1. Office of Management & Budget
(OMB)
STRATEGIC AGENDA
DECEMBER, 2013
Rhode Island Office of Management & Budget
12/12/2013

2. OMB – Organizational Structure
Governor
Director of
Administration
Office of
Management
and Budget
Budget
Performance
Management
Rhode Island Office of Management & Budget
Regulatory
Reform
Grant
Management
Strategic
Management
12/12/2013

3. OMB - Vision
The Office of Management and Budget is the source for
credible, accurate, unbiased financial information and
management assistance and offers objective insight on how to
maximize finite resources in Rhode Island.
Rhode Island Office of Management & Budget
12/12/2013

4. OMB - Mission
To anticipate and provide ongoing, transparent fiscal
analysis, management support, and analytical research to the
public, the Governor, the General Assembly and State
departments and agencies.
Rhode Island Office of Management & Budget
12/12/2013

5. OMB – Core Values
 Excellent Customer Service
 Accessible and Responsive
 Proactive, Agile, Nimble and Creative
 Unbiased, Accurate and Reliable
 Trusted, Respected and Professional
 Well informed, Knowledgeable, and Expert
Rhode Island Office of Management & Budget
12/12/2013

6. OMB – Brand Identity
 How do we want to be perceived?

The Best Source for State fiscal and management information

Highly competent experts, objective/unbiased and credible

Proactive and agile - anticipating and creating rather than reacting

Integral to assisting state departments and agencies overcome
management barriers

High quality customer service to agencies and departments

A reliable and responsive resource to small business
Rhode Island Office of Management & Budget
12/12/2013

7. OMB - Stakeholders
 Taxpayers
 Business
 Governor
 General Assembly
 State Agencies and Departments
 Federal and Local Governments
 Advocates/Lobbyists
 Education and non profit organizations
 Press
 Research Organizations
 Ourselves
Rhode Island Office of Management & Budget
12/12/2013

8. OMB - Goals

Provide credible, accurate financial information, objective insight, and
analysis to the Governor to maximize finite resources

Create a data-driven decision making process within and between
departments and agencies to allocate finite resources to produce value
for taxpayers

Create a clear, predictable and reliable regulatory system by removing
barriers to economic growth while protecting taxpayer interests

Leverage and enhance grant funding opportunities in support of the
Governor’s strategic agenda fostering fiscal integrity and transparency

Apply continuous improvement processes and coordinate inter-agency
cooperation to strategically align goals and objectives with efficient
resource allocation
Rhode Island Office of Management & Budget
12/12/2013

9. OMB – Budget Office
To provide credible, accurate, financial information,
objective insight, analysis and advice to the Governor
to maximize finite resources and implement his policy
priorities
Rhode Island Office of Management & Budget
12/12/2013

10. OMB – Budget Office Activities
 Budget Development and Implementation - Produce the
Governor's annual, supplemental, and capital budgets, and monitor
agency budget activity to ensure compliance with enacted budget levels;
 Financial Planning and Budgetary Reporting – Provide and
analyze historical, current and projected revenues and expenditure
trends;
 Financial/Economic Analysis – Establish and implement sound
financial management principles and develop budget and policy
alternatives for executive and legislative consideration;
 Debt Issuance – Coordinate with the Office of the General Treasurer
to prepare bond and other debt issuance, including participating in
presentations to rating agencies, developing offering circulars, tracking
expenditures against authorizations and debt management.
Rhode Island Office of Management & Budget
12/12/2013

11. OMB – Budget Office’s 2014 Action Items
GOAL: Provide credible, accurate financial information, objective
insight, and analysis to the Governor to maximize finite resources
 Develop and Submit FY 2015 Budget on time – January 16, 2014
 Develop FY 2014 Supplemental Budget that requires less general revenue than
Enacted and FY 2015 Budget that closes the deficit through efficiencies and
expenditure reductions
 Present to Rating Agencies and remove “negative watch”, set stage for upgrade
 Revise Capital Budget Process with focus on RICAP initiatives
 Identify and procure new budget and grant management module
Rhode Island Office of Management & Budget
12/12/2013

12. OMB – Office of Performance Management
To create a data-driven decision making process
within and between departments and agencies to
allocate finite resources to produce value for taxpayers
Rhode Island Office of Management & Budget
12/12/2013

13. OMB – Performance Management Activities
 Performance Measurement and Accountability – Work with
departments and agencies to review performance data and develop targets
to determine the efficiency and effectiveness of programs administered by
State government;
 Data-Driven Decision-Making – Perform data analysis and other
research as necessary to inform budget and policy decisions;
 Process Improvement and Innovation – working with the Office of
Regulatory Reform, review and adopt best practices used by other states,
non-profit and private sector organizations to promote innovation and
continuous improvement;
 Regular Reporting on State Government Programs-- Prepare
periodic reports or studies on government-administered programs,
including budget information, performance data and the status of major
projects and initiatives.
Rhode Island Office of Management & Budget
12/12/2013

