Table 6 Fidelity outcomes (%) and Consolidated Framework for Implementation Research (CFIR) construct ratings by PHC centre. Ratings reflects its valence (+ or -) and its strength (weak (1) or strong (2)) of impact on implementation
PHC centre | A | B | C | D | E | F | G | H | I | J | K | L | M | Global | |||
Individual approach: smoking cessation | 63.6 | 46.8 | 50.5 | 35.9 | 20.6 | 63.4 | 26.6 | 69.4 | 78.4 | 43.6 | 55.2 | 37.7 | 48.9 | ||||
Individual approach: physical activity | 75.7 | 64.5 | 54.0 | 49.0 | 19.5 | 68.5 | 22.4 | 70.4 | 63.2 | 65.5 | 44.3 | 41.3 | 52.2 | ||||
Individual approach: Mediterranean dietary pattern | 72.0 | 54.5 | 35.0 | 46.2 | 19.5 | 53.5 | 17.2 | 50.9 | 48.2 | 52.3 | 51.9 | 33.3 | 43.5 | ||||
Group approach | 37.6 | 63.5 | 35.6 | 57.5 | 58.0 | 51.4 | 31.4 | 44.0 | 45.4 | 44.0 | 59.7 | 30.3 | 45.7 | ||||
Community approach | 12.0 | 19.1 | 7.8 | 5.7 | 51.1 | 19.4 | 21.4 | 30.6 | 19.8 | 2.7 | 9.9 | 10.9 | 19.1 | ||||
Group or community approaches | 43.6 | 65.7 | 37.8 | 57.3 | 66.3 | 57.8 | 33.9 | 52.0 | 48.0 | 39.5 | 61.3 | 34.1 | 49.7 | ||||
% of approaches with fidelity ≥50% | 50.0 | 66.7 | 33.3 | 33.3 | 33.3 | 83.3 | 0.0 | 66.7 | 33.3 | 33.3 | 66.7 | 0.0 | 16.7 | ||||
DOMAIN & CONSTRUCTS | No. of occurrences | Influence of ratings, n (%) | |||||||||||||||
Positive | Negative | Neutral or mixed | |||||||||||||||
Intervention characteristics | |||||||||||||||||
Intervention Source† | I | M | x | M | x | I | M | M | M | I | I | I | 5 | 5 (100) | 0 (0) | 0 (0) | |
Adaptability† | +1 | 0 | x | -1 | x | +1 | +1 | 0 | +1 | 0 | +2 | +1 | 10 | 6 (60) | 1 (10) | 3 (30) | |
Complexity‡ | M | -1 | x | M | x | M | M | -2 | M | 0 | -1 | M | 4 | 0 (0) | 3 (75) | 1 (25) | |
Outer setting | |||||||||||||||||
Needs & Resources of Those Served by the Organization* | -1 | 0 | x | M | x | -1 | +1 | +1 | M | -1 | 0 | M | 7 | 2 (29) | 3 (42) | 2 (29) | |
External Policy& Incentives‡ | -2 | -2 | x | M | x | M | -2 | M | 0 | -2 | 0 | -2 | 7 | 0 (0) | 5 (71) | 2 (29) | |
Inner setting | |||||||||||||||||
Structural Characteristics‡ | M | -2 | x | M | x | M | -2 | M | 0 | -1 | M | -2 | 5 | 0 (0) | 4 (80) | 1 (20) | |
Culture* | M | -1 | x | M | x | +1 | -1 | +1 | M | +1 | M | M | 5 | 3 (60) | 2 (40) | 0 (0) | |
Relative Priority** | +1 | +1 | x | M | x | M | -1 | +1 | -1 | M | 0 | M | 6 | 3 (50) | 2 (33) | 1 (17) | |
Leadership Engagement** | M | -2 | x | -1 | x | M | M | M | 0 | M | M | M | 3 | 0 (0) | 2 (67) | 1 (33) | |
Available Resources** | -2 | -2 | x | M | x | +1 | -2 | -1 | -1 | -2 | -2 | -2 | 9 | 1 (11) | 8 (89) | 0 (0) | |
Access to Knowledge & Information** | +1 | -1 | x | -1 | x | -1 | -2 | 0 | 0 | M | -1 | -1 | 9 | 1 (11) | 6 (67) | 2 (22) | |
Formally Appointed Internal Implementation Leaders* | +1 | 0 | x | +1 | x | M | -1 | M | M | -1 | M | -1 | 6 | 2 (33) | 3 (50) | 1 (17) | |
External Change Agents† | +1 | 0 | x | +1 | x | M | +1 | +1 | M | +1 | M | +1 | 7 | 6 (86) | 0 (0) | 1 (14) | |
Reflecting & Evaluating* | +1 | M | x | 0 | x | +1 | +1 | +2 | -1 | +1 | M | M | 7 | 5 (72) | 1 (14) | 1 (14) | |