Wraparound, the process by which families and professionals work in collaboration to help plan and implement services, has become the dominant practice model for providing services for children with severe emotional disturbances and their families (Faw 1999), particularly within Systems of Care (SOCs;Hernandez 2003;Stroul and Friedman 1986). The wraparound model consists of ten principles, including a team-based model for planning and implementation of services (Suter and Bruns 2009). These child and family teams (CFTs) are a central component of wraparound implementation. However, growing evidence suggests that the complex set of processes that define wraparound (Burns and Goldman 1999;VanDenBerg and Grealish 1996) are not implemented consistently, even in SOCs where the model is most supported. In fact, research suggests that many CFTs do not engage in many of the practices and processes considered central to wraparound implementation (Bruns et al. 2007;Cook et al. 2008;Walker and Schutte 2005). Although a growing body of literature has examined fidelity of wraparound implementation, factors that contribute to fidelity, and the relationship between fidelity and child and family outcomes, the importance of such factors as the level and stability of team members' participation over time have not been systematically examined.In a monograph produced by The National Implementation Research Network (NIRN; Fixsen et al. 2005), the authors synthesize the implementation literature across disciplines and describe core intervention components, stages of implementation, and outcomes for implementation or intervention. They also detail the multiple levels of influences on successful implementation, i.e.,