Appendix 1Government Response |
The Government welcomes the Committee's report.
At the core of the Government's vision for world
class public services is a commitment to fairness and excellence.
The Government believes that everyone should have access to high
quality, personalised services delivered equitably and transparently,
irrespective of their background or where they live.
Standards have played a key role in the Government's
approach to public service reform, setting out the levels of service
delivery that every patient, parent or local resident can expect.
They have been used as challenging benchmarks that drive improvement,
publicise pledges and entitlements and hold service providers
to account. The Government has also recognised the potential of
standards to empower service users by raising expectations, prompting
feedback and complaints when these are not met and encouraging
involvement in the setting of new standards.
The investment and reform of the past decade has
been linked to raising standards and delivering the improvements
that make a genuine difference to people's lives. The Government
has already made real progress. For example in the NHS, success
in meeting challenging targets for reduced waiting times means
that more patients receive the treatment they need more quickly.
In schools, pupils' improved GCSE results enhance the opportunities
available to these young people as they take their place in a
skills-based economy. In Jobcentres, the right to extra help as
part of the New Deal has helped millions of people to find a job
The Government has made clear that the state's role
should be to set national priorities and minimum standards, whilst
providing support and a fair distribution of resources. A clear
framework, established by the Government in conjunction with regulators
and inspectorates, sets out the standards below which providers
must not fall. In this context the Government remains committed
to further raising standards and eradicating underperformance.
For example, the new NHS Constitution will set out clearly what
patients can expect from the NHS, including legal rights and patient
pledges. In schools the Government is taking new steps to further
improve performance, such as the National Challenge programme.
And the Government has extended entitlements, for example increasing
the provision made for parents to receive free childcare when
their children are three and four up to 15 hours per week by
However, in order to meet rising public expectations
and changing needs within our communities the Government needs
to empower citizens so that they have greater control over local
services. The Local Government Empowerment White Paper sets out
plans to shift power, influence and responsibility away from existing
centres of power into the hands of communities and individual
Within this framework it is important for individual services
to have flexibility to set their own standards, appropriate to
their local circumstances. The introduction of Local Area Agreements,
negotiated individually with local authorities, reflects the Government's
support for a tailored approach within a context of raising standards
everywhere on specific priorities relevant to local communities.
Within all service sectors, providers aiming to achieve the Government's
new Customer Service Excellence standard must demonstrate that
they consult and involve citizens on the setting, reviewing and
raising of local standards. Plans for local policing pledges set
out in the recent Policing Green Paper
illustrate how working together with the local community to meet
appropriate standards might work in practice.
In this next phase of reform, measures of success
are more sophisticated and take account of how well services support
opportunity and deliver outcomes. This is why the most recent
Public Service Agreements and the new Local Performance Framework
reflect the Government's aspiration to develop world class services
underpinned by fairness and excellence. It is not enough that
public services are in themselves equitable and fair: they have
an important role to play in helping citizens achieve their potential
and be the best they can.
The focus has broadened from quantitative service
levels that are easy to measure and now encompass the harder to
assess, qualitative outcomes. For example, the Government's commitment
to increase the proportion of socially excluded adults in settled
accommodation, and employment education or training
is indicative of the Government's approach to creating public
services that enable and empower. This cannot be easily expressed
in the form of a service level guarantee but is nevertheless crucial.
The 'transaction' in this instance is a complex mix of support
and intervention across a range of service providers, fully involving
the individual. As such it is less of a consumerist guarantee
and more of a mutual agreement with the citizen.
In addition to holding public services to account
for their general performance, standards are useful to individuals
in defining those circumstances in which they are entitled to
redress. Having encouraged the implementation of challenging standards
the Government believes that access to appropriate remedy is an
important element of ensuring they remain meaningful. Following
consultation, the Parliamentary and Health Service Ombudsman has
recently published a set of Principles for Remedy,
intended to support public bodies in determining fair and proportionate
redress. The principles provide a useful reference to enable departments
and public bodies to determine reasonable, fair, and proportionate
remedies. As part of the wider work on the Empowerment White Paper,
Communities and Local Government is leading a review of redress
currently underway for local services. The Government will also
respond in due course to the ongoing Law Commission consultation
on administrative redress.
