RESEARCH AND PRACTICE
Implementing Evidence-Based Practice in Community Mental
Health Agencies: A Multiple Stakeholder Analysis
Gregory A. Aarons, PhD, Rebecca S. Wells, PhD, Karen Zagursky, MA, Danielle L. Fettes, PhD, and Lawrence A. Palinkas, PhD
As the evidence base for health care improves,
a concomitant obligation arises to ensure that
community-based health care providers combine the best scientific evidence with clinical
expertise and consumer preferences—that is, to
engage in evidence-based practice (EBP).1–3
Effective treatment practices often take 15 to 20
years to diffuse into common practice,2,4,5 a delay that causes unnecessary costs and suffering;
this is a critical concern.6,7 The slow integration
of scientific evidence into practice has particularly serious implications for public sector mental
health systems that serve many of the most
vulnerable individuals and families. Members of
these populations often have difficulty accessing
services and have few alternatives if treatments
are not effective. It is critical that public sector
mental health agencies implement and utilize the
most effective services best suited to system,
agency, provider, and consumer clinical and
contextual circumstances.
In keeping with the National Institutes of
Health, we define implementation as ‘‘the use
of strategies to introduce or change evidencebased health interventions within specific settings’’8 and support the need for implementation
and translational research.9 There is growing
interest in identifying theoretical models of
key factors likely to affect implementation of
EBPs.10–12 Much of the existing evidence is from
outside the United States13–15 and from related
studies that take place outside of health care
settings.16,17
We focused on identifying factors likely to
impact implementation of EBPs in public
sector mental health settings by deriving data
from multiple stakeholder groups, ranging
from policymakers and funders to consumers.
This approach values research evidence for
intervention efficacy and effectiveness, considers the context into which practices are
to be implemented, and strengthens the
evidence–policy interface.18–21 We then conducted analyses to create a model of implementation barriers and facilitators that can serve as
Objectives. We sought to identify factors believed to facilitate or hinder
evidence-based practice (EBP) implementation in public mental health service
systems as a step in developing theory to be tested in future studies.
Methods. Focusing across levels of an entire large public sector mental health
service system for youths, we engaged participants from 6 stakeholder groups:
county officials, agency directors, program managers, clinical staff, administrative staff, and consumers.
Results. Participants generated 105 unique statements identifying implementation barriers and facilitators. Participants rated each statement on importance
and changeability (i.e., the degree to which each barrier or facilitator is
considered changeable). Data analyses distilled statements into 14 factors or
dimensions. Descriptive analyses suggest that perceptions of importance and
changeability varied across stakeholder groups.
Conclusions. Implementation of EBP is a complex process. Cross-system–
level approaches are needed to bring divergent and convergent perspectives to
light. Examples include agency and program directors facilitating EBP implementation by supporting staff, actively sharing information with policymakers
and administrators about EBP effectiveness and fit with clients’ needs and
preferences, and helping clinicians to present and deliver EBPs and address
consumer concerns. (Am J Public Health. 2009;99:2087–2095. doi:10.2105/AJPH.
2009.161711)
a heuristic for policymakers and researchers and
can be tested in real-world settings. This inquiry
thus complements recent work examining factors
affecting EBP implementation at the state level22
and for other public sectors such as child welfare
systems.23,24
This discussion raises the question of the
meaning of evidence when one considers
multiple stakeholder perspectives across system levels. We define a stakeholder as someone involved with the mental health service
system by virtue of employment by a mental
health authority, agency, or program, or via
receiving mental health services. Distinct
stakeholders may value different types of evidence.25,26 It is likely that what intervention
developers and efficacy researchers might overlook (e.g., system and organizational context)19,27
may be as significant as what they consider (i.e.,
treatment effects). Because the present study
bridges policy, management, clinician, and consumer perspectives, a closer look at this issue is
warranted.
