AWE Feasibility Study and Facility Plan

ART WINDSOR-ESSEX REQUEST FOR PROPOSALS – NO: AWE202501

DATED: SEPTEMBER 2, 2025

PROPOSAL HIGHLIGHTS

QUESTIONS: Received no later than 5:00 P.M. on September 12, 2025

CONTACT NAME

Thomas Boucher, Manager of Operations

CONTACT E-MAIL:

tboucher@artwindsoressex.ca

PROPOSALS DUE:

Received no later than 5:00 P.M. on September 29, 2025

DEADLINE FOR PROPOSALS

This request for proposal (RFP) is issued on behalf of Art Windsor-Essex (AWE) which is the sole point of contact during the procurement process.

Proposals must be received via email by no later than 5:00 P.M. on September 29, 2025, addressed to: Thomas Boucher, Manager of Operations, tboucher@artwindsoressex.ca.

If additional information is required to interpret the requirements outlined within this document, emailed questions must be received by Thomas Boucher no later than 5:00 p.m. on September 12, 2025.

No information will be provided verbally, or by any other person will be considered binding. All respondents should use this document and its attachments as the basis for their proposal at this time. Also, all applicants will be provided a copy of submitted questions and answers.

SUBMISSION OF PROPOSALS

RFP Contact: Direct any questions regarding this competition to Thomas Boucher, tboucher@artwindsoressex.ca, with the subject line “Expression of Interest – AWE Feasibility Study and Facility Plan”.

Consultants and their representatives are not permitted to contact any employees, officers, agents, elected or appointed officials or other representatives of AWE, other than the RFP Contact, concerning matters regarding this RFP.

mailto:tboucher@artwindsoressex.ca mailto:tboucher@artwindsoressex.ca

Submissions by email: One (1) electronic copy in .pdf, .doc or .docx, excel format, which includes the RFP name and closing date, are to be forwarded to: tboucher@artwindsoressex.ca. The preferred file formats are .pdf, .doc, and .docx. Submissions should not exceed 35 MB. Consultant submissions will receive confirmation of email receipt to Consultants via an automatic email message.

PROPOSAL FORMAT

Proposals must be submitted in writing and should be in the format set out in Appendix B. Consultants may provide additional information beyond that requested in the RFP for consideration. Any such additional information may be considered by AWE at its sole discretion. While innovative proposals are encouraged, consultants should also provide a proposal in accordance with the base requirements of this RFP. AWE reserves the right to make an award based on any alternative/innovative proposal.

CONSIDERATIONS

This request for proposal (RFP) does not commit Art Windsor-Essex to award a contract, to pay any costs incurred in the preparation of a response to this request or to produce or contract for services or supplies. Art Windsor-Essex reserves the right to accept or reject any or all proposals received as a result of this request, to waive minor irregularities in the procedure, to negotiate with any qualified source or to cancel in part or in its entirety, this RFP, if it is in the best interests of Art Windsor- Essex to do so.

Disclosure of any possible conflicts of interest that may result from the award of this contract, or services provided under this contract must be declared in the proposal.

AMENDMENTS TO PROPOSAL

Proposals may be amended by Art Windsor-Essex in response to a need for further clarification, specifications and/or requirement changes. Proposals may be amended after receipt by Art Windsor-Essex by submitting a later dated proposal that specifically states that it is amending an earlier proposal. No proposal may be amended after the opening date unless requested by Art Windsor-Essex. Proposals may be withdrawn by the Proponent, only in entirety and by a written request to Art Windsor-Essex.

mailto:tboucher@artwindsoressex.ca

INTRODUCTION

Art Windsor-Essex (AWE) is seeking proposals from consultants to facilitate a Feasibility Study and Facility Plan between October 2025 and March 2026. The Feasibility Study and Facility Plan will identify how our leased footprint must transform to support the transformation and longer-term sustainability of our organization. The Facility Plan will act as a guiding document identifying short, medium and long-term actions that will bring our current building into alignment with our vision for the future. The Facility Plan may inform the scope and milestones for a capital campaign in the next five years, and lead to a detailed architectural plan followed by implementation.

