Phase One open government consultant Justin Herman appeared on TBD’s Capital Insider last night with host Morris Jones to discuss a recent report on government transparency and the Obama Administration’s Open Government Initiative.
The Obama Administrationâ€™sÂ Open Government Directive ordered Federal agencies to produce open government plans by April 7th, and while some advocates are disappointed, we have before us a bewildering number of initiatives to improve transparency, collaboration, and participation across the Government. It will not surprise you to learn that I spent some time looking for places where open source is being used in these plans.
Iâ€™m not sure I can recommend reading all of the plans cover to cover, but if youâ€™re an advocate or have a vested interest in the future of a Federal agency, these plans are fascinating peek into each agencyâ€™s interior life. Itâ€™s not just the content of the plans, which run from exciting to comical to mundane. You can also learn a great deal about how agencies view themselves from the way these plans are presented and marketed. It will come as no surprise that the Department of Justiceâ€™s rather unlovely document spends a lot of time thinking about reducing its FOIA backlog. The Department of Energy clearly understands itself to be a first a research organization, based on its flagship data sets. The Department of Defense plan is crisp, to the point, and focuses on getting theÂ behemothÂ to better collaborate and interact with other agencies, rather than the public.
The organizational psychology betrayed by these plans is for another post. My interest is in where agencies found open source. Iâ€™ve long advocated for open source as a concrete, tangible way to encourage collaboration between agencies and between the government and its citizens. I was pleasantly surprised, frankly, to see how many agencies agree. Hereâ€™s what I found, in no particular order.
The USAID plan was a total surprise. I had no idea how many open source initiatives were being conducted by USAID. Page 30 contains this gem on their Global Development Commons work:
With over four billion subscribers in the world, the mobile phone is often the keyÂ to connecting and exchanging information with people in developing countries.Â The 2008 USAID Development 2.0 Challenge, implemented by the GlobalÂ Development Commons, invited innovators and entrepreneurs from around theÂ world to participate in a global competition to seek access to information andÂ build new connections to the global community. Crowdsourcing and OpenÂ Innovation have become increasingly important engines of innovation globally,Â leveraged by the commercial, non-profit, academic and government sectors toÂ identify opportunities and solve problems. USAIDâ€™s Development 2.0 Challenge yielded 115 submissions using high impact, low-cost, open source solutions.
The winner among the 115 submissions was theÂ RapidSMS Child Malnutrition Surveillance system, which â€œenables health practitioners to share and track childrenâ€™s nutritional information with the touch of a cell phone.â€
The agency also operates the Intra-Health OPEN Initiative, which is â€œaÂ suite of free open source solutions toÂ supply health sector leaders andÂ managers with a collection of newÂ tools.â€
The Social Security Administration is another open source underdog. Imagine all the pent-up innovation they can unlock once this project is underway:
We are in the process of creating internal capacity to host websites and applications based on open-source software solutions and we look forward to a lively exchange of ideas and program code within the growing Federal openâ€“source software development community;
As part of SSAâ€™s fifth goal, â€œmaking government more sustainableâ€, they see open source software as an essential tool:
We are a Federal leader in the use of Health Information Technology. Our work with the private sector may yield transferable ideas and tools. We will share our results and products as appropriate. For example:
- We look forward to sharing the products of our openâ€“source platform efforts across the growing Federal openâ€“source development community, as well as partnering with other agencies in future endeavors; and
- We are in the process of designing and developing an Electronic Technology Repository for communities of innovation. We expect this repository to employ openâ€“source social networking and other tools to permit users to better manage agency knowledge, avoid unproductive duplication of effort, and share experiences. The repository will support the storage of shared materials and project artifacts, discussion boards, wikis, blogs, subscription feeds, and other pertinent information. We envision sharing these resources with other Federal organizations as well.
Others have criticized open source as being irrelevant to the open government movement, but I think interagency collaboration doesnâ€™t happen anywhere near as often as it should, it can be made easier with open source, and itâ€™s outstanding that the SSA seems to agree.
The DOD has been using open source software for years. Though I was a bit surprised that it wasnâ€™t explicitly mentioned in the DODâ€™s open government plan, and even more surprised that the much-hyped forge.mil project isnâ€™t referenced at all, the plan includes a number of initiatives that happen to take advantage of open source tools:
The Wikified Army Field Guide, based on Mediawiki, will allow warfighters to collaboratively edit the Armyâ€™s field manuals, allowing the documents to be more accurate and responsive:
â€¦as the battlefield changes rapidly, field manuals must keep pace.Â Under the traditional process â€“ in which a select few were charged with drafting and updating field manuals â€“manuals often failed to reflect the latest knowledge of Soldiers on the ground.
