More than a decade after the Clinger-Cohen Act was passed that mandated agencies have a chief information officer, the role of theCIO is still being fully fleshed out. In some agencies, it is the person who makes sure that the e-mail gets through and that the BlackBerries work. In the best agencies, the CIO has -- dare I say it -- the CIO has the infamous "seat at the table." (Even the phrase "a seat at the table" has grown to have almost nirvana-like qualities -- 'if I only had a seat at the table.')

In my humble opinion -- and I would love to be corrected -- few CIOs are truly active members of agency senior leadership teams. And often times CIOs can get so tied up in making sure all the IT works and that systems are on track, that they just don't have time to be the strategic player.

Some of the best organizations -- public or private sector -- are ones that use IT to accomplish their missions.

I'm hearing that the memo will remind agencies about what the role of the CIO should be.

It's interesting because there are some who think that OMB has undercut the role of the CIO in recent years. More on that later.

11.10.2008: Adblocker integrated in Iron

The wish of many users comes true: We integrated an
Adblocker in Iron!

With a filterlist so nearly all online-advertising can be
blocked. A working list can bedownloaded

here and just has to be copied to the Iron folder (e.g:
C:\Program Files\Iron Fork\). Note: You must first get the
latest version of Iron you can find under "Downloads".

So Iron is the first Chromium based webbrowser worldwide
which has an adblocker included.

It does not fully support the AdBlockPlus format; it is a loose implementation borrowing from http://fanboy.co.nz/adblock

Hopefully SRware Iron Fork will soon tie into the context menu to take advantage of the built in inspector, whitelisting, and element hiding

If one plans to use Steve Pellegrin's set of scripts to strip down rick752's AdBlockPlus list, The EasyList, originally intended for BFilter, with SRware's Iron Chromium Fork some adjustments might be needed

Otherwise manually ditch the whitelist, convert ! to # for comments, and dump $ and following per line.

Portable Iron Fork ... eat the web safely

• Support for a wide range of COMPUTATIONAL and BINARY data types
• Support for COBOL Sequential files
• Support for files that have a variable file name
• CIO I/O Intercept library for Micro Focus Server Express
• CIO status codes mapped to COBOL file status codes

The latest documentation and release notice can be downloaded from

ftp://ftp2.transoft.com/pub/CIOextras/

News da LaStampa.it

Cases of doping detected in the world of cycling don't seem to decreese. A latest news speaks about the IOC which is considering a drastic therapy trying to shake the conscience of anyone involved in this sportingly illegal practice: the exclusion of cycling from the Olympic disciplines.
It would be certainly a humiliation, but could be an effective tool ... but cause the economic implications involved it will be almost unenforceable.
We'll see.

News from LaStampa.it

Well recently, he immediately answered my IM and asked me to pray for his job interview on the 23rd.

"You are applying for a new job?"

"Yes, I am going to be interviewed for the position of CIO!"

Whoaaaa.... CIO ( Chief Information Officer!)

I still shake my head in amazement. Not because he cannot do the job, but how simply amazing God is and how He lovingly and quietly works in our lives.

Ron was my roommate during my freshman year.  We were exact opposites.  I was working on my second degree and really determined to do well, while he was, fresh from highschool and still figuring out what to do and how to impress the girls.

I got to know his family when he invited me over for Winter Break during our sophomore year.  I can still remember the long drive and how my stomach, mysteriously hurt like hell when we arrived in Harrisburg on our way to Buffalo.

I remember one evening after dinner, he started putting on his thick jacket and I asked "are you going out to get a movie at Blockbuster?"  "Nah, I just want to go out for a walk...maybe you should come walk with me..."

His mom then sprung into her motherly ways and started handing out 4 jackets to me to make sure i will survive the walk. "You are from the Philippines and this weather might be too extreme for you - so go ahead, wear this, wear this and this..."

We walked out and I was looking like the Michelin man with all the thick jackets.  But Ron was still quiet and I knew something was up.

" I might not be able to go back next year..."

"Go back where?"

"To college..." he answered as we were walking down this deserted road somewhere.

"My grades are terrible... and I am on probation list..."

That was the first time it hit me - that if he did not do well in school the next coming weeks, I might lose my bestfriend and that really was something I was not prepared to experience.

When we got back to school, I religously followed him up on his exams, assignments and papers. It was a small college and we had similar classes so it was relatively easy to do that. I did not want to lose my bestfriend sitting down - so we studied together and helped memorized 200 scriptures for the Fundamentals of Theology class.

