Table 2.

Description of concordance/discordance with our pre-implementation expectations of the SPICES intervention for each of the RE-AIM components (29).

Dimension	Expectation	Assessment of Concordance or Divergence with Reasons
REACH	The majority (>50%) of participants to be in the target demographic, i.e., IMD based on address in 3 most deprived deciles	30% of participants had an address with a postcode in IMD deciles 1–3, below the target figure of 50%. Planned face-to-face recruitment activities which would have taken place within the target areas could not take place as a result of the COVID pandemic and recruitment relied instead on social media adverts. As a result of low response to these adverts the recruitment area was expanded to include more affluent adjacent areas.
	A sample size of 100–150 participants to be recruited to take part in the intervention	Forty-six participants took part in the coaching intervention. The number of participants recruited was lower than expected, recruitment strategies were impacted by the COVID pandemic (see above).
	Roughly equal proportions of men and women to be recruited and to complete the intervention.	Substantially more women than men were recruited—the proportion of women in those recruited to and completing the intervention were 89% (41/46) and 87% (26/30) respectively. This is similar to the proportions of women and men engaging with the social media adverts for the intervention (80% women). Modifications to the intervention should be considered to increase its appeal to men, potentially by utilizing “men-friendly” spaces and including activity-based and group sessions. While some of these activities were considered in the planning stage of the interventions, restrictions due to the COVID pandemic resulted in the intervention being delivered virtually.
EFFECTIVENESS	Coaching programme improve lifestyle risk factor behaviours amongst participants, i.e., improve diet, increase exercise, reduce smoking, control and drinking.	Significant changes were observed in the majority of the target behaviours, with reductions in physical inactivity, increases in fruit and vegetable and wholegrain intake and reductions in intakes of sugary, salty and fatty foods. There was no change in smoking prevalence, but this was very low both before and after the intervention (4%)*.
	The intervention is acceptable to participants	Participant interviews overall suggested favourable views of the intervention, with positive aspects including supportive and non-judgemental coaching, personalised support, and a feeling of empowerment. Negative aspects included being given generic or inappropriate advice and a “lack of direction” in some coaching sessions.
ADOPTION	At least half of the organisations who were engaged with during the pre-implementation phase then carried out the project	50% (four out of eight) of the VCSEs approached delivered the coaching programme.
		Reasons for not adopting the intervention including disruption caused by the COVID pandemic, availability of funding, staff recruitment issues, and the intervention being a poor fit with the organisations' main remit.
	Approximately five volunteer CHWs to be recruited per site and trained at each research site	The number of volunteers recruited per site and completing all training sessions ranged from 5 to 9. Volunteer recruitment was facilitated by local contacts and existing volunteer pools at the partner VCSEs.
IMPLEMENTATION	At least half of participants to complete the intervention by attending a minimum of three coaching sessions.	63% (29/46) of participants completed at least 3 sessions, and 59% (27/46) completed all 6. Attrition did not exceed the anticipated value of up to 50%. Dedicated administrative support was key to scheduling appointments, as rates of cancellations and rebooking by both participants and volunteers were high.
	Coaching sessions to be delivered at approximately monthly intervals.	The median (IQR) interval between coaching sessions was 28 (22, 35 days). Some participants enrolling at sites recruited later in the SPICES programme had sessions more frequently than monthly in order to complete the 6 sessions before the programme ended.
	Co-design process leads to in useful local adaptations to the coaching programme.	The local co-design process included discussion of recruitment methods, the form of the intervention, and the CHW training programme and “charter”. This process worked well for sites joining at the beginning of the SPICES programme. However, CHWs sometimes seemed unsure of their role in this, and the capacity for meaningful adaptation was less for sites joining later in the programme when delivery methods became more fixed.
MAINTENANCE	Changes to behavioural risk factors are maintained for at least 6 months after the coaching ends.	Due to delays in starting the SPICES programme resulting from the COVID pandemic restrictions it was not possible to follow-up the participants for long enough to assess this.
	At least one VCSE to continue the coaching after the end of the SPICES programme	One partner VCSE organisation continued the coaching intervention beyond the lifetime of the programme. This partner recruited a team to implement the programme and retained many of the same CHWs. Funding was supplied by an UK national health service grant.

^*Target behaviours were Reduce/cease smoking, increase moderate physical activity, reduce fat, salt, and sugar content of the diet, increase intake of fibre, fruit and vegetables and oily fish (or alternatives), reduce sedentary hours.