Janet V. Denhardt is Chester A. Newland Professor of Public Administration and Director of the Price School Sacramento Center at the University of Southern California, USA.Robert B. Denhardt is Professor and Director of Leadership Programs in the Price School of Public Policy at the University of Southern California, USA.

"The first edition of this book was published just after 9/11, a time when renewed attention to public service was exemplified by the firefighters and other volunteers who reminded us all what the true value of public service is. However, with the Great Recession government has been used to prop up markets and the Denhardts’ call for renewed attention to serving the public is sorely needed. New Public Management’s failure has been to equate government with market and substitute consumers for citizens. But, the Denhardt’s remind us that democracy, not consumer choice, must be the basis for government, and public service, not market service, is its primary function." - Mildred E. Warner, Cornell University, USA "This book is a great read full of insights that challenge our status quo ways of thinking. It is a 'must read' for everyone who cares about building a better public service." - Rosemary O'Leary, Edwin O. Stene Distinguished Professor of Public Administration, University of Kansas, USA

• 1. Public Administration and the New Public Management 2. The Roots of the New Public Service 3. Serve Citizens, Not Customers 4. Seek the Public Interest 5. Value Citizenship over Entrepreneurship 6. Think Strategically, Act Democratically 7. Recognize That Accountability Isn’t Simple 8. Serve Rather than Steer 9. Value People, Not Just Productivity 10. The New Public Service and Citizen Engagement: Cases and Recommendations 11. Fifteen Years Later: Are We Rowing, Steering, or Serving? 12. Conclusion

Janet V. Denhardt is Chester A. Newland Professor of Public Administration and Director of the Price School Sacramento Center at the University of Southern California, USA.Robert B. Denhardt is Professor and Director of Leadership Programs in the Price School of Public Policy at the University of Southern California, USA.

"The first edition of this book was published just after 9/11, a time when renewed attention to public service was exemplified by the firefighters and other volunteers who reminded us all what the true value of public service is. However, with the Great Recession government has been used to prop up markets and the Denhardts’ call for renewed attention to serving the public is sorely needed. New Public Management’s failure has been to equate government with market and substitute consumers for citizens. But, the Denhardt’s remind us that democracy, not consumer choice, must be the basis for government, and public service, not market service, is its primary function." - Mildred E. Warner, Cornell University, USA "This book is a great read full of insights that challenge our status quo ways of thinking. It is a 'must read' for everyone who cares about building a better public service." - Rosemary O'Leary, Edwin O. Stene Distinguished Professor of Public Administration, University of Kansas, USA

• 1. Public Administration and the New Public Management 2. The Roots of the New Public Service 3. Serve Citizens, Not Customers 4. Seek the Public Interest 5. Value Citizenship over Entrepreneurship 6. Think Strategically, Act Democratically 7. Recognize That Accountability Isn’t Simple 8. Serve Rather than Steer 9. Value People, Not Just Productivity 10. The New Public Service and Citizen Engagement: Cases and Recommendations 11. Fifteen Years Later: Are We Rowing, Steering, or Serving? 12. Conclusion

Janet V. Denhardt is Chester A. Newland Professor of Public Administration and Director of the Price School Sacramento Center at the University of Southern California, USA.Robert B. Denhardt is Professor and Director of Leadership Programs in the Price School of Public Policy at the University of Southern California, USA.

"The first edition of this book was published just after 9/11, a time when renewed attention to public service was exemplified by the firefighters and other volunteers who reminded us all what the true value of public service is. However, with the Great Recession government has been used to prop up markets and the Denhardts’ call for renewed attention to serving the public is sorely needed. New Public Management’s failure has been to equate government with market and substitute consumers for citizens. But, the Denhardt’s remind us that democracy, not consumer choice, must be the basis for government, and public service, not market service, is its primary function." - Mildred E. Warner, Cornell University, USA "This book is a great read full of insights that challenge our status quo ways of thinking. It is a 'must read' for everyone who cares about building a better public service." - Rosemary O'Leary, Edwin O. Stene Distinguished Professor of Public Administration, University of Kansas, USA

• 1. Public Administration and the New Public Management 2. The Roots of the New Public Service 3. Serve Citizens, Not Customers 4. Seek the Public Interest 5. Value Citizenship over Entrepreneurship 6. Think Strategically, Act Democratically 7. Recognize That Accountability Isn’t Simple 8. Serve Rather than Steer 9. Value People, Not Just Productivity 10. The New Public Service and Citizen Engagement: Cases and Recommendations 11. Fifteen Years Later: Are We Rowing, Steering, or Serving? 12. Conclusion