Rhode Island

The Office of Management & Budget leads Rhode Island’s program evaluation function. By law, OMB conducts performance reviews and audits of executive agencies to assess whether programs achieve intended outcomes (R.I. Gen. Laws § 35-3-24.1(c)(1)) and produces analyses and recommendations to improve program performance and support evidence-based budgeting (§ 35-3-24.1(c)(4)).

According to state law, the OMB Director is charged to conduct reviews, evaluations, and assessments of program performance across state government (§ 35-1.1-3(b)(6)) and oversees the Performance Management Unit (the “performance management office” in statute) (§ 35-1.1-3(a), (b)(1)). Additionally, the Office of Internal Audit & Program Integrity (OIAPI) is established within OMB and reports to the OMB Director (§ 35-7.1-1(a)); OIAPI is responsible for providing an independent appraisal and evaluation of the effectiveness of financial and operational controls through objective analyses, evaluations, and recommendations on operations, systems, and contracted services of state government (OIA website; § 35-7.1-1(b); 35-7.1-2(a); 35-7.1-3; 35-7.1-4).

The OMB Director serves on the Rhode Island Integrated Data System (RIIDS) Governing Board (§ 42-165-5(a)(1)(iii)). Through this formal, multi-agency governance structure, with co-chairs from the Department of Administration and the Office of the Postsecondary Commissioner, Rhode Island promotes a statewide culture of program evaluation, sets policies for interagency data use, and supports evaluation services across agencies (§ 42-165-5(b)).

Since July 2024, Rhode Island’s Chief Data & Analytics Officer has led the centralized Data, Analytics, and Artificial Intelligence Team within the Department of Administration. Currently, the Department is establishing a Data, Analytics, & Artificial Intelligence Center of Excellence to promote effective data sharing, evidence-based policymaking, and responsible AI practices with an emphasis on ethics, security, and unbiased usage.

This team is working to strategically develop and manage Rhode Island’s Integrated Data System, creating a federated connection between the Rhode Island Longitudinal Data System (RILDS) in the Office of the Postsecondary Commissioner, the Executive Office of Health and Human Services (EOHHS) Data Ecosystem, and other state agency data sources.

RILDS maintains a formal statewide data governance system overseen by a board, which includes leaders from across state agencies responsible for setting data policies, ensuring data security, and prioritizing research needs statewide.

Rhode Island’s Longitudinal Data System (RILDS) integrates data from early childhood through K-12 and higher education into the workforce, supporting research and policy initiatives that enhance Rhode Islanders’ well-being. The RILDS Board, comprising directors from multiple state agencies, establishes key research priorities and governance policies.

Both RILDS and the Executive Office of Health and Human Services (EOHHS) Data Ecosystem facilitate connections between government agencies and external researchers through clear, standardized data request processes.

Additionally, the Office of Management and Budget requires that agencies making new budgetary requests include a “decision package” that explicitly outlines their evidence base, evaluation plans, and intended performance measures (pages 18-19). This policy ensures consistent, statewide adherence to evidence-informed budgeting practices, embedding evaluation systematically within the state budgeting process.

Rhode Island has advanced its data policies significantly through Executive Order 24-06, issued by Governor McKee in 2024. This order established a unified statewide data governance structure, creating a federated data platform managed by the Data and AI Center of Excellence under a Chief Data Officer. Agencies are mandated to share data “to the greatest extent possible” while ensuring privacy and security compliance.

The Rhode Island Longitudinal Data System (RILDS) and the EOHHS Data Ecosystem serve as the foundation for robust interagency data integration. Recent changes to state law have led to additional efforts to connect RILDS and the EOHHS Data Ecosystem into a single unified IDS. Currently, both platforms actively integrate data from key state agencies, including the Rhode Island Department of Education, Department of Labor and Training, and the Executive Office of Health and Human Services, enhancing evidence-based policymaking and enabling effective research partnerships and public data accessibility.

Rhode Island requires and rewards evidence-based practices in grants and contracts across state government, including health, environmental management, housing, education, and public safety.

The Rhode Island Department of Education with ServeRI awards AmeriCorps State and National grants to engage AmeriCorps members in evidence-based or evidence informed interventions to strengthen communities. When scoring proposals, up to 20 points (out of 100) are based on evidence quality and tiers defined by the AmeriCorps Evidence Exchange.

Rhode Island’s Recovery Housing Program requires providers to meet National Alliance for Recovery Residences (NARR) standards. NARR embeds evidence-based operations, including structured peer support, recovery-oriented programming, and fidelity to proven practices. This requirement is part of the state’s broader strategy to prevent overdoses and improve outcomes. An inventory of in-state SUD programs further shows a strong reliance on evidence-based models.

