Table 4 Salient CFIR inner and outer setting constructs: facilitators and barriers to implementation of routine vaccination programming
Construct | Nepal | Senegal | Zambia |
|---|---|---|---|
Inner setting (Ministry of Health) | |||
 • Networks and communication The nature and quality of webs of social networks and the nature and quality of formal and informal communications within an organization |  +  |  +  |  +  |
Implementation climate | |||
 • Relative priority Individuals’ shared perception of the importance of the implementation within the organization |  +  |  +  |  +  |
 • Incentives and rewards Extrinsic incentives such as goal-sharing awards, performance reviews, promotions, and raises in salary, and less tangible incentives such as increased stature or respect |  + / −  |  + / −  |  + / −  |
 • Goals and feedback The degree to which goals are clearly communicated, acted upon, and fed back to staff, and alignment of that feedback with goals |  +  |  +  |  +  |
Readiness for implementation | |||
 • Available resources The level of resources dedicated for implementation and ongoing operations, including money, training, education, physical space, and time |  + / −  |  + / −  |  + / −  |
 • Access to knowledge and information Ease of access to digestible information and knowledge about the intervention and how to incorporate it into work tasks |  + / −  |  + / −  |  + / −  |
Outer setting | |||
 • Patient needs and resources The extent to which patients’/community members’ needs, as well as facilitators and barriers to meet those needs, are accurately known and prioritized by the organization |  + / −  |  + / −  |  + / −  |
 • Cosmopolitanism The degree to which an organization is networked with other external organizations (external networks, partners) |  +  |  +  |  +  |
 • External policies and mandates External strategies to spread interventions, including policy and regulations, external mandates, recommendations and guidelines, pay-for-performance, collaboratives, and public or benchmark reporting |  +  |  +  |  +  |