The Ohio Fiscal Academy (OFA) is an intensive nine-month certification program that equips fiscal professionals to lead the great State of Ohio. The academy provides operational, theoretical and hands-on experiences to fiscal professionals. Through rigorous coursework and a team project, graduates achieve an enterprise philosophy and a solid background of fiscal knowledge.
About the Ohio Fiscal Academy
The vision of the Fiscal Academy is to create lifelong learners and information seekers within the ranks of the State of Ohio's public financial professionals. The academy strives to prepare fiscal professionals for any State of Ohio position with a fiscal or budgetary responsibility.
Participation in OFA offers learners and state agencies benefits such as:
- Real-life scenarios with hands-on participation
- Networking opportunities with forward-thinking change agents
- Custom sessions with the Controlling Board President, representatives from the Legislative Service Commission, the Ohio Senate, and the Joint Commission on Agency Rule Review, etc.
- Support for a culture of responsibility and management in state government
- And more!
Upon completing the program, OBM awards the designation of "Certified Ohio Fiscal Professional" to each graduate. OBM Director Kimberly Murnieks and Governor Mike DeWine sign each awarded certificate.
You're eligible to apply if you're employed in a fiscal or budgetary capacity within a fiscal office of a state agency, or if you're employed in one of the following classifications:
- Financial Analyst
- Sourcing Analyst
- Financial Manager
- Fiscal Specialist
- Budget Analyst
Note: other positions may be considered for entry into the program at OBM's discretion.
Registration for Cohort 10 is now closed. Applications for Cohort 11 will be available by the end of August 2020.
The Ohio Fiscal Academy is an enterprise program benefiting the home agency of the participant(s). Should the need arise for a special accommodation due to a documented disability, it is the home agency’s responsibility to provide the accommodation for the participant. The Ohio Fiscal Academy will then make every effort to support the home agency’s arrangements for participant accommodation(s).
For assistance in providing reasonable accommodations under the Americans with Disabilities Act, the participant should contact his/her home agency’s Chief Legal Counsel or Human Resources department.
Syllabus and Dates
Important Dates for Cohort 10
Updated August 5, 2019
|Kickoff Webinar||January 15, 2020|
|Tier 1||February 24 - February 28|
|Tier 2||May 11 - May 15|
|Tier 3||September 14 - September 18|
|Graduation (Tentative)||September 25, 2020|
All activities occur in Columbus, Ohio.
The Ohio Fiscal Academy utilizes subject matter experts in conjunction with training specialists to design and facilitate courses, ensuring that content is current, relevant, and realistic.
The success of the OFA is dependent upon the continued support and partnership among all state agencies.
|Course Name||Courses Description|
|A Budget Overview||This course is designed to give participants insight into the reasons for different appropriations bills and the order that processes happen during the budget planning cycle. The course discusses the actors involved in the budget cycle and the planning they put into it. Participants will also discuss budget recommendations.|
|Auditor of State||The Auditor of State (AOS) is an elected constitutional officer who is responsible for financial statement of all public offices in Ohio. This includes cities, villages, school districts, universities, townships, state agencies, boards and commissions. This course helps to understand the AOS’s scope and methods for ensuring funds are spent correctly and stop abuse.|
|Budget Practical Planning||This course speaks to the standard principles of an agency’s budgeting process; Identifying agency goals and priorities, determining how to structure the agency goals and estimating the budget amounts to fund agency programs.|
|Capital Planning||In this course, participants gain an understanding of the agency’s role in the capital planning process. The course also provides insight on preparing a capital budget and how to find useful information in OAKS FIN and OAKS BI.|
|CFO Round Table||Participants will have an opportunity to speak with CFO’s from a number of different agencies in both a formal and informal setting.|
|Chart of Accounts||This course is designed to give insight on identifying the DNA of an agency. The course helps the learner gain an understanding of ChartFields and their roles in programs. The course explores priorities, funding, and comprehending trees.|
Financial Report &
Schedule of Expenditures (CAFR)