There is still more to be done to create citizen-focused
public services. The Government will continue to raise standards
and empower citizens and communities to access entitlements and
seek remedy where appropriate. Ambitious standards that measure
both transactional delivery levels as well as harder to quantify
outcomes remain crucial to this endeavour: it is through these
new approaches that the Government expects to facilitate and empower
individuals, communities and professionals to access and deliver
word class public services.
The Government's response to the Committee's recommendations
is set out below.
1. The Citizen's Charter has had a lasting impact
on how public services are viewed in this country. The initiative's
underlying principles retain their validity nearly two decades
onnot least the importance of putting the interests of
public service users at the heart of public service provision.
We believe this cardinal principle should continue to influence
public service reform, and encourage the Government to maintain
the aims of the Citizen's Charter programme given their continuing
relevance to public service delivery today. (Paragraph 17)
The Government welcomes the Committee's evaluation
of the Citizen's Charter and recognises the important legacy of
this initiative in shaping the relationship between citizens and
The Government agrees that putting the interests
of the citizen at the heart of public services is more essential
than ever and this core principle underpins the Government's public
service reform programme.
Customer Service Excellencelike Charter Mark
before itupholds and develops the aims of the Citizen's
Charter programme. It sits alongside a suite of measures, tools
and initiatives that are designed to support customer-focused
public services reform and which complement the original purpose
of the Citizen's Charter.
2. There is evidence that even without widespread
public awareness or promotion, the Charter Mark has been a useful
management tool. We consider there remains a need for a standard
which promotes excellence in public service provision, particularly
one that focuses on the interests and perspectives of service
users. We consequently welcome the introduction of the new Customer
Service Excellence standard. (Paragraph 28)
The Government agrees. The Government welcomed Bernard
Herdan's assessment of the Charter Mark scheme as 'something of
an unsung success story'
and accepted his recommendation
that a new customer service standard should build upon this legacy
and amplify its success.
Customer Service Excellence, the Government's new
standard, was launched in March 2008. Based on research into the
key drivers of satisfaction with public services, the structure
and content reflect the citizen-focused ethos that characterised
Additionally, however, the criteria include very
robust requirements for excellence in public service provision,
and set out much more sophisticated expectations about understanding
of and responsiveness to customers, citizens and communities.
As such Customer Service Excellence raises the bar significantly
and challenges public services to ensure that the customer is
'always and everywhere' within the organisation.
3. Measures of user satisfaction can shed some
light on the quality of public service provision. They should,
however, be treated with care because they are subjective and
are sometimes based on less important considerations than service
quality. We agree with the Herdan review that a user focus is
essential for any standard aimed at improving public services.
We believe, however, that this should be based on measures wider
than surveys of user satisfaction. More sophisticated measures
such as those that consider users' experiences of services, or
outcomes for service usersare likely to be more effective
at enabling organisations to improve public service provision.
The Government agrees. The Herdan review highlighted
the importance of customer satisfaction measurement for public
service organisations and recommended that a new standard incorporated
robust requirements on this within its criteria.
The Government accepted this recommendation and as
a result Customer Service Excellence recognises the valuable function
of satisfaction measurement, which is addressed prominently in
The Government agrees that surveys of user satisfaction,
whilst important, are not sufficient in themselves and the Customer
Service Excellence standard is much broader and more nuanced to
Specific satisfaction requirements within the standard
include a strong emphasis on qualitative as well as quantitative
research; reliability, accuracy and disclosure. In addition there
is an expectation that the organisation will make positive changes
to services as a result of analysing customer experience, including
improved customer journeys.