Using the same free software behind Wikipedia, the Armyâ€™s â€œwikifiedâ€ field manuals invite military personnel â€“ from private to general â€“ to collaboratively update the Army Tactics, Techniques and Procedures Manuals in real time.Â In so doing, the Army provides a secure means for battle-tested Soldiers to share their experience and advice from the field.Â Wikified Army Field Manuals ensure the men and women who serve our Nation have access to the best possible information when they need it.
This is a very exciting opportunity to capture all the innovation happening â€œat the edgeâ€ and quickly incorporate it into useful, official documentation. It makes so much sense, Iâ€™m surprised it hasnâ€™t already been done.
The plan also highlights XMPP, which is a tremendously popular instant-messaging protocol that runs, among others, Google Talk. It may surprise you to learn just how much XMPPâ€™s most popular implementation, Jabber, is already being used inside the DOD. The Defense Connect Online program uses Jabber to provide secure IMs inside the DOD, and they announced in November that this would be opened up to the outside world. Because they standardized on an open standard with robust open source implementations, literally dozens of different chat clients are now available to these non-DOD DCO users.
Itâ€™s interesting how both Jabber and the Wiki Field Manual projects aim to improve collaboration, and do so on highly collaborative open source platforms. I donâ€™t think thatâ€™s an accident.
VirtualUSA is DHSâ€™ flagship initiative, which couldnâ€™t be more appropriate. From page 23 of the DHS Open Government plan:
On December 8, 2009, Secretary Janet Napolitano publicly launched Virtual USAÂ (vUSA), an innovative information-sharing initiative that draws on practitioner input toÂ help Federal, State, local and Tribal first responders collaborate to make fast, well-informed decisions. vUSA integrates existing frameworks and investments to provideÂ real-time access to operational informationâ€”such as weather conditions; traffic; theÂ location and operational status of critical infrastructure; fuel supplies; availability ofÂ emergency shelters and medical facilities; and other critical informationâ€”that allowsÂ users to improve situational awareness and to respond quickly in emergencies.
vUSA currently operates as two pilots â€“ one in eight southeastern states: Alabama,Â Georgia, Florida, Louisiana, Mississippi, Texas, Virginia and Tennessee; and the otherÂ in five states in the northwest: Alaska, Montana, Idaho, Oregon, and Washington. InÂ Virginia alone, vUSA reduced response times to incidents involving hazardous materialsÂ by 70 percent.
VirtualUSA is much more revolutionary than this lets on. Itâ€™s a very disruptive piece of software in its space. FCW has a succinct overview of the projectâ€™s history and what it means for first responders. DHS is funding this project, based on open source and open standards, in part because it wants to encourage collaborative toolbuilding and cooperation among the states, and also because this capability is too important to be in the hands of a single GIS provider, like Google or ESRI. Because it is an open source project, and uses open standards, VirtualUSA ensures that critical assets are not locked into a single vendor, and simultaneously lower the barrier to entry for new GIS vendors.
On page 18 of the Department of Commerce plan, under â€œOpen Source Information Technologyâ€, we find some familiar prose:
Also emerging from Commerceâ€™s Open GovernmentÂ Ideascale community was a suggestion to â€œbecome more open through the increased use ofÂ open source software.â€ The Department has already begun using the open source tool,Â Drupal, for a number of its new websites and plans to increase this use in the future. UsingÂ open source technology will allow Commerce to develop new technologies and collaborateÂ more readily with the public and other government agencies, and within the DepartmentÂ itself.
To make this happen, the Office of the Chief Information Officer and the Office ofÂ Acquisition Management will be consulted to ensure that open source offerings are fullyÂ considered during procurement processes. That consideration will include the value that theÂ Department can receive through increased collaboration with the public and as a contributorÂ to open source communities.
Nothing short of victory at Commerce for Open Source of America, whose suggestion this was. Congratulations!