I remember one night when we were struck by the realization that the answers to our questions would have to rely on FAITH.  All our what if questions about God led us to that place where only FAITH can fill up.  And for the first time (last time as well) we prayed together and placed our dependence on God.

Fast forward 3 years after Graduation and I attended Promise Keepers in Dallas with him. He just clearly obliged me since he was my host.

2002 - he paid for my ticket and I flew on my birthday to join him in Hongkong where he was stationed for 1 week. He was already working for this company that has started sending him all over the world.

We were supposed to meet in Manila early this year - but I cautioned him with his financial spending since his wife will be giving birth.  He agreed and just worked in SIngapore until his project was done.

And now, he is going to be interviewed for the position of CIO!

The same guy who almost flunked out of college is about to be the CIO of this multinational company with branches in every continent.

The same guy who in college, could not even decently use a personal computer, is now taking care of different structures, platforms, network architectures and so many more.

Many years later, I find it a blessing that two things have remained:

1. Our friendship

2. Our need for prayers from each other.

On October 23rd midnight, i will be praying again for him because that is his interview time in New York.

My boothmate in Booth 1010 during my freshman year, is about to become a Chief Information Officer!

Thank you God for what you have done in my friend's life.  Thank you for blessing him. Thank you for the love you have given him through his parents, siblings and now his wife and children. Bless him Lord. As you use him in the corporate world, I pray that you will also gently whisper to him, that you would like him to serve you in the Church as well...

Please grant him this huge favor of becoming a CIO.  He knows that he cannot do this on his own.

Allow him to become a CIO for your divine use and purpose.

I surrender him and his dreams in your precious hands.

In Jesus Name,

AMEN

Yet, when I opened my Economist from two weeks ago (I'm always a few weeks behind), an article mentioned that with this credit crunch, mergers and acquisitions are going down, and with that a major cash-cow for consultants: IT systems consolidation.

I guess I'm wondering why companies, particularly those young babies being acquired, are still working with proprietary systems? Is there some kind of competitive advantage to doing it "your own way?" Or is that simply a myth that people believe in?

For myself, I've whined a-plenty about how Excel sucks and Powerpoint sucks, and how I'd like to have software work in my "right-brained way." But I still believe that Excel and Powerpoint works fine for 95% of the population and for 95% of the time, and that there is no need for a custom-built solution on that—the administrative—end.

There is of course multiple sides to IT, particularly if you are an IT-company or one where IT plays a leading role. Let's take Amazon, which won't be acquired anytime soon, which relies heavily on its proprietary technologies, being so specialised that it decided to become an IT-service-provider. Or Lucas Arts, which develops effects for films, also 3rd party, and will certainly use custom-built software.

But when I think IT-consolidation, I think databases, and I'm wondering if one database is better than the other. And I'm wondering, why there isn't a standard for this yet, as the Amazon's of this world are clearly pushing for it.

What am I missing here? Why do we need consultants again? Why aren't we doing everything in the cloud?

Vincent
(give me smart answers, and I may write a smarter post about it ;) )

Location, Industry: New Jersey, New York, Pennsylvania, Connecticut; CIO, Technology decision maker

Amount Offering: $100 for qualified introductions + $2,000 if a contract is signed

If interested please contact Melanie at 212-453-9822 or Melanie@salesconx.com

So, what does job shadowing mean at GE Capital?  Well, it’s pretty much like it sounds really.  Each IMLP is given a chance once a rotation to follow around their business’s CIO or other senior IT professional for a full or half-day.  However, this doesn’t mean that you simply get to watch from afar as he/she does his/her job.  Quite the opposite in fact.  Job shadowing gets you involved in the day, allowing you to actively participate in strategic-level meetings, project tollgate reviews, and conference calls with upper management.

In addition to getting this out-of-the-ordinary experience and exposure, job shadowing allows IMLPs to connect with their CIO on a personal level… learning about their families, hopes, dreams, drive, vision, etc.  And where better to get personalized career advice than from someone who’s already worked his or her way up in the organization?  Job shadowing goes beyond a simple networking opportunity, offering a real learning opportunity to IMLPs and giving them a glimpse of what it really looks and feels like to be in a CIO’s shoes.

Though the job shadowing program is currently only done within GE Capital, it has met with rave reviews thus far.  This success has spurred discussion amongst other businesses as well and could work to expand the program beyond GE Capital in the future.  However, this is a great example of how each business’s IMLP program brings something different and special to the table.  Each business's IMLP program, though a fully integrated part of the whole, is it’s own community with it’s own special aspects.  A tight knit family with ties that connect you to countless others throughout the company and roots that spread to the most senior of GE officers.

