Moreover, the budget stabilization fund has been held at a solid 5 percent since fiscal year 1996. There is no widespread cost accounting, though some of the agencies have moved in this direction. The state is following national trends in doing more with performance-based contracting, but it's an area that invites improvement. Like so much else in this state, Ohio's long-term planning and forecasting process isn't bad, but it's largely done informally. B Ohio has a solid capital planning process.
Agencies prioritize their capital requests.
The Office of Budget and Management further prioritizes the requests and sends the package to the governor for inclusion in the biennial capital budget bill. A six-year capital plan is published, which reports the actual appropriation for the upcoming two years and planned amounts for the four years after that. The State Architect's office monitors contracts and tracks timeliness, completeness and quality of work on projects. Given the powerful central control of project management, it's a little surprising that the maintenance end of the equation is rather decentralized, and risks being short-changed when economic times are hard. Though the budget office believes most facilities are in good shape, it is unable to track expenses for facilities maintenance.