I've been looking at budgets (vs actuals) which IMO more accurately reflects what management is PLANNING. If a budget is systematically in decline or just holding where it is, to me, that indicates more of what management wants to see happen, what it wants to achieve.
Actuals are more about execution which is another matter entirely.
In this case, however, I think we're splitting hairs... The cumulative actuals vs budgets are not that different for the time periods at issue. Using nominal values--not inflation adjusted--actual spending for the six years 2012-2017 inclusive was $1.29 million over the respective budgets.
And for the six years 2018-2023, that variance was $1.31 million over budget.
So execution has been about the same. The difference is that baseball budgets through 2018 went up considerably. In nominal dollars, by almost 75% and well outpacing inflation. Now, we struggle to keep up with inflation when we budget. Again, that's more about planning and whether you're trying to grow and improve these programs...
Actuals are more about execution which is another matter entirely.
In this case, however, I think we're splitting hairs... The cumulative actuals vs budgets are not that different for the time periods at issue. Using nominal values--not inflation adjusted--actual spending for the six years 2012-2017 inclusive was $1.29 million over the respective budgets.
And for the six years 2018-2023, that variance was $1.31 million over budget.
So execution has been about the same. The difference is that baseball budgets through 2018 went up considerably. In nominal dollars, by almost 75% and well outpacing inflation. Now, we struggle to keep up with inflation when we budget. Again, that's more about planning and whether you're trying to grow and improve these programs...