Patience minions.. we're in the same boat when proxomitron filter developers first started appearing.  Don't forget many of them all still active.

The adblocking option oft not mentioned: BFilter

Hopefully the Tempered Iron Fork will outlast the Chrome Fork....

...

hazaa Chromium Iron Fork new first: now with adblock built-in

I attended my first virtual conference today, the Unified Communications and Business Process Virtual Conference sponsored by CIO Magazine.  I didn't know what to expect when I launched my web browser and entered the conference this morning, but was pleasantly suprised.  The event used a technology platform from InXpo which didn't require a special client download or have any unique requirements beyond a standard web browser and one of two media players, Real Player or Windows Media Player.  Entering the conference, I was greeted by the sponsor and shown around to the auditorium, expo hall, networking lounge, and even told how to get help.  I attended several presentations in the auditorium and visited the expo hall, but didn't interact with others.  However, I could have chatted with other attendees and sponsors and exchanged contact information had I desired.  There were even the obligatory prize giveaways to entice participants to visit the various booths.

I've been fortunate enough to have been able to attend several conferences this year and I found this virtual conference format a fairly close approximation to in-person conferences, albeit without the inconvenience and cost associated with travel.  As travel costs continue to rise, I would predict this format will become more popular and accepted by presenters, sponsors, and attendees.

While I don't know how many people attended this particular virtual conference, the topic is quite broad and of sufficient interest to many people in the communications and IT field.  While this format may have attracted more attendees than a comparable in-person conference, the downside would have to be reduced attendee commitment.  While I originally intended to participate in full, I attended four other meetings throughout the day because I knew I could multi-task or come back to the virtual conference as time allowed.  Had I been physically present at a conference, I would have likely rescheduled my other meetings.

:-) Pros:  Come and go as you need; attend a variety of presentations and start and stop as needed; interact with vendors in a low pressure environment; avoid costly travel; and still have a chance to bring home a prize for the spouse/kids!

:-( Cons:  Come and go as you want (i.e., decreased attendee commitment); there were only three exhibitors and none are major UC players; presentation slides weren't immediately downloadable; no chance to earn airline miles or hotel reward points

“I have spent the past 23 years designing processes (12 years), designing departments (7 years) and designing businesses (4 years).  If you don't mind I will recount how that progression occurred.  Initially I worked on determining the root cause of process performance problems (nice alliteration) and designing solutions.  The effort was typically directed to one department.  As the projects grew so did the breadth of the processes.  It did not take long until I was working on processes that spanned departments which definitely increased the complexity.  I did have great success and eventually was asked to step into the CIO role at La-Z-Boy (LZB).  In that role I redesigned the IT department for the LZB division (3 years) and then created an entirely new IT department to service the all 14 divisions at LZB (4 years) plus the corporate office.  Though my title was CIO my actual role was IT Department designer, leader and manager.

As a Vice President I did have control over those areas reporting directly to me and so I could design them to work the way I wished them to.  But that meant the rest of the organization was out there going in other directions.  IT, HR and Finance are all support functions and as members of those organizations we see just how dysfunctional businesses are because we are asked to participate in all of their projects.  If you know anything about IT you will be aware of the challenge made to every CIO - Align IT with the business.  Problem is "the business" is not aligned with itself and therefore there isn't just one thing IT can align to.  (I contend that there really is not something called “the business” but instead a collection of departments that share a common business name.)  

So it became apparent that businesses needed a way to have all of the parts working together.  I saw first hand what happens when a CEO believes that if you let each department go off and try to optimize itself then you will have an optimized whole.  It simply does not work that way.  Optimizing all the parts does not optimize the whole.  After leaving LZB four years ago I started documenting the design of the entire business to show relationships and how the parts needed to work together.  It actually shows how to align the parts of a company - the holy grail of business.

You have some process work in your course.  If you are a process designer you know that processes are invisible until each activity/component is documented.  Documenting processes is actually documenting process designs.  It is only when the entire process is visible that you can determine if a change is warranted and what the impact of that change will be.  By documenting the process before making changes you minimize risks of unintended results.  Also by documenting the process you can determine whether the process needs to be changed in order to achieve certain performance goals or if it is a matter of execution.  Poor process performance is the result of either a poor design or the poor execution of the design.  Until you document the process you can not know where the problem exists.  More than 80% of the time it is design-related.

