Paul Speaker - Profile on Academia.edu (original) (raw)
Papers by Paul Speaker
Interpol review of forensic management, 2019–2022
Forensic Science International: Synergy
The Financial Review, Jun 1, 1984
Previous analyses of the conditions for the rationality of the use of compensating balance requir... more Previous analyses of the conditions for the rationality of the use of compensating balance requirements have been stated in terms of the relationship between the firm's normal transactions balance and the required compensating balance. However, these papers fail to recognize the interdependence between the required compensating balance and the firm's optimum transactions balance. Our paper incorporates a required compensating balance into the control limits model of Miller and Orr (1966). Our results demonstrate that the average level of transactions balances and the expected opportunity cost of maintaining these balances iare nondecreasing functions of the required compensating balance, thus strengthening the case against their rationality.
Interpol review of forensic management, 2019–2022
Forensic Science International: Synergy, 2023
Current understanding of the cost-effectiveness of testing sexual assault kits
Routledge eBooks, Sep 22, 2022
Using Information Technology to Meet Electronic Commerce and MIS Education Demands
IGI Global eBooks, Jan 18, 2011
Unemployment and Public Policy with Multiple Labor Market Intermediaries
University Microfilms International eBooks, 1981
Several authors over the past decade have attempted to evaluate the impact of public policy progr... more Several authors over the past decade have attempted to evaluate the impact of public policy programs which are aimed at reducing the level of unemployment. Although there are slight differences in the description of the behavior of economic agents in these studies and in the specific policy schemes, they have been in general agreement about the effects on unemployment from public policy changes. In particular, an increase in unemployment insurance payments or a decrease in the cost of search leads to an increase in the level of unemployment. These studies have tended to neglect the specific mechanisms that are employed in the job search process. That is, job seekers generally are assumed to conduct a process of random seach of wage offers rather than the adoption of the services of particular labor market intermediaries to find suitable job positions. We observe that unemployed workers do use informal methods of search as well as the services of both private and public employment agencies. Since each of these intermediaries are used by job seekers and each may involve different costs, then it seems to be inadequate to discard the role of these intermediaries in labor market models. We evaluate the impact of multiple labor market intermediaries in two situations. First, we present an economy where individual submarkets of labor are characterized by a constant wage environment. We describe the general equilibrium in this economy and investigate the impact of public policy changes on the search behavior of the unemployed. Next, using BLS survey data we present an empirical interpretation of the results of the model. The second situation represents a variable wage environment where the supply side behavior of the labor market is determined. The results of these models indicate that the supply side reactions in the labor market to changes in UI payments are qualitatively the same in either a constant wage or a variable wage environment. Although the reasons for these changes differ, the effects indicate that individuals who receive UI payments may decrease their search effort by employing fewer labor market intermediaries while non-recipients intensify their job search. The reactions to changes in the costs of search through the various intermediaries depends in large part on the availability of search alternatives to the unemployed workers. When there is a choice of intermediaries in all periods then an increase in the fee for one intermediary sees more job seekers adjusting their job search to the alternative methods. However, when this choice is limited to a finite number of periods then the reaction in a variable wage environment is to intensify search by lowering reservation wages
Forensic laboratories generate a great deal of data from casework activities across investigative... more Forensic laboratories generate a great deal of data from casework activities across investigative areas, personnel and budget allocations, and corresponding expenditures. This paper investigates ways in which laboratories can make data-driven managerial decisions through the regular extraction of key performance indicators from commonly available data sources. A laboratory's performance indicators can then be compared to peer laboratory performance to search for best practices, determine inhouse trends, manage scarce resources, and provide quantitative support for the justification of additional resources.
The sentinel role of forensic toxicology laboratories to identify and act upon diverse drug threats by addressing toxicology and economic demands
Forensic Science International: Synergy, 2022
Rapid DNA Systems: An Analysis of Return on Investment (ROI) for Forensic Laboratories
Forensic Science International: Synergy
Time Trends in the Delivery of Forensic Science Services: Impacts from the Opioid Crisis, Previously Unsubmitted Sexual Assault Kits, and COVID-19
Forensic Science International: Synergy
Foresight Project
Elsevier eBooks, 2023
Foresight Project
Elsevier eBooks, 2023
Normal Accidents: Using Analytics to Cope With Events
Forensic Science International: Synergy
Hidden costs of the opioid crisis Complete
FORESIGHT Interpretation: What Do I Do With All This Data?
Forensic Science International: Synergy, 2021
Developing New Business Models for Forensic Laboratories
Forensic Science and the Administration of Justice: Critical Issues and Directions
The balanced scorecard: Sustainable performance assessment for forensic laboratories
Science & Justice, 2012
The purpose of this article is to introduce the concept of the balanced scorecard into the labora... more The purpose of this article is to introduce the concept of the balanced scorecard into the laboratory management environment. The balanced scorecard is a performance measurement matrix designed to capture financial and non-financial metrics that provide insight into the critical success factors for an organization, effectively aligning organization strategy to key performance objectives. The scorecard helps organizational leaders by providing balance from two perspectives. First, it ensures an appropriate mix of performance metrics from across the organization to achieve operational excellence; thereby the balanced scorecard ensures that no single or limited group of metrics dominates the assessment process, possibly leading to long-term inferior performance. Second, the balanced scorecard helps leaders offset short term performance pressures by giving recognition and weight to long-term laboratory needs that, if not properly addressed, might jeopardize future laboratory performance.
