| Improved Administrative Program Monitoring by the Department
of Public Instruction Can Save Over $19 Million Annually (April 2014) 2014-04
In Fiscal Year 2012–13, the State spent $12 billion to provide a system of free public education. To ensure these funds are effectively used, the Department of Public Instruction provides administrative services that indirectly support the achievement of student outcomes. The cost to provide these services could be reduced by $19.3 million annually by changing the formula to allocate funds for school bus operations and by reducing textbook warehouse staffing. An additional $6.1 million of non-recurring savings could be realized by reducing the statewide fleet of spare school buses and the inventory of replacement parts. Currently, DPI's performance management system does not ensure the effectiveness of its administrative support programs. The General Assembly should direct DPI to take specific actions to improve administrative efficiency and require the department to implement an effective performance management system. |
Executive Summary
Final Report
Presentation
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| Performance Measurement and Monitoring Would Strengthen Accountability of North Carolina's Driver Education Program (March 2014) 2014-02
In response to a 2010 review by the Program Evaluation Division, the General Assembly passed reforms in 2011 that reaffirmed the responsibility of the Department of Public Instruction to administer the driver education program. While generally responsive to the 2011 reform law, DPI's strategic plan lacks objectives and quantitative performance indicators. In addition, DPI does not have a uniform method to deliver driver education statewide, performs no monitoring of LEA instructors, and failed to conduct a valid pilot project for testing the effectiveness of online versus traditional instruction. The General Assembly should require statewide performance measures and a data-driven outcome monitoring system for driver education as well as a feasibility study on offering uniform online classroom driver education. |
Executive Summary
Final Report
Presentation
Handout |
| The UNC System Needs a More Comprehensive Approach and Metrics for Operational Efficiency (December 2013) 2013-08
The University of North Carolina (UNC) is a public, multi-campus university with 16 higher education institutions that differ in size, complexity, and scope. Since 2006, the UNC system has engaged in 11 operational efficiency projects that have saved $101.2 million to date. Despite these savings, the UNC system lacks important characteristics of a comprehensive approach to operational efficiency. The system also does not use specific metrics that measure the operational efficiency of its constituent institutions and lacks a reliable funding source for these efforts. In addition, most campuses do not track savings from operational efficiency efforts. The General Assembly should direct the UNC system to develop a more comprehensive approach to operational efficiency, including adopting a board policy stating its commitment and goals for these efforts, adopting metrics to track operational performance, and improving chancellor accountability. |
Executive Summary
Final Report
Presentation
Handouts |
| Overview of School Choice Options Provided by Colorado's Douglas County School District (October 2013) 2013-05
The Joint Legislative Program Evaluation Oversight Committee directed the Program Evaluation Division to examine Colorado's Douglas County School District to determine whether its approach to school choice can inform state education policy-making in North Carolina. PED identified strategies that DCSD has taken to improve school choice in Douglas County, including expanding home education enrichment services, developing the Choice Scholarship Program, and enhancing partnerships with locally authorized charter schools. The General Assembly should consider several factors in determining whether to implement aspects of the DCSD approach to school choice, including: limited student performance data, demographic differences, and statutory changes that would be necessary for implementation. A statewide community engagement and strategic planning process could assist in determining whether the Douglas County approach provides opportunities for improving and expanding school choice options in North Carolina. |
Executive Summary
Final Report
Presentation
Handout |
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Child Nutrition Programs Challenged to Meet Nutrition Standards, Maintain Participation, and Remain Solvent (October 2011)
2011-06
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
Legislation |
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Purchasing Consortiums and Merging Community Colleges Could Save $26.2 Million Over Seven Years (June 2011)
2011-04
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
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UNC Enrollment Change Funding Formula Needs Documentation and a Performance Component (November 2010) 2010-05
The General Assembly directed the student credit hour enrollment change funding formula review to examine its accuracy. Evaluation findings indicated the formula is complex, relies on inaccurate enrollment growth estimates, and, as a result, yields inaccurate funding requests. The General Assembly should require UNC system administrators to thoroughly examine and modify the enrollment change funding formula, standardize the enrollment projection process, and hold officials accountable for sizeable projection errors. Second, the UNC system should develop policy and guidelines for enrollment growth funding decisions. Third, the General Assembly should receive annual reports of indicators to hold the system accountable to the public. Finally, performance-based funding should be implemented.
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Executive Summary
Final Report
Presentation
Handouts |
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University Distance Courses Cost More to Develop Overall but the Same to Deliver as On-Campus Courses
(April 2010) 2010-03
The Program Evaluation Division was directed to compare the costs for development and delivery of distance education and on-campus courses in the University of North Carolina (UNC) System. Distance education courses cost more overall to develop than on-campus courses but about the same to deliver. The report also explains how distance education increases access to education and the way technology has changed delivery of instruction in the classroom. UNC General Administration is in a position to foster collaboration between campuses to achieve more responsive, comprehensive, and unified distance education programs in the UNC System.
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Executive Summary
Final Report
Presentation
Handouts |
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High School Graduation Project Requirement Should Remain a Local School District Decision
(April 2010) 2010-01
The State Board of Education required that all public high school students, starting with the class of 2010, complete a senior project. The North Carolina Graduation Project assesses students’ ability to integrate knowledge, skills, and performance within a topic area of their choosing. Although there is anecdotal support for culminating projects, there is no compelling empirical evidence that completing a project achieves intended student outcomes. The investment and effort that would be required for statewide implementation of the Graduation Project cannot be justified. The State Board of Education should delegate authority to school districts to decide whether to implement a high school graduation project requirement. |
Executive Summary
Final Report
Presentation |
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A Study of Structure and Organization of the State Board of Education, State Superintendent of Instruction and Department of Public Instruction
Submitted by Evergreen Solutions, LLC
(January 2009)
The Appropriations Act of 2008 directed the Program Evaluation Division to study the State Board of Education and Department of Public Instruction. Evergreen Solutions performed the study under contract to the Legislative Services Commission. Major findings are: 1) the diffused leadership of public education has created a dysfunctional and confusing system of governance; 2) the State Board lacks appropriate information to facilitate decision making, oversight, accountability and policy making for public education. A dashboard is needed to monitor success; and 3) the Department of Public Instruction needs additional restructuring and improved operational efficiency. Recommendations address each of the major findings. |
Executive Summary
Final Report
Presentation |
