Research suggests the importance of organizational characteristics as determinants of behavioral health service delivery for youth in the community (e.g., Aarons and Sawitzky 2006a, b; Glisson 2002; Glisson et  al. 2010; Hoagwood et  al. 2001; Rogers 2003). Among organizational factors, organizational culture and climate have been found to be particularly important. Although deinitions of organizational culture and climate are variable (Verbeke et  al. 1998), organizational culture can be deined as shared employee perceptions of norms, values, behavioral expectations and assumptions that guide employee behavior (Cooke and Rousseau 1988) whereas organizational climate refers to shared employee perceptions regarding the efect of the work environment on employees’ personal well-being (i.e., molar organizational climate; James et al. 1978) 1 and speciic strategic or procedural outcomes (i.e., strategic climate; Ehrhart et  al. 2014; Schneider et  al. 2013). In children’s service systems, several domains of organizational culture and organizational climate have been associated with a host of important outcomes including clinician turnover (Aarons and Sawitzky 2006a; Glisson 2002; Glisson et  al. 2008b), service quality (Glisson and Hemmelgarn 1998; Olin et  al. 2014), youth behavioral health outcomes (Glisson and Green 2011; Glisson and Hemmelgarn 1998; Williams and Glisson 2014), clinician attitudes toward adopting evidence-based practices (Aarons and Sawitzky 2006b), self-reported implementation of evidence-based strategies (Beidas et  al. 2015), and sustainment of new practices (Glisson et  al. 2008b). The most commonly used measure of organizational culture and organizational climate in public children’s behavioral health and child welfare systems is the Organizational Social Context (OSC) measure (Glisson et  al. 2008a, b, 2012). Several decades of research on organizational culture and climate has produced important advances in the quantitative measurement of these constructs (Klein and Kozlowski 2000; Zyphur et  al. 2016). One point of consensus includes recognition that organizational culture and climate are socially constructed, shared characteristics of the work environment (Ostrof et al. 2003; Verbeke et al. 1998). This suggests the importance of members of an organizational unit (e.g., organization, program, team) being in agreement with respect to their experience of culture and climate (Klein and Kozlowski 2000) and that valid and reliable inferences about an organization’s culture and climate require conidence in the extent to which observed scores relect a shared reality amongst employees.