This paper proposes a multi-level, four-phase model of the implementation process of evidence-based practices (EBPs) in public service sectors, including Exploration, Adoption/Preparation, Implementation, and Sustainment. The model is derived from existing literature and applied to public sector services, highlighting key features in each phase while considering outer and inner contexts. The outer context includes sociopolitical and funding factors, client advocacy, and interorganizational networks, while the inner context includes organizational characteristics, individual adopter characteristics, and leadership. The model emphasizes the importance of factors such as leadership, organizational culture, and readiness for change in the successful implementation of EBPs. The paper also discusses the challenges of implementing EBPs in public service sectors, including the complexity of human service technologies and the need for multi-component strategies. The model is intended to inform the development of multi-component implementation strategies and to guide the implementation of EBPs in public service sectors. The paper highlights the importance of collaboration between stakeholders, the role of funding and policy, and the need for ongoing training and support in the implementation process. The model is supported by examples from child welfare, mental health, and alcohol/drug sectors, and it emphasizes the need for a comprehensive approach to implementation that considers both the outer and inner contexts of public service systems.This paper proposes a multi-level, four-phase model of the implementation process of evidence-based practices (EBPs) in public service sectors, including Exploration, Adoption/Preparation, Implementation, and Sustainment. The model is derived from existing literature and applied to public sector services, highlighting key features in each phase while considering outer and inner contexts. The outer context includes sociopolitical and funding factors, client advocacy, and interorganizational networks, while the inner context includes organizational characteristics, individual adopter characteristics, and leadership. The model emphasizes the importance of factors such as leadership, organizational culture, and readiness for change in the successful implementation of EBPs. The paper also discusses the challenges of implementing EBPs in public service sectors, including the complexity of human service technologies and the need for multi-component strategies. The model is intended to inform the development of multi-component implementation strategies and to guide the implementation of EBPs in public service sectors. The paper highlights the importance of collaboration between stakeholders, the role of funding and policy, and the need for ongoing training and support in the implementation process. The model is supported by examples from child welfare, mental health, and alcohol/drug sectors, and it emphasizes the need for a comprehensive approach to implementation that considers both the outer and inner contexts of public service systems.