November 2009, Vol 99, No. 11 | American Journal of Public Health
Scholars have identified multiple types of
evidence used in making policy decisions including research, knowledge, ideas, political
factors, and economic factors, and have determined, for instance, that researchers and
policymakers may have very different agendas
and decision-making processes.20,28 In short,
engaging stakeholders across system levels is
needed to identify potential barriers and facilitators because EBPs must integrate varying
perspectives regarding research evidence, clinical
expertise, and judgment, and fit with consumer
choice, preference, and culture.2,29
Research conducted in a wide range of
settings (e.g., health, mental health, child welfare, substance abuse treatment, business) suggests several factors likely to affect implementation of EBPs as well as other forms of
organizational change. For example, changes
are more likely to be implemented if they have
demonstrated benefits for the adopting organizations.30 Conversely, higher perceived costs
undermine change.30,31 Change is more likely to
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RESEARCH AND PRACTICE
occur and persist if it fits the existing norms and
processes of an organization.30–34 Supportive
resources and leadership also make change
much more likely to occur within organizations,35 perhaps because both ongoing training
and incentives are generally necessary to support
behavioral change.36–39 Change is also more
likely if the individuals implementing it believe
that doing so is in their best interest.30,35 Studies
in the private sector have found attitudes toward
organizational change to be important in the
dynamics of innovation.40
Findings from research on EBP implementation in public sector agencies suggest many
commonalities with factors identified in other
organizational settings.41 Recent studies conducted with public sector child-welfare agencies
suggest that service providers must account for
intervention fit, in conjunction with intervention
preference and the service delivery context.23 As
in other domains, leadership emerges as salient
in the public sector, with recent research showing
that positive leadership in mental health agencies
is associated with more favorable clinician attitudes toward adopting EBPs.42
In some respects public sector agencies have
distinctive challenges that may affect EBP
implementation. First, public sector service
delivery is embedded in many-layered systems.43,44 These include not only the individuals
most directly involved—the consumers and clinicians—but also program managers, agency directors, and local, state, and federal policymakers
who may structure organization and financing in
ways more or less conducive to EBPs. One
reason quality improvement may not build on
evidence-based models is the challenge of satisfying such diverse stakeholders.45 For example,
there are marked differences in the ways that
researchers and policymakers develop and use
information for decision-making18,26; although
models for linking research to action are being
developed,46,47 they still require empirical examination to determine their viability.
The growing concern with moving research
to practice makes it crucial to understand
how different stakeholders perceive factors
relevant to EBP implementation. As Hoagwood
and Olin observe, ‘‘The science base must be
made usable. To do so will require partnerships
among scientists, families, providers, and other
stakeholders.’’12(p764) We focused on preliminary identification of implementation factors in
public sector mental health services. We used
concept mapping—a systems-based methodology48 that supports participatory public health
research48,49—to identify and examine the perspectives of cross-system level stakeholders on
implementation barriers and facilitators. The
purpose of this research was to: (1) identify
factors likely to facilitate or hinder EBP implementation in a large public sector mental health
service system and (2) ascertain their perceived
importance and changeability (i.e., the degree to
which each barrier or facilitator is considered
changeable), in order to provide a conceptual
and heuristic model for hypotheses to be tested
in future studies.
METHODS
The study took place in San Diego County,
California, the sixth-largest county in the
United States.50 Working with County Children’s Mental Health officials, public agency
directors, and program managers, we identified
32 individuals representing a diversity of organizational levels, and a broad range of mental
health agencies and programs including outpatient, day treatment, case management, and
residential. One participant changed jobs and
withdrew, leaving 31 participants: 5 county
mental health officials, 5 agency directors, 6
program managers, 7 clinicians, 3 administrative
staff, and 5 mental health service consumers (i.e.,
parents of children receiving services).
The majority of the participants were
women (61.3%) and ages ranged from 27 to 60
years, with a mean of 44.4 years (standard
deviation[SD] =10.9). The sample was 74.2%
White, 9.7% Hispanic, 3.2% African American, 3.2% Asian American, and 9.7% other. A
majority of participants had earned a Master’s
degree or higher and almost three quarters had
direct experience with an EBP. The 8 agencies
represented in this sample were either operated by or contracted with the county. Agencies
ranged in size from 65 to 850 full-timeequivalent staff and 9 to 90 programs, with the
majority located in urban settings.
