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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. |
Executive Summary
Final Report
Presentation |
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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
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Programs for Children, Youth, and Families Need Guiding Framework for Accountability and Funding
(February 2011) 2011-01
This inventory identified 93 state-funded programs for children, youth, and families that were operated by 18 state agencies and universities in Fiscal Year 2009-10. Expenditures from all sources totaled $3.3 billion, and six different appropriations committees oversaw state funding. Outcome measures were notably lacking among these disparate programs. Adopting an organizational framework could promote outcome measurement and more intentional funding. The General Assembly should authorize the Legislative Study Commission on Children and Youth to create a strategic plan for North Carolina’s children, youth, and families. Commission tasks should include establishing statewide goals and identifying broad parameters for assessing progress towards those goals. |
Executive Summary
Final Report
Presentation
Handouts
Follow-up Report |
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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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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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Accountability Gaps Limit State Oversight of $694 Million in Grants to Non-Profit Organizations
(November 2009) 2009-02
State agencies granted $694 million to non-profits in Fiscal Year 2007-08. Despite administrative rules and statutes intended to assure funds are spent as intended by the state, gaps in accountability persist. Statewide reporting requirements do not require sufficient documentation, do not adequately address program performance outcomes, fail to produce timely reporting, and lack sufficient enforcement. Contracts often fail to set performance expectations and inconsistent grant monitoring at the agency level results in a lack of accountability statewide. Recommendations address contracting, agency oversight, and reporting; awarding competitive grants rather than earmarks; implementing electronic payment controls; and funding oversight through a discretionary 2% withholding of grant funds.
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Executive Summary
Final Report
Presentation
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