The Bottom Line - Winter 2018 - 10

but was still arduous by today's
standards.
*	 Agency staff would send binders to
OBP for review, listing their proposed
changes to programs and budget data.
*	 Budget staff would transmit handwritten chapters to administrative staff,
who then used terminals to enter
budget data. Large-size dot-matrix
printers were used instead of typewriters to create the printed book.
*	 Eventually, the budget chapters were
assembled in the correct order and
sent to the District's Print Shop. Then
OBP staff would spend days reviewing chapters and making corrections
manually.

FIGURE 2 (TOP) OBP used wide-format typewriters
to create the budget up until the late 1980s.
FIGURE 3 (BOTTOM) OBP typed the budget
on large sheets, then reduced them to fit in the
dimensions of the Budget document.

THE BOTTOM LINE

Improvements to the
Budget Process in the 2000s
*	 In 2002, OBP created a Microsoft
Access database to build the budget.
OBP distributed 3.5 inch diskettes
to agency finance staff with detailed
instructions, Excel spreadsheets,
and budget structure templates.
Agency staff submitted their budget
requests on those diskettes, and
OBP staff uploaded the data into the
Access database and made numerical changes based on the Mayor's or
Council's policy decisions.
*	 For the first time, the District's entire
budget was in a single database,
improving Accountability. But while



Table of Contents for the Digital Edition of The Bottom Line - Winter 2018

The Bottom Line - Winter 2018
In This Issue
CFO’s Journal: Why We Exist? The Question Every Business or Organization Should Answer
Introducing the New Continuous Improvement Officer Jeffrey A. Gander
From Abacus to ABC: OBP’s History of Technology Improvements as it Creates the District’s Budget
State of the Technology Union
Office of the Chief Risk Officer: Our Enterprise Risk Management (ERM) Journey
Office of Management and Administration
OMA: Working Together to Serve the OCFO
OMA: Ensuring that the numbers are right
OMA: Getting the Job Done!
OMA: Path to Greatness Through My Eyes
OFOS: Maintaining a Strong Foundation for Financial Success
CSA: Embracing the SMARTER Culture
ASA: A Multi-Dimensional Team That Is Always Striving for Excellence
The Bottom Line - Winter 2018 - The Bottom Line - Winter 2018
The Bottom Line - Winter 2018 - 2
The Bottom Line - Winter 2018 - In This Issue
The Bottom Line - Winter 2018 - CFO’s Journal: Why We Exist? The Question Every Business or Organization Should Answer
The Bottom Line - Winter 2018 - 5
The Bottom Line - Winter 2018 - 6
The Bottom Line - Winter 2018 - Introducing the New Continuous Improvement Officer Jeffrey A. Gander
The Bottom Line - Winter 2018 - From Abacus to ABC: OBP’s History of Technology Improvements as it Creates the District’s Budget
The Bottom Line - Winter 2018 - 9
The Bottom Line - Winter 2018 - 10
The Bottom Line - Winter 2018 - 11
The Bottom Line - Winter 2018 - 12
The Bottom Line - Winter 2018 - State of the Technology Union
The Bottom Line - Winter 2018 - Office of the Chief Risk Officer: Our Enterprise Risk Management (ERM) Journey
The Bottom Line - Winter 2018 - 15
The Bottom Line - Winter 2018 - Office of Management and Administration
The Bottom Line - Winter 2018 - OMA: Working Together to Serve the OCFO
The Bottom Line - Winter 2018 - OMA: Ensuring that the numbers are right
The Bottom Line - Winter 2018 - OMA: Getting the Job Done!
The Bottom Line - Winter 2018 - OMA: Path to Greatness Through My Eyes
The Bottom Line - Winter 2018 - OFOS: Maintaining a Strong Foundation for Financial Success
The Bottom Line - Winter 2018 - CSA: Embracing the SMARTER Culture
The Bottom Line - Winter 2018 - ASA: A Multi-Dimensional Team That Is Always Striving for Excellence
The Bottom Line - Winter 2018 - 24
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