Youâ€™ll find open source in the strangest places. Until I read Laborâ€™s plan, I didnâ€™t appreciate how much data the Department of Labor is responsible for analyzing and disseminating. With that in mind, it makes perfect sense to find this initiative on page 29:
Create a â€œDeveloperâ€™s Cornerâ€
We plan to establish a â€œDeveloper Cornerâ€ on www.dol.gov/open that specificallyÂ targets and engages developers. Our goal is to make it as easy as possible forÂ developers to re-purpose our data, provide feedback, get technical help, bringÂ developers with similar interests together and, ultimately inspire the best possibleÂ uses of our data for the benefit of the public. Ideas under consideration include aÂ bug tracking system, RSS feeds for dataset changes, dataset versioning, publicÂ code competitions, data authentication, and an ideation platform to prioritizeÂ developer needs.
I think every department and agency that distributes data to the public (which is to say, all of them) should follow Laborâ€™s lead and establish their own Developer sites. Thereâ€™s no better way to stay engaged with this very powerful community.
The outstanding NHIN CONNECT project, which has a thriving open source community, got a mention on page 56 of HHSâ€™s plan:
Nationwide Health Information Network â€“ Direct
A key component of the Nationâ€™s emerging health information technology infrastructure is theÂ Nationwide Health Information Network (NHIN) â€“ a set of standards, policies, and services thatÂ enable the secure exchange of health information over the Internet. â€œNHIN Directâ€ is the latestÂ development in the evolution of the NHIN. Itâ€™s an important effort to develop a â€œlightweight on-rampâ€ to the NHIN that will enable simple, direct exchanges of information betweenÂ providers, labs, pharmacies, and consumers â€” and which will be easy to adopt and implement.Â In a process that launched on March 1, NHIN Direct is being designed in close collaborationÂ with the community of potential users, with the entire process taking place in the open, inÂ public, on a NHIN Direct wikispace. NHIN Direct will then be implemented in real-worldÂ tests and deployments by members of the community â€“ with HHSâ€™s Office of the NationalÂ Coordinator for Health Information Technology (ONC) playing a coordinating and conveningÂ role. The gist of the NHIN Direct strategy is to utilize a community-driven approach to ramp upÂ and power NHIN Direct-powered health information exchange.
I should mention that my employer, Red Hat, is involved in this project.
There was nothing explicitly about open source in the NSFâ€™s open government plan, but their plan is worth mentioning anyway, as the NSF already does a tremendous amount of work in the open source community. Hereâ€™s a search for â€œopen sourceâ€ on their web site, which yielded over 5,000 hits when I last tried it:
NSF regularly awards grants under the condition that software developed under those grants is given an open source license. Some very progressive thinking, and shrewd IP stewardship from the NSF folks, so weâ€™ll forgive them for not mentioning open source directly in their plan.
Yet another revelation. Treasury plans to cultivate open source projects to facilitate collaboration between agencies and between Treasury and the public. Iâ€™ve written about exactly this kind of collaboration before, back in December, so Iâ€™m enormously pleased to see that Treasury agrees.Â Iâ€™ve emphasized my favorite passages here:
In the areas of transparency, participation, collaboration, and flagship initiative, Treasury strives to share its efforts acrossÂ Government to avoid duplication across agencies and to improve value/outcome of efforts. Treasury seeks to manifest cross-agency transferability in at least two of the following ways:
- Make training available to other agencies by opening up classes/webcasts to other agencies; providing slides, videoÂ and/or audio after the training; and posting on an e-learning platform.
- Name an advocate who gets the word out about what the agency has to share and invites other agencies to contact thatÂ person to learn from him or her.
- Design procurements for enterprise (where government is the enterprise) or in such a way that what is created can beÂ shared across government at no cost.
- Develop and post code so it can be shared with other agencies (open source or the contract written such that theÂ government owns the code.)
- Share platforms utilized by the agency with other agencies at no cost.
- Create participatory events across agencies with related missions.
- Collaborate on projects and challenges with the public and with the private sector in partnership with other federalÂ agencies that have similar missions.
- Share all materials, results, tools, and training that could be transferable to other agencies with the Interagency WorkingÂ Group as an efficient central dissemination mechanism.
