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GAO Evaluates DCC Planning and Identifies Consolidation Success Stories

Last week, GAO released an evaluation of agency data center planning progress, as well as agency consolidation successes and challenges. According to GAO, agencies plan to close 1,186 data centers by 2015 resulting in cost savings of $2.4 billion. However, GAO concluded that most inventories and plans are still incomplete. Additionally, many agencies are reporting consolidation successes, but challenges still remain.
GAO reported that only three of 24 agencies it audited submitted complete inventories of their data centers, and only one agency submitted a complete consolidation plan as prescribed by OMB requirements. GAO warns “until these inventories and plans are complete, agencies will continue to be at risk of not realizing anticipated savings, improved infrastructure utilization, or energy efficiency.”
OMB launched the Federal Data Center Consolidation Initiative (FDCCI) in 2010 in an effort to thwart data center growth and stimulate cost savings. In July 2011, GAO evaluated 24 agencies’ progress on this effort and reported that most agencies had not yet completed data center inventories or consolidation plans. In this current review, GAO was asked to examine agency progress in updating inventories and plans, and to present consolidation success stories and challenges.
Data center closure goals and the definition of what constitutes a data center have changed from the time the consolidation effort was launched. Last year, GAO reported that 23 agencies identified 1,590 centers (using the large data center definition) and established goals to reduce that number by 652. GAO’s most recent analysis of 24 agencies’ documentation indicates that as of September 2011, agencies identified almost 2,900 total centers, and established plans to close over 1,185 of them by 2015.   The table below shows closure goals by calendar year as reported by GAO.

GAO also identified a number of agency data center consolidation areas of success, which they gained through reviewing agency consolidation plans and interviews with agency officials. Specifically, 20 agencies identified 34 areas of success. Four agencies—Justice, Transportation, NSF, and SSA—did not report any successes.

Agencies cited virtualization and cloud computing most frequently as a consolidation approach that has proved successful and provided IT cost savings. As an example, the Bureau of Indian Affairs reported that their virtualization efforts produced over $114,000 in cost avoidance savings for FY2011 and is expected to produce over $66,000 in annual savings. EPA stated that the migration of their email gateways to cloud services will enable the agency to decommission 14% (over 300) of its physical servers.
GAO conducted its performance audit between September 2011 and July 2012. However, they relied on agency data center inventory information and plans submitted in September 2011.  So, although GAO’s conclusions may be valid, in my opinion, they are also dated.   Many of the success stories and challenges noted by GAO were obtained via agency interviews and are more current. As part of the FDDCI, updated asset inventories must be submitted to OMB annually at the end of each third fiscal quarter and updated plans by the end of each fourth fiscal quarter. Unfortunately, GAO’s annual audits don’t coincide with the updates.

Medicaid expansion: Supreme Court sides with states in ACA ruling

To date, Deltek’s coverage of the United States Supreme Court’s ruling on the Patient Protection and Affordable Care Act (ACA) has centered on the impact to the implementation of state-run health insurance exchanges. However, equally important to the future of states is the fate of Medicaid following the ruling. As any individual who follows the news can attest, the headline-grabbing component of the two-year argument about the constitutionality of the ACA was the individual mandate. Medicaid expansion, though not as attractive to the national media, will have a far greater fiscal impact on the future of each state. With that in mind, it becomes clear that the ruling of the court was indeed a win for the states.
The ruling: A win for states
As mentioned above, the individual mandate became the focus of much discussion surrounding the constitutionality of the ACA. That provision, requiring individuals to purchase insurance or face a penalty in the form of a “shared responsibility payment,” survived scrutiny under Congress’s Article I, Section 8, power to lay and collect taxes. Chief Justice John Roberts rejected the more sweeping interstate commerce argument in favor of the established taxing power of Congress. Roberts sided with state petitioners in their argument that the individual mandate, if considered under Congress’s power to regulate interstate commerce, would most certainly be unconstitutional because it “forces individuals into commerce precisely because they elected to refrain from commercial activity.” Roberts further limited the use of the Commerce Clause by stating it was “not general license to regulate an individual from cradle to grave, simply because he will predictably engage in particular transactions;” insofar as that power exists, it is part of a “police power to regulate individuals … [which] … remains vested in the states.”
Likewise, when it came to the expansion of Medicaid, the chief justice exercised restraint in favor of the states. As we know, the ACA increases the obligations on states by requiring the dramatic expansion of Medicaid. The federal government currently requires Medicaid to cover only certain categories of low-income/asset individuals. This includes pregnant women, children, single parents, the disabled and the elderly. Under the program, as constituted prior to the passage of the ACA, childless adults were generally not eligible without extenuating circumstances; however, states had considerable flexibility for setting those coverage levels. With the passage of the ACA, states are required to expand coverage to all individuals younger than 65 years of age with an income below 133 percent of the federal poverty line (FPL), and provide an essential health benefits package to Medicaid recipients. If a state chooses not to expand coverage, it will lose federal funds for its entire Medicaid program.
As noted in a previous analyst perspective on Medicaid expenditures in the states, Medicaid spending accounts for more than 20 percent, on average, of a state’s total budget. Indeed, our budget work has shown that Medicaid, in its current manifestation, is generally one of the top three biggest budget expenditures. Without the $3.3 trillion in federal funds (government’s estimate for federal spending on the current Medicaid program from 2010 to 2019), states would certainly face a fiscal catastrophe.
Subscribers have access to expanded analysis and the full article, here.