|This course is designed to help participants gain an idea of what OBM’s Financial Reporting group does and why. OBM Financial Reporting does the majority of work in pulling the information together to create the CAFR. There is a reliance on the agencies to ensure that the information within OAKS is accurate. It will save time, effort, and frustration for everyone involved in the financial aspects of the State when errors are corrected and accurate information is available in OAKS.|
|Controlling Board Overview||Explore the function of the Controlling Board and its members. What they look for in a request? Why something may be pulled for review? What type of questions the agency representative can expect from the board? What is this parliamentary procedure and how do you conduct yourself?|
|Debt Management||The Debt Management course explains OBM’s role as the state debt manager, the various reasons for issuing debt, and the effect of debt on budget bills. It also describes the steps to issue debt, the agency steps in the capital planning process, and agency debt management responsibilities regarding how to monitor and share debt information.|
|Disbursements||This course looks at the purpose and requirements for the OBM Monthly Financial Report and how it fits in the overall fiscal planning process. Students explore topics such as: Allotments, Disbursements, Monthly Financial Report, Disbursement Task, Guidance and Memo, Component Analysis, GRF Payroll Disbursements, Non-Payroll Patterns, trends, and changes.|
|Federal Grants Management||The Federal Grants Management course presents an overview of the world of Federal Grants and State Government giving the main concepts and responsibilities that surround Federal Grants Management. Upon completion of the course, learners will be able to summarize the history of federal grants, recognize the various types of federal grants, use grant terminology, outline the pre-award process, explain the requirements post-award activities, describe the grant close-out process, and demonstrate ability to troubleshoot issues.|
|Forecasting||This course helps define forecasting and its importance. Participants will gain an understanding of how to gather, analyze, and evaluate forecasting data.|
|Inspector General||This course is an overview of the Office of the Inspector General. After completing the course, you will have a better understanding of the following topics: how to file a complaint, the investigation process, and common issues in investigations.|
|Joint Committee on Agency
Rule Review (JCARR)
|This course is intended to introduce the primary function of JCARR. Topics discussed include the Register of Ohio and who maintains it, what are Rule Summaries and Fiscal Analysis (RAFA), and the different categories of filed rules.|
|Who and what are the Legislative Service Commission (LSC)? What are the LSC Budget Products? What is the Legislative Process? This class answers these questions and more.|
|Office of Internal Audit||The Office of Internal Audit helps participants understand the general principles of the Committee of Sponsoring Organization (COSO) and the roles of various audit organizations. Presenters also discuss how participants can best prepare for future audits.|
|Organizing the Fiscal Office||The intention of this course is to define a fiscal office. It explores how to identify and evaluate the “as is” fiscal office and organization. Participants will gain knowledge on how to develop a transition plan, as well as, methods to achieve success in the fiscal office.|
|Procurement||This course provides resources for the procurement process. Whether you procure or not, you will find knowledge of procurement topics valuable to your office. Participants discuss state resources, DAS contracts, direct purchase authority, prior approvals, ordering, receipt, payment, contact compliance, and emergency purchases. The course also helps students gain an understanding of Minority Business Enterprise (MBE) and Encouraging Diversity, Growth and Equity (EDGE) programs.|
|State Accounting||The State Accounting course provides a brief overview of the State Accounting departments and how they work with agencies. Students will be put in CFO roles through case study exercises.|
|State Audit Committee||In this course, participants gain insight on the mission of the State Audit Committee and whom the Committee serves. It also looks to communicate an understanding the role of OBM’s Office of Internal Audit (OIA) and the typical internal audit process.|
|State Law & Policy||The State Law and Policy course gives learners the history of the Ohio Constitution and Laws and how it fits with the Ohio Revised Code, Ohio Administrative Code, Executive Orders, and Polices and Directives. Students also discuss how to interpret the law and what laws are important?|
