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Review
. 2022 Sep;142(5):278-286.
doi: 10.1177/1757913920986205. Epub 2021 Mar 29.

Implementation fidelity of an Integrated Healthy Lifestyle Service: a process evaluation

G J Sanders  1 , C Griffiths  2 , S Flint  3   4 , A Christensen  2 , P Gately  2
Affiliations
Review

Implementation fidelity of an Integrated Healthy Lifestyle Service: a process evaluation

G J Sanders et al. Perspect Public Health. 2022 Sep.

Abstract

Aims: The current study aimed to evaluate implementation fidelity of an Integrated Healthy Lifestyle Service (IHLS).

Methods: A pragmatic sample of 28 individual interviews and 11 focus groups were conducted. This resulted in a total of 81 (22 male) individuals comprising key stakeholders (n = 18), as well as intervention staff across senior management (n = 4), team lead (n = 14) and practitioner (n = 11) roles, and intervention clients (n = 34).

Results: A mixed degree of implementation fidelity was demonstrated throughout the five a priori fidelity domains of study design, provider training, intervention delivery, intervention receipt, and enactment. Stakeholders, staff and clients alike noted a high degree of intervention receipt across all services offered. Contrastingly, practitioners noted that they received minimal formal operational, data systems, clinical, and curriculum training as well as a lack of personal development opportunities. Consequently, practitioners reported low confidence in delivering sessions and collecting and analysing any data. A top-down approach to information dissemination within the service was also noted among practitioners which affected motivation and overall team morale.

Conclusion: Results can be used to conceptualise best practices as a process to further strengthen the design, delivery and recruitment strategies of the IHLS.

Keywords: health promotion; public health; public health policy.

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Conflict of interest statement

Conflict of Interest: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Figures

Figure 1
Figure 1
National Institute of Health (NIH) Behaviour Change Consortium (BCC) core fidelity domain of study design and emergent themes. n: individual mentions per person (multiple mentions not included); Fgn: focus group number; In: interview number; Pn: participant number.
Figure 2
Figure 2
National Institute of Health (NIH) Behaviour Change Consortium (BCC) core fidelity domain of provider training and emergent themes. n: individual mentions per person (multiple mentions not included); Fgn: focus group number; In: interview number; Pn: participant number.
Figure 3
Figure 3
National Institute of Health (NIH) Behaviour Change Consortium (BCC) core fidelity domain of intervention delivery and emergent themes. n: individual mentions per person (multiple mentions not included); Fgn: focus group number; In: interview number; Pn: participant number.
Figure 4
Figure 4
National Institute of Health’s (NIH) Behaviour Change Consortium (BCC) framework core fidelity domain of intervention receipt and emergent themes. n: individual mentions per person (multiple mentions not included); Fgn: focus group number; In: interview number; Pn: participant number.
Figure 5
Figure 5
National Institute of Health (NIH) Behaviour Change Consortium (BCC) core fidelity domain of enactment and emergent themes. n: individual mentions per person (multiple mentions not included); Fgn: focus group number; In: interview number; Pn: participant number.
See this image and copyright information in PMC

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