4. We believe there is strong merit in having
a toolsuch as the Charter Mark or the new Customer Service
Excellence schemefor improving user responsiveness and
raising the quality of public services. If it is to be effective
at this task, however, we believe that the emphasis should be
on securing high standards of service provision. This means that
considerations other than user satisfaction will need to be taken
into account, including the broader user-focused measures we have
already recommended, as well as the results of wider assessments
by audit, regulatory and inspection bodies. (Paragraph 36)
The Government agrees. High standards of service
provision are identified by customers as the most important driver
of satisfaction with public services and are addressed in detail
in a dedicated criterion for delivery.
This criterion sets challenging requirements for
organisations, including standards of service that take account
of delivering national and statutory standards and targets. This
includes the results of wider assessments such as those by inspectorates
such as Ofsted, the Healthcare Commission and the Audit Commission,
including in due course the new joint inspectorate Comprehensive
Area Assessment (CAA). Government frameworks such as Public Service
Agreements (PSAs) and other standards such as Investors in People
are also taken into account by CSE assessors.
More generally with respect to excellent performance,
the Customer Service Excellence standard requires organisations
to involve customers in the setting, reviewing and raising of
local standards; benchmark with similar or complementary organisations
and identify and learn from best practice.
The Delivery criterion also sets out requirements
on complaints, including processes, customer empowerment and trend
identification. This is explored in more detail in the Government's
response to the Committee's previous report, When Citizens Complain.
5. We recommend that there should be clear, precise
and enforceable statements of people's entitlements to public
services. These should be in the form of Public Service Guarantees,
as proposed by our predecessor committee. The Guarantees should
specify the minimum standard of service provision that users can
expect, and set out the arrangements for redress that apply should
service providers fail to meet the standard promised. (Paragraph
The Government shares the Committee's commitment
to raising standards and continuously improving service provision.
The Government's first task in addressing public service reform
was to establish, at a national level, explicit standards below
which no school, hospital or other service would be allowed to
fall. These national standards meant that the Government could
then focus on greater diversity of supply in order to foster innovation
and strengthen incentives for high performance.
This first phase of reform drove up performance whilst
increasing investment: standards rose in primary schools, hospital
waiting lists and crime began to fall. The next stage complemented
these top-down targets and standards, with clearer incentives
to improve, generated from within public services themselves rather
than imposed from Whitehall. For example, the Local Policing Pledges
outlined in the Policing Green Paper show how services will in
future work more closely with citizens and be more accountable
to local communities.
The Government's vision for the future is to create
world class services that empower citizens, foster a new professionalism
and provide strong strategic leadership. Standards remain at the
heart of this ambition: the Government will act to end unfairness
by enshrining universal entitlements to basic standards and to
eradicate remaining pockets of underperformance.
6. We welcome the Government's existing efforts
to set out people's entitlements to minimum standards of public
service provision, as expressed in a number of targets and core
standards. In developing a set of Public Service Guarantees, we
would expect the Government to consolidate these existing commitments.
The Government has set out its strategic approach
to supporting excellence and fairness in public services. It is
the Government's job to ensure that the system delivers services
to deliver both existing social needs and newly emerging ones.
This includes acting as a guarantor of standards and fairness,
establishing the overall framework and accountability systems
for the public services and then devolving extensive responsibility
to the front line.
The establishment of national minimum standards have
played an important role over the last decade in rebuilding public
The Government committed to ensuring that 98% of A&E
patients should wait no longer than four hours before admission
and discharge to/from hospital. This target was met in 2005/06,
sustained in 2006/07 and narrowly missed in 2007/08. This
is now an NHS performance minimum standard.
A target for 90% of admitted (and 95% of non-admitted)
patients to be seen within 18 weeks of referral, has been set
to be achieved by December 2008. This is currently on track to
be delivered and will then become an NHS performance standard.
Pupils achieving five higher grade GCSEs, including
English and mathematics, is now regarded as the minimum standard.
Schools with under 30% of pupils attaining this level receive
government support under the National Challenge programme. The
Government is committed to ensuring all secondary schools reach
this benchmark by 2011 at the latest.
To take us on to the next stage the Government has
refreshed existing performance frameworks so that accountability
is maintained, incentives are in place and power is devolved locally.
