GUIDED FORUM ON INTERSECTORAL ACTION Communities’ experiences in developing intersectoral actions How to go further? Results of the guided forum January 29, 2014 Social Services Forum, FNQLHSSC

QUESTIONS ASKED Share your experiences in developing intersectoral actions in your communities How can you go further with these actions?

EXPERIENCES Facilitating elements Trust in one’s partners Leadership by management to promote work between sectors Intersectorality prevents duplication of services and reduces workloads of human resources Approval process Good understanding of the roles and mandates of all other sectors and partner organizations

EXPERIENCES Facilitating elements Clear political desire to see for action by the authorities (management) Intersectorality allows local culture to be reflected (holistic approach) Use of effective communication tools Learn about experiences elsewhere in the country

EXPERIENCES Challenges and issues Getting the involvement and collaboration of some sectors can be difficult Difference between sectors’ mandates Work overloads leaves little time for intersectoral actions Attention is often given to organizations outside the community

EXPERIENCES Challenges and issues Political interference in clinical and/or administrative matters Fear of breaching confidentiality due to intersectoral actions Workload requires an approval process Language barriers between partners Maintain and make progress in mobilization of all sectors

EXPERIENCES Challenges and issues Staff turnover Geographical border situation with other provinces Management and sharing of client information and files Role of prevention in services Involvement of people in the community

EXPERIENCES Challenges and issues ‘Taboos’ that persist in the community and personal experiences of some workers Resistance to change Lack of cultural understanding by some partners Workers’ feelings of isolation and work overloads Difficulties in preparing documents Perception of services by community members

HOW TO GO FURTHER? Be proactive and present your team’s services to outside organizations/other sectors Initiate intersectorality Stop looking at differences and starting putting the accent on strengths and things in common Collaborate and use team work at all times

HOW TO GO FURTHER? Be informed about the other services so that you can refer clients to them Develop protocols allowing the different sectors to work in complementary manner Analyze the services in order to identify any gaps Reflect on the roles and responsibilities of everyone in order to properly identify work to be done by an intersectoral approach (combine the action plans of each sector)

HOW TO GO FURTHER? Hold regular meetings between sectors and partners Develop a common intervention model for all sectors Develop partnerships with outside organizations Build partners’ awareness concerning Aboriginal culture Create opportunities for networking between sectors and partners (formal and informal) Identify a leader with strong unifying skills to initiate intersectorality

HOW TO GO FURTHER? Develop strategies for intersectorality between communities Create and participate in joint tables Respect the pace and limits of communities and outside partners Trust the knowledge and experiences of the community

HOW TO GO FURTHER? Centre intersectoral interventions on the well-being of families Get the involvement of sectors that do not traditionally come under health and social services (police, justice, firefighting, public services, housing, education, etc.) Centralize information (tools, protocols, templates, etc.)

HOW TO GO FURTHER? Establish a shared vision for the community Implement adequate training and refresher measures for workers Integrate best practices for intersectorality into the design of programs

HOW TO GO FURTHER? Allow yourself to innovate and ask questions to get off the beaten path Effectively organize your intersectoral work to avoid wasting time at meetings Reorganize internal services to implement intersectoral work

HOW TO GO FURTHER? Regularly review the situation Highlight positive actions Name a key worker to coordinate actions and move things forward (without overloading that person) Implement conflict resolution measures (e.g., outside resource) Establish protocols for emergency situations Be capable of self-criticism and self- transformation to bring about change