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ABSTRACT
Action aimed at developing healthier living conditions requires intersectoral collaboration, both across sectors and between levels of government. It also calls for the commitment of political and institutional authorities at municipal and higher levels. This article focuses on strategies of local intersectoral networks rooted in civil society for addressing living conditions. A longitudinal cross-case analysis was performed on eight case studies in Montreal (Canada). Data sources include 1445 documents and 41 interviews. Case studies were analyzed based on a theoretical framework focusing on critical events and a repertoire of transitional outcomes (TOs) that local intersectoral networks mobilised in order to produce change. The analysis focussed on the distribution of TOs in each case. Two types of strategies were identified. The Do It strategy relied primarily on acquiring resources as well as expanding and strengthening networks and projects. In this strategy, networks held the key decision-making and action levers to drive projects by themselves. In contrast, the Make It Happen strategy was mainly constructed around actions that led to self-representation and influencing others. In this strategy, networks held certain levers – such as mobilizing their citizen and community bases – but they also had to convince decision-makers to support action. This article describes and compares the key features of these two types of action strategies for local change.
Disclosure statement
No potential conflict of interest was reported by the author(s).
Supplementary material
Supplemental data for this article can be accessed online at https://doi.org/10.1080/09581596.2023.2260936.