The reform of the Government's performance management framework
at the Comprehensive Spending Review 2007 resulted in a streamlined
set of 30 Public Service Agreements (PSAs) representing the top
priorities of government. The PSAs are firmly focused on achieving
better outcomes for citizens. Each PSA is supported by a handful
of outcome-focused indicators, which the Government is committed
to achieve. As indicators are achieved, the most appropriate will
become minimum standards and innovation and flexibility at local
level will be the drivers for further improvements nationally.
However, public services need to be accountable at
a local level as well as centrally. The Local Government White
Paper set out proposals for a single performance framework covering
all outcomes delivered by local government alone or in partnership.
Local Area Agreements (LAAs) are at its heart: these form the
basis for the next steps in reform of locally-based servicesin
health, education, economic development, the environment and beyond.
It reflects the new and complex challenges which require joined-up
responses on tough cross-cutting issues, like community cohesion
or child obesity.
7. We envisage the creation of a set of Public
Service Guarantees that could be put in the hands of public service
users. This would, in effect, form a citizen's handbook of entitlements.
The set of guarantees would be a progressively evolving document
that is able to adapt to changing needs and attitudes about entitlement
to public services. (Paragraph 47)
The Government agrees that it is important that standards
are accessible to citizens and straightforward to understand.
Minimum standards that complement the delivery priorities set
out in their PSAs and LAAs are in many cases already in place
within specific sectors and expressed in a single published document.
For example, in the NHS work is already underway on a new NHS
Constitution which will outline patient rights and pledges; the
Policing Pledge represents a minimum standard of service; and
the DWP Customer Charter will set out in one document the 'promise'
for service users.
The proposed NHS Constitution, marking 60 years of
the NHS, is a potential model for developing this approach. It
reaffirms patients' rights to NHS services, free of charge and
with equal access for all, as well as to drugs and treatments
recommended by National Institute of Clinical Excellence's (NICE)
technology appraisals. A patient's right to make choices about
their NHS care is enshrined as a new right.
Patients already have considerable legal rights in
relation to the NHS, but these are scattered between different
legal instruments and policies. This is the first time that they
are summarised in one place. The Handbook to the NHS Constitution
sets out in detail how each right and pledge will take effect
and the means for redress.
Legal rights set a minimum standard, which must be
complied with; failure to comply may result in litigation or other
forms of legal enforcement against the NHS. Patient Pledges, however,
respond to what patients and the public told the Government matters
to them and ensure that the NHS continues to be ambitious, while
seeking to ensure that the Government maintains clarity about
what constitutes a legal right.
An example is the pledge that the NHS will strive
to provide convenient, easy to access services within the waiting
times set out in the Handbook to the NHS Constitution. There are
various performance standards operating within the NHS which make
services easier to access, such as the 18-week maximum wait from
referral to treatment. However, there is not a general obligation
in law for the NHS always to achieve such a standard, because
there will always be circumstances where it is inappropriate -
if, for example, someone chooses to go away rather than attend
a hospital appointment, this will delay treatment times. Nonetheless,
the NHS should always strive to provide easily accessible and
convenient services for every patient. The Handbook to the NHS
Constitution also contains further details of how the NHS will
ensure that the pledges are met through the application of the
NHS performance and regulatory regime.
However, in view of the need to include such complex
content in order to make it meaningful to service users, the Government
believes that it is more appropriate for handbooks to cover a
finite scope, rather than all public services. This would best
serve the objectives of accessibility, clarity and comprehensiveness.
8. The point of minimum national standards is
not to bring about uniformity of service provision, but to set
the minimum acceptable level and quality of public service provision
that should apply to all. We believe that minimum standards are
therefore an appropriate basis on which to formulate Public Service
Guarantees. (Paragraph 54)
The Government welcomes the Committee's recognition
that minimum standards should not aim to bring about uniformity
of public service provision. The Government believes that service
quality is influenced by a number of factors, where minimum standards
are one tool within a range of levers and controls.
