TABLE OF CONTENTS

RFP 9114-14-7130

Notice to Potential Proponents...................................................................................................................... 1

Table of Contents .......................................................................................................................................... 2

1.0 TERMINOLOGY ............................................................................................................................ 3

1.1 References to Labeled Provisions ....................................................................................... 3

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1.2 Definitions .......................................................................................................................... 3
1.3 Interpretation ....................................................................................................................... 4

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1.4 RFP Process Terms and Conditions .................................................................................... 4

2.0 PURPOSE ........................................................................................................................................ 5

2.1 Background ......................................................................................................................... 4

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3.0 SCOPE OF WORK .......................................................................................................................... 5
3.1 Custom Development of eLearning and Blended Learning Solutions................................ 6

4.0 PROPOSAL EVALUATION AND SELECTION PROCESS ....................................................... 7

4.1 Selection Committee ........................................................................................................... 7
4.2 Selection Process and Criteria ............................................................................................ 7
4.3 Schedule of Events.............................................................................................................. 8
4.4 Clarifications ....................................................................................................................... 8
4.5 Interviews or Demonstrations ............................................................................................. 8
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4.6 Evaluation Results .............................................................................................................. 9
4.7 Negotiations and Agreement............................................................................................... 9
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5.0 PROPOSAL SUBMISSION REQUIREMENTS .......................................................................... 11

5.1 General Overview ............................................................................................................. 11
5.2 Proposal Documentation and Delivery ............................................................................. 11
5.3 Proposal Content ............................................................................................................... 12
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APPENDICES

Appendix A RFP Process Terms and Conditions .................................................................................. 20

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Appendix B Agreement Terms and Conditions .................................................................................... 26

Appendix C Standard Submission Forms ............................................................................................. 35
Appendix D Supplementary Submission Forms ................................................................................... 42
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Appendix E Proposal Evaluation Table(s) ............................................................................................ 43

Appendix F eLearning Levels............................................................................................................... 44
Appendix G Courses for the TPS Program, Organizational Chart, Strategic Plan, Talent Blueprint and
Sample Tailgate Guide...................................................................................................... 45

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 1.0 TERMINOLOGY

1.1 References to Labeled Provisions

Each reference in this Request for Proposal to a numbered or lettered “section”, “subsection”,
“paragraph”, “subparagraph”, “clause” or “subclause” shall, unless otherwise expressly indicated, be
taken as a reference to the correspondingly labelled provision of this Request for Proposal (RFP).

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1.2 Definitions

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Throughout this Request for Proposal, unless inconsistent with the subject matter or context,

"Agencies" refers to administrative bodies, quasi-judicial boards and affiliated corporations and
organizations within the City of Toronto, such as Exhibition Place, Toronto Transit Commission

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(TTC), Toronto Housing and Toronto Public Library Board. Refer to
http://www.toronto.ca/abc/toc.htm for a list of all agencies.

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“Agreement” means any written contract between the City and a Proponent or any purchase order issued
by the City to the Vendor with respect to the Services contemplated by this RFP, and shall be deemed to
include the terms and conditions for the provision of the Services as set out in this RFP.

“City” means the City of Toronto.

"City Contact" means the City employee(s) designated as City Contact on the Notice to Potential
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Proponents for all matters related to the RFP call process.

“Conflict of Interest” includes, but is not limited to, any situation or circumstance where:
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(a) in relation to the RFP process, the Proponent has an unfair advantage or engages in conduct, directly or
indirectly, that may give it an unfair advantage, including but not limited to (i) having or having access to
information in the preparation of its Proposal that is confidential to the City and not available to other Proponents;
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(ii) communicating with any person with a view to influencing preferred treatment in the RFP process including the
giving of a benefit of any kind, by or on behalf of the Proponent to anyone employed by, or otherwise connected
with, the City ; or (iii) engaging in conduct that compromises or could be seen to compromise the integrity of the
open and competitive RFP process and render that process non-competitive and unfair; or
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(b) in relation to the performance of its contractual obligations in the City contract, the Vendor’s other
commitments, relationships or financial interests (i) could or could be seen to exercise an improper influence over
the objective, unbiased and impartial exercise of its independent judgement; or (ii) could or could be seen to
compromise, impair or be incompatible with the effective performance of its contractual obligations;
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“Council” means City Council.

"may" and "should" used in this RFP denote permissive (not mandatory).

“MFIPPA” means the Municipal Freedom of Information and Protection of Privacy Act.

"must", "shall" and "will" used in this RFP denote imperative (mandatory), meaning Proposals not
satisfying imperative (mandatory) requirements will be deemed to be non compliant and will not be
considered for contract award.

“Project Manager” means the main contact person at the City for all matters relating to the project.

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 “Proponent” means a legal entity that submits a Proposal. If two or more legal entities wish to submit a
Proposal as a consortium, one member of the consortium must be identified as the Proponent with whom
the City may enter into an Agreement, and the other member(s) must be identified as subcontractors to
that Proponent.

“Proposal” means an offer submitted by a Proponent in response to this RFP, which includes all of the
documentation necessary to satisfy the submission requirements of the RFP.

“RFP” means this Request for Proposal package in its entirety, inclusive of all Appendices and any

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bulletins or Addenda that may be issued by the City.

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“Services” means all services and deliverables to be provided by a Vendor as described in this RFP.

“Solution” means a set of goods and services meeting the City’s requirements, as set out in this RFP.

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“Vendor” means the successful Proponent with whom the City enters into an Agreement.

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1.3 Interpretation

In this RFP and in the Agreement, unless the context otherwise necessitates,

(a) any reference to an officer or representative of the City shall be construed to mean the person
holding that office from time to time, and the designate or deputy of that person, and shall be
deemed to include a reference to any person holding a successor office or the designate or deputy
of that person;
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(b) a reference to any Act, bylaw, rule or regulation or to a provision thereof shall be deemed to
include a reference to any Act, bylaw, rule or regulation or provision enacted in substitution
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thereof or amendment thereof;

(c) all amounts are expressed in Canadian dollars and are to be secured and payable in Canadian
dollars;
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(d) all references to time shall be deemed to be references to current time in the City;

(e) a word importing only the masculine, feminine or neuter gender includes members of the other
genders; and a word defined in or importing the singular number has the same meaning when
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used in the plural number, and vice versa;

(f) any words and abbreviations which have well-known professional, technical or trade meanings,
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are used in accordance with such recognized meanings;

(g) all accounting terms have the meaning recognized by or ascribed to those terms by the Canadian
Institute of Chartered Accountants; and

(h) all index and reference numbers in the RFP or any related City document are given for the
convenience of Proponents and such must be taken only as a general guide to the items referred
to. It must not be assumed that such numbering is the only reference to each item. The
documents as a whole must be fully read in detail for each item.

1.4 RFP Process Terms and Conditions

This RFP process is governed by the terms and conditions in Appendix ‘A’.

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 2.0 PURPOSE
The Human Resources Division of the City of Toronto (City) is inviting proposals for the delivery of
services related to the development of eLearning solutions for a one (1) year term commencing January
1, 2015 with the option to renew the contract for two (2) additional one year terms under the terms and
conditions of the agreement. This RFP process is governed by the terms and conditions in Appendix ‘A’.

2.1 Background
Toronto is Canada's largest city and sixth largest government, and home to a diverse population of about

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2.6 million people. Toronto has won numerous awards for quality, innovation and efficiency in delivering

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public services. Toronto's government is dedicated to prosperity, opportunity and liveability for all its
residents. Through its 48 Divisions representing a variety of service areas (Appendix G), Toronto's
government is dedicated to prosperity, opportunity and livability for all its residents. To meet these
commitments (outlined in the City's Strategic Plan in Appendix G) for a growing population and ever
changing demographic, the City requires staff to be skilled, competent and confident in order to carry out

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the work in an effective and efficient manner.

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One way to meet these challenges is a commitment to provide a range of training and development
opportunities through the City’s Human Resources - Corporate Learning and Leadership Development
(CLLD) Unit services. This commitment to building workforce capacity and developing effective leaders
is outlined in the City's Talent Blueprint (Appendix G). CLLD works with several vendors to deliver a
variety of in-class training opportunities to staff through its Courses for the Toronto Public Services
program (Appendix G).
The City recently signed a contract with Cornerstone OnDemand for a SAAS-based enterprise wide
learning management system (LMS). The goal of this initiative is to improve the City's ability to
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effectively and efficiently create, deliver and manage learning and knowledge across 44 business units to
approximately 34,000 geographically dispersed employees in hundreds of different occupations.
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CLLD is increasingly relying on and demand is growing for the 24/7 access to "just-in-time" learning that
eLearning solutions afford. The City is seeking vendors to provide eLearning services to meet this
increase in demand.

3.0 SCOPE OF WORK

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The City is seeking vendors to provide custom eLearning development solutions to meet the Talent
Blueprint goals of building workforce capacity and developing effective leaders. Vendors providing
corporate eLearning services to the City are expected to adhere to City policies, procedures and guidelines
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while delivering services for corporate-wide as well as division-specific projects.

Estimates for the services required by the City are as follows:

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Service Estimated Quantity Required per Year

Custom Development of eLearning Solutions 5 modules per year
Conversion of City-owned content into eLearning 3 modules per year
solutions
Custom Development of *Tailgate Material 3 guides per year
*Instructor Led Training material used for facilitation by supervisors for employees without
computer access at work (approx 20 min in length). See sample in Appendix G.

The Number of modules and guides required per year may be more or less than the estimate provided.
Project hours will be negotiated and agreed to in advance of each project. See the Price Form in Appendix
D for more details.

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 In addition to providing corporate services, vendors may be called upon to provide services to divisions
under the same terms as this contract.

3.1 Custom Development of eLearning and Blended Learning Solutions (Up to 2 Vendors will
be awarded)

The City is seeking vendors to convert City-owned content into eLearning as well as develop custom,
end-to-end eLearning solutions to support corporate and divisional learning initiatives. Vendors
delivering these services will be responsible for any combination of the following duties:

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 Converting existing content into an eLearning format
 Providing end-to-end eLearning solution development, from needs assessment through to post-

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implementation evaluation
 Meeting with City staff as required and providing periodic updates throughout the lifecycle of each
project
 Working with CLLD, the client division and subject matter experts to perform all activities related to

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assessing needs

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 Performing a needs assessment, providing a needs assessment summary, learning plan and schedule
for approval by City staff and revising as necessary. Needs assessment summaries should identify the
different audience groups and their learning needs. Learning plans should identify how learning
objectives and outcomes will be met. Schedules should include timelines for all key milestones and
deliverables.
 Delivering a wire frame of the storyboard for approval by City staff and revising as necessary
 Consulting with CLLD, the client division and subject matter experts in order to develop content for
the eLearning solution
 Delivering a complete storyboard (including all content, descriptions of interactive components, audio
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script and details of any images and multi-media components) for approval by City staff and revising
as necessary
 Developing and implementing the eLearning solution, in consultation with CLLD
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 The eLearning solution must be developed using either Captivate or Lectora Inspire (City staff will
select the appropriate authoring tool on a project-by-project basis)
 Writing and/or editing scripts as necessary
 All activities related to creating integrated audio as necessary
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 All activities related to creating standalone audio files as necessary for existing eLearning solutions
 All activities related to creating integrated video files as necessary
 All activities related to creating standalone video files as necessary for existing eLearning solutions
 Developing Tailgate guides (see sample in Appendix G) for employees without Internet access
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 Designing and implementing an evaluation strategy, in consultation with CLLD

 Undergoing up to 3 cycles of review and revision for each deliverable submitted
 Working with City staff to resolve any technical issues with the final product in order to load and
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once loaded on the City's LMS

 Incorporating or referring to City-owned or authorized content
 Providing all source files alongside final, published files
 Keeping all source files for up to one year
 Sending and receiving all files over 25 MB using the City's Secure File Transfer tool
 Providing any files over 1 GB in DVD format
The final eLearning product must be:
 Developed in either Captivate or Lectora. Authoring tools will be selected on a project-by-project
basis by City staff, so proponents must be proficient in both.
 Owned by the City of Toronto
 Compliant with SCORM 2004 3rd Edition
 Compliant with AODA standards and WCAG 2.0 Level AA
 Compatible with Internet Explorer 9

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  Compatible with the City's LMS, Cornerstone OnDemand
 Files must be responsive to play on a variety of mobile devices, including tablets, iPads and smart
phones.
 Engaging and interactive, leveraging multiple modes of instruction, including text, audio, illustrative
images, diagrams, interactive practice activities and video. See Appendix F for a description of
eLearning levels.
 Adhere to principles of adult education as well as City guidelines
 Approved by City Staff

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4.0 PROPOSAL EVALUATION AND SELECTION PROCESS

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4.1 Selection Committee

All Proposals will be evaluated through a comprehensive review and analysis by a Selection Committee,
which will include members from the Human Resources Division and other relevant City staff and

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stakeholders.

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The Selection Committee may at its sole discretion retain additional committee members or advisors.

The aim of the Selection Committee will be to select one (1) or more Proposals which in its opinion
meet(s) the City's requirements under this RFP and provide(s) the best overall value to the City. The
Proposal(s) selected, if any, will not necessarily be the one(s) offering the lowest fees or cost (pricing).
Pricing is only one of the components that will be used to determine the best overall value for the City.

By responding to this RFP, Proponents will be deemed to have agreed that the decision of the Selection
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Committee will be final and binding.
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4.2 Selection Process and Criteria

The Selection Committee will score the Proposals using the evaluation table in Appendix E. If a
submission fails any proposal submission requirements, the Proposal will be rejected. Proposals must
meet a minimum threshold of 75% (63.75 points out of 85) in their technical component in order to be
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further considered in the selection process.

Proposal content will be evaluated as follows:

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Proposal content Selection Criteria

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Proponent (Company) Profile Stability of the Proponent

Experience and qualifications of the Proponent
Proposed staff team and resources
Understanding of RFP and proposed solution
Quality of Product/Work (Samples required. See
Sample Work requirements for details.)
Core pricing
Quality of Proponent organization
Quality of Proponent team
Extent of effort required by City staff
Understanding of the assignment
Extent to which the proposed plan will achieve City
Objectives
Overall quality and extent to which samples
achieve learning objectives
Cost

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 4.4 Schedule of Events

 RFP issue date – October 24, 2014

 Deadline for Proponent questions –November 6, 2014
 RFP closing date – November 20, 2014
 Date evaluation expected to be complete – December 2014
 Approval and award date – December 2014
 Contract start date – January 2015

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This schedule is subject to change and appropriate written notice of any changes will be provided where
feasible.

4.5 Clarifications

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As part of the evaluation process, the Selection Committee may make requests for further information

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with respect to the content of any Proposal in order to clarify its understanding of the Proponent’s
response. The clarification process shall not be used to obtain required information that was not submitted
at time of close or to promote a particular Proponent.

The Selection Committee may request this further information from one or more Proponents and not from
others.

4.6 Interviews or Demonstrations

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A Proponent whose written Proposal has met or exceeded the minimum score for the technical portion of
the Proposal or has received a high ranking may be invited to an interview with the Selection Committee,
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the results of which will be used by the Selection Committee as a mechanism to revisit, revise, confirm
and finalize the score and select the recommended Proponent(s). The City reserves the right to interview
any Proponent who meets all mandatory and technical requirements. The Selection Committee may
interview any Proponent(s) without interviewing others, and the City will be under no obligation to advise
those not receiving an invitation until completion of the evaluation and selection process.
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The representatives designated by the Selection Committee in its invitation to the Proponent must attend
any interview scheduled as part of this evaluation process unless the City agrees otherwise in writing and
at its sole discretion.
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The representative of a Proponent at any interview scheduled is expected to be thoroughly versed and
knowledgeable with respect to the requirements of this RFP and the contents of its Proposal, and must
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have the authority to make decisions and commitments with respect to matters discussed at the interview,
which may be included in any resulting Agreement.

Where the staff team proposed by the Proponent is an important element in the selection criteria, the staff
team proposed shall be present for the interviews.

No Proponent will be entitled to be present during, or otherwise receive any information regarding, any
interview with any other Proponent.

Refusal of a Proponent to participate in an interview/demonstration requested by the City may, in the

City's sole discretion, be considered a failure of the Proponent to comply with a Mandatory Requirement
of the RFP and thus subject to disqualification.

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 4.7 Evaluation Results

Upon conclusion of the evaluation process, a final recommendation will be made by the Selection
Committee to the appropriate City staff member and/or City Council.

Proposal evaluation results shall be the property of the City and are subject to MFIPPA. Evaluation
results may be subject to public release pursuant to MFIPPA.

Proponents should be aware that Council and individual Councillors have the right to view the Proposals

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provided that their requests have been made in accordance with the City’s procedure.

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4.8 Negotiations and Agreement

-award of any Agreement will be at the absolute discretion of the City. The selection of a recommended
Proponent will not oblige the City to negotiate or execute an Agreement with that recommended

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Proponent.

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Any award of an Agreement resulting from this RFP will be in accordance with the bylaws, policies and
procedures of the City.

The City shall have the right to negotiate on such matter(s) as it chooses with the recommended
Proponent without obligation to communicate, negotiate, or review similar modifications with other
Proponents. The City shall incur no liability to any other Proponent as a result of such negotiation or
alternative arrangements.
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Areas where negotiation may occur include:

 Timelines and milestones of an assignment

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 Work approval and invoicing processes

 A detailed “statement of work” as long as it is based on the Proposal contents and serves to clarify the
process
 Minor re-distribution of work between City staff and the contractor (with minor adjustments to cost)
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During negotiations, the scope of the services may be refined, issues may be prioritized, responsibilities
among the Proponent, all staff and sub-consultants provided by it and the City may be settled and the
issues concerning implementation may be clarified.
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Any Agreement must contain terms and conditions in the interests of the City and be in a form
satisfactory to the City Solicitor. If the Agreement requires City Council approval, then the final
Agreement must contain terms and conditions substantially as set out in the Council report authorizing the
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Agreement. Any Agreement will incorporate as schedules or appendices such part of the RFP (including
addenda) and the Proposal submitted in response thereto as are relevant to the provision of the goods
and/or services.

The terms and conditions set out in Appendix ‘B’ shall be incorporated in any Agreement entered into
with the recommended Proponent. These terms and conditions are mandatory and are not negotiable.
Any Proponent wishing to request that the City consider any changes to the terms and conditions set out
in Appendix "B" must follow the process outlined in section 5 of Appendix "A".

If any Agreement cannot be negotiated within thirty (30) to ninety (90) business days of notification to
the recommended Proponent, the City may, at its sole discretion, terminate negotiations with that
Proponent and negotiate an Agreement with another Proponent or abort the RFP process and not enter
into any Agreement with any of the Proponents.

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 5.0 PROPOSAL SUBMISSION REQUIREMENTS

5.1 General Overview

The City has formulated the procedures set out in this RFP to ensure that it receives Proposals through an
open, competitive process, and that Proponents receive fair and equitable treatment in the solicitation,
receipt and evaluation of their Proposals. The City may reject the Proposal of any Proponent who fails to
comply with any such procedures.

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Proposals are expected to address the RFP content requirements as outlined herein, and should be well

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ordered, detailed and comprehensive. Clarity of language, adherence to suggested structuring, and
adequate accessible documentation is essential to the City’s ability to conduct a thorough evaluation. The
City is interested in Proposals that demonstrate efficiency and value for money. General marketing and
promotional material will not be reviewed or considered.

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The City prefers that the assumptions used by a Proponent in preparing its Proposal are kept at a

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minimum and to the extent possible, that Proponents will ask for clarification prior to the deadline for
Proponent questions rather than make assumptions. Proponents should also review sections 3 to 6 of
Appendix A with respect to asking questions about the RFP. Where a Proponent's assumptions are
inconsistent with information provided in the RFP, or so extensive that the total Proposal cost is qualified,
such Proponent risks disqualification by the City in the City's sole discretion.

5.2 Proposal Documentation and Delivery

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The documentation for each Proposal:
a) Must be submitted in a sealed envelope or container (submissions made by fax, telephone,
electronic message or telegram will not be accepted) displaying a full and correct return address.
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b) Should be limited to preferably fewer than 20 pages, double sided, (for a total maximum of 40
pages) minimum 11 point font, with unlimited appendices.
c) Must consist of one (1) original (clearly marked as such on its first page) and preferably four (4)
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full photocopies of:

(i) A Main Proposal Document as described in the section below titled Proposal Content,
including all attachments and appendices as required. (Mandatory)
(ii) Form 1 (Proposal Submission Form) completed and signed by an authorized official of
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the Proponent. This includes the acknowledgement of all addenda received as per
Appendix A, item 4. (Mandatory)
(iii) Form 2 (Policy to Exclude Bids from External Parties involved in the Preparation or
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Development of a Specific Call/Request) completed as indicated (Mandatory)

(iv) Form 3 (Restrictions on the Hiring and use of Former City of Toronto Management
Employees for City Contracts) completed as indicated, if applicable.
(v) Form 4 (Environmentally Responsible Procurement Statement) completed as
indicated, if applicable.
(vi) Appendix D (Price Form) completed as indicated. (Mandatory)
Note: Forms 1 to 4 are provided in Appendix C.

d) Should consist of one (1) original Form 6 (Declaration of Compliance with Anti-
Harassment/Discrimination Legislation & City Policy) completed and submitted as indicated
on the form, if applicable. Note: Form 6 is provided in Appendix C;

e) Must be completed in a non-erasable medium and signed in ink;

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 f) must not include:
i) any qualifying or restricting statements;
ii) exceptions to the terms and conditions of the RFP that have not be approved through an
addendum; or
iii) additional terms or conditions.

g) Must be delivered no later than the Closing Deadline to:

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Chief Purchasing Official

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Purchasing and Materials Management Division
18th Floor, West Tower, City Hall
Toronto, ON, M5H 2N2

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Delays caused by any delivery service (including Canada Post and courier) shall not be grounds
for any extension of the Deadline, and Proposals that arrive after the Deadline will not be

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accepted.

Samples of Work
h) The Proponent must provide the following:

 1 sample needs assessment

 1 sample storyboard
 2 samples of eLearning
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 All samples must be submitted on a standard USB drive.

5.3 Proposal Content

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The Proposal should contain the following items:

Letter of Introduction – Introducing the Proponent and signed by the person(s) authorized to sign on
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behalf of and to bind the Proponent to statements made in response to this RFP. This should contain the
same signature as the person signing the submission forms.

Table of Contents – Include page numbers and identify all included materials in the Proposal
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submission.

Subsection 1 – Executive Summary

A summary of the key features of the Proposal.
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Subsection 2 – Proponent Profile

Proponents should have the staff and financial resources to ensure their ongoing ability to deliver and
support the proposed services throughout the duration of the contract.

1. To permit the Proponent to be evaluated fully as a viable and sound enterprise, include the
following information with respect to the Proponent, and if applicable, for each consortium member.

(a) A profile and summary of corporate history including:

 date company started;

 products and/or services offered;
 total number of employees;

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  major clients; and
 business partners and the products/services they offer;

(b) A list of subcontractors/LSPs identifying contact name, firm name and task(s) to be
performed
c) A profile and summary of corporate history of any parents or subsidiaries and affiliates
and the nature of the Proponent’s relationship to them (i.e., research, financing and so on)
d) Proof of financial viability by providing the following information as required for
Publicly Held companies and Privately Held companies:

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e)
(i) For Publicly held companies:

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 audited financial statements for the two (2) most recent years available (or
annual report);

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(ii) For Privately held companies:

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 letter from their financial institution or from their auditor providing
assurance to the City that the Proponent has been and is financially viable
and solvent as a going concern; confirmation that the Proponent has the
financial capacity to complete this project; and that the undertaking of this
project will not put any undue financial burden on the Proponent

2. If the Proponent is a member of a consortium, provide a description of the relationship(s) between

consortium members. Please note section 2 of Appendix A regarding consortiums and the
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requirement that there be a single Proponent.

Subsection 3 – Experience and Qualifications of the Proponent

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1. It is important that the Work be undertaken by a Proponent who can demonstrate specific
knowledge of, and experience in performing similar work for projects of comparable nature, size
and scope. In particular, the Proponent should demonstrate the following in the Proposal:
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(a) Experience of the Proponent with other similar projects

 details of experience in providing eLearning services similar in nature to the City’s
requirements
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 related municipal, broader public sector, and private sector experience

(b) Necessary skills, experience and expertise in the design and delivery of the proposed solution,
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and, based on these skills, experience and expertise, how they will ensure that the proposed
goods and services are appropriate for the use to be made of them as set out in this RFP.

(c) Preferably provide a minimum of three (3) references for the purpose of evaluating the
Proponent’s experience and track record of success. Note that the City prefers references for
solutions that are similar to the solution being proposed in response to this RFP. For example,
solutions for the municipal/public sector, using the same or similar products proposed,
projects of similar size, scale and complexity. Each reference should include:

 the identity of the reference client organization;

 a contact name and title, address and telephone number;
 the size and nature of the client’s business;
 the number of years dealing with the client;
 a description of the project;

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  the timing and duration of the Proponent’s involvement in the project;
 the services that were provided by the Proponent (i.e. installation, support, training
and/or project management);
 date of the project;
 details regarding the scale of the project; and
 client’s URL address.

Please note that where the skills/expertise/experience are being provided by a subcontractor or other legal
entity apart from the Proponent, a Proposal that does not include the information requested in this

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Subsection 3 for each such subcontractor or other entity will not be awarded full marks during the

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evaluation process. In providing references, Proponents agree that the City can contact the individuals
provided as part of the evaluation process. The City will make its own arrangements in contacting the
references. Substitution of references will not be permitted after the close of the RFP.

Subsection 4 – Proposed Staff Team and Resources

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1. It is important that the work be undertaken by a team who can demonstrate specific knowledge of,
and experience in performing similar work for projects of comparable nature, size and scope. In
particular, the Proponent should provide the following in its Proposal:

a) A list of key staff that the Proponent would propose to use for this work together with their
professional qualifications, related project experience and an indication of their duties and
responsibilities on this particular project.

b) Include strategies and individuals that can fulfill the roles and responsibilities for any
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unforeseen events requiring replacement of team members.

c) Resumes for proposed individuals are to be included as an Appendix to the Proposal.

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d) Provide a statement of any conflict of interest, if applicable. Refer to Appendix A – RFP

Process Terms and Conditions for information relating to conflicts of interest.
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Note: The Proponent should submit signed consent forms authorizing the disclosure of personal
information to the City, or its designated agent(s), for any resumes that are submitted; however, the
Proponent will accept all liability if signed consent forms and resumes are not disclosed to the City.
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It is important that key project individuals (i.e. major areas of responsibility) be named, with
accompanying indication of guaranteed availability. Continuity of key personnel will be required, with a
contractual obligation for substitutions only with full written approval of the City.
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Subsection 5 – Understanding of RFP and Proposed Solution

1. Provide a statement of the Proponent’s understanding of the goals and objectives of the project.
2. Provide a detailed description of how the Proponent intends to achieve the goals and objectives of
the project including:

 a brief description outlining why the specific Solution/System has been recommended;
 the detailed functions/characteristics/specifications of the goods/services;
 a detailed work plan that outlines the proposed approach for implementing the eLearning
solution for the City, including project method, schedule, tasks, and deliverables;
 a summary of risks/problems/issues associated with the work and how they will be mitigated;
 details about the staff who would deliver the services and deliverables and why they would be
selected for each project;

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  state assumptions regarding roles and involvement of City staff and the estimated amount of
their time that would be required at each stage of the work plan.

3. Provide a statement confirming that the Proponent has the right to represent, sell, license, deliver,
install, train in the use of, service, maintain and support the products proposed, including any
documentation to be provided in relation thereto,

4. Provide a statement confirming that the Proponent has the right to provide to the City any
required ownership, license rights, pass-through warranties and other ancillary rights for all

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proposed goods and services and that the provision of such products and services will not infringe
or otherwise violate the rights of any third party.

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5. Provide a statement confirming that there will be no construction or other liens, encumbrance,
third party security interest or other rights outstanding in regard to the system or installation, and
title to all hardware and any supplies provided therewith will pass to the City in accordance with

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the terms of the Agreement free and clear of all such liens, encumbrances and third party security

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interest or other rights.

6. Provide details for provisions for down time or loss of revenue from any systems affected by the
proposed solution.

Subsection 6 – Sample Work

Proponents must include 1 sample needs assessment, 1 sample storyboard and 2 samples of eLearning.
All samples must be submitted on a standard USB drive.
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7. Cost of Services
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The Proponent must complete and submit the Price Form located in Appendix D – Supplementary
Submission Forms.

In the event of mathematical errors found in the pricing pages, the unit prices quoted shall prevail.
Extensions and totals will be corrected accordingly by City staff and adjustments resulting from the
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correction will be applied to the Total Lump Sum Price quoted.

Prices submitted in a Proposal are to be firm for the duration of the RFP process and the term of any
resulting Agreement.
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All prices must be stated in Canadian currency. The Proponent shall assume all currency risk.
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The City shall not be responsible for any additional costs.

The Proponent shall be solely responsible for all costs including but not limited to, wages, salaries,
statutory deductions and any other expenses and liabilities related to its own personnel, and
subcontractors and suppliers and their respective personnel.

The Proponent shall be solely responsible for any and all payments and/or deductions required to be made
including, but not limited to, those required for the Canada Pension Plan, Employment Insurance,
Workplace Safety and Insurance, and Income Tax.

All invoices must clearly show HST as a separate value and HST "registrant" number.

Without restricting the generality of the foregoing, the Proponent acknowledges that, if it is a non-resident
person, payments to the Proponent, as a non-resident person, may be subject to withholding taxes under

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 the Income Tax Act (Canada). Further, unless the Proponent, as a non-resident person, provides the City
with an official letter from Canada Revenue Agency waiving the withholding requirements, the City will
withhold the taxes it determines are required under the Income Tax Act (Canada).

