Diagnosing Performance Management and Performance Budgeting Systems: A Case Study of the U.S. Navy

Public Finance and Management, Vol. 10, No. 3, pp. 524-555, 2010

Posted: 12 Sep 2010

See all articles by Natalie J. Webb

Natalie J. Webb

Defense Resources Management Institute

Philip J. Candreva

U.S. Naval Postgraduate School

Date Written: September 8, 2010

Abstract

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 drive budgets at the organization and service (navy) level. We diagnose the practical problems a government organization encounters when implementing a performance management system, to include their influence on budgets, and make recommendations for public sector performance budgeting organizations. This case confirms challenges noted in the literature associated with performance management and performance budgeting systems. We offer recommendations for public officials considering such endeavors.

Keywords: performance management, performance budgeting, public budgeting

JEL Classification: D73, D81, H56

Suggested Citation

Webb, Natalie J. and Candreva, Philip J., Diagnosing Performance Management and Performance Budgeting Systems: A Case Study of the U.S. Navy (September 8, 2010). Public Finance and Management, Vol. 10, No. 3, pp. 524-555, 2010. Available at SSRN: https://ssrn.com/abstract=1673944

Natalie J. Webb

Defense Resources Management Institute ( email )

699 Dyer Rd M6
Naval Postgraduate School
Monterey, CA 93943-5001
United States
831-656-2013 (Phone)
831-656-2139 (Fax)

HOME PAGE: http://faculty.nps.edu/njwebb/

Philip J. Candreva (Contact Author)

U.S. Naval Postgraduate School ( email )

1 University Circle
Monterey, CA 93943-5001
United States
831-656-2884 (Phone)

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