The Government has already gone much further in setting
out its aspirations for world class public services. This vision
recognises that outputs and transactions are not the only important
measures and that quality and outcome are also crucial. For example,
the new PSA set is more sophisticated in its scope and measures
of success: it is intended that in due course some of these may
become minimum standards.
9. If Public Service Guarantees are to be credible
they must reflect the reality that there are limits to the resources
available for public service provision. This means that discussions
about the nature of entitlements to public services must explicitly
take into account the resources available to fulfil those entitlements.
It also suggests that people need to be aware of the responsibilities
arising out of their use of public services, as a concomitant
of their rights to publicly provided services. (Paragraph 61)
The Government believes that strong, reformed public
services that deliver personal opportunities and secure communities
requires a new set of relationships: between empowered citizens
and professionals; between professionals and government; and between
citizens and the state. Rights and responsibilities are at the
heart of this discussion, with improved accountability and transparency
within public services mirrored by greater emphasis on the participation
of individuals and mutual agreements rather than consumerist guarantees.
The Government also agrees that prioritisation is
important in setting standards. In local government, for instance,
the Government has reduced the number of performance indicators
from around 1200 to 196. From April 2008, the National Indicator
Set is the only set of indicators on which central Government
will performance monitor local government. The set covers all
the national priority outcomes which local authorities will be
responsible for delivering and will form the basis of individually
negotiated Local Area Agreements (LAAs). Ensuring outcomes are
delivered, and swift action is taken where risks are identified,
is a priority.
The new Comprehensive Area Assessment (CAA) will
assess annually the risks to delivery and prospects for improvement
against local outcomes. Reporting to citizens, local delivery
partners and central government it will trigger more detailed
improvement support, inspection or intervention where necessary.
LAAs will be at the heart of the CAA but it will also look across
the whole indicator set. CAA will be a more proportionate assessment
framework, taking more account of citizen experiences and perspectives
and targeting the inspectorates' efforts on those areas and services
where it can have the greatest impact or where the risks of failure
are most significant.
10. It is a useful discipline to require public
service decision makers to think about what is most important
to their service users, and to build entitlements and commitments
to service levels around these views. We believe that the process
for setting Public Service Guarantees must genuinely involve service
users if the Guarantees are to reflect accurately what users want
from public services. (Paragraph 65)
The Government agrees that genuine engagement and
a real understanding of the views of service users is an essential
element of the new relationship between public services and the
citizen. Developing customer insighta profound understanding
of the needs, preferences and behaviour of service usersis
an important discipline with potential to support the development
of truly customer-focused services. Customer insight is already
being used to transform services, with a more sophisticated understanding
leading to projects such as Tell Us Once.
For example, the Department for Work and Pensions
(DWP) has a strategic objective to become an effective exemplar
of effective service delivery to individuals and employers. This
is supported by a strategy to transform services, an operating
model to describe them and the DWP Customer Charter to articulate
the promise to the customer. A dedicated Customer Insight team
is now established and drives a wide range of practical activity.
The DWP Customer Charter is being developed using research amongst
customers and intermediary organisations to understand exactly
what it is that contributes to customer satisfaction. The four
key drivers identifiedtreatment, right outcome, timely
response and ease of accesswill provide the starting point
from which all DWP business and staff will frame their relationships
As well as establishing DWP customers' drivers of
satisfaction, initial work has also clarified what features of
the Charter customers regard as important. For example, they believe
that it should be a simple starting point for their relationship
with the department; that it shouldn't be a contract or rule book;
and that it should record the two-way 'deal' between Department
11. Introducing entitlements to public services
in the form of Public Service Guarantees would be a powerful addition
to the measures the Government has already outlined for empowering
the people that use public services. (Paragraph 67)
As recognised by the Committee, the Government has
recently set out its overall approach to achieving world class
and has identified empowering citizens as one of the key paths
to improvement. In particular the Community Empowerment White
Paper seeks to transfer power from government to citizens and
communities, creating more opportunities and easier ways for people
to influence local decisions and drive up local standards.
