Interdisciplinary collaboration in New York City's Active Design Guidelines: A case study in interagency dynamics

Background: This organizational case study of the Active Design Guidelines (ADG) initiative describes how and why interagency alliances and resource sharing were realized among over a dozen agencies within a very large bureaucracy, the City of New York. Interdisciplinary collaborations that break professional silos are crucial to creating healthy, livable communities that promote physical activity and reduce obesity prevalence. Much research on built environment and health linkages recommends such collaborations, but few if any studies document the political and interpersonal processes that enable or inhibit interagency relationships. Methods: Representatives (n=11) of nine disparate NYC agencies (health, design, transportation, policy, management) were surveyed and interviewed about the extent of their agencies' involvements in ADG, and factors that encouraged resource sharing. Results: Preliminary data suggest that agency representatives are encouraged to collaborate on initiatives of mutual interest (i.e., promoting physical activity through sustainable building design and urban planning) by 1.) prior mayor-initiated interdisciplinary initiatives such as PlaNYC 2030, 2.) collaborative attitudes modeled by top agency leadership, 3.) incidental network relationships, and 4.) low initial contribution requirements. These factors allow innovative problem solvers to more easily reach out to their counterparts in agencies with synergistic goals, and more readily identify shared interests. Conclusion: Municipal agencies can support innovative, systems-oriented disease prevention strategies by promoting policies, management strategies, and networking opportunities that 1.) model collaboration from the top down, and 2.) enable professionals in disparate disciplines to engage in frequent incidental dialogue to facilitate larger-scale collaborations in the long term.