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Physical Activity Strategic Plan
2020-2025
Physical Activity Strategic Plan
2020-2025
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Table of Contents
I.
Introduction................................................................................................ 2
The Framework .............................................................................................. 2
Strategy Development Process ................................................................. 2
The Need for a Physical Activity Strategy ............................................... 3
Equity and Inclusion ..................................................................................... 4
Community Survey ....................................................................................... 5
II.
Vision, Mission and Values ..................................................................... 7
Vision ............................................................................................................... 7
Mission ............................................................................................................. 7
Values ............................................................................................................. 7
III.
Strategic Directions .............................................................................. 8
Strategic Direction: Communication and Promotion ........................... 8
Strategic Direction: Natural and Built Environment ............................... 9
Strategic Direction: Accessibility and Inclusivity .................................. 10
Strategic Direction: Engagement and Partnerships ........................... 11
Strategic Direction: Workplace Setting ................................................. 12
IV.
Moving
Forward.......................................................................Error! Bookmark
not defined.
January 2021
Physical Activity Strategic Plan
2020-2025
Physical Activity Strategic Plan
2020-2025
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Introduction
The Framework
Strategy Development Process
The Town of Truro developed a physical activity strategy in 2012 after the Active Community
Coordinator was hired through the Municipal/ Mi'kmaw Physical Activity Leadership (MPAL)
program. MPAL is a cost sharing agreement between the Province and participating municipalities
to increase the number of staff in local governments that are planning and implementing
comprehensive plans to improve the participation in health enhancing physical activity at a
community level.
Given that it has been over five years since the plan was developed, coupled with the fact that
most of the strategies within the plan had been completed, the Town embarked on a second
strategic planning process, supported through Communities, Culture and Heritage.
A working group consisting of representatives from the Town of Truro (Parks, Recreation and Culture),
Communities Culture and Heritage, and Public Health - Nova Scotia Health was formed in early 2020
to lead the development of the updated physical activity strategic plan. The strategic plan
development process consisted of the following:
Directions: Truro's priorities for physical activity
Goals: The desired results related to each strategic direction
Objectives: Strategies to achieve the goal
Actions: High level activities to transform the objectives into
outcomes and achieve the goal
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A review of the previous strategic plan to identify strategies completed and opportunities for
continued development.
-
A review of other relevant strategies including Let' s Get Moving Nova Scotia (a provincial
action plan for increasing physical activity in Nova Scotia); the Shared Strategy for
Advancing Recreation in Nova Scotia; and other local plans to identify opportunities for
alignment/synergy.
-
A review of findings from a Physical Activity Community Survey (Citizen Survey) completed in
2016 for the Town of Truro.
-
Development of draft strategic directions and associated objectives and actions for the
physical activity strategy plan (2020 to 2025) by the working group based on the findings
from the review of materials (bullets one to three).
-
A consultation session with community organizations to obtain feedback into the draft
strategic directions and associated objectives and actions.
The feedback from the consultation session was compiled and used to create a strategic plan
report which was reviewed and finalized by the working group. This report provides a brief summary
of the evidence for a physical activity strategy; findings from the citizen survey; the strategy vision,
mission and values; and the strategic directions and associated goals, objectives and actions.
The Need for a Physical Activity Strategy
Physical activity, sport and recreation have significant benefits for both individuals and communities
such as:
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Improves individual health through chronic disease prevention and management,
enhanced growth and development, improved sleep, and improved mental health.
-
Improves education outcomes and academic performance.
-
Improves social connection by bringing people together and reducing isolation and
encouraging civic engagement through volunteering.
-
Supports the environment as there are fewer greenhouse gas (GHG) emissions when more
people walk or bike as a mode of transportation.
-
Economic development by creating walkable and bikeable communities and indoor and
outdoor infrastructure which supports tourism and attracts new residents.
Despite these well-known benefits, the majority of Nova Scotians do not meet the recommended
150 minutes of heart pumping physical activity a week (Colley, RC et al, Physical activity of
Canadian adults: accelerometer results from the 2007 to 2009 Canadian Health Measures Survey).