Concept mapping using the Concept System
software, version 3b97 (Concept Systems Inc,
Ithaca, NY) was used to organize and illustrate
emergent concepts based on study participants’
responses. Data collection occurred during the
spring and summer of 2005. First, investigators
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met with a mixed group of members from each
stakeholder group (n =13) and explained that
the goal of the project was to identify barriers
and facilitators of EBP implementation in
public sector child and adolescent mental
health settings. Three specific examples of
EBPs were presented representing the most
common types of interventions that might be
implemented in this setting (i.e., individual
child–focused, family-focused, and groupbased). The individual child–focused intervention outlined was Cognitive Problem Solving Skills Training,51 the family-focused EBP
intervention was Functional Family Therapy,52
and the group-based intervention was Aggression Replacement Training.53 In addition to
a description of the intervention, participants
were provided a summary of training requirements, intervention duration and frequency,
therapist experience and education requirements, cost estimates, and cost–benefit estimates.
The investigative team then worked with the
study participants to develop the following focus
statement: ‘‘What are the factors that influence
the acceptance and use of evidence-based practices in publicly funded mental health programs
for families and children?’’
The focus statement and the 3 examples of
EBP types served as focus group prompts.
Separate focus group sessions were conducted
with each stakeholder group to promote candid
response and reduce desirability effects.54
Participants were asked to brainstorm statements describing factors likely to serve as
barriers or facilitators to EBP implementation;
‘‘fit with consumer values’’ was one such
phrase. A total of 230 statements were generated across all 6 stakeholder groups. By
eliminating duplicate statements and combining similar statements, the investigative
team distilled these into 105 distinct statements
(see the box on page 2090).48
G. A. A. and K. Z. randomly renumbered
statements to minimize priming effects. Next,
a researcher met individually with each study
participant. The researcher presented 105
cards (1 statement per card) and asked each
participant to sort similar statements into the
same pile, yielding as many piles as he or she
deemed appropriate.55 Finally, each participant
was asked to rate each statement on a zero to
4-point scale of importance (from 0 =not at all
important to 4 =extremely important) and
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RESEARCH AND PRACTICE
changeability (from 0 =not at all changeable to
4 =extremely changeable).
As part of the concept mapping procedures,
the Concept Systems software uses multidimensional scaling and hierarchical cluster
analysis to generate a visual display of how
statements clustered across all participants.56
The result was a single concept map depicting
which statements participants had frequently
sorted together. G.A.A., K. Z., and L. P. independently evaluated potential solutions (e.g., 12
clusters, 15 clusters) and agreed on the final
model based on a statistical stress value and
interpretability.57,58 Finally, 22 of the 31 initial
study participants (17 through consensus in
a single group meeting and 5 through individual
phone calls) participated with the research team
in defining the meaning of each cluster and
identifying an appropriate name for each of the
14 final clusters.
RESULTS
The 14 identified clusters were: consumer
values and marketing, consumer concerns,
impact on clinical practices, clinical perceptions, evidence-based practices limitations, staff
development and support, staffing resources,
agency compatibility, costs of evidence-based
practices, funding, political dynamics, system
readiness and compatibility, beneficial
features of EBPs, and research and outcomes
supporting EBPs. The box on the next page
shows examples of statements for each cluster.
A stress value of 0.26 for the final solution
indicated good model fit.59
Figure 1 and Figure 2 show the concept
maps for barriers and facilitators of EBP
implementation. In each figure, the number of
layers in each cluster’s stack indicates the
overall importance and changeability ratings,
respectively. For example, in Figure 1, more
layers for ‘‘funding’’ indicates higher overall
importance ratings relative to clusters with
fewer layers (layers are relative to the range of
scores, thus do not have a 1-to-1 correspondence with mean values in the tables). A
smaller cluster indicates that statements were
more frequently sorted into the same piles by
participants (indicating a higher degree of
similarity). Clusters closer to one another are
more similar than those farther away. However, the overall orientation of the concept map
(e.g., top, bottom, right, or left) has no inherent
meaning.
Table 1 and Table 2 list the mean participant
ratings for importance and changeability,
respectively, of statements in each cluster, as
well as the means within each stakeholder
group for that cluster. Although all participants
sorted and rated all statements, some clusters
reference issues that might be construed as
more relevant to particular stakeholder groups
(e.g., consumer- or clinician-related issues).
Resource issues emerged in 2 broad areas:
financial (funding and costs of EBPs) and
human (staffing resources, staff development,
and support).
