Theory of change for implementing matrix support in mental health

Abstract

Objective

To describe the process of development of the theory of change for the implementation of Matrix Support in a medium-sized municipality in São Paulo and to reflect on the contributions of this approach to the planning and evaluation of this intervention, considering the potentialities and challenges from its execution remotely.

Methods

Qualitative study performed through participatory workshops and construction of narratives with workers and managers of the Psychosocial Care Network following the recommendations of a guide for the development of the theory of change in complex interventions.

Results

The implementation of Matrix Support configures one of the three distal results that culminate in the possibility of establishing the logic of shared care related to the activation of intersectoral network and the implementation of a Continuing Education Committee. External components that should be guaranteed by the organizational context for the effective achievement of some intermediate and long-term results were also recognized.

Conclusion

The development of the theory of change was effective in delimiting objectives and implementation components from the perspective of the actors involved, establishing indicators for its monitoring and evaluation based on context conditions, and enabling the direction of workers’ efforts towards its consolidation.

Implementation Science; Mental health; Evidence base practice