As we look toward 2026, the physical activity sector stands at a critical juncture. The ambition is clear: to finally position active wellbeing at the heart of the national shift toward preventative health. While the last eighteen months have been fraught with challenge, there is a burgeoning optimism that the infrastructure for genuine system change is finally being built

The Policy Windfall For the first time, physical activity is deeply embedded within emerging policy frameworks. The NHS's 2025 position statement and the 10-Year Health Plan signal a fundamental shift from hospital-centric care to community-led prevention. This includes the rollout of Neighbourhood Health Services in 43 priority areas, where physical activity providers are poised to join multidisciplinary teams—alongside GPs, nurses, and social prescribers—to tackle long-term conditions like diabetes and cardiovascular disease. Furthermore, the inclusion of physical inactivity as a metric in the Local Government Outcomes Framework (LGOF) means councils may soon be held directly accountable for activity levels in their jurisdictions.Building the Infrastructure for Change The sector is no longer merely "hoping" for inclusion; it is actively professionalising and proving its worth through five key developments:

1. Strategic Policy Alignment: We are now foundational to the government's health and devolution agendas.

2. Expanded Place-Based Working: Building on lessons learned since 2016, Sport England is committing £250 million to expand intensive support into the 90 most deprived communities.

3. Leadership Development: Initiatives like Leading the Movement are transitioning facility managers into system leaders capable of navigating public health and community dynamics.

4. Professional Standards: CIMSPA has developed over 250 quality-assured courses and a new recognition framework, ensuring the workforce is equipped to work alongside the NHS.

5. Evidence and Data: New tools like Moving Communities and the WELLBY social value model (endorsed by HM Treasury) are providing the robust economic evidence needed to secure commissioning.The "Achilles Heel": Persistent Inequalities Despite these gains, a sobering reality remains: the inequality gap is widening. Participation among the least deprived has yet to return to pre-pandemic levels, while the most deprived continue to fall further behind. The sector's historic "Achilles heel" persists because the system has not changed fast enough to reach those most in need. While some advocate for "targeting," the sources argue for Proportionate Universalism—maintaining universal services but at a scale and intensity proportionate to the level of disadvantage.

Barriers to Breakthrough Progress is currently frustrated by three primary issues:

• Financial Fragility: Real-terms cuts mean many councils still view leisure as a "discretionary" service rather than a foundational preventative tool.

• Cultural Friction: "Tribal behaviour" between sport, fitness, and health professionals often leads to competition for funding and influence rather than collaboration.

• Fragmented Leadership: Nationally and locally, leadership remains siloed. There is a pressing need for a shared implementation plan that joins up National Sector Partners with local delivery.

The 2026 Opportunity The 2023 Procurement Act offers a new lever, allowing councils to move away from "lowest price" tenders toward Most Advantageous Tenders (MAT) that prioritise social value and health outcomes.

To succeed, the sector must stop expecting the government to "fight our corner" and instead use its massive platform to demonstrate impact locally.If the sector can move past its internal "tribalism" and embrace a unified, evidence-based approach to active wellbeing, 2026 can be the year of the great breakthrough.