Document Type : Original Article
Authors
1
Centre for Health Equity Training, Research and Evaluation, University of New South Wales, Sydney, NSW, Australia
2
International Centre for Future Health Systems, Sydney, NSW, Australia
3
Population Health, South Western Sydney Local Health District, Sydney, NSW, Australia
4
Healthy Places, Population Health, South Western Sydney Local Health District, Liverpool, NSW, Australia
5
Collaboration Unit, Population Health, South Western Sydney Local Health District, Liverpool, NSW, Australia
6
Health Promotion, Population Health, South Western Sydney Local Health District, Sydney, NSW, Australia
7
Fairfield City Council, Fairfield, NSW, Australia
8
Wollondilly Shire Council, Picton, NSW, Australia
9
Liverpool City Council, Liverpool, NSW, Australia
10
International Centre for Future Health Systems, University of New South Wales, Sydney, NSW, Australia
Abstract
Background
Local councils in Australia, established by state governments, are responsible for delivering services, implementing policies, and enforcing regulations that impact community health and well-being. Partnerships between local governments and health agencies can provide a valuable opportunity to advance initiatives to improve health and well-being of communities. This paper explores findings from four case studies of such partnerships in south-west Sydney, Australia.
Methods
Semi-structured qualitative interviews with 25 key stakeholders were conducted as part of a realist evaluation of these partnerships, focusing on factors at functional, organisational, individual, and external levels that influence their success.
Results
The findings provide real-world insights into the enablers and barriers of effective intersectoral partnerships. While the interview data generally align with existing literature and the theory of change developed in earlier research phases, key context-specific differences emerged. The interviews reiterated the need for structural support of the partnerships (in the case studies, through a context specific, locally tailored memorandum of understanding [MoU]) however, structures alone were insufficient, partnerships required “actors” to enable implementation (the partnership officers). Beyond the MoU and partnership officers, wider supports provided by partner organisation through governance, management and workplans were also essential. Stakeholders expressed strong support for these partnerships, citing positive outcomes and the importance of their continuation. However, persistent challenges include sectoral interests and institutional silos that hinder collaboration. The findings underscore the complexity of expecting councils to adopt a health-focused mandate or vice versa.
Conclusion
The study highlights that partnerships, facilitated through MoUs and joint officer appointments, are effective in driving impactful health initiatives. Nevertheless, overcoming organisational silos requires ongoing leadership support and mandates that emphasize the importance of these partnerships. This research emphasizes the critical role of structured collaborations in addressing health determinants and reducing potential inequities within communities.
Keywords
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