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Arkansas Agriculture Department
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Arkansas Agriculture Department Summary
Use of tax dollars. Total operating expenditures at the Arkansas Agriculture Department (AAD) declined in the period under review. The following chart shows funding by source:36 FY 2009 FY 2015 General Revenue $16,660,063 $18,600,307 Special Revenue $18,045,861 $21,659,986 Federal Revenue $9,163,804 $2,283,945 Cash Funds $18,546 $1,450 Other Funds $5,386,871 $1,621,471 Total Operating Expenditures $49,275,145 $44,167,159 Definition of efficiency. "The Arkansas Agriculture Department defines efficiency as the ability to effectively and professionally fulfill its mission and statutory obligations with the least amount of staff and other resources. The Arkansas Agriculture Department is committed to excellent stewardship of taxpayer funds while providing needed services to the public."37 AAD has voluntarily eliminated 19 positions, reducing authorized staff from 590 to 571, according to officials.38 Performance measures. AAD "uses performance measures to define efficiency and other qualifications in personnel evaluations. Several federal grants administered by (AAD) utilize performance measures to determine the efficient use of funds. In addition, the Arkansas State Plant Board uses specified time periods to determine efficient response time for licensing requests. The Arkansas Agriculture Department has spent considerable time over the past year identifying immediate and long-term changes to improve efficiency and reduce costs. The Arkansas Agriculture Department anticipates the inclusion of more efficiency performance measures through the creation of a 5 year strategic plan which has been identified as a goal to assist with identifying and implementing needed consolidations and efficiency measures."39 Customer base. AAD reports its customer base "is defined in broad terms in the enabling legislation for each agency."40 Efficiencies in states in region. None identified by volunteer.41 Recommendations
Arkansas Assessment Coordination Department Summary
Use of tax dollars. Arkansas Assessment Coordination (ACD)44 total operating expenditures increased (2.7%) at a rate less than CPI (9%) in the period under review. The following chart reports funding by source:45 FY 2009 FY 2015 General Revenue $812,000 $2,821,479 Special Revenue --- $14,608,839 Cash Funds $41,321 $500 Other Funds $16,119,581 --- Total Operating Expenditures $16,972,902 $17,430,818 Definition of efficiency. The department defines efficiency as "the highest and best use of personnel and appropriations to achieve the goals and responsibilities assigned to ACD" by Arkansas statutes. Efficiency is also defined as "the completion of tasks on or before the deadline or due date while utilizing the employee(s) with the skill sets most appropriate to complete the tasks." The department did not report any voluntary reduction in authorized staff. Performance measures. The department "measures performance of its personnel through performance evaluations, auditor production reports and auditor work schedules," according to ACD's response to our questionnaire. ACD "does not utilize traditional employee performance measures such as the number of transactions per hour/day or similar measures."46 Customer base. ACD’s customer base includes "taxpayers, local elected officials, the Arkansas General Assembly and the Executive branch of Arkansas state government." Efficiencies in states in region. None identified by volunteer.47 Recommendations
Arkansas Department of Aeronautics Summary
Use of tax dollars. ADA is the smallest state department, overseeing "inspection of airports and air navigation facilities," encouraging "the establishment and planned expansion of airports," promoting "aviation safety/security," and administering the state airport aid program.50 Spending declined 21% in the period under review, as the following chart illustrates:51 FY 2009 FY 2015 General Revenue --- --- Special Revenue $12,081,309 $9,597,094 Federal Revenue $73,300 --- Total Operating Expenditures $12,154,609 $9,597,094 Definition of efficiency. The Aeronautics Department defines efficiency as "administering the ADA Grant Program with maximum efficiency to meet the needs of airports statewide." The department operates with five employees. Performance measures. The department measures the “turn-around” time for a grant payment "after the request for reimbursement has been made by an airport." The Commission also "meets monthly to consider grant requests so that airport improvement projects can move forward in a timely manner." Customer base. The Aeronautics Department defines its customer base as "all 92 public airports across the state." Efficiencies in states in region. Indirect.52 Recommendations
Arkansas Department of Career Education Summary
