by Waterfront Toronto, its government partners,
cooperating organizations and any third parties with whom Waterfront Toronto contracts.

11.13 Withholding Tax

If the Proponent is a non-resident service provider, Waterfront Toronto is required under Regulation 105
of the Canadian Income Tax Act to withhold 15% in tax from every payment made in respect of services
rendered in Canada.

The 15% withholding is not applicable on fees paid for services performed outside of Canada. Also,
reimbursements of certain out of pocket costs (i.e., transportation, accommodation) associated with
services rendered inside or outside of Canada should not be subject to Regulation 105 withholding.
Therefore, with respect to any invoice issued to Waterfront Toronto, please distinguish (either in the
invoice itself or in supporting details) the portion of the fees that relate to the following:

• Services rendered in Canada;

• Out of pocket costs relating to services rendered in Canada (see below re: subcontractor fees);
• Services rendered outside of Canada; and
• Out of pocket costs relating to services rendered outside of Canada.

If the Proponent utilizes a subcontractor to render services in Canada and separately discloses the fees
it pays to such subcontractor as a reimbursable out of pocket cost on its invoice to Waterfront Toronto,
Waterfront Toronto may be able to rely on CRA administrative practice to exclude such amount from the
total subject to withholding.

If the Proponent feels that the 15% withholding tax will be more than its actual tax liability in Canada,
based on treaty protection or estimated income and expenses, the Proponent can make an application
to the CRA to have the withholding tax requirement waived or reduced. If the Proponent’s application is
approved, the CRA will authorize Waterfront Toronto to either not withhold or withhold at a reduced rate
on future payments. Please note that such a waiver will only be applicable to payments made after the
date the waiver is received.

For more information please review the following:

[Link]

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 11.14 Taxes and Duties

Effective July 1, 2010, the taxes applicable to existing contracts have changed to account for HST. Invoices
submitted for work performed should show the HST on a separate line.

11.15 Hospitality, Food and Transportation

Following the Management Board of Cabinet Procurement Directive, dated July 2009, the Ontario
Government prohibits Waterfront Toronto from reimbursing the successful Proponent for any hospitality,
food or incidental expenses. Transportation and accommodation expenses are eligible for payment only
if they are directly related to the Waterfront Toronto assignment at hand, and require prior authorization
by the Waterfront Toronto staff overseeing the assignment.

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