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. 2021 May 4;19:75. doi: 10.1186/s12961-021-00727-9

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© The Author(s) 2021

Open AccessThis article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/. The Creative Commons Public Domain Dedication waiver (http://creativecommons.org/publicdomain/zero/1.0/) applies to the data made available in this article, unless otherwise stated in a credit line to the data.

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Fig. 1 — Diagram representing the systemic roles of the factors of validated OH strategies in Ahmedabad, India, extracted from the workshop during September 2019. AS: active Sum; PS: passive Sum; numbers in the circle indicates the serial number of the factors: leadership quality (1), building trust (2), motivation for teamwork (3), adequate knowledge (4), adequate human resources (5), capacity-building (6), shared vision and objectives (7), improving decision-making capacity (8), improving laboratory capacity (9), strengthening surveillance system (10), coordinating roles (11), relationship among actors (12), common platform (13), structured guidelines/policy (14), political will (15), specific budget head (16), community participation (17), smart technology (18)