Oracle Uses Cloud Computing/Social Media Acquisitions To Build Oracle Cloud

Business software titan Oracle Corp. has been on acquisition spree over the past six months, snapping up several small- and mid-tier firms to expand its capabilities in both the cloud computing and social media markets, two areas poised to see significant-growth over the next several years.
Below, we highlight some of Oracle’s recent purchases, and breakdown how these purchases can benefit the company moving forward.
  • Last week, Oracle acquired San Francisco-based Involver for an undisclosed sum. Involver provides social market language and a social media development platform that enables developers to create highly-customized marketing applications for social media sites and web campaigns. Involver will provide Oracle with a powerful toolset for helping brands create custom applications as they adjust to evolving changes in marketing brought on by social sites like Facebook, Twitter, and YouTube.
  • In early June, Oracle announced that it was purchasing Collective Intellect, a social media analysis firm, for an undisclosed sum. With this acquisition, Oracle is aiming to enhance its ability to analyze social media for customers. Collective Intellect’s cloud-based software claims to be able to scan Twitter messages and blog posts to determine a user’s intent and interests.
  • In May, Oracle announced its plans to acquire social marketing platform Virtue for $300 million. Over the past few years, Vitrue has grown to become one of the most popular solutions for big companies trying to win Facebook fans and push out marketing messages to the news feed. Beyond Facebook, Vitrue helps marketers manage their presences on Twitter, YouTube, Pinterest, and Instagram, among other platforms.
  • In April, Oracle completed the acquisition of Taleo Corp., a provider of cloud-based talent management solutions, for $2 billion. Taleo gives Oracle tools that help firms manage human resources, recruit employees and set compensation.
  • In late March, Oracle bought ClearTrial, a cloud-based company in the business of biopharmaceutical and medical trials. This acquisition will become a key part of Oracle’s closed-loop clinical trial management offering, with features guiding the client from planning to payments.
  • In January, Oracle completed the acquisition of RightNow Technologies Inc. for $1.5 billion. RightNow provides cloud-based customer services, including solutions to help companies handle customer interactions across a multitude of channels, including call and contact centers, the Web and social networks.
Looking ahead, Oracle believes that an active acquisition program is “an important element of its corporate strategy,” as it strengthens its competitive position, enhances the products and services that it offers, and expands its customer base. Over the past few years, Oracle noted that it has invested billions of dollars to acquire a number of companies, products and services, and technologies that have enhanced its existing offerings and extended its addressable markets.
Moving forward, Oracle intends to continue to make acquisitions to advance its corporate strategy, and had about $30.7 billion in its war chest at the end of the latest quarter to pursue further acquisitions.
With Oracle making several acquisitions within the cloud computing sector over the last few years, let’s check-out what the company’s cloud strategy encompasses moing forward. Currently, Oracle’s cloud strategy offers customers a broad portfolio of enterprise-grade software and hardware products and services that are secure, scalable and reliable, while enabling interoperability and portability.
Overall, Oracle offers customers a “pragmatic roadmap” to adopt the cloud computing environment that best fits a specific customer’s needs, whether that is a “private” cloud or a “public” cloud. Private clouds are basically exclusive to a single organization, whereas “public” clouds are used by multiple organizations on a shared basis and hosted and managed by a third-party service provider.
As part of its cloud strategy, Oracle introduced its “Oracle Cloud” offering in early June, which includes the company’s cloud software subscription offerings such as Oracle Fusion Human Capital Management Cloud Service, Oracle Fusion Customer Relationship Management Cloud Service, Oracle RightNow Customer Experience and Oracle Taleo Talent Management Cloud Service, among others. All of these offerings provide Oracle customers with software application functionality within a cloud-based IT environment that the company manages and offers via a subscription-based model. Oracle Cloud also includes software platforms within a cloud-based IT environment that it manages and offers to customers via a subscription-based model, including Oracle Database Cloud Service and Oracle Java Cloud Service.
Within the federal market, spending on vendor-furnished cloud computing services is expected to grow from $734 million in fiscal 2012 to $3.2 billion in fiscal 2017 at a compound annual growth rate (CAGR) of 34%, according to a Deltek report. On a global basis the numbers are even greater - the global cloud computing market expected to grow from $40.7 billion in 2011 to more than $241 billion in 2020, according to Forrester Research.
Looking ahead, we expect that Oracle’s Cloud offering will substantially increase the company’s ability to gain market share in this high-growth growth market over the next several years. Currently, Oracle only takes in about $1 billion in revenue from its cloud computing solutions, so the company should be able to exponentially grow its cloud-related revenues (on both the federal and global levels) moving forward.
While potential growth in cloud market looks rosy, we also wanted to note that Oracle will face stiff competition from top-tier rivals (Microsoft, IBM, Hewlett-Packard, SAP AG and in competing for cloud computing market share over the next few years. In addition, we also believe Oracle may see some integration hurdles related to its numerous cloud acquisitions over the past year, and the weaving together of these various cloud capabilities to develop a streamlined cloud computing offering in the near-term.


