Abstract
Innovation of an atypical program involves complex ramifications as exemplified by the establishment of a day treatment service for children within a traditional mental health clinic. While implementation of such a service affords increased program variability, detailed implications and results have not been examined. Examples of areas considered are: program components; evolvement of staff roles and functions; variables pertaining to their interdependence and communication; specific organizational outcomes; and staff readiness. These areas are potentially problem-laden, requiring intricate examination and understanding. In the development of any new program, a major deterrent to the achievement of objectives is the tendency to compromise over ideals, because of staff resistance to risk and change.