Furthermore, high standards within public services
play an important part in supporting empowerment and enabling
people to achieve their full potential. This is illustrated by
the five PSAs lead by the Department for Children, Schools and
Families (DCSF) that are focused on continued and accelerated
improvement in the Government's priority outcomes. These are ambitious,
with the potential to transform livesnarrowing the gap
in educational achievement (PSA 11) and improving the wellbeing
and health of children and young people (PSA 12) for instance.
These challenging outcomes are not easily expressed as minimum
standards and the rationalised use of outcomes leaves more space
for local target setting.
In policing, minimum standards of service are appropriate
in some important areas, such as response times, but other equally
important areas of performance can't be expressed as a simple
guarantee. The Government believes that here, as elsewhere, more
innovative and sophisticated mechanisms are required in order
to deliver the standards of service expected of world class public
For example, Crime and Disorder Reduction Partnerships
operate to minimum standards designed to ensure that there is
genuine empowerment within communities. Amongst these are requirements
to consult local communities about priorities prior to developing
a strategic assessment. In addition, Local Crime Information Projects
are making consistent crime data available on a monthly basis.
This is underpinned by minimum standards, such as the requirement
that information should be precise enough to offer meaningful
detail at a local level and that postcode and map search facilities
are available to help people easily find their own neighbourhood,
that all Police Forces will be expected to meet by the end of
12. Many minimum standards for public service
provision exist already, but public awareness of these standards
appears to be very low. We recommend that, across all public services,
the Government should make a systematic effort to publicise and
communicate these standards as an initial step towards enabling
people to claim their entitlements to minimum standards of service
provision. Public Service Guarantees, if introduced, would also
need to be publicised widely. (Paragraph 69)
The Government agrees that it is important that public
service users understand their rights and responsibilities. Individual
departments already publicise their services, and this generally
includes agreed minimum standards. For example, the Identity and
Passport Service has a series of commitments that are prominently
displayed on their website, literature and public offices.
Research into the key drivers of satisfaction
confirms that accurate and detailed information is vital to public
service customers. The Government's Customer Service Excellence
standard reflects this and Information and Access are integral
to its comprehensive requirements. For example, to meet the standard
an organisation must show it not only sets standards but also
publishes its performance against these and communicates effectively.
The Government has developed cross-departmental communications
expertise via the Government Communication Network (GCN). This
supports communications professionals within departments to develop
a sophisticated approach to reaching intended audiences in targeted
ways, so that the message is heard by those for whom it is intended.
The Government believes that this approach, underpinned by principles
of customer insight, is more effective in helping service users
to recognise their entitlements than generic campaigns.
13. There would need to be a body dedicated to
enforcing Public Service Guarantees so that, in practice, public
service users were able to secure their entitlements. We believe
that this would logically fall within the Ombudsman's remit, since
the failure to meet promised minimum standards would result in
complaints about 'maladministration' on the part of public service
providers. The Ombudsman would also be well-placed to enforce
Public Service Guarantees because of her wide-ranging remit over
all public services and considerable experience in securing redress
for those that have suffered from poor administration. (Paragraph
The Government believes that the Ombudsman makes
a valuable contribution to the improvement of public services.
The lessons learned from her work investigating and resolving
complaints help to improve the way that public services are provided.
The Government worked closely with the Ombudsman to develop the
recently published Principles of Good Administration
and Principles for Remedy.
This set of principles provide a useful tool to help departments,
and other public bodies to deliver good quality administration
and public service.
14. For entitlements to minimum standards of public
services to be effective, there must be robust enforcement and
redress arrangements in place. Measures to remedy any failure
to meet promised standards should be spelled out clearly in the
form of the Public Service Guarantees themselves. Redress should
be made in a fashion appropriate to the circumstances of the particular
entitlement, and should aim to restore individuals to the position
they would have been in had the standard been achieved in the
first place. (Paragraph 77)
When things go wrong, the vast majority of complaints
can be resolved at a local level using published complaints procedures,
and poor service rectified satisfactorily. This will include ensuring
that any disadvantage suffered by the service user as a result
of mistakes is put right where possible. The Government believes
that this is the quickest and most flexible way of delivering
appropriate redress in majority of cases.
