Skip to main content

Table 1 Summary of domains, their definitions and indicators

From: Development and validation of a survey to measure features of clinical networks

Domains included in final survey Definitions Indicators/questions
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 networka
➢ Awareness of network recommendations by NSW Health [22]
➢ Network work plans and agendas aligned with state government strategic plansa
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 networka
➢ Perception that network involvement is of benefit professionally [41]
  1. aQuestion developed by the investigator team