Participants rated funding as both the most
important (3.17, on a zero to 4 scale) and least
changeable (1.95). Staffing resources were
rated as important (3.16), but were viewed as
more changeable than funding, at a 2.26 or
medium level on the zero to 4 scale. Staff
development and support were perceived as
equal in importance to staff resources, but
more changeable, with a mean of 2.54. Participants also saw clinical perceptions as both of
very great importance (2.88) and moderate to
high in changeability (2.70). In addition, research and outcomes supporting EBP was
viewed as having very great importance
(3.09), along with medium-high changeability
(2.40).
Although the small sample size makes significance testing inappropriate, Tables 1 and 2
do suggest variability across stakeholder
groups. We provide a few examples here to
illustrate some of that variability. For example,
county officials on average rated impact on
clinical practice as less important than did other
stakeholders (2.00 versus 2.81), and differed
from others’ ratings of agency compatibility
(2.36 versus the overall sample mean of 2.68).
County officials rated costs as less important
than did agency directors or administrative
staff (2.91 versus 3.42 and 3.56, respectively).
Finally, consumers rated consumer values and
marketing as more important than did other
stakeholder groups (3.47 versus 2.87).
DISCUSSION
We identified 14 factors perceived to facilitate or impede EBP implementation in public
mental health services. Factors address
November 2009, Vol 99, No. 11 | American Journal of Public Health
concerns about the strength of the evidence
base, how agencies with limited financial and
human resources can bear the costs attendant
to changing therapeutic modalities, clinician
concerns about effects on their practice, consumer concerns about quality and stigma, and
potential burden for new types of services. The
factors identify structures, processes, and relationships likely to be important in EBP implementation.
Subsequent work should operationalize,
further explore, and test these factors in the
context of EBP implementation efforts to build
a body of evidence regarding which factors
are more or less important in various contexts
and with various types of EBPs. As research
validates findings across other settings, these
factors may indicate promising areas for system
or organizational intervention. For example,
areas higher on perceived importance may
deserve more attention during the implementation planning process. The degree to which
factors are deemed changeable indicates how
much emphasis or effort may be needed to
effect change.
The consistency of this study’s findings with
those from other settings suggests that some
key dynamics apply across service sectors. For
instance, participants reported that greater
perceived benefits would facilitate EBP implementation,30 whereas greater costs would undermine it.30 Compatibility with agency norms
and processes was identified as a facilitator,31–33
as were staffing resources35 and clinician perceptions of the value of these practices for
themselves30,35 and their clients. Other factors
are also consistent with previous findings about
organizational change. For example, in proximity
to beneficial features and costs are clusters
representing system readiness and agency compatibility, illustrating concerns at both the system
and agency levels. These factors are consistent
with evidence that higher levels of congruence
between organizational values and characteristics of an innovation are important in successful
implementation.17,33,60
Consumer concerns were salient in the
current mental health context as well as in
recent research on EBP in other sectors.23
Implementation of EBP may differ from other
types of major organizational change in the
requirement that consumer roles are changed,
sometimes radically, from receipt of care to
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Examples of Concept-Mapping Statements by Cluster for 14 Factors Affecting Evidence-Based Practice (EBP) Implementation:
San Diego County, CA, 2005
Clinician’s perceptions
j Fit between therapist and the EBP (e.g., theoretical orientation, preference for individual versus family, group, or systems therapy)
j EBP challenges provider professional relationships and status (e.g., was experienced but now having to be beginner)
Staff development and support
j EBP’s potential to reduce staff burnout
j Training can be used for clinician licensure hours and continuing education credits
Staffing resources
j Challenge of changing existing staffing structure (e.g., group or individual treatment)
j Staff turnover
Agency compatibility
j EBP compatibility with agency values, philosophy, and vision
j Logistics of EBP (e.g., location [clinic, school, home-based], transportation, scheduling)
EBP limitations
j Incorporating a structured practice into a current model
j Limited number of clients that can be served with an EBP
Consumer concerns
j Fit of EBP with consumers’ culture
j EBP decreases stigma of having a mental health problem and seeking treatment
Impact on clinical practice
j Ability to individualize treatment plans
j EBP implementation effect on quality of therapeutic relationship
Beneficial features (of EBP)
j EBP seen as effective for difficult cases
j Potential for adaptation of the EBP without affecting outcomes
Consumer values and marketing
j Empowered consumers demanding measurable outcomes
j Communicating and marketing EBP to consumers
System readiness and compatibility
j Meeting standards for accountability and effective services
j EBP compatibility with other initiatives that are being implemented
Research and outcomes supporting EBP
j EBP proven effective in real-world settings
j EBP more likely to use data to show client progress
Political dynamics
j Political or administrative support for the EBP
j Government responsibility for fairness in selecting programs to implement EBP
Funding
j Willingness of funding sources to adjust requirements (productivity, case load, time frames)
j Funders provide clear terms or contracts and auditing requirements for EBPs
Costs of EBP
j Having clear knowledge of the exact costs (hidden costs; e.g., specific outcome measures, retraining, etc.)
