Table 5 Organizational Environment

•The organization maintains a balance between being forward looking and maintaining operational stability

(always---sometimes----rarely)

• The organization maintains a balance between risk taking and risk aversion

(always---sometimes----rarely)

• The organization maintains a balance between a population health/community focus and direct service delivery

(always---sometimes----rarely)

• The organization values and utilizes intellectual resources and capacity

(always---sometimes----rarely)

• There are mechanisms in place for encouraging and supporting staff

(formal mechanisms---informal mechanisms---no mechanisms)

• These mechanisms are engaged

(fully engaged---partially engaged---not engaged)

• The organization has a policy on respecting diversity

(explicit policy---informal policy---no policy)

• This policy is demonstrated in the organization's operational activities (including recruitment and program development)

(always---sometimes----rarely)

ORGANISATIONAL LEADERSHIP AND MANAGEMENT

Vision and strategic direction

• The organization's leadership/management provide visible and convincing strategic direction

(always---sometimes---rarely)

• The organization's vision/mission/strategic direction is clear to all staff

(all staff---some staff---few staff)

• The organization's vision/mission/strategic direction is communicated to the broader community/catchment population

(extensively communicated---partially communicated---not communicated)

Inter-face management

• The organization's leadership/management demonstrate the ability to manage the multiple external pressures facing the organization

(always---sometimes---rarely)

• The organization's leadership/management act as a buffer between staff and external pressures

(always---sometimes---rarely)

Innovation

• Innovation is valued within the organization

(explicitly valued---encouraged---discouraged)

• Innovation receives strategic support from leadership/management

(consistently---occasionally---rarely)

Prevention (population thinking)

• Prevention/population thinking is valued within the organization

(explicitly valued---encouraged---discouraged)

• Prevention/population thinking receives strategic support from leadership/management

(consistently---occasionally---rarely)

PARTNERSHIPS AT THE ORGANISATIONAL LEVEL

Intra-organizational

• There are links between units/departments within the organization

(formal links---informal links---no links)

• Units/departments within the organization work together in a collaborative manner

(collaboration---consultation---information exchange)

Other organizations (public sector)

• The organization has links with relevant public sector organizations

(most organisations---some organisations---few organisations)

• Partner organizations work collaboratively on planning and program delivery

(collaboration---consultation---information exchange)

• Partnerships are institutionally embedded

(always---sometimes---rarely)

• Where it is appropriate, these partnerships are sustained over time

(always---sometimes---rarely)

Other organizations (community)

• The organization has links with relevant community and private sector organizations

(most organisations---some organisations---few organisations)

• Partner organizations work collaboratively on planning and program delivery

(collaboration---consultation---information exchange)

• Partnerships are institutionally embedded

(always---sometimes---rarely)

• Where it is appropriate, these partnerships are sustained over time

(always---sometimes---rarely)

Other organizations (private sector)

• The organization has links with relevant community and private sector organizations

(most organisations---some organisations---few organisations)

• Partner organizations work collaboratively on planning and program delivery

(collaboration---consultation---information exchange)

• Partnerships are institutionally embedded

(always---sometimes---rarely)

• Where it is appropriate, these partnerships are sustained over time

(always---sometimes---rarely)

PLANNING AND MONITORING AT THE ORGANISATIONAL LEVEL

Systems

• The organization has a systematic approach to planning

(comprehensive and explicit systems---partially developed systems---limited systems)

• There are links between the organization's planning, service delivery and management activities

(explicit and systematic links---partially developed links---limited links)

Data and evidence

• The organization is able to access the data required for policy and program development

(always---sometimes---rarely)

• The organization has a policy on the value of using evidence

(explicit policy---informal policy---no policy)

• This policy is demonstrated in the organizations activities

(always---sometimes---rarely)

Environmental scanning

• Comprehensive environmental scanning activities are undertaken to identify emerging public health issues

(always---sometimes---rarely)

Evaluation

• The organization undertakes evaluation activities

(comprehensive and systematic---most activities---on an ad hoc basis)

• This includes learning from both success and failure

(always---sometimes---rarely)

Stakeholder/community involvement

• The organization has a policy on stakeholder/community involvement

(explicit policy---informal policy---no policy)

• This policy is demonstrated in the organization's activities (including program development)

(always---sometimes---rarely)

KNOWLEDGE MANAGEMENT AT THE ORGANISATIONAL LEVEL

Dissemination/sharing of knowledge

• There are mechanisms in place to ensure the organization keeps abreast of current research

(formal institutional mechanisms---informal mechanisms---no mechanisms)

• The mechanisms are engaged

(fully engaged---partially engaged---not engaged)

• There are mechanisms in place to encourage and facilitate the sharing of knowledge

(formal institutional mechanisms---informal mechanisms---no mechanisms)

• These mechanisms are engaged

(fully engaged---partially engaged---not engaged)

Intellectual capital

• There are mechanisms in place to encourage and facilitate the preservation and use of intellectual capital within the organization

(formal institutional mechanisms---informal mechanisms---no mechanisms)

• These mechanisms are engaged

(fully engaged---partially engaged---not engaged)