Table 1 Summary of domains, their definitions and indicators

Perceived engagement of multidisciplinary clinicians

Engaging clinicians in networks is a fundamental part of their existence. Engagement is defined in terms of:

➢ Interdisciplinary collaboration

➢ Collaboration with consumers

➢ Engagement with rural/remote sector

➢ Number of hours devoted to network initiatives in last 6 months (estimate of time)^a

➢ Perceived commitment to network and belief in the work it undertakes [22]

➢ Perceived ability to contribute to driving the network agenda [22]

➢ Perceived contribution of views and ideas to network initiatives [22]

Perceived leadership of:

1. Network Manager

2. Network Co-chairs

3. Agency Executive

Strength and quality of the sub-categories of transformational and/or transactional leadership of the network, including network managers, co-chairs, and the Agency executive.

Transformational leadership:

➢ Vision and facilitation [22, 28]

➢ Motivation and role model [22, 28]

➢ Building collaborative relationships and engaging with the external environment [22, 33]

Transactional leadership:

➢ Clearly defined goals and achievable work plans

➢ Ability to implement change [42]

Perceived strategic and operational management of a network

The efficiency of the internal management of the networks across the following dimensions:

➢ Composition of the network executive committee

➢ Open and facilitative approach to management

➢ Clearly stated written governance and decision-making processes (i.e. a strategic plan)

Effective internal and external communication and organisational processes.

➢ Perceived multidisciplinary representation [22]

➢ Perceived dominance of individuals [14]

➢ Network environment perceived as supportive [14]

➢ Perceived effectiveness of information sharing across the network [40]

➢ Perceived effectiveness of communication with people outside the network [22]

➢ Perceived organisational ability of the Network Manager [22]

Perceived external support

The alignment of network agendas and facilitative relationships with stakeholders external to the network, including NSW Health, Area Health Services (AHS), and hospital management and staff.

➢ Support from hospital management [22]

➢ Awareness of and support for network ideas and initiatives by AHS Managers [22]

➢ Willingness of hospital clinicians to implement changes recommended by network^a

➢ Awareness of network recommendations by NSW Health [22]

➢ Network work plans and agendas aligned with state government strategic plans^a

Network perceived as valuable

Perceptions about the worth of the Agency clinical networks, including the belief that the networks have the scope to make a contribution to health service provision in NSW.

➢ Perception that the network has improved quality of care [22]

➢ Perception that the network has improved patient outcomes [22]

➢ Perception that the network has led to system improvements [22]

➢ Likelihood of recommending colleagues join the clinical network^a

➢ Perception that network involvement is of benefit professionally [41]