This learning program is based on a toolkit created by the Active Living Alliance for Canadians with a Disability and adapted by the Canadian Fitness and Lifestyle Research Institute to help municipalities and organizations increase opportunities for people with disabilities to participate in sport, physical activity, and recreation. This sector is often referred to as SPAR. As a society that aims for more equitable and inclusive opportunities to increase physical activity levels, people with disabilities still face barriers to access and participation. As a result, despite some of the progress made through the design and delivery of accessible programs, policies, and facility design, people with disabilities continue to be less active than people who do not identify with a disability.

Municipalities and organizations play a key role in ensuring that people of all abilities, particularly those with intersecting identities (such as a racialized woman who uses a wheelchair and is under-employed despite having a college education), have access to opportunities to be active and engaged in all aspects of the community. Parks and recreation services, specifically, have a special relationship with members of the community due to their ongoing interaction with individuals and groups. They are well-positioned to identify and address barriers and respond with policies and practices that serve all members of the community, helping them feel safe, valued, independent, and engaged.

According to the Government of Canada, a rights-based approach is guided by three key principles:

1. Equality and non-discrimination: All individuals are equal as human beings and entitled to human rights, without discrimination of any kind.
2. Participation and inclusion: All individuals are entitled to active, free, and meaningful participation in, contribution to, and enjoyment of civil, political, economic, social, and cultural development. The voices and interests of affected individuals are taken into account on issues that concern them and the development of their society.
3. Transparency and accountability: Individuals have access to information on policies, decisions and use of funds, and are empowered to hold those who have a duty to act accountable. State and non-State actors comply with their applicable obligations and responsibilities.

The learning program is comprised of six modules, intended to teach practitioners and citizens the six steps needed to “make the case” to the decision-makers in their municipality or organization as to how and why creating programs and policies that focus on inclusion and accessibility is a wise, responsible, and caring approach to take. This learning program was created based on interviews with both practitioners and decision-makers to reflect what both groups need to ultimately serve community members with a disability.

Each of the modules provides a description of the step; a summary of how to do the step; and recommended resources. We have also added, in each module, an example of how a community might apply each section of the six steps. The example used is fictional, but one that is a common issue in communities across Canada regarding accessible parks and trails. Step six, the final step, provides an outline of a Business Case which is the ultimate product or outcome of this process that is intended to be used to influence decision-makers.

The Resources tab above contains selected terms in a Glossary. As the terms that are in the Glossary first appear in the document, they are hyperlinked to the Glossary.

The framework for this learning program involves the following six steps:

Before starting the process, it will be important to bring together some key individuals in a variety of roles:

A Champion from senior leadership to sponsor, act as a voice at the decision-maker(s) table, and / or support further development. Look for someone who brings some personal experience or connection to the issue at hand if possible. It will be key to recruit a Champion who is well-respected by his / her peers at the senior leadership table as this will be invaluable if, and when, influencing colleagues will be required. Lastly, commitment to the project for the time required will be necessary so look for someone who is willing to make that commitment and see the initiative through.

A Project Manager who will provide leadership to the operational details for the initiative on at least a part-time basis. This could be a community volunteer or a paid staff person or a shared role.

A small Committee with expertise on the topic, with knowledge of the process, as well as those with lived / living experience from the community.

While there are many components to influencing decision-makers, working your way through the process step-by-step will prepare you to make your case for an important upcoming decision. It will “come alive” and be much more relevant when a real opportunity presents itself. Check out the multitude of resources that have been provided. Some may resonate with and inspire you as you get started, while others will become more meaningful and practical as you work through the process.

Advocating for change takes time, effort, planning, ally- and partnership-building, and perseverance. Committing time to ensure that people of all abilities have access to physical activity, sport and recreation is a cause worth investing in. For more information, explore the many recommended resources provided.