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BEA’s Budget: Setting Priorities in the Face of Tight Budgets. Brian C. Moyer. BEA Advisory Committee Washington, D.C. May 11, 2012. Current Budget Environment. Department strongly supports BEA’s mission, but budgets are extremely tight and cuts are likely - PowerPoint PPT Presentation
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www.bea.gov
BEA’s Budget: Setting Priorities in the Face of
Tight Budgets
Brian C. MoyerBEA Advisory Committee
Washington, D.C.
May 11, 2012
www.bea.gov
Current Budget Environment
Department strongly supports BEA’s mission, but budgets are extremely tight and cuts are likely
BEA needs to continue producing its core statistical products
“Flat” budgets in even a mild inflationary environment erode base funds
BEA’s building lease expires in FY 2013
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www.bea.gov
BEA’s FY 2012 Budget: $92.2 m
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Industry—$13.2 m (14%)
Regional—$16.3 m (18%)
International—$31.7 m (34%)
National—$31.1 m (34%)
www.bea.gov
Spending by Category
People (69%)
Data contracts (2%)
Rent (7%)
IT (8%)
Overhead, other charges (12%)
Training (2%)
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www.bea.gov
Within-budget Improvements
Prototype quarterly GDP by industry statistics
Work with BLS on an industry-level production account
New quarterly tables that reconcile BEA’s data with the Fed’s flow of funds data
New quarterly IIP estimates
Work on new quarterly GDP by state statistics
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www.bea.gov
Improvements in Efficiency
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Modernization of IT systems Allows BEA to complete more work with
fewer staff Improves timeliness of the data
Reduction in administrative costs Savings of $600 k in FY 2012
Expansion of electronic filing for BEA surveys
Buyouts/early outs
www.bea.gov
Performance/Zero-based Budgeting
▪ Budgets begin at “zero” and each program/product is analyzed by its resource costs and expected results
▪ Two-step process Identify, collect, and analyze cost
information on each program/product Set priorities among
programs/products in consultation with customers and stakeholders
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www.bea.gov
Past Cuts to BEA’s Programs
▪Discontinued short and long-term macro forecasting units
▪Transferred Leading Indicators to the Conference Board
▪Discontinued regional projections
▪Discontinued benchmark capital flow tables
▪Discontinued FDI surveys, raised reporting thresholds, and reduced the level of detail collected on BEA’s surveys of MNCs
▪Reduced the level of industry detail provided for county personal income
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www.bea.gov
“Menu” of Potential Future Cuts
▪ Eliminate advance GDP by industry statistics ($1.1 m)
▪ Eliminate county and metro area personal income statistics ($2 m)
▪ Eliminate monthly estimates of personal income and outlays ($2.3 m)
▪ Dramatically scale back projects to modernize the accounts such as better measures of health care inflation ($3 m)
▪ Reduce detail, periodicity, and analysis of FDI/MNC data ($5 m)
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www.bea.gov
“Menu” of Potential Future Cuts
▪ Discontinue “underlying detail” tables for GDP and the national accounts ($400 k)
▪ Discontinue RIMS program ($1.4 m)
▪ Discontinue travel and tourism statistics (net $150 k)
▪ Discontinue paper publications ($180 k)
▪ Scale back the IT modernization and systems reengineering ($3 m)
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