A. Core Pricing
Proponents must complete and submit the Price Form located in Appendix D – Supplementary
Submission Forms.

The total price quoted must include all labour, profit, other overhead, materials, equipment, licences,

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analysis, travel, accommodations, communication, transportation and delivery costs (courier, long
distance charges, and so on), staff time, City/Vendor meetings (as and where deemed required by the

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City), disbursements and any/all other operational costs and fees associated with the Services, excluding
all applicable taxes. The City shall not be responsible for any additional costs.

Proponents shall be solely responsible for all costs including but not limited to, wages, salaries, statutory

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deductions and any other expenses and liabilities related to its own personnel, and subcontractors and
suppliers and their respective personnel.

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Proponents shall be solely responsible for any and all payments and/or deductions required to be made
including, but not limited to, those required for the Canada Pension Plan, Employment Insurance,
Workplace Safety and Insurance, and Income Tax.

All invoices must clearly show HST as a separate value and HST "registrant" number.

Without restricting the generality of the foregoing, the Proponent acknowledges that, if it is a non-resident
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person, payments to the Proponent, as a non-resident person, may be subject to withholding taxes under
the Income Tax Act (Canada). Further, unless the Proponent, as a non-resident person, provides the City
with an official letter from Canadian Customs and Revenue Agency waiving the withholding
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requirements, the City will withhold the taxes it determines are required under the Income Tax Act
(Canada).

B. Taxes
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Harmonized Sale Tax (HST) is to be applied to the prices submitted as specified in the relevant sections
of the call document or in the Price Schedule provided in the call.

HST for the supply and delivery of materials/goods is to be shown as additional/separate line items on the
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Price Schedule and any subsequent invoices.

C. Optional and/or Additional Pricing

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The Proponent must clearly indicate in its Proposal and on the Price Form specific Services and products
which are additional or optional and which are excluded from the Total Proposal Price for Services, i.e.,
Core Pricing.

Include an hourly fee schedule for all levels of Proponent’s professional, managerial and clerical staff
with respect to services not covered (e.g. customization services) and rates for disbursements.

A detailed cost summary of exclusions along with justification for the need must be provided.

D. Payment Terms and Discount Schedule

1. Propose payment terms for Core Pricing. The City’s standard payment terms are 60 days from the
receipt of the invoice. The final payment terms may be subject to further negotiation.

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 2. Propose any prompt payment discount terms.

If all the correct billing information has been indicated on the invoice, and no acceptable discount for
early payment has been offered, the City will endeavour to pay within the vendor's terms from the receipt
date of the invoice in Corporate Accounts Payable Unit - Metro Hall, 55 John Street, 14th floor.

Payment terms should be clearly indicated on the invoice including early payment terms.

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The City will consider offers of early payment discount terms. Discounts will only be taken when early
payment discount terms are met from the receipt date of the invoice in the Corporate Accounts Payable

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unit.

Note: Discount terms for early payment cannot be earlier than 15 days from the receipt date of the
invoice by the City of Toronto, Accounting Services Division, and Corporate Accounts Payable unit.

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City of Toronto offers secure electronic deposit payments directly to your bank account through our

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“Direct Deposit” program. For more information and/or to enroll for this payment option, please email
us at FASPDD@toronto.ca or contact our AP Customer Service Desk at APHelp@toronto.ca or 416-397-
5235.

To support an electronic payable environment, the City of Toronto Corporate Accounts Payable unit will
accept electronic vendor invoices submitted via email at APinvoice@toronto.ca . Note: Electronic
invoices submitted must be in a PDF format as an attachment. If you have any questions regarding this
process, please contact our AP Customer Service Desk at APHelp@toronto.ca or 416-397-5235
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E. City of Toronto's Invoice and billing requirements
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To assist in prompt payment, it is essential that all required billing information is provided on the
invoice submitted to the City of Toronto. If the billing information is missing from an invoice it
will result in a payment delay and the invoice may be returned to you without payment.

It is the Vendor's responsibility to submit correct invoices for payment of goods /services
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delivered to the City of Toronto Divisions. If an incorrect invoice is submitted, the vendor will
be requested to issue a credit note and submit a new invoice. If the invoice in question offered an
early payment discount, the re-issue date of the new invoice will be used to calculate the early
payment discount terms.
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1) Exceptions
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The standard invoice billing requirement must be followed with the exception of vendor invoices
related to an approved capital project subject to construction lien holdbacks only. Billing
requirement direction will be provided by the contract custodian or city divisional designate.

2) Electronic Invoices

To support an electronic payable environment, the City of Toronto Corporate Accounts Payable
unit will accept electronic vendor invoices submitted via email to APinvoice@toronto.ca .
Electronic invoices submitted must be in a PDF format with one invoice per attachment.

Note: Do not send statements or past due invoices to this email address, only current invoices
will be accepted. Do not send hard copy invoices to Corporate Accounts Payable if you have
submitted an electronic invoice. If you have any questions regarding this process, please contact
AP Customer Service at 416-397-5235 and follow the prompts.

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 1.1 Billing Requirements

(1) All original Vendor invoices must be addressed and be sent DIRECTLY to:

City of Toronto
Accounting Services Division
Corporate Accounts Payable
55 John Street

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14th Floor, Metro Hall
Toronto, ON

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(2) Invoice/s submitted to the City of Toronto must have complete ship to information including:

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I. Name of City Division,
II. The City Division’s contact name and phone number (the person ordering or picking up

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the goods and/or services),
III. Delivery location of goods and/or services (excluding pick-up order),
IV. Purchasing document information on the invoice (blanket contract number, contract
release order number (CRO) purchase order (PO) or Divisional Purchase Order (DPO), or
Schedule "A" must be clearly indicated on the invoice. (*This purchasing number should
be provided by City staff at the time of order*)

Invoices that do not contain the required billing information may be returned without
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payment to the vendor for correction.

(3) City purchases with the use of a credit card/PCard, are NOT to be sent to Corporate Accounts
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Payable. These invoices are considered paid.

(4) Vendors are encouraged to provide packing slips and/or goods receipt confirmations directly to
the ordering Division for goods/services delivered.
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(5) Vendors are to provide backup documentation directly to the ordering Division, not Corporate
Accounts Payable.

1.2 Contract Release Order for Contract Purchases

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A request for delivery in the form of a Contract Release Order (CRO) will be issued for each
purchase against a contract.
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All invoices submitted for payment of contract goods/services must contain:

I. Blanket Contract Number

II. Contract Release Order Number (CRO)

Under no circumstances are Contract Release Orders to be filled for commodities or services
that are not included on a Contract.

The total value estimated on a Contract including all charges, excluding any applicable taxes, is
not to be exceeded without authorization.

A Contract shall not be valid once the specified period has elapsed unless an extension has been
requested by the City.

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 The City, in its sole discretion, has the right to terminate a contract prior to the expiration of the
term without cause or penalty, provided the Total Value Estimated as specified on the Contract
Order has been reached.

1.3 Discount Terms

The City will consider offers of early payment discount terms. If correct billing information has

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been indicated on the invoice, it is the City’s policy to pay within vendor’s discount terms from
the receipt date of the invoice in the Corporate Accounts Payable unit – Metro Hall, 55 John

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Street, 14th Floor.

Early Payment terms should be clearly indicated on the invoice.

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Note: Discount terms for early payment cannot be earlier than 15 days from the receipt date of
the invoice by the City of Toronto, Corporate Accounts Payable unit.

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1.4 Direct Deposit

City of Toronto offers secure electronic deposit payments directly to your bank account through
our “Direct Deposit” program. For more information and/or to enroll for this payment option,
please email us at FASPDD@toronto.ca or contact the Direct Deposit program line at 416-392-
9736 and follow the prompts.
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Effective January 1, 2014, all new contracts for existing or new vendors must be enrolled in the
Direct Deposit program.
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Section 8 – Cost Control

1. Submit a proposed methodology for Proponent’s resource planning, cost estimation, cost budgeting,
and cost control measures. The Proponent should clearly demonstrate the cost control measures that it
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will implement to ensure that the total cost (as per Price Form) for the Services will not be exceeded.
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 APPENDICES

APPENDIX A
RFP PROCESS TERMS AND CONDITIONS
1. Proponent’s Responsibility ............................................................................................... 21
2. Prime Proponent ............................................................................................................... 21
3. City Contacts and Questions ............................................................................................. 21
4. Addenda ............................................................................................................................ 22
5. Exceptions to Mandatory Requirements, Terms and Conditions...................................... 22

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6. Omissions, Discrepancies and Interpretations .................................................................. 22

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7. Incurred Costs ................................................................................................................... 22
8. Post-Submission Adjustments and Withdrawal of Proposals ........................................... 22
9. No Collusion ..................................................................................................................... 23
10. Prohibition Against Gratuities .......................................................................................... 23
11. Acceptance of Proposals ................................................................................................... 23

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12. Verification ....................................................................................................................... 23

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13. Unbalanced Bids ............................................................................................................... 23
14. Conflicts of Interest .......................................................................................................... 24
15. Ownership and Confidentiality of City-Provided Data..................................................... 24
16. Ownership and Disclosure of Proposal Documentation ................................................... 24
17. Intellectual Property Rights .............................................................................................. 25
18. Failure or Default of Proponent ........................................................................................ 25
19. Quasi-Criminal/Criminal Activity of a Proponent ............................................................ 25
20. Publicity ............................................................................................................................ 25
21. Governing Law ................................................................................................................. 25
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 1. Proponent’s Responsibility
It shall be the responsibility of each Proponent:
(a) to examine all the components of this RFP, including all appendices, forms and addenda;
(b) to acquire a clear and comprehensive knowledge of the required services before submitting a
Proposal;
(c) to become familiar, and (if it becomes a successful Proponent) comply, with all of the City’s
Policies and Legislation set out on the City of Toronto website at
http://www.toronto.ca/calldocuments/policy.htm

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The failure of any Proponent to receive or examine any document, form, addendum, Agreement or policy

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shall not relieve the Proponent of any obligation with respect to its Proposal or any Agreement entered
into or Purchase Order issued based on the Proponent’s Proposal.
2. Prime Proponent
A Proposal by a consortium of two or more entities may be submitted, but one person or company must

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be shown as the prime Proponent and be prepared to represent the consortium to the City by executing the

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Agreement, acting as the primary contact, and taking overall responsibility for performance of the
Agreement.
Where a Proposal is made by a prime Proponent with associate firms working with or under the prime
Proponent in either a sub-contracting or consortium relationship, it is required that those associate firms
be named in the Proposal.
3. City Contacts and Questions
All contact and questions concerning this RFP should be directed in writing to the City employee(s)
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designated as “City Contact” in the Notice to Potential Proponents.
No City representative, whether an official, agent or employee, other than those identified “City
Contacts” are authorized to speak for the City with respect to this RFP, and any Proponent who uses any
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information, clarification or interpretation from any other representative does so entirely at the
Proponent’s own risk. Not only shall the City not be bound by any representation made by an
unauthorized person, but any attempt by a Proponent to bypass the RFP process may be grounds for
rejection of its Proposal.
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From and after the date of this RFP until the time of any ensuing contract award, no communication with
respect to this matter shall be made by any potential Proponent, or its representatives, including a third-
party representative employed or retained by it (or any unpaid representatives acting on behalf of either),
to promote its Proposal or oppose any competing Proposal, nor shall any potential Proponent, or its
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representatives, including a third party representative employed or retained by it (or any unpaid
representatives acting on behalf of either), discuss the RFP or its Proposal with any City staff, City
officials or Council member(s), other than a communication with the "City Contact" identified on page 1
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on this RFP.

Proponents should be aware that communications in relation to this RFP outside of those permitted by the
applicable procurement policies and this RFP document contravene the Lobbying By-law, an offence for
which a person is liable to a maximum fine of $25,000.00 on a first conviction and $100,000.00 on each
subsequent conviction. In addition, the City's Procurement Processes Policy provides that any Proponent
found in breach of the policy may be subject to disqualification from the call or a future call or calls at the
discretion of Council.

Notwithstanding anything to the contrary as set out in this document, the obligations as set out in the City
of Toronto Municipal Code, Chapter 140 shall apply.

For your information, please find below the links to the City's Procurement Processes Policy, Lobbying
By-Law and Interpretive Bulletin on Lobbying and Procurement:

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 http://www.toronto.ca/citybusiness/pdf/policy_procurement_process.pdf
http://www.toronto.ca/legdocs/municode/1184_140.pdf
http://www.toronto.ca/lobbying/pdf/interpretation-bulleting_lobbying-procurements.pdf
4. Addenda
If it becomes necessary to revise any part of this RFP, the revisions will be by Addendum posted
electronically in Adobe PDF format on the City’s website at www.toronto.ca/calldocuments. Proponents
and prospective Proponents SHOULD MONITOR THAT SITE as frequently as they deem appropriate
until the day of the Deadline. Only answers to issues of substance will be posted. The City reserves the

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right to revise this RFP up to the Closing Deadline. When an Addendum is issued the date for submitting
Proposals may be revised by the City if, in its opinion, the City determines more time is necessary to

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enable Proponents to revise their Proposals.

All Proponents must acknowledge receipt of all Addenda in the space provided on the Proposal
Submission Form.

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The City’s Purchasing and Materials Management Division will make reasonable efforts to issue the final

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Addendum (if any) no later than two (2) days prior to the Deadline.
5. Exceptions to Mandatory Requirements, Terms and Conditions
If a Proponent wishes to suggest a change to any mandatory requirement, term or condition set forth in
any part of this RFP, it should notify the City in writing not later than the deadline for questions. The
Proponent must clearly identify any such requirement, term or condition, the proposed change and the
reason for it. If the City wishes to accept the proposed change, the City will issue an Addendum as
described in the article above titled Addenda. The decision of the City shall be final and binding, from
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which there is no appeal. Changes to mandatory requirements, terms and conditions that have not been
accepted by the City by the issuance of an Addendum are not permitted and any Proposal that takes
exception to or does not comply with the mandatory requirements, terms and conditions of this RFP will
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be rejected.
6. Omissions, Discrepancies and Interpretations
A Proponent who finds omissions, discrepancies, ambiguities or conflicts in any of the RFP
documentation or who is in doubt as to the meaning of any part of the RFP should notify the City in
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writing not later than the deadline for questions. If the City considers that a correction, explanation or
interpretation is necessary or desirable, the City will issue an Addendum as described in the article above
titled Addenda. The decision and interpretation of the City shall be final and binding, from which there
is no appeal. No oral explanation or interpretation shall modify any of the requirements or provisions of
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the RFP documents.

7. Incurred Costs
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The City will not be liable for, nor reimburse, any potential Proponent or Proponent, as the case may be,
for costs incurred in the preparation, submission or presentation of any Proposal, for interviews or any
other activity that may be requested as part of the evaluation process or the process for the negotiation or
execution of an Agreement with the City, as the case may be.
The rejection or non-acceptance of any or all Proposals shall not render the City liable for any costs or
damages to any firm that submits a Proposal.
8. Post-Submission Adjustments and Withdrawal of Proposals
No unilateral adjustments by Proponents to submitted Proposals will be permitted.
A Proponent may withdraw its Proposal at any time prior to the Deadline by notifying the City Buyer
designated in this RFP in writing on company letterhead or in person, with appropriate identification.
Telephone and e-mail requests will not be considered.

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 A Proponent who has withdrawn a Proposal may submit a new Proposal, but only in accordance with the
terms of this RFP.
After the Deadline each submitted Proposal shall be irrevocable and binding on Proponents for a period of
120 days.
If the City makes a request to a Proponent for clarification of its Proposal, the Proponent will provide a
written response accordingly, which shall then form part of the Proposal.
9. No Collusion

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No Proponent may discuss or communicate about, directly or indirectly, the preparation or content of its
Proposal with any other Proponent or the agent or representative of any other Proponent or prospective

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Proponent. If the City discovers there has been a breach at any time, the City reserves the right to
disqualify the Proposal or terminate any ensuing Agreement.

10. Prohibition against Gratuities

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No Proponent and no employee, agent or representative of the Proponent, may offer or give any gratuity

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in the form of entertainment, participation in social events, gifts or otherwise to any officer, director,
agent, appointee or employee of the City in connection with or arising from this RFP, whether for the pur-
pose of securing an Agreement or seeking favourable treatment in respect to the award or amendment of
the Agreement or influencing the performance of the Agreement, including without restriction
enforcement of performance standards, or expressing appreciation, or providing compensation, for the
award of an Agreement or for performance of the City's obligations thereunder or for conferring favours
or being lenient, or in any other manner whatsoever.
If the City determines that this article has been breached by or with respect to a Proponent, the City may
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exclude its Proposal from consideration, or if an Agreement has already been entered into, may terminate
it without incurring any liability.
11. Acceptance of Proposals
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The City shall not be obliged to accept any Proposal in response to this RFP.
The City may, without incurring any liability or cost to any Proponent:
a) accept or reject any or all Proposal(s) at any time;
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b) waive immaterial defects and minor irregularities in any Proposals;

c) modify and/or cancel this RFP prior to accepting any Proposal;
d) award a contract in whole or in part.
The City is relying on the experience and expertise of the Proponent. The City reserves the right to
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disqualify any Proponent who has given inaccurate, incomplete, false or misleading information in the
sole opinion of the City.
12. Verification
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The City reserves the right to verify with any Proponent or with any other person any information
provided in its Proposal but shall be under no obligation to receive further information.
If, in the opinion of the City, any Proponent has clearly misinterpreted the services or underestimated the
hours or value of the services to be performed as reflected in its Proposal content and submitted
price/fees, or all or any or any combination of them, then the City may reject its Proposal as not
representative of the scope of the services).
13. Unbalanced Bids (In this paragraph “Bid” refers to the Proposal)
The City may reject a bid if it determines, in its sole discretion, that the bid is materially imbalanced.
A bid is materially imbalanced when:
(1) it is based on prices which are significantly less than cost for some items of work and prices
which are significantly overstated in relation to cost for other items of work; and

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 (2) the City had determined that the proposal may not result in the lowest overall cost to the City
even though it may be the lowest submitted bid; or
(3) it is so unbalanced as to be tantamount to allowing an advance payment.
14. Conflicts of Interest
In its Proposal, the Proponent must disclose to the City any potential Conflict of Interest that might
compromise the integrity of the call process or the performance of the Work. If a Conflict of Interest does
exist, the City may, at its discretion, refuse to consider the Proposal. The Proponent has an ongoing duty
to disclose any potential Conflict of Interest while engaged in the call process and thereafter in the

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performance of the Work. If a potential Conflict of Interest exists or arises during the evaluation process

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or the negotiation of the Agreement, the City may, at its discretion, refuse to consider the Proposal or
withhold the awarding of any Agreement to the Proponent until the matter is resolved to the City’s sole
satisfaction.
The Proponent must also disclose whether it is aware of any City employee, Council member or member
of a City agency, board or commission or employee thereof having a financial interest in the Proponent

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and the nature of that interest.

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If, during the Proposal evaluation process or the negotiation of the Agreement, the Proponent is retained
by another client giving rise to a potential Conflict of Interest, then the Proponent will so inform the City.
If the City requests, then the Proponent will refuse the new assignment or will take such steps as are
necessary to remove the potential Conflict of Interest concerned.

Proponents are cautioned that the acceptance of their Proposal may preclude them from participating as a
Proponent in subsequent projects where a Conflict of Interest may arise. The successful Proponent for
this project may participate in subsequent/other City projects provided the successful Proponent has
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satisfied pre-qualification requirements of the City, if any, and in the opinion of the City, no Conflict of
Interest would adversely affect the performance and successful completion of an Agreement by the
successful Proponent.
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15. Ownership and Confidentiality of City-Provided Data

All correspondence, documentation and information provided by City staff to any Proponent or prospec-
tive Proponent in connection with, or arising out of this RFP, the Services or the acceptance of any
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Proposal:
a) is and shall remain the property of the City;
b) must be treated by Proponents and prospective Proponents as confidential;
c) must not be used for any purpose other than for replying to this RFP, and for fulfillment of any
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related subsequent Agreement.

16. Ownership and Disclosure of Proposal Documentation
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The documentation comprising any Proposal submitted in response to this RFP, along with all
correspondence, documentation and information provided to the City by any Proponent in connection
with, or arising out of this RFP, once received by the City:
a) shall become the property of the City and may be appended to the Agreement and/or
Purchase Order with the successful Proponent;
b) shall become subject to the Municipal Freedom of Information and Protection of Privacy
Act ("MFIPPA"), and may be released, pursuant to that Act.
Because of MFIPPA, prospective Proponents are advised to identify in their Proposal material any
scientific, technical, commercial, proprietary or similar confidential information, the disclosure of which
could cause them injury.
Each Proponent’s name at a minimum shall be made public. Proposals will be made available to
members of City Council provided that their requests have been made in accordance with the City’s
procedure and may be released to members of the public pursuant to MFIPPA.

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 17. Intellectual Property Rights
Each Proponent warrants that the information contained in its Proposal does not infringe any intellectual
property right of any third party and agrees to indemnify and save harmless the City, its staff and its
consultants, if any, against all claims, actions, suits and proceedings, including all costs incurred by the
City brought by any person in respect of the infringement or alleged infringement of any patent,
copyright, trademark, or other intellectual property right in connection with their Proposal.
18. Failure or Default of Proponent

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If the Proponent, for any reason, fails or defaults in respect of any matter or thing which is an obligation
of the Proponent under the terms of the RFP, the City may disqualify the Proponent from the RFP and/or

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from competing for future tenders or RFP issued by the City for a period of one year. In addition, the
City may at its option either:
a) Consider that the Proponent has withdrawn any offer made, or abandoned the Agreement if the
offer has been accepted, whereupon the acceptance, if any, of the City shall be null and void; or

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b) Require the Proponent to pay the City the difference between its Proposal and any other Proposal

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which the City accepts, if the latter is for a greater amount and, in addition, to pay the City any
cost which the City may incur by reason of the Proponent’s failure or default, and further the
Proponent will indemnify and save harmless the City, its officers, employees and agents from all
loss, damage, liability, cost, charge and expense whatever which it, they or any of them may
suffer, incur or be put to by reason of such default or failure of the Proponent.
19. Quasi-Criminal/Criminal Activity of a Proponent:
The City may reject a Proposal or Proponent if the City:
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a) Confirms that the Proponent or any individual that owns, directs, or controls the Proponent has
been charged with or convicted of an offence under the Criminal Code, an offence as defined in
the Provincial Offences Act, or an offence pursuant to similar laws outside of Ontario, or has
been named in an order or similar enforcement action by a regulatory authority;
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b) Determines that this charge, conviction or order is material to the given procurement; and
c) Determines that, in light of this charge or conviction, awarding to that Bidder could compromise
the delivery of the goods or services or would otherwise undermine the business reputation of the
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City or the public's confidence in the integrity of the call process.

20. Publicity
The Proponent and its affiliates, associates, third-party service providers, and subcontractors shall not
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release for publication any information in connection with this RFP or any Agreement without prior
written permission of the City.
21. Governing Law
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This RFP and any Proposal submitted in response to it and the process contemplated by this RFP
including any ensuing Agreement shall be governed by the laws of the Province of Ontario. Any dispute
arising out of this RFP or this RFP process will be determined by a court of competent jurisdiction in the
Province of Ontario.

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 APPENDIX B
AGREEMENT TERMS AND CONDITIONS

1. Compliance with Laws ..................................................................................................... 27

2. Non-Exclusivity ................................................................................................................ 27
3. Confidentiality and Conflict of Interest ............................................................................ 27
4. Indemnities........................................................................................................................ 27
5. Intellectual Property Indemnity ........................................................................................ 27
6. Employment & WSIB Indemnity ..................................................................................... 27

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7. No Assignment ................................................................................................................. 27

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8. Subcontractors .................................................................................................................. 28
9. Personnel and Performance............................................................................................... 28
10. Independent Contractor..................................................................................................... 28
11. Insurance ........................................................................................................................... 28
12. Warranties and Covenants ................................................................................................ 29

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13. Third Party Software ......................................................................................................... 29

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14. Ownership of Intellectual Property and Deliverables ....................................................... 30
15. Payment Schedule ............................................................................................................. 30
16. Termination Provisions ..................................................................................................... 30
17. Right to Audit ................................................................................................................... 30
18. Occupational Health and Safety........................................................................................ 31
19. Workplace Safety and Insurance Act ................................................................................ 32
20. Accessibility Standards and Customer Service Training Requirements ........................... 32
21. Participation of Agencies .................................................................................................. 33
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Note to Appendix:
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The terms set out in this Appendix shall be incorporated in any Agreement entered into with the
recommended Proponent substantially in the form as presented in the Appendix. These terms are
mandatory and are not negotiable. Any Proponent wishing to request that the City consider any changes
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to the terms and conditions set out in Appendix "B" must follow the process outlined in section 5 of
Appendix "A".
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 1. Compliance with Laws

The Vendor will be required to comply, at its sole expense, with all federal, provincial and municipal
laws, rules and regulations (including, without limitation, the City's Fair Wage and other policies or by-
laws applicable to the City's vendors, the Ontario Fire Code, the Ontario Employment Standards Act, the
Ontario Human Rights Code, the Ontario Labour Relations Act, the Workplace Safety and Insurance Act,
the Income Tax Act and Occupational Health and Safety requirements) in relation to the provision of any
Services, including the obtaining of all necessary permits and licences, and shall submit proof of such

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compliance to the City, upon request, and the Vendor shall indemnify and save the City harmless from
any liability or cost suffered by it as a result of the vendor's failure to comply with this provision.

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2. Non-Exclusivity
The awarding of an Agreement to a Vendor shall not be a guarantee of exclusivity.

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3. Confidentiality and Conflict of Interest

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The Vendor shall treat as confidential all information of any kind which comes to the attention of the
Vendor in the course of carrying out the Services and shall not disseminate such information for any
reason without the express written permission of the City or otherwise in accordance with MFIPPA or other
applicable privacy law. The Vendor may be required to enter into a detailed confidentiality and conflict of
interest agreement in a form satisfactory to the City Solicitor.
4. Indemnities
The Vendor shall indemnify and save harmless the City of Toronto, its Mayor, Members of Council,
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officers, employees, and agents from and against any losses, liens, charges, claims, demands, suits,
proceedings, recoveries and judgements (including legal fees and costs) arising from or related to the
Vendor's performance or non-performance of its obligations, including payment obligations to its
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approved subcontractors and suppliers and others, and including breach of any confidentiality obligations
under this Agreement.
Upon assuming the defence of any action covered under this section the Vendor shall keep City of
Toronto reasonably informed of the status of the matter, and the Vendor shall make no admission of
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liability or fault on City of Toronto's part without City of Toronto's written permission.
5. Intellectual Property Indemnity
The Vendor shall indemnify and save harmless the City of Toronto, its Mayor, Members of Council,
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officers, employees, and agents from and against any losses, liens, charges, claims, demands, suits,
proceedings, recoveries and judgements (including legal fees and costs) arising from infringement, actual
or alleged, by the Proposal, its use or misuse, or by any of the deliverables developed or provided or
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supplied under or used in connection with the Services (including the provision of the Services
themselves), of any Canadian, American or other copyright, moral right, trade-mark, patent, trade secret
or other thing with respect to which a right in the nature of intellectual/industrial property exists.

6. Employment & WSIB Indemnity

Nothing under this Agreement shall render the City responsible for any employment, benefit or
termination liability (including those under or in connection with the Workplace Safety and Insurance
Act, 1997 or any successor legislation ("WSIA"), whether statutorily required, at common law or
otherwise, resulting from Services supplied under this Agreement by persons employed or otherwise
engaged by the Vendor. In the event that employment related costs, or other related responsibility falls to
the City for any reason whatsoever, the Vendor agrees to indemnify the City for such costs.
7. No Assignment

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 The Vendor shall not assign any part of the project that may be awarded to it under the Agreement
without the prior written consent of the City, which consent shall not be unreasonably withheld.
However, such written consent shall not under any circumstances relieve the Vendor of its liabilities and
obligations under this RFP and the Agreement.
8. Subcontractors
The Vendor shall be solely responsible for the payment of every subcontractor employed, engaged, or retained
by it for the purpose of assisting it in the performance of its obligations under the Agreement. The Vendor shall
coordinate the services of its subcontractors in a manner acceptable to the City, and ensure that they comply

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with all the relevant requirements of the Agreement.

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The Vendor shall be liable to the City for all costs or damages arising from acts, omissions, negligence or wilful
misconduct of its subcontractors.

9. Personnel and Performance

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The Vendor shall make available appropriately skilled workers, consultants or subcontractors, as

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appropriate, and must be able to provide the necessary materials, tools, machinery and supplies to carry
out the project.
The Vendor shall be responsible for its own staff resources and for the staff resources of any
subcontractors and third-party service providers.
The Vendor shall ensure that its personnel (including those of approved sub-contractors), when using any
City buildings, premises, equipment, hardware or software shall comply with all security policies,
regulations or directives relating to those buildings, premises, equipment, hardware or software.
Personnel assigned by the Vendor to perform or produce the Services or any part of it, (including those of
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approved subcontractors) may, in the sole discretion of the City, be required to sign non-disclosure
Agreement(s) satisfactory to the City before being permitted to perform such services.
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10. Independent Contractor

The Vendor and the City agree and acknowledge that the relationship between the City and the Vendor is
one of owner and independent contractor and not one of employer-employee. Neither is there any
intention to create a partnership, joint venture or joint enterprise between the Vendor and the City.
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11. Insurance
The successful vendor agrees to purchase and maintain in force, at its own expense and for the duration of
the services, the following policies of insurance, which policies shall be in a form and with an insurer
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acceptable to the City. A certificate evidencing these policies signed by the insurer or an authorized agent
of the insurer must be delivered to the City prior to the commencement of services:
1. Commercial General Liability provided that the policy:
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(i) is in the amount of not less than Two Million Dollars ($2,000,000.00), per occurrence;

(ii) adds the City of Toronto as an additional insured;

(iii) includes Non Owned Automobile Liability, Employer's Liability and/or Contingent Employer's
Liability, and any other provision relevant to the services;

(iv) includes a clause which will provide the City with thirty (30) days' prior written notice of
cancellation (15 days if cancellation is due to nonpayment of premium).