PROJECT BACKGROUND

Art Windsor-Essex (previously known as the Art Gallery of Windsor) has been in its current location at 401 Riverside Drive East since the building opened in 2001. A purpose-built 77,550 square foot facility designed by R&P and Moffat Kinoshita, the gallery saw minimal renovations in the first decade of its operations, except for retrofits to better manage roof and glass sealant leaks, the installation of a new ‘green roof’ to reduce energy costs, and HVAC system improvements. The gallery became a tenant of the building in 2012, brokering the sale of the building to the City of Windsor and negotiating a 49-year lease, and transitioning out of receiving annual grants from the City. Under the lease agreement, the City of Windsor supports utility bills, facility cleaning, repairs and maintenance, landscaping and security, with a commitment to maintain the building to Class A museum standards. In 2016, the City of Windsor opened the Chimzcuk Museum on the main floor – a civic museum which moved into the space after $5.7M of renovations took place on the main floor to remove elements such as a gift shop, café, auditorium to create more spaces for temporary exhibits. The gallery currently occupies 45,000 square feet between the mezzanine level (currently staff only), and the 2nd floor and 3rd floors of the building (largely public and gallery space with the exception of storage and other back-of- house elements). The gallery’s 15,000 square feet of presentation space on floors 2 and 3 is accessible for public visitation via elevator access from the main floor.

As AWE has been in the facility under the current arrangement for approximately 10 years, the gallery would like to undertake a comprehensive feasibility study and facility master plan to review AWE’s use of our current leased footprint. The gallery would like to determine how it may improve the occupancy and use of our leased footprint, and general operations, to best meet the needs of community members, artists, and other stakeholders over the next two decades.

The study should take into consideration how AWE could advance its operational resilience via earned revenue opportunities – both within, but not limited to, the confines of the gallery’s leased footprint. This will require consultation with multiple stakeholders in Windsor-Essex who may be interested in engaging in mutually beneficial partnerships with AWE.

ABOUT ART WINDSOR-ESSEX

Art Windsor-Essex (AWE), formerly known as the Art Gallery of Windsor, is one of Ontario’s longest-standing public art institutions. Established in 1943 as the Willistead Art Gallery of Windsor, AWE has evolved into a dynamic cultural hub committed to showcasing Canadian and Indigenous art, supporting regional artists, and engaging the community through exhibitions, education, and outreach.

AWE’s permanent collection includes nearly 4,000 works and continues to grow, reflecting the diversity and creativity of artists from Windsor-Essex and across

Canada. The gallery receives support from the City of Windsor through the afore- mentioned lease agreement and receives operating and project funding from a number of cultural and governmental organizations. The gallery’s funding is sustained through a combination of public grants (large portion), private donations (smaller portion), and earned revenue (smallest portion). The gallery also maintains an endowment fund, with approximately 5% of its annual interest currently allocated to support ongoing operations.

Over the decades, AWE has undergone several transformations, including becoming an independent institution in 1960, relocating to multiple sites, and finally settling into its purpose-built facility. In 2022, the gallery rebranded from the ‘Art Gallery of Windsor’ to become ‘Art Windsor-Essex’ to better reflect its regional identity and the inclusive vision outlined in its 2021–2025 strategic plan.

ABOUT WINDSOR-ESSEX

Windsor-Essex is located on Anishinaabe Territory, and Waawiiatanong is the traditional territory of the Three Fires Confederacy of First Nations, comprised of the Ojibway, the Odawa, and the Potawatomi. Today the Anishinaabe of the Three Fires Confederacy are represented by Bkejwanong.

Windsor-Essex is one of Ontario’s most diverse regions. Nearly 18% of the population identifies as a visible minority, with the largest groups being Arab (26%), Black (19%), and South Asian (17%). Approximately 4.4% of residents self-identify as Indigenous, slightly above the provincial average. The region is also home to a vibrant immigrant population, with 23% of residents born outside Canada and over 15,000 newcomers settling in the area between 2016 and 2021. After English, the most spoken languages at home include Arabic (11,295 speakers), Mandarin (3,390), Punjabi (3,365), and Spanish (3,355). Windsor-Essex ranks among the top regions in Ontario for the proportion of residents whose mother tongue is a non-official language.

