At Three Rivers DC in Hertfordshire, we have just successfully completed a Charter Mark accreditation of all of our service areas. In doing so, we are the first local authority in the UK to receive Charter Mark across all services and therefore for the whole organisation. With the sector's beef about over-regulation, it may seem surprising that anyone would seek additional assessment. It is a testament to the practical and customer-focused approach of Charter Mark that so many of us do. The gaining of the badge for the whole authority was the least important aspect of the exercise. To start with, we wanted to achieve a change in our attitude to our customers and, indeed, towards ourselves, so that we could genuinely state we were a properly customer-focused organisation. We are especially concerned to provide good access to services for our most vulnerable residents and to keep our sights on outcomes. It's hardly surprising, therefore, that the prospect of positive long-term gains secured all-party support from the councillors. Project management was meanwhile overseen by the Management Board. Working with Gary Baker and Geof Pritchard from independent assessors, SGS, this was an ambitious review programme which took nine months to complete. The review cost £1,000 per service area and was completed within the council's existing budgets. The fee pays for the on and off-site assessment process, which includes meeting with residents and other stakeholders, a formal improvement plan for each service area and informal advice. Of course, Charter Mark is not the only customer-focused assessment on the block. The review has helped us to prepare for our next Audit Commission assessment, supporting our aim to progress from Good to Excellent. This made the Charter Mark assessment especially time and cost-efficient – giving us valuable learning to make further improvements before our next review by the commission. The service by service process gave us a level of challenge and debate which we would never have got from a corporate assessment. We had to pull together all the good work that is going on at the coal face so, as well as identifying any gaps, Charter Mark gave us a chance to celebrate existing achievements with staff in each service area in turn. The process has made us more self-aware and should help spur us on to further achievement. Like many authorities, we are working to improve our reputation with residents. Charter Mark and other awards can obviously help to do this but care must be taken. Charter Mark needs to be properly explained to residents and journalists before they can be expected to appreciate its full significance. For example, we took a couple of hours with the editor of the Watford Observer to unpack the award's six criteria and discuss with him the implications for his readers, our residents. Charter Mark is a milestone but it is also a springboard. One of the cannier aspects of the scheme is its ratchet effect. Each time a body is reassessed (usually every three years), the required standard of customer service is raised. The ratchet effect makes Charter Mark accreditation exhilarating – standing still is not an option. Charter Mark recognition is, in its own right, a boost to the morale of all officers. But we have learned that improving services from an existing good standard is much more fun, and more satisfying, than working from a low standard to reach a decent level. There are a few other local authorities expected to achieve Charter Mark recognition across all services later in 2007. This must surely be a sign that councils in the UK are approaching a step change in performance, enabling residents to expect the same high level of customer care in every aspect of their services. Dr Steven Halls is Chief Executive of Three Rivers DC