Very few youth are meeting the recommended guidelines of 60 minutes a day of physical activity
most days of the week, and as we age, we become less active (Thompson, A et al, Physical activity
of children and youth in Nova Scotia from 2001-02 to 2005-06, Preventive Medicine, 2009 Nov;49(5):
407-9). Socially, volunteerism in Nova Scotia is declining, with fewer people carrying the load (2004
Canada Survey of Giving, Volunteering and Participating).
Challenges to physical activity are many including more sedentary work environments, community
design focused around automobile use, changing family structures and busy lifestyles, and safety
fears.
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Despite these challenges, there is good news and opportunity! There are many assets in
communities across Nova Scotia, including Truro. For example, there is a mature sport, recreation
and physical activity sector with innovative leaders. We are a small province where communities
can pool resources and learn from one another.
The time is right to renew Truro's strategic plan for physical activity by building on what we have
accomplished over the last five years and identifying opportunities to help us achieve our vision
Making the connection between physical activity and daily life.
Equity and Inclusion
Equity is a notion that acknowledges equal treatment and opportunities do not lead to equal
outcomes and recognizes that some populations have diverse needs. Health inequities are
differences in health status between groups and populations that are socially and systemically
produced by unequal distribution across the population, often linked to the social determinants of
health- where we live, grown, learn, work, play and age.
Figure 1: Equality vs Equity (Robert Wood Johnson Foundation)
The unequal distribution of supports and resources make it more difficult for some individuals to
participate in physical activity and recreation opportunities. For this reason, it is important to apply
an equity and inclusion lens when planning, implementing and evaluating physical activity and
recreation programs, resources and policies. In order to ensure that equitable programs and services
are offered, the following considerations are important to apply as necessary:
-
Fair and just distribution of resources needed to participate
-
Fair and just access to opportunities to participate
-
Fair and appropriate supports and services offered for those with diverse needs
Inclusive physical activity and recreation opportunities are a priority throughout Nova Scotia. The
Shared Strategy for Advancing Recreation in NS and Let's Get Moving NS both have goals to
address inclusion and access. All individuals deserve to have a fair chance to participate, regardless
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of their physical abilities, socioeconomic status or ethnic background and municipalities can play a
key leadership role to help break down barriers.
Community Survey
The purpose of the Physical Activity Community Survey was to inform the development,
implementation, and continued evaluation of physical activity strategies in the Town of Truro. The full
report is available through the Active Community Coordinator in the Town, with key findings and
conclusions presented below.
The following graphic presents a summary of the top activities desired by respondents (wish list), most
common challenges to participation in physical activity, potential opportunities, and motivators for
active transportation (AT).
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The following conclusions were presented within the report of the survey findings:
1. With walking as the most popular activity for future participation in general as well as for
Active Transportation, there is a significant opportunity to increase activity in this community
by prioritizing support for walking.
2. Swimming is also mentioned as a wish list item for increased participation, but to a far lesser
degree than walking.
3. Infrastructure for walking and cycling is a clear need based on identified physical activity
challenges in general and Active Transportation facilitators.
4. Interventions to support social connections are important. They address significant barriers
and garner significant interest among programming concepts.
5. Time (availability of residents, scheduling of programs) is an important barrier to consider in
planning interventions.
6. There may be a role for health care providers in supporting participation in physical activity
given the proportion who perceive their current health status as a challenge.
More community members may be engaged by improving accessibility of community-
based physical activity opportunities by offering flexible, non-competitive activities that
incorporate social interactions.
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Vision, Mission and Values
Vision
Making the connection between physical activity and daily life.
Mission
Truro Parks, Recreation and Culture Department's mission is to help Truro move more and sit less
through innovative engagement initiatives and through leadership activities.
Values
The strategy will be guided by:
-
What has worked elsewhere and locally;
-
Collaborative approaches;
-
Long term commitments;
-
Equitable practices;
-
Innovation;
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Needs of the community.
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Strategic Directions
Strategic Direction: Communication and Promotion
Goal: Information on the opportunities and benefits of physical activity is readily available in the
Town of Truro.