Windsor-Essex played a pivotal role in the Underground Railroad, serving as a terminus for thousands of freedom-seekers escaping slavery in the United States. Windsor- Essex is also known as Canada’s automotive capital, with deep ties to Detroit. The region’s industrial growth was shaped by major labour movements, cross-border trade, and manufacturing innovation. Windsor-Essex is also a fertile agricultural zone with a rich farming tradition. The region is home to North America’s largest vegetable greenhouse cluster, with over 3,500 acres of greenhouse operations.

SCHEDULE

The anticipated schedule of events related to this RFP are provided as targets only.

• RFP release date: September 2, 2025
• RFP closing date and time: September 29, 2025
• Short-listed consultants contacted for interviews: October 1, 2025
• Consultant selection and negotiation: October 13, 2025
• Deadline for project completion: March 25, 2026

Best efforts will be applied to meet these dates - however, dates may change. Where dates change, notice of those changes will be provided to all Consultants.

SERVICE CONTRACT

The supply of any services pursuant to this RFP shall be acquired under a mutually acceptable contract. AWE reserves the right to negotiate any and all purchase terms and conditions (including price) with any consultant at its sole discretion. Consultants (and/or its employees and agents) may be required to sign supplemental confidentiality agreements prior to accessing any documents or files from AWE.

EVALUATION PROCESS

AWE reserves the right to keep evaluation details and consultant rankings confidential. Consultants may be requested to participate in an interview/presentation with AWE in connection with this RFP.

AWE reserves the right to select a short-list of consultants who may be subject to a further evaluation and/or negotiation process.

Competitive negotiation may be part of this RFP process.

AWE may conduct reference checks independent of the client references provided by the consultant.

AWE’S objective is to select the consultant able to provide the best overall value and service solution. Consultants are advised that the evaluation process is subjective in nature. AWE’s intention is to consider, at its sole discretion, each proposal on its merits, without regard to the rules or principles of competitive bidding or other legal duties, including without regard to whether a proposal is compliant with this RFP.

Consultants will be judged based on the evaluation rubric outlined in Appendix C.

LEGAL FRAMEWORK

This RFP is not intended to, and shall not, create any binding obligation on AWE to purchase all or any of the Services, or to enter any related service contract. Consultants are advised that AWE intends to conduct a flexible procurement process, not subject to the laws of competitive bidding.

Without limiting the generality of the above paragraph, AWE reserves the right, at its sole discretion at any time and for any reason, to:

• Reject any or all proposals (including, for greater certainty, the lowest cost proposal)

• Accept any proposal or any combination of proposals received
• Accept a proposal in whole or in part
• Clarify a proposal where, in the sole judgement of AWE an error or mistake is

apparent
• Accept any non-compliant proposal where the non-compliance is, in AWE’s sole

judgement, not material
• Reject any non-compliant proposal
• Accept or reject any conditional proposal
• Accept any alternative or innovative proposal
• Negotiate any aspect of any proposal (including price) and/or any purchase

terms and conditions
• Cancel this RFP at any time for any reason (with or without commencing a new

RFP or other similar process in its place)

Proposals may be withdrawn or amended by consultants at any time by written notice to AWE, prior to AWE and a Consultant signing a formal contract.

CONFIDENTIALITY

This request for proposal (RFP) is for the sole purpose of soliciting proposals to meet the needs of Art Windsor-Essex. Under no circumstances is this document to be forwarded, copied or made public, in whole or in part, without the pre-approved written consent of Art Windsor-Essex. Upon completion of the RFP process, vendors are asked to destroy the original and all copies of this document.