Savings from PortfolioStat Look Promising

According to Federal CIO Steve VanRoekel, PortfolioStat sessions for six agencies have found $500 million in potential savings. Through early August, VanRoekel plans to hold similar reviews with 20 more agencies.
OMB launched the PortfolioStat initiative in the spring of this year to give themselves and agency CIOs a more complete view of agency IT portfolios and IT spending, and to find opportunities to consolidate buying. The sessions are similar to TechStat and CyberStat sessions.
OMB set aggressive PortfolioStat deadlines for agencies:
  • May 31 – Submit a report surveying the status of high-level IT portfolio
  • June 15 – Establish baseline for specific commodity IT investments
  • June 29 – Submit a draft action plan that uses the baseline to consolidate commodity IT spending under the CIO, as well as set measurable cost reduction goals based on consolidation spending and shared services
  • August 31 – Submit a final plan that covers at least the next three years
  • December 31 – Complete the transition of at least two commodity IT areas according to the final plan    
Agencies are reviewing their progress and challenges in six key technology areas:
  • Collaboration
  • Unified Communications
  • Enterprise Content Management
  • Enterprise Search
  • Reporting and Analysis
  • Content Creation
Last week, VanRoekel addressed the President’s Management Advisory Board to deliver an update on IT management reform progress to include PortfolioStat progress. The board provides the president and agencies advice, recommendations, and insight on applying commercial best practices to federal government management and operations.   
The six agencies reviewed to date account for 16% of the federal civilian IT budget or $6.2 billion. The potential savings will come from reducing certain IT spending to government-wide averages. For example, the six agencies averaged $3,400 in mainframe and server spending per employee, as compared to $2,000 government-wide. Reductions could save $376 million, stated Van Roekel.  Further savings gaps identified include $187 million  for telecommunications and $15 million for identity management.
The statistics came from the baseline reports and draft action plans submitted by agencies to OMB in June. Agencies submitted information on 13 types of commodity IT investments, according to VanRoekel, to include business systems, IT infrastructure, and enterprise IT systems.
VanRoekel declined to release the identity of the six agencies reviewed. 
Contractors can expect PortfolioStat reviews to further identify potential IT areas of savings and further propel initials such as Shared First and Strategic Sourcing.


