| 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 |
| 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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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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