| North Carolina Does Not Track Lands Submerged Under Navigable Rivers or Know the Extent of Private Claims (January 2013) 2013-02
The Department of Administration (DOA) is charged with managing and controlling the State's submerged lands. DOA does not have a comprehensive inventory of lands submerged under navigable rivers, so the extent to which private parties may hold title to these lands is unknown. Whereas DOA grants and tracks certain types of easements, it does not require easements for many structures built on lands submerged under navigable rivers and does not exercise its authority to lease or convey mineral deposits for most mining on submerged lands. The General Assembly could consider requiring DOA to improve its management and tracking of submerged lands and creating a submerged lands claims process based on a process North Carolina used for 25 coastal counties in the past. |
Executive Summary
Final Report
Presentation |
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Merger of the Human Relations Commission with the Civil Rights Division Would Yield Limited Cost Savings (October 2012)
2012-11
The General Assembly directed the Program Evaluation Division to evaluate the Department of Administration's Human Relations Commission and the Office of Administrative Hearing's Civil Rights Division to determine whether there is duplication of services. Although both entities investigate discrimination claims, there is no duplication of duties and services between them. Moving the Commission's fair housing activities to the Division could generate some recurring savings, but these savings may be offset by transfer costs. The General Assembly should require the Commission and Division to report annually on their activities and should amend two employment discrimination laws to clarify each entity's enforcement authority.
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Executive Summary
Final Report
Presentation
Handout |
| Review of the Feasibility Study for Coordinating Operations of the North Carolina Research and Education Network and the State Network Infrastructure (July 2012) 2012-09
This report reviews the study developed by Office of Information Technology Services (ITS) and the Microelectronics Center of North Carolina (MCNC) to determine the feasibility of coordinating operations and to identify efficiencies and cost savings through increased cooperation and elimination of duplicative efforts. Whereas the feasibility study identified three areas of potential collaboration between ITS and MCNC, no further collaboration is being pursued at this time. ITS concluded that collaboration with MCNC would create a conflict of interest in statewide efforts to improve efficiencies in information technology. |
Executive Summary
Final Report |
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Key Ideas from Five Program Evaluation Division Reports on State-Owned Vehicles and Permanent License Plates (June 2012)
2012-08
This report provides a summary of five Program Evaluation Division reports on state-owned vehicles and permanent license plates:
- Inadequate Data and Fleet Information Management Weaken Accountability for North Carolina’s Vehicles (2011-07);
- Motor Fleet Management Uses Best Practices, but Needs Telematics to Strengthen Accountability (2012-02);
- Ineffective Policies and Diffuse Oversight Result in Inefficient Use of State-Owned Vehicles (2012-06);
- Follow-up Analysis of Permanent License Plates Owned by State and Non-State Entities (2011-07-01); and
- Follow-up Report: Reviewing Eligibility for Permanent License Plates would Strengthen State Oversight (2011-07-02)
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Executive Summary
Full Report
License Plate Legislation
State Fleet Management Legislation |
| Follow-up Report: Reviewing Eligibility for Permanent License Plates Would Strengthen State Oversight (May 2012) 2011-07-02
This report addresses concerns about permanent license plates registered to entities not identified as eligible by statute and the many different types of non-state entities eligible for silver license plates. The Division of Motor Vehicles (DMV) also identified obstacles that inhibit its ability to ensure entities applying for permanent license plates qualify under state law. The General Assembly should consider limiting eligibility for permanent license plates to governmental entities and reviewing the basis for issuing plates to non-governmental entities; direct DMV to cancel all permanent plates and reissue them to qualifying entities; amend state law to require registration of all permanent license plates in the name of the eligible entity following a standard naming convention; and authorize DMV to revoke permanent license plates registered to entities that fail to obtain an annual vehicle inspection. |
Executive Summary
Final Report
Presentation
Handout
Legislation |
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Contract Agency Vehicle Registration and Titling Services Are Cost Efficient, but Contracts Need Performance Terms (April 2012)
2012-07
The General Assembly directed the Program Evaluation Division to determine the cost-effectiveness of using license plate agency (LPA) contractors to provide vehicle registration and titling services and to evaluate the oversight of these contractors by the Division of Motor Vehicles (DMV). Contractors are a cost-efficient way for the State to provide registration and titling services. However, DMV's oversight of contractors is hindered by lack of coordination, poor communication, and lack of a standardized, performance-based contract. The General Assembly should direct DMV to implement a standardized, performance-based contract; improve oversight and communications; and outsource registration and titling services provided at the two state offices.
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Executive Summary
Final Report
Presentation
Handout |
| Ineffective Policies and Diffuse Oversight Result in Inefficient Use of State-Owned Vehicles (April 2012)2012-06
North Carolina agencies and institutions that own 200 or more vehicles have not fully implemented fleet management best practices. Weak and diffuse oversight results in inefficient use of vehicles because no single entity is responsible for ensuring appropriate and efficient use of state-owned vehicles. This lack of statewide oversight limits accountability for state-owned vehicle use. Other states with state fleet management offices demonstrate that centralized supervision of state-owned vehicles improves accountability and operational efficiency. The General Assembly should strengthen supervision of all state-owned vehicles by establishing the Division of State Fleet Management in the Department of Administration to manage passenger vehicles, supervise agencies and institutions that own non-passenger vehicles, and manage the statewide fleet management information system. |
Executive Summary
Final Report
Presentation
Handout
Legislation |
| Motor Fleet Management Uses Best Practices, but
Needs Telematics to Strengthen Accountability (March 2012) 2012-02
The Division of Motor Fleet Management (MFM) operates in accordance with most fleet management best practices, but the division can improve management and accountability. MFM's reliance on state agencies for management and oversight makes it difficult to hold agencies accountable, and it does not have sufficient information to determine the correct number of passenger vehicles to meet state government needs. Telematics offers opportunities to improve accountability and provide information needed to analyze vehicle utilization. Curtailment of vehicle replacement in recent years has led to an older and less reliable fleet, and recent changes to the rate structure may limit funding for vehicle replacement. With improvements in management and the use of technology, MFM can continue to meet the state government need for passenger transportation services. |
Executive Summary
Final Report
Presentation
Handout
Legislation |
| Further Reductions to Aviation Programs
Are Possible and an Aviation Management
Authority is Needed (March 2012) 2012-03
The Department of Transportation's (DOT) helicopter and the State Bureau of Investigation's (SBI) airplanes are underutilized. Alternatives should be explored to eliminate the helicopter and reduce the SBI fleet. In addition, the SBI facility could be eliminated and their airplanes could be moved to the DOT facility. This evaluation also found that consolidation of passenger air service would not result in an improved level of service. Despite improvements in fleet management practices since 2010, central oversight is still needed to ensure efficient and effective use of state aircraft. As recommended in the April 2010 report, the General Assembly should direct the establishment of an Aviation Management Authority in DOT to oversee management of all aircraft owned or operated by the State.
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Executive Summary
Final Report
Presentation |
| Operational Changes for State Attractions Could Yield $2 Million Annually and Reduce Reliance on the State (February 2012) 2012-01
The General Assembly directed the review of state historic sites, museums, state parks, aquariums, and the North Carolina Zoo management to determine whether administration could be consolidated and to suggest optimal operating schedules for sites. Cost savings and efficiency of site operations could be increased by restructuring site-level management, closing sites partially or entirely, expanding fees, and adopting public–private partnerships with non-profit entities. Analyses indicated consolidating attractions under one of the existing agencies would not enhance effective management nor result in cost savings. The General Assembly should direct coordinated site management at historic sites and parks, adopting a five-day schedule for most historic sites, closing two sites, recording daily visitation data at all parks to determine potential savings from daily or seasonal closure, adopting public–private partnerships with non-profits for the operations of the zoo and aquariums, and expanding public–private partnerships with non-profits and fees to reduce reliance on state funds.
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Executive Summary
Final Report
Presentation
Handout
Subcommittee Recommendations
Legislation |
| Inadequate Data and Fleet Information Management Weaken Accountability for North Carolina’s Vehicles (December 2011) 2011-07
North Carolina lacks adequate information to determine the appropriate size and mix of state-owned motor vehicles for state government needs. Although state agencies and institutions can provide data on the number, use, and cost of their fleets, the State does not have a central data source to verify the accuracy of this information. State agencies and institutions are not required to collect the necessary data for vehicle utilization assessments. As a result, many do not collect this information at all. This report recommends directing state agencies and institutions to update vehicle registration records for all state-owned vehicles and requiring collection and reporting of vehicle information through a statewide fleet management system. |
Executive Summary
Final Report
Presentation
Handout
Follow-up Summary
Follow-up Report 2011-07-01
Follow-up Presentation |
| Compared to Other States’ Retirement Plans, TSERS is Well Funded and Its Plan Features Are Typical or Less Generous (September 2011) 2011-05
The Program Evaluation Division was directed to compare North Carolina’s state retirement system to other state retirement systems. This report focused on the North Carolina Teachers’ and State Employees’ Retirement System (TSERS) because it covers the majority of current and former government employees. The General Assembly determines the features of the retirement benefit and how much employees and the State contribute to TSERS. TSERS’s plan features are either typical or less generous than other states’ plans. The Division ranked plans based on three key measures of funding status in 2009, and TSERS ranked as the sixth best funded state retirement plan out of 84 plans. |
Executive Summary
Final Report
Presentation
Handout |
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Selling 25 Underutilized Aircraft May Yield Up to $8.1 Million and Save $1.5 Million Annually
(April 2010) 2010-04
Eight North Carolina aviation programs operated 72 aircraft and cost $10.8 million in Fiscal Year 2008-09. This evaluation examined the number, use, and effectiveness of state aircraft and revealed concerns about aircraft utilization, efficiency, and management. Of the 72 aircraft, 79% flew less than 200 hours per year. Fractured management contributed to inconsistent practices and policies as well as inefficiencies. To address these concerns, the General Assembly should establish the Aviation Management Authority to oversee management of all aircraft. Based on a three-phase analysis, the report recommends eliminating 25 aircraft and 5 hangars. Proceeds from the sale of aircraft may yield up to $8.1 million and save $1.5 million annually.
