Abstract
Purpose. This study examined if and to what extent client service outcomes for the population seeking mental health services from a local public mental health department realize improvement by the institutionalization of a Quality Management Unit (QMU) and activities designed to identify potential areas of concern and develop feasible solutions that, when applied, improves client outcomes. Theoretical Framework. The theoretical framework of this study posits performance management theory embedded within a systems theory model to examine the relationship between an institutionalized QMU within a local public mental health department and client service outcomes. Methodology. Research involved the collection and analysis of secondary local public mental health department data to measure client outcomes longitudinally. In addition, department staff was invited to respond to the Staff Perceptions of Quality Management Survey to measure organizational culture toward quality management. Historical Context of Institutionalizing the Quality Management Unit interviews of key department staff were conducted to augment the contextual framework of the institutionalization and evolution of the QMU. Findings. Analysis of quantitative data indicate that the QMU has impacted the organization, not only to improve client outcomes, but to sustain a level of client services that assures beneficiary satisfaction. Additionally, survey results demonstrate an organizational culture that recognizes and supports a collaborative responsibility toward and a clear commitment to quality management. Conclusions and Recommendations. The research findings support the conclusion that institutionalizing a QMU within a local public mental health builds better organizations. The quality performance outcome conversation among public administrators continues to expand, keeping pace with diminishing resources and increasing demands to achieve better public organizations. Further research is advised, to include ongoing analyses of future QMU activities, quality improvement within other types of public organizations, and further examination of the relationship between quality services in public organizations and employee perception and acceptance of quality improvement.