Table 2 Sustainability Domain
| Components | Reason for selection | Sentinel indicator items | Data source | References |
|---|---|---|---|---|
| Workforce | The importance of having a workforce that is appropriate in number, volume and distribution and is responsive to emerging needs. |
• Staff profile- Numbers and FTE. • Staff length of stay • Succession planning • CPD activities |
Audit Interview Audit | AIHW [21] Wakerman[22] RACGP [20] |
| Linkages | Efficient and effective co-ordination between providers and between services is essential for continuity of care and service sustainability. |
• Centralised electronic medical records • Care integrated with external agencies and mainstream programs | Audit/Interview | Wakerman et al [22]; CIHI[18]; |
| Infrastructure | Infrastructure and ICT needs to be appropriate to the service, its catchment population and monitoring and reporting requirements. | • Uptake of Information and Communication Technology (ICT) | Audit | CIHI [18]; Wakerman et al [22] |
| Funding | Financing and provider remuneration should be appropriate, sustainable and clearly identified within program budgets to maximise service efficiencies and adequate to meet identified community health needs. |
• Funding sources: public, private, other • Service providers' remuneration methods |
Audit Audit | Wakerman et al [22] CIHI [18] |
| Governance, management and leadership | Good governance and leadership have been identified to be integral to service sustainability | • Governance structure and processes and a risk management plan in relation to service sustainability need to be clearly defined, implemented and reviewed. | Interview/documentation | RACGP [20], Wakerman et al [22] |
| • Level of accreditation | Audit | NHPC [19] |