The VA is an enormous consumer of information technology, and gained early recognition from the open source community for its public domain VISTA electronic health record platform. On page 22 of the VA plan, it becomes clear that the VA is expanding its use of open source to lower the barrier to entry for developers who want to help the agency:
A Virtual Installation of VistA Architecture (AViVA) is a recent innovation that we areÂ using to support collaboration. AViVA creates a universal user interface for theÂ electronic health record and includes prototyping of data connectors in order to securelyÂ link the AViVA platform to patient data from any source. The AViVA project incorporatesÂ HealtheVet as an update of the VistA legacy database system.
VAâ€™s current electronic hospital management system uses a graphical user interfaceÂ known as the Clinical Patient Record System (CPRS). CPRS data is stored in theÂ legacy data system known as VistA. CPRS requires installation on each machine thatÂ operates the program rendering the program difficult to scale and expensive to maintainÂ and update. AViVAâ€™s implementation improves this model in two ways. First, AViVAÂ creates a modular, web-enabled electronic health record system that can be easily andÂ remotely maintained. Second, Medical Data Web Services (MDWS), which can beÂ accessed by the Department of Defense, will allow the creation of applications for anyÂ data source to be plugged into the system.
AViVA is a very exciting program for the collaboration portion of our Open GovernmentÂ Plan and because we are committed to creating systems that allow health careÂ providers to collaborate to provide the best care for Veterans. AViVAâ€™s web basedÂ presentation layer will allow our doctors and nurses around the country to search patientÂ records as simply and succinctly as you can search for pizza on Google Maps and asÂ securely as the best retail financial service businesses. Additionally, AViVA createsÂ collaboration between VA and DoD, our partner in caring for our nationâ€™s heroes.Â Finally AViVA creates an open source platform that allows software to be shared withÂ entities outside of VA, creating opportunities for further innovation and developmentÂ beyond the agency.
â€œNASA is working to make open source software development more collaborative at NASA to benefit both the Agency and the public,â€ it says right on the first page of the NASA open government plan. Hereâ€™s an agency which has always relied on a vibrant research community, software developers, and a culture of innovation. Iâ€™m not surprised by their focus on open source, but I am delighted. Among other things, NASA will be sponsoring an open source code competition, has an entire section of their plan devoted to open source development, and will be developing their Nebula cloud computing system on open source software.
Itâ€™s fair to say that NASAâ€™s plan is the strongest Iâ€™ve seen for the open source community.
Who did I miss? What other opportunities for open source have you found in the open government plans? Leave a comment and let us all know!
Ever since Open Government Day – the 120 day deadline in the Open Government Directive when agencies had to release Open Government Plans – I’ve been pouring over them hoping to get a better understanding of how openness is going to be implemented. If we are to judge government openness by the barrage of documents we received last Wednesday, then we open government advocates ought to be very happy! But what are these documents made of, anyway? A word cloud illustrates it quite well – all the buzzwords that you would expect: Information, government, data, open, public.
However, most of the content within the Open Government Plans (at least the ones that I’ve had time to review) are largely aspirational. Each of them reviews the tenets of the OGD, and commit to transparency, collaboration, and participation, but lack the substance and details that will achieve each of these goals. Buzzwords dominate promises to “explore” or “experiment” towards reaching a goal. Agencies are working to plan openness, hoping to explore ideas with the public, and ready to become more transparent – but we’re not seeing the follow-through that we had hoped for in terms of actionable plans or lists of useful data sets the agency will be releasing to the public. Still, one part of each plan tended to be more fleshed out than the rest of the plan: the flagship initiative.
The OGD required agencies to describe at least one new initiative that they would begin implementing soon, and some agencies have already started their efforts towards these flagships. Because of the immediacy of the initiatives, they provide a glimpse of how each agency sees openness within their mission and how they plan to get there. Some are very substantial, providing the timelines and planning necessary to ensure that the project is ready to get underway – or in some cases, are already launched (link).
Flagship initiatives are probably the best indicator of how an agency is approaching the mandates of the Open Government Directive. They are intended to be the most concrete and specific part of the Plans – and typically, they are the only specific and developed plan for new steps towards openness. This is the road that will take agencies from idea to goal.
Some of the flagships are quite impressive, like the DOJ’s FOIA Dashboard, which will centralize and present data about FOIA, while others seem aspirational rather than ready to implement. For example, the Treasury Department hopes to become mostly paperless [link] but doesn’t provide an executable plan or indications of how they hope to achieve that goal. The four paragraphs on their open government flagship barely manage to explain the scope of the project.