2. Professional Liability (errors and omissions) coverage provided that the policy:

(i) is in the amount of not less than One Million Dollars ($1,000,000);

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 (ii) includes professional services pollution liability insurance coverage;

(iii) will extend to infringement of copyright and other intellectual property, including misuse of
trade secrets, if appropriate.

Notwithstanding anything to the contrary contained in this Agreement, kept in full force and effect
for a period of time ending no sooner than TWO YEARS after the termination or expiry of this
Agreement, as the case may be.

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3. Automobile Liability insurance with a minimum limit of One Million Dollars ($1,000,000) for all
owned or leased licensed motorized vehicles used in the performance of services.

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It is understood and agreed that the coverage and limits of liability noted above are not to be construed as
the limit of liability of the vendor in the performance of services. It is also agreed that the above insurance
policies may be subject to reasonable deductible amounts, which deductible amounts shall be borne by the

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vendor. At the expiry of the policies of insurance, original signed Certificates evidencing renewal will be

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provided to the City without notice or demand.

The successful vendor is responsible for any loss or damage whatsoever to any of its materials, goods,
equipment or supplies and will maintain appropriate all-risk coverage as any prudent owner of such
materials, goods, supplies and equipment. The successful vendor shall have no claim against the City or
the City’s insurers for any damage or loss to its property and shall require its property insurers to waive any
right of subrogation against the City.
12. Warranties and Covenants
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The Vendor represents, warrants and covenants to the City (and acknowledges that the City is relying
thereon) that any deliverable resulting from or to be supplied or developed under the Agreement will be in
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accordance with the City’s functional and technical requirements (as set out in the RFP) and, if
applicable, will function or otherwise perform in accordance with such requirements.
13. Third Party Software
Where the City is in possession of software containing or constituting confidential proprietary information
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belonging to third parties, the Vendor shall not, except in the usual incidental manner genuinely necessary
for the intended use of such software on the equipment of the City,

(a) analyze, copy, decompile, disassemble, translate, convert, reverse engineer or duplicate any physical
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embodiment or part thereof, or permit any person to do so; or

(b) divulge to any unauthorized person the ideas, concepts or techniques, or make any other improper use,
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of such software.
The Vendor shall fully defend, save harmless and indemnify the City from and against any loss or
damages suffered by the City as a result of any failure by the Vendor, its officers, directors, partners,
contract personnel, agents and employees or any of them to comply with the provisions hereof.

Should the Vendor include third party components within the Solution, the Vendor must secure the rights
to use and repackage third party components and pass on those rights to the City without additional
charges.

14. Ownership of Intellectual Property and Deliverables

The City will own all intellectual property rights, including (without limitation) copyright, in and to all
deliverables provided by the Vendor and its subcontractors. All information, data, plans, specifications,
reports, estimates, summaries, photographs and all other documentation prepared by the Vendor in the

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 performance of the Services under the Agreement, whether they be in draft or final format, shall be the
exclusive property of the City.
15. Payment Schedule
A payment schedule satisfactory to the City shall form part of the Agreement.
No fees or reimbursable expenses shall become payable to the Vendor pursuant to the Agreement other
than pursuant to one or more signed schedules.
The Vendor shall submit invoices in such detail as may be required by the City, and the City reserves the

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right to require further proof or documentation from the Vendor in respect of services performed or
expenses incurred by the Vendor and the Vendor shall provide, without delay, such further proof or

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documentation.
If the City does not approve of the Services which are the subject of the invoice, the City shall advise the
Vendor in writing of the reasons for non-approval and the Vendor shall remedy the problem at no
additional cost to the City before the City shall be obliged to pay the invoice or any part of it, as the case

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may be.

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The Vendor shall be solely responsible for the payment of all personnel costs including statutory and
otherwise (including without limitation subcontractors and suppliers and their respective personnel) made
available by it and used for performance of any of the Services.
16. Termination Provisions
Upon giving the Vendor not less than thirty (30) days’ prior written notice, the City may, at any time and
without cause, cancel the Agreement, in whole or in part. In the event of such cancellation, the City shall
not incur any liability to the Vendor apart from the payment for the goods, material, articles, equipment,
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work or services that have been satisfactorily delivered or performed by the Vendor at the time of
cancellation.
Failure of the Vendor to perform its obligations under the Agreement shall entitle the City to terminate
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the Agreement upon ten (10) calendar days’ written notice to the Vendor if a breach which is remediable
is not rectified in that time. In the event of such termination, the City shall not incur any liability to the
Vendor apart from the payment for the goods, material, articles, equipment, work or services that have
been satisfactorily delivered or performed by the Vendor at the time of termination.
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All rights and remedies of the City for any breach of the Vendor's obligations under the Agreement shall
be cumulative and not exclusive or mutually exclusive alternatives and may be exercised singularly,
jointly or in combination and shall not be deemed to be in exclusion of any other rights or remedies
available to the City under the Agreement or otherwise at law.
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No delay or omission by the City in exercising any right or remedy shall operate as a waiver of them or of
any other right or remedy, and no single or partial exercise of a right or remedy shall preclude any other
or further exercise of them or the exercise of any other right or remedy.
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Upon termination, all originals and copies of data, plans, specifications, reports, estimates, summaries,
photographs, and other documents that have been accumulated and/or prepared by the Vendor in
performance of the Agreement shall be delivered to the City in a clean and readable format.
17. Right to Audit
The City may audit all financial and related records associated with the terms of the Agreement including
timesheets, reimbursable out of pocket expenses, materials, goods, and equipment claimed by the
Vendor. The Vendor shall at all times during the term of the contract, and for a period of 7 years
following completion of the Agreement, keep and maintain records of the Work performed pursuant to
this Agreement. This shall include proper records of invoices, vouchers, timesheets, and other documents
that support actions taken by the Vendor. The Vendor shall at his own expense make such records
available for inspection and audit by the City at all reasonable times.

18. Occupational Health and Safety

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 a. The Vendor shall comply with all federal, provincial or municipal occupational health and safety
legislative requirements, including, and without limitation, the Occupational Health and Safety Act,
R.S.O., 1990 c.0.1 and all regulations thereunder, as amended from time to time (collectively the
"OHSA").

b. Nothing in this section shall be construed as making the City the "employer" (as defined in the
OHSA) of any workers employed or engaged by the Vendor for the services either instead of or

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jointly with the Vendor.

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c. The Vendor agrees that it will ensure that all subcontractors engaged by it are qualified to perform the
services and that the employees of subcontractors are trained in the health and safety hazards
expected to be encountered in the services.

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d. The Vendor acknowledges and represents that:

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i. The workers employed to carry out the services have been provided with training in the hazards
of the services to be performed and possess the knowledge and skills to allow them to work
safely;

ii. The Vendor has provided, and will provide during the course of the agreement, all necessary
personal protective equipment for the protection of workers;

iii. The Vendor’s supervisory employees are competent, as defined in the OHSA, and will carry out
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their duties in a diligent and responsible manner with due consideration for the health and safety
of workers;
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iv. The Vendor has in place an occupational health and safety, workplace violence and workplace
harassment policies in accordance with the OHSA; and

v. The Vendor has a process in place to ensure that health and safety issues are identified and
addressed and a process in place for reporting work-related injuries and illnesses.
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e. The Vendor shall provide, at the request of the Executive Director or his designate, the following as
proof of the representations made in paragraph d(i) and d(iv):
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i. documentation regarding the training programs provided or to be provided during the services
(i.e. types of training, frequency of training and re-training); and
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ii. the occupational health and safety policy.

f. The Vendor shall immediately advise the Executive Director or his designate in the event of any of
the following:

i. A critical injury that arises out of service that is the subject of this agreement;

ii. An order(s) is issued to the Vendor by the Ministry of Labour arising out of the service that is the
subject of this agreement;

iii. A charge is laid or a conviction is entered arising out of the service that is the subject of this
agreement, including but not limited to a charge or conviction under the OHSA, the Criminal
Code, R.S.C 1985, c. C-46, as amended and the Workplace Safety and Insurance Act, 1997, S.O.
1997, c. 16, Sched. A, as amended.

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 g. The Vendor shall be responsible for any delay in the progress of the services as a result of any
violation or alleged violation of any federal, provincial or municipal health and safety requirement by
the Vendor, it being understood that no such delay shall be a force majeure or uncontrollable
circumstance for the purposes of extending the time for performance of the services or entitling the
Vendor to additional compensation, and the Vendor shall take all necessary steps to avoid delay in the
final completion of the services without additional cost to the City.

h. The parties acknowledge and agree that employees of the City, including senior officers, have no

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authority to direct, and will not direct, how employees, workers or other persons employed or
engaged by the Vendor do work or perform a task that is the subject of this agreement.

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19. Workplace Safety and Insurance Act

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The Vendor shall secure, maintain and pay all costs for Workplace Safety and Insurance Board ("WSIB")
workers’ compensation coverage for its employees providing Services under this agreement, whether

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required statutorily or not under the Workplace Safety and Insurance Act, 1997.

The Vendor represents and warrants that it shall be in good standing with the WSIB throughout the term
of this agreement. Prior to supplying the Services and prior to receiving payment, the Vendor shall
produce a Clearance Certificate issued by the WSIB confirming that the Vendor has paid its assessment
based on a true statement of the amount of its current payroll in respect of the Services and that the City is
relieved of financial liability. Thereafter, throughout the period of Services being supplied, a new
Clearance Certificate will be obtained from the WSIB by the Vendor and provided to the City every 90
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days or upon expiry of the Certificate's validity period whichever comes first.

The Vendor shall ensure that any and all persons, including but not limited to volunteers, students,
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subcontractors and independent contractors, providing services under this agreement, have secured WSIB
coverage, whether required statutorily or not, for the term of this agreement.
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20. Accessibility Standards and Customer Service Training Requirements

The Vendor must ensure that all deliverables conform to the requirements of the Accessibility for
Ontarians with Disabilities Act, 2005.
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The Vendor shall require all applicable personnel (including those of its subcontractors) to fulfill the
training requirements set out in the City's policy on Accessible Customer Service Training Requirements
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for Contractors, Consultants and other Services Providers. For a copy of the City of Toronto requirement,
visit the website at:

http://www1.toronto.ca/wps/portal/contentonly?vgnextoid=aa2f637314522410VgnVCM10000071d60f89RCRD&v
gnextfmt=default

21. Participation of Agencies

The Vendor shall agree that any AGENCIES(s) as defined in this Agreement that signs the
Form of CLIENT Agreement attached as Schedule 20 to the Agreement for the provision of the
Services or any portion thereof shall be entitled to the same terms and conditions as those offered to the
City hereunder.

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 Schedule 20 to CLIENT AGREEMENT – MASTER AGREEMENT ACKNOWLEDGEMENT

ACKNOWLEDGEMENT TO THE CITY OF TORONTO

FROM: [Insert Legal Name of the CLIENT.] (“Acknowledging Party”)
Re: Master Agreement Acknowledgement with [Insert full legal name of the Vendor.] (“Vendor”) in
respect of Client Agreement under the Master Agreement with the City of Toronto dated the __Day of
_____________, 2013 (the "Master Agreement") providing for the acquisition of the [Insert a brief
description of the Deliverables, Equipment and Services.] (the "Deliverables") by the Acknowledging
Party upon and subject to the terms and conditions of the Master Agreement.

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Background:

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The Acknowledging Party has entered into a Client Agreement with the Vendor for access to the
Deliverables on the terms and conditions of the Master Agreement.

IN CONSIDERATION for access to the Deliverables on the terms and conditions of the Master
Agreement, as negotiated by the City for the benefit of the Acknowledging Party, the Acknowledging

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Party acknowledges and agrees as follows:

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1. The City shall not be liable or responsible to the Acknowledging Party for any matter arising under or in
connection with the Master Agreement or the Master Agreement Acknowledgement, or through the
provision of Deliverables by the Vendor.
2. Without limiting the generality of Section 1 above:
(a) The City will not be liable or responsible for any act or omission of the Vendor in relation to its access
to the Deliverables under the Master Agreement;
(b) The City has not endorsed, recommended or approved the suitability of the Vendor’s Deliverables for
the Acknowledging Party, and the Acknowledging Party has conducted its own independent assessment
to determine the suitability of the Vendor to provide the Deliverables under each Purchase Order prior to
choosing to do business with the Vendor;
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(c) The City in its sole discretion, may delay, restrict or choose to not renew access by the Acknowledging
Party to Deliverables under the Master Agreement;
(d) The Acknowledging Party shall be responsible for obtaining all necessary advice, including its own
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independent legal advice in respect of the Master Agreement, Master Agreement Acknowledgement, any
Purchase Orders, and in relation to its access to or acquisition of Deliverables; and
(e) The Acknowledging Party shall be responsible for its own contract administration with the Vendor.
3. Despite anything to the contrary in the Master Agreement, the Client Agreement and the Master
Agreement Acknowledgement or any Purchase Order between the Acknowledging Party and the Vendor,
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the Acknowledging Party consents to the disclosure, and the provision of a copy of this Agreement
Acknowledgement, and if requested by the City in writing, each Purchase Order (including any
amendments to any of them and any related or resulting documents), and of data about the acquisition of
Deliverables by the Acknowledging Party pursuant to each Purchase Order, at any time and from time to
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time to the City.

The Acknowledging Party enters into this Master Agreement Acknowledgement to the City as of the date
of the Client Agreement.
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Acknowledging Party: __________________________[insert name]

By: __________________________

Print Name: __________________________

Title: __________________________

I have authority to bind the Acknowledging Party

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 APPENDIX C

STANDARD SUBMISSION FORMS

FORM 1: Proposal Submission Form – Mandatory

FORM 2: Policy to Exclude Bids From External Parties Involved in the Preparation or
Development of a Specific Call/Request - Mandatory

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FORM 3: Restrictions on the Hiring and Use of Former City of Toronto Management

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Employees for City Contracts – If Applicable

FORM 4: Environmentally Responsible Procurement – If Applicable

FORM 5: Notice of No Submission – If Applicable

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FORM 6: Declaration of Compliance with Anti-Harassment/Discrimination Legislation and
City Policy
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 FORM 1
PROPOSAL SUBMISSION FORM

REQUEST FOR PROPOSAL NO. 9114-14-7130

Corporate eLearning Services
CLOSING: 12:00 NOON (local Toronto time) November 20, 2014

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I/WE HEREBY SUBMIT MY/OUR PROPOSAL FOR THE PROVISION OF THE GOODS AND/OR

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SERVICES AS DESCRIBED WITHIN THE REQUEST FOR PROPOSAL DOCUMENT FOR THE
ABOVE NAMED PROJECT.

I/WE HAVE CAREFULLY EXAMINED THE DOCUMENTS AND HAVE A CLEAR AND
COMPREHENSIVE KNOWLEDGE OF THE REQUIREMENTS AND HAVE SUBMITTED ALL

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RELEVANT DATA. I/WE AGREE, IF SELECTED TO PROVIDE THOSE GOODS AND/OR

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SERVICES TO THE CITY IN ACCORDANCE WITH THE TERMS, CONDITIONS AND
SPECIFICATIONS CONTAINED IN THE REQUEST FOR PROPOSAL DOCUMENT AND OUR
SUBMISSION. I/WE AGREE THAT THIS SUBMISSION IS BEING MADE WITHOUT ANY
COLLUSION OR FRAUD.

ACKNOWLEDGE RECEIPT OF ADDENDA BY NUMBER AND ISSUE DATE:

ADDENDUM NO. ________ DATED _________________________
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ADDENDUM NO. ________ DATED _________________________
ADDENDUM NO. ________ DATED _________________________
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ADDENDUM NO. ________ DATED _________________________

SUBMITTED BY:
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_________________________________________________________________________________________
(PROPONENT'S FULL LEGAL NAME)
ADDRESS: _______________________________TELEPHONE NO. ___________________________
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_______________________________FAX NO. ___________________________________

_______________________________EMAIL: ____________________________________
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_______________________________ DATE: _____________________________________

SIGNATURE OF AUTHORIZED SIGNING OFFICER

_______________________________________________________________________________________
PRINTED NAME OF SIGNING OFFICER

THIS FORM MUST BE SIGNED AND SUBMITTED WITH YOUR PROPOSAL OR YOUR
PROPOSALWILL BE DECLARED INFORMAL.

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 FORM 2

POLICY TO EXCLUDE BIDS FROM EXTERNAL PARTIES INVOLVED IN THE

PREPARATION OR DEVELOPMENT OF A SPECIFIC CALL/REQUEST

To ensure Fair and Equal Treatment in its competitive procurements, the City of Toronto will undertake

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to:

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 disallow bidders/proponent from submitting a bid to any Tender, Quotation, or Proposal call in which
the bidders/proponent has participated in the preparation of the call document; and
 a bidder/proponent who fails to comply will result in disqualification of their response to the
call/request.

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Did you, the proponent, assist the City of Toronto in the preparation of this Request for Proposal call?

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Specify: Yes _______ No _________

For a copy of the City of Toronto Policy, visit the website at

http://www.toronto.ca/citybusiness/pdf/bidsfromexternalparties.pdf
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 FORM 3

RESTRICTIONS ON THE HIRING AND USE OF FORMER CITY OF TORONTO

MANAGEMENT EMPLOYEES FOR CITY CONTRACTS

The purpose of this Policy to ensure that former City of Toronto management employees who took part in
a separation program or received a retirement package, are prohibited from participating in contracts
directly or indirectly related to the City of Toronto or its special purpose bodies for a period of two years

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starting from an employee’s separation date.
Former employees covered by this policy are prohibited from participating in contracts directly or indirectly

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related to the City of Toronto or its special purpose bodies for a period of two years starting from the
employee’s separation date. This would include, but not be limited to, for example, the following roles:
 As an independent contractor/consultant;
 As a contractor/consultant on City project Work for a company/firm (but, the firm may compete); or

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 As a contractor/consultant on City project Work for a company/firm that has been sub-contracted by

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another company/firm.
Former City of Toronto management employees who took part in a separation program or received a
retirement incentive are prohibited from participating in contracts directly or indirectly related to the City
of Toronto and its special purpose bodies for a period of two years starting from an employee’s
termination date.
Notes: (1) Adopted by Council at its meeting of February 4, 5, & 6, 1998, Report No. 2, Clause No.
2 of the Strategic Policies and Priorities Committee, and
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(2) Revised by City Council at its meeting of November 26, 27, 28, 2002, Report No. 14,
Clause No. 6, Administration Committee.
Respondents are to state the name(s) of any former City of Toronto management employee(s) hired/used
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by your firm, if any, who have left the employ of the City or its special purpose bodies within the last two
years.
Specify: .
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This policy will be considered in the evaluation of all submissions received by the City of Toronto.
For further information contact:
Manager, Corporate Purchasing, Policy & Quality Assurance
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18th Floor, West Tower, City Hall, (416) 392-0387

For a copy of the City of Toronto Policy, visit the website at

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http://www.toronto.ca/calldocuments/pdf/former_employees.pdf

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 FORM 4
ENVIRONMENTALLY RESPONSIBLE PROCUREMENT STATEMENT
The City of Toronto Environmentally Responsible Procurement Policy encourages bidders to also offer
products/services that are environmentally preferred.
Environmentally preferred products/services offered must be competitive in cost, conform to
specifications, performance requirements and, be suitable for the intended application as determined by
the using department(s)

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Environmentally preferred products/services are those such as durable products, reusable products, energy

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efficient products, low pollution products/services, products (including those used in services) containing
maximum levels of post-consumer waste and/or recyclable content, and products which provide minimal
impact to the environment.
An environmentally preferred product is one that is less harmful to the environment than the next best

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alternative having characteristics including, but not limited to the following:

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1. Reduce waste and make efficient use of resources: An Environmentally Preferred Product
would be a product that is more energy, fuel, or water efficient, or that uses less paper, ink, or
other resources. For example, energy-efficient lighting, and photocopiers capable of
double-sided photocopying.
2. Are reusable or contain reusable parts: These products such as rechargeable batteries,
reusable building partitions, and laser printers with refillable toner cartridges.
3. Are recyclable: A product will be considered to be an Environmentally Preferred Product if
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local facilities exist capable of recycling the product at the end of its useful life.
4. Contain recycled materials: An Environmentally Preferred Product contains post-consumer
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recycled content. An example is paper products made from recycled post-consumer fibre.
5. Produce fewer polluting by-products and/or safety hazards during manufacture, use or
disposal: An EPP product would be a non-hazardous product that replaces a hazardous
product.
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6. Have a long service-life and/or can be economically and effectively repaired to upgraded.
Bidders shall if requested, provide written verification of any environmental claims made in their
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bid/Proposal satisfactory to the City of Toronto within five (5) working days of request at no cost to the
City. Verification may include, but not be limited to, certification to recognized environmental program
(e.g., Environmental Choice Program [ECP]), independent laboratory tests or manufacturer's certified
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tests, Only proven environmentally preferred products/services shall be offered. Experimental or

prototype products/services will not be considered.
For a copy of the City of Toronto Environmentally Responsible Procurement Policy, visit the website at
http://www.toronto.ca/calldocuments/pdf/environment_procurement.pdf

State if environmentally preferred products/service is being offered: YES______ NO______

State briefly the environmental benefit of the product/service offered:
__________________________________________________________________________

__________________________________________________________________________

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 FORM 5
NOTICE OF “NO SUBMISSION”

RFP # : 9114-14-7130 CC
CLOSING DATE: November 20, 2014

IMPORTANT - PLEASE READ THIS

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It is important to the City of Toronto to receive a reply from all invited Proponents. There is no obligation to submit a Proposal;

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however, should you choose not to submit, completion of this form will assist the City in determining the type of services you are
interested in submitting a Proposal in the future.

INSTRUCTIONS:

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If you are unable, or do not wish to submit a Proposal on this Request for Proposals, please complete the following portions of this
form. State your reason for not submitting a Proposal by checking applicable box(es) or by explaining briefly in the space
provided. It is not necessary to return any other Request for Proposals documents.

1. We do not offer this service. Other reasons or additional comments.

2. We do not offer services to these requirements.

3. Unable to offer services competitively.

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4. Cannot handle due to present commitments.

5. Quantity/project too large.

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6. Cannot meet delivery/completion requirements.

7. Licensing restrictions.
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Do you wish to participate in Request for Proposals for services in the future? YES ____ NO ____

For City’s use only - Do not write in this space. Company Name:
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Address:
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Signature of Company Representative:

Position:

Date: Tel. No.:

Fax No.:
Fax: 416-397-7779

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 FORM 6

Declaration of Compliance with Anti-Harassment/Discrimination

Legislation & City Policy
Organizations/individuals in Ontario, including the City of Toronto, have obligations under the Ontario Human Rights Code, the
Occupational Health and Safety Act, the Employment Standards Act, the Accessibility for Ontarians with Disabilities Act, the Criminal
Code of Canada and the Charter of Rights and Freedoms. In addition, the City of Toronto also has policies that prohibit discrimination on
DECLARATION OF COMPLIANCE WITH ANTI-HARASSMENT/DISCRIMINATION LEGISLATION & CITY POLICY

the additional grounds of political affiliation or level of literacy, subject to the requirements of the Charter. Organizations are required to

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have and post policies, programs, information, instruction, plans and/or other supports, and an appropriate internal process available to

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their employees and service recipients to prevent, address and remedy discrimination, racism, harassment, hate and inaccessibility
complaints under the applicable legislation and including the additional grounds of discrimination prohibited under City policy. Individuals
are obliged to refrain from harassment/hate activity.

The City of Toronto requires all organizations and individuals that contract with the City to sign the following Declaration of Compliance
with Anti-Harassment/Discrimination Legislation & City Policy. This Declaration must be signed by your organization and submitted with

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the contract or Letter of Understanding. The name of your organization and the fact that you have signed this declaration may be

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included in a public report to City Council.

Declaration:
Date:

I/we uphold our obligations under the above provincial and federal legislation. In addition, I/we uphold our obligations
under City policies which prohibit harassment/discrimination on a number of grounds including political affiliation and level of
literacy.

WHERE LEGALLY MANDATED I/we have in place the necessary policies, programs, information, instruction, plans and/or
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other supports that are consistent with our obligations, and I/we have an internal process available to my/our employees and
service recipients to prevent, address and remedy discrimination, racism, harassment, hate and inaccessibility complaints.
I/we agree that I/we shall, upon the request of the City, provide evidence of the policies, programs, information, instruction,
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plans and other supports and an appropriate internal complaint resolution process required under this Declaration which is
sufficient to allow the City to determine compliance. I/We acknowledge that failure to demonstrate compliance with this
declaration to the satisfaction of the operating Division, in consultation with the City Solicitor, may result in the termination of
the contract.
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Name of Vendor or Name of Grant Applicant (Organization or Individual):

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Complete Address: Email _____________________________

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Tel. No. ____________________________

For Office Use Only

Group/Vendor/Individual Name:

Postal Code: Fax No. ____________________________

Name of Signing Officer or Name of Applicant (Name – please print): Position

Signature: Date:
Authorised Signing Officer or Individual

Multilingual Services: 311 and TTY 416-338-0889.Further information: www.toronto.ca/diversity.ca

39 of 162
 APPENDIX D

PRICE FORM – Custom Development of eLearning and Blended Learning

Solutions

Cost for Core Services

Description A B C D E F
Custom Estimated Hourly Rate Average Total Cost Hourly Rate Hourly Rate

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Development of Quantity number of (AxBxC)

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eLearning and Required per (2015) hours per (2016) (2017)
Blended Year project
Learning
Solutions
Custom 5 modules per $ 100 hrs

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Development of year

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*Level 1
eLearning
Solutions
Conversion of 3 modules per $ 40 hrs
City-owned year
content into Level
1 eLearning
solutions
Custom 3 guides per year $ 20 hrs
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Development of
**Tailgate
Material
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Total Cost:

Note: Number of modules and guides required per year may be more or less than estimate provided
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in Column A above. Number of hours required for a project may be more or less than average shown
in Column C. Project hours will be negotiated and agreed to in advance of each project.

Cost for Provisional Services

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Occasionally, the custom development of Level 2 eLearning solutions, standalone audio and/or standalone video files for
existing eLearning Solutions may be required. Please provide pricing details for the production of Level 2 eLearning and
standalone files as follows.
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Description Hourly Rate Hourly Rate Hourly Rate

(2015) (2016) (2017)
Custom Development of *Level 2 eLearning Solutions $

Custom Development of standalone audio files for existing $

eLearning Solutions
Custom Development of standalone video files for existing $
eLearning Solutions
Please note that the City is under no obligation to exercise provisional services. Project hours will be negotiated and agreed to
in advance of each project.
*See Appendix F for eLearning level definitions

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 **Instructor Led Training material used for facilitation by supervisors for employees without
computer access at work (in lieu of online training). Tailgates are approximately 20 min in length.
See Appendix G for sample Tailgate Guide.

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 APPENDIX E
PROPOSAL EVALUATION TABLE

COMPLIANCE WITH MANDATORY SUBMISSION PASS/FAIL

REQUIREMENTS

CRITERIA POINTS POINTS

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AVAILABLE AWARDED

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A) PROPONENT PROFILE
 Profile and professionalism of the company 5
B) EXPERIENCE AND QUALIFICATIONS OF THE PROPONENT
 Experience delivering eLearning services of the same nature
as the services required by the City 10

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 Experience in end-to-end eLearning service delivery (from

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needs assessment to evaluation)
C) PROPOSED STAFF TEAM AND RESOURCES
 Experience and qualifications of the team proposed by the 20
Proponent
 Extensive experience designing and developing eLearning
solutions
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D) UNDERSTANDING OF RFP AND PROPOSED SOLUTION
(refer to Section 3.1) 25
 Demonstrated high level of understanding of the scope of
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work and of the RFP goals and requirements

 Proposed approach for undertaking an end-to-end eLearning
project for the City
 Demonstrated ability to carry out all aspects of the project
E) QUALITY OF WORK (1 sample needs assessment, 1 sample 25
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storyboard and 2 samples of eLearning)

 Needs assessment is clear and thorough
 Storyboard is thorough and enables readers to clearly envision
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the final solution

 eLearning samples are of professional quality
 Content is written and presented in a clear and concise manner
 Audio effectively complements the information presented
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 Images and other visuals are used appropriately to engage

learners and reinforce key learning points
 Multi-media is used appropriately to engage learners and
reinforce key learning points
 Samples are interactive and engaging
 Samples include a Level 2 evaluation component (knowledge
checks or quizzes)
FEES: [FORMULA: (lowest cost Proposal / Proponent’s Proposal 15
cost x 15]
TOTAL SCORE 100

42 of 162
 APPENDIX F
eLearning Levels

eLearning Levels
Although typical City eLearning projects are Level 1, as defined in the table below, Proponents are asked
to provide pricing details for Level 1 and Level 2 in the Price Form.

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Level Definition

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Level 1 eLearning (Basic) Content pages, text, graphics, perhaps
simple audio, perhaps simple video, test
questions.

