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| Acknowledgments | |
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| Introduction | |
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| Citizen, Customer, Partner, and Public Management | |
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| The Public's Three Primary Roles | |
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| Purpose and Plan of the Book | |
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| The Changing Place of the Public in Public Management | |
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| Politics and Administration: Contrasting Perspectives | |
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| Three Waves of Change | |
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| Citizen, Customer, Partner: Three Essential Roles | |
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| The Public as Customer | |
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| Providing Customer Service in Public Service | |
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| A High-Volume Activity | |
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| Is It a Mistake to View the Public as Customers? | |
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| Providing Good "Customer Service" | |
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| Government's Unique Customer Service Challenge: Whom to Contact and How | |
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| The Promise of New Technologies | |
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| The Benefits of Better Customer Service | |
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| Learning About the Public's Needs | |
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| The Value of Information from Government's Customers | |
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| Citizen Contacts and Customer Relationship Management Systems | |
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| Citizen, Customer, and Stakeholder Surveys | |
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| Focus Groups | |
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| Management by Getting Around | |
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| The Value and Challenges of Better Information on Customers | |
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| The Public as Partner | |
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| Coproducing Public Services and Public Value | |
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| An Overview of Coproduction and Partnering | |
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| The Range of Coproduction: A Sampler | |
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| Why Coproduction and Why Now? | |
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| Benefits, Costs, and Limitations | |
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| The Limits and Potential of Coproduction | |
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| Managing for Coproduction | |
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| Change the Outlook of Public Managers | |
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| Simplify the Task | |
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| Enhance the Abilities of the Public | |
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| Provide Incentives for the Public to Contribute | |
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| Use Sanctions as a Last Resort | |
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| Toward Expanded Coproduction | |
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| The Public as Citizen | |
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| When Is Public Involvement Desirable? | |
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| The Evolution of Public Involvement | |
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| The Debate over Public Involvement | |
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| Assessing the Need for Involvement | |
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| Getting Out Front on Issues | |
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| Structuring a Supportive Decision-Making Framework | |
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| Entering the World of Public Involvement | |
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| Engaging Representative Participation and Reaching Effective Decisions | |
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| The Dilemma of Representative Participation | |
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| Defining the Relevant Public | |
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| Achieving Open Dialogue and Effective Resolution | |
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| The Promise of Public Involvement | |
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| Techniques for Involving the Public in Decision Making | |
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| Public Comment Periods | |
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| Public Meetings | |
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| Citizens' Advisory Committees | |
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| Public Deliberation | |
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| An Expanding Array of Options | |
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| Conclusions | |
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| Implications for Public Managers, the Public, and Democracy | |
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| Working with the Public: A Summary Architecture | |
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| When Roles Overlap: The Public as Citizen, Customer, and Partner | |
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| A Need for New Skils | |
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| A New View of Citizenship | |
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| A Threat to the Public Interest? | |
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| Citizen, Customer, Partner, and Democracy | |
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| Appendix. The Design Principles: Guidelines for Working with the Public | |
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| Principles for Working with the Public as Customers | |
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| Principles for Working with the Public as Partners | |
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| Principles for Working with the Public as Citizens | |
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| References | |
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| Index | |
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| About the Author | |