Administration and Policy in Mental Health and Mental Health Services Research

, Volume 41, Issue 4, pp 455–468

Clinical Transformation: Manager’s Perspectives on Implementation of Evidence-Based Practice


  • Gwendolyn Fearing
    • Lynwood Charlton Centre
    • The Hospital for Sick Children
    • Learning Institute and Research InstituteUniversity of Toronto
    • Department of PsychiatryUniversity of Toronto
    • Dalla Lana School of Public HealthThe Hospital for Sick Children
  • Melissa Kimber
    • Health Research Methodology Program, Department of Clinical Epidemiology and Biostatistics McMaster University, Health Sciences Centre
Original Article

DOI: 10.1007/s10488-013-0481-9

Cite this article as:
Fearing, G., Barwick, M. & Kimber, M. Adm Policy Ment Health (2014) 41: 455. doi:10.1007/s10488-013-0481-9


Implementation of evidence-based practices (EBPs) is highly encouraged within mental health services. This single case study examines the process of an EBP implementation effort, guided by the National Implementation Research Network (NIRN) implementation model, from the perspective of behavioural healthcare managers in a child and youth mental health provider organization. Qualitative methods identified process themes emerging over 3 years of an organizational change process that support and refine the NIRN model. Dedicated management oversight and implementation teams are essential for EBP implementation; practice leads and practice coaches are useful implementation innovations; and organizations seeking to implement several EBPs simultaneously must guard against organizational absorptive capacity. These findings can guide EBP implementation in child and youth behavioural healthcare.


ImplementationEvidence-based practiceManagement perspectiveOrganizational change

Copyright information

© Springer Science+Business Media New York 2013