The Bottom Line - Spring 2018 - 4

Why a Value-Based
Culture is Important
and the Journey Ahead
for the OCFO

Y
CHIEF FINANCIAL OFFICER

Jeffrey S. DeWitt

THE BOTTOM LINE

ou have probably heard the phrase "culture eats
strategy for breakfast," often attributed to Peter
Drucker, "the founder of modern management." In any
effort to implement a new strategy, program, or computer system, if the organization is not prepared or
supportive, culture will always win the battle. Culture
is who we are, what we believe, how we conduct ourselves, and how we do things as an organization. At
the Office of the Chief Financial Officer (OCFO) our very
important mission is to ensure that the District remains
financially strong and sustainable. Equally important is
that we have a culture that provides the basis for us to
fulfill our mission and implement our strategic goals.
The culture that we want is one that serves the public,
is accountable, motivated, respectful, and trustworthy;
where all employees are empowered to achieve results
and make a difference. A strong value-based culture
makes the OCFO a better place to come to work each
day. Collectively, we want the OCFO to be a "best in
class" financial organization that provides an environment that encourages the best in us and attracts the
best to come and work with us.
In the summer of 2015, the Office of the Chief
Financial Officer began to examine the values important to moving our organization forward and made the
decision to support them through hiring, promotions,
and other incentives that will make the agency "best in

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