Many flagship initiatives follow the general dashboard model: making data about government spending more accessible to the public using web tools and graphical presentation. OSTP (link) will be launching an R&D dashboard, and DOJ (link) has proposed centralizing FOIA data from 92 agencies as a dashboard. Centralizing this data into a dashboard allows easy comparisons between agencies and from year to year. Similarly, the Department of Energy (link) will be releasing energy information for the public in a wiki-style format, alongside educational initiatives.
Others propose opening processes that have not been open to the public, especially in technological ways. The NASA initiative (link) to collaborate with the public in developing their software, as part of an Open Source Software Development Program, will address a problem that’s widely addressed in the geek-oriented side of the open government community – it’s inordinately difficult to try to help out in technology oriented ways. Similarly, OSTP will be starting a “Geeks for Wonks” program to connect technology students and agencies with projects. Creating these avenues for skilled engagement – rather than simply asking for ideas – has the potential to engage those hoping to help who have thus far been shut out.
The most notable success? Agencies are starting to build career champions for transparency and for the use of technology within agencies. Technology can enable the transparency, participation, and collaboration that will make government more effective.
Each of these initiatives has the potential to change the way that agencies do business. That is the intention of the OGD – to change the way that the government interacts with citizens, how agencies collaborate internally, and how much information is available to the public. Clearly, this culture change has been embraced in many agencies, but not everyone has had the time to develop substantive plans. The most promising ones are well developed and are going to make information available, streamline performance, or engage citizens. I have every hope that even the most ambitious of flagships can become a reality, as agencies move forward with their Open Government Plans. I hope that next time around, the plans will have more substance – more concrete, achievable initiatives to go with the grand plans full of buzzwords.
Put down the best-seller and cancel the rest of Spring Break, the White House announced today federal agencies have released their open government plans. The plans are part of the Administration’s Open Government Initiative and should make for great beach reading.
From the White House:
The Plans will make operations and data more transparent, and expand opportunities for citizen participation, collaboration, and oversight. These steps will strengthen our democracy and promote accountability, efficiency and effectiveness across the government.
Here are direct links to all plans (those not linked are not available or not easily visible, so let me know if you find them):
The federal government may have closed during #snowmageddon 2010, but Jessy Cowan-Sharp and Robbie Schingler didn’t. They created OpenGov Tracker, a Website that tracks citizen ideas for federal agencies related to the Open Government Directive.
Cowan-Sharp shares what inspired them and how they did it.
In its own way, the public consultation process happening on IdeaScale right now is a historic activity, but so few people know about it. We thought that a single access point would give a sense of the participation on all the different sites, a window into the discussions happening, build some excitement, and inspire people to participate. We also thought maybe a bit of healthy competition would emerge between the different agencies, spurring additional participation. Finally, we wanted to call out and celebrate the ideas of those people who have made valuable contributions, so we promoted the most popular ideas across all agencies.
When we realized the IdeaScale site had an API, we grabbed the ideas for the NASA site and started playing around. Seeing that each idea object included counts of comments, votes and lots of other information, we realized it would be easy to pull out those basic stats, calculate a few additional ones and aggregate them for all the agencies. So, we started building. The way the sites are set up, you have to register separately for an API key for each of the agencies, which wasn’t so bad– but of course then it turned out that although each agency has the same set of nominal categories, each is represented by a different category ID in the backend. This makes sense when you realize that IdeaScale is used to supporting multiple, completely stove-piped clients. But that was a fun hour or so of tediously building an index to match up the category names with each agency’s numeric category IDs.
As the number of ideas started going up, we realized that our numbers looked wrong. Upon closer inspection it turned out that the API was truncating result sets at 50. We were worried that as soon as any agency had a category that went above 50 ideas, the site would basically be useless. But IdeaScale was really helpful, and lifted the limit for us. We really appreciate that.
Of course a few agencies chose their own route instead of IdeaScale, so we haven’t included them. I’m of two minds on this. I think it’s great if agencies have their own vision for things and do something different and unique to them, since it shows they’re interested. At the same time, as a developer, it really helps us promote your stuff when there’s a common interface for accessing it. It would be neat to see us collectively put some thought into common interfaces, where feasible, for data objects on government sites and projects.
I always fail to appreciate how time consuming presentation is. Pulling out the data was much easier and faster than tweaking the layout and style. But it’s important you do that well, or obviously no one will stay on the site long enough to look at those numbers. Thankfully, Robbie’s pretty good at that part!
