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. 2016 Jun;36(6):101-11.
doi: 10.24095/hpcdp.36.6.01.

Strengthening the evidence and action on multi-sectoral partnerships in public health: an action research initiative

[Article in English, French]
C D Willis  1   2   3 , J K Greene  2 , A Abramowicz  1 , B L Riley  1
Affiliations

Strengthening the evidence and action on multi-sectoral partnerships in public health: an action research initiative

[Article in English, French]
C D Willis et al. Health Promot Chronic Dis Prev Can. 2016 Jun.

Abstract
in English, French

Introduction: The Public Health Agency of Canada's Multi-sectoral Partnerships Initiative, administered by the Centre for Chronic Disease Prevention (CCDP), brings together diverse partners to design, implement and advance innovative approaches for improving population health. This article describes the development and initial priorities of an action research project (a learning and improvement strategy) that aims to facilitate continuous improvement of the CCDP's partnership initiative and contribute to the evidence on multi-sectoral partnerships.

Methods: The learning and improvement strategy for the CCDP's multi-sectoral partnership initiative was informed by (1) consultations with CCDP staff and senior management, and (2) a review of conceptual frameworks to do with multi-sectoral partnerships. Consultations explored the development of the multi-sectoral initiative, barriers and facilitators to success, and markers of effectiveness. Published and grey literature was reviewed using a systematic search strategy with findings synthesized using a narrative approach.

Results: Consultations and the review highlighted the importance of understanding partnership impacts, developing a shared vision, implementing a shared measurement system and creating opportunities for knowledge exchange. With that in mind, we propose a six-component learning and improvement strategy that involves (1) prioritizing learning needs, (2) mapping needs to evidence, (3) using relevant data collection methods, (4) analyzing and synthesizing data, (5) feeding data back to CCDP staff and teams and (6) taking action. Initial learning needs include investigating partnership reach and the unanticipated effects of multi-sectoral partnerships for individuals, groups, organizations or communities.

Conclusion: While the CCDP is the primary audience for the learning and improvement strategy, it may prove useful for a range of audiences, including other government departments and external organizations interested in capturing and sharing new knowledge generated from multi-sectoral partnerships.

Introduction: L’initiative Partenariats plurisectoriels de l’Agence de la santé publique du Canada, gérée par le Centre de prévention et de contrôle des maladies chroniques (CPCMC), réunit différents partenaires en vue de concevoir, de mettre en oeuvre et de faire progresser des approches novatrices visant à améliorer la santé de la population. Cet article décrit l’évolution et les premières priorités d’un projet de recherche-action (stratégie d’apprentissage et d’amélioration) dont l’objectif est de faciliter l’amélioration continue de l’initiative de partenariat du CPCMC et de contribuer aux données probantes sur les partenariats plurisectoriels.

Méthodologie: La stratégie d’apprentissage et d’amélioration du CPCMC pour les partenariats plurisectoriels repose sur les consultations avec le personnel et la haute direction du CPCMC et sur l’examen de cadres conceptuels liés aux partenariats plurisectoriels. Les consultations ont porté sur l’élaboration de l’initiative plurisectorielle, ses obstacles, ses facteurs de réussite et ses indicateurs d’efficacité. Nous avons fait une revue de littérature et consulté la littérature grise en appliquant une stratégie de recherche systématique puis nous avons résumé nos conclusions sous forme de comptes rendus.

Résultats: Les consultations et l’examen de la littérature ont souligné l’importance de comprendre l’incidence des partenariats, d’élaborer une vision commune, de mettre en oeuvre un système partagé de mesures et de créer des occasions d’échange de connaissances. C’est dans cette perspective que nous proposons une stratégie d’apprentissage et d’amélioration en six volets : 1) donner la priorité aux besoins en matière d’apprentissage, 2) relier les besoins aux données probantes, 3) utiliser des méthodes de collecte de données pertinentes, 4) analyser et synthétiser ces données, 5) fournir une rétroaction aux membres et aux équipes du CPCMC et 6) agir. Les premiers besoins en matière d’apprentissage concernent la portée des partenariats et les répercussions non anticipées des partenariats plurisectoriels sur les individus, les équipes, les organismes et les communautés.

Conclusion: Bien que principalement destinée au CPCMC, la stratégie d’apprentissage et d’amélioration pourrait s’avérer tout aussi pertinente pour d’autres publics, notamment d’autres ministères ou organismes externes intéressées à saisir et partager de nouvelles connaissances sur les partenariats plurisectoriels.

Keywords: collaboration; continuous improvement; learning; multisectoral partnerships.

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Figures

FIGURE 1
FIGURE 1. Components of a learning and improvement strategy
FIGURE 2
FIGURE 2. Initial learning needs
See this image and copyright information in PMC

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