Performance Management

The Performance Management Unit utilizes data to review and improve the efficiency and outcomes of state government programs. The Unit works to improve government efficiency by streamlining processes, promoting innovation, and encouraging greater interagency cooperation.

One of its main functions, as authorized under Rhode Island General Laws, is to develop performance measures for all non-exempt budget programs. The Unit annually updates over 230 performance measures from across state government. These measures are present in the annual proposed budgets, and the most recent performance measures can be found below under “Agency Performance”. Starting in FY 2024, quarterly data is also collected for those measures that can be reported.

In addition, the Unit seeks partnerships with other governmental entities to improve state operations and transparency. Performance Management assists with performing data analysis, conducting process reviews, and researching best practices to inform data-driven budget and policy decisions. 

In the past, these efforts have included contributions to legislatively mandated interagency plans, executive orders, legislation, and agency specific performance reviews. Please find select publicly available reports and publications on the performance reports page

The Office of Performance Management collects performance data and works with agencies to identify and carry out highly focused projects to help agencies achieve performance goals. As a part of this process, the Office publishes yearly performance measures within the state budget.

FY 2025 Performance Measures

Departments are required by Rhode Island General Laws to develop performance measures and provide data as part of the Governor's annual budget submission.

State employees spend much of their time tackling urgent issues, leaving little opportunity to reflect on processes, identify problems, experiment with solutions, and implement changes to improve workflow. State employees, from the front line to upper management, need the tools and resources to think strategically and make state government more customer service-oriented, clear, and reliable for taxpayers. One such tool is Lean, which is a proven business process improvement method that leads to the elimination of waste, added value, and a culture of continuous improvement. 

Lean Government involves comprehensively mapping processes to define and understand what is really happening now and identifying "waste" (as defined in context of Lean analysis) in those processes. Lean Government helps agency leaders and staff formulate plans to eliminate waste, making sure the process results in timely and predictable decisions. Through the use of Lean tools a state agency can:

  • Eliminate or dramatically reduce backlogs
  • Reduce lead times
  • Decrease the complexity of processes
  • Improve the quality of applications and consistency of reviews or inspections
  • Free up more staff time for "mission critical" work
  • Improve staff morale and process transparency

Although Lean originated in manufacturing operations, the tools have been successfully applied in organizations across all sectors, including the government. Using Lean, state agencies throughout the country have improved quality, cost-effectiveness, service delivery, and responsiveness to the public. Lean methods are highly adaptable and could be used in a myriad of processes ranging from customer-facing functions to rulemaking to processing of application, grants, and contracts.

The State has developed a Master Price Agreement (MPA 486) with pre-approved vendors to assist agencies with reviewing processes for greater efficiency. For more information, contact Kevin Simpson, Chief of OMB’s Performance Management Unit, at