|Statewide Allocation Plan||This course defines SWCAP and its purpose, as well as, the roles of Federal and State Government. It also discusses how costs are calculated and the State recovery of SWCAP costs. The course concludes with reporting requirements and the centralized services that SWCAP reports.|
|Strategic Budget Planning||The Strategic Budget Planning course is designed to give state fiscal office staff, budget staff, and other financial professionals an understanding of the steps a fiscal organization must take in the generation of the State’s biennial budget. What are the functions, people, processes, and stakeholders that must be involved in the many activities of the Budget Process?|
|The Payroll Connection||This course is designed to give insight on how to determine cost calculations and recognize fringe payroll costs. The course also seeks to aid participants in understanding check-off charges and comprehending the payroll process from beginning to end. Participants will also discover how to read Payroll Journals.|
|True Colors||True Colors is a model of personality identification that is easy to understand, remember and apply. With the colors of Blue, Gold, Green and Orange - True Colors distills the elaborate concepts of personality theory into a user-friendly, practical tool used to foster healthy productive relationships.|
|Value Management||In this course, students are introduced to the mission and vision of Office of Budget and Management’s Value Management Office. Presenters discuss why OBM created the Office and how it leverages support to you and for your agency.|
Previous OFA Subject Matter Experts
|Last Name||First Name||Job Title||Agency|
|Aneshansley||Tammy||Senior Financial Analyst||COM|
|Bashore||Betsy||Chief of Value Management||OBM|
|Bell||Joe||Chief Audit Officer||SERS*|
|Brown||Erin||Internal Audit Section Chief||OBM|
|Childress||Alan||State Purchasing Contracts Manager||DAS|
|Cole||Randy||Executive Director||Ohio Turnpike & Infrastructure Commission|
|Corcoran||Vincent||Capital Program Administrator||DYS|
|Corlett||Matthew||Assistant Chief of Revenue Management||DPS|
|Dean||Anne||BMV Deputy Registrar||DPS|
|DeMarco||Joy||Associate Legal Counsel||OBM|
|Diallo||Amadou||Chief, Revenue & Cash Management||DOH|
|Dublikar||Randy||State Purchasing Contracts Manager||DAS|
|Dyer||Matthew||Training Academy Program Director||OBM|
|Fox||Nelson||Fiscal Division Chief||LSC|
|Frey||Ken||Tax Analysis Professional||TAX|
|Garcia||Milagros||Financial Reporting, Compliance and Asset Management||DAS|
|Gatterdam||Dawn||Fiscal Services and Capital Planning Director||BOR|
|Geyer||Chris||Chief Fiscal Officer||EPA|
|Goodridge||Teresa||Controlling Board Secretary||OBM|
|Gorman||Patti||Fiscal and Monitoring Services||JFS|
|Hall||Amy||Manager of Financial Reporting||OBM|
|Hamilton||Barb||Fiscal Officer II||DPS|
|Hannan||David||Chief Financial Officer||COM|
|Kennedy||Jim||Deputy Director of Operations and Services||OBM|
|Klatt||Cindy||State Chief Audit Executive||OBM|
|Loe||Susan||Assistant Executive Director||MED|
|Lozier-Allen||Lea Ann||Financial Manager||COM|
|Massey||Stacie||Senior Financial Manager||OBM|
|Maragos||Paul||Chief of Procurement Services||DOH|
|McKee||Jacquie||Assistant Chief Auditor for the State Region||AoS|
|Morrison||Christine||Controlling Board President||OBM|
|Phillips||Charles||Division Chief of the Health and Human Services Fiscal Division||LSC|
|Piatt||Leslie||Senior Financial Manager||DRC|
|Robinson||Maria||Financial Audit Chief||OBM|
|McGuire Rose||Robin||Chief Legal Counsel||OBM|
|Salomone||Kelly||Internal Audit Section Chief||OBM|
|Sanfrey||Cassie||Debt Management Analyst||OBM|
|Scurlock||Larry||Assistant Debt Manager||OBM|
|Shook||Linda||Financial Reporting Accounting Administrator 2||OBM|
|Stockdale||Kevin||Chief of Budget Planning and Analysis||DRC|
|Striblin||Melvin||Senior Financial Manager||OBM|
|Swank||Laura||Financial Reporting Accounting Administrator 1||OBM|
|Wolcutt||Rebekeh||Deputy Inspector General||Inspector General|
Completed Capstone Projects
OFA Capstone Project
During the course of the Ohio Fiscal Academy program cohort members work in teams to complete a capstone project that addresses a current fiscal related leadership, management, or policy challenge confronting a public or non-profit organization. The capstone project is designed to bring together the knowledge gained through the entire Ohio Fiscal Academy program and permit the cohort members to demonstrate mastery of the various concepts discussed throughout. It also asks participants to test their leadership and managerial skills as they navigate group work. The program actively encourages teams to select problems of immediate relevance to their own agencies or communities of interest.