j Potential risk for agency (cost–benefit in regard to outcomes)
Note: Each statement was rated by each participant for importance and changeability and all statements were sorted according to perceived similarity.
more partnership in care. For example, study
participants saw EBPs as requiring more
consumer time. There was also concern that
consumers might be participants in ‘‘experiments’’ testing new modalities. However,
therapies with stronger evidence bases were
thought to be potentially more effective and to
offer the potential to reduce stigma associated
with receiving mental health services. Clinicians and caseworkers could address consumer concerns more effectively by discussing
these specific issues relative to treatment
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options. This would allow consumers to judge
the fit with their own needs, preferences, and
goals for services. These issues suggest more
emphasis on making consumer perspectives
integral in developing models of EBP implementation.
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FIGURE 1—Importance ratings for 14 factors affecting evidence-based practice (EBP) implementation: San Diego County, CA, 2005.
Resource availability for EBP implementation30 appeared particularly salient for public
sector mental health services, which can be
underfunded and frequently contends with high
staff turnover, often averaging 25% per year or
more.61 However, there is recent evidence that
appropriate EBP implementation can lead to
reduced staff turnover.62 Participants in the
current sample voiced concern regarding their
ability to secure additional resources to overcome resource barriers. Funds for mental health
and social services may face competing priorities
of legislatures that may favor funding to cover
other increasing costs such as Medicaid and
prisons.63
Such penury is not inevitable, however. For
instance, in California, the Mental Health Services Act provides for a 1% tax on personal
income over $1 million annually to be allocated
for mental health care. This illustrates the
potential for policymakers at higher levels of
government to change larger system factors
that can impact the county and agency levels.
Part of what distinguishes the Mental Health
Services Act from some other government
efforts to improve public health funding has
been its continuity and predictability. Such
funding changes could be examined for their
impact on EBP implementation.
Agency executive directors and administrators in another public sector study cited uncertainty about future allocations as a reason
not to invest in EBPs.30 Previous research in
other organizational settings suggests that payers
can improve EBP implementation by paying for
initial costs such as time spent on training.16
Clinicians in general require ongoing training to
support new treatment approaches,36 and such
ongoing support is especially applicable to public
sector agencies with regard to staff turnover
rates.61 A one-time funding allocation, even if
generous, is likely insufficient to support
November 2009, Vol 99, No. 11 | American Journal of Public Health
a sustainable EBP implementation. However,
varying funding strategies could be tested in
future studies.
Findings also suggest some promising means
of supporting staff in evidence-based implementation. First, participants believed that
there were feasible ways of enhancing staff
development and support for EBPs. Associations between positive leadership and positive
clinician attitudes toward adopting EBPs in
mental health agencies support this view.42
Another study found leadership at the supervisory level to be particularly important during
EBP implementation.64 Thus, leadership appears
important at multiple levels in shaping provider
attitudes and facilitating a climate for innovation that can bolster buy-in for EBPs. One project
is currently testing tools to help mental health
leaders support staff with implementation45 and
a recent review suggests that training opinion
leaders can help to promote practice change.11
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RESEARCH AND PRACTICE
FIGURE 2—Changeability ratings for 14 factors affecting evidence-based practice (EBP) implementation: San Diego County, CA, 2005.
