Part I. Introduction 1. Citizen, customer, partner, and public management The public's three primary roles Purpose and plan of the book 2. The changing place of the public in public management Politics and administration: contrasting perspectives Three waves of change Citizen, customer, partner: three essential roles Part II. The public as customer 3. 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 4. 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 Part III. The public as partner 5. 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 6. 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 Part IV. The public as citizen 7. 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 8. 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 9. Techniques for involving the public in decision making Public comment periods Public meetings Citizens' advisory committees Public deliberation An expanding array of options Part V. Conclusions 10. 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 skills A new view of citizenship A threat to the public interest? Citizen, customer, partner, and democracy