Use of tax dollars. Total operating expenditures at ARCareerEd declined in the period under review. The following chart shows funding by source:57 FY 201058 FY 2015 Administration General Revenue $2,865,430 $3,710,773 Federal Revenue $21,249,102 $16,974,146 Cash Funds $1,809 $1,305,971 Other Funds $4,182,933 $3,835,193 Total Operating Expenditures $28,299,274 $25,826,084 Subtotal, Department Total Operating Expenditures $136,919,503 $136,641,334 Definition of efficiency. (ARCareerEd Finance) "Efficiency is monitoring agency budget for accuracy and to ensure that no unallowable payment occurs." (ARCareerEd Adult Education) "... the ability to accomplish tasks with the least waste of time and effort." (ARCareerEd Career and Technical Education) " ... serving and supporting the CTE students, teachers, and administrators in the most effective manner based on the policies and procedures set forth by state and federal entities." (ARCareerEd Office of Skills Development) "Generally maximizing customer benefit and maximizing resources." (ARS) "... utilizing targeted, focused processes to provide cost effective vocational education services resulting in competitive employment for individuals with disabilities."59 ARCareerEd has voluntarily eliminated 1 position, reducing authorized staff from 96 to 95. ARS has not reduced staff and remains at 537 but recently offered to surrender 28 positions.60 Performance measures. "Performance measures are a part of the agency wide strategic plan development, and aligned with measures mandated by the Workforce Innovations Opportunity Act and detailed in the federally required State Plan." (ACE Finance) "We have internal controls which prevent risks and audit findings for the agency. We also have auditors in place who audit the grants that are approved for programs." (Adult Education) "(The) Adult Education Division uses an Effective and Efficient (E&E) calculation to determine whether programs are meeting performance measures. To be considered effective and efficient, local adult education programs and literacy councils receiving adult education funds are required to meet or exceed the percentage of the federal negotiated core indicators. Programs that fail to meet the percentage requirement in the first year will be required to submit an improvement plan. The improvement plan addresses each core indicator of performance that was not met and includes measurable objectives for correcting deficiencies during the following year." (Career and Technical Education) All funds provided to CTE programs located in secondary schools and area career centers are done so based on standards set forth by the funding agencies. An annual review is conducted each year on these funding procedures. Funding requests are scored by CTE office personnel using a standard rubric. Also, Arkansas labor market data is reviewed to determine the need for these programs and courses in a specific economic region. The procedures for funds distribution is currently under review to increase the efficiency and accountability of fund management at the state and local levels." (Office of Skills Development) "We are currently developing performance measures, both improving on existing ones and creating measures where there have been none." (ARS) "Performance measures are a part of the agency wide strategic plan development, and aligned with measures mandated by the Workforce Innovations Opportunity Act and detailed in the federally required State Plan."61 Customer base.62 "Agency staff, Board Members, (and) grant recipients (school district, colleges, literacy council, educational cooperatives)."63 Individuals "with disabilities seeking skills development for participation in the workforce as well as business and industry who express workforce needs. Understanding the workforce needs allows the agency to drive training toward available jobs ... individuals served through independent living funds to assist with physical accessibility modifications." (ARS) Individuals "with disabilities seeking skills development for participation in the workforce as well as business and industry who express workforce needs. Understanding the workforce needs allows the agency to drive training toward available jobs." Individuals "served through independent living funds to assist with physical accessibility modifications." Efficiencies in states in region. Five states identified by volunteer.64 Recommendations
Arkansas Department of Community Correction Summary