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Level 2 eLearning (Interactive) Level 1…plus 25% (or more) interactive

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exercises (allowing learners to perform
virtual "try it" exercises), liberal use of
multimedia (audio, video, animation)
Level 3 eLearning (Advanced) Highly interactive, possibly simulation or
serious game-based, use of avatars,
custom interactions, award-winning caliber
courseware
Levels and definitions taken from Chapman, B. (2010). How Long Does it Take to
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Create Learning? (Research Study). Published by Chapman Alliance LLC.
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 Appendix G

Courses for the TPS Program,

Organizational Chart,
Strategic Plan,
Talent Blueprint
Sample Tailgate Guide

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Toronto Public Service Courses Influencing Strategies for Impact and Alignment Managing Difficult Conversations Building Customer-Centric Culture from the Inside Out Fundamentals of Due May 15 (a.m.)
Musculoskeletal
NEW Diligence Fundamentals for Office Available Upon Request
by Area of Study April 28 July 14 October 15 December 9 July 8 October 27 December 4
Fundamentals of Ladder Safety
Workers
September 22
Internal Consulting and Advising Skills Persuasion and Impact: the Role of Logic and Emotion in Musculoskeletal Safe Lifting Techniques for
Administrative Support July October November December Persuasive Communication NEW Creating a Culture of Trust for Exceptional April 24 (a.m. OR p.m.) June 12 (a.m. OR p.m.) Non-Office Workers
2&3 16 & 17 12 & 13 10 & 11 Customer Service NEW
Customer Service Essentials for Administrative Support September 12 October 7 (a.m. OR p.m.) Available Upon Request
and Frontline Staff NEW Leading Productive Meetings April 1 July 24 November 17
Speaking Clearly and Confidently Health and Safety Aspects of Contracts for Services Order Picker/Lift Truck
April 14 May 26 July 4 September 5 Creating Exceptional Customer Experiences NEW Available Upon Request
May 27 July 10 September 8 November 26 Operator Training
March 21 June 30 September 3 September 23 November 12
Planning for Civic Engagement April 22 May 8 September 30 Overhead Crane Operator
Managing Your Time and Your Manager’s Time NEW Working with the Media Health and Safety Competency for Frontline Supervisors Available Upon Request
April November Training
June 6 July 7 September 26 November 25 Customer Service Essentials for Administrative Support
17 & 24 7 & 14 April 9 June 3 September 17 November 18 and Frontline Staff NEW March 25 & 26 April 8 & 9 May 6 & 7 June 10 & 11 Respirator: Train the Fit-Tester Available Upon Request

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Taking Effective Minutes Shaping Organizational Vision and Mission July August September October
Communication – Written May 27 July 10 September 8 November 26 8&9 5&6 9 & 10 7&8 Rigging Safety Available Upon Request
Through Strategic Planning NEW
April 16 May 26 September 8

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Clear Writing and Design March 28 April 25 November December
(a.m OR p.m.) (a.m OR p.m.) (a.m OR p.m.) June 23 October 31 Customer Service: Conflict Resolution and Wellness Skills 4&5 2&3 Scaffold Safety Available Upon Request
Staffing: General Principles and Practices May 28 June 27 September 12
Business Analytics April 2 May 21 July 3 November 3 Health and Safety Competency for Frontline Supervisors - March 26 April 29
Creating Impact in Teaching and Facilitation through One-Day Refresher Traffic Control
April 9 June 30 November 21 (a.m.) (a.m.)
Business Analysis Essentials NEW Powerful Visual Tools NEW Customer Service: Handling Challenging Clients
Sustainable Development and the Green Standard: March 27 May 22 June 26 September 4 June 23 September 25 November 26 December 11

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April 1 & 2 June 4 & 5 October 2 & 3 An Introduction October 31 November 26 March 27 May 27 June 23 September 5 (a.m.) (a.m.) (a.m.) (a.m.)
October 23 November 25 December 16

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March 28 April 23
Business Process Improvement April 23 October 24 Improving Your Grammar March 26 May 16 Customer Service: Negotiation and Motivation Skills Health and Safety Competency for Senior and Middle Trenching and Shoring (a.m.) (a.m.)
Building a Strategic, Value-based BPI Framework NEW Change Management June 10 July 9 October 6 May 1 June 30 October 7 November 28 Managers May 28 October 29 November 19 December 10
June 4 September 24 (a.m.) (a.m.) (a.m.) (a.m.)
July 8 December 12 Career Planning in Times of Change NEW September 30 Web Writing for the City of Toronto’s Customer Service: Interpersonal Skills
April 10 Health and Safety
Internet and Intranet Websites Violence in the Workplace: An Introduction
Business Process Improvement: An Introduction NEW Communicating Change Effectively I: April 16 May 12 October 21 November 24 Construction Site Training for Available Upon Request
Create Compelling Change Messages NEW May 7 July 31 September 24 November 27 Building Inspectors March 4 (p.m. April 2 (a.m.) May 8 (a.m.) June 3 (p.m.)
July 7 October 28 Customer Service: Telephone, Active Listening and
April 29 June 3 October 20 Writing Better Emails Health and Safety Orientation
Business Process Mapping NEW Speaking Skills September 2 October 29 November 6 December 4
Communicating Change Effectively II: (p.m.) (a.m.) (a.m.) (p.m.)
April 4 June 12 September 29 April 15 June 16 July 17 October 28 April 3 (a.m.) May 27 (a.m.) May 29 (a.m.) June 3 (a.m.)

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July 4 October 27 Deliver with Impact NEW
(a.m. OR p.m.) (a.m. OR p.m.) (a.m. OR p.m.) Workplace Hazardous Materials Information System
May 2 July 11 October 30 Delivering Customer Service Excellence June 10 September 2 October 21 November
Business Skills (a.m.) (a.m.) (a.m.) 20 (a.m.) (WHMIS): An Introduction
Writing Clearly on Technical Subjects NEW May 5 June 18 September 17
Building a Strategic, Value-based BPI Framework NEW Developing Personal Readiness December 2 Available Upon Request

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and Capacity for Change NEW April 30 June 2 October 10 Managing Conflict: Foundation Skills for Frontline Staff (a.m.)
July 8 December 12 NEW Workplace Hazardous Materials Information System
April 28 June 9 October 17 Writing Incident Reports Health Aspects of Mould (WHMIS): MSD Interpretation
Building Business Acumen NEW Developing Resilience in the Face of Change NEW May 16 June 24 October 8
April 7 June 11 September 26 September 16 (a.m. OR p.m.) March 18 October 28
June 9 July 15 September 26 October 30 May 7 October 27 December 3 Writing Reports for Council and Committees Welcome to Toronto: We’ve Been Expecting You

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Hot Work Permit System Available Upon Request Information Management and Open Government
Business Analysis Essentials NEW Developing Team Readiness May 13 September 19 November 6 March 26 (a.m.) September 25 (a.m.) Incident Reporting, Investigation and WSIB/RTW for
and Capacity for Change NEW Frontline Supervisors
Freedom of Information and Privacy
April 1 & 2 June 4 & 5 October 2 & 3 Conflict Management Health and Safety March 18
May 16 October 14 December 8 Protection
April 3 (a.m.) October 2 (a.m.)
Business Process Improvement: An Introduction NEW Conflict Resolution and Negotiation Skills September 29 Asbestos Awareness

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Leading Unpopular Change: April 15 May 20 June 17 August 19
Joint Health and Safety Committees –
July 7 October 28 How to Engage and Inspire Others NEW Conflict Resolution and Negotiation Skills for Supervisors May 8 (a.m. OR p.m.) November 27 (a.m. OR p.m.) Roles and Responsibilities September 16 October 30 November 18 December 1
April 7 June 13 September 4 Asbestos Training for
Business Process Mapping NEW May 26 July 10 October 20 Available Upon Request April 1 November 13 Law and information Management for Managers
Maintenance Workers

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Communication – Verbal Managing Conflict: Foundation Skills for Front-Line Staff Chain Saw/Quick-Cut Saw Joint Health and Safety Committees (JHSC) Certification
July 4 October 27 Available Upon Request April 11 (a.m.) October 10 (a.m.)
Authentic Performance Management Conversations NEW Safety Training. Part I – Basic
Conflict Resolution and Negotiation Skills September 29 Livelink Records Server: Searching and Retrieving
May 16 June 24 October 8 Confined Space (Generic) April 10 (a.m.) June 5 (a.m.) March 17-20 April 14-17 May 12-15 June 16-19
March 19 July 2 October 29 November 17
Critical Thinking, Creative Problem Solving and Innovation Orchestrating Change: Leadership Skills for Managers July August September October
September 4 (a.m.) November 6 (a.m.) April 4 (a.m.) October 3 (a.m.)
Clear, Concise, Engaged and Energized Presentations NEW 14-17 11-14 15-18 14-17
May 14 July 9 October 20 December 5 Designated Substances Awareness Open Government: Building Transparency and
March 31 April 29 June 26 July 21 May 23 July 11 November 3 November December
Developing Effective Partnerships with the Private Sector Accountability
April 30 (a.m.) October 30 (a.m.) 17-20 8-11
October 10 Resolving Interpersonal Conflict Through Mediation NEW March 31 May 14
May 28 October 21 Electrical Awareness Joint Health and Safety Committees (JHSC) Certification (a.m.) (a.m.)
April June September
Communication Essentials: Taking Your Interpersonal Training Part II – Workplace Specific Hazard Training
Engaged Conversations and Group Decision Making 28 & 29 10 & 11 18 & 19 May 6 September 11 November 4 Records Classification: An Introduction
Communication Skills to the Next Level April October
through Facilitation NEW Skills for Conflict Intervention (a.m.) (a.m.) (a.m.)
July 11 October 29 December 11 23 & 24 22 & 23 April 4 (a.m.) May 9 (a.m.) March 24 (a.m.) May 2 (a.m.)
May 28 December 10 April 23 June 16 September 2 Fall Protection Lockout for High Density
Effectively Using Social Media NEW March 6 April 22 June 24 Available Upon Request Records Retention: An Introduction
Evaluating Collaboration Effectiveness: Answering the Customer Service Shelving
What, Why, When & How Questions to Ensure Success July 14 November 7 December 8 (a.m.) (a.m.) (a.m. OR p.m.) Lockout, Tag Out & Test March 31 (a.m.) June 13 (a.m.)
Applying the Public Sector Value Chain to Engage September 11 November 18
NEW
Feedback: the Key to Motivation Employees NEW (a.m.) (a.m. OR p.m.) May 13 (a.m.) October 1 (a.m.)
May 22 June 24 October 31 December 16 45 of 162
April 10 June 24 December 2 June 2 September 4 December 5
 Management and Supervisory Development – Management and Supervisory Development – Clear, Concise, Engaged and Energized Presentations Project Management Concepts April 25 Implementing the Accessibility for Ontarians with
City Essentials City Fundamentals Disabilities Act (AODA)
March 31 April 29 June 26 July 21 May 29 June 2 September 22 October 9
Attendance Management Applying the Public Sector Value Chain to Engage April 14 June 23 September 2
Employees NEW October 10 Project Management Methodology (a.m. OR p.m.) (a.m. OR p.m.) (a.m. OR p.m.)
March 27 (a.m.) April 24 (a.m.) May 22 (a.m.) June 25 (a.m.)

2014
June 2 September 4 December 5 Delivering Customer Service Excellence April June October November Managing Human Rights Today
September 9 October 16 November 13
3&4 19 & 20 1&2 27 & 28
(a.m.) (a.m.) (a.m.) Authentic Performance Management Conversations May 5 June 18 September 17 April 10 May 14 June 17 July 3
Project Management Teams
Basics of Staffing May 21 March 19 July 2 October 29 November 17 Developing Personal Readiness and Capacity for Change March 25 May 1 September 5 November 4 September 3 October 7 Courses for the
Conflict Resolution and Negotiation Skills for Supervisors Civic Engagement for Managers May 30 NEW
May 26 July 10 October 20
Dispute Resolution, the Grievance Procedure and
Coaching for Effectiveness, Improvement and Growth
April 28 June 9 October 17
Developing Resilience in the Face of Change NEW
Project Management: An Introduction
May 9 June 25
March 28
September 11 October 23
Responding to Discrimination and Harassment
Complaints Toronto Public Service

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Arbitration Process March 28 May 2 June 12 November 6 April 14 May 22 June 25 September 10
May 7 October 27 December 3 Retirement Planning
Creating a Culture of Trust for Exceptional Customer

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September 9 November 5 Improving Your Grammar March 26 October 28 November 10
Service NEW Essential Financial Planning for Retirement
Financial Management for Non-Financial Managers: May 16 June 10 July 9 October 6 Workplace Diversity for Managers
Accounting April 1 July 24 November 17 April 17 May 12 June 13 September 15
My Roles, Goals and Action Plans NEW
May 23 November 14 Diploma in Public Administration Program to start in fall 2015 October 15 November 10 April 2 May 13 June 26 September 8
May 15 July 10 October 3 December 9
Financial Management for Non-Financial Managers: Budget Registration September to Long Range Financial Planning October 16 November 3

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Effective Management Skills Polarity Thinking: A Novel Way to Discuss Complex
May 29 October 23 December

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Problems and Unleash Untapped Potential NEW April 22 June 20 September 30 November 7
Getting Started: Implementing Succession Management Emerging Leaders Certificate Registration to be
Program for Supervisors announced in June April 30 June 20 October 6 December 12 Planning to Retire
in Your Division
June 4 July 16 September 3 November 19 Feedback: the Key to Motivation Preparing to Move into Supervision March 24 April 11 May 5 August 22 October 3 The ‘owl’ icon, shown at right,
(p.m.) (p.m.) (p.m.) (p.m.) November 21 December 12 has been posted to all desktops.
April 10 June 24 December 2 April 30 June 27 October 6 December 1
Health and Safety Competency for Senior and Middle Click it for the most up-to-date
Managers Leading Unpopular Change: How to Engage and Inspire Speaking Clearly and Confidently Retirement Pension and Benefits Information Sessions
course information.
June 4 September 24 Others NEW May 23 June 6 June 27 September 26 toronto.csod.toronto.ca
March 21 June 30 September 3 (a.m. OR p.m.) (a.m. OR p.m.) (a.m. OR p.m.) (a.m. OR p.m.)
April 7 June 13 September 4 insideto.toronto.ca/learning
How to Conduct Workplace Investigations December 12
TalentFlow: An Introduction 416-392-9091

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April 8 June 5 Lessons in Leadership (a.m. OR p.m.)
April 25 May 23 June 27 July 18
Interview Process at the City March 17, 24 & 31 September 11, 18 & 25 (a.m.) (a.m.) (a.m.) (a.m.) Training Facilitation and Design How to register
April 11 (a.m.) June 25 (a.m.) October 22 (a.m.) November 13, 20 & 27 August 22 September 19 October 24 November Creating Impact in Teaching and Facilitation Through You can register online by clicking the icon on your

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(a.m.) (a.m.) (a.m.) 21 (a.m.) Powerful Visual Tools NEW desktop computer or directly at toronto.csod.toronto.ca
Law and Information Management for Managers New Supervisor Role: Preparing a Plan for Success December 12 from any computer with Internet access. Alternatively,
April 11 (a.m.) October 10 (a.m.) May 6 (p.m.) October 1 (p.m.) December 3 (p.m.) (a.m.) October 31 November 26
you can print and mail/fax an application form. One
Managing and Assisting the Troubled Employee Understanding Your Leadership Capacity & How Emotions Engaged Conversations and Group Decision Making application is required for each course.
Orchestrating Change: Leadership Skills for Managers
Play a Part NEW Through Facilitation NEW

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April 8 November 5 NEW
If you do not have computer access, please speak with The City of Toronto is committed to building a learning
Managing Employees with Health Issues May 23 July 11 November 3 June 9 July 28 September 22 December 1 May 28 December 10 your supervisor or manager or visit one of the learning organization and contributing to a skilled, knowledgeable
March 25 May 27 September 23 November 4
Preparing to Move into Supervision March 24
Procurement and Contract Management Evaluating Training Impact and Effectiveness kiosks to view course information, apply for courses and productive workforce.
Managing Human Rights Today Environmentally Responsible Procurement and access other learning tools and resources. A variety of courses are being offered to help you with
May 20 November 12

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April 30 June 27 October 6 December 1 November 6
April 10 May 14 June 17 July 3 (ERP) your career planning and to ensure that we have adaptable
Identifying Performance Gaps and Learning Requirements
September 3 October 7 Shaping Organizational Vision and Mission through Fundamentals of Purchasing Through Systematic Training Needs Analysis NEW Learning kiosks and high-performing employees to meet our current and
Strategic Planning NEW future needs.
Managing Labour Relations: An Introduction April 10 October 9 • E tobicoke Civic Centre (main floor in the Human

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June 23 October 31 May 22 October 21
April 4 (a.m.) June 13 (p.m.) Inventory Management and Control March 20 Resources Division area)
Performance Management in a Unionized Environment Understanding Your Leadership Capacity and How Instructional Design for Trainers • Scarborough Civic Centre (main floor in the What’s new!
Emotions Play a Part NEW Request for Proposal (RFP) Preparation and Evaluation Human Resources Division area)
October 9 December 4 June 6 October 29 December 5 Register for courses, complete mandatory eLearning
March 27 May 8 September 11 December 18 • Toronto Public Service Learning Centre (St. modules, access your training records and other online
Responding to Discrimination and Harassment June 9 July 28 September 22 December 1 Planning for Effective Divisional Training Lawrence Hall, 157 King Street East, 2nd Floor) learning opportunities in the enterprise Learning
Complaints Request for Quotation (RFQ) and Tender Preparation
Personal and Professional Effectiveness and Award September 16 November 10
If you require accommodation for classroom learning, Management System called ELI.
April 14 May 22 June 25 September 10
Achieving Goals - Creating Results! NEW September 15 May 29 June 19 September 25 November 27 Teaching Technical Skills and Processes NEW call 416-392-9091 or e-mail learning@toronto.ca.
October 28 November 10 ELI is available any time, any place and from any computer
Can-Bike 2 Project Management May 30 November 28
Transition to Manager I: Developing Your Plan with Internet access.
May September November April 23, 24 & 25 May 16, 23 & 30
Agile Project Management NEW September 4 Workplace Diversity, Equity and Human Rights
5&6 9 & 10 24 & 25 June 26, 27 & 30 September 5, 12 & 19 Other training opportunities:
Transition to Manager II: Implementing Your Plan Managing Project Risk NEW Human Rights in the Workplace
Career Planning in Times of I&T Training:
May 20 & 21 June 5 & 6 October 1 & 2 September 30 April 22 July 7 September 29 December 2 April 3 May 9 September 24 insideto.toronto.ca/itweb/computertraining
Change NEW
(a.m. OR p.m.) (a.m. OR p.m.) (a.m. OR p.m.) Fleet Safety:
Understanding Municipal Governance Clear Writing and Design March 28 Project Contract Management
March 24 April 11 May 23 August 15 insideto.toronto.ca/fleet.index.htm
May June September November
(p.m.) (p.m.) (p.m.) (p.m.) April 25 May 28 June 27 September 12 7&8 26 & 27 23 & 24 24 & 25 46 of 162
 City Council City Clerk’s Office
Ulli S. Watkiss Notes:
Auditor General City Clerk The City Clerk and City
Administrative Jeffrey Griffiths City Manager Solicitor report to City

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Joseph Pennachetti Council for statutory
Structure Legal Services
Anna Kinastowski purposes and to the City
Integrity Commissioner

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July 2014 Equity, Diversity & Human Executive Management City Solicitor Manager for administrative
Janet Leiper
Rights Gwen McIntosh purposes.
Uzma Shakir, Director Director The Medical Officer of
Health reports to the Board
Lobbyist Registrar Human Resources Internal Audit of Health and coordinates
Linda L. Gehrke Bruce L. Anderson Ruvani Shaubel with the Deputy City

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Executive Director Director Manager on administrative
matters affecting City

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Ombudsman employees within Toronto
Strategic & Corporate Policy Strategic Communications
Fiona Crean Public Health*
Lynda Taschereau Jackie DeSouza
Executive Director Director

Deputy City Manager &

Deputy City Manager Deputy City Manager
Chief Financial Officer
Brenda Patterson John Livey
Roberto Rossini

Public Health* Major Capital Corporate Finance Financial Planning

Dr. David McKeown Infrastructure Joe Farag Josie La Vita

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Medical Officer of Health Coordination Office Director Director
Jeffrey Climans, Director
Affordable Housing Long-Term Care Homes & Finance & Administration Information & Technology
Sean Gadon Services Office of Emergency Waterfront Secretariat Bruce Shintani Rob Meikle
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Director Reg Paul, General Manager Management
Loretta Chandler, Director
David Stonehouse
Director
Director Chief Information Officer

Children’s Services Parks, Forestry &

Elaine Baxter-Trahair Recreation City Planning Engineering & Treasurer Chief Corporate Officer
General Manager Janie Romoff Jennifer Keesmat Construction Services Giuliana Carbone Josie Scioli
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Acting General Manager Chief Planner & Executive Michael D’Andrea
Director Executive Director
Accounting Services Facilities Management
Court Services Shelter, Support & Mike St. Amant Business Management
Barry Randell Housing Administration Fire Services Toronto Building Director Corporate Security
Director Phillip Abrahams James Sales Ann Borooah Design and Construction
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General Manager Fire Chief & Chief Building Official & Pension, Payroll & Operations
General Manager Executive Director Employee Benefits
Economic Development & Social Development, Michael Wiseman 311 Toronto
Culture Finance & Administration Municipal Licensing & Acting Director Terese Damaso
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Michael H. Williams Chris Brillinger Toronto Water Acting Director

Standards
General Manager Executive Director Lou Di Gironimo Purchasing & Materials
Tracey Cook
General Manager Management Environment & Energy
Executive Director
Victor Tryl Jim Baxter
Emergency Medical
Toronto Office of Acting Director Director
Services Policy, Planning, Finance
Partnerships Transportation Services
Paul Raftis & Administration
Phyllis Berck Stephen Buckley Revenue Services Fleet Services
EMS Chief & Carol Moore
Director General Manager Casey Brendon Lloyd Brierley
General Manager Executive Director
Director Director

Employment & Social PanAm/Parapan Strategic Solid Waste Management Real Estate Services
Services Planning & Services Joe Casali
Patricia Walcott Implementation Vince Sferrazza 47 of 162 Director
General Manager Tobias Novogrodsky Acting General Manager
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City of Toronto

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STRATEGIC ACTIONS

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2013 - 2018

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Contents

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Message from the City Manager 2

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Council’s Strategic Plan 3

Developing Strategic Actions 6

Strategic Actions 2013-2018 7

City Building 8

Economic Vitality 12

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Environmental Sustainability 15
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Social Development 18

Good Governance 24

Fiscal Sustainability 35
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Next Steps 40
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Message from the City Manager

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It is my pleasure to present the Strategic Actions for 2013 to 2018. These Strategic Actions are designed to advance Council’s
vision, mission and goals for Toronto as articulated in its Strategic Plan.

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In 2002, Council approved the amalgamated City’s first Strategic Plan which included a long-term vision for Toronto as a dynamic,
caring, friendly and sustainable city; a mission to champion the economic, social and environmental vitality of Toronto; strategic
goals related to the themes of city building, economic vitality, environmental sustainability, social development and
good governance; and fiscal principles to guide the City’s fiscal framework.

Since then the City of Toronto has made major strides, achieving most of the directions from 2002 and setting a strong foundation
for the new city. Toronto is a diverse, liveable and prosperous city that consistently ranks highly in all world reviews related to key City

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indicators from quality of life to economic prosperity. Now, updated Strategic Actions are required to sustain and further advance
Toronto’s vision for the city and its residents.
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In 2012, I initiated a planning process to develop new Strategic Actions that build on the achievement of the original directions and
continue to advance Council’s vision, mission and goals. The Strategic Actions were developed to complement the City’s initiatives
and programs over the next five years. I am confident that the 26 Strategic Actions presented here will help ensure the success of
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Toronto for its residents as well as strengthen the government of the City of Toronto to meet its future challenges.

I would like to thank the Toronto Public Service for their ongoing dedication to the values of Service, Stewardship and Commitment
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while serving their great City and its residents and for contributing to the development of these Strategic Actions.
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Joseph P. Pennachetti, City Manager

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Council’s Strategic Plan

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Vision Statement

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Toronto is a caring and friendly city.

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We have opportunities to sustain and enrich our lives and reach our highest potential. Our diversity is valued and celebrated
and our communities are a source of pride. We are actively involved in the social, cultural and political life of the city.

Toronto is a clean, green and sustainable city.

We integrate environmental stewardship into our daily activities. We maintain and improve the health of the environment for
present and future generations.

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Toronto is a dynamic city.
As the nation’s leading economic engine, we are a centre of innovation and growth with a strong international presence. Our
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dynamic city is well positioned to succeed in the world economy.

Toronto invests in quality of life.

We invest in quality of life – socially, economically, culturally and environmentally – to make Toronto a desirable place to live,
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prosper and visit.

Mission Statement
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The Government of the City of Toronto champions the economic, social and environmental vitality of the city. The City strives to
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provide high quality and affordable services that respond to the needs of our communities and invests in infrastructure to support
city building. The City is a leader in identifying issues of importance and in finding creative ways of responding to them.

The City of Toronto promotes and maintains a system of responsible and accountable governance where the interests of
individuals and communities are balanced with those of the city as a whole. Public participation is an integral part of the City’s
decision-making processes.

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Strategic Themes
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City Building
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• City building views the
City as a whole and
focuses on investment in
social and physical
services and infrastructure,
which are fundamental to
the city’s quality of life.
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Social Development
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• Social development
encompasses principles
of social equity, social
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well-being and citizen
engagement, and is an
important determinant of
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healthy communities and
quality of life.
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Economic Vitality
• Economic vitality refers
to the health of the city’s
economy and includes
such factors as diversified
employment, skilled
workforce, competitiveness,
investment and
affordability.
Good Governance
• Good governance refers to
the system of municipal
government in terms of
its role as a democratic
institution, a public policy
maker and a deliverer of
public services.
Environmental
Sustainability
• Environmental
sustainability encompasses
principles of environmental
balance and the integration
of environmental
considerations in our social
and economic activities.
Fiscal Sustainability
• Fiscal Sustainability
refers to the City’s ability
to maintain its program
and services while also
funding its growing
commitments.
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Strategic Goals

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Throughout the development of the 26 Strategic Actions, it was recognized that these themes and goals are interconnected and
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interdependent and that collaboration is essential to successfully achieving the goals. Thus each Strategic Action addresses multiple
themes and goals and involve the efforts of the whole organization or several City Divisions to realize.
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Developing Strategic Actions

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Integrated Planning

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The City of Toronto employs an Integrated Planning and Performance Framework that connects Council’s goals to:

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• Strategic Actions that are set to advance those goals;
• The Official Plan, which guides growth and manages change with the objective of
supporting city-building and enhancing quality of life;
• Service planning that includes divisional business and sectoral plans; and
• Multi-year budgeting which sets the fiscal foundation and aligns these objectives.

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The Integrated Planning and Performance
Framework enables the City to take
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a multi-year view to guide the service
planning and budgeting process. At each
planning stage, performance measures
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and targets are set to ensure that planning
activities meet the intended outcomes.
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Strategic Actions for 2013-2018

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City Building Good Governance

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1. Implement Smart Urban Growth Strategies 13. Open Government by Design

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2. Invest in Culture 14. Engage the Public
3. Develop a Long-term Transportation Plan and Policies 15. Strengthen Public Service Governance
16. Strengthen Intergovernmental Relationships

Economic Vitality 17. Enhance the City’s Capacity to Serve Toronto’s Diversity
18. Develop and Implement a Workforce Plan
4. Increase Employment Opportunities
19. Improve Customer Service

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5. Accelerate Economic Growth
20. Enhance Performance Measurement
21. Improve Organizational Excellence
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Environmental Sustainability 22. Implement Shared Services

6. Support Environmental Sustainability

7. Develop a Long-term Solid Waste Management Strategy Fiscal Sustainability
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23. Update the Long-term Fiscal Plan
Social Development 24. Improve Service and Financial Planning
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8. Support Affordable Housing 25. Ensure State of Good Repair for Infrastructure
9. Strengthen Neighbourhoods 26. Finance the City’s Growth
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10. Enhance the City’s Quality of Life

11. Advance Toronto’s Motto ‘Diversity our Strength’
12. Improve Emergency Response and Prevention

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CITY BUILDING

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Infrastructure for a Successful City
Toronto has the necessary social and

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physical infrastructure to ensure
community and individual well-being
throughout the city, and to attract
investment and succeed in the
world economy.

Service Excellence

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Public services are high quality,
well-coordinated and easy to access.
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Smart Urban Growth
Toronto’s urban form is well planned with
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efficient, accessible and integrated City
services and transportation systems.
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Quality of Place
Toronto’s vibrant arts, culture, heritage,
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entertainment and urban design enrich

the city’s quality of life and enhance its
international image.

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Strategic Action #1 THEMES AND GOALS

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Implement Smart Urban City Building
• Smart Urban Growth
Growth Strategies • Quality of Place

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• Infrastructure for a
Ensure growth positively contributes to Toronto as a place to

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Successful City
live, work, play and invest by the end of 2015 by:
Economic Vitality
• Reviewing the Official Plan to ensure its growth management strategy effectively directs
• Generating Employment
growth to certain areas and away from others; and to ensure its policies for the built
• Dynamic Economic Base
environment, improvement to the City’s hard services, provisions for a range of housing
• Environmental Sustainability
options and protection of the natural environment represent leading-edge approaches.
• Environmental Awareness

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• Providing effective planning direction for the City’s employment lands to support job
growth across all sectors and to maintain a strong and diverse economic base. Social Development
• Wellbeing
•
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Delivering heritage conservation through programs and initiatives that protect and
enhance heritage properties, landscapes and districts across Toronto. • Safe City

• Preparing precinct plans to facilitate renewal and investment in waterfront areas.

