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The belief of Louisville, Kentucky, Mayor Jerry Abramson in improved service to citizen "customers" leads to the 1989 establishment of a centralized complaint/information system--a single phone number to which complaints or inquiries about any of the city''s 25 departments can be made. But despite apparent success and a high public profile, managers of the "CityCALL" system become frustrated with what they view as inefficiencies in their relationships with other city agencies. Some are linked to CityCALL by computer; others show little apparent inclination to cooperate. The case calls for consideration of how CityCALL could be improved through the vehicle of Louisville''s "CityWork" system, in which public employees, in a retreat-style setting, are called upon to offer specific suggestions for change.; The case explores the evolution of an innovative program--its unexpected side effects and the sorts of resistance it encounters. It highlights, as well, Mayor Abramson''s contention that a system of cooperative program evaluation--CityWork--can lead to efficiencies which rival public/private competitive bidding and other "privatization"-style strategies.