Use of tax dollars. Total operating expenditures at the Arkansas Department of Community Correction (ACC) increased 22.5% versus CPI (9%) in the period under review:68 FY 2009 FY 2015 General Revenue $63,365,083 $77,092,397 Special Revenue $8,577,047 $10,259,922 Federal Revenue $126,150 $103,623 Cash Funds $1,130,746 $2,224,936 Other Funds $7,541 --- Total Operating Expenditures $73,206,567 $89,680,879 Definition of efficiency. ACC defines efficiency from two views: operational and strategic. "From an operational view, we strive to deliver the same or greater level of service at the lowest cost to the state – e.g., ACC eliminated land line telephones for all ACC staff assigned a cell phone resulting in approximately $157,000 per year savings with very few impediments to operations. "From a strategic view, our efficiency is defined by how close we come to meeting performance targets laid out in our strategic plan – e.g., through effective parole/probation supervision and reentry efforts, a reduction in recidivism can produce significant savings to the state through costs avoided in building and operating additional prisons."69 ACC advised "existing positions have been reassigned to areas to enhance performance and help the agency, which has never been funded/staffed to national standards in order to achieve performance targets. Example, a position was reassigned to serve as a Transitional Housing Coordinator to ensure those housing parole and probation offenders meet at least minimum standards for basic quality of life. This position oversees placement of a GPS device on all offenders assigned to a transitional house. This enabled us to implement a process to hold operators/offenders accountable and did result in significant savings. Other positions were reassigned to implement a Reentry Division."70 Performance measures. ACC incorporates "performance targets" in its Strategic Plan that guide how the department meets legislative mandates and its agency mission."71 These include increasing the percentage of probationers who test negative for drugs and those referred to GED and literacy programs.72 Customer base. ACC provided the following information: " We believe our Mission “to enhance public safety by enforcing state laws and court mandates through community partnerships and evidence-based programs that hold offenders accountable while engaging them in opportunities to become law-abiding, productive citizens” pretty well sums up our customer base. However, we are also accountable to: A constitutionally mandated and legislatively authorized Board of Corrections–a 7 member Board that has general supervisory power and control over the ACC and ADC (Section 12-27-105). The Board appoints the Director of ACC - who serves at its pleasure. (Section 12-27-126). Governor/Executive Branch Regulatory Agencies–Governor is elected chief executive of the state over applicable state agencies. Guides policy recommendations made to the General Assembly. Appoints members of boards and commissions and heads of state agencies and departments. Regulatory agencies such as the Department of Finance and Administration, Arkansas Building Authority, Environmental Quality, etc., establish regulations/standards applicable to all agencies. Arkansas General Assembly–legislative body of elected representatives governing the state of Arkansas. Arkansas Judicial System–offenders are assigned to our supervision by the criminal courts in 23 numbered judicial circuits under certain conditions. Prosecutors–serving judicial districts and charged with prosecuting criminal cases; ACC supports cooperative efforts to ensure public safety. Parole Board–ACC supports efforts of the Parole Board by assisting in identifying when an inmate is eligible for parole consideration, scheduling the inmate for a parole hearing when eligible, and then supervising those inmates approved for release by the Arkansas Parole Board. Various state and federal law enforcement entities–ACC supports cooperative efforts to ensure public safety."ACC is also accountable to:
Efficiencies in states in region. None identified by volunteer.74 ACC has advanced privatization initiatives unreported in the regional survey:75
Recommendations
Pennsylvania is one example of a state outside the region advancing efficiency in community corrections.80Arkansas Department of Correction Summary
Use of tax dollars. Total operating expenditures at the Arkansas Department of Corrections (ADC) increased 20% versus CPI (9%) in the period under review:84 FY 2009 FY 2015 General Revenue $275,802,921 $337,311,060 Special Revenue $19,290,330 $19,309,688 Federal Revenue $419,607 --- Cash Funds $15,688,956 $19,037,536 Other Funds $944,672 --- Total Operating Expenditures $312,146,486 $375,658,284 Definition of efficiency. ADC defines efficiency as "reducing energy cost and usage; providing various treatment programs, work opportunities, educational programs and vocational training all while providing for public safety and carrying out the mandates of the courts."85 ADC has voluntarily eliminated 18 positions, reducing authorized staff from 4,752 to 4,734.86 Performance measures. ADC provided the following information: "For energy consumption, the performance measures used are seasonally adjusted measurements of each Units energy consumption as measured in kBtu/SF. These are measured at each meter at each Unit. Also, by training and program evaluations." Customer base. ADC defines its customer base as "inmates, taxpayers and citizens of Arkansas."87 Efficiencies in states in region. Nine identified by volunteer.88 Recommendations