Now reread the last paragraph and substitute the word ‘process’ with the word ‘business’.  The principles are exactly the same.  Most executives (people in your class) do not understand that businesses have designs.  They know products have designs and some will know processes have designs but few if any will know that the business has an actual design.  And because they do not know designs exist in businesses they do not look at the design when they are having performance issues.  They look at their employees (remember performance = design + execution) and if you can not see the design you go after execution.  This is why so many projects in companies have such a low ROI and management is frustrated with their investments.  They are not resolving the root cause.

I know this is a roundabout way of getting to one suggestion I would have with your course.  And that is context.  Context provides the appropriate background for any area of study.  One pet peeve of mine is when people judge actions taken decades ago and use today's mores as the backdrop.  Without knowing what was going on in the past those judging do not have the right context to understand the actions that were taken.  Without understanding the entire business your students may not fully grasp Operations.  I do see that you speak about business and process design and I want to encourage you to show how things are connected, not separated.  It really is not 'business and operations' any more that it was 'the business and IT'.  All of it is the business because "Everything is connected to everything".

There is a particular sequence that leads up to the performance requirements for Operations.

Ø      Capstone. 

o       Strategic information such as the determination of the performance goals for the company.  What are the revenue goals and profit goals?  They drive everything. 

o       In addition you have to understand the competitive environment.  Without knowing the competitive environment you are making plans in a vacuum.  Returning to the idea of context, the competitive environment provides the context for designing the business for success. 

Ø      Market Model.

o       Markets, customer segments, product groups, products and Value Propositions.

o       Determine whether your Market Model can deliver on your revenue goals.  If not you have to make adjustments to the Market Model design.  You may increase your markets, sell to new customers, develop new products or redesign existing products.  You may acquire an existing company which will broaden your Market Model.

o       Part of the work in documenting the Market Model is determining customer expectations.  This is critical because Market Model requirements are input into Operations (Process Model).

Ø      Process Model. 

o       The Process Model contains all of the processes that the business performs.  What I am referring to may be slightly different than how you think about it.  Selling is a process.  Marketing is a process.  Assembling components is a process.  Making components is a process.  There are processes that focus on Creating Demand for a company's products and services.  There are processes created in order to Fulfill Demand for those products and services.  I expect that in your course you equate Operations with Fulfill Demand processes.  If I am correct in that assumption I would suggest that in the future you consider all processes as part of Operations.  That is why Lean concepts work on the shop floor and in the office as well. 

o       The point I wish to make here is that the performance requirements for processes is not arbitrary.  The market place will determine what is an acceptable price or acceptable lead time both of which are determined by the Process design (Operations).  The market gives Operations the minimum requirements in order to be competitive.

I will stop here.  I have probably worn out my welcome by now.  You should know there are two more Models that are part of a business design:  Organizational Model and Systems Model.  If you wish to have an overview of them I would be glad to share it with you.

Everything I have written comes from my business partner and me.  I can not direct you to a different source because we are the sources for these ideas.  This is just the tip of our ice berg.  I have much, much more I could discuss. 

Let me know if you wish any clarification on the ideas I have presented.  I will be glad to respond.”

Things have not been quite smooth also work-wise. Many things I can do and need to do cannot be done properly. This frustrates me greatly. They have the money and I have the skill and experience, but still they want things to be status quo. Hope things change after the Eid holidays. If not, lets see want I can do to rectify the situation.

Yes, so what is the point? What did I want to achieve? Honestly, our mission was to get talking about Swordfish ( http://dev.eclipse.org/blogs/swordfish ), Sopero and see how we can collaborate & deploy a proven enterprise framework, yet to be released to the open source community. Developed by Deutsch Post and used extensively for over six years, we were enthusiastic about generating an interest with the logistics firm that we were talking to.

About Swordfish: The framework was built on three major components, OSGi (an enterprise runtime platform with common deployment & runtime models), SCA (a common programming model with Assembly Description format) and JBI (the common Messaging Model).

Our USP was really a proven framework, tons of raw enthusiasm, time phased approach to transform the current closed enterprise and technologists who embrace the new upbeats every day. Suddenly we were totally wrong footed, where the past was of HUGE significance, my childhood evaluated, beleaguered and mocked at. Our background was thrown to the white-board and brain mapped to the real world. The CIO was true to his pay-checks. He instigated a very sensible flurry of questions. The mismatch really was the school of thought that we had came from. A contemporary setup on one side and an optimistic, cool technology / delivery model on the other.

