Diagnosing performance management and performance budgeting systems: A case study of the U.S. Navy

We present here a case study of an organization within the U.S. Navy that created a new organizational construct and performance management system. We explore the issues faced by naval leaders as they attempt to use their performance information to make resource allocation decisions at the sub-organization level, and base budgets at the organization and service (navy) level. We attempt to diagnose many of the practical problems a government organization encounters when implementing a performance management system, to include trying to inform budgets, and make recommendations on actions that would improve the strength of the performance system. We find in the organization a good conceptual framework, organizational enthusiasm, and reasonable attempts to link disparate information systems into a coherent whole. The good intentions are hindered, however, by inadequate accounting systems, a lack of understanding of cost accounting methods, weak use of terminology and longstanding institutional attitudes. This case confirms challenges associated with both performance management systems and performance budgeting found in the literature, and we offer recommendations for public officials considering such endeavors

Decision Markets for Policy Advice

The main cause of bad policy decisions is arguably a lack of information. Decisionmakers often do not make use of relevant information about the consequences of the policies they choose. The problem, however, is not simply that public officials do not exploit readily available information. It is also that they do not take full advantage of creative mechanisms that could expand the supply of policy-relevant information. Among the most innovative and potentially useful information-generating mechanisms are speculative markets. Speculative markets produce public information about the perceived likelihood of future events as a natural byproduct of voluntary exchange. Speculative markets do a remarkable job of aggregating information; in every head-to-head field comparison made so far, their forecasts have been at least as accurate as those of competing institutions, such as official government estimates. Many organizations are now trying to take advantage of this effect, experimenting with the creation of "prediction markets" or "information markets," to forecast future events such as product sales and project completion dates. This chapter examines the uses and limitations of decision markets. Decision markets are information markets designed to inform a particular policy decision, by directly estimating relevant consequences of that decision. After reviewing the weaknesses of existing institutions, the mechanics of decision markets, and a concrete example, this chapter reviews the requirements, advantages, and disadvantages of decision markets. The chapter also takes a close look at a particular application of this tool: the controversial yet illuminating attempt to establish a "Policy Analysis Market" to forecast the consequences of major policy U.S. choices in the Middle East.

A fuzzy approach to aggregating military assessments

AbstractFuzzy set matrix operations in the form of a computer-aided decision tool are applied to the management problem of aggregating assessments upward through successive layers of a hierarchy. The particular problem addressed concerns the production of a worldwide assessment of military command and control at the global level based on an assessment of capabilities three hierarchical levels below. The program works directly with colors indicating the operational readiness state of the capability. Linguistic variables form a large portion of the data base. Extensive capability exists to link the global assessment with stored information on budgetary decisions identified by the software. The fuzzy set approach described is new in the defense community. The article provides an overview of the methodology and is not a detailed discussion

Special Libraries, April 1956

Volume 47, Issue 4https://scholarworks.sjsu.edu/sla_sl_1956/1003/thumbnail.jp

Diagnosing performance management and performance budgeting systems: A case study of the U.S. Navy

We present here a case study of an organization within the U.S. Navy that created a new organizational construct and performance management system. We explore the issues faced by naval leaders as they attempt to use their performance information to make resource allocation decisions at the sub-organization level, and base budgets at the organization and service (navy) level. We attempt to diagnose many of the practical problems a government organization encounters when implementing a performance management system, to include trying to inform budgets, and make recommendations on actions that would improve the strength of the performance system. We find in the organization a good conceptual framework, organizational enthusiasm, and reasonable attempts to link disparate information systems into a coherent whole. The good intentions are hindered, however, by inadequate accounting systems, a lack of understanding of cost accounting methods, weak use of terminology and longstanding institutional attitudes. This case confirms challenges associated with both performance management systems and performance budgeting found in the literature, and we offer recommendations for public officials considering such endeavors.performance management; performance budgeting; public budgeting

Intellectual Property: When Is It the Best Incentive System?

Our objective in this paper is to review what economists have said about incentive schemes to promote R&D, including intellectual property. While we focus on environments in which other forms of protection are not available, we note that other protections can obviate the need for any formal reward system. In Section II, we compare intellectual property to alternative incentive schemes. In Section III we review optimal design issues for intellectual property, especially the question of patent breadth, and in Section IV we turn to the special problems that arise when innovation is cumulative. In Section V, we summarize the arguments for and against intellectual property. We comment on whether the design recommendations of economists can actually be implemented, and argue that IP regimes should be designed so that the subject matter of each one has relatively homogeneous needs for protection.