Citizen, Customer, Partner Engaging the Public in Public Management

ISBN-10: 0765627213
ISBN-13: 9780765627216
Edition: 2nd 2012 (Revised)
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Description: For almost fifty years, scholars and practitioners have debated what the connections should be between public administration and the public. Does the public serve principally as citizen-owners, those to whom administrators are responsible? Are  More...

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Book details

Edition: 2nd
Copyright year: 2012
Publisher: Routledge
Publication date: 3/15/2012
Binding: Paperback
Pages: 256
Size: 6.50" wide x 9.00" long x 0.50" tall
Weight: 0.990

For almost fifty years, scholars and practitioners have debated what the connections should be between public administration and the public. Does the public serve principally as citizen-owners, those to whom administrators are responsible? Are members of the public more appropriately viewed as the customers of government? Or, in an increasingly networked world, do they serve more as the partners of public administrators in the production of public services?The author starts with the premise that the public comes to government not principally in one role but in all three roles, as citizens and customers andpartners. The purpose of the book is to address the dual challenge implied by that reality: (1) to help public administrators and other public officials to understand the complex nature of the public they face, and (2) to provide recommendations for how public administrators can most effectively interact with the public in the different roles. Using this comprehensive perspective, the text helps students, practitioners, and scholars understand when and how the public should be integrated into the practice of public administration.Most of the chapters include multiple boxed cases that illustrate the content with real-world examples. Included is an extremely useful appendix that collects and summarizes the 40 Design Principles--specific advice for public organizations on working with the public as customers, partners, and citizens.

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

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