The site is built in using Python with Tornado as the web framework. We’re in the process of adding in MongoDB as a backend data store. It took about two evenings and two full days before we deployed it.
Right now the site focuses a lot on numbers. We’re working on a few additions that will bring out more of the actual content to highlight the diversity of contributions. I love looking over the tags and the titles, and appreciating how different the ideas are, how different the focus of each agency is, and how each one has its own microcosm of terminology, challenges and touchy issues. It’s actually really educational to scan the lists of ideas and learn what’s happening in the different agencies.
When we first released the site, it was just what we call a “tinyhack,” a quick and dirty project to get something useful up and running. We weren’t even saving the data. But a lot of people have asked for the ability to look at contributions over time, so now we’re growing up the code a little bit, adding a proper data store on the backend. That will also enable us to easily display trend lines, pull out more content, etc.
But there’s only another 25 days to go, so we need to optimize value provided and time to deployment. That said, we’ll make sure the data continues to be available after the consultation process is over so more fun stuff can be done by those who want to.
John Stewart’s Daily Show coverage of the White House Open Government Directive hones in on what everyone’s asking:
‘What was so funny?’
Huge event yesterday. ‘Open for Questions,’ a new experiment in open government debuted on the whitehouse.gov Website, hosted by Kevin Smith, Mike D, and Indian George Clooney. It was, as you can imagine, HIGH-larious.
In the spirit of open government, we’d like an official response from the White House.
Guesses on Gigglegate?
Here’s what open government and Gov 2.0 leaders are saying about the new White House Open Government Directive.
What’s your take?
“This is great. No equivocating, vacillating, hemming, or hawing. This is all good, big thumbs up to the folks that made this happen.”
“The Open Government Directive demonstrates how the Obama administration is matching its aspirational goals with concrete policies and accountability measures. I expect it will create a sea change in how the government and public interact, what information we as citizens have at our fingertips, and that it will redefine that public information means that its online. Itâ€™s going to be up to all of us to participate and monitor how well government meets these goals.”
“The Open Government Initiative is a huge commitment to:
- listening to all Americans, hearing what they have to say
- telling people what’s going on in government, like where the money goes
The results will create effective large-scale grassroots democracy and far greater fiscal responsibility.
I feel that these efforts are complementary to the adoption of the US Consititution.”
The President’s Directive is a tremendous step forward. It not only further explains the President’s vision, but it provides an aggressive roadmap and timeline for getting Federal, State and local governments to improve transparency, increase participation and collaboration. San Francisco is proud to have responded early to the President’s call for open government with our Open Data Directive and DataSF initiatives. The President’s Directive will help San Francisco improve and extend our goal of a more transparent and open City.
“The Open Government Directive is a great starting point for the open-gov movement in the federal government; however, one thing to consider is whether open data is truly “usable” data for our constituents. Instead of just putting datasets online for mashup artists, we should also focus on the interface our citizens will use to get the information. In addition, multi-agency collaboration starting on the local level will be a very important key to the overall initiative’s success. Overall, I think the directive is good move in the right direction for the federal government.”
“We’ve all been eagerly awaiting the OGD and it’s not a let down by any stretch. It will lend support and clarification to what is a complex issue for our government: how to become more open, transparent and participatory. What we’re seeing here is the innovative use of technology and smart policy to unleash the talent of the American people. I’m most excited about how the work we’ve done on Apps for Democracy will soon be institutionalized throughout federal agencies when OMB releases guidance for how to use challenges, prizes and other incentives for stimulating citizen driven innovation.”
“This directive represents a significant step toward the presidentâ€™s goals of transparency, public participation and collaboration. One element that I would like to see emphasized as part of the implementation is a concerted, systemic effort to improve the tools government employees have available to collaborate internally. For me, improved internal collaboration is an essential element to developing the framework for a more fully engaged and responsive government. Imagine a world where cross-departmental information flow was so robust that citizens could interact with ANY agency on ANY issue and could get a timely, complete and helpful response.”
“Open Government Directive is a great first step in the open gov/Gov 2.0 movement. While the data and transparency piece is important, I’m most interested in how agencies create their own open gov plans and what actions they take from their planning exercise. I believe most of the movement for open gov starts when it is done at the agency level and solving true mission needs.”
