Epilogue: Thinking About Reaching Out: Analytical Approaches to Develop Feasible Projects

Chapter
First Online:

Abstract

This chapter is about reaching out to users of public services from operational levels in the public sector. Its starting point is the need for focus and commitment to create outcomes of value to citizens. This chapter examines the use of logic models to help structure feasible proposals. Such models focus on defining paths to desired impacts and help turn intangible resources into tangible results. This chapter proposes that logic models can help managers and staff to think about opportunities to implement development goals by improving focus, accountability, feasibility and targeting. It suggests that such initiatives may also help find funds, win support from senior managers and political leaders, provide a basis for consultation with users and create resources with which to generate continuing streams of innovation in the formulation and delivery of public services in developing countries.

Keywords

Public Sector Public Service Political Leader Millennium Development Goal Business Case 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in to check access.

Notes

Acknowledgement

Grateful acknowledgement is made to two former senior officers in the Victorian Public Service for directing me to pyramid logic and investment logic maps.

References

  1. Austhink. Retrieved 24 June 2011, from http://rationale.austhink.com/
  2. Department of Treasury and Finance, Victoria, Australia (2009) Investment management. Retrieved 24 June 2011, from http://www.dtf.vic.gov.au/CA25713E0002EF43/pages/investment-management-home
  3. Douglas JV (2008) Tongue-tied, fund starved. Australian Financial Review, 25 AprGoogle Scholar
  4. Hagel J III, Brown JS, Davison L (2010) The power of pull. Basic Books, New YorkGoogle Scholar
  5. Hodgkinson S (2007, Aug 24) Keep it simple. Australian Financial ReviewGoogle Scholar
  6. Kaplan RS, Norton DP (2004) Strategy maps: converting intangible assets into tangible outcomes. Harvard Business School Press, Boston, p 8Google Scholar
  7. Minto B (1996) The pyramid principle. Minto International, LondonGoogle Scholar
  8. Mintzberg H (1996) Managing government, governing management. Harvard Business Review, May-JuneGoogle Scholar
  9. Moore MH (1995) Creating public value. Harvard University Press, CambridgeGoogle Scholar
  10. Moore MH (Speaker) (2008) Recognizing public value: the challenge of measuring government performance (Presentation notes). Institute of Public Administration Australia, Victoria, 24 JanGoogle Scholar
  11. Problem solving with the McKinsey method. Retrieved 15 Nov 2006, from www.mccombs.utexas.edu/students/gcg/CaseGuides/MCKINSEY%20PROBLEM%20SOLVING%20APPROACH%20(V2).ppt. Link no longer operative, similar references. Retrieved 28 June 2011, from faculty.fullerton.edu/pchan/590/591lecturenotes.ppt, mktarcadia.com/attachment/1313411620.ppt, interactive.cabinetoffice.gov.uk/strategy/…/skills/s_issue.htm
  12. Rasiel E, Friga PN (2002) The McKinsey mind. McGraw Hill, New YorkGoogle Scholar
  13. Zukang S (2010) Overview: keeping the promise. In: The millennium development goals, report 2010. United Nations, New York. Retrieved 24 June 2011, from http://www.un.org/millenniumgoals/pdf/MDG%20Report%202010%20En%20r15%20-low%20res%2020100615%20-.pdf

Copyright information

© Springer India 2013

Authors and Affiliations

  1. 1.Department of ManagementMonash UniversityMelbourneAustralia

Personalised recommendations