Table 2 Outcome and mechanisms for the allied health research positions

Research position

Role is accessible and approachable

- Internally promote role

- Be perceived as available and approachable by clinicians

- Physical proximity to clinicians

Full time position

- Full time position

- Balance support for clinicians and own research progress

Stability of role

Being in the position longer term

Position consistent over time, at right pay point

Having time in the position to build relationships

Interpersonal skills, experience and reputation

- Broad research experience

- Willingness to move outside clinical interest and expertise

- Access to research team

- Having a clinical background

- Good interpersonal skills

Understanding of health service

- Being linked with a university

- Track record

- Experienced with large existing networks

- Trusted and respected Conjoint position

- Reputation for undertaking high quality research

- Track record

Organisational factors

Leadership support and communication

Clinicians having line manager support to access training/mentoring

- Leaders allow clinicians to go offline

- Research as key performance indicator or part of core business

- Management support

- Promote upcoming grants

- Assistance operationally managing grants

- Leaders undertake research

- Research allowed to be done in work time

- Existing research culture

- Communicate updates to Executive

- Communicate research outputs to Executive level

- Executive Director of Allied Health promotes research achievements

- Research standing agenda item at meetings

Physical and financial resources

Funding for external speakers

Physical space access to research and statistical software and expertise

- Supportive internal grant opportunities linked with RHD pathway

- Administrative Officer or Research Assistant support

Organisation provides opportunities to present

Implementation factors

Integrate with existing resources, networks and clinical practice

- Access to pre-existing training programmes

- Consistent time and place for learning

- Embed into existing teams professional development programme

- Arrange external speakers

- Clinically meaningful projects that are achievable within everyday practice

- Encourage clinicians to support other projects led by more experienced researchers

Encourage projects close to practice

- Internal publishing team

- Help clinicians choose PhD topics with broad clinical impact close to their practice

Research position is integrated with other established leadership meetings

Tailor to context and readiness

- Break down research process

- Tailor to needs/developmental level experience

- Motivate clinicians throughout process

- Encourage self-directed learning and flow on learning

- Group-based learning

Respect clinician readiness, targeting those who are interested

Disseminate and showcase progress and success

Showcase/role model clinicians

- Support clinicians to disseminate, make it a positive experience

- Showcase clinician’s PhD experiences

Provide presentations internally and externally and promoting research role

Set realistic expectations

Awareness role includes capacity building

Set realistic expectations and timeframes with clinicians

Have strategy for type of research program and plan for dissemination

Helping clinicians see research can be attainable

Plan research in advance to maximise quality

Navigate across clinical and academic environments

Have an understanding of health service

Respect strengths and skills of clinicians and academics

Navigate process of conference leave approval for local hospital system

Other

Clinician persistence

Encourage clinicians to use evidence-based practice

Mentoring and upskilling team

Governance to support quality research