| Follow-up Report: Reviewing Eligibility for Permanent License Plates Would Strengthen State Oversight (May 2012)
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 |
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Contract Agency Vehicle Registration and Titling Services Are Cost Efficient, but Contracts Need Performance Terms (April 2012)
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)
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 |
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A Three-Year Emissions Inspection Exemption Would Save North Carolina Motorists $9.6 Million (March 2012)
The Program Evaluation Division's December 2008 report Doubtful Return on the Public's $141 Million Investment in Poorly Managed Vehicle Inspection Programs recommended a three-year emissions inspection exemption for cars from the three newest model years. A March 2012 joint study by DOT's Division of Motor Vehicles and DENR's Division of Air Quality estimated impacts on atmospheric pollutant levels using two scenarios: a three-year emissions inspection exemption identical to the 2008 recommendation, or a complete elimination of emissions inspections. The joint study recommends the three-year exemption. PED also now finds that the three-year exemption would save North Carolina motorists $9.6 million annually, but would require changes to General Statutes and to the State's Clean Air Act implementation plan. The exemption could take effect as early as January 1, 2014.
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Executive Summary
Final Report
Presentation
Handout |
| State and Local Improvements Needed for Workforce
Development System Integration and Accountability (March 2012)
North Carolina's workforce development system is a complicated array of 22 programs administered by seven entities that provide services at more than 500 local sites. In addition, state and local program coordination of workforce programs have failed to create an integrated, effective workforce development system. Services offered at local JobLink sites and the level of integration varies, and centers do not take full advantage of technology. State-level leadership by the Commission on Workforce Development has been insufficient to ensure an integrated workforce development system. Further, despite investments in a data system to track participants, there are no statewide performance measures for the workforce development system. The General Assembly should streamline the workforce development system, enhance accountability, strengthen the JobLink system, require increased use of technology, and create a legislative oversight committee to oversee the reforms. |
Executive Summary
Final Report
Presentation
Handout |
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Motor Fleet Management Uses Best Practices, but
Needs Telematics to Strengthen Accountability (March 2012)
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.
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Executive Summary
Final Report
Presentation
Handout
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| Further Reductions to Aviation Programs
Are Possible and an Aviation Management
Authority is Needed (March 2012)
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)
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
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| Inadequate Data and Fleet Information Management Weaken Accountability for North Carolina’s Vehicles (December 2011)
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
Follow-up Presentation |
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Child Nutrition Programs Challenged to Meet Nutrition Standards, Maintain Participation, and Remain Solvent (October 2011)
The viability of Child Nutrition Programs operated by North Carolina’s 115 school districts depends on a delicate balance of cost, nutritional value, and student participation. Despite federal reimbursements for school meals, on average schools lose money on each meal sold and must generate revenue to cover costs. Indirect costs may threaten program solvency, and there are no formal guidelines for their assessment at the local level. Thirty-two other states provide supplemental funding beyond the required state-federal match to alleviate financial pressure and promote higher quality meals. The General Assembly should consider limiting indirect cost assessment and supporting the North Carolina Procurement Alliance.
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Executive Summary
Final Report
Presentation
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| Compared to Other States’ Retirement Plans, TSERS is Well Funded and Its Plan Features Are Typical or Less Generous (September 2011)
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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Purchasing Consortiums and Merging Community Colleges Could Save $26.2 Million Over Seven Years (June 2011)
North Carolina’s 58 quasi-independent community colleges were established to meet community needs. Colleges range in size from 624 to 16,200 student full-time equivalents (FTE), and campuses are often located close to one another. This study examined the most efficient and effective way to administer the community college system and considered whether colleges should be consolidated. Findings indicated college independence challenges administrative efficiency, small colleges have higher administrative costs than larger ones, and colleges have not taken full advantage of their combined purchasing power. The General Assembly should consider merging small colleges and creating a purchasing unit. Adopting both recommendations could yield potential cumulative savings after seven years of $26.2 million.
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Executive Summary
Final Report
College Presidents' Responses
Presentation
Handouts |
| Statutory Changes Will Promote County Flexibility in Social Services Administration (May 2011)
North Carolina is one of 11 states providing social services programs through a state-supervised and county-administered system. Five alternative structures for administering social services programs could improve efficiency and reduce administrative costs for counties, but statutory and perceived barriers inhibit counties from considering different structures. Administering programs at the county level is considered a major strength of North Carolina’s social services system. The General Assembly should eliminate the population threshold to establish a consolidated human services agency, authorize district departments of social services, and direct the Department of Health and Human Services to develop a plan to simplify and streamline supervision of county departments of social services. |
Executive Summary
Final Report
Presentation
Handout |
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North Carolina Should Weigh Continued Investment in the Global TransPark Authority and Consider How to Repay the Escheat Fund Loan (April 2011)
The General Assembly directed the Program Evaluation Division to conduct a comprehensive program and financial review of the Global TransPark Authority and to assess the Authority’s ability to become self-sustaining and repay the Escheat Fund loan. The evaluation found the Authority has made progress towards meeting its mission and goals; however, administrative practices limit its ability to demonstrate results. Current operations do not allow the Authority to be self-sufficient or repay the Escheat Fund Loan, thus responsibility for this debt falls to the state. Moving forward, the General Assembly should establish a repayment schedule for the Escheat Fund debt and choose between two options for the future of the Global TransPark.
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Executive Summary
Final Report
Presentation
Handouts |
| Programs for Children, Youth, and Families Need Guiding Framework for Accountability and Funding (February 2011)
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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How North Carolina Compares
(January 2011)
This compendium ranks North Carolina relative to other states on areas including population, health, education, taxes, and expenditures. This publication was designed as a quick reference that allows state comparisons across indicators and may be useful when evaluating outcomes of state government programs. Data were extracted from the U.S. Census Bureau and other national databanks to assure uniformity of measurement across states. |
2011 Report
2009 Report
Presentation
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Division Activities and Accomplishments: 2008 - 2010
(January 2011)
The Program Evaluation Division includes recommendations in our reports for increasing the efficiency and effectiveness of North Carolina government. This publication follows up on those recommendations to determine what actions have been taken by the General Assembly or the agencies that were the subject of our evaluations. This publication also includes information about the program evaluation process and legislative oversight organization in North Carolina and across the country. |
2008-2010 Report
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