Collaboration and Partnerships

Collaboration and Partnerships
Defining Intersectoral Action
Elements of Intersectoral Action

Intersectoral collaboration is based on the understanding that health is determined by multiple, interrelated factors, and that creating and maintaining health requires action from those sectors whose work aligns with the various health determinants. For example, Health Canada worked with the Ministry of Transport to develop healthy public policy concerning smoking regulations for various modes of public transit.

Within a population health approach, the health sector works with other sectors to develop, implement, evaluate, research and resource actions for improved population health. Only through action within and between sectors, at the local, regional, provincial and national levels, will it be possible to influence the social, economic, and environmental conditions that enable and support the health and well-being of Canadians.

Taking a broad view of health also broadens the players at the health table. Health is more than health care. Forging partnerships across levels and sectors of government, and between government and non-government entities is the principal mechanism for mobilizing a population health approach. A population health approach encourages the health sector to consider partnering opportunities with: (a) other government sectors such as economic, justice, environmental and education; (b) various government levels including federal, provincial, territorial, regional and municipal governments; and (c) non-governmental representatives from the voluntary, non-profit and private sectors.

 

Defining Intersectoral Action

- from Intersectoral Action ...Towards Population Health by the Federal, Provincial and Territorial Advisory Committee on Population Health (ACPH)

Intersectoral action makes possible the joining of forces, knowledge and means to understand and solve complex issues whose solutions lie outside the capacity and responsibility of a single sector. It can be both a strategy and a process. Intersectoral action can be used to promote and achieve shared goals in a number of areas, for example policy, research, planning, practice and funding. It may be implemented through a myriad of activities including advocacy, legislation, community projects, policy and program action. It may take different forms such as cooperative initiatives, alliances, coalitions or partnerships.

Although intersectoral action may take many forms, experience shows it is most successful when characterized by a dynamic and flexible process that is perceived as a "win-win" situation by all participants. Intersectoral action relies on functions also used in other processes such as community development or strategic planning.

That is, it may include needs assessment, identification and involvement of key players, citizen involvement, clarification of values and purpose, development of objectives, planning, budgeting, and evaluation of results. What distinguishes it from other processes is the explicit intention of participants from different sectors, and different levels and parts of a particular sector, to address a common purpose.

 

Elements of Intersectoral Action

Intersectoral action can take various forms, and include many different types and levels of participants. The following framework clarifies the way in which the elements of intersectoral action are conceptualized here.

Sectors : This term can refer to one or both of:
Broad fields of activity - health, justice, education, social services, finance, agriculture, environment, etc. Although there is no definitive list, there appears to be a common understanding of what the main sectors are. However, the distinctions between them are not absolute, and certain types of organizations or initiatives may not fit clearly into any one sector. The different labels are useful primarily to convey the idea of a common area of endeavor, not to draw arbitrary boundaries.

General categories of partners-within the above sectors, there are different categories of organizations and partners, distinguished from one another mainly on the basis of their mandate and method of financing and operation. Again, there is no definitive list. But the three main categories are usually taken to be the public or government sector, the voluntary sector and the private sector. Within the non-government sector there are many different types of groups and partners, for example business, professional, consumer, cultural, communities of faith, etc.

Levels: Within the above sectors, there may be partners at different levels. Depending on the context and the nature of the intersectoral action, levels may be defined in different ways:

• Geography: e.g. local/community, regional, provincial, national, international levels.
• Levels of government: e.g. municipal, provincial/territorial, federal.
• Levels within organizations: e.g. senior decision level, service delivery level.

Experience and evidence indicate that intersectoral action is most successful when it includes vertical as well as horizontal linking and collaboration. This maximizes the likelihood of reinforcing and synergistic effects.

Horizontal collaboration occurs across sectors (e.g. social services, environment, health). It also occurs across different areas or "sub-sectors" within a particular sector (e.g. environmental health, mental health, acute care and public health in the health sector). It generally refers to involvement of different individuals or groups that act at the same level, such as collaboration between partners at the national level or between partners at the community level.

Vertical alignment of purpose, activity and support links different levels within a sector, e.g. municipal, provincial and federal levels of government. Of particular importance is vertical linking that helps ensure that action at the more central levels enables and reinforces action at the community level, and that community action suggests and stimulates action at the central level. The specific individuals and groups that participate within and across sectors, and the types of levels that are vertically linked, depend on the nature of the issue being addressed and the context in which action occurs. However, it is important to take an inclusive approach that includes all of the key players - horizontally and vertically - who are needed to enable and facilitate the desired results.

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