Forensic Science Policy & Management: An International Journal, 2009
Managers of scientific laboratories see themselves as scientists first and managers second; conse... more Managers of scientific laboratories see themselves as scientists first and managers second; consequently, they tend to devalue the managerial aspects of their jobs. Forensic laboratory managers are no different, but the stakes may be much higher given the importance of quality science to the criminal justice system. The need for training and support in forensic laboratory management has been recognized for many years, but little has been done to transition the tools of business to the forensic laboratory environment. FORESIGHT is a business-guided self-evaluation of forensic science laboratories across North America. The participating laboratories represent local, regional, state, and national agencies. Economics, accounting, finance, and forensic faculty provide assistance, guidance, and analysis. The process involves standardizing definitions for metrics to evaluate work processes, linking financial information to work tasks, and functions. Laboratory managers can then assess resource allocations, efficiencies, and value of services-the mission is to measure, preserve what works, and change what does not. A project of this magnitude for forensic laboratories has not been carried out anywhere.
Forensic Science Policy & Management: An International Journal, 2012
Budgets for forensic science laboratories have always been meager relative to the caseload demand... more Budgets for forensic science laboratories have always been meager relative to the caseload demands on their services, but the pressure to do more with less has been growing at a more rapid pace recently for laboratories around the world. Much of this pressure is related to the stress on government budgets from global recession. During any fiscal crisis, governments look to areas in which public budgets can cut costs to move toward greater fiscal responsibility; in the most recent global recession those cuts, some draconian, have affected forensic science laboratories with some notable reductions in force. Rather than passively await the decisions of officials from outside the laboratory environment, laboratories may have a greater hand in their destiny through preemptive action before unwanted changes are thrust upon them. To do so it is essential that laboratory directors have a firm grasp on foundational economic realities. With that knowledge, directors can begin to use those realities to increase cost-effectiveness while maintaining efficiency. In many situations the optimal response may be to make cross-jurisdictional agreements to insource or outsource casework. In other situations the response may lead to reorganizing existing or opening new facilities to spread a heavy caseload among multiple laboratories for a more effective division of services. In some circumstances a private sector solution may be optimal as excess caseloads are outsourced to private laboratories or entire investigative areas diverted to the for-profit market.
Interpol review of forensic management, 2019–2022
Forensic Science International: Synergy
The Financial Review, Jun 1, 1984
Previous analyses of the conditions for the rationality of the use of compensating balance requir... more Previous analyses of the conditions for the rationality of the use of compensating balance requirements have been stated in terms of the relationship between the firm's normal transactions balance and the required compensating balance. However, these papers fail to recognize the interdependence between the required compensating balance and the firm's optimum transactions balance. Our paper incorporates a required compensating balance into the control limits model of Miller and Orr (1966). Our results demonstrate that the average level of transactions balances and the expected opportunity cost of maintaining these balances iare nondecreasing functions of the required compensating balance, thus strengthening the case against their rationality.
Interpol review of forensic management, 2019–2022
Forensic Science International: Synergy, 2023
Current understanding of the cost-effectiveness of testing sexual assault kits
Routledge eBooks, Sep 22, 2022
Using Information Technology to Meet Electronic Commerce and MIS Education Demands
IGI Global eBooks, Jan 18, 2011
Unemployment and Public Policy with Multiple Labor Market Intermediaries
University Microfilms International eBooks, 1981
Several authors over the past decade have attempted to evaluate the impact of public policy progr... more Several authors over the past decade have attempted to evaluate the impact of public policy programs which are aimed at reducing the level of unemployment. Although there are slight differences in the description of the behavior of economic agents in these studies and in the specific policy schemes, they have been in general agreement about the effects on unemployment from public policy changes. In particular, an increase in unemployment insurance payments or a decrease in the cost of search leads to an increase in the level of unemployment. These studies have tended to neglect the specific mechanisms that are employed in the job search process. That is, job seekers generally are assumed to conduct a process of random seach of wage offers rather than the adoption of the services of particular labor market intermediaries to find suitable job positions. We observe that unemployed workers do use informal methods of search as well as the services of both private and public employment agencies. Since each of these intermediaries are used by job seekers and each may involve different costs, then it seems to be inadequate to discard the role of these intermediaries in labor market models. We evaluate the impact of multiple labor market intermediaries in two situations. First, we present an economy where individual submarkets of labor are characterized by a constant wage environment. We describe the general equilibrium in this economy and investigate the impact of public policy changes on the search behavior of the unemployed. Next, using BLS survey data we present an empirical interpretation of the results of the model. The second situation represents a variable wage environment where the supply side behavior of the labor market is determined. The results of these models indicate that the supply side reactions in the labor market to changes in UI payments are qualitatively the same in either a constant wage or a variable wage environment. Although the reasons for these changes differ, the effects indicate that individuals who receive UI payments may decrease their search effort by employing fewer labor market intermediaries while non-recipients intensify their job search. The reactions to changes in the costs of search through the various intermediaries depends in large part on the availability of search alternatives to the unemployed workers. When there is a choice of intermediaries in all periods then an increase in the fee for one intermediary sees more job seekers adjusting their job search to the alternative methods. However, when this choice is limited to a finite number of periods then the reaction in a variable wage environment is to intensify search by lowering reservation wages
Forensic laboratories generate a great deal of data from casework activities across investigative... more Forensic laboratories generate a great deal of data from casework activities across investigative areas, personnel and budget allocations, and corresponding expenditures. This paper investigates ways in which laboratories can make data-driven managerial decisions through the regular extraction of key performance indicators from commonly available data sources. A laboratory's performance indicators can then be compared to peer laboratory performance to search for best practices, determine inhouse trends, manage scarce resources, and provide quantitative support for the justification of additional resources.
