Office of Policy and Management
Established - 1977
Statutory authority – CGS Sec. 4-65a
Central Office -
Average number of full-time employees - 131
Recurring operating expenses –
General Fund - $135,484,709 (Includes $108,323,172 Grants-In-Aid)
Private/Federal Funds - $24,785,513
Capital outlay - $65,416,787
Office of Policy and Management (OPM) reports directly to the Governor and
provides information and analysis that the Governor uses to formulate public
policy goals for the state. OPM also
assists state agencies and municipalities in implementing policy decisions on
behalf of the people of
· Provided on-going support, evaluation and analysis to the Secretary and the Governor in relation to the passage of Public Act 06-186, An Act Making Adjustments to State Expenditures and Revenues for the Biennium Ending June 30, 2007. Key components of the fiscal year 2007 midterm budget included appropriations which maintained the integrity of the constitutional spending cap; urban violence prevention initiatives; tax reductions totaling $251 million; $8 million in training/jobs programs provided as part of the response to the Temporary Assistance to Needy Families reauthorization; over $50 million in increased support for educational enhancements; full funding of all collective bargaining contracts; expansion of the Governor’s Transportation initiative; and utilization of the fiscal year 2006 surplus to enhance the fiscal stability of the state by providing $245.6 million for the Teachers’ Retirement Fund raising the contribution to 100 percent of the actuarial contribution levels in both fiscal years 2006 and 2007, and $85.5 million to fully extinguish the debt from the Economic Recovery Notes for fiscal years 2008 and 2009.
· Monitored implementation of the fiscal year 2006 budget to ensure the fiscal year ended with a surplus. The fiscal year 2006 surplus is projected to be $455 million and will be the third straight year of deposits to the Budget Reserve Fund, bringing the “Rainy Day Fund” balance to over $1.1 billion.
· Produced the first Fiscal Accountability Report. In accordance with Public Act 05-252, the Report included multi-year estimates of state revenues, expenditures and ending balances of all appropriated funds; projected tax credits; a summary of estimated fiscal year 2006 deficiencies; projected balances of the Budget Reserve Fund; projected bond authorizations, allocations, and issuances; revenue and expenditure trends, as well as identifying major cost drivers impacting those trends; and an analysis of possible uses of surplus funds.
ability of state facilities to participate in energy demand response
programs. ISO-New England, the operators
of the electric system, developed a variety of programs to help alleviate or
mitigate any electrical supply crises that may occur as a result of high demand
for electricity. Initially these
programs were focused on the southwestern part of
· Hosted three “Energy Roundtables”. The focus of the first workshop was to bring together the key stakeholders in state facilities/agencies to discuss energy issues. A key feature of this effort was the ability of facility managers and operators to come together to share their concerns, expectations, and successes in improving the energy efficiency in their buildings. During the fiscal year, two additional Roundtables were held, one focusing on demand response programs and one on energy conservation and efficiency incentives and programs available to state government. The Energy Roundtable forums are designed to be an ongoing, regular effort to facilitate communication among the facility planners and operators. Each Roundtable has been widely viewed as being an important part of the overall effort to improve energy efficiency and achieve cost savings in the operations of state facilities.
successful implementation of the Connecticut Partnership for Long-Term Care,
the state’s public/private partnership with private insurers that educates
· Continued development and implementation of numerous initiatives to provide alternatives to nursing home care through a multi-agency effort coordinated by OPM. Assisted living services have been made available in state-funded congregate housing, federally-funded HUD housing facilities, private pay assisted living facilities and subsidized assisted living communities in Glastonbury, Hartford and Middletown as part of the Assisted Living Demonstration project with over 500 residents enrolled in the programs as of June 30, 2006 and over 1,000 residents served since the programs began.
· Developed an Internet enabled application for executive branch agencies to electronically submit requests to OPM to enter into Personal Service Agreements and for OPM staff members to review and act on such requests. In accordance with C.G.S. Chapter 55a, requests to enter into Personal Service Agreements need to be approved by OPM. Previously, this application was a paper-based system. OPM also designed and provided training on use of the new Internet enabled application to over 180 state employees from various state agencies.
· Developed cost standards for Purchase of Service contracts, which are agreements between a state agency and an organization for the purchase of direct health or human services for state agency clients. The development of the cost standards was a collaborative effort between OPM, six (6) state agencies (the Departments of Children and Families, Correction, Mental Health and Addiction Services, Mental Retardation, Public Health and Social Services) and the Connecticut Nonprofit Human Services Cabinet and the Connecticut Community Providers Association.
