Request for Proposal Professional Consulting Services for Strategic Facilities Master Plan

D4.1 The development of the Planning, Property and Development (PP&D) Strategic Facilities Master Plan (SFMP) will focus on facility status reporting, prioritization, funding, and accountability.D4.2 Project BackgroundD4.2.1 The City of Winnipeg (City) is committed to providing a high quality urban life, building and maintaining complete communities, and ensuring the city continues to be a liveable, affordable and desired city for years to come. In order to achieve this, and the OurWinnipeg vision of being ‘a thriving, sustainable and resilient city’, the City strives to provide a variety of services, amenities and community resources in a proximity that reaches all residents.D4.2.2 To help achieve this goal, the City has recognized the role facilities and other capital investments play in delivering local communities and residents with the services they require. As one of the largest landowners in Winnipeg, the City holds thousands of properties for civic use, and where available supports external communities and groups to meet their space requirements. To seize the benefits that facilities provide to its residents, the City has initiated a number of initiatives to review, assess and optimize its current portfolio. This includes a 2020 multiyear budget recommendation to plan to rationalize City owned and / or lease building assets and this project, the development of a Strategic Facilities Master Plan for Planning, Property & Development.D4.2.3 According to the City’s 2018 State of the Infrastructure Report, the City investment in capital infrastructure range from roads to bridges, parks and open space, to police, fire and paramedic facilities, to water, sewer and other municipal administrative buildings. Additional information on the inventory, overall replacement value, age and condition of these assets can be found in the City’s 2018 City Asset Management Plan.D4.3 Project OverviewD4.3.1 The City of Winnipeg’s Planning, Property & Development (PP&D) is seeking a qualified consulting firm to lead the development of the PP&D Strategic Facilities Master Plan (SFMP). The SFMP is intended to be a high-level strategic recommendation to guide future planning and financial decisions regarding PP&D facilities; City Owned and Occupied facilities, City Owned City as Lessor facilities, City as Leasee facilities and surplus facilities. Refer to Appendix B – PP&D Building List for details.D4.3.2 In 2020, the PP&D initiated internal discussions for the preparation of a master plan related to facility asset, categorization, replacements, or upgrades. As such, PP&D is seeking an external expertise to conduct a thorough assessment of these assets and create the first Strategic Facilities Master Plan.D4.3.3 For the purpose of this RFP, PP&D categorizes the following facilities as:(a) Partnership and Agreement(i) City Owned and Occupied facilities includes office buildings, heritage buildings, cemetery buildings, buildings and facilities utilized by the City’s Special Operating Agreement.(ii) City Owned City as Lessor facilities are the facilities managed by PP&D and surplus to the City’s needs. They may include stand-alone facilities, shared-used facilities (e.g., daycare within a community centre) or multi-tenant facilities. Tenancies within this category include for-profit and non-profit groups.(iii) City as Leasee facilities are the facilities where the City does not own the building and PP&D has secured the accommodation need for a client department. This may include stand-alone facilities or multi-tenant facilities. Tenancies within this category could potentially include any City department.(b) Optimization(i) Surplus facilities are the facilities to the needs of the department that originally had care and control of them and are waiting for disposition for sale or lease, etc.D4.4 Business Objectives(a) The purpose of this RFP is to develop a SFMP that will:(i) establish the planning goals and objectives for PP&D;(ii) determine the policies, frameworks and processes, which will guide PP&D for future master plan activities, on-going facilities management activities, workforce planning, and any future master plan updates;(iii) establish level of service delivery by facility current / target by building or asset category;(iv) provide guidance for all PP&D facility planning decisions out to 2031 based on the projection of future requirements 10 years in the future; and(v) support PP&D to identify and prioritize asset rationalization decisions over the next 10 years.