Summary of findings in relation to research objectives
pre-lockdown
SECONDARY
In this paper, aligned with research objective 1, we have reported on the variability of our primary and secondary outcomes, which will help when planning future larger studies. The OSPAQ showed very high variability in our study which may rule out this outcome as a primary outcome measure in future trials. In contrast, the ActivPAL-based physical activity outcome, exhibited lower variability and so may have greater power to detect real changes between intervention/control conditions in a future trial. However, ActivPAL-based measures place a greater burden on participants [With respect to research objective 2, the pre-lockdown SUH programme was well received by the centres. Contact centre staff and managers reported several benefits including a perceived increase in physical activity, reduced sitting, improved morale and mood, and a reduction in stress. Most centres reported that staff members participated actively in the programme, and more than 50% of staff participated in at least one SUH activity. In most RCT and feasibility studies, those who participate in the intervention also complete the assessments. For example, a feasibility study in contact centres recruited six of 20 team leaders and 17 of 84 call agents (25 eligible) to participate in the intervention and feasibility assessments [To address research objective 3, we investigated the centres’ fidelity to the theory of change. Contact centre staff implemented several initiatives at the organisational, environmental, social and individual levels. Staff in many centres also expressed a strong sense of ownership during the pre-lockdown programme. Creating a sense of ownership through empowerment and shared decision making is an efficacious intervention component that has resulted in positive behaviour change and outcomes [The final research objective aimed to understand differences in programme delivery between centres. Contact centres have complex and varied environments and systems which can influence programme delivery and success. As mentioned earlier, some centres did not see organisational change and staff members did not experience a sense of ownership. Reasons for these differences in fidelity to the theory of change could be attributed to:Communication: Effective communication and coordination between the SUH team and centres, as well as between individuals and teams within centres, is important and can impact on staff engagement, and provision and usage of SUH equipment. In addition, enthusiasm and support from managers can ensure that staff are aware of the programme and feel like they are encouraged to participate. Managers being hands-on with the programme, and promoting it among staff (Centres 11, 10) enabled successful implementation. In one centre (Centre 6), poor communication led to removal of equipment due to safety concerns. Communication has been identified as an important aspect that influences participant engagement and impacts programme success [SUH committee: Setting up a SUH committee generated ownership among staff, encouraged ideas, as well as aided the implementation of activities. The committee also managed logistical aspects such as setting up a rota for standing desks and hygiene measures for the equipment. Centres where the SUH committee was set up and was active saw more successful implementation.Organisational support: Change at the organisational level, in particular organisational culture can be difficult to create [