Together, these examples show how Rhode Island defines what counts as evidence and prioritizes it in eligibility and scoring, steering grant dollars and competitive contracts toward approaches with demonstrated effectiveness.

Rhode Island directly administers and delivers a broad portfolio of evidence-based services using state, formula, and eligible federal dollars. From 2022–2025, agencies operated dozens of programs that define and prioritize evidence, centered in health and extending to public safety, transportation, corrections, and the courts.

Health-related examples include statewide cancer screening; diabetes and cardiovascular health programs; family visiting and maternal psychiatric consultation; lead-poisoning prevention; tuberculosis directly observed therapy; and adolescent health programming.

Beyond health, evidence-based strategies guide impaired-driving enforcement and media campaigns, problem-solving courts (family, diversion, veterans), reentry supports, and naloxone training and distribution through the University of Rhode Island.

Programs draw on evidence provided by rigorous sources such as the U.S. Department of Health and Human Services research (NIH, CDC, etc.) and appear in recognized evidence clearinghouses like CrimeSolutions and Results First. These programs are delivered by state agencies, putting proven strategies to work for Rhode Islanders.

Since 1997, Rhode Island state law requires agencies to submit performance measure data and targets as part of the annual budget request process. The Performance Management Unit within the Office of Management and Budget collects this performance data and works with agencies to achieve performance goals.

Agencies are required to report on program evidence and performance when submitting budget requests, utilizing a tiered evidence scale (proven effective, promising, and theory-based).

Rhode Island has a Chief Analyst who heads the Performance Management Unit (PMU) within the Office of Management and Budget (OMB). Since 1997, Rhode Island state law has required state agencies to submit performance measure data and targets as part of the annual budget request process. Starting in 2023, the PMU began quarterly reporting of performance measures to supplement annual reporting.

 As outlined in the Annual Budget Instructions, agencies are required to report on program performance reporting when submitting budget requests. Agency Chief Financial Officers (CFOs) and other agency contacts work with the PMU to create, modify, and report data on measures.

Per state law, OMB, including the PMU, is also authorized to conduct performance reviews and audits of agencies to determine the manner and extent to which executive branch agencies achieved intended objectives and outcomes – making it the hub of statewide performance management.

Rhode Island supports results-focused contracting through regulatory and procedural mechanisms embedded in the state’s General Conditions of Purchase (220-RICR-30-00-13). These require contract performance prior to payment, allow for damages in cases of non-performance, and permit pre-award evaluation of vendor capacity and past performance. Training and support for agencies in procurement planning and contract oversight further advance active contract management.

Additionally, Rhode Island’s Division of Purchases provides contract managers with a self-guided curriculum, PROC 301, designed to instruct best practices for active contract management. The materials guide users on how to identify contract performance expectations and get best contract performance outcomes, including through the use of active contract management.

Rhode Island General Law § 37-14.1 and related procurement rules require a portion of contracts to be awarded to certified enterprises, with provisions for preference within a competitive range. This structure reflects a commitment to more inclusive economic opportunity.

Rhode Island takes a coordinated, multi-agency approach to community engagement, with a focus on reaching economically disadvantaged communities. Community input shaped major statewide initiatives like Governor McKee’s RI 2030 plan and Housing 2030 —both developed through stakeholder panels, public surveys, and facilitated conversations.

While engagement is embedded across state government, directional leadership is provided by the Division of Equity, Diversity & Inclusion (DEDI), led by an associate director within the Department of Administration. DEDI advances statewide fairness and access by fostering an inclusive culture that values and reflects the changing demographics of the state by advancing equitable opportunities for all who work for or do business with the State of Rhode Island. This work includes expanding state contract opportunities for underrepresented communities and small businesses within the state.

Other agencies also maintain dedicated engagement teams, including the Department of Labor and Training’s Office of Community Engagement, and the Rhode Island State Police.

The Governor’s Office’s RI 2030 Plan: Charting A Course for the Future of the Ocean State serves as Rhode Island’s statewide strategic plan, focusing on Governor McKee’s key priorities of strengthening K-12 education, building a “rhode” to prosperity, creating a healthier Rhode Island, and advancing infrastructure and energy.

RI 2030 was informed by a series of virtual community conversations with a panel of diverse Rhode Island community stakeholders, national experts, and members of the General Assembly. These recorded conversations solicited hundreds of public comments, which were used to refine the plan. Public input continues to be welcomed.

The current 2025 version of RI 2030 features many SMART goals that are aligned with state priorities. The Office of Management and Budget, along with individual state agencies, track the measures included in the plan. A sampling of important metrics for each priority area can be found on the Rhode Island 2030 Performance Dashboard.