If we compare the principles of New Public Management with these principles, the New Public Management clearly looks like a preferred alternative. But even a cursory examination of the literature of public administration demonstrates that these traditional ideas do not fully embrace contemporary government theory or practice (Box 1998; Bryson and Crosby 1992; Camavale 1995; Cook 1996; Cooper 1991; deLeon 1997; Denhardt 1993; Farmer 1995; Fox and Miller 1995; Frederickson 1997; Gawthrop 1998; Goodsell 1994; Harmon 1995; Hummel 1994; Ingraham et al. 1994; Light 1997; Luke 1998; McSwite 1997; Miller and Fox 1997; Perry 1996; Rabin, Hildreth, and Miller 1998; Rohr 1998; Stivers 1993; Terry 1995, 1998; Thomas 1995 ; Vinzant and Crothers 1998; Wamsley et al. 1990; Wamsley and Wolf 1996). The field of public administration, of course, has not been stuck in progressive reform rhetoric for the last 100 years. Instead, there has been a rich and vibrant evolution in thought and practice, with important and substantial developments that can- not be subsumed under the title “the New Public Management.” So there are more than two choices. We will now explore a third alternative based on recent intellectual and practical developments in public administration, one that we call the New Public Service.