Inmates, Private Percentage (%), Total Facilities, 2013 Jurisdictional Population Mississippi 4,394 20.0% Federal 41,159 19.1% Tennessee 5,103 17.9% Georgia 7,900 14.6% Florida 11,801 11.5% Louisiana 3,158 8.0% Virginia 1,554 4.2% Alabama 554 1.7% North Carolina 30 0.1% South Carolina 15 0.1% Arkansas 0 0.0% Kentucky 0 0.0% West Virginia 0 0.0%
Arkansas Department of Education Summary
Use of Tax Dollars. Total Arkansas Department of Education (ADE) operational expenditures increased 8% versus CPI (9.0%) in the period under review. The following chart shows funding by source:97 FY 2009 FY 2015 General Revenue $ 1,937,654,075 $2,171,259,126 Federal Revenue $495,331,789 $ 534,000,433 Cash Funds $20,379,293 $24,400,483 Other Funds $746,215,022 $727,928,636 Total Operating Expenditures $3,199,580,179 $3,457,588,679 Definition of efficiency. In "practice we work to maximize quality service to our customers within the approved budgetary parameters."98 Performance measures. ADE cited one example in its response to a questionnaire: PA 1181 of 2015 ("Reduce Duplicative Reporting by Districts to ADE and ACE"). Three overall goals were identified: 1") Working to improve internal processes and management tools; 2) Identifying ways to improve data quality, collection and shared access among ADE and ACE; and 3) Organizing a thorough, long-term process to maximize the potential (the improvements and efficiencies) of the state’s reporting systems."99 Customer base. ADE defines its customer base as follows: "Through the ADE Strategic Process Management initiative, we identify our customers as students, parents, community, educators, employers, taxpayers, and stakeholders." Efficiencies in states in region. Two identified by volunteer.100 Recommendations
Arkansas Department of Emergency Management Summary
Use of tax dollars. Total operating expenditures at the Arkansas Department of Emergency Management (ADEM) declined significantly versus CPI (9%) in the period under review:103 FY 2009 FY 2015 General Revenue $1,587,091 $2,027,408 Special Revenue $117,059 $114,765 Federal Revenue $163,423,847 $32,750,433 Cash Funds $26,295 $2,986,488 Other Funds $43,843 $1,932,922 Total Operating Expenditures $165,198,135 $39,812,016 Definition of efficiency. ADEM defines efficiency as "the ability to deliver services to the citizens of Arkansas during times of disaster as well as ensure prompt delivery of grant funding per established guidelines."104 ADEM has voluntarily eliminated three positions, reducing authorized staff from 104 to 101.105 Performance measures. ADEM provided the following information: "The measures used by this agency include: the delivery of grant funding within the guidelines established by the multiple grant programs managed at the agency; the response time to stand up the State Emergency Operations Center (SEOC) in time of disaster; the response time of our staff to provide information to citizens as well as congressional staff; and the prompt response to equipment requests from the Federal Surplus Property (FSP) program. The FSP program also uses a federal document called the NOUN report to document the effectiveness of the distribution of federal assets."106 Customer base. ADEM provided the following information: "On a daily basis our customers include the County Emergency Management Coordinators, County Judges, and liaisons from all state agencies with a role in disaster response. This identification comes from Arkansas Code Annotated 12-75-101 et.al. The ultimate customers of the agency are the state citizens who receive assistance through the resources we coordinate to provide in times of disaster as well as the monetary programs we manage for both Infrastructure and primary residences."107 Efficiencies in states in region. None identified by volunteer.108 Recommendations
Arkansas Department of Environmental Quality Summary
Use of tax dollars. Total operating expenditures at the Arkansas Department of Environmental Quality (ADEQ) increased at a rate (15.3%) greater than CPI (9%) in the period under review. The following chart shows funding by source:112 FY 2009 FY 2015 General Revenue $ 2,636,263 $4,687,491 Special Revenue $12,898,218 $1,396,752 Federal Revenue $ 9,767,518 $7,033,818 Other Funds $19,691,172 $38,770,378 Total Operating Expenditures113 $44,993,170 $51,888,439 Definition of efficiency. ADEQ defines114 “efficiency" as achieving ADEQ’s mission—to protect, enhance, and restore the natural environment for the well being of all Arkansans —while minimizing the unnecessary expenditure of funds, time, materials, and energy. We are working to identify opportunities to reduce duplication, review program effectiveness to eliminate waste, lean processes to increase timeliness, and to minimize rework for agency and regulated community through permit appeals and regulatory uncertainty. ADEQ has voluntarily eliminated 19 positions, reducing authorized staff from 420 to 401.115 Performance measures. ADEQ reported116 four performance measures:
