providers and users or citizens.
In contrast to concentrating solely on the “charm school and better wallpaper”
(Pollitt 1988, 125) approach taken by many public agencies in their
efforts to improve customer service, the real issues that must be addressed
as the New Public Service evolves will be those that deal with information
and power. The customer orientation treats the provision of information as
providing better signposts or schedules. A more complete approach to the
provision of information would likely include having agencies publish performance
data so that citizens can make informed decisions about choices
that are available to them. It would also mean providing detailed information
about standards of service and the agency’s success in meeting those
standards. Finally, agencies should consult and involve their users in these
tasks and should provide effective remedies if things go wrong. Ultimately,
those in government must recognize that public service is not an economic
construct, but a political one. That means that issues of service improvement
need to be attentive not only to the demands of “customers” but also to the distribution of power in society. Ultimately, in the New Public Service,
providing quality service is a first step in the direction of widening public
involvement and extending democratic citizenship.