Cohort capstone teams are expected to apply a variety of skills, tools, and knowledge to assess a strategic issue and arrive at recommendations for change and/or improvement. The capstone project requires the cohort teams to get up-to-speed quickly on a specific fiscal content or issue area; enhance key process skills, such as project management and teamwork; and develop competency in gathering, analyzing, and reporting out data. For cohort members, it is an opportunity to interweave their learning from many areas in a real time, unpredictable, complex, real-world environment. For the state of Ohio, it is an opportunity to have current and future public fiscal leaders focus on practical application and growth.
Cohort 9 Capstone - Final Reports
Blue Diamonds – Innovative Ways the State of Ohio Can Attract and Retain Quality Fiscal Professionals
(Jennifer Gibbs, Dawn Pertner, Rick Stoner, Catrina Tanner)
Hiring of employee’s has changed dramatically in the last 30 years for both private sector and public entities. The way the private sector has adjusted to hiring employee’s today is vastly different than the way the State Government agencies hire employees.
The purpose of this case study is to determine if there are innovative ways the State of Ohio can attract and retain quality fiscal professionals. What techniques and strategies are being used today to attract top talent in fiscal positions? What can the State do differently to be more competitive in attracting fiscal professionals? Can any of these methods provide cost savings for the State of Ohio? What benefits/perks are today’s fiscal professionals looking for?
Cinco de Solution – RECAP: An In-Depth Look at Bank Reconciliation with the TOS
(Diana Brnusak, Nicole Thompson-Mills, Mouhamadou Toure, Alicia Allen, Amanda Parson)
RECAP’s aim was to review and document the TOS revenue receipt and bank reconciliations process including pay-ins, Electronic Fund Transfers (EFT), wire transfers and other transaction types. Through research and evaluation, TOS’s currently available resources, procedures, and requirements were identified. In collaboration with target agencies and TOS, potential challenges were ascertained, and RECAP sought to provide recommendations and possible improvements in these areas. Surveying Subject Matter Experts (SMEs) and current agency stakeholders provided additional research data which assisted in identifying the level of knowledge and usage, procedural issues, problem-solving strategies and desired outcomes. For this project Cinco de Solution team worked collaboratively alongside TOS with goals to provide external agencies with tools and resources to realize efficiencies and ensure compliance with the Ohio Administrative Code (OAC) regulations and state auditing guidelines.
Be Audit You Can Be – Mid-Level Fiscal Employee Development and How It Benefits State Government
(Franklin Cameron, Jeff Dripps, Tiquilia McCauley, Len Smith, Shane Trace )
The variations across State of Ohio agencies for career development and training plans for classified exempt mid-level fiscal employees can lead to implications regarding the goals and missions of State of Ohio agencies. Because of this hypothesis, our team developed a case study in which we developed two questionnaires, one for classified exempt mid-level employees, and one for agency Chief Financial Officers (CFO) or the director of the agency. By using these questions, Team Be “Audit” You Can Be was able to glean the many positive attributes that the State of Ohio has in place when it comes to fiscal practices. Likewise, the team was also able to notate areas of concern, based not only on the questions asked in the case study, but also with the differences in the fiscal departments of Team Be “Audit” You Can Be itself.
Pot of Gold – Best Practices to Perform a Month End Reconciliation and Audit in OAKS
(Norma Fletcher, Melissa Stratmann, Richard Clark, Brett McClaskie)
Arguably the two most important functional areas of any state government financial office are accounts payable (AP) and accounts receivable (AR). The expenditure of funds and the collection of revenue are the backbone of a state fiscal office and are key elements providing the means for agencies to carry out their individual missions. As such, it stands to reason that the reconciliation and auditing of an office’s AP and AR is a vital process that should be conducted on a monthly basis.
