Abstract
Quality or performance management capabilities allow agencies to identify effective practices in routine care, implement new practices, and learn to adapt practices as contexts change. Within child-serving human service systems there is not a dominant model of quality management capabilities and how they are deployed. Quality management capabilities and their development were explored at nine different child serving agencies. Agency respondents described four emergent core quality management capabilities: generating shared goals, managing information, routinizing problem-solving, and propagating a culture of quality. None of the nine agencies we studied excelled at all four. Each capability is described and implications for research, policy and practice are discussed.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Administration and Policy in Mental Health and Mental Health Services Research
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