Finally, differences across stakeholder
groups in ratings of the importance and
changeability of factors affecting EBPs suggest
that communication among stakeholders may
facilitate a more complete understanding of
what affects implementation. For instance,
agency directors might share information with
county-level officials about the costs of EBPs as
well as challenges of achieving fit between
EBPs and agency norms, cultures, and infrastructures. The organizational literature may
help stakeholders consider the fit between EBP
and specific agencies. For instance, larger, more
formal agencies may be slower to adopt EBP,
but may also be better equipped to implement
changes.16 The relative credibility of key individuals favoring or opposing EBP may also
affect implementation.30 County officials might
advocate resources that would facilitate use of
EBPs, such as information systems and forms
compatible with data required for EBPs. Consumer perspectives also provide insight that is
critical in tailoring implementation efforts and
system and agency responsiveness to consumer
preferences.
Limitations and Strengths
Some limitations of the current study
should be noted. The sample was derived
from 1 public mental health system. However,
the system is in 1 of the 6 most populous
counties in the United States, has a high degree of racial/ethnic diversity, and likely
represents many issues applicable to other
service settings. Second, the relatively small
sample size, though not uncharacteristic for
qualitative studies, did not allow for direct
significance testing of stakeholder group differences on importance and changeability
ratings. Third, other approaches to eliciting
participant views, such as Delphi methods,
may have elicited different or more-consistent
or less-consistent data.46 In addition to the
methods used in the present study, the literature
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further reinforces the need for multiple approaches in identifying factors related to EBP
implementation, including qualitative investigations of their normative and political contexts. In
our developing work, quantitative and qualitative methods are being employed to address
these issues.23,62 Fourth, the EBPs presented to
research participants were behavioral and psychosocial interventions. The degree to which
inclusion of evidence-based pharmacological
treatments as an exemplar of EBP would have
resulted in new, different, or redundant data is
unknown. Finally, selection of stakeholder participants was done on the basis of insider
knowledge of a large community mental health
system. Though it is not a random sample, we
believe the purposive sampling approach provided good representation and knowledge of this
large urban service system.
Some study strengths should also be noted.
First, the selected research approach has
been effective in facilitating stakeholder
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TABLE 1—Mean Importance Ratings of Factors Affecting Evidence-Based Practice (EBP) Implementation,
Overall and by Stakeholder Group: San Diego County, CA, 2005
Cluster
Overall Rating,
mean
County Rating,
mean
Agency Director
Rating, mean
Program Manager
Rating, mean
Clinician
Rating, mean
Administrative
Staff Rating, mean
Consumer
Rating, mean
Agency compatibility
2.68
2.36
2.64
2.54
2.72
3.11
2.91
Beneficial features of EBP
2.94
2.80
2.53
3.05
2.78
3.11
3.40
Clinical perceptions
Consumer concerns
2.88
2.85
2.70
2.59
2.53
2.67
2.82
2.84
3.08
2.87
3.33
3.26
2.95
3.03
Consumer values and marketing
2.87
2.60
2.73
2.81
2.67
3.11
3.47
Costs of EBP
3.13
2.91
3.42
3.08
2.96
3.56
3.09
EBP limitations
2.70
2.53
2.80
2.67
2.72
3.11
2.53
Funding
3.17
3.13
3.25
3.00
2.94
3.71
3.33
Impact on clinical practice
2.81
2.00
2.80
2.59
3.02
3.33
3.38
Political dynamics
2.90
2.67
3.13
2.95
2.78
3.22
2.80
Research and outcomes supporting EBP
Staff development and support
3.09
3.16
2.91
2.96
3.11
3.12
3.21
3.09
2.95
3.15
3.15
3.47
3.22
3.32
Staffing resources
3.16
3.06
3.26
3.29
3.05
3.27
3.08
System readiness and compatibility
2.81
2.50
3.00
2.60
2.81
3.06
3.10
Notes. All ratings were made for each of 105 statements on a zero to 4 scale, with 0 = not at all important and 4 = extremely important.
understanding of factors likely to be important
in EBP implementation in a complex mental
health service system and for facilitating the
inclusion of stakeholders across system and
organizational levels. Second, the focus group
structure and brainstorming process allowed
stakeholders to express their perceptions in
a safe environment that facilitated candor.
Such processes for eliciting stakeholder
input have promise for facilitating exchange
among cultures of research, practice, and
policy.