Objectives and High-Level Actions
Objectives
High Level Actions
1.1 Develop messages and
material to promote
physical activity and
encourage opportunities
for movement across the
life span
-
Continue to develop innovative communication strategies to
promote existing spaces such as green spaces, outdoor play
spaces, etc. to support physical activity and movement
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Review and update communication strategies using multiple
platforms to help ensure that diverse populations are
reached and visible in promotional materials
-
Identify existing groups that support physical activity and
connect people to these opportunities to facilitate social
support networks for physical activity
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Partner to support messaging/promotion that encourages
physical activity and movement in everyday activities and
evaluate effectiveness
-
Work with other associations and organizations to cross
promote local facilities and green spaces
1.2 Develop and implement
messages/communications
to encourage people to
include small sessions of
movement into their daily
routines
-
Promote existing opportunities that encourage people to
include small sessions of movement into their daily routines
-
Leverage existing communication mechanisms to reposition
physical activity messaging to opportunities that encourage
people to include small sessions of movement into their daily
routines
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Leverage community influencers to promote opportunities
that encourage people to include small sessions of
movement in their daily routines
-
Support and build upon provincial and national work to
reposition messaging about physical activity (i.e.,
opportunities that encourage people to include small
sessions of movement into their daily routines) and leverage
national and provincial work to promote this messaging
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Strategic Direction: Natural and Built Environment
Goal: Truro has sustainable natural and built environments that support physical activity opportunities
for all ages.
Objectives and High-Level Actions
Objectives
High Level Actions
2.1 Identify opportunities to
improve connectivity within
Truro
-
Support connecting built environments such as connecting a
school to a park or a facility to green spaces
-
Create safe walking and wheeling routes within the community
-
Link with other strategies/planning to ensure physical activity
and movement is considered in planning and future
development
-
Partner with the municipal planning department to facilitate
trail development, AT and supports for walking and wheeling
-
Identify and implement opportunities within existing and future
sport and recreation facilities for unstructured play and non-
organized sport
2.2 Identify and implement
opportunities for
unstructured use of the built
environment by all ages
-
Promote and support the use of green space for all ages
throughout the year
-
Assess and adapt/develop outdoor playgrounds to ensure they
can be safely used by children under five years of age
-
Identify safe routes to green spaces and develop these routes
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Promote safe AT routes and green spaces through school
communities and workplaces
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Incorporate low-cost opportunities that support movement and
physical activity within natural and built environments
2.3 Support the provision and
maintenance of sustainable
and quality recreation and
physical activity
infrastructure
-
Monitor walking and wheeling routes and make improvements
as required
-
Work with other municipal departments to advocate for
expanding existing trails or green spaces to support movement
and physical activity
-
Continue to support the implementation of The Railyard Master
Plan
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Strategic Direction: Accessibility and Inclusivity
Goal: The Town of Truro provides equitable physical activity opportunities for everyone.
Objectives and High-level Actions
Objectives
High Level Actions
3.1 Support opportunities for
movement and physical
activity to ensure equitable
access by all populations
and groups
-
Identify partners and champions from various cultures and
collaborate to support opportunities for physical activity and
movement
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Use an accessibility lens when planning and promoting
municipal events
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Create policy and practice to helps ensure diverse populations
are visible in communication and promotional material
-
Build capacity of frontline staff, community members and
facilities to create equitable access and more welcoming
environments for movement within facilities
3.2 Develop and implement
opportunities for free or low
cost initiatives to help
individuals and families
participate in physical
activity and recreation
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Develop and implement a policy to reduce financial barriers to
physical activity and recreation
-
Promote existing subsidy programs for physical activity and
recreation
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Continue and expand programs that reduce barriers to
participation such as Drop-in programs and the equipment loan
program
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Promote no cost and no equipment activities such as walking
and wheeling
-
Work with the facility access program to ensure all groups have
equitable ability to use facilities
3.3 Connect to the 2030
Accessibility Vision for the
province when planning
physical activity
opportunities
-
Ensure universal design is considered with new physical activity
and recreation infrastructure
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Ensure physical activity is considered and "part of" the Town's
accessibility plan
-
Ensure that the municipal toolkits for accessibility are used in
physical activity planning
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Strategic Direction: Engagement and Partnerships
Goal: Internal and external partners are actively engaged in advancing the goals of the physical
activity strategy.