“This is a great and ambitious plan that’s particularly challenging in terms of both logistics and technology. It is the equivalent of the “putting a man on the moon” of the Transparency movement in the federal government. Challenging, awe-inspiring and risky.”
“I am concerned that some may use the document and its compliance deadlines as a simple checklist. However, as did the president’s January open government memo, this document empowers the growing ranks of Gov 2.0 innovators. Its guidance on data release and standards is also valuable and needed.”
“I think this is a great step to formalize a process and â€œmovementâ€ that has already been spreading throughout government. I would have like to have seen more guidance around transparency, participation and collaboration from an interagency standpoint versus just citizen interaction, but believe that could be a natural output as agencies strive to meet the various deadlines. It will also be interesting to see how quickly and enthusiastically agencies respond to a directive which lays out new unfunded mandates given the many priorities they are already juggling.”
The most important part of the directive, in my opinion, is the attachment with guidance on plan formulation. The thought put into that means agencies do not have to recreate the wheel when formulating their own plan. The part of the directive that we all need to watch out for abuse on: it seems to apply to all other than OMB and above. Yet history has shown those are the ones we need the most openness from.
“I am thrilled to see the emphasis on open government this directive represents. I hope to see government agencies able to meet the deadlines for action established by the Open Government Directive. I also want to see citizen participation in determining the high value data sets to be published. Since this directive also requires the data be published in an open format, it will be nice to have documents available where the data is not shielded within the pdf format.”
You can now follow the latest news related to the White House Open Government Initiate (OGI) on GovFresh at whitehouse.govfresh.com.
The new site includes:
On January 21, 2009, President Barack Obama signed a ‘Transparency and Open Government’ executive order. Here is video of the signing and full text of the memorandum.
Transparency and Open Government
Memorandum for the Heads of Executive Departments and Agencies
SUBJECT: Transparency and Open Government
My Administration is committed to creating an unprecedented level of openness in Government. We will work together to ensure the public trust and establish a system of transparency, public participation, and collaboration. Openness will strengthen our democracy and promote efficiency and effectiveness in Government.
Government should be transparent. Transparency promotes accountability and provides information for citizens about what their Government is doing. Information maintained by the Federal Government is a national asset. My Administration will take appropriate action, consistent with law and policy, to disclose information rapidly in forms that the public can readily find and use. Executive departments and agencies should harness new technologies to put information about their operations and decisions online and readily available to the public. Executive departments and agencies should also solicit public feedback to identify information of greatest use to the public.
Government should be participatory. Public engagement enhances the Government’s effectiveness and improves the quality of its decisions. Knowledge is widely dispersed in society, and public officials benefit from having access to that dispersed knowledge. Executive departments and agencies should offer Americans increased opportunities to participate in policymaking and to provide their Government with the benefits of their collective expertise and information. Executive departments and agencies should also solicit public input on how we can increase and improve opportunities for public participation in Government.
Government should be collaborative. Collaboration actively engages Americans in the work of their Government. Executive departments and agencies should use innovative tools, methods, and systems to cooperateamong themselves, across all levels of Government, and with nonprofit organizations, businesses, and individuals in the private sector. Executive departments and agencies should solicit public feedback to assess and improve their level of collaboration and to identify new opportunities for cooperation.
I direct the Chief Technology Officer, in coordination with the Director of the Office of Management and Budget (OMB) and the Administrator of General Services, to coordinate the development by appropriate executive departments and agencies, within 120 days, of recommendations for an Open Government Directive, to be issued by the Director of OMB, that instructs executive departments and agencies to take specific actions implementing the principles set forth in this memorandum. The independent agencies should comply with the Open Government Directive.
This memorandum is not intended to, and does not, create any right or benefit, substantive or procedural, enforceable at law or in equity by a party against the United States, its departments, agencies, or entities, its officers, employees, or agents, or any other person.
This memorandum shall be published in the Federal Register.
The White House today announced its Open Government Directive, instructing agencies to open their operations to the public and providing a framework for doing so. The directive was accompanied by an Open Government Progress Report to the American People.
From the White House:
The three principles of transparency, participation, and collaboration are at the heart of this directive. Transparency promotes accountability. Participation allows members of the public to contribute ideas and expertise to government initiatives. Collaboration improves the effectiveness of government by encouraging partnerships and cooperation within the federal government, across levels of government, and between the government and private institutions.
Video announcement and Q&A: