But the CRs also have negative impacts because of the uncertainty they pose for agency operations. Because agency managers cannot plan for spending beyond the timeframe of a CR, they have developed ways to cope with the uncertainty and delay. Several of their coping strategies include:
Hiring freezes, to control personnel costs. As positions become vacant, agencies leave them unfilled.
Furloughs, especially in cases where agencies fear a shutdown. Since notices have to be sent out in advance, even if a furlough does not occur, this creates staff turmoil and causes some to seek alternate employment.
Personnel shifts are stopped, even if an agency is shifting its mission priorities to another area. For example, the Bureau of Prisons could not maintain or improve the ratio of correction officers to inmates, as the inmate population increased.
Training and travel delays, which oftentimes cannot be made up at a later date.
Delays in operations such as Veterans hospitals delaying regular maintenance and the Bureau of Prisons bringing additional prison capacity on-line because of the inability to hire staff.
Shorten contract competitions because agencies have limited time left in a fiscal year, however this means they are not able to fully compete and award contracts and this results in less competition and a rush to obligate funds before they lapse at the end of the shortened fiscal year.
Use shorter-term contracts and grants so the duration of the contract or grant does not exceed the duration of a CR. This increases contract and grant transaction costs and more frequent transactions can lead to errors in the contracting process since procurement and grants personnel are stretched to meet a higher workload.
Forgo maintenance in order to conserve funding for other costs that are harder to defer, such as payroll or utilities. However, forgoing maintenance oftentimes leads to higher future costs because of deterioration of ships, roads, or buildings needing maintenance.
Targeted reductions of programs or activities that are planned but not yet begun. This is increasingly being used instead of the more typical across-the-board reductions of all programs.
Delayed implementation is another way to save monies in the short term, but this can have an effect on operations, for example a new air traffic control tower was built in State College, PA but sat empty in the spring of 2011 because FAA could not hire the air traffic controller to staff it.
Delayed payments can occur, as well. For example, President Obama announced that the scheduled pay increase for federal employees would be deferred, at least for the duration of the fiscal year 2013 CR.