State & local vs. federal: A comparison of winning social media strategies

This guest blog is the second in a series on social media in government by analysts at Market Connections Inc., Cynthia Poole, Director of Research Services, and Melissa Burgess, Research Analyst. In an effort to bring our customers the best current market intelligence available, Deltek and Market Connections Inc. collaborated on data sharing and analysis for our recent social media in state and local government report. Be sure to check out Market Connections Inc. for more information on their services and their own social media report.
In many ways, state and local and the federal government are completely different beasts, but both ultimately serve and protect U.S. citizens. While services from the state and local sector can run the gamut – from police and fire to social services for the underprivileged to public transportation – the federal government also manages a highly complex matrix of missions ranging from citizen services to broad, global initiatives.
Still, one thing is true about state, local and national government: there is an inherent need for the right communications strategies when using social media. As we highlighted in our last post, social media usage by government has reached a tipping point.
Now that social media is being embraced by many facets of government, we would like to highlight two case studies – one from the federal side and the other from the state and local arena – that examine different but effective use of social media to connect with citizens.
·         Newark Mayor’s Social Media Outreach: Highlighted in the recent GovWin social media study, Newark Mayor Cory Booker held a strategy meeting with key Silicon Valley insiders – including Twitter’s Biz Stone and Sean Parker, formerly of Facebook – to reinvent social media as an effective government communications tool. 
Twelve months later, the Mayor’s office had built out a comprehensive social media platform where government became the content creator. This also included using various social channels and polls to engage with citizens, celebrities, politicians, companies and the media.  Mayor Booker has been highly active in directly communicating with citizens via his Twitter feed, which has more than 1 million followers. In fact, he even gave out his cell number to a citizen on Twitter who was frustrated with a slow police dispatch.
·         Department of Defense (DoD) Communicates with Citizens During Time of War: During the height of our military engagements in Iraq and Afghanistan, the national DoD often found that the mainstream media would not cover the full story. In addition, it had to compete with other, more sensational news. This resulted in an inability to effectively communicate with citizens about the battle to control Haifa Street in Baghdad, for example. As such, the DoD set up the channel on YouTube to provide more accurate information about US military engagements. Targeted at bloggers and other “alternative media,” the DoD found a way to get their message to citizens and engage a new audience of bloggers that wanted to participate in news reporting of the war.  And, the “The Battle on Haifa Street, Baghdad, Iraq,” video is one of DOD’s most-viewed, with more than 4.8 million views to date. Download a PDF of the full case study.
Mayor Booker, clearly an early adopter of social media, embraced it not only to enhance his personal brand, but also to better communicate with citizens. By collaborating with social media leaders early in the process, Booker established all the right tactics before launching the city’s social media presence, setting Newark up for social media success right out of the gate.
The Department of Defense was also highly effective in broadcasting its news through an unfiltered forum on YouTube. This one-way communications effort gave DoD a platform on which to share their desired message and include more depth about the war and the work of soldiers in the Middle East. In addition to engaging with citizens directly through one of the most-viewed – and viral – sites on the Internet, the DoD successfully engaged with a new, influential group of reporters to aid in dissemination of their message. 
State and local governments often have more opportunities to connect with citizens because they are on the front lines providing vital services to the public. We believe that effective two-way use of social media can help state and local governments perform better and meet citizen’s needs.
While this is merely a comparison of two case studies, there are other federal agencies that are using social media to create a dialogue with the public. As MorganFranklin has highlighted on the Pivotal Plays blog, FEMA Administrator William Craig Fugate has changed the way the agency responds to disasters through the use of social media.
However, our big takeaway is that the federal government could bolster its social media usage by taking a page from the state and local side.  What do you think?
Please stay tuned for next post, where we dive deeper into how other federal agencies could benefit from crowdsourced social media.
This article is also available to subscribers, here.

GovWin named twice in top 50 blogs on government IT

On Monday, StateTech magazine released its annual 50 Must-Read State & Local Government IT Blogs, which details the best online resources for information on technology in the public sector. Deltek is honored to have two of its government IT blogs recognized on this list: the B2G Breaking Views and GovWin Blog Central.
Both blogs feature data, analysis, and thought leadership on government trends and best practices. They also feature subject-matter expertise in federal, state, and local government, and in multiple government vertical markets including health care; social services; justice and public safety; homeland security; education; general government services; and architecture, engineering and construction. In addition, the blogs offer strategic planning, business development, and contract management guidance for green or grizzled government contractors.
Did we also mention that all the knowledge and news showcased on these blogs is free? Subscribe or set up your RSS feeds now folks!


