(7/31/2007) It is unacceptable for the public sector to resign itself to losing the most senior or valuable IT employees to the private sector. These employees have the critical skills and institutional knowledge and memory. Further, a continual process of employee turnover involves non-trivial hiring and training costs. The new HR paradigm for retention and acquisition is to develop, deploy and connect. | (7/30/2007) It is unacceptable for the public sector to resign itself to losing the most senior or valuable IT employees to the private sector. These employees have the critical skills and institutional knowledge and memory. Further, a continual process of employee turnover involves non-trivial hiring and training costs. The new HR paradigm for retention and acquisition is to develop, deploy and connect. | (7/28/2007) InterGovWorld.com readers write back | (7/27/2007) The U.S. Treasury Department is not managing its technology dollars as well as it could be, according to a recent report from the Government Accountability Office. In particular, the GAO cited a need for Treasury officials to improve the coordination between the agency's IT and business managers on proposed technology investments. | (7/26/2007) Based in Berlin, Michael Tschichholz is director of Germany's Competence Center for Electronic Government and Applications. During his visit to Niagara-on-the-Lake, Ont., for the 2007 Lac Carling Congress, he sat down with senior writer Lisa Williams to discuss Germany's ambitious e-Government 2.0 program and the headway they're making on their national ID strategy. | (7/25/2007) Based in Berlin, Michael Tschichholz is director of Germany's Competence Center for Electronic Government and Applications. During his visit to Niagara-on-the-Lake, Ont., for the 2007 Lac Carling Congress, he sat down with senior writer Lisa Williams to discuss Germany's ambitious e-Government 2.0 program and the headway they're making on their national ID strategy. | (7/24/2007) It is an interesting indicator of the changing state of our political culture that even the most secretive and centralizing of governments now feel obliged to insist they consult closely with the public on key issues. At the same time, stakeholders regularly complain about the lack of consultation. They say decision-making is too closed, top-down and unresponsive. | (7/23/2007) The month-long assault in April against Estonia's government Web sites, banks, media outlets and ISPs was neither unusual nor unexpected, and the origin of the attacks may never be known. The attacks also punched big holes in the idea that the Internet is so universal and has so much inherent redundancy that it can heal itself, patching around damaged nodes and getting the data safely to its destination, despite any and all obstacles. | (7/19/2007) InterGovWorld.com readers write back | (7/18/2007) InterGovWorld.com readers write back |
  | |  | | Blog Spotlight: Sandford Borins |  | As Professor of Strategic Management at the University of Toronto, Sandford Borins brings InterGovWorld.com readers exclusive insights into how and why the public sector is changing. You'll find new perspectives and questions, observations and objectives, lessons and answers. Cover to Cover, the blog by Prof. Sandford Borins, appears every Thursday. Inside Cover to Cover | |
| | | Unified Communications |  | Unity is a word often heard in the public sector, with myriad agencies and departments looking to foster collective thinking around some of today's most pressing issues. The word, however, doesn't usually get mentioned in the same breath as technology. That's a situation, though, that might soon be changing, thanks to a new software platform known as unified communications.
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