1 / 29

Surviving the Sequester Owen Barwell Doug Criscitello Robert Shea Thad Juszczak March 7, 2013

Surviving the Sequester Owen Barwell Doug Criscitello Robert Shea Thad Juszczak March 7, 2013. Surviving the Sequester. Agencies will need to extensively manage their funding and spending under the sequester this year (not to mention the next eight years).

mayda
Download Presentation

Surviving the Sequester Owen Barwell Doug Criscitello Robert Shea Thad Juszczak March 7, 2013

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Surviving the Sequester Owen BarwellDoug CriscitelloRobert SheaThad JuszczakMarch 7, 2013

  2. Surviving the Sequester Agencies will need to extensively manage their funding and spending under the sequester this year (not to mention the next eight years). Based on our knowledge and experience you should be focusing on the following areas: • Inventory currently available funding • Inventory planned spending • Take immediate action • Medium and longer range items

  3. Surviving the Sequester Inventory Currently Available Funds

  4. Currently Available Funds FY 2013 Continuing Resolution (CR) funding less end of February commitments and obligations

  5. Currently Available Funds Prior year available funds less end of February commitments and obligations

  6. Currently Available Funds • Available and anticipated user fees • Available and anticipated reimbursements

  7. Currently Available Funds Identify previously obligated contracts/ grants/agreements with sequesterablefunding • What percent has already been liquidated? • What would be the cost of terminating for convenience of the government?

  8. Currently Available Funds • Perform a thorough review of unliquidated obligations funded with sequesterablefunding • Perform a thorough review of current commitments

  9. Currently Available Funds Review and understand all reprogramming limitations applicable to your agency and appropriations

  10. Surviving the Sequester Inventory Planned Spending

  11. Planned Spending Identify funding needed to support current staffing salary and benefits for 1 Mar through 30 Sep

  12. Planned Spending Identify planned obligation dates for all planned spending for 1 Mar through 30 Sep and classify each as High, Medium, or Low priority • Contracts/grants/agreements • Supplies and equipment • Rent, utilities, and leases • Travel • Employee benefits beyond health and life insurance (awards, commuter subsidies, PCS, uniforms)

  13. Planned Spending • Identify which requirements could be deferred to the 4th quarter, FY 2013 • Identify which requirements could be deferred to FY 2014

  14. Surviving the Sequester Take Immediate Action

  15. Take Immediate Action Calculate your available funding and your total planned obligations to determine your current shortfall

  16. Take Immediate Action Identify anything planned by 1 Mar – 30 Jun which is deferrable to the 4th quarter or FY 2014 and defer them now

  17. Take Immediate Action Identify any low priority obligations planned for 1 Mar – 30 Jun and defer them now

  18. Take Immediate Action Identify any medium priority obligations planned for 1 Mar – 30 Jun and consider deferring them now

  19. Take Immediate Action Manage labor costs: 1) Determine if planned labor costs for 1 Apr – 30 Sep are compatible with labor cost funding available in CR

  20. Take Immediate Action Manage labor costs: 2) Control new hiring

  21. Take Immediate Action Manage labor costs: 3) Officially encourage leave without pay (LWOP)

  22. Take Immediate Action Manage labor costs: 4) Monitor biweekly payrolls; know the cost of one day of payroll for your entire agency so you can calculate the number of furlough days needed when labor costs become your only available funding to sequester

  23. Take Immediate Action Manage labor costs: 5) Monitor employee losses and calculate impact on funding need through 30 Sep

  24. Surviving the Sequester Medium and Long Term Actions

  25. Medium and Long Term Actions Begin to formulate a budget with the out year sequesters included

  26. Medium and Long Term Actions Ensure sufficient cost management information to determine how much things cost

  27. Medium and Long Term Actions Consider strategic sourcing to reduce costs

  28. Medium and Long Term Actions Adjust strategic goals and objectives

  29. Questions and Comments Thad.Juszczak@us.gt.com

More Related