Kuruvilla, Shyama; Hinton, Rachael; Boerma, Ties; Bunney, Ryan; Casamitjana, Nuria; Cortez, Rafael; Fracassi, Patrizia; Franz-Vasdeki, Jennifer; Helldén, Daniel; McManus, Joanne; +28 more... Papp, Susan; Rasanathan, Kumanan; Requejo, Jennifer; Silver, Karlee L; Tenhoope-Bender, Petra; Velleman, Yael; Wegner, Mary Nell; Armstrong, Corinne E; Barnett, Sarah; Blauvelt, Carla; Buang, Saidatul Norbaya; Bury, Louise; Callahan, Emily A; Das, Jai K; Gurnani, Vandana; Kaba, Mary White; Milman, Helia Molina; Murray, John; Renner, Ilona; Roche, Marion Leslie; Saint, Victoria; Simpson, Sarah; Subedar, Hasina; Ukhova, Daria; Velásquez, Claudia Nieves; Young, Patricia; Graham, Wendy; PMNCH Multisectoral Collaboration Study Group; PMNCH Multisectoral Collaboration Study Group; (2018) Business not as usual: how multisectoral collaboration can promote transformative change for health and sustainable development. BMJ-BRITISH MEDICAL JOURNAL, 363. k4771-. ISSN 1756-1833 DOI: https://doi.org/10.1136/bmj.k4771
Permanent Identifier
Use this Digital Object Identifier when citing or linking to this resource.
Abstract
• We present a model of enabling fac-tors for effective multisectoral collabo-ration for improvements in health and sustainable development. • Drive change: assess whether desired change is better off achieved by mul-tisectoral collaboration; drive forward collaboration by mobilising a critical mass of policy and public attention. • Define: frame the problem strategi-cally and holistically so that all sec-tors and stakeholders can see the benefits of collaboration and contri-bution to the public good• Design: create solutions relevant to context, building on existing mecha-nisms, and leverage the strengths of diverse sectors for collective impact. • Relate: ensure resources for multi-sectoral collaboration mechanisms, including for open communication and deliberation on evidence, norms, and innovation across all components of collaboration. • Realise: learn by doing, and adapt with regular feedback. Remain open to redefining and redesigning the collaboration to ensure relevance, effectiveness, and responsiveness to change. • Capture success: agree on success markers, using qualitative and quan-titative methods to monitor results regularly and comprehensively, and learn from both failures and successes to inform action and sustain gains.
Item Type | Article |
---|---|
Faculty and Department | Faculty of Epidemiology and Population Health > Dept of Infectious Disease Epidemiology |
PubMed ID | 30530519 |
Elements ID | 143940 |