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Reports By Date
For a brief summary of reports that are pending, visit the Work Plan page.
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Improving Regional Economic Development through Structural Changes and Performance Measurement Incentives
(May 2008)
The regional partnerships and commissions focus their economic development efforts on local needs; this approach is vital for North Carolina, especially in rural areas of the state. To achieve a more unified approach to economic development, there needs to be increased consistency among regions by requiring non-profit, tax-exempt status, regional representation on the Economic Development Board, and required performance measurement and reporting. Recurring funding is recommended for the regions so they can leverage investment from other sources, with 15% of the existing state appropriation directed to performance-based funding. Receipt of this incentive will be conditional on certification of willingness to participate in the performance measurement system developed by the Economic Development Board. Future regional shares of performance funding would be conditional on complete and accurate annual reporting.
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Executive Summary
Final Report
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Consolidating Agricultural Research Facility Management Would Improve Efficiency and Effectiveness
(May 2008)
A divided management structure hinders strategic planning among North Carolina’s 18 agricultural research stations. A single, comprehensive system of research facilities that includes the stations, the 10 NC State University field laboratories, and the NC Agricultural & Technical State University farm should be created to promote strategic planning, efficiency, and accountability. The system should be managed by NCSU and NCA&T administrators and guided by an advisory board with membership from the Department of Agriculture and Consumer Services, both universities, and representatives of broad agricultural concerns. Pending review by a panel of agricultural scientists, the number of facilities could be reduced. The transfer or sale of facilities and management consolidation could save up to $3.7 million in recurring and $54.7 million in non-recurring state funds. |
Executive Summary
Final Report
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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
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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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