In the small number of cases where local-level complaint
resolution is not possible, citizens have other clearly signposted
avenues to pursue the complaint further. The Government's response
to the Committee's previous report, When Citizens Complain explores
this in more detail.
The Treasury publication Managing Public Money
sets out detailed guidance for departments on the provision of
remedies, including issues to consider in designing appropriate
compensation schemes. The guidance incorporates the Ombudsman's
Principles for Remedy.
15. We believe there is a very strong case to
institute Public Service Guarantees that empower users by allowing
them to claim their rights to public services. Setting out clear
entitlements to public services empowers people and strengthens
their attachment to publicly provided services. As the Government
clarifies the future direction of public service reform, introducing
Public Service Guarantees would be a clear indication that, in
the provision of public services, it genuinely intends to put
people first. (Paragraph 79)
The Government agrees that clear and challenging
standards are essential to delivering high quality public services
that empower citizens and communities.
Standards should be clearly communicated and widely
available so that users can understand the levels of service that
they can expect. This has been an important element of the Government's
approach to public service reform over the past decade, contributing
to improved levels of service in all key delivery areas as illustrated
elsewhere in this response. The Government is committed to building
upon this success, maintaining and raising minimum standards where
The Government agrees that for some types of services
a minimum standard that sets out a basic level of delivery works
well, and these already exist within many public services. For
example, early education and day care services must meet statutory
minimum standards which are assessed by Ofsted; there is guaranteed
access to a primary care health professional within 24 hours and
to a primary care doctor within 48 hours.
The next phase of reform will focus on improving
quality of service, which is less easy to measure and harder to
express as a right or guarantee. New Public Service Agreements
and Local Area Agreements will help shape a new generation of
standards, and tools such as Customer Service Excellence can support
this. Further work on this issue is ongoing: the Government is
committed to this ambitious programme for transforming public
services and driving up standards of delivery in all areas.
1 Cabinet Office, Excellence and Fairness: Achieving
World Class Public Services, June 2008. Back
Communities and Local Government Empowerment White Paper, Communities
Real People, Real Power,
July 2008. Back
Home Office Policing Green Paper, From the Neighbourhood to
the National: Policing our
July 2008. Back
PSA 16, led by Cabinet Office. Back
Parliamentary and Health Service Ombudsman, Principles for
Remedy, October 2007. Back
The Law Commission, Consultation Paper (No 187) Administrative
Redress: Public Bodies
And The Citizen,
September 2008. Back
Cabinet Office, The Customer Voice in Transforming Public Services,
June 2006. Back
Cabinet Office, The Customer Voice in Transforming Public Services:
December 2006. Back
Cabinet Office, Customer Service Excellence Standard: Criterion
Customer Service Excellence Standard, op.cit. Criterion
When Citizens Complain: Government Response to the Committee's
Fifth Report of
(HC 997), July 2008. Back
Cabinet Office, Excellence and Fairness: op.cit. Back
Cabinet Office, Transformational Government Annual Report,
July 2008. Back
Cabinet Office, Excellence and Fairness: op.cit. Back
Identity and Passport Service website: http://www.ips.gov.uk/passport/about-us-service.asp
Cabinet Office, MORI Research Study on The Drivers of Satisfaction
with Public Services,
May 2004 Back
The Customer Service Excellence standard, op.cit. Criterion 3
and Criterion 4. Back
Parliamentary and Health Service Ombudsman, Principles of Good
Parliamentary and Health Service Ombudsman, Principles for
Remedy, op. cit. Back
When Citizens Complain: Government Response, op.cit. Back
HM Treasury, Managing Public Money, April 2008, Annex 4.14 Back
Parliamentary and Health Service Ombudsman, Principles for
Remedy, op. cit. Back