· Designed and developed a Catalog of Online Financial Reports for Core-CT, the state’s financial system. The Core-CT project replaced the state’s existing financial and human resource systems. The general ledger, purchasing, accounts receivable, procurement, payroll, time and labor, and human resource modules were implemented in fiscal year 2004. The billing and asset management modules were implemented in fiscal year 2005 and 2006, respectively.
· Devised strategy and negotiated collective bargaining agreements with the following unions: NP-3 AFSCME Clerical and P-2 AFSCME Social and Human Services.
· Negotiated and concluded Interest Arbitration for the following contracts with the following unions: Connecticut State Employees Association (NP-8), (P-3A), (P-3B), (P-4) and Connecticut Employees Union Independent (NP-2). These awards were submitted to the legislature and approved.
· Provided twenty six (26) statewide labor relations training sessions for human resource professionals. In addition, developed a labor relation’s presentation to be used by the Department of Administrative Services in a new statewide certificate-training program for human resource professionals.
· Coordinated the federal, state and local response to clean up the InterRoyal Factory fire site in Plainfield. $750,000 of state funds was leveraged with over $1.2 million of funds from the Federal Environmental Protection Agency. In addition, the Regional Health District provided public information on public health issues, the Town of Plainfield provided in-kind services and labor, and the Mashantucket Pequot Tribal Nation provided clean fill.
· Chaired the Governor’s Commission on Unfunded Mandates. The Commission will issue a report in November 2006, which will include legislative recommendations to provide relief to municipalities from unfunded mandates.
· Continued work to bring long-term stability to the finances of the City of Waterbury. Under the authority of the Waterbury Financial Planning and Assistance Board, which was created by the state legislature in March 2001 in response to Waterbury’s fiscal crisis and is located administratively within OPM, fiscal year 2005 marked the fourth consecutive year that the City had a budget surplus. At this time, it is projected that the City will have another operating surplus for fiscal year 2006. In addition, the Board and the City have taken the steps necessary to strengthen the City’s financial management practices and systems, and to address the structural issues confronting the City’s finances and budget. The Board and the City are now preparing for the Board’s dissolution in December 2006, by which date it is anticipated that the criteria established by the state legislature will have been fully met in bringing fiscal stability to the City.
· Continued lead role in the development of Adriaen’s Landing, a mixed-use economic development project in Hartford. The Connecticut Convention Center has been open to the public for a full year of operations, along with the adjacent Hartford Downtown Marriott. Additional infrastructure has been constructed and negotiations are ongoing to finalize a development agreement for a retail/residential component. OPM is leading the development and construction of the Connecticut Science Center, which is currently under construction and scheduled to open in 2008. OPM also oversees operations of the football stadium at Rentschler Field through a management agreement with Madison Square Garden.
· Implemented a plan to provide personnel, payroll, and business office functions to the State Board of Accountancy (SBOA), which in accordance with Section 5 of Public Act 05-287, is within OPM for administrative purposes only effective July 1, 2005. In addition, initiated and implemented a plan to migrate SBOA to the Department of Information Technology for information technology services.
· Designed and started implementation of a management development program for new OPM managers. Three courses were offered during the year addressing management styles, labor relations and progressive discipline, and performance appraisals. In addition, OPM held its first agency wide staff development day entitled “Being Effective in a Constantly Changing Workplace”, which included a luncheon address by Governor Rell.
· Other Information: OPM is committed to complying with statutory requirements related to affirmative action and equal opportunity in employment and in the services OPM provides to the State of Connecticut. OPM’s Affirmative Action Plan for the period ending June 30, 2005 was approved by the Commission on Human Rights and Opportunities at its December 7, 2005 meeting. Regarding its Affirmative Action Plan for the period ending June 30, 2006, OPM met 50 percent of its short-term hiring goals and substantially exceeded its Small Business Enterprise and Minority Business Enterprise goals. In addition, OPM provided sexual harassment and diversity training to its new employees and also coordinated and conducted civil rights training for 80 recipients who receive federal funding from OPM, the Department of Emergency Management and Homeland Security, and the Judicial Branch. Such training is required by the U.S. Department of Justice, Office for Civil Rights.
For further information on OPM activities, visit the OPM website at http://www.opm.state.ct.us.