Customer base. "ADEQ’s customer base," according to officials, "consists of the citizens of Arkansas and the regulated community with whom we work to ensure speedy and accurate permitting."117 Efficiencies in states in region. None identified by volunteer.118 Recommendations
Arkansas Department of Finance and Administration Summary
Use of tax dollars. The Arkansas Department of Finance and Administration's (DFA) total operating expenditures increased 10% versus CPI (9%) in the period under review. The following chart shows funding by source:121 FY 2009 FY 2015 General Revenue $19,701,418 $11,154,223 HSC/MCF Funds $142,510,180 $144,539,119 Special Revenue $42,951,529 $64,841,689 Federal Revenue $42,323,012 $9,692,157 Cash Funds $1,036,852 $9,234,929 Other Funds $646,843,147 $746,473,705 Total Operating Expenditures $895,366,137 $985,935,822 The following chart shows revenues without ”pass-through" funds: General Revenue $16,327,949 $16,662,279 State Central Services $138,549,798 $144,539,119 Special Revenue $1,276,449 $431,897 Revolving Funds $11,661,729 $8,909,025 Federal Revenue $32,800,000 $38,511,854 Cash Funds $791,692 $513,057 Total Operating Expenditures $201,410,725 $209,567,230 Definition of efficiency. DFA has not adopted "a formal definition of efficiency."122 Officials note the DFA-Office of Accounting has issued rules, contained within its Financial Management Guide, that require efficiency and internal control, as defined below: “R1-19-4-505Internal Control and Ethics Requirements State government agencies must have an established system of internal control that provides reasonable assurance that objectives have been achieved in: 1) the effectiveness and efficiency of operations, 2) the reliability of financial reporting and 3) compliance with applicable laws and regulations. Internal Control is defined as a process, effected by an entity’s board of directors, management and other personnel designed to provide reasonable assurance regarding the achievement of objectives in the following categories: 1. Effectiveness and efficiency of operations, 2. Reliability of financial reporting, 3. Compliance with applicable laws and regulations. Although this formal definition refers to internal control as a process, it should be viewed as a series of actions that permeate the entire State Government of Arkansas. Internal controls exist in the basic management processes of planning, executing and monitoring. It should not be viewed as an add-on to these basic management processes but should be viewed as an integral part of them and should be placed at strategic points in these processes to ensure that objectives are achieved.”123 DFA has voluntarily eliminated 55 positions, reducing authorized staff from 2,601 to 2,546.124 Performance measures. DFA "uses a wide variety of performance measures to define efficiency and identify potential opportunities to increase efficiency. Due to the varying nature of the work performed by the different divisions of DFA, each division relies on different reporting measures to track performance."125 These include the following:
Customer base. DFA reports its customer base "varies greatly." Different Revenue Department divisions, for example, "serve different customer bases. The DFA-Office of Drivers Services provides drivers licenses and state identification cards to Arkansans and has evolved over time to becoming the State’s source for identification documents. The DFA Office of Motor Vehicles provides services for the titling and licensure of vehicles within the State. Offices dedicated to the administration of state taxes – including Excise, Income and Audit – serve different, potentially overlapping customer bases. These customer bases may overlap with those served by other divisions of DFA, including the Office of Child Support Enforcement. The Office of the Lottery, conversely, serves a large cross section of Arkansas society in terms of those individuals purchasing lottery tickets and products. For those divisions under the umbrella of Management Services – including the Offices of Accounting, Budget, Procurement, Personnel Management, Intergovernmental Services, Information Systems, and Employee Benefits Division – the primary customers are other state agencies and the individuals who work for them."126 Efficiencies in states in region. One identified by volunteer.127 Recommendations
Arkansas Department of Health Summary
