Original Article

Administration and Policy in Mental Health and Mental Health Services Research

, Volume 41, Issue 4, pp 455-468

First online:

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

  • Gwendolyn FearingAffiliated withLynwood Charlton Centre
  • , Melanie BarwickAffiliated withThe Hospital for Sick ChildrenLearning Institute and Research Institute, University of TorontoDepartment of Psychiatry, University of TorontoDalla Lana School of Public Health, The Hospital for Sick Children Email author 
  • , Melissa KimberAffiliated withHealth Research Methodology Program, Department of Clinical Epidemiology and Biostatistics, McMaster University, Health Sciences Centre

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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.


Implementation Evidence-based practice Management perspective Organizational change