Case Study Response - Question One Turning to the organizations Emergency Management System strategic plan is the first place that should be reviewed in performance based budgeting. A typical strategic plan will include directions that the leaders of the organization want to see employees moving towards, agency mission, goals and objectives (Julnes, 2008). Once the mission statements of an organization are understood, you can begin to implement some of the performance benchmark theories and get a grasp on performance based budgeting. Additionally, a good mission statement will answer the question “Where do we want to go, and how do we get there?” (Julnes, 2008, p. 52). Utilizing the Emergency Management Services mission statement can answer
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This may be the first place we discover hidden expenditures. While line item budgeting has been the accepted practice of budgeting, it may be a better decision to move away from line items, and pay more attention to performance budgeting. As a result, I would move more towards basing my review with benchmark studies, while pointing out to the director specific line item results with these benchmarks. Benchmarking is a cost effective way to compare results both internally, and cross-organizationally. In fact, most of the data needed for benchmarking is likely something the organization already has. When done properly “benchmarking practices can result in cost, quality, and efficiency improvement (Julnes, 2008, p. 60). With the targeted goal of reducing our budget by 4%, quality and efficiency improvements are two areas I would lend as much effort to as possible. Again, turning to our strategic plan and mission statement, quality of services must be the number one priority. Providing the best, most efficient services possible to our citizen-customers will result in their satisfaction of …show more content…
While specifics differ from each state, most legislation requires “agencies to report on measures of workload, efficiency and outcomes” (Julnes, 2008, p. 62). Once again, stressing on line items that can save money without a reduction in services or man power. Conversely, other states have implemented incentives for management and employees that embrace, and changes their organizational outcomes within the performance based budgeting framework. The incentives range from increased budget funds, and possible exemptions from future reporting periods (Julnes, 2008). Although, in emergency services the best incentive may be reflected in Illinois guideline that gives employee’s a financial incentive if they reduce their on the job cost (Julnes, 2008). This direct motivation to employees in the field could result in a reduction in useless consumable expenditures, in turn, saving money by improving quality and
This may be the first place we discover hidden expenditures. While line item budgeting has been the accepted practice of budgeting, it may be a better decision to move away from line items, and pay more attention to performance budgeting. As a result, I would move more towards basing my review with benchmark studies, while pointing out to the director specific line item results with these benchmarks. Benchmarking is a cost effective way to compare results both internally, and cross-organizationally. In fact, most of the data needed for benchmarking is likely something the organization already has. When done properly “benchmarking practices can result in cost, quality, and efficiency improvement (Julnes, 2008, p. 60). With the targeted goal of reducing our budget by 4%, quality and efficiency improvements are two areas I would lend as much effort to as possible. Again, turning to our strategic plan and mission statement, quality of services must be the number one priority. Providing the best, most efficient services possible to our citizen-customers will result in their satisfaction of …show more content…
While specifics differ from each state, most legislation requires “agencies to report on measures of workload, efficiency and outcomes” (Julnes, 2008, p. 62). Once again, stressing on line items that can save money without a reduction in services or man power. Conversely, other states have implemented incentives for management and employees that embrace, and changes their organizational outcomes within the performance based budgeting framework. The incentives range from increased budget funds, and possible exemptions from future reporting periods (Julnes, 2008). Although, in emergency services the best incentive may be reflected in Illinois guideline that gives employee’s a financial incentive if they reduce their on the job cost (Julnes, 2008). This direct motivation to employees in the field could result in a reduction in useless consumable expenditures, in turn, saving money by improving quality and