#agency-review

#agency-review

One of the things that I'm hoping to do a better job on is getting people from the private sector-who've been in the private sector their whole career-who also spend a couple years in government at some point in their career, and learn something.

Keep state as close as possible to where it's actually used. Lift it when multiple components need it or you need to coordinate behavior between components.

Among the 189 CDO and other data leader respondents to the annual survey conducted by the nonprofit, nonpartisan Data Foundation, about 40% said they had lost six or more employees last year.

What we want to do is make sure that CIOs are fully empowered to be there at the beginning of conversations, that they are part of the formulation of budget and policy from liftoff.

HHS Chief Information Officer Clark Minor stated that consolidating the CTO, CDO, and CAIO roles within his office allows the department to move faster on shared platforms and protect systems more effectively.

Doing so has failed to prioritize agency internal control processes to adequately protect American taxpayer dollars, leading to documented examples of widespread abuse. Prior versions of OMB's guidance have overly deferred to the direction and priorities of external entities whose views are not binding on the Executive Branch, such as the Government Accountability Office.

Campaigner Aysha Hawcutt stated that residents were 'not anti-homes', but believed the Adlington plan was 'the wrong proposal in the wrong place'. She expressed pride in the community's resilience against the development threats.

Most for-profit companies still confine nonprofit relationships to corporate philanthropy. Donations flow through foundations, annual reports highlight community contributions, and nonprofit engagement is framed as evidence of corporate responsibility.

When you're working on CEO succession, with the clients we serve, there's less of a debate about whether people are qualified. It's much more about: 'Can they scale; can they adapt; can they evolve?' This reflects the fundamental shift in how organizations evaluate leadership potential in uncertain times.

Understanding the difference in purpose Unlike private businesses, which exist to make a profit, public institutions are designed to create impact - especially social and economic outcomes that benefit everyone, not just paying customers. A public agency doesn't measure its success in revenue or margins, but in how much it improves lives, builds equity and maintains public trust. This doesn't mean budgets and spending don't matter - they absolutely do - but money is not the goal. It's the tool.

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Dear Transparency-Committed Reader, You're not alone. So many of us want decision-making to reflect our collective values (like transparency, care, and shared power), but it's hard to actually put those values into practice. That gap between what we believe and how we decide can be frustrating. And getting stuck in the process is a common concern I hear from groups. I am happy to share, though, that decision-making doesn't have to be a nightmare.

If your partner in Munich mishandles customer data, or your reseller in Paris uses a "black box" AI tool to generate deceptive ads, it isn't just their reputation on the line. It's yours. With the EU AI Act now in full swing and GDPR entering its "mature enforcement" era, the distance between a partner's mistake and your company's $20 million fine has never been shorter.

The average CEO makes over 280 times what their company's line worker earns. This is more than 10 times the ratio observed in the 1970s. Looking just at the salaries and bonuses of Fortune 500 CEOs, financial executives, top university presidents, and even some directors of the larger non-profit organizations, you would think that these leaders are performing at high levels-at least levels high enough to justify their huge compensation. Unfortunately, that's not often the case.