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• Capitalizing on growth to deliver new public spaces and improvements to existing
public spaces.
• Establishing a comprehensive transportation planning framework in the Official Plan and
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identifying funding options.

• Leveraging opportunities to encourage investment in community infrastructure and
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affordable housing in neighbourhoods.

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Strategic Action #2 THEMES AND GOALS

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Invest in Culture City Building
• Quality of Place
Implement the arts and culture strategic plan, Creative Capital

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Gains, by 2017 to create a more vibrant cultural sector to Economic Vitality

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• Generating Employment
increase employment in the arts, to improve the liveability of
• Dynamic Economic Base
the city and to make Toronto a larger presence on the world
stage by: Good Governance
• International Relations
• Supporting programs/services that will ensure the city has affordable, sustainable
and diverse cultural spaces.

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• Ensuring all citizens have access to and the opportunity for cultural participation
in Toronto.
• Supporting the development of creative clusters and emerging cultural scenes to
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• Promoting Toronto as a Creative City regionally, nationally and internationally
through our cultural institutions, festivals and assets.
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• Committing to the sustainment of Toronto’s cultural sector, and its leadership as
a global creative capital.
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Strategic Action #3 THEMES AND GOALS

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Develop a Long-term Transportation City Building
• Infrastructure for a
Plan and Policies Successful City
• Smart Urban Growth

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Develop a Long-term Transportation Plan and Policies by

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2014 to guide future City transportation priorities by: Economic Vitality
• Generating Employment
• Reviewing and refining existing transportation policies in Toronto’s Official Plan in
2013 in order to create an integrated framework for movement in the city that
supports walking, cycling, transit and goods movement as key priorities.
• Establishing Toronto’s transit expansion priorities using the integrated framework

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for decision-making.
• Providing input to the Metrolinx Investment Strategy in 2013 by identifying the
City of Toronto’s transportation priorities within the context of the Metrolinx
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Regional Plan.
• Undertaking a review of the City’s taxicab industry by 2014 to ensure it is safe
and viable as a significant part of the Toronto’s transportation network.
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ECONOMIC

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VITALITY

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People

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Toronto’s workforce has the skills,
education and knowledge demanded by
an evolving and competitive economy.

Generating Employment
Toronto’s economy generates high

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levels of employment, providing quality
jobs and a range of employment
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opportunities.

Dynamic Economic Base

Toronto has a diversified business and
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employment base and builds on its
competitive strengths through excellence
in education, research, entrepreneurship
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and innovation.

International Image
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Toronto is internationally recognized as

a desirable place to live, work, visit,
invest and conduct business.

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Strategic Action #4 THEMES AND GOALS

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Increase Employment Opportunities Economic Vitality
• People
Increase employment opportunities in Toronto by the • Generating Employment

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end of 2018 by: • Dynamic Economic Base

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• Improving the strategic alignment of the Workforce Development Social Development
Strategy, Toronto Strong Neighbourhoods Strategy, the economic growth • Community Capacity

plan – Collaborating for Competitiveness – and key service plans such as the
Child Care Service Plan to implement objectives that support employers and
job seekers.
• Facilitating workforce development to ensure equitable opportunities for all

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residents, an adequate supply of qualified labour to support economic growth
and reduce social support service costs to the City.
• Developing, with key City partners, a comprehensive plan to market
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City employment and related employer services under the Toronto WorkOne
banner/brand.
• Creating jobs through affordable housing investments and implementing
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the recommendations of the Private Sector Housing Roundtable – including
expanding local employment opportunities by linking City-contracted residential
construction and repair work to create and support local youth employment.
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Strategic Action #5 THEMES AND GOALS

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Accelerate Economic Growth Economic Vitality
• Dynamic Economic Base
Implement the economic growth plan, Collaborating for • Generating Employment

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Competitiveness - A Strategic Plan for Accelerating Economic • International Image

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Growth and Job Creation in Toronto, by the end of 2018, to
Fiscal Sustainability
create a more attractive business climate to encourage business
• Sustainable Financial
growth and investment, foster job creation and improve the Mechanisms
City’s finances by:

• Enhancing Toronto’s business competitiveness through accelerated commercial/

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industrial development cycles, and continued support to grants, programs and
policies that promote cost-competitiveness for business.
•
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infrastructure and qualified labour, to prosper in Toronto.
• Encouraging business investment and formation by advancing business networks
and strategic partnerships through local and international business engagement.
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• Boosting Toronto’s business growth through high-value sector development.
• Leveraging Toronto’s diversity as an economic driver and asset.
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 ENVIRONMENTAL

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SUSTAINABILITY

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Environmental Awareness

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Awareness of environmental impact
results in active public participation in
environmental improvements.

Environmental Sustainability
Human activities and consumption are

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balanced with the environment’s ability to
absorb emissions and impacts.
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Environmental Health
The health of residents is protected from
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environmental risks.
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Strategic Action #6 THEMES AND GOALS

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Support Environmental Sustainability Environmental Sustainability
• Environmental Awareness
Develop an Environmental Sustainability Framework by the • Environmental Sustainability

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end of 2013 which advances the City of Toronto’s corporate and • Environmental Health

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divisional environment and energy objectives including:
Social Development
• Developing integrated business plans and implementation strategies to move • Well-being
forward environmental and energy priorities within the City’s jurisdiction over
the next five years. City Building
• Integrating environmental and energy policies and plans across City divisions and • Infrastructure for a
establishing interdivisional teams as required. Successful City

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Establishing a Program Advisory Body by 2013 to bring together community and
sector leaders to provide advice and support to the Chief Corporate Officer in
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the City’s environmental and energy objectives.
• Developing key partnerships at the provincial, regional and local level to leverage
and advance shared environmental and energy objectives.
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• Monitoring environmental sustainability outcomes and publishing an annual
report on the health and City’s progress in achieving its environmental and
energy objectives.
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Strategic Action #7 THEMES AND GOALS

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Develop a Long-term Solid Waste Environmental
Sustainability
Management Strategy • Environmental Sustainability

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• Environmental Awareness
Develop a Long-term Sustainable Waste Management Strategy

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• Environmental Health
by 2015, in partnership with community and divisional
stakeholders, that is environmentally sustainable and Good Governance
economically viable by: • Civic Participation

Social Development
• Reviewing and evaluating new and emerging techniques and technologies that
can maximize the lifespan of the Green Lane Landfill. • Well-being

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• Leveraging partnerships with other public and private sector operators to achieve
sustainability objectives. Fiscal Sustainability

•
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Increasing efforts to achieve waste diversion targets in the residential, multi-unit
• Stewardship of City
Resources and Assets
residential, industrial, commercial and institutional sectors.
• Assessing expansion or acquisition of landfills and alternative disposal options
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that will ensure effective solid waste management and disposal.
• Increasing divisional, community and citizen engagement and stewardship to
support sustainable solid waste management.
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SOCIAL

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DEVELOPMENT

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Community Capacity

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Individuals and groups have a collective
sense of belonging and contributing
to the city, and have the capacity to
participate in the city’s social, political,
economic and cultural life.

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Well-being
Individuals have access to an adequate
standard of living including income,
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health, nutritious food, housing
and clothing.
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Access, Equity & Diversity
Toronto’s diversity is promoted
and celebrated, and resources and
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opportunities are available to respond

to the unique needs of different
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communities.

Safe City
Toronto is a place where individuals and
communities feel safe and secure.

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STRATEGIC ACTION #8 THEMES AND GOALS

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Support Affordable Housing City Building
• Infrastructure for a
Implement and renew Housing Opportunities Toronto in order to Successful City
assist residents to access a range of affordable housing options,

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Social Development
support the development of healthy and diverse communities,
• Well-Being
and generate economic development by the end of 2018 by:
• Safe City
• Access, Equity & Diversity
• Implementing the provincial Community Homelessness Prevention Initiative
through the development of a Housing Stability Service Plan by the end of 2013
Economic Vitality
which will guide development of an integrated system of services to assist city
residents to secure stable housing. • Generating Employment

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• Implementing Putting People First to develop a sustainable funding strategy for
State of Good Repair of Toronto Community Housing by exploring new revenue Environmental
Sustainability
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generating opportunities.
• Environmental
• Developing an implementation plan by 2014 to transform the social housing Sustainability
waiting list system into a coordinated entry point to a range of both short and
long-term housing options to meet people’s needs.
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• Generating jobs by creating and upgrading affordable rental and ownership
housing, working with government, non-profit and private-sector partners and
developing innovative housing solutions following the private sector roundtable
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report Housing Makes Economic Sense.

• Implementing the Tower Renewal plan to improve communities, increase
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environmental performance and generate economic development through

leveraging the strengths and opportunities at apartment sites.

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STRATEGIC ACTION #9 THEMES AND GOALS

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Strengthen Neighbourhoods Social Development
• Well-Being
Strengthen neighbourhoods, community infrastructure and • Community Capacity
resident engagement by implementing the Toronto Strong

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• Access, Equity & Diversity

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Neighbourhoods Strategy 2020 (TSNS 2020) to advance • Safe City
equitable social development outcomes, maximize resources
City Building
and target investments to Neighbourhood Improvement Areas,
• Infrastructure for a
in collaboration with key partners, by: Successful City
• Smart Urban Growth
• Undertaking a review of community infrastructure in 2013 to identify and make

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strategic investments in the social and community infrastructure. Economic Vitality
• Supporting the creation of quality jobs with living wages by implementing the • People
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Development Strategy and Toronto Strong Neighbourhoods Strategy.
• Improving social well-being outcomes by strengthening inter-divisional,
community networks, service partnerships and resident engagement.
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• Evaluating progress through annual monitoring and reporting through a State
of Toronto Neighbourhoods report using Wellbeing Toronto and a regular term
report to Council beginning in 2014.
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• Aligning TSNS 2020 with smart urban growth strategies.

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STRATEGIC ACTION #10 THEMES AND GOALS

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Enhance the City’s Quality of Life Social Development
• Community Capacity
Support the collective health and quality of life of people by • Well-Being
2018, with a focus on the most vulnerable, by:

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• Safe City

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• Access, Equity & Diversity
• Developing and implementing a Toronto Social Development Strategy that
contributes to making Toronto an inclusive and cohesive society. Economic Vitality
• Advancing the well-being of children and families, through improved service • People
coordination, shared accountability, support for early childhood literacy and
reducing inequalities in child development outcomes. Good Governance
• Developing a Youth Outcomes Framework by 2014, including a youth well-being • Civic Participation

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index, that promotes a co-ordinated approach to youth development, well-being
and resilience, define the City’s priority outcomes for youth and facilitate an
integrated youth service system.
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Improving newcomers’ access to City services, civic engagement and
community capacity building through the implementation of the Toronto
Newcomer Strategy.
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• Integrating an age-friendly approach to programs and services through the
implementation of the Toronto Seniors Strategy.
• Revising and implementing the Child Care Service Plan to reflect the need for
high-quality, regulated child care to enable parents to work and contribute to
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our economy.
• Implementing the student nutrition program to improve the behavioural and
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physical outcomes of children and youth.

• Aligning quality of life objectives with the Workforce Development Strategy and
economic growth plan – Collaborating for Competitiveness.

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STRATEGIC ACTION #11 THEMES AND GOALS

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Advance Toronto’s Motto ‘Diversity our Social Development

Strength’ • Access, Equity & Diversity

• Community Capacity

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Ensure that Toronto’s diversity is integrated into all aspects of

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City Building
the City’s business by the end of 2018 by:
• Quality of Place

• Developing and implementing a social procurement policy.

Good Governance
• Meeting the Accessibility for Ontarians with Disabilities Act compliance deadlines • Civic Participation
for City programs and services through the implementation of the City’s
corporate accessibility plan.
Economic Vitality

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• Seeking community advice and input on access, equity and diversity. • Dynamic Economic Base
• Ensuring that access, equity and diversity are advanced through all City services,
policies and programs.
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STRATEGIC ACTION #12 THEMES AND GOALS

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Improve Emergency Response and Prevention Social Development
• Safe City
Improve the City’s capacity to prevent and respond to • Access, Equity & Diversity
emergencies by the end of 2015 to ensure that Toronto residents

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and communities are safe with a focus on Toronto’s vulnerable
communities by:

• Developing and implementing ten-year resource plans for Toronto Fire Services
and Toronto Emergency Medical Services to meet emergency response targets
and address Toronto’s growth, changing demographics and building stock.
• Enhancing prevention and education programs in Toronto Fire Services and

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Toronto Emergency Medical Services to decrease emergency risk.
• Developing integrated programs with the Toronto Police Service to combat youth
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violence through targeted neighbourhood investment, increased employment
opportunities and advocacy for policy changes that address the root causes of
youth violence.
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• Enhancing City and community collaboration and capacity to effectively respond
to critical incidents.
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GOOD

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GOVERNANCE

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Civic Participation

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Open, democratic decision-making processes
and effective dialogue invite people to
contribute their ideas, opinions, and energy
to the well-being of the city.

Organizational Excellence

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The City has appropriate legislative authority,
financial tools and organizational structures
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and processes to undertake its responsibilities
and achieve goals that support and enhance
the city’s quality of life.
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Intergovernmental Affairs
Toronto is a full partner with other orders of
government when making decisions that
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affect the city.

International Relations
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Toronto is regarded internationally as a

role model for cities, and benefits socially,
culturally and economically from its
international linkages.

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STRATEGIC ACTION #13 THEMES AND GOALS

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Open Government by Design Good Governance
• Civic Participation
Shift the organizational culture to be more accountable,
• Organizational Excellence
open and transparent by the end of 2017. Well-managed and

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accessible information is the foundation of open government. Social Development
Managing information as a corporate asset will move the • Community Capacity
City towards responsible stewardship versus ownership of • Access, Equity & Diversity
information. It will improve service delivery, build public trust
City Building
and confidence in government, and enhance civic engagement
• Service Excellence
through transparency, participation, accountability and

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accessibility. Shifting the organizational culture will require
a strong open government and an information management
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awareness program that will be accomplished by:
• Identifying barriers and promoting innovations which seek solutions to open up
City government by building an information sharing culture.
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• Incorporating information management best practices and open government
principles in employee orientation, recruitment, promotion and training.
• Building out the Information Management Framework with clear definitions and
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guidelines for staff to easily determine how to make information accessible and
protect privacy.
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• Incorporating information management policies, and best practices into the

planning and implementing of business processes, technology, and front line
customer service delivery.

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STRATEGIC ACTION #14 THEMES AND GOALS

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Engage the Public Good Governance
• Civic Participation
Enhance the City’s capacity to inform, engage and consult the • Organizational Excellence
public by the end of 2014 by:

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Social Development
• Improving opportunities for public participation in the City’s service planning and • Community Capacity
budgeting process. • Access, Equity & Diversity
• Embedding service user input in the planning, delivery and evaluation of City
programs and services. City Building
• Enhancing the way the City engages the public and stakeholders to plan, • Service Excellence
innovate and evaluate City strategies, initiatives, and policies.

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• Enhancing the City’s use of web-based tools to engage, collaborate and consult
with the public and stakeholders.
•
o inEnsuring information provided to the public about City meetings, consultations,
events and how to engage with their local government is co-ordinated and
easily accessible.
• Developing tools to support organizational civic engagement capacity,
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collaboration and knowledge exchange including how to ensure access, equity
and human rights objectives are integrated into City engagement activities.
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STRATEGIC ACTION #15 THEMES AND GOALS

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Strengthen Public Service Governance Good Governance
• Organizational Excellence
Establish a Toronto Public Service By-law by 2014 as a separate
chapter in the Toronto Municipal Code to clearly set out:

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• The definition of the Toronto Public Service;
• Toronto Public Service principles and values:
• The roles, responsibilities, and authorities for the City Manager and City agencies
for the management of human resources;
• The ethical framework for the Toronto Public Service; and
• Provisions for the disclosure of wrongdoing and protections from reprisals for

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public servants.
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STRATEGIC ACTION #16 THEMES AND GOALS

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Strengthen Intergovernmental Relationships Good Governance
• Intergovernmental Affairs
Develop an enhanced corporate intergovernmental protocol • Organizational Excellence

and strategy by 2015 that supports collaboration and awareness

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• International Relations

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of City divisions and agencies by addressing the following:
Fiscal Sustainability
• Sustainable Financial
• Objectives, principles and scope; Mechanisms
• Roles and responsibilities of the Mayor and Council, City Manager, Deputy City
Managers and staff;
• An annual process to update intergovernmental priorities, formal requests
(for funding, legislative or regulatory changes) and related implementation

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strategies; and
• Tools and capacity to support relationships with the Government of
o inCanada, the Province of Ontario, other Canadian jurisdictions including
working in partnership with municipal associations (FCM, AMO etc.) and
international activities.
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STRATEGIC ACTION #17 THEMES AND GOALS

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Enhance the City’s Capacity to Serve Good Governance

Toronto’s Diversity • Organizational Excellence

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Social Development
Enhance the City’s capacity to deliver policies, programs and

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• Access, Equity & Diversity
services that serve the diversity of Toronto’s population by the
end of 2018 by:

• Increasing the diversity of the Toronto Public Service at the management level
by establishing regular reporting on recruitment and advancement strategies
and outcomes.

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• Integrating diversity objectives into corporate-wide structures such as the
Workforce Strategy Team, the Finance and Administration Coordination Team
and the Customer Service Improvement Teams.
•
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Developing an Equity, Diversity and Human Rights Corporate Framework
to support consistent application of equity, diversity and human rights
considerations in public service policy development, program delivery,
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and reports.
• Standardizing and improving the City’s measurement and reporting of progress
on achieving equity, diversity and human rights objectives.
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• Aligning equity, diversity and human rights objectives with the development
of a Common Management Framework, Workforce Plan and Performance
Measurement and Indicators System.
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STRATEGIC ACTION #18 THEMES AND GOALS

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Develop and Implement a Workforce Plan Good Governance
• Organizational Excellence
Develop and implement the Toronto Public Service workforce
plan, Talent Blueprint, by 2018 to ensure an engaged, diverse,

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City Building

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• Service Excellence
high-performing, adaptive and productive workforce to meet
our current and future needs by: Social Development
• Access, Equity & Diversity
• Strengthening employee engagement to ensure employees are fully involved,
proud and committed to their work.
• Ensuring the public service reflects the population we serve and values and
champions diversity, access, inclusion and respectful behaviour.
•

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Building workforce capacity to ensure adaptable and high performing employees
with the right skills are in the right job at the right time to meet our current and
o infuture needs.
• Developing effective leaders, ensuring all management staff have the leadership
skills and knowledge to deliver high quality services, with a significant number of
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staff ready for promotion to management or higher levels of management.
• Modernizing critical Human Resources systems and services needed to
support implementation.
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STRATEGIC ACTION #19 THEMES AND GOALS

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Improve Customer Service Good Governance
• Organizational Excellence

Improve the delivery of City information and services to Toronto

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City Building
citizens by the end of 2015 by:

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• Service Excellence

• Building a customer service culture to ensure easy access to City information Social Development
and services. • Community Capacity

• Implementing technology that supports seamless customer service, constant

innovation, a web-enabled City and enhances information security and privacy.
• Establishing Customer Service Improvement Teams in all divisions, each with

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a 2013/2014 customer service improvement work plan, approved by their
Division Head.
•
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Developing a Counter and Multi-Channel Strategy to provide standard
information and services to citizens at designated City counters and enhancing
the delivery of City information and services across a variety of channels.
• Benchmarking the City’s customer service performance annually and
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publishing results.
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STRATEGIC ACTION #20 THEMES AND GOALS

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Enhance Performance Measurement Good Governance
• Organizational Excellence
Develop and implement a “best in class” performance • Civic Participation
measurement and indicators system across the organization by

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the end of 2015 by: City Building
• Service Excellence

• Developing a Corporate Measurement and Indicators Framework with common

language, standardized categories of performance measures and indicators,
metadata standards, and processes to maintain and regularly update results.
• Implementing regular web-based reporting to the public, staff and Council on
how Toronto is progressing including related to quality of life.

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• Improving the City’s capacity to compare its results over time, in relation to
established targets, benchmarked to other cities, in Ontario, Canada and
o ininternationally and by neighbourhood.
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STRATEGIC ACTION #21 THEMES AND GOALS

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Improve Organizational Excellence Good Governance
• Organizational Excellence
Implement a Common Management Framework by 2018 to
continue building a culture of organizational excellence and

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City Building

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• Service Excellence
enhance confidence in the quality of City services by:

• Adopting a framework to systematically measure and continuously improve in

key organizational categories including:
• Leadership
• Customer Service

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• Employee Focus
• Access, Equity and Diversity
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• Process Management
• Planning and Financial Management
• Undertaking an organizational baseline assessment across the organizational
categories.
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• Developing and implementing a four-year organizational improvement plan by
the end of 2014 based on the results of the baseline assessment.
• Educating the organization about the common management framework,
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communicating organizational progress and results and recognizing

organizational improvement and excellence.
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STRATEGIC ACTION #22 THEMES AND GOALS

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Implement Shared Services Good Governance
• Organizational Excellence
Implement shared services between the City and its agencies • Civic Participation

for common corporate functions to improve service delivery,

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achieve cost savings and customer service by the end of 2018 Fiscal Sustainability
• Stewardship of City
through the following activities: Resources and Assets

• Undertaking further analysis of the service opportunities identified by KPMG in

the Shared Services Study;
• Developing a five-year plan to implement shared services in collaboration with
City agencies;
•

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Expanding shared services to additional agencies and corporations as
appropriate; and
•
o inEstablishing required governance and organizational structures to successfully
develop, implement, monitor and maintain shared services.
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 FISCAL

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SUSTAINABILITY

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Stewardship of City Resources

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and Assets
Provide stewardship of City resources and
assets through sound financial planning.

Sustainable Financial Mechanisms

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and Sources
Establish sustainable financing mechanisms.
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STRATEGIC ACTION #23 THEMES AND GOALS

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Update the Long-term Fiscal Plan Fiscal Sustainability
• Stewardship of City
Update the City’s Long-term Fiscal Plan by 2014 with an Resources and Assets
emphasis on identifying viable solutions to the major issues • Sustainable Financial

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Mechanisms

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impacting the City’s finances. The Plan is expected to identify
key strategies to address the following: Good Governance
• Intergovernmental Affairs
• Continued implementation of surplus management and monetization • Organizational Excellence
strategies to renew the City’s major asset infrastructure while maintaining the
State of Good Repair backlog at normalized levels.
• Funding to address the City’s growth related projects with a focus on

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transportation (transit and roads) and waterfront renewal.
• Providing input to the Metrolinx Investment Strategy in 2013 by identifying
o inthe City of Toronto’s preferred funding tools to be implemented region-
wide, including the condition for a dedicated contribution to municipalities
to support locally identified transportation priorities.
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• Plans to eliminate the remaining operating structural deficit through revenues
that grow with the economy.
• Mitigation of the City’s major liabilities and related funding solutions.
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• Updated strategies to enhance the City’s Reserves and Reserve Funds.

• Review and update of debt management policies.
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STRATEGIC ACTION #24 THEMES AND GOALS

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Improve Service and Financial Planning Fiscal Sustainability
• Stewardship of City
Improve the way the City plans, budgets and reports on its Resources and Assets
programs and services by the end of 2014 by: • Sustainable Financial

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Mechanisms

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• Developing five-year service plans for all City programs and agencies for review City Building
by Committee and Council.
• Service Excellence
• Finalizing service standards and levels for City agencies.
• Integrating and linking the City’s service planning cycle to the City’s financial Good Governance
and budgeting process. • Organizational Excellence
• Implementing the new financial planning system (FPARS and Public Budget

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Formulation) including a multi-year planning and budgeting process.
• Integrating financial, human resources and payroll data for improved service
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planning and budgeting and using performance measures to support
decision-making.
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STRATEGIC ACTION #25 THEMES AND GOALS

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Ensure State of Good Repair for Infrastructure Fiscal Sustainability
• Stewardship of City
Enhance State of Good Repair for City’s assets and infrastructure Resources and Assets
by developing and implementing a corporate-wide strategic • Sustainable Financial

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Mechanisms

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asset management plan by the end of 2015 by:
City Building
• Developing an inventory of all City’s capital assets and infrastructure and • Service Excellence
ensuring asset managements plans are in place.
• Prioritizing State of Good Repair investments through the City’s ten-year Good Governance
Capital Plan. • Organizational Excellence
• Leveraging funding from other governments for City State of Good

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Repair priorities.
• Improving the coordination, sequencing and leveraging of the City’s State of
o inGood Repair capital projects.
• Aligning asset management, capital planning and budgeting, SAP financial
and work management processes, systems and reporting through the
implementation of FPARS Capital by 2015.
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• Establishing state of good repair capital project delivery performance measures.
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STRATEGIC ACTION #26 THEMES AND GOALS

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Finance the City’s Growth Fiscal Sustainability
• Sustainable Financial
Implement an integrated City-wide approach to finance the Mechanisms
city’s growth by the end of 2015 ensuring alignment with the • Stewardship of City

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Resources and Assets

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City’s Official Plan and Long-term Fiscal Plan by:
City Building
• Establishing and applying a framework based on principles and criteria to • Infrastructure for a
identify capital priorities for growth investments funded through the City’s Successful City
Long-term Fiscal Plan. • Service Excellence
• Ensuring City infrastructure requirements, social development and other City
objectives are considered at the outset of growth initiatives. Good Governance

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• Aligning financial policy and tools, including development charges, to address • Organizational Excellence

infrastructure needs.
•
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Planning for operating impacts to fund City programs and services resulting
from growth.
• Securing capital funding to address growth with a focus on transportation
(transit and roads) and waterfront renewal.
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• Expanding the City’s revenue base with revenues that grow with the economy.
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 Next Steps

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The City Manager, Deputy City Managers, City Clerk and City Solicitor will oversee and monitor the implementation of the
Strategic Actions. Senior City officials will be assigned responsibility to lead the implementation of specific Strategic Actions,

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including facilitating coordination and collaboration among City divisions and agencies as required.

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The Strategic Actions will be integrated into performance objectives and work planning to ensure that strategic priorities are
aligned to individual, unit, divisional and cluster performance.

A progress report will be published twice per Council term which will provide an overall summary for the implementation of the
Strategic Actions measured against progress indicators and will also outline any challenges faced, new opportunities identified

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o inand anticipated next steps.
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City of Toronto
October 2013

90 of 162 41
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TALENT
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o in BLUEPRINT
2014-2018
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BUILDING A TORONTO PUBLIC SERVICE
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CONTENTS
A Look Back as we Continue Forward 2

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Message from the City Manager 3

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Message from the Executive Director of Human Resources 4
Message from the Unions and Professional Associations 5
The Talent Blueprint At a Glance 6
What is Talent? 8
What is the Talent Blueprint? 8
Why do we Need a Talent Blueprint? 8

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The Talent Blueprint 8
Focus Area 1 – Employee Engagement 9
o in Focus Area 2 – Diversity 11
Focus Area 3 – Workforce Capacity 15
Focus Area 4 – Effective Leaders 18
Essential Human Resources System Enablers 21
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Governance and Accountability 22
Roles and Responsibilities to Implement the Plan 22
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Talent Blueprint Timeline 24

Reaching our Goal 25
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A LOOK BACK AS WE CONTINUE FORWARD

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The City’s first workforce plan – the Toronto Public Service People Plan 2008 – 2012, set five long-term goals focused on:

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• learning;
• safe and healthy workplace;
• attracting and retaining a skilled, high-performing and diverse workforce;
• having strong and effective leaders; and

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• building a positive workplace culture.

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Each goal had specific objectives and actions to be achieved by City divisions and Human Resources (2008-2012). Significant progress has
been made towards achieving each of them, including: increased learning and training opportunities; significant reductions in health and
safety performance indicators; enhanced recruitment and succession strategies; diversity initiatives and human rights training; executive
development, management skills and labour relations training.

In creating the new Talent Blueprint, the health and safety objective “Target Zero” that started seven years ago, continues to be a
corporate-wide priority. There has been significant success in creating healthy and safe workplaces with a 50 per cent decrease in lost

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time injuries overall. Target Zero has now moved beyond a priority – it is embedded in our culture of continuous improvement.
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MESSAGE FROM THE CITY MANAGER

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I am pleased to present the Talent Blueprint 2014-2018, the next five-year workforce plan to guide us in building a great Toronto Public Service.

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Good Governance is one of the themes of the City of Toronto Strategic Actions 2013-2018. To achieve the delivery of Good Governance, it
requires an excellent public service where all employees are fully engaged in our mission to serve our great city.

The Toronto Public Service provides essential services to Toronto’s residents, businesses and visitors. All employees must ensure that the Toronto

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government is accessible, accountable and transparent. City divisions support the City of Toronto and provide social and community services,

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emergency services, public works services and support and shared services.

The talent, dedication and hard work of our employees are the foundation of the City government and its quality services. Ensuring employees
feel valued and recognized is important to building a great public service.

The Talent Blueprint 2014-2018 identifies four strategic key focus areas and the essential human resources system enablers that we will
focus our activities on over the next five years. It establishes the objectives and key actions required to have engaged, diverse, high-performing,
adaptive and productive employees to meet our current and future needs.

