Table 5.

Relational coordination theory domains identified within the included studies

Study	Organisational Structures (Cross cutting structures that support relational coordination)	Relational Coordination (Mutually reinforcing process of communicating and relating for the purpose of task Fig. 1. From a linear to dynamic theory of relational coordination)	Outcomes relevant to relational coordination (Quality, Efficiency, Worker and Learning)
Fitzpatrick 2017 [36]	• 'Hinge person' who takes on the responsibility with the GP to manage bookings and client organisation • Designated monthly clinic • Basic infrastructure, structural support (administrative, financial, and technological resources) • Co-location or proximity of providers • Leadership and management Skill development e.g., management of clozapine/prescribing of other medications	• Shared rewards – seeing patients get better • Opportunities for the development of professional team culture, stability, and collaborative working relationships (influenced by rural location). The importance of developing close working relationships was considered critical in order to establish realistic aims and expectations	Reduction in referrals from the GP to the mental health team when prescribing can be done without the need for additional referrals
Hunt 2016 [37]	• Boundary-spanner role—help to “facilitate transactions and the flow of information between people or groups who either have no physical or cognitive access to one another, or alternatively, who have no basis on which to trust each other” • Shared multi-disciplinary meetings and a method for tracking actions • Role legitimacy and commitment providing an official mandate to perform their responsibilities. By appointing an individual to this role, rather than simply implementing a set of guidelines and protocols, a process was developed whereby changes and improvements were designed and embedded into practice • Community and primary care staff worked together to develop a flowchart of responsibilities for the CPHC role which helped to provide some consistency and continuity across different teams Shared paper-based Care Planning Approach (CPA) document between the services	• Information sharing between the GP practices and CMHT, which helped to improve working relationships between services and promoted a greater understanding and respect for each other’s professional roles • MDTMs gathered multiple perspectives and shared information across services enabling the teams to provide a coordinated approach to the care of service users • The MDT meetings provided primary care and community staff with a space to share and acquire knowledge concerning service users’ physical and mental health in a supportive environment • Shared Knowledge/knowledge transfer—"learning by meeting"- The MDT meetings provided an opportunity for staff to understand the relationship between mental and physical health; understanding how physical health impacts on mental health and vice versa • Knowledge integration was focused on combining service user data and information from multiple perspectives around key objectives with an action orientated focus, rather than simply sharing information in a passive way. As this was a new process the team were able to co-evolve and develop new ways of working and new processes to communicate, share and integrate knowledge to improve the physical health care of service users	The introduction of the boundary spanner role and multidisciplinary meetings improved the management of physical health care for people with SMI, particularly through sharing of information, co-ordination of actions, and proactive delivery of care via joint action plans for the physical health management of service users which are discussed and appraised at multidisciplinary meetings
Nover 2014 [38]	• Designated nurse and social worker positions/roles PDSA changes to systems to promote better assessment of patients and better collaboration	• Improved interagency teamwork	Quality improvement and treatment were stated to be the outcomes of interest, but no rigorous processes were put in place to formally measure these Study states "Charting improvements, greater provider adherence to established standards of care for chronic illness, and a renewed emphasis on promoting healthy behaviours during clinic visits all resulted from partnership between various providers Expected outcomes include decrease in health disparities, higher QoL, less disparity and less stigma
Pastore 2013 [39]	• Behavioural health liaison role selected from the registered nurses at the family practice site to assist with access and coordination of care • Primary care home model A Psychiatric Care Basics Tool Kit and training for staff	Not discussed	There was evidence to suggest that the number of missed appointments significantly decreased with the addition of the practice enhancements (from 42 to 11). This difference was statistically significant (p < .01) No changes in health outcomes, ER utilisation or hospitalisation Enhanced access to appropriate emergent care
Perkins 2010 [40]	• Focus on utilising existing structures and funding streams • The clinic was developed incrementally and with NO formal project plan • ‘Solid agreement underpinning the service'	Publication states "There is a good working relationship between the surgery and community mental health team. Replacing the current clinic GP if he should ever leave is not a general concern because of the commitment of the local surgery to maintain the service”	Improved access and continuity of GP care—Anecdotally the clinic improved access to primary care for mental health clients which was supported by attendance between 38 and 54 individuals (19–27% of all CMHT clients) accessed the GP Clinic each 6 months. and repeat attendance at the clinic (40% of clients) Reduced attendance at the MH inpatient unit -Perceived reduction. Not formally assessed
Rossom 2020 [41]	• Shared stakeholder planning—healthcare systems leaders from all care systems representing both primary and mental health specialty care developed consensus regarding content and workflow of the intervention • Training sessions for PCPs and rooming staff occurred via in-person presentations or online training, reviewed written training material, received training directly from clinic leaders or attended a live presentation • Hosting the CDS on a secure web service securely linked with the EHR allowed for maximum efficiency and versatility • Best practice advisory (BPA) alerting clinicians to patients with SMI with at least one modifiable CV risk factor not at goal. Identification, alert to psychiatric prescriber and intervention for patients with SMI who were on an obesogenic medication for SMI and had either a BMI > 25 or had gained 7% or more of their body weight in the previous year	Not discussed	Not reported
Scharf 2013 [42]	• Programs differed in their structures. Most grantees (N = 34, 61%) reported that they had or were developing electronic health records (EHRs) for behavioural health information, and 46% (N = 26) reported using or planning to use EHRs for general medical data. Plans for shared general medical and behavioural health EHRs were less common (N = 16, 29%) • Care manager roles recruited from additional money to recruit staff • No shared protocols—implementation challenges related to merging primary care and behavioural health protocols and barriers related to billing and administrative issues were reported	7% of grantees described staff conflict related to the program and lack of staff buy-in or low morale	Not reported