Office of Management & Budget
(OMB)
STRATEGIC AGENDA
DECEMBER, 2013

Rhode Island Office of Management & Budget

12/12/201...
OMB – Organizational Structure
Governor

Director of
Administration

Office of
Management
and Budget

Budget

Performance
...
OMB - Vision

The Office of Management and Budget is the source for
credible, accurate, unbiased financial information and...
OMB - Mission

To anticipate and provide ongoing, transparent fiscal
analysis, management support, and analytical research...
OMB – Core Values
 Excellent Customer Service
 Accessible and Responsive
 Proactive, Agile, Nimble and Creative
 Unbia...
OMB – Brand Identity
 How do we want to be perceived?


The Best Source for State fiscal and management information



...
OMB - Stakeholders
 Taxpayers
 Business
 Governor
 General Assembly
 State Agencies and Departments
 Federal and Loc...
OMB - Goals


Provide credible, accurate financial information, objective insight, and
analysis to the Governor to maximi...
OMB – Budget Office

To provide credible, accurate, financial information,
objective insight, analysis and advice to the G...
OMB – Budget Office Activities
 Budget Development and Implementation - Produce the

Governor's annual, supplemental, and...
OMB – Budget Office’s 2014 Action Items
GOAL: Provide credible, accurate financial information, objective
insight, and ana...
OMB – Office of Performance Management

To create a data-driven decision making process
within and between departments and...
OMB – Performance Management Activities
 Performance Measurement and Accountability – Work with

departments and agencies...
OMB – Performance Management’s 2014 Action Items
GOAL: Create a data-driven decision making process
within and between dep...
OMB – Office of Regulatory Reform

To create a clear, predictable and reliable regulatory
system by removing barriers to e...
OMB – Regulatory Reform Activities
 Ongoing Regulation Analysis – Develop analyses of rules and

regulations impacting bu...
OMB – Regulatory Reform’s 2014 Action Items
GOAL: Create a clear, predictable and reliable regulatory
system by removing b...
OMB – Office of Grant Management

To leverage and enhance grant funding opportunities
in support of the Governor’s strateg...
OMB – Grant Management Activities
 Grant Business Process: Standardize, streamline, and improve grants

business process ...
OMB – Grant Management’s 2014 Action Items
GOAL: Leverage and enhance grant funding opportunities in
support of the Govern...
OMB – Office of Strategic Management

To apply continuous improvement processes and
coordinate inter-agency cooperation to...
OMB – Strategic Management Activities
 Strategic Planning – Assist departments and agencies with

development of strategi...
OMB – Strategic Management’s 2014 Action Items
GOAL: Apply continuous improvement processes and
coordinate inter-agency co...
OMB – Overall Internal Objectives
 Establish high standards for OMB:


Recruit, retain and train top staff for all OMB o...
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OMB Strategic Plan and Goals 2014

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OMB Strategic Plan and Goals 2014

  1. 1. Office of Management & Budget (OMB) STRATEGIC AGENDA DECEMBER, 2013 Rhode Island Office of Management & Budget 12/12/2013
  2. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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

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