Use of Tax Dollars. Total operational expenditures at the Arkansas Department of Health (ADH) increased 13.8% versus CPI (9.0%) in the period under review. The following chart shows funding by source:134 FY 2009 FY 2015 General Revenue $53,603,388 $84,231,436 Special Revenue $20,086,155 $19,543,458 Federal Revenue $138,627,539 $160,813,331 Cash Funds $171,447 --- Other Funds $112,876,014 $105,799,545 Total Operating Expenditure $325,364,543 $370,387,770 Definition of efficiency. ADH defines efficiency as "being able to deliver an extensive list of effective public health services and health care across the entire state while working within budget limitations."135 ADH estimates a reduction of 2,000 employees as a result of the in-home services privatization.136 Performance measures. ADH reported "a Quality Assurance area that has various metrics (used) to evaluate ... quality, which includes efficiency, for each service that ADH provides. If an issue is found by the Quality Assurance area, they will work with the individual and/or department to correct the immediate issue as well as work to educate staff to prevent future issues from occurring."137 Customer base. ADH stated it "does provide certain preventive health services such as immunizations, sexually transmitted infections, tuberculosis, family planning, well woman exams and maternity across the state. The Department engages local stakeholders through the Home Town Health Initiative to improve health outcomes. The Department is also responsible for a variety of state and federal programs for such as Women Infant and Childhood Nutrition (WIC), Clean Drinking Water Act, Food Safety, Vital Statistics, Trauma System, Hospital Preparedness and Disease Surveillance."138 Efficiencies in states in region. None identified by volunteer.139 Recommendations
Arkansas Department of Higher Education Summary
Use of tax dollars. Total operating expenditures at the Arkansas Department of Higher Education (ADHE) decreased versus CPI (9%) in the period under review. The following chart shows funding by source:144 FY 2009 FY 2015 General Revenue $3,291,152 $3,440,731 Special Revenue --- --- Federal Revenue $12,993,691 $8,977,432 Cash Funds $273,919 $110,341 Other Funds $2,127,350 $538,486 Total Operating Expenditures $18,686,112 $13,066,990 Definition of efficiency. ADHE defines efficiency as follows: "Delivering the essential and required services of the department in an effective manner while utilizing the least possible resources. In other words, delivering quality while minimizing inputs."145 ADHE has voluntarily eliminated 3 positions, reducing authorized staff from 35 to 32.146 Performance measures. ADHE provided the following statement: "We seek to maximize value to colleges and universities, students, policy makers, and taxpayers by delivering services that lead to increased educational attainment in the state. We also recommend and implement performance measures for colleges and universities related to the same goal of increased educational attainment."147 These measures are less detailed than those in ADHE's Master Plan, which cites "the long-term objective to reach the 2025 goal of a 60% post-secondary attainment rate in Arkansas, increasing from the current estimate of 43.4%. By 2020, we will reduce the educational attainment gap in Arkansas by increasing the number of postsecondary credentials by 50% over the 2013-2014 academic year levels; increasing the number of certificates awarded to 19,200; associate’s degrees to 12,700; and bachelor’s degrees to 19,900."148 To achieve these goals, a new outcomes-based funding formula announced this year incentivizes completing a college degree or certificate, rather than enrollment. Arkansas would become the fifth state to adopt such a formula if policymakers approve the idea in 2017. Customer base. ADHE provided the following statement: "All post-secondary students enrolled in public, private or for-profit colleges and universities operating in Arkansas are our customers. To successfully serve those students, we also serve colleges and universities, policy makers, and taxpayers."149 Efficiencies in states in region. None identified by volunteer.150 Recommendations
Arkansas Department of Labor Summary
Use of tax dollars. Arkansas Department of Labor (ADL) total operating expenditures increased (1.6%) less than CPI (9%) in the period under review. The following chart shows funding sources:154 FY 2009 FY 2015 General Revenue $2,798,426 $3,743,035 Special Revenue --- $1,420,934 Federal Revenue $1,229,885 $1,154,788 Cash Funds $129,212 $167,693 Other Funds $2,227,608 --- Total Operating Expenditures $6,385,131 $6,486,450 Definition of efficiency. The Arkansas Department of Labor (ADL) defines efficiency as "using the most cost-effective and productive means to achieve our agency’s mission, which includes the use of technology by providing updated software and hardware to all employees, consolidation of space to save tax-payer dollars and the continuous endeavor to improve processes and public services for Arkansans."155 ADL has voluntarily eliminated five positions, reducing authorized staff from 85 to 80.156 Performance measures. ADL's performance standards for employees "address efficiency in the performance of their duties which includes effective planning, use of resources, continuous education, awards and recognition for safe work environments, as well as input from employees to determine how best the agency is able to serve Arkansans without creating additional regulations or monetary requirements." Customer base. Department officials note ADL "was given the responsibility of enforcing the labor laws of the state in 1913. We identify as our customer base as the wage earners of Arkansas as well as businesses and manufacturers by providing services and enforcing laws to improve working conditions and enhance opportunities for safe and profitable employment." Efficiencies in states in region. None identified by volunteer.157 Recommendations
