Network analysis of inter-organizational relationships and policy use among active living organizations in Alberta, Canada

BMC Public Health

Research Article

Christina C. Loitz¹  Shawn N. Fraser²  John C. Spence³  Jodie A. Stearns³  Kate Storey⁴ 

[1] Alberta Centre for Active Living, Faculty of Physical Education and Recreation, University of Alberta, Edmonton, Canada;Chronic Disease Prevention – Healthy Living, Population, Public and Indigenous Health, Alberta Health Services, 242, 2nd Floor, WSP Plaza, 10909 Jasper Avenue, T5J 4J3, Athabasca, AB, Canada;Faculty of Health Disciplines, Athabasca University, Athabasca, Canada;Faculty of Physical Education and Recreation, University of Alberta, Edmonton, Canada;School of Public Health, University of Alberta, Edmonton, Canada;

关键词: Physical activity;    Organization;    Health promotion;    Network analysis;    Funding;    Partnership;    Coordination;    Integration;    Policy;    Active Canada 20/20;    Active Alberta;   

DOI  :  10.1186/s12889-017-4661-5

 received in 2017-03-07, accepted in 2017-08-01,  发布年份 2017

来源: Springer

【 摘 要 】

BackgroundCoordinated partnerships and collaborations can optimize the efficiency and effectiveness of service and program delivery in organizational networks. However, the extent to which organizations are working together to promote physical activity, and use physical activity policies in Canada, is unknown. This project sought to provide a snapshot of the funding, coordination and partnership relationships among provincial active living organizations (ALOs) in Alberta, Canada. Additionally, the awareness, and use of the provincial policy and national strategy by the organizations was examined.MethodsProvincial ALOs (N = 27) answered questions regarding their funding, coordination and partnership connections with other ALOs in the network. Social network analysis was employed to examine network structure and position of each ALO. Discriminant function analysis determined the extent to which degree centrality was associated with the use of the Active Alberta (AA) policy and Active Canada 20/20 (AC 20/20) strategy.ResultsThe funding network had a low density level (density = .20) and was centralized around Alberta Tourism Parks and Recreation (ATPR; degree centralization = 48.77%, betweenness centralization = 32.43%). The coordination network had a moderate density level (density = .31), and was low-to-moderately centralized around a few organizations (degree centralization = 45.37%, betweenness centrality = 19.92%). The partnership network had a low density level (density = .15), and was moderate-to-highly centralized around ATPR. Most organizations were aware of AA (89%) and AC 20/20 (78%), however more were using AA (67%) compared to AC 20/20 (33%). Central ALOs in the funding network were more likely to use AA and AC 20/20. Central ALOs in the coordination network were more likely to use AC 20/20, but not AA.ConclusionsIncreasing formal and informal relationships between organizations and integrating disconnected or peripheral organizations could increase the capacity of the network to promote active living across Alberta. Uptake of the AA policy within the network is high and appears to be facilitated by the most central ALO. Promoting policy use through a central organization appeared to be an effective strategy for disseminating the province-level physical activity policy and could be considered as a policy-uptake strategy by other regions.

【 授权许可】

CC BY   
© The Author(s). 2017