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Table 3 Consolidated framework for sustainability constructs in healthcare

From: Navigating the sustainability landscape: a systematic review of sustainability approaches in healthcare

The initiative design and delivery Negotiating initiative processes The people involved Resources The organisational setting The external environment
• Demonstrating effectiveness 89% • Belief in the initiative 63% • Stakeholder participation 79% • General resources 90% • Integration with existing programs and policies 79% • Socioeconomic and political considerations 63%
• Monitoring progress over time 84% • Accountability of roles and responsibilities 56% • Leadership and champions 73% • Funding 68% • Intervention adaptation and receptivity 73% • Awareness and raising the profile 45%
• Training and capacity building 76% • Defining aims and shared vision 53% • Relationships and collaboration and networks 65% • Infrastructure 26% • Organisational values and culture 71% • Urgency 5%
• Evidence base for the initiative 52% • Incentives 31% • Community participation 56% • Resource_Staff 26% • Organisational readiness and capacity 56% • Spread to other organisations 5%
• Expertise 23% • Workload 27% • Staff involvement 42% • Resource_Time 6% • Support available 40%  
• The problem 15% • Complexity 24% • Ownership 26%   • Opposition 5%  
• Project duration 8% • Job requirements 19% • Power 18%    
• Improvement methods 6%   • Patient involvement 16%    
• Project type 2%   • Satisfaction 11%