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Leading Change Ch 4


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Series of Leading Change slides illustrate an aspect of my resume, namely a range of early professional experiments related to advancing--in small ways--sources of government innovation: transparency, collaboration, public participation and organization design.

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Leading Change Ch 4

  1. 1. Experiment No. 4 Champions of Participation (2009) (leadership in action)
  2. 2. Champions of Participation Feedback from Agency Leaders and Managers on the Open Government Directive
  3. 3. Champions of Participation   Solicit input on the Open Government Directive from those who have had the greatest experience working to make federal government more open   Follow up from 2006 conference   Convened 34 federal managers and staff on March 30-31, 2009   Convened 19 senior agency leaders on May 12, 2009   Facilitated by four leaders in the field of public engagement and electoral reform
  4. 4. Participating Agencies Army Corps of EPA GAO NOAA Engineers Federal Energy Centers for Disease Nuclear Regulatory Regulatory GSA Control Commission Commission Federal Highway Institute for Enviro. Office of Dept of Defense Administration Conflict Resolution Nanotechnology Office of the Fed. National Mediation Dept of Energy FEMA Coord. for Gulf Board Coast Rebuilding Transportation Fish and Wildlife National Park Dept of Interior Security Service Service Administration Veterans Dept of Labor Forest Service NEA Administration
  5. 5. General Observations   Significant excitement among agency leaders who have championed participation, transparency, and collaboration for years   Some healthy skepticism that adequate resources, support and commitment will be devoted to advancing OGD values   Hope that the Directive will be a living document that is iterative and systematically “marbled” into the government   Concern that the Directive will overemphasize pilot projects over systemic, scaled, and lasting changes   Concern that web-based, ICT approaches will over-shadow proven face-to-face participation and collaboration methods
  6. 6. Major Recommendations 1.  President’s Management Council as implementation vehicle 2.  Communicate commitment to OGD to all Federal staff through personal statement from President, resources, and reporting 3.  Require agencies to state how they will incorporate OGD goals into major agency systems such as HR, planning, budget 4.  Provide training and other support to assure that federal workforce possesses public engagement skills 5.  Establish systems of reporting and measurement 6.  Create communities of practice to foster innovation and diffusion 7.  Create incentives through awards, recognition, & funding 8.  Demonstrate the value of participation through highly visible presidential initiatives 9.  Address legal and statutory barriers to Open Government
  7. 7. President’s Management Council as OGD Implementation Vehicle   PMC effectively engages Deputy Secretaries to provide top-level management support for the Open Government Directive   Chief Performance Officer should direct the overall Open Government Directive   Add independent agencies who do not currently sit on PMC   Create three inter-agency work groups to carry out the directive:   OMB should chair a work group to oversee implementation and measure progress   OPM should chair a work group to build the capacity of federal employees   CTO should chair a work group on the use of technology to support open government goals across agencies
  8. 8. Communicate Administration’s Commitment to Open Government   President Obama’s deep, personal commitment to Open Government must be clearly communicated   Send a physical letter to every employee from the President explaining the importance of open government   Produce a video and send email with link to every federal employee   The principles of open government should be repeated often and consistently   Congressional leaders should join the President in communicating the priority of open government   Adequate new funding and regular reporting requirements should reinforce the importance of the directive
  9. 9. Incorporate Open Government into All Major Agency Systems   Require all agencies to submit plans for how they will incorporate Open Government goals into their missions within 120 days   Require all agencies to submit plans for how they will incorporate Open Government goals into all major systems, including human resources, budget, planning and management, within 180 days   Require Federal Executive Boards to implement collaborative partnerships to involve the public and report their plans within 180 days   Require each agency to designate a senior leader as an Open Government champion and support designated champion with appropriate resources
  10. 10. Building Capacity & Training   Define the skills required for all federal employees to take responsibility for creating a more open government   Enable each agency to customize training programs to individual circumstances and needs   Pay special attention to groups that will have a significant role in the success of the directive, including political appointees and OMB budget examiners   Help citizens better understand the workings of government so that they know where, when, and how to engage
  11. 11. Measurement & Performance   Build mandatory reporting about progress towards Open Government goals into the Performance and Accountability Reports that every agency must submit each year   Integrate Open Government goals into individual performance measures and contracts   Publicize dates by which agencies must make specific progress on open government goals   Ensure that measures are outcome-based, well defined, and consistent across government
  12. 12. Communities of Practice and Other Supports   Establish online resource base that will enable sharing of best practices in participation, collaboration and transparency   Create a cross-agency team of internal consultants who are available to support agencies that need assistance   Establish a federal institute for public engagement to gather research on best practices, offer training, develop a knowledge base, and institute the community of practice.   Leverage the expertise of non-governmental practitioners and experts through a roundtable or advisory board on public engagement
  13. 13. Recognition, Morale, & Incentives   Establish a highly publicized and prestigious award for Open Government   Establish an Open Government Conference at which the award will be presented   Create a competitive innovative fund for Open Government intiatives
  14. 14. Demonstrate the Value of Participation and Collaboration   Convene a national policy discussion on health care reform in which more than 1 million Americans participate; demonstrate potential of participation and government commitment to OG   Initiate a federal agency intergovernmental collaboration on an issue like food safety   Initiate a cross-jurisdictional collaboration between multiple levels of Federal, State, ad Local and/or Tribal government on an issue like a national disaster recovery plan   Initiate individual agency problem solving on a major issue with public collaboration at every stage on an issue like dam safety   Conduct and disseminate research that communicates the value that participation and collaboration can offer
  15. 15. Address Legal and Statutory Barriers to Open Government   Provide guidance to agencies on policies and interpretations of statutes (e.g. FACA, FOIA, APA, and NEPA) through a White House Office/Council on Public Engagement   Create a venue through which legal staff from agencies communicate about interpretations of Federal statutes that may inhibit participation, collaboration and transparency   Initiate a government-wide review of department, agency and government statutes, regulations and rules that may inhibit open government. Develop plans for addressing these barriers.