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RFP--Active Wellington

Active Wellington Steering Committee

Request for Proposal

To develop a comprehensive physical activity plan and launch event for
Wellington County, the Towns of Minto and Erin, and the Townships of
Centre Wellington, Mapleton, Wellington North, Guelph-Eramosa and

1. Background

Our group is a partnership between: the Towns of Minto and Erin; and
the Townships of Mapleton, Wellington North, Centre Wellington,
Guelph-Eramosa, and Puslinch; the Community Heart Health Network
(Wellington Dufferin); and the Ministry of Health Promotion -
Communities in Action Fund.  Together our seven Wellington County
municipalities have a population of 75,000.

This partnership was formed to address the alarming obesity rates in
Wellington County and specifically to tackle our culture of
inactivity.  Close to half of residents in Wellington County are
not physically active (47% males; 55% females).  In addition, more
than half of our adults are overweight or obese (60% males; 63%
females).  (Source: 2001 Canadian Community Health Survey, Ontario
electronic share file, weighted data, MOHLTC 2003. Targets from:
Targeting Cancer: Cancer 2020 Summary Report, p.8, Canadian Cancer
Society, 2004.)  Our collective knowledge of our communities
indicate that many of our children and youth are not physically active
and many children stop participating in sports and other physical
activities when they enter into their teens.

Our partnership has taken the lead from the Province of Ontario's
ACTIVE 2010 Strategy. ACTIVE 2010 is a comprehensive strategy to
increase participation in sport and physical activity throughout

2. Project Vision

We believe that a physically active community is a healthy community,
socially, physically, spiritually and economically. We envision
Wellington County as a place where everyone is physically active and
where opportunities to engage in physical activity are abundant.  

Our motto:  "Live it, do it, be it - ACTIVE Wellington!"

3. Project Goals

Develop and prepare for implementation a Physical Activity Plan for
Wellington County and the seven ACTIVE Wellington municipal partners
that will increase physical activity rates in Wellington County by 10%
by the year 2015.

Plan and execute a County-wide launch event of the ACTIVE Wellington
Plan that will set the stage for further implementation and engage a
minimum of 1% of the population in physical activity for an extended
period of time (minimum one month).

4. Project Objectives

a.    Identify specific strategies for increasing
physical activity rates, referencing the approaches outlined below.

b.    Develop measurable implementation plans with clear lines of
responsibility for each municipality within Wellington County and for
Wellington County as a whole.

c.    Identify key players and establish collaborative community
partnerships (within each municipality and across Wellington County)
with written commitments to ensure a mechanism for implementation of
local strategies and to create local buy in and ownership for the
physical activity plan.  

d.    Develop a marketing, media and communications plan that will engage
the community in both its planning and implementation and develop brand
recognition, including the creation of a toolkit that can be used by
each of the partnering municipalities to promote the ACTIVE Wellington
initiative within their communities.

e.    Develop a strategy to ensure the long-term financial viability of
the physical activity plan, including securing corporate sponsorship
and building community support.
f.    The process of researching and writing the ACTIVE Wellington Plan
should, in itself, set the stage (prepare the partnering municipalities
and Wellington County) for implementation of the plan.

g.    Ensure that each of the seven partnering municipalities and
Wellington County Council adopt, not just accept, the physical activity

h.    Where there are common issues divided by political
boundaries, identify these and develop strategies to address.

5. Project Values

In the development and execution of this plan, we value

  • A high level of local involvement and participation - "Community Driven"
  • Strategies that are dynamic and lasting
  • Achievability -"Do able!"
  • High visibility
  • An open process and outcomes

6. Project Approach

In order to achieve our vision, we believe a pervasive cultural shift
must occur in Wellington County, changing how residents think and act
and changing the environment in which they live.  It is our hope
that this project will set the stage for this cultural shift.  To
this end, we propose the following four approaches*:

Target groups: Research shows that the most effective approach to
achieving behaviour change is a targeted approach, where barriers are
removed and opportunities created specific to the needs of one group of
people.  Consistent with the Province of Ontario's ACTIVE 2010
strategy and upon examination of our own health and demographic
statistics* *, our plan will target the following populations:

  • Families
  • Low income children and youth
  • Older adults
  • Women and girls
  • Persons with disabilities

Education:  Involving information-giving, skill development and
training appropriate for the individual target groups. People need to
believe they have the skills, ability and resources needed to carry out
a new behaviour, in addition to being told that they should.  The
approach will allow for the identification and development of
strategies that teach people how to become physically active (for
example, teaching people how to walk by offering walking clinics) and
encourages the practice of their new skills (walking events, walking
buddies program, promotion of safe walking routes, etc.).

Policy:  Involves the adoption of formal and informal rules by
responsible bodies, such as municipal councils, school boards and
schools, OPP officers, and others.  These rules may be in the form
of legislation, by-laws, regulations, operating procedures, agreements
or guidelines.  Examples of policies that influence physical
activity levels are

a.    Planning processes that favour active transportation and walkable routes throughout the community.

b.    Recreation policies that favour the use of
community facilities by the target groups (reduced fees for children's
groups or seniors).

c.    Municipal by-laws that allow for the use of public
spaces, such as municipal parking lots, for after hours recreation
(basketball, ball hockey, skateboarding, etc.).

d.    Children and youth programs take priority under
the Provincial Government's new Community Use of Schools agreements.

e.    Official plans that favour the needs of the community at large with respect to physical activity.

