In the wake of the 16-day government shutdown, this issue's articles are meaningful to leaders and managers in the public-sector workplace, who face a daunting task of engaging employees and building morale post-shutdown.

Our Forum on managing performance with data and metrics covers a variety of issues that will ring true to government workers: managing performance and accountability, performance management 2.0, the difference between spending money and buying outcomes, and transforming to a performance-based, results-oriented workplace culture. When managers and leaders think about sequestration and the government shutdown of 2013, they think about engaging employees, increasing morale, building relationships, and doing more with less.

Many of these topics are covered within the pages of this publication. Virginia Hill writes about the next generation of government, the Millennials; and Melanie P. Cohen examines what the new public sector will look like and who will be there. Jeffrey Neal writes about training on tight budget, and Lorene Sarne and Dorothy S. Goldsmith explore how to build relationships and cultivate talent through the GAO mentorship program. The Commentary article shows how to bring generations together to leverage Millennial affinity groups, and Anne Utech's article examines leadership and communication.

As the federal government workforce gets back to a sense of normalcy, it is important to remember the challenges that faced the government before the shutdown: engagement, leadership development, performance management, technology, and collaboration. They are all still there, and those dedicated to public service persevere.

I welcome your thoughts about future articles and what tools you need to help you succeed in your job as a public-sector employee.

Paula Ketter

Editor, The Public Manager

[email protected]