Arkansas Department of Parks and Tourism Summary
Use of tax dollars. Spending by the Arkansas Department of Parks and Tourism decreased161 in the period under review. Total operating expenditures declined 1.3% versus CPI (9.0%). The following chart shows funding sources:162 FY 2009 FY 2015 General Revenue $21,938,162 $24,538,750 Special Revenue $38,821,697 $27,843,424 Federal Revenue $7,121,983 $166,298 Cash Funds $24,942,539 $30,285,909 Other Funds $7,071,992 $15,750,069 Total Operating Expenditures $99,896,373 $98,584,451 Definition of efficiency. Parks and Tourism defines efficiency in two ways: "(1) How can we be the best stewards of the taxpayer's dollar; and (2) since our department is also a revenue-producer, how can we best serve the taxpayer/public to bring in more revenue? The department did not report any voluntary reduction in authorized staff. Performance measures. The department, in its response to a questionnaire, cited several performance measures. "We are able to define our efficiency by looking at the bottom line. In the case of the Parks division, that means revenue produced from lodge parks, restaurants, gift shops, etc. In the case of the tourism division, that equates to revenues brought in through the 2% tourism tax on hotels/motels, marinas, etc. (primarily "heads in beds"). That tax is a pretty direct reflection of visitors/tourists to Arkansas and thus a reflection of the success of the tourism division's promotional and marketing efforts. Keep Arkansas Beautiful, also under the ADPT umbrella, is a three-person operation funded by a small percentage of the Amendment 75 conservation tax. By its very nature, it must be efficient to operate." Customer base. Parks and Tourism defines its customer base as "the users of our 52 state parks -- be they overnight visitors, day-use visitors, hikers, bikers, fishermen; these are targeted through promotions and marketing. On the tourism side, our customer base are visitors -- they can be in-state travelers, of course, but we're primarily targeted those tourists from outside the state who will spend the night or several in Arkansas." Efficiencies in states in region. Kentucky's Tourism, Arts and Heritage Cabinet issued an RFP seeking a developer-operator for a new General Burnside Island State Park lodge.163 Arkansas Parks and Tourism staff, in interviews, advised the department may review the future of some state parks that may be underutilized in terms of customer visitation-usage, and require an especially disproportionate operational expense. The idea of shedding a state park to nonprofits engaged in conservation or historical preservation was suggested to staff should that situation come up for consideration. Parks and Tourism officials have not considered this option.164 Recommendations
Arkansas Department of Veterans Affairs Summary
Use of tax dollars. Total ADVA operating expenditures grew more than CPI (9%) in the period under review:168 FY 2009 FY 2015 General Revenue $2,129,282 $2,451,593 Special Revenue --- $12,500 Federal Revenue $3,822,776 $1,021,769 Cash Funds $3,260,009 $8,119,719 Other Funds $85,000 --- Total Operating Expenditures $9,297,067 $11,605,581 Definition of efficiency. ADVA defines efficiency as "the cost-effective delivery of high-quality services within the scope of our mission. We seek to avoid waste, especially financial waste, and to improve the quality of services provided through innovative, cost-effective solutions."169 ADVA has "increased the accessibility of its services to Veterans and their families by opening six of eight additional district Veterans Service Offices throughout Arkansas within a five-month period, and increasing the number of agency Veteran Service Officers from nine to fourteen with no increase to agency authorized staffing levels or budget."170 Performance measures. "For the first time in the agency’s history, we have identified and are tracking performance measures. We are in the process of developing a performance metrics “dashboard” which will evolve as we improve the quality of our data and develop analytics to improve insight into our programs ... we maintain a number of performance metrics, including but not limited to: average burial cost (by Cemetery), average net income per burial, general revenue per burial, average cost of care per resident, average net income per resident, direct care staff to resident ratio, staff to resident ratio, home occupancy rate, average resident census, average monthly cash flow, average monthly VA Income, 7O% SCD days of care provided, average Veteran resident census, a number of resident health metrics, # Veterans seen (Claims & Appeals office)."171 Customer base. ADVA defines its customer base as "the 250,000 Veterans and their dependents throughout the State of Arkansas."172 Efficiencies in states in region. None identified by volunteer.173 Recommendations