Talking to many leaders in US / Europe / elsewhere, I was not able to sense such a pragmatic approach towards opportunity. Amazed that I was, the experience left me with a clean hindsight. Does it really make sense to be stereotypical & waste time before the decision for change is made; or embrace the inevitable with two arms & lead the way ahead !!! In politics, strategies, markets, decision making….

No dejes que la gente de tecnologías de la información te engañe con sus historias de hacer a la gente más productiva. Al final del día si tus ingresos no suben y/o tus costes no bajan, nadie ha sido más productivo. (Don’t let the IT folks fool you about making people more productive! At the end of the day, if your revenue doesn’t go up and/or your costs down, no one has been more productive).

Lo simple suele ser una buena solución. Hablar de dirección estratégica, mision, vision, valores, alineación con el negocio, orientación al cliente, mejoras de procesos, excelencia, empowerment, disrupción..., y demás zarandajas está muy bien, pero..., antes de todo esto, es necesaria una línea a seguir que sea simple y clara , y que todo el mundo entienda.

Greenspan lo  expresó perfectamente, y Bill Clinton también lo hizo de un modo aún más simple, en su campaña de 1992: Es la economía, estúpido.

Porque ese, es el primer objetivo de cualquier empresa, el beneficio económico, ¿o no es así?

Sí, sí que lo es incluso, para nosotros, la gente de tecnologías de la información.

Ya ha comenzado el curso, y con él, vuelve a convocarse una nueva sesión de nuestro Claustro Ideal Oficial. A propuesta de Eduideas, lo ha hecho Maribel en su fantástico, sereno y reflexivo Educar en la Acción. Y lo hace con el sugerente título, ojo a la interrogación, "¿Enredad@s?". Entre otras, nos plantea unas preguntas que ponen el dedo en la llaga de muchas de nuestras prácticas:

¿trabajamos en nuestros centros conectados entre nosotr@s?, ¿trabajamos en red? ¿aprovechamos las recursos internos y externos al centro? ¿planificamos nuestras intervenciones en solitario, o intentamos conectar las programaciones? ¿establecemos redes entre profesionales, de diferentes especialidades, servicios y recursos? ¿intentamos solucionar nuestros problemas por nuestra cuenta, o contamos con las aportaciones de los profesionales de la salud, empleo, servicios sociales………? ¿programamos actividades con otros centros? ¿tenemos en cuenta el entorno inmediato para planificar nuestras actuaciones?……

Ya sabéis que agradecemos todas las aportaciones, hayas o no intervenido en los anteriores, y seas profesor, padre, madre, alumno, ex-alumno o simplemente te interesa o preocupa la educación. ¡Nos vemos, para enredarnos en un sentido y desenredarnos en otro, en el XI Claustro Ideal Oficial!

By Neil McAllister

Back in 2004, InfoWorld's then-CTO Chad Dickerson polled the best and brightest to reveal 20 IT mistakes that were surefire recipes for cost overruns, missed deadlines, and in some cases, lost jobs.

A lot has changed in the past four years, but one thing hasn't: IT's capacity to fall prey to misguided practices, given the complexity of the responsibilities involved. So in the spirit of "forewarned is forearmed," we bring you 20 brand-new mistakes that today's IT managers would do well to avoid. As before, the names have been changed to protect the guilty, but the lessons learned are plain to see.

1. Overzealous password policies
A clear and consistently enforced password policy is essential for any network. What good is a firewall when an attacker only needs to type "password" to get in?

But strict password security cuts both ways. If your password requirements are too complex and draconian, or if users are forced to change their passwords too often, your policy can have the opposite of its intended effect. Users pushed to the limit of remembering passwords end up writing them down—in a drawer, on a Post-It, or on a piece of tape stuck to their laptop's keyboard. Don't undermine the ultimate aim of your password policy by insisting on unrealistic requirements.

Besides, passwords are so 2004. If you want strict access control today, think multifactor authentication.

2. Mismanaging the datacenter
Sys admins aren't exactly known for their neatness, but in the datacenter, order is essential. Spaghetti cabling, mislabeled racks, and orphaned equipment can all cause big problems. Careless provisioning can easily lead an admin to reconfigure the wrong server or reformat the wrong volume, so keep things tidy (and always double-check your log-ins).

Good systems housekeeping also means getting production servers off engineers' desks and out of their hiding places in the basement. Managing those assets is IT's job, and it should shoulder the burden with diligence and gusto. Make sure your CFO understands the importance of maintaining a datacenter that's large and well-equipped enough to grow with the business without turning into a jungle.

