Table 1 Barriers and facilitators of project implementation
From: Implementation of sustainable complex interventions in health care services: the triple C model
Study | Country | Interventions | Barriers | Facilitators |
|---|---|---|---|---|
Bach-Mortensen 2018 [41] | UK | Evidence based interventions | Organisational culture Lack of Support and expertise | Engagement of central stakeholders, funders, clinicians |
Barnett 2011 [42] | UK | Health care innovations | Lack of quantitative evidence The influence of human-based resources the impact of organisational culture and resources | Interorganisational partnership |
Bird 2014 [43] | UK | Complex mental health interventions | Lack of staff skills to deliver the intervention Complexity of intervention Time constraints Lack of reimbursements and incentives | Ongoing support and supervision Relevance to organisational culture and values Cost benefit ratio |
Bergs 2015 [44] | Belgium | Surgical safety checks | Workflow adjustments as proposed by organisational structure Staff perception | Good leadership Relevance of intervention and local context |
Colvin 2013 [45] | South Africa | Task shifting interventions | Lack of evidence about the intervention Lack of training, supervision and support | Teamwork |
Ling 2012 [46] | UK | Integrating care | Organisational structure Lack of Information technology Financial arrangement Governance | Staff Involvement and support Relationship between leaders |
Humphries 2014 [47] | Canada | In program management | Organisational structure and process Organisational culture | Successful individual interaction with others in the organisation |
Kormelinck 2020 [48] | Netherlands | complex interventions for residents with dementia | Communication and coordination between disciplines Lack of Management support Unstable organisations High staff turnover Perceived work and time pressure | Sufficient resources Openness to change (Organisational culture) Strong leadership and support of champions |
McGinn 2011 [49] | Canada | Electronic health care records implementation | Lack of time and workload proposed by the organisational structure The degree of difficulty of the interventions | Patient and health professional interaction |
Pescheny 2018 [50] | UK | Social prescribing services | legal agreements staff turnover, staff engagement, Lack of infrastructure provided by the organisations | Positive leadership and management Relationships and communication between partners and stakeholders |
Verberne 2018 [51] | Netherlands | Paediatric Palliative care interventions | Lack of clarity of tasks provided by leaders within the organisation | The simplicity and clarity of the intervention The recognition of the need of the intervention |
Vlaeyen 2017 [52] | Belgium | Fall prevention interventions | Limited knowledge and skills Staffing issues Poor management Poor communication | Good communication Availability of resources |
Wood 2017 [53] | UK | Collaborative care addressing depression interventions | Lack of role clarity | improving inter-professional communication |