The sentinel role of forensic toxicology laboratories to identify and act upon diverse drug threats by addressing toxicology and economic demands
Forensic Science International: Synergy, 2022
Rapid DNA Systems: An Analysis of Return on Investment (ROI) for Forensic Laboratories
Forensic Science International: Synergy
Time Trends in the Delivery of Forensic Science Services: Impacts from the Opioid Crisis, Previously Unsubmitted Sexual Assault Kits, and COVID-19
Forensic Science International: Synergy
Foresight Project
Elsevier eBooks, 2023
Foresight Project
Elsevier eBooks, 2023
Normal Accidents: Using Analytics to Cope With Events
Forensic Science International: Synergy
Hidden costs of the opioid crisis Complete
FORESIGHT Interpretation: What Do I Do With All This Data?
Forensic Science International: Synergy, 2021
Developing New Business Models for Forensic Laboratories
Forensic Science and the Administration of Justice: Critical Issues and Directions
The balanced scorecard: Sustainable performance assessment for forensic laboratories
Science & Justice, 2012
The purpose of this article is to introduce the concept of the balanced scorecard into the labora... more The purpose of this article is to introduce the concept of the balanced scorecard into the laboratory management environment. The balanced scorecard is a performance measurement matrix designed to capture financial and non-financial metrics that provide insight into the critical success factors for an organization, effectively aligning organization strategy to key performance objectives. The scorecard helps organizational leaders by providing balance from two perspectives. First, it ensures an appropriate mix of performance metrics from across the organization to achieve operational excellence; thereby the balanced scorecard ensures that no single or limited group of metrics dominates the assessment process, possibly leading to long-term inferior performance. Second, the balanced scorecard helps leaders offset short term performance pressures by giving recognition and weight to long-term laboratory needs that, if not properly addressed, might jeopardize future laboratory performance.
Forensic Science Policy & Management: An International Journal, 2009
Managers of scientific laboratories see themselves as scientists first and managers second; conse... more Managers of scientific laboratories see themselves as scientists first and managers second; consequently, they tend to devalue the managerial aspects of their jobs. Forensic laboratory managers are no different, but the stakes may be much higher given the importance of quality science to the criminal justice system. The need for training and support in forensic laboratory management has been recognized for many years, but little has been done to transition the tools of business to the forensic laboratory environment. FORESIGHT is a business-guided self-evaluation of forensic science laboratories across North America. The participating laboratories represent local, regional, state, and national agencies. Economics, accounting, finance, and forensic faculty provide assistance, guidance, and analysis. The process involves standardizing definitions for metrics to evaluate work processes, linking financial information to work tasks, and functions. Laboratory managers can then assess resource allocations, efficiencies, and value of services-the mission is to measure, preserve what works, and change what does not. A project of this magnitude for forensic laboratories has not been carried out anywhere.
Forensic Science Policy & Management: An International Journal, 2012
Budgets for forensic science laboratories have always been meager relative to the caseload demand... more Budgets for forensic science laboratories have always been meager relative to the caseload demands on their services, but the pressure to do more with less has been growing at a more rapid pace recently for laboratories around the world. Much of this pressure is related to the stress on government budgets from global recession. During any fiscal crisis, governments look to areas in which public budgets can cut costs to move toward greater fiscal responsibility; in the most recent global recession those cuts, some draconian, have affected forensic science laboratories with some notable reductions in force. Rather than passively await the decisions of officials from outside the laboratory environment, laboratories may have a greater hand in their destiny through preemptive action before unwanted changes are thrust upon them. To do so it is essential that laboratory directors have a firm grasp on foundational economic realities. With that knowledge, directors can begin to use those realities to increase cost-effectiveness while maintaining efficiency. In many situations the optimal response may be to make cross-jurisdictional agreements to insource or outsource casework. In other situations the response may lead to reorganizing existing or opening new facilities to spread a heavy caseload among multiple laboratories for a more effective division of services. In some circumstances a private sector solution may be optimal as excess caseloads are outsourced to private laboratories or entire investigative areas diverted to the for-profit market.