Environment:  Involves community development activities such as
special events, media campaigns, social marketing initiatives and
promotional activities that create an environment where "everybody's
doin' it!".

* Adapted from Community Health Promotion in Action, Ministry of Health
** Statistics available on request

7. Significant Challenges/issues

The following significant challenges/issues need to be addressed in the planning process:

  • The Parks and Recreation Departments of several of the smaller
    partnering municipalities do not deliver programs to the community -
    they are primarily facility providers.  Strategies and
    recommendations developed in the plan need to take this reality into
  • The effect created by increasing numbers of commuters who reside in the
    area (e.g. decreased volunteerism, decreased active involvement of
    parents in the community they reside in, etc.)
  • Inactive youth - youth who are not interested in playing traditional
    sports and who are more apt to spend their free time on the computer or
    playing videogames.
  • How to better involve and work with the schools including use of
    facilities after hours. (Currently there are a number of barriers to
    using school facilities after hours such as escalating costs, access to
    adult user groups and liability concerns.)
  • There is an increasing trend to drive to everything - to the local store - to sports activities - to the park.  
  • How to actively involve the Mennonite Community and learn from their best practices.
  • How to minimize concerns around liability when it comes to use of public spaces.
  • Harsh rural winters in this region prevent many residents from engaging in physical activity during winter months.
  • Lack of transportation to facilities for many rural residents.

The "ruralness" of Wellington County provides a number of barriers to
physical activity. In addition to having the individual barriers
identified by CFLRI such as lack of time, motivation, energy and money,
residents of Wellington County experience a number of environmental
barriers to physical activity such as lack of safe places to play,
walk, cycle and engage in a variety of activities.    

8. Community Consultation

As stated earlier, one of the key objectives of this project is to
achieve a high level of local involvement and participation.  We
favour a community-driven approach.  We believe, however, that
public meetings on this subject are ineffective as witnessed by several
other communities who have attempted them.  We propose a more
targeted approach that includes

1. A minimum of seven key informant focus groups - one in each of the
seven partnering communities - and one for Wellington County as a
whole.   The purpose of these focus groups will be to
identify and develop potential strategies for increasing physical
activity rates and to create buy-in and involvement from the
participating individuals and the organizations/sectors they
represent.  The following groups and organizations should be

  • Upper Grand District School Board and Wellington County Separate School Board
  • Students
  • Wellington County Council and staff
  • Councillors from each of the seven partnering municipal councils and senior staff.
  • OPP
  • Representatives from the health and social service sectors, including
    organizations representing children, seniors, youth, women and persons
    with disabilities.
  • Grand River Conservation Authority and other area conservation authorities.
  • Wellness private sector
  • Workplaces/Business sector
  • Spiritual/religious leaders
  • Sport Sector (while the project will include sport, the main emphasis
    will be on reaching individuals who are typically not involved in sport
    through opportunities for non-traditional sport and physical
  • Representatives of community groups as identified by Steering Committee Members.

2. A minimum of three workshops/training sessions to educate volunteer
community animators who will become physical activity leaders within
each of the seven municipalities, whose role will be to recruit, train
and lead a local Community Action Team.

In addition, it is our expectation that the consulting firm hired will
develop a process that provides residents with a method to contribute
to the physical activity plan, especially residents that represent the
target groups identified in section 6 - Project Approach.

9. Information Available

Each of the seven municipalities are extremely committed to the success
of the project.  We have provided both financial and in-kind
support to the project.  Results from our preliminary visioning
discussion are available upon request as well as any related reports
that may be deemed valuable, such as recreation master plans or leisure
plans.  In addition, access to the following will be provided:

  • Other Physical Activity Plans
  • Several documents that guide the development of Physical Activity Plans
  • Related Public Health documents/reports and staff
  • Ministry of Health Promotion - Sport and Recreation Branch - Regional Consultant
  • ACTIVE 2010 website
  • Wellington County staff and Council
  • Each of the seven partnering Municipalities and their staff and/or elected officials

10. Deliverables

The ACTIVE Wellington Physical Activity Plan shall be a "User Friendly"
document with information and recommendations readily accessible and
easily understood by the community user.  The Consultant shall
provide the Committee with the following:

  • 20 copies of the final report including relevant appendixes and tool kit resources
  • (all Tools/Templates should be able to be manipulated/camera ready).
  • 10 digital copies in PDF format, burned on CD - including report analysis and evaluation data
  • 10 copies of the Initial Draft Report (preliminary report)
  • Organization and facilitation of three (3) strategic planning sessions
    with the ACTIVE Wellington Steering Committee and invited guests, eight
    (8) key informant focus group sessions and three (3) Community Action
    Team workshops.  These sessions/workshops to be planned in
    consultation with the ACTIVE Wellington Steering Committee.  Note
    that hall rental, refreshments, audio visual aids to be supplied by the
    host municipality as well as assistance with session coordination.
  • Review meetings with the Steering Committee (minimum of 6)
  • Planning, execution and evaluation of a County-wide ACTIVE Wellington
    launch event. Note support for the delivery of this event will come
    from the ACTIVE Wellington Steering Committee and Community Animators.
  • Final presentation to the Steering Committee

The ACTIVE Wellington Physical Activity Plan document shall encompass
the objectives as outlined above with key recommendations for each,
including community how to tools/templates for the successful
implementation of the plan.

It is anticipated that the awarding of the ACTIVE Wellington Physical
Activity Plan will take place by May 4, 2006.  The study period
and final draft plan will occur May 2006 through to December 2006 with
the following suggested key milestones:

  • May 2006--Initial meeting with Steering Committee to introduce work plan and finalize schedule
  • June 2006--First strategic planning session with Steering Committee
  • June 2006--Key Informant Focus Group meetings are conducted and initial research is conducted.
  • July 2006--Draft Preliminary Report Due to Committee
  • August 2006--Second strategic planning session with Steering Committee
  • September 2006--Community Action Team Workshops conducted
  • October 2006--ACTIVE Wellington Plan launch event(s) conducted.
  • November 2006--Third strategic planning session with the Steering Committee
  • December 2006--Final Report Presentation

11. Roles and Responsibilites

The ACTIVE Wellington Steering Committee will be responsible for
working with the consultant to provide direction on the project and
will be the decision-making body, providing any approval needed. 
The Steering Committee members will include 8-10 people representing
the seven partnering municipalities, Wellington County, Public Health
and the Ministry of Health Promotion, Sport and Recreation Branch
Regional Consultant.  

The consulting firm may subcontract and oversee a team of consultants
with specific expertise in one or more of the following areas: 
research, physical activity planning and program development, community
development, partnership development, and marketing and communications
(including social marketing).

To ensure consistent and effective communications, the principal
liaison for the Committee shall be the Chair of the Steering Committee,
who shall receive a written status report prior to schedule meetings
with the Steering Committee.

It will be the responsibility of the Consultant to provide their own
office location and all office requirements to complete the Physical
Activity Plan.  They must supply the committee a fax number, phone
number and email, with cell number being optional.

Prior to commencement of work, evidence of insurance coverage
satisfactory to the Steering Committee must be obtained, ensuring
indemnification of the Township of Minto and the following
partners:  Wellington County; Township of Wellington North;
Township of Centre Wellington; Township of Guelph Eramosa; Town of
Erin; Township of Mapleton; Township of Puslinch and the
Wellington-Dufferin-Guelph Health Unit from any and all claims,
demands, losses, costs or damages resulting from the performance of the
supplier under this contract.  A certificate of insurance must be
submitted to the Chair of the Steering Committee for approval, prior to
commencement of any service or work.

12. Budget

This contract is not expected to exceed $30,000 inclusive of GST. 
There is additional money available for related expenses for the
consultant services (e.g., meeting expenses, focus group expenses,
travel costs, long distance, etc.).  

13. Submission Requirements

Proposals will be accepted until 12 noon on March 29, 2006. 
Proposals reflecting either an individual or a team approach are
welcome and should outline the following:

  • An understanding of the scope of the project.
  • A preliminary comprehensive workplan outlining the tasks to be
    undertaken and the timetable for the work to occur. Workplan must
    demonstrate a clear understanding of all elements of the RFP and
    outline the proposed project methodology.
  • CV or resume summarizing the qualifications and experience of the team and key personnel who will work on the project.
  • An outline of experience with similar projects and references for said projects, plus visual aids of recent studies if available
  • A detailed financial quote for completing all aspects of the Physical Activity Plan.
  • List of contact persons from previous projects noted who would provide
    reference for the firm and its ability to carry out this project.

Please submit one electronic copy and 10 hard copies.

Submissions should be directed to

Dave Stonley
Director of Recreation
Town of Minto
5941 Highway #89
Harriston, Ontario  N0G 1Z0
Telephone: 519-338-2511 Ext.32
Fax: 519-338-2005

Consultants will be short-listed to present their specific proposals to
the Selection Committee on April 27, 2006.  A maximum of 1/2 hour
will be allotted for the presentation, which will be followed by a
brief question period.  The consultant or consulting team for this
project will be selected based on:

  • Knowledge of community-based planning, strategy development and evaluation;
  • Experience in project management and plan development involving a number of diverse community partners;
  • Proven ability to develop community plans that can be realistically implemented and are financially feasible;
  • Evidence of knowledge and experience in the following disciplines:
    research, health promotion, physical activity planning and program
    development, development of collaborations and partnerships, marketing
    and communications (including social marketing).
  • Ability to adhere to timelines and work with a team to develop all components of the project;
  • Ability to gather adequate resources and meet all expectations within an allotted budget and timeline;
  • Excellent oral and written communications skills; and
  • Proposed budget including all subcontract costs.

The successful candidate will be notified by May 4, 2006.

For More Information, please contact

Dave Stonley
Director of Recreation, Town of Minto
Telephone: (519) 338-2511 x32