CBO releases analyses on health reform’s effect on health insurance coverage provisions

The Congressional Budget Office (CBO), in conjunction with the staff of the Joint Committee on Taxation (JCT), released two analyses that provide budgetary estimates of the Supreme Court ruling’s effect on health insurance coverage provisions. One report serves as an update to a report released in March, which also provided estimates. CBO and JCT are estimating the insurance coverage provisions of health reform to have a net cost of $1.1 billion through 2022 (down from the original estimate of $1.25 billion in March 2012). The other report is a letter to John Boehner that estimates effects should the Affordable Care Act (ACA) be repealed. The analysis predicts that if H.R. 6079 (which would repeal the ACA) is enacted in the beginning of fiscal year 2013, on balance, the direct spending and revenue effects would cause a net increase in federal budget deficits of $109 billion from 2013 through 2022.

Deltek recently released an analyst perspective that provides an in-depth analysis of the recent Supreme Court ruling on health care reform, governor reactions, and the impact on each state. Deltek has also released an updated version of the “Evolving Health Insurance Exchanges” report, which can be downloaded here.

Drone prevalence in the United States

The use of unmanned aerial vehicles (UAVs), or drones, to aid law enforcement officials in policing efforts has infiltrated a handful of public safety departments across the United States. Since a bill for the opening of U.S. airspace to unmanned vehicles passed, the market for drones has become attractive for U.S. law enforcement agencies.
The goal of this technology outside of public safety is to deploy multiple drones with more advanced capabilities, while reducing operational costs for law enforcement agencies by supplementing the need for manpower. Drones will ultimately be able to replace expensive human-operated aircraft used to conduct various forms of surveillance. 
One of the leading vendors in this market is Vanguard Defense Industries, which did business with Texas’ Montgomery County in 2010, along with public safety departments in Illinois and Ohio. Vanguard has developed systems specifically to aid local police departments.
While drones cut costs for agencies, their infiltration into domestic use, particularly with traffic control, has become widely unpopular. Many activist groups including the American Civil Liberties Union (ACLU) and Electronic Frontier Foundation have declared the use of drones as an infringement on privacy rights and having a Big Brother aspect. The Association for Unmanned Vehicle Systems International (AUVSI) released a code of conduct in response to this issue, which identifies different challenges vendors in this industry will need to overcome. 
Analyst’s Take
There will be a significant increase in drones over the next few years, especially as the market continues to grow and the technology becomes smaller and easier to operate. Many companies have relied on the use of prior military expertise as part of their efforts to win government contracts. Therefore, firms that have previously developed technology for military use will likely have a greater foothold in this market.
Vendors also need to remember that there are other costs associated with purchasing drones, including ground control stations and related hardware. As a result, the market for these products may lie within larger agencies with bigger budgets. 
Government assistance to acquire drones is available through various grant programs including the Department of Homeland Security (DHS) Air-Based Technologies Program.
For more information about the market for drones, go here.


Enterprise Resource Planning System Implementation is Critical to DoD's Enterprise IT Goals