Arkansas Department of Workforce Services Summary
Use of tax dollars. Total operating expenditures at the Arkansas Department of Workforce Services (DWS) declined in the period under review. The following chart shows funding by source:177 FY 2009 FY 2015 General Revenue $ 2,708,398 --- Special Revenue --- --- Federal Revenue $857,162,275 $28,841,330 Cash Funds --- $305,635,210 Other Funds $ 2,950,629 $125,781,922 Total Operating Expenditures $862,821,302 $460,258,462 Definition of efficiency. DWS provided178 the following information: "Legal- Being productive with minimal waste or effort; elimination of duplication but with cost-effective service. FMAS-Our department defines efficiency as the use of standard procedures and systems to provide accurate and valuable information in a timely manner to our internal and external customers, at minimal costs to the agency and the state. TANF-Performance of all programs to serve clients and achieve established performance goals, at a minimum. EA-Elimination of duplication and streamlining of services to customers through coordination with other workforce system partners." DWS has voluntarily eliminated 46 positions, reducing authorized staff from 780 to 734.179 Performance measures. DWS reports "each employee has a personalized performance plan, specific to work performed, which enables him/her to strive for excellence in all areas of performance standards and expectations. Examples of areas evaluated are: budgeting, financial reporting, and accounting entries." Customer base. Department officials state the UI customer base "includes external customers" such as workers and employers, and political/governmental organizations. "Internal customers include all DWS employees." FMAs have "two (2) different customers with which we identify, external and internal. External customers are those from outside of the agency for which we provide information to or seek information from, in order to assist us in managing our programs. The other customer is internal; those are our own Department of Workforce Services staff, whether they are in central or local offices." Efficiencies in states in region. None identified by volunteer.180 Recommendations
Arkansas Economic Development Commission Summary
Use of tax dollars. Total operating expenditures at the Arkansas Economic Development Commission (AEDC) increased 28.5% versus CPI (9%) in the period under review. The following chart shows funding by source:183 FY 2009 FY 2015 General Revenue $10,003,180 $10,450,829 Special Revenue --- --- Federal Revenue $24,724,310 $33,289,934 Cash Funds $735,100 $1,308,071 Other Funds --- $540,546 Total Operating Expenditures $35,462,590 $45,589,380 Definition of efficiency. AEDC equates "efficiency to Fiscal Responsibility, one of our core values."184 AEDC has voluntarily eliminated 15 positions, reducing authorized staff from 136 to 121.185 Performance measures. AEDC provided the following answer: "AEDC does not currently employ any definitive performance measures other than the “bottom line.” This is exemplified by the return of over one-half million dollars in General Revenue in FY15. This is a direct indication of AEDC’s commitment to be good stewards of our citizens’ money under its current leadership."186 Customer base. AEDC reports its customer base "is defined by our enabling legislation and other state laws. In general, all companies and communities make up our customer base."187 Efficiencies in states in region. None identified by volunteer.188 Recommendations
Arkansas Insurance Department Summary
Use of tax dollars. AID is a net contributor to the state's general revenue. In 2015, the department collected more than $250 million in revenue, of which $33 million was derived from licenses and fees, while totaling $12.5 million for operations.191 In addition to the transfer of premium tax receipts to DFA, AID revenues also fund the budgets of the state's constitutional offices, capital expenditures and training for fire departments in the state. The following chart reports funding by source:192 FY 2009 FY 2015 General Revenue --- $1,464,661 Special Revenue $12,675,890 --- Federal Revenue $468,101 $10,239,721 Cash Funds $184,529 $171,188 Other Funds $26,657,063 $45,860,668 Total Operating Expenditures $39,985,584 $57,736,238 Download 463.86 Kb. Share with your friends:
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