TABLE 3—
Examples of Core Component Characteristics of Component Model of Infrastructure
| Core Components | Examples of Characteristics |
| Multilevel leadership | Connected to a vision, plan, or direction |
| Occurs at multiple levels (above, below, within, and laterally) | |
| Identification of, development of, and nurturing of champions | |
| Concept of ownership of programs at multiple levels | |
| Succession planning | |
| Formal and informal leadership, people and their expertise, and a dynamic process | |
| Can be teams across programs or levels | |
| Managed resources | Diversified funding streams, leveraging, integration, coordination |
| Staff expertise nurtured and sustained | |
| Technical assistance and extended training | |
| Sustainability planning, succession planning | |
| Staff and partners who continue to grow through training, financial acumen, and technical assistance | |
| Relationships | |
| Directed by strategic plan, vision, and mission instead of by funding source | |
| Engaged data | Use of data to |
| Surveillance | Increase program visibility |
| Evaluation | Attract partners |
| Monitoring | Secure and manage scarce resources |
| Needs assessment | Assist ready communication |
| Understand community achievements and public health burden | |
| Drive program direction and planning | |
| Ignite passion | |
| Facilitate evolution of initiatives and overall sustainability | |
| Responsive plans and planning | Dynamic, evolving, responsive, flexible—adjustments to state plan that result from learning from experience, science, and contextual influences |
| Shared ownership—partners, coalitions, advisory groups, and consultants take an active role in designing and implementing objectives in the state plan | |
| Direction or roadmap—coordination point for program and partners; the plan is used, it does not just sit on a shelf | |
| Education and recruitment tool | |
| Progress yardstick—milestones for health achievements (objectives and evaluation included) | |
| Dynamic process and living documents that evolve and respond to the contextual influences while maintaining evidence-based strategy integrity and data-driven directives | |
| Specific goals, objectives, actions, time frames, and resources | |
| Planning that includes viewpoints from multiple stakeholders and uses clear and consistent criteria for priority selection | |
| Responsibility for goals and objectives are shared and local coalition and program plans connect with or grow out of the state plan | |
| Communication tool for partners and external constituents | |
| Evidence-based and context appropriate | |
| Networked partnerships | Diversity beyond specific focus (integration and coordination) |
| Partners | Facilitate progress on health achievements and implementation of strategies |
| Coalitions | Extend program’s reach |
| Advisory groups | Fit state needs, structure, and political context |
| Networks | Contribute to leadership, diversified funding, sustainability, integration, coordination, and program growth |
| Nurtured beyond fundee relationship | |
| Networked partnerships at all levels (national, state, and local), with multiple types of organizations (government, nonprofit), content areas (diabetes, mental health), and groups (champions, networks, research institutions) | |
| Multiply the work that the program can accomplish | |
| Fills different roles so diversity among partners is needed |