Table 1.
Table of the Main Categories Informed by Analyzing the Three Sources of Evidence (Ecomaps, Field Notes of Participant Observation, and Interviews).
| Sources of evidence | Categories |
|---|---|
| Ecomaps | - Broad, diverse network |
| - Weak and tenuous relationships | |
| - No need to expend energy | |
| - Little support | |
| - Non-stressful relationships | |
| Field notes of participant observation | - Lack of information about sectors |
| - Lack of connection between services and municipal departments | |
| - Fragile relationships with sport, leisure, culture, and structural sectors | |
| - Unclear concept of intersectoral collaboration | |
| - Local professionals do not participate in intersectoral discussion groups | |
| - Initial action is always someone else’s responsibility | |
| - Map elaboration provided new information about areas | |
| - Difficult enrollment in Projeto Nascente | |
| - Family Health Strategy teams irregularly represented in Projeto Nascente | |
| - Professionals with promotion potential for intersectoral collaboration | |
| - Strategic professionals in the implementation of programs | |
| - Double hiring of professionals as a possibility to build bridges | |
| Interviews | - Fragile relationships with sport, leisure, culture, and
structural sectors - Participation of sport, leisure, and culture as a permanent promise |
| - Local professionals do not participate in intersectoral discussion groups | |
| - Relationship difficulties even within institutional intersectoral programs | |
| - Planned actions remain sectorial | |
| - Initial action is always someone else’s responsibility | |
| - Absence of any systematic recommendations for intersectoral collaboration | |
| - Difficult enrollment in Projeto Nascente | |
| - Health criticized other sectors for not having an expanded view of health and health promotion | |
| - Asymmetrical position of health and social work in relation to health and social issues | |
| - Professionals with promotion potential for intersectoral collaboration | |
| - Strategic professionals in the implementation of programs | |
| - Double hiring of professionals as a possibility to build bridges | |
| - Formation of intersectoral committees | |
| - Matrix support to share knowledge, responsibility, and stimulate relationships | |
| - Case managers to coordinate case discussion | |
| - University support for innovation |