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Executive Final Report
Presentation
Handouts
2010 Follow-up Summary
2010 Follow-up Report 2010-04-01
2010 Follow-up Presentation
2012 Follow-up Summary
2012 Follow-up Report 2012-03
2012 Follow-up Presentation |
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Feasibility of Restructuring Budget and Financial Management of North Carolina State Government
(April 2010) 2010-02
This report reviews the structure for budget and financial management of state government and considers the feasibility of consolidating State Budget, the Controller, and the State Treasurer. These agencies perform 29 budget and financial management functions, and there is no duplication of effort among them. The structure and location of budget and financial management functions varies among states, but North Carolina is one of 22 states where the functions are located in three separate agencies. Consolidation of budget and financial management of state government is feasible and could save money, but consolidation is constrained by constitutional requirements and would sacrifice the independence of the Controller. |
Executive Summary
Final Report
Presentation
Handouts |
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North Carolina's Alcohol Beverage Control System Is Outdated and Needs Modernization
(December 2008) 2008-12-05
North Carolina’s Alcohol Beverage Control (ABC) system is outdated because it has not kept pace with demographic and economic changes, and state statutes limit effective management of the system. The mission of local ABC boards is not clearly defined, and some boards use the lack of a clear mission to justify ineffective and inefficient store operations. North Carolina also regulates the sale of liquor differently than other states. The current ABC system can be modernized by defining the mission of local boards, providing management tools for better oversight of local boards, and modifying outdated statutes. |
Executive Summary
Final Report
Presentation
Handouts |
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North Carolina Government Performance Audit II - Review of State Personnel Practices and Career Banding
Submitted by Fox Lawson & Associates, LLC (January 2008)
The NC Office of State Personnel needs a more centralized approach to training programs, coordinated recruitment, and benefits administration. Modifying the statutory authority of Chapter 126 has the potential to improve the operations of the personnel system and revamp the roles and responsibilities of the Personnel Commission. Career Banding, as currently applied in North Carolina state government, appears to be the most effective method available to seamlessly integrate workforce planning with recruitment, hiring, and selection of needed employees in both the short and long term. Using BEACON’s human resources and financial management system modules is an asset to recruitment, forecasting, and statewide data availability. |
Executive Summary
Final Report
Presentation |
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North Carolina Government Performance Audit II - Establishing an Internal Audit Program in North Carolina's State Agencies
Submitted by MGT of America, Inc. (May 2007)
With the passage of S.L. 2007-424 (HB 1401), the NC General Assembly enacted the North Carolina Internal Audit Act. The findings and recommendations of the State Auditor’s September 2006 report, Internal Auditing in State Agencies and Institutions, formed the impetus for the legislation. Internal auditing was one of six areas of deficiency selected for scrutiny by the General Assembly’s second Government Performance Audit Committee (GPAC) initiative. The Committee engaged MGT of America, Inc., a management and research consulting firm, to conduct an assessment of North Carolina state government’s internal auditing practices and to develop an audit program. As a result, HB 1401 authorized an internal audit protocol for state agencies, the judicial branch, the University of North Carolina, and the Department of Public Instruction. The Act applies to state agencies that have budgets exceeding $10 million, more than 100 full-time equivalent employees, or process more than $10 million in cash in a fiscal year. A Council of Internal Auditing headed by the State Controller oversees requirements and standards for the auditing programs that are in compliance with guidelines issued either by the Institute for Internal Auditors or the Comptroller General of the United States. The Office of State Budget and Management supports the work of the Council. |
Final Report
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