TABLE 2—Mean Changeability Ratings of Factors Affecting Evidence-Based Practice (EBP) Implementation,
Overall and by Stakeholder Group: San Diego County, CA, 2005
Cluster
Overall Rating,
mean
County Rating,
mean
Agency Director
Rating, mean
Program Manager
Rating, mean
Clinician Rating,
mean
Administrative
Staff Rating, mean
Consumer
Rating, mean
Agency compatibility
2.31
2.02
2.42
2.25
2.15
2.11
2.89
Beneficial features of EBP
2.24
2.20
2.13
2.33
1.78
2.00
2.93
Clinical perceptions
2.70
2.20
2.95
2.86
2.71
2.42
2.90
Consumer concerns
2.45
2.07
2.64
2.50
2.29
2.17
2.93
Consumer values and marketing
Costs of EBP
2.56
2.16
2.33
1.87
2.60
1.93
2.67
2.08
2.22
2.02
2.44
2.30
3.07
2.91
EBP limitations
2.19
2.00
1.87
2.19
2.00
2.11
3.00
Funding
1.95
1.58
1.60
1.84
1.69
2.08
3.05
Impact on clinical practice
2.55
2.05
2.70
2.52
2.44
2.50
3.10
Political dynamics
2.22
2.27
1.93
2.10
1.94
1.89
3.13
Research and outcomes supporting EBP
2.40
2.24
2.18
2.43
2.21
2.58
2.84
Staff development and support
2.54
2.48
2.76
2.49
2.25
2.37
2.90
Staffing resources
System readiness and compatibility
2.26
2.30
2.06
2.13
2.30
2.23
2.14
2.10
2.05
2.22
2.30
2.39
2.84
2.87
Notes. All ratings were made for each of 105 statements on a zero to 4 scale, with 0 = not at all changeable and 4 = extremely changeable.
November 2009, Vol 99, No. 11 | American Journal of Public Health
Aarons et al. | Peer Reviewed | Research and Practice | 2093
RESEARCH AND PRACTICE
Conclusion
References
The current study provides the basis for
a conceptual model of implementation barriers
and facilitators in public mental health services.
Future studies should test the relevance of
these and other factors for EBP implementation in mental health and other human service
agencies. Because of the congruence between
current findings and those from studies in
other service sectors, and in business and
organizational settings,30–33,35 we believe that
readers should be particularly attentive to these
results in relation to their own implementation
efforts. By considering multiple stakeholder perspectives and fostering communication across
groups, leaders may better facilitate the implementation and use of effective treatment practices. j
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About the Authors
Gregory A. Aarons and Danielle L. Fettes are with the
Department of Psychiatry at the University of California,
San Diego, and the Child and Adolescent Services Research
Center at Rady Children’s Hospital, San Diego. Rebecca S.
Wells is with the Gillings School of Global Public Health,
Department of Health Policy and Management at the
University of North Carolina at Chapel Hill. Karen
Zagursky is with the Solana Highlands School District,
Solana Beach, CA. Lawrence A. Palinkas is with the
Departments of Social Work, Anthropology, and Preventive
Medicine at the University of Southern California, Los
Angeles, and the Child and Adolescent Services Research
Center at Rady Children’s Hospital.
Correspondence should be sent to Gregory A. Aarons,
PhD, Associate Professor of Psychiatry, University of
California, San Diego, Department of Psychiatry, 9500
Gilman Dr (0812), La Jolla, CA 92093-0812 (e-mail:
gaarons@ucsd.edu). Reprints can be ordered at http://
www.ajph.org by clicking the ‘‘Reprints/Eprints’’ link.
This article was accepted February 9, 2009.
Contributors
G. A. Aarons originated the study and supervised all
aspects of its implementation. R. S. Wells and G. A.
Aarons drafted and edited the article. K. Zagursky, G. A.
Aarons, and L. A. Palinkas conducted the analyses, and
K. Zagursky drafted the Methods section. D. L. Fettes and
L. Palinkas reviewed and edited the article. L. A. Palinkas
collaborated on the study design and implementation.
All authors helped to conceptualize ideas, interpret
findings, and review drafts of the article.
Acknowledgments
This research was supported by the National Institute of
Mental Health (grants R03MH070703 and R01
MH072961).
Human Participant Protection
This study was approved by the institutional review
board of the University of California, San Diego.
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