This chapter summarizes each previous chapter, and it highlights the approach that each chapter has taken to the CSR of public administration. The chapters provide different rationales for the existence of the CSR of public administration: market and organizational failure; self-examination, professional practice, and political opportunity; externalities and the relationship with the trust in government; and finally, Carroll’s pyramid. Based on the summaries, the conclusion identifies three models for the CSR of public administration. Model 1 sees ‘public administration as ancillary or co-responsible of mainstream CSR’, that is, supporting the CSR of business. Model 2 takes place when ‘public administration is called to self-examination, but along the parameters of mainstream CSR, like an emphasis on CO2’. In Model 3, in turn, ‘public administration is deemed responsible for its own core function’ that is, management and policy implementation. This book calls us to action: ‘What needs to be done is to label public administration performance as social responsibility’ and ‘not hesitate to call measures of performance the social responsibility of public administration.’ Such models have nuances: there are variations and specificities that enrich the landscape and are worth further investigation. In this book, we started a small spark and hope a bigger flame will follow.