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The Talent Blueprint 2014-2018’s four focus areas are:

• Employee Engagement – Employees who are fully involved, proud and committed to their work;
•
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Diversity – A public service that reflects the population we serve and values and champions diversity, access, inclusion and respectful behaviour;
• Workforce Capacity – Adaptable and high-performing employees with the right skills in the right job at the right time to meet current and
future needs; and
Effective Leaders – Managers who have the leadership skills and knowledge to build a high-performing organization that has high quality
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•
programs for effective delivery of City services.

With our new focus on key areas, we will continue to support the objectives and actions of the People Plan 2008-2012 including our priority for
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embedding a Safe, Healthy and Positive Workplace culture into everything we do. Our continuous improvement activities will progress further by
having an engaged, diverse, high-performing workforce with effective leaders.
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All members of the Toronto Public Service, together with the unions and professional associations, have an important part to play in the success
of the Talent Blueprint as we continue on our path to building a great Toronto Public Service to serve a great city with our most valuable asset,
our workforce.

Joseph P. Pennachetti
City Manager
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TALENT BLUEPRINT
MESSAGE FROM THE EXECUTIVE DIRECTOR OF HUMAN RESOURCES

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The Talent Blueprint 2014-2018 is the corporate workforce plan for the Toronto Public Service. Senior management leads and

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supports the actions required for its success. The success of the plan is not in its development, but rather in the effective implementation
of the actions and the progress towards achieving its stated goal – to have engaged, diverse, high-performing, adaptive and productive
employees that meet our current and future needs.

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The Talent Blueprint builds on our successes and lessons learned from our first workforce plan – the People Plan 2008-2012. We have

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taken a revised approach in the Talent Blueprint’s development to ensure broader consultation and increased input and participation of our
stakeholders. The process provided an opportunity for senior management, divisional management, union and association leaders as
well as divisional customer service representatives, Human Resources and Equity, Diversity & Human Rights staff to discuss key corporate
workforce challenges, strategic priorities and desired outcomes.

Under the former People Plan, the City made significant progress within its five goals: we will be a learning organization; we will have
safe and healthy workplaces; we will attract and retain a skilled, high-performing and diverse workforce; we will have effective leadership
and we will build a positive workplace culture. The work and activities set out in the former plan will continue to be important, but the

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City is constantly changing. As a result, new priorities have emerged that will require specific focus in the coming years.

The Talent Blueprint focuses on a few key corporate-wide priorities and actions. We will better align our resources to those activities that
o in
will have the greatest impact on the organization and support and enhance our programs and the effective delivery of our services to the
public. The plan will be regularly reviewed and new activities added when required to meet the changing needs of the public. We believe
collective and focused corporate-wide actions will dramatically strengthen the Toronto Public Service and continue to build a
high-performing organization.
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I would like to take this opportunity to thank all staff, management, union and association leaders who provided input to develop the
Talent Blueprint’s goal, objectives and actions. Together, we will ensure that we have the public service needed to meet our current and
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future needs.
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Bruce L. Anderson
Executive Director of Human Resources

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TALENT BLUEPRINT
MESSAGE FROM THE UNIONS AND PROFESSIONAL ASSOCIATIONS

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We are committed to delivering excellent public service. This requires a public service with the necessary skills, talents and commitment. We

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support the Talent Blueprint’s goal and its four key focus areas. We will monitor the development and implementation of the plan through
discussions with senior management at the Committee on Toronto Public Service Excellence. Our discussions will ensure that corporate actions
are consistent with the intent of the plan. This will ensure that employees are valued, productive and there is a shared commitment to public
service excellence.

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Tim Maguire Dave Hewitt Ed Kennedy Mike Major
President Acting President President President

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CUPE Local 79 TCEU Local 416 TPFFA Local 3888 COTAPSA
Canadian Union of Toronto Civic Employees’ Union Toronto Professional City of Toronto Administrative,
o in Public Employees Fire Fighters’ Association Professional, Supervisory Association Inc.
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TALENT BLUEPRINT
 Talent Blueprint At a Glance

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Our Goal is to have engaged, diverse, high

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FOCUS AREAS

1 EMPLOYEE ENGAGEMENT 2 DIVERSITY

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Employees who are fully involved, proud and
committed to their work
Key Actions
• Conduct a corporate-wide employee engagement survey
every three years and report out results.
• Provide City divisions with the resources and tools to help
address and improve employee engagement.
A public service that reflects the population
we serve and values and champions diversity,
access, inclusion and respectful behaviour
Key Actions
• Identify and implement actions that will increase workforce
data collection and reporting and overall workforce diversity
with unions and associations.

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• Implement actions to increase employee engagement • Measure, develop and implement strategies to increase
corporately and divisionally. representation at all levels of management in the organization.
• Develop employee and public service recognition programs • Increase leadership knowledge of equity and diversity issues
o in with unions and associations. related to the City as an employer and service delivery.
• Establish a senior leadership action group to oversee equity,
diversity and human rights initiatives.
• Implement any changes in provincial legislation regarding
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diversity and inclusion including: the Ontario Human Rights Code,
Accessibility for Ontarians with Disabilities Act (AODA) and the
Integrated Accessibility Standards.
• Develop and implement a Positive Space program.
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TALENT BLUEPRINT
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performing, adaptive and productive employees that meet our current and future needs.

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3 WORKFORCE CAPACITY 4 EFFECTIVE LEADERS

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Adaptable and high-performing employees Managers who have the leadership skills
with the right skills in the right job at the right and knowledge to build a high-performing
time to meet current and future needs
organization that has high quality programs for
Key Actions effective delivery of City services
• Increase access and delivery to learning for all employees
(for example, webinars, classroom, e-learning modules and Key Actions
other technology). • Implement an integrated leadership program that assesses
• Increase training on priority areas, such as: customer service, and develops staff to transition to management and higher

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change management, effective supervision and process levels of management.
improvement. • Create specific development and learning strategies for union
• Broaden breadth and depth of learning courses available to all and non-union employees to move into management positions.
o in employees including enhancing supervisor training programs. • Create specific development and learning strategies for managers
• Establish an annual needs assessment process to identify and above to move to senior management positions.
emerging corporate-wide learning needs. • Establish a corporate talent assessment tool and talent
• Strengthen the performance management culture by linking management review that integrates performance, potential and
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learning, development, potential and career aspirations and career aspirations beginning with all directors and above.
performance for all employees.
• Develop a simplified process that allows divisions to create
developmental opportunity positions that are time limited and
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transparent, reflect diversity goals and meet talent shortfalls.

• Develop and fund a corporate internal fellowship program to
give employees experience and exposure to new areas.
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• Determine priority talent gaps and develop strategies to

address the gaps – strategies to include promotions from within
the City as well as recruiting externally.
• Increase the City’s capacity for recruiting high-performing talent.
• Utilize new tools and approaches to increase the accuracy and
reliability of hiring decisions.

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TALENT BLUEPRINT
WHAT IS TALENT?

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Talent is the skill, knowledge, ability and commitment of our workforce. The City of Toronto’s workforce is our greatest asset,

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delivering City services and programs to about 2.8 million residents of Toronto.

WHAT IS THE TALENT BLUEPRINT?

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The Talent Blueprint 2014-2018 is our “blueprint” that outlines critical actions that the corporation must accomplish over the next five
years. This will ensure that we have a public service that anticipates and meets the needs of residents, businesses and visitors of the city of
Toronto. Our focus will be placing people in the right roles and optimizing their skills, abilities and capacities to drive our organization’s
success. The Talent Blueprint identifies actions within four focus areas that management and staff, in partnership with Human Resources,
must participate in and implement to increase the quality of talent of all employees and managers across the Toronto Public Service.

WHY DO WE NEED A TALENT BLUEPRINT?

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There are many internal and external challenges facing every public sector employer including: increasing and changing needs for
services from the public; an increasingly diverse population; new and changing technology; an aging workforce; significant limits on
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financial resources; new and changing job skills and knowledge requirements; greater demands for accessibility, accountability and
transparency; and strong public demand to participate in government decision-making. The services our employees provide are the
key determining factors for whether the public perceives municipal government as valuable or invaluable, beneficial or ineffective.
A high-performing, committed and engaged workforce has a direct positive impact on the quality of programs and services delivered
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and the perception of public trust towards the public service.

The Blueprint focuses our limited resources and energies on priority objectives to optimize the impact and outcomes. Focused investment
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in our employees will establish an accountable, accessible and transparent municipal government that ensures the effective, efficient and
high quality delivery of services and programs to the public.
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Our attention on the four focus areas, plus ensuring that we have effective human resources system enablers, will make sure that we
successfully meet the City’s current and future challenges.

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TALENT BLUEPRINT
Focus Area 1

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Employees who are fully involved, proud and committed to their work
EMPLOYEE
ENGAGEMENT

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Key Actions
• Conduct a corporate-wide employee
engagement survey every three years and
report out results.
• Provide City divisions with the resources
and tools to help address and improve
employee engagement.

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• Implement actions to increase employee
engagement corporately and divisionally.
• Develop employee and public service
o in recognition programs with unions
and associations.
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TALENT BLUEPRINT
 EMPLOYEE ENGAGEMENT

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Focus Area 1

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Our Objective: Employees who are fully involved, proud and committed to their work
In developing the Talent Blueprint and consulting with division include the Government of Canada, Government of Ontario,

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heads, directors, staff, Human Resources and union and association Region of Peel, Region of York and the following municipalities:

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leaders, the most frequently identified issue and solution was
employee engagement.
Employee engagement is a strong feeling of connection that
employees have for their jobs, organization, managers or co-workers
that, in turn, leads them to strive to do their best work and ensure
the organization succeeds. An organization must work to improve
engagement which requires a two-way relationship between the
Ottawa, Markham, Oakville and Vaughan.
Actions to achieve our employee engagement objective:
• Improve employee engagement by:
o conducting a corporate-wide employee engagement
survey every three years and reporting out the results;
o providing City divisions with the resources and tools to
address issues and improve employee engagement; and

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employer and employee1. o implementing actions to increase employee engagement
corporately and divisionally.
Research shows increasing employee engagement leads to improved
• Develop divisional and corporate-wide employee and public
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service to the public and increases citizens’ trust and confidence in
government2. Highly engaged employees not only provided better
service recognition programs with unions and associations.

service to customers but their general performance was better than
others3, had better attendance4 and were less likely to leave5. Making
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investments in our workforce, such as: employee development,
career growth opportunities, leadership, and employee recognition
programs have an impact on employee engagement and will have
a positive impact on service delivery.
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Commitment required to achieve actions:
• Ensure leaders are accountable: division heads are accountable
for the results and all management staff are responsible for
the development and implementation of initiatives and activities
to improve employee engagement levels.
• Establish standardized corporate survey questions and report

More and more private and public sector organizations are realizing engagement survey results every three years.
the benefits of conducting employee engagement surveys. Examples • Identify and provide resources needed to develop and conduct
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of governments that are conducting employee engagement surveys the survey and engagement activities.

The following is the projected timeline to implement the actions for Employee Engagement between 2014 -2015:
2014 2015
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

EMPLOYEE TPS Week Engagement survey* | Results & Actions

ENGAGEMENT TPS Week TPS Week
*Tentatively scheduled
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TALENT BLUEPRINT
Focus Area 2

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DIVERSITY

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and values and champions diversity, access, inclusion and

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A public service that reflects the population we serve
Key Actions
• Identify and implement actions that will increase
workforce data collection and reporting and overall
workforce diversity with unions and associations.
• Measure, develop and implement strategies to
increase representation at all levels of management in
the organization.
• Increase leadership knowledge of equity and diversity

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issues related to the City as an employer and
service delivery.
• Establish a senior leadership action group to
o in
respectful behaviour
oversee equity, diversity and human rights initiatives.
• Implement any changes in provincial legislation
regarding diversity and inclusion including: the Ontario
Human Rights Code, Accessibility for Ontarians
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with Disabilities Act (AODA) and the Integrated
Accessibility Standards.
• Develop and implement a Positive Space program.
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TALENT BLUEPRINT
 DIVERSITY

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Focus Area 2

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Our Objective: A public service that reflects the population we serve and values and
champions diversity, access, inclusion and respectful behaviour

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A public service workforce that reflects the diversity of its community creativity, improves out-of-the-box thinking and increases our

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best serves its customers.
Delivering exceptional, equitable and accessible customer service
to the residents and businesses of Toronto is a key organizational
priority; therefore, a good understanding of our customers leads
directly to a high quality customer service. A diverse workforce better
understands the needs of the public from the public’s perspective,
ability to cope with change. This also helps to ensure that all
communities have access to City services and participate equally in
government decision-making.
While this focus area has specific actions that will achieve the
diversity objective, all actions in the Blueprint are actively developed
and implemented with diversity considerations, which also support

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engages better with different communities, expands organizational achievement of this objective.

Employment equity group representation (% and actual numbers) in the Toronto Public Service management leadership groups
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40.0 52
35.0 15 270 537
Percentage of Employees

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30.0

25.0 Source: Gender data is from SAP as of February

2013 and data on visible minorities, Aboriginal
20.0 143 282 people and people with disabilities is from the
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voluntary Employment Equity Workforce Survey

15.0
5 15 as of February 2013. The leadership group
10.0 return rate on the Employment Equity Workforce
Survey was 74 per cent.
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5.0 1 24 48 Note: The data is based on sample size and

1 1 5 6
0.0 should be reviewed as separate groups.
N - 45 N - 137 N - 812 N - 1564
Division Head and Above Director Manager Supervisor

Women Visible Minority Aboriginal Peoples People with Disabilities

12 105 of 162
TALENT BLUEPRINT
Labour Market Availability of Employment Equity Groups in Management Leadership Occupations

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Comparison of Labour Market Availability of Employment Equity Groups in

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Leadership Occupations with Representation in the TPS (by percentages)

People With
Women Visible Minorities Aboriginal Peoples1
Disabilities

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Labour Labour Labour Labour

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LEADERSHIP GROUPS TPS Market TPS Market TPS Market TPS Market
Availability Availability Availability Availability4

Division Heads and Above 3 33.3 24.1 11.1 17.7 2.2 0.3 0.0 3.0

Directors3 38.0 24.1 10.9 17.7 0.7 0.3 0.7 3.0

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Managers
o in 34.0 39.5 17.6 31.1 0.6 0.4 3.0 3.0

Supervisors 34.3 52.7 18.0 41.3 0.4 0.7 3.1 12.12

Source: Statistics Canada 2006 Toronto Census Metropolitan Area (CMA)

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Notes: Labour market availability data for women, visible minorities and Aboriginal peoples is from the 2006 Toronto Census Metropolitan Area (CMA). Labour
market availability of people with disabilities is from Ontario Labour data.
1
According to the Equity, Diversity & Human Rights Division, the availability estimate for the Aboriginal population may not accurately reflect the Aboriginal
population in the Toronto CMA as it is widely accepted that for historic reasons Aboriginal peoples are undercounted in the Census Data.
e

2
Statistics Canada notes that the availability estimate for people with disabilities may not accurately reflect the people with disabilities population, therefore,
this figure should be used carefully.
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3
Labour Market data for senior managers is compared to directors, division heads and above for Toronto Public Service data.
4
Labour Market data for people with disabilities is not broken down for senior and middle levels of management.

106 of 162 13
TALENT BLUEPRINT
A review of the representation in the City’s management Actions to achieve our diversity objective:
leadership groups compared to the availability in the labour

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• Identify and implement actions that will increase workforce
market provides the following observations:

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• The percentage of women at the supervisor level is 18.4 per cent
below the percentage of women in the general labour market.
• The percentage of women at the director and division head level
data collection and reporting and overall workforce diversity
with unions and associations.
• Measure, develop and implement strategies to increase
representation at all levels of management in the organization.

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exceeds the representation level of females in the labour market • Increase leadership knowledge of equity and diversity issues

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(13.9 per cent director level and 9.2 per cent at the division
head level).
• Visible minorities are under-represented in all four management
leadership groups compared to the labour market availability as
follows: division heads and above by 6.6 per cent; directors
by 6.8 per cent; managers by 13.5 per cent; and supervisors by
23.3 per cent.
• Aboriginal representation is close to the reported census data on
related to the City as an employer and service delivery.
• Establish a senior leadership action group to oversee equity,
diversity and human rights initiatives.
• Implement any changes in provincial legislation regarding
diversity and inclusion including: the Ontario Human Rights
Code, Accessibility for Ontarians with Disabilities Act (AODA)
and the Integrated Accessibility Standards.
• Develop and implement a Positive Space program

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labour market availability, however, the Aboriginal population
is generally considered to be under reported compared to the Commitment required to achieve actions:

•
o inpopulation in the City of Toronto.
People with disabilities are slightly under-represented at the
• Measure and monitor diversity objectives and report out as
part of the City’s Strategic Actions 2013-2018.
director and division head level and above compared to labour
• Report diversity metrics annually to the Committee on
market availability (below by 2.3 per cent for director level and
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Toronto Public Service Excellence, City Council and other
3 per cent for division head level).
bodies as required.
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The following is the projected timeline to implement the actions for Diversity between 2014 -2015:
2014 2015
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Equity survey Report results and implement actions

DIVERSITY
Senior leadership group Equity and Diversity Summit Develop and implement a Positive Space program
Aboriginal Employment Strategy report / implement actions

14 107 of 162
TALENT BLUEPRINT
Focus Area 3

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Key Actions
• Increase access and delivery to learning for all employees

WORKFORCE

the right job at the right time to meet current and future needs
Adaptable and high-performing employees with the right skills in
(for example, webinars, classroom, e-learning modules and
other technology).

CAPACITY • Increase training on priority areas, such as: customer

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service, change management, effective supervision and

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process improvement.
• Broaden breadth and depth of learning courses available to all
employees including enhancing supervisor training programs.
• Establish an annual needs assessment process to identify
emerging corporate-wide learning needs.
• Strengthen the performance management culture by linking
learning, development, potential and career aspirations and
performance for all employees.

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• Develop a simplified process that allows divisions to create
developmental opportunity positions that are time limited and
transparent, reflect diversity goals and meet talent shortfalls.
o in • Develop and fund a corporate internal fellowship program to
give employees experience and exposure to new areas.
• Determine priority talent gaps and develop strategies to
address the gaps – strategies to include promotions from within
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the City as well as recruiting externally.
• Increase the City’s capacity for recruiting high-performing talent.
• Utilize new tools and approaches to increase the accuracy and
reliability of hiring decisions.
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108 of 162
 Focus Area 3 WORKFORCE CAPACITY

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Our Objective: Adaptable and high-performing employees with the right skills in the right
job at the right time to meet our current and future needs

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In developing the Talent Blueprint, employee learning was the second skills, abilities, knowledge and potential of employees; and effectively

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most frequent issue identified in our consultations.
Planning for the workforce and the skills needed to deliver on the
City’s Strategic Actions requires us to innovatively manage people
and implement best practices. This includes: determining the
knowledge, skills and competencies that front-line and management
employees need in the short and long-term; ensuring front-line and
managing performance and succession to ensure a high-performing,
adaptable and productive workforce.
The following charts highlight the City’s current investment in
training. Our investment in training per employee is lagging
significantly in comparison to other leading Canadian organizations
based on the findings of the Conference Board of Canada. Finding

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management employees can easily access the learning they need; new and better ways to provide effective and efficient learning will
defining our short and long-term workforce needs; recruiting for the support building the capacity of our workforce and creating a high-
skills we need; assessing, developing, managing and retaining the performing organization.
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Training expenditure per employee
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$914
$852
$787
$688 $705
$520 $513
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$497 $481 $468

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Source: Conference Board of Canada

2004 2006 2008 2010 2012

Toronto Public Service Canada

16 109 of 162
TALENT BLUEPRINT
Total budgeted vs. total actual training and development activity

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$8,884,267 Budgeted Actual

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$8,113,209 $7,886,204
$6,575,001
This chart shows the City of Toronto’s
$4,452,973 $4,683,260 total budgeted dollars for training and the
$3,763,660 $3,702,291 actual dollars spent on training, which
includes conferences/seminars, tuition

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fees and external training and development.

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2009 2010 2011 2012

Actions to achieve our workforce capacity objective: • Develop a simplified process that allows divisions to create
developmental opportunity positions that are time limited and
• Increase access and delivery to learning for all employees
transparent, reflect diversity goals and meet talent shortfalls.
(for example: webinars, classroom, e-learning modules and
• Develop and fund a corporate internal fellowship program to
other technology).
give employees experience and exposure to new areas.
• Increase training on priority areas, such as: customer service, change

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• Determine priority talent gaps and develop strategies to address
management, effective supervision and process improvement.
those gaps – strategies to include promotions from within the
• Broaden breadth and depth of learning courses available to all
City as well as external recruitment.

•
o in employees including enhancing supervisor training programs.
Establish an annual needs assessment process to identify emerging
• Increase the City’s capacity for recruiting talent in a competitive
market by reaching and engaging high quality candidates from
corporate-wide learning needs.
diverse backgrounds with greater speed and precision.
• Strengthen the performance management culture by linking
• Utilize new tools and approaches to increase the accuracy and
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learning, development, potential and career aspirations and
reliability of hiring decisions.
performance for all employees.

Commitment required to achieve actions:

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• Ensure effective and accessible training is a business necessity.

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The following is the projected timeline to implement the actions for Workforce Capacity between 2014 -2015:
2014 2015
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

WORKFORCE New Performance Planner Identify priority talent gaps / Implement strategies to develop and recruit talent
CAPACITY Increase access to training, broaden training topics, increase e-learning, provide greater developmental opportunities
Establish an annual needs assessment process

110 of 162 17
TALENT BLUEPRINT
Focus Area 4

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EFFECTIVE

Managers who have the leadership skills and knowledge

quality programs for effective delivery of City services

to build a high-performing organization that has high
LEADERS

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Key Actions

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• Implement an integrated leadership program
that assesses and develops staff to
transition to management and higher levels
of management positions.
• Create specific development and learning
strategies for union and non-union employees to
move into management positions.
• Create specific development and learning
strategies for managers and above to move to

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senior management positions.
• Establish a corporate talent assessment tool
and talent management review that integrates
o in performance, potential and career aspirations
beginning with all directors and above.
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18 111 of 162
 Focus Area 4 EFFECTIVE LEADERS

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Our Objective: Managers who have the leadership skills and knowledge to build a high-performing
organization that has high quality programs for effective delivery of City services

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Leadership is critical to every organization. High-performing and Non-union unreduced retirement eligibility by 2018

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engaged Toronto Public Service management leaders are essential
to ensure that we have an engaged and productive workforce to Division Heads & above 49% 51%
achieve the City’s Strategic Actions. A skilled leader must be strategic
and operational; results and people-focused; and collaborative Director 58% 42%
and decisive in a highly visible work environment with constantly
changing political and public service needs. Manager 45% 55%

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A concern in the area of leadership is the loss of skills and talent due Supervisor 40% 60%
to retirement. Leadership roles in union and non-union levels are
critical to our organization. Professional/Technical 29% 71%
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We anticipate that employees eligible for an unreduced pension are Exempt/Other 19% 81%
most likely to retire from the City resulting in talent gaps across the
organization. Forecasting and planning for these potential shortages
% Eligible % Not Eligible
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will ensure that we will have continuity in leadership roles.

At the end of 2018, the percentages by level are as follows:

Non-union unreduced retirement eligibility by 2018
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• Division Heads and above – 49 per cent (22 employees)

The following chart depicts the percentage of non-union employees
• Directors – 58 per cent (79 employees)
as of 2013 who we project will be eligible to retire with an unreduced
• Managers – 45 per cent (368 employees)
pension by 2018.
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• Supervisors – 40 per cent (618 employees)

Between 2013 and 2018, 37 per cent of all non-union employees • Professional/Technical – 29 per cent (293 employees)
will reach their unreduced retirement eligibility. • Exempt/Other – 19 per cent (67 employees)

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TALENT BLUEPRINT
Generally, the more senior the staff in the hierarchy, the greater • Create specific development and learning strategies for
the percentage of employees who will be eligible for an union and non-union employees to move into management

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unreduced pension. positions (for example: onboarding, coaching, mentoring,

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This projected high percentage of retirement eligibility at each
level of the organization means that the traditional larger pools of
available candidates for promotion from the level below will diminish
classroom-based, self-learning and e-learning).
• Create specific development and learning strategies for
managers and above to move to senior management positions.

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and will not be as readily available or able for succession/promotion.
• Establish a corporate talent assessment tool and talent

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This puts added pressure on effectively identifying and developing
management review that integrates performance, potential and
union and non-union employees who will be ready for promotion
career aspirations beginning with all directors and above.
and the development of effective external recruitment strategies.
Commitment required to achieve actions:
To manage this risk, we will need to further analyze our retirement
data and trends and plan and prepare for the anticipated turnover. • Senior management will be required to monitor and report
on how they are managing their respective divisional, cluster
Actions to achieve our effective leaders objective: and corporate-wide pools of talent (this includes management

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employees ready for more senior levels and it includes union and
• Implement an integrated leadership program that assesses and
non-union employees ready for management positions).
develops staff to transition to management and to higher levels
o inof management.
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The following is the projected timeline to implement the actions for Effective Leaders between 2014 -2015:
2014 2015
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

EFFECTIVE Expand breadth and depth of leadership development to transition to higher roles
LEADERS
Corporate assessment of directors and above Develop management talent pool

20 113 of 162
TALENT BLUEPRINT
ESSENTIAL HUMAN RESOURCES SYSTEM ENABLERS

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Creating modern human resources systems and services to support the four focus areas – employee

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engagement, diversity, workforce capacity and effective leaders – is critical. Modernization involves
leveraging technology to support and integrate talent management initiatives. It also involves
giving City divisions effective tools to manage and develop their workforce now and for the future.

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To enable the four focus areas: Commitment required to achieve the four focus areas:

• Create e-learning and e-performance management systems
that allow tracking, career development and effective
talent management.
• Implement technology solutions to provide workforce data on
every manager’s desktop.
An effective learning and development strategy with a key
partnership between Human Resources, Information & Technology
and City divisions will ensure development, investment and
implementation of the systems including project support, capital
budget and ongoing financial sustainment.

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• Establish a Centre of Excellence on learning to build corporate
and divisional capacity to effectively use technology for learning
and development and to sustain an enterprise-wide learning
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management system.
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The following is the projected timeline to implement the deliverables for Essential Human Resources System Enablers
between 2014 -2015:
2014 2015
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
ESSENTIAL Launch new Learning Management System Enterprise-wide corporate and divisional e-learning
HR SYSTEM
ENABLERS Workforce data and new e-Performance Management

114 of 162 21
TALENT BLUEPRINT
GOVERNANCE AND ACCOUNTABILITY

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The Talent Blueprint is championed by the senior management A clear and effective structure with defined roles and responsibilities

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leaders who will ensure the necessary actions are fully supported, that
their progress is regularly monitored and that the planned outcomes
are achieved. Successful implementation requires corporate, cross-
divisional, and divisional activities and initiatives. All levels of
to govern the implementation of the Talent Blueprint is critical to
the effective execution of the plan to achieve its stated outcomes
and goal – to have engaged, diverse, high-performing, adaptive and
productive employees that meet our current and future needs.

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management have an important role in delivering the actions.

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ROLES AND RESPONSIBILITIES TO IMPLEMENT THE PLAN
The following groups have key roles and responsibilities in the successful implementation of
the four focus areas of the Talent Blueprint:

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City Manager and Deputy City Managers Division Heads
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The City Manager and Deputy City Managers have approved and Division Heads will implement the actions in the Talent Blueprint in
endorsed the Talent Blueprint – Building a great Toronto Public their division and cascade accountabilities to their management staff
Service. Corporate and cluster expectations and accountabilities will (directors, managers and supervisors). They will also participate in
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be set by senior leaders. cross-divisional and corporate-wide initiatives.

Throughout the duration of the Talent Blueprint 2014-2018, they They will ensure that divisional employees are aware of the Talent
will review progress reports and make decisions to ensure the Talent Blueprint, how the actions will be implemented, the progress being
e

Blueprint stays on track or change direction if priorities shift. It is made and the outcomes achieved.
anticipated that they will review progress reports twice a year.
They will ensure that the Talent Blueprint commitments are
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embedded in staff performance planners as appropriate.

22 115 of 162
TALENT BLUEPRINT
Human Resources Workforce Strategy Team

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The Human Resources Division will have a significant role as The Workforce Strategy Team is a group of division heads and senior

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the steward of the Talent Blueprint and will design and develop
corporate programs and tools to support the implementation of the
Blueprint and address corporate workforce needs. Human Resources
will work closely with City divisions to help support and facilitate the
directors who provide input and advice on human resources policies.
They also provide input on workforce planning, for example, the
Talent Blueprint.

it.
successful implementation of the actions. Employees

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In partnership with Strategic Communications, Human Resources Employees will be open to learning and development opportunities
staff will coordinate the communication required to create awareness provided to enhance competencies and to reach their full potential.
of the plan and engage and enable the organization to achieve the
Employees will complete surveys, provide feedback when requested,
change needed to implement the plan.
and help achieve the goal of the Talent Blueprint.
Human Resources staff will identify the budget and resources
required to address and achieve the corporate actions for the

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Talent Blueprint.

Committee on Toronto Public Service Excellence

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The Committee on Toronto Public Service Excellence will monitor the
implementation of the actions in the Talent Blueprint and provide
input to ensure corporate actions are consistent with the intent
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of the plan. Union and association leaders will have input on the
development of actions. Union and association leaders are members
of this committee as well as the City Manager, Deputy City Managers,
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a cross representation of Division Heads and Human Resources.

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116 of 162 23
TALENT BLUEPRINT
 TALENT BLUEPRINT TIMELINE

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The following chart depicts the projected timelines to deliver on the focus area actions for
phase 1 of the Talent Blueprint 2014-2015. The Talent Blueprint will be updated to include the
timelines for phase 2 at a later date.