The Department of Defense Inspector General recently released a report detailing cost increases of $8 billion and schedule delays ranging from 1.5 to 12.5 years in the implementation of 6 major Enterprise Resource Planning (ERP) systems. The report overlooks the important role that ERP implementation plays in DoD’s transition toward enterprise IT services.
Late last week, the Department of Defense’s Inspector General released a report detailing the ongoing schedule delays and re-engineering weaknesses being experienced by six of the DoD’s Enterprise Resource Planning (ERP) systems. The ERP systems examined by the DODIG included the Army’s General Fund Enterprise Business System (GFEBS) and Logistics Modernization Program (LMP), the Air Force’s Defense Enterprise Accounting and Management System (DEAMS), DoD’s Defense Agencies Initiative (DAI), the Navy ERP system, and the Defense Logistics Agency’s Enterprise Business System-Energy Convergence (EBS-EC), and the EBS-E Procurement system.  Over the course of its audit, the DODIG found that to date the implementation of these systems has experienced cumulative cost increases of $8 billion and schedule delays ranging from 1.5 to 12.5 years. Those are eye-opening numbers, particularly considering the fact that none of the implementations are complete.
The DODIG’s report focuses on the danger that schedule delays and cost overruns pose to the DoD’s ability to meet basic audit requirements by FY14 and to deliver a thorough audit to Congress by FY17. Of course, getting a firm handle on the DoD’s budget is increasingly important in these fiscally constrained times. There is, however, an equally important technology dimension to the DoD ERP story that should not be overlooked, specifically, the role that ERP implementation plays DoD’s overall transition toward enterprise IT services. This is not a move an agency as large as the DoD makes easily. Picture turning the Titanic against a stiff headwind and you get a basic idea of the magnitude of the challenge involved.
 Across the federal government, agencies are working to consolidate stovepiped legacy systems into enterprise departmental systems. This undertaking is challenging enough at even a small department like HUD. The problem is ten times bigger and more complex at the DoD. The DODIG report notes that 238 legacy systems will be integrated into these six ERP systems once the work has been completed. Consolidating these systems will reap huge benefits for the DoD. Not only will the department no longer be required to spend money on legacy system service and maintenance, it will also be able to re-purpose IT personnel for more productive use elsewhere. The re-purposing of IT personnel has the potential to generate even greater savings as labor costs decline and resources are used more efficiently.
Then there is the contribution that ERP implementation makes to the DoD’s enterprise IT approach. The DoD CIO has stated repeatedly that creating an enterprise IT environment is of strategic importance to the department. The consolidation of legacy systems into the new ERPs is an important step in the process. In addition, once the ERP implementations are complete, chances are good that those ERPs will then be moved into DoD’s new cloud environment. ERP in the cloud is already a viable option in 2012 and as cloud technologies mature it will become even more viable in 2014, and beyond.
The DoD CIO has made it abundantly clear in documents like the DoD 10-Point Plan for IT Modernization and DoD Cloud Computing Strategy that enterprise services delivered by DISA, or by Cloud Service Providers through contracts brokered by DISA, are the future at the department.  Already at the beginning of FY12, the DLA announced that the Enterprise Business System-Energy Convergence (EBS-EC) will be hosted in one of DISA's Defense Enterprise Computing Centers (DECCs).  Conveniently, the DECCs also host DISA's cloud environment.  Is this a coincidence?  Probably not.  Eventually, therefore, moving DoD's ERP systems to the DISA cloud seems to be a no-brainer.


NACo app store pilot aims at collaboration

The National Association of Counties (NACo) Annual Conference and its kick-off technology summit were held in Pittsburgh, Penn., last week. A highlight of the conference was the announcement and discussion of a new online resource that will assist governments in sharing knowledge and information solutions. The NACo App Store is a pilot project produced through a partnership between NACo and Oakland County, Mich.  
Phil Bertolini, deputy county executive/CIO of Oakland County, Mich. Bertolini is heavily involved in Oakland County's pioneering efforts around cloud models, shared services and crowd sourcing. He led a session at the technology summit on the NACo App Store, which is a cloud-based application library that allows NACo members (government) to share government-solutions knowledge across traditional organizational borders. In his presentation, Bertolini explained that Oakland County has seen a 35 percent decrease in tax revenues over the last several years, and therefore has no choice but to share. I had the opportunity to speak one-on-one with Bertolini and posed the following question: 
Q: What do you see as the primary hurdles to governments sharing tools/technology?  
Bertolini: There are a number of hurdles to governments sharing technology that, in my opinion, can be overcome. First, many governments have been working within their own world for many years. The downward economy we lived through for the past four years has forced governments to do business differently. Shared services lower the cost of doing business and are now attractive targets for governments at all levels.  
Second, many governments have a limited understanding of how to collaborate with each other. Governments have a limited understanding of what their peers have to offer, making it almost impossible to get the conversation started. The NACo Application Store will provide the necessary collaborative environment where governments can share data and begin the necessary conversations.  
Third, in many cases, governments struggle to secure the necessary support for collaboration from elected officials or main stakeholders. Educating all of the parties involved is paramount to success. This education can be aided by our technology peers across the country, and every effort to secure support must be made.  
Many of the sessions and discussions at the NACo technology summit revolved around sharing. Geographic and communication barriers that once distanced the more than 3,000 U.S. counties no longer apply. Due to unprecedented fiscal challenges, and facilitated by tools like the NACo App Store, counties have no choice but to abandon their silos and perceived uniqueness, and band together to lift their shared challenges and collectively benefit from their peers’ successes.
Find a NACo Tech Summit conference recap and additional information on Oakland County and the NACo App Store in this Analyst Perspective.

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