3. Losing control over critical IT assets
Senior management has a request: "The marketing team needs to run ad-hoc SQL queries against the production database." It's simple enough to implement, so you grudgingly make it happen and move on. Next thing you know, poorly formed queries are bringing the server to its knees before every Thursday marketing meeting. Your next assignment? "Fix the performance issue."

Check out the rest of the list here..

http://www.cio.com/article/449296/_IT_Disasters_You_Can_Avoid?source=home_ts

Recojo el testigo que amablemente me pasa Eduideas, que a su vez apoya Juanjo, para que este blog sea anfitrión del próximo CIO (Claustro Ideal Oficial). He dado un paseo por las anteriores convocatorias, y han sido muy interesantes: CIO X (Eduideas), IX (Educathor), VIII (Helleniká), VII (Educarueca), VI (Discentia), V (Iguales en las Tres Mil), IV (Nosolomates), III (Cosas de la vida), II (La web de Ramón Castro), I (Efervescente 2H).

Hasta ahora, ha habido muchas variaciones, pero, desde sus comienzos, se proponen algunas normas básicas:

En uno de los blogs de los integrantes del claustro, que por supuesto está abierto a quien lo desee, se propone un tema educativo, una especie de orden del día. En los comentarios se debate la cuestión propuesta durante un plazo de unos días previamente fijados por el autor/a del post. Terminado el plazo el/la autor/a del post propone la sede (el blog) del siguiente debate en un nuevo post. Y podemos ir así, de blog en blog, celebrando sesiones del Claustro Ideal Oficial.

Como se dijo en otra sesión, lo más importante es el debate, vuestras aportaciones y comentarios, más allá del post inicial.

LLevo tiempo dándole vueltas a un tema que me preocupa: ¿trabajamos en nuestros centros conectados entre nosotr@s?, ¿trabajamos en red? ¿aprovechamos las recursos internos y externos al centro? ¿planificamos nuestras intervenciones en solitario, o intentamos conectar las programaciones? ¿establecemos redes entre profesionales, de diferentes especialidades, servicios y recursos? ¿intentamos solucionar nuestros problemas por nuestra cuenta, o contamos con las aportaciones de los profesionales de la salud, empleo, servicios sociales.........? ¿programamos actividades con otros centros? ¿tenemos en cuenta el entorno inmediato para planificar nuestras actuaciones?......

Todas estas preguntas me llevan a plantear, en una sola, el tema que se propone en el XI CIO:

"¿ ENREDAD@S ?"

La necesidad de buscar nuevas respuestas a los retos educativos actuales nos lleva a reflexionar sobre propuestas innovadoras, que, desde mi punto de vista, se basan en tres principios básicos:

1. Necesidad de abrir los centros a la comunidad, al entorno, de forma que exista permeabilidad entre ambos (el centro como parte del entorno, y viceversa). En este sentido, existen muchas prácticas educativas enmarcadas en los llamados "Planes Educativos de Entorno", como ejemplo.
2. Trabajar en red (enredad@s), aprovechando todos los recursos, internos y externos, estableciendo mecanismos de coordinación y planificación conjuntos (referentes de salud, Forma Joven, educadores sociales, entidades sociales, ONG, dispositivos de empleo.......).
3. Crear tejidos sociales, redes sociales, informales y formales. Tejer a base de encontrarnos, comentar, discutir, disfrutar, jugar....En encuentros deportivos, tertulias dialógicas, actividades de bibliotecas de barrio, chats........

En esto ando liada últimamente. Quiero animaros a participar, porque vuestras aportaciones serán las que den vida a este CIO.

Ah, por cierto. Finalizamos el CIO el próximo lunes, 6 de Octubre. Debemos dar tiempo a los compañer@s para la reflexión. Os parece?

¡ Queda inaugurado el XI Claustro Ideal Oficial ! (En el fondo, he disfrutado con la preparación)

¡Ánimo!

Most people believe that Jerry Williams will take that post. Williams, of course, joined Interior earlier this year, replacing Ed Meagher, who retired from government service to join SRA. But there is an ongoing -- dare we call it conflict -- between Interior headquarters and the bureaus and there are some who believe one of the Interior bureau CIOs would be better suited to the post.

I keep checking to see if the new CIO post has been filled. I don't believe it has yet, but if somebody knows more then I do... let me know.

As we say in radio, stay tuned.