. 2014 Oct 30;30(2):206–222. doi: 10.1093/her/cyu062

Table I.

Detailed description of variables (n = 23) used in the hypothesized model of OC for CDP in Canadian public health organizations, 2004^a

Latent variable	Manifest variable	Label	Items	Response category
Support for evaluation	Evaluation policy	SE1	• There are written monitoring and evaluation policy for CDP	(1) Strongly disagree (2) Disagree (3) Neutral (4) Agree (5) Strongly agree
	Availability of results	SE2	• Monitoring and evaluation information about your CDP activities is available
	Use of lessons learned	SE3	• Lessons learned from monitoring and evaluation of CDP activities are used to make changes
Partnership effectiveness	Adequate partnering	PE1	• Current levels of partnering with other organizations are adequate for effective CDP	(1) Strongly disagree (2) Disagree (3) Neutral (4) Agree (5) Strongly agree
	New partnership-related ideas	PE2	• Partnerships with other organizations are bringing new ideas about CDP to your organization
	New partnership-related resources	PE3	• Partnerships with other organizations are bringing resources for CDP to your organization
	Adequate coalition participation	PE4	• Your organization’s level of participation in coalitions and networks is adequate for effective CDP
	Increased partnerships	PE5	• The number of organizations that you are connected to through networks concerned with CDP has increased in the last 3 years
Skills for CDP	Needs assessment	S1	• Identifying community, cultural and organizational factors that influence CDP activities	(1) Poor (2) Fair (3) Moderate (4) Good (5) Very good
	Evaluation (6-item scale)	S2	1. Monitoring of CDP activities	(1) Poor (2) Fair (3) Moderate (4) Good (5) Very good
			2. Measuring achievement of CDP objectives
			3. Using quantitative methods to assess impacts of CDP
			4. Using qualitative methods to assess impacts of CDP
			5. Undertaking long-term follow-up with the target population for CDP
			6. Identifying best practices for CDP
	Identify relevant practices/activities (6-item scale)	S3	1. Reviewing CDP activities of other organizations to fund gaps in programming for your target population(s)	(1) Poor (2) Fair (3) Moderate (4) Good (5) Very good
			2. Reviewing CDP activities developed by other organizations to see if they can be used by your organization
			3. Finding relevant best practices in CDP to see if they can be used by your organization
			4. Reviewing research to help develop CDP priorities
			5. Assessing the organization’s strengths and limitations in CDP
			6. Consulting with community members to identify priorities for CDP
	Planning (5-item scale)	S4	1. Using theoretical frameworks to guide development of CDP activities	(1) Poor (2) Fair (3) Moderate (4) Good (5) Very good
			2. Setting goals and objectives for CDP
			3. Reviewing your resources to assess feasibility of CDP activities
			4. Developing action plans for CDP
			5. Designing, monitoring and evaluation of CDP
	Implementation strategies (7-item scale)	S5	1. Group development	(1) Poor (2) Fair (3) Moderate (4) Good (5) Very good
			2. Public awareness and education
			3. Skill building at the individual level
			4. Partnership building
			5. Community mobilization
			6. Facilitation of self-help groups
			7. Service provider skill building
Resources and supports	Managerial supports (9-item scale)	RS1	1. Decisions about CDP activities are made in a timely fashion	(1) Strongly disagree (2) Disagree (3) Neutral (4) Agree (5) Strongly agree
			2. Staff are routinely involved in management’s decisions about CDP programming
			3. Internal communication about CDP is effective
			4. Innovation in CDP is encouraged
			5. Everyone is encouraged to show leadership for CDP within their jobs
			6. Staff take leadership roles for CDP activities
			7. Managers are accessible regarding CDP activities
			8. Managers are responsive to CDP issues
			9. Managers are receptive to new ideas for CDP
	Staffing supports (6-item scale)	RS2	1. Staff have timely access to information they need about CDP	(1) Strongly disagree (2) Disagree (3) Neutral (4) Agree (5) Strongly agree
			2. Staffing levels are adequate to carry out CDP activities
			3. Staff are hired specifically to conduct CDP activities
			4. There is an appropriate level of administrative support for CDP
			5. There are professional development opportunities to learn about CDP
			6. Staff participate in CDP professional development opportunities
	Priority for CDP	RS3	• Level of priority for CDP within your organization	(1) Very low priority (2) Low priority (3) Moderate (4) High priority (5) Very high priority
	Resource adequacy (3-item scale)	RS4	1. Funding levels for CDP activities	(1) Much less than adequate (2) Less than adequate (3) Neutral (4) Adequate (5) More than adequate
			2. Funding levels for monitoring and evaluation of CDP activities
			3. Access to material resources for CDP activities
	Internal senior support (2-item scale)	RS5	1. Level of board support	(1) Very weak support (7) Very strong support
	Internal senior support (2-item scale)	RS5	2. Commitment to CDP by senior management	(1) Very weak support (7) Very strong support
	Internal structure support (3-item scale)	RS6	1. Organizational structure for CDP	(1) Very weak support (7) Very strong support
			2. Staff experience with CDP
			3. Internal co-ordination of CDP activities
Involvement in CDP practices	Needs assessment	I1	• Identifying community, cultural and organizational factors that influence CDP activities	(1) Very low (2) Low (3) Moderate (4) High (5) Very high
	Evaluation (6-item scale)	I2	1. Monitoring of CDP activities	(1) Very low (2) Low (3) Moderate (4) High (5) Very high
			2. Measuring achievement of CDP objectives
			3. Using quantitative methods to assess impacts of CDP
			4. Using qualitative methods to assess impacts of CDP
			5. Undertaking long-term follow-up with the target population for CDP
			6. Identifying best practices for CDP
	Identify relevant practices (6-item scale)	I3	1. Reviewing CDP activities of other organizations to fund gaps in programming for your target population(s)	(1) Very low (2) Low (3) Moderate (4) High (5) Very high
			2. Reviewing CDP activities developed by other organizations to see if they can be used by your organization
			3. Finding relevant best practices in CDP to see if they can be used by your organization
			4. Reviewing research to help develop CDP priorities
			5. Assessing the organization’s strengths and limitations in CDP
			6. Consulting with community members to identify priorities for CDP
	Planning (5-item scale)	I4	1. Using theoretical frameworks to guide development of CDP activities	(1) Very low (2) Low (3) Moderate (4) High (5) Very high
			2. Setting goals and objectives for CDP
			3. Reviewing your resources to assess feasibility of CDP activities
			4. Developing action plans for CDP
			5. Designing, monitoring and evaluation of CDP

^aItems measuring each component of the model were developed or adapted from existing instruments [15, 18, 22, 50–60]. No item was used exactly as it was originally developed, and no existing scales were used in their entirety. Items were tested for content validity with four researchers recognized nationally for their work in chronic disease health policy, health promotion, public health and dissemination. The questionnaire was pilot testing in nine organizations that delivered prevention activities unrelated to CVD, diabetes, respiratory diseases or cancer. Separate psychometric analyses were undertaken for subsets of items selected to measure each construct in the conceptual framework, to assess unidimensionality and internal consistency. Our scales showed generally excellent internal consistency (α = 0.70–0.88).