All information provided by or obtained from AWE in any form in connection with this RFP either before or after the issuance of this RFP:

• is the sole property of AWE and must be treated as confidential;
• is not to be used for any purpose other than replying to this RFP and the

performance of any subsequent Agreement for the Deliverables;
• must not be disclosed without prior written authorization from AWE; and must

be returned by the consultant to AWE immediately upon the request of AWE

Proposals will be accepted in confidence, as they contain financial, commercial, scientific, technical and/or labour relations information, except as may be otherwise provided herein. The confidentiality of such information will be maintained by AWE, except as otherwise required by law or by order of a court or tribunal, or by regulatory order of the Government of Ontario.

Consultants are expected to refrain from making any public announcements or news releases regarding the Services without the prior written approval of AWE.

APPENDIX A: SERVICE REQUIREMENTS

PROJECT DELIVERABLES

1. Comprehensive feasibility report 2. Preliminary architectural concepts 3. Financial models (capital and operating) 4. Community and stakeholder engagement summary 5. Implementation roadmap

To be supported by the following scope of work:

I. Stakeholder & Financial Analysis a) Data analysis based on stakeholder needs and financial capability b) Summary of consultation findings

II. Program & Facility Inventory

a) Review of existing programs and facilities relevant to future planning

III. Community & Market Research a) Demographic trends in Windsor-Essex b) Social and economic characteristics of user groups c) Demand analysis (for cultural facilities)

IV. Infrastructure & Design Planning a) Functional plan linking programming to infrastructure needs b) Preliminary concept drawings for renovations that will support the next stage

of the project (ex. obtaining landlord approval, etc) c) Review of technical advances in museum design and display d) Climate mitigation strategies e) Accessibility upgrades (e.g., washroom compliance, wayfinding improvements)

V. Financial Planning a) Capital plan with cost estimates and funding sources. b) Operating plan with 3–5 year projections (expenses, revenues, staffing) c) Feasibility test of funding and economic climate

VI. Implementation Strategy a) Suggested timeline for renovations and campaign readiness b) Prioritization framework based on financial implications

TIMELINE

Estimated duration: 5-6 months. Key milestones:

Month 1-2 Stakeholder consultations and data collection

Month 2-3: Program and infrastructure analysis

Month 3-4: Financial modeling and concept development

Month 5: Final report and presentation

PROJECT SCOPE

401 Riverside Drive West is situated in Downtown Windsor’s ‘Vision Corridor’ – a block of Downtown Windsor that includes a sculpture garden and an international aquatic centre. The building is adjacent to the City of Windsor’s main bus terminal and is across the street from Windsor’s beautiful riverfront park. The building is owned and managed by the City of Windsor. As a tenant of the building, the Gallery and the City adhere to the parameters of a mutually developed lease agreement. The current agreement will be in place until 2061. Under the current lease agreement, the City of Windsor provides support in the areas of general maintenance, daily cleaning, and security systems (support for alarms, etc.) The operating agreement also provides for AWE, as a tenant, to make periodic facility improvements with the approval of the building owner, the City of Windsor.

The following systems are currently the responsibility of the City of Windsor:

• Maintenance of heat, light, and power in the building
• Maintaining and overseeing electronic security systems protecting the building

envelope, and other spaces protected by the building alarm system
• Operates and maintains the heating and ventilation air conditioning (HVAC),

electrical, plumbing, elevators, and utility systems including fire alarm system
• Structural repairs and replacements in and to the building including

adjustments to locks, windows and doors
• Maintains the building’s architectural, structural, mechanical and electrical

systems
• Maintains and monitors the environmental controls to ‘Category A’ museum

standards
• Manages cleaning staff and supplies to maintain the building
• Replacing burnt out lamps throughout lease space with the exception of

display track lighting
• Maintain and keep the standby power generator system

AWE is billed for any extended hours for cleaning or facility set-up/tear down related to special events.

The following specialized gallery systems are the responsibility of AWE:

• Internal security cameras
• Specialized gallery lighting
• Specialized art storage systems including vault racking and repairs to these

systems
• Security within the gallery spaces (guards and cameras)
• IT services

CURRENT STATUS OF BUILDING AND SYSTEMS

HVAC system is designed to meet ASHRAE A rating with a +/- 5% RH and +/-2C for short term fluctuations and a +/- 10% RH and +5/-10 C for seasonal adjustment in system setpoints. New fire dampers were upgraded in 2022 to improve airflow, in response issues regarding fluctuations. The current HVAC system was installed in 2001 and underwent a mechanical retrofit in 2008/09; it is likely the City of Windsor may need to replace the system in the next decade.

