<![CDATA[Background: Public Communication Quality and Institutional Legitimacy in Regional Programs addresses an increasingly practical concern in public, social, and community-oriented organizations. Organizations may introduce visible programs, digital tools, or partnership arrangements, yet outcomes remain uneven when responsibilities and feedback routines are weak. This article treats public communication quality as an organizational capability that must be translated into repeatable decisions rather than as a one-time initiative. Aims: The article develops a conceptual framework linking public communication quality with institutional trust, legitimacy, and stakeholder understanding. It also identifies governance conditions and implementation risks that can strengthen or weaken those relationships. Review Approach: An integrative conceptual review is used to connect established perspectives from organizational legitimacy, stakeholder communication, trust formation, and dialogic communication. The manuscript does not claim original survey, interview, experimental, or transaction data. Results and Conclusion: The synthesis identifies four operating mechanisms—message clarity, evidence-backed disclosure, two-way dialogue, and timely response to concerns—and proposes a staged pathway for diagnosis, pilot implementation, review, and scale. The central conclusion is that performance improves when information, decision rights, and learning routines are aligned with the needs of the people who use and deliver the service. Contribution: The contribution is a practical, testable structure for assessing public communication quality in resource-constrained settings without assuming that technology, communication, or formal policy automatically creates capability.]]>
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