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2014 2015

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

EMPLOYEE TPS Week Engagement survey* | Results & Actions

ENGAGEMENT TPS Week TPS Week

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o in *Tentatively scheduled

Equity survey Report results and implement actions

DIVERSITY
Senior leadership group Equity and Diversity Summit Develop and implement a Positive Space program
Aboriginal Employment Strategy report / implement actions
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WORKFORCE New Performance Planner Identify priority talent gaps / Implement strategies to develop and recruit talent
CAPACITY Increase access to training, broaden training topics, increase e-learning, provide greater developmental opportunities
Establish an annual needs assessment process
e
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EFFECTIVE Expand breadth and depth of leadership development to transition to higher roles
LEADERS Corporate assessment of directors and above Develop management talent pools and implement actions

ESSENTIAL Launch new Learning Management System Enterprise-wide corporate and divisional e-learning
HR SYSTEMS
ENABLERS Workforce data and new e-Performance Management

24 117 of 162
TALENT BLUEPRINT
REACHING OUR GOAL: 2018

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By 2018, we will be well on our way to having engaged, diverse, high-performing, adaptive and

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productive employees that meet our current and future needs.
Employee engagement levels will have increased as measured by The organization will be grounded in a discipline of establishing

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the baseline survey in 2014 and the second survey in 2017. Senior clear expectations that are strategically aligned with the goals of

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management will understand the critical roles they play in ensuring
employees are engaged and that increasing engagement improves
business results, such as customer satisfaction and productivity.
They will also have tools and supports to ensure they have a clear
understanding of the engagement deficiencies in their work areas
and will take action. Employees will have helped to identify solutions
and will be aware of the actions taken to address engagement issues
the organization. It will be supported by honest, open and trusting
discussions between employees and their manager/supervisor
to advance individual development plans and divisional
business objectives.
The performance planner for non-union employees will be used as a
management tool to advance the goals of the organization and will
be monitored and evaluated throughout the year. Divisions will have

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identified in the surveys.
human resources systems, such as the Learning Management System
We will have made progress in the diversity of our workforce and and e-performance management to shape their workforce.
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this will be evidenced by an increased representation of diversity at
The organization will have insight as to the composition of its
the leadership levels. Senior managers will be meeting regularly to
diverse corporate pool of talent for director level positions and above;
champion equity, diversity and human rights initiatives. Employees
a larger and more diverse pool of capable candidates ready to take
will have completed an equity survey because they will understand
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on leadership roles through integrated leadership development;
the benefits of doing this. The City’s organizational culture will be
and the ability to draw on a pool of talent for developmental and
one of inclusion.
mentoring opportunities. We will witness employees transitioning
Employees will have access to a variety of technology-enhanced into management roles as they will have been provided with targeted
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learning and leadership development opportunities that are timely development strategies at each level of management.
and relevant for a sustainable work-learn balance. Providing maximum
By 2018, the objectives and activities set out in the Talent Blueprint
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value and impact for both the organization and the learner, training
will continue to be important, however, we will be planning and
will be delivered through a variety of methods, such as: instructor-led
developing our third workforce plan as we continue on our path to
training, virtual classrooms, e-learning, webinars and social learning.
“Building a great Toronto Public Service” to serve a great city with
A division’s workforce will have greater capacity and improved
our most valuable asset, our workforce.
performance so that current and future service needs are met.

118 of 162 25
TALENT BLUEPRINT
ENDNOTES

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1
Adapted from the Conference Board, 2006 and Institute of Employment Studies, 2004.
2
Heintzman, R. & Marson, B. (2005) People, service and trust: is there a public sector service value chain? International Review of
Administrative Sciences, 71(4), 549-575.

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3
Gibbons, J. (2006) Employee Engagement: A Review of Current Research and Its Implications, Conference Board of Canada.

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4
Hicks, J. (June 2011) Recognizing the Value of Employee Engagement: The Future of Public Service in Alberta and British Columbia,
Western Centre for Economic Research, No 152.
5
Gibbons, J. (2006) Employee Engagement: A Review of Current Research and Its Implications, Conference Board of Canada.

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26 119 of 162
TALENT BLUEPRINT
 m .
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Reaching
our goal:
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2018

120 of 162
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City of Toronto

May 2014
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 m .
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TALENT
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2014-2018
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BUILDING A TORONTO PUBLIC SERVICE
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 m .
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CONTENTS
A Look Back as we Continue Forward 2

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Message from the City Manager 3

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Message from the Executive Director of Human Resources 4
Message from the Unions and Professional Associations 5
The Talent Blueprint At a Glance 6
What is Talent? 8
What is the Talent Blueprint? 8
Why do we Need a Talent Blueprint? 8

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The Talent Blueprint 8
Focus Area 1 – Employee Engagement 9
o in Focus Area 2 – Diversity 11
Focus Area 3 – Workforce Capacity 15
Focus Area 4 – Effective Leaders 18
Essential Human Resources System Enablers 21
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Governance and Accountability 22
Roles and Responsibilities to Implement the Plan 22
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Talent Blueprint Timeline 24

Reaching our Goal 25
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124 of 162
A LOOK BACK AS WE CONTINUE FORWARD

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The City’s first workforce plan – the Toronto Public Service People Plan 2008 – 2012, set five long-term goals focused on:

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• learning;
• safe and healthy workplace;
• attracting and retaining a skilled, high-performing and diverse workforce;
• having strong and effective leaders; and

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• building a positive workplace culture.

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Each goal had specific objectives and actions to be achieved by City divisions and Human Resources (2008-2012). Significant progress has
been made towards achieving each of them, including: increased learning and training opportunities; significant reductions in health and
safety performance indicators; enhanced recruitment and succession strategies; diversity initiatives and human rights training; executive
development, management skills and labour relations training.

In creating the new Talent Blueprint, the health and safety objective “Target Zero” that started seven years ago, continues to be a
corporate-wide priority. There has been significant success in creating healthy and safe workplaces with a 50 per cent decrease in lost

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time injuries overall. Target Zero has now moved beyond a priority – it is embedded in our culture of continuous improvement.
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125 of 162
MESSAGE FROM THE CITY MANAGER

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I am pleased to present the Talent Blueprint 2014-2018, the next five-year workforce plan to guide us in building a great Toronto Public Service.

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Good Governance is one of the themes of the City of Toronto Strategic Actions 2013-2018. To achieve the delivery of Good Governance, it
requires an excellent public service where all employees are fully engaged in our mission to serve our great city.

The Toronto Public Service provides essential services to Toronto’s residents, businesses and visitors. All employees must ensure that the Toronto

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government is accessible, accountable and transparent. City divisions support the City of Toronto and provide social and community services,

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emergency services, public works services and support and shared services.

The talent, dedication and hard work of our employees are the foundation of the City government and its quality services. Ensuring employees
feel valued and recognized is important to building a great public service.

The Talent Blueprint 2014-2018 identifies four strategic key focus areas and the essential human resources system enablers that we will
focus our activities on over the next five years. It establishes the objectives and key actions required to have engaged, diverse, high-performing,
adaptive and productive employees to meet our current and future needs.

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The Talent Blueprint 2014-2018’s four focus areas are:

• Employee Engagement – Employees who are fully involved, proud and committed to their work;
•
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Diversity – A public service that reflects the population we serve and values and champions diversity, access, inclusion and respectful behaviour;
• Workforce Capacity – Adaptable and high-performing employees with the right skills in the right job at the right time to meet current and
future needs; and
Effective Leaders – Managers who have the leadership skills and knowledge to build a high-performing organization that has high quality
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•
programs for effective delivery of City services.

With our new focus on key areas, we will continue to support the objectives and actions of the People Plan 2008-2012 including our priority for
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embedding a Safe, Healthy and Positive Workplace culture into everything we do. Our continuous improvement activities will progress further by
having an engaged, diverse, high-performing workforce with effective leaders.
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All members of the Toronto Public Service, together with the unions and professional associations, have an important part to play in the success
of the Talent Blueprint as we continue on our path to building a great Toronto Public Service to serve a great city with our most valuable asset,
our workforce.

Joseph P. Pennachetti
City Manager
126 of 162 3
TALENT BLUEPRINT
MESSAGE FROM THE EXECUTIVE DIRECTOR OF HUMAN RESOURCES

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The Talent Blueprint 2014-2018 is the corporate workforce plan for the Toronto Public Service. Senior management leads and

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supports the actions required for its success. The success of the plan is not in its development, but rather in the effective implementation
of the actions and the progress towards achieving its stated goal – to have engaged, diverse, high-performing, adaptive and productive
employees that meet our current and future needs.

it.
The Talent Blueprint builds on our successes and lessons learned from our first workforce plan – the People Plan 2008-2012. We have

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taken a revised approach in the Talent Blueprint’s development to ensure broader consultation and increased input and participation of our
stakeholders. The process provided an opportunity for senior management, divisional management, union and association leaders as
well as divisional customer service representatives, Human Resources and Equity, Diversity & Human Rights staff to discuss key corporate
workforce challenges, strategic priorities and desired outcomes.

Under the former People Plan, the City made significant progress within its five goals: we will be a learning organization; we will have
safe and healthy workplaces; we will attract and retain a skilled, high-performing and diverse workforce; we will have effective leadership
and we will build a positive workplace culture. The work and activities set out in the former plan will continue to be important, but the

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City is constantly changing. As a result, new priorities have emerged that will require specific focus in the coming years.

The Talent Blueprint focuses on a few key corporate-wide priorities and actions. We will better align our resources to those activities that
o in
will have the greatest impact on the organization and support and enhance our programs and the effective delivery of our services to the
public. The plan will be regularly reviewed and new activities added when required to meet the changing needs of the public. We believe
collective and focused corporate-wide actions will dramatically strengthen the Toronto Public Service and continue to build a
high-performing organization.
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I would like to take this opportunity to thank all staff, management, union and association leaders who provided input to develop the
Talent Blueprint’s goal, objectives and actions. Together, we will ensure that we have the public service needed to meet our current and
e

future needs.
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Bruce L. Anderson
Executive Director of Human Resources

4 127 of 162
TALENT BLUEPRINT
MESSAGE FROM THE UNIONS AND PROFESSIONAL ASSOCIATIONS

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We are committed to delivering excellent public service. This requires a public service with the necessary skills, talents and commitment. We

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support the Talent Blueprint’s goal and its four key focus areas. We will monitor the development and implementation of the plan through
discussions with senior management at the Committee on Toronto Public Service Excellence. Our discussions will ensure that corporate actions
are consistent with the intent of the plan. This will ensure that employees are valued, productive and there is a shared commitment to public
service excellence.

it.
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Tim Maguire Dave Hewitt Ed Kennedy Mike Major
President Acting President President President

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CUPE Local 79 TCEU Local 416 TPFFA Local 3888 COTAPSA
Canadian Union of Toronto Civic Employees’ Union Toronto Professional City of Toronto Administrative,
o in Public Employees Fire Fighters’ Association Professional, Supervisory Association Inc.
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128 of 162 5
TALENT BLUEPRINT
 Talent Blueprint At a Glance

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Our Goal is to have engaged, diverse, high

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FOCUS AREAS

1 EMPLOYEE ENGAGEMENT 2 DIVERSITY

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Employees who are fully involved, proud and
committed to their work
Key Actions
• Conduct a corporate-wide employee engagement survey
every three years and report out results.
• Provide City divisions with the resources and tools to help
address and improve employee engagement.
A public service that reflects the population
we serve and values and champions diversity,
access, inclusion and respectful behaviour
Key Actions
• Identify and implement actions that will increase workforce
data collection and reporting and overall workforce diversity
with unions and associations.

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• Implement actions to increase employee engagement • Measure, develop and implement strategies to increase
corporately and divisionally. representation at all levels of management in the organization.
• Develop employee and public service recognition programs • Increase leadership knowledge of equity and diversity issues
o in with unions and associations. related to the City as an employer and service delivery.
• Establish a senior leadership action group to oversee equity,
diversity and human rights initiatives.
• Implement any changes in provincial legislation regarding
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diversity and inclusion including: the Ontario Human Rights Code,
Accessibility for Ontarians with Disabilities Act (AODA) and the
Integrated Accessibility Standards.
• Develop and implement a Positive Space program.
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6 129 of 162
TALENT BLUEPRINT
 m .
performing, adaptive and productive employees that meet our current and future needs.

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3 WORKFORCE CAPACITY 4 EFFECTIVE LEADERS

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Adaptable and high-performing employees Managers who have the leadership skills
with the right skills in the right job at the right and knowledge to build a high-performing
time to meet current and future needs
organization that has high quality programs for
Key Actions effective delivery of City services
• Increase access and delivery to learning for all employees
(for example, webinars, classroom, e-learning modules and Key Actions
other technology). • Implement an integrated leadership program that assesses
• Increase training on priority areas, such as: customer service, and develops staff to transition to management and higher

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change management, effective supervision and process levels of management.
improvement. • Create specific development and learning strategies for union
• Broaden breadth and depth of learning courses available to all and non-union employees to move into management positions.
o in employees including enhancing supervisor training programs. • Create specific development and learning strategies for managers
• Establish an annual needs assessment process to identify and above to move to senior management positions.
emerging corporate-wide learning needs. • Establish a corporate talent assessment tool and talent
• Strengthen the performance management culture by linking management review that integrates performance, potential and
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learning, development, potential and career aspirations and career aspirations beginning with all directors and above.
performance for all employees.
• Develop a simplified process that allows divisions to create
developmental opportunity positions that are time limited and
e

transparent, reflect diversity goals and meet talent shortfalls.

• Develop and fund a corporate internal fellowship program to
give employees experience and exposure to new areas.
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• Determine priority talent gaps and develop strategies to

address the gaps – strategies to include promotions from within
the City as well as recruiting externally.
• Increase the City’s capacity for recruiting high-performing talent.
• Utilize new tools and approaches to increase the accuracy and
reliability of hiring decisions.

130 of 162 7
TALENT BLUEPRINT
WHAT IS TALENT?

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Talent is the skill, knowledge, ability and commitment of our workforce. The City of Toronto’s workforce is our greatest asset,

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delivering City services and programs to about 2.8 million residents of Toronto.

WHAT IS THE TALENT BLUEPRINT?

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The Talent Blueprint 2014-2018 is our “blueprint” that outlines critical actions that the corporation must accomplish over the next five
years. This will ensure that we have a public service that anticipates and meets the needs of residents, businesses and visitors of the city of
Toronto. Our focus will be placing people in the right roles and optimizing their skills, abilities and capacities to drive our organization’s
success. The Talent Blueprint identifies actions within four focus areas that management and staff, in partnership with Human Resources,
must participate in and implement to increase the quality of talent of all employees and managers across the Toronto Public Service.

WHY DO WE NEED A TALENT BLUEPRINT?

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There are many internal and external challenges facing every public sector employer including: increasing and changing needs for
services from the public; an increasingly diverse population; new and changing technology; an aging workforce; significant limits on
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financial resources; new and changing job skills and knowledge requirements; greater demands for accessibility, accountability and
transparency; and strong public demand to participate in government decision-making. The services our employees provide are the
key determining factors for whether the public perceives municipal government as valuable or invaluable, beneficial or ineffective.
A high-performing, committed and engaged workforce has a direct positive impact on the quality of programs and services delivered
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and the perception of public trust towards the public service.

The Blueprint focuses our limited resources and energies on priority objectives to optimize the impact and outcomes. Focused investment
e

in our employees will establish an accountable, accessible and transparent municipal government that ensures the effective, efficient and
high quality delivery of services and programs to the public.
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Our attention on the four focus areas, plus ensuring that we have effective human resources system enablers, will make sure that we
successfully meet the City’s current and future challenges.

8 131 of 162
TALENT BLUEPRINT
Focus Area 1

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Employees who are fully involved, proud and committed to their work
EMPLOYEE
ENGAGEMENT

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Key Actions
• Conduct a corporate-wide employee
engagement survey every three years and
report out results.
• Provide City divisions with the resources
and tools to help address and improve
employee engagement.

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• Implement actions to increase employee
engagement corporately and divisionally.
• Develop employee and public service
o in recognition programs with unions
and associations.
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132 of 162 9
TALENT BLUEPRINT
 EMPLOYEE ENGAGEMENT

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Focus Area 1

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Our Objective: Employees who are fully involved, proud and committed to their work
In developing the Talent Blueprint and consulting with division include the Government of Canada, Government of Ontario,

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heads, directors, staff, Human Resources and union and association Region of Peel, Region of York and the following municipalities:

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leaders, the most frequently identified issue and solution was
employee engagement.
Employee engagement is a strong feeling of connection that
employees have for their jobs, organization, managers or co-workers
that, in turn, leads them to strive to do their best work and ensure
the organization succeeds. An organization must work to improve
engagement which requires a two-way relationship between the
Ottawa, Markham, Oakville and Vaughan.
Actions to achieve our employee engagement objective:
• Improve employee engagement by:
o conducting a corporate-wide employee engagement
survey every three years and reporting out the results;
o providing City divisions with the resources and tools to
address issues and improve employee engagement; and

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employer and employee1. o implementing actions to increase employee engagement
corporately and divisionally.
Research shows increasing employee engagement leads to improved
• Develop divisional and corporate-wide employee and public
o in
service to the public and increases citizens’ trust and confidence in
government2. Highly engaged employees not only provided better
service recognition programs with unions and associations.

service to customers but their general performance was better than
others3, had better attendance4 and were less likely to leave5. Making
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investments in our workforce, such as: employee development,
career growth opportunities, leadership, and employee recognition
programs have an impact on employee engagement and will have
a positive impact on service delivery.
e
Commitment required to achieve actions:
• Ensure leaders are accountable: division heads are accountable
for the results and all management staff are responsible for
the development and implementation of initiatives and activities
to improve employee engagement levels.
• Establish standardized corporate survey questions and report

More and more private and public sector organizations are realizing engagement survey results every three years.
the benefits of conducting employee engagement surveys. Examples • Identify and provide resources needed to develop and conduct
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of governments that are conducting employee engagement surveys the survey and engagement activities.

The following is the projected timeline to implement the actions for Employee Engagement between 2014 -2015:
2014 2015
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

EMPLOYEE TPS Week Engagement survey* | Results & Actions

ENGAGEMENT TPS Week TPS Week
*Tentatively scheduled
10 133 of 162
TALENT BLUEPRINT
Focus Area 2

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DIVERSITY

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and values and champions diversity, access, inclusion and

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A public service that reflects the population we serve
Key Actions
• Identify and implement actions that will increase
workforce data collection and reporting and overall
workforce diversity with unions and associations.
• Measure, develop and implement strategies to
increase representation at all levels of management in
the organization.
• Increase leadership knowledge of equity and diversity

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issues related to the City as an employer and
service delivery.
• Establish a senior leadership action group to
o in
respectful behaviour
oversee equity, diversity and human rights initiatives.
• Implement any changes in provincial legislation
regarding diversity and inclusion including: the Ontario
Human Rights Code, Accessibility for Ontarians
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with Disabilities Act (AODA) and the Integrated
Accessibility Standards.
• Develop and implement a Positive Space program.
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134 of 162 11
TALENT BLUEPRINT
 DIVERSITY

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Focus Area 2

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Our Objective: A public service that reflects the population we serve and values and
champions diversity, access, inclusion and respectful behaviour

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A public service workforce that reflects the diversity of its community creativity, improves out-of-the-box thinking and increases our

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best serves its customers.
Delivering exceptional, equitable and accessible customer service
to the residents and businesses of Toronto is a key organizational
priority; therefore, a good understanding of our customers leads
directly to a high quality customer service. A diverse workforce better
understands the needs of the public from the public’s perspective,
ability to cope with change. This also helps to ensure that all
communities have access to City services and participate equally in
government decision-making.
While this focus area has specific actions that will achieve the
diversity objective, all actions in the Blueprint are actively developed
and implemented with diversity considerations, which also support

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engages better with different communities, expands organizational achievement of this objective.

Employment equity group representation (% and actual numbers) in the Toronto Public Service management leadership groups
o in
40.0 52
35.0 15 270 537
Percentage of Employees

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30.0

25.0 Source: Gender data is from SAP as of February

2013 and data on visible minorities, Aboriginal
20.0 143 282 people and people with disabilities is from the
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voluntary Employment Equity Workforce Survey

15.0
5 15 as of February 2013. The leadership group
10.0 return rate on the Employment Equity Workforce
Survey was 74 per cent.
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5.0 1 24 48 Note: The data is based on sample size and

1 1 5 6
0.0 should be reviewed as separate groups.
N - 45 N - 137 N - 812 N - 1564
Division Head and Above Director Manager Supervisor

Women Visible Minority Aboriginal Peoples People with Disabilities

12 135 of 162
TALENT BLUEPRINT
Labour Market Availability of Employment Equity Groups in Management Leadership Occupations

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Comparison of Labour Market Availability of Employment Equity Groups in

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Leadership Occupations with Representation in the TPS (by percentages)

People With
Women Visible Minorities Aboriginal Peoples1
Disabilities

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Labour Labour Labour Labour

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LEADERSHIP GROUPS TPS Market TPS Market TPS Market TPS Market
Availability Availability Availability Availability4

Division Heads and Above 3 33.3 24.1 11.1 17.7 2.2 0.3 0.0 3.0

Directors3 38.0 24.1 10.9 17.7 0.7 0.3 0.7 3.0

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Managers
o in 34.0 39.5 17.6 31.1 0.6 0.4 3.0 3.0

Supervisors 34.3 52.7 18.0 41.3 0.4 0.7 3.1 12.12

Source: Statistics Canada 2006 Toronto Census Metropolitan Area (CMA)

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Notes: Labour market availability data for women, visible minorities and Aboriginal peoples is from the 2006 Toronto Census Metropolitan Area (CMA). Labour
market availability of people with disabilities is from Ontario Labour data.
1
According to the Equity, Diversity & Human Rights Division, the availability estimate for the Aboriginal population may not accurately reflect the Aboriginal
population in the Toronto CMA as it is widely accepted that for historic reasons Aboriginal peoples are undercounted in the Census Data.
e

2
Statistics Canada notes that the availability estimate for people with disabilities may not accurately reflect the people with disabilities population, therefore,
this figure should be used carefully.
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3
Labour Market data for senior managers is compared to directors, division heads and above for Toronto Public Service data.
4
Labour Market data for people with disabilities is not broken down for senior and middle levels of management.

136 of 162 13
TALENT BLUEPRINT
A review of the representation in the City’s management Actions to achieve our diversity objective:
leadership groups compared to the availability in the labour

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• Identify and implement actions that will increase workforce
market provides the following observations:

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• The percentage of women at the supervisor level is 18.4 per cent
below the percentage of women in the general labour market.
• The percentage of women at the director and division head level
data collection and reporting and overall workforce diversity
with unions and associations.
• Measure, develop and implement strategies to increase
representation at all levels of management in the organization.

it.
exceeds the representation level of females in the labour market • Increase leadership knowledge of equity and diversity issues

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(13.9 per cent director level and 9.2 per cent at the division
head level).
• Visible minorities are under-represented in all four management
leadership groups compared to the labour market availability as
follows: division heads and above by 6.6 per cent; directors
by 6.8 per cent; managers by 13.5 per cent; and supervisors by
23.3 per cent.
• Aboriginal representation is close to the reported census data on
related to the City as an employer and service delivery.
• Establish a senior leadership action group to oversee equity,
diversity and human rights initiatives.
• Implement any changes in provincial legislation regarding
diversity and inclusion including: the Ontario Human Rights
Code, Accessibility for Ontarians with Disabilities Act (AODA)
and the Integrated Accessibility Standards.
• Develop and implement a Positive Space program

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labour market availability, however, the Aboriginal population
is generally considered to be under reported compared to the Commitment required to achieve actions:

•
o inpopulation in the City of Toronto.
People with disabilities are slightly under-represented at the
• Measure and monitor diversity objectives and report out as
part of the City’s Strategic Actions 2013-2018.
director and division head level and above compared to labour
• Report diversity metrics annually to the Committee on
market availability (below by 2.3 per cent for director level and
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Toronto Public Service Excellence, City Council and other
3 per cent for division head level).
bodies as required.
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The following is the projected timeline to implement the actions for Diversity between 2014 -2015:
2014 2015
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Equity survey Report results and implement actions

DIVERSITY
Senior leadership group Equity and Diversity Summit Develop and implement a Positive Space program
Aboriginal Employment Strategy report / implement actions

14 137 of 162
TALENT BLUEPRINT
Focus Area 3

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Key Actions
• Increase access and delivery to learning for all employees

WORKFORCE

the right job at the right time to meet current and future needs
Adaptable and high-performing employees with the right skills in
(for example, webinars, classroom, e-learning modules and
other technology).

CAPACITY • Increase training on priority areas, such as: customer

it.
service, change management, effective supervision and

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process improvement.
• Broaden breadth and depth of learning courses available to all
employees including enhancing supervisor training programs.
• Establish an annual needs assessment process to identify
emerging corporate-wide learning needs.
• Strengthen the performance management culture by linking
learning, development, potential and career aspirations and
performance for all employees.

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• Develop a simplified process that allows divisions to create
developmental opportunity positions that are time limited and
transparent, reflect diversity goals and meet talent shortfalls.
o in • Develop and fund a corporate internal fellowship program to
give employees experience and exposure to new areas.
• Determine priority talent gaps and develop strategies to
address the gaps – strategies to include promotions from within
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the City as well as recruiting externally.
• Increase the City’s capacity for recruiting high-performing talent.
• Utilize new tools and approaches to increase the accuracy and
reliability of hiring decisions.
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138 of 162
 Focus Area 3 WORKFORCE CAPACITY

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Our Objective: Adaptable and high-performing employees with the right skills in the right
job at the right time to meet our current and future needs

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In developing the Talent Blueprint, employee learning was the second skills, abilities, knowledge and potential of employees; and effectively

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most frequent issue identified in our consultations.
Planning for the workforce and the skills needed to deliver on the
City’s Strategic Actions requires us to innovatively manage people
and implement best practices. This includes: determining the
knowledge, skills and competencies that front-line and management
employees need in the short and long-term; ensuring front-line and
managing performance and succession to ensure a high-performing,
adaptable and productive workforce.
The following charts highlight the City’s current investment in
training. Our investment in training per employee is lagging
significantly in comparison to other leading Canadian organizations
based on the findings of the Conference Board of Canada. Finding

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management employees can easily access the learning they need; new and better ways to provide effective and efficient learning will
defining our short and long-term workforce needs; recruiting for the support building the capacity of our workforce and creating a high-
skills we need; assessing, developing, managing and retaining the performing organization.
o in
Training expenditure per employee
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$914
$852
$787
$688 $705
$520 $513
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$497 $481 $468

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Source: Conference Board of Canada

2004 2006 2008 2010 2012

Toronto Public Service Canada

16 139 of 162
TALENT BLUEPRINT
Total budgeted vs. total actual training and development activity

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$8,884,267 Budgeted Actual

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$8,113,209 $7,886,204
$6,575,001
This chart shows the City of Toronto’s
$4,452,973 $4,683,260 total budgeted dollars for training and the
$3,763,660 $3,702,291 actual dollars spent on training, which
includes conferences/seminars, tuition

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fees and external training and development.

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2009 2010 2011 2012

Actions to achieve our workforce capacity objective: • Develop a simplified process that allows divisions to create
developmental opportunity positions that are time limited and
• Increase access and delivery to learning for all employees
transparent, reflect diversity goals and meet talent shortfalls.
(for example: webinars, classroom, e-learning modules and
• Develop and fund a corporate internal fellowship program to
other technology).
give employees experience and exposure to new areas.
• Increase training on priority areas, such as: customer service, change

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• Determine priority talent gaps and develop strategies to address
management, effective supervision and process improvement.
those gaps – strategies to include promotions from within the
• Broaden breadth and depth of learning courses available to all
City as well as external recruitment.

•
o in employees including enhancing supervisor training programs.
Establish an annual needs assessment process to identify emerging
• Increase the City’s capacity for recruiting talent in a competitive
market by reaching and engaging high quality candidates from
corporate-wide learning needs.
diverse backgrounds with greater speed and precision.
• Strengthen the performance management culture by linking
• Utilize new tools and approaches to increase the accuracy and
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learning, development, potential and career aspirations and
reliability of hiring decisions.
performance for all employees.

Commitment required to achieve actions:

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• Ensure effective and accessible training is a business necessity.

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The following is the projected timeline to implement the actions for Workforce Capacity between 2014 -2015:
2014 2015
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

WORKFORCE New Performance Planner Identify priority talent gaps / Implement strategies to develop and recruit talent
CAPACITY Increase access to training, broaden training topics, increase e-learning, provide greater developmental opportunities
Establish an annual needs assessment process

140 of 162 17
TALENT BLUEPRINT
Focus Area 4

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EFFECTIVE

Managers who have the leadership skills and knowledge

quality programs for effective delivery of City services

to build a high-performing organization that has high
LEADERS

it.
Key Actions

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• Implement an integrated leadership program
that assesses and develops staff to
transition to management and higher levels
of management positions.
• Create specific development and learning
strategies for union and non-union employees to
move into management positions.
• Create specific development and learning
strategies for managers and above to move to

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senior management positions.
• Establish a corporate talent assessment tool
and talent management review that integrates
o in performance, potential and career aspirations
beginning with all directors and above.
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18 141 of 162
 Focus Area 4 EFFECTIVE LEADERS

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Our Objective: Managers who have the leadership skills and knowledge to build a high-performing
organization that has high quality programs for effective delivery of City services

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Leadership is critical to every organization. High-performing and Non-union unreduced retirement eligibility by 2018

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engaged Toronto Public Service management leaders are essential
to ensure that we have an engaged and productive workforce to Division Heads & above 49% 51%
achieve the City’s Strategic Actions. A skilled leader must be strategic
and operational; results and people-focused; and collaborative Director 58% 42%
and decisive in a highly visible work environment with constantly
changing political and public service needs. Manager 45% 55%

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A concern in the area of leadership is the loss of skills and talent due Supervisor 40% 60%
to retirement. Leadership roles in union and non-union levels are
critical to our organization. Professional/Technical 29% 71%
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We anticipate that employees eligible for an unreduced pension are Exempt/Other 19% 81%
most likely to retire from the City resulting in talent gaps across the
organization. Forecasting and planning for these potential shortages
% Eligible % Not Eligible
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will ensure that we will have continuity in leadership roles.