Electrical systems include an elaborate lighting control system for the Gallery levels. The current system is adequate and not in need replacement.

Structural and building envelope. The building is owned and maintained by the City of Windsor. It is our understanding all structural assemblies are good and the building envelope is functional. Currently, all areas of the gallery appear to conform to current national building code; however, the current washrooms will not meet upcoming accessibility standards. The building and its surroundings are well maintained.

Vault storage. The gallery’s vault was designed to provide safe physical and environmental storage for AWE’s permanent collection. Currently, the vault and accessory spaces are maintaining the required Category A rating for environmental controls. However – plumping and drainage systems are located above a section of the vault. There have been leaks in this area periodically over the last two decades. While the gallery has put in protections to mitigate risk, an assessment should be completed to identify if further improvements are required. The continued growth of the collection plays a vital role in the community to preserve culturally significant works of art.

Facility rental spaces. The gallery has several spaces on floor 2 and 3, outside of the display galleries, that are available for public use or private event rentals. Some of these spaces are equipped with technology to support a wide range of uses. These spaces are used during gallery hours for programs, and after hours, are often used by community members. There are some environmental issues that make some spaces difficult to use in winter and summer seasons (ex. spaces with full sun often become too hot in summer; the room off of a terrace is unusable in the winter due to cold air leaking through, etc).

Gallery spaces. The gallery spaces continue to be adequate for the presentation of most types of exhibitions. The physical space remains as originally designed with few upgrades since the original build. The galleries were well designed and constructed with double false wall assemblies that allow chasing of cables and support devices throughout the gallery. In 2018, all halogen light bulbs were replaced with LED light bulbs. Visitor wayfinding issues have been identified on floor 2, with wall configurations that make it unclear where all the display spaces are. The floors in the galleries are physically functional but dated and should potentially be replaced. Leaks and condensation have presented issues on floor 3, and to a lesser extent, floor 2 – in 2018, condensation issues forced a partial closure of the galleries on floor 3 until repairs were undertaken to the roof, but condensation issues continue. An assessment of how to prevent and manage these issues going forward in the next two decades should be undertaken.

Public elevator. There is currently only one public elevator for the building, with a regular capacity of 10 people or less. Recent issues with the elevator have resulted in capacity being modified to 5 people or less due to recent issues.

Other renovations. In 2015, an infill slab was added to the 2nd floor to replace a former stairwell that went from the main floor to floor 2 that was removed, to accommodate the Windsor Community Museum Expansion on the first floor.

MATERIALS PROVIDED BY AWE

• List of recommended stakeholders for consultation
• Detailed architectural drawings of 401 Riverside Drive West
• AWE 2026-30 Strategic Plan and Brand Book
• Most recent facility report
• Board and Management Governed Policy manuals
• Historical and current financial and statistical data

STAKEHOLDER PARTICIPATION

The consultant will develop a framework for stakeholder consultations that centres the values of AWE and ensure a broad range of voices and perspectives representative of the diversity of Windsor-Essex are consulted. The consultant will offer a range of opportunities for participation, taking access needs of the individuals into consideration. Stakeholders who should be consulted include:

Gallery Members and Donors. The Gallery is supported by the generous contributions of our donors and over 1,400 members.

Community Expertise and Partners. Community partners include but are not limited to Downtown Windsor BIA, Arts Council Windsor and Region, Artcite, Windsor Symphony Orchestra, Windsor International Film Festival, and representatives from School Boards, St. Clair College, and University of Windsor. AWE would also like to engage with Tourism Windsor-Essex Pelee Island and Invest Windsor-Essex for the stakeholder consultation.

Board of Directors and staff. AWE is governed by a volunteer board of directors elected by the Gallery membership. The board is comprised of no more than 20 and no less than 9 members. AWE’s staff is comprised of 9 permanent full-time staff, and 2 permanent part-time staff, in addition to grant-funded term positions and casual workers.

New Visitors. This includes community members we may not have strong connections with currently but wish to develop a relationship with.

City of Windsor. As a tenant of a municipally-owned building the gallery is grateful for the ongoing support of the City of Windsor.

Small business owners. As the creative heart of Windsor-Essex, the gallery has built and maintained positive relationships with a number of local businesses in the area.

ROLES AND RESPONSIBILITIES

AWE’s Executive Director and Manager of Operations will oversee the project, with board-level oversight. AWE will:

• Share information about the organization including relevant historical data, current partner agreements, details on current facilities;

• Share contact information of stakeholders who have given their permission to be contacted;

• Pay the fees upon receipt of invoices;
• Meet with the consultants regularly upon adequate notice;
• Review drafts of reports;
• Tour the consultants through AWE’s leased footprint, and offer access to other

areas of the 401 Riverside Drive West facility (with permission from City of Windsor)

• Circulate surveys / calls for information developed as part of the study

The Consultants will:

• Arrange and conduct meetings;
• Submit timely invoices with detailed explanations of costs;
• Ensure the report is informed by AWE’s mission and vision, and is carried out in a

way that aligns with the organization’s values;
• Conduct research on the future demographics of Windsor-Essex;
• Prepare surveys and recommendations around how best to collect data

relevant to the feasibility study;
• Conduct interviews with stakeholders through a range of formats;
• Analyze data, coordinating information from involved sectors;
• Prepare recommendations;
• Write the final report and prepare accompanying graphic material;
• Make presentations to staff and board on findings;
• Test the feasibility of the proposed capital budgets;
• Provide electronic copies of the study as well as any collateral materials

developed to support verbal presentations to stakeholders (slide decks, etc.)

APPENDIX B: FORMAT OF PROPOSAL

To ensure a Proposal is considered for evaluation, the Proposal should include all the information requested below.

Title Page. This first page should who the project title and RFP name. Included on this page should be the Consultant’s contact information as follows:

• Legal business name;
• Business name Registration Number;
• Business Address;
• Contact name;
• Contact phone number;
• Contact email address;

Letter of Introduction. A brief description of your business including any qualifications you consider relevant. The introduction, which should be dated and signed by an official authorized to negotiate, make commitments and provide clarifications with respect to the proposal on behalf of the Consultant.

Consultant Profile. A brief introduction of your business including:

• Location of Consultant’s head office and any sub-offices;
• Length of time in business;
• A description of your business's experience in performing similar work;
• Identify the lead personnel responsible for the delivery of services the

Consultant is prepared to offer, their expected involvement and confirmation that the lead personnel are licensed and in good standing to perform services in Ontario;

• Proposed sub-contracting or partnership arrangements for this project. Identify their expected involvement and confirm that they are licenced and in good standing to perform services in Ontario;

• Two (2) references of work performed for other agencies (or other relevant experience) in the previous five (5) years, and appropriate contact information for references.

Project Implementation Plan. Provide a detailed work plan for the completion of the project, which should include:

• All tasks, phases and stages to be completed;
• An indication of deliverables produced from each task;
• A description of how consultations and research will occur;
• Estimated start and end dates for each task and for the whole project;
• How materials will be presented.

Liability Insurance. AWE expects that the Consultant carries professional liability insurance in an amount of not less than $2,000,000 per occurrence. Provide certificates of insurance outlining the amounts of professional liability insurance that you carry.

Project Costs. The total project cost should be clearly outlined in the Cost Section of this proposal. All taxes should be shown separately.

The proposal should provide a detailed cost breakdown to complete the project including professional fees and per diems for all personal involved. Estimated expenses, whether included or excluded, should be provided and explained, and any assumptions clearly identified.

All prices quoted will be in Canadian Funds.

Subcontracting. If a sub-contractor is proposed for any portion of this project (ex. concept drawings for renovations), please provide a Supplier profile for each sub- contractor, outlining the nature of their proposed involvement, the