The Bottom Line - Winter 2018 - 11
the database was much better than
the previous process, it was unable to
print a budget book or capture meaningful narrative data; was limited in
the number of concurrent users; and
had little-to-no security, creating a
risk of data being corrupted.
* Also in 2002, OBP adopted a desktop publishing software program
called Quark, allowing OBP to create
a more attractive budget book that
used graphics and different fonts.
* While the budget book looked better
aesthetically, Quark did not easily
allow for the integration of data from
the budget formulation or accounting
systems. Tables had to be "dropped"
or copied and pasted into Quark one
line at a time. For each change in
the budget system or the narrative,
administrative staff would update
Quark, and the chapter would be
reprinted and placed in a folder to be
reviewed again by the analysts and
managers.
The ABCs of Innovation -
Up to the Current Day
* The FY 2007 Proposed Budget used
the Budget Formulation Application
(BFA) for the first time. Developed by
the Office of the Chief Information
Officer (OCIO), the BFA replaced the
Access Database and provides users
with a secure, internet-based budget
*
*
*
*
formulation system that allows for
multiple users at one time.
OBP's Capital Budget Division,
also partnering with OCIO, created
the Project Management System
(PROMS), a web-based budget
system that allows agency financial and OBP staff to create new
projects and edit current projects
in the System of Accounting and
Reporting (SOAR). PROMS include
both numeric and narrative information that feeds into the capital budget
volume.
These Service-Driven changes by
OBP enabled agency financial staff
to enter their budget requests directly
instead of relying on OBP to upload
data.
While the BFA and PROMS advanced
the budget formulation process, publishing the budget until recently still
revolved around hard-copy folders
moving around the office.
With the FY 2017 budget, the
Automated Budget Chapter (ABC)
system, a new BFA module, allows
for text and numerical data to be
edited, saved, and later printed from
one source. The web-based ABC
system allows all OBP reviewers to
edit and approve chapters once they
receive notification through an electronic workflow process. The system
integrates budget tables into chapter
WINTER 2018 | 11
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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