Objectives and High-Level Actions
Objectives
High Level Actions
4.1 Identify and support
partnerships to facilitate
opportunities for movement,
physical activity and
recreation
-
Partner with economic development to further mutual
objectives that support movement and physical activity
-
Partner with police and others to incorporate physical activity,
recreation and opportunities for movement within restorative
justice
-
Continue to support volunteer groups/organizations to promote
and encourage opportunities for movement, physical activity
and recreation
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Build partnerships with organizations and community groups
that work with youth to facilitate opportunities for movement,
physical activity and recreation within their programming
-
Partner with other municipalities, First Nation communities,
departments or agencies to develop initiatives/opportunities for
physical activity and movement
-
Work with health system partners to support opportunities for
physical activity and movement
-
Provide/support training for community leaders to increase
capacity to deliver physical activity, recreation and
opportunities for movement
4.2 Identify and implement
opportunities to strengthen
inter-departmental
relationships
-
Position opportunities for movement, physical activity and
recreation as economic drivers in the community
-
Position opportunities for movement, physical activity and
recreation as opportunities for social connection
4.3 Partner with local school
communities to increase
physical activity, movement
and AT
-
Continue to support and advocate for community use of
schools
-
Explore potential opportunities to increase physical activity and
movement in schools
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Explore/support School Travel Planning
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Work with the school community to facilitate children and youth
utilizing green spaces near schools
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Provide communication and promote resources within the
school community, such as the equipment loan program
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Strategic Direction: Workplace Setting
Goal: Strengthened alignment with community workplaces to support physical activity and
movement in the workplace.
Objectives and High-Level Actions
Objectives
High Level Actions
5.1 Build capacity of local
workplaces and networks to
support physical activity and
reduce sedentary behaviour
-
Promote/provide education on how to support physical activity
and reduce sedentary behaviour in workplaces
-
Support implementation of the provincial workplace toolkit and
other resources that support physical activity and reduce
sedentary behaviour
5.2 Partner with businesses
and the community to
support AT to work
-
Partner with businesses and the community to
support/encourage the bike friendly community initiative
-
Partner with one or two large employers in the town to develop
an AT plan that connects their workplace to downtown,
residential areas and green spaces
5.3 Work with the Association
of Municipal Administrators
workplace health consultant
to implement initiatives that
support employee health
and well-being
-
Support the development of a wellness survey for municipal
employees to assess needs
-
Support development and implementation of
recommendations from survey findings
-
Role model and champion healthy workplace environments
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Moving Forward
Moving forward, the Town of Truro will continue to work with the many partners who have
contributed to the development of the strategic plan to support its implementation. A more detailed
operational plan will be developed to identify timelines, accountability, responsibility and indicators
of success for the objectives and actions.
To help ensure successful implementation of the strategic plan, key enablers have been identified
including:
-
Leadership from the Town of Truro and partner organizations. While the Active Community
Coordinator has an important role to play in guiding the work, Council and partners need to
champion the actions within the strategic plan. The strategic plan was developed through a
collaborative process that engaged stakeholders from within the community and the actions
reflect the shared work. Shared responsibility to support implementation of the strategic plan
will help to ensure success.
-
Resources including human, financial and physical are key enablers for the implementation
of the strategic plan. Based on the actions and priorities identified, resources will be
dedicated and sought to support implementation of the plan.
-
Accountability is another key enabler to support implementation of the strategic plan. As
noted above, an operational plan will identify indicators of success, which are the
foundation for monitoring implementation of the actions and success of the strategic plan.
Through ongoing tracking of the actions, adjustments can be made to continually improve
the implementation process. Annual reports will be produced to track progress and share
success.
-
Communication with our partners and community will be critical as the strategic plan is
implemented. Effective communication will help to build shared responsibility for the
strategic plan and to celebrate and build on achievements.
Many people contributed to developing this strategic plan. The contributions made by partners in
the community have been invaluable. The ongoing support and contributions of all these individuals
will be essential in helping to move the strategic directions and associated objectives of the
strategic plan forward and help to ensure the vision and goals are achieved.