Risky Business – Risks New CFOs May Encounter in the First Year and How to Mitigate Those Risks
(Jennifer Conway, Kim Easterday, Kacie Hixson, Wayne Lee, Janet Turner)
Retirement of financial leaders, within five years or less, across all Agencies, Boards, and Commissions leaves the State of Ohio vulnerable at the foundational level for lack of knowledge transfer and succession planning. The Ohio Fiscal Academy is operating the 9th cohort of apprenticeship training to better-equip participants for success in fiscal leadership with an anticipated long-term benefit of staff retention at the Executive level. The Risky Business Team researched the potential risks and mitigation techniques to assist future Chief Fiscal Officers (CFO) and mid-level managers in preparation for career advancement. Previous OFA Cohorts 6 and 7 discussed their studies regarding transition success and knowledge transfer explaining the preparation needed for fiscal professionals to take on CFO roles due to retirements. The Risky Business team journeys further to examine the novice CFO's current experience as a new executive by looking through the lens of their experience.
Cohort 8 Capstone - Final Reports
Team Fresh Perspective - State Procurement Vendor Thresholds and Controlling Board Requests
The State of Ohio has been innovative and forward thinking in the area of procurement by utilizing technology to lower costs and increase government transparency. However, has the concentration on technology and transparency caused us to overlook vendor thresholds and the resources spent on the amount of Controlling Board requests that may hinder the advancement in our continuous improvement initiative? The State of Ohio's vendor threshold of $50K has been in place for over 23 years. Does this amount have the same purchasing power today? Should the threshold be adjusted for inflation or does the current threshold combined with other procurement changes make more sense? These are just a few questions to keep in mind as we ask the ultimate question 'Should the State of Ohio's vendor threshold be adjusted?'
Team 1 Paper
Team Oscar's Enemies - Recycling in State Office Buildings
We discovered that recycling facilities at buildings operated by the Ohio Department of Administrative Services (DAS) and other building vary greatly. Among DAS managed buildings, the availability of recycling is dependent on the individual building manager's discretion and motivation. Recycling, in general, is considered expensive and unclean by DAS building managers. Recycling is more prevalent at buildings not owned and operated by DAS; Those managers have not experienced cost or cleanliness challenges.
Team 2 Paper
Scan Masters - Electronic Submission of State Revenue
The purpose of this project is to provide options for state agencies to submit check revenue electronically from remote locations outside of their central fiscal office. This will allow the agency to be compliant with the three-day requirement outlined in OAC 113-1-02. Based on our research, we have discovered that this process effectively, reduces costs, is moderately easy to implement, and saves state tax dollars. All are excellent reasons to apply this new process across all state agencies.
Team 3 Paper
Team FF Enterprise - Financial Knowledge and Empowerment for ALL
State of Ohio fiscal employees have seen an increase in the amount of time spent addressing inquiries and issues that are partially attributable to an insufficient understanding of fiscal principles by non-fiscal employees. The challenge is widespread across State of Ohio entities, and has caused aggravation in an already challenging atmosphere as staffing levels in Fiscal Offices continue to reduce. Our recommendation, resulting from the forthcoming analysis, is for a training for non-fiscal staff to be implemented. Such training should focus on the development of skills in fiscal related areas; which would ultimately alleviate a portion of time spent finding, correcting, and assisting non-fiscal staff with basic level issues.
Team 4 Paper
Team Wayfarer Five - Out-Of-State Travel and the e-Procurement System
Currently, each State of Ohio agency individually supports out-of-state travel activities of its business travelers through separate and inconsistent processes. In addition, each agency uses a multitude of staff positions, from administrative to fiscal personnel, to process travel requests. These staff members are not specialists in the travel industry, yet, tasked with these activities as a secondary responsibility to a primary position. While many agencies have built internal mechanisms to form a travel process to procure air fare, car rental and hotel travel services, a statewide system for all agencies to use has not been created. Wayfarer Five advocates a solution that will transform how agencies procure out-of-state travel services through this Capstone project.
Team 5 Paper
Cohort 7 Capstone - Final Reports
Team #statemates7 - State of Ohio Enterprise Social Networking
The State of Ohio would benefit greatly from a group of professionals that could share contact information, networking opportunities, creative and innovative approaches to procedures or policies that could be productive to all agencies, boards and departments. While the State is launching the Fiscal Knowledge Exchange, a site similar in scope, it lacks a platform for networking, contact information transfer, and idea exchange. Often, between State agencies there is little collaboration or opportunities for open innovation, which make historical knowledge and creative ideas difficult to transfer and maintain. By creating a professional network for State employees, it reduces duplicative research efforts, strengthens relationships and encourages communication and collaboration in State government.
