What’s been happening with the Active Community Strategy (ACS)?

Framework

A working copy of the ACS Framework continues to evolve as we build and strengthen our knowledge and action in communities, and have discussions with experts and professionals. A new inclusion is an ecological model that links the eight core active areas with different sizes of stakeholder groups from individuals to the global sphere, with community being central for this strategy.

Collective Community Action

All four of the communities that are participating in the Active Community Strategy have engaged community members, organizations and councils to determine priorities in terms of building a more physically active community. Each is at a different stage in developing their strategy goals and outcomes. All have linked their priorities to local Community Sustainability Plan’s and other relevant local plans, the draft Active Alberta Policy, the AUMA “Healthy Alberta Communities: Convention Policy Paper”, and the Coalition for Active Living “Pan-Canadian Physical Activity Strategy.” Identifying the linkages with local, provincial and national efforts afford each community an opportunity to leverage their efforts and build collaborative partnerships.

• Lethbridge

Lethbridge has numerous programs and facilities both indoor and out that support an active community. They see a need to build an interactive arena for organizations and individuals to interact online. A working committee from the Healthy Communities Association of Lethbridge and Area (HCoLA) has developed four main goals; 1. Promoting opportunities to live a more active lifestyle for all residents, 2. Create a sustainable stakeholder network that encourages community involvement in building initiatives and promoting active living, 3. Support a knowledge based community that has access to information on healthy active living, and 4. Gain support from key governing bodies in promoting healthy active citizens. Ensuring a sustainable approach that is accessible to citizens as well as organizations is top of mind. Expanding the conversation with other interested organizations and citizens is one of the next steps they are working towards.

• Irricana

Having built a solid plan, with involvement from a wide range of community stakeholders, during their formal ACE Communities tenure, Irricana has focused in on two of the priorities laid out in their plan; a strategy to operationalize their portable flooring for the curling rink and communications. They concentrated on a collaborative partnership with the Ag Society and now have a strategy in place for the flooring. They continue working towards a sustainable communication plan, there is some interest in policy development, and work on a trailhead park and the path system are ongoing. Their upcoming centennial celebrations present an opportunity to collaborate and generate excitement about the ACS.

• Camrose

The drivers of the Camrose ACS have enlisted involvement from a broad range of community organizations, from City Planners to the accessibility group. Their initial desire to increase communication and collaboration between Health and Recreation has led the way in increasing dialogue and understanding of existing resources and programs, and continues to grow awareness. An overwhelming desire to improve communication and collaboration across sectors is one priority that remains front and centre. Having many existing programs and resources for physical activity, they continue to build collaborative partnerships and increase communication via discussion around goals, potential outcomes and accountability for building a more active community.

• High Level

A different group of people were inspired to join the ACS discussion around priorities, from new residents to Council members, each came with a commitment to build a more active community. Their top priority reflected the Community Sustainability Plan’s findings, building a sense of community. Using a unique approach to involve youth, the Manga club - an after school art group who draw graphic novel characters, were invited to attend the community sessions and to draw what participants were sharing. The results were poster sized visuals with the youth interpretations of the conversations. Utilizing the strengths and passion of these youth to produce visuals for the ACS proved effective. Future efforts will continue to build on this relationship and involve community members.

Each community has taken steps unique to their situations, and there have been similarities in the process as well. Using the ACE Communities ‘Planning Framework for Community Development’ as a guide, they have all taken the time to engage a variety of partners, built on strengths, and utilized existing knowledge, plans and research to inform priorities. All continue to explore who else should be invited to the table and how to communicate more effectively. The strategies that they are formulating are evolving and being generated by the community members, organizations and businesses. All the communities are thinking about creative ways to use the seed funding in a sustainable way.

Communication

Communication between the four communities and within each community has been important to build relationships and trust. From the beginning of the initiative we have had regular teleconferences, twice a month. Until recently, one was with the entire group and one was with individual communities. Now that the community leaders are more familiar with the process and other leaders, and that community action has heated up, the group decided that it was more time-effective to concentrate on individual community meetings (approximately twice a month), and to call group meetings when necessary. Within each community relationship building through word of mouth, committee meetings and targeted conversations together with traditional advertising were used.

Resources

The Resource Group met in December, discussed the ACS initiative and provided feedback on the draft framework. Resources continue to be added to the ACS database, discussions and connections with other professionals and organizations i.e. AUMA, physical activity guidelines, are sought out and integrated. Continual review and ongoing discussion about the overall process, community progress and deliverables are ongoing within the ARPA, ACE and ACS team.

What’s Next?

This update gives a snapshot of how things are unfolding for the ACS. A second meeting with the resource group is in the works and by mid-April the development of this initiative will be complete. Because the Strategy is evolving and continually improving, it does not mean that the ACS initiative is finished. Communities will have; just begun to look at implementation with a clear picture of moving their community to increased activity, a plan to utilize seed funds, and a strategy and/or initiatives to celebrate, the ARPA will have; a framework, resources and planning tools to share provincially, community stories and process learnings to use as a conversation tool and evidence in support of recreation and parks. This process continues to unfold, more people are getting more active more often.

We invite your feedback, encourage dialogue and anticipate involvement. Thank you and please feel free to contact us.

Karen Driedger – ACS Facilitator: info@fourward.ca

Carol Petersen – ARPA Manager – Recreation and Community Development: cpetersen@aropaoline.ca