Abstract
Since the mid-1980s UK local authorities have undergone a service revolution, leading to radical changes in relationships with cus- tomers. Because of the structural characteristics of local govern- ment, in particular the accountability to and involvement of customers through the democratic process, service quality initia- tives raise issues not found in the commercial sector. Following a comparison of local government and commercial industries, the former's lack of service orientation is examined and the reasons for recent change identified. Key strategies to improve the quality of local public services are discussed, and the article concludes with a framework linking external relationships with customers to internal management approaches.
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