At the end of 2018, the percentages by level are as follows:

Non-union unreduced retirement eligibility by 2018
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• Division Heads and above – 49 per cent (22 employees)

The following chart depicts the percentage of non-union employees
• Directors – 58 per cent (79 employees)
as of 2013 who we project will be eligible to retire with an unreduced
• Managers – 45 per cent (368 employees)
pension by 2018.
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• Supervisors – 40 per cent (618 employees)

Between 2013 and 2018, 37 per cent of all non-union employees • Professional/Technical – 29 per cent (293 employees)
will reach their unreduced retirement eligibility. • Exempt/Other – 19 per cent (67 employees)

142 of 162 19
TALENT BLUEPRINT
Generally, the more senior the staff in the hierarchy, the greater • Create specific development and learning strategies for
the percentage of employees who will be eligible for an union and non-union employees to move into management

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unreduced pension. positions (for example: onboarding, coaching, mentoring,

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This projected high percentage of retirement eligibility at each
level of the organization means that the traditional larger pools of
available candidates for promotion from the level below will diminish
classroom-based, self-learning and e-learning).
• Create specific development and learning strategies for
managers and above to move to senior management positions.

it.
and will not be as readily available or able for succession/promotion.
• Establish a corporate talent assessment tool and talent

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This puts added pressure on effectively identifying and developing
management review that integrates performance, potential and
union and non-union employees who will be ready for promotion
career aspirations beginning with all directors and above.
and the development of effective external recruitment strategies.
Commitment required to achieve actions:
To manage this risk, we will need to further analyze our retirement
data and trends and plan and prepare for the anticipated turnover. • Senior management will be required to monitor and report
on how they are managing their respective divisional, cluster
Actions to achieve our effective leaders objective: and corporate-wide pools of talent (this includes management

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employees ready for more senior levels and it includes union and
• Implement an integrated leadership program that assesses and
non-union employees ready for management positions).
develops staff to transition to management and to higher levels
o inof management.
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The following is the projected timeline to implement the actions for Effective Leaders between 2014 -2015:
2014 2015
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

EFFECTIVE Expand breadth and depth of leadership development to transition to higher roles
LEADERS
Corporate assessment of directors and above Develop management talent pool

20 143 of 162
TALENT BLUEPRINT
ESSENTIAL HUMAN RESOURCES SYSTEM ENABLERS

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Creating modern human resources systems and services to support the four focus areas – employee

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engagement, diversity, workforce capacity and effective leaders – is critical. Modernization involves
leveraging technology to support and integrate talent management initiatives. It also involves
giving City divisions effective tools to manage and develop their workforce now and for the future.

it.
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To enable the four focus areas: Commitment required to achieve the four focus areas:

• Create e-learning and e-performance management systems
that allow tracking, career development and effective
talent management.
• Implement technology solutions to provide workforce data on
every manager’s desktop.
An effective learning and development strategy with a key
partnership between Human Resources, Information & Technology
and City divisions will ensure development, investment and
implementation of the systems including project support, capital
budget and ongoing financial sustainment.

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• Establish a Centre of Excellence on learning to build corporate
and divisional capacity to effectively use technology for learning
and development and to sustain an enterprise-wide learning
o in
management system.
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The following is the projected timeline to implement the deliverables for Essential Human Resources System Enablers
between 2014 -2015:
2014 2015
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
ESSENTIAL Launch new Learning Management System Enterprise-wide corporate and divisional e-learning
HR SYSTEM
ENABLERS Workforce data and new e-Performance Management

144 of 162 21
TALENT BLUEPRINT
GOVERNANCE AND ACCOUNTABILITY

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The Talent Blueprint is championed by the senior management A clear and effective structure with defined roles and responsibilities

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leaders who will ensure the necessary actions are fully supported, that
their progress is regularly monitored and that the planned outcomes
are achieved. Successful implementation requires corporate, cross-
divisional, and divisional activities and initiatives. All levels of
to govern the implementation of the Talent Blueprint is critical to
the effective execution of the plan to achieve its stated outcomes
and goal – to have engaged, diverse, high-performing, adaptive and
productive employees that meet our current and future needs.

it.
management have an important role in delivering the actions.

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ROLES AND RESPONSIBILITIES TO IMPLEMENT THE PLAN
The following groups have key roles and responsibilities in the successful implementation of
the four focus areas of the Talent Blueprint:

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City Manager and Deputy City Managers Division Heads
o in
The City Manager and Deputy City Managers have approved and Division Heads will implement the actions in the Talent Blueprint in
endorsed the Talent Blueprint – Building a great Toronto Public their division and cascade accountabilities to their management staff
Service. Corporate and cluster expectations and accountabilities will (directors, managers and supervisors). They will also participate in
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be set by senior leaders. cross-divisional and corporate-wide initiatives.

Throughout the duration of the Talent Blueprint 2014-2018, they They will ensure that divisional employees are aware of the Talent
will review progress reports and make decisions to ensure the Talent Blueprint, how the actions will be implemented, the progress being
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Blueprint stays on track or change direction if priorities shift. It is made and the outcomes achieved.
anticipated that they will review progress reports twice a year.
They will ensure that the Talent Blueprint commitments are
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embedded in staff performance planners as appropriate.

22 145 of 162
TALENT BLUEPRINT
Human Resources Workforce Strategy Team

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The Human Resources Division will have a significant role as The Workforce Strategy Team is a group of division heads and senior

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the steward of the Talent Blueprint and will design and develop
corporate programs and tools to support the implementation of the
Blueprint and address corporate workforce needs. Human Resources
will work closely with City divisions to help support and facilitate the
directors who provide input and advice on human resources policies.
They also provide input on workforce planning, for example, the
Talent Blueprint.

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successful implementation of the actions. Employees

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In partnership with Strategic Communications, Human Resources Employees will be open to learning and development opportunities
staff will coordinate the communication required to create awareness provided to enhance competencies and to reach their full potential.
of the plan and engage and enable the organization to achieve the
Employees will complete surveys, provide feedback when requested,
change needed to implement the plan.
and help achieve the goal of the Talent Blueprint.
Human Resources staff will identify the budget and resources
required to address and achieve the corporate actions for the

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Talent Blueprint.

Committee on Toronto Public Service Excellence

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The Committee on Toronto Public Service Excellence will monitor the
implementation of the actions in the Talent Blueprint and provide
input to ensure corporate actions are consistent with the intent
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of the plan. Union and association leaders will have input on the
development of actions. Union and association leaders are members
of this committee as well as the City Manager, Deputy City Managers,
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a cross representation of Division Heads and Human Resources.

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146 of 162 23
TALENT BLUEPRINT
 TALENT BLUEPRINT TIMELINE

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The following chart depicts the projected timelines to deliver on the focus area actions for
phase 1 of the Talent Blueprint 2014-2015. The Talent Blueprint will be updated to include the
timelines for phase 2 at a later date.

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2014 2015

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

EMPLOYEE TPS Week Engagement survey* | Results & Actions

ENGAGEMENT TPS Week TPS Week

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Equity survey Report results and implement actions

DIVERSITY
Senior leadership group Equity and Diversity Summit Develop and implement a Positive Space program
Aboriginal Employment Strategy report / implement actions
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WORKFORCE New Performance Planner Identify priority talent gaps / Implement strategies to develop and recruit talent
CAPACITY Increase access to training, broaden training topics, increase e-learning, provide greater developmental opportunities
Establish an annual needs assessment process
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EFFECTIVE Expand breadth and depth of leadership development to transition to higher roles
LEADERS Corporate assessment of directors and above Develop management talent pools and implement actions

ESSENTIAL Launch new Learning Management System Enterprise-wide corporate and divisional e-learning
HR SYSTEMS
ENABLERS Workforce data and new e-Performance Management

24 147 of 162
TALENT BLUEPRINT
REACHING OUR GOAL: 2018

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By 2018, we will be well on our way to having engaged, diverse, high-performing, adaptive and

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productive employees that meet our current and future needs.
Employee engagement levels will have increased as measured by The organization will be grounded in a discipline of establishing

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the baseline survey in 2014 and the second survey in 2017. Senior clear expectations that are strategically aligned with the goals of

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management will understand the critical roles they play in ensuring
employees are engaged and that increasing engagement improves
business results, such as customer satisfaction and productivity.
They will also have tools and supports to ensure they have a clear
understanding of the engagement deficiencies in their work areas
and will take action. Employees will have helped to identify solutions
and will be aware of the actions taken to address engagement issues
the organization. It will be supported by honest, open and trusting
discussions between employees and their manager/supervisor
to advance individual development plans and divisional
business objectives.
The performance planner for non-union employees will be used as a
management tool to advance the goals of the organization and will
be monitored and evaluated throughout the year. Divisions will have

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identified in the surveys.
human resources systems, such as the Learning Management System
We will have made progress in the diversity of our workforce and and e-performance management to shape their workforce.
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this will be evidenced by an increased representation of diversity at
The organization will have insight as to the composition of its
the leadership levels. Senior managers will be meeting regularly to
diverse corporate pool of talent for director level positions and above;
champion equity, diversity and human rights initiatives. Employees
a larger and more diverse pool of capable candidates ready to take
will have completed an equity survey because they will understand
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on leadership roles through integrated leadership development;
the benefits of doing this. The City’s organizational culture will be
and the ability to draw on a pool of talent for developmental and
one of inclusion.
mentoring opportunities. We will witness employees transitioning
Employees will have access to a variety of technology-enhanced into management roles as they will have been provided with targeted
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learning and leadership development opportunities that are timely development strategies at each level of management.
and relevant for a sustainable work-learn balance. Providing maximum
By 2018, the objectives and activities set out in the Talent Blueprint
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value and impact for both the organization and the learner, training
will continue to be important, however, we will be planning and
will be delivered through a variety of methods, such as: instructor-led
developing our third workforce plan as we continue on our path to
training, virtual classrooms, e-learning, webinars and social learning.
“Building a great Toronto Public Service” to serve a great city with
A division’s workforce will have greater capacity and improved
our most valuable asset, our workforce.
performance so that current and future service needs are met.

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TALENT BLUEPRINT
ENDNOTES

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1
Adapted from the Conference Board, 2006 and Institute of Employment Studies, 2004.
2
Heintzman, R. & Marson, B. (2005) People, service and trust: is there a public sector service value chain? International Review of
Administrative Sciences, 71(4), 549-575.

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3
Gibbons, J. (2006) Employee Engagement: A Review of Current Research and Its Implications, Conference Board of Canada.

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4
Hicks, J. (June 2011) Recognizing the Value of Employee Engagement: The Future of Public Service in Alberta and British Columbia,
Western Centre for Economic Research, No 152.
5
Gibbons, J. (2006) Employee Engagement: A Review of Current Research and Its Implications, Conference Board of Canada.

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26 149 of 162
TALENT BLUEPRINT
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Reaching
our goal:
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2018

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City of Toronto

May 2014
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 Tailgate Session Guide
Subject
Guide To Good Practice: Providing Equitable Service to Individuals of All Abilities

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Purpose

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The Guide to Good Practice: Providing Equitable Service to Individuals of All Abilities (referred to as the Guide to Good
Practice in this document) was developed as a strategic corporate statement for use by City divisions. It articulates the
City's commitment to reducing and eliminating barriers that limit equitable access to services for people from vulnerable
populations, specifically those with physical limitations, cognitive impairments, mental health issues, intellectual or
developmental disabilities and learning disabilities. It also provides guidelines for responding to situations that often

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arise when working with these vulnerable customers.

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This tailgate guide illustrates best practices when serving vulnerable populations, provides examples of how divisions
are adopting these best practices and developing joint response protocols and serves as a knowledge check for
content within the Guide to Good Practice itself. It is to be used in conjunction with the Guide to Good Practice to help
managers and supervisors as they work with their teams to adopt best practices and response protocols to be followed
when serving vulnerable populations.

Scope and Outcomes

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This tailgate session is to be presented by People Managers (managers, supervisors or delegates) to their teams. It will
help facilitate a discussion around what teams need to start, stop or continue doing when serving vulnerable
populations.
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By the end of this session, your team should:

 Have a good understanding of the guidelines for response contained within the Guide to Good Practice
 Be able to identify best practices when working with vulnerable populations
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 Be familiar with any escalation or joint response protocols in place to better respond to the needs of vulnerable
customers

Responsibilities/Approach
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Before the Tailgate Session

1. Prepare to facilitate this session by reading through the Guide to Good Practice brochure, this tailgate guide, the
participant guide and looking through the accompanying Power Point file. In addition, familiarize yourself with any
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existing response protocols or procedures, including escalation procedures, joint response protocols and divisional
safety protocols.
2. Distribute the following documents (electronic or printed) to your team before the tailgate session. Instruct
participants to read these materials before the session:
a. The Guide to Good Practice brochure (http://insideto.toronto.ca/edhr/pdf/goodpractice_guide.pdf)
b. Copies of any response protocols, including escalation protocols, joint response protocols and divisional
safety protocols.
3. Print one copy per person of the Guide to Good Practice Tailgate Participant Guide (for distribution during the
session).
4. A PowerPoint presentation has been created to assist you in facilitating this tailgate session. You can present this
PowerPoint electronically using an LCD projector or print it out to share with the group.

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 During the Tailgate Session
1. Distribute the Guide to Good Practice Tailgate Participant Guide to participants.
2. Go through the Lesson Content with the group (pages 4-6 in this guide). Feel free to use the PowerPoint file as you
present (it will make presenting easier).
3. Review all relevant procedures and protocols, making sure your team members understand these procedures and
protocols and know where to access them.
4. Go through the Knowledge Check questions with the group (pages 7-9 in this guide).

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5. Go through the Your Turn activity outlined on page 11 to prepare your team to respond to challenging situations
that may arise in your workplace.

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6. Track completion of the tailgate using the prescribed Excel spreadsheet.
After the Tailgate Session
1. Forward the completed spreadsheet to elearnsupport@toronto.ca so that your session will be recorded in ELI (the
City's learning management system) for reporting purposes.

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 Understanding the Difference Between Equity and Equality

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 Lesson Content
Overview
As the communities we serve continue to change, the Toronto Public Service needs to be aware of,
and responsive to, emerging community health issues including dementia, diminished capacity, and a
range of mental health issues.

The Guide to Good Practice was developed as a strategic corporate statement for use by City

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divisions. It articulates the City's commitment to reducing and eliminating barriers that limit equitable

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access to services for people of different abilities. It also provides guidelines for responding to
situations that often arise when working with people with physical limitations, cognitive impairments,
mental health issues, intellectual or developmental disabilities and learning disabilities.

The Guide to Good Practice and this tailgate session align to the City's strategic goals around Social
Development, including Well-being, Equitable Access, Diversity and Safe City.

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The TPS Commitment to Customer Service
1. Read the Commitment aloud to the group:

“The Toronto Public Service (TPS) will take steps to reduce or eliminate barriers that limit equitable
access to services for people of different abilities. In instances where barriers cannot be eliminated,
the TPS provides individualized accommodation up to the point of undue hardship to remedy the
negative impacts of remaining barriers in accordance with legal responsibilities under the Ontario
Human Rights Code and the Accessibility for Ontarians with Disabilities Act, 2005 (AODA). Providing
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equitable access to programs and services also requires treating every person with respect and
dignity, rather than responding to people with different abilities based on assumptions that can lead to
stereotypes.”
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2. Let your team know that all divisions in the TPS have adopted the TPS Commitment contained in the
Guide to Good Practice.

Equity vs. Equality

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1. Use the “Understanding the Difference Between Equity and Equality” handout (page 3 in this guide)
to help explain that providing equitable service is not the same as providing equal (the same) service
to everyone. Point out that in the first picture, all three boys have been treated exactly the same way,
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but the problem is that the three boys are not the same. They are different in height.

2. Ask the group what the desirable outcome is for the boys in the picture (that all 3 get to see and enjoy
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the game).

3. Explain that when we take their heights into consideration, we realize that the fair or equitable way to
deal with the situation is to treat the boys differently even though the desired outcome remains the
same - that all 3 boys have a chance to watch the baseball game. In this situation, we give each boy
that chance by providing one box for the mid-height boy to stand on and two boxes for the shortest
boy to stand on. When we do this, we create equality of opportunity, because they are now all the
same height and they can each view and enjoy the game.

4. Explain that the City’s aim is to do the same thing when providing its services to the public; that is, the
City’s aim is to provide equitable or fair customer service so that each customer has the same
opportunity to benefit from the City’s services.

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 Communication Tips in the Guide to Good Practice
1. Explain that the Guide to Good Practice is to be used as a baseline tool that provides tips for
communicating with customers who may be experiencing difficulties in communicating their message.
This could be due to a variety of reasons including, but not limited to, mental health problems,
dementia or diminished capacity. Be aware that there is no “one size fits all” solution. Although
dementia is unique to each individual, people who are experiencing dementia are sometimes affected
by their cultural, religious or ethnic backgrounds.

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For example, a bilingual person with dementia could regress to using his/her dominant language or

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dialect. The goal when providing service to such individuals is to avoid trying to diagnose the person’s
behaviour and to do our best to provide high quality and equitable customer service.

2. Refer the group to the Guide to Good Practice and review the guidelines and communication tips:

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a. Focus on barriers, not the person’s limitations

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 Avoid stereotypes and don’t make assumptions about a person’s behaviour
 Do not try to diagnose the customer’s behaviour
 Eliminate or reduce barriers, such as noise or glare, as they may get in the way of effective
communications and add to a person’s confusion. This can be done by suggesting that you and
the customer move to a different place or that you meet at another time, when it is less busy.

b. Promote a helping and supportive environment

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 Introduce yourself. Ask how you can help. Maintain an open, friendly and welcoming posture.
 Remain calm and patient. Don’t interrupt or rush the person and allow extra time for the person
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to respond.
 Be aware that your uniform or your position may frighten the person and you may not be
welcome.
 When providing information about a customer to someone else, be transparent. Don’t speak
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about the customer as if he or she is invisible and don’t impose your interpretation of what the
customer has told you. Ask for the customer’s help and input.
 Do not assume that a customer who is displaying negative behaviour or who appears to be
confused is incapable of making a decision about his/her health or property. Be familiar with and
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check your divisional protocol for guidance in these types of situations.

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c. Use effective communication

 Remember that we communicate both verbally and non-verbally and make use of non-verbal
cues. For example, sometimes, a simple nod while the customer is speaking conveys the
message that you are listening and you understand.
 Acknowledge and validate the person’s feelings by identifying the feelings being expressed,
repeating what they tell you as appropriate and showing empathy.
 Avoid guessing. If you are experiencing difficulty understanding what the person is saying, ask
the person to repeat themselves.
 Avoid TPS acronyms. While you understand what you are referring to, it is very likely that your
customer does not understand.
 Speak in clear and non-technical language

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 d. Minimize risk if there is aggressive behaviour
 Review your division’s response protocols, including escalation protocols, joint response
protocols and divisional safety protocols (your team should be familiar with these and they should
be made easily accessible)
 Remain calm, follow appropriate protocols and escalate if necessary.

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Joint Response Planning

Joint response planning is a wide-ranging, multi-faceted, and streamlined strategy which involves
partnership and ongoing collaboration with another City Division or appropriate community agency that
has the capacity and expertise to provide additional support, advice and appropriate referral where a

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Division may not have such capacity or resources.

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For a list of steps to consider when creating a joint response protocol, please refer to the Guide to Good
Practice or contact the EDHR office for assistance: diversity@toronto.ca or 416-392-8592.

Examples of Joint Response Initiatives Within the TPS

CREMS (Community Referrals by EMS):
This program allows responding paramedics to make a referral to a Community Care Access Centre
(CCAC) on behalf of a patient with their consent. The CCAC coordinates a needs assessment and links
to community health and support services. This program goes beyond an initial response by connecting
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those in need with assistance to improve their quality of life at home. EMS also receives calls to this
program from other City Divisions that encounter individuals who may benefit from referral to a CCAC
(called "3rd party referrals"). As a result, accessing CREMS can be a low cost innovative solution to
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addressing the diverse needs of individuals.

Toronto Public Health (TPH):
Staff who may encounter people with mental health concerns in their daily work but who may not have the
capacity, training or knowledge to respond (e.g. Public Health Inspectors) have access to Public Health
Nurses and/or Mental Health Nurse Consultants who could provide effective communication methods.
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Emergency Medical Services (EMS):

In situations of medical and mental health emergencies, EMS paramedics take clients to Hospital
Emergency Rooms which offer crisis intervention services.
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Mobile Crisis Intervention Team (MCIT):

MCIT is a collaborative partnership program between various Toronto hospitals such as St. Michael's and
St. Joseph's Health Centre and the Toronto Police Service. The program partners a mental health
professional and a specially trained police officer who provides secondary response to 911 calls involving
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individuals who are experiencing a mental health crisis. The team is provided to assess needs, intervene,
de-escalate and ensure connection to appropriate services.

Review Your Procedures and Protocols

Review any relevant protocols, including response protocols, escalation protocols, joint response
protocols and safety protocols. Make sure the entire team understands the protocols and knows
where/how to access them quickly. Solicit feedback and encourage discussion, as frontline staff are the
ones most likely to have encountered various types of communication gaps with customers.

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 Knowledge Check - Using What You've Learned

Working as a team, read through the scenarios below and discuss the questions that follow. Remember
to apply the guidelines and communication tips outlined in the Guide to Good Practice. Participants can
follow along in their participant guides, which do not have any answers.

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Scenario 1: Communicating Through Barriers

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Rina was at the front counter of a busy City office when an elderly gentleman approached her. The man
seemed confused and nervous and did not appear to understand Rina when she asked if she could help
him.
When the man spoke, it soon became apparent that English was not his first language. He was holding a

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slip of paper and Rina asked if he needed help with the paper. A co-worker’s phone rang; this startled the

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customer and his expression changed to one of frustration. He began shaking his head and hands at the
same time.
Rina smiled reassuringly and said clearly and slowly, pointing to the hall, "It'll be easier if we speak over
there. We can hear and understand each other better." Then Rina motioned to a co-worker and left the
counter.
Once in the hallway, the man handed Rina the paper which said "organic container." Using slow and
simple gestures she said, "I can help you with that. You wait here. I'll be right back."
Rina returned with a green organic bin. "No, no," the man said, his voice escalating as she shook his
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head.
Rina asked calmly, "What do you need the bin for?" The man stared at her blankly. Then Rina asked,
"What language do you speak?"
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"Polish," the man replied. "Wait here," said Rina.

Rina returned with two organic green bin fact sheets; one in English and one in Polish. The man read the
Polish fact sheet while Rina followed along in the English version. He pointed to the sheet and said, "This
one." Then he pulled out a separate piece of paper with his name, address and phone number on it. Rina
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led him back into the office where she completed the necessary paper work for the bin.
The man thanked Rina with a smile and nod of the head and left the office, bin in hand.

Questions for Scenario 1

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1. Was Rina's special treatment of the elderly customer justified? Select the best response:
a. No, there is no evidence that the man was disabled or had any mental health issues. Rina should
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have provided the Polish literature up front and moved on to serve the next customer.
b. Yes. At times, different treatment is necessary to obtain equitable results.
c. Yes. Out of courtesy, you should always provide special treatment when serving an elderly
customer or one with mental health issues.

Answer: Yes, Rina's special treatment was justified. The man appeared confused and nervous (the
reason for this is not relevant). At times, different treatment is necessary to obtain equitable
results.

2. What communication techniques did Rina use to accommodate the customer's apparent confusion?

Possible Answers Include: Rina used a variety of communication techniques to overcome the
communication barrier between her and her customer, including:
 non-verbal communication, including gestures and smiling

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  paying attention to the customer's body language, tone of voice and expression and
responding accordingly
 being patient and allowing him extra time to respond
 offering written information in a language familiar to the customer
 eliminating distractions and noise by moving to a quieter location where they could speak
one-on-one

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 Scenario 2: A Home For Greg
Greg is a senior who has been living in a shelter for months. He has become increasingly confused over
the last few weeks and feels he is losing control over many things in his life. This often makes him angry
and frustrated.

Greg learns about a vacancy in a senior’s apartment from his housing worker. He is excited and anxious
to get his application in to Housing Connections before the space is taken.

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Greg gets confused on his way to the Housing Connections office and ends up at Metro Hall instead. As

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he approaches the information desk, he shouts anxiously, "I'm looking for housing!" A Security Officer
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nearby sends Greg to Shelter, Support and Housing Administration, located on the 6 floor.
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Greg gets lost on his way to the 6 floor and ends up back at the information desk on the first floor. He
approaches the desk appearing to be angry and shouting, "I need an apartment!"

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The same security officer asks, "Would you like me to take you up to the 6 floor"? Greg nods excitedly.
The officer smiles and asks him to wait a minute while she calls up stairs to make sure they know he's
coming.
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When the two reach the 6 floor, the Security Officer gives a nod to the receptionist, who calls Martha, a
representative from Hostel Services. The Security Officer waits with Greg until Martha arrives.

"I need an apartment!" Greg says to Martha as she approaches. Recognizing that he is overwhelmed with
the situation, Martha introduces herself and tells Greg that she works with Hostel Services. She asks
Greg if she can help him fill out the necessary form and show him where he needs to go. Greg starts to
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relax and agrees.

Martha takes Greg to an interview room and asks Greg to make himself comfortable. They complete the
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paperwork together and when they are done, Martha prints out a map for Greg and draws out the route
he needs to take to get to the Housing Connections office. She attaches her card to the map, circles her
phone number and asks him to call her if he has any trouble. Then Martha calls ahead to the Housing
Connections office to let them know he is on his way.
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Questions for Scenario 2

1. What did the staff at Metro Hall do to accommodate Greg?
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Possible Answers Include: The Security Officer called ahead to the 6 floor, escorted Greg up
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and waited with him; Martha took Greg to an environment without any triggers (quiet, no noise
or distractions), helped him complete his application, printed him a map with directions, gave
him her direct number and called ahead to let Housing Connections know he was coming so
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that they were prepared to help him.

2. Is there anything you would have done differently?

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Possible Answers Include: Perhaps the Security Officer could have escorted Greg to the 6
floor the first time around, given that he appeared to be to be anxious. Minimizing risk when
there is aggressive behavior can often prevent a situation from escalating.

3. Both the Security Officer and Martha offered assistance to Greg beyond their regular services. What
could have happened if they hadn't gone the extra mile?
Possible Answers Include: The situation could have escalated and Security (or even the
police) may have been engaged. Greg may have been "bumped around" through various City
systems/services; Greg could have remained homeless; It would have taken more time and
resources (both the City's and Greg's) to resolve Greg's issue.

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 Scenario 3: Knowing When and How to Escalate
A man entered a city civic centre and approached the information desk. He appeared confused and
disoriented. He was dishevelled, had an unpleasant body odour and appeared to be walking abnormally.
He wore a light sweater despite the bitter cold.

He asked the front counter clerk, Darren, for money and bus tickets so that he could get on the bus. He

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seemed to be lost and confused as to where he was.

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Darren asked the man where he lived and if he knew how to get home but the man couldn’t recall his
address or phone number.

Darren asked the man if there was a friend or family member he could contact to help him. The man
hesitated and began to stammer. Darren listened patiently while the man tried to explain that he did not

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have anyone who could help him.

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Darren was worried for the man's safety. He was limping and not dressed properly for the weather.
Darren escalated the situation to his supervisor, who called a Program Standards and Development
Officer who worked within the building a few floors up.

The Program Standards and Development Officer, concerned for the man's health and safety, followed
her division's protocols, which included calling both Social Services and Public Health for assistance.

Questions for Scenario 3

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1. What procedures and protocols were in place to help with a successful resolution to this incident?
Possible Answers Include: Darren patiently tried to help the customer; Unable to assist him,
Darren then asked if there was someone who could be contacted to help the customer (given
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his disoriented and confused appearance); After he had followed procedure and was unsure
how to proceed, Darren escalated to a supervisor; The supervisor followed protocol and
escalated to a Program Standards and Development Officer; The Program Standards Officer
initiated the joint response protocols in place and called in both Social Services and Public
Health to assist the customer.
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2. If a similar situation occurred in your work environment, do you feel you are prepared to respond to it?

3. Given the context of your working environment, describe the types of situations that would require
escalation or the initiation of a joint response protocol or procedure? Who would be involved in the
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escalation process?

4. What procedures and protocols are in place at your office to help you respond to these kinds of
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situations?

5. What procedures and protocols, if not already in place, could help you respond to these kinds of
situations with confidence?

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 Your Turn – Preparing for Situations That May Arise at YOUR Workplace
Prepare 3 or 4 scenarios relevant to your team (these scenarios may be based on situations that have
occurred or could occur on the job). Set the scene and ask the team how they would respond to each
situation. Make a note of any items that surface that need to be addressed, including gaps in customer
service, health and safety issues, further training needs (e.g. de-escalation techniques) and opportunities
for collaboration with other divisions or community agencies in order to develop appropriate joint

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response protocols. Take action, follow up and hold further team sessions as necessary to keep the team
prepared, informed and updated.

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11

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