14. OMB – Performance Management’s 2014 Action Items
GOAL: Create a data-driven decision making process
within and between departments and agencies to allocate
finite resources to produce value for taxpayers
 Complete Results First cost-benefit model for adult/juvenile justice. Begin
child welfare module
 Assist Office of Digital Excellence to improve Transparency Portal
 Coordinate transportation agencies efforts to share services (meteorology
services, fleet)
 Develop and deploy overtime analyses tools to departments
 Conduct workload analysis for Fire Marshall and Sheriffs
Rhode Island Office of Management & Budget
12/12/2013

15. OMB – Office of Regulatory Reform
To create a clear, predictable and reliable regulatory
system by removing barriers to economic growth and
improving competitiveness while protecting taxpayer
interests
Rhode Island Office of Management & Budget
12/12/2013

16. OMB – Regulatory Reform Activities
 Ongoing Regulation Analysis – Develop analyses of rules and
regulations impacting businesses to improve State’s regulatory
environment;
 Ombudsman Services –Assist businesses with navigating regulatory
and permitting issues, serve as liaison with State agencies;
 Statewide E-permitting – Develop a streamlined electronic
permitting process to enhance state response time to businesses;
 Municipal Assistance – Assist municipalities to improve local
permitting processes’ responsiveness to business needs;
Rhode Island Office of Management & Budget
12/12/2013

17. OMB – Regulatory Reform’s 2014 Action Items
GOAL: Create a clear, predictable and reliable regulatory
system by removing barriers to economic growth while
protecting taxpayer interests
 Complete review of State regulations and implement recommendations
 Distribute regulatory template, scoring rubric and economic impact
statement guidance
 Successfully deploy E-Permitting system
 Conduct ongoing business surveys to identify opportunities for reform
 Expand ombudsman role to monitor regulatory environment and assist in
user navigation
Rhode Island Office of Management & Budget
12/12/2013

18. OMB – Office of Grant Management
To leverage and enhance grant funding opportunities
in support of the Governor’s strategic agenda fostering
meaningful results, programmatic accountability,
fiscal integrity, and transparency
Rhode Island Office of Management & Budget
12/12/2013

19. OMB – Grant Management Activities
 Grant Business Process: Standardize, streamline, and improve grants
business process reducing administrative burden while maintaining
compliance, results, and quality.
 Grants Management and Administration: Monitor, measure, and report
grant awards effectiveness throughout their lifecycle and assure that grant
funds are spent in accordance with applicable laws, regulations, and rules.
 Accountability and Reporting: Ensure accountability through improved
policies and procedures, enhanced coordination, and consistent
communication.
 Transparency: Provide timely and accurate grant information to
stakeholders and the public.
 Legislation: Monitor federal and state legislation to assess impact on state
grants administration and management
Rhode Island Office of Management & Budget
12/12/2013

20. OMB – Grant Management’s 2014 Action Items
GOAL: Leverage and enhance grant funding opportunities in
support of the Governor’s strategic agenda fostering fiscal
integrity and transparency
 Complete review and implement new Grants Management Office
 Prepare internal plan for future federal shutdowns and sequestrations
 Develop federal grant inventory
 Develop and publish a summary of the impact ARRA had on Rhode Island
 Provide training to state agencies on Federal Funding Accountability and
Transparency Act (FFATA) reporting requirements. Identify and develop
additional training as needed
 Develop system to facilitate tracking of disaster relief resources coming to the
state
Rhode Island Office of Management & Budget
12/12/2013

21. OMB – Office of Strategic Management
To apply continuous improvement processes and
coordinate inter-agency cooperation to strategically
align agency goals and objectives with efficient
resource allocation
Rhode Island Office of Management & Budget
12/12/2013

22. OMB – Strategic Management Activities
 Strategic Planning – Assist departments and agencies with
development of strategic plans to better align resources with identified
priority activities;
 Continuous Improvement– Identify projects and assist agencies
with Lean and other continuous improvement activities to reduce waste
and increase agency efficiency;
 Interagency Project Management – Manage special projects that
require interagency coordination;
 CFO Academy – Enhance introductory and continuous training for
agency Chief Financial Officers and key finance staff.
Rhode Island Office of Management & Budget
12/12/2013

23. OMB – Strategic Management’s 2014 Action Items
GOAL: Apply continuous improvement processes and
coordinate inter-agency cooperation to strategically align goals
and objectives with efficient resource allocation
 Integrate LEAN into DOA – Human Resources, Purchasing, Budget Development
 Assist Cabinet level departments in developing strategic plans, beginning with DOA
 Develop appropriate Transition Document for incoming Governor (OMB)
 Create Chief Financial Officers Academy to develop senior financial staff skill sets,
relationships
 Create Customer Service Academy for in-house on going resource for customer-
centric services
 Provide support for personnel reform initiatives, including implementation of
Human Resources’ new online application system and the
classification/compensation study
Rhode Island Office of Management & Budget
12/12/2013

24. OMB – Overall Internal Objectives
 Establish high standards for OMB:

Recruit, retain and train top staff for all OMB operations;

Enhance and protect OMB brand identity;

Develop annual operating work plans with performance metrics;

Create and implement formal OMB staff training programs;

Establish performance evaluations for senior staff; and

Focus on value added outcomes.
Rhode Island Office of Management & Budget
12/12/2013