Assertions concerning the extent to which the university and its collaborative partners can maintain existing sites while maintaining a high level of growth and expansion.
Administration can sustain both operations of existing clinic sites and growth of new programs.
The administrative component is strong enough in size, time and energy to sustain current operations while Bedlam responds to new needs and creates new clinics.
The collaborations that are crucial to the launching and operation of sites are sustainable.
Collaboration appears to be a principal component of Bedlam strategy (which is inherent in its corporate title). These collaborations can be sustained at institutional and local levels to facilitate the continued success of the model.
Sites can continue to garner the requisite resources to remain operational and sustain high quality services.
The resource mix of the model and specific sites requires considerable use of local philanthropic funds, the flow of which will continue until the sites can transition to other funding sources.
The involvement of academic physicians and other academic health science professionals is sustainable.
The medical school and other units of the university can modify its performance expectations of faculty to favor engagement in innovative service delivery and civic involvement as important aspects of tenure and promotion.