Implementing Evidence-based Practices: A Transformational Organizational Change Process

By Jacquie Brown, Jane Rounthwaite and Melanie Barwick.

Published by The Organization Collection

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Article: Print $US10.00
Article: Electronic $US5.00

Background: Despite a push to implement evidence-based practices in health and mental health, few studies have focused on the processes involved in this endeavor. This paper describes an organizational transformation process being undertaken at a large child and youth mental health service provider organization in Ontario, Canada. Utilizing existing knowledge about successful implementation of evidence based practices in social services, this geographically dispersed, large, non-profit organization is undergoing a multi-year change of its service provision and culture. This study is designed to provide a detailed description of the processes involved in implementing evidence-based practices and to test the NIRN model of implementation. Methods/Design: This is a prospective single case study of process change in a single child and youth mental health service provider organization using mixed methods to capture elements of the change process over time (4 years). Data collection will involve field notes of selected meeting groups, interviews with randomly selected employees involved in the change process, annual questionnaires of all staff, and tracking of meetings, milestones, and goals. The extent to which the organization demonstrates qualities characteristic of a learning organization will be captured with the Organizational Learning Survey. Discussion: This study will provide a detailed description of the change processes related to the implementation of evidence-based practices in a child and youth mental health provider organization. The approach will also test the NIRN implementation framework in a real world setting. Findings will significantly enhance the knowledge of implementation in the field and provide other organizations with a tested model and implementation framework.

Keywords: Organizational Change, Implementation, Practice Change

International Journal of Knowledge, Culture and Change Management, Volume 10, Issue 7, pp.33-54. Article: Print (Spiral Bound). Article: Electronic (PDF File; 845.729KB).

Jacquie Brown

Kinark Child and Family Services, Toronto, Ontario, Canada

Jacquie Brown is a senior manager/leader, facilitator, and presenter with a broad range of experience and knowledge in development and management in complex systems. She has been involved with services for children, youth and families in five countries on three continents. Jacquie utilises a collaborative, inclusive, integrated approach and an innovative and creative solutions-focus in supporting capacity building in communities and organizations. In the last ten years Jacquie has successfully provided leadership for major community and organizational change initiatives. She is recognized internationally for her extensive experience and knowledge in the implementation of evidence-based/informed practices and programs and her work in programme implementation for children, youth and families.

Jane Rounthwaite

Kinark Child and Family Services, Toronto, Ontario, Canada

Jane Rounthwaite is a Principal of The Osborne Group Toronto Inc. working on contract with Kinark Child and Family Services as the Project Manager for the duration of Clinical Transformation. Throughout her business and not for profit career, Jane has been involved in the development and execution of change management and other organizational development initiatives. In her role as Project Manager, she was instrumental in the adaptation of the Fixsen model to fit the scale and complexity of Kinark’s operations as well as providing process support to the various committees, working groups, installation, and implementation teams involved. Jane is a graduate of The Rotman School of Management at the University of Toronto and Queen’s University.

Dr. Melanie Barwick

Psychologist, Associate Scientist and Scientific Director of Knowledge Translation, Community Health Systems Resource Group, The Hospital for Sick Children, Toronto, Ontario, Canada

Dr. Barwick is a Registered Psychologist with a primary role as a Health Systems Scientist in the Learning and Research Institutes at The Hospital for Sick Children (SickKids). She is Associate Scientist and inaugural Scientific Director of Knowledge Translation in the Child Health Evaluative Sciences program of SickKids’ Research Institute, and holds appointments as Associate Professor in the Department of Psychiatry and the Dalla Lana School of Public Health at the University of Toronto. She leads Ontario’s outcome measurement initiative to implement an outcome measure in 114 children’s mental health service provider organizations across the province. She studies innovative health knowledge translation and implementation, has developed the Scientist Knowledge Translation Training™ and Knowledge Translation Practitioner Certificate™ programs, and is funded to lead a 5-year CIHR Emerging Team in Knowledge Translation for Child and Youth Mental Health that will develop and evaluate an innovative implementation model to bring evidence based practices into both the children’s mental health and education sectors.

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