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Abstract：
BACKGROUND: The interdependent and intersecting nature of the Sustainable Development Goals (SDGs) require collaboration across government sectors, and it is likely that departments with few past interactions will find themselves engaged in joint missions on SDG projects. Intersectoral action (IA) is becoming a common framework for different sectors to work together. Understanding the factors in the environment external to policy teams enacting IA is crucial for making progress on the SDGs.
METHODS: Interviews [n=17] with senior public servants leading SDG work in nine departments in the federal government of Canada were conducted to elicit information about issues affecting how departments engage in IA for the SDGs. Transcripts were coded based on a set of factors identified in a background review of 20 documents related to Canada\'s progress on SDGs. Iterative group thematic analysis by the authors illuminated a set of domestic and global contextual factors affecting IA processes for the SDGs.
RESULTS: The mechanisms for successful IA were identified as facilitative governance, leadership by a central coordinating office, supportive staff, flexible and clear reporting structures, adequate resources, and targeted skills development focused on collaboration and cross-sector learning. Factors that affect IA positively include alignment of the SDG agenda with domestic and global political priorities, and the co-occurrence of social issues such as Indigenous rights and gender equity that raise awareness of and support for related SDGs. Factors that affect IA negatively include competing conceptual frameworks for approaching shared priorities, lack of capacity for \"big picture\" thinking among bureaucratic staff, and global disruptions that shift national priorities away from the SDGs.
CONCLUSIONS: IA is becoming a normal way of working on problems that cross otherwise separate government accountabilities. The success of these collaborations can be impacted by contextual factors beyond any one department\'s control.
METHODS: Interviews [n=17] with senior public servants leading SDG work in nine departments in the federal government of Canada were conducted to elicit information about issues affecting how departments engage in IA for the SDGs. Transcripts were coded based on a set of factors identified in a background review of 20 documents related to Canada\'s progress on SDGs. Iterative group thematic analysis by the authors illuminated a set of domestic and global contextual factors affecting IA processes for the SDGs.
RESULTS: The mechanisms for successful IA were identified as facilitative governance, leadership by a central coordinating office, supportive staff, flexible and clear reporting structures, adequate resources, and targeted skills development focused on collaboration and cross-sector learning. Factors that affect IA positively include alignment of the SDG agenda with domestic and global political priorities, and the co-occurrence of social issues such as Indigenous rights and gender equity that raise awareness of and support for related SDGs. Factors that affect IA negatively include competing conceptual frameworks for approaching shared priorities, lack of capacity for \"big picture\" thinking among bureaucratic staff, and global disruptions that shift national priorities away from the SDGs.
CONCLUSIONS: IA is becoming a normal way of working on problems that cross otherwise separate government accountabilities. The success of these collaborations can be impacted by contextual factors beyond any one department\'s control.
摘要：
背景：可持续发展目标（SDG）的相互依存和交叉性质需要政府部门之间的合作。过去很少互动的部门很可能会发现自己参与了可持续发展目标项目的联合任务。部门间行动（IA）正在成为不同部门共同努力的共同框架。了解制定IA的政策团队外部的环境因素对于在可持续发展目标方面取得进展至关重要。
方法：对加拿大联邦政府9个部门领导可持续发展目标工作的高级公务员进行了访谈[n=17]，以获取有关影响部门如何参与可持续发展目标IA的问题的信息。成绩单是根据与加拿大在可持续发展目标方面的进展有关的20份文件的背景审查中确定的一组因素进行编码的。作者的迭代小组主题分析阐明了影响可持续发展目标IA流程的一系列国内和全球背景因素。
结果：成功的IA机制被确定为促进治理，由中央协调办公室领导，支持人员,灵活清晰的报告结构，充足的资源,和有针对性的技能发展侧重于协作和跨部门学习。积极影响IA的因素包括可持续发展目标议程与国内和全球政治优先事项的一致性。土著权利和性别平等等社会问题的共同出现，这些问题提高了对相关可持续发展目标的认识和支持。对IA产生负面影响的因素包括竞争概念框架，以接近共同的优先事项，官僚员工缺乏“大局”思维的能力，和全球破坏使国家优先事项从可持续发展目标转移。
结论：IA正在成为解决与政府问责制不同的问题的正常方法。这些合作的成功可能受到任何一个部门无法控制的背景因素的影响。
方法：对加拿大联邦政府9个部门领导可持续发展目标工作的高级公务员进行了访谈[n=17]，以获取有关影响部门如何参与可持续发展目标IA的问题的信息。成绩单是根据与加拿大在可持续发展目标方面的进展有关的20份文件的背景审查中确定的一组因素进行编码的。作者的迭代小组主题分析阐明了影响可持续发展目标IA流程的一系列国内和全球背景因素。
结果：成功的IA机制被确定为促进治理，由中央协调办公室领导，支持人员,灵活清晰的报告结构，充足的资源,和有针对性的技能发展侧重于协作和跨部门学习。积极影响IA的因素包括可持续发展目标议程与国内和全球政治优先事项的一致性。土著权利和性别平等等社会问题的共同出现，这些问题提高了对相关可持续发展目标的认识和支持。对IA产生负面影响的因素包括竞争概念框架，以接近共同的优先事项，官僚员工缺乏“大局”思维的能力，和全球破坏使国家优先事项从可持续发展目标转移。
结论：IA正在成为解决与政府问责制不同的问题的正常方法。这些合作的成功可能受到任何一个部门无法控制的背景因素的影响。
