The mediator's role in the Foothills, Brayton Point, and Connecticut Negotiation Investment Strategy (NIS) cases is reviewed. Criteria by which the success of mediation efforts in the public sector should be judged are identified and applied to the three cases; lack of complete success is revealed throughout. Ways that the mediator can structure mediation so externalities are considered and interested parties are adequately represented are suggested. The labor mediation model and international model of mediation are discussed, and the latter is identified as preferable for public sector disputes. Obstacles to the greater use of mediated negotiation in the public sector, including limited availability of trained mediators, are highlighted. Whether the mediator should raise public interest considerations and whether he should help design solutions are considered; negative responses are offered. The high value that Community Relations Service (CRS) mediators place on the process of communication and negotiation to bring about a meaningful movement toward racial justice is highlighted. The mediator's added responsibilities in some cases (for example, where there are extraordinary power imbalances) are emphasized. Included are 20 notes.