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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
Ling 2012 [46] UK Integrating care Organisational structure
Lack of Information technology
Financial arrangement
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