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Asks whether or not the Citizen′s Charter and the ensuing Charter Mark Scheme (1992) are beneficial for those in the service industry and its recipients. Outlines the Charter Mark Scheme′s six standards of service achievement for a number of public sector services. Shows that there is confusion and uncertainty among the public regarding these schemes, but that those involved in competing for Charter Mark awards appear to be achieving results.

Why should local government show an interest in service quality? Attempts to answer this question by examining the history of quality improvement in local government and by illustrating the findings of a detailed survey of current practice throughout England and Wales. By focusing on the latter seeks to illustrate how the relationship between cost and quality in the 1990s has been influenced more by external political forces (such as compulsory competitive tendering, the Citizen’s Charter, Investors in People, ISO EN 9000) than by any form of customer needs analysis.

This paper sets out a process model for standard setting in local government services. It aims to show how service providers can generate standards which are more relevant to their consumers yet can be achieved within the constraints faced by local councils. The model is based on results from research surveys carried out with Scottish local authorities. The research found that key stakeholders can make an important contribution to the process of setting useful standards and that these standards should be published and measured. Feedback on the performance of standards was also considered to be an important way to close the loop on a quality approach to setting standards.

One of the key objectives in the Patient’s Charter was to reduce the amount of time typically spent waiting for treatment in NHS out‐patient clinics, a documented source of discontent. Presents the results of a quality improvement programme instituted at Leicester General Hospital. Discusses some of the techniques and problems encountered in the measurement exercise. While the results of the monitoring exercise indicated that waiting times were being radically reduced, doubt is expressed as to whether this one simplistic indicator is sufficient to measure the overall quality of out‐patient clinics. There is a danger that measurement systems have concentrated on that which is measurable rather than that which is significant. In particular, the voice of the patient is not incorporated into the league table approach to out‐patient quality. Discusses several approaches to the measurement of overall quality and the problems and dangers inherent in adopting a league table approach to quality measurement.

This paper will investigate whether or not accredited and non‐accredited quality management systems have effected service quality delivery to external customers. The six research sites were selected for their diversity; theatre, art gallery, museum, leisure centre, golf course and amusement park. The diversity was not only in terms of the leisure service offered but in the sector the organisations operated in; public, commercial and voluntary. An evaluation of the management processes was undertaken and several themes emerged which have relevance to other service industries (e.g. number of core services offered). Conclusions are drawn as to the way forward if the service sector wishes to work towards a customer‐orientated culture.

Briefly reports on how various public sector groups in the north east of England are advancing theirquality management by coherently focusing on customers and their needs. Details a number of public sector areas where the programme has been implemented, including healthcare.

The purpose of the paper is to persuade all partners in disaster management to take action and create a pair of synergistic and invincible forces – government and people – that interact to bring about a reduction in the impact of natural hazards in Uttaranchal, India.

There is an urgent need for a comprehensive tool to make the community aware of its right to safety. Today, policies and planning for disaster management are a State subject, in which the participation of the community is negligible. Therefore, disaster management has become supply‐driven instead of demand‐driven.

A Citizen's Charter of Disaster Management is considered to be another appropriate tool to bring in citizen‐centric governance. The Charter aspires to meet the present and anticipated needs of citizens in an efficient manner by eradicating errors and wastage through a scientific approach with participation between government and citizens.

The analysis is based on the experience gained over a period of seven years (1999‐2005). The period is short for developing any hypothesis, but sufficient care has been taken to consider vital factors.

With the help of the Citizen's Charter of Disaster Management, the quality of public services can be improved. To make society safer it is required that people should know the mandate of the Department of Disaster Management concerned, how one can get in touch with its officials, what to expect by way of services, and how to seek a remedy if something goes wrong.

The Citizen's Charter of Disaster Management does not by itself create new legal rights, but it certainly helps in enforcing existing rights.

Personnel and HRM must face up to the challenge of the Government′s Citizen′s Charter and the implications of BS5750. Looks at the role of HR professionals in local authorities and how areas of operation will alter. The importance of justifying their role in the changes will be a major requirement and the correct tools and systems to be used will be needed.

This paper examines the role of regulators and ombudsmen in dealing with complaints in the light of the requirement of Britain's ‘Citizen's Charter’. It considers in particular the arrangements for ensuring that potential complainants know of the systems available and the way to put them into operation. Both public and private sector ombudsmen are reviewed and comparison is made with systems overseas. It is argued that in the light of those comparisons the British complaints industry could go much further to reach out to citizens and customers seeking redress.

Crosby suggested that “quality is free”. The purpose of this paper is to discuss the argument that, although it is not free, it can reduce costs. The UK’s Benefit Enquiry Line (BEL) for people with disabilities is used to illustrate this. The evolution of quality management systems implemented by BEL is examined. These include Charter Mark, Service First, Investors in People, the Business Excellence Framework and the EFQM Excellence Model. A comparative analysis is undertaken between the findings of the authors and those of other academic writers. Conclusions are drawn as to the appropriateness of these quality initiatives in facilitating continuous improvement at minimal cost.