Team Exit Into - Pathways to Transition Success
The task of on-boarding capable talent for senior fiscal positions can be very challenging, which is further complicated by the fact that Chief Financial Officers (CFOs), Assistant CFOs, and other senior financial managers have critical roles in their state agency. It is imperative that new persons in these positions succeed and that they become proficient in their responsibilities in a timely manner. A smooth and efficient transition will increase the incoming CFO's morale, productivity, and performance.
Team 2 Paper
Team For the Record - Agency Purchasing Request Form (APR)
Even though agencies do vary in size and in their procurement ways, the idea that there cannot be a universal form should be challenged. Conducting agency-wide research from various size agencies will provide in-depth analysis about what may belong on an electronic APR form, and help the move towards the creation of a "practical and universal" purchasing form. With agency testimonials, procurement leadership onboard, and a willingness to adapt, a universal form can be created and implemented. Employees must have a consistent purchasing model rolled out for use. Efficiency and productivity will rise, and in turn, the State benefits. Once the frontline step of a universal form is created, future improvements along procurement lines will lead to paperless processes. Ohio can be the catalyst for top quality procurement services in the entire nation.
Team 3 Paper
Team Match Makers - Maximizing the Three-Way Match
Departments and agencies throughout the State of Ohio are tasked with being good stewards of the taxpayers' money. Increasing efficiency and decreasing costs of accounting processes are two things that fiscal departments can do to assist in this mission. Match Makers has chosen to examine one of the most time consuming and costly processes in accounting, accounts payable. Specifically we examined the three-way match process which is the matching of the purchase order, invoice and receiving report.
Team 4 Paper
Team Fiscal Force - Standardizing Procurement to Payment Process
In 2007, the State of Ohio replaced their dated networking systems, CAS, with Ohio Administrative Knowledge Systems. Yet, some State agencies still maintain their own procurement system. The purpose of this qualitative multiple case study was to explore procurement processes among seven State agencies to determine mutually beneficial standardized system that might be applicable statewide. A purposive sampling of 9 agency officials comprising of users and non-OAKS users participated in an open-ended semi-structured interview process. Data from the interviews were transcribed, coded, and analyzed. Drawing from the Business Process Reengineering Method (BPR) propounded by Davenport and Short and enhanced by Hammer and Champy, 4 themes emerged: OBM procurement policies, use of OAKS for procurement to purchase, benefits of existing procurement system, and disadvantages of existing procurement system. Findings from this research included standardizing procurement policies across the State to potentially minimize training cost, standardizing procurement system to benefit from supplier discounts and economies of scale, and standardizing procurement processes to enhance smooth employees' transition from one State agency to another. The implication for positive change includes improving procurement to pay processes to meet supplier requirements and utilize taxpayer dollars more effectively and efficiently.
Team 5 Paper
Cohort 6 Capstone - Final Reports
Team Let's Get Fiscal - Financial Management Boot Camp
The Let's Get Fiscal Team is proposing a "Financial Management Boot Camp." A boot camp is defined as "a program or situation that helps people become much better at doing something in a short period of time." (Merriam-Webster's Learner's Dictionary Online). Within a boot camp participants are taught skills that are needed to prepare them for completing a task or exercise. This boot camp would be offered to all State of Ohio agencies to assist in filling gaps in the guidance of new financial managers. The boot camp will provide tools and techniques for successful job performance. Developing a boot camp type of training for newly hired or front line management would be a great asset to the finance departments.
Team Getting Good M.A.R.K.S. - CFO Knowledge Transfer
Our team is proposing to create a knowledge transfer program/curriculum targeted toward new Chief Financial Officers, in order to provide the tools for immediate success for these individuals consistently across the state. This case study will outline the research methodologies used, analyze and outline the findings, and provide our recommendations on the content, format, and mode of our Chief Financial Officer Knowledge Transfer program.
Team Checks & Balances - Accounts Receivables: Aging - Reconciliation - Collections
The State of Ohio is comprised of agencies operating from various revenue sources. For agencies not heavily dependent on the state's general revenue fund or federal funds, the timely collection of fee revenue is imperative to maintaining daily operations and providing services to the citizens of Ohio. As part of our research, we focused on three components of the accounts receivable process; identification of aging receivables, reconciliation of receivables, and the collection of these receivables.
Team The Ledger Group - Standardization of Voided Warrant Reissuance
The Ledger Group's position is that standardizing the voided warrant reissuance ("VWR") process will save time, lessen confusion and create a better customer service experience for those who receive payments from the State of Ohio.
Team Queens of Compliance - Fleet Management: Reporting Best Practices
Through our research of the Department of Administrative Services (DAS) Office of Fleet Management, specific state agency fleet management procedures, and two other states' fleet management systems, we have identified ways in which Ohio can be more efficient and uniform with reporting processes and accountability practices.
Cohort 5 Capstone - Final Reports
Team Capstrong - Vendor Review and Service Evaluation
This project looks at creating a tool that allows State of Ohio Procurement Agents to review and evaluate vendor's performance. As there is a lack of ease and accessibility in determining the best vendor to utilize, this tool would also have those evaluations easily available. This tool would grant state-wide access to agencies and their procurement agents to help them determine which vendors can provide the best service or goods.
Team OhMi - The Ohio Agency Dashboard
Team OhMi explored the potential for a finance-based state-wide business intelligence dashboard fueled by a consolidated business intelligence database in the State. The team found that in instituting the finance dashboard, an organization could ensure that the agency's mission is being accomplished in a transformational, cost effective manner. While recommending a more modest, initial investment into a private, desktop executive dashboard as a first step, the group was cognizant that border states such as Indiana and Michigan have already made full investments into holistic dashboards available to the public. In this respect, the question of "is it possible?" is already settled.
Team OH1O - Simplifying Access to Web-Based Fiscal Information for State of Ohio Employees
In an effort to promote further accuracy, continuity, and efficiency across all layers of State of Ohio fiscal management, Team Oh1o has identified a need for the creation of a fiscal homepage, or portal, to be made available to all State of Ohio employees - a unified, 'One Ohio' approach to all things budget and finance. This web-based platform will be an easy-to-understand, highly-organized, regularly monitored-and-updated environment that will make already-existing State of Ohio resources and independent websites available from a single location.
Team Girl T.A.L.K.S - Transitioning to an Electronic Contract Approval Process
As a team, we recognized the need for a streamlined contract approval process. Many agencies, including some of our own, are still using a paper contract with various levels of hand-offs. This outdated process can result in delays, and not being able to locate a contract during its approval. We decided to interview agencies already utilizing electronic processes so we could understand the components of their systems and requirements needed if an enterprise wide solution was available. We found agencies currently using electronic systems all have strong internal IT support for their platforms, and there was a lack of standardization within the contracts being used amongst agencies. If there was an enterprise-wide system, one agency's IT could support the system and Procurement could provide oversight to the purchasing piece of the platform (i.e.: contract templates and language).
Cohort 4 Capstone - Final Reports
Team 1 - Military Injury Relief Fund
This project team analyzed an under-preforming grant program and created a tool kit to help strengthen its use. Ideas from this project can be extrapolated to benefit many other types of under-preforming grants.
Team 2 - Fiscal Best Practices Portal
Capstone Team 2 recommends the creation of a web based Best Practices portal as the best means of knowledge sharing between end users in fiscal offices statewide. Knowledge management, when functioning properly, can provide the highly efficient and cost effective processes that the State of Ohio needs during this time of decreased budgets.
Team 3 - "The Negotiators"
We Can Work it Out! This project team viewed aspects of working with the Ohio Shared Services (OSS) Accounts Payable function and explores areas of improved communication from both the agency and OSS point of view.
Team 4 - "Travel Dragons"
State of Ohio Travel. This report provides analysis and evaluation of the prospective cost savings should the State of Ohio adopt a centralized State Travel Management Program (STMP) for all state employees.
This site will provide access to Fiscal Academy participant materials.
List of Graduates
Cohort 9— September 2019
Cohort 8 — September 2018
|Meghan Sullivan Homsher||TAX|
Cohort 7 — September 2017
|Dr. Godfred Adomako||DYS|
Cohort 6 — September 2016
Cohort 5 — November 2015
Cohort 4 — May 2015
Cohort 3 — May 2014
Cohort 2 — May 2014
Cohort 1 — May 2013
|Lori Jo Cline||REP|
|Lora DeAnn Gray||ETH|