Conclusion
This paper has described the crisis-induced change that has been part of the recreation sector reality in recent years. It has also made a case that responses from the sector are imperative to ensure that our support for individuals, families and communities continues to be relevant in the face of this change. A strengthened focus on resilience as a means to that end is an important element. Without reviewing any of that rationale, here are five considerations for the recreation sector to move forward. To be clear, these are not intended to be recommendations and they do not comprise a strategy, but they do represent some excellent things to think about as the recreation sector moves forward.
The current housing situation is finally getting some of the attention it deserves, but there is much more to be done. The recreation sector can examine whether it is adequately engaged in developing emergency, short term and longer-term solutions and find its way into discussions where it plays, or could play a role. A modern, strategic approach to integrating children’s play into housing strategy also has an essential place in this discussion.
The idea of taking the broadest possible view of resilience by applying it to individuals, families and communities is laudable and should be considered within a long-term vision. More specifically, resilience could be put forward as having a prominent place in the revised Framework for Recreation in Canada. A strengthened focus on the resilience of children and youth within a broad partnership of service providers, would make a strategic beginning.
COVID-19 raised our awareness that for some, social isolation and loneliness can affect levels of happiness across the life span but particularly with elder adults. Our response to the pandemic did not anticipate the loneliness that arose as an unintended consequence of social isolation. The simple, yet essential, concept of happiness may need to be given a higher level of importance as we plan for the future.
With respect to all of the above, the recreation sector can consider the question of equitable distribution of resources as we plan and offer programs, design, build and operate indoor and outdoor infrastructure and provide services. Where can we make the most strategic investments that build resilience, is a question that should be explored often and in depth.
Human resource implications that may arise from engaging in new work challenges need to be considered, particularly with respect to our growing role in crisis response.
References
What Works A Manual for Designing Programs that Build Resilience, Michael Ungar PhD
Full Report: The Chief Public Health Officer of Canada’s Report on the State of Public Health in Canada 2023
(https://www.canada.ca/en/publichealth/corporate/publications/chief-public
Pandemic Impacts on Rural Recreation in the Yukon Territory, Recreation and Parks Association of the Yukon and World Class Leisure Centre of Excellence at Vancouver Island University.
Phoenix Donor Report 2012/2013, Phoenix Youth Programs
Acknowledgements
Writing Project Advisory Group:
Rachel Bedingfield
Rae Gunn
Wayne McKay
Debby Smith
Gordon Tate
Consultants:
Max Chauvin
Joe Doiron
Michael Ungar PhD
Download pdf Building Resilience in Times of Crises (4.94 MB) .