Let's get moving
a common vision for increasing physical activity and reducing sedentary living in Canada
‘A common vision for increasing physical activity and reducing sedentary living in Canada: let’s get moving’ is the first-ever call to action of its kind in Canada.
Never before has Canada had a singular policy focus on physical activity and its relationship to sport, recreation, health, as well as other relevant policy areas. What’s more, this document also addresses the critical issue of sedentary living. It is a new, collective way forward that will guide the country towards ways of increasing physical activity and reducing sedentary living in Canada. It is a national policy document that is intended to move the country.
The Common Vision acknowledges that there exists a diversity of movements that are affected by health and mobility concerns, among other factors. A variety of movement can contribute to physical, emotional and cultural well-being.
This Common Vision is in response to a call for a pan-Canadian framework on physical activity by federal, provincial and territorial governments. It has been informed and inspired by many organizations and leaders that have a stake in improving the conditions and addressing the many, interrelated factors that influence physical activity and sedentary living in Canada.
The Common Vision underscores that no one group, organization or order of government can make progress alone, but that bold new steps must be taken together. Supporting and enabling physical activity as well as reducing sedentary living are complex issues that require shared responsibility and action. That’s because a complex and interacting system of factors contribute to increasing rates of physical inactivity and sedentary living – biological, behavioural, social, psychological, technological, environmental, economic and cultural – operating at all levels from the individual to the family to society as a whole.
Like the chronic diseases that result from unhealthy behaviours, this complex and interacting system of factors is further complicated by a wide variety of policy decisions made in a number of different sectors that influence these behaviours. For example, Honouring the Truth, Reconciling for the Future: Summary of the Final Report of the Truth and Reconciliation Commission of Canada (2015) has documented the systemic barriers created for Indigenous peoples in Canada. The lasting effects of the residential school period and of other government policies have created specific challenges for Indigenous individuals, families and communities to engaging in healthful physical activity. It will take both time and concerted effort to get Canada moving more and sitting less, more often.
This means all organizations, communities and leaders that have an interest in promoting and supporting physical activity in all its forms in Canada have a role to play – from the neighbourhood to the national level. The Common Vision must be implemented by complementary action plans developed by governments collectively and individually, bi-laterally and multi-laterally, and by non-governmental organizations and leaders.
The Common Vision is guided by five interdependent principles that are foundational to increasing physical activity and reducing sedentary living. They include
- Physical Literacy
- Life Course
- Population Approach
- Evidence-based and Emergent-focused and
- Motivations.
The Common Vision also includes a comprehensive set of six Areas of Focus for collaborative action
- Cultural Norms,
- Spaces and Places,
- Public Engagement,
- Partnerships,
- Leadership and
- Learning and Progress
that were identified through a comprehensive national consultation and engagement process. Each Area of Focus is further supported by strategic imperatives to guide future planning and implementation. These strategic imperatives require collaborative attention and are outlined in Part III: The Opportunities to help guide a collective approach to policies, planning, priorities and programming across Canada.
More specifically, the strategic imperatives are for all organizations, communities and leaders. For example, municipal recreation leaders can work with city planners to create supportive Spaces and Places; non-profit leaders can leverage technology to drive Public Engagement; government policy leaders can work in Partnership with Indigenous peoples to co-develop culturally relevant physical activity opportunities; private sector professionals can contribute to new Cultural Norms by reducing sedentary behaviour in the workplace; post-secondary institutions can help support Leadership and Learning; and, local volunteers whose efforts and results are shared can contribute to reporting on Progress.