A qualitative exploration of the coordinator's role in an intersectoral childhood overweight prevention programme in the Netherlands: 'a lot is expected from one person'.

BACKGROUND

Intersectoral collaboration and its coordination are vital for community health promotion. Given the diverse organisational contexts in which local coordinators build intersectoral collaboration, training and support needs of coordinators may vary widely. To date, there is limited insight into how coordinators tasked with building intersectoral collaboration apply their role given their specific organisational context. A more detailed understanding of this process will provide valuable guidance for training and supporting local coordinators. In the current study we focussed on coordinators involved in building intersectoral collaboration within the 'Healthy Youth, Healthy Future' (JOGG) approach in the Netherlands. The organisational contexts in which these local coordinators operate vary considerably. The aim of this study was to explore how local coordinators of the JOGG approach apply their role in building intersectoral collaboration and the competencies they require, taking into account their organisational context.

METHODS

We conducted interviews with twelve local JOGG coordinators and two focus groups with eight community advisors from the national JOGG organisation. Data was analysed both inductively and deductively.

RESULTS

JOGG coordinators appeared to take on seven different roles over time: implementer, project manager, networker, matchmaker, linchpin, politician and programme manager. These roles required different competencies and varied according to the organisational context, including: available resources, the position of the employing organisation in existing local stakeholder networks, the coordinators' responsibilities in their employing organisation and professional background. In addition, the coordinators role depended on the implementation phase of the JOGG approach. During the first phase, roles at the operational level were more prominent, since they were important for engaging stakeholders and facilitating collaboration. In later phases, coordinators took on roles at a tactical and strategic level in order to mobilise their network.

CONCLUSIONS

This study highlights the diversity in how JOGG coordinators apply their role. Our findings highlight the importance of carefully selecting the organisation where coordinators are employed, as this influences their possibilities. In addition, our study provides directions for recruiting coordinators for an intersectoral health promotion approach and supporting them, taking into account the phase of the approach and organisational context.