Ryerson University (“Ryerson”) has a requirement for Systemic Change and Transformation Services to Promote Collaboration and Collegial Governance.
The purpose of this Advance Contract Award Notice (ACAN) is to signal Ryerson’s intention to award a contract for the above-noted goods and/or services to the following pre-selected supplier:
Reos Partners
925 Boul de Maisonneuve Ouest, #212
Montreal, Quebec
H3A OA5
Website: www.reospartners.com
Prior to awarding this contract, Ryerson is providing other potential suppliers with the opportunity to demonstrate that they are capable of satisfying the requirements as per this ACAN, by submitting a Statement of Capabilities during the posting period.
If other potential suppliers submit a Statement of Capabilities that meet Ryerson’s requirements as set out in the ACAN, Ryerson may proceed to a competitive procurement process.
If no other supplier submits a Statement of Capabilities on or before the closing date/time, a contract may be awarded to the above-noted pre-selected supplier.
As part of the Academic Plan for 2020-2025, Ryerson University is committed to supporting an environment where collaboration flourishes. As an academic institution, collaboration is an essential building block to accomplishing goals across both academic and administrative groups. In addition, Ryerson University’s commitment to Equity, Diversity and Inclusion (“EDI”), recognizes that collaboration also will require bringing together employees, leaders, faculty and administrator who represent diverse personal and professional backgrounds. The university’s reputation as a leader in innovation offers a unique landscape in which to work collaboratively, offering both notable rewards and challenges.
We are seeking innovative training and consulting support from an organization that is cognizant of the unique academic environment where academic freedom and collegial governance are the basis for most decision-making. Our history and commitment to experiential learning as a key component of our innovative culture must feature centrally in the training and development. Furthermore, our training must be suitable and impactful for both academic and administrative staff, recognizing that employees support the institution in a myriad ways (some of which do not directly involve students). Our expectations are that our employees and leaders develop new language and ways to to work together; increase and expand their understanding of others’ perspectives; expand their internal networks and connections; improve relationships across services, department, and units; and develop new policies and procedures that sustain such changes for the long-term, thus ensuring collaboration and collegial governance are embedded in Ryerson University’s culture.
