Table 3 Consolidated framework for sustainability constructs 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% |  |  |  |