Quality Management in Local Government- Issues and Experience

The aim of the article is to examine key dimensions of service quality and to consider the situation within British local government. A model ofpublic service quality is introduced. From this starting point, it is argued that local government service quality must consider the 'citizen question'. Values, objectives, defini-tions of quality and of standards, systems for implementation and a constructive approach to monitoring and evaluation need to be brought together in an integrated approach. Front-line staff elected councillors and trades unions have an important part to play and all their voices also need to be heard. Local government as a whole has not yet taken on board this comprehensive approach. However, over ten years or so it has adapted to the new policy environment through a wide range of strategies. These include organisational development and quality initiatives, decentralisation, public participation and community empowerment. All help to build an environment where quality can flourish. A 'tight-loose ' organisational culture is essential for success. Some tools from the private sector can be used eclectically, but the article warns against wholesale transfer, since the needs and purposes of local government are generally very different. Public service quality is not only about improving citizens ' quality of life. It is also potentially a route to greater sense of citizenship, participation and democracy. What are the questions? Local government has been considering the question of quality in fits and starts for about ten years. This means that there are, potentially at least, a good number of experiences to tap and a good many lessons to learn. However